Oil Market by Product Type (Crude Oil, Refined Petroleum Products), Source Type (Conventional Reserves, Shale And Tight Oil, Oil Sands), Application, End-Use Industry, Distribution Channel - Global Forecast 2025-2032
Description
The Oil Market was valued at USD 154.35 million in 2024 and is projected to grow to USD 168.38 million in 2025, with a CAGR of 9.92%, reaching USD 329.07 million by 2032.
A strategic orientation to current demand drivers, supply constraints, and operational priorities that shape executive decision-making in the oil sector
The global oil landscape remains central to energy security, industrial activity, and transportation networks, even as the sector contends with structural shifts toward decarbonization and digital transformation. In recent years, fiscal policy, evolving consumer behavior, and supply chain adjustments have collectively refraped how producers, refiners, and end users approach sourcing and contracting for crude and refined products. Understanding these dynamics is essential for executives who must balance operational continuity with strategic investment and regulatory compliance.
This report opens with an orientation to the principal demand drivers and supply constraints that currently define the industry. It situates short‑term operational realities within a longer‑term context of technology adoption, regulatory tightening, and changing trade patterns. Moreover, it highlights how volatility in geopolitics and commodity pricing translates into practical considerations for trading desks, procurement teams, and capital allocators. Throughout the introduction, emphasis is placed on actionable intelligence that informs both near‑term operational adjustments and medium‑term strategic planning, providing readers with a clear frame to interpret subsequent analysis and recommendations.
An integrated perspective on regulatory, technological, and geopolitical forces that are rapidly reshaping supply chains, capital allocation, and operational models in oil
Transformative shifts in the oil sector are accelerating across multiple vectors, driven by regulatory momentum, technology integration, and evolving consumption patterns. The growing emphasis on emissions policies and carbon pricing mechanisms has prompted companies to reallocate capital toward lower‑carbon products and efficiency projects, while simultaneously pressuring legacy refinery configurations to optimize for higher margins on cleaner fuels. In parallel, digital technologies such as advanced analytics, predictive maintenance, and automation are improving plant reliability and shortening turnaround times, which in turn affects inventory strategies and logistics planning.
Additionally, trade realignment and geopolitical repositioning are reshaping supply corridors and contractual terms. New upstream investments in certain regions are being matched by divestments and capacity rationalization elsewhere, creating a patchwork of regional supply dynamics. As a result, market participants are adopting more flexible contracting structures and building contingency into their procurement and shipping arrangements. Taken together, these shifts require integrated responses that combine operational agility, capital discipline, and proactive stakeholder engagement to preserve value and manage risk across the value chain.
A clear assessment of how new tariff measures in the United States in 2025 reshape sourcing economics, contractual terms, and supply chain resilience across the sector
The implementation of new tariffs in the United States in 2025 introduces a layer of trade complexity that reverberates through refining economics, trade flows, and supply chain decision‑making. Tariff measures alter the relative competitiveness of imported products versus domestically produced equivalents, prompting buyers and traders to reassess sourcing windows and inventory positioning. This rebalancing frequently leads to re‑routing of cargoes, modified term contract clauses, and near‑term increases in logistical churn as counterparties adapt to newly imposed cost differentials.
Moreover, tariff uncertainty often catalyzes changes to pricing structures and contract negotiation strategies. Commercial teams may favor shorter contract tenors, incorporate tariff pass‑through clauses, or pivot to indexed pricing mechanisms to protect margins. Refiners and integrated players might accelerate feedstock diversification and hedging strategies to minimize exposure to sudden cost shocks. In a broader context, tariffs can incentivize shifts in regional refining utilization and stimulate investment in downstream processing that can capture value locally. Therefore, companies should adopt scenario planning, stress testing, and agile procurement routines to maintain supply continuity and protect competitive positioning under evolving tariff regimes.
A nuanced segmentation-driven analysis linking product portfolios, application-specific demand, end-use industry exposure, and distribution channels to commercial strategy
Segmentation analysis reveals differentiated demand and operational profiles that require tailored commercial and technical strategies. Based on product type, industry players must manage portfolios that span crude oil and refined petroleum products, with refined products encompassing diesel, fuel oil, gasoline, jet fuel, and liquefied petroleum gas; each product has unique storage, blending, and seasonal demand characteristics that affect logistics and margin optimization. Based on application, demand patterns vary across commercial, industrial, power generation, residential, and transportation uses, with transportation itself subdivided into aviation, marine transportation, and road transportation-each end use imposes distinct fuel specifications, delivery cadences, and regulatory requirements that influence contracting and inventory models.
