Odile METAIS SORIA

In charge of 5 French legal entities of Sibelco Belgian group: Implementation of the French accounting department in Bilbao, turnover of 980 M€, Glass recycling and mineral extraction activities and production of 5 mineral families such as silica, clay: Transfer of the accounting department to Bilbao and supervision of monthly and annual closings in IFRS and French standards: improvement of land management of mineral properties, automation of the monthly billing and of intercompany transport costs; Stock reconciliations; Annual audit completed on time for all companies.

The Administrative and Financial Department includes the accounting division, which covers accounting activities (1 manager and 2 accountants), sales activities and customs declarations (3 people). Achievements: - Audit of the finance division's organisation, processes and tools: Proposal of an action plan and weekly monitoring of the progress of finance projects with the CFO: implementation of a new organisation within the Finance team (processes, tools) through four main projects. - French reform of electronic invoicing : Presentation, explanation and steering of the project to dematerialise customer invoices (500 per month) and supplier invoices (50 per month) : benchmarking of tools: Basware, Esker, Yooz and Euro Information and Agena3000; choice of platform and drafting of the action plan for deployment scheduled for April 2025. - Steering the project to implement a travel expenses processing tool (€30,000/month - 50 people): specifications, benchmarking and deployment of CLEEMY tool. - Support for the migration (new structuring parameters) of the SAP ERP for Finance activities (including treasury), with a proposal for the implementation of the project management module in connection with the automation of the automation of supplier invoices booking and the reform of electronic invoicing. - Proposal and deployment of a simplification tool for customs accounting reporting and support for the team in orchestrating customs accounting (process, risk framework, role allocation): making the processes for calculating monthly and quarterly closings more reliable and secure by automating reporting and calculations. Writing of several operating procedures and new HR organization for employees.

In charge of Yves Saint Laurent Spain & Portugal, Balenciaga Spain entities; Turnover 100 M€, BtoC luxury retail industry; Barcelona, Spain: Management of the financial department within the framework of the relocalisation of the Spanish SSC to Paris; monthly reportings in IFRS GAAP; Intercompany reconciliations, management fees & transfer prices.

In charge of the treasury project for two Spanish entities (LBO): Implemementation of weekly cashflow forecast and four month forecast; training of the local team; Improvement of suppliers and customers databasis with the conditions payments and creation of categories of third partieis to allow th implementation of new extractions from Sage X3; improvement of suppliers orders management of API raw materials and from third parties vendors; review of international customers contracts; implementation of DSO and procedures. Improvement of the quality of the information through the securization of the extraction of the financial data.This new organization is the beginning for a futur automation within Sage X3.

Management of the Financial Department changes and training of the new financial manager; Monthly management reportings in US GAAP and statutory in FR GAAP; monthly forecast and analysis of the variances; budget for the new year

Harmonization of monthly schedules in relation to the PEC Optimization project; Analysis of intercompany relationships with French entities and proposed solutions for small businesses (perimeter with 22 companies and turnover 4.2 billion euros); Improvement of the conversion of the accounting to the state level to comply with the legal limit of the tax declaration; Monthly reporting for 5 companies; Training of new intercompany manager and new financial manager. Results: successful integration of new managers; Last September 2020, there is no opening of the period for corrections in relation to the preparation of the annual calendar; Operational and administrative procedures listed to help you transfer the knowledge from Magnitude to the central level at the Competent Center (Llviv, Ukraine).

Optimization of the financial organization in a context of a growing activity, with a strong focus on internal control and audit; management of IFRS and statutory accounting standards. Results: Improvement of monthly and quaterly closing; improvement on internal audit for the annual closing

Management of all local compliance obligations for 4 French entities of medical Renal and hospital products belonging to Baxter Group Inc., 260M€ turnover and in charge of the tax audit on 2015 and 2016 fiscal years: Training of the accountant local team to convert US GAAP to FR GAAP, including the new Accountant & Fiscal Manager; update of CEGID software for 2016 tax return; Implementation of 2017 FR forecast and calculation of tax income. Results: Production of FR GAAP conversion based on the operational analysis of US GAAP year end on due time; Implementation of the "FEC" file and transition of the controlling department to the Irish service center; Forecast for 2017 profit sharing and 2017 income tax; Update of all local procedures for the new financial organization headed october 2018.

Transition management at CFF Rungis, French branch of METRO GROUP, export of fine gastronomic products to United Arab Emirates and South East Asia, turnover 17M€, direction of the financial and HR department following the acquisition of CFF group by Metro; Results :Monthly closing (J+5) done respecting the deadlines; IT project for the harmonization of the product databasis; 2016 year end closing and production of all the French legal documents (minutes for the shareholders meeting, management report) on due time; New management of the transfer pricing contracts; redaction of the rules of procedure and implementation of the new medical health benefit.

