The new EU Directive NIS2 requires meticulous compliance strategies to improve cybersecurity resilience, explains Puneet Kukreja The intense uptake of digital solutions and innovative technologies over the past four years has changed the way we socialise, work, shop, bank, and receive necessary services, such as health. As sectors and services increasingly become interconnected and interdependent, the cybersecurity threat landscape continues to grow in sophistication and focus. Safeguarding critical infrastructures and services is paramount to protecting society and economies from these actors. In response, EU lawmakers have introduced several interconnected EU-wide laws to improve the digital and operational resilience of the sectors and services we rely on most. The second Network and Information Systems Directive (Directive (EU) 2022/2555 (NIS2)) is one of these EU-wide laws. It comes into effect on 18 October 2024 and will have a compliance impact on many public and private sector organisations across 18 sectors, similar to that experienced under the GDPR. The regulatory supervision and enforcement measures under NIS2 bear similarities to the GDPR. However, direct accountability and liability for upper management and possible suspension of CEO duties brings this squarely into the board room. NIS2 is an evolution from its predecessor, NIS-D (Directive (EU) 2016/1148), extending the legislative scope to capture entities in several additional sectors and subsectors, including public bodies and a wider range of digital service providers, as well as covered entities’ information and communications technology (ICT) supply chains. NIS2 sets out the minimum powers of supervision and enforcement that Member State competent authorities must have. Administrative fines can be imposed on essential and important entities for breaches of obligations relating to cybersecurity risk management measures and incident notification. For ‘essential entities’, the maximum fine is at least €10,000,000 or at least 2 percent of the total worldwide annual turnover in the previous financial year, whichever is higher. For ‘important entities,’ these figures are €7,000,000 and 1.4 percent. Irish legislation must be enacted before 18 October 2024 to transpose NIS2. Consistent with its treatment of NIS-D, the transposing legislation will provide that breaches of certain provisions of the same will be a criminal offence. We expect that a person found guilty of any of these offences will be liable on conviction to a fine and/or imprisonment. It is vital that CEOs, CFOs, CIOs, CISOs and board members understand not only the financial, personal, and reputational consequences of non-compliance – which underscores the urgency of pursuing NIS2 compliance now – but also the role that NIS2 will play in safeguarding their organisation’s cybersecurity and operational resilience. Navigating NIS2 There are several steps an organisation can take to navigate the NIS2. 1. Legal analysis Assess whether NIS2 applies to your organisation or whether any of the statutory exemptions will apply. To the extent NIS2 applies, it will be necessary to understand its requirements, including any cross-border implications and the steps necessary to secure ICT supply chains. 2. Strategic planning of compliance navigation Identify cybersecurity risks and set clear targets to assist in allocating resources and creating strong governance for resilience and regulatory adherence. This will also ensure operational integrity and informed decision-making. 3. Technology procurement Align chosen technologies with organisation needs and regulatory requirements. 4. Implementation strategy Develop a robust plan covering technology integration, employee training, and monitoring mechanisms. 5. Technology implementation Explore partnerships with organisations experienced in technology transformation. This will help you enable the full lifecycle of capability from analysis to managed services. 6. Employee training and awareness Champion comprehensive training programmes to instil a culture of cybersecurity within the organisation. 7. Managed services for continuous compliance Explore partnerships with experienced service providers for ongoing monitoring and response capabilities. 8. Budgeting and resource allocation Collaborate on budgeting to align finance planning with strategic cybersecurity objectives. 9. Documentation and reporting Oversee the creation of comprehensive documentation, ensuring transparency and accountability. Your NIS2 journey Organisations will differ in their level of compliance or maturity across the key control areas that are required under NIS2. However, one thing is certain: all in-scope organisations should now consider the implications of NIS2 to ensure they have sufficient time to assess, design, and implement their compliance plans before the legislation comes into effect. Organisations operating in the sectors defined in NIS2 will need to assess whether they fall within its scope, the availability of any exemptions, their categorisation as ‘essential’ or ‘important’, their NIS2 obligations, and the impact of and interplay with other EU cybersecurity and operational resilience laws. NIS2 requires organisations to address cybersecurity risks in their own ICT supply chains. In practice, this will require a risk-based assessment of ICT supplier relationships, enhancing contracts and securing inspection and other rights to ensure supply chain security. Early supplier engagement will be essential. To the extent certain in-scope organisations are established and/or providing their services in more than one EU Member State, they may be subject to implementing laws in more than one jurisdiction or the EU Member State where their cybersecurity risk management decisions are predominately made. The NIS2 jurisdiction rules require careful consideration and may cause certain entities to rethink the geographic positioning of cybersecurity decision-making. To successfully achieve and sustain NIS2 compliance, an organisation must commit to continuous improvement as well as the adoption of proactive measures. Both are key in this evolving digital landscape. Beginning a compliance journey with a legal analysis of the new directive will ensure you start on the right path and your organisation not only avoids substantial financial penalties but also becomes more resilient to evolving cyber threats. Puneet Kukreja is Cyber Security Leader at EY

The EU Accessibility Act sets out to improve accessibility standards. Adela Buliman outlines what organisations need to consider before it comes into effect The European Accessibility Act (EAA) represents a significant step forward in making the European Union more accessible to all people, including people with disabilities. The legislation comes into effect on 28 June 2025. There are many industries in scope, including both the public and private sector. The EAA is extending the reach of the existing Public Sector Accessibility Regulations under the EU Web Accessibility Directive. Under current regulations, any organisation that is at least 50 percent funded by the state has to have a digitally accessible website, mobile app and digital documents, where relevant. The EAA is expanding this. Scope of legislation The EAA is much broader in scope than the public sector regulations. The products covered by the Act include: ATMs Ticket and travel check-in machines Self-service terminals Mobile phones Computers, terminals and operating systems E-reading devices The services covered include: Audio-visual media services Transportation services Banking services Electronic communications services E-books E-commerce The services covered are much broader than it may seem. For instance, when it comes to banking services, it is not just the digital assets that are in scope, but anything a user is required to interact with to use a service. So, a letter that the bank may send you with your card pin must have a digitally accessible alternative. As well as this, when you look at the definition of “e-commerce” under the legislation, it is not just for retail companies, it is any organisation that either sells a product or service on a website or advertises that product or service online. For example, the organisation may be in the insurance sector, but if it advertises its insurance plans online, it would be within the scope of this legislation too. Taking all this into account, there are very few organisations that are not in scope of this legislation. Regulators Surveillance authorities have been assigned to each in-scope industry. The Competition and Consumer Protection Commission (CCPC) is the regulator for each product that is in scope. For services, the following bodies are regulating: Industry Regulator Electronic Communications Commission for Communications Regulation Audiovisual media Coimisiún na Meán Air passenger transport Irish Aviation Authority Bus, rail and waterborne passenger transport National Transport Authority Consumer banking Central Bank of Ireland E-books and dedicated software and e-commerce Competition and Consumer Protection Commission (CPCC) Emergency communications Commission for Communications Regulation   Ramifications for non-compliance It is important to note the consequences of non-compliance with the EAA: A fine (€5,000) or imprisonment of up to six months or both; A fine of up to €60,000 or imprisonment of up to 18 months or both; or Litigation The one that poses the most risk to organisations is litigation. Under the EAA, users will be allowed to litigate against companies that they feel are discriminating against them. Next steps for organisations When it comes to getting ready for the legislation, there are three steps that we recommend: Auditing An audit is a great way to start your journey. An audit will provide you with an issue log of items that need to be fixed to be accessible and compliant. Upskilling Upskilling your own staff is an important second step in preparing for the EAA. When you receive audit results, there will be a large amount of repetition in the types of issues found, highlighting a knowledge gap that you can fill by training staff. Embedding The last step is embedding accessibility into your company culture. It can be up to 30 times more expensive to retroactively make something accessible. Embedding the accessibility into your procurement process, design process, sprints, etc., allows you to keep costs low and create a long-term accessibility plan. Adela Buliman is the Head of Accessibility at Vially and sits on the European Committee for Standardisations, in particular committees relating to the European Accessibility Act and Public Sector Accessibility Regulations

