Business Controller

Fred. Olsen Renewables AS (FOR) is a Norwegian renewable energy company and part of the Bonheur ASA group. We develop, build, own and operate onshore wind farms across Norway, Sweden, Italy and the United Kingdom, with an operational fleet of 13 wind farms and an active development pipeline of onshore wind, repowering, solar PV and battery storage projects in our core markets and selected new geographies.

The Development department turns ideas into investment-ready projects – from site identification and land securing through permitting and design to final investment decision. We are now looking for a Business Controller to be the dedicated financial partner to this team.

What you will do:

Period-end close and reporting

• Run the monthly and quarterly close for the Development department in Dynamics 365 – including GL review, accruals, corrections and joint-venture cost recharges.
• Review actuals against budget and forecast at project level, follow up variances with the teams, and prepare the development reporting pack for senior stakeholders and the Board.

Forecasting and budgeting

• Run the financial side of the forecast process each period in Adaptive Planning, working with project managers and country directors to build the view, and align the consolidated result with the Head of Development.
• Lead the annual budget cycle for Development from the financial point of view – setting up the process, supporting the organisation in building its budget, testing assumptions and reporting the result into our planning systems.

Cost control and ad-hoc analysis

• Carry out the post-reporting open-PO review and run cost-control deep-dives on specific projects or cost types as needed.
• Deliver ad-hoc financial analysis on request from the CFO, Head of Development, country leads and project managers – including cost breakdowns, vendor analysis, scenario costing and business-case input.

Audit and stakeholder support

• Support the external audit process at interim and year-end, including documentation, reconciliations and walking auditors through the development cost base.
• Drive improvements to the development reporting process – templates, dashboards and automation – to make the period-end cycle faster and more reliable.