February 17, 2026

How does IndianOil’s hydrogen transition plan align with NGHM and India’s broader net-zero or clean-energy commitments?

IndianOil’s hydrogen transition strategy is closely aligned with the National Green Hydrogen Mission (NGHM) and India’s long-term decarbonization and net-zero commitments. The company is advancing green hydrogen production, refuelling infrastructure, hydrogen mobility, and industrial decarbonization in parallel, creating an integrated hydrogen ecosystem.  

A key milestone is the establishment of India’s largest green hydrogen plant at Panipat (10 KTPA), which directly supports NGHM objectives of demand creation, cost reduction, and domestic manufacturing. IndianOil is also deploying renewable powered hydrogen refuelling stations, developing indigenous electrolyser technologies (PEM and AEM), and demonstrating hydrogen fuel cell mobility.  

Simultaneously, its roadmap prioritizes replacement of grey hydrogen in refining and petrochemical operations, reduction of emissions from hard-to-abate sectors, and enhancement of energy security. Collectively, these initiatives position IndianOil as a key implementing agency translating national hydrogen policy into on-ground outcomes aligned with India’s 2030 NDCs and net zero vision. 

Long term strategy and Capex planned by IndianOil to roll out green hydrogen?

IndianOil’s long term strategy follows a phased and market responsive approach. The company is implementing its first large-scale project at Panipat (10,000 TPA) under a Build–Own–Operate (BOO) model, aligned with its broader target by 2030. Since Panipat project is BOO based, no upfront Capex is being incurred by IndianOil, and green hydrogen will be procured at a fixed discovered price over a 25 year term. The operational performance, technology maturity, cost trajectory of renewable power and electrolysers, and policy evolution will guide future capacity expansion and determine whether subsequent projects adopt BOO or conventional Capex led models. 

IndianOil is setting up a green hydrogen unit at Panipat Refinery & Petrochemical Complex with a capacity of 10,000 TPA. Current status and expected commissioning date? Targeted output once fully operational?

The contract was awarded in June 2025 at a discovered price of Rs. 397 per Kg (including GST) through open tender for a 25 year term. Green hydrogen purchase agreement and contract agreement between L&T Energy GreenTech and IndianOil have been executed in July 2025. Pilot plan coordinates have been finalized and land lease agreement has been executed between L&T Energy GreenTech and IndianOil in September 2025. Design & Engineering activities at L&T are in progress. Expected completion of the Panipat project is December 2027.  

Levelized cost of hydrogen (LCoH) estimated by IndianOil for the Panipat plant and its comparison to current grey-hydrogen costs? 

The Panipat project has secured a Levelized Cost of Hydrogen of Rs. 397/kg (inclusive of GST) over a 25-year term, the second lowest discovered price through competitive bidding in India to date. In comparison, grey hydrogen produced from natural gas currently costs approximately Rs. 180-200/kg (excluding GST).  

While green hydrogen remains costlier at present, the cost gap is expected to narrow over time due to declining renewable energy tariffs, improvements in electrolyser efficiency, scaling up of domestic electrolyser manufacturing, and supportive policy incentives under NGHM.  

Recent public announcement mentions enlistment of a contractor at Panipat under a build-own-operate (BOO) model. Which electrolyser technology will be used and electrolyser supplier? 

As I said before, green hydrogen at Panipat will be produced by the BOO contractor, L&T Energy GreenTech, using high-pressure alkaline electrolysers manufactured by L&T Electrolysers Ltd. at its state-of-the-art facility in Hazira, Gujarat. 

Which refinery processes or Petrochemical units will the green hydrogen feed? Will it fully substitute grey hydrogen or only partially?

The first 10,000 TPA green hydrogen plant at Panipat will partially substitute grey hydrogen, meeting around 10% of the refinery’s total hydrogen demand. Full substitution will be achieved progressively through phased capacity additions. 

Does the company also have plans on hydrogen fuel mobility and initial pilot geographies or partnerships?

Yes, IndianOil is actively advancing hydrogen mobility pilots in collaboration with leading OEMs and government agencies. This includes India’s first hydrogen fuel cell bus demonstration with Tata Motors with partial funding from Centre for High Technology (CHT), Ministry of Petroleum and Natural Gas, Government of India.  

This exercise targets to collectively complete over 3,00,000 kilometers  across Delhi–NCR, Vadodara, and defence deployments.  

Under NGHM, IndianOil, and Tata Motors proposed to join the development of hydrogen refueling stations (HRS) for hydrogen mobility trials. As part of this initiative, sixteen hydrogen-powered vehicles to be developed by Tata Motors shall undergo trials across four highways. To support this, IndianOil will develop two new hydrogen refueling stations along the Mumbai-Pune corridor and the Jamshedpur-Balasore corridor.  

Additionally, existing hydrogen refueling stations at Faridabad and Gujarat will be used for operations along the Delhi-Sahibabad corridor and the Ahmedabad-Surat corridor. These pilots aim to establish operational readiness for national-scale deployment. 

Will you be deploying green hydrogen fuel dispensing pumps beyond internal refinery use? What is the planned scale and timeline for roll out? 

Yes, IndianOil’s strategy includes public hydrogen dispensing infrastructure. The company has already commissioned India’s first green hydrogen refuelling station at its R&D Centre at Faridabad and followed at Vadodara, Gujarat.  

IndianOil will develop two new hydrogen refueling stations along the Mumbai-Pune corridor and the Jamshedpur-Balasore corridor. In the initial phase, stations will be deployed along pilot corridors including Delhi–NCR, Ahmedabad-Surat, Mumbai–Pune, and Jamshedpur–Kalinganagar.  

Between 2028 and 2030, IndianOil plans to scale this into a nationwide network integrated with refinery-based hydrogen production hubs. These efforts are complemented by partnerships with Tata Motors, Hyundai, and the Indian Army, and Indian Navy to accelerate adoption of hydrogen fuel cell and hydrogen internal combustion engine (H2ICE) vehicles. 

How is IndianOil planning to build supply-chain infrastructure for hydrogen fuel (storage, compression/transport, safety, and logistics)? 

IndianOil is adopting a phased supply chain development approach, beginning with large scale production at Panipat and controlled deployment at refineries. Pilot hydrogen dispensing stations at its R&D Centre and Gujarat Refinery are being used to establish best practices in compression, storage, dispensing, logistics, and safety.  

As deployment expands, IndianOil will leverage its extensive fuel distribution network while ensuring strict compliance with PESO regulations and global hydrogen safety standards. 

Major technical or operational risks envisaged in switching from grey to green hydrogen in terms of power supply, water availability, electrolyser efficiency, storage, and safety? 

Key risks include intermittency of renewable power, which can affect electrolyser utilization; water availability, as electrolysis requires around 9 litres of demineralized water per kg of hydrogen; electrolyser efficiency and degradation over time; and challenges related to storage, compression, and material embrittlement.  

Safety is a critical consideration due to hydrogen’s flammability, necessitating advanced leak detection, emergency response systems, and stringent regulatory compliance. These risks are being mitigated through pilot projects, phased scaling, and robust safety frameworks. 

IndianOil’s long-term target for hydrogen production capacity? Hydrogen share in total fuel/energy mix and renewable energy portfolio size?

To achieve its net-zero target by 2046, IndianOil plans a progressive transition to full substitution of grey hydrogen across refineries, supported by large-scale renewable energy integration and advancements in electrolyser technology. Capacity expansion will be phased and market driven, aligned with cost reductions and policy evolution. 

IndianOil is also exploring green-fuel or alternate-energy initiatives like CBG, SAF, and biofuels in parallel to hydrogen? How will these complement the hydrogen roadmap?

IndianOil is pursuing a diversified clean-energy portfolio. Under SATAT, it is investing around Rs. 1,200 crore in CBG plants through joint ventures with EverEnviro and GPS Renewables.  

In SAF, IndianOil has achieved ISCC-CORSIA certification and is planning a 30,000 TPA SAF plant at Panipat, targeting 1–2% blending by FY 2027–28.  

Biofuel initiatives include 2G ethanol, biodiesel, bio-bitumen, and indigenous SAF trials. These fuels complement hydrogen by addressing multiple sectors and accelerating emissions reduction. 

Does IndianOil foresee hydrogen becoming a significant revenue/business unit (beyond just replacing grey hydrogen) e.g. in hydrogen retail, exports, mobility, chemicals, or allied sectors?

Yes, beyond replacing grey hydrogen, IndianOil envisions hydrogen as a commercial business vertical, encompassing hydrogen retail, mobility, infrastructure services, and allied sectors.  