Managing cyber security and other technology-related risks is becoming an increasingly complex business. Sara McCallister explains why. With a growing need for technology assurance—from cyber security and transformation programmes to the use of AI, cloud services and third parties—what do internal audit and technology risk professionals need to know to protect organisations today? Cyber security Cyber security continues to be a critical business risk for organisations in Ireland and globally. While data loss and service disruption continue to be two biggest risks associated with a cyber-attack, ransomware attacks are also significant. According to a 2023 Sophos report, 66 percent of organisations globally have been hit by a ransomware attack in the last year. Cybercriminals succeeded in encrypting data in just over three-quarters (76%) of these attacks. Third-party management To manage service continuity risks, information privacy and security, organisations need an effective framework of third party controls. IT and technology teams are among the most active users of third-party products, such as tools, software-as-a-service (SaaS) solutions and the direct outsourcing of business activities. This gives organisations access to a much wider range of skills and greater flexibility to scale up or down with demand. Outsourcing the responsibility for these services doesn't outsource the associated risks, however. Organisations need to expand their range of assurance activities to cover third-party providers. Generative AI The risks associated with generative AI are critical due to its widespread adoption. Concerns include the potential for biased outputs, security vulnerabilities and misuse of generated content for malicious purposes. Deep fakes, misinformation and ethical dilemmas also pose challenges. As generative AI becomes integral to different sectors, understanding and mitigating these risks is essential to maintaining trust, safeguarding privacy and ensuring responsible deployment. Timely attention to these concerns is crucial in preventing unintended consequences, protecting against malicious uses and establishing robust frameworks for the ethical and secure implementation of generative AI. Transformation programmes Organisations are adopting and experimenting with leaner and faster approaches to delivering transformation. Many are dealing with the challenge of legacy IT, outdated infrastructure and applications that are still in use and prevent more modern practices, exposing them to availability risks and cyber security vulnerabilities. Cloud assurance In recent years, the use of cloud solutions has increased rapidly. Organisations use cloud solutions to host their critical systems, such as enterprise resource planning (ERP) and customer-facing applications, or sensitive data, such as personal or intellectual property. The proposed changes to the UK Corporate Governance Code (the Code) have heightened the focus on organisations’ financial and IT control frameworks ahead of the 2025 deadline. This would include controls in cloud environments. Organisations still face challenges around cloud controls and assurance, inconsistent approaches across assurance teams, cloud concentration risks and lock-in with vendors. There is also a shortage of cloud-risk specialists who can help organisations to determine whether practices are aligned with recommendations from the Cloud Security Alliance and cloud service providers. Identity and access management One of the foundational pillars of securing your organisation's data is ensuring you are adequately managing access to this information. This includes authenticating access, authorising access based on genuine business needs and monitoring and reviewing access to data. Organisations need robust frameworks in place to manage access to their information and reduce the risk of inappropriate or unauthorised access, which could cause significant loss. Technology resilience In a technology-dependent world, it is often critical that an organisation's IT infrastructure and applications are resilient and continue to operate at acceptable levels during unexpected events or when elements of its technology environment are compromised. Data management and quality The risks associated with data management and quality are paramount as they directly impact decision-making, business operations and regulatory compliance. Robust data management mitigates cyber security risks, safeguarding sensitive information from breaches. Compliance with data protection regulations, such as GDPR, hinges on accurate data handling. Addressing these risks ensures organisations can trust their data, supporting decision-making, maintaining customer trust and complying with legal requirements in a data-driven business landscape. Sara McCallister is Partner, Business Risk Operations, Grant Thornton

Beyond a digital resume, your LinkedIn profile reflects your priorities, connections, values and unique professional brand, writes Donal Whelan In recent years, LinkedIn has become a vital career-enhancing tool for all career professionals looking to network and seek out new opportunities. According to LinkedIn, over 75 percent of people who have changed jobs have used the platform to inform their career decision. Furthermore, social professional networks are the number one source for quality hires. Given these statistics, treating LinkedIn as another social media platform is insufficient when managing your career. Here are four things your LinkedIn profile says about you and how you can leverage each of these elements to improve your career presence. 1. Establishes your priorities How you present yourself in your LinkedIn headline and summary, and the way in which you list your current and previous experience gives employers valuable clues on your priorities. The way you highlight your professional duties and accomplishments offers recruiters the opportunity to estimate how you would set priorities in a new position. Every decision you make and every sentence you write should be made with this consideration in mind. Highlight the aspects you would like to pursue further, and employers will notice. 2.  Highlights proof of performance LinkedIn goes beyond static resumes, which is the social aspect of the platform. Your past co-workers and supervisors can leave recommendations on each of your prior work experiences or endorse your individual professional skills. Recruiters will look for this type of information when assessing if you’re right for a role. We are psychologically inclined to believe social proof, treating it as independent, third-party confirmation of potentially biased claims. A statement of success in your current position is significantly more valuable if your current supervisor confirms your accomplishments in a single sentence or two. 3. Spotlights your values Influencers you have decided to follow and past posts you have written on LinkedIn are all ways of expressing your personality, perspective, and values. These elements of your profile inform other users of what you care about and can shape the personality you want to portray to a potential employer. It’s essential to demonstrate professionalism to ensure your profile expresses interest in the career you wish to pursue. 4. Showcases your professional brand It goes without saying that your profile is your professional brand and you are attempting to give the best impression of yourself. But your profile also shows how much you allow your current role to influence your brand. For instance, some users create their profile solely around their current job, while others make their profiles all about their career path. Every branding decision is a choice, and you get to choose which works best for your career journey. More than a CV Your LinkedIn profile is much more than just a digitised version of your resume or CV. It is an opportunity to present yourself to employers in the best light possible. Recruiters are always on the lookout for talent, so it is important you continue to update your profile to optimise your chances of advancing in your career and making new professional connections. Donal Whelan is Managing Director of Lincoln Recruitment Specialists

Reforms to High Income Child Benefit Charge and National Insurance in the UK’s Budget aim to provide relief to struggling families amidst the cost-of-living crisis, writes Lee Melling UK Chancellor of the Exchequer Jeremy Hunt’s recent Budget announcement could have an impact on families struggling financially amid the cost-of-living crisis. Some reforms could provide relief and reshape the landscape of financial stability for households. High Income Child Benefit Charge The recent announcement regarding changes to the High Income Child Benefit Charge (HICBC) in the UK's Budget is poised to substantially impact financially struggling families, offering relief amid the ongoing cost-of-living challenges. Despite the rise in wages attributed to inflation, the perceived inequity of HICBC across various household types and income levels has been a concern. The Chancellor's reform decision, transitioning HICBC from an individual to a household system by April 2026, helps address this issue. Under the current system, if one parent earns more than £50,000, child benefit starts to reduce, and those who earn £60,000 receive no child benefit at all. This means two parents earning £50,000 a year or less would each receive child benefit in full, but a household with one working parent or a single-income household earning more than £50,000 would see the benefit cut. The change creates a fairer system and takes into consideration that people’s wages have risen in line with inflation. Furthermore, the decision to increase the threshold—especially at a time when many employees have had their salary adjustments in line with inflation—ensures more families retain more of the Child Benefit they receive. It also assures those worried about pay increases affecting their Child Benefit entitlement. National Insurance Amid record-high energy bills, rising food costs and mortgage payments, the reduction of the National Insurance by 2p can help ease the financial burden during a period of stretched budgets.   Nevertheless, while these measures offer some relief, additional measures are still required to provide support for households grappling with the escalating cost-of-living. Despite assurances of a decline in inflation, Chancellor Hunt’s cautious approach in this latest Budget might leave many feeling disappointed that the changes haven’t gone far enough.  As people navigate the adjustments to their finances in response to these changes, it is crucial to recognise the potential stress and anxiety associated with such transitions. Acknowledging the scale of the situation and seeking assistance, whether through understanding the broad cost-of-living crisis or knowing that others share similar experiences, can help manage the stress associated with an individual’s financial situation.  For those concerned about their financial situation, reaching out for help is important. Equipping oneself with a range of tools and seeking advice can go a long way towards supporting your everyday financial health. Lee Melling is a Financial Wellbeing expert at Caba, the occupational charity supporting The Institute of Chartered Accountants in England and Wales

