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Rebound: a joint venture to develop a production capacity of 160,000 tons of Alcohol-to-Jet SAF per year at the Port of Dunkirk, strengthening European energy sovereignty and supporting France's industrial leadership in the energy transition. Technip Energies (PARIS: TE), Airbus, Safran and Tereos entered into an agreement to create Rebound, a joint venture to develop a large-scale Sustainable Aviation Fuel (SAF) production project at the Port of Dunkirk, in Northern France. The project will use the Alcohol-to-Jet (AtJ) technological pathway to produce approximately 160,000 tons of SAF per year, making it one of the largest facilities of its kind in Europe and contributing to European energy sovereignty. With this agreement, the partners commit to fund the project's development phase, including engineering studies and other activities required to consider a Final Investment Decision (FID). SAF is widely recognised as the primary lever to decarbonise aviation. Under the European Union’s Refuel EU Aviation regulation, SAF blending mandates will rise progressively reaching 6% by 2030 and 70% by 2050, driving an eightfold increase in demand between 2030 and 2050. Among the available production pathways, Alcohol-to-Jet is emerging as a scalable and cost-competitive option which converts advanced ethanol, produced from agricultural and forestry residues into drop-in aviation fuel that can be blended with conventional jet fuel and used in existing engines and aircraft. In this project development phase, Technip Energies will act as the project’s lead developer and engineering service provider, bringing its expertise in technology scaling and complex project execution. Airbus and Safran, world-class leaders in global aerospace, join as industrial partners, offtake facilitators and potential SAF offtakers. As a European leader in ethanol production, Tereos, a French agricultural cooperative intends to supply and source the advanced ethanol required for the project. Together, the four partners cover the value chain from feedstock supply to aviation end-use, under a single European-led initiative. A key milestone was already reached: the Port of Dunkirk awarded Technip Energies an industrial site in Northern France, which will offer, upon finalisation of the joint venture, strong logistical advantages to Rebound for feedstock and product transport, as well as a streamlined permitting pathway. The partners will progress through a disciplined, stage-gated development process. Steps ahead include the selection of the technology licensor, permitting activities, launch of pre-FEED (Front-End Engineering Design) and FEED activities, finalisation of feedstock supply and SAF offtake agreements, and securing the financing for the construction of the asset. The creation of the joint venture is subject to customary closing conditions and approvals and is expected to be finalised in the second half of this year. Benjamin Lechuga, Chief Strategy and Sustainability Officer of Technip Energies, commented:“Sustainable Aviation Fuel is one of the most critical levers to decarbonise aviation, and the Alcohol-to-Jet pathway offers a credible, scalable route to get there. With Rebound, we are putting into practice our strategy to capture greater value through adjacent business models, originating and developing projects in fast-growing energy transition markets alongside recognised industry leaders such as Airbus, Safran and Tereos. We look forward to advancing this project with the engineering rigor and disciplined execution that define Technip Energies.” Julie Kitcher, Chief Sustainability Officer and Communications of Airbus, stated:"The Rebound project is a vote of confidence in SAF and in Europe's ability to be a leader in the journey to decarbonise aviation. With renewable energy facing global headwinds, Airbus will work with our partners to open up an abundant new SAF pathway, Alcohol-to-Jet fuel, in France. This project aims to increase the availability of lower-carbon fuels, contribute to reducing aviation emissions and strengthen Europe’s energy supply security, while creating a new job market. I am delighted that Airbus is a partner in the Rebound project, which is a vital step forward for the SAF ecosystem in Europe." Nathalie Stubler, Chief Sustainability Officer of Safran,commented:“Developing Sustainable Aviation Fuel at scale is essential for decarbonising air transport. This ambitious project brings together leading French and European expertise, supporting the emergence of a competitive SAF industry. By joining forces with our partners, Safran reaffirms its commitment to innovation and environmental responsibility, fully aligned with our strategy to reduce CO₂emissions and support the energy transition in aviation. This commitment is reflected in our investments, through Safran Corporate Ventures, in the development of sustainable solutions for the aviation industry of tomorrow.” Jérôme Bos, Chief Strategy Officer of Tereos,declared:“We are delighted to contribute, through Rebound, to the emergence of the Alcohol-to-Jet industry in France, supporting the decarbonization of the aviation sector. This project is fully aligned with Tereos’ mission to develop low-carbon industrial value chains by creating value from agricultural production. Tereos will bring to the project its expertise and industrial assets dedicated to the production of advanced ethanol. It also provides a strong illustration of the development of a bioeconomy rooted in French and European agricultural production." About Technip Energies Technip Energies is a global technology and engineering powerhouse. With leadership positions in LNG, hydrogen, ethylene, sustainable chemistry, and CO2management, we are contributing to the development of critical markets such as energy, energy derivatives, decarbonization, and circularity. Our complementary business segments, Technology, Products and Services (TPS) and Project Delivery, turn innovation into scalable and industrial reality. Through collaboration and excellence in execution, our 18,000+ employees across 35 countries are fully committed to bridging prosperity with sustainability for a world designed to last. Technip Energies generated revenues of €7.2 billion in 2025 and is listed on Euronext Paris. The Company also has American Depositary Receipts trading over the counter. For further information:www.ten.com About Airbus Airbus pioneers sustainable aerospace for a safe and united world. The Company constantly innovates to provide efficient and technologically-advanced solutions in aerospace, defence, and connected services. In commercial aircraft, Airbus designs and manufactures modern and fuel-efficient airliners and associated services. Airbus is also a European leader in space systems, defence and security. In helicopters, Airbus provides efficient civil and military rotorcraft solutions and services worldwide. About Safran Safran is an international high-technology group, operating in the aviation (propulsion, equipment and interiors), defense and space markets. Its core purpose is to contribute to a safer, more sustainable world, where air transport is more environmentally friendly, comfortable and accessible. Safran has a global presence, with more than 110,000 employees and revenue of 31.3 billion euros in 2025, and holds, alone or in partnership, global or regional leadership positions in its core markets. Safran undertakes research and development programs to maintain the environmental priorities of its R&T and Innovation roadmaps. Safran is listed on the Euronext Paris stock exchange and is part of the CAC 40 and Euro Stoxx 50 indices. Safran Corporate Ventures is Safran’s venture capital subsidiary, dedicated to financing innovative technology startups and SMEs. Since its inception in April 2015, it has helped fund 23 innovative companies in the Group’s various focus areas (Factory 4.0, decarbonization of the aerospace industry, embedded components, new materials, new services). About Tereos The Tereos French agricultural cooperative, a union of 10,300 cooperative members, has recognised know-how in the processing of beet, sugarcane, cereals and alfalfa. Through its 38 industrial plants, a presence in 12 countries and the commitment of its 14,300 employees, Tereos Group supports its customers close to their markets with a broad and complementary range of products. Driven by its purpose—Cultivating a shared future for the Earth and People by meeting essential daily needs—the cooperative is one of the 50 most committed companies in terms of emissions linked to forests, land and agriculture. Contacts Technip Energies Investor RelationsPhillip LindsayVice-President Investor RelationsTel: +44 207 585 5051Email:Phillip Lindsay Media RelationsJason HyonnePress Relations & Social Media ManagerTel: +33 1 47 78 22 89Email:Jason Hyonne Airbus Media RelationsCamila OROZCOAIRBUSTel: +33 6 07 54 22 96Email:Camila Orozco Safran Media relationsCatherine Malek:catherine.malek@safrangroup.com/ +33 1 40 60 80 28Isabelle Javary:isabelle.javary@safrangroup.com/ +33 1 40 60 82 20Paul Wirbel:paul.wirbel@safrangroup.com/ + 33 6 88 12 54 70 Tereos Head of communicationsValérie GillotEmail :valerie.gillot@tereos.com Media RelationsCTempo-Saper VedereCapucine Barraud-DegouyTel: +33 6 64 75 88 44Email :capucinebarraud@ctempo.fr Attachments

Commenting on data from the Alternative Fuels Insight (AFI) platform for May, Stefanatos noted that this development primarily reflects shifting dynamics across individual shipping segments. As he explained, the strong activity previously observed in the containership sector has begun to moderate, while market interest is increasingly shifting towards tanker and dry bulk vessel segments. Stefanatos emphasized that LNG continues to maintain a leading role as a near-term fuel solution. At the same time, growing interest is being recorded in alternative fuels such as ammonia, hydrogen, and methanol, which are widely regarded as critical pathways for building operational experience and technological expertise ahead of the next generation of low-emission maritime solutions. Για να εμφανίζονται περισσότερα άρθρα τηςΝαυτεμπορικήςστις αναζητήσεις σας εύκολα και γρήγορα, πρέπει να προσθέσετε το site στις προτιμώμενες πηγές σας. Μπορείτε να το κάνετε πηγαίνονταςεδώ.

