PTQ Q2 2026 Issue

REFINING GAS PROCESSING PETROCHEMICALS ptq Q2 2026

REFINING GAS PROCESSING PETROCHEMICALS

DISTILLATION DIAGNOSTICS PROCESS AUTOMATION

CDU-VDU DESIGN

FCC TURNAROUNDS

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Q2 (Apr, May, Jun) 2026 www.digitalrefining.com ptq PETROLEUM TECHNOLOGY QUARTERLY

5 The challenges of AI deployment Rene Gonzalez

7 ptq&a

13 Open process automation: software-driven control is gaining momentum Vien Nguyen Yokogawa

19 Risk-based integrity approach to vessel life extension Hayden Hill Integrated Global Services

27 Breaking iron barrier when processing heavy/unconventional FCC feedstocks Scott Barton, Deependra Parmar, Eswar Iyyamperumal, and Manuela Beatriz-Barreto Ketjen Corporation 35 Clean-up of fixed-bed reactor naphtha feed streams: Part 2 Chi-Yao Chen, Mark Zih-Yao Shen, Tzong-Bin Lin, Fu-Ming Lee, Maw-Tien Lee, Yin- Hsien Chen, Kao-Chih Ricky Hsu, Fang-Pin Chen Shin Chuang Technology Co. Ltd Kevin Gagen Unicat Catalyst Technologies, LLC 41 Avoid poisoning in hydroprocessing operations Xavier E. Ruiz Maldonado and Mohamed Khalil Topsoe North America Christian Frederik Weise Topsoe R&D 47 Cracking the code: FCC turnaround lifecycle best practices: Part 1 Ben Ellebrecht Phillips 66 Wood River

Nate Hager Cenovus Lima Herbert Telidetzki Becht

53 Next-gen digital twins: automating model lifecycle management Soni Malik and Michelle Wicmandy KBC (A Yokogawa Company) 59 Central role of diagnostics in distillation energy transition: Part 2 Henry Z. Kister Fluor Corp. Norman P. Lieberman Process Improvement Engineering

65 Innovative grassroots CDU-VDU configuration Ramanayya Gorle, Grandhi Srivardhan, Narendra Kumar Paladugu, and Anil Kumar Engineers India Ltd

73 Design and operation of salt dryer for ULSD: Part 1 Prabhas K Mandal and Rajib Talukder Aramco

79 Optimisation of stabiliser column operation at low pressure Mohammad Sirajuddin, SK Shabina, Rajasekhar Varchasvi, Manoj Kumar Bhuyan, S Saravanan, and Indranil Roy Choudhury Research & Development Centre, Indian Oil Corporation Limited Srajan Gupta and Bandish Soni Mathura Refinery, Indian Oil Corporation limited

85 Refinery SMR reactor optimisation Nabeel Ataimisch ZCT Solutions GmbH

Cover Delivering long-term asset integrity in critical process vessels

©2026. The entire content of this publication is protected by copyright. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means – electronic, mechanical, photocopying, recording or otherwise – without the prior permission of the copyright owner. The opinions and views expressed by the authors in this publication are not necessarily those of the editor or publisher and while every care has been taken in the preparation of all material included in Petroleum Technology Quarterly and its supplements the publisher cannot be held responsible for any statements, opinions or views or for any inaccuracies.

www.decarbonisationtechnology.com www.digitalrefining.com

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PAC’s Trace Sulfur Level Analyzers using SeNSe² are application-ready for industry benchmarks such as ASTM D5623 and ASTM D5504 . D5623 provides sulfur specification in light petroleum liquids, enabling refiners to certify products and protect assets. D5504 targets ultra-trace sulfur in natural gas and gaseous fuels, achieving detection limits as low as 5 ppb to meet the strictest global standards. Together, these capabilities deliver the confidence labs need to safeguard operations and stay ahead of regulatory demands. With seamless integration into the GC platform, a built-in G-Cal validation module, and maintenance-friendly design, SeNSe² ensures accuracy without complexity. For laboratories facing today’s toughest analytical challenges, SeNSe² sets the standard for reliable sulfur and nitrogen detection.

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Editor Rene Gonzalez editor@petroleumtechnology.com tel: +1 713 449 5817 Managing Editor Rachel Storry rachel.storry@emap.com Editorial Assistant Lisa Harrison lisa.harrison@emap.com Graphics Peter Harper Business Development Director Paul Mason Paul.Mason@petroleumtechnology.com tel: +44 7841 699431 Managing Director Richard Watts richard.watts@emap.com Circulation Fran Havard circulation@petroleumtechnology.com EMAP, 10th Floor, Southern House, Wellesley Grove, Croydon CR0 1XG tel +44 208 253 8695 Register to receive your regular copy of PTQ ptq PETROLEUM TECHNOLOGY QUARTERLY Vol 31 No 3 Q2 (Apr, May, Jun) 2026

