The Finance and Control pillar has been set a target to achieve savings of €500,000 compared to 2024. The in-depth analysis identified a potential for savings of up to €800,000. It has been decided to proceed with the planned improvements/savings, as outlined in the deep-dive. This excludes the savings from the Procurement department. These savings will be realised gradually within FC up to and including 2029. In 2025, an investigation was carried out into how and where savings could be made within the organisation. The various potential savings identified by the investigation were critically assessed in a deep-dive analysis for feasibility and potential impact. The results of the in-depth analysis have been incorporated into a final report. This report was submitted to the steering group of the Savings Programme in December 2025.
Cost-saving initiative
Following the final report, the Executive Board has announced that the cost-saving initiatives can now be taken into further preparation. A project team will be set up for each cost-saving initiative – involving colleagues from outside the FC division where necessary. The following projects have been defined:
- Standardisation and simplification of administrative processes in the 1st GS;
- Standardisation and simplification of administrative processes in the 2nd/3rd GS;
- Automation of administrative processes in the 1st GS;
- Self-service and tooling within the Control function;
- Automation of Accounts Receivable and Accounts Payable processes (ERP-independent);
- Initial steps towards renewal of the Finance & Control ERP system.
The project teams have now been formed. From May onwards, the project teams will begin drawing up their project plans. These project plans will form the basis for an overarching implementation plan for Finance and Control. Once the implementation plan has been finally approved, work on the projects can begin as soon as possible. This is expected to be after the summer.
If colleagues have any questions regarding the projects, they can consult the project posters and FAQ in the shared folder on SharePoint or contact project manager Daniela Patru.
Operational model
In parallel with these developments, the FC division, supported by EY, is conducting a thorough analysis and redesign of the existing operational model. In close collaboration with the FC managers, a preferred scenario has been developed for a new operational model aimed at professionalisation, scalability and sustainable quality assurance.
Over the past few months, this preferred scenario has been discussed in various formal forums. Following these discussions, the Executive Board has indicated that the financial and staffing implications of the proposed operational model can be set out in an organisational change plan. The organisational change plan is expected to be finalised by the summer; it will then be discussed in the formal bodies.