Louise Molloy explores the pivotal role employee resource groups can play in fostering a diverse, inclusive and transformative work culture As a leadership development expert, I have worked with many employee resource groups (ERGs). An ERG is a voluntary, employee-led diversity and inclusion initiative formally supported by the company. ERGs are generally organised on the basis of common identities or interests and support employees by providing frameworks for learning, discussion and networking with the aim of creating a more inclusive workplace. When done right, ERGs can transform people’s work experience and contribution, driving company performance. When done wrong, however, ERGs can damage trust and inclusion. It pays to invest the time and resources into getting it right. An ERG’s impact will be determined by the shared commitment of both the company and its individual employees. Steps for ERG success Having often partnered with ERGs on initiatives to drive allyship, self-empowerment and career advancement, successful ERGs have a clear agenda aligned with the company mission and an activity plan agreed with senior leadership. ERG leaders who are committed and empowered to devote the necessary time and resources to deliver on the ERG priorities are also crucial. Stakeholder engagement is a key component of ERGs, both internally and externally. Participation in an ERG cannot be considered an extracurricular if companies are to avoid damaging trust or goodwill. Some practical steps for ERG success include: Documenting the ERG goal and how it aligns to your Diversity, Equity & Inclusion (DEI) strategy; Surveying staff to establish baseline priorities for the ERG; Developing an annual plan to deliver on the priorities identified; Clarifying ERG leaders, allies and member roles; Considering the skills required to deliver and budgeting accordingly; Agreeing on how to measure ERG impact and getting feedback on initiatives; Supporting alignment between ERG groups; Being ambitious – aim for allyship, career advancement and leadership connection; Communicating ERG scope, capacity and resourcing for shared understanding of what can be delivered; Offering professional development for ERG leaders – e.g. access to company leaders; and Formal support and recognition for ERG contributions. Think bigger If your organisation doesn’t have an ERG, start one. If it does, ask yourself: is it ambitious enough? Don’t stop there, though: continue asking yourself this question every time there is a new initiative to create a more inclusive workplace culture.   Remember that there’s always more that can be done to create an inclusive workplace. Louise Molloy is Managing Director at Luminosity Consulting Limited, a leadership advisory business

Men can proactively contribute to dismantling gender barriers at work and challenging stereotypes. Dawn Leane explains how While much of the conversation concerning gender balance focuses on supporting women, men have a pivotal role to play in dismantling barriers, challenging stereotypes and reshaping organisational culture. Gender balance is not a zero-sum game. Men are also negatively impacted by outdated workplace environments – family-friendly policies aimed solely at women, for example. The active involvement of male allies can be an agent for positive change and can have a profound impact by raising awareness about gender bias, sexism and other forms of discrimination facing women in the workplace and wider society. Yet it can prove very challenging for men to confront the issues encountered by their female colleagues. The subject is complex and organisational culture and norms of behaviour often don’t support their intervention. Take, for example, the issue of everyday sexism at work. A report by Catalyst, an organisation committed to advancing the representation of women in the workplace, suggests that not only is it difficult to recognise sexism in the first place or deem it inappropriate, but men are often unsure of how to address the behaviour when they do recognise it. The report suggests that men’s willingness to intervene depends on two factors: personal agency and organisational climate. Men who are committed to dismantling sexism are more likely to take action. They are confident in their ability to interrupt and aware of the positive benefits of doing so for the common good. An unwillingness to interrupt a sexist event in their workplace is also influenced by organisational climate. Environments perceived by men to be more silencing, combative and futile are associated with a lack of response to sexism at work. As Peter Drucker famously said, ‘Culture eats strategy for breakfast’. How, then, can men help to create a workplace culture where everyone, regardless of gender, can thrive and succeed? Understand the issues: Men can start by informing themselves about the challenges women face in their workplace, bearing in mind that cultural issues can differ from team to team and from one organisation to the next. Challenge sexism and stereotypes: Actively challenging and questioning gender stereotypes involves avoiding assumptions about roles and capabilities based on gender. Use language that is neutral and avoids reinforcing gender stereotypes. Amplify the voices of women in the workplace: Create an environment that is psychologically safe for women to contribute. For example, give credit where it's due, acknowledge achievements and ensure that success is rewarded. Mentorship and sponsorship: Men can play a vital role in mentoring and sponsoring women within organisations. This involves offering guidance, providing opportunities for skill development and advocating for women in leadership positions. Advocate for equal opportunities: Men can use their positions of influence to advocate for equal opportunities. This includes pushing for fair selection practices, equal pay and creating policies that support work-life balance for all employees. Set an example: Demonstrating a commitment to gender balance through their own actions might involve actively participating in gender balance initiatives, acknowledging and rectifying biased behaviour and setting an example for others to follow. Speak up against discrimination: When men witness gender discrimination or inappropriate behaviour, it is crucial to speak up. Being an ally means actively confronting and addressing instances of discrimination, both direct and indirect. By embracing these actions, men can help create a more level playing field for their female counterparts – this can only be good for all involved. Dawn Leane is Chief Learning and Development Officer at Advancia

Rachel Kileen explores how women can harness the power of networking, mentoring and camaraderie to transform organisations for the better In the 1930s, revolutionary women such as Hanna Sheehy Skeffington, Esther Roper and Mary Kettle campaigned vigorously against the constraints imposed on married women in Ireland with reference to the barring of women from working in the civil service after marriage and the Irish Constitution’s ‘women in the home’ clause, which is currently subject to referendum.  It is less well-documented that professional women’s organisations continued to campaign, both in Ireland and internationally, for women’s equality from the 1930s to the 1960s. International networking by the Irish Housewives Association and the Association of Business and Professional Women led to the establishment of the first Commission on the Status of Women in Ireland in 1970, which strongly advocated for equal pay and better conditions of employment for women. Women’s advocacy was at its peak during the second-wave feminist era and campaigning for female political representation by organisations such as the Women’s Political Association yielded results. Without the support of women’s groups, Gemma Hussey may not have become the first female Minister for Education in 1982.  Mary Robinson credits the support of Mná na hEireann as critical to her election as the first female President of Ireland. Yvonne Scannell campaigned against the punitive tax regime for married women who paid up to 80 percent of their salary in tax during the 1970s.  Throughout Irish history, there are many other examples of the power and influence of female advocates working together to improve the lives of women. International Women’s Day provides the opportunity for us to consider the broader picture and how, as women, we can become change-makers through networking, mentoring and camaraderie. Networking Academic research shows that the greatest inhibitor to professional women’s networking opportunities is time. This lack of time is often due to the ‘second shift’, a term coined by Arlie Hochschild in 1989 to describe the fact that the bulk of household management and childcare is undertaken by women and not men, even when women work full-time. This long-hours culture is a patriarchal ritual that professionals are expected to subscribe to, even though it is proven to be counter-productive. Divesting elements of the second shift and reducing work hours to make time for networking requires planning and negotiation. However, the value of networking in a supportive and encouraging environment can pay significant dividends in terms of shared experience, creativity, and a pooling of skills and resources.  Historically, this is how women co-operated in the private sphere. Mentoring Contemporary accountancy training underscores the value of business relationships as key to success and there is a tendency to focus on client development as a priority.  But what about mentoring within our organisations with the objective of helping others to advance?  Women should look upwards to find suitable mentors to guide us through our careers, look behind us at the challenges younger women face and support them in achieving their goals. In a world that can sometimes seem increasingly misogynistic, the counteractive defence system must be led by women and their male allies. Camaraderie Camaraderie is a collaborative approach that is closely associated with solidarity and comradeship. It is particularly valuable at a time when many professional women work from home and spend less time engaging with colleagues and business associates in person.  My research into the lives of successful professional women reveals that when women are actively involved in progressive organisations, they become part of that network and drivers of change. Aristotle’s adage that ‘the whole is greater than the sum of its parts’ makes sense when women (and men) support and encourage each other’s efforts to realise their ambitions and collaborate on improving work culture. Transforming organisations Throughout Ireland, professional organisations can be transformed from their reliance on the much-maligned but highly lucrative ‘old boys’ style networks to include a compelling cache of competent and capable female change-makers who advocate for new ways to handle traditional gender roles.  Networking, mentoring and camaraderie amongst women (and men) can help to forge a third way out of highly gendered rituals such as the second shift, long-hours culture and all of their complexities, for everyone’s benefit. Rachel Killeen is a PhD student at Trinity College Dublin working on a project entitled: Professional Married Women and their Work in Ireland (1970–1985).

