Assisting the Administrative and Financial Director in his new role

Within the Group, the Finance and Management team has suffered from high staff turnover over the past two years, resulting in a loss of continuity and know-how. In addition, there were tensions in respecting the timetable for issuing consolidated financial statements, due to existing closing procedures being poorly defined and standardized. The newly-appointed Chief Financial Officer needed support to restore operational efficiency and ensure better coordination. The main objective was to facilitate annual and quarterly closings, improve communication with subsidiaries and ensure rigorous application of IFRS 16 throughout the Group.

The approach was based on a precise diagnosis of existing processes and the bottlenecks encountered by local and central teams. Close collaboration was established with the new Chief Financial Officer to define a structured and pragmatic action plan. Work was carried out to clarify and harmonize closing procedures, systematically involving the subsidiaries' finance departments. Training sessions and workshops dedicated to IFRS 16 were also organized to ensure consistent understanding and application of accounting rules across the Group.