Management consulting firm

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CSR & Circular economy
Internal control & Risk management

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Transport, Infrastructure and Mobility
Retail, Luxury and Consumer goods
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INTERNAL CONTROL & RISK MANAGEMENT
EXPERTISE

Companies and organisations are faced with a rapidly changing landscape. The stakes and the players are evolving, and the rules of the game are becoming more stringent, calling for heightened vigilance.

Bartle offers enterprises a customised approach

We provide a suite of services designed in this spirit and organised around themes that we commonly address with our clients. Our modular approaches are systematically adapted to the scope of each project, in line with our “personalised consulting” philosophy.

"The risk management framework must be responsive and adapted in order to optimise performance"
Phillippe Jacquet, Partner

Complex projects
high stakes

  • Because of approaches that were essentially coercive, internal auditing was once seen as a necessary evil, but over time it has established itself as a pathway to performance for companies and organisations.
  • All too often, internal control is perceived as dry and administrative even though it is indispensable to secure operations. And in many cases it is the secret weapon behind the most effective organisations.
  • Risk management is also a core element of any business plan: it is necessary to anticipate the pitfalls that could prevent the organisation achieving its goals so that workarounds can be found. This requires a specific methodological framework adapted to unique needs that make it possible to optimise the performance of the organisation as a whole.

Controlling key risks
is a delicate responsibility

Risk control is incumbent on governance bodies and executives, who are accountable for the safeguarding of resources, the reliability of the information produced and compliance with laws and standards.

This responsibility is most often organised and overseen by trustworthy individuals, such as a chief auditor, director of internal control, head of risk management or compliance officer. Their job description is to draw up a strategy, define tools and methods and liaise with operational entities and support functions to convey the importance of topics that many consider to be rather dry.

Soft skills
are just as important as hard skills

Soft skills enable us to lead with a constructive approach and to encourage ownership of an easy-to-understand project adapted to operational realities and built to last. This kind of relational intelligence will create value and drive performance.

Hard skills also matter because the demand for quality, professionalism and adherence to best practices is inextricably linked to actions whose results are visible and shared at all levels. Thus, the actions undertaken should illustrate discipline, pragmatism, the pursuit of efficiency and the other values they are meant to strengthen.

A holistic approach
and personalised support

Bartle advocates a fresh approach to consulting to ensure your transformation is successful. We bring the insights of risk management, internal control and auditing practitioners, and a thorough understanding of the legal and regulatory framework and well-known standards (COSO 2013, AMF, COSO ERM 2017, COBIT).

We provide a suite of integrated services designed in this spirit and organised around themes that we commonly address with our clients. Our modular approaches are systematically adapted to the scope of each project, in line with our “personalised consulting” philosophy.

Quality work grounded
in methodology

We deploy a wide array of techniques in process management (Lean, BPM), change management and data analysis, as well as project management approaches and development techniques that are collaborative (such as design thinking or gamification) or innovative (such as RPA, data science or data mining). We dig into this well-stocked tool kit to ensure you meet your objectives and establish company-wide ownership of risk management and internal audit mechanisms. Our methodological tools enable us to leverage qualitative benchmarks while preserving our bespoke approach. 

Our consultancy is also highly sensitive to the human factor and the importance of corporate culture.

5 case studies of companies
that changed their practices

Internal auditing. For a client that is a leading player in public property management in France, Bartle implemented a process audit system to help the company manage vacancies whilst the company’s business model was undergoing a transformation that would heavily impacting real estate needs. Our experts were able to put forward a work programme that complied with IFACI’s professional standards, a cross-functional review of three regional divisions to identify best practices, and support for the development of an action plan that was validated by the Audit Committee.

Internal auditing. For a major infrastructure manager, Bartle conducted an audit to assess the effective incorporation of a risk-based management approach over six areas comprising an integrated security system: occupational health and safety, natural and technological risks, safety, fire safety, information systems security, operational safety. We assisted the company with an audit approach based on international standards (ISO 31000, COSO ERM) and adapted to its specific contextual needs, as well as a qualitative and quantitative review of the existing risk management mechanisms in order to identify avenues for improvement and inform the definition of a road map.

Internal control. For a client in the transport sector required to publish a corporate governance report, Bartle wrote an internal control reference guide to standardise governance principles at group level and to build awareness of the risks among stakeholders. Our experts put together an internal control reference guide founded on the AMF framework and provided the company with recommendations on internal control governance

Risk management. Bartle worked with a client in the infrastructure management sector to craft a risk management plan that spells out the terms for identifying, assessing and managing risks in order to standardise approaches and reconcile top-down and bottom-up visions. Our firm formalised a risk management plan adapted to the specificities of the organisation and a benchmark with risk management plans of comparable players and recognised benchmarks (COSO ERM, ISO 31000, AMRAE publications) which was approved by the Audit and Risk Committee.

Risk management. Bartle also advised a client in the energy sector. Our experts designed and deployed a project risk management system as part of a major strategic project representing an investment of over €1 billion that would have a significant impact on the entire organisation. For Bartle, the assignment began with an analysis of the existing project risk management system relative to best practices and governance expectations. We also developed a global framework for project risk management to determine the policies, procedures and operating methods to adopt.

Internal auditing. For a client that is a leading player in public property management in France, Bartle implemented a process audit system to help the company manage vacancies whilst the company’s business model was undergoing a transformation that would heavily impacting real estate needs. Our experts were able to put forward a work programme that complied with IFACI’s professional standards, a cross-functional review of three regional divisions to identify best practices, and support for the development of an action plan that was validated by the Audit Committee.

Internal auditing. For a major infrastructure manager, Bartle conducted an audit to assess the effective incorporation of a risk-based management approach over six areas comprising an integrated security system: occupational health and safety, natural and technological risks, safety, fire safety, information systems security, operational safety. We assisted the company with an audit approach based on international standards (ISO 31000, COSO ERM) and adapted to its specific contextual needs, as well as a qualitative and quantitative review of the existing risk management mechanisms in order to identify avenues for improvement and inform the definition of a road map.

Internal control. For a client in the transport sector required to publish a corporate governance report, Bartle wrote an internal control reference guide to standardise governance principles at group level and to build awareness of the risks among stakeholders. Our experts put together an internal control reference guide founded on the AMF framework and provided the company with recommendations on internal control governance

Risk management. Bartle worked with a client in the infrastructure management sector to craft a risk management plan that spells out the terms for identifying, assessing and managing risks in order to standardise approaches and reconcile top-down and bottom-up visions. Our firm formalised a risk management plan adapted to the specificities of the organisation and a benchmark with risk management plans of comparable players and recognised benchmarks (COSO ERM, ISO 31000, AMRAE publications) which was approved by the Audit and Risk Committee.

Risk management. Bartle also advised a client in the energy sector. Our experts designed and deployed a project risk management system as part of a major strategic project representing an investment of over €1 billion that would have a significant impact on the entire organisation. For Bartle, the assignment began with an analysis of the existing project risk management system relative to best practices and governance expectations. We also developed a global framework for project risk management to determine the policies, procedures and operating methods to adopt.

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