The transformation of large companies already affects their activities and results. Suppliers of energy and public services with decades of history correct their strategies in order to get effectiveness, diversify their proposal and respond to new market requirements, without losing competitiveness in an increasingly difficult environment.
“Totlenergies in Argentina is an actor with multineuria. This means that we are working in gas production in Niken and Thierra -Dod -as well as renewable parks, ”said Katherine Remi, General Director of the total number of Australian and country associators of Argentina. The company from French capitals is about 25% of the total gas production in the country and in the Australian basin has more than $ 6,000 million.
Its global strategy has two pillars. “When we are talking about the energy transition, we refer to the creation of a model in which hydrocarbons will still be necessary, so we retain this pillar as number one. And the second is the development of electricity production, in particular renewable, in particular, we are moving towards the energy future, ”he said.
A specific sample of this vision is the Phoenix project, an offshore platform that began to work in September 2024. Fénix works at the level of 37.5% for total, and the same percentage of the German Wintershall Dea and 25% of the local pan -American energy. It provides 10 million cubic meters per day of gas, which is 8% of the current national demand.
Sustainable development
In addition to productive projects, the company seeks to build a strong relationship with the provinces where it works with communities. “Sustainable development for us implies a decrease in the carbon trace of our activity, caring about the environment and relations with the provinces in which we are present in order to share the value that we create. In this sense, education is a key axis, ”he said.
From another strategic sector, such as the distribution of gas, Metrogas also collided from the path of a deep reconnect. “The Metrogas transformation process began in 2020. It is based on six strategic leadership principles. The most relevant is that the client puts the client in the center of our actions, ”said Sebastian Mazzamchelli, the general director of the company.
This roadmap also includes operational efficiency, development of human capital, stability and a new form of institutional relations. But one of the most powerful tops was a digital jump. “We are very based on digitalization. But not like a fashion, but we are trying to find out what are the processes in which we can get an improvement in what customers receive, and, at the same time, improved costs and internal efficiency, ”Matstzchelli explained.
The company has adopted a model of operational superiority based on indicators. “This led to a large analysis of how we did our process, he said. And he came to the conclusion: “First of all, we strive to constant improvement thanks to innovation. “
