Reorganise for greater agility
One hundred days after taking up his post, the new director, Matthias Gäumann, presented his vision and objectives for HYDRO: to adopt an agile structure that is closer to its partners and its operating groups in order to address the challenges of the future.
For many managers, the symbolic 100-day milestone is the opportunity to share their first impressions of the company they have taken over, outline avenues for consideration and express their enthusiasm for what lies ahead. Having taken up his position on 1 August 2025, Matthias Gäumann held a series of meetings with senior management, staff, asset managers, partners and members of the Board of Directors. Immersion, discussions, diagnostics, comparing visions, workshops with the company’s strategic priorities – at the end of this marathon, the new CEO couldn’t hide his satisfaction: “The business model and performance are solid, the teams are highly skilled and committed, the level of maturity of the organisation is outstanding and its quality processes and diligence are impressive.” HYDRO is nevertheless a victim of its own success, forced to juggle resources in order to meet the expectations of its customers and partners. Matthias Gäumann wants to give it the means of embarking on a new chapter and addressing the challenges of the future including digitalisation, cybersecurity, predictive maintenance and the acquisition of new customers while dealing with unforeseen events and crisis situations, such as those linked to bad weather or major damage, with a greater level of preparation and agility.
His vision is to target operational excellence in order to become the benchmark player in the operation and maintenance of hydroelectric facilities in Switzerland. To help achieve this vision, an organisational change, approved by the HYDRO Board of Directors, was presented to the teams in November. It was born of five key thrusts. Presentation.
Human capital – HYDRO’s greatest asset. Here, out and about on a staff day.
1st key thrust
Strengthen the transfer of skills, talent development and promotion of the corporate culture
> Implementation: add a 4th department to the company management structure: RH & Quality
HYDRO’s human capital is its greatest asset: over 500 enthusiastic and committed employees who are experts in the operation and maintenance of hydroelectric facilities. To take full advantage of this, it is important to strengthen the transfer of skills, encourage talent development and promote the corporate culture on a daily basis. The company’s values – fluidity, durability, openness, trust and a willingness to listen – is reflected in the quality of its services, its commitment to the environment and its meticulous approach to security.
To build on these foundations, accompany the process and prepare for the future, the company management will create a 4th department: RH & Quality (quality, environment, security). Its main missions will be to develop skills, strengthen the culture of change, quality and safety, help foster HYDRO’s values and promote its environmental commitments.
2nd key thrust
Consolidate existing partnerships and seize opportunities to develop new ones
> Implementation: re-focus the “Administration and finance” department towards external activities, rename it “Development and partnerships” and make it responsible for the customer interface, sales, digitalisation and development
The hydroelectric sector is changing rapidly. With the development of other renewable energies, the role of hydroelectricity in storing and producing energy is growing stronger and more dynamic.
The return of concessions is modifying the shareholding structures while the loss of expertise in hydraulic engineering, both at national and European level, is reducing the number of suppliers. At the same time, the Canton of Valais stands out for its development of high-quality industrial and academic expertise in this field.
These transitions require agility and stimulate innovation with regard to business models, partnerships and services provided.
HYDRO is eager to seize these opportunities in order to consolidate its position and develop new synergies. Achieving this means strengthening partnerships with key customers, seizing opportunities outside framework agreements, developing synergies with the industrial, academic and institutional sectors and stimulating innovation.
Etendre les synergies avec les milieux industriels, académiques, institutionnels : la nouvelle organisation devrait soutenir cette dynamique.
3rd key thrust
Capitalise on the expertise of the operating groups (GEH) while fostering synergies and cross-cutting projects
> Implementation: strengthen the “Operations and maintenance” department with the help of a steering committee including three representatives of GEH
The 11 operating groups (GEH), spread across two cantons and two linguistic regions, are HYDRO’s very raison d’être. A large proportion of the employees work in these groups. Their skills and commitment in guaranteeing the availability of the hydraulic facilities are the priority of both HYDRO and its founding partners.
It is important to tap into the full potential linked to shared knowledge, skills development and substitutions between the GEH. There are major cross-cutting opportunities linked to the introduction of an efficient CMMS (computerised maintenance management system), the deployment of predictive maintenance and data utilisation. To implement these initiatives successfully, it is essential to call on the skills present within the power stations, to strengthen the coordination and synergies between the GEH and to bring the latter closer to the management team.
4th key thrust
Bring the central workshops closer to the project engineering services and incorporate cybersecurity
> Implementation: renamed “Engineering and solutions”, the former “Technical services and sales” department will incorporate the central workshops and IT to ensure integrated project management, from the engineering stage to the commissioning process
While HYDRO’s core business lies in the operation and maintenance of hydroelectric facilities, its particularity is its ability to pool resources and skills in order to accompany its partners throughout the life cycle of their facilities, from the project engineering stage to the commissioning process and including repairs and specialist mechanical engineering.
Furthermore, against a backdrop of increasing automation and remote control of facilities, cybersecurity has become a key issue. The power stations operated by HYDRO are of strategic importance to Switzerland. It is therefore essential to capitalise on the expertise of the existing teams in order to support partners in making their infrastructures secure from the project design stage onwards.
Bringing the central workshops and project engineering services under the auspices of a single department will help strengthen synergies while providing integrated turnkey solutions. Combining the IT skills with those linked to automation (OT) makes it possible to incorporate cybersecurity issues from the very first phases of a project through to operation.
5th key thrust
Strengthen financial and risk management
> Implementation: assign financial management and risk monitoring to the CEO and bring these elements closer to the Board of Directors. Bringing communication and marketing closer to the CEO.
HYDRO’s sound management is based on healthy financial management, sound internal control systems and meticulous risk monitoring.
To strengthen this situation, the Finance Unit is assigned directly to the CEO and its manager will also be given the role of Risk Manager. Communication and marketing are also placed under the CEO to ensure the optimal implementation of the various measures and activities.
