2022 Carbon metric benchmark line
2022 Hydrogen consumption vs. % PetChem
100
0.40
Increasing PetChem
2022 benchmark for given PetChem make
Better solution
98
More H required to produce PetChem Improved utilisation reduces external H input
0.35
96
Increasing PetChem
Inferior solution
94
Produces higher value product Signi cant amount of FG
2022 benchmark for given PetChem make
0.30
92
Inferior solution
90
0.25
88
Better solution
86
0.20
80
100
80 0 % total PetChem on crude & other raw materials 60 40 20
0
20
40
60
100
% total PetChem on crude & other raw materials
2022 Utilities metric benchmark line
2022 Emissions benchmark line
1.0
35 40 45 50 20 25 30 10 15 5
2022 benchmark for given PetChem make
2022 benchmark for given PetChem make
0.8
Inferior solution
0.6
Inferior solution
0.4
Increasing PetChem
Increasing PetChem
Produces higher value product
More work to create PetChem molecules More energy required
0.2
More CO emissions More energy required
Better solution
Better solution
0
0
0
20
40
60
80
100
80 0 % total PetChem on crude & other raw materials 60 40 20
100
Wt-% PetChem on crude*
2022 Water metric benchmark
Key economic performance vs. % PetChem
18
3.5 4.0
50,000
2022 benchmark for given PetChem make
40,000
16
3.0
Inferior solution
2.5
14
30,000
IRR, %
2.0
12
20,000
1.5
Increasing PetChem
NPV, $MM
1.0
Consumes more water per barrel of crude
10
10,000
0.5
Better solution
8
0.0
80 0 % total PetChem on crude & other raw materials 0.20 60 40 20
80 0 % total PetChem on crude & other raw materials 60 40 20
100
100
Figure 2 E6: a quantified leading indicator
achieve strategic shifts. These generally fit into one of four approaches, or pillars. The first potentially significant approach is a shift away from fuels production toward a strategy favouring petrochemicals production. In this strategy, the operator takes advantage of the market dynamics of slowing growth for gasoline and die - sel and the growing demand for petrochemicals. This approach may reduce or eliminate production of traditional transportation fuels that are ultimately com - busted. This can be performed incrementally, for example by directing the LPG from an FCC into a propylene recovery unit for the ultimate production of polypropylene. Or it can be a wholesale overhaul of the business model and mar - kets served. This strategy could have a significant positive impact on Scope 3 emissions.
The second pillar considers feedstock substitution. This could entail installing a new process unit to produce sus - tainable aviation fuel or green diesel or could be the incre - mental approach of coprocessing renewable feedstocks through an existing hydrotreater, hydrocracker, or FCC to produce renewable fuels. This also would have a positive impact on Scope 3 emissions. The third pillar focuses on Scope 1 emissions by installing technology to capture carbon at the source and then trans - porting this CO₂ for further use or sequestration. Carbon capture is likely most applicable to the process stacks associated with the FCC unit and steam methane reformer. Application to fired furnace stacks also is possible. The fourth pillar involves technology and energy-focused improvements. This is aligned with the E6 framework and
52
PTQ Q1 2023
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