I'll back up the bus, first, as I do want to just echo some of Daniel's earlier comments around the supply chain as an important part of it. The industrial strategy is something that's going to enable all those things to happen.
Canada has a hydrogen strategy. It was produced almost three years ago. Alberta has a road map on hydrogen. There's lots of policy out there that says this is where we want to go. In Canada's strategy, we want to be a top three provider of hydrogen to the globe. The challenge is that the subsequent work to deliver on that is where the problem sets are. What are the enabling frameworks that need to occur?
For example, we have no bulk liquid facilities on the west coast. They're all full. That means we can't move ammonia or hydrogen to Japan, Korea, California, China or Taiwan, who all want our products. When I said that these projects are what we hope to complete, that's because we have a policy framework that says we want to do this, but our actions to try to deliver on the infrastructure to be able to move that product to market are not being enabled.
A classic example is the length of time it takes to get to regulatory approval. There's one bulk liquid facility on the coast that we're trying to build now. It took three extra years to get the regulatory approval. It's now costing an extra $300 million to build. Then you layer on no new incentives for fossil fuels. In the old school, it would have been approved. There was the national corridor fund. We would have gotten that first part built and the rest built, but today we can't because of no new fossil fuels. The company starts with one set of rules, and halfway through the game it changes.
All I'm saying is that we need to get certainty back into our international investors. They do not have it right now, because they can't seem to get that certainty in a project. We need industrial policy and execution that provide certainty across the value chain.