Hafslund Kraft is one of Norway's leading producers of hydropower. But behind the large scale lay a growing operational challenge: manual tax calculations, data spread across several sources and an ERP setup that no longer matched the company's needs.
The challenge was bigger than just replacing one system. Hafslund Kraft needed a structured transformation across data, process automation, governance and core finance systems.
Among other things, the assignment included:
The engagement was structured in four connected phases, with each phase building on the previous one.
First, BCT established the data foundation through a central Snowflake platform and real-time reporting connected to IFS. Then core finance processes were redesigned and automated using AI and machine learning.
Once the operational foundation was in place, governance structures and internal controls were formalized. Finally, BCT led the finance track in the migration from IFS Applications 10 to IFS Cloud.
The result wasn't a series of isolated improvements, but one integrated transformation that supported the business end to end.
We designed the architecture and supported the implementation of a central data platform on Snowflake, creating one shared source of financial and operational data.
On top of it, we integrated Power BI with Hafslund Kraft's existing ERP system, enabling real-time dashboards and better analysis.
At the same time, we automated the tax model and replaced manual Excel models with a structured, audit-friendly solution that could handle the complexity of the Norwegian energy sector and its extensive tax requirements.
With the data foundation in place, we turned our focus to the day-to-day finance processes.
Fixed asset data is a challenge in many larger companies, and with several different asset management systems there was no single, reliable data source.
During the process, we moved the solution from complex Excel models to an integrated ERP platform and built automated flows from project capitalization to tax reporting.
This created a scalable and partly automated process with less manual handling, shorter lead times and fewer bottlenecks in the finance function.
For Hafslund Kraft, this meant, among other things, that complex tax processes that used to take months could now be completed in weeks.
To ensure long-term control and consistent processes, we standardized governance structures across the finance organization.
This included, among other things, authorization structures, standards for project finance and formalized methods for tax assessment of internal projects and investments.
In the final phase, BCT led the finance track in Hafslund Kraft's migration from IFS Applications 10 to IFS Cloud.
This included process mapping, reconfiguration, coordination across stakeholders, risk management and delivery as part of a company-wide ERP upgrade.
By bringing data, automation, governance and ERP transformation together in one program, Hafslund Kraft got a modern financial infrastructure that far better matched the company's size and complexity.
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.
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