Tata Chemicals Limited’s Mithapur manufacturing facility has won two Platinum Awards, the highest recognition category, at the 21st CII National Six Sigma Competition. The facility received the awards for two Lean Six Sigma (LSS) Black Belt projects. The recognition highlights Mithapur’s continued focus on operational excellence, process improvement and data-driven problem solving. It also reflects the company’s ongoing efforts to improve manufacturing efficiency and reduce process losses.

Two Lean Six Sigma Projects Win Platinum

The two projects recognised at the competition focused on improving plant performance and reducing operational losses:

Reduction of Power Plant 450# Steam Variable Cost

Reduction of Downtime of Salt Auto Packer Machine

Both projects applied Lean Six Sigma methodologies and data-driven analysis to identify process inefficiencies and implement targeted improvements.

Mithapur Reaches 19 National Awards

With these two latest Platinum Awards, Tata Chemicals Mithapur has now received 19 awards at the CII National Six Sigma Competition since it began participating in the platform. This achievement demonstrates the sustained adoption of Lean Six Sigma practices across the Mithapur manufacturing facility. Moreover, the continued recognition highlights the role of structured problem solving and continuous improvement in strengthening operational performance.

Focus on Continuous Improvement

Vikrant Deoras, Site and Manufacturing Head, Tata Chemicals, Mithapur, said, “Winning two Platinum Awards at the CII National Six Sigma Competition is a proud achievement for Tata Chemicals and reflects the strength of our continuous improvement culture. These projects demonstrate how data-driven problem solving, cross-functional collaboration and employee ownership can deliver measurable improvements in operational performance.” He added that reaching 19 national awards demonstrates the consistency of Tata Chemicals’ Lean Six Sigma journey and its focus on developing a world-class manufacturing organisation.

CII National Six Sigma Competition

The CII National Six Sigma Competition is a platform that recognises process improvement, innovation and quality initiatives across Indian industries. The competition brings together organisations from diverse sectors to showcase projects that use Lean Six Sigma methodologies to address operational challenges and deliver measurable business improvements. As per the press release, for Tata Chemicals Mithapur, the latest awards further reinforce its focus on operational excellence, employee-led improvement and continuous manufacturing performance enhancement.

BASF is evaluating a potential investment in India to meet growing customer demand across the region. The company has reached an advanced stage of its feasibility study for a potential MDI (methylene diphenyl diisocyanate) production complex in Gujarat. As part of the evaluation, BASF has secured an industrial land parcel in Dahej, Gujarat, through its Indian subsidiary, BASF India Polyurethanes Private Limited. MDI is a key raw material for polyurethane products, which are widely used in building insulation, refrigeration, automotive components, furniture and consumer goods.

BASF Targets Growing Indian Market

India remains an important growth market for BASF, with demand expected to increase across several industrial sectors. “India is among the most attractive growth markets globally, with strong demand expected across a wide range of industries,” said Dr. Stephan Kothrade, Member of the Board of Executive Directors and Chief Technology Officer of BASF SE. According to Kothrade, the potential investment aligns with BASF’s “Winning Ways” strategy, which focuses on strengthening the company’s core businesses and creating long-term value. Furthermore, local MDI production could expand BASF’s manufacturing footprint in India and support its local-for-local approach. It would also enable the company to supply customers in India and neighboring markets with locally produced MDI.

Investment Decision Pending Feasibility Study

BASF has not yet taken a final investment decision. The company will base its decision on the outcome of the ongoing feasibility study. In addition, the proposed project would require all necessary regulatory and other approvals. The potential investment would represent another step in BASF’s efforts to strengthen its global MDI production network and improve supply reliability in key markets.

India Could Strengthen BASF’s Global MDI Network

BASF is also evaluating the next phase of its global MDI expansion. The company is currently entering the final phase of commissioning its $1 billion MDI expansion project in Geismar, United States. “BASF continues to invest in its global MDI production network to support customer growth and ensure reliable supply across key markets,” said Dr. Ramkumar Dhruva, President of BASF’s Monomers division. A potential MDI project in India would complement BASF’s existing production network and further strengthen supply capabilities for customers in the region. Besides Geismar, BASF operates MDI production facilities in Antwerp, Belgium; Chongqing and Caojing (Shanghai), China; and Yeosu, South Korea.

