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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.
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Consulting
Our Consulting team guarantees quick turnarounds, lower partner-to-staff ratio than most and superior results delivered on a range of services.
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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.
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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.
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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.
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Financial Accounting and Advisory
Our FAAS team designs and implements creative solutions for organisations expanding into new markets or undertaking functional financial transformations.
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Restructuring
Grant Thornton is Ireland’s leading provider of insolvency and corporate recovery solutions.
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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.
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Sustainability Advisory
Our Sustainability Advisory team works with clients to accelerate their sustainability journey through innovative and pragmatic solutions.
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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.
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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.
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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
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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.
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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.
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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.
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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.
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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.
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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.
In the rush last year to send workers home with a laptop at rapid pace as the pandemic took hold, upskilling was the last thing on peoples’ minds. And then we all just got on with it, and one month became a quarter, and before we knew it we became remote workers and somehow made it work. But that doesn’t mean that we have done it as effectively as possible, and now new habits have set-in, and not all of those are healthy.
Helping staff and leaders to develop the skills needed to be effective in a new context is now required, in some cases to introduce new approaches, and in other cases to break bad habits. Think of it like a refresher driving course; you’ve had your licence for some time but we would all likely benefit from a refresher to point out bad habits that have crept in. If you were to do your driving test tomorrow, would you pass? Working remotely for the past 18 months doesn’t mean that we are doing it as well as we could be. That’s why, in addition to the many benefits, there are also some negative factors that could be corrected with a little instruction.
Firstly, looking at personal effectiveness, what routines help you to start and end your working day well? Do you just drift from the breakfast table to your desk and let outlook direct your day, or is it blocked out in advance, with focus time set aside for priority projects. When you are doing focus work (reading, writing, thinking), do you unplug from all distractions? If not, your productivity will definitely suffer, as your brain switches back and forth from focus to distraction, to focus again. Each shift takes longer for your brain to get back into the groove from where you left off. As much as we like to think we are brilliant multi-taskers, our brains are not wired that way. We are far better off setting a timer, disconnecting, and focussing on the task at hand for a good block of time. Try it, and see how it works for you.
For collaboration with others, are you choosing the best medium for each type of discussion? Just because we can have a Zoom meeting with cameras on, doesn’t mean we have to! If a phone call will do, then choose that. All this staring at ourselves on screen is also contributing to our fatigue. Notice what your default settings are now, and question yourself and others about habits that are forming.
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Finally, how are leaders being supported to lead teams in a new context? What we know from companies that have embraced remote working for many years, is that leaders must also develop new habits for their remote teams. Less time together means that leaders must be intentional about connecting and communicating with their team, both in one-to-one and team settings. Distance means that there is more opportunity for confusion, so clarity of expectation is even more important. Checking-in, not checking-up, is a good habit for leaders to develop.
By investing in upskilling and talking about working practices, organisations will reap the benefits of ensuring that whatever choices they make for the new world of work, their people have the skills to succeed.