Refinery process additives are chemicals that are used to improve the fuel performance by meeting the fuel specification enacted by government authorities. Each refinery has its own set of requirements. These are governed by the regulatory specifications of the geographical area for which the oil products are intended, the origin of the crude oil for processing, and their particular refining scheme. All refineries faces the same challenge: increase production to make it as competitive as possible. Refining additives are used to achieve this particular goal. Refinery process additives are added during the refining process. They can also be used to convalesce the performance of particular end-product specification such as diesel or gasoline. Refinery process additives can be used or added in various refinery processes such as distillation process, reformer system, cracker, coker, filling plant process, catalytic reforming, desulfurization, and vacuum distillation. The use of refinery process additives is limited to the oil & gas industry. Challenges faced by refiners owing to increasing demand for diesel, stringent environmental legislation for transportation fuels, and changing fossil energy resources are factors driving the demand for refinery process additives. However, high price of refinery process additives, especially in developing economies where price sensitivity is higher for consumers, may limit the market growth.

Depending upon the type, the market for refinery process additives can be segmented into stabilizers, defoamers, antioxidants, antifoulants, catalyst regenerators, biocides, octane booster, cold flow properties, amine solution, cetane number improver, metal deactivators, and lubricity improvers. Antifoulants are capable of reducing the cleaning cost in the refinery and optimizing profitability. Antifoulants offered by Clariant AG, one of the prime manufacturers of refinery process additives, are a combination of dispersants, antioxidants, metal deactivators/coordinators, and corrosion Inhibitors. These are capable of treating all the aspects of fouling in the industry. In order to enforce a cleaner fuel program, environmental regulators such as the EPA in the U.S. and Euro IV in the European Union have lowered the permissible levels of sulfur in diesel. Emerging economies such as China and India have already implemented diesel sulfur levels standards. This, in turn, has significantly boosted the demand for refinery process additives such as lubricity improvers to restore natural lubricating properties of low-sulfur fuel.

In comparison, regulations against higher emissions in Latin America and Asia Pacific are lenient. This situation is expected to change in the near future, as emission standards are being consolidated due to climate control issues and the reduction in air quality. As a result, the penetration of manufacturers of fuel additives in these regions is anticipated to prove highly beneficial to the market.  North America accounted for the major share of the refinery process additives market in 2016. Recovering oil and gas sector in the region is expected to propel the demand for refinery process additives. It was the leading consumer of refinery process additives in the year. Key reasons facilitating this high consumption rate are higher level of awareness and stringent emission standards and regulations in the region. Increasing consumption of ultra-low-sulfur diesel is a key market indicator driving the demand for refinery process additives.

Prominent players operating in the refinery process additives market include BASF, Nalco Company, GE Water, Cestoil, Dorf Ketal Chemicals, Clariant, Arkema, Baker Hughes, Albemarle, The Lubrizol Corporation, Chevron Corporation, and Total.

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Our key underpinning is the 4-Quadrant Framework EIRS that offers detailed visualization of four elements:

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  • Strategic Frameworks to boost the growth journey

The study strives to evaluate the current and future growth prospects, untapped avenues, factors shaping their revenue potential, and demand and consumption patterns in the global market by breaking it into region-wise assessment.

The following regional segments are covered comprehensively:

  • North America
  • Asia Pacific
  • Europe
  • Latin America
  • The Middle East and Africa

The EIRS quadrant framework in the report sums up our wide spectrum of data-driven research and advisory for CXOs to help them make better decisions for their businesses and stay as leaders.

Below is a snapshot of these quadrants.

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The findings presented in this study by TMR are an indispensable guide for meeting all business priorities, including mission-critical ones. The results when implemented have shown tangible benefits to business stakeholders and industry entities to boost their performance. The results are tailored to fit the individual strategic framework. The study also illustrates some of the recent case studies on solving various problems by companies they faced in their consolidation journey.

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The study equips businesses and anyone interested in the market to frame broad strategic frameworks. This has become more important than ever, given the current uncertainty due to COVID-19. The study deliberates on consultations to overcome various such past disruptions and foresees new ones to boost the preparedness. The frameworks help businesses plan their strategic alignments for recovery from such disruptive trends. Further, analysts at TMR helps you break down the complex scenario and bring resiliency in uncertain times.

The report sheds light on various aspects and answers pertinent questions on the market. Some of the important ones are:

1. What can be the best investment choices for venturing into new product and service lines?

2. What value propositions should businesses aim at while making new research and development funding?

3. Which regulations will be most helpful for stakeholders to boost their supply chain network?

4. Which regions might see the demand maturing in certain segments in near future?

5. What are the some of the best cost optimization strategies with vendors that some well-entrenched players have gained success with?

6. Which are the key perspectives that the C-suite are leveraging to move businesses to new growth trajectory?

7. Which government regulations might challenge the status of key regional markets?

8. How will the emerging political and economic scenario affect opportunities in key growth areas?

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10. What will be the barrier to entry for new players in the market?

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