The challenges of AI deployment W ith generative AI (gen AI), refinery planners can rapidly go from planning to production at scale by layering gen AI on top of data sources. The industry has been generating massive amounts of data going back to the pre-internet era. Fast forward to 2026, and refiners have deployed gen AI for only a few years, with varying levels of success. Accenture recently reported that only 13% of these companies have created significant enterprise-level value. Many operate on decades-old systems that lack native AI compatibility. Nevertheless, a 24/7 continuous chemical processing facility requires carefully planned revamps that can benefit from the ability to detect anomalous equipment and operational behaviour. AI providers give the opportunity to buy time and extend revamp intervals through early detection of incipient stages of equipment ‘chatter’. ExxonMobil is already said to applying AI and advanced analytics across its refin - ing and chemical operations, having built a massive data infrastructure (‘data lake’) that aggregates plant data and collects trillions of operational data points from sites worldwide. Technology such as model-based predictive monitoring and diagnostics for rotating equipment is not new, but AI enhances existing capabilities, gaining new insights from vast quantities of data at scale to monetise previously unachievable efficiency. To accelerate their digital transformation journey, refiners are team - ing up with data and AI sources of expertise. For example, Cognite and Koch Ag & Energy Solutions, LLC recently announced a collaboration that will result in agile, data-driven execution in maintenance strategy, turnaround execution, and general efficiency gains across all plants, leveraging AI to automate analysis and increase velocity for decision-making. With this type of collaboration, the onus is on creating a holistic view (digital twin) powered by contextualised data and AI to run predictive analytics and effectively monitor the health of critical equipment. Access to all relevant data and insights in one place also enables operators to avoid siloed workflows and improve collaboration and decision-making processes. Maximising plant efficiency reduces time to value by identifying and contextualis - ing the data from numerous disjointed IT, operational technology (OT), and engi - neering data sources, and leveraging hybrid AI to perform real-time optimisation via visualisations, simulators, and optimisers. Honeywell and TotalEnergies have recently announced a collaboration at the Port Arthur Refinery in Texas, aiming to support and empower operators in making timely and informed decisions while enhancing operational autonomy. TotalEnergies has already implemented an AI-assisted solution at the Port Arthur site’s delayed coking unit. Preliminary results show the AI-assisted solution has successfully fore- casted five potential events, helping minimise downtime and reduce emissions from flaring. The predictions were made an average of 12 minutes before an alarm inci - dent, enabling operators to quickly implement corrective actions before an event. Even as AI proves its value across refinery offsite operations, deploying it in real-world brownfield environments presents its own set of hurdles. Legacy infra - structure, fragmented data, and cultural resistance often stand in the way of real- ising AI’s full potential. Among these, data quality and integration remain the most foundational and frequently underestimated barriers. As digital transformation accelerates, AI is not just a trend; it is a strategic asset in building the refinery of the future. Refinery conferences and seminars worldwide are increasingly dedicating more sessions to generative AI, digital twins, and related technologies, as will be discussed throughout 2026 in PTQ and Digital Refining. Rene Gonzalez

PTQ (Petroleum Technology Quarterly) (ISSN No: 1632-363X, USPS No: 014-781) is published quarterly plus annual Catalysis edition by EMAP and is distributed in the US by SP/Asendia, 17B South Middlesex Avenue, Monroe NJ 08831. Periodicals postage paid at New Brunswick, NJ. Postmaster: send address changes to PTQ (Petroleum Technology Quarterly), 17B South Middlesex Avenue, Monroe NJ 08831. Back numbers available from the Publisher at $30 per copy inc postage.

PTQ Q2 2026

Rethinking Old Problems

More with Less

Revamp projects are difficult. Limitations imposed by plot space, congested pipe racks, and outdated equipment, to name a few, present unique challenges. Solutions that rely on excessive margins or comfortable designs lead to overspend. Now more than ever, process designers must find solutions that do more with less. P roven M ethods There is growing awareness that better scope definition earlier in the engineering phase saves time, reduces overall engineering cost, and leads to more successful projects. There is no argument that work completed during Conceptual and Feasibility phases is critical to getting a project on the right path. Engineers at Process Consulting Services, Inc. have developed a proven approach that makes the most of this precious time. At site, PCS engineers coordinate rigorous test runs, much of it through direct field measurements. Data collected is invaluable and often leads to low hanging fruit or hidden gems. Some refinery equipment performs better than design, and for various reasons others perform worse. Good test run data allows seasoned engineers to quickly identify what equipment needs investment and what equipment can be exploited. This way, solutions are developed that direct capital expense in the right areas and overspending is avoided. In one example, pressure drop measurements of a long crude oil transfer pipe showed the line could be reused, saving millions of dollars. Contact us today to learn how PCS’ proven methods can help you do more with less in your next revamp.

