An overview of levers that can be rapidly activated in an uncertain budgetary context
For finance departments, 2026 is shaping up to be a complex equation. Operating costs are continuing to rise, investment decisions are becoming tougher, and the uncertainty surrounding the Finance Bill 2026 complicates projections. In this context, having sufficient liquidity to absorb contingencies or accelerate strategic projects becomes an absolute imperative.
Yet many companies fail to use all the levers at their disposal. However, there are solutions that can strengthen cash flow now, without reducing innovation ambitions or growth plans. At G.A.C. Group, we support companies across the entire financing continuum: innovation taxation, local and energy taxation, HR performance, and here we provide a clear overview of the most effective solutions.
1. Public grants: powerful, direct support that is often under-exploited
At a time when companies are sometimes slowing down their investments due to a lack of budgetary visibility, public aid remains a rapid means of securing financial margins. Projects can be supported up to 25% to 80%, depending on the type and maturity of the work, and the size of the company.
Subsidies, repayable advances, loans, regional, national or international schemes. European There are many different mechanisms, but they all have one thing in common, which is essential for CFOs. They enable immediately reduce cash requirements, by covering human, material and subcontracting expenses that usually weigh heavily on budgets.
It's not just a question of obtaining assistance, but of identifying precisely which schemes are right for your projects, your timetable and your company profile.
Assess the public assistance available for your projects
2. Tax-financed innovation: a reliable shock absorber in an uncertain environment
In addition to direct aid, tax measures offer a decisive advantage: they are based on a proven and relatively stable legal framework, even at a time when public spending is under pressure.
The Research tax credit (CIR) is the best-known example. It enables 30% of eligible expenditure, These include R&D salaries and subcontracted work. There is no ceiling on the scheme, although the rate is lowered to 5 % above 100 million euros of expenditure.
For SMEs, the Innovation Tax Credit (CII), now set at 20%, is a valuable complement to innovation expenditure (up to a maximum of 400,000 euros). Visit CICo reinforces collaborative projects, while the’IP Box, by lowering the tax on income from intellectual property assets to 10%, This is a significant improvement in the profitability of technological investments.
For finance departments, these schemes are much more than a fiscal tool: they enable them to amortize project costs, anticipate budgets, and free up significant cash margins from one year to the next.
Estimate your potential CIR / CII / CICo / IP Box
How to transform a tax advantage into immediate cash: CIR pre-financing?
When cash needs are immediate, or when the aim is to secure a major investment before budgetary arbitration, CIR pre-financing becomes a strategic lever. Instead of waiting for the CIR to be refunded or allocated, the company can obtain a cash advance as early as the year in which the expenditure is incurred.
With our partner NEFTYS, There are a number of different ways of doing this. Some companies prefer the punctual mobilization of receivables via the «CIR échu» (expired tax credit), which enables amounts relating to the previous year's R&D expenditure to be recovered in a single instalment. Others opt for a «seed» system, with an advance released progressively as investments are made, creating a genuine cash-flow support throughout the project.
SMEs, meanwhile, benefit from immediate reimbursement of the CIR, an advantage that is rarely fully appreciated in annual financial planning.
3. Local and energy taxation: an often overlooked source of cash flow
Beyond innovation and direct financing, an often discreet but highly effective lever for improving cash flow is controlling local taxes and energy taxes. Since 2021, local taxes have increased significantly:
- For industrial facilities, the rental bases used to calculate property and CFE taxes, called Cadastral rental values (VLC), have been revalued each year in line with inflation, resulting in an increase of cumulative increase of +17.25 % over four years These are: +0.2 % in 2021, +3.4 % in 2022, +7.1 % in 2023, +3.9 % in 2024 and +1.7 % forecast for 2025.
- For business premises, The rental bases are updated each year to reflect changes in the local rental market. Rent increases, assessed by category, have a direct impact on property tax and CFE calculations.
- In addition to these upgrades, there are the rate increases decided by certain communes, which can significantly amplify the final amount of local taxes.
The local taxation is based on declarative and cadastral data that are rarely updated. Surface area errors, incorrectly classified uses, non-application of exemptions or incorrectly recalculated property bases can lead to significant overpayments. A meticulous audit can help identify these anomalies, obtain retroactive reimbursements (sometimes substantial), and secure future amounts.
The energy taxation is another immediate source of cash. Although companies pay TICFE, TICGN or TICPE every year, many are unaware that they could benefit from reduced rates, or even total exemptions for certain activities. Here again, an audit frequently reveals amounts that have been wrongly paid, and which can be recovered over several years.
These approaches offer a decisive advantage: they require no investment, This is because they are based on pay-for-success. The company only incurs costs if savings or reimbursements are identified.
Identify your potential local and energy tax refunds
4. What if your cash flow levers also came from the HR function?
The search for cash is not limited to innovation spending, local taxation or energy taxes. An important part of the room for manoeuvre is also to be found in at the heart of payroll, a major item in company budgets. Overpayments, perfectible payroll settings, incomplete or erroneous social security declarations: every year, these situations generate significant financial losses, This is the kind of money that could be recovered and reinjected into your strategic priorities.
For finance departments, these challenges represent a natural extension of budgetary control. They enable rapid action to be taken, without jeopardizing HR projects, and sometimes even making them possible. L’social charges audit and auditing DSN This opens up the prospect of additional cash flow, often under-utilized, but fully compatible with an overall approach to economic performance.
If you'd like to explore these complementary levers and understand how the HR function can become a driver of financial security, we invite you to read our dedicated article.
