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The energy sector in the Spanish economy has some quite specific features which justify the design and application of its knowledge based management models. The most distinguishing features of the energy sector is its close relationship with the industrialization of the country, its strong strategic value or "spillover effects" on other industries, making it one of the fundamental pillars of its welfare state, and its tendency to follow a non- competitive market model, which, however, in recent times is substantially changing with the policies of privatization and liberalization undertaken by the European Union. From an internal perspective, the energy sector has tacit knowledge, organizational culture values, know-how, and technical and organizational capabilities that are unique and not found in other sectors. Furthermore, within the sector is where one can acquire, build, develop and improve, not only because of the required years of training and experience, but also because of conditions conducive to learning. The creation, capitalization and sharing of this specific knowledge involves the design of robust and effective knowledge management models for: identifying hidden knowledge and skills; the inventory of experts; the most appropriate with-hold, capitalization and assessment methods; and the transmission of knowledge and know-how and the selection of who will receive the knowledge. Knowledge management also determines the necessity for training and updating, particularly important are those that arise every day in this sector, such as new regulatory requirements, improved technical skills or greater operating experience. The case studied is a company from the energy sector, located in the province of Burgos. For this work, a total of 120 tasks / functions have been analyzed, identifying 142 skills and critical knowledge, with corresponding attributes and characteristics such as the level, the degree of difficulty of its implementation, its impact on key aspects of the company, how and with who to get the result of the execution of each task, people who know the consequences of their absence or methods and more effective transmission times. After this diagnosis, in a second phase, we investigated the consequences of the state of knowledge in the company, which has been used to propose the necessary performance and operations for the identification, with-hold, protection and capitalization of critical knowledge to the continuity, permanency and value creation of the studied company. This data set is completed with the design of an ambitious but necessary communication policy, including the support and commitment of managers, the adoption of culture and values aimed at recognizing the importance of knowledge, concrete goals, language which should be adapted to and understandable by workers, and multiple channels for the generation, enhancement and transfer of knowledge [ABSTRACT FROM AUTHOR]