Manager Banach Outsourcing
Outsourcing is not about increasing
efficiency or reducing costs, it is
about unblocked potential.
The most valuable is the
time you can reinvest
where you need it.
W Outsourcingu nie chodzi o podniesienie wydajności czy redukcję kosztów, liczy się odblokowany potencjał.
Najcenniejszy jest czas, który możesz reinwestować tam gdzie jest potrzebny.
How do we help?
A wide range of services allows us to support customers
across the entire spectrum of their business needs.
Dozens of issues, one common denominator of
books and tax
offices and service
and process design
Greater flexibility/ and easy scalability
More than 25% reduction/operating costs
Compliance with current regulations and regulations
Benefits of outsourcing based on KPMG and HFS studies.
The answer to
All Questions is
Yes, thanks to the electronic flow of documents, the distance between you and us does not matter. Through the web version of our Merit ERP software, all invoices are sent directly to us. It is not necessary to collect invoices in binders and send them by mail. In this way, no invoice is lost and they are delivered to us on time.
Your documents are stored on our third-party secure servers. It guarantees the highest standards of hosting service, a multiple copy of the record, and data encryption. The web version of our Merit ERP software also allows for free access and control over documents in electronic circulation.
Yes. The implementation of the service in the form of outsourcing transfers to us the obligation to maintain full availability and readiness of the team performing your tasks. In addition, our organization allows for replacement in unexpected situations.
Yes. We secure our activities with a high 5 millionth policy, which is an exception in the industry.
Yes. The merger of a distributed organisation into a single external accounting unit enables real supervision and control over the whole organisation.
Yes, our multi-entity team has an ability to optimize resources at the same time.
The group manages 8 amusement parks from Belgium: in Belgium, the Netherlands, Germany and Poland,
the Polish branch employs approx. 60 people. We have been cooperating since 2020.
No chief accountant;
shared services centre
from Belgium (on SAP).
In order to optimize the financial burden for the customer and secure the area for him the most sensitive in Poland, and at the same time the most difficult to handle by CUW in Belgium, we finally agreed that we would conduct reporting and deal with the verification of sales invoices (Belgian employees do not speak Polish).
Nidec Corporation is a Japanese leader in the production of electric motors.
In Poland, it employs approx. 120 people. We have been cooperating since 2017.
The disintegration of the accounting department. Emphasis on perfection and zero level of errors in payroll settlements due to, among others, employee pressure.
We have seconded an auditor to the company, who has sorted out the company's accounting matters – he has proved himself enough to be employed by the client. We are currently working on Nidec's payroll to ensure its expected highest level of quality.
The company under the QUIOSQEUE brand has approx. 150 stores
in 80 largest cities in Poland, also runs an online store.
We have been cooperating since 2020.
No chief accountant; intricate organizational
structure (separated approx. 100 companies).
We organized the accounting of all companies, supported the process of restructuring the group, on a large scale. Currently, we conduct statutory reporting.
Stiga is a Swedish brand of gardening machinery manufacturer.
They employ approx. 60 people. They have been our client since 2018.
Resignation from the main human resources work.
We efficiently took over the full spectrum of HR and payroll tasks, also in the field of PPK. We are currently implementing the HR Portal from Asseco.
Profitroom is a Poznań provider of SaaS technology
and hotel marketing services for hotels and apartments.
The company employs approx. 180 people.
We have been cooperating since 2021.
Through prior contact and knowledge of the period of cooperation in Allegro, we were invited to conduct accounting matters, also due to our experience in working for companies from the hospitality industry. In addition, the client had difficulties communicating with staff in a foreign branch.
We have designed and implemented solutions as a shared service centre for the company – we have taken over the handling of the books in the German branch, we have dealt with the accounting in the British Isles and the Czech Republic, including registration for VAT purposes; we have left the handling of tax matters to foreign branches in accordance with local legislation.
It is a Scandinavian company present in Poland for over 30 years, based in Łódź.
They've been our client since 2021.
Personnel problem within the company at the level of people dealing with finance and accounting. Sudden inaccessibility of the accounts within the deadline for submitting the VAT return. Customer's dependence on one person focusing on financial matters.
We prepared the VAT return on time, despite the lack of a formal takeover of the company and implementation into tasks; we efficiently took over the statutory reporting and tax matters; we received the liquidation of the branch in Belarus (instead of the BIG4 company) for implementation.
Effectiveness driving success
We believe that the basis of good relations are quick reactions and efficient action,
which we owe to the availability of numerous management staff.
But what really distinguishes us is a genuinely individual approach.
Our clients' companies have one thing
in common. Each one is different.
We fit into the organizational
structures of our clients, instead of
reorganizing their work.
Every company has
completely different needs.
Therefore, we design each
service individually depending on
the situation, needs and expectations.
Each company has
completely different goals.
We deal with difficult, complex,
pre-tendent cases that seem
too difficult for competitors.
WHY We? WHAT
FROM THE REST?
For a CFO to be able to strategically support the development of his or her organization, he or she must have the space to do so.
It achieves it when it ceases to be limited by the supervision of accounting matters and the tracking of changes in the law.
- President of the Management Board
Aby dyrektor finansowy
mógł strategicznie wspierać
rozwój swojej organizacji,
musi mieć na to przestrzeń.
Osiąga ją, gdy przestaje być
ograniczony nadzorem spraw księgowych i śledzeniem
zmian w przepisach prawa.
- prezes zarządu.