From IAS to IFRS: How International Accounting Standards Shape Financial Reporting

Maxime PIOUX

In this article, Maxime PIOUX (ESSEC Business School, Global Bachelor in Business Administration (GBBA) – 2022-2026) explains the importance of international accounting standards and highlights the key differences that finance and business students should be aware of.

Why International Accounting Standards

Financial statements are the primary source of information used by investors, managers, and other stakeholders to assess a company’s financial position and performance. However, without common accounting rules, it would be difficult to compare the results of two companies operating in different countries and industries. International accounting standards were developed to address this challenge.

In a context of globalization in financial markets, international accounting standards aim to harmonize accounting practices in order to ensure better comparability between companies regardless of their country or sector. These rules also play a key role in financial transparency. By defining how transactions should be recorded, measured, and presented, they enhance transparency and reduce information asymmetries (situations in which some parties, such as investors, have less information than others about a company’s actual financial situation).

Finally, international accounting standards help improve the quality of financial reporting by imposing disclosure requirements in the financial statements and their notes. These guidelines therefore provide more reliable and consistent financial information, facilitating economic decision-making and strengthening market confidence, as highlighted by Richard Grasso, former Chairman of the NYSE (New York Stock Exchange, the main American stock exchange), “It should strengthen investors’ confidence. This is done through transparency, high quality financial reports, and a standardized economic market.”

IAS: First International Accounting Standards and reference framework

The first international accounting standards to emerge were the IAS (International Accounting Standards), developed from 1973 by the International Accounting Standards Committee (IASC). This international organisation, composed of representatives from multiple countries, was responsible for developing accounting rules applicable worldwide by proposing a common accounting framework.

The IAS were created to meet the needs of investors and markets for reliable, transparent, and consistent information. They cover numerous areas and provide detailed rules on how to account for and present financial transactions and events. Initially, they primarily concerned multinational companies and listed entities seeking to publish financial statements comparable internationally. At the beginning, their application was often voluntary, but some jurisdictions gradually required their adoption.

IFRS: the emergence of a modern international accounting framework

In 2001, the International Accounting Standards Board (IASB) replaced the IASC, representing a significant shift with the former committee. While the IASC focused mainly on developing voluntary standards to harmonize accounting practices, the IASB introduced a more structured, rigorous, and coherent framework, with a mission to supervise and continuously develop international standards in order to strengthen their adoption and credibility worldwide. The IFRS (International Financial Reporting Standards) were born from this process. Their primary objective is similar to that of the IAS: to improve the reliability and comparability of financial statements. However, IFRS go further by imposing a uniform framework with precise principles. They aim to provide a single accounting reference, ensuring that all relevant companies present their financial transactions and events transparently and in a standardized way.

Today, IFRS apply to a wide range of companies, mainly listed and multinational entities, but some countries have adopted them for all companies. In the European Union, for example, all listed companies must prepare their consolidated financial statements according to IFRS, while in other countries, such as the United States, IFRS may be applied voluntarily or for certain subsidiaries of international groups.

To better understand the purpose of IFRS, it is useful to remember three fundamental principles these standards adhere to:

  • Completeness: Financial statements must reflect the company’s entire activity and limit off-balance-sheet information.
  • Comparability: Financial statements are standardized and identical for all companies.
  • Neutrality: Standards should not allow companies to manipulate their accounts.

The application of these standards today

Today, IFRS constitute the main framework for international accounting standards, used in 147 countries (98% of European countries and 92% of Middle Eastern countries). Some IAS, developed before 2001, continue to apply (such as IAS 1 on the presentation of financial statements) as long as they have not been replaced by an equivalent IFRS.

In France, the application of IFRS is mandatory for all listed companies, particularly for the preparation of their consolidated financial statements. Large unlisted companies and certain mid-sized enterprises can also choose to apply them in order to harmonize their international reporting, although this is not compulsory. In contrast, SMEs remain largely subject to the French General Accounting Plan (PCG “Plan Comptable Général”), which provides simplified rules suited to their size and structure.

