Téva Perreau

Mobilize Financial Services - Renault Group - B2B/B2C Activities - Credit, Leasing

Revenue €2 billion - 4,000 employees - 35 countries - Supervision by the European Central Bank (ECB)

Head of Internal Audit (Paris, France)

Reporting to the Group CEO and the Audit Committee

Adapting internal audit to improve quality and efficiency

• Adapting the audit plan from 5 to 3 years to improve risk coverage on

Strategy, Finance, Credit, Operations, IT, Regulatory, Compliance themes

• Doubling the activity to 60 audits per year and 25 auditors to execute the audit plan

• Defining an HR strategy and a new organization mixing central/country teams

• Improving the efficiency and quality of the function (+13pts/100 by external review),

optimizing costs and processes

Reporting to the Group CEO and Member of the Coface Executive Committee

Revenue €300M, 800 employees, Germany, Netherlands, Nordic Countries, Russia

Legal representative and direct management of Germany (80% of the region's revenue)

Generating profitability in a context of declining revenue and stock market rating, transforming the region, relaunching commercial activity

• Reorganizing the commercial front and back office in Germany in 6 months with a

new organization and new processes for 200 employees

• Rethinking the factoring strategy: new commercial plan integrating cross-selling between business lines, a new organization and a revised IT strategy

• Improving commercial performance: 2015 +20% productivity, 2016 +20%

new business, 2017 record customer retention rate of 95%, stabilized revenue

• Creating a Nordic Countries Hub: 10% cost synergies and reinvestment

• 20% reduction (€30M) in costs: negotiation with social partners of 2

redundancy plans, process reengineering (Lean Management)

• Reduction of insurance loss ratio to 50%: improved risk management,

actions on the client portfolio, crisis action plan in Russia

• Changing the management culture towards more performance and relying on

the involvement of middle management

Reporting to the Group CEO and Member of the Coface Group Executive Committee

Responsibilities for Risk (2010) then expanded to Organization and IT (2013)

€80M central budget, 300 employees

Delivering strategic projects and implementing Solvency II regulation

• Delivering strategic plan projects: 80% delivered on time and within budget

• Achieving IT synergies Germany / HQ: IT process changes,

decision on application management, 10% synergies achieved

• Managing the Solvency II project: launching and managing the Solvency II project to catch up in 2 years the preparation for the regulation on the 3 pillars

• Lobbying with the Credit Insurance Association: coordinating a working group to obtain a modified formula for calculating capital requirements

• Creating the risk department: integrating teams into a new framework

compliant with Solvency II regulation, improving management and indicators