One of the ways to answer the disturbances caused by the economic crisis is implementing programmes of reengineering with the aim of increasing company’s productivity and efficiency. For companies which head for recovery and realization of competitive advantage, reengineering as a process of implementing radical innovations is not a choice, but the necessity. In that way, the company realizes expense efficiency, higher productivity, loyalty of existing customers and it attracts potentially new groups as well. Business process is placed in the midst of the transformation by reengineering. With the varying degrees of radicalism, it is being changed, or totally new process is being introduced. There are more reasons for realizing radical changes of the business process. Reasons can have internal or external nature, depending on where the appearing problems arise from: the management realm, the employees, organizational structure, production, the offer package or the situation at the market. Furthermore, apart from the focal point of the problem, it is necessary to consider the nature of the problem itself, as well as the urgency degree of solving one in order to compose the list of priority processes which should be submitted to the reengineering as soon as possible. The paper explains the example of reengineering by introducing a new business process - for example, biogas production process. Multiple advantages that emerge from that process bring competitive and financial strength to the company and they are significant on a wider scale, due to more and more actual concept of sustainable development based upon protection of the environment by using renewable energy sources.