Impact of IFRS

The impacts of IFRS on companies have been numerous and have varied by industry. However, overall, these impacts have remained relatively limited. For instance, according to a FinHarmony study on the transition to IFRS, the equity of CAC 40 companies changed by only 1.5%.

Three IFRS standards that have led to significant changes in corporate accounting are presented below.

IFRS 16: Leases in the Balance Sheet

Before the introduction of IFRS 16 in January 2019, the accounting treatment of leases was governed by IAS 17 (leases). This standard distinguished between two types of leases:

  • Finance leases, for example when a company leases a machine with a purchase option, for which the company recognized an asset corresponding to the leased item and a liability corresponding to future lease payments.
  • Operating leases, for example when a company rents office space, which were recorded as expenses in the income statement and remained off-balance-sheet.

With IFRS 16, this distinction disappears for most leases: now, all leases must be recognized in the balance sheet as a “right-of-use” asset and a lease liability. The only exceptions are short-term leases (less than 12 months) or leases of low-value assets (less than 5,000 USD). This reform aims to improve the transparency and comparability of financial statements by reflecting all lease obligations on the balance sheet.

As a result, companies with numerous operating leases, such as retail chains or airlines, have seen their assets and liabilities increase significantly, thereby affecting certain financial ratios and indicators (such as debt-to-assets or EBITDA).

Let’s take the example of an airline that leases 10 aircraft under operating lease contracts, with a total annual rent of €10 million over a 10-year period. The company generates revenue of €500 million, an EBITDA of €100 million, and has debt of €250 million.

  • Before IFRS 16, these contracts were classified as operating leases, with an annual lease expense of €10 million recorded in the income statement and no recognition on the balance sheet, despite this significant long-term financial commitment.
  • With IFRS 16, the company must now recognize a right-of-use asset on the balance sheet (corresponding to the present value of future lease payments) along with a lease liability of the same amount. Assuming a discount rate of 2%, the present value of the lease payments over 10 years is approximately €90 million, recorded as both an asset and a liability.
    In the income statement, the lease expense is replaced by depreciation expenses on the right-of-use asset and interest expenses on the lease liability.

The EBITDA, which excludes depreciation and interest, therefore increases to €110 million, compared to €100 million under the previous treatment. The former annual lease expense of €10 million no longer affects EBITDA because it has been replaced by depreciation and interest. However, the apparent leverage increases significantly, as the lease liability rises by €90 million (from €250 million to €340 million). Consequently, the debt-to-EBITDA ratio, for example, moves from 2.5 (250/100) to 3.1 (340/110), which can affect the perception of investors and banks.

This example illustrates that the increase in EBITDA and debt results from a change in accounting standards rather than a real improvement in the company’s economic performance.

IFRS 13: Historical Cost vs Fair Value

A significant change introduced by IFRS 13 in January 2013 concerns the measurement of assets and liabilities. Indeed, under certain IAS and in many national practices, assets were often recorded at historical cost, meaning their original purchase price.

By contrast, IFRS 13 promotes the concept of fair value, which represents the price at which an asset could be sold in a market at the closing date.

Fair value accounting can lead to significant fluctuations in the balance sheet and income statement, particularly for companies holding financial assets, securities, or significant real estate, as it reflects market variations. Companies in sectors such as finance, real estate or hotel industry may thus see their balance sheets and financial ratios change from one period to another, reflecting market realities. However, this approach provides a more realistic and transparent view of the financial situation.

Let’s take the example of a real estate group that owns a portfolio of buildings recorded at a historical cost of €500 million. In other words, the total purchase price of all the group’s buildings amounts to €500 million, whether they were acquired recently or several years ago. The company also has a bank debt of €200 million.

  • Before IFRS 13, the buildings were recorded under “property, plant, and equipment” in non-current assets at their historical cost of €500 million, regardless of changes in the real estate market. Equity and financial ratios therefore reflected this fixed value, without taking market fluctuations into account.
  • With the application of fair value as defined by IFRS 13, buildings are now valued at their market value at the reporting date. This fair value corresponds to the price at which the asset could be sold under normal market conditions and is generally estimated using real estate appraisals or comparable transactions.

