Motor Oil Hellas / Energy Focus

MOTOR OIL HELLAS

MOTOR OIL HELLAS

Refining and Reshaping

a Sustainable Future PRODUCTION: Tommy Atkinson

Over more than half a century the Motor Oil Group (Motor Oil) has forged a long-held leading role in the refining and marketing of petroleum products with a refinery of incredible complexity at its core. From oil and gas Motor Oil now sets forth on a transformation to an integrated energy conglomerate with an industry-leading digitalisation strategy the crux of the journey.

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INDUSTRY FOCUS: FUEL

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Headquartered in Athens with an almost 3,000-strong staff compliment, Motor Oil’s 82 companies span the broadest range of refining, distribution, and many further activities in the wider energy spectrum. Founded in 1970 and refinery operations commencing in Corinth two years later, Motor Oil has now swelled to a group with the might to produce €6 billion in turnover and one possessing more than 1,500 gas stations in Greece, Cyprus, and Southeast Europe.

A leader across the sectors of crude oil refining and marketing of petroleum products in Greece and the greater eastern Mediterranean region, the core of Motor Oil’s business is in the refining, supply, and trading of high-quality petroleum oil products.

The company owns and operates one of Greece’s four oil refineries, and it is among Europe’s top and most modern - its rating of 11.54 according to Nelson’s industry-revered index

makes it Greece’s most complex refiner.

Motor Oil’s ancillary plants and fuel distribution facilities combine to form the largest privately owned industrial complex in the country, and afford the capacity to process various types of crude oil and manufacture a wide range of oil products.

SUSTAINABILITY STRATEGY While Motor Oil’s state of the art, 186,000 barrels per day Corinth Refineries will continue to serve customers’ needs long into the future, supplying the entire range of refinery products, since 2018 the group has also been actively and increasingly engaged in the supply of electricity and natural gas to final customers, and since 2019 in the electricity production sector via investments in wind and solar energy.

As Greece joins the rest of the globe in exploring lower-carbon electricity generation, it is clear that investments in renewable energy supply - which are expected to be mainly both onshore

and offshore wind, solar, and storage facilities, as well as the increasing penetration of more efficient natural gas-fired generation - will be the key drivers for meeting crucial CO2 emission reduction targets. “We are an energy group that creates value with consistency and responsibility,” Motor Oil stresses, a commitment borne out in its response to the challenges of sustainable development, building a short, medium, and long- term strategy in the pursuit of a net zero future.

“The energy industry is going through a profound change, driven by carbon reduction targets and consumer preferences,” the company recognises.

“The group’s decarbonisation process is moving fast and accelerating as a strategic response to global and local changes in the energy sector and the economy but also due to the pressure from the institutions, investors, society and the market.

“Both the investments in renewable energy sources and the ambitious

// BOTH THE INVESTMENTS IN RENEWABLE ENERGY SOURCES AND THE AMBITIOUS STRATEGIC PLAN DEMONSTRATES THE GROUP’S DETERMINATION TO DRIVE THE ENERGY TRANSITION AND REMAIN A SUSTAINABLE FUTURE-PROOF ENERGY CARRIER //

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MOTOR OIL HELLAS

strategic plan demonstrates the Group’s determination to drive the energy transition and remain a sustainable future-proof energy carrier.”

Motor Oil’s strategy has been developed in accordance with the European Green Deal, the Paris agreement and the UN Sustainable Development Goals, with the evolution of its pioneering refinery one of the key pillars underpinning its strategic priorities. “In addition to investing in new and more advanced products, significant refinery projects have been implemented to improve energy efficiency and electricity autonomy,” the company explains.

“Motor Oil is one of the largest industrial units that installs batteries in its facilities to support energy needs, while projects related to digital transformation are implemented at the refinery and other activities of the company.” Nikos Giannakakis, CIO, highlights news of huge significance regarding the group’s renewables portfolio, in the form of the acquisition of a 30% stake in Ellaktor Group, for €182 million.

This is twinned with a framework agreement with Reggeborgh Invest B.V., Ellaktor’s largest shareholder, for 75% of Ellaktor’s RES business consisting of 493MW operating portfolio and 1.6GW pipeline, for the equivalent of €1 billion enterprise value.

DIGITALISATION TRANSFORMATION In part sparked by the onset of the Covid-19 pandemic, Motor Oil’s digital strategy and digitisation of manufacturing processes have been subject to a concerted acceleration. At the end of 2020 Giannakakis reported that, “in the last two months we’ve seen two years’ worth of acceleration,” as Motor Oil elected to press forth with its investments in technology and the continuation of its digital programme.

“Despite the challenging times, we continued investing as we had initially planned,” Giannakakis confirmed. “The pandemic in fact accelerated many of

the planned systems changes already in place within our transformation journey.

“At the peak of the crisis we developed a digital planning tool that allows our employees to perform their daily business,” he relayed, speaking of Motor Oil’s resilience and innovation in the face of challenges wrought by the situation; on the manufacturing side, meanwhile, Motor Oil pioneered the concept of a smart factory founded on five key tenets: engineering, production, asset management, workers and optimisation of processes, all are digital throughout.

“Everything to do with the smart factory is classified in those five pillars,” he explained. “With the help of our partner ecosystem working in each of these pillars allowed us to achieve increased production, reduced downtime, reduced production cost, and focus on product optimisation.