Public refuelling networks, corridor based deployments, and in partnerships with Tata Motors, Hyundai, and Indian Army will support the gradual scale up towards commercial hydrogen mobility and fuel markets. As far as hydrogen mobility is concerned, Japan and China are leading globally.  

Toyota Mirai launched in Japan provides a mileage of 150 km/kg of hydrogen. China is ramping up its efforts towards augmentation of hydrogen refuelling stations.  

In India, IndianOil is undertaking demonstration trials on 15 buses with the arrangement of refueling from two of its locations – one at Faridabad and other at Vadodara. Widespread hydrogen use in India will depend on cost effective hydrogen transport and storage solutions.  

Anything you would like to add from your side

IndianOil’s hydrogen strategy represents a systemic, phased, and indigenous transition that balances technology readiness, cost competitiveness, safety, and policy alignment. By integrating green hydrogen with refining, mobility, renewables, and alternative fuels, IndianOil is positioning itself as a central pillar of India’s clean energy and net-zero journey.

February 15, 2026

VOC Port has inaugurated India's first port-based green hydrogen pilot project with a 10 Nm³/hr production facility that powers port streetlights and an EV charging station. What are the key learnings from this pilot, and how do you plan to scale green hydrogen production at the port?

The green hydrogen pilot plant at V.O. Chidambaranar Port Authority has provided several critical learnings. First, it validated the technical feasibility of plant at port for green hydrogen production, with stable operations using renewable power. Second, it demonstrated production, storage, and application in powering port streetlights and an EV charging station without grid dependency.  

Importantly, it enabled the port to understand and address end-to-end challenges across the project lifecycle, creating a clear institutional roadmap for faster and smoother scale-up. These learnings form the foundation for modular scale-up, where capacity can be expanded in phases to MW scale in near future. 

What are the next phases planned following the green hydrogen pilot, in terms of capacity enhancement (Nm³/hr to tonnes per day) and integration with larger port operations?

For technology demonstration, VOCPA went ahead with green hydrogen plant in pilot scale. Simultaneously, port being declared as green hydrogen hub, it allotted land to the reputed firms for production of green hydrogen and its derivatives. Apart from the above VOCPA intends to scale up pilot plant to 10 MW which will be used for green mobility like deployment for hydrogen powered trucks for port operations. 

Can you explain the anticipated timeline and readiness plan for transitioning from the pilot project to a full-fledged commercial green hydrogen facility at VOC Port?

The transition from pilot to commercial-scale green hydrogen at V.O. Chidambaranar Port Authority is being implemented through a phased and preparedness-driven approach. As part of its role as one of India’s emerging green hydrogen hubs, the port has already allotted 206 acres of land to Green Infra, ReNew, and Gentari for the establishment of commercial green hydrogen production facilities, significantly advancing project readiness beyond the pilot stage. First stage of green hydrogen production is expected in 2029. In the near term, the focus is on scaling up pilot green hydrogen plant in phased manner. 

VOC Port has earmarked over Rs. 41,860 crore in land allocation for green hydrogen and green ammonia manufacturing and storage, involving multiple investors. How is port coordinating investments and partnerships to realise this green hydrogen hub vision? 

V.O. Chidambaranar Port Authority is playing a proactive role as an enabler and infrastructure provider for facilitating large-scale green hydrogen projects. The port has earmarked and allotted dedicated land parcels to investors for green hydrogen, green ammonia manufacturing, and storage facilities, ensuring zoning clarity and long-term scalability. VOC Port is planning to develop common user infrastructure to optimise capital costs and enable faster project execution. The port will ensure pipeline connectivity within the port estate and up to designated export berths, facilitating seamless movement of hydrogen derivatives from production units to storage and shipping points. Port also plays a key role, regularly convening stakeholders through platforms such as the Green Conference conducted in August 2025, which brought together policymakers, industry leaders, and global experts to shape the green hydrogen and green shipping ecosystem. This integrated approach allows multiple large investors to operate efficiently within a cohesive hydrogen hub ecosystem, rather than in isolated project silos.  

What strategic advantages does VOC Port believe its location and connectivity (road, rail, and maritime) provide in positioning itself as a national green hydrogen-ammonia hub of India?

The port is an all-weather port, offers excellent multimodal connectivity, with direct access to national highways, dedicated rail links, and deep-draft maritime infrastructure enabling efficient domestic movement and international exports. It is located in a region endowed with abundant renewable energy resources, particularly high solar irradiation and strong wind potential, ensuring reliable and cost-effective green power for hydrogen production. Strategically, VOC Port lies along the international sea route and emerging Rotterdam–Singapore Green Shipping Corridor, placing it at the centre of future low-carbon fuel trade routes and enhancing its attractiveness as a bunkering and export hub for green hydrogen derivatives. 

VOC Port recently signed MoUs worth over Rs. 42,000 crore with major energy players (including Green Infra, ACME Green Hydrogen, and CGS Energy) for green hydrogen and green ammonia projects. How do these partnerships fit into the port's hydrogen roadmap, and what are the expected timelines for project delivery?

To ensure a structured and future-ready approach, V.O. Chidambaranar Port Authority has onboarded a reputed consulting agency - BCG to support the preparation of a comprehensive long-term roadmap for green hydrogen and its derivatives. This roadmap is being developed in alignment with national objectives under the National Green Hydrogen Mission (NGHM) and global maritime decarbonisation pathways under IMO roadmaps, ensuring policy coherence and international relevance. The MoUs signed with major energy players are being strategically aligned within this framework, so that investments in green hydrogen, green ammonia, and bunkering infrastructure progress in a phased, coordinated, and globally competitive manner. 

How does the port engage with central ministries and state authorities to secure policy support, incentives, and approvals essential for hydrogen hub development?

At this nascent stage of green hydrogen development, ports require targeted financial and policy support to build enabling infrastructure.

In general, ports require financial assistance for two critical areas: power intake and development of common user infrastructure such as pipelines, storage interfaces, safety systems, and utility corridors. In this context, the Ministry of Ports, Shipping and Waterways (MoPSW) has declared V.O. Chidambaranar Port Authority as a green hydrogen hub, and the port engages regularly with central ministries and state authorities to seek support, align policies, and facilitate timely approvals. VOC Port is also actively coordinating with state agencies to address region-specific issues related to power availability, water supply, land development, and connectivity, ensuring that foundational infrastructure is created ahead of large-scale private investments. 

VOC Port has announced plans for a green methanol bunkering and refuelling facility with a 750 m³ capacity? What role will this facility play in supporting clean shipping corridors, and what is the expected commissioning date? 

The proposed green methanol bunkering and refuelling facility at V.O. Chidambaranar Port Authority is planned to cater specifically to the bunkering requirements of green methanol–powered vessels, which are expected to increase significantly in the coming years. Situated along the Rotterdam–Singapore Green Shipping Corridor, VOC Port is strategically positioned to serve as a key refuelling point for low-carbon vessels operating on this route. Based on projections and shipping decarbonisation trends, the port is expected to handle green methanol demand of around 1 million metric tonnes per annum (MMTPA) in 2030. The green methanol bunkering facility, with a planned capacity of 750 m³, is targeted for commissioning on 17th March 2026, aligning with the global rollout of methanol-fuelled vessels. This facility will play a crucial role in supporting clean shipping corridors and India’s maritime decarbonisation goals. 

What hydrogen storage, compression, and distribution infrastructure is being planned at VOC Port to serve industrial, maritime, and potential mobility sectors? 

The port is undertaking fuel-specific feasibility assessments to determine appropriate storage technologies, safety systems, compression requirements, and distribution modes for each fuel. VOC Port is in active discussions with industry players and technology providers to align infrastructure development with project timelines, operational needs, and international safety standards. 

Is the port exploring hydrogen bunkering for marine vessels or other industrial applications, and if so, what technology standards and safety protocols are being adopted? 

At present, V.O. Chidambaranar Port Authority is primarily focused on green methanol bunkering, considering its higher level of technological maturity and vessel readiness. In parallel, the port is actively exploring green hydrogen bunkering for future maritime and industrial applications.  

As part of this exploration, VOC Port is planning to tie up with reputed domestic and international organisations for specialised safety training, capacity building, and knowledge transfer related to hydrogen handling. Safety frameworks under consideration include compliance with OISD standards such as OISD-117 and OISD-118, along with applicable tank design norms, hazard zoning, emergency response systems, and global best practices. 

How is VOC Port integrating renewable energy sources with green hydrogen production strategy to ensure round-the-clock low- carbon power supply? 