Let’s assume that the current market value of the portfolio is €600 million. The balance sheet increases by €100 million in assets and equity. In practice, this revaluation directly affects certain financial ratios. For example, the debt-to-equity ratio decreases from 0.4 (200/500) to 0.33 (200/600). Investors and banks then perceive the company as less leveraged and with a larger asset base, even though the company’s actual operating activity has not changed.
By contrast, if the market value drops to €400 million, equity decreases by €100 million, and the debt-to-equity ratio rises from 0.4 to 0.5 (200/400), which could negatively affect the perceived risk of the company.

This example illustrates that fair value accounting more accurately reflects the current economic situation of assets, but leads to visible fluctuations in the balance sheet and financial ratios.

IFRS 15: Revenue from Contracts with Customers

IFRS 15, which came into effect in January 2018, replaced IAS 18 (Revenue) and IAS 11 (Construction Contracts), introducing a single and standardized approach to revenue recognition.

Before IFRS 15, revenue was recognized differently depending on its nature:

  • Under IAS 18, revenue from goods was recognized at delivery, and revenue from services was recognized at the time they were performed.
  • Under IAS 11, revenue from construction contracts was recognized over time based on the percentage of completion of the project.

With IFRS 15, revenue recognition is based on a single principle: the transfer of control of the good or service to the customer, regardless of physical delivery. In other words, revenue is recognized when the customer obtains control of the good or service. In practical terms, this means:

  • For goods sold, revenue is recognized when the customer can use the item and benefit economically from it.
  • For services (subscriptions or IT services for instance), revenue is recognized progressively as the service is provided, in proportion to the progress or consumption by the customer, rather than at the end of the contract or at invoicing.
  • For construction contracts, revenue is allocated to each stage of the contract as the customer gains control of the corresponding performance.

This approach standardizes revenue treatment across all sectors and reduces discrepancies between companies and countries. IFRS 15 has changed the way companies record revenue in the income statement. Some transactions must now be spread over time, while others can be recognized more quickly, depending on when the customer obtains control of the good or service. The most affected sectors are construction, technology, telecommunications, and services. This standard therefore improves comparability and transparency of revenue, enabling investors and financial analysts to better understand a company’s actual economic performance.

Let’s take the example of a construction company that signs a contract to renovate a residential complex for a total amount of €50 million, over a period of 2 years. Let’s suppose the total estimated cost of the project is €20 million.

  • Before IFRS 15, revenue recognition could differ depending on the applicable standard: under IAS 11, revenue was generally recognized progressively based on the percentage of completion of the project, but some companies could wait until invoicing or delivery to record revenue. This could lead to divergent practices, for example recognizing revenue too early to artificially improve performance, or on the contrary, postponing revenue to smooth results.
  • With IFRS 15, revenue recognition is based on the unique principle of transfer of control to the customer. In practice, this means that the company must recognize revenue as the customer obtains control of the work performed, even if payment has not yet been received.

Let’s assume that, at the end of the first year, 60% of the work is completed and the customer can use this part of the complex: the company will then record €30 million of revenue (60% of the total contract) in its income statement, and the corresponding costs of €12 million (60% of the project costs). The net profit for this part of the project is therefore €18 million (30 – 12).
On the balance sheet, assets increase by €30 million: in cash if the customer has already paid, or in accounts receivable if payment has not yet been received. Equity increases by €18 million, corresponding to the net income from this portion of the project. On the liabilities side, a trade payable of €12 million is recorded, corresponding to costs incurred but not yet paid. This debt will disappear when the company pays its suppliers, reducing cash and maintaining the balance sheet equilibrium.

This approach allows the financial statements to more accurately reflect the economic reality of the contract and makes results more transparent for investors. Without this method, revenue for the first year could have been zero, thus hiding the true performance of the project.

What about US GAAP ?

In addition to IFRS, there are also US GAAP (Generally Accepted Accounting Principles), which constitute the accounting framework used in the United States (US). US GAAP are mandatory for all U.S. listed companies, as IFRS are not permitted for the preparation of financial statements of domestic companies. However, foreign companies listed in the United States may publish their financial statements under IFRS without reconciliation to US GAAP.