Tras seis meses de pruebas de ingeniería real, lagasolineramarina,Hydrogen Power Hubya ha pasado las pruebas clave para arrancar sus operaciones.La plataforma flotante es capaz de generar cinco megavatios de potencia eléctrica continua a partir de hidrógeno para alimentar directamente a cruceros y otros grandes barcos mientras están atracados. Las pruebas se llevaron a cabo en las aguas del Reino Unido, aunque el sistema está diseñado para desplegarse en cualquier puerto del mundo. Hoy, instalar tomas de corriente convencionales en un muelle exige reforzar subestaciones, tender kilómetros de cable y sobrevivir a un laberinto burocrático que puede durar entre tres y siete años. La central flotante cortocircuita todo ese proceso. Con el Hydrogen Power Hub,los barcos se anclan en el mar y empiezan a cargarse,lo que supone un gran alivio para los grandes puertos de ciudades como Londres, Singapur o Hamburgo, que ya están bajo presión regulatoria para reducir emisiones, pero no pueden permitirse paralizarse con obras. El sistema integra hidrógeno, baterías y sistemas eléctricos ya existentes en una especie deadaptador flotante universalque podría evitar la emisión de medio millón de toneladas de carbono a la atmósfera en la próxima década. "El Hydrogen Power Hub demuestra que los puertos no tienen por qué esperar años a que se modernicen las redes eléctricas para empezar a reducir las emisiones", aseguraLuke Jenkinson, fundador y director ejecutivo de ELIRE Maritime. "Hemos validado un sistema práctico, escalable y fácil de implementar, capaz de suministrar energía limpia directamente allí donde más se necesita". El sistema está compuesto portres plataformas modularesde forma hexagonal que, en conjunto, ocupan unos 1.200 metros cuadrados. En su máxima configuración, esta gasolinera limpia puede suministrar cinco megavatios de potencia continua y entregar hasta 91 megavatios hora de energía por semana, suficiente para alimentar a cruceros de tamaño medio. Para conseguirlo, utiliza sistemas modulares de pilas de combustible de 1,3 megavatios que son mucho más silenciosos que los generadores . Estas pilas funcionan ininterrumpidamente, consumiendoentre 7.500 y 8.000 kilos de hidrógeno semanales. En la práctica, el sistema actúa como una enorme cisterna de energía. Carga lentamente unas baterías integradas de 45 megavatios hora para, cuando llega un barco, descargar toda esa electricidad de forma rápida. El hidrógeno se almacena en siete tanques a bordo, lo que requiere que un barco de suministro pase a rellenarlos un par de veces por semana. Una de las apuestas tecnológicas más novedosas del proyecto es el sistema de almacenamiento desarrollado por Rux Energy UK, que utilizamateriales nanoporosos para guardar el hidrógenode forma compacta, segura y a baja presión dentro de los propios tanques de la plataforma. A esto se suma que los tres módulos cuentan con paneles solares capaces de producir hasta 146 kilovatios adicionales, convirtiendo a la plataforma en una fuente de energía verdaderamente autónoma incluso cuando el buque de suministro de hidrógeno aún no ha llegado. Durante seis meses, el consorcio ha sometido a esta mole a toda la artillería de pruebas posibles.La Universidad de Strathclydese encargó de meter los diseños en tanques de olas para validar su estabilidad, su integridad frente a las tormentas y la conectividad entre las distintas plataformas flotantes. En paralelo, compañías comoSchneider Electric y Ricardo plchan comprobado que la arquitectura eléctrica funciona de manera totalmente independiente y que la integración del gas es segura. Tras evaluar los sistemas de anclaje en el lecho marino y el estrés de los materiales, los ingenieros no han encontrado ninguna barrera técnica que impida su construcción. La principal ventaja de este enchufe marítimo es que evita que los barcos atracados mantengan encendidos sus motores de combustión. Según los análisis, el uso de esta plataformareduce las emisiones en puerto en un 77 por cientoen comparación con los generadores diésel convencionales a bordo. Esto se traduce en un ahorro de 47 toneladas de dióxido de carbono por barco cada semana, eliminando además la lluvia de partículas nocivas sobre las ciudades costeras. Actualmente, la energía producida con hidrógeno es más cara que la electricidad convencional de la red o el gasoil (el coste estimado de esta plataforma ronda entre 0,25 y 0,50 libras esterlinas por kilovatio hora (entre unos 0,29 y 0,59 euros), frente a las 0,15 o 0,25 libras de la energía en tierra (unos 0,17 o 0,29 euros),perosu gran baza es la inmediatez.La plataforma se puede ensamblar, instalar rápidamente y mover de sitio si cambian las rutas comerciales, esquivando el riesgo de construir estructuras millonarias que luego queden abandonadas. Aunque el objetivo inmediato es electrificar los muelles, los ingenieros del consorcio han diseñado la plataforma pensando también en otras aplicaciones. El mismo sistema podría actuar como nodo para integrar energía de parques eólicos marinos, servir comobase logística flotanteo incluso tener aplicaciones de defensa, convirtiéndola en una infraestructura de energía que no queda obsoleta cuando cambian las necesidades del puerto. El consorcio —financiado por el programa UKRIClean Maritime Demonstrator Competition Round 6e impulsado por la empresa ELIRE Maritime— ya está negociando susprimeros despliegues en puertos de Londres, Singapur, Hamburgo, Brisbane y Riga. Tras seis meses de pruebas de ingeniería real, lagasolineramarina,Hydrogen Power Hubya ha pasado las pruebas clave para arrancar sus operaciones.La plataforma flotante es capaz de generar cinco megavatios de potencia eléctrica continua a partir de hidrógeno para alimentar directamente a cruceros y otros grandes barcos mientras están atracados. Las pruebas se llevaron a cabo en las aguas del Reino Unido, aunque el sistema está diseñado para desplegarse en cualquier puerto del mundo.

French-based engineering player Technip Energies has shed light on the revenue value for its scope of work on a second floating liquefied natural gas (FLNG) facility on an LNG project in Mozambique, operated by Mozambique Rovuma Venture (MRV), an Eni-led joint venture (JV). Technip Energies, inpartnershipwith JGC and Samsung Heavy Industries, has been awarded an engineering, procurement, construction, installation, and commissioning (EPCIC) contract by Mozambique Rovuma Venture for theCoral Norte/North FLNGproject, which, together with previously announced contracts, represents over €1 billion of revenue for the company. Designed to produce approximately 3.6 million tons per annum (mtpa) of LNG, doubling theCoral LNGhub’s capacity to 7 mtpa, the FLNG project offshore Mozambique is being developed by Eni and its partners: CNPC, ENH, XRG, and KOGAS. Following thego-aheadfor Coral Norte, thefinal investment decision (FID)for the FLNG development was made in October 2025. The French player claims that this expansion positions Mozambique among Africa’s top three LNG producers, further strengthening the country’s role in the global energy market. Coral Norte is designed as an enhanced replica ofCoral Sul, the first development in Mozambique’s Area 4 offshore gas block, whichbecame operationalin 2022. The replication approach is perceived to leverage the projects’ common feed gas composition and deepwater location to enhance execution certainty and optimized performance, while drawing on engineering and integration lessons learned from the earlier development. This content is available after accepting the cookies. Exclusive interview with Eni: Gas and LNG at crux of multiple FIDs as ‘game-changing phase’ edges closer By standardizing the project delivery model, Technip Energies and its partners are expected to provide a de-risked path to scale and greater predictability at every stage. This award builds on thepreviously announced contractsand confirms the continued advancement of the company’s scope of work on the Coral Norte FLNG project. Arnaud Pieton, Chief Executive Officer of Technip Energies, commented:“The Coral Norte project reflects the confidence of Eni and its partners in our FLNG execution capabilities and in the performance in operations of the Coral South FLNG. By leveraging our ‘design one, build many’ approach, we are demonstrating how a standardized model can accelerate large-scale offshore project delivery. “This approach enables faster deployment of new LNG capacity, contributing to energy security and diversification. It also reinforces Mozambique’s growing role in the global LNG landscape.” This comes shortly after Technip Energiessecured full notice to proceed (FNTP)with an engineering, procurement, and construction (EPC) contract withCommonwealth LNG, representing more than €1 billion of revenue. Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

MIAMI, June 08, 2026 (GLOBE NEWSWIRE) -- Norwegian Cruise Line Holdings Ltd. (NYSE: NCLH) today released its 2025Sail & Sustain®Report, highlighting progress across the Company’s global sustainability strategy and its five foundational pillars: Caring for Nature, Sailing Safely, Empowering People, Strengthening Our Communities, and Operating with Integrity & Accountability. Throughout 2025, the Company continued advancing initiatives across its operations, workforce, supply chain, and destinations through a focus on collaboration, innovation, and continuous improvement. “OurSail & Sustainprogram is designed to support resilience, discipline and long-term value creation,” said John W. Chidsey, chief executive officer of Norwegian Cruise Line Holdings Ltd. “The progress outlined in this year’s report reflects the dedication of our team members and partners around the world as we continue to strengthen our business, support our communities, and advance our sustainability journey.” Key highlights from the 2025 Sail & Sustain report include: The full 2025 Sail & Sustain report is available atwww.nclhltd.com/sustainability.About Norwegian Cruise Line Holdings Ltd.Norwegian Cruise Line Holdings Ltd. (NYSE: NCLH) is a leading global cruise company which operates Norwegian Cruise Line, Oceania Cruises and Regent Seven Seas Cruises. With a combined fleet of 35 ships and ~75,000 Berths, NCLH offers itineraries to approximately 700 destinations worldwide. NCLH expects to add 16 additional ships across its three brands through 2037, which will add ~43,000 Berths to its fleet. To learn more, visit www.nclhltd.com. Cautionary Statement Concerning Forward-Looking StatementsSome of the statements, estimates or projections contained in this release are “forward-looking statements” within the meaning of the U.S. federal securities laws intended to qualify for the safe harbor from liability established by the Private Securities Litigation Reform Act of 1995. All statements other than statements of historical facts contained, or incorporated by reference, in this release, including, without limitation, statements related to Board composition and our value creation initiatives, our expectations regarding our results of operations, future financial position, including our future capital expenditures, plans, prospects, actions taken or strategies being considered with respect to our liquidity position, expected fleet additions and deliveries, including expected timing thereof, our expectations regarding the impact of macroeconomic conditions and recent global events, and expectations relating to our sustainability program, decarbonization efforts, and alternative fuel sources and related regulation may be forward-looking statements. Many, but not all, of these statements can be found by looking for words like “expect,” “anticipate,” “goal,” “project,” “plan,” “believe,” “seek,” “will,” “may,” “forecast,” “estimate,” “intend,” “future” and similar words. Forward-looking statements do not guarantee future performance and may involve risks, uncertainties and other factors which could cause our actual results, performance or achievements to differ materially from the future results, performance or achievements expressed or implied in those forward-looking statements. Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic factors, such as fluctuating or increasing levels of interest rates, inflation, unemployment, underemployment, tariff increases and trade wars, the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; our indebtedness and restrictions in the agreements governing our indebtedness that require us to maintain minimum levels of liquidity and be in compliance with maintenance covenants and otherwise limit our flexibility in operating our business, including the significant portion of assets that are collateral under these agreements; our ability to work with lenders and others or otherwise pursue options to defer, renegotiate, refinance or restructure our existing debt profile, near-term debt amortization, newbuild-related payments and other obligations and to work with credit card processors to satisfy current or potential future demands for collateral on cash advanced from customers relating to future cruises; our need for additional financing or financing to optimize our balance sheet, which may not be available on favorable terms, or at all, and our outstanding exchangeable notes and any future financing which may be dilutive to existing shareholders; shareholder activism and/or proxy contests; the unavailability of ports of call and the impacts of port and destination fees and expenses; future increases in the price of, or major changes, disruptions or reductions in, commercial airline services; changes involving the tax and environmental regulatory regimes in which we operate, including new and existing regulations aimed at reducing greenhouse gas emissions; the accuracy of any appraisals of our assets; our success in controlling operating expenses and capital expenditures; adverse events impacting the security of travel, or customer perceptions of the security of travel, such as terrorist acts, geopolitical conflict, armed conflict or threats thereof, acts of piracy, and other international events; public health crises, and their effect on the ability or desire of people to travel (including on cruises); adverse incidents involving cruise ships; our ability to maintain and strengthen our brand; breaches in data security or other disturbances to our information technology systems and other networks or our actual or perceived failure to comply with requirements regarding data privacy and protection; changes in fuel prices and the type of fuel we are permitted to use and/or other cruise operating costs; mechanical malfunctions and repairs, delays in our shipbuilding program, maintenance and refurbishments and the consolidation of qualified shipyard facilities; the risks and increased costs associated with operating internationally; our inability to recruit or retain qualified personnel or the loss of key personnel or employee relations issues; impacts related to climate change and our ability to achieve our climate-related or other sustainability goals; our inability to obtain adequate insurance coverage; implementing precautions in coordination with regulators and global public health authorities to protect the health, safety and security of guests, crew and the communities we visit and to comply with related regulatory restrictions; pending or threatened litigation, investigations and enforcement actions; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; our reliance on third parties to provide hotel management services for certain ships and certain other services; fluctuations in foreign currency exchange rates; our expansion into new markets and investments in new markets, businesses and land-based destination projects; overcapacity in key markets or globally; and other factors set forth under “Risk Factors” in our most recently filed Annual Report on Form 10-K and subsequent filings with the Securities and Exchange Commission. The above examples are not exhaustive and new risks emerge from time to time. There may be additional risks that we currently consider immaterial or which are unknown. Such forward-looking statements are based on our current beliefs, assumptions, expectations, estimates and projections regarding our present and future business strategies and the environment in which we expect to operate in the future. You are cautioned not to place undue reliance on the forward-looking statements included in this release, which speak only as of the date made. We expressly disclaim any obligation or undertaking to release publicly any updates or revisions to any forward-looking statement to reflect any change in our expectations with regard thereto or any change of events, conditions or circumstances on which any such statement was based, except as required by law. Media Contact:NCLHMedia@nclcorp.com