The green hydrogen pilot plant is presently producing green hydrogen and utilising it for internal applications, demonstrating the effectiveness of renewable-powered hydrogen generation. To further strengthen this integration, VOC Port is in the process of establishing a Battery Energy Storage System (BESS), which will enable seamless coupling of renewable energy power with the green hydrogen facility. The BESS will help manage intermittency, ensure power stability, and support continuous and reliable operation of the green hydrogen plant, while also catering to future increases in hydrogen production demand. 

What sustainability performance metrics including lifecycle emissions, water usage, quality improvements, will the port track as part of its hydrogen and clean-energy initiatives?

As per the Harit Sagar Guidelines, V.O. Chidambaranar Port Authority is in the process of developing its own comprehensive sustainability performance matrix for green hydrogen and clean-energy initiatives. This matrix will cover renewable energy mix, source-to-offtake traceability, lifecycle emissions, operational efficiency, and water usage, ensuring alignment with national port decarbonisation frameworks. The port’s customised monitoring framework is currently under preparation and is expected to be finalised and operational within the next six months, enabling structured tracking, reporting, and continuous improvement. 

What are the estimated Capex and operating cost projections for scaling VOC Port's hydrogen hub projects from pilot to full commercial operations?

At V.O. Chidambaranar Port Authority, the port’s approach to capital and operating expenditure is structured around its role as a facilitator and ecosystem enabler. VOC Port primarily supports projects by providing land, developing common user infrastructure, and ensuring access to utilities such as renewable energy, water, and connectivity, rather than directly investing in large-scale commercial plants. Large commercial green hydrogen and derivative fuel projects are expected to be developed and operated largely under PPP models, with the port extending full facilitation support to private developers. Direct port investment is currently focused on pilot and demonstration projects, which help de-risk technologies, build operational experience, and create confidence for subsequent commercial-scale investments. 

 What role does VOC Port expect to play in India's broader hydrogen ecosystem as a major bunkering and export hub for green ammonia/hydrogen, or primarily as a regional industrial supply node? 

Tuticorin is strategically located close to major international sea routes, unlike many other green hydrogen hubs that are inland or require long-distance logistics to reach export markets. This gives VOC Port a natural advantage for direct bunkering and export of green ammonia and green hydrogen derivatives. Leveraging its position along the Rotterdam–Singapore Green Shipping Corridor, deep-draft berths, and extensive experience in handling bulk chemicals, the port aims to emerge as a major bunkering and export hub for green fuels. At the same time, VOC Port will function as a regional industrial supply node, supporting nearby industries with green hydrogen and derivative fuels for decarbonisation. By combining proximity to international shipping lanes, strong hinterland connectivity, and an integrated hydrogen ecosystem, VOC Port is uniquely positioned to act as a gateway linking India’s green hydrogen production with global markets and domestic demand. 

How does the port plan to address supply-chain constraints such as electrolyser availability, storage equipment, skilled workforce when scaling hydrogen production and distribution? 

Predominantly facilitation for establishment green hydrogen derivatives is a part of the broad plan of the government. Individual developers are well in place to source the technology and its implementation. However, if there is a supply chain issue in major components port will intervene in consultation with relevant ministries. In parallel, the port is focusing on training and skill development, including tie-ups with domestic and international institutions, to ensure availability of a skilled workforce for hydrogen production, handling, safety, and operations as the ecosystem scales up. 

How is VOC Port aligning its hydrogen initiatives with national targets such as ports having hydrogen/ammonia bunkering infrastructure by 2035 and what milestones has the port set towards 2030/35? 

VOC Port has initiated India’s first port-based green hydrogen pilot, planned for commissioning of a green methanol bunkering facility by March 17, 2026, and has allotted land for commercial green hydrogen projects—laying essential early infrastructure and operational experience. The port is progressing towards establishing green hydrogen and its derivatives bunkering infrastructure, bulk storage, and export capability as part of its broader hydrogen hub vision. This includes developing pipelines, storage systems, integration with renewable energy, and multi-fuel bunkering facilities that support national decarbonisation pathways. 

How is VOCPA positioning itself from green fuel perspective?

V.O. Chidambaranar Port Authority is positioning itself not only as a green hydrogen hub, but also as an emerging offshore wind hub, placing the port at the forefront of decarbonisation in the Indian port sector. By combining green hydrogen, green ammonia, green methanol, offshore wind, renewable energy integration, and clean bunkering initiatives, VOC Port is adopting a holistic approach to port-led energy transition, setting benchmarks for other ports in the country.  

The port actively encourages innovation and pilot projects and extends full facilitation support to firms, startups, technology providers, and research institutions interested in demonstrating green and clean-energy solutions within the port ecosystem. VOC Port remains open and accessible to all stakeholders willing to partner in this journey, and interested organisations are encouraged to engage directly with the port to explore pilot projects and collaborative opportunities that advance decarbonisation of the maritime and port sector. 

The chemical industry is increasingly discussing green and sustainable chemistry. From a port perspective, how do you see this transition?

The transition to green chemistry is often discussed in terms of technology or policy, but from our perspective, the real constraint is infrastructure readiness. The ports are fully capable of handling green fuels unlock large scale green hubs in the surrounding encouraging supply to pick up momentum. This will have multi-order effect downstream and upstream with port led ecosystem and industrialisation taking shape rapidly. Lack of ready ports will increase cost of value chain multifold.  

At VOCPA, we are already among the pioneers in handling green molecules. Our already operational green hydrogen plant, our proven handling of green ammonia cargo serve as testament to our capabilities. We are now fully scaling and gearing up for large scale volume movements from India to both East and West emerging as a noe for Green Energy for India.  

What do chemical manufacturers typically look for in a port when planning future-facing investments, especially in emerging segments like green chemicals?

What the industry values most is predictability. In emerging segments such as green chemicals, margins are still stabilising and supply chains are evolving. In that environment, incentives matter far less than operational certainty. Manufacturers want confidence that cargo will move safely, on time, and within clearly defined systems. At VOCPA, our strength lies in institutional stability and operational discipline. We are not in a reactive mode. The port is already efficient and profitable, which allows us to focus on supporting future cargo streams with clarity and consistency. For green chemical manufacturers, that predictability reduces risk. And when risk reduces, investment decisions become easier.

February 13, 2026

In an exclusive interaction with Pravin Prashant, Executive Editor, Indian Chemical News, Satvik Kalra, Co-founder & COO and Trapti Kalra, Co-founder & CTO, SarthhakAI shares their insights on company's vision and mission, India and global opportunity, product innovation, customers, security aspects of software, patents and trademarks support, and monetization plan. Excerpts of the interview: 

Vision and mission of SarthhakAI? How is your company helping scientific community increase speed of innovation?

Our vision is to become the foundational AI intelligence layer for scientific R&D and manufacturing, where human expertise, experimental data, and AI systems continuously work together to accelerate discovery, optimization, and industrialization of new materials, formulations, and processes. Our mission is to embed AI directly inside the workflows of scientists and engineers so that experimentation, formulation, analysis, optimization, and scale-up are continuously augmented by domain-aware AI built and guided by scientists and domain experts. 

SarthhakAI’s platforms increase the speed of innovation by shifting R&D from a document-centric model to an AI-native operating model. Scientific context- projects, experiments, formulations, trials, datasets, and documents is captured in a contextual way that AI can immediately reason over. This allows AI agents and models to assist scientists during the design, execution, and interpretation of experiments. The result is fewer blind experiments, faster learning from historical data, shorter development cycles, and more confident technical decision-making, enabling brand-new discovery at a much faster pace. 

India and global market opportunity of both scientific, Episteme Labs, and Continuum Labs? What percentage of the market is SarthhakAI targeting?

SarthhakAI operates at the intersection of scientific software, industrial AI platforms, and digital R&D transformation. The combined global opportunity across ELN/LIMS, formulation software, industrial AI, and scientific data platforms is estimated to be US $8–10 billion (Rs. 67,000 crore - Rs. 83,500 crore), with strong growth in specialty chemicals, polymers, materials, life sciences, and advanced manufacturing. 

In India alone, chemical and materials R&D digitization is still at an early-stage but is rapidly expanding, representing a US $2 billion (Rs. 16,700 crore) near-term opportunity, driven by specialty chemicals, pharmaceuticals, polymers, and materials innovation. SarthhakAI is targeting a significant share of this global opportunity over the next 7-10 years, focused on high-value enterprise deployments. 

Type of AI and deep-tech technologies SarthhakAI is utilizing for research divisions of chemical companies?

At SarthhakAI, we have implemented a suite of domain-specific auto-AI capabilities that operate directly inside scientific workflows, including agentic workflows integrated within a chemistry- and material-science-aware platform. This makes world-class AI natively accessible to chemical and materials R&D teams without any IT assistance. The platform delivers modern AI-based capabilities at a rapid pace to its global user base. 