Effective leadership requires more than competence. Compassion can help to foster a culture of both success and well-being, writes Paul O’Donnell Challenged by the after-effects of a global pandemic, organisations continue to change rapidly and are conscious of the need for effective leadership and talent engagement. Research suggests that compassionate leadership can bring the best results, but does compassion have a place in the world of work? The evidence suggests yes, it does. Compassion in the workplace improves collaboration, humility, trust and loyalty. Leaders who display compassion are more likely to have and hold on to engaged, committed and motivated employees. While good to have, empathy is an emotion. Compassion is an emotion with intention. Employees often avoid taking risks at work or rocking the boat during challenging times. They might be hesitant to report errors, for example, to voice concerns, suggest new ideas or share feedback. Demonstrating compassion as a leader can create a workplace environment conducive to emotional well-being, making employees feel safe enough to take risks that might help them to succeed. Compassionate leadership can benefit the leader as much as those they lead. Data shows a strong link between the demonstration of compassion and career advancement. Compassionate leaders enjoy greater life satisfaction and self-esteem and are viewed as stronger and more capable by their employees. By taking care of your staff, you are also acting in your own interests. Compassion alone is not enough, however. For leadership to be effective, it must co-exist with good judgment. Kindness cannot come at the expense of competence. The leaders who achieve the best outcomes are those who understand what motivates their employees and how to manage them towards desired outcomes. Leadership is hard: it necessitates pushing agendas, sharing critical feedback and knowing when to say no. Practising compassion as a leader does not imply the absence of these responsibilities. Instead, it means carrying them out while being conscious of people’s feelings. As Hougaard and Carter put it: “Wise, compassionate leadership is the ability to do hard things in a human way.” Developing compassionate leadership A study showed that 91 percent of over 1,000 surveyed leaders see compassion as vital to leadership. Eighty percent indicated that they wanted to improve their own compassion but did not know how. Compassion is not an inherent characteristic, but it can be developed. There are several steps leaders can take to develop a more compassionate leadership style. Have more compassion for yourself Taking care of others means minding yourself as well. If you are overburdened and burnt out, you won’t be able to help anyone else. Self-compassion requires getting enough sleep, taking short breaks throughout the day and setting aside time for yourself away from work. It also means not being too hard on yourself, recognising your mistakes, reframing setbacks as learning experiences and moving forward confidently. Be aware of your intentions Learn to manage your intentions before you speak to others by aligning your core values with your actions. Get to know each member of your team to understand what drives them and makes them feel valued. Advocate for change Compassion can become integral in an organisation. As a leader, think about policies that may be put in place to support employee well-being. This is beneficial to your employees and can lessen the onus on you over time. Can compassion become a hindrance? If you have a well-developed sense of compassion, but feel it hinders your ability to lead, there are a few things you should consider. Honesty and transparency As a leader, it is your job to offer guidance, even when it may be difficult for an employee to hear. If you step around the issue to be kind, you risk failing to convey your expectations and the employee will neither understand nor benefit from your help. Empathy vs compassion If you find yourself taking on the emotional burdens of your employees, take a step back and remember that you will be most helpful to them through action. Use your feelings of empathy as a catalyst for compassion and take practical steps to exercise it. Compassionate leadership propels success A compassionate outlook enhances a leader’s skills, resulting in more productive and motivated employees. Empowerment through compassion enables leaders and their teams to achieve their utmost potential, ensuring the organisation’s future success. Paul O’Donnell is CEO of HRM Search Partners

Expectations on businesses to combat climate change have intensified. Dave O’Shaughnessy outlines how organisations can use artificial intelligence to reach sustainability goals Last month, the World Economic Forum reiterated the need for urgent action on climate change, which was also the core message from COP28. With the world poised at this make-or-break moment, societal and stakeholder expectations of the role of business in reducing the effects of climate change are at an all-time high. In a US Pew Research Centre Survey published last October, 52 percent of respondents said they believe large businesses and corporations can do "a lot" to reduce the effects of climate change. This suggests that the expectation has moved beyond businesses simply fulfilling their environmental, social and governance (ESG) responsibilities to the view that they should be focused on even greater change. This change – termed “regeneration” – calls for a reinvention of systems across an organisation, from business models to supply chains, to help drive a positive impact rather than simply avoiding a negative one. While this is certainly an important objective, many organisations are currently facing external and internal pressures, long-term planning challenges and reporting requirements that have grown in scope and complexity to even reach a stage of compliance and organisation, let alone regeneration. It’s here that artificial intelligence (AI) is a game-changer. By harnessing data and driving efficiency, it can help your organisation meet your most immediate sustainability goals: achieving carbon neutrality, reduction of water use, and meet Science Based Targets initiative (STBi) targets as well as the UN Sustainable Development goals (UNSDGs). At the same time, AI also frees up your people to consider the bigger, long-term regeneration opportunities that can change your organisation’s environmental impact. There are three ways AI can assist with and organisations sustainability goals, which are outlined below. One: Guidance on sustainability reporting standards New directives such as the Corporate Sustainability Reporting Directive (CSRD) and Corporate Sustainability Due Diligence (CSDD) mean companies face increasing reporting requirements. The high volume of reporting points and the interrelationships between regulatory reports and voluntary frameworks (Global Reporting Initiative (GRI), the Carbon Disclosure Project (CDP), and the Sustainability Accounting Standards Board) adds to the complexity of the task and requires organisations to be able to interpret complex policy documents in a short space of time. Unsurprisingly, many organisations are struggling with where to begin, unsure of how they fare compared to expectations and are confused by the multitude of requirements. As a result, they are unable to forge an action plan or identify potential problems. Generative AI can alleviate this concern. Its ability to analyse large volumes of documents (in this case, the reporting requirements and frameworks) in real-time and then to provide easy-to-understand explanations gives companies a clear starting point. It also cuts down on complicated, manual research time and ensures consistency in understanding and actions among staff. A chatbot is one means of achieving this. It can ingest all the legislation, directives, frameworks, and facts relevant to your company’s sustainability needs and then act as a “personal assistant” for any user questions. By combining knowledge from a vast number of resources, your organisation-specific chatbot can provide enhanced understanding on complex topics at speed, support decision-making, and even provide references so users can review the sources or answers for fact checking and traceability. Two: Actionable insights With the objective to halve emissions by 2030, companies must have a comprehensive and integrated net zero approach involving all aspects of their operations and value chain. But while this integrated approach is key to meeting targets, extracting information from multiple sources and the analysis of that information (crucial if opportunities and hot spots are to be identified quickly and adjustments made) means considerable work for teams. AI has the ability to monitor and analyse multiple data points, often combined with outputs from machine learning or other algorithms, quickly and efficiently (e.g. forecasting total emissions or identification of raw materials that have the highest impact on CO2 reduction). It can also enhance the quality of insights generated by this analysis by providing explainable and clear “next best actions”. Three: Sentiment analysis Public sentiment can significantly impact a business's reputation and performance. Social media, in particular – a key source of sentiment information with many people sharing their views and experiences – can often prove difficult for companies to monitor and manage quickly. Sentiment analysis can assist with this. A form of natural language processing (NLP) that uses AI to evaluate and classify sentiments expressed in textual data can provide consolidated insights to businesses. Until recently, sentiment analysis required extensive training data, making the process time-consuming and expensive. The process has been revolutionised with the emergence of Large Language Models (LLM). LLMs perform very well when it comes to classifying text and analysing sentiment without the need for prior training, thus streamlining the sentiment analysis process. This innovation makes the collection and interpretation of public sentiment more seamless, helping businesses get a quicker and more accurate understanding of how they are perceived by the public. New opportunities Organisations that leverage AI will find it easier to meet their immediate sustainability goals and be better prepared to address future challenges. Quicker collation of information and analysis enables workforces to take greater initiative. By being able to make faster, more insightful decisions, people will have the time to identify new opportunities for greater environmental impact. Dave O’Shaughnessy is Partner and Sustainability Reporting – Technology Lead at EY

