Risk management has long been considered a mandatory task in Procurement - often driven by external pressure, regulatory requirements or audits. However, more and more companies are recognizing this: A structured approach to risks not only creates security, but also real added value.

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In the webinar, Achim Vogel (Head of Procurement & Category Management at GOLDBECK SOLAR) and Kristina Ulrich (Head of Customer Development at Tacto) explain how global risks, legal requirements and sustainability goals can be bundled in a structured system - and why GOLDBECK SOLAR deliberately goes beyond the minimum legal requirements.

From individual cases to a systematic approach - risk management as part of the purchasing strategy

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Risk management was originally carried out at GOLDBECK SOLAR on a case-by-case basis - for example, when problems became acute or evidence was required for audits. The aim was to move away from this reactive approach towards a data-based, integrated system that brings together compliance, sustainability and supplier development.

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With the introduction of the Tacto software, a standardized process was established that makes risks visible at an early stage and offers concrete options for action - regardless of whether there is a legal obligation or not.

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How risk management works at GOLDBECK SOLAR

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Risk management is carried out in three structured steps and has already been applied to almost 1,000 suppliers at GOLDBECK SOLAR:

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1. Abstract risk analysis
   All suppliers are automatically assessed based on location, industry and ESG risks.
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2. Concrete risk analysis
   The next step is to examine conspicuous suppliers in greater depth - for example on the basis of certificates, self-disclosures or audit results.
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3. Action management
   For critical cases, actions are defined directly in the software, responsibilities are assigned and implementation is documented.

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Complex supply chains in the solar sector - making challenges systematically tangible

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A solar power plant consists of numerous components - from modules and inverters to cables, assemblies and electronics. Many of these components come from international suppliers, a large proportion of them from Asia.

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This complexity entails special requirements:

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• Large number of trades with different standards
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• High proportion of Chinese imports - e.g. for PV modules
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• Long transportation routes with high CO₂ emissions

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Instead of focusing on individual aspects, GOLDBECK SOLAR takes a holistic approach to risk management - as a tool for transparency, quality assurance and long-term resilience.

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Risk management as an enabler for compliance, ESG and customer requirements

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For GOLDBECK SOLAR, risk management is not an end in itself. It creates the basis for:

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• Implementing sustainability standards in a measurable way
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• Embed ESG criteria in tenders and contracts
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• Fulfilling customer requirements and project certifications in a well-founded manner
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• Not only documenting risks, but actively reducing them

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Examples range from training courses and audit programs to a commitment to minimum social standards - documented and managed in the same system.

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Conclusion - Strategic risk management as a growth lever

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GOLDBECK SOLAR shows how a supposed obligation can be turned into a real competitive advantage. With holistic risk management, the step from individual measures to a long-term strategy is achieved - and thus also the bridge between compliance, sustainability and successful supplier development.

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In the webinar, Achim Vogel from GOLDBECK SOLAR and Kristina Ulrich from Tacto show how risk management is becoming an integral part of the purchasing strategy. Instead of reactive individual measures, GOLDBECK SOLAR relies on a structured system for risk assessment, measure management and ESG anchoring - supported by Tacto as a digital platform. A valuable insight for anyone who sees risk management as a strategic lever for compliance, sustainability and resilience.