The 80s:
An organisation based on trust and sharing

Robert Mazars relied on a solid team to ensure his company’s development, “favouring the recruitment of young people with an excellent education (business and marketing, political science and law) who were willing to accept the firm’s work conditions.”

In 1983 Robert Mazars’s firm had ten partners: “I knew that the company’s success depended on a solid and loyal team, so I made it possible for young graduates to acquire shares through successive increases in nominal capital value. I was also conscious of the importance of favouring individual initiatives, and tried to delegate responsibility for contracts as broadly as possible. Each partner had to have an equal number of shares and nearly equal pay.”

In September 1983, Robert Mazars resigned the presidency of the firm: “Choosing my successor was difficult, as every member of the team was so qualified. The overwhelming majority of the partners supported the promotion of Patrick de Cambourg both for his educational background (literature, law, political science) and his great human and professional qualities.”

Robert Mazars’ organisation was one of the top fifteen or twenty French firms.

What was needed was to expand the international growth begun in 1977-1978: “A strategy is a few basic principles, and then a great consistency in applying them by putting one foot in front of the other, day by day.” During these years, “exciting high points alternated with the daily grind”, and this period was dedicated to expanding the teams and the premises, to new international contacts, and to the first steps in a communication policy.

Frédéric Allilaire, member of the Group Executive Board, began travelling throughout Europe and the world, making contacts, gaining precious experience and knowledge, making it possible for each team member to provide the best possible service to their clients.