Projections for global supply and demand of refined products vary greatly depending on the pace of technological progress and degree of government policy enforcement associated with reducing greenhouse gas emissions. Without major advances in technology, it is hard to imagine a future without conventional fossil fuels over the next decade or two. Based on history, continued rationalization of refining assets is likely. Small, low-complexity refineries will struggle, while large, complex ones will thrive. Capacity creep through gradual improvement of refining units will continue to be a differentiating characteristic for remaining players. Focused revamps will play a critical role. Post-pandemic, inflation and a shortage of skilled construction labor have dramatically increased costs for refinery revamps. It is becoming increasingly difficult for many projects to meet corporate return on investment thresholds.

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pt q&a

More answers to these questions can be found at www.digitalrefining.com/qanda

Q What are some of the most important emerging tech- nologies benefiting refiners? A Scott Sayles, advisor, Becht, ssayles@becht.com Emerging technologies in refining are technically ready but not yet widely commercialised. Technologies such as AI, renewables, and other digital tools are no longer ‘emerging’; they are already being implemented across the industry. The next wave of innovation lies in how we integrate and apply advanced technologies in transformative ways while retaining the essential element of human ingenuity. Some of the most important emerging developments include:  Small modular reactors (SMRs) : SMRs have the poten - tial to provide reliable, low-carbon energy to refineries, sup - porting decarbonisation goals while maintaining energy security.  Full integration of AI, digital twins, and distributed control systems (DCS) : The true breakthrough is not AI alone, but its seamless integration with real-time plant data and advanced control systems to optimise performance, reliability, and decision-making.  Fully hydrotreated products using green hydrogen and advanced catalysts : Combining green hydrogen produc - tion with next-generation catalyst systems enables refiners to reduce carbon intensity while improving product quality and selectivity.  Remote operations and reduced field Intervention : Advancements in automation and digital monitoring are enabling fewer operators in the field, with greater reliance on centralised or remote monitoring centres, improving safety and operational consistency.  Predictive maintenance through sensors and machine learning : Expanded sensor networks, coupled with big data analytics and machine learning, are allowing refiners to shift from reactive to predictive maintenance, improving reliability and lowering lifecycle costs. The ultimate objective is to position refiners as low-cost producers while maximising selectivity toward higher-value products (see Figure 1 ). With the time span for technology implementation being 10 to 20 years, anticipate a shorter time frame by utilising the latest in computer-aided design,

Climb to Blue Sky

EtOh to JET

Goal

Nuclear Power

New catalyst

Start here

Combined systems

AI/operator interface

Digital Twin to DCS

Market adjustment

Today

Bed Rock

Blue Sky

streamlining permitting and regulatory support, and accel - erating the implementation of digital twin technologies towards ‘Blue Skies’ refining (see Figure 2 ). A Danny Verboekend, CSO, Zeopore Technologies NV, danny.verboekend@zeopore.com Probably the largest emerging trends relate to the switch to circular feedstocks, such as biomass and CO2. Emerging technologies involve several feedstock-specific conver - sions, such as CO2 activation to methane or methanol, reverse water gas shift (RWGS), Fischer-Tropsch synthesis, methanol-to-hydrocarbons (MTH), and hydrodeoxygen - Figure 2 Accelerate technology implementation using digi - tal twin technologies for Blue Skies refining ation (HDO) (see Figure 3 ). These processes differ consid - erably from established refinery operations, yet probably pose more challenges today than benefits. However, in the circular biomass or CO2-based refin - ery, more versatile, well-established conversions will also be needed to obtain high-quality fuels or chemicals. Even though considered established, a significant change may also be expected here, for example, in either cracking or isomerisation of hydrocarbons by hydroprocessing. For example, in hydrocracking, a large impact is the absence of sulphur (S) or nitrogen (N) from the feedstocks. The latter implies that the hydrocracking catalyst may be based on noble metals instead of S- and N-resistant base metals.1 Moreover, the different nature of the oils can result in a different reactivity. For example, Fischer-Tropsch-based feeds are typically more paraffinic and, depending on the In the circular biomass or CO 2 - based refinery, more versatile, well-established conversions will also be needed to obtain high- quality fuels or chemicals

Bed Rock

Blue Skies

Industry shift

Volume-driven Asset-focused Disconnected systems

Margin-driven Flexible operations Digitally connected

Figure 1 Emerging technologies from Bed Rock to Blue Skies

PTQ Q2 2026

www.digitalrefining.com

• Transportation fuel effi - ciency and demand stability. The population East of Suez is flat, India is grow - ing, while China is in steep decline. Refining capacity between Suez and the Straits of Malacca has seen demo- graphic growth. Refining capacity is more about ‘con -

