BOISSY Claire

• Budget process and controls: Planning, coordination & follow-up of its building (Support & Projects), synthesis to Technology Board. Set-up of a level 2 control plan on all financial productions (budget and actuals), cost controlling • Technology transformation: participation to the Strategy definition and to the services catalogue (ABC Costing method). Follow-up of IT Strategy implementation.

• Year-end closing coordination and “level 2” controls. Point of contact for auditors. Review of documents for Boards of Directors meetings. Controls & review of all accounting and tax reports. • Balance Sheets aging review and action plan proposals. • Management 4 people; contribution to team daily work; liaise with HR ( litigations follow-up). • Contribution to the project new ERP” and its implementation.

• Technology governance: Management Board organization, implementation of the Technology monthly dashboard. • Technology internal communication: staff meetings & off-sites organization; quarterly newsletter; mplementation, update of a full daily TV information set to teams. • Budget planning, coordination & follow-up of its building. Set-up of a level 2 control plan. • Participation to the Strategy definition. • Ad-hoc processes analysis and proposals to reduce delay and improve quality

• “Rebates & Fee-Sharing” project management: coordination of local Finance departments requirements, work with IT teams, proposals for target processes. Redefinition of the global group agreement with legal Department. • Definition and implementation of the risk escalation policy, regular follow-up. Simplified SOX approach for processes analysis. • Coordination of the Long Term Operating Model Finance project – analysis phase. • Management: 2 staff.

•Set of operational flows for new products, review of legal and tax framework. •Representative of Finance Department for corporate operations (set of a regulated investment company, sale-out of some group activities, mergers…); proposals for financial flows. • Coordination of the Paris Finance Department during 6 months (CFO maternity leave). • Point of contact for Tax authorities for Tax and Social Security controls; coordination of finance teams contributions; reporting to AXA Group Tax Department.

• Management: 18 people. • Supervising monthly closings & reporting (20 legal entities including 6 regulated asset managers, 3 holdings), quarterly & year-end consolidation packages, comments. • Policies & processes reviews; reorganization of the department and tools implementation (industrialization, delay reduction and quality improvement) • Participant to working groups and project management • Follow-up of tax issues in a international environment – point of contact for auditors

Operational financial management & set-up of a full Finance Department • General accounting and Tax filling; periodic closings; implementation of tools and processes to industrialize operations and insure quality • Budget, Plans settlement (including for capital riskers) • Monthly reporting to FNAC • Implementation of the controlling function and reports , policies and processes • Point of contact for banks, auditors, treasury management • Management & training of 5 staff

Audit organization & working plans set-up, management of teams. Industrial and Commercial Clients • UK and US reporting packages audits, acquisitions: Smurfit, Whirlpool, EMI and Virgin • Accounting assistance and mergers: Guy Laroche Group (textile industry) • Royalties and other rights audits (EMI, Virgin, BMG: royalties and copyrights, artists’ agreements review; GLaroche: licences’ agreements review) • Ad-hoc audits: inventory (Whirlpool, GLaroche, Bic) and HR (Elf Aquitaine Production, GLaroche)