Adani Ports and Special Economic Zone (APSEZ), India’s largest integrated transport utility that is part of the globally diversified Adani Group, has won a decade-long marine services contract for Argentina’s first liquefied natural gas (LNG) export, marking its entry into South America and expanding its international marine services footprint. The contract has been awarded to APSEZ’s step-down subsidiary,Adani Harbour International FZCO, through a consortium with Argentina-basedMeridian Group, following a global competitive tender process conducted bySouthern Energy S.A. (SESA). This award is perceived to strengthen the Asian firm’s presence across international energy logistics value chains. Ashwani Gupta, Whole-time Director and Chief Executive Officer (CEO) at APSEZ, commented:“This project reflects our growing capability to support large-scale energy infrastructure projects across geographies. With marine operations in 12 countries and a growing fleet of marine assets supporting ports, LNG terminals, national oil companies, refineries and offshore facilities, we bring deep operational expertise to complex maritime environments. “By combining these capabilities with strong local partnerships, we are helping create reliable maritime ecosystems that enable new energy trade corridors and strengthen long-term supply resilience.” This content is available after accepting the cookies. Argentina’s FLNG installation and hook-up in CoreMarine & Jumbo Offshore’s hands The APSEZ-Meridianconsortium will provide end-to-end marine services, including tugboat operations for LNG carriers, offshore logistics and supply support, and crew transfer services, supported by four high-specification tugboats, one anchor handling tug supply (AHTS) vessel, and one crew boat. The contract will be executed through Meridian Transportes Marítimos, the 51:49 joint venture between Adani Harbour International FZCO and Meridian Group. Southern Energy’s FLNG project is being developed by SESA, a joint venture between Golar LNG and Pan American Energy (PAE). Located in the San Matías Gulf in Argentina’s Río Negro province, the project will liquefy natural gas from the General San Martin pipeline aboard the FLNGHilli Episeyo, with commercial operations expected to begin in September 2027. This content is available after accepting the cookies. Germany’s SEFE nails down 8-year LNG offtake with South American firm The project is expected to produce 2.45 million tons of LNG annually in its first phase, equivalent to approximately 28 cargoes per year, making it Argentina’s first operational LNG export project, while the country is emerging as a major new LNG supplier. With agreements in place to support exports of up to 10 million tonnes annually to India from 2027, the Southern Energy FLNG project is expected to play an important role in connecting this growing supply base to global demand centers. SESA is dedicated to breathing life into Argentina’s first large-scale LNG export venture, comprising two floating LNG terminals with a combined capacity of about 6 mtpa. Aside from the first FLNG, Hilli Episeyo, there is also the second,MK II, which will add 3.5 mtpa from late 2028. Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

Sempra Infrastructure, a subsidiary of North America’s energy infrastructure company Sempra, has revealed the name of its incoming Chief Executive Officer (CEO), who will be at the helm of the company upon completion of a KKR-led consortium’s acquisition of a majority ownership interest. Sempra Infrastructure has confirmed thatBhavesh Bob Patelhas been named the incoming CEO, who will assume this role and join the firm’s board of directors upon the closing of a KKR-led consortium’s previously announced acquisition of a majority ownership interest in the company. Patel highlighted:“Sempra Infrastructure is well positioned to help meet growing global demand for reliable energy resources and I have been impressed by what Justin and the team have built. “The company has established a leading energy infrastructure platform in North America, supported by a talented team and a culture grounded in safety and execution. I look forward to building on that momentum in the years ahead.” As a result,Justin Birdwill continue to serve as Chairman of the board of directors and Chief Executive Officer of the U.S. player through the close of the acquisition, after which he will continue to serve as Executive Vice President at Sempra, while also serving on Sempra Infrastructure’s board of directors. With nearly forty years of leadership experience across the global chemicals and energy sectors, Patel most recently served as President of Standard Industries and previously as Chief Executive Officer of LyondellBasell. Throughout his career, the incoming CEO has led large, complex and geographically diverse organizations across the Americas, Europe and Asia, with deep expertise in operational leadership and long-term value creation. Bird emphasized:“Bob is a highly accomplished and respected global executive with deep experience leading complex energy, chemicals and industrial businesses. “He brings a strong track record of building high-performing organizations, driving operational excellence and executing disciplined growth strategies, and we believe he is the right leader to guide Sempra Infrastructure in its next chapter of growth and build on the strong foundation the team has created.” The leadership transition comes as a KKR-led consortium prepares to acquire a majority ownership interest in Sempra Infrastructure to hold a 65% equity stake, while Sempra will retain a 25% interest alongside Abu Dhabi Investment Authority’s (ADIA) existing 10% stake. James Cunningham, Partner at KKR, underlined:“Over the past few years, we have developed a strong and strategic partnership with the Sempra Infrastructure team and have tremendous respect for the business they have built. “Bob’s experience leading large-scale global organizations makes him exceptionally well-suited to lead the company forward and help accelerate its long-term growth.” Meanwhile, Sempra Infrastructure is continuing to develop its portfolio, as illustrated by its joint venture with TotalEnergies, which recentlyachieved first LNG productionat the ECA LNG Phase 1 liquefaction project in Mexico. Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

BGN said it has awarded a contract to HD Hyundai Heavy Industries (HD HHI) for 2 dual-fuel very large gas carriers (VLGCs) to support its expansion in the global liquefied petroleum gas (LPG) shipping market. "The vessels, each with a cargo capacity of 93,000 cbm, will be built at HD HHI's shipyard in Korea and are scheduled for delivery by 2029", Geneva, Switzerland-based BGN said in a press release. "Designed to operate on both conventional and lower-emissions fuels, the new vessels are also capable of carrying ammonia, supporting BGN's commitment to the decarbonization of maritime transport", BGN said. On April 16 BGN awarded a contract to the same shipbuilder for 4 dual-fuel VLGCs. Each with a capacity of 90,000 cbm, the LPG carriers would also be delivered 2029. They are meant to run on both conventional and lower-emission fuels and carry ammonia. In another South Korean LPG partnership, BGN late last year launched a joint venture with South Korea's HMM. The 50-50 joint venture, based in Singapore, will operate 2 VLGCs under a 10-year contract with the option for 5 more years. The vessels are being built by HD HHI and are scheduled to be delivered in the first half of 2027, BGN said December 30, 2025. LPG Financing Recently BGN raised $450 million through syndicated bank financing to support its LPG trading and shipping operations. "The transaction represents a significant milestone for the company, featuring a uniquely structured financing package regarded as the first of its kind in the sector", BGN said in a media release April 21, 2026. "The facility is expected to deliver operational efficiencies and favorable financing terms for BGN and its suppliers. "The deal is backed by leading international commodity banks, underscoring strong lender confidence in BGN's growth strategy and trading strength". The lead banks were Coöperatieve Rabobank UA, Crédit Agricole Corporate and Investment Bank and Natixis CIB. Coöperatieve Rabobank, along with CA Indosuez (Switzerland) SA, also acted as an issuing bank. The other participating banks were Raiffeisen Bank International AG, Société Générale, First Abu Dhabi Bank, Bank of China and Garantibank International NV. BGN chief financial officer Rui Florencio said, "Not only is the structure of this finance facility unique, but we closed it in a challenging geopolitical and high-price environment. This again demonstrates the level of trust and confidence our financial partners place in BGN’s business model and growth strategy". LNG Expansion Also in April BGN announced a joint venture with Capital Clean Energy Carriers Corp for the long-term charter and operation of BGN's first LNG carrier. The tanker will be chartered for an initial 10 years with the option to extend for 6 years. "Scheduled for delivery in early 2027, the Amore Mio I is a modern 174,000 cbm LNG carrier equipped with advanced technologies, including onboard reliquefaction systems and IMO Tier III-compliant emissions standards", BGN said April 16. To contact the author, email jov.onsat@rigzone.com What do you think? We’d love to hear from you, join the conversation on theRigzone Energy Network.TheRigzone Energy Networkis a new social experience created for you and all energy professionals to Speak Up about our industry, share knowledge, connect with peers and industry insiders and engage in a professional community that will empower your career in energy.