Workplace romances can pose challenges for employers. From policies to breakups, Moira Grassick offers 10 tips on how to avoid and manage potential difficulties Valentine’s Day was just a few weeks ago, but workplace romances can happen at any time of the year. If romance blooms in your workplace, it can sometimes cause complications ranging from gossip to complaints or grievances. Here are 10 tips to maintain control of your workplace and continue fostering a healthy and safe environment for your staff when dealing with an office romance. 1. Check your existing policies and procedures Are your existing policies and procedures appropriate for dealing with any problems that might arise as a result of workplace romances? It’s sensible to have either a confidentiality policy or conflict of interest policy in place, requiring employees to notify you of any change in their personal circumstances that might give rise to a conflict of interest. 2. Encourage staff to notify management of a workplace romance Requesting that employees notify management about their love life might seem awkward or over the top, but it is important that management be aware of any romantic relationship in the workplace. Then, they can decide if appropriate steps need to be taken. 3. Don’t ignore a workplace romance Not every employee will be comfortable reporting their new relationship. It could become known to management by other means that a personal, romantic relationship between staff members has developed. It’s best not to ignore this information and proceed as you would if you had learned about the relationship from the people involved. 4. Think about changing the work environment It is sensible to consider whether the reporting structures within teams need to be revised. Changes like these must be discussed with the people affected. Reassessing reporting structures in the case of a workplace romance, especially if management is one of the parties involved, can help allay any suspicion of favouritism that might arise at a future date. 5. Beware of favouritism Ensure that staff engaged in relationships with a colleague are not involved in any management decisions involving their partners. It is important that management decisions are taken impartially and that the impartiality of the decision is clear to everyone involved. 6. Don’t be afraid to take action Treat any complaints from staff members – involved in the relationship or not – seriously. If people are witness to, or experience, inappropriate behaviour in the workplace, it is an employer's responsibility to manage it. 7. Training management Most managers lack training and knowledge on how to tackle romantic relationships at work. Managers need to be aware of how to manage such situations, what the potential risks are and how to manage these risks. Managers should also have regular training on how to respond to harassment complaints that may arise as a result of a romantic relationships at work, or its aftermath. 8. Social events Christmas parties or work social events are often the source of workplace romances. It’s a good idea to remind staff that they are still expected to abide by company policies, even if the party is outside of the workplace. If something goes wrong, you, as an employer, could be liable. 9. Breakups Of course, not all love is made to last. Problems might arise if a workplace romantic relationship ends, especially if it doesn’t end smoothly. These situations could impact an employee's work performance or professional relationships. This might require thinking about moving the staff members involved. 10. Obligation to maintain a safe workplace Sexual harassment and bullying can often arise in the context of workplace romances. Employers should have policies and procedures in place to deal with any such incidents and related complaints. Love may be in the air, but it doesn’t have to poison the workplace. Be proactive, set expectations around conduct and enforce your workplace policies. Moira Grassick is Chief Operating Officer at Peninsula Ireland

As European lawmakers reach provisional agreement on the final text of the EU Artificial Intelligence Act, Jackie Hennessy and Dani Michaux delve into the potential risks businesses may face In December 2023, European lawmakers announced a provisional agreement on the final text of a new Artificial Intelligence Act (AI Act), giving developers and users of AI systems the first chance to consider in detail what the proposed new framework could mean for them. Businesses are now in a position to consider the role AI plays in their organisation and how to mitigate potential risks that may arise as a result of this new legislative advancement. What is an AI system? According to the Act, an AI system is a “machine-based system designed to operate with varying levels of autonomy and that may exhibit adaptiveness after deployment and that, for explicit or implicit objectives, infers, from the input it receives, how to generate outputs such as content, predictions, recommendations, or decisions that can influence physical or virtual environments”. Why do we need this Act? The AI Act classifies AI systems into three risk categories: Unacceptable risk AI systems are considered to pose an unacceptable risk and are prohibited by the Act. These practices include systems that target vulnerable people or groups of persons, systems that materially distort a person’s behaviour, the use of biometric categorisation and identification systems and systems that classify natural persons that lead to unjustifiable detrimental treatment. High-risk AI systems are those that, based on their intended purpose, pose a high risk of harm to the health and safety or the fundamental rights of persons, taking into account both the severity of the possible harm and its probability of occurrence.    A General Purpose AI (GPAI) system displays significant generality and competently performs a wide range of distinct tasks regardless of the way the model is placed on the market. It can be integrated into a variety of downstream systems or applications. The Act is intended to ensure better conditions for the development and use of AI and is a pillar of the EU’s digital strategy. Furthermore, the Act takes aim at the emerging issue of ‘deepfake’ technology. Deepfakes are defined as “AI-generated or manipulated image, audio or video content that resembles existing persons, objects, places or other entities or events and would falsely appear to a person to be authentic or truthful”.  The Act places a requirement on deployers of this technology to disclose that the content has been artificially generated or manipulated. Who will the Act affect? The Act will impact both developers and deployers of AI systems and will legislate the following: Human oversight measures for high-risk AI systems; Effective employer obligations for organisations planning to deploy AI in the workplace; Testing of AI systems in real-world conditions; and Implementation of codes of practice for proper compliance with the obligations of the regulation for providers of General Purpose AI systems. The Act represents a major overhaul for businesses developing or deploying AI systems. Businesses doing either in the course of their work should consider how AI can be made compliant with the EU AI Act and what impact this might have on the business and its operational performance. Jackie Hennessy is the Risk Consulting Partner at KPMG Dani Michaux is EMA Cyber Leader at KPMG International