Feedstock

Specic conversion Versatile conversion

Product

RWGS CO hydrogenation Fischer-Tropsch

Hydrocracking Hydroisomerisation

Circular fuels and chemicals

Biomass CO

HDO MTH

Figure 3 The switch to circular feedstocks involves several feedstock-specific conversions

conditions, can be more reactive than fossil-based vacuum gas oils (VGOs).2 Both trends imply that a lower operating temperature may be maintained. The increased paraffinic nature of the average hydro - carbon in the circular refinery also implies that, especially for sustainable aviation fuel (SAF) production, the need for dewaxing is pronounced. Again, the high purity of the feeds implies that they are suitable for high-selectivity dewaxing, that is, via hydro-isomerisation. Importantly, in both hydrocracking and hydroisomerisa - tion, the core conversion is executed by a zeolite function. The function of the zeolite’s active site can be optimised by maximising its access to the feed and product molecules.3 As a result, by either controlling (cracking) or minimising the degree of cracking (isomerisation), these premium mes - oporous zeolites yield higher enhanced selectivity to liquid products. Importantly, the benefits of premium accessible zeolites appear larger for noble-metal-based catalysts, as compared to base-metal catalysts. Note that the latter selectivity benefit comes at the expense of the formation of gas and light naphtha. Such light species are increasingly undesired, as they are no lon - ger easily discarded via flaring or utilised for their calorific value, adding directly to the refinery’s environmental foot - print.⁴ Accordingly, any technology that avoids their forma - tion is highly desirable. Hence, within the upcoming circular refinery, the ability to maximise the hydroprocessing performance of circular hydrocarbons poses a large opportunity, particularly when the hydroprocessing catalysts are based on premium and economically accessible zeolites. References 1 Dieter Leckel et al, Energy & Fuels, 2006, 20, pp. 2330-2336. 2 Sie, S.T., Senden, M.M.G., Van Wechem, H.M.H. (1991), Catalysis Today , 8(3), pp. 371-394. 3 Reference to Zeopore’s 2022 and 2023 PTQ Catalysis articles. 4 Verboekend, D, Economic and environmental versatile technolo - gies in refining PTQ, Q3 2025. Q What significant pivot points in the market will influ - ence refinery planning? A Mel Larson, Advisor, Becht, mlarson@becht.com Three major pivot points will significantly influence refinery planning in the coming years: • Shifts in global refining capacity. • The Mercosur-EU trade agreement and its energy implications.

trol’ than domestic or regional demand. By expanding in Middle East and India, it is about controlling one’s own destiny. In addition, it is a pushback against geopolitical initia - tives such as China’s One Belt One Road strategy, more commonly known as the Belt and Road Initiative (BRI), a massive global infrastructure and economic development strategy launched in 2013 by Xi Jinping. It aims to finance and build transportation, energy, and trade networks con - necting China with Asia, Europe, Africa, and beyond. These shifts define a difference in oil trade, which also has a domino effect on manufacturing. There are geopoliti - cal issues, such as the Ukraine war and a shadow fleet of tankers moving sanctioned oil, that impact trade flows. The cost and availability of energy in all forms impact invest - ment decisions and the politics of a region. Furthermore, refining capacity built after 1995 is at scale, ranging from 350,000 to 1 MM bpd. The scale of these plants is pushing smaller, less efficient facilities out of business. Global refining capacity increased from 1990 to the pres - ent; the difference is that the US and others closed capacity, while others expanded. The shift in China now far exceeds its domestic demand, and a greater collapse is in the future. One needs to be mindful that politics and control defined oil more than meeting a local demand. The landmark trade agreement between Mercosur, a regional economic bloc in South America, and the European Union represents a meaningful shift in global trade dynam - ics, with particular growth potential for Mercosur member countries. Brazil is a net importer of refined fuels. As agricultural production and exports expand under the agreement, associated energy demand, including trans - portation fuels, is expected to rise, increasing the need for either expanding refining capacity or continuing with refined product imports. The latter exposes Mercosur to the greater impact of global disruption and political shifts over time. Continued improvements in vehicle fuel efficiency are expected to maintain flat to slightly declining transporta - tion fuel demand in many mature markets. Importantly, this trend appears to be largely independent of electric vehicle adoption rates. Recent financial write-downs by major US oil compa - nies in electric vehicle-related investments underscore that consumer demand is not always in sync with the political wishes of a region. The use of fossil fuels is necessary and will remain so for the next three decades. The challenge moving forward is being defined by disciplined analysis, common sense, and integrated refinery planning. These

PTQ Q2 2026

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compliance, or improve reliabil - ity. These are often necessary investments rather than trans- formational ones. For example, constructing or modifying a unit to meet new emissions standards may represent a significant capital outlay, but it is fundamentally required to continue operating and meeting fuel specifica - tions. Similarly, adjustments

Owner

Feed

EPC

Licensors

PMC

Feed

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OTA

Figure 4 Multi-million-dollar projects (left) are approved at company level, whereas bil - lion-dollar projects (right) require complex organisational structures

bespoke pivot points collectively highlight the importance of strategic flexibility, regional awareness, and careful capi - tal allocation in refinery planning. Q What aspects differentiate multi-million-dollar proj- ects from billion-dollar mega projects? A Mel Larson, Advisor, Becht, mlarson@becht.com The distinction between multi-million-dollar projects and billion-dollar mega projects often depends on context, including whether the perspective is regional or global. However, some consistent themes differentiate between the two:  Multi-million-dollar projects ‘Stay-in-business’ investments : Many multi-million-dollar projects are designed to maintain competitiveness, ensure

to renewable or energy transition initiatives are frequently driven by economic viability and return expectations. These projects tend to focus on sustaining performance, protect - ing margins, and meeting regulatory requirements.  Billion-dollar mega projects Strategic transformation : In contrast, billion-dollar proj - ects typically represent long-term strategic decisions, either for a company or for a country. These projects often reshape competitive positioning and market presence for decades. Recent large-scale expansions in the Middle East and China illustrate this point. Many of these investments are integrated refining and petrochemical complexes designed to capture value across the barrel. Meanwhile, in regions such as the US, some standalone fuels refineries have faced closures due to shifting transportation fuel demand.