These capabilities are powered by a layered deep-tech stack comprising domain-adapted Large Language Models (LLMs) and Small Language Models (SLMs), Graphical Retrieval-Augmented Generation (G-RAG) over enterprise knowledge bases, multi-agent orchestration frameworks, machine learning models, optimization algorithms, and automated model-selection pipelines. 

Together, this stack enables our platform bodh scientific to function as an AI-native R&D intelligence platform, where AI systems actively participate in formulation, experimentation, analysis, and decision-making. 

What customization does SarthhakAI do for formulations, polymers, specialty chemicals, and manufacturing?

SarthhakAI’s bodh scientific platform is designed to be customizable across multiple scientific and industrial domains, including chemicals, polymers, packaging materials, and formulation-driven industries. Customization is achieved by embedding domain-specific data structures, workflows, and AI behaviors into the platform so that each industry experiences intelligence aligned with how its R&D and manufacturing teams actually operate. 

One major focus area is formulation-centric R&D. The platform models formulations as structured scientific entities composed of ingredients, composition logic, processing conditions, and measured properties. Realistic composition rules such as percentage-based ranges, grouped ingredients, and alternative material sets are natively supported. This enables AI systems to reason chemically rather than treating formulations as generic tables. 

Alongside formulation design, SarthhakAI places strong emphasis on process optimization and manufacturing intelligence. This allows models to learn relationships between composition, process, and properties, which is essential for scale-up and robust manufacturing. 

AI agents and models are tuned to reason in terms of industrial trade-offs—performance versus cost, stability, sustainability, and manufacturability—ensuring recommendations are practical and actionable. 

How do these solutions help industrial R&D and new product innovations (and also research institutes)?

SarthhakAI’s platforms are designed primarily for R&D teams and organizations whose mandate is to create new chemicals, new materials, and differentiated products faster. For industrial teams, the platform enables faster formulation and product development, early property prediction before physical testing, reduced experimental waste, strong reuse of historical internal data, and data-backed technical decision-making. 

Beyond incremental improvements, our platform supports breakthrough innovation by uncovering previously undiscovered correlations across past experiments and proposing promising formulation spaces that may not be intuitive. 

An equally important outcome is organizational intelligence. Experimental knowledge no longer lives only in individual scientists’ notebooks; instead, it becomes a persistent, searchable, AI-accessible asset that compounds in value over time. Research institutes and universities similarly benefit through structured digital lab records, AI-assisted analysis, improved reproducibility, and better alignment with industrial research workflows. 

Who are your customers and how do you plan to add prospective customers?

SarthhakAI serves R&D-intensive organizations in specialty chemicals, polymers, materials, coatings, inks, packaging materials, and advanced manufacturing. Customer acquisition is driven by domain-specific enterprise pilots, demonstrations on real formulation problems, industry conferences and technical workshops, partnerships with institutes and labs, and direct enterprise sales through word-of-mouth. In addition, the bodh scientific platform will soon be launched as a B2C offering. SarthhakAI follows a land-and-expand model, starting with one team or product line, proving value, and then expanding across additional groups, sites, and use cases within organizations. 

What problem does Episteme Labs solve and how does it help R&D community?

Episteme Labs addresses a fundamental limitation in today’s industrial AI adoption: most organizations use AI models, but very few own and control their scientific intelligence. It provides an environment where organizations can build and train predictive models on their data, fine-tune domain-specific language models, evaluate, version, and govern models, and deploy models directly into R&D workflows.

This enables property-prediction models, performance classifiers, process-optimization models, and domain-tuned language models that reflect the organization’s unique chemistry and know-how. Over time, companies build a portfolio of proprietary models that become strategic assets, embedded directly inside everyday scientific work rather than living as standalone data-science projects. 

What problem does Continuum Labs solve and how does it help R&D fraternity?

Continuum Labs focuses on connecting the physical world of laboratories and manufacturing plants with AI systems. It enables integration of analytical instruments, sensors and data acquisition systems, embedded systems, and robotics and automation, creating continuous data pipelines from experiments and processes into analytics and models. 

The impact is a shift from manual, episodic data capture toward continuous, AI-driven experimentation and optimization. Scientists and engineers can monitor experiments in real time, detect deviations early, and progressively move toward semi-autonomous experimentation and closed-loop process optimization. Continuum Labs therefore forms the bridge between digital intelligence and physical execution. 

Does your software help in filing patents and trademarks and how secure is your software?

SarthhakAI supports the technical preparation layer of IP generation by enabling structured technical documentation, invention disclosure drafting, and audit-ready experiment trails with full data lineage in all our platforms. This significantly reduces the effort required to prepare high-quality patent documentation, while final legal filing remains with patent and trademark professionals. From a security perspective, the platform is built for enterprise environments with role-based access control, organization-level data isolation, encryption in transit and at rest, and options for private or customer-owned cloud deployments. The bodh scientific platform is GDPR compliant and ISO 27001 certified by an accredited body. 

What is your short-term and long-term business and monetization plan?

In the short term, revenue is generated from SaaS (Software-as-a-service) enterprise deployments, B2C SaaS subscriptions, and custom agent and model development on bodh scientific, with a strong focus on demonstrating RoI within customer R&D teams. In the medium term, SarthhakAI will expand through domain-specific solution bundles across formulations, polymers, coatings, and related industries, alongside large-model deployments via Episteme Labs. 

In the long term, the company will move toward usage-based AI services and deep industry consortium solutions, with SarthhakAI evolving to conduct net-new research across scientific disciplines, supported by dedicated and automated laboratories powering large portions of industrial R&D through Continuum Labs.

February 10, 2026

How does BPCL’s hydrogen roadmap align with the National Green Hydrogen Mission and India’s broader decarbonization targets? 

BPCL’s strategy is fully aligned with the Government of India’s vision under the National Green Hydrogen Mission (NGHM). We are working closely with the Ministry of Petroleum and Natural Gas, Ministry of New and Renewable Energy, and Centre for High Technology to ensure synergy with national objectives. Our commitment is clear and we aim to achieve net zero for Scope I & II emissions by 2040. 

Bharat Petroleum Corporation Limited (BPCL) has taken pioneering steps in this direction. We were the first recipient of subsidy under Mode 1 Bucket II for producing green hydrogen through biomass-based pathways. Compressed Bio Gas (CBG) based green hydrogen project at Kochi is under commissioning. We have commissioned a 5 MW alkaline water electrolyser based green hydrogen plant at Bina Refinery, the largest plant amongst any Indian refinery.  

To promote green hydrogen as mobility fuel, we have put up a fuelling station at Kochi city with assistance from CIAL (Cochin International Airport Ltd.) which is under commissioning and has the biggest indigenous electrolyser using BARC technology. Next phase Under the SIGHT 2B scheme, we have awarded a tender for a 5 KTPA Build-Own-Operate green hydrogen plant by 2030. We have plan to scale this further up to 25 KTPA. 

BPCL has commissioned a 5 MW green hydrogen plant at its Bina Refinery in Madhya Pradesh. Kindly share the current production data, actual versus planned output (tonnes/day, annual)? Will hydrogen be used for refinery operations, internal energy needs, or sale/export? 

The Bina Green Hydrogen plant is a milestone for BPCL and for India’s refining sector. We commissioned it in a record time of 15 months setting a benchmark for speed and execution. Current production capacity is 2.2 tonnes per day. Annually, this translates to 0.72 KTPA of green hydrogen, reducing 9 KTPA of CO? emissions. 

The plant has best in class electrolyser operational speci?c energy consumption of 47.75 kwh/kg-H2 vs design of 50.75 Kwh/Kg-H2. The unit is powered by in-house 18 MW solar power and the hydrogen produced will be used for refining processes, replacing grey hydrogen. This is a critical step toward decarbonizing our operations. 

What is the expected scale-up trajectory from 5 MW to bigger capacity within 3–5 years and what production volumes are targeted?

Our roadmap is ambitious yet practical. Under the BOO model, a 5 KTPA electrolysis-based plant at Bina will become operational by April 2028, requiring about 55–60 MW of electrolyzers. By 2030, BPCL plans to have 20 KTPA additional capacity taking total green hydrogen production to 25-30 KTPA. 

The Bina plant is reportedly to supply hydrogen for refining processes. What proportion of refinery hydrogen demand does the green hydrogen output aim to meet now and in future?

Presently, green hydrogen is 0.9 % of production and is scheduled to increase to 5% by 2028. We are aiming to achieve 10% of hydrogen share as significant a step toward decarbonization by 2030. 

