From overall accounting procedures (bookkeeping) to the validation of company accounts (financial reviewing), the chartered accountant adapts to the structure of the client company. Whether it be a question of annual accounts consolidated or forecast accounts, we apply a methodology which guarantees the highest level of accuracy from an accounting and fiscal point of view. ( value for money auditing) .

As an advisor, the chartered accountant can also set up and develop tools for treasury management or budget spread sheets. The pertinence of accounting organisation often becomes clear when final results are compared to budgets or forecasts. Critical analysis of the results can be of help to the company director in taking important decisions.

The introduction of treasury budgeting or a reporting or spread sheet system must be carried out with the help of a professional who will guarantee the reliability and development of such a system.

The development of computerised tools, such as ERP or the balanced scorecard, are elements which permit professionals who work with figures to make recommendations on the implementation of internal controls.

Directors can then communicate more effectively with their shareholders, clients and partners in terms of the mechanism of creating value in the company. The directors must also be able to channel the energy and skills of their staff towards the achievement of objectives.
   
ERP: Finally, through his knowledge of fiscal and ERP: Enterprise Resource Planning, which is also called PGI in France, centralises all management applications within a company. This includes horizontal applications
(accounting human resource management) and vertical applications ( production management, stock control)

The balanced scorecard is a management process originally invented by 2 Harvard business school professors. This process attempts to construct a system of objectives, measures, targets and initiatives which clearly outline the strategy of a company and the means necessary to apply that strategy. The BSC was developed to help company directors to find a balance between the long term ( investment in research and development or in specific skills) and the short term ( pressure from shareholders ). The BSC helps in the calculation of return on long term investment (figures can be used to support strategic decisions) and in piloting the operating units so that such investment is not wasted. All strategic questions are broken down into 4 perspectives: finance, clients, organisation and learning. Connections are also established between the 4 perspectives in terms of cause and effect.