Houston-headquartered energy player Occidental (Oxy) has secured the go-ahead from Trinidad and Tobago to join U.S. energy giant ExxonMobil in an ultra-deepwater exploration block in the Caribbean’s southernmost archipelagic country. Following ExxonMobil’s re-entrance to Trinidad and Tobago in August 2025 througha production sharing contract (PSC)for theTTUD-1ultra-deepwater exploration block, the country’s government gave the green light for Oxy’s farm-in to the ultra-deepwater exploration block. According toKamla Persad-Bissessar, Trinidad and Tobago’s Prime Minister, the government’s approval enables Oxy to obtain a 10% interest in Block TTUD-1. As a result, ExxonMobil will retain the operator role and a 90% stake. This comes after Prime Minister along with Dr.Roodal Moonilal, Minister of Energy and Energy Industries, andErnesto Kesar, Minister in the Ministry of Energy and Energy Industries, met on May 22, 2026, withPaul Riley, President ExxonMobil Trinidad and Tobago Deepwater;Pedro Romero, Vice President of International Exploration Occidental Exploration (OXY); andGboyega Ayeni, Business Development Manager Exxon Mobil Trinidad and Tobago Deepwater. This content is available after accepting the cookies. Perenco ticks off field revitalization in Trinidad and platform installation offshore Congo Trinidad and Tobago’s Ministry of Energy and Energy Industries explained that the parties discussed ongoing projects and future near-term investment opportunities within the country. The ministry emphasized:“Occidental Petroleum is an international energy company that produces, markets and transports oil and natural gas. The company leverages its global leadership in carbon management to advance lower-carbon technologies and products. Headquartered in Houston, Occidental primarily operates in the United States, the Middle East and North Africa. “The courtesy visit by company representative Pedro Romero, Vice President of International Exploration OXY alongside ExxonMobil underscores Trinidad and Tobago’s capacity to attract the attention of leading international energy investors and reflects confidence in this country’s energy potential and long-term investment prospects.” This content is available after accepting the cookies. New oil discovery comes to light in Gulf of America Recently, Venezuela and Trinidad and Tobago held a meeting to discuss cooperation in the management of potential cross-border hydrocarbon spills, alongside the reported oil spill at Riser Platform No. 2, Main Soldado field, Gulf of Paria, where they agreed to continue to exchange information as scientific work and technical investigations continue. The discussions underscored the shared commitment of the Bolivarian Republic of Venezuela and the Republic of Trinidad and Tobago to maintaining open communication and strengthening regional collaboration in addressing potential cross-border environmental incidents. Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

A new consortium, facilitated by the Global Maritime Forum and RMI, is set on bringing to life a green shipping corridor between the Port of Açu in Brazil and the Port of Antwerp-Bruges in Belgium to advance e-fuel production and transport. The consortium, which includes HIF Global, Fuella, NYK Line, Höegh Autoliners, and Wallenius Wilhelmsen, along with the port teams on both ends of the corridor, will assess infrastructure, vessels, and business models to create a roadmap for transportingzero-carbon fuelsproduced in Açu, such ase-ammonia or e-methanol. The transport is expected to be powered by the same zero- or near-zero-emission fuels. This new consortium builds on a pre-feasibility study developed by RMI and the Global Maritime Forum in November 2025. This content is available after accepting the cookies. E-fuels hold the key to shipping’s 2040 goals but not without push The study highlighted the competitive projected costs of e-fuel produced in Açu, due to Brazilian policies supportive of green hydrogen production, the country’s largely renewable electricity grid, its abundance of renewable energy sources, and a relatively low cost of capital. A 2024 report from the same two organisations, Oceans of Opportunity, identified the Port of Açu as a high-potential e-fuel export hub. The Global Maritime Forum and RMI intend to continue to facilitate the realisation of the Açu-Antwerpgreen corridor. This content is available after accepting the cookies. Methanol and ammonia shipping fuels are becoming a reality, new report shows To this end, work is already moving at a pace to progress beyond pre-feasibility and develop a feasibility analysis for the corridor. The feasibility analysis is expected to be published by the end of the year, with the consortium meeting regularly in the meantime. Eleanor Wells, Senior Project Manager at the Global Maritime Forum, commented:“We’re thrilled to be working with these partners to take these important steps towards Brazil’s e-fuel production and bunkering opportunity, whilst supporting the growing demand for e-fuels in Europe.” Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

Una nota di Ugl Mare e Porti ha reso nota la richiesta di una “convocazione urgente di un tavolo istituzionale per affrontare la delicata situazione occupazionale che riguarda i lavoratori dell’Impresa Fratelli Barretta, storica concessionaria del servizio di rimorchio nella rada e nel porto di Brindisi”. La richiesta, firmata dal Segretario Territoriale UGL Brindisi, Damiano Flores, è stata indirizzata al Presidente della Regione Puglia, al Prefetto di Brindisi, al Sindaco di Brindisi, alla Capitaneria di Porto e all’Autorità di Sistema Portuale del Mare Adriatico Meridionale. Il sindacato ha evidenziato “uno stato di forte preoccupazione tra i lavoratori, che vivono una fase di profonda incertezza legata alle recenti comunicazioni aziendali sull’ipotesi di una contrazione dell’organico. Una prospettiva che rischia di incidere pesantemente sulla stabilità economica di diverse famiglie e di aprire una stagione di tensione sociale in un comparto strategico per il porto di Brindisi. Alla base della situazione vi sarebbero le difficoltà connesse alla riduzione dei traffici industriali nello scalo, anche a seguito del blocco della Centrale Enel e della chiusura delle linee di cracking presso il molo petrolchimico, operativa dallo scorso marzo 2026”. Elementi che hanno inciso sul numero di toccate e, di conseguenza, sulle attività legate alla movimentazione mercantile, ma che secondo i rappresentanti dei lavoratori starebbero diventando il “paravento per operazioni di ben altra natura. Dietro la facciata della crisi economica transitoria, emerge lo spettro di una ristrutturazione aggressiva. I lavoratori evidenziano come la governance societaria intenda approfittare di questo momento di oggettiva flessione dei traffici industriali per imporre uno stravolgimento strutturale e permanente dell’organizzazione del lavoro portuale”. Il timore dei marittimi è che, “tagliando il personale e deregolamentando i turni di reperibilità e di servizio a bordo, l’azienda punti a massimizzare i profitti una volta che il porto avrà trovato nuovi equilibri commerciali, scaricando interamente il rischio d’impresa sulla pelle dei dipendenti. Ugl Mare e Porti sottolinea che il servizio di rimorchio non può essere considerato una semplice attività privata, ma rappresenta un presidio essenziale per la sicurezza della navigazione, per la regolarità delle manovre portuali e per la salvaguardia della vita umana in mare. Ogni eventuale riduzione dell’attuale assetto organizzativo deve quindi essere valutata con estrema attenzione, nel rispetto dei livelli occupazionali, delle condizioni normative e salariali dei lavoratori e delle esigenze di sicurezza dello scalo”. La convocazione di un tavolo presso la Regione Puglia rappresenta, secondo il sindacato, “la strada più opportuna per prevenire ulteriori tensioni e affrontare in modo responsabile una vertenza che si inserisce in un quadro territoriale già segnato dai processi di decarbonizzazione, transizione energetica e ridimensionamento di importanti attività industriali”. ISCRIVITI ALLA NEWSLETTER QUOTIDIANA GRATUITA DI SHIPPING ITALY SHIPPING ITALY E’ ANCHE SU WHATSAPP: BASTA CLICCARE QUI PER ISCRIVERSI AL CANALE ED ESSERE SEMPRE AGGIORNATI

Until the early 1990s, many gasoline engine designs relied on carburetors to produce the fuel-air mixture needed to make the power that makes a car move. However, as the regulations around fuel efficiency and exhaust emissions became more stringent, carbureted engines had to be replaced by fuel-injected ones, with the 1994 Isuzu Pickupthe last carbureted vehicle sold new in America. With gasoline direct-injection systems yet to fully mature when the shift happened, automakers gravitated toward port fuel injection at first. In a port fuel-injection setup, injectors fire tiny droplets of fuel into the intake manifold before the inlet valve. The fuel vaporizes while sitting on the back of the warm intake valve and mixes with incoming air before entering the cylinder during the intake stroke, and being ignited by the spark plugs. The electronic control unit determines the amount of fuel delivered to the engine, based on factors such as engine speed, temperature, and the amount of pressure on the accelerator pedal. This precise manner of fuel delivery brings better fuel economy and engine performance than the carburetor system. We've witnessed increased use of direct-injection technology in modern engines, with around 73% of light-duty cars sold in 2023 having direct-injection engines, according to theU.S. Department of Energy. Which raises the question: Why is the shift happening? The short answer is that direct-injection engines provide higher precision in fuel delivery, helping to achieve better power, improved fuel economy, and lower carbon emissions. Isuzzu producted the first mainstream gasoline direct injection engines in the U.S. in 2004, and these power plants quickly became popular because of the benefits they offer over multi-point injection. While port fuel injection is efficient, its very nature means that fuel is lost along the intake tract, with some left on the intake port walls. Also, because port fuel-injection engines have lower compression ratios to prevent engine knock, they tend to have less performance and less efficiency than direct-injected engines. A key aspect of direct injection's appeal is that the injectors are positioned inside the cylinder and therefore shoot fuel at high pressure directly into the combustion chamber, bypassing the intake tract — so you can inject fuel quicker while having more precise control over the air-fuel mixture. This means you need less fuel for combustion, which ultimately translates into better fuel economy and lower emissions. In addition, direct injection creates a cooling effect in the combustion chamber, reducing the chance of knocking at higher speeds while enabling a higher compression ratio. When you combine this with technologies like variable valve timing and turbocharging, a small-displacement engine can make power like a much bigger naturally aspirated engine. This is what Ford has been able to achieve with its EcoBoost engines, as direct injection lets automakers downsize engines and comply with emissions standards without compromising power, as was the case during the malaise era,the worst period in car design. Despite its benefits, direct injection isn't perfect. One issue with direct injection is that it may struggle to achieve an optimal fuel-air mixture quality at low rpm, leading to decreased efficiency at lower engine speeds. This is because fuel is injected so late in the combustion process that there isn't enough time for it to mix completely with air from the intake. Another downside to a direct injection system is that since fuel is injected directly into the cylinder, it does not have a cleaning effect on the intake tract and back of the intake valves as with a port-injection setup. As a result, carbon, dirt, and other particles from the air intake and crankcase ventilation systemcan accumulate on intake valves and ports, hampering performance and efficiency. While processes such asfuel injection servicecan help de-carbonize an engine, automakers are using both port injection and direct injection in an effort to solve the problem by combiningthe benefits of both systems. Toyota got the ball rolling in 2005 when it introduced its D-4S dual injection system in the 2GR-FSE engine, which powered the Lexus GS and IS, as well as the Toyota Crown. Manufacturers like Ford, Volkswagen, and Hyundai have since adopted the technology, too.