Dahej Provides Existing Manufacturing Base

BASF has operated in India for more than 130 years and currently runs multiple production sites across the country. Importantly, the company already has an established manufacturing presence in Dahej. At its integrated chemical complex, BASF India Limited operates an MDI splitter and polyurethane production facilities. This existing infrastructure could provide a strong foundation for potential expansion of MDI manufacturing capacity in the country.

Rising Demand for High-Performance Materials

India’s accelerating urbanisation, infrastructure development and manufacturing activity are supporting demand for high-performance materials. Consequently, BASF expects opportunities to grow across industries that use polyurethane and related materials. A potential MDI production complex in Dahej could therefore help the company serve this expanding market while strengthening its local manufacturing capabilities. As per the press release, BASF’s final decision will depend on the feasibility study and the completion of the required approval processes.

LANXESS is taking another step towards lower-carbon production at its Krefeld-Uerdingen site in Germany. The specialty chemicals company replaced natural gas with hydrogen to dry its iron oxide pigments. As a result, the spray dryer has become one of the first large-scale industrial plants in Germany to use hydrogen as a fuel in continuous operation. LANXESS expects the switch to reduce its carbon footprint by around 6,000 metric tons per year.

Hydrogen Supplied Directly by Covestro

LANXESS sources the hydrogen from chlorine electrolysis at the neighbouring Covestro plant. A dedicated pipeline transports the hydrogen directly to the LANXESS production facility. This close integration between the two plants provides a reliable hydrogen supply while taking advantage of existing infrastructure at the Krefeld-Uerdingen Verbund site. “Switching from a natural gas burner to a hydrogen burner is a significant technological step towards low-greenhouse-gas processes,” says Michael Ertl, Head of the Inorganic Pigments business unit at LANXESS. “We are proving that decarbonizing industry works not only in pilot projects, but also in the day-to-day operation of large production facilities,” added Ertl.

Hydrogen Burner Enables Industrial Decarbonisation

LANXESS installed the hydrogen burner at the end of 2025 and has gradually brought the system into operation. The company designed the system to run entirely on hydrogen.

The conversion required several technical modifications, including:

A dedicated hydrogen supply line

An adapted hydrogen burner

New measurement and control technology

Additional safety systems

Enhanced process-control systems

Together, these upgrades allow LANXESS to integrate hydrogen into continuous industrial production while maintaining the required operating and safety standards.

Verbund Integration Supports Hydrogen Transition

The close integration of the Krefeld-Uerdingen Verbund site has played an important role in the project’s implementation. Short pipeline routes, shared infrastructure and established safety systems help ensure a dependable hydrogen supply. “The project shows that industrial partners at a Verbund site can particularly successfully shape the transition to climate-friendly production,” says Rob Eek, Production Manager at Covestro in Krefeld-Uerdingen. LANXESS and Covestro have maintained a long-standing production partnership at the site. Covestro supplies nitrobenzene, which LANXESS uses to manufacture iron oxide pigments. During this process, LANXESS produces aniline as a byproduct and returns it to Covestro for use as an important raw material in plastics production. The introduction of hydrogen into the spray-drying process now adds another climate-focused element to this integrated production model.

Large-Scale Iron Oxide Pigment Production

LANXESS operates one of the world’s leading inorganic pigment businesses, producing iron oxide and chromium oxide pigments for construction materials, paints and coatings, plastics and other specialty applications. The company operates the world’s largest iron oxide pigment production facility at Krefeld-Uerdingen, where it has manufactured these pigments for around 100 years. LANXESS iron oxide pigments have a particularly low carbon footprint compared with products from other manufacturers in the industry.

Laux Process Improves Energy Efficiency

The company attributes part of this advantage to the Laux process used at the site. Unlike alternative production methods, the process generates virtually no waste and uses energy efficiently. The combination of the Laux process and hydrogen-powered drying can therefore further support LANXESS’s efforts to reduce emissions from iron oxide pigment production. As per the press release, by moving hydrogen technology from pilot-scale applications into continuous large-scale production, LANXESS is demonstrating how existing industrial facilities can integrate alternative fuels while reducing their dependence on natural gas.

Larsen & Toubro (L&T) expects the $150 billion global industrial modularisation market to create opportunities worth around $30 billion over the next five years. According to the company, rising labour costs and a shortage of skilled workers are encouraging project developers to shift from conventional on-site construction towards factory-built modules. As a result, industrial modularisation is gaining momentum as companies look for faster and more efficient project execution. L&T is also working to expand modular construction in India. At the same time, the company is developing a hybrid construction model that combines modular and conventional methods to address transportation limitations.

