-
Aviation Advisory
Our dedicated Aviation Advisory team bring best-in-class expertise across modelling, lease management, financial accounting and transaction execution as well as technical services completed by certified engineers.
-
Consulting
Our Consulting team guarantees quick turnarounds, lower partner-to-staff ratio than most and superior results delivered on a range of services.
-
Business Risk Services
Our Business Risk Services team deliver practical and pragmatic solutions that support clients in growing and protecting the inherent value of their businesses.
-
Deal Advisory
Our experienced Deal Advisory team has provided a range of transaction, valuation, deal advisory and restructuring services to clients for the past two decades.
-
Forensic Accounting
Our Forensic and Investigation Services team have targeted solutions to solve difficult challenges - making the difference between finding the truth or being left in the dark.
-
Financial Accounting and Advisory
Our FAAS team designs and implements creative solutions for organisations expanding into new markets or undertaking functional financial transformations.
-
Restructuring
Grant Thornton is Ireland’s leading provider of insolvency and corporate recovery solutions.
-
Risk Advisory
Our Risk Advisory team delivers innovative solutions and strategic insights for the Financial Services sector, addressing disruptive forces, regulatory changes, and emerging trends to enhance risk management and foster competitive advantage.
-
Sustainability Advisory
Our Sustainability Advisory team works with clients to accelerate their sustainability journey through innovative and pragmatic solutions.
-
Asset management Asset management of the futureIn today’s global asset management landscape, there is an almost constant onslaught of change and complexity. To combat such complex change, asset managers need a consolidated approach. Read our publication and find out more about what you can achieve by choosing to work with us.
-
Internal Audit Maintaining Compliance with New EU Pension Directive IORP IIOn 28 April 2021, the Irish Government transposed IORP II (Institution for Occupational Retirement Provision), an EU directive on the activities and supervision of pension schemes, into law.
-
Risk, Compliance and Professional Standards FRED 82 – Periodic Updates to FRS 100 – 105The concept of a new suite of standards for the UK and Ireland, aligning with international financial reporting standards, was first conceived in 2002
-
Audit and Assurance Auditor transition: how to achieve a smooth changeoverAppointing new auditors may seem like a daunting task that will be disruptive to your business and a drain on the finance function. Nevertheless, there are a multitude of reasons to consider a change, including simply seeking a ‘fresh look’ at the business.
-
Corporate Tax
Our Corporate Tax team is made up of more than 40 highly experienced senior partners and directors who work directly with a wide range of domestic and international clients; covering Corporation Tax, Company Secretarial, Employer Solutions, Global Mobility and Tax Incentives.
-
Financial Services Tax
The Grant Thornton team is made up of experts who are fully up to date in terms of changing and evolving tax legislation. This is combined with industry expertise and an in-depth knowledge of the evolving financial services regulatory landscape.
-
Indirect Tax Advisory & Compliance
Grant Thornton’s team of indirect tax specialists helps a range of clients across a variety of sectors including pharmaceuticals, financial services, construction and property and food to navigate these complexities.
-
International Tax
We develop close relationships with clients in order to gain a deep understanding of their businesses to ensure they make the right operational decisions. The wrong decision on how a company sells into a new market or establishes a new subsidiary can have major tax implications.
-
Private Client
Grant Thornton’s Private Client Services team can advise you on all areas of financial, pension, investment, succession and inheritance planning. We understand that each individual’s circumstances are different to the next and we tailor our services to suit your specific needs.
We began our journey through the evolution of statutory reporting, looking at the impact of centralised delivery models. One of the main impacts was the greater control and ownership that central teams now had and the resultant ability to change and improve process. A large part of this change was the drive to standardise and ensure greater consistency in statutory reporting processes and financial statement content.
Regardless of which form of centralised model an organisation moves towards (full in-house, outsourced or a hybrid of the two) these models allowed central teams/owners the ability to standardise process and content.
Driving standardisation in centralised models:
Within fully in-house models, centralised teams – building on their growing knowledge and experience – began to identify where disclosures could be made standard. With standard notes being included across more and more legal entities, financial statements became increasingly consistent. More consistent financial statements allowed central teams to reduce the time taken in preparation and freed up time to review process to drive greater efficiency.
The process itself was now owned fully within the one team, a single consistent process could be deployed. This reduced potential errors, while driving greater accuracy and minimising time spent on preparing multiple versions of financial statements. Standard process also ensured that consistent account treatments could be applied, to minimise GAAP to GAAP adjustments and to reduce the bridge between US GAAP and Local GAAP.
The above examples are also true for organisations which adopted outsourced or hybrid models.
Driving standardisation in outsourced models.
For outsourced models, where the outsource provider provides a central delivery and relationship model, organisations partner with providers to ensure standard process and operating protocols are agreed. Integral to this is defining standard process delivery, with agreed sign offs and approvals. These agreed protocols, are then set out in Service Level Agreements (SLA), by which the organisation can manage and monitor on performance and delivery. In some cases organisations and providers will define a restriction on the number of GAAP to GAAP adjustments and link this to overall performance improvement indicators.
To drive standardisation organisations work with providers to identify standard notes, which can be consistently applied across various sets of financial statements.