TMC, a Norway-based designer of compressed air systems for marine and offshore use, has received an order to provide a marine compressed air system for two subsea rock installation vessels being built for the Netherlands-headquartered marine contractor Van Oord. Yantai CIMC Raffles Offshore has hired TMC Compressors to deliver a complete marine compressed air system, including instrument air compressors and air dryers, to each of Van Oord’s two subsea rock installation vessels, which arecurrently under construction. The value of the contract has not been disclosed. Hans-Petter Tanum, TMC’s Director of Sales and Business Development, commented:“It is always fun and interesting to equip innovative and unique vessels such as these two. They can play an important role in facilitating the energy transition through enabling, amongst other things, offshore wind projects.” With a substantial loading capacity of 35,000 tonnes, these vessels will be capable of handling large rock sizes and feature a DP-2 dynamic positioning system, enabling ships to maintain precise positioning despite challenging conditions, such as waves, wind, and currents. These features are expected to make the vessels ideal for long-distance projects, as they will minimize round trips, reducing emissions and costs per installed rock volume. Van Oord operates a fleet of 61 vessels, including three subsea rock installation vessels. This content is available after accepting the cookies. Van Oord’s new subsea rock installation vessels bear Ulstein design The sustainable design of the new ships entails multi-fuel engines, such as biofuel and methanol, a DC grid with large battery storage capacity, and an energy-efficient hull design and rock-handling system. Subsea rock installation is considered vital for protecting and stabilizing offshore energy assets. “Our marine compressed air systems are highly reliable and designed so that the vessel crew can maintain the compressors themselves, also while at sea. We believe this is the ideal solution for a vessel that is designed to manage long-distance projects,” highlightedHans-Petter Tanum. This deal comes months after TMCsecured a contractwith COSCO Shipping Heavy Industry to deliver a complete marine compressed air system to SBM Offshore’sFSO Chalchi, which will be deployed at Woodside’sTriondeepwater oil field offshore Mexico. Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

The 29th edition of the exhibition closed its doors on Friday at the Athens Metropolitan Expo, attracting more than 35,000 visitors and 2,200 exhibitors during a week in which the shipping industry—responsible for transporting approximately 87% of global trade—found itself at the centre of critical geopolitical, energy and regulatory developments. This year’s event took place against an exceptionally challenging international backdrop. Disruptions in the Red Sea and the Strait of Hormuz, the rise of trade protectionism, and increasing pressure arising from the International Maritime Organization’s (IMO) decarbonisation targets for 2030 and 2050 contributed to an environment of heightened uncertainty. Against this backdrop, Posidonia served not only as a venue for commercial networking and business agreements, but also as a focal point for an industry seeking direction, stability and broader consensus on its future course. Particular significance was attached to the fact that Posidonia 2026 was the first edition to take place following the implementation of the European Union’s Emissions Trading System (EU ETS) for maritime transport. This new regulatory framework has fundamentally altered the economic landscape for both European-flagged fleets and international shipping operators calling at European ports. As a result, the transition towards zero-emission shipping dominated the agenda throughout the five-day event, with discussions on fuels, technologies, infrastructure and regulatory frameworks taking centre stage. At the same time, this year’s exhibition highlighted more clearly than ever that shipping now stands at the intersection of global trade, security and economic sovereignty. With seafarers facing growing security threats, supply chains under increasing strain, and major trade routes becoming focal points of geopolitical tensions, Posidonia also served as a forum for strategic reassessment by the international maritime community. Meanwhile, the strength of Greek shipowners and the capabilities of Greece’s shipbuilding and maritime industrial sector were clearly demonstrated through a series of significant business developments, new partnerships and announcements made during the week. Greek shipowners once again confirmed their status as key players in global shipping markets, while interest in Greece as a hub for shipbuilding, logistics and energy connectivity remained particularly strong. The Chief Executive Officer of Posidonia Exhibitions S.A., Theodore Vokos, noted that, as in every previous edition, Posidonia once again served as the stage for some of the shipping industry’s most significant commercial announcements, ranging from new vessel orders and technological partnerships to classification agreements and initiatives involving alternative fuels. A distinctive feature of this year’s event was the strong presence of governmental and intergovernmental officials, further underscoring the extent to which shipping is increasingly viewed as a strategic issue closely linked to foreign policy, the energy transition and economic sovereignty. Για να εμφανίζονται περισσότερα άρθρα τηςΝαυτεμπορικήςστις αναζητήσεις σας εύκολα και γρήγορα, πρέπει να προσθέσετε το site στις προτιμώμενες πηγές σας. Μπορείτε να το κάνετε πηγαίνονταςεδώ.

Xenokostas argued that shipbuilding should be recognized as critical economic and national security infrastructure, warning that the current concentration of global ship production in a limited number of shipbuilding hubs creates significant geopolitical risks for Western economies and global supply chains. He noted that the construction cost differential for a Very Large Crude Carrier (VLCC) between Western shipyards and state-subsidized Asian competitors amounts to approximately 125 million dollars. However, when amortized over the vessel’s 25-year lifespan, the actual impact on end consumers is only 0.0036 per litre of fuel—equivalent to approximately 18 cents per vehicle refuelling. Since freight markets cannot independently absorb this cost premium, the HSA advocates a Demand-Side Leveling Mechanism rather than protectionist tariffs that could trigger trade disputes. Such a mechanism would offset the capital expenditure (CapEx) premium directly at the shipyard gate. A central pillar of Xenokostas’ address was the proposal for a new strategic framework for cooperation between Europe and the United States, extending over at least a ten-year horizon. “As a matter of urgency, we need a new Transatlantic Shipbuilding Pact,” he stated. “A coordinated ten-year strategy with one unwavering objective: Europe and the United States must collectively regain one-third, or 33%, of global shipbuilding output.” He emphasized that recovering this market share is not merely an industrial objective but a prerequisite for safeguarding economic sovereignty, energy security, and the resilience of Western supply chains. Referring to the consequences of excessive production concentration, he warned that “this is no longer free trade; it is strategic dependency,” stressing that Western economies must restore a meaningful portion of their shipbuilding capabilities. Xenokostas also welcomed the United States’ shift toward a policy of maritime self-reliance under President Donald Trump and called on Europe to align with this strategic direction. Within this framework, the Hellenic Shipyards Association is advocating the immediate establishment of a European Ship Preference Framework, a legislative initiative that would introduce strategic, environmental, and quality criteria for vessels operating within Western economic zones, thereby encouraging domestic shipbuilding activity. Presenting ONEX’s vision for the future of shipbuilding, Xenokostas identified Project NEXUS as the technological cornerstone of this strategy. “The spearhead of this strategy is Project NEXUS,” he stated. The initiative combines the development of commercial vessels powered by next-generation Small Modular Reactors (SMRs) with the deployment of advanced digital shipbuilding technologies. “We must leap directly into the true future of global logistics,” he noted, highlighting the potential of SMR technology to significantly reduce operating costs while providing long-term energy autonomy. At the same time, he described the transformation of shipyards through artificial intelligence, automation, and digital technologies, emphasizing that “we are transforming our shipyards through Silicon Shipbuilding,” leveraging Generative AI, robotic manufacturing systems, and Digital Twin technologies to enhance productivity, efficiency, and design capabilities. Xenokostas also stressed the importance of redirecting revenues generated through the EU Emissions Trading System (ETS) back into the maritime and shipbuilding sectors. He argued that, as shipping companies bear substantial carbon-related costs under the ETS, these revenues should be reinvested in infrastructure, innovation, and new industrial capacity. “We demand the immediate recycling of these carbon-related revenues,” he stated, proposing the creation of a dedicated Shipbuilding Recovery and Sovereignty Fund. As he explained, “Shipowners currently paying significant carbon charges should have complete certainty that their capital is being returned directly, strategically, and transactionally to their own industry.” Under the proposal, ETS revenues could support the development of new shipbuilding infrastructure, the construction of zero-emission vessels, and the establishment of advanced, high-technology shipyard facilities across Europe and the United States. Concluding his address, the ONEX Chairman called on governments, policymakers, industry stakeholders, and the global maritime community to support a coordinated transatlantic initiative aimed at restoring balance to the shipbuilding sector and strengthening the long-term resilience of Western economies. “Let us begin the Shipbuilding Renaissance today, right here at Posidonia,” he concluded. Για να εμφανίζονται περισσότερα άρθρα τηςΝαυτεμπορικήςστις αναζητήσεις σας εύκολα και γρήγορα, πρέπει να προσθέσετε το site στις προτιμώμενες πηγές σας. Μπορείτε να το κάνετε πηγαίνονταςεδώ.