In terms of end‑use industry segmentation, exposures across agriculture, automotive, aviation, industrial manufacturing, marine, and power generation create uneven sensitivities to economic cycles and policy intervention; within industrial manufacturing, subsegments such as cement production, chemical manufacturing, and metal manufacturing present concentrated energy consumption profiles that can benefit from targeted efficiency programs and fuel-switching strategies. Finally, distribution channel segmentation between offline sales and online retail highlights evolving procurement behaviors and the need for digital customer engagement in certain product lines. Collectively, these segmentation lenses enable more precise demand forecasting, pricing architecture, and service model design for market participants.
A comparative regional assessment revealing how infrastructure, policy direction, and demand composition create differentiated strategic imperatives across major global regions
Regional dynamics continue to diverge as national policy choices, infrastructure endowments, and trade relationships influence supply and demand balances. In the Americas, abundant feedstock availability combined with export infrastructure and refining depth creates opportunities for integrated value capture and competitive product exports, while North and South American demand centres show differing sensitivity to transportation and industrial fuel requirements. In Europe, Middle East & Africa, the picture is fragmented: Europe faces accelerated regulatory tightening and a pivot toward electrification in certain demand sectors, the Middle East retains production scale and export orientation with active downstream investment, and parts of Africa are characterized by constrained refining capacity and growing domestic demand for refined products.
Across Asia‑Pacific, robust industrialization, expanding aviation networks, and rising maritime trade continue to underpin strong refined product consumption, even as policy shifts toward low‑carbon alternatives begin to influence long‑term planning. Infrastructure constraints, storage capacity, and port logistics play an outsized role in regional price differentials and trade routing decisions. Consequently, regional strategies must balance local optimization with global arbitrage opportunities, using tailored supply agreements, blended logistics solutions, and targeted investment to navigate divergent regulatory and commercial landscapes.
Insight into how capital allocation priorities, operational digitization, and sustainability commitments are reshaping competitive positioning and partnership strategies
Competitive dynamics among companies in the sector are being reshaped by strategic choices around capital allocation, operational efficiency, and low‑carbon positioning. Leading players are prioritizing capital discipline while selectively investing in refining upgrades, logistics resilience, and emissions reduction projects. Many firms are strengthening commercial capabilities by integrating trading, risk management, and physical logistics to capture margin across the value chain. Strategic partnerships and joint ventures are increasingly favored to de‑risk large downstream projects and accelerate market entry into growth geographies.
Meanwhile, digital adoption is a differentiator: firms investing in process digitization, predictive analytics, and remote operations achieve higher uptime and lower maintenance costs, which improves overall competitive resilience. Talent strategies are also evolving, as firms recruit profiles that combine traditional engineering skillsets with data science and commercial analytics experience. Finally, environmental, social, and governance expectations are influencing financing terms and stakeholder relations, prompting companies to disclose clearer decarbonization roadmaps and to seek financing instruments aligned with sustainability objectives. Collectively, these moves are redefining benchmarks for operational excellence and investor confidence in the sector.
Practical and prioritized measures for executives to reinforce operational resilience, commercial flexibility, and progress toward credible decarbonization goals
Industry leaders should pursue an integrated set of actions that reinforce resilience, support decarbonization objectives, and enhance commercial flexibility. First, prioritize investments in digital operations and predictive maintenance to reduce downtime and lower variable costs, thereby improving margins and enabling faster response to supply disruptions. Second, redesign contracting approaches to incorporate tariff contingencies and flexible delivery windows, which will reduce exposure to sudden policy shifts and create room to renegotiate terms as conditions evolve.
Third, accelerate downstream and logistics optimization by investing in storage flexibility, blending capability, and near‑term tactical freight options to capture arbitrage opportunities and maintain supply reliability. Fourth, develop clear decarbonization roadmaps that pair emissions reduction projects with pragmatic timelines and measurable milestones; this will preserve access to capital and meet stakeholder expectations. Fifth, enhance scenario planning and stress testing across tariff, pricing, and supply disruption scenarios to institutionalize agility in procurement and trading functions. By implementing these measures in parallel, companies can strengthen their operational base while positioning for medium‑term transitions in demand and regulation.