US GAAP have existed since 1973 and are developed by the Financial Accounting Standards Board (FASB). They are based on a more rules-based approach, with a much larger volume of standards and interpretations than IFRS, often estimated at several thousand pages (compared with only a few hundred pages for IFRS). This approach reduces the degree of judgment and interpretation but makes the framework more complex.

Why should I be interested in this post?

Understanding the differences between IAS and IFRS standards is essential for any student in finance, accounting, auditing, or corporate finance who wishes to pursue a career in finance. International accounting standards directly influence how companies present their financial performance, measure their assets and liabilities, and communicate with investors. Mastering these concepts makes it easier to read and understand financial statements and to develop a more critical view on a company’s actual performance.

Related posts on the SimTrade blog

   ▶ Samia DARMELLAH My experience as an accounting assistant at Dafinity

   ▶ Louis DETALLE A quick review of the accountant job in France

   ▶ Alessandro MARRAS My professional experience as a financial and accounting assistant at Professional Services

   ▶ Louis DETALLE A quick review of the Audit job

Useful resources

IFRS

FASB

US GAAP vs IFRS

YouTube IFRS 16

YouTube IFRS 13

YouTube IFRS 15

Academic resources

Colmant B., Michel P., Tondeur H., 2013, Les normes IAS-IFRS : une nouvelle comptabilité financière Pearson.

Raffournier B., 2021, Les normes comptables internationales IFRS, 8th edition, Economica.

Richard J., Colette C., Bensadon D., Jaudet N., 2011, Comptabilité financière : normes IFRS versus normes françaises, Dunod.

André P., Filip A., Marmousez S., 2014, L’impact des normes IFRS sur la relation entre le conservatisme et l’efficacité des politiques d’investissement, Comptabilité Contrôle Audit, Vol.Tome 20 (3), p.101-124

Poincelot E., Chambost I., 2015, L’impact des normes IFRS sur les politiques de couverture des risques financiers : Une étude des groupes côtés en France, Revue française de gestion, Vol.41 (249), p.133-144

About the author

The article was written in February 2026 by Maxime PIOUX (ESSEC Business School, Global Bachelor in Business Administration (GBBA), 2022-2026).

   ▶ Read all articles by Maxime PIOUX.

My internship as a Junior Financial Auditor at KPMG

Maxime PIOUX

In this article, Maxime PIOUX (ESSEC Business School, Global Bachelor in Business Administration (GBBA), 2022-2026) shares his professional experience as a junior financial auditor at KPMG.

About the company

KPMG is an international audit and advisory firm founded in 1987, operating in more than 145 countries and employing over 275,000 professionals worldwide. It is part of the Big Four, alongside Deloitte, PwC and EY, which represent the leading global players in audit and advisory services.

The KPMG network supports organizations of all sizes, from small and medium-sized enterprises to large international groups, as well as public sector institutions. Its activities are primarily structured around three core business lines: audit, advisory, and accounting and tax services. Audit represents a central pillar of the firm, playing a key role in the reliability of financial information and in maintaining investor confidence in financial markets. In addition, KPMG has expanded its expertise into areas such as artificial intelligence, digital transformation, risk management and innovation, in order to address the evolving challenges of the contemporary economic environment.

In 2024, KPMG International generated revenues of USD 38.4 billion, distributed across advisory (42.5%), audit (35%), and tax and legal services (22.5%). In France, the firm reported revenues of EUR 1.55 billion, representing approximately 4% of global revenues.

Finally, KPMG became a mission-driven company in 2022, with the objective of contributing to a more sustainable and responsible form of prosperity by integrating social, environmental and ethical considerations into its activities.

Logo of KPMG.
Logo of KPMG
Source: KPMG

My internship

I completed a six-month internship at KPMG Audit, in the Consumer, Media & Telecommunications (CMT) Business Unit. This department is key and dynamic within the firm, bringing together a significant number of partners and professionals specialized in audit engagements for companies operating in these sectors. Due to the size and diversity of its client portfolio, I have worked with different teams for companies of various sizes and with different business models.

