Customer story: Ensto

 

When it was time to find a new group consolidation system and improve reporting, Ensto chose FPM. Ensto has now used FPM since the beginning of year 2018, and the first user experiences have been positive.

Background

In 2016, Ensto needed to update their group consolidation system because Basware GC7 (consolidation, FA and MA reporting) no longer supported new Windows updates. Ensto decided to replace GC7 with a new system and at the same time develop and automate their reporting process.

At the beginning of 2017, Ensto researched different options, and the decision on Clausion FPM was made during the spring. The decision was reached after a reference visit and contract negotiations.

 

Why Clausion FPM?

Clausion FPM offered the best overall solution for Ensto:

  • FPM is an up-to-date and reliable group consolidation system that provides the same functions as GC7:
    • Consolidation of actual, budget, and estimate data
    • Official financial statement reporting and consolidated management reporting
  • Enables reporting on a more detailed level than before.
  • Makes analyzing data easier.
  • More dynamic and user-friendly than its predecessor.
  • Supports several consolidation structures.
  • Easy to maintain.

Practice and user experiences

Ensto’s FPM project

5/2017: Kick-off meeting
6/2017: Solution specification days, installation training
9/2017: Creating basic data: Organization structure and periods, implementing account chart and input templates.
10/2017: Interfaces: transferring history data, account conversions, transferring data from GC7.
11/2017: Interfaces: transferring actuals from the ERP system, functional account conversions, balance units, other special processes.
2/2018: Deployment on February 1st, 2018
6-11/2018: Implementing estimate input: drill-down input template, transferring estimates from the ERP system.

Relevant issues in the specification phase:

  • In addition to expense-based income statement, Ensto wanted to have a functional-based income statement. There were two possible ways of implementing this: with a dimension or the account chart. Ensto decided on the account chart solution.
  • Ensto Group uses several source systems. With automatic data transfer, it was decided that transfer data is only generated from the global ERP system.
  • In MA reporting and hierarchies, business unit -specific and other business reporting were taken into consideration.

Because of the functional-based reporting needs, some special processing was implemented in the interface. For example, extra fields were created in the transfer data to make sure that the data is valid. In the end, the interface implementation and data transfer functionality worked well.

In addition to the FPM project, Ensto had some big ERP system changes in progress at the same time which created challenges for interface testing and FPM deployment. Additions of new units and conversion table updates were taken into consideration when implementing the transfer data, so that Ensto can modify them independently in the future. Regarding reports and manual input templates, Ensto’s FPM environment is fairly straightforward.

Global FPM deployment was done via Skype meetings and written instructions.

Experiences

According to Ensto, the FPM project went smoothly despite simultaneous major ERP system changes. In a user survey (5/2018), feedback was mostly positive.

During the project, only minor changes and additional work were included. The biggest changes were caused by the delay in interface testing which resulted from the ERP implementation. One of the most significant risks in the project was the validity and availability of transfer data: because of the ERP implementation, the data needed for testing was not available by the originally scheduled time.

There were some challenges in the first reporting round, mostly due to the source data and changes in the process, not the system. According to the user survey, the biggest challenge for users was the change in the reporting process which meant reporting on a more detailed level, as the source systems of all subsidiaries do not support the desired level of reporting.

 

Future and goals

Next steps

  • 1st estimate round with automatic transfers, Oct 2018
  • 1st financial statement, Dec 2018
  • Improving the input process and deployment of new transfer companies
  • The Dynamic Reporting (DR) Excel tool to be utilized more efficiently
  • 1st version update during the spring of 2019

Internal trainings at Ensto will continue regularly, and a new user survey will be sent after the financial statement process in 2019.

Lessons learned & tips

  • In the offer and planning phase, it is important to keep in mind what the main purpose the system will be. Careful planning pays off in general: the Ensto project stayed within the limits of the original cost estimate and even under the estimated project hours.
  • If the schedule or resources are too tight, unexpected absences may have a great effect on the progress of the project. In the Ensto project, the same project team was involved from start to finish.
  • Other system projects at the same time (e.g. ERP changes) will present challenges to interface testing. In the Ensto Group, major changes were happening in other systems at the same time, but big surprises were avoided and continuous reporting has been successful since the implementation.