What are the next planned green hydrogen facilities (locations, capacities, commissioning timelines) beyond Bina? 

we have setup biomass-based compressed biogas plant at Kochi and Bina which will add 2 KTPA green Hydrogen. The BOO plant for green H2 at Bina will add 5 KTPA by 2028 and by 2030 we have plans of 25-30 KTPA green hydrogen production for our refineries.  

BPCL has unveiled India’s first indigenous alkaline electrolyser in collaboration with Bhabha Atomic Research Centre (BARC). What is the expected production capacity of these electrolysers, and by when does BPCL envision commercial-scale deployment? How do you plan to integrate this electrolyser into a broader green hydrogen roadmap?  

A 0.5 MW electrolyser has been installed near the Cochin International Airport (CIAL) with a green hydrogen production capacity of approximately 200 kg per day, earmarked for vehicle mobility. Future decisions regarding the expansion of this initiative to include waterways mobility will be based on the performance of these electrolysers and the overall demand for green hydrogen.  

What is BPCL’s long-term target for renewable energy capacity and what portion is earmarked for hydrogen production?

BPCL has a long-term renewable energy goal of 10 GW by 2035 and around 60-70% of this will be required for green hydrogen production. However, it must be noted that green hydrogen production technologies are evolving and may take a while to stabilise. Also, Carbon Capture, Utilisation, and Storage (CCUS) technology which consumes green hydrogen is in the development phase. These factors will largely decide future renewable energy capacity for hydrogen production.  

BPCL has also partnered with KPIT Technologies to promote hydrogen-based mobility. Plans for hydrogen refuelling stations (HRS) and pilot fuel-cell-bus projects in Kerala (between Kochi and Trivandrum)? What is the planned timeline and scale for hydrogen-based mobility deployment in Kerala or other regions?

BPCL has also partnered with KPIT Technologies to promote hydrogen-based mobility. It is planned to conduct a pilot by deploying FCEV (Fuel Cell Electric Vehicle) hydrogen bus between BPCL-HRS at CIAL to Aluva Metro Station, Kochi. Furthermore, BPCL has bagged MNRE funding under Hydrogen Mobility Scheme - Phase 1 to set up HRS at Trivandrum by December 2026 at the land provided by the Kerala State Government to establish hydrogen mobility across the state. On similar lines, BPCL is working with EKA mobility-KPIT consortium to fuel their FCEV vehicles on routes across Madhya Pradesh under MNRE Hydrogen Mobility Scheme-2 in central India. 

Is BPCL evaluating hydrogen use beyond buses, i.e. aviation, shipping (bunkering), petrochemical feedstock, or heavy-duty vehicles?

Beyond buses, BPCL is also planning for heavy duty truck movement as part of its Kerala mobility plan. Discussions are on to explore Hydrogen for mobility for waterways at Kerala. 

What is BPCL’s total planned investment (or allocation) for hydrogen, renewables, and associated infrastructure over the next 5–10 years?

We have planned Rs. 12,000 crore for renewable infrastructure and Rs. 28,000 crore for GH2 infrastructure till 2040 for achieving Scope 1 and Scope 2 targets. 

What challenges does BPCL foresee in scaling hydrogen mobility and refuelling infrastructure across India, and what are the key risks in expanding green hydrogen production at refinery scale?

BPCL, with decades of experience in handling hydrogen for refinery operations, is now preparing for a transformative shift toward hydrogen mobility and large-scale green hydrogen production. This transition brings significant operational, safety, technical, economic, and regulatory challenges. For hydrogen mobility, we need to upskill required manpower for operating and maintaining hydrogen refuelling stations and develop expertise among engineering and construction partners. Safety concerns include the scarcity of high-pressure components and the need for stringent storage and handling protocols, while regulatory hurdles persist due to low awareness among local authorities and evolving frameworks for hydrogen transport and public use.

At the refinery scale, technical risks include development of large-scale electrolyser technology, requirements for renewable power, and the non-availability of grid infrastructure upgrades to handle gigawatt-scale transmission. Economically, green hydrogen costs significantly more than grey hydrogen due to high capital expenditure and renewable power costs, compounded by GST on hydrogen projects and supply chain constraints. 

BPCL considers the speed and extent of green hydrogen adoption in refineries to be shaped mainly by technology readiness and cost competitiveness.

February 08, 2026

How is AM Green's green-ammonia project progressing? What technology and design parameters have been finalized for electrolysers?

AM Green is currently executing 1 million tonne per annum (MTPA) green ammonia complex at Kakinada, Andhra Pradesh. The site is the erstwhile Nagarjuna Fertilizers facility which was acquired and being repurposed as AM Green Ammonia Pvt. Ltd. The complex is coming up on 495 acres of land with an overall 3,000 tonnes of capacity per day for producing green ammonia. The project has achieved Final Investment Decision (FID) in August 2024 and construction is progressing rapidly and is expected to be completed in 37 months i.e. September-October, 2027.

The plant is based on 1.28 GW advanced pressurised alkaline electrolyser capacity supplied by John Cockerill, Belgium, under a long-term strategic partnership. The electrolysers are configured in 5 MW stacks, with each stack producing approximately 100 Nm³ per hour of hydrogen equivalent to around 90 kg of green hydrogen. In the first phase of 0.5 MTPA, 128 stacks will be deployed, aggregating to about 640 MW electrolyser capacity.

What is the timeline for deployment of two phases of 640 MW electrolyser installation? Dates for commissioning and expected hydrogen and ammonia production ramp-up curve post-start-up in 2027?

From the point of FID, the project follows a 37-month execution timeline, with mechanical completion targeted for September-October 2027. The first 20 MW electrolyser block is expected to be commissioned by Q1 2027. Full Phase 1 capacity of 0.5 million tonnes of green ammonia is scheduled to be achieved by October 2027. Phase 2, which mirrors the scale and configuration of Phase 1  is planned for commissioning around 2028. Once both phases are operational, the cumulative electrolyser capacity will reach approximately 1.28 GW producing around 545 tonnes of green hydrogen per day for downstream ammonia synthesis.

What is the Capex committed for the Kakinada project? What is the expected levelized cost of hydrogen at full scale? 

It is a multi-billion dollar investment and all financial commitments are already in place and disbursements have also commenced. 

From a cost perspective, recent public tenders in India indicate green hydrogen prices in the range of Rs. 320–330 per kg as per Indian standards and the same may be expected to be 25-30% more for RFNBO standards. AM Green expects to be highly competitive and potentially the cost will be below this range which is driven by large-scale renewable integration, pumped storage, and economies of scale. Globally, green ammonia prices vary depending on carbon intensity and certification. Grey ammonia trades at around US $ 500 per tonne today while highest standard green ammonia compliant with EU RED III or RFNBO standards is priced at upwards of US $800 per tonne. Intermediate grades typically trade between US $600-$800 per tonne. Final pricing will ultimately depend on certification standards, which are currently under revision in India.

The Ministry of New and Renewable Energy (MNRE) and the Office of the Principal Scientific Adviser (PSA) to the Government of India have constituted a committee to revise India’s green ammonia standards and incentive framework where I am serving as convener of the committee. The committee has submitted its report to the government and until these standards are formally notified, cost comparisons need to be interpreted carefully as the term ‘green ammonia’ represent very different levels of carbon intensity. 

AM Green’s Kakinada project is designed to produce deep green ammonia with a carbon footprint of approximately 0.05 kg CO? per kg of product (at gate), which significantly exceeds the EU RED III requirement of 0.5 kg CO? per kg (including shipping, storage and cracking,if any). Kakinada project will be India’s first commercial-scale green ammonia and green hydrogen facility. It is already among the first few globally to receive pre-project EU RFNBO certification based entirely on its design, configuration, and power sourcing architecture.

AM Green has set a target to reach 5 million tonnes per annum (MTPA) of green ammonia by 2030 equivalent roughly to about 1 MTPA of green hydrogen. What are the intermediate capacity milestones for hydrogen/ammonia production and which other sites beyond Kakinada are planned for expansion? 

AM Green has a clear and structured roadmap to reach 5 million tonnes of green ammonia capacity by 2030, equivalent to roughly one million tonnes of green hydrogen annually. At Kakinada, the capacity can be expanded to 2 million tonnes with land and resources already secured. Land parcels have also been secured at Tuticorin and Kandla Port for an additional two million tonnes. One more site is currently under evaluation for the remaining one million tonnes. This provides visibility on four million tonnes with the final location to be announced.

Given the massive scale, how many electrolyser manufacturing units or supply-chain facilities are planned? What is their expected commissioning schedule?