A specific feature of working within an audit firm such as KPMG is the dual work environment, which combines assignments carried out directly at clients’ premises and tasks performed at KPMG’s offices, located at the Eqho Tower in La Défense. This organization facilitates better interaction with client teams while providing a collaborative working environment.

My missions

The tasks assigned to me were those typically entrusted to a junior auditor. They mainly consisted of internal control testing, which represents a core responsibility at the junior level and involves designing and formalizing controls, collecting information from client teams, and documenting the results in audit working papers. I worked across all audit cycles, with a particular focus on operating expenses (OPEX), revenues and fixed assets. I also participated in analytical reviews, aimed at analyzing the company’s business activity over a financial year, as well as impairment tests, which involved identifying and proposing potential accounting adjustments to clients. Finally, I was also asked to suggest improvements and automation solutions for Excel files used in certain time-consuming audit procedures, with the objective of smoothing audit work and improving overall efficiency.

Required skills and knowledge

Working in audit requires both strong technical skills and behavioural qualities suited to a demanding environment. At the beginning of an internship, it is essential to demonstrate commitment, rigor, and patience, as some tasks assigned to junior staff can be repetitive but are crucial to the proper execution of audit engagements, particularly tick-and-tie procedures and internal control testing. These initial assignments represent a key step in the learning process and provide an opportunity to demonstrate professionalism, reliability and work quality, which subsequently determines access to more stimulating and higher value-added tasks.

From a hard skills perspective, strong proficiency in Excel is essential, as this tool is used daily to analyze, structure, and process financial data. Solid foundations in financial accounting and a good understanding of financial statements are also required. Rigor in the preparation of clear, well-structured, and well-documented working papers is critical, as these documents constitute the core support of audit work.

In terms of soft skills, flexibility and adaptability are key. Junior auditors are required to work with different teams, on multiple engagements sometimes in parallel, and to adapt to new tools and software, whether internal to the firm or client specific. Communication is also essential, particularly to keep his in-charge informed of the progress of the work. Finally, a strong willingness to learn, commitment, and a sense of responsibility are essential qualities for progressing quickly in such a demanding environment.

What I learned

Audit is a particularly formative field, allowing to develop a rigorous work methodology and processes applicable in many professional environments. During my internship, I first developed strong technical and analytical skills. I used Excel and the firm’s internal workflows on a daily basis to document and report audit work. I also occasionally used tools such as SAP or BFC during client missions.

Beyond technical skills, this experience taught me how to structure my reasoning and develop a critical mindset when analyzing financial information. Audit work required me to question the numbers, understand their origin, and analyze their consistency across different cycles.

The internship also allowed me to develop essential professional and interpersonal skills, such as rigor, adaptability and team spirit. Working within different teams and on multiple missions taught me how to organize myself efficiently, manage priorities, and perform effectively in demanding periods, particularly during phases of high intensity related to the finalization of audit work before the signing and certification of the accounts.

Audit concepts related to my internship

I present below three concepts related to my internship:

The central role of training

I was impressed by the importance placed on training at KPMG. Every employee, regardless of their level, begins their journey with an intensive one-week training, followed by several days of online modules and numerous e-learnings throughout the year. For instance, during my internship, in addition to the initial training week for interns, I completed around ten e-learning modules over the six months, which enabled me to deepen my technical and regulatory knowledge while familiarising me with the company’s expectations. These trainings cover technical skills, such as accounting standards, obligations for listed companies, as well as ethics and compliance rules. Additional sessions are also provided at each promotion to further deepen knowledge and skills.

Completing these trainings is considered as important as the quality of daily work. In cases of repeated delays or missed deadlines, an employee’s bonus may be adjusted downwards, illustrating how seriously KPMG takes the continuous development of its teams. This constant focus on training is part of the firm’s strategy to maintain excellence in the quality of its work and to remain a trusted partner for its clients.

Completing these trainings is considered as important as the quality of daily work. In cases of repeated delays or missed deadlines, an employee’s bonus may be adjusted downwards, illustrating how seriously KPMG takes the continuous development of its teams. This constant focus on training is part of the firm’s strategy to maintain excellence in the quality of its work and to remain a trusted partner for its clients.