Si è conclusa la gara per l’acquisizione di una quota di controllo del produttore di motori marini Everllence (ex Man Energy Solutions), con una valutazione della società compresa tra 8 e 9 miliardi di euro. Le offerte finali dovevano essere presentate al socio di maggioranza Volkswagen Group entro martedì 2 giugno. L’acquirente verrà selezionato nelle prossime settimane, secondo quanto riportato da Reuters. L’agenzia di stampa ha indicato come finalisti i colossi del private equity Cvc, Bain Capital ed Eqt, insieme all’azionista di Volkswagen Porsche SE e a investitori qatarioti. Volkswagen manterrà una quota del 49%. Everllence è uno dei principali progettisti di motori navali al mondo, insieme ai concorrenti Wärtsilä e alla cinese WinGD. Un portavoce di Volkswagen ha confermato che la società sta cercando di vendere una quota di maggioranza in Everllence, ma ha rifiutato di commentare i dettagli della procedura di vendita. Interrogato sulla decisione dell’azienda di cedere la propria quota in questo momento, ha dichiarato: “Volkswagen gestisce attivamente il proprio portafoglio di unità aziendali e società affiliate. Questo vale anche per Everllence”. Reuters ha affermato che la prevista cessione potrebbe consentire alla casa automobilistica tedesca di concentrarsi maggiormente sul proprio core business, mentre affronta i dazi doganali, la concorrenza cinese e i costi della transizione verso i veicoli elettrici. Potrebbe inoltre permettere a Everllence di espandersi in altri settori, come quello energetico, che sta registrando un’enorme crescita della domanda da parte del segmento data center. Volkswagen è diventata azionista di maggioranza di Everllence nel 2011. Il progettista di motori con sede in Germania è ora il maggiore dei due principali attori nel mercato dei motori marini, con un’offerta chiave di servizi post-vendita, PrimeServ. Everllence, le cui origini risalgono alla fondazione di una fonderia in Germania nel 1758, ha attraversato diverse trasformazioni. Nel 2018, Man Diesel & Turbo è passata a Man Energy Solutions, iniziando ad affrontare la decarbonizzazione con la nuova strategia “portare le grandi emissioni a zero”. L’azienda ha lanciato una serie di nuovi motori marini a doppia alimentazione, progettati specificamente per i combustibili alternativi emergenti come Gnl, Gpl, metanolo, ammoniaca ed etanolo. Questa nuova tecnologia ha però incontrato alcune difficoltà. Nell’ottobre 2024, l’azienda ha ritirato dal mercato il suo motore a due tempi a ciclo Otto a bassa pressione Me-Ga a doppia alimentazione Gnl, lanciato nel 2019, a seguito di segnalazioni di problemi di prestazioni. Un anno fa, Man Energy Solutions ha cambiato nome in Everllence. Oggi Everllence impiega oltre 16.000 persone e ha registrato un fatturato di 4,9 miliardi di euro nel 2025. Oltre ai motori marini, Everllence si occupa di pompe di calore su larga scala, elettrolizzatori per la produzione di idrogeno e tecnologie di cattura e stoccaggio del carbonio. ISCRIVITI ALLA NEWSLETTER QUOTIDIANA GRATUITA DI SHIPPING ITALY SHIPPING ITALY E’ ANCHE SU WHATSAPP: BASTA CLICCARE QUI PER ISCRIVERSI AL CANALE ED ESSERE SEMPRE AGGIORNATI

Held within the framework of the enhanced Comprehensive Strategic Partnership between France and Greece, signed on 25 April 2026 by President Emmanuel Macron and Prime Minister Kyriakos Mitsotakis, the meeting brought together key stakeholders from both countries to advance cooperation on maritime policy. Discussions centred in particular on continuing efforts to decarbonise the shipping industry while safeguarding competitiveness and strengthening Europe’s strategic autonomy. The meeting was jointly chaired by Vassilis Kikilias, Minister of Maritime Affairs and Insular Policy of the Hellenic Republic, and Philippe Tabarot, Minister for Transport of the French Republic. The two countries reaffirmed their commitment to close cooperation on issues concerning international shipping and maritime policy. In this context, Greece and France agreed to maintain regular consultations on international maritime affairs and to work towards the development of common positions and a shared strategic approach on key issues affecting the global shipping industry. Για να εμφανίζονται περισσότερα άρθρα τηςΝαυτεμπορικήςστις αναζητήσεις σας εύκολα και γρήγορα, πρέπει να προσθέσετε το site στις προτιμώμενες πηγές σας. Μπορείτε να το κάνετε πηγαίνονταςεδώ.

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El transporte marítimo de mercancías, responsable de entre el 80% y el 90% del comercio internacional, lleva años navegando en un mar revuelto a causa de unas tensiones geopolíticas que no dan tregua (el bloqueo del estrecho de Ormuz es el último episodio) y ... que obligan a las navieras a adoptar estrategias para aumentar la resiliencia sin dejar de lado su viaje digital y sostenible. En un contexto de gran complejidad, la capacidad para manejar la incertidumbre, anticiparse a incidentes en lugar de reaccionar a ellos y reprogramar operaciones en tiempo real se ha convertido en la verdadera ventaja competitiva. A las restricciones sanitarias y el cierre de fronteras provocados por el Covid se han sumado una serie de hechos que han afectado de lleno a esta actividad. Como señala el último análisis de Solunion, desde entonces el sector ha perdido su estabilidad y predictibilidad y, además, se ha visto alterado por una volatilidad recurrente, ocasionada por una innumerable secuencia de eventos que han distorsionado su normal funcionamiento. El informe, elaborado por Santos Gutiérrez, analista de Riesgos de Solunion España, advierte de que en un entorno tan dinámico, las proyecciones pueden quedar desfasadas prácticamente de un día para otro. Una tormenta perfecta que condiciona la hoja de ruta. Elena Seco, directora general de la Asociación de Navieros Españoles (Anave), sostiene que «las empresas navieras están acostumbradas a operar en entornos complejos, pero la acumulación actual de conflictos, sanciones, tensiones comerciales, volatilidad energética y exigencias regulatorias hace que la planificación sea más difícil». Hoy las compañías tienen que adaptar rutas, evaluar riesgos casi en tiempo real y garantizar la continuidad de los servicios en un entorno menos previsible. José Manuel Fernández Terán, socio responsable Transporte, Logística y Turismo en PwC, asegura que la incertidumbre geopolítica y las restricciones en zonas como el estrecho de Ormuz están teniendo «un impacto directo» en la planificación y costes operativos de las navieras. «Para cumplir sus compromisos, muchas compañías están optando por rutas más largas, lo que incrementa el consumo de combustible y los tiempos de tránsito. Esta situación, sumada a problemas previos en el Canal de Suez o episodios de piratería, continúa tensionando una cadena logística ya muy exigida desde la pandemia», subraya. Las dificultades también tienen su cara B. Como explica el experto, «la escasez de capacidad y la elevada demanda permiten incrementar tarifas de flete y mejorar márgenes, siempre que la gestión sea ágil para minimizar demoras y garantizar la continuidad del servicio». Los sucesos de los últimos años han reescrito las reglas del juego. «Una de las lecciones ha sido la necesidad de mayor flexibilidad en la planificación y en la diversificación de rutas y proveedores. El sector está evolucionando hacia modelos más dinámicos que permiten reconfigurar rápidamente las cadenas de suministro ante interrupciones», dice en este sentido. Asimismo, sostiene que se han reforzado estrategias como el uso de herramientas avanzadas de análisis de riesgos, acuerdos de flete a medio plazo y una mayor colaboración con clientes y puertos para mantener la estabilidad operativa y financiera. En un momento tan complicado, la diferenciación a través de la innovación cobra más fuerza que nunca. «Es imprescindible para optimizar rutas, reducir consumos, mejorar la puntualidad, coordinar las escalas en puerto, anticipar riesgos, cumplir obligaciones regulatorias y tomar decisiones con mejor información», apunta Seco, que recuerda que los buques utilizan sistemas de navegación electrónica, seguimiento, planificación operativa, gestión documental y reporte de datos. «Lo importante ahora –insiste– es que esas soluciones sean útiles, interoperables y orientadas a la operación real de buques y puertos, sin convertirse en una carga administrativa». También hay que tener muy presente la ciberseguridad ante la dependencia creciente de sistemas digitales: «Un fallo informático puede convertirse en un problema operativo». Apuesta por lo digital Newsletter Lejos de pasar a un segundo plano, la digitalización se consolida como una herramienta esencial para gestionar la incertidumbre y optimizar costes. «Soluciones que aportan visibilidad en tiempo real, análisis predictivo de la demanda y optimización de rutas permiten tomar decisiones más rápidas y precisas», afirma Fernández, que reconoce que aunque algunas compañías han ajustado sus inversiones por prudencia, la mayoría sigue impulsando proyectos digitales que aportan eficiencia y flexibilidad, factores críticos en un entorno de alta volatilidad. El giró de timón hacia las nuevas tecnologías no tiene vuelta atrás. Pedro Mur Buil, socio responsable del sector de Movilidad, Transporte y Logística de NTT Data, coincide en que la volatilidad geopolítica, los cambios regulatorios, la presión sobre costes y las disrupciones en rutas críticas obligan a las navieras a invertir en capacidades que les permitan adaptarse más rápido. «La clave –indica– ya no es anticipar un único escenario probable, sino desarrollar la capacidad de responder rápidamente a escenarios muy distintos. Vemos una aceleración de inversiones en datos, inteligencia artificial, automatización, ciberseguridad, planificación dinámica y visibilidad de la cadena logística, lo que llamamos 'Control Tower'». La incertidumbre, bien gestionada, puede convertirse en un motor de innovación. La compañía está ayudando al sector a evolucionar desde una gestión reactiva hacia otra predictiva y resiliente. «La inteligencia artificial generativa y el análisis predictivo permiten integrar señales muy diversas (operativas, comerciales, geopolíticas, meteorológicas, regulatorias y de sostenibilidad) y convertirlas en información accionable para la toma de decisiones», comenta. Asistimos a un cambio de paradigma. «La inversión en tecnología ya no se justifica únicamente por eficiencia o reducción de costes, sino que cada vez más se hace por resiliencia, continuidad de negocio y capacidad de competir en un entorno estructuralmente inestable», señala el experto. La tecnología ha dejado de ser un área de soporte para convertirse en una capacidad estratégica. «En un entorno estable, una naviera poco digitalizada podía competir con eficiencia operativa, experiencia y escala. En el contexto actual, eso ya no es suficiente. Cada crisis amplía la distancia entre las compañías que tienen capacidades digitales avanzadas y las que siguen tomando decisiones con información fragmentada», apunta. Sostenibilidad El avance tecnológico corre paralelo a la transición verde, ya que el sector está obligado a reducir sus emisiones en los próximos años. En Europa, la iniciativa FuelEU Maritime establece que la intensidad de los gases de efecto invernadero de los combustibles utilizados en el sector disminuya gradualmente, con una reducción del 6% para 2030 y del 80% para 2050. Desde NTT DATA constatan que la sostenibilidad ya no puede gestionarse como un ejercicio de reporting a posteriori, sino integrarse en la operación diaria y en la toma de decisiones. La expansión del transporte marítimo ha sido un pilar fundamental del crecimiento económico global, pero este desarrollo ha conllevado un coste ecológico. Santos Gutiérrez, analista de Riesgos de Solunion España, aporta datos: «En la última década, la flota mundial ha crecido un 40% y, aunque eso ha favorecido el comercio global, al aumentar la capacidad del transporte marítimo también se ha producido un incremento sustancial de las emisiones de gases de efecto invernadero (GEI)». Según datos de Allianz Trade, uno de los accionistas de Solunion, entre 2021 y 2025 el sector ha dedicado entre 150.000 y 200.000 millones de dólares a la renovación de la flota, y no es casualidad. «Lo que observamos, en línea con los análisis de Allianz Trade, es que la volatilidad o la situación del sector no han frenado la inversión, sino que la ha reorientado. La descarbonización no está siendo aplazada, sino que se ha integrado dentro de la propia dinámica de renovación e inversión. En este contexto, la regulación medioambiental es cada vez más exigente y la necesidad de un mayor capital para implementar la renovación de la flota es ya estructural», precisa. Por tanto, concluye que «únicamente los operadores mejor posicionados serán capaces de contar con las flotas más modernas y eficientes, y muestra de ello es el incremento de los pedidos de buques de última generación y de doble combustible, con el fin de cumplir los objetivos vinculantes de descontaminación de la Organización Marítima Internacional (OMI). Regulación verde global Sin embargo, la transformación no será de la noche a la mañana. Elena Seco, de Anave, señala que según un estudio presentado recientemente por la OMI, el 92,5% del combustible que consume la flota mundial sigue siendo fósil convencional y otro 6,7% corresponde a gas natural licuado. «Hoy día no existe una oferta suficiente de combustibles sostenibles que permita descarbonizar de forma inmediata el transporte marítimo internacional», lamenta. Desde la patronal piden una regulación global para evitar efectos indeseados como desvíos de tráfico hacia puertos fuera del ámbito regulado o trasvase de cargas del buque hacia la carretera. «En España ya se observan señales en ambos sentidos, con desvíos hacia puertos del norte de África y caída de la demanda marítima con Italia mientras el transporte por carretera con este país crece a ritmo de dos dígitos. Eso no reduce emisiones, las desplaza», alerta. La segunda condición que reivindican desde Anave es que los ingresos generados por la normativa europea que grava las emisiones del transporte marítimo se destinen a descarbonizar el sector: renovación de flota, adaptación de buques, infraestructura portuaria, suministro de nuevos combustibles y compensación del sobrecoste operativo de las alternativas más limpias. «Los armadores españoles han invertido más de 2.000 millones de euros en proyectos y tecnologías para reducir sus emisiones. La transición ya está en marcha, pero necesita un marco regulatorio y financiero que la acompañe», concluye. Si bien en la movilidad urbana los vehículos híbridos y eléctricos son las soluciones más viables para lograr la neutralidad climática, estas tecnologías no son tan fáciles de aplicar en barcos que requieren un uso intensivo de energía y cubren largas distancias. Luis Guerrero, presidente de la Asociación de Ingenieros Navales y Oceánicos de España, explica que el camino hacia la descarbonización está liderado, de momento, por el gas natural licuado, un combustible de sobra conocido y con disponibilidad en la mayoría de lugares del mundo, que permite al sector cumplir con la reducción de emisiones del 14,5% que FuelEU Maritime marca para 2035. «España ha sido pionera en la conversión de barcos que consumían combustible líquido a gas natural y hoy en día es un procedimiento archiconocido. Los barcos nuevos normalmente se contratan con motores duales para garantizar el abastecimiento en todos los puertos», expone. En nuestro país, Baleària fue precursora en la implantación del gas natural en buques y líder en el Mediterráneo al haber transformado sus buques de combustible fósil a motores duales de gas natural y diesel oil. Combustibles de futuro En un horizonte temporal más amplio, apunta a alternativas como el metanol verde. «Es fácil de manejar a bordo, pero requiere dos veces y media más espacio de almacenamiento que el fuel para obtener la misma autonomía, y es mucho más inflamable», comienza por destacar. Otro combustible alternativo es el amoniaco renovable, que puede aprovecharse de dos maneras, consumiéndose en un motor de combustión interna o como vector de hidrógeno. «Están saliendo los primeros motores que consumen amoniaco, pero el principal problema es la toxicidad y la emisión de óxido nitroso, un gas que hay que evitar que llegue a la atmósfera porque es muy contaminante. La ventaja del amoniaco es que se conoce muy bien, no precisa de una gran presión para transportarlo ni muy bajas temperaturas y la cadena de suministro está distribuida en todo el mundo», señala Guerrero. Es, en definitiva, un combustible con muy buenas perspectivas, pero la tecnología todavía se encuentra en un estado incipiente. Otra opción de futuro es el hidrógeno, aunque presenta desafíos técnicos significativos. La permeabilidad de la molécula facilita su difusión a través de diversos materiales, necesita altas presiones de almacenamiento y temperaturas de hasta 250 grados bajo cero. Alternativas, todavía en una fase embrionaria, que ayudarán a que el transporte marítimo ponga rumbo a la sostenibilidad, con las herramientas digitales como faro que guíe una travesía sin retorno.

