Energy, resources and environment

The trends in the energy sector are changing, we are in a period of energy transition. The energy sector, the management of resources and infrastructures and the environment are essential for economic growth. As we know, the climatic change and the resulting energy transition have accelerated in recent months and it’s a problem that the oil and gas industry faces.

Energy, resources and environment

The society's awareness of this climate change, the exchange of business models and the attempt of the world climate agreements to curb greenhouse gas emissions and curb global scalding, are the greatest causes of transformation.

There are many economic and social aspects that are causing this transformation among which there has been the unstoppable rise of renewables: the battery revolution is strong and driven by the incipient industry of electric vehicles and technological leaders.

The change in the social and demographic paradigm means that the majority of gas and oil companies need to transform themselves in order to achieve more profitability and maintain themselves in a relevant position during and after the energy transition. Knowing the cliffs and creeks that energy companies face is key to being able to manage them properly.

For this reason, it is important to take into account the transformation of the commercial strategy and operations in order to respond to a new context of customer management. The optimization of the operations of the businesses profiting from the opportunities of the new technologies. The milestone that  brought the  deficit  that allowed the maintenance of the competitiveness of the business.


Derived from the new energy consumption model, companies have had to adapt to regulatory changes. Here it will be important to promote the digital transformation that allows the energy, resource management and environmental sectors to adapt to our new management models and future consumer habits.

In front of  this environment, we have at the disposal of our clients our knowledge, experience and methodology to face the representatives of the energy transition. Contributing to the companies more competitiveness, innovation and sustainable profitability, supporting them in the process of optimization of operations and transformation: effectiveness and efficiency in the execution of operations, cost reduction or management improvement commercial and the best knowledge of clients.

  • Upstream and Downstream operations in oil and gas
  • Effectiveness and efficiency in the execution of productive operations
  • Client credit and risk management
  • Models of contracting and certification of services
  • Waste and environmental management

Digitization and automation to optimize operations

The company

The client is the world 's leading company in the extraction and treatment of base minerals for the manufacture of products in various sectors of agriculture, food and engineering materials. In Spain it has several mines and treatment plants, and a turnover of over € 250 million, employing more than 1,700 employees (2021 data). 

The challenge

Our client was in the middle of a company transformation to ensure long-term sustainability. During 2021, the investment to reduce the company's environmental impact was more than 10 million euros and a reduction in waste generation of close to 5% was achieved.

The global industry situation was defined by low prices worldwide and high operating costs that put the profitability of the business at risk. Especially high were the operating costs of ore treating at the plant.

The client asked DOT to quantify the optimal headcount necessary to operate the ore treatment plant, defining the optimizations to be done and establish a transition plan.

Digitization and automation to optimize operations
Our answer

Thanks to an exhaustive review of the workload in all the operating positions and the review of the versatility of the employees, DOT was able to detect and implement the transition plan:

  • Technological improvements were identified for the automation of some key activities with the aim of reducing the workload of potentially eliminable positions.
  • The functions and responsibilities of the operating positions and middle managers were redefined for each of the phases of the proposed transition plan.
  • A 3 -year transition plan was defined, with an amortization target of 40% of the actual positions, thanks to the implementation of technical improvements (automation of inspections, replacement of low-performing equipment, new control room) and operational improvement (planning improvements, new roles and greater control of the activity).