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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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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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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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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.
Would you recognise a whistleblower?
26 Jan 2016In recent years, whistleblowing hasn’t been far from headlines across the globe!
Names which have become synonymous with leaked documents and whistleblowing at the highest level are Edward Snowden, who was widely reported to have leaked classified National Security Agency documents; Emma O’Reilly who spoke out about the use of performance-enhancing drugs by professional cyclists and Sean Hoare, who released information on business practices at the News of the World.
Closer to home, cases of whistleblowing within the Health Service and elsewhere across the public sector have also been widely covered by the media.
As a result, you will be extremely aware of what a whistleblower is, but are you or your business ready to recognise, protect and respond to whistleblowing?
One thing Snowden, O’Reilly and Hoare have in common is that they worked within the areas they are accused of leaking information from. It is therefore often employees who are in a position to observe misconduct.
For shareholders, directors and senior stakeholders in the private or public sector, who may ultimately carry responsibility for misconduct within the ranks, it is essential that procedures are in place to encourage employees to speak up without fear of reprisal for voicing their concerns.
Whilst only workers will be protected under the current whistleblowing legislation (the Public Interest Disclosure (NI) Order 1998), problems may also be uncovered by customers, users or suppliers. Provisions for these stakeholders to raise their concerns with the right person must therefore be made.
Whistleblowers do not have to give their name, but whether they do or don’t, the information they provide or the investigation that follows may identify the individual. Knowing the identity of the whistleblower can help open and honest discussions, which may shape the direction of any investigation.
However, in cases where a whistleblower wishes to remain anonymous, many would question that if the allegations are true, the whistleblower wouldn’t be ashamed to put their name to the concerns.
Whilst being mindful of malicious or revengeful whistleblowers, whistleblowing reports of any kind (anonymous or otherwise) need to be taken very seriously. It is up to those receiving complaints and deciding a course of action to think carefully about any prejudices which may inadvertently affect their decisions.
Deciding to investigate starts with considering the concern and applying a degree of professional scepticism. No-one wants to believe their colleagues have been involved in wrong-doing, but that doesn’t mean they are incapable of improper behaviour – inadvertent or otherwise.
Documenting the rationale for any decision is important, as whilst there is currently no legal requirement to investigate, there may be reputational issues to consider if you do not. Particularly if the allegations turn out to be true. A clearly documented thought process may be the only defence to allegations of a cover-up.
If you do decide to investigate, defining your scope and identifying a detached investigator are the next important steps to consider.
It has been known for investigations to be overturned because evidence was improperly gathered or overlooked, therefore an independent, objective and appropriately skilled investigator will need to be carefully selected.
Belfast Telegraph