Audit Methodology

Another key aspect of my internship was the audit methodology. Each firm has its own methodology, a set of systematic procedures and steps that every employee must follow to analyze and evaluate a company’s financial statements. This approach ensures that the work is carried out rigorously, consistently, and in compliance with professional standards.

The methodology covers all phases of the audit, from planning to analyzing the results obtained, including risk assessment, sample selection, and the performance of tests. It allows auditors to gather sufficient and relevant evidence to form a reliable opinion on the accuracy and compliance of the financial statements. During my internship, I learned to systematically refer to it in order to organize my work and ensure that each step was properly followed.

Each firm also implements internal workflows to structure and document all work performed on an engagement. These workflows allow the harmonization of work conclusions among different team members, ensuring the consistency and clarity of the entire audit file.

The control approach

In audit, several types of approaches can be adopted, including the balance sheet approach, the systems-based approach, and the control approach. Each approach offers a structured method for identifying risks, testing transactions and ensuring that the accounts accurately reflect the company’s financial position. The choice of approach depends on the auditor’s professional judgement, the size and complexity of the company, the level of internal control in place and, in some cases, a combination of several approaches is used to best suit the engagement. During my internship, all the engagements I worked on were performed using the control approach. This method consists of assessing the effectiveness of the company’s internal procedures and controls to reduce the risk of errors or misstatements in the financial statements. In fact, the auditor determines the sample size to be tested in order to obtain a sufficient level of assurance without having to check all transactions. The sample size depends on the risk of significant misstatements, the materiality threshold, the nature of the tests performed, and the characteristics of the population being audited. This approach allows the collection of reliable audit evidence while optimizing the time and resources required for the audit.

For example, if an internal control is performed monthly (12 occurrences) by a company and the risk of misstatement is considered normal by the auditor (“base risk”), the methodology will indicate the number of occurrences to test in that specific situation (for example 5 instead of testing all 12 occurrences).

Why should I be interested in this post?

Audit is a particularly interesting option for student wishing to pursue a career in finance. It allows you to develop a rigorous work methodology, strong organizational skills, and a deep understanding of financial statements and accounting mechanisms. Working with multiple clients across different sectors also enhances open-mindedness, flexibility, and the ability to quickly adjust to various situations; qualities that are highly valued in corporate finance, consulting, or M&A roles.

Moreover, an increasing number of M&A and Transaction Services firms seek candidates with audit experience to ensure they have solid foundations (technical, analytical and professional skills). For these reasons, considering an internship or apprenticeship in audit is not only intellectually rewarding, but can also open many doors for a future career in finance.

Related posts on the SimTrade blog

   ▶ All posts about Professional experiences

   ▶ Iris ORHAND Risk-based Audit: From Risks to Assertions to Audit Procedures

   ▶ Annie YEUNG My Audit Summer Internship experience at KPMG

   ▶ Mahé FERRET My internship at NAOS – Internal Audit and Control

   ▶ Frederico MARTINETTO Automation in Audit

   ▶ Margaux DEVERGNE My experience as an apprentice student in internal audit at Atos SE, during the split of the company

   ▶ Louis DETALLE A quick review of the Audit job…

Useful resources

About KPMG and the consulting sector

KPMG

Financial Times KPMG tax business pushes firm to faster growth than Big Four rivals

FinTech Magazine KPMG: What can Uniphore bring to financial services ?

Les Echos Concurrence : soupçons d’entente chez les géants de l’audit

Le Figaro (2025) Pourquoi les cabinets d’audit recrutent-ils désormais des ingénieurs ?

Academic resources

Appercel R., 2022, Audit et contrôle interne

Boccon-Gibod S., Vilmint E., 2020, La boite à outils de l’auditeur financier

About the author

The article was written in February 2026 by Maxime PIOUX (ESSEC Business School, Global Bachelor in Business Administration (GBBA), 2022-2026).

   ▶ Discover all articles by Maxime PIOUX.

