10 QUESTIONS

FOR LUBRICANTS PROFESSIONALS

In this edition of Lubezine, we sit down with Mr. Bhupinder Singh, a respected voice in the global lubricants industry. With over 25 years of experience across Africa, the Middle East, and Asia, Bhupinder shares insights on market dynamics, strategic growth, and the shifting landscape of lubricants. From his foundational years at Castrol to his current leadership at Bluechem Group, his journey reflects a deep understanding of emerging markets, brand building, and the road ahead for sustainable growth.

1. Could you take us through your journey in the lubricants industry?

My journey began over 25 years ago with Castrol (now part of BP), where I built a strong foundation in sales and marketing. Over time, I progressed into leadership roles, including with Universal Lubricants, Venol Oils, Bahrain Petroleum Company (BAPCO), and later led the regional expansion of Duckhams Oils across the Middle East and Africa. I’ve worked extensively in brand development, toll blending operations, and multi-country distribution networks. Currently, I lead the global lubricants and base oils business development at Bluechem Group. I’ve also had the honour of speaking at leading industry forums such as ICIS, Argus, and BOLAT, AMEA where I share insights on base oils, market evolution, and strategic distribution.

EXPERT INTERVIEW Mr. Bhupinder Singh, Global Director – Lubricants & Base Oils, Bluechem Group Germany

2.  You recently joined Bluechem Group as the Global Lubricants and Base Oil Business Director. What does this role entail, and what are your ambitions for the business lines under your leadership?

At Bluechem Group, I oversee global strategy for development of lubricants and base oils. Our product portfolio includes three distinct brands—PRO-TEC , MAXXPOWER, and AUTOPROFI . My objective is to reposition each brand to better serve its market segment. We’re focusing on expanding strategic distribution networks, strengthening local blending partnerships, and aligning with OEM and sustainability standards.

“Africa lubricants market is full of promise, but it requires patience, adaptability, and trust-building. To acquire a footprint: localise wherever possible, invest in training, and build long-term relationships instead of chasing short-term volumes.”

3. You’ve worked extensively across the Middle East, Africa, and Asia. What similarities and differences stand out across these markets?

All these regions exhibit a strong demand for reliable, cost-effective lubricants. However, their nuances are significant. In the GCC, European-origin brands are favoured due to OEM preferences. In Africa, success hinges on logistical dependability and building trust-based relationships—as I experienced while expanding Duckhams and BAPCO. In Asia, especially India and Southeast Asia, competition is intense. Local giants dominate, and precision in pricing, pack size selection, digital marketing OEM approvals, R&D and local innovations makes all the difference.

“Some of the biggest changes we are witnessing in the lubricants industry include shift to synthetics, digitisation of distribution, and a greater emphasis on Environmental, Social, and Governance (ESG) compliance. The customer today is more informed and companies which invest in training, product transparency, and digital convenience outperform their peers. The rise of toll blending, private labels, and online B2B platforms has redefined traditional routes to market.”

4. What has been your experience working in Africa’s lubricant market, and what advice would you give to companies looking to enter or expand in the region?

Africa is a high-potential market, but it demands patience, flexibility, and trust. My experience in Nigeria, Kenya, Egypt, and Ghana taught me that long-term success comes from offering credit support, maintaining a consistent supply, and investing in education for local partners. My advice is clear: localise operations wherever possible, provide product training, and prioritise relationship-building over transactional sales.

5. Has Africa contributed to the success of the lubricants business in the Middle East? What differentiators do you see emerging in the African market in the coming years?

Absolutely. Africa has long been a key export destination for Middle Eastern blenders. Dubai, for example, is a re-export hub to several West and East African countries. I’ve worked with UAE-based manufacturers who ship both bulk and small packs to the continent. In the coming years, the real differentiators will be local blending capabilities and training. Countries like Nigeria, Kenya, Tanzania, South Africa, and Egypt are increasingly investing in domestic production. Additionally, the shift to cleaner fuels and newer vehicles will create a market for higher-spec lubricants.

6. You’ve worked with both global and regional brands. What strategies have driven successful market penetration for each?

Global brands benefit from technical authority and OEM approvals—as I experienced with Castrol and various German technology collaborations. Regional brands, such as Duckhams, thrive through pricing agility and local adaptability. What works across both is strong local partnerships, coupled with consistent technical and commercial support.

7. As the founder of ‘Lubricant Specialists’, the largest online community of professionals in this sector, what inspired its creation, and what impact has it had?

I founded Lubricant Specialists on LinkedIn to unite a fragmented industry. Today, it’s the largest online group in the sector with over 35,000 members. The platform enables professionals to exchange insights, foster global collaboration, and promote innovation. It has also supported industry events including ICIS, AMEA, Argus, and BOLAT, helping facilitate meaningful engagement and visibility for emerging technologies and professionals.

8. You have overseen toll blending operations in the Middle East. What is your assessment of the region’s blending capacity and technological readiness?

The Middle East—especially the UAE and Saudi Arabia—has surplus blending capacity. However, there’s a wide variance in technology adoption. While some plants are highly automated and ISO/API-certified, others still operate with semi-manual systems and even manual. There’s a growing need for investment in in-line blending, batch traceability, and sustainability metrics to stay competitive.

9. What opportunities and challenges define the current lubricants market in the Middle East?

Opportunities include the rising demand for synthetic lubricants, OEM collaborations, and regional expansion into Africa and South Asia. The UAE continues to be a key blending and re-export hub, while Saudi Arabia is investing heavily in infrastructure for base oils and finished lubricants.

The challenges are multifaceted—price competition from unregulated imports, inconsistent regulatory standards across markets, and volatile base oil prices that impact margins. Additionally, as sustainability gains traction, circular economy practices such as the use of re-refined base oils and environmentally responsible manufacturing will play a critical role in long-term competitiveness.

10. What major changes have you observed in the lubricants industry over the past two decades?

The industry has undergone significant transformation. The rise of synthetic lubricants, alternative fuels, electric vehicles, digitalisation of distribution, and increasing EHS requirements are reshaping business models. Customers are now more informed and expect transparency, traceability, and training from their lubricant partners.

Toll blending, private labelling, and digital B2B platforms have redefined market access. Importantly, sustainability has become a strategic imperative. .

“Sustainability and circular economy principles are reshaping the lubricants industry. The growing use of Re-Refined Base Oils (RRBOs), biodegradable formulations, and closed-loop recycling systems reflects a conscious shift toward reducing environmental impact. Companies investing in greener formulations, responsible packaging, and ESG compliance will lead the next phase of industry growth.”

– Bhupinder Singh