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PTQ Q2 2026

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The key differentiator is integration and flexibility. A pure fuels refinery is more exposed to transportation fuel demand shifts, whereas an integrated fuels-and-petro- chemicals complex has greater product optionality and resilience in evolving markets. In summary, multi-million-dollar projects often pre- serve competitiveness, while billion-dollar mega projects redefine it. A Sanjay Bhargava, Senior Vice President, Global Process Optimization Solutions, KBC (A Yokogawa Company), Sanjay.Bhargava@kbc.global Multi-million-dollar projects are typically undertaken to improve current margins by optimising existing assets, revamping and debottlenecking. Typically, they are approved at the company level. Financing comes from com- pany Capex budgets and cash flow, and the work sched- ule can be managed with less difficulty. They have simpler organisational structures, including a company project team, front end engineering design (FEED), and engineer- ing, procurement, and construction (EPC) (see Figure 4 ). Costs and schedule overruns are more manageable. Change orders later on (FEED and post-FEED) in the project are more manageable and less costly. They are more likely to go from feasibility to FEED to the construction phase. The internal rate of return (IRR) on these projects can be better in most cases. Companies are more willing to exe- cute multi-million-dollar projects due to time risk, economic volatility, political party changes, and government priority shifts. These are also popular with financers looking for an immediate return on investment. Billion-dollar projects are more strategic in nature and can be driven by government policies. They are transforma- tional, and approval is at very high levels across the board, governments, and financers. Financing usually comes from several sources and needs more management. These proj- ects require complex organisational structures, including the owner’s project team, licensors, project management consultancy (PMC), FEED, EPC, and the owner’s technical advisor. The owner’s technical advisor plays a critical role, rep- resenting the owner throughout all phases of the project. They also have multiple external stakeholders, including the government and local communities, with a focus on non- financial considerations, such as environmental, social, and governance (ESG) and sustainability. These projects are riskier and require higher contingen- cies. Projects can fail for non-financial reasons and may not be completed. Costs and schedule overruns are common in the oil and gas industry. It is very critical to get more things right at the pre-feasibility and feasibility stages. Recycle of work from the latter stages (FEED and post- FEED) is one of the main reasons for cost and schedule overruns. Critical paths can change due to the complexity of the project, resulting in significant changes to project cost and schedule. Project integration becomes a critical suc- cess factor. The time horizon of these projects spans across several years; economics can change and result in a very different net present value (NPV) than originally envisaged.

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Open process automation: software- driven control is gaining momentum

Process manufacturers are increasingly recognising the benefits of shifting to fully open and software-based control systems to deliver full interoperability

Vien Nguyen Yokogawa

P rocess industries in general, and the energy segment in particular, are understandably conservative by nature, but technological progress is always being made, slowly and methodically. Such is the case with the Open Process Automation Forum (OPAF), a forum under The Open Group, now about 10 years old. This group has been working to break down some of the last proprietary walls of industrial control, creating mechanisms for interop- erable and vendor-agnostic process automation systems. This follows precedents over recent decades, previ- ously set by the adoption of PC-based systems, Microsoft Windows, Linux OS, and Ethernet-based networking, dis- placing more specialised and proprietary computer hard- ware and software. Today, control systems are vastly more open than they were 30 or even 20 years ago; however, real-time control functions have remained difficult to break out, often representing the last holdouts of proprietary thinking. After roughly a decade of progress in the OPAF initiative, it is a good time to update the situation and see how far it has progressed, beginning with a historical overview to put this progress into context. Challenge from end users Much of the thinking initially driving The Open Group was outlined in presentations by ExxonMobil at ARC Industry Forum meetings in 2015 and 2016. In his 2016 presentation, Don Bartusiak, PhD, then Chief Engineer, Process Control for ExxonMobil Research and Engineering, explained that the company was anticipating having to replace or upgrade many process control systems across its fleet of refineries and chemical plants. He asked: “How can we take cost out of the projects that

we need to do, to deliver process control systems, particu- larly in our greenfield facilities?” He extended that thought by also asking how practical it is to handle multiple projects, each with a finite time window. Bartusiak called for a new approach, because “It’s too difficult, it’s too expensive, for us to upgrade or replace control systems. What can we do to solve that problem? We’re not getting enough value from the control system”. His argument is that the main problem lies in the extent of real-time control functionality built into dedicated hardware. He suggested that these capabilities should be virtualised using software on generic platforms with a high degree of interoperability so that control software would not need to be rewritten due to a platform change. ExxonMobil’s call was for a standards-based, open, secure, and interoperable control system, but without any compromises on opera- tional safety or reliability. This was no small task. Since then, the work of OPAF has been to address this challenge by creating a technical and commercial ecosys- tem. Making such a concept possible requires a catalogue of standards and technical documentation covering a range of critical topics, including: • Technical architecture. • Security aspects. • Profiles. • Connectivity framework. • System management. • Configuration portability. • Physical platform. • Application portability. Creating practical standards The Open Group created OPAF with a specific mission: to

