Maximize competitiveness

Bolster enterprise resiliency

Reduce risk exposure

Improve safety

A world of uncertainty and fragility but also opportunity

During times of global uncertainty and economic fragility, your business faces new risks and challenges. External pressures—sustained volatility and disruption to global supply chains, fluctuations in commodity prices, and rapidly evolving legislation, among others—come head to head with internal pressures like the ability to meet covenants, keeping staff and communities safe, and unprecedented social and sustainability challenges.

Using traditional frameworks of the past may no longer suit your business model because the sources of value are also evolving. And making decisions with limited facts and weak market signals is riskier.

As a result, themes such as operational efficiency, rigorous investment decisions, safety, and risk management are taking on a whole new meaning.

Now more than ever, we’re being asked to step up and embrace a new normal. It will require swift and proactive decision-making, embracing change and adaptability, fostering open-mindedness and innovation, prioritizing connectivity and collaboration, and being prepared to expand our horizons.

Navigating this new world requires smarter approaches to business transformation and optimization. With the right approach, short-term stabilization and long-term resilience are within reach. With the right partner, you can do both while championing world-class innovation to meet future challenges head on.

Let’s take advantage of this unprecedented opportunity together.

Hatch is here for you

By bringing an intimate understanding of your sector’s value chain and your organization’s unique operational and technical needs to the table, we can help you address the immediate challenges you face today while building a holistic approach for long-term business success. We can help you maximize your competitiveness, lower costs, and build a more resilient and profitable business.

Let’s explore how we can help your organization embrace new norms to transition to a better future.

  • Optimize capital project portfolios in an environment of reduced budgets and limited financing opportunities.
  • Adopt effective capital planning strategies to maximize risk-adjusted returns on your invested capital.
  • Dramatically improve your projects’ business cases by challenging design assumptions, debottlenecking the flowsheet, or reconfiguring the project and its execution.
  • Support divestments and corresponding opportunities to acquire assets at values that provide a platform for substantial returns.
  • Understand market evolution to support your investment decisions, capital projects, M&As, and capacity building for your operational assets.
  • Redesign and right-size your organization to reinforce your operational flexibility, resilience, and organizational capabilities.
  • Establish a proactive asset and maintenance management program—one of the most important pillars of sustainable business strategy.
  • Ensure rapid and safe facility shutdowns and, when returning to full capacity, rapid and/or restricted ramp-up.
  • Accelerate your digital transformation with tangible and practical opportunities.
  • Navigate today’s increased need for social and environmental responsibility.
  • Improve risk governance and bolster enterprise resiliency so your organization is better prepared to prevent, mitigate, and respond proactively to unexpected situations, materially unwanted events, and global economic uncertainty.


The journey to effective risk mitigation


Heavy-tailed risk events and how to deal with them

Pouya Zangeneh
Studying the tails of distributions is essential for risk management. Whether in probabilistic risk assessment or even in qualitative hazard studies, risk management aims to understand tail events. Risk measures such as value at risk or expected shortfall are essentially measures of the distributions’ tails. So, if you’re concerned about your project cost overrun risks, for example, you’re worried about the tail of the cost distribution.

Strategies for positive change


A tale of three scopes: Part 2

Matthew Tutty
In addition to scope 1 (direct emissions) and scope 2 (purchased electricity, heat, and steam), many organizations now have scope 3 emissions reduction targets in their climate change strategies.

The right approach to Canada’s population and cities

Michael Sutherland
Hatch's Michael Sutherland shares insights on how to holistically approach Canada's population and city development opportunities. As the country's population grows due to immigration, it is critical to plan and deliver infrastructure and population growth in a manner that benefits people, the economy, and the environment. Sutherland highlights the importance of transit-oriented community (TOC) development, which promotes active transportation and concentrates development and activity around public transportation nodes or corridors.

A tale of three scopes: Part 1

Matthew Tutty
There is growing recognition of the significance of value chain emissions, known as scope 3 emissions, in the climate change strategies of metals and mining organizations.
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Transition to a better future.