In parallel with project development, AM Green is setting up India’s first electrolyser assembly facility at Kakinada with a nameplate capacity of 2 GW in partnership with John Cockerill. The initial Kakinada ammonia project will use imported electrolysers but future projects will increasingly rely on domestic assembly. 

Pressurised alkaline electrolyser was selected due to its proven maturity, scalability, and reliability at the megawatt scale. In contrast, PEM and AEM technologies are still largely limited to kilowatt-scale deployments or pilot projects.

Confirmed offtake partners or customers for the green ammonia/hydrogen? What volumes and contract durations have been secured till date?

AM Green has already secured a strong export-oriented offtake pipeline. This includes a binding offtake agreement with Uniper, Germany for upto 500 KTPA starting Q2 2028. A Memorandum of Understanding (MoU) with RWE for approximately 300 KTPA is already in place.  Further,100 KTPA for BASF,100 KTPA for Keppel and a host of other players are in the offing.   This positions AM Green as the first Indian company to finalise green ammonia supply arrangements with European buyers.

Does AM Green foresee supplying green hydrogen or derivatives to domestic industrial users? Have any MoUs or negotiations been initiated for domestic supply?

AM Green is a niche player as we operate in premium quality green ammonia. For the time being, the Indian specifications do not envisage high quality ammonia. Being the convenor of the committee, I will vouch that Indian green ammonia standards will be tightened up and will be at par with the European standards. Whenever the Indian standards measure up to the global standards, we will definitely participate. 

Our green ammonia exports will be routed through Kakinada Port with Rotterdam serving as the primary import hub. DP World has been appointed as the logistics partner. AM Green has agreements in place with both Kakinada Port and Rotterdam Port and has also signed an MoU with the Govt. of Andhra Pradesh to participate in the development of a new greenfield port located near the manufacturing site.

How is renewable power secured for round-the-clock operations?

The project has been designed to comply with EU requirements on additionality, temporal matching, and traceability, including hourly reconciliation of power consumption. Renewable power sources include a 650 MW power purchase agreement with Gentari, solar assets from Gentari, a 2 GW pumped storage project operated by Greenko, and tie-ups with NTPC Vizag. Water requirements will be met through Godavari-based reservoirs, using existing allocations transferred from the legacy fertilizer facility.

Beyond green ammonia, does AM Green plan to produce or supply other green molecules including green hydrogen-based chemicals? What is the roadmap for these molecules?

AM Green is developing a diversified green molecule portfolio. This includes second-generation ethanol through its acquisition of Chempolis in Finland. The Assam Bio Refinery with a capacity of 300 KTPA inaugurated by the Prime Minister in Assam is based on Chempolis technology. We are planning Napier grass–based biorefineries of 250 KTPA each. The company is also targeting downstream products such as green acetic acid, furfural, lignin-based chemicals, and Sustainable Aviation Fuel. Overall, AM Green plans to set up five biorefineries across Andhra Pradesh, Karnataka, Madhya Pradesh, and Assam with cumulative investments exceeding Rs. 10,000 crore. Further, we are also in advanced stage of planning to set up commercial scale green methanol production units synthesized from captured biogenic CO2 from paper & pulp industry and CBG plants.

What is AM Green’s long-term vision for India? Does it aim to position India as a global export hub for green molecules to Europe/Asia and also foster a strong domestic hydrogen economy?

AM Green’s vision is to decarbonise the hard-to-abate sectors and we have the advantage of one of the most cost efficient green electrons. Our endeavour in the next 5-6 years is to convert the green electron into all kinds of green molecules. For us, there are no boundaries as we are ready to cater to demands for low intensity green ammonia in India as well as globally.

How does AM Green plan to scale up, in terms of capacity, geography, and product-mix over the next 5–10 years to adapt to evolving demand, policy changes, and technological developments?

With a mission of producing 5 MTPA of green ammonia by 2030, we have already secured the land and other resources for our four units. Similarly, on the biomolecule front, we have envisioned building five biorefineries using lignocellulosic biomass, cultivated by us on marginalised lands. At least three bio-refineries will be in Andhra Pradesh and two will be located in Assam, Madhya Pradesh and Karnataka for setting up bio-refineries. On both the bio-refineries and ammonia front we will be a formidable player by 2030.

What is the biggest missing piece today for green hydrogen and ammonia adoption in India?

The most critical gap is the absence of a robust carbon trading mechanism and market-based pricing for low-carbon products. A transparent and credible carbon market, similar to what exists in Europe, is essential to appropriately value decarbonisation and accelerate adoption across hard-to-abate sectors. Government support and carbon trading are the need of the hour.

How do you see green hydrogen adoption evolving in mobility and industry?

As electrolyser manufacturing localises and costs continue to decline, green hydrogen is expected to reach parity with grey hydrogen within the next five years. Once that threshold is crossed, adoption across fuel-cell buses, mobility, cement, steel, and chemical industries will scale rapidly. The total cost of ownership for hydrogen-based mobility will become competitive with diesel, making India’s net-zero ambitions both technically and economically viable.

January 10, 2026

In an exclusive interview with Pravin Prashant, Executive Editor, Indian Chemical News, Prakash Raman, Managing Director, Silox India shared insights on company’s growth prospects, pricing pressure, collaboration with Hindustan Zinc, sustainability initiatives, innovation centre, investments in Dahej and Odisha, and road ahead. Excerpts of the interview: 

How have been the last three quarters for Silox India in terms of market scenario and growth prospects? 

The last three quarters have been a mixed bag. The inorganic chemicals industry has been impacted by many factors. The global geopolitical situation created several unexpected challenges such as tariff-related issues. It may have not materially impacted us so far as our direct exposure to the US market is limited with less than 5 percent of our revenue coming from the US. At the same time, we are seeing demand moderation from some customers due to global uncertainties. Customers are attempting to diversify their sourcing, but this is a medium- to long-term process. If geopolitical tensions persist and are not resolved quickly, there will inevitably be some impact.  

The demand from the infrastructure segment remains strong, driven by sustained government investment in railways and airports. Paints and coatings market remains stable. Also, there were some industry-specific developments that offered pockets of positive momentum. The announced exit of BASF from the hydrosulfide business effective March, 2026 has created some momentum for existing players. Customers are now looking to qualify alternate suppliers to ensure continuity and secondary sourcing. While the overall industry sentiment may not be entirely positive due to the exit of a major producer, it has created short-term demand opportunities for remaining players. Overall, while the performance has been good we had to navigate challenges that were not anticipated at the beginning of the last financial year. 

Are you seeing pricing pressures in the market?

Yes, pricing pressure is clearly visible now. In the first one to two quarters, demand was strong and pricing was at healthy levels. However, pressure has emerged, initially from the export markets and now more broadly. More importantly, raw material costs, particularly sulphur, have risen sharply. Sulphur prices have more than tripled over the last two quarters which has had a far greater impact than end-product pricing pressure. 

How are you balancing rising raw material costs with competitive product pricing?

There is no silver bullet. We have undertaken multiple initiatives focused on efficiency improvement and waste minimisation. We have also accelerated investments to optimise raw material utilisation and improve operational efficiency. These measures have helped mitigate the impact to some extent but they cannot fully offset the cost escalation. We do expect some softening in raw material prices. If that does not happen, the coming quarters could be challenging, as we may be forced to pass on cost increases to customers at a time when demand is already softening. 

You have recently announced a collaboration with Hindustan Zinc for a new product. How does this help on the sustainability front?

Our relationship with Hindustan Zinc goes back over two to three decades. Sustainability is a key focus for us. Our Scope 1 emissions account for only about 8–9 percent of our total emissions, while Scope 2 and Scope 3 are the major contributors. To make a meaningful impact, collaboration across Scope 2 and Scope 3 is essential. Our partnership with Hindustan Zinc addresses Scope 3 emissions. We are now transitioning to EcoZinc, which has nearly 75 percent lower emission intensity per tonne of zinc produced. This will significantly reduce our overall carbon footprint, and we plan to pass on this benefit to select customer segments.  

We have already started receiving EcoZinc and will increase its share in our overall zinc consumption through 2026.  The product development was largely driven by Hindustan Zinc but we actively collaborated by articulating market needs and sustainability requirements. Eco Zinc is slightly more expensive but the long-term benefits are substantial. 

What other sustainability initiatives are you focusing on?

Water conservation is a major area. Between 2021 and 2024, we reduced water consumption by about 32 percent per tonne of product. This effort will continue. 

Could you update us on the new innovation centre inaugurated last year?