Creation of ADARE SAS in June 2015, French subsidiary of American Adare Pharmaceuticals Group: Management of the acquisition of the Lacteol activity (medication treatment for diarrhea in adults and children, 20M$ turnover), 8 months mission: Organization of the finance department; Implementation of the new group reporting package (US GAAP); Results : Implementation of the 2016 budget and group KPIS (calculation of 2016 standards costs, margin analysis); Study and implementation of SOX procedures; Coaching of the finance team following AX dynamics migration from SAP (go live 1st January 2016); Implementation of AX fixed assets module in US and FR GAAP; Closing for the year 2015 in US and FR GAAP; Declaration of the French tax return and of pharmaceuticals taxes. Implementation of the fiscal integration for 2016; Integration and coaching of the new Financial Director for France.

French group bought by the Dutch group De Facultatieve; 4 main activities in the funeral sector (the industrial side with hot and cold technologies, the service part with embalming and insurance); Consolidated turnover of €30M: Direction of the legal reorganization with the creation of a new entity to receive industrial activities and the absorption of the insurance entity with embalming services; closing of the insurance activity; At the same time, reimplementation of the Exact ERP, following an IT audit highlighting configuration issues; Implementation of operational, administrative and accounting procedures following new operational processes. Results: Successful implementation of new group reporting for the 2012 closing; implementation of a new budgetary process and management control; making financial information more reliable and reducing production times (improvement of inventory management and calculation of standard costs); reduction in CAC costs by 40%; monthly closing at D+6.

CONTOURGLOBAL American group specializing in the production of electricity from renewable energy sources; start of production in the different entities: Transfer of the financial department from Newcastle in the United Kingdom to Paris, France: Audit report on the existing accounting organization in order to prevent the loss of information and knowledge during team changes; Implementation of new accounting procedures in line with local statutory standards (Carbon credits for Italy, the UK, US GAAP and IFRS); Identification and management of risks in the context of intra-group relations and the filing of statutory accounts in the different countries. Management and control of the intragroup data flows concerning capitalization operations, consolidation of operations to bring to light the differences between US GAAP and local norms. Results: The financial department was successfully transferred and the French team recruited by the end of July 2011. All procedures were written and used by the new Financial team. The procedures and the risks mentioned in the audit report were used to improve the ContourGlobal group manual procedures.

SERGI HOLDING including 4 Subsidiaries (USA,France, India, Brazil), manufacture and distribution of Industrial electric transformer protection systems. Consolidated turnover in 2008 of 25 M €: Financial management, including financial relations with French and Brazilian Banks (set up of a line of financial bank guarantees on the holding for the US subsidiary). Creation of a monthly reporting; New intra-group invoicing rules (transfer pricing); Fiscal declarations and set up of a R&D tax credit (150 K€) and exonerations of US witholding tax payments. Management of the IT transfer from Sage accounting to SAP Business One (Elimination of double input of supplier and customer invoices, and setting up an accounting software in Brazil) Results: Implementation of a monthly reporting and of new KPIs allowing the top management to have a better view on the activity; Treasury situation improved and customers' payment delays decreased thanks to an increased of sales down-payments (up to 30% instead of 10%-20%); The tax credit for Research and Development investment was 150K€ for 2008. .

GOLD CONTAINER CORP, Turnover 400M$, a US company for leasing maritime containers, TOUAX SCA GROUP (6 entities): Optimization of the accounting department organization in parallel with the increase of the container activity; Fiscal impacts studies for new Chinese and Indian markets; Reimbursements of VAT (UK, France, India); Exonerations of witholding tax payments on leasing incomes (Japan, Germany) participation in the establishment of the US corporate tax returns and inventory of differed active and passive taxes. Audit: 4 to 6 per year (investors, statutory accounts and IT System). IT projects : direction of the automation of the container fleet management (Volume multiplied by 3 in 4 years valued at 760M$; Implementation of accounting interfaces for the management of sales of used containers; Automation of the credit notes and complementary invoices. Results: Monthly closing delays reduced from 3 weeks at D +5 and the statutory audit delay reduced 3 to 2 weeks and the IT audit too; New KPIs allowing a better management of the fleet by controlling the number of days on depot (for repairs, under surveys) thanks to the new databasis created with the automation of the management of the fleet and creation of business finance department.

French COSMETICS company. 1.5 Billion € Turnover Set up of the accounting program for the Spanish branch Perfumes Del Mundo. Creation the Customer databasis, the client reminder letters; Testing of the Spanish software (AS 400). Results: The Spanish team took over the book keeping and were totally autonomous.