A company’s non-financial performance indicators make a major contribution to its success in the long term. Conergy treats the non-financial performance in- dicators that were established and expanded as part of the Company’s realignment in the past few years as leverage that makes Conergy not just more efficient but also more attractive.
Employee qualification
Conergy Group’s employees are its bedrock. Through their identification with the Company and their
commitment to its defined goals they make a decisive contribution to its success. In addition to targeted training and further education measures, a high level of empowerment serves to foster employees’ potential. Internal personnel programmes as well as the annual employee development review and dialogue support this process. We are also recruiting highly qualified and experienced professionals as necessary. Remu- neration models that reward individual performance through variable, performance-based compensation enhance employee motivation.
Code of Conduct
This Code, which is binding for all Conergy employ- ees, is the ethical foundation of all business activities and describes the values, principles and practices of the Conergy Group. In addition, it describes the fundamental ethical and legal duties of the Conergy Group’s employees and corporate bodies as they con- duct their business. Compliance with these standards is monitored by a Compliance Committee. The Com- pliance Committee works to ensure that absolutely everybody in the Company abides by the same high ethical and legal standards; it also serves as a point of contact for employees.
High level of technological flexibility and independence
Conergy has aligned its own production and its port- folio of suppliers such that it is able to access different state-of-the-art technologies in photovoltaics. This enables it to be as independent as possible in techno- logical terms and ensures at the same time that its product portfolio is attractive for a diverse range of customer groups. Conergy is not dependent on any one particular PV technology and thus is able able to react to innovations in photovoltaics. It is precisely this independence from specific technologies that enable it to cushion bottlenecks in the availability of many base components.
Extensive references and engineering expertise The construction of a multitude of PV units both at home and abroad in the past 13 years has given Conergy a vast well of experience to draw from. The Company’s portfolio of services and its expertise range from planning and construction of small facilities to electrify remote regions to project development and implementation of multi-megawatt PV farms. Conergy ensures the installations’ optimal construction and
operation over their entire useful life with the help of a far-flung installation and services network.
Conergy’s years of experience with all system compo- nents allows it to develop and implement optimally coordinated systems. Even the tiniest efficiency gains per system can generate noticeable benefits for cus- tomers throughout the systems’ useful life in terms of both yield and value added. Conergy has implemented a large number of important pilot projects in its history, regularly impressing customers with excellent engi- neering work in new markets as well.
Such pilot projects as well as a long list of reference projects are an important factor in selling major pro- jects and acquiring new customers. From the stand- point of customers and investors, a provider’s experi- ence and references are highly significant because investments in photovoltaics can be considerable. In the Company’s view, the fact that Conergy has both a long history in a relatively young industry and a good reputation in terms of the quality of its products has been pivotal to the Company’s success against this backdrop.
Broad and internationally diversified customer base, customer access and customer proximity In the past, Conergy has consistently worked to broaden and internationalise its customer base in or- der to reduce any dependence on individual local markets, legislative models promoting renewables or individual customer groups. Acquisitions, partner- ships and a local presence have catapulted Conergy into the core photovoltaics markets. In future, it will fo- cus even more fully on established attractive growth markets and emerging PV markets while pursuing its internationalisation.
Many years of working with a multitude of customers and the Company’s insight into central customer groups and their respective expectations and needs as wholesalers or installers in the B2B business, as project developers or as financial investors constitute central building blocks for success in the photovoltaics market.
Conergy’s knowledge of and connection to its relevant customers give the Company a material edge over other or newer competitors that are establishing their own customer networks or aim to evolve from a pure manufacturer into an integrated provider and seller.
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Flexible market access
Many years of experience in the global and increasingly dynamic photovoltaics market have enabled Conergy to develop the ability to identify opportunities in diverse markets early on and ensure access to the given mar- ket for itself in due time. Flexible working of the market, which in a first step takes place via exports without recourse to a local organisation or company, puts Conergy in a position to establish itself in developing markets as a PV provider early on. If a market turns out to be attractive in the long term given the relevant parameters for developing photovoltaics, in a second step Conergy sets up a local company to continue expanding its activities in that market. This flexible market access makes it possible to identify whether a market is attractive and sustainable without making significant investments and also offers the option of leaving a market without incurring major losses.