Interview with Anne Rethmann, CFO Thüga AG

RETHMANN At the end of 2024, we developed a strategic orientation guide on AI strategy for our partner companies. In addition to a structured methodology for creating their own AI strategy, we also looked at the fields with the highest potential along the value chain of energy suppliers. It quickly became clear that there is potential along the entire value chain. A lot is currently happening at the municipal utilities in the area of sales and customer service; various solutions are already being used here. But there are also links between energy generation, grids and trading. There is particularly high potential in the area of forecasting: predictive maintenance, load forecasts, weather impact, market developments/trading forecasts. In grid management, on the other hand, AI can analyze grid stability in real time and optimize load flows. 

RETHMANN In the next five years, AI will not only support operational management but will take over autonomously in many areas. We are talking about real-time decisions based on complex data streams - be it for grid stabilization, load distribution or maintenance planning. The revolution lies not only in technology, but also in the speed, scalability and precision with which processes can be optimized. However, this requires a profound change in data quality, system integration and governance. 

RETHMANN The next "quantum leap" in the field of AI is very difficult to predict. In any case, the speed at which the technology is developing is impressive. In generative AI, we are currently seeing a strong development towards multimodal models and so-called AI agents - i.e. AI applications that interact independently with each other and automate process steps through collaboration. This is where I continue to see the greatest leverage: automation. The real quantum leap is probably in integration - when automation, forecasting and control are no longer thought of separately but implemented as an intelligent overall system. 

RETHMANN In the energy industry, where electricity generation and consumption must be balanced at all times, we have to use AI to bring together the increasingly flexible generation from renewable energies with the varying levels of consumption - and with good grid and load management. We therefore always have to look at the entire value chain, and a single project will hardly be enough.  

I would therefore prioritize a company-wide AI-supported forecasting and control system for the grid and generation. The challenges of the energy transition - volatile feed-in, increasing loads, decentralized structures - require an intelligent learning system that not only reacts, but also proactively controls. Such a project would have a direct impact on security of supply, efficiency and sustainability. 

RETHMANN In the energy industry, the issue of affordability is at the forefront, both for citizens and for the economy. Digitalization is an important enabler for implementing data-driven and automatable processes cost-effectively and efficiently. Therefore, investments in digitalization and AI are not a nice-to-have, but an integral part of any energy company's strategy.  

At Thüga, we rely on three principles: First, modularity - investments must be flexibly scalable. Second, partnerships - risks can be shared through cooperation with technology providers and start-ups. And third, strategic roadmaps - we prioritize projects that offer both short-term efficiency gains and long-term transformation potential. 

RETHMANN In many aspects, adapting to the new technology means completely rethinking the way we work. Take the keyword flexibility: With the increasing use of smart meters and other measuring instruments, quarter-hourly data on energy consumption and generation will be available. Devices such as heaters, batteries and electric cars will be controlled in a price-optimized manner. AI-based forecasts and algotrading will optimize trading, and digital grid management will control energy transmission. All of this will only succeed if managers and employees understand the importance of data management and the possibilities of automation and empowering their organization accordingly.  

The pace of technological development is rapid - but our social, political and economic conditions are more uncertain than they have been for a long time. Managers must therefore recognize business opportunities, drive change and take their teams with them on this journey and, in particular, encourage and empower them - a responsible task. It is important not to lose sight of clarity and compass in this transformation process, but to always stay close to the people.