Paul Guess explains what work-related burnout means and outlines the pivotal role managers can play in prevention and recovery Many people think of ‘burnout’ as solely related to how much they work. They believe just taking some time off will relieve feelings of overwhelm and pressure and that they can quickly return to work feeling refreshed and renewed. Several factors can cause burnout, however, and it is unlikely to be resolved by taking a break. One of the most important contributors to a person’s well-being at work is their relationship with their manager. As burnout has been classified as an “occupational phenomenon” by the World Health Organization, support at work is essential to curb the rising tide of overwhelm at work.  The manager's role is critical in assessing and addressing employee burnout. Here are some tips to support leaders in preventing and managing burnout in their teams. 1. Be knowledgeable about the factors that contribute to burnout  Research has indicated the six areas that, when left unchecked, can lead to burnout. Recognising how these areas impact a team can give leaders a better idea of how to improve.  Workload Do staff have a clearly defined job description, and are their responsibilities reasonable? Additionally, do they have the resources they need to fulfil the duties assigned to them? Perceived lack of control When people feel they have a say in the decisions being made that are related to their job, it can positively affect well-being and reduce feelings of disengagement and cynicism.  Appreciation and reward When people feel the extrinsic and intrinsic rewards of their job don’t match their effort and time, they can become disengaged and unmotivated – a key indicator of burnout. Fairness Ensure that people receive fair and equitable treatment. Transparency and trust are the foundations of psychological safety within the workplace, and innovation and creativity flow from this. It is essential to effectively communicate the thinking behind decisions that impact them. Community It is vital that people feel a sense of belonging within the organisation. Develop opportunities to bring teams together and keep connections strong to build positive relationships, as loneliness and isolation are often drivers of poor mental health and well-being. Values Do the leadership’s behaviours create an environment in which people feel that it’s okay to look after their well-being? Role modelling and recognising their own management style and how it contributes to an employee’s experience is an important piece of reflective work that will lead to improved relationships. 2. Pay attention to the warning signs of poor mental health There are common indicators of burnout that managers should be aware of: poor decision making; reduced concentration levels;  feelings of overwhelm;  withdrawal; procrastination;  inability to prioritise tasks effectively;  poor timekeeping;  relationship difficulties;  expressions of anger and frustration; and  increasing cynicism and disengagement. If a manager notices these behaviours in a team member,  they must be aware of how to manage burnout in an employee. There are several steps they should take:  Start supportive conversations  Managers should use one-on-one opportunities to start exploring what might be driving any difficulty. Some people will need a little encouragement to open up, so actively listening to what they say, creating space and responding sensitively will help to reassure them that their manager is there to support them. If they feel stressed or overwhelmed by their workload, guide them on how to handle pressure. Set clear goals and spotlight progress When people don’t have clear goals, they either become stuck because they are unsure where to invest their energy or frantically churn out work in the hope it will be valuable. Good leadership involves setting clear goals that contribute to the team’s success. It’s also important to recognise progress and highlight any accomplishments or achievements by individuals or the team. Protect the team’s time A manager must protect their team’s time, especially regarding their well-being. Ensure that people take time off in light of illness, bereavement or other notable situations. Encourage people to take their annual holiday allowance and have some protected time to rest and decompress during periods away from work. Managers should always be practising the behaviours they encourage, so they must be sure to take their own time off as well. Paul Guess is a mental wellbeing expert at caba, the occupational charity supporting ICAEW

PwC’s Irish CEO Survey 2024 reveals rising concerns about company survival in a shifting business landscape. CEOs must drive innovation, agility and digital transformation for lasting prosperity, writes Amy Ball The PwC Irish CEO Survey 2024 shows that 28 percent of Irish CEOs are still not confident that their company would survive more than a decade on its current path – up from 21 percent last year. In an age where CEOs increasingly foresee the possible demise of their company within 10 years if they continue in their current direction, the imperative for business transformation has never been more critical. Innovation is at the forefront of this transformation. CEOs must champion a culture that not only welcomes but seeks out innovation. This means moving beyond traditional models to embrace disruptive technologies and processes in areas such as finance, front office, HR and operations transformation, in particular. Agility The digital era demands a shift towards more agile, technology-driven business strategies that resonate with contemporary market dynamics. Equally crucial is understanding and adapting to rapidly changing consumer behaviours. Today’s consumer landscape is a mosaic of evolving preferences and expectations heavily influenced by digital technologies. Businesses closely monitoring these shifts and aligning their strategies will likely create a valuable competitive advantage. Survival strategy Digital transformation isn’t just a buzzword; it’s a survival strategy. Integrating digital technologies into every business area, from operations to customer engagement, is essential. This digital pivot involves a fundamental change in how businesses operate and deliver value as part of the transformation journey. Clear and flexible leadership Leadership in such times of change requires a nuanced approach, too. CEOs need to navigate uncertainty with a clear vision and a flexible strategy. This involves making tough decisions, fostering a culture of resilience and preparing the organisation for continuous change. Data Data is the compass in this journey. Leveraging data-driven insights for strategic decision-making can uncover new opportunities, optimise operations and enhance customer experiences. CEOs who harness the power of data can steer their company towards more informed and effective pathways. Adaptability Lastly, business model adaptability is crucial. The ability to pivot quickly in response to market changes can be the difference between thriving and merely surviving. This adaptability should be ingrained in the company’s DNA, encouraging continuous evolution and responsiveness to emerging trends and challenges. A prosperous future The CEO’s role in steering their company towards a prosperous future is more dynamic than ever. It requires a blend of innovative thinking, digital savvy, strategic adaptability and data-driven decision-making. By embracing these principles, CEOs can ensure their company is resilient enough to create sustained outcomes. Amy Ball is Business Transformation Leader at PwC

A staggered board can support continuity, strategic stability and help to defend against takeovers. Dan Byrne outlines the pros and cons of this distinctive governance structure A staggered board is a type of board structure designed to provide stability and continuity at corporate governance level. It divides its directors into “classes” – each serving a different time length across staggered terms. Usually, more senior directors will serve longer terms. In modern governance, the structure of a company’s board of directors can help to steer an organisation’s strategic direction.  Different companies will structure their boards differently to achieve the results they want. Adopting a staggered board structure is one option. Staggered boards are designed to ensure that only some directors are up for re-election at any given time. This has the advantage of ensuring there is always continuity across different election cycles as only some faces will be new. It also reduces the likelihood of hostile takeovers, which usually need a rapid and large-scale leadership change to succeed.  The processes of a staggered board The operation of a staggered board involves dividing directors into classes; it could be as low as two or as much as five. Each class will be up for election/re-election at different times. Take the example of  a board with three classes: each class serves a three-year term, but only one class is up for election each year. In other words, at least two-thirds of the board will stay the same after any election.  In cases where the more senior directors serve longer terms, class one may be up for election every year, class two every three years, and class three (the most senior) every five years.  These rules will depend on the company. The advantages of a staggered board A staggered board can help to ensure continuity after each election and delay or outright eliminate the risk of hostile takeovers.  It can also reduces the logistics challenge of training and onboarding several new directors simultaneously. There will always be a healthy cohort of veterans to oversee any work needed in this area, feeding a culture of long-term planning. Disadvantages Much of the criticism directed at the staggered board approach comes from shareholders who effectively only have a say on the future of a third (or less) of directors at any given time.  This means shareholder criticism is less likely to be listened to and the board may be more concerned with itself or its relationship with management. Creating a staggered board If an organisation is thinking about instituting a staggered board, it must analyse the company’s governance thoroughly before doing so.  How much does your board depend on fresh, new experience? If it’s a lot, a staggered board might not be for you.  How concerned are you about a hostile takeover or activism? If the answer is ‘a lot,’ then a staggered board may be for you. You should also consider how much your company spends on onboarding: how easy it is to find relevant talent at the board level, and how confident you are in your current board? By asking the right questions, you may find that introducing a staggered board structure is beneficial for your organisation. Dan Byrne is a writer with the Corporate Governance Institute

Adverse weather can bring disruption to businesses and their staff. Gemma O’Connor explains how an adverse weather policy can help employers to minimise its impact Adverse weather can bring power outages, high winds, and flooding and can cause major destruction of towns and villages across the country. Furthermore, employers dealing with storm and weather warnings may also face staff absenteeism. So, what can they do if employees are unable to be at work for the day because of the effects of poor weather conditions? Experts recommend putting an adverse weather policy in place. Pay obligations Payment obligation is a common topic employers ask about when bad weather strikes. A strict interpretation of the law allows employers to determine whether payment is owed to employees for workdays they miss due to extreme weather. If a company’s premises are open but employees are absent, there is no legal obligation to pay them for what is technically an unauthorised absence. Choosing to withhold pay should be considered with care, however. Doing so may affect staff morale and your reputation as an employer. Employees may also rely on prior experiences to argue that payment is due. If an has organisation paid absent employees during a previous weather warning, they will expect the same going forward. During an extreme weather event, it is possible that companies may need to close their premises. When employees are sent home or told not to come to work due to adverse weather, it is recommended that they be paid as normal. Employee options If employees can’t attend work due to the extreme weather, there are a few options available: Ask them to work from home and continue to pay them as normal. Allow them to make up any missed time later. With the agreement of the employees, the organisation could deduct any absences from their paid annual leave entitlement. Many people are already currently working from home. Employers with remote working arrangements should include a clause on working from home in their adverse weather policy. This clause could specify, for example, that staff are permitted to work from home during periods of bad weather and will be paid as normal even if the employer’s premises are closed. Change of roster An employer is entitled to change a roster at short notice in exceptional events, including extreme weather. Keep in mind that outside of these exceptional circumstances, however, employees are entitled to a notice of at least 24 hours for any roster change. Employee safety As an employer, the safety of employees should always be paramount. An employer’s statutory duty is to provide a safe place of work. This also includes ensuring that employees are not required to undertake a hazardous journey to get to work. Employers should know that, if public transport isn’t operating, they face a heightened risk of claims and reports to the Health & Safety Authority (HSA) by employees who suffer accidents on their way to work. Time for a policy Adverse weather can be a reminder and an opportunity to develop your own internal policy regarding how weather warnings will be handled. If this policy is reasonable and clearly communicated to employees, organisations can minimise their exposure to the winters of employee discontent. Gemma O'Connor is Head of Service at Peninsula Ireland

