Case Study

Business Processes at a medium-sized Energy System Provider

Structuring of Business Processes at a medium-sized Company

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Company Details

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

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Situation and Challenge

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

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Objective and Challenge

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

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Measures and Approach

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

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Result and Achievements

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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