OFC TECHNICAL × MOTOR OIL GROUP
The Strength of the Ecosystem. The Responsibility of Execution.
OFC Technical operates within the broader Motor Oil Group ecosystem — a diversified and integrated energy group with a significant presence across Southeastern Europe.
This relationship is more than an element of corporate identity. It places OFC Technical within an environment shaped by decades of industrial operation, complex engineering, disciplined capital investment, operational resilience and a deeply embedded culture of safety, performance and accountability.
AN INTEGRATED ENERGY & INDUSTRIAL ENVIRONMENT
Part of an ecosystem built to operate at scale.
Motor Oil has evolved from a refining organisation into a diversified and integrated energy group, with activities spanning fuels, electricity, renewable energy, mobility, alternative fuels and the circular economy.
Within this environment, OFC Technical develops specialised engineering and construction capability for complex infrastructure, industrial and energy installations, aviation infrastructure and building projects.
The relationship is institutional and develops within a shared industrial framework, where engineering performance is assessed against the requirements of critical infrastructure and continuously operating industrial facilities.
INSTITUTIONAL STRUCTURE
A clear corporate relationship. A demanding benchmark.
75%
OFC AVIATION FUEL SERVICES S.A.
Shareholder of OFC Technical and part of the broader Motor Oil ecosystem.
OFC TECHNICAL S.A.
Established in 2021, OFC Technical develops its own engineering, project management, procurement and construction capability.
25%
LPC S.A.
The remaining shareholding interest in OFC Technical.
Our growth is not based on corporate association alone. It is based on execution. Each OFC Technical project is managed against its own contractual, technical, commercial, quality and regulatory requirements.
The result is an organisation that combines the discipline and perspective of a major industrial environment with the focus and responsiveness of a specialised engineering and construction company.
MOTOR OIL GROUP — 2025
Scale with substance.
€11.5 bn
2025 Turnover
€1.1 bn
EBITDA 2025
>200k
barrels per day refinery processing capacity
1,500+
AVIN & CORAL fuel stations
€3.8 bn
investments during 2016–2025
~940 MW
net operational renewable capacity of MORE
Motor Oil Group figures, 2025.
FROM SCALE TO DAILY EXECUTION
Industrial discipline, at every stage.
Industrial and energy projects operate under conditions fundamentally different from conventional construction. Reliability must be embedded in design, interfaces must be controlled, safety must be part of engineering from day one, and procurement, scheduling, construction, commissioning and handover must operate as one integrated delivery process.
This mindset is embedded in the industrial environment in which OFC Technical has developed.
Technical decisions are evaluated in relation to constructability, operation, maintainability and long-term asset performance.
01
Cost, programme, resources, interfaces and technical deliverables are monitored through structured processes that maintain visibility and control throughout execution.
02
Materials, equipment and specialist services are evaluated against technical requirements, programme priorities, quality standards and lifecycle performance.
03
Site execution is governed by detailed planning, technical supervision, coordination and clearly defined responsibilities.
04
Quality is treated as an engineering requirement, while risk prevention is embedded in planning and execution — not left to final-stage inspection.
05
Completion is defined not simply by the end of construction, but by the verified readiness of the installation to operate safely and reliably.
06
OPERATING WHERE PERFORMANCE MATTERS
Where engineering performance is non-negotiable.
The expertise and culture within which OFC Technical operates are particularly relevant to projects where infrastructure must perform under demanding operational conditions:
• continuous or mission-critical operations
• complex mechanical, electrical and civil interfaces
• stringent regulatory and safety requirements
• high-value equipment and specialised systems
• brownfield interfaces and restricted construction windows
• demanding commissioning requirements
In such environments, a project must be understood as one integrated and interdependent system. This systems-based approach is fundamental to the way we work.
GOVERNANCE & ACCOUNTABILITY
The discipline behind the outcome.
Major infrastructure requires clear governance. Responsibilities must be defined. Decisions must be traceable. Risks must be identified early. Technical changes must be controlled. Cost and programme implications must remain visible throughout execution.
OFC Technical’s management and control systems are structured around accountability, transparency and continuous oversight, from engineering and procurement through construction, testing, commissioning and handover.
Safety
Safety by design.
Quality
Built into process.
Programme
Controlled execution.
Cost
Visible decisions.
Performance
Verified readiness.
ENGINEERING FOR WHAT COMES NEXT
Engineering for a changing infrastructure landscape.
Decarbonisation, electrification, alternative fuels, circularity, digitalisation and increasingly demanding environmental standards are reshaping both the assets being built and the way they must be designed and operated.
For OFC Technical, operating within this environment reinforces the need to continuously develop engineering and construction capabilities that respond to evolving infrastructure requirements.
THE STRENGTH OF THE ECOSYSTEM. THE RESPONSIBILITY OF EXECUTION.
The Strength of the Ecosystem. The Responsibility of Execution.
Our relationship with the Motor Oil Group places us within an environment of significant scale, strong industrial heritage and deep technical experience. Yet every project is ultimately judged by its own outcome.
A structure must perform. A system must operate safely. An installation must meet its specification. A programme must remain under control. An asset must be genuinely ready for service.
That is where corporate heritage ends and engineering accountability begins.
