Any financial management is extraordinarily

The shift was tight. But they have negotiated it adroitly. SEB, TF1 and Credit Agricole, three emblematic names of hexagonal economy, are thus distinguished by the first edition of the top financial directions, established by "Exchange", the journal of the DFCG (National Association of financial managers and management control), in partnership with "Les echos". In a humorous and highly competitive post-crisis context, how financial directions French companies are to keep guaranteeing the reliability of the accounts and financial flows, while in the company's strategy "In this unpredictable situation, they had to adapt and became of real"business partners"branches", notes Frédéric Mascré, Chief Editor of "exchanges".

For SEB, puts on the first step of the podium, the recognition of the efforts all the more value that this heavy weight of the appliance has crossed painful hours. It is advised pilots that the financial management teams have operated the necessary turn. "The activity of SEB is based on a short cycle and requires no heavy physical investments, explains Jean-Pierre Lake, the Financial Director of the group." We are thus brought to work on aspects of cash and foreign currency, and we do it centrally. While keeping in mind the imperative of ensuring the liquidity necessary for the financing of development-related needs.

In any other sector, the gives has also changed the financial direction of TF1, ranking second. "In the media, the role of the financial directions has been transformed, as it was to integrate the development of the audiovisual landscape with the appearance of the TNT, upheavals of the advertising market, technological advances, details Philippe Denery, Deputy Director General Finance TF1.". Financial officer must accompany the change and to provide a measuring instrument to the operational acting as a barometer to assess the effects of the decisions in the short term and medium-long term. For example, the annual budget is under Refresh twice a year, to adjust year-end trends and to redirect plans. The Group has implemented a process of permanent forecast to refine its accounts at year-end, the impact of the events and ongoing projects.

Much more upset that other recent years, the banking activity is however present on the podium, with Crédit Agricole, the top third. "In practical terms, what has changed in three years, it is, in particular, our"relationship"to the equity and access to refinancing, which before the crisis, were considered as non-issues, points out Bertrand Badré, financial Director of Credit Agricole SA group." Today, they have become a rare raw material while remaining strategic. It must organize themselves accordingly. And, in parallel, managing the continuation of the work, the implementation of new accounting standards, strong pressure on the external communication, etc. Any financial management is extraordinarily.

It is indeed what emanates from the top: teamwork is "essential to a good supervision of the functions of management and accounting", noted Philippe Denery, TF1. As a result, the human dimension of the management occupies a growing place in these management functions. It was one of the criteria of this list, evaluated according to several indicators: rate of turnover, percentage of the workforce having obtained a promotion, training, age pyramid budget. "In this field, the trio of head is positioned very well, including TF1, which is first place", said Frédéric Mascré.

Another test widely developed in the questionnaire sent to companies seeking to participate in the classification: risk management. "It is interesting to note that the three winners are get a very good place." "This shows that, overall, the financial directions share this same concern," says Frédéric Mascré. All collected information suggest that "from year to year, this list will provide a comparative and may therefore prove to be a very useful tool, especially for financial directions."