Jeremie LU

Internal Controlling of the Purchasing Department of EDF Group:

• Contribution to the development and implementation of an internal control within the Purchasing Department
• Set order and hierarchy of control objectives for the Direction areas and entities
• Identification and management of risks
• Operation of process reviews, mapping of risks, audit recommendations
• Contribution to the establishment of a self-assessment diagnostic of internal control from a guide of the Audit direction
• Ensure the accounting and financial quality

Financial Controlling at L'Oreal Luxury Products Division:

• Follow-up and analysis of revenues by brand
• Analysis of the operating account for each customer to set a trade policy
• Analysis and control of profitability
• Participation in the development of forecast 2011 and budget 2012 in accordance with the objectives set up by the executive management and the projects set up by the operational teams
• Follow-up and control of operating costs with the sales and marketing teams
• Follow-up and analysis of strategic dashboards to the financial and operational directions
• Reporting results of brands to the international zone

Financial Controlling of the IT infrastructure of Societe Generale Group:

• Follow-up and analysis of IT costs
• Participation in the construction of the budget 2011
• Construction of client reporting
• Monthly follow-up of staff (FTE and EUR costs)
• Analysis of monthly gaps between the achieved data and Human Resources data
• Monthly forecasts update
• Analysis of monthly costs: gaps achieved / forecast / budget
• Budgetary and administrative validation of new resources

Audit and Consulting mission for BDM France, estate developpers:

• Study the application of BBC new standards project (Low Consumption in Buildings)
• Simulations and forecasts of customers budgeting plan
• Analysis of the financial impact
• Prospecting

Financial Analysis at SPR Batiment, subsidiary company of Spie Batignolles Group:

• Follow-up and analysis of working capital for each of the subsidiaries
• Implementation of a proactive tool of budgetary expenditure
• Adjustment of invoices to be issued with department heads and business managers
• Analysis of differences between the real market and forecasts for each of the subsidiaries