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Corporative Evolution

2013 – Present
Consolidación en Renovables

Currently, OTEPI has credentials of a successful execution, recognition in the markets it serves and structured management of national and international capacity. Always supported on three key elements always pursuing the goal of being “the company in engineering and projects in all the markets we serve,” these elements are: Excellent human talent, Being an international company and Having an excellent performance.

With that vision, Renewable OTEPI Unit aims to provide customers optimal, robust, stable and efficient energy solutions through the integration of our people, processes, technologies and financial resources in order to add the maximum value across the value chain.

2007 – 2012
International Expansion

Supported by an excellent team of professionals, in 2007 the development of initiatives related to renewable energy generation is undertaken, leading at that time to a new business unit: Energy Services, which is currently OTEPI Renovables.

In 2006 the first project in Spain, which served to identify the framework conditions of business in this country and allowed us to be prepared to meet the demand for engineering services of the major Spanish companies I & C materialized. With the presence in Venezuela, USA, Spain, Mexico, Colombia, further serve these markets, projects for the Middle East and North Africa.

2002 – 2006
Export of Services

The group formed by Total – Repsol – Inelectra and OTEPI, is the winner of the tender for the exploitation of gas fields in the North and Yucal Yucal Placer Placer Sur. From that time the Corporation assumed a leading role in the business and operation of gas fields in Venezuela. Moreover, we tried EPC projects in Venezuela, Panama, Peru and Colombia that strengthened our capabilities as a general contractor and progress in the internationalization strategy.

1997 – 2001
Diversification of Services

By late 1998 the Operation and Maintenance Division is created. That same year the internationalization facing the Latin American market. During 1999 and 2000 a new growth strategy is defined to specify conversion to service a global corporation.

Continued growth and strengthening. In the first quarter of 1999, OTEPI acquires 50 percent stake in the construction company GBC Ingenieros SA Contractors and diversify, to direct construction market.

1990 – 1996
IPC Projects

Venezuela began investments related to the Oil &Gas aperture, which demanded significant challenges to national companies, due to, the market movement from a single customer to a diversified market with customers in different countries. OTEPI made changes on its organization and infrastructure that enabled it to acquire new customers and realized several EPC and EPCM projects, some of these in alliances with foreign companies..

Those alliances transferred OTEPI an important “know how” with significant challenges on communication and intercultural relationships.

At this stage, OTEPI started its evolution from engineering company to a general contractor company assuming responsibility for executing EPC / EPCM projects, which allowed the development of organizational capabilities, procedures and training of professionals. Some Projects were concretized in partnership with local and foreign companies, for example: EPC plant Lama executed in Pritchard, The Furrial with Black &Veatch, SINCOR EPCM project, among others.

1985 – 1989
Engineering Services

OTEPI was consolidated in the period between 1985 and 1990 as an important engineering services company, ranking among the best in the country in the Oil & Gas Sector, and as the first in the steel sector and basic industries.

1975 – 1984
Special Studies

OTEPI venturing into project implementation multidisciplinary engineering design, especially in the infrastructure sector and industrial and decides to enter the oil sector.

1967 – 1974
Foundation and Consolidation

OTEPI was created on November 22, 1967, starting activities in the area of mechanical engineering and consulting services for the preparation of special studies, particularly in the areas of planning and regional development.