The innovation centre is now fully operational and world-class in terms of facilities and certifications. We have already begun work on several fundamental research programs relevant to Silox India. Importantly, the centre is intended to serve the global Silox Group, not just India. We are hosting a global technical meeting in early March, where R&D leaders from other group entities will deliberate on programs that can be scaled globally. The focus will be on both fundamental research and application development for new products. 

What is the status of your major investments at Dahej and Odisha?

The Dahej Industrial Park project is our largest global investment. The board approved the full investment in the last quarter. Despite some delays due to extended monsoon conditions, construction is now progressing well. Commercial production is expected by the first quarter of 2028. The total investment remains within Rs. 500–600 crore range, and we are on budget in terms of both timelines and capital expenditure. Around 50–60 percent of Rs. 500-600 crore investment in Dahej project will be deployed in 2026. 

The Odisha project faced some slowdown and momentum is expected to pick up in the second half of this year. 

Given ongoing geopolitical tensions including Ukraine war, inflationary pressures in the US, how do you view the road ahead?

We're shifting from hoping for stability to actively preparing for geopolitical volatility, acknowledging unknowns like Ukraine, Venezuela, and US inflation. Our approach now integrates geopolitical risk into all investment and operations, with focused efforts on geographical, customer, and market diversification—actions already underway to build resilience. 

At the same time, we are strengthening our competitiveness and agility. Sustainability initiatives are not just about being green as they help us reduce waste, improve efficiency, gain customer approvals, and access new markets. In some cases, they allow premium pricing; in others, they open new business opportunities. We expect to make significant progress on these fronts in 2026 and 2027. 

December 22, 2025

December 22, 2025

In an exclusive interaction with Pravin Prashant, Executive Editor, Indian Chemical News, Vishal Thakkar, Deputy CFO, Anupam Rasayan India Ltd. shares his insights on company’s vision, Jayhawk Fine Chemicals acquisition, revenue mix, geography mix, R&D development, long term contracts, customer engagement strategies, and sustainability. Excerpts of the interview: 

Anupam Rasayan has evolved from a domestic specialty chemicals company to a global player with a strong footprint in Europe, Japan, and the US. How has the company’s vision evolved since inception and where do you see it over the next 5-10 years? 

If you look at Anupam Rasayan’s journey over the past 49 years, the company began largely as an import-substitution player, manufacturing products domestically that were otherwise imported. After Anand Desai, the current Managing Director joined the company, the strategic focus consciously shifted from an inward-looking approach to a global and outward-oriented mindset. Over time, the company started working closely with high quality international customers, including global innovators such as BASF, Syngenta, and others. Core objective has always been to evolve from being a manufacturer to becoming a strategic supply chain partner for multinational originators. 

Today, the company manufactures in India and supplies across the world. The next phase of growth is about moving closer to customers. With our manufacturing footprint now in the US, we are better positioned geographically to serve customers more effectively. Going forward, our strategy will remain focused on offering integrated supply chain solutions and playing a deeper role in customers’ value chains. 

How does acquisition of US-based fine chemicals company Jayhawk Fine Chemicals Corporation strengthen Anupam Rasayan’s global footprint? 

Historically, Anupam Rasayan’s business has been largely Europe and India-centric, with Europe contributing a significant portion of revenues. Over the years, we expanded into Japan, which now accounts for around 15-17% of our revenue. The US was a market we had only recently begun building. Last year, it contributed about 2-4% of our revenue. The acquisition of Jayhawk Fine Chemicals changes that dramatically. Jayhawk derives nearly 70% of its revenue from the US, with the balance coming from Europe and Asia. This gives us far better geographic diversification. 

From an application standpoint, Anupam Rasayan has traditionally been strong in agrochemicals, with recent expansion into pharmaceuticals and performance materials. Performance materials currently contribute around 10% of our revenue, whereas for Jayhawk, nearly 65-66% comes from performance materials. This significantly balances our product portfolio. From a technology perspective, the acquisition adds advanced chemistry capabilities such as azo chemistry and Suzuki coupling reactions. It also strengthens our expertise in hybrid product manufacturing, where they are among global leaders. Finally, the acquisition brings with it a strong, experienced team, and complementary customer relationships, allowing both organizations to grow together. 

As per Q1 figures, life sciences which is inclusive of agrochemicals, personal care, and pharma business contributes 88% of revenues and performance materials contribute 12%. Do you expect this mix to change and if yes, by when? 

Even organically, Anupam Rasayan was moving toward portfolio diversification. Over time, we envisaged agrochemicals contributing around 45-55% of our revenues, pharmaceuticals around 25-30%, and polymers and performance materials close to 20%. With the acquisition, this transition will accelerate. We believe performance materials could account for one-third or more of our revenue. Going forward, over the next two to three years, one would see a much more balanced portfolio across agrochemicals, pharmaceuticals, and performance materials. 

How do you see the balance between domestic and international markets evolving, especially establishing footprint in key markets across Europe and Japan? 

If we look at the three different segments, agrochemicals, pharmaceuticals, and performance materials, our strategy varies by segment. In pharmaceuticals, our focus is on import substitution, making the domestic market particularly relevant. In agrochemicals and performance materials, however, the business is structurally export-oriented and we expect that to continue. 

With this acquisition, the US will become a significant market while Europe has historically been a meaningful market for us and Japan is now a contributor of 15-17% of business from practically zero a few years ago. With LoIs and contracts we have signed, the contribution of Japan will increase up to 30-35% in coming years. 

Anupam Rasayan has signed long-term contracts worth nearly Rs. 14,000 crore. How do you see this translating into revenues by the end of FY? 

Over the last two years, instead of chasing short-term growth, we focused on deep engagement with customers and building a robust pipeline. Our order pipeline has expanded from about Rs. 2,600 crore in FY22 to nearly Rs. 14,000 crore. Last year, we generated around Rs. 200-250 crore in revenue from long-term contracts. Over the next one to two years, this should increase to over Rs. 400 crore annually. Since these contracts typically span six to seven years, the Rs. 14,000 crore pipeline could translate into Rs. 2,200-2,400 crore of annual revenue, with a significant portion materialising in the near term. 

There don’t seem to be any LoIs or contracts in performance materials and electronic chemicals. Can you throw some light on this?

While earlier contracts were more life-sciences-focused, most of the recent long-term orders are in performance materials, including polymers and specialty materials. Out of our most recent contracts, a majority are linked to this segment, reflecting a clear strategic shift. 

How do you tailor customer engagement strategies across diverse industries - agrochemicals, pharmaceuticals, polymers, and electronics? 

As a custom synthesis and manufacturing (CSM) player, our model revolves around going closer to the customer and offering end-to-end supply-chain solutions. We typically work at the N-1, N-2, or N-3 stage, very close to customers’ finished products, without competing with them in the end market. For example, when we acquired Tanfac Industries Ltd., it was a strategy of offering fluorination chemistry where you need Hydrofluoric Acid (HF) and Potassium Fluoride (KF), essentially as a key fluorinating agent. This involved offering backward integration, broader chemistry capabilities, asset availability on the ground, and close collaboration with customers’ R&D teams over 12-24 months to commercialise products. The goal is to become deeply embedded in customers’ value chains. 

With nearly 90 products under development, how do you prioritise R&D and manage risk and reward? 

Our R&D prioritisation rests on a few key filters such as customer need, market potential, alignment with our chemistry capabilities, asset availability, and opportunity to add new chemistries to our portfolio. We avoid developing products where we lack manufacturing capacity or where significant greenfield investments would materially alter the risk-reward equation. Supply-chain resilience is also critical, around 80-85% of our sourcing is domestic, which strengthens reliability. 

How is Anupam Rasayan leveraging advanced manufacturing technologies such as continuous processes and flow chemistry? 

Historically, chemical manufacturing relied heavily on batch processes, which are energy and solvent-intensive with heavy environmental footprints. Continuous processing and flow chemistry significantly reduce environmental footprint, improve safety, and enhance efficiency. We have already implemented continuous and flow chemistry across multiple products and reactions. This is an area we will continue to scale up over time. 

How do you approach supply-chain risk management in a volatile global environment? 

Today, competitiveness is defined by supply-chain resilience rather than just product quality. Our strategy focuses on localisation, backward integration, and controlling a larger part of the value chain, illustrated by acquisitions that secure critical raw materials. At the demand end, moving closer to customers through overseas assets is equally important. The acquisition of Jayhawk Fine Chemicals is a step in that direction which means going near the customer and market; and manufacturing some parts of the product there. This dual approach, localised sourcing and proximity to end markets, helps manage global supply-chain risks effectively. 

What role can Anupam Rasayan play in strengthening India’s chemical manufacturing ecosystem? 