L&T Completes Major Australia Modularisation Project

L&T has completed its first major modularisation project for Australia, marking a significant step in its global modular construction business. The company fabricated and shipped modules from its Kattupalli facility in Tamil Nadu to Karratha in Western Australia for Project CERES. The project involved the fabrication and delivery of 110 modules weighing around 64,000 tons. Project CERES is being developed by Perdaman Chemicals & Fertilisers under the Saipem-Clough joint venture. Once operational, the facility will have a urea production capacity of 2.3 million tonnes per annum (MTPA). The project is expected to go live in June next year.

Strengthening India’s Role in Global Project Delivery

L&T Chairman and Managing Director SN Subrahmanyan said the Australia project demonstrates how the company is helping elevate India’s role in the global project-delivery ecosystem. He noted that India is increasingly moving beyond its traditional role as a manufacturing base to provide integrated engineering, technology and project-execution capabilities. L&T is exploring modularisation opportunities across data centres, prefabricated bridges, precast columns and other industrialised construction solutions. The company has also established a dedicated cell focused on small modular construction.

Industry 4.0 Drives Modular Manufacturing

To strengthen its modularisation capabilities, L&T has invested in advanced cutting, bending, boring and welding equipment. The company has also adopted several Industry 4.0 technologies across its fabrication operations. Furthermore, L&T plans to progressively convert some of its fabrication facilities into “dark factories”, where highly automated production requires minimal human intervention. Its heavy engineering facility already uses technologies such as robotic welding, automated painting systems and 3D printing. As the business expands, L&T also plans to strengthen quality and safety standards across its wider ecosystem, including suppliers and project partners.

Hybrid Construction to Address Transport Challenges

Modular construction offers significant advantages for waterfront projects because large modules can be transported by sea. However, road transportation can limit module sizes for inland projects. Therefore, L&T is evaluating smaller modules that can be transported more easily and assembled at project sites. According to Subramanian Sarma, Deputy Managing Director & President, L&T, this approach could support a hybrid construction model combining factory-built modules with conventional site construction. The Australia project also highlighted the importance of workforce mobilisation and retention. L&T’s modularisation operations can require thousands of workers at different stages, even as the wider construction industry faces a shortage of skilled labour.

L&T Expands Fabrication Capacity

L&T has nearly 200,000 tons of fabrication capacity across its facilities in Oman, Hazira and Kattupalli, among other locations. After accounting for offshore requirements, approximately 100,000 tonnes of capacity could potentially be available for onshore modular projects. This capacity could allow L&T to execute multiple large-scale projects simultaneously. However, logistics remains an important consideration. Sarma said the company is facing higher transportation costs and delays in the movement of metals, particularly from eastern markets, because of disruptions along shipping routes. L&T is using alternative routes where necessary, while discussing the resulting cost implications with customers.

L&T Builds Global Modularisation Capabilities

With investments in automation, advanced fabrication technologies and hybrid construction models, L&T is expanding its capabilities in industrial modularisation. As reported by thehindubusinessline.com, the company expects the growing demand for factory-built construction solutions to create new opportunities across energy, chemicals, infrastructure, data centres and other industrial sectors.

Keva (formerly S H Kelkar and Company Limited) announced the passing of its chairman, Ramesh Vinayak Vaze. Vaze was a prominent figure in India’s fragrance and flavour industry and played a key role in transforming SHK into a leading India-origin fragrance and flavour company with a global presence. He joined the company’s Board in 1981 and held several leadership positions, including managing director. Since 2019, he had served as the non-executive chairman, providing strategic guidance and mentoring the company’s leadership team.

Four Decades of Leadership at SHK

Vaze’s association with SHK spanned more than four decades. As a master perfumer and industry veteran, he contributed significantly to the company’s growth, product development and expansion. Under his leadership and guidance, SHK evolved from a local fragrance business into a globally recognised fragrance and flavour company. He also helped strengthen the organisation’s focus on innovation, quality and technical capabilities.

Contribution to Fragrance Innovation

Vaze played an important role in advancing SHK’s manufacturing and innovation capabilities. One notable milestone came in 1994, when the company introduced India’s first automated fragrance compounding plant. The development strengthened SHK’s ability to manufacture fragrances at scale while supporting consistency and quality across its products. Vaze placed strong emphasis on talent development and knowledge building, helping create capabilities that supported SHK’s long-term growth.

