Hafslund Kraft is one of Norway’s leading hydropower companies. But behind the scale sat a growing operational challenge: manual tax calculations, disconnected data sources, and an ERP environment that no longer matched the needs of the business.
The challenge was larger than a single system replacement. Hafslund Kraft needed a structured transformation across data, process automation, governance, and core finance systems.
The scope included:
The engagement was structured as four connected phases, each building on the last.
First, BCT established the data foundation through a central Snowflake platform and real-time reporting connected to IFS. From there, finance processes were redesigned and automated using AI and machine learning. Once the operational layer was stronger, governance structures and internal controls were formalised. Finally, BCT led the finance workstream in the migration from IFS Applications 10 to IFS Cloud.
The result was not a series of isolated improvements, but one coordinated transformation built to support the business end to end.
We architected and supported the implementation of a central data platform on Snowflake, creating a single source of truth across financial and operational data. On top of that, we integrated Power BI with Hafslund Kraft’s existing ERP-system, enabling real-time dashboards and stronger analytical capabilities.
At the same time, we automated the tax model, replacing manual Excel models with a structured and auditable framework aligned with the complexity of Norway’s energy sector and extensive tax requirements.
With the data foundation in place, we focused on finance operations. Asset data is a core issue in most larger companies, and with multiple asset management systems, no single source of truth were available.
During the process, we lifted the existing platform from high-complexity Excel models to an integrated ERP platform and built automated flows from project activation to tax reporting and ensured a fully scalable and semi-automated process.
This reduced manual handling, accelerated processing cycles, and helped streamline the broader finance function through leaner workflows and fewer bottlenecks. This enabled Hafslund Kraft to establish streamlined governance and processes for complex tax reporting that previously took months and now takes weeks instead.
To support long-term control and consistency, we standardised internal governance structures across the finance organisation. This included power of attorney hierarchies, project finance standards, and formalised approaches to tax evaluation on internal projects and investments.
In the final phase, BCT led the finance workstream in Hafslund Kraft’s migration from IFS Applications 10 to IFS Cloud. This included process mapping, reconfiguration, stakeholder coordination, risk management, and delivery across a company-wide ERP upgrade.
By connecting data, automation, governance, and ERP transformation into one programme, Hafslund Kraft gained a modern financial infrastructure that better matched the scale of the business.
This made it possible to:
More broadly, the transformation gave Hafslund Kraft a stronger foundation for future growth — with systems and processes built for the next decade, not the last one.
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