We continue to invest heavily in domestic capacity. Recently, we completed nearly Rs. 170 crore in Capex across Gujarat facilities. While most of our revenue comes from international markets, 100% of our manufacturing remains in India. Our objective is to leverage India’s manufacturing strengths to serve global customers, aligning closely with the Make in India vision. 

With Europe moving away from chemicals, many plants there are available at throw away prices. Are you looking at acquiring such plants and if yes, what are the chemistries you are looking at? 

I think that it may not be the most efficient way of utilizing the capital. Europe has many interesting opportunities and we keep exploring what suits us but we have to see whether it makes any sense in terms of strategy point of view, access to customers, and better solutions to the existing and potential customers. If these criteria get fulfilled, we will definitely not shy away from it. Like we did with Jayhawk, we will always look at it. However, this can’t be done for the sake of it. For any such move, we have to be guided by strong logical reasons.  

Sustainability is increasingly critical. How is it embedded in your product development and value proposition? 

Sustainability is integral to our decision-making. Nearly two-thirds of our electricity consumption now comes from renewable sources such as solar and wind. We voluntarily disclose Scope 2 and Scope 3 emissions, even where not mandated. Whether it is adopting continuous processes, flow chemistry, or localising supply chains to reduce transportation emissions, reducing environmental footprint is a key criteria when we evaluate new products, customers, or technologies. 

As Anupam Rasayan approaches 50th year, what milestones and long-term vision do you have? 

A key near-term priority is the successful integration of recent acquisitions into the Anupam Rasayan ecosystem. Beyond that, our focus is on building a strong, integrated platform across chemistries, technologies, and end markets. Long-term vision is to evolve into a truly global multinational partner for innovators worldwide, across agrochemicals, pharmaceuticals, and performance materials while creating sustained value for customers, employees, and shareholders.

December 19, 2025

Aamer Ahmed Farid, Managing Director, Ducol Organics & Colours in an exclusive interview with Pravin Prashant, Executive Editor, Indian Chemical News talks about industry trends, company's performance, focus areas, leveraging Bitumag's product, capacity expansion, and future products keeping in view sustainability. Excerpts of the interview: 

2026 industry trends in paints, coatings, plastics, inks, textiles, and construction industries?

As we look ahead to 2026, the direction of industries are becoming increasingly clear. In paints and coatings, the global shift towards water-based and low-VOC systems continues to accelerate, supported by regulatory requirements and growing customer preference for cleaner and more durable colour systems. This has increased the importance of advanced dispersions where particle size control, stability, and compatibility play a critical role. 

In plastics, the focus is steadily moving toward recyclability, lightweighting, and value-engineered additives that enhance performance without compromising sustainability. Inks and textiles are also evolving rapidly, with greater adoption of digital and high-speed applications where dispersion consistency becomes essential. 

The construction chemicals sector, particularly in India, is witnessing a long-term growth cycle driven by infrastructure and real estate development. Demand for waterproofing systems, polymer-modified chemistries, and hybrid materials continues to rise. Across all these industries, the common trend is a move towards cleaner, efficient, and functional chemistry, which aligns closely with our long-term strategy. 

How has Ducol Organics & Colours Ltd. performed in H1 FY 2025-26 and what's the forecast for H2 FY 2025-26?

H1 FY26 has been an important period for us, as it marks our first consolidated performance following the acquisition of Bitumag Industries. Our revenue from operations for H1 FY26 stood at Rs. 64.52 crore, supported by healthy volume momentum in our core dispersion business and the incremental contribution from Bitumag’s waterproofing and construction chemicals segment. EBITDA for the period was Rs. 5.80 crore, while profit after tax stood at Rs. 2.82 crore. 

Operationally, the integration of Bitumag has progressed well. During the half year, we commissioned a new manufacturing line at the Vadodara facility, effectively doubling its waterproofing capacity. Current utilisation levels are around 30 to 35 percent, and we expect this to move towards 50 percent over the next six to nine months as order visibility improves and customer synergies deepen. 

For H2 FY26, the overall demand environment remains stable. We expect continued momentum across our key application areas and will remain focused on improving utilisation, operational efficiency, and profitability. 

The company is focusing on three pillars - Expanding product offerings and geographic footprint, deepening customer engagement, and driving sustainable growth through strategic initiatives. Please explain?

These three pillars reflect our long-term approach to building a resilient organisation. Expanding our product offerings and geographic footprint is aligned with the increasing sophistication of the Indian market. Customers today expect deeper chemistry, stronger technical engagement, and reliable access across regions. Along with strengthening our presence in metros, we are actively investing in growing our business and market share across North, East, and West India. 

Deepening customer engagement is critical because dispersions directly influence the customer’s final formulation. Even small changes can have a significant impact on performance. By working closely with customers, we are able to deliver higher consistency, better efficiency, and more predictable outcomes. 

Driving sustainable growth is about creating a strong foundation for the future. This includes modernising our manufacturing facilities, strengthening leadership depth, investing in technology and systems, and expanding into adjacencies such as waterproofing and construction chemicals through Bitumag, while remaining firmly rooted in chemistry-led value creation. 

How has the acquisition of Bitumag Industries helped Ducol Organics & Colours to expand its product portfolio and geographic footprint?

The acquisition of Bitumag has strengthened our presence in the waterproofing and construction chemicals segment, which is experiencing sustained growth. It adds a complementary product portfolio, experienced technical capabilities, and customer relationships that align well with our existing dispersion business. 

From an operational standpoint, the impact is already visible. In H1 FY26, we commissioned a second manufacturing line at the Vadodara facility, which doubled Bitumag’s waterproofing capacity. Utilisation currently stands at around 30 to 35 percent, and we expect it to cross 50 percent in the coming months as customer synergies deepen. Several of our long-standing dispersion customers are also users of waterproofing products, which is helping drive natural traction. 

In addition, we are actively looking at overseas markets and expanding our business with existing international customers, while also adding new customers and entering new geographies. This approach allows us to scale Bitumag's product portfolio in a measured and sustainable manner while strengthening our global presence. 

The company is planning an ongoing modernization in plants with top grade and latest technologies and high end machinery for wet and dry dispersions and master batches. Please explain?

Our modernisation initiatives are focused on improving precision, consistency, and long-term efficiency. The M1 unit at Mahad was designed with PLC-based systems and advanced dispersion technology. Today, around 30 to 40 percent of our production comes from automated processes, which improves batch uniformity, material utilisation, and process safety. 

We are also integrating digital quality control systems and inline monitoring tools to strengthen process control. These upgrades support efficient scaling while maintaining consistency and quality. In parallel, refurbishment of the Taloja plant is underway, and work on the second unit at Mahad has already begun as part of our long-term manufacturing roadmap. 

Present and future capacities of wet dispersions, dry dispersions, master batches, and Bitumag? When are you planning to add these capacities?

As per our current operating structure, we have approximately 4,000 MTPA of wet dispersions capacity, 15,000 MTPA of dry dispersions capacity, and between 2,000 and 3,000 MTPA of masterbatch capacity. Bitumag’s waterproofing capacity stands at around 10 million square meters, supported by the recently commissioned additional line. 

Over the next five years, we plan to scale wet dispersions between 8,000 - 10,000 MTPA, dry dispersions between 20,000 - 25,000 MTPA, and masterbatches between 8,000 - 10,000 MTPA. Capacity expansion at Bitumag will be aligned with utilisation levels and demand visibility, and additions will be phased in a disciplined manner. 

Plan for developing two manufacturing units in Mahad in FY 2026-27 and Capex to be incurred in these plants?

Mahad is a strategically important manufacturing location for us due to its industrial ecosystem and access to skilled manpower. The M1 unit has already been commercialised, and work on the M2 facility is currently in progress. Both units are being developed with modular layouts, automation readiness, and energy-efficient systems. These facilities will significantly strengthen our ability to scale dispersions and support emerging chemistries. Alongside this, we are upgrading our Taloja plant with modern infrastructure and machinery to ensure our legacy facilities remain aligned with our long-term manufacturing vision. 

On the R&D front, what are the new things you are focusing on keeping sustainability at the centre?

Our R&D efforts are focused on delivering better performance while reducing environmental impact. We are strengthening our work in water-based and low-VOC dispersions, high-performance pigment systems, and next-generation construction chemical formulations, including polymer-modified, and hybrid waterproofing products. 

We are also working to improve pigment utilisation efficiency, reduce waste in dispersion processes, and integrate digital tools into formulation and quality control workflows. Looking ahead, we are exploring areas such as advanced materials, performance additives, and chemistries relevant to clean air, clean water, and clean energy, all of which align naturally with our core capabilities.

December 10, 2025