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Corporate Finance and Deal Advisory
We offer a dedicated team of experienced individuals with a focus on successfully executing transactions for corporates and financial institutions. We offer an integrated approach, with our corporate finance specialists working seamlessly with tax and other specialists to ensure that every angle is covered.
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Digital Risk
Grant Thornton offers solutions to the digital risk issues you are sure to face. Our skilled and experienced security team can helping by advising and consulting, giving you peace of mind, clear value for money and an enhanced ability to react to attacks.
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Technology Consulting
Motivating and assisting our clients to pursue, maintain and secure the benefits of digital solutions is at the core of our Digital Transformation teams' agenda and goals. We work with business leaders to deliver efficient digital strategies and operating models that provide new or enhanced capabilities.
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Economic Advisory
Our all-island Economics Advisory team combines expertise in economics and business with a wealth of experience across the public and private sectors.
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Forensic Accounting
We have a different way of doing business by delivering real insight through a combination of technical rigour, commercial experience and intuitive judgment. We take pride in delivering responsive and tailored solutions to all our clients, capitalising on the wealth of experience housed within our Belfast and wider Forensics team
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People and Change Consulting
The Grant Thornton People & Change Consulting practice works with clients on these issues as well as on all aspects of how they attract, retain, engage develop, deploy and lead their people.
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Restructuring
We work with a wide variety of clients and stakeholders such as high street banks, private equity funds, directors, government agencies and creditors to implement solutions which provide the best possible outcomes.
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Corporate and International Tax
Northern Ireland businesses face further challenges as they operate in the only part of the UK that has a land border with a country offering a lower tax rate.
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Employer Solutions
Our team specialises in remuneration and incentive planning and works closely with employers, shareholders and employees to ensure that business strategies are aligned and goals achieved in the most tax efficient, cost-effective manner.
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Entrepreneur and Private Client Taxes
Our team of experienced advisors are on hand to guide you through any decision or transaction ranging from the establishment of new business ventures, to realising value on exit, to succession planning and providing for loved ones.
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Global Mobility Services
Grant Thornton offer a different approach to managing global mobility. We have brought together specialists from our tax, global payroll, people and change and financial accounting teams across Ireland and Northern Ireland, while drawing on the knowledge and insights of our global network of over 143 offices of mobility professionals to provide you with a holistic approach to managing global mobility.
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Outsourced Payroll
Our outsourced service provides valued service to over 150 separate PAYE schemes. These ranging from 1 to 1000 employees, working for micro, SME and global employers. The service is supported by the integrated network of tax and global mobility teams and the wider Grant Thornton network delivering a seamless service. Experienced staff deliver a personal service built around your business needs.
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Tax Disputes and Investigations
Our Tax Disputes and Investigation team is made up of tax experts and former HMRC investigators who have years of experience in dealing with a variety of tax investigations. Our expertise and insight can guide you through all interactions, keeping your cost at a minimum while allowing you to continue with the day to day running of your business.
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VAT and Indirect Taxes
At Grant Thornton (NI) LLP, our team helps Northern Ireland businesses manage their UK and global indirect tax risks which, as transactional taxes, can quickly become big liabilities.
Leadership: Looking in to see out
20 Apr 2021Flexible and remote working existed in Northern Ireland by exception before COVID-19; today it is a normal way of working life. I think we have all been surprised by our adaptability in the most challenging of times and COVID-19 has enabled us to prove that flexible and remote working can work. So why then 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?
I have worked with organisations where flexible and remote working is viewed as an accepted way of working, where it is embedded into the culture; to work where you want, when you want; as long as the expected output was met. The differences between organisations is striking though. In one experience, I witnessed a senior team member 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 in three key areas: We’re all adults; Attendance versus output; and Trust, evidence versus fear.
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 do so, 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.
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 a measurement of work will be a major indicator in what the future of flexible and remote working looks 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; ones that are future-focussed in driving the performance of the workforce of tomorrow.
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 is might be fear based trust. As leaders it has never been more important to take a look in a mirror ourselves and find our own resistance; What comfort do I get when my team are in the office? What will I lose if my team work remotely?=
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!
See our People and Change Consulting offering
