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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.
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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.
Every quarter Grant Thornton surveys more than 2,500 businesses in 36 economies on key economic trends such as optimism, profitability, employment and wage growth. When we recently asked about the role of culture, we found that that half of businesses have culture as a standing item on their board agenda, while 71% are now establishing internal controls that address culture and employee behaviour.
From the UK Financial Conduct Authority’s spotlight on culture as a driver of customer outcomes, to the Securities Exchange Board of India’s insistence that boards set the values for the company to follow, regulation is playing a key role in pushing culture up the boardroom agenda. Regulators recognise that culture shapes employee attitudes and behaviour in a way that rules alone can’t. A tick box approach to compliance isn’t enough. Regulators are keen to ensure that the right culture is fully embedded into governance and risk management.
Yet as we explore in our new report, Beyond compliance: The building blocks of strong corporate culture, regulation is only part of the story. The world’s most successful businesses are marked out by the strength of their culture – defining aspirations, spurring innovation and inspiring confidence. When management guru, Peter Drucker, reportedly said that “culture eats strategy for breakfast” he didn’t mean that strategy isn’t significant – rather that it can’t be executed effectively without the foundations of a strong culture. It’s telling that when we asked IBR survey participants what factors are most important to their reputation and brand image, some of the attributes that rated above culture, such as the conduct of the senior management team and relationship with employees, are fundamental building blocks of a healthy corporate culture. So even if firms don’t rank their culture as one of the top factors affecting their reputation, it still has a decisive influence on conduct, performance and product and service quality.
So what defines culture and how can it be moulded into a valuable source of competitive strength? Culture has many facets, but ultimately it comes down to the values, attitudes and behaviour that guide your operations. While some people think that culture just happens, our experience and research underlines the extent to which it can be actively shaped, embedded and reinforced through four key building blocks:
- Understand your culture - This not only includes examining the formal drivers of culture such as leadership and people management, but also evaluating whether your culture is enabling or holding back strategy.
- Set your culture - The bedrock of which is a code of conduct. It includes clear expectations about required behaviour and supported by open communications among employees.
- Test your culture - Culture should be tangible and practical. A good way to test how it’s working in real life is to pick a key business challenge and judge whether you’re confident you can tackle it. If there’s any doubt, you can evaluate the impact culture is having on your ability to achieve results.
- Refine and improve your culture - A living culture is built into senior managers’ objectives and strategic decisions. You can support this by asking them what impact culture has on their daily decisions and activities.
Lastly, cutting across these building blocks is the critical importance of authenticity – a culture that comes from within rather than being defined by regulators. Your people will see your culture as something they want to live up to. In turn, customers, regulators and other external stakeholders will be clear about what you stand for and be confident you can deliver.