WHAT WAS THE STARTING POINT FOR TWL'S REALIGNMENT?
KLEUKER / It was clear to us relatively early that the liberalization of the energy market would result in decreasing margins in our core business, and at the same time that the energy transition – as well as growing requirements in the area of energy efficiency – would lead to declining sales quantities. Digitization was identified as a further challenge, for example because of intelligent measurement systems and the need for data security which demand a completely new IT infrastructure.
HOW DID TWL RISE TO MEET THESE CHALLENGES?
KLEUKER / With a wide range of measures. We used the TWL 2020 strategy and a restructuring process to align our organization to the demands of the future, and are implementing an excellence initiative to optimize our efficiency, quality, and customer orientation. We have also invested heavily in external growth.
WHICH BUSINESS AREAS IS THAT INVESTMENT FOCUSED ON?
KLEUKER / The transformation from a traditional energy supply company to a nationwide energy service provider can only be successful if we have a greater digital presence – and so we’re primarily investing in IT infrastructure. Through new associated companies, our portfolio now includes monitoring, control, and analysis software for decentralized plants, as well as cloud solutions for the energy industry, among other products and services.