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Figure 1 The Open Process Automation Standard (O-PAS) has moved through a series of versions over a short period of time

PTQ Q2 2026

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control system (DCS) or programmable logic controller (PLC), without the limitations characteristic of specific sup - plier hardware or software lock-in. End users and others can design, operate, and expand functions with a wide range of interoperable software and hardware capabilities and com - ponents from multiple suppliers, using various technologies. By decoupling hardware and software and employing a service-oriented architecture, all software functions within the scope can be executed on many different hardware platforms or processors. If implemented according to an interoperability standard, not only can software applica - tions run in most hardware, but they can also access input/ output (I/O) in any form, increasing flexibility when design - ing a system. Understanding the O-PAS scope The O-PAS scope (see Figure 2 ) encompasses today’s DCSs and PLCs for continuous, batch, and hybrid process industries. It is not designed to cover the highest and lowest level networks. Consequently, business systems will con - tinue following normal IT practices. Similarly, device-level networks will remain largely intact. O-PAS avoids safety instrumented systems (SIS), as this requires separate, inde - pendent combinations of sensors, logic solvers, and final elements to conform with ISA84 and IEC 61511 standards. The first release, O-PAS Version 1.0, emerged in February 2019. It had five sections: • Part 1: Technical architecture overview : An informative overview providing perspective on the standard’s ultimate vision. It provided an explanation of the larger technical approach. • Part 2: Security : This was developed around ANSI/

O-PAS Scope

Business systems

Advanced Control MES

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PLC/HMI

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DCS I/O

PLC I/O

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DCS Distributed Control System PLC Programme Logic Controller HMI Human-Machine interface

SIS Safety Instrumented System MES Manufacturing Execution System I/O Input/Output System

develop, publish, and evolve an open architecture and spec- ification that will be supported by industry end users, sup - pliers, system integrators, and engineering firms (see Figure 1 ). O-PAS defines an open, interoperable, and secure archi - tecture for industrial process automation systems, using existing and emerging standards from both information technology (IT) and operational technology (OT) domains whenever possible to create a standard of standards. A control system built based on O-PAS is software-de - fined. It provides all the benefits of a traditional distributed Figure 2 O-PAS covers the space between field device networks and business systems, where real-time control is executed. It does not involve process safety systems

ISA 62443 (IEC 62443) to include cybersecurity from the outset. More specific nor - mative security requirements are also detailed in Parts 3, 4, and 5, along with associated conformance criteria. These requirements have been sta - ble for some time and are still in place. • Part 3: Profiles : This includes primary profiles for conformant components and how they contribute to inter - operability requirements for component connectivity and systems management. • Part 4: Open Connectivity Framework (OCF) : Spec- ifications for interfaces necessary to achieve base connectivity for client-server and publish-subscribe envi- ronments. It provides the underlying structure, so dis - parate components can inter - operate as a system using

START

External Certication evidence

Supplies initiates the O-PAS verication process

Conformance claim

Supplier contracts with Accredited Verication Lab

Accredited Verication Lab veries conformance

Verication Matrix

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Product meets Conformance Requirements?

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Verication report

Accredited Verication Lab submits Verication Report

END

Figure 3 Like other industrial standards, O-PAS has a verification process to ensure prod - ucts deliver the performance and interoperability required for real-world operation

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OPC Unified Architecture (OPC UA). There is an ongoing working group in place focused on improvements based on feedback from end users. • Part 5: System management : Since a process automa - tion system must control multiple management functions (such as hardware, operating systems, platform software, applications, and networks) using a common interface, the scope of this section is extensive. Initially, it concentrated on hardware but has since grown to cover other system management functions. Work has continued on refining and expanding the stand - ard, with Version 2.0 released in 2020 and Version 2.1 in 2021. Two additional more sections cover extensive areas: • Part 6.1: Information and exchange models : Overview and interfaces using OPC UA. • Part 6.2: Information and exchange models : Basic con - figuration using OPC UA’s information model. • Part 6.3: Information and exchange models : Alarm and events configuration using IEC 62682 (ISA-18.2). • Part 6.4: Information and exchange models : Function blocks. • Part 6.5: Information and exchange models : IEC 61499 event-based programming. • Part 6.6: Information and exchange models : IEC 61131-3 on how to open function blocks. • Part 7: Physical platforms . Two more sections are under development and will be released with future versions: • Part 8: Portability : This provides mechanisms for software

