A Successful Transition and a Fresh Start: NG Nordic Finland’s Work Time Management Now on Nepton
NG Nordic Finland Oy spun off from Fortum Oyj on a tight schedule and built a new system architecture at the same time. The Nepton time tracking system was implemented as part of a broader system overhaul—resulting in satisfied users and a seamless solution.
The Starting Point: A Year Full of Changes
NG Nordic Finland Oy (NG Nordic) is a provider of circular economy solutions and environmental services in the Nordic countries, and the group employs a total of approximately 3,500 people. The Finnish operations employ about 520 people. The company spun off from the Fortum Group at the end of 2024, when Fortum’s recycling and waste management business was sold to Summa Equity.
Following the spin-off, an intensive 11-month project phase began, during which NG Nordic had to rebuild all of its key support systems: including the HR master system, financial, procurement, and travel expense systems, as well as time tracking. The Transitional Service Agreement (TSA) with Fortum expired at the end of October 2025, so the timeline was tight.
Silta as a Natural Partner
Silta was a natural choice as a partner for the time tracking project, as the collaboration on payroll processing had already begun during the Fortum era. When it became clear that NG Nordic could not continue with its previous time tracking solution, Silta took on full responsibility for the implementation of the Nepton time tracking system.
“Silta was already familiar with our operations and continued to handle payroll, so continuing our partnership felt natural. We also had an external consultant who had been involved in the previous Fortum project and knew what had been done there,” explains Marja Rekorius, Senior Business People Partner, NG Nordic Finland Oy.
The Nepton project progressed rapidly during the spring and early fall of 205, and the first payrolls processed through the new system environment were paid in October 2025.
Keys to the Project’s Success
The project was implemented comprehensively by Silta. The implementation included a comprehensive set of interfaces to the CGI payroll system, as well as interfaces for personal data, absences, and payroll transactions.
Rekorius highlights three key factors that made the project particularly successful:
1. Silta’s strong commitment
“Silta was extremely committed to the project. They had a highly skilled project team, and they continue to assist us with system support services even after the project has ended. Everyone at Silta was professional and competent—we can’t thank them enough.”
2. The right people from the client’s organization
"We had people involved who actually do that work on an operational level. When we discussed an issue, we knew exactly what we were talking about and how it would impact our operations. We didn’t run into that typical situation where we’d be asked, ‘What do you want?’ and then everything else would end up being extra work.”
3. A skilled consultant bringing substantive expertise
"We had an exceptionally good consultant who was well-versed in IT and payroll matters and was able to challenge assumptions and propose alternatives. He understood both the technical and the substantive aspects."
Users Satisfied—Trust Maintained
It was particularly important to NG Nordic that end users embraced the new system so well. The system previously in use had received a lot of criticism, but Nepton garnered nothing but praise.
"We’ve received a lot of praise for Nepton. Everyone says it’s a really good system. This was a critical system because it’s directly linked to payroll. If there are errors in it, trust disappears—and rebuilding that trust is really difficult.”
The project’s success was also evident in the fact that end users were unaware of the challenges that had been addressed and resolved during the project phase. Although the project involved a great deal of work and attention to detail, end users were provided with a functional and user-friendly system without any major issues.
"Even though the project was demanding and the same people were also working on HR-Master and other systems at the same time, we didn’t end up with any crazy overtime rush. We were able to make it work, and that’s precisely because of these factors: the right people, good collaboration, and professional execution.”
Looking to the Future
Now that the project has concluded, NG Nordic will continue its partnership with Sillan for both payroll and time tracking. Rekorius sees a bright future ahead, even though the transition from a project-based organization to a regular service relationship has just been completed and the day-to-day work is only now beginning.
Since NG Nordic does not have its own payroll specialist in Finland, Sillan’s role as a partner is even more important than before.
“The idea is that there’s no point in building up our own in-house resources here when we can purchase the service from a provider with professionals. That’s their core expertise.”
Project Summary
NG Nordic’s Nepton project is an example of how success can be achieved even under a tight schedule and during a major transformation when all parties are committed to a common goal. The project’s success was based on professional execution, having the right people on board, and ensuring that everything was carefully defined and tested in advance.
“I’ve worked on a wide variety of projects over the years, and this is definitely one of the most successful. If it hadn’t gone so well, we wouldn’t have achieved such a great result within this timeline,” Rekorius sums up.
Lessons for Future Projects
We asked Rekorius for advice for others planning a similar project. He summarized his experience into three guidelines:
Scale your goals and resources realistically
“Think carefully about what you’re doing and what you’re aiming for. Scale the project according to your resources—don’t get carried away by wishful thinking, but focus on what’s essential.”
Involve people from operations
"Bring in people who know how day-to-day operations actually work. Consider what goes in, what needs to come out, and who will be using the system. This is important."
Choose a qualified consultant
"Bring in a consultant who truly has the expertise and experience. One common mistake is hiring just an IT person who’s technically skilled but doesn’t understand the substance. HR is full of details and interpretations—it’s not just about IT. In addition, local knowledge is critical; for example, a Norwegian or Swedish consultant cannot manage a project like this in Finland without local expertise.”
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