A Lasting Legacy

Vaze’s contribution extends beyond his leadership roles at SHK. His work helped shape the company’s approach to fragrance and flavour innovation, manufacturing excellence and talent development. As reported by stockssena.com, his association with the company and the wider industry has left a lasting legacy as SHK continues to expand its global fragrance and flavour business.

Engineers India Limited (EIL) delivered a strong financial performance in FY26, recording a record turnover of ₹3,849 crore and an all-time high net profit of ₹638 crore, according to Chairman and Managing Director Atul Gupta. The Navratna public sector engineering consultancy also closed FY26 with an order book of ₹15,109 crore, while order inflows during the year reached ₹7,978 crore. Since then, EIL’s order book has increased to around ₹17,000 crore.

Operating Margins Improve

EIL also strengthened its operating profitability during FY26. Its operating margin increased to 16.22%, compared with 14.76% in the previous year. Meanwhile, the company’s EBITDA margin rose to 21.61% from 20.60%. The company has already secured ₹3,565 crore of orders in FY27, comprising ₹2,492 crore in domestic orders and ₹1,073 crore in international orders. For FY27, EIL is targeting 10% revenue growth while aiming to maintain operating margins within the 14–16% range. Gupta has indicated that order inflows could strengthen during the remaining quarters of FY27, as the first quarter typically records lower order bookings.

Diversification Beyond Oil and Gas

EIL is also expanding its business beyond its traditional oil and gas segment. The company is pursuing opportunities across metals, nuclear energy, infrastructure, data centres, fertilisers and maritime projects. This diversification strategy could broaden EIL’s project pipeline while reducing its dependence on a single industry segment.

Healthy Order Book Supports Growth

EIL expects its strong order book and execution pipeline to support business growth through FY27. During the April-June quarter, the company’s consultancy business contributed a larger share of revenue, while the engineering, procurement and construction (EPC) segment recorded a temporary decline as several projects approached completion. Typically, EIL maintains a revenue mix of approximately 55% consultancy and 45% EPC. Gupta expects this mix to normalise in the coming quarters as EPC activity picks up. At the same time, the company expects to sustain its EBITDA margins even as the contribution from its EPC business recovers.

Outlook for FY27

With a growing order book, improving margins and a broader sector focus, EIL is targeting further revenue growth in FY27. As reported by cnbctv18.com, the company will continue to focus on order acquisition, project execution and business diversification while maintaining profitability across its consultancy and EPC operations.

Gujarat Themis Biosyn Limited (GTBL) has completed the acquisition of 100% equity shareholding in MicroBiopharm Japan Co., Ltd. through its wholly owned Japanese subsidiary, Themis Biosyn Japan Limited. GTBL first announced the acquisition on May 22, 2026. The company has now closed the transaction after receiving the required regulatory approvals and fulfilling all customary closing conditions. GTBL expects the acquisition to be earnings-per-share accretive, while MicroBiopharm’s existing management team will continue to oversee its operations.

Six Decades of Fermentation Expertise

With more than sixty years of operating experience, MicroBiopharm runs three GMP compliant manufacturing facilities in Japan. The company also has an established track record of inspections by the US FDA and Japan’s PMDA. For FY26, the company reported revenue of approximately JPY 9.5 billion. Its business portfolio includes:

Proprietary APIs and intermediates

Contract development and manufacturing services (CDMO)

CDMO Bio

Developed pharmaceuticals, including biologics

Non-pharmaceutical businesses

Furthermore, MicroBiopharm has maintained long-standing relationships with its customers. Its top six customers have worked with the company for more than 20 years, while approximately 40% of its revenue comes from markets outside Japan.

Acquisition Strengthens GTBL’s Global CDMO Strategy

The acquisition will accelerate GTBL’s transition towards becoming a fermentation-based, globally integrated CDMO. By combining MicroBiopharm’s biotechnology capabilities with GTBL’s manufacturing strengths in India, the company expects to build capabilities across several high-value areas. These include precision fermentation, enzyme-based bioconversion, APIs, advanced biologics, novel modalities and scalable regulated manufacturing. In addition, the combined platform will provide GTBL with a more diversified global revenue base and access to large pharmaceutical customers. The company also plans to leverage its India manufacturing cost advantage to support margin expansion.

