In capital-intensive energy markets, rising cost pressure and higher capital costs are making strong performance a necessity rather than a differentiator. Performance improvement is now a core management priority to safeguard competitiveness, maintain financial resilience and allow for strategic flexibility.
We support clients in stabilizing margins and improving their cost positions, while strengthening operational performance through targeted CapEx and OpEx programs combined with
O&M excellence.
This includes end-to-end process optimization to address both structural cost drivers and day-to-day execution gaps across assets and commercial operations. A key element is portfolio optimization: we identify the few value drivers that truly matter, assess asset and business performance against them, and use these insights to adjust capital allocation toward activities that generate sustainable value.
In commercial functions, we strengthen margin management through improved risk control, hedging logic and a sharper understanding of customer and product economics. In operations, we redesign processes to increase transparency, reduce complexity and improve resource allocation. Organizational structures, governance and way of working are adapted to enable disciplined decision-making and consistent execution at scale.
Performance improvements are anchored in governance and management routines rather than treated as one-off initiatives. Clients achieve sustainable efficiency gains and stronger cash generation, operating with structures that remain stable even as market conditions tighten.
We supported a regional utility facing financial pressure and liquidity constraints, alongside declining EBIT in its core business and significant upcoming investment requirements. Our work focused on restoring financial stability while laying the foundation for sustainable growth in a capital-intensive and regulated market environment.
Our priority was to develop an integrated restructuring and financial planning framework with clearly defined, measurable financial targets such as equity ratio, ROCE, dividend capacity and EBIT margin. We established an integrated business plan and complemented it with a 13-week liquidity forecast to ensure short-term cash transparency. More than 100 concrete measures were identified and quantified to improve EBIT and reduce capital employed. These measures covered efficiency initiatives and structural cost reductions, alongside targeted portfolio adjustments. This included a strategic refocus on the core business around stable B2B and grid segments, combined with the divestment of non-core, capital-intensive activities.
The result was a realistic, achievable base case and a clear execution roadmap. This enabled the client to actively manage liquidity, close the EBIT gap and steer the organization toward full financial recovery.
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