A robust mixed-methods research approach combining primary interviews, secondary data validation, scenario modeling, and expert validation to ensure actionable findings
The research synthesis combines primary stakeholder engagement, structured expert interviews, and rigorous secondary-source analysis to triangulate insights and ensure analytical robustness. Primary inputs include interviews with operators, trading desks, supply chain managers, and policy advisors, which provide real‑world context on operating practices, contractual norms, and near-term adaptability. These qualitative inputs are complemented by quantitative data compiled from publicly available regulatory filings, customs and trade reports, and industry statistical releases, which are cross‑checked for consistency and temporal alignment.
Analytical methods include scenario construction to test tariff and supply shock impacts, sensitivity analysis to identify key value drivers, and peer benchmarking to highlight best practices across operational and sustainability metrics. Findings are validated through iterative reviews with domain experts to resolve anomalies and refine interpretations. Data governance protocols ensure traceability of sources and reproducibility of core tables and charts. This mixed‑methods approach yields a balanced, evidence‑based foundation for strategic recommendations and practical commercial guidance.
A concise synthesis emphasizing the need for integrated operational, commercial, and sustainability strategies to convert disruption into competitive advantage
In conclusion, the oil sector is navigating a period of concentrated transformation driven by policy shifts, tariff dynamics, technological innovation, and changing demand patterns. These forces are not isolated; they interact to affect contracting norms, logistical design, and investment calculus across geographies and product lines. As a result, executives must integrate operational improvements, flexible commercial structures, and sustainability roadmaps to protect margins and adapt to evolving stakeholder expectations.
Ultimately, firms that combine disciplined capital allocation, digital enablement, and pragmatic emissions strategies will be better positioned to manage tariff uncertainty and regional trade realignments. By embedding scenario planning into routine decision processes and strengthening cross‑functional coordination between procurement, refining, trading, and sustainability teams, organizations can convert disruption into competitive advantage. The recommendations provided are intended to support immediate operational adjustments as well as medium‑term strategic repositioning to navigate an increasingly complex and dynamic industry landscape.
Note: PDF & Excel + Online Access - 1 Year
A strategic orientation to current demand drivers, supply constraints, and operational priorities that shape executive decision-making in the oil sector
The global oil landscape remains central to energy security, industrial activity, and transportation networks, even as the sector contends with structural shifts toward decarbonization and digital transformation. In recent years, fiscal policy, evolving consumer behavior, and supply chain adjustments have collectively refraped how producers, refiners, and end users approach sourcing and contracting for crude and refined products. Understanding these dynamics is essential for executives who must balance operational continuity with strategic investment and regulatory compliance.
This report opens with an orientation to the principal demand drivers and supply constraints that currently define the industry. It situates short‑term operational realities within a longer‑term context of technology adoption, regulatory tightening, and changing trade patterns. Moreover, it highlights how volatility in geopolitics and commodity pricing translates into practical considerations for trading desks, procurement teams, and capital allocators. Throughout the introduction, emphasis is placed on actionable intelligence that informs both near‑term operational adjustments and medium‑term strategic planning, providing readers with a clear frame to interpret subsequent analysis and recommendations.
An integrated perspective on regulatory, technological, and geopolitical forces that are rapidly reshaping supply chains, capital allocation, and operational models in oil
Transformative shifts in the oil sector are accelerating across multiple vectors, driven by regulatory momentum, technology integration, and evolving consumption patterns. The growing emphasis on emissions policies and carbon pricing mechanisms has prompted companies to reallocate capital toward lower‑carbon products and efficiency projects, while simultaneously pressuring legacy refinery configurations to optimize for higher margins on cleaner fuels. In parallel, digital technologies such as advanced analytics, predictive maintenance, and automation are improving plant reliability and shortening turnaround times, which in turn affects inventory strategies and logistics planning.
Additionally, trade realignment and geopolitical repositioning are reshaping supply corridors and contractual terms. New upstream investments in certain regions are being matched by divestments and capacity rationalization elsewhere, creating a patchwork of regional supply dynamics. As a result, market participants are adopting more flexible contracting structures and building contingency into their procurement and shipping arrangements. Taken together, these shifts require integrated responses that combine operational agility, capital discipline, and proactive stakeholder engagement to preserve value and manage risk across the value chain.
A clear assessment of how new tariff measures in the United States in 2025 reshape sourcing economics, contractual terms, and supply chain resilience across the sector
The implementation of new tariffs in the United States in 2025 introduces a layer of trade complexity that reverberates through refining economics, trade flows, and supply chain decision‑making. Tariff measures alter the relative competitiveness of imported products versus domestically produced equivalents, prompting buyers and traders to reassess sourcing windows and inventory positioning. This rebalancing frequently leads to re‑routing of cargoes, modified term contract clauses, and near‑term increases in logistical churn as counterparties adapt to newly imposed cost differentials.