Discovering Financial Controlling within a Media Group

Maxime PIOUX

In this article, Maxime PIOUX (ESSEC Business School, Global Bachelor in Business Administration (GBBA), 2022-2026) shares his professional experience as a financial controller assistant at Altice Media.

About the company

Altice Media was a major French media group owned by the Altice Group, founded and controlled by billionaire Patrick Drahi. The group operated across television, radio, and digital media, gathering some of the most important brands in the French audiovisual landscape, including BFM TV, BFM Business, RMC, and RMC Sport. Through these channels, Altice Media played a central role in continuous diffusion of economic, politic and sport news and content, addressing a wide audience.

In July 2024, Altice Media was sold at 100% to the French shipping and logistics group CMA CGM, led by its CEO Rodolphe Saadé, for an estimated amount of €1.5 billion. This acquisition marked CMA CGM’s ambition to diversify its activities beyond transport and logistics, notably by strengthening its presence in the media and information sector.

Logo of Altice.
Logo of Altice
Source: Altice

My internship

I completed a three-month operational internship within the Finance and Administration Department of Altice Media, more specifically in the central management control team. This department plays a key role in monitoring the group’s financial performance and provides essential support for decision-making, particularly by tracking results, analyzing variances, and consolidating data from the different entities.

I worked within the central team, collaborating directly with the two management controllers responsible for consolidating the figures of all the group’s subsidiaries before they were reported to the Chief Financial Officer (CFO), then to the group’s executive management and the shareholder. This position offered a comprehensive view of the performance of the group’s various entities and allowed me to understand how the consolidated data was used in reporting to both the finance department and the shareholder.

My missions

This internship gave me a practical understanding of the role of a management controller and allowed me to participate in a wide range of tasks. My main responsibilities were focused on monthly closing activities, including updating financial reporting, analyzing variances between actual and budgeted figures, performing intra-group reconciliations, and integrating certain companies not yet included in the reporting systems.

In a context of understaffing due to high turnover within the department, I quickly gained autonomy and was entrusted with more challenging tasks, such as participating in reforecasting exercises for two entities, building tracking dashboards, and preparing summary presentations for the Finance Department and Group Management.

In parallel, I contributed to various ad hoc assignments for the Finance Department, such as weekly analysis of unpaid invoices and updating regulated agreements.

Required skills and knowledge

This internship required me to mobilize a wide range of skills. On the hard skills side, proficiency in Excel was essential, as it is the main tool used daily by the management controller. It was also necessary to be flexible and able to quickly learn how to use new financial software such as SAP, an Enterprise Resource Planning (ERP) system, which centralizes and automates the main processes of a company, including accounting and financial transactions. The use of Hyperion was also required: this financial performance management tool is commonly used for budgeting, forecasting and consolidated reporting, and is often directly connected to Excel. Finally, being comfortable with numbers is strongly recommended to succeed in this type of role.

On the soft skills side, rigor and organization were crucial to deliver accurate data for the Finance Department and the management teams of the different entities. A management controller must also demonstrate strong communication and collaboration skills, as the role involves constant interaction with operational teams as well as with the finance departments of the various entities in order to collect, monitor, and analyze financial information.

What I learned

This immersion in the world of finance allowed me to gain a better understanding of the day-to-day operations of a Finance Department within a multi-entity group. I discovered the role of a management controller through the key processes that structure this function, notably monthly closing, consolidated financial reporting, and reforecasting work, which then serve as a basis for performance analysis and strategic decision-making.

I was also exposed to challenges related to financial consolidation, a complex area that requires both strong technical skills and a high level of rigor. I was able to understand the importance of adjustments, intra-group reconciliations, and data consistency in order to produce reliable financial information that can be effectively used by management.

Financial concepts related to my internship

I present below three concepts related to my internship:

Budget and Reforecast

Budgeting and reforecasting are essential tools in management control for anticipating and driving a company’s financial performance. On the one hand, the budget corresponds to a projection of expected financial results over a given period (generally one year) and serves as a benchmark against which actual performance is measured. The process begins with numerous discussions between the management controller and operational teams in order to understand business needs, identify potential cost savings, and estimate revenue. This information is then consolidated and analyzed by the Finance Department before being submitted to Group Management for review and comments, and ultimately validated by the shareholder.

