Carbon Capture Readiness creates a consulting demand that did not exist five years ago. Operators face questions that neither their existing engineering teams nor their traditional advisers can routinely answer. Is my vessel even suitable for OCCS? Which capture technology fits my operational profile? Is there a CO2 offtake chain on my routes? And how does class classify such an installation?
These questions require a combination of marine engineering competence, process technology understanding, regulatory knowledge, and market insight. This is a requirement profile that neither a pure engineering office nor a management consultancy alone can cover. A gap emerges – and in this gap, new service fields are growing.
The regulatory pressure is a particular driver. With the entry into force of EU ETS for shipping and FuelEU Maritime, emission costs are no longer an abstract future variable but concrete balance sheet items. Operators must now assess which emission reduction measures are economically sensible – and OCCS is one of the options that must be evaluated.
The spectrum of services in demand can be structured into five core areas, each requiring different competences and offering different value creation potential.
Feasibility studies: The foundational work. A substantiated feasibility study examines space, weight, energy, port logistics, and economics for a specific vessel or fleet group. The value lies in the honest statement of whether OCCS is sensible for the specific case – including cases where the answer is no.
Retrofit scoping: Building on feasibility, the technical detail planning: 3D modelling, exhaust gas connection, tank positioning, steelwork, yard selection, and scheduling. This requires genuine marine engineering with practical experience in vessel conversions.
CAPEX/OPEX modelling: Investment and operating cost calculations that map different scenarios: different EU ETS price trajectories, various capture rates, different route profiles. This service is aimed at CFOs and commercial directors who need hard figures for investment decisions.
Class engagement: Coordination with the classification society is a standalone service field. It encompasses preparation of Approval in Principle applications, accompaniment of design reviews, and clarification of rule requirements. Experience in dealing with the specific processes of DNV, LR, or BV is decisive here.
Port chain assessment: Evaluation of the CO2 offtake infrastructure on relevant routes. Which ports offer transfer today? Which are planning investments? How reliable are the timelines? This service combines technical analysis with market intelligence.
The term Carbon Capture Ready is increasingly used in the industry – but frequently without clear definition. This is dangerous because it suggests a readiness that may not exist. Describing a vessel as capture-ready without a serious assessment having taken place is not only misleading but can lead to costly misjudgements.
Readiness should mean: it has been examined and documented that the vessel possesses the basic prerequisites for a later OCCS installation – sufficient space, weight reserve, energy capacity, and structural suitability. It does not mean that installation would be trivial or that economics are automatically given.
For service providers, this means: readiness assessments must be conducted open-endedly. The value of the service lies precisely in the fact that a negative result – the vessel is not suitable – is also valuable information. It saves the operator from a misdirected investment and enables reallocation of resources to more effective measures.
For a consultancy such as OceanSphere, the opportunity lies in technical assessment rather than product sales. Positioning as an independent technical adviser who critically evaluates manufacturer claims and makes honest feasibility statements is a clear differentiator in a market environment characterised by over-optimistic promises.
The concrete implementation can proceed in stages: entry via desktop screenings for individual vessels, expansion to complete feasibility studies, and long-term accompaniment of retrofit projects from concept phase through commissioning.
A robust Carbon Capture Readiness Assessment goes far beyond a superficial space check. It must systematically cover the technical, logistical, and economic dimensions to provide a substantiated decision basis.
Structural analysis: Examination of available areas in the engine room and on deck based on the General Arrangement plan. Assessment of deck load capacity for additional installations. Identification of conflicts with escape and rescue routes, sightlines, and existing systems.
Energy balance: Analysis of available exhaust gas energy potential and electrical reserve capacity. Assessment of whether the existing energy infrastructure can cover the additional demand of an OCCS plant or whether upgrades would be required.
Preliminary stability assessment: Estimation of weight increase from plant and stored CO2 across different voyage phases. Preliminary stability calculation to ensure all loading conditions remain within permissible limits.
Exhaust system compatibility: Assessment of the existing exhaust train regarding bypass possibilities. Identification of conflicts with existing systems such as scrubber, SCR catalyst, or exhaust gas recirculation.
Route analysis: Systematic assessment of all regularly called ports regarding existing or planned CO2 infrastructure. Calculation of CO2 accumulation per voyage and comparison with available tank capacity.
Regulatory pre-check: Identification of applicable class rules and national regulations. Clarification of whether the desired capture technology has already been assessed by the responsible classification society or whether an Approval in Principle process is required.
The emerging market for carbon capture readiness services is changing the competitive landscape in the maritime consulting sector. Traditional marine engineering offices are expanding their service spectrum to include process technology competence. Conversely, process technology firms from the onshore sector are pushing into the maritime market.
For operators, the question arises whom to commission with a readiness assessment. The answer depends on the project stage. For an early desktop screening, an experienced superintendent with basic OCCS knowledge suffices. For a complete feasibility, a team of marine engineers, process engineers, and regulatory specialists is needed. For retrofit accompaniment, project management experience in vessel conversions is additionally required.
An important aspect is independence. Readiness assessments conducted by OCCS manufacturers suffer from an inherent conflict of interest. An independent adviser with no financial interest in selling a particular technology delivers more objective results. This independence is a central selling point for consultancies.
The market for OCCS-related consulting services is in an early growth phase. Some patterns are already recognisable.
Classification societies such as DNV and Lloyd’s Register increasingly offer their own advisory services that go beyond pure rule verification. They leverage their rule framework access and databases as a competitive advantage. However, they are simultaneously rule-setters and advisers – a dual role that not all operators accept uncritically.
Specialised marine consultancies such as Foreship, OSK-ShipTech, and Deltamarin position themselves through technical competence and project management experience. Their advantage is proximity to engineering and the ability to accompany retrofit projects holistically.
Smaller, specialised consultancies can differentiate through niche competence: deep understanding of a specific capture technology, excellent knowledge of specific fleet types, or strong networks in certain port regions. This approach requires less overhead and can respond more quickly to market changes.
For maritime consultancies wishing to enter the OCCS readiness market, a staged build-up of the service portfolio is recommended.
Stage 1 – Desktop screenings: Low entry barrier, quick execution, moderate fees. Ideal as an entry product to build client relationships and learn the market.
Stage 2 – Feasibility studies: Higher effort, higher fees, but also higher value contribution. Requires a team with broad competence and access to 3D modelling tools.
Stage 3 – Retrofit project accompaniment: Long-term contracts with high revenue potential. Requires project management experience and networks to yards, suppliers, and class.
Each stage builds on the previous one. A company that delivers quality at Stage 1 will be preferentially commissioned for Stages 2 and 3. The key is quality at the entry stage – not the attempt to cover the entire spectrum immediately.
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