Moreover, tariff uncertainty often catalyzes changes to pricing structures and contract negotiation strategies. Commercial teams may favor shorter contract tenors, incorporate tariff pass‑through clauses, or pivot to indexed pricing mechanisms to protect margins. Refiners and integrated players might accelerate feedstock diversification and hedging strategies to minimize exposure to sudden cost shocks. In a broader context, tariffs can incentivize shifts in regional refining utilization and stimulate investment in downstream processing that can capture value locally. Therefore, companies should adopt scenario planning, stress testing, and agile procurement routines to maintain supply continuity and protect competitive positioning under evolving tariff regimes.
A nuanced segmentation-driven analysis linking product portfolios, application-specific demand, end-use industry exposure, and distribution channels to commercial strategy
Segmentation analysis reveals differentiated demand and operational profiles that require tailored commercial and technical strategies. Based on product type, industry players must manage portfolios that span crude oil and refined petroleum products, with refined products encompassing diesel, fuel oil, gasoline, jet fuel, and liquefied petroleum gas; each product has unique storage, blending, and seasonal demand characteristics that affect logistics and margin optimization. Based on application, demand patterns vary across commercial, industrial, power generation, residential, and transportation uses, with transportation itself subdivided into aviation, marine transportation, and road transportation-each end use imposes distinct fuel specifications, delivery cadences, and regulatory requirements that influence contracting and inventory models.
In terms of end‑use industry segmentation, exposures across agriculture, automotive, aviation, industrial manufacturing, marine, and power generation create uneven sensitivities to economic cycles and policy intervention; within industrial manufacturing, subsegments such as cement production, chemical manufacturing, and metal manufacturing present concentrated energy consumption profiles that can benefit from targeted efficiency programs and fuel-switching strategies. Finally, distribution channel segmentation between offline sales and online retail highlights evolving procurement behaviors and the need for digital customer engagement in certain product lines. Collectively, these segmentation lenses enable more precise demand forecasting, pricing architecture, and service model design for market participants.
A comparative regional assessment revealing how infrastructure, policy direction, and demand composition create differentiated strategic imperatives across major global regions
Regional dynamics continue to diverge as national policy choices, infrastructure endowments, and trade relationships influence supply and demand balances. In the Americas, abundant feedstock availability combined with export infrastructure and refining depth creates opportunities for integrated value capture and competitive product exports, while North and South American demand centres show differing sensitivity to transportation and industrial fuel requirements. In Europe, Middle East & Africa, the picture is fragmented: Europe faces accelerated regulatory tightening and a pivot toward electrification in certain demand sectors, the Middle East retains production scale and export orientation with active downstream investment, and parts of Africa are characterized by constrained refining capacity and growing domestic demand for refined products.
Across Asia‑Pacific, robust industrialization, expanding aviation networks, and rising maritime trade continue to underpin strong refined product consumption, even as policy shifts toward low‑carbon alternatives begin to influence long‑term planning. Infrastructure constraints, storage capacity, and port logistics play an outsized role in regional price differentials and trade routing decisions. Consequently, regional strategies must balance local optimization with global arbitrage opportunities, using tailored supply agreements, blended logistics solutions, and targeted investment to navigate divergent regulatory and commercial landscapes.
Insight into how capital allocation priorities, operational digitization, and sustainability commitments are reshaping competitive positioning and partnership strategies
Competitive dynamics among companies in the sector are being reshaped by strategic choices around capital allocation, operational efficiency, and low‑carbon positioning. Leading players are prioritizing capital discipline while selectively investing in refining upgrades, logistics resilience, and emissions reduction projects. Many firms are strengthening commercial capabilities by integrating trading, risk management, and physical logistics to capture margin across the value chain. Strategic partnerships and joint ventures are increasingly favored to de‑risk large downstream projects and accelerate market entry into growth geographies.
Meanwhile, digital adoption is a differentiator: firms investing in process digitization, predictive analytics, and remote operations achieve higher uptime and lower maintenance costs, which improves overall competitive resilience. Talent strategies are also evolving, as firms recruit profiles that combine traditional engineering skillsets with data science and commercial analytics experience. Finally, environmental, social, and governance expectations are influencing financing terms and stakeholder relations, prompting companies to disclose clearer decarbonization roadmaps and to seek financing instruments aligned with sustainability objectives. Collectively, these moves are redefining benchmarks for operational excellence and investor confidence in the sector.