As 2024 unfolds amidst continued global challenges, Loretta O’Sullivan outlines why the island of Ireland will still likely see some economic growth We are just a few weeks into 2024 and it has already acquired many labels. It's the year of rate cuts, war and global elections. Despite this, the all-island economy is expected to be a year of growth. EY Ireland's Winter Economic Eye report forecasts reasonably solid growth in the Republic of Ireland (ROI) and a modest expansion in Northern Ireland (NI). Outlined below are the four forces we see shaping both economies in 2024. 1. A subdued external environment The world economy is recovering from a multitude of shocks – the COVID-19 pandemic, the war in Ukraine and decades-high inflation. The likelihood of a soft landing has increased, but geopolitical tensions, including the conflict in the Middle East and the Red Sea attacks, are among many headwinds. Prospects for key trading partners in 2024 are mixed, with growth set to slow in the US, but due to pick up in the Eurozone and the UK. 2. A turn in monetary policy After introducing a series of interest rate hikes in 2022 and 2023, the European Central Bank and the Bank of England are both on hold. Higher borrowing costs are expected to weigh on business spending decisions in 2024. Proactive digitalisation and decarbonisation agendas should provide support, however, and we can look forward to rate cuts later this year. The Irish government is also undertaking a large-scale capital spending programme to enhance public infrastructure and underpin digital and green transitions. In NI, the restoration of power-sharing and a Stormont Executive should encourage future investment. 3. Inflation is on the retreat Inflation has eased significantly and the passing on of lower wholesale energy prices to household bills and business costs, coupled with the transmission of monetary policy to economic activity, points to further easing ahead. In ROI, an inflation rate of 3.0 percent is forecast for 2024, falling to 2.0 percent in 2025. This downward trend will alleviate pressure on household purchasing power and improve consumer confidence, which bodes well for consumer expenditure. 4. Warm labour markets While the ROI and NI labour markets put in a strong performance in 2023, signs of softening are beginning to emerge and some cooling is likely this year. Nonetheless, unemployment rates are projected to remain low by historical standards and many businesses will continue to experience staff recruitment and retention challenges. Given the tight labour market and some compensation for past inflation, wage increases are also anticipated. This year is shaping up to be one of rate cuts, elevated geopolitical tensions and monumental elections. Yet, amidst these events, households and businesses can likely expect to see some growth across the two economies on the island of Ireland. Loretta O’Sullivan is Chief Economist and Partner at EY Ireland

Julia Rowan answers your management, leadership and team development questions Q. My organisation is going through a lot of change; there is a new leadership structure at the top, but some changes are still undecided. I am hoping that some roles in my area (which were regionalised about eight years ago) will be recentralised under my management. While this has not yet been decided, the regions have got ahead of this with quite a public challenge to the leadership to retain roles at regional level. They have much more clout than my small team and me. A. I am going to assume that your query is about the quality of the work your function provides rather than simply headcount. In any case, a couple of things are immediately clear: Whatever happens, your relationship with the regional directors, as well as with other colleagues currently fulfilling regional roles, is very important. This ‘inter-regnum’ period could be very useful to all of you (in the regions and centrally) by giving you time to get together to work on issues relating to this restructure with a view to making improvements – no matter the eventual outcome. Perhaps someone on the senior leadership team could initiate and sponsor this. You need to play a long game; organisations make changes all the time and how you are seen to deal with this issue will impact your profile. Avoid ‘either/or’ thinking (i.e. ‘they either report to the regions or to me’). There could be many ways to create win-win outcomes. Until a decision is made, there is room for negotiation (see the book suggestion below). I suggest you carefully work out a couple of positions, including: Your ideal outcome (and how to transition to it); Acceptable outcomes if you don’t get your ideal outcome (e.g. dotted line responsibility, developing the more interesting aspects of your role, new structures to support your team, developmental support, etc); and Unwelcome outcomes (and how to avoid them). It could be useful to work on this with your team. I have no doubt that they would have a lot to add to the conversation. Q. My team is under huge pressure – as am I. I try hard to help them, but they keep coming back with the same issues and they are very negative. A. It is the leader’s role to help, but how do we help? Sometimes, it’s by fixing, helping and advising.  And sometimes it’s by listening and empowering the team member to fix it themselves.  As leaders, we are often scared by negativity and we jump in quickly with advice and fixes. I suggest you listen deeply to your direct reports. When they bring up something negative, stay with it and help them to explore it.   The pull to fix is great, so this is much more difficult than it sounds. Arranging to meet to discuss the issue will give you the time to pull together some great questions that will help your team member think through the issue and come up with solutions. Of course, you can suggest solutions too – but people are much more likely to listen to your suggestions when you have helped them to think things through first. Julia Rowan is Principal Consultant at Performance Matters Ltd, a leadership and team development consultancy. To send a question to Julia, email julia@performancematters.ie If you read one thing... Getting to yes – negotiating an agreement without giving in by Roger Fisher and William Ury. We often go into negotiations with an  ‘either/or’ attitude. Either they win or I do. Getting to Yes offers a framework for ‘principled negotiation’ helping us to come up with creative options where both parties (or more) can achieve what they want. 

