Within the framework of a series of workshops, we developed and approved the expansion of the management approach from a purely present value planning of KPIs to the implementation of a present value and periodically integrated measurement and management of income sources . In this context, we focused on the analysis of profits from interest and liquidity maturity transformation as well as the determination of investment and funding opportunities from non-interest-bearing items (especially from equity) on the basis of a transformation result balance sheet.
We chose a two-stage procedure for the parallel implementation of the business concept in zeb.control: In the first development stage, the management system was implemented for a subsidiary based on a history of more than two years. This enabled DL to gain practical experience with the management system as well as to visualize the new management approach with real figures. In addition to the concretization of details in additional business workshops, the second development stage focused on the technical integration of the company’s leasing business and funding transactions from the various feeder systems and subsidiaries to ensure consistent management of both the group and the individual group companies. In order to achieve the necessary transparency of the risk exposure within the individual companies, it was also necessary to map funding relationships within the group, whereas at group level external transactions were only considered with their relevance to management.