Practical and prioritized measures for executives to reinforce operational resilience, commercial flexibility, and progress toward credible decarbonization goals
Industry leaders should pursue an integrated set of actions that reinforce resilience, support decarbonization objectives, and enhance commercial flexibility. First, prioritize investments in digital operations and predictive maintenance to reduce downtime and lower variable costs, thereby improving margins and enabling faster response to supply disruptions. Second, redesign contracting approaches to incorporate tariff contingencies and flexible delivery windows, which will reduce exposure to sudden policy shifts and create room to renegotiate terms as conditions evolve.
Third, accelerate downstream and logistics optimization by investing in storage flexibility, blending capability, and near‑term tactical freight options to capture arbitrage opportunities and maintain supply reliability. Fourth, develop clear decarbonization roadmaps that pair emissions reduction projects with pragmatic timelines and measurable milestones; this will preserve access to capital and meet stakeholder expectations. Fifth, enhance scenario planning and stress testing across tariff, pricing, and supply disruption scenarios to institutionalize agility in procurement and trading functions. By implementing these measures in parallel, companies can strengthen their operational base while positioning for medium‑term transitions in demand and regulation.
A robust mixed-methods research approach combining primary interviews, secondary data validation, scenario modeling, and expert validation to ensure actionable findings
The research synthesis combines primary stakeholder engagement, structured expert interviews, and rigorous secondary-source analysis to triangulate insights and ensure analytical robustness. Primary inputs include interviews with operators, trading desks, supply chain managers, and policy advisors, which provide real‑world context on operating practices, contractual norms, and near-term adaptability. These qualitative inputs are complemented by quantitative data compiled from publicly available regulatory filings, customs and trade reports, and industry statistical releases, which are cross‑checked for consistency and temporal alignment.
Analytical methods include scenario construction to test tariff and supply shock impacts, sensitivity analysis to identify key value drivers, and peer benchmarking to highlight best practices across operational and sustainability metrics. Findings are validated through iterative reviews with domain experts to resolve anomalies and refine interpretations. Data governance protocols ensure traceability of sources and reproducibility of core tables and charts. This mixed‑methods approach yields a balanced, evidence‑based foundation for strategic recommendations and practical commercial guidance.
A concise synthesis emphasizing the need for integrated operational, commercial, and sustainability strategies to convert disruption into competitive advantage
In conclusion, the oil sector is navigating a period of concentrated transformation driven by policy shifts, tariff dynamics, technological innovation, and changing demand patterns. These forces are not isolated; they interact to affect contracting norms, logistical design, and investment calculus across geographies and product lines. As a result, executives must integrate operational improvements, flexible commercial structures, and sustainability roadmaps to protect margins and adapt to evolving stakeholder expectations.
Ultimately, firms that combine disciplined capital allocation, digital enablement, and pragmatic emissions strategies will be better positioned to manage tariff uncertainty and regional trade realignments. By embedding scenario planning into routine decision processes and strengthening cross‑functional coordination between procurement, refining, trading, and sustainability teams, organizations can convert disruption into competitive advantage. The recommendations provided are intended to support immediate operational adjustments as well as medium‑term strategic repositioning to navigate an increasingly complex and dynamic industry landscape.