On the other hand, reforecasting, consists of updating these projections during the year by incorporating actual data and changes in business activity or market conditions. These exercises are generally carried out on a monthly basis and allow management to anticipate the year-end outcome (an estimate of final performance at the end of the year). In practice, this work is often performed using Excel, with the support of financial software directly connected to Excel, such as Hyperion, in order to quickly consolidate data from the various entities and monitor performance against targets.

Investment Decisions (CAPEX)

Investment decisions, or CAPEX (Capital Expenditures), are a core pillar of management control and financial strategy, as they enable a company to finance strategic projects while maintaining control over its resources. These expenditures are essential for growth and long-term competitiveness, as they allow the company to renew equipment, develop new activities, or improve operational efficiency: “Wealth generation requires investments, which must be financed and be sufficiently profitable” From Vernimmen, Corporate Finance, 6th edition.

The process generally begins with the identification of needs and projects by operational teams, who define the objectives, estimated costs, and expected impact on the business. The management controller then assesses the financial relevance of each project by evaluating the return on investment, the financing plan, and potential cost savings. These proposals are subsequently submitted to the Finance Department and then to Group Management for strategic validation, before being approved by the shareholder when amounts are significant (approval thresholds are defined within each company).

CAPEX is monitored throughout the year, as shareholders typically pay close attention to these expenditures. Indeed, in certain circumstances, it may be tempting to reclassify OPEX as CAPEX in order to artificially improve the company’s financial presentation, which makes strict monitoring essential.

Workforce Cost Control

Payroll cost management is another central aspect of management control, as it enables the company to monitor one of its main expenses while ensuring that human resources are used effectively to support strategy and operational performance. This process involves collecting workforce data from the Human Resources department on a monthly basis, then analyzing costs, identifying potential variances compared to the budget, and anticipating changes in payroll expenses based on operational needs, new hires, departures, or salary adjustments.

Effective payroll cost control is crucial to maintaining the company’s competitiveness and profitability. This is why it is closely monitored by management and shareholders to avoid any cost overruns or financial imbalances.

Why should I be interested in this post?

A position in management control is an excellent opportunity for any finance student looking to become familiar with corporate financial management and performance monitoring. It allows the development of strong technical skills, particularly in financial analysis, while also strengthening essential soft skills such as rigor, organization, and communication. This type of role also provides a comprehensive view of a company’s operations, as it involves close collaboration with all departments. Finally, working in management control is formative and can serve as a stepping stone toward careers in corporate finance, internal audit, or consulting.

Related posts on the SimTrade blog

   ▶ All posts about Professional experiences

   ▶ Medine ACAR Impact du contrôle de gestion sur l’entreprise

   ▶ Jessica BAOUNON Enjeux de la pratique de la pleine conscience et de l’intelligence émotionnelle dans la fonction de contrôle de gestion.

   ▶ Emma LAFARGUE Mon expérience en contrôle de gestion chez Chanel

   ▶ Chloé POUZOL Mon expérience de contrôleuse de gestion chez Edgar Suites

Useful resources

About Altice

Altice

Acquisition de la branche media du groupe Altice par CMA CGM : l’Autorité de la concurrence conditionne la réalisation de l’opération à des engagements

Le rachat d’Altice Media, maison mère de BFMTTV et RMC, par l’armateur CMA CGM est finalisé

CMA CGM acquiert Altice Media, propriétaire de BFMTV : les détails de l’accord

Financial and management techniques

Vernimmen P., 2022, Corporate Finance, 6th edition

Alcouffe S., Boitier M., Rivière A., Villesèque-Dubus F., 2013, Contrôle de gestion sur mesure : industrie, grande distribution, banque, culture, secteur publique

Cappelletti L., Baron P., Desmaison G., Ribiollet F., 2014, Contrôle de gestion

About the author

The article was written in February 2026 by Maxime PIOUX (ESSEC Business School, Global Bachelor in Business Administration (GBBA), 2022-2026).

   ▶ Discover all articles by Maxime PIOUX.