Nika-Petrotek (1C:ERP. Holding Management)

2026: Completing the Digital Transformation Phase of Financial Management

On March 16, 2026, 1C announced that one of the largest Russian producers of propants, NIKA-PETROTEK, had completed the main stage of digital transformation of financial management. Implementation "1C:ERP. Holding management "together with a partner, Active Logic, made it possible to optimize the management of budgets and payments in 6 companies of the group. Cost accounting for 150 + Central Federal District is unified. An end-to-end calculation of the cost of manufactured products is provided, taking into account intra-group revolutions, the calculation time has accelerated tenfold. The term for the formation of the annual budget has been reduced significantly. You have set up automatic actual data collection after month-end closing. The report takes several minutes to complete instead of 3 weeks. Increased control over compliance with budget limits and payment execution.

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Фото: Nika-Petrotek

According to the company, earlier accounting and management in the NIKA-PETROTEK holding were organized on the basis of several separate outdated information systems. Regulatory reference information, cost accounting and budgeting methodology were not unified. Spreadsheets were used for financial planning at all stages - from annual budgeting to consolidation of actual data.

The holding needed an information system that would allow:

• Switch to a single information system for the entire group of companies.
• Unify business processes, NSI and financial accounting methodology.
• Speed up the formation of the budget and obtaining management reporting, at least several times.
• Develop and automate an end-to-end cost accounting methodology that allows you to see the formation of the cost of the final product for all production alterations and expense items, regardless of legal boundaries.
• Implement a tool for multidimensional consolidation of budgets (by legal entities, projects, areas of activity).
• Maintain and formalize holding practices, such as multi-level corporate treasury.

To solve the tasks, the "1C:ERP system was chosen. Holding Management. " Active Logic became an implementation partner.

The project was divided into two strategic queues, which made it possible to minimize risks and gradually involve users.

At the first stage, operational, accounting and tax accounting was automated, and the rules for managing sales, procurement, production and warehouse were implemented for all divisions. Special attention was paid to the transfer of more than 500 users to the updated system, which required changing the usual processes, training and demonstrating the capabilities of the system.

At the second stage of the project, a methodology for end-to-end cost calculation for two legal entities and a budgeting process for six legal entities were developed and implemented, the following were formalized: financial structure, cost allocation rules, budget classifier, budget form album and responsibility matrix of the Central Federal District.

The updated system based on "1C:ERP.UKh" combined the work of the group's companies. The rules for accounting for income and expenses are unified, all data are consolidated in one system. This made it possible to move from analyzing the work of individual legal entities to a comprehensive analysis of the holding's activities.

An end-to-end cost methodology has been introduced that allows you to analyze the costs of two legal entities, and in the future four. The system consolidates data on costs for two legal entities taking into account intra-group turnover. This allows you to estimate the real cost of production at all stages of production and optimize costs, having previously conducted a comparative analysis both for legal entities and for alterations within the framework of one area of ​ ​ activity.

The distribution of expenses was automated, the closure of the month accelerated by 10%. It takes ten times less time to prepare a report at cost.

A multidimensional budgeting model has been built - by legal entities, areas of activity, projects and divisions. Operational preparation of the cash flow budget (BDDS) and the revenue and expenditure budget (BDD) was provided. The plan-faktny the analysis of budgets is implemented, the matrix of responsibility of the CFD is developed. The time for collecting actual data for analysis has decreased from 3 weeks to 3 hours, the time for the formation of the annual budget has been reduced to a minimum.

The system implements two-level formation and approval of registers for payment (subdivision - enterprise). The likelihood of errors has decreased, payment management has become easier and more efficient.

We did not just automate accounting - we created a financial management system for the holding. 1C":. ERP UKH" acted as the locomotive of changes, allowing us to unify all budgets, directories and processes, setting up a single and fast tool for making management decisions. told Olga Vyatkina, Deputy Director for Economics and Finance of NIKA-PETROTEK Group of Companies