applications to be moved from one application or platform to another without the need to perform extensive rewrites. The Margo initiative will likely be part of this to support interoper - ability of edge applications, workloads, and devices. • Part 9: Orchestration : This concept ties many elements together, allowing the system to model internal tasks, so automated functions can be improved. Third-party plat - forms, such as Red Hat and Tricentis Tosca, may be incor - porated to meet the requirements. Adding these capabilities to O-PAS is a major undertaking. Certification of hardware and software under the standard follows the Open Process Automation (OPA) Certification Policy (see Figure 3 ) performed by multiple O-PAS Verification Labs, applying profiles under the standard: • Security: Part 2, SEC-F-001. • Connectivity: Part 4, OCF-001/002, NET-001/002. • System management: Part 5, OSM-001/002/003. • Physical platform: Part 7, DCP-001. Operational architecture A common information model at each device/workload is fundamental for O-PAS. In an OPA system (see Figure 4 ), applications can run natively or containerised on distrib - uted control nodes (DCNs), and they communicate over the O-PAS OCF. This provides a secure, standardised intercon - nection among software functions. Based on OPC UA, OCF provides protected, standards-based, reliable data transport. The basic O-PAS building block is the DCN. It is a scalable controller, I/O or gateway device that can execute I/O and

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On-Premise OT Data Centre

External OT Data Centre

Enterprise IT Data Centres / Cloud

O-PAS conformant component O-PAS conformant component

Advanced Computing Platform

Business platform

Non O-PAS Environments

Virtual DCN

OCI

Application

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Application Application

Application

APP DCN

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O-PAS Connectivity Framework (OCF)

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Safety, electrical & machinery systems

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OCI

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Distributed Control Nodes (DCNs) Physical I/O: AI, AO, DI, DO, Twisted Pair, ......

OCI – O-PAS Communication Interface

Figure 4 O-PAS reference architecture is a hybrid system able to incorporate legacy products, along with compliant and even non-compliant products

computing functions. With hardware and control software decoupled, a system architect can design the specific func - tion of a particular DCN. Using a combination of hardware and system software, a DCN can communicate on the OCF and run control software. Since a DCN can be hardware or virtual, a given system can use any number of DCNs. Today’s cybersecurity threats are always evolving, so O-PAS has incorporated a ‘secure by design’ approach that differs greatly from the ‘defence in depth’ approach required with a traditional DCS. For example, secure device onboard- ing, role-based access, and certificate-based encrypted communications are part of an O-PAS-deployed system. Listening to user feedback Successful standard writing depends on input from the vendor’s adoption and the end user’s implementation. Consequently, OPAF committees are continually gathering feedback from a wide range of sources. This has enabled the organisation to identify high-priority feature sets, with ongoing discussions about their value and effort require- ments. The forum continues to receive feedback based on OPA implementations from end users (such as ExxonMobil, Petronas, Petrobras, Reliance) and system integrators and engineering firms (such as Yokogawa, Wood, COPA). These are prioritised, with requirements and directions set for future development in the technical working group. Several major items on the docket now include: • Standardised I/O services: Currently, I/O device configu - ration requires a proprietary tool from each vendor, so if two different vendor devices are used in a project, two very dif- ferent configuration tools are needed. There is a need for a standardised application programming interface (API) that can enable a vendor-agnostic tool to be developed, provid- ing seamless interchangeability of OPA I/O hardware. This is critical to achieve true interoperability and interchangea- bility within O-PAS.

• New OPC UA alarm profiles: Create new profiles in Part 6.3, which require optional conformance units related to alarm properties (such as different timestamps and state information), resulting in improved interoperability and interchangeability of alarm system products. • OCF Client Profile: In O-PAS, a profile is a documented set of conformance requirements defining the capabilities a product must support to be certified. Currently, there are several profiles for servers (such as OPC UA and Redfish) defined throughout various parts of the standard and sum - marised in Part 3. OPAF is planning to transform the current OCF Client Facet into an OCF Client Profile and investigate where additional profiles, facets, and conformance units may be needed. • Alias monitoring: O-PAS implementation requires the use of OPC UA aliases (defined in OPC 10000-17) for O-PAS signal data types and function blocks. An implementation gap is caused by a lack of documentation for the proper use of OPC UA aliases and for notifications of changes and updates. For example, client applications frequently require multiple queries to resolve alias names within the Global Discovery Server (GDS), and there is no clear method for notifying them when an alias has been deleted or changed. This issue was presented to the OPC Foundation, and its working group is addressing the problem. • Operational status: Currently, there is no standardised method that provides visibility into the operational status of an O-PAS engine. This can only be achieved with a propri- etary vendor-supplied engineering tool. The working group is developing a state model for the I/O, function blocks, and alarm engines, with interfaces to change state, take actions, and report diagnostic information. The interface should also provide information about the engine status, such as idle, initialise, running, stopped, and other states. The current information model of the O-PAS engines is in Part 6.2.