GTBL to Expand Biopharma Capabilities

Dr. Sachin Patel, Managing Director, GTBL, said the acquisition marks a significant milestone in GTBL’s strategy to build a fermentation-based, globally integrated CDMO. He highlighted MicroBiopharm’s more than six decades of fermentation expertise, proprietary P450 enzyme platform and long-standing relationships with global pharmaceutical companies. According to Patel, the combined capabilities will support GTBL’s expansion across areas such as oncology, immunosuppressants, peptides and advanced biologics. Meanwhile, Shiota, CEO, MicroBiopharm Japan, said the acquisition will combine MicroBiopharm’s precision fermentation and biotechnology platforms with GTBL’s fermentation expertise, large-scale manufacturing capabilities and portfolio. As reported by pharmabiz.com, with the transaction now complete, GTBL and MBJ will operate as part of an expanded platform combining Japan-based biotechnology and fermentation capabilities with India-based manufacturing scale, supporting the company’s plans to strengthen its global CDMO presence.

Cipla Limited appointed Shivam Puri as Chief Executive Officer (CEO) of its One India Business, effective July 1, 2026. In his new role, Puri will lead the company’s integrated domestic business, bringing together its Prescription Rx, CPLS Generics, Cipla Digital, Cipla Health and MedTech operations. The appointment expands Puri’s leadership responsibilities across Cipla’s domestic portfolio and marks a new phase in the company’s efforts to strengthen its presence in the Indian healthcare market.

Puri’s Leadership at Cipla Health

Before taking on the new role, Puri served as Managing Director and CEO of Cipla Health Ltd., Cipla’s wholly owned consumer healthcare subsidiary. He led the business since 2019 and played a key role in expanding its consumer healthcare portfolio. During his tenure, Cipla Health strengthened its presence across categories including smoking cessation, pain care, skincare and nutrition. Puri also helped scale the business by combining consumer-focused marketing with wider distribution and retail strategies.

More Than Two Decades of Industry Experience

Puri brings more than 23 years of commercial and leadership experience across the FMCG and healthcare sectors. Before joining Cipla, he held leadership positions at major companies, including Hindustan Unilever (HUL), Jubilant FoodWorks and ITC. His experience across consumer goods and healthcare is expected to support Cipla’s efforts to further integrate its domestic businesses and strengthen consumer engagement.

Joins Cipla’s Management Council

Alongside his appointment as CEO of the One India Business, Puri has also joined Cipla’s Management Council as part of the company’s senior management team. The appointment comes as Cipla continues to strengthen its domestic operations across pharmaceutical, consumer healthcare, digital health and medical technology segments. By bringing these businesses under an integrated One India structure, Cipla aims to create greater synergies across distribution, consumer engagement, retail reach and healthcare solutions. As reported by exchange4media.com, Puri’s experience in both FMCG and healthcare will therefore be relevant as Cipla continues to expand its presence in India’s pharmaceutical and consumer health markets.

Kuwait Oil Company has awarded Megha Engineering & Infrastructures Limited (MEIL) a KWD 117 million (approximately US$381 million) contract to develop a Separation Facility at Gathering Centre 25 (GC-25) and a Water Injection Facility at Gathering Centre 30 (GC-30) in Kuwait. MEIL secured the contract after submitting the lowest bid of KWD 117 million during KOC’s tender process in November 2025. Subsequently, Kuwait’s Supreme Purchasing Committee for Kuwait Petroleum Corporation approved the award. The project forms part of KOC’s upstream infrastructure development programme and will add new processing, water-treatment and injection facilities while integrating them with the company’s existing assets.

New Separation Facility at GC-25

At GC-25, MEIL will develop a three-phase low-pressure wet separation facility along with associated gas-handling systems.

The facility will include:

Two 150 MBLPD wet separator packages

An LP gas knock-out drum with a capacity of 53 MMSCFD

Associated gas-handling facilities

Effluent water treatment and transfer systems

Effluent water balance tank with micro-bubble flotation/induced gas flotation systems

Transfer pumps

Fuel gas treatment and chemical injection systems

Oil recovery and flare connection systems

Firewater and deluge systems

Control and safety systems

Substations and associated infrastructure

In addition, MEIL will undertake the required civil, structural, mechanical, electrical and instrumentation works for the facility.

Water Injection Facility at GC-30

Meanwhile, the GC-30 scope focuses on developing a treated-water filtration and high-pressure injection system. The facility will feature nutshell filters and associated feed pumps with a combined capacity of approximately 500,000 barrels of water per day. Booster and injection pumps will then transfer the treated effluent water to designated injection wells.