File photo | Photo Credit: Kesavan A N 1612@Chennai Tata Steelmay have to defer the timeline of its 1.25-billion-pound UK project for transitioning to a low-carbon steel-making process by six to eight months, as the company is facing delays in "securing access to electricity". As part of its decarbonisation plan, Tata Steel is setting up the UK's largest low-carbon EAF (electric arc furnace) project of 3.2 million tonnes capacity at Port Talbot with 1.25 billion pounds of investment to replace its now-shut blast furnace plant of similar capacity. Before experiencing delays in securing power access, the company was looking to begin operations of the EAF project by late 2027 or early 2028. "While we are working with ESO (Electricity System Operator) and National Grid for the new electrical infrastructure, National Grid has formally alerted to us that their connectivity project is delayed," said Koushik Chatterjee, Executive Director (ED) & Chief Financial Officer (CFO) at Tata Steel. The National Grid has informed about some potential delays versus the original planned date of the high voltage connection, he said, adding that the company is working with all the stakeholders, including the UK government, to mitigate the impact and develop revised schedules. The official noted that major demolition works at the site have been completed, and fabrication and delivery of equipment are continuing at a pace. Securing access to higher-power electricity is critical for the planned transition. The project, built up with 500 million pounds of government support, aims to reduce site-level CO2 emissions by 90 per cent - equivalent to 5 million tonnes annually. Meanwhile, on Wednesday (June 3), the project site at Port Talbotwitnessed a fire incident. However, all personnel were accounted for and evacuated from the area safely, Tata Steel UK said on Thursday. Chatterjee further said that his company is working with National Grid and the UK government to resolve the issues. "We are working with the UK government, the National Grid and (Electricity System Operator(ESO), which is the electricity supplier, to see if we can mitigate it, but somewhere between six months to eight months will certainly be there, maybe higher, after we have built the plant," Chatterjee said, responding to a question on whether the company is seeing any delays in commissioning the project . The official said Tata Steel is working out if the duration of the delay can be reduced, but ruled out any possibility of avoiding the situation. "We are actively working to see if we can reduce it (the delay) further, but there will be some imminent delays," the ED & CFO said without sharing further details. In May 2024, Tata Steel signed a connection offer with the Electricity System Operator (ESO). The agreement involves National Grid building new electrical infrastructure capable of powering the 3.2 million-tonne electric arc furnace by the end of 2027. As per information shared by Tata Steel, NESO (the National Energy System Operator) is a public body which manages the connection process, including the connection contract with TSUK. NESO also manages the operations of the electricity grid in the UK. National Grid Electricity Transmission (NGET) is a private company that builds, owns, and maintains the connection. A Tata Steel spokesperson said: "This is a major industrial project, and like all projects of this scale, timelines continue to evolve as detailed engineering, construction, and infrastructure work progresses. "While we are still discussing potential adjustments to the commissioning timetable, we are working closely with National Grid, our construction partners, and the UK government to deliver the project safely and as quickly as possible." The Tata Steel Group is one of the world's leading steel producers, with an annual crude steel production capacity of 35 million tonnes. It is also among the most geographically diversified steel companies globally. Published on June 7, 2026 Terms & conditions|Institutional Subscriber

Una nota del viceministro delle Infrastrutture e dei Trasporti informa sul fatto che Edoardo Rixi parteciperà lunedì 8 giugno a Lussemburgo al Consiglio dei Ministri dei Trasporti dell’Unione Europea in rappresentanza del Governo italiano. Nel corso dei lavori l’Italia porterà all’attenzione dei partner europei due questioni strategiche per la competitività del sistema economico e logistico nazionale: la revisione delle politiche legate all’Ets nel settore marittimo e gli effetti della crisi nel Golfo Persico sulle catene di approvvigionamento e sui trasporti internazionali. “L’Italia sosterrà un approccio pragmatico che concili sostenibilità ambientale e competitività delle imprese, chiedendo correttivi al sistema Ets per evitare distorsioni del mercato e penalizzazioni per i porti europei rispetto agli scali extra Ue, con possibili ricadute negative sull’economia reale e sulla portualità nazionale” si legge nella comunicazione. Che poi aggiunge: “Sarà inoltre posta attenzione alla crisi nell’area del Golfo, che continua a incidere su costi logistici, tempi di consegna e stabilità delle catene di approvvigionamento, rendendo necessario un impegno europeo per rafforzare la resilienza del sistema produttivo e logistico continentale”. Il Mit spiega infine che, a margine del Consiglio, sono previsti incontri bilaterali con rappresentanti delle istituzioni europee e dei principali Paesi membri per approfondire i dossier infrastrutturali e della mobilità di maggiore interesse strategico per l’Italia. “L’obiettivo della partecipazione italiana sarà tutelare gli interessi nazionali e contribuire alla definizione di una politica europea dei trasporti sostenibile, competitiva e capace di rispondere alle nuove sfide economiche e geopolitiche” conclude la nota. ISCRIVITI ALLA NEWSLETTER QUOTIDIANA GRATUITA DI SHIPPING ITALY SHIPPING ITALY E’ ANCHE SU WHATSAPP: BASTA CLICCARE QUI PER ISCRIVERSI AL CANALE ED ESSERE SEMPRE AGGIORNATI

