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Structuring of Business Processes at a medium-sized Energy System Provider

Case Study

Business Processes at a medium-sized Energy System Provider

Structuring of Business Processes at a medium-sized Company

Corporation consists of holding plus 8 operative sales subsidiaries and assembly operations); 2021 sales: 67 Mio. EUR; 2022 sales FC : 240 Mio. EUR; > 100 staff at 2 locations
Consulting, planning and installation of fully functional PV solar plants; 12.000 PV starts-of-construction p.a. (2022)
Production of plant equipment and parts by long-term partners; 1.500 sales partners, regional assembly partners, and service providers

Steady high growth rate (> 300 % p. a.), M&A projects; business structures still as if small business
PE strategy approach 2023: preparation for SPAX/IPO (Anglo-European investors); international corporation guidelines (IFRS)
Single-entrepreneur business functions (one-man-show); stand-alone financial accounting processes; no integrated ERP, no HR function

Creation of FI/CO/admin team, staffing of a FI chief, draft of monthly and yearly accounts (HGB, IFRS)
Establish and define monthly KPI reporting to PE HQ, Financial and business planning, controlling at locations and development of FI/CO standard processes
Decision template for IT change towards a fully integrated FI/CO standard S/W, international, buy-&-build-strategy

Recruitment of 4 FI/CO professionals + 1 FI manager for group holding; Qualification measures IFRS Workshop; S-factoring, etc.
Creation of internal accounting; improvement of processes (monthly report); liquidity planning; internal controlling
Introducing LOYOS Bi (reporting tool) for reporting to MD / shareholders

1st time furnishing of reports, starting Q1/2022 (Loyos); monthly reporting to MD and shareholders C+10
Timely financial statement (August 2022) for initial consolidation 2020 and JA audit 2021 (KPMG)
Cost reduction by introducing budget accountability of heads of departments; coordinated spending; controlling

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Integration of HR Activities and Processes

Case Study

Integration of HR Activities and Processes

at a Powertools distributor

US Private Equity Company rapidly expanding its operations worldwide
Industry Sector: sales of aftermarket parts for outdoor power equipment –
Integration of 3 recently acquired small companies in Belgium, France and Netherlands

3 small companies ( +/- 50 empl.) where HR-processes are limited to pay roll activities and personnel administration
Manage the integration and change to a larger organization with more elaborated processes, tools and different culture

Develop a correct and detailed inventory of all HR activities & processes
Check and verify compliancy with local regulations – social legislation – tax regulations – practices
Implement/improve GDPR awareness and practices

Detailed reporting re. pay roll and tax practices, pension schemes, various benefits, overtime, …
Inventory of HR activities and processes ex. Onboarding process, performance management, …
Define GDPR-gaps and set up GDPR action plan

Realization of a correct, complete and detailed database of personnel administration data, benefits, social legislation and practices
Developed regular reporting re. the above-mentioned topics
Implementation of cultural change projects ex. Ambassador Value Program
GDPR action plan and GDPR documentation completed
integration-of-hr-activities-processes

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