Practice and user experiences

Ensto’s FPM project

5/2017: Kick-off meeting
6/2017: Solution specification days, installation training
9/2017: Creating basic data: Organization structure and periods, implementing account chart and input templates.
10/2017: Interfaces: transferring history data, account conversions, transferring data from GC7.
11/2017: Interfaces: transferring actuals from the ERP system, functional account conversions, balance units, other special processes.
2/2018: Deployment on February 1st, 2018
6-11/2018: Implementing estimate input: drill-down input template, transferring estimates from the ERP system.

Relevant issues in the specification phase:

  • In addition to expense-based income statement, Ensto wanted to have a functional-based income statement. There were two possible ways of implementing this: with a dimension or the account chart. Ensto decided on the account chart solution.
  • Ensto Group uses several source systems. With automatic data transfer, it was decided that transfer data is only generated from the global ERP system.
  • In MA reporting and hierarchies, business unit -specific and other business reporting were taken into consideration.

Because of the functional-based reporting needs, some special processing was implemented in the interface. For example, extra fields were created in the transfer data to make sure that the data is valid. In the end, the interface implementation and data transfer functionality worked well.

In addition to the FPM project, Ensto had some big ERP system changes in progress at the same time which created challenges for interface testing and FPM deployment. Additions of new units and conversion table updates were taken into consideration when implementing the transfer data, so that Ensto can modify them independently in the future. Regarding reports and manual input templates, Ensto’s FPM environment is fairly straightforward.

Global FPM deployment was done via Skype meetings and written instructions.

Experiences

According to Ensto, the FPM project went smoothly despite simultaneous major ERP system changes. In a user survey (5/2018), feedback was mostly positive.

During the project, only minor changes and additional work were included. The biggest changes were caused by the delay in interface testing which resulted from the ERP implementation. One of the most significant risks in the project was the validity and availability of transfer data: because of the ERP implementation, the data needed for testing was not available by the originally scheduled time.

There were some challenges in the first reporting round, mostly due to the source data and changes in the process, not the system. According to the user survey, the biggest challenge for users was the change in the reporting process which meant reporting on a more detailed level, as the source systems of all subsidiaries do not support the desired level of reporting.

 

Future and goals

Next steps

  • 1st estimate round with automatic transfers, Oct 2018
  • 1st financial statement, Dec 2018
  • Improving the input process and deployment of new transfer companies
  • The Dynamic Reporting (DR) Excel tool to be utilized more efficiently
  • 1st version update during the spring of 2019

Internal trainings at Ensto will continue regularly, and a new user survey will be sent after the financial statement process in 2019.

Lessons learned & tips

  • In the offer and planning phase, it is important to keep in mind what the main purpose the system will be. Careful planning pays off in general: the Ensto project stayed within the limits of the original cost estimate and even under the estimated project hours.
  • If the schedule or resources are too tight, unexpected absences may have a great effect on the progress of the project. In the Ensto project, the same project team was involved from start to finish.
  • Other system projects at the same time (e.g. ERP changes) will present challenges to interface testing. In the Ensto Group, major changes were happening in other systems at the same time, but big surprises were avoided and continuous reporting has been successful since the implementation.

Company

Ensto is an international technology company and a family business which designs and provides smart electrical solutions to improve the safety, functionality, reliability and efficiency of smart grids, buildings and transportation. Ensto employs ca. 1,600 passionate professionals in Europe, the USA and Asia. In 2017, Ensto’s turnover was 261 million euros.

Ensto has 36 subsidiaries in 20 countries, 2 associate companies, 12 currencies, 2 reporting groups, and about 120 reporting units.

https://www.ensto.com

 

Information and data provided by

November 2018

Tiina Ravaska, Group Controller

Contact us for further information!

Please fill out the form, or contact us directly: Viljami Frank (viljami.frank@clausion.com) +358 44 263 7012