Transition with big change

The Belgian energy market today is confronted with an ever faster evolution of technology which has an impact on the way the current market functions. In order to develop the value that this technology can bring, we need a flexible federal platform that can support the new market processes, facilitate the exchange of information between the various actors in the market and is able to gradually support new processes in the market. The current implementation of the federal platform enables us to bring the current market processes in line with the new possibilities that smart meters offer us.

Eandis, the largest distribution system operator in Flanders, like all actors in the energy market, needs to make the transition to the federal clearing house and the new market processes. To complete this transition successfully, Eandis counts on the services of LAVA.

The term ‘transition’ is often to be found in the context of a project approach. We talk about Transition when a company changes its way of working structurally. Sounds logical. The change in the way of working in the market must be reflected in the internal processes of Eandis and the implementation of a new ‘Clearing House’ (data exchange platform) has major consequences for the internal IT landscape of the distribution system operator. We can therefore speak about a structural change in the way Eandis is working.

A change like this is being prepared precisely, with a detailed project plan and clear roles and responsibilities for everyone who is closely involved. The project leaders also provide a Transition phase that accurately and meticulously maps out the exact transition. This phase is crucial for the success of the change.

A Transition phase within a project contains three periods:

  • Completing the existing way of working
  • The transition itself
  • Starting up the new way of working.

Each of these three periods has its own complex needs: involvement of the people (internal and external), mapping of the impacted processes, informing suppliers and adjusting their role and responsibility, etc. Each of these needs is then translated per period in an action-oriented approach. This leads gradually to a transition scenario which contains a precise overview of who executes the tasks and when the actions will take place, from minute to minute. The actions are about communication, IT, business tasks, decision moments, etc.

LAVA supports Eandis during this period. Our experience with the execution of complex transitions, our structural approach and our thorough market knowledge of both the current market forces (MIG 4) and the new market forces (MIG6) make us an ideal partner for Eandis. Together with the Eandis teams we are responsible for the smooth running of the transition period. We limit the risks that such a transition entails and ensure broadly supported and pragmatic solutions within Eandis, with minimal impact on the end customer.

Read more about Eandis at

Read more about how LAVA can support your transition

LAVA & Sibelga

Sibelga launches New PCM, with support of LAVA

Sibelga, the distribution grid operator of Brussels, decided in 2014 to replace their old system managing the protected customers by a new system to cope with MIG6 compliancy, digital archiving, enhanced financial accounting and extensive legal, financial and management reporting. The old system was decommissioned and replaced with a new solution based on an SAP backbone, but with a profound integration between SAP and other applications such as SharePoint and Haugazel (CRM & Billing application of Haulogy). The new application went successfully live on the originally planned date in Nov 2016.

How LAVA helped?

Sibelga asked LAVA to manage the Migration & Transition and to manage the Integration.

Migration and Transition was paramount for the success of this project, but multiple challenges had to be faced: more than 10 years of data, specific processes for Brussels, lots of data transformations, multiple source and target systems and important interdependencies between those systems. LAVA’s s goal was to minimize as much of the risk as possible by taking responsibility for:

  • Definition of the migration strategy;
  • Planning, budget and scope of the migration track;
  • Testing and quality assurance of migrated data by use of the available BI tools;
  • Step by step transition planning and coordination of the Go Live.

As for the Integration track, the challenge was equally steep. Seven internal and external systems and/or parties needed to be integrated to cover the required functionalities. LAVA acted as integration lead and was responsible for:

  • Coordination, follow-up and communication about system integration;
  • Design and implementation of a document management process which reached from Haugazel, via SAP to a third party print shop and archiving in SharePoint;
  • Planning of all integration activities with impact on and from the many involved parties inside and outside Sibelga;
  • Set-up of a logging and monitoring solution to ensure the integrity of all integration flows.

Project outcome

A very good understanding and cooperation was established between the LAVA and the Sibelga project team. Thanks to this teamwork and the firm commitment of the Sibelga management the predetermined Go Live date was respected.

After having ramped up the functionalities of the new solution, expected business benefits started to be visible:

  • Increased flexibility for the billing of different types of clients;
  • A more transparent accounting possible;
  • Client documents are now being digitally archived and easily accessible to business users.

Read more about Sibelga on

Read more about LAVA on