For your QSE issues, consider interim management
In 2025, companies are facing major challenges in the field of QSE (quality, safety and environment): increased demands to differentiate while remaining competitive, organizational transformations, societal expectations on sustainable development and, above all, difficulty in recruiting experienced profiles. In this changing context, the QSE interim manager becomes a strategic resource for managing change, while maintaining operational excellence.
To meet this growing demand, the AFNOR Group has launched AFNOR BAO , a service that puts you in touch with hand-picked QSE experts. In AFNOR BAO, BAO means “word of mouth”! This is the solution chosen by Cap Ingelec, for example, a fast-growing company looking to strengthen its quality team by supporting its manager in preparing for several ISO certifications, in a context of transformation.
Interim management, a targeted response to QSE challenges
In France, the interim management market represents over 4,000 assignments per year across all sectors, according to Stratethic. Faced with a shortage of talent in highly skilled positions, as described here on the basis of a study by Robert Walters , this new way of recruiting executives is becoming increasingly attractive. The QSE field is no exception to this trend, particularly in projects involving the implementation of ISO management systems in continuous improvement mode (ISO 9001, 14001, 45001, etc.), where the aim is to comply with a number of (voluntary) requirements while pursuing business objectives.
Transitional QSE management involves bringing in a high-level expert on a temporary basis to solve a specific problem: obtaining certification, reorganization, steering an action plan, ensuring regulatory compliance, etc. The expert acting as ” transitional QSE manager ” then becomes a transformation accelerator, capable of integrating quickly, interacting with different levels of hierarchy and producing deliverables. The expert acting as “QSE transition manager” then becomes a transformation gas pedal, capable of integrating quickly, interacting with the various hierarchical levels and producing high value-added deliverables.
Anthony Kanamma
“What I was looking for was not a position to fill, but targeted support, with concrete deliverables to be produced within precise deadlines,” testifies Anthony Kanamma, QSE Director at Cap Ingelec, for example. “The QSE manager often needs an outside viewpoint to compare ideas and see things more clearly. The most important factor in the success of a coaching assignment is trust. When there’s trust, the service is 80% successful. The customer sees you as a mirror; we move forward together “says Laurent Samittier, organizational performance consultant.
Technical, methodological, human: the three faces of the QSE interim manager
Visit QSE interim manager has a technical, methodological and human skills base. He or she masters ISO standards, understands the dynamics of organizational transformation, and knows how to interact with all company players, from the field to top management. This is not a one-off external consultant, but a committed professional who immerses himself in the corporate culture to bring structure, efficiency and autonomy. The experts who carry out this type of assignment are selected for their ability to quickly understand the specific challenges of the assignment, to structure priorities and to adapt their approach to the company’s QSE maturity. “I was looking for someone who knew how to run a meeting with managers, produce certifiable deliverables and make proposals. That’s what I found in my first meeting with Laurent, our AFNOR BAO consultant. “continues Anthony Kanamma.
A flexible, human solution with high added value
One of the advantages of using a QSE interim management service is the flexibility of recruitment. The service enables you to mobilize an expert quickly, for an adjustable duration and scope. This may involve a temporary replacement, methodological support, the completion of an ISO project or the need to reinforce a team. ” Initially, the assignment involved support for the three QSE standards(ISO 9001, ISO 14001 and ISO 45001).. We then expanded our project quality team. The BAO model enabled us to adapt as we went along. “continues Anthony Kanamma.
Laurent Samittier
But beyond responsiveness, it’s the quality of the human relationship that makes the difference. The QSE interim manager must become a trusted partner, capable of getting teams on board, training internal relays, and structuring the follow-up. “The tools, methods and advice I provide are not just theoretical. They are integrated and useful on a daily basis for the teams”, explains Laurent Samittier. Thanks to this personalized approach, the AFNOR BAO service helps to secure companies’ QSE transformations, while reinforcing their long-term autonomy.
