PTQ Q4 2025 Issue

catalyst deactivation or feedstock variability, before they escalate into significant losses. In one case, early interven - tion based on Connect’In insights helped avoid $4.3 million in losses over 90 days. Moreover, real-time optimisation tools integrated with APC and inferential models allow for dynamic adjustments that maximise yield and minimise energy consumption. Axens’ Horizon services have demonstrated that even top-quartile refineries can unlock additional margin through targeted, low-Capex interventions. A recent study for a 230,000 BPD refinery in Southeast Asia identified 20 actionable solutions, 13 of which were implemented, result - ing in a projected $27 million/year margin improvement. These included optimisation of gasoline blending, hydrogen network balancing, and process unit tuning. Revamping ageing assets is another strategic avenue to reduce margin leakage. Rather than building new units, Axens helps clients modernise existing infrastructure to improve energy efficiency, increase throughput, or shift prod - uct slates. For example, revamping an aromatics complex led to a 14% reduction in CO₂ emissions and improved Opex through lower energy consumption. Repurposing, mean - while, offers a transformative path, converting underutilised assets to produce higher-value or lower-carbon products such as hydrotreated vegetable oil (HVO) or sustainable aviation fuel (SAF). This approach not only preserves capital but also accelerates time-to-market. Connect’In is a mark of Axens. A Jaime Brito, Executive Director, Refining & Oil Products, Chemical Market Analytics, jaime.brito@chemicalmarketa - nalytics.com By far, one of the main sources of margin leakage is attrib - uted to a lack of coordination among different departments in any organisation, mainly strategic teams/market analysis/ trading and the refinery operations team. This might be more evident than ever in the current geopolitical and commercial environment that has elicited price volatility not only among crude benchmarks in all regions, but also for crack spreads. For instance, back in February 2025, the initial announce - ments about potential tariffs to Canada translated into soaring gasoline prices in the US Mid Continent, which had nothing to do with actual fundamentals, but with risk assess - ment and financial reactions impacting wholesale pricing. Among the actions that can be implemented to optimise margins across the supply chain, including refinery opera - tions, are creating lean decision-making and communication chains that facilitate knowledge sharing, such as changing crack spreads and other price differentials. Constant com - munication among teams and the use of accurate external market intelligence allows for identifying trends and helps validate internal assumptions and conclusions. A Kellie Hickey, Senior Implementation Engineer, Imubit, kellie.hickey@imubit.com Margin leakage is a persistent challenge to plant profitability. Process optimisation technologies offer powerful tools to meet this challenge, but their success depends on their level

Strategy parameters Prices, goals

Operating and safety limits

Planning & economics

Process control conguration

Process engineers

Operators

Process control targets APC targets and PID setpoints

Process control engineers

Process control and automation

of adoption into the plant’s operational culture. Sustained improvement requires not just the right tools, but the right people, processes, and support systems behind them. APC systems play a foundational role in preventing mar - gin leakage by reducing process variability and safely push - ing closer to operating constraints. Additional value can be realised by integrating APC with Closed Loop AI Optimisation (AIO), which continuously updates plant targets in response to real-time market conditions. When implemented effec - tively, AIO keeps the plant operating at or near its economic optimum. AIO solutions can also unify traditional APC and economic optimisation within a single application, streamlin - ing control and enhancing operational sustainability. Advanced control and optimisation systems alone do not guarantee results. These applications require ongoing main - tenance and monitoring to sustain performance and adapt to process changes. Long-term success depends on clear own - ership by a dedicated plant resource responsible for manag - ing and supporting these systems. While AIO applications can provide tools and support to help ease this burden, an on-site champion remains essential to ensure effective use and alignment across teams. Operator engagement is equally critical. Even the best applications can fail to deliver value if frontline users are not adequately trained or supported. Providing operators with appropriate training and access to a knowledgeable point of contact fosters understanding, builds confidence, and increases application uptime. Tools that enhance explain - ability can help build trust in model decisions across all stakeholders. Cross-functional coordination is another key enabler of success. Tight integration across all levels, from business planning to operations, ensures that optimisation systems receive timely and accurate inputs. Misalignment or delays between planning and execution can lead to suboptimal operation and margin loss. Organisations should establish workflows that minimise lag and implement processes to Figure 1 AIO models break down organisational silos by aligning teams around a single model view of plant reality

PTQ Q4 2025