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The 2,700-litre figure comes from the World Wildlife Fund’s accounting of the full water footprint of a single cotton garment, including the irrigation required for the cotton itself, the water used in dyeing and chemical treatment of the fibres, and the water consumed during fabric processing before the finished shirt reaches a retail rack. The figure is consistent across multiple authoritative sources and is now widely cited in academic and policy literature. The figure represents the volume required to produce one garment in the global average production environment. Garments produced in regions where cotton is irrigated by drip systems use less. Garments produced in regions where cotton is flood-irrigated, which remains the dominant practice in much of South and Central Asia, use more. The 2,700-litre figure assumes a single T-shirt. The same accounting framework gives approximately 9,000 to 10,000 litres of water per pair of jeans, approximately 25,000 litres per kilogram of cotton fibre, and approximately 125 to 150 litres per kilogram of fabric during dyeing and finishing alone. The pair of jeans is roughly the daily drinking water needs of 4,750 people. Cotton is, by every available measurement, one of the thirstiest crops in commercial agriculture. The plant requires sustained irrigation through most of its growing cycle and is highly sensitive to salt, which restricts the kinds of water that can be used to grow it. Roughly 60 per cent of the total water footprint of a typical cotton garment is consumed before the cotton is even harvested. The remaining 40 per cent is consumed at the textile-processing stage. After harvest, the cotton fibres are spun into yarn, woven into fabric, and then dyed, printed, treated, and finished. Each of these steps requires water both as a solvent and as a rinse medium. The 2018 Quantis International report on the global pollution impacts of the apparel industry identified dyeing and finishing as the single largest source of the industry’s water-related environmental impact, accounting for approximately 36 per cent of the total. Yarn preparation accounts for approximately 28 per cent. Fibre production accounts for approximately 15 per cent. The water used in dyeing and finishing does not return to the local water system in the same condition it left. In Bangladesh, where approximately 1.5 trillion litres of water per year are used in garment factories and dyeing mills, the wastewater from textile processing is one of the largest single sources of industrial water pollution in the country. The same pattern holds in southern China, in Vietnam, in Turkey, and in the textile-processing regions of India and Pakistan.As Geographical Magazine set out in a 2026 review of the industry’s water footprint, the dyes, heavy metals, oils, phenols, and pesticide residues released by textile processing reach groundwater, agricultural irrigation systems, and the marine environment. According to a 2019 analysis by the United Nations Conference on Trade and Development, summarised in coverage by United Nations News, the global fashion industry consumes approximately 79 to 93 billion cubic metres of fresh water annually, depending on the methodology of accounting. The figure represents approximately 4 per cent of global freshwater extraction. It is enough water, by the UN’s own framing, to meet the needs of approximately five million people for an entire year, or alternatively to fill approximately 32 to 37 million Olympic-sized swimming pools. The same figure, taken alongside the global water-scarcity numbers, makes the analytical pivot direct. Approximately 2.2 billion people worldwide currently lack access to safe drinking water. The fashion industry’s annual water consumption, by either of the standard accounting frameworks, is sufficient on its own to provide every one of those 2.2 billion people with the World Health Organization’s minimum daily drinking water requirement for several decades. The industry’s total emissions are equally striking.A 2018 announcement from the United Nations Framework Convention on Climate Change estimated total annual greenhouse gas emissions from textile production at approximately 1.2 billion tonnes of CO2-equivalent, which the announcement noted was more than the combined annual emissions of all international flights and maritime shipping. The same announcement projected that sector emissions could rise by more than 60 per cent by 2030 if the industry continued on its current trajectory. The water consumption is not evenly distributed across the planet. Cotton is grown in regions where it grows well, which in practice means hot, dry, and seasonally arid climates where irrigation is essential. The largest cotton-producing regions in the world include the Aral Sea basin in Uzbekistan, the Indus and Punjab regions of Pakistan, the Brahmaputra basin in northeast India, the Yangtze and Yellow River basins in China, and the Cotton Belt of the southern United States. Most of these regions are now classified as water-stressed by the World Resources Institute’s standard rating system. Several are in long-term decline. The Aral Sea, once the world’s fourth-largest saline lake, has been documented by NASA’s Earth Observatory in serial satellite imagery since the early 1960s. In 1960, before the Soviet Union began the irrigation diversion project that has since become one of the most-studied environmental disasters of the twentieth century, the Aral Sea covered approximately 68,000 square kilometres. The lake was fed by two major rivers, the Amu Darya and the Syr Darya, which descended from the mountains of Central Asia. The Soviet authorities diverted both rivers to irrigate cotton plantations in what is now Uzbekistan, Turkmenistan, and Kazakhstan. By 2007, the lake had shrunk to approximately 10 per cent of its original surface area. The exposed seabed, contaminated with the agricultural pesticides and fertilisers that had been washed downstream for decades, has become the Aralkum Desert. Approximately 40,000 to 60,000 fishermen lost their livelihoods. The autonomous Karakalpakstan region of northwestern Uzbekistan, which had drawn approximately half its economic activity from fishing and related industries, has not recovered. The Aral Sea was destroyed for cotton. The cotton, in turn, was destined for textile processing in the same broad region, before being shipped onward to the global garment manufacturing centres in Bangladesh, Vietnam, and elsewhere. Some of the cotton was eventually turned into T-shirts that now sit in wardrobes across Europe, North America, and East Asia. The water that the Aral Sea once held is now in the air, in the soil, and in clothing that has, in many cases, already been discarded. The water consumption is one of three distinct environmental costs the fashion industry produces at scale. The second is microplastic pollution. Approximately 500,000 tonnes of microfibres are shed into the ocean each year through the washing of synthetic clothing, by the UNCTAD figure cited in the same 2019 UN analysis. The figure is equivalent in mass to approximately 50 billion plastic water bottles, or approximately 3 million barrels of oil. The microfibres do not biodegrade. They have now been detected in fish, in seabirds, in commercial shellfish, in human placenta tissue, and in the human bloodstream. The third cost is textile waste itself.As Earth.Org’s 2026 analysis of the industry’s environmental impact sets out, the global apparel industry now produces approximately 92 million tonnes of textile waste per year, with the figure projected to rise to approximately 134 million tonnes by 2030. Approximately 85 per cent of all textiles eventually end up in landfill or incineration. A substantial proportion of the discarded clothing from the wealthy world is shipped to the developing world. In Chile, the Atacama Desert has become a recognised destination for textile waste, with at least 39,000 tonnes of unsold or discarded clothing now sitting on the desert floor in the region around the port of Iquique. Satellite imagery has documented the textile mountain in successive years. The acceleration of the past five years has been driven primarily by the ultra-fast-fashion business model pioneered by Shein and now followed by Temu and a growing number of imitators. Shein’s emissions, by the 2025 Fossil Free Fashion Scorecard, rose by approximately 170 per cent over the two-year period to 2024. The company now produces, by the same scorecard’s accounting, annual emissions comparable to those of a small developed country. The figures cited above are the figures that the industry’s environmental impact can be estimated from publicly available data. The full footprint is, by every available assessment, larger. Three specific gaps recur across the disclosure landscape. The first is the gap between the water used in primary production (cotton irrigation, textile dyeing) and the water used in the entire supply chain (transport, retail, consumer washing). Almost no corporate sustainability report includes the latter. The second is the gap between aggregated industry figures and facility-level figures. A company-wide annual water-consumption total reveals nothing about whether the company’s textile-processing plant in a drought-affected region of Bangladesh is straining the local groundwater. The third is the gap between the major brands that publish any environmental disclosures and the much larger number of mid-tier and ultra-fast-fashion brands that publish none. Shein, despite being one of the largest single fashion companies in the world by sales volume, did not begin publishing any environmental reporting until 2022 and has since been criticised by the Changing Markets Foundation and others for the partial nature of what it does publish. The figures the academic and NGO literature has been able to produce are, in significant part, estimates of what the brands themselves have not been willing to publish. The global fashion industry has been on a continuous growth trajectory for approximately twenty years. Clothing production roughly doubled between 2000 and 2014 and has continued to grow since. The average consumer in the developed world now buys approximately 60 per cent more clothing than they did fifteen years ago, and keeps each item for approximately half as long. The industry has, in the same period, been the subject of multiple UN reports, multiple academic analyses, and multiple high-profile journalistic investigations, all of which have set out the environmental costs in detail. The disclosures have not slowed the growth. The 2,700 litres of water in a cotton T-shirt is not, in the abstract, an enormous quantity. The total global production of cotton garments is, on the current accounting, more than 50 billion items per year. The 79 billion cubic metres of fresh water the industry consumes annually is the cumulative figure produced when each individual T-shirt is multiplied by the scale of global demand. The drought-affected regions where the cotton is grown are not getting wetter. The wastewater systems in the textile-processing regions are not getting cleaner. The proportion of synthetic fibres in global clothing has risen from approximately 3 per cent in 1960 to approximately 68 per cent today, which means the microplastic shedding from washing is rising rather than falling. The T-shirt is small. The aggregate is not. Written by Kiran Athar is a writer at Space Daily with a degree in multimedia journalism. She covers psychology, identity, and the inner life — the questions of how people change, what holds them back, and what helps them grow. Her writing for Space Daily sits in the Mind & Meaning pillar, where she focuses on practical psychology and the human side of ambition.

It will focus on assessing the role of port infrastructure in supporting clean fuel production and offtake V.O. Chidambaranar Port Authority in Thoothukudi has signed a Memorandum of Understanding (MoU) with Germany’s H2Global, represented by the H2Global Foundation and Hintco GmbH, to explore cooperation in the development of green hydrogen and clean shipping fuel trade corridors. The MoU aims to explore the feasibility of developing a double auction mechanism or similar auction-based models for clean shipping fuels for the port. It will focus on assessing the role of port infrastructure in supporting clean fuel production and offtake, while examining implementation pathways for integrating Indian ports into international green fuel supply chains. The areas of cooperation include assessment of infrastructure and logistics requirements for storage, handling, bunkering, transport, certification, market creation, safety and export of green fuels, including green ammonia, green methanol and other hydrogen derivatives, said a release. The collaboration is expected to facilitate stakeholder engagement among government agencies, industry participants, infrastructure operators, shipping companies, financial institutions and potential off-takers. The partnership will also support the preparation of a roadmap for developing clean fuel trade corridors and strengthening the export ecosystem for green hydrogen derivatives from India to Germany and other European markets, the release said. Published on June 6, 2026 Terms & conditions|Institutional Subscriber