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Actual operation O-PAS is in use today in several locations. The largest and best-known deployment is ExxonMobil’s Lighthouse Project, which has been documented extensively in a vari- ety of sources. Briefly, it is the company’s resins finish - ing plant in Baton Rouge, Louisiana. It was built from the ground up using O-PAS-aligned equipment and software, and it operates with more than 30 controllers and 1,000 I/O points. The company has characterised this project as an example of how O-PAS technology can perform using an open, standards-based system, with all its hardware and software components sourced from various vendors and completely replaceable, interchangeable, and interopera- ble. Naturally, this has provided strong confirmation, along with extensive real-world experience and feedback, for O-PAS. The company also operates a smaller test bed for support, testing, and training purposes. ExxonMobil is not alone in this effort, with companies around the world also using this approach: • Shell has been operating an O-PAS testbed for more than two years. • Petronas has a testbed with 200 I/O, including analog inputs and soft I/O, at its INSTEP training facility in Batu Rakit, Terengganu, Malaysia. This has been operating since 2023 and it is being used to train a new generation of tech- nicians who will participate in larger deployments. • Reliance is operating an O-PAS testbed in cooperation with Yokogawa at its Jamnagar Refinery facility in Gujarat, India. Looking ahead ExxonMobil has been clear that its motivation to see the development of O-PAS has been cost and value-driven. It grew out of the challenge the company first faced 15 years ago when considering how much of its process auto- mation infrastructure across many facilities was reaching end-of-life. The thought of replacing conventional DCS architecture with all its dedicated hardware seemed hope- lessly antiquated, given the advances in computing power and standardisation, making it far easier and less costly to replace hardware with software. While there were oppor- tunities to add virtualisation to legacy DCS hardware, that was considered a partial solution at best, and ExxonMobil dismissed it as an option. So why must an old DCS be replaced? The obvious reason is hardware failure. Old systems, no matter how ruggedised, eventually quit working, and components that were common 20 or even 10 years ago are no longer available. Software is also an issue, since programs designed to run on those old systems are not easily transferred to more modern equip- ment. Hence, the desire was to replace dedicated hardware with an open system, moving from its proprietary tightly coupled software/hardware architecture and high costs. Moving to O-PAS practices may shift some of the tradi- tional service roles of the DCS provider to others, such as the end user, a system integrator, or an engineering firm. However, some firms, such as Yokogawa, are prepared to work in multiple O-PAS roles: as a product supplier, a system integrator, and a services provider. For example, Yokogawa developed its OpreX Open Automation SI Kit and an OPC

UA Management Package to significantly expand and strengthen its OPA system integration capabilities. These types of system integration services include extensive soft- ware development and hardware procurement, which are not dependent on any specific supplier, but are instead open to using best-of-breed software and hardware in each area. Consequently, an end-user company can design, sup- port, and upgrade or replace its own control system. That does not mean every installation has to be created from a blank page. The interoperability aspect of O-PAS applies to software as much as to hardware, and over time, com- panies will accumulate libraries of applications that can be copied from one site to another, hence the portability element. Well-developed security measures, using IT tech- niques, can be built in and fully integrated. Today’s DCS suppliers can participate as system integra- tors and software developers. The intellectual property built by those companies over many years of experience across multiple industries is still important and valuable. Yokogawa is taking this path, and this was our role with ExxonMobil and the Lighthouse Project: bringing know-how in control and optimisation strategies and its third-party component integration capabilities into the installed system. In the future, an end user/system integrator should be able to buy equipment from any O-PAS-certified supplier, or, when possible, even off-the-shelf components. The ultimate goal of an O-PAS-based control system is to be self-perpet- uating, with any element able to be replaced or upgraded as needed. All this said, O-PAS is not for everybody. Cost of ownership is a strong driver for O-PAS selection, and not all facilities or processes will be able to realise these savings. Other solutions may take a hybrid approach using some traditional elements supplemented by O-PAS-based capabilities. Yokogawa will continue to provide its Centum DCS, as will undoubtedly others in this space with their DCS products, retaining their long-established platforms. Participating in the process At present, there are more than 100 member organisa- tions in the OPAF of the Open Group. These include 20 global operating companies and many of the major DCS providers. Universities are beginning to participate as well. Naturally, end users are encouraged to join to drive the standard development effort and be a hands-on participant in designing the future. As participation grows and adop- tion and applications increase, the standard will become more fully defined, leading to more widespread use. The ultimate goal is to give end users the freedom and flexibility to use the approach that best fits their company, whether it is using a traditional DCS or an O-PAS system. Vien Nguyen is a Principal Software Architect at Yokogawa, leading the integration of emerging information technologies and industrial automation trends to enhance end-user value and global competitive- ness. He is an active member of the Open Process Automation Forum, co-chairs the OPAF Technical Working Group, and contributes to the development of the O-PAS standard. Nguyen holds Bachelor’s degrees in mathematics and aerospace engineering from the University of Texas at Arlington and a Master’s in space science from the University of Houston-Clear Lake.

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