From meter to cash:
Process optimization & reorganization
The challenge
Many energy utility companies in Germany are struggling with the increasing complexity of energy industry processes, their IT mapping and application, regulatory adjustments that are sometimes made at short notice (such as the energy price cap in 2023), and silo-like collaboration structures characterized by strong specialist departments and low end-to-end integration across entire process chains. Customers are increasingly active participants in the energy market and expect, without exception, comprehensible and accurate billing from energy utility companies (suppliers, distribution system operators, and meter operators). Depending on the regulatory framework, IT software providers, and obligations towards other market players (TSOs, competitive meter operators, other suppliers, etc.), not only the intensity but also the volume of procedural tasks and the need for customer communication are increasing. To ensure long-term customer satisfaction and process stability, EWR recognized that it is not only the billing department and customer service that are crucial, but also the seamless end-to-end process chain and organizational structure from metering to cash.
The solution
A focused analysis phase identified and prioritized needs for action in the areas under investigation, namely processes, organization, data, and IT systems and interfaces. The project team then took the necessary direct action using an agile sprint approach to achieve rapid, visible success. In addition, the team conceptually developed end-to-end target processes and derived a suitable organizational structure for EWR. The key success factors were establishing end-to-end responsibility, streamlining market communication processes, and optimizing the organizational structure to best reflect the defined processes and responsibilities. In addition, there was a strong focus on the consistent use of digitization and the integration of AI applications. The role concept that was also developed further supports the clear delineation of responsibilities for employees and the continual improvement of core processes (e.g. through cross-functional roles such as key users, end-to-end M2C managers, data owners, and many more). EWR employees were responsible for the “mini-projects” used for implementation in each process stream, and success was measured in regular status reviews. To ensure sustainable use, the processes, roles, and key performance indicators for monitoring process stability were incorporated into the company’s in-house Integrated Management System.
The conclusion
Ensuring that an energy utility company provides high-quality services to its customers depends largely on data quality, smooth data flows, end-to-end processes, and strong employee cohesion. In line with lean management principles, target processes must be as streamlined and robust as possible against external influences, with clear responsibilities for employees and management. A corporate culture of joint problem-solving and open communication, as well as transparent key performance indicators (KPIs), play an essential role in this. In the course of this project, EWR was able to eliminate numerous legacy issues, strengthen KPI-based decision-making, and implement supporting digitization and automation tools (such as RPA, voice bots, AI tools, and BI reporting).