Note: PDF & Excel + Online Access - 1 Year
Table of Contents
190 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Rising adoption of carbon capture utilization technologies in oil refining operations to meet net zero goals
- 5.2. Growing strategic partnerships between national oil companies and renewable energy firms for hybrid energy projects
- 5.3. Implementation of advanced digital twin and AI models to optimize upstream oil exploration and reduce operational risks
- 5.4. Shift in crude trading with increased spot market activity driven by geopolitical supply disruptions in the Middle East
- 5.5. Acceleration of biofuel blending mandates and partnership investments to diversify traditional petroleum supply chains
- 5.6. Expansion of LNG export terminals as a hedge against volatile oil prices and global gas demand fluctuations
- 5.7. Integration of blockchain-based tracking systems for oil shipments to enhance supply chain transparency and compliance
- 5.8. Emergence of circular economy initiatives in oil waste management to convert refinery byproducts into value-added materials
- 5.9. Growing influence of U.S. shale producers as flexible swing suppliers altering traditional OPEC+ market management and price stabilization mechanisms
- 5.10. Shift in global demand growth toward petrochemicals and aviation fuel as road transport efficiency and electrification dampen conventional gasoline consumption
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Oil Market, by Product Type
- 8.1. Crude Oil
- 8.2. Refined Petroleum Products
- 8.2.1. Diesel
- 8.2.2. Fuel Oil
- 8.2.3. Gasoline
- 8.2.4. Jet Fuel
- 8.2.5. Liquefied Petroleum Gas
- 9. Oil Market, by Source Type
- 9.1. Conventional Reserves
- 9.1.1. Onshore Conventional
- 9.1.2. Offshore Conventional
- 9.2. Shale And Tight Oil
- 9.3. Oil Sands
- 9.4. Heavy And Extra-Heavy Oil
- 9.5. Natural Gas Liquids Derived Oil
- 10. Oil Market, by Application
- 10.1. Commercial
- 10.2. Industrial
- 10.3. Power Generation
- 10.4. Residential
- 10.5. Transportation
- 10.5.1. Aviation
- 10.5.2. Marine Transportation
- 10.5.3. Road Transportation
- 11. Oil Market, by End-Use Industry
- 11.1. Agriculture
- 11.2. Automotive
- 11.3. Aviation
- 11.4. Industrial Manufacturing
- 11.4.1. Cement Production
- 11.4.2. Chemical Manufacturing
- 11.4.3. Metal Manufacturing
- 11.5. Marine
- 11.6. Power Generation
- 12. Oil Market, by Distribution Channel
- 12.1. Offline Sales
- 12.2. Online Retail
- 13. Oil Market, by Region
- 13.1. Americas
- 13.1.1. North America
- 13.1.2. Latin America
- 13.2. Europe, Middle East & Africa
- 13.2.1. Europe
- 13.2.2. Middle East
- 13.2.3. Africa
- 13.3. Asia-Pacific
- 14. Oil Market, by Group
- 14.1. ASEAN
- 14.2. GCC
- 14.3. European Union
- 14.4. BRICS
- 14.5. G7
- 14.6. NATO
- 15. Oil Market, by Country
- 15.1. United States
- 15.2. Canada
- 15.3. Mexico
- 15.4. Brazil
- 15.5. United Kingdom
- 15.6. Germany
- 15.7. France
- 15.8. Russia
- 15.9. Italy
- 15.10. Spain
- 15.11. China
- 15.12. India
- 15.13. Japan
- 15.14. Australia
- 15.15. South Korea
- 16. Competitive Landscape
- 16.1. Market Share Analysis, 2024
- 16.2. FPNV Positioning Matrix, 2024
- 16.3. Competitive Analysis
- 16.3.1. Ampol Limited
- 16.3.2. Baker Hughes Company
- 16.3.3. Bharat Petroleum Corporation Limited
- 16.3.4. BP p.l.c.
- 16.3.5. Chevron Corporation
- 16.3.6. China Petroleum & Chemical Corporation
- 16.3.7. CNOOC Limited
- 16.3.8. Ecopetrol S.A.
- 16.3.9. Enbridge Inc.
- 16.3.10. ENEOS Holdings, Inc.
- 16.3.11. Energy Transfer LP
- 16.3.12. Eni S.p.A.
- 16.3.13. Equinor ASA
- 16.3.14. Exxon Mobil Corporation
- 16.3.15. Galp Energia, SGPS, S.A.
- 16.3.16. Halliburton Company
- 16.3.17. Hindustan Petroleum Corporation Limited
- 16.3.18. Idemitsu Kosan Co., Ltd.
- 16.3.19. Indian Oil Corporation Limited
- 16.3.20. Marathon Petroleum Corporation
- 16.3.21. MOL Hungarian Oil and Gas Public Limited Company
- 16.3.22. Neste Oyj
- 16.3.23. Occidental Petroleum Corporation
- 16.3.24. Oil and Natural Gas Corporation Limited
- 16.3.25. OMV Aktiengesellschaft
- 16.3.26. PetroChina Company Limited
- 16.3.27. Petróleo Brasileiro S.A. – Petrobras
- 16.3.28. Phillips 66
- 16.3.29. Plains All American Pipeline, L.P.
- 16.3.30. PTT Public Company Limited
- 16.3.31. Repsol, S.A.
- 16.3.32. Saudi Arabian Oil Company
- 16.3.33. Shell plc
- 16.3.34. SK Innovation Co., Ltd.
- 16.3.35. TotalEnergies SE
- 16.3.36. Valero Energy Corporation
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