Furthermore, the GC-30 development will include:

Fuel gas treatment facilities

Sludge collection and disposal systems

Oil recovery systems

Control and safety systems

Substations

Laboratory and workshop facilities

Civil, structural, piping, mechanical, electrical and instrumentation works

Pipeline and Infrastructure Integration

Beyond the two gathering centres, the project also includes infrastructure required to connect the new facilities with KOC’s existing network. MEIL will construct transfer pipelines between GC-25, GC-15 and GC-30. The company will also modify existing tanks at GC-30 and carry out process and utility tie-ins. Additionally, the scope covers electrical and instrumentation modifications and other supporting infrastructure needed to integrate the new facilities with KOC’s operating assets.

MEIL to Deliver Complete Project Lifecycle

MEIL will execute the project across the complete engineering and construction lifecycle. Its responsibilities include design, engineering, procurement, construction, testing, pre-commissioning, commissioning, start-up and performance testing. The contract also covers operation, maintenance, repair and insurance responsibilities for the designated facilities during the applicable O&M period.

Strengthening MEIL’s Kuwait Presence

The contract further strengthens MEIL’s presence in Kuwait’s upstream oil and gas sector. It also adds a major project to the company’s portfolio of infrastructure developments supporting KOC’s gathering, separation, water-treatment and water-injection operations. As reported by saudigulfprojects.com, through the GC-25 and GC-30 developments, the project will expand and modernise critical upstream infrastructure while connecting new processing and water-management facilities with KOC’s existing assets.

Denmark officially opened the Greensand carbon storage project, marking the start of commercial operations at what project developer INEOS describes as the European Union’s first full-scale facility for permanent carbon dioxide (CO₂) storage. King Frederik X of Denmark inaugurated the facility at the Port of Esbjerg on September 18. INEOS Energy leads the Greensand project in partnership with Harbour Energy and Denmark’s state-owned North Sea Fund (Nordsøfonden). The project initially has the capacity to store up to 400,000 tonnes of CO₂ annually. However, the partners plan to expand this capacity to between 4 million and 8 million tonnes per year as demand for permanent carbon storage increases.

CO₂ Transported from Denmark to the North Sea

During the first phase, much of the captured CO₂ will come from Danish biomethane plants. After capture, the CO₂ will be liquefied and transported by truck to a dedicated terminal at Esbjerg. From there, the Carbon Destroyer 1, a purpose-built CO₂ carrier, will transport the liquefied carbon dioxide offshore. The project will then inject the CO₂ into the depleted Nini West oil reservoir, located approximately 250 kilometres off Denmark’s coast and around 1,800 metres beneath the seabed.

Greensand Supports Europe’s CCS Ambitions

The start of commercial operations represents a significant step for Europe’s broader carbon capture and storage (CCS) plans. The European Union aims to establish annual CO₂ injection capacity of at least 50 million tons by 2030. By 2040, the target could rise to approximately 250–280 million tons annually. While Greensand’s planned expansion would represent only part of this requirement, the project establishes operating infrastructure that industrial emitters could potentially use as carbon capture capacity expands across Europe.

CCS Targets Hard-to-Abate Industries

Carbon capture and storage is increasingly being considered for industries where process emissions remain difficult to eliminate through electrification or renewable energy alone. Sectors such as cement, steel and chemicals could use CCS to address emissions that are challenging to remove through conventional decarbonisation measures. Denmark and other North Sea countries are exploring the use of depleted offshore oil and gas reservoirs to establish a regional market for permanent CO₂ storage.

Industry and EU Leaders Highlight Project

INEOS Chairman Jim Ratcliffe said the project demonstrates how carbon storage can move beyond the pilot stage and provide industries with an additional pathway to reduce emissions while maintaining production in Europe. Meanwhile, European Energy Commissioner Dan Jørgensen described the facility as a step towards moving CCS from demonstration projects to larger-scale deployment. According to Jørgensen, carbon storage could help European manufacturers reduce emissions while continuing to support industrial production and investment in the region.

Reservoir Tested for Safe CO₂ Storage

The Geological Survey of Denmark and Greenland has tested the Greensand storage reservoir. In addition, independent verifier DNV has provided safety approval, according to the project developers. As reported by oilprice.com, with commercial operations now underway, the Greensand project provides Denmark with infrastructure for permanent CO₂ storage and adds to the growing carbon capture and storage network developing across the North Sea.