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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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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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Grant Thornton is Ireland’s leading provider of insolvency and corporate recovery solutions.
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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.
Flexible and remote working existed in Ireland by exception before COVID-19; today it is a way of working life. COVID-19 has enabled us to prove that flexible and remote working work but why are so many leaders still keen to ‘get back to normal’? Why is there a belief that having your team in a common physical space between dictated hours allows for better measurement of performance; and how do we challenge this paradigm?
I worked in London for 7 years in a large multinational; flexible and remote working was an accepted way of working, it was embedded into the culture to work where you want, when you want; as long as the expected output was met. When I returned home to Ireland in 2018 I couldn’t believe the low level of flexible and remote working available. In one experience, I witnessed a senior member of a division ask if it was ok to leave 15 minutes early. One adult asking another adult permission for 15 minutes – this is the aha moment. Maturity and trust are key factors to enabling an agile workforce and for this to happen we must challenge our thinking as leaders on 3 points:
As adults, why are we asking permission? Permission removes accountability and power, it is a safety mechanism to move responsibility from one person to another; but if we are not holding our teams responsible for managing their own time or empowering them to, what else are we not enabling them to be responsible for? Trusting our people to manage their own time and workload cultivates a mature and empowered culture; empowered people feel safe to be innovative and creative - without asking permission.
But if I trust them to manage their own time, how will I know they are delivering their work? Is work measured on attendance or output? In this new reality establishing the measurement of work will be a major indicator in what the future of flexible and remote working look like. If our approach as leaders is to look at output rather than attendance, we will need enhanced performance management frameworks, smarter objectives and measures.
Grant Thornton have worked with multiple clients to develop and implement performance management frameworks. Processes and systems are just the mechanism; nothing will embed without understanding and working with your people and teams. As leaders we need to focus on bringing performance management frameworks to life through valuing adding conversation and feedback, making performance management a meaningful experience.
And to come to our third point of challenge; is our lack of trust in employees working in a flexible or remote way based on evidence, or is it fear based? Take this example; two members of your team doing the same job with the same output but one is in the office and the other is at home – who do you unconsciously trust more? If it is the former, it might be fear based trust. As leaders it has never been more important to hold a mirror up to ourselves and find our own resistance:
As humans we all have insecurities and fears, every day we do what we can to protect ourselves; most of the time unconsciously. We might be protecting our sense of control, or positon or status. If we can develop as leaders, bring understanding to this by looking in, we may be able to apply more freedom when we look out.
There are many layers to effectively enabling flexible and remote working but if we can, as a start, understand and shift the resistance in ourselves. By bringing maturity and trust into the culture and establishing a consistent focus on output, we will open the gate to a fluid and effective flexible and remote working environment – without permission!