I think we are going to live in a new reality where our priorities and our digital transformation will be accelerated, but now we’ve added sustainability into the mix too.”

Since its founding in 1970, Motor Oil Group has been best known as an oil and gas manufacturer with the second largest refinery in Europe

affording distribution to large industrial and commercial customers. It has transformation deeply embedded within its DNA, and today the group’s profile encompasses much greater diversity to number investments in solar and wind, direct-to-consumer electricity and natural gas solutions and media and trading businesses.

Giannakakis joined Motor Oil Group at the beginning of 2020 as the company’s first CIO and member of the executive management team.

In no time at all he has been charged with implementing a strong digital culture, helping to transform the group’s current operations to focus on a better customer experience and promote digitisation in what was a traditional oil and gas business.

“Operating a large and complex refinery representing the majority of the Group’s revenue has obvious priority,” Giannakakis states. “Increasing equipment availability while reducing maintenance cost, minimising businesscritical equipment shutdowns and providing performance visibility of refinery equipment to facilitate business decisions are outcomes that have Continues on page 7

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MOTOR OIL HELLAS

In 2022 Motor Oil Hellas celebrates its 50-year anniversary which coincides with ENOIA’s 35-years anniversary. ENOIA during all these 35 years is serving Energy and Industrial Sectors, including the Greek Refining Industry, while MOH is one of our key Clients over the years. In ENOIA we are proud of our continuous cooperation with MOH for whom we have delivered several projects, ranging from conceptual / feasibility studies to basic and detailed engineering design or even construction management and supervision.

ENOIA is a Multi-Disciplinary Engineering and Project Development Consultant with a proven track record of 35 years in major international industrial projects. Its activities comprise the full spectrum of engineering services, ranging from professional advice on a particular problem to comprehensive planning and engineering design for industrial projects.

ENOIA provides a wide array of services to its customers and end users throughout all stages of project implementation including, but not limited to: • Project Management • Consultancy • Conceptual Design, Feasibility Studies, Initial Project Planning • Basic Design • Front End Engineering Design (FEED) • Process Design • Detailed Engineering • Mechanical • Piping (including 3D modeling and Stress engineering) • Pipelines (including Surge Analysis and Stress engineering) • Electrical • Instrumentation & Control Systems • Civil & Structural

Continued from page 5 resulted from automated machine learning and augmented analytics.”

Giannakakis oversaw the creation of an end-to-end process to elevate customer insights, and support business resilience and customer satisfaction through periods both of stability and volatility.

“Analytics and insights are helping Motor Oil better understand store performance, shopper behaviour, and the impact of Covid-19 on the business through artificial intelligence (AI) and machine learning,” Giannakakis expands, of SAP SE’s strategic planning tools which are proving integral to grouplevel planning, budgeting, forecasting, and financial consolidation capabilities

• • • • • •

Permitting Services Project Control Services Document Control Services Procurement Services QHSE Services Construction Management & Supervision

Over the years, ENOIA has successfully managed high profile and large-scale projects for reputable international Owners and / or Contractors, such as MOTOR OIL HELLAS, DEPA, DESFA, ELDORADO/HELLAS GOLD, SAUDI ARAMCO, REPSOL, TOTAL, QATAR PETROLEUM, J&P, ARCHIRODON, HITACHI ZOSEN INOVA in a host of different industry sectors, including among others Oil & Gas, Refineries, Hydrocarbon Processing & Natural Gas industries, Tank Farms, Loading and Unloading Terminals, Floating LNG Assets, Energy from Waste, Mining.

With the initiative to provide services always in compliance with the higher standards, in order to satisfy the customers’ requirements, ENOIA has developed and put into place a Quality Management System (QMS) compliant with ISO 9001:2015, ISO 14001:2015 and ISO 45001:2018 requirements. The QMS provides the framework for the performance and control of activities with an impact on our products and, therefore, on Customer satisfaction.

as well as compliance with financial reporting standards. “We are following SAP’s model to become an intelligent enterprise,” Giannakakis adds, ‘’and the transformation to a leaner, faster, more efficient organisation is succeeding.”

The boundless innovation, creativity and resilience on show at Motor Oil as it forged ahead with advancing the businesses captured the attention of IDG’s CIO - the executivelevel IT media brand providing insight into business technology leadership - at the 2021 FutureEdge 50 Awards. “This year’s class of winners are creating a future edge for their organisations through technology,” the brand stated.

As Giannakakis concludes, the benefits of digitalising production

and operations and the introduction of intelligent monitoring and control systems speak for themselves. “A culture that is agile and can adapt and thrive in change is a culture of success,” he states, “and change comes through innovation. The overall outcome of these initiatives is enhanced production and the ability to balance shifting supply and demand with pricing and increased energy efficiency, which ultimately supports a resilient and profitable business environment.”

WWW.MOH.GR

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Published by CMB Media Group Chris Bolderstone – General Manager E. chris@cmb-media.co.uk Kiln House, Fuel Studios, Pottergate, Norwich NR2 1DX T. +44 (0) 1603 855 161 www.cmb-media.co.uk CMB Media Group does not accept responsibility for omissions or errors. The points of view expressed in articles by attributing writers and/ or in advertisements included in this magazine do not necessarily represent those of the publisher.

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