The Transition to the Future
How GETEC aims to expand its market position
through good governance and digital innovation
The vision seems ambitious: GETEC is working with its customers to shape the innovative and sustainable future of energy and thereby achieve economic success. Crucial to achieving this vision is a strong governance structure. “At GETEC, governance is more than just a buzzword. It is a central element in achieving our targets,” explains Chief Transformation Officer (CTO) Guido Zimmermann. “Good governance ensures that all future transformation processes are transparent, structured and compliant.”
At GETEC, the transformation starts with the standardization and optimization of internal processes. Zimmermann puts it in concrete terms: “A crucial first step for us is the Group-wide standardization of financial reporting. The goal is to create synergies and leverage the resulting efficiency effects in full.” By introducing uniform ERP (enterprise resource planning) systems, GETEC is creating a transparent and efficient platform that integrates all business areas across national borders. “Governance has a key role to play in safeguarding the integrity and security of these systems and ensuring that everything runs smoothly,” explains GETEC’s CTO.
Digitalization is the main driver of transformation at GETEC, which is why new IT systems and technologies will be introduced in the years ahead. It is not only a question of replacing technical components with more efficient, state-of-the-art models. It is also about redesigning existing processes and structures in the course of digitalization. One example: How can the burden on GETEC’s employees be reduced by automating certain administrative processes? It is not just about replacing software or hardware but about analyzing entire processes. Guido Zimmermann summarizes: “The digitalization process is intended to help us achieve greater efficiency, at the same time creating the scope for more excellence. The mix of the two results in economic success.” Processes like these are also associated with the goal of increasing security, specifically the security of GETEC’s employee, customer and corporate information.
That is why, in the years ahead, the company will be implementing a modern data management system, among other things. This is intended to enable GETEC to store all relevant data securely and process them efficiently across all platforms. GETEC’s governance structures will ensure that these new technologies satisfy the highest standards of security and efficiency. As well as optimizing processes and developing new systems, it is essential to ensure the buy-in of all stakeholders. “Efficiency and excellence are created by the end users in their day-to-day work, which we must bear in mind in all our change processes,” says Zimmermann, underscoring the relevance of good training and onboarding measures, as well as continuous development opportunities for GETEC employees. They do not exist in parallel with our core business but are the very essence of GETEC. This means that, in the future, GETEC will be relying on the centralization of energy procurement and will optimize all its financing processes. These interlinked issues are a central element in GETEC’s transformation and the guarantee for tomorrow’s economic success. Zimmermann says: “By centralizing energy procurement, GETEC can make efficiency gains and, at the same time, increase transparency in this area. We will actively shape this process.”
However, transformation is not a one-way street but rather a process that should be based on dialog and learning. For example, GETEC will be sharing best practices in financial management with all its stakeholders as it seeks to improve financial excellence. Governance is the key to monitoring these processes and ensuring compliance with regulations, as well as any necessary amendments.
The goal of transformation at GETEC can be distilled into a single term: operational excellence. In strategic terms, the standardization of many processes and continuous improvement initiatives are aimed at increasing GETEC’s efficiency and building its strengths so that the company can make its ambitious vision a reality.
"Governance is the Cornerstone of Our Transformation."
Mr. Zimmermann, what role does governance play in the current transition phase at GETEC?
Governance is the cornerstone of our transformation. It ensures that all our initiatives are implemented in a structured, transparent and compliant manner. Without a strong governance structure, we would not be able to achieve our ambitious targets.
Could you give an example of a specific measure that is to be optimized by governance?
A good example is the planned standardization of our financial reporting. By introducing a uniform ERP system, we can greatly increase the transparency and efficiency of our financial processes.
How is the IT transformation supporting governance at GETEC?
The IT transformation is enabling us to implement more efficient and secure systems. Governance ensures that these new technologies comply with the company’s requirements and protect the integrity of our data.
What specific technologies will be implemented?
One thing we will be introducing is a modern data management system that enables GETEC to store data safely and process them efficiently – on all platforms and in all countries. This system will improve data security and increase the transparency of our processes, thereby contributing to our governance ambitions.
What challenges do you see in centralizing energy procurement?
Centralization has many advantages but is also associated with challenges such as market volatility and regulatory compliance. Effective governance helps us to manage risks and ensure the transparency and efficiency of the associated processes.
What new initiatives and projects are you planning?
One key feature is digitalization. An elementary aspect of that will be not only replacing technical components with more efficient, state-of-the-art models. It is also about redesigning existing processes and structures to reflect the advances in digitalization. Another ongoing project involves creating a culture of accountability and transparency across the company, fostered by regular training and an open communications policy.
Guido Zimmermann was appointed Chief Transformation Officer of the GETEC Group as of July 2023. He is a member of the GETEC Group Executive Committee.
Honesty, Integrity and Transparency
Governance starts with a strategy but evolves its effectiveness through implementation. A good example of governance practice is our new whistleblowing system, which creates transparency and supports whistleblowers. Our main priority is protecting our employees as well as our business partners and our business information. The clear rules and processes of GETEC’S governance system ensure that all stakeholders are aware of their rights and obligations. However, any violations should be reported immediately and without any fear of prejudice. GETEC’s digital whistleblowing system is the medium of choice for this and an important element of our corporate culture, which is based on honesty, integrity and transparency. For GETEC and its subsidiaries, both in Germany and abroad, compliance with the law, regulations and internal guidelines has the utmost priority. By ensuring the legal compliance and integrity of our conduct, we not only protect our company but also our employees as well as our business partners, customers, service providers and their respective employees.
Our whistleblowing system enables all stakeholders to report specific information about potential misconduct in confidence at any time. Such misconduct includes violations of laws such as antitrust law, corruption, human rights abuses, theft and discrimination. The system guarantees maximum protection for both whistleblowers and those affected and ensures that reports are processed fairly and in confidence after careful review and consideration of any specific evidence.
