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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.
You are probably fed up reading articles on this theme over the last few months. However, there are a number of aspects of this topic that are going to shape the world of work going forward, long after the pandemic has disappeared. The key challenge is that organisations and their employees need to think and plan for these now.
While many people assume that remote working is a relatively new phenomenon, it has been around for most of our recorded history. The Industrial Revolution changed that for good. As the world; and the world of work, transformed radically, most workers came to spend their days in factories or offices.
As technology advanced, new tools, including the phone and fax machine, made it possible for some people to work away from their offices. The computer and the proliferation of internet access meant more and more workers could connect from anywhere around the globe. As the internet sped up (depending on broadband!) and the cost of laptops fell, remote working became a more feasible option for increasing numbers of workers. Employees could do their jobs from the comfort of their homes, and firms could function in smaller offices while paying less rent. Virtual work exploded when younger people, digital natives, entered the workforce.
The impact of the Covid-19 pandemic created the perfect storm for remote working and many more workers, managers, and organisations began to realise the benefits. Some of those benefits include reduced costs, better coverage of time zones, expansion into new markets and the availability of talent. As the months have passed from March of this year, we are seeing another crucial attribute; and that is the normalcy of remote working – most people like it and can see this as part of their work routine going forward.
However, remote working is not a panacea or everybody’s dream. Those who don’t love it, hate it; and we have quite a lot of senior leaders who believe that ‘distributed teams’ are less productive and more difficult to oversee. It is certainly not the path for lots of retail businesses, restaurants, factories and many front line workers.
Remote working has significant downsides even in appropriate industries. There has been evidence in the past that remote workers advance more slowly and earn less money than their in-office peers, so companies may need to provide ancillary benefits. Because remote workers can’t easily network with other employees, including their bosses and senior management, being at home may diminish their chances of promotion. They may also feel socially isolated.
Organisations can use different methods, tactics and strategies to mitigate these drawbacks. The most important is establishing a strong “communication structure” to support these new arrangements. Each individual is likely to have a preferred way of staying in touch and for everyone to work well together, each person must also accept a common communication standard. A quick rule of thumb is that the ‘quality of communication’ always matters more than the “quantity of communication”.
Going forward we are likely to end up with some form of hybrid model. It will be important to re-orient and train staff on remote policies and skills. Lots of things will evolve and change over the coming months, including the alignment of benefits for the new world of work. This is a period of unprecedented change, and an exciting opportunity to shape the future of work.