The new 15 percent global corporate tax rate will have a big impact in countries across the world, but arguably nowhere more so than in Ireland’s small FDI-reliant economy. Three Chartered Accountants dissect the implications of the tax change and how it could reshape our economic landscape. Paul Dillon, Tax Partner, Duignan Carthy O’Neill Ireland has signed Pillar Two of the OECD agreement on taxation into Irish law, introducing a minimum corporation tax rate of 15 percent for large domestic groups or multinationals with revenue of €750 million or more in at least two of the four preceding fiscal years. The current 12.5 percent corporation tax rate will remain in place for most companies in Ireland, with certain groups having to pay a top-up tax of 2.5 percent – the qualified domestic top-up tax (QDTT) – directly to the Irish exchequer.   The QDTT is initially due for periods commencing 1 January 2024, but the first payments will not be made until 2026.  The rules are complex and will require significant investment from the companies it applies to so that they can understand the scope and application of these new provisions.  In the short-term, Pillar Two provisions could lead to the Irish exchequer collecting additional tax as it is estimated that close to 1,600 entities in Ireland will be liable to pay QDTT. If a group entity is liable to pay QDTT in a jurisdiction such as Ireland, the top-up taxes due outside Ireland are expected to reduce to zero. These safe harbour rules should protect the Irish tax base and result in more taxes being collected in Ireland in the short term. It is also worth noting that any QDTT paid in Ireland should be allowed as a credit against what is termed an Income Inclusion Rule (IIR) or Undertaxed Profit Rule (UPR) tax liability a group is due to pay in other jurisdictions. This will provide additional protection to the multinational tax base in Ireland. In brief, the IIR requires the ultimate parent entity of the group to determine if its constituent entities have paid the minimum 15 percent tax in each jurisdiction and pay the additional taxes in its jurisdiction to meet the minimum tax rate.  The UPR taxes groups that are not resident in a jurisdiction that has adopted the Pillar Two rules and applies to groups not paying the minimum 15 percent tax. The UPR rule will require an increase in tax at the subsidiary level.  In the short term, most economic commentators believe that the new Pillar Two provisions will lead to Ireland collecting additional tax. In the longer term, the taxes collected will depend on the economic presence of groups in Ireland and how they organise their structures going forward.  The impact of the proposed Pillar One changes, which will reallocate some taxing rights based on market jurisdictions, may ultimately have an adverse effect on the tax base in Ireland and could, in the longer term, reduce the taxes collected from multinationals in Ireland. Alma de Bruijn, Tax Director, PwC Ireland The introduction of a global minimum effective tax rate of 15 percent has come after a lengthy period of negotiations as part of implementation of Pillar Two. Ireland was actively involved in these negotiations, securing the removal of “at least” with respect to the rate and thereby ensuring that the rate could not be increased in the future. The newly introduced provisions, which will lead to an effective 15 percent tax rate, could lead to incremental Irish corporate tax for many companies, i.e. above Ireland’s long-standing corporate tax rate of 12.5 percent.  Ireland’s corporate tax policy has generally focused on ensuring substance-based investment, coupled with a rounded tax regime of incentives.  A significant number of multinationals are well established in Ireland, and while Pillar Two may increase the effective tax rate of multinational groups, the new rules should not act as an incentive to move investment out of Ireland in favour of other OECD jurisdictions.  This is supported by the OECD’s recent taxation working paper, The Global Minimum Tax and the Taxation of MNE Profit, in which a key finding was that the global minimum tax substantially reduces the incentives to shift profits.  It is also worth noting that the domestic effective tax rate applicable in many other jurisdictions will significantly exceed the 15 percent effective rate that will apply under Pillar Two. While the introduction of the new global minimum tax rate marks the biggest change in the corporate tax landscape in a generation, it is a change that has been embraced by Ireland.  Ireland has been clear in its commitment to the implementation of the Pillar Two rules from the outset and has consulted with stakeholders throughout the implementation process. This commitment and consultation have offered certainty to businesses.  I think that, despite the change in rate for large multinationals, Ireland will continue to remain competitive with a highly educated, skilled workforce, direct access to the EU market and international supply chains, and a stable business environment that promotes investment. James Smyth, Partner, Deloitte  Following the adoption of the EU directive on the adoption of a global minimum tax by EU Member States, Ireland has taken steps to enact the required legislation to comply with the provisions of the directive.  The Irish legislation on the global minimum tax came into effect from the start of this year. The reality for any impacted group is that the rules are very complicated and require careful analysis to assess the impact fully. It’s fair to say that the level of complexity in the new rules is not like anything we have seen before in the tax world and requires an increased level of interaction between global tax and finance teams. The likely impact on Ireland is difficult to assess and there are certainly different views on it. The 15 percent minimum tax rate could impact Ireland’s competitiveness, but the wider offering for businesses looking to invest in Ireland extends far beyond tax alone, including an English-speaking population, an educated workforce, membership of the EU and favourable business conditions.  The mechanics of how the rules work are such that the imposition of the global minimum tax rate of 15 percent in Ireland should not automatically result in an additional tax liability of 2.5 percent (being the differential between Ireland’s headline rate of corporation tax of 12.5 percent and the new global minimum tax rate of 15 percent).  The devil is in the detail and the new rules could result in a neutral or positive impact on Ireland.

When and how the war between Israel and Hamas ends, Israelis and Palestinians will have to find a way to live side by side, writes Judy Dempsey The long-running conflict between Israel and the Palestinians has been one of missed opportunities. The 1995 Oslo Peace Accords were supposed to usher in a kind of co-existence. That didn’t happen. Israel did not stop withdrawing the illegal settlements in the occupied West Bank. It designated areas for Jewish settlers.  The Palestinian Authority (PA), bankrolled by the European Union, didn’t use the opportunity to introduce democratic reforms. The former head of the Palestinian Liberation Organisation (PLO) Yasser Arafat could not make the transition from freedom fighter to democrat.   His successor Abu Mazen has presided over a corrupt PA, refusing to hold elections due back in 2006. He has lost credibility among Palestinians. Mazen did Israel’s bidding: keeping the lid on opposition to the occupation and preventing the establishment of a vibrant civil society that could challenge his authority.   In Gaza, the Islamic Hamas movement took over the strip in 2007 after ousting the discredited PA. Hamas is the precursor to the Muslim Brotherhood encouraged by Israel in the 1980s as a means to divide and weaken the PLO. Since 2007, Hamas has run Gaza with an iron fist. It has its own agenda: to not recognise the state of Israel, even to destroy it.  Fast forward to 7 October and Israel’s devastating response to the gruesome Hamas massacre of Israeli civilians. This will make it more difficult than ever to change a mindset on both sides concerning the need to end the cycle of violence and resume peace talks.   Gaza is in ruins. Suffering people have nowhere to go. At least 20,000 have been killed. There is no systematic flow of humanitarian aid. Hamas shows no signs of negotiating over Israeli hostages.  As for Israel, its right-wing Prime Minister Benjamin Netanyahu – who never believed in a two-state solution and who is (conveniently) beholden to his far-right-wing coalition partners – believes he can destroy Hamas.   This ignores the day after for the hapless, suffering citizens of Gaza and for Israelis who have been shocked by the failures of their military and intelligence services.    The day after is difficult to think about. The United States and the European Union still support a two-state solution but how might it be achieved? A few ideas:  Benjamin Netanyahu needs to be replaced with a moderate leader.    Abu Mazen and the PA need to be replaced by younger people who want democratic change.  A two-state solution is impossible unless Jewish settlements in the West Bank are dismantled. They prevent a viable Palestinian state.  Middle Eastern countries must play a central role. They see the wider impact of the Israeli-Hamas conflagration. The Arab countries, and even possibly Iran – a pivotal player in supporting Hezbollah in Lebanon and the Houthi rebels in Yemen – cannot afford a war in the Middle East.   Egypt and Jordan (which have peace agreements with Israel) and Saudi Arabia (which had considered establishing relations with Israel before 7 October), need to take the diplomatic and political lead in ending the war between Israel and Hamas.    Former US President Donald Trump missed an opportunity when he didn’t link the Abraham Accords – signed in 2020 by the UAE, Bahrain, Morocco and Sudan to normalise relations with Israel – to negotiating a peace deal between Israel and Palestine.  A two-state solution is unthinkable today. Anger and radicalisation on both sides will demand time and a special mediation to make any sustainable peace possible, but what is the alternative?  Judy Dempsey is a Non-Resident Senior Fellow at Carnegie Europe and Editor-in-Chief of Strategic Europe.  *Disclaimer: The views expressed in this column published in the February/March 2024 issue of Accountancy Ireland are the author’s own. The views of contributors to Accountancy Ireland may differ from official Institute policies and do not reflect the views of Chartered Accountants Ireland, its Council, its committees, or the editor.

Ronan Murray, the incoming Managing Partner of EY Ireland’s Cork office tells us how his Big Four career progressed from audit to mergers and acquisitions, and gives his take on M&A trends in 2024  Ronan Murray is the incoming Managing Partner of EY Ireland’s Cork office. Kerry-born Murray has lived in Cork for over 25 years, forging a successful career in corporate finance, starting in audit and progressing to mergers and acquisitions (M&A) advisory and services. As Partner, Corporate Finance, Strategy and Transactions, with EY Ireland in Cork for the past two years, Murray has provided strategic advice to Irish companies on acquisitions and disposals. Q. Tell us a bit about your background and education?  I grew up in Tralee and I’m still firmly connected to family, friends and clients in Co. Kerry, but I have lived and worked in Cork for a long time. It’s a fantastic place and my two daughters will be proud Corkonians! I started out studying commerce at University College Cork (UCC), graduating in 2001 with a commerce degree and returned to UCC in 2010 to complete an Executive MBA with a focus on developmental leadership education in a knowledge economy.  I met my wife Aideen Creedon, Head of Internal Audit at UCC, while we were both on our Chartered Accountants Ireland training contracts in Cork and studying for our exams.  Q. What inspired you to pursue a career in accountancy?  I remember during the graduate intake period at university reading the various job brochures from companies and organisations. I was struck by the Chartered Accountant (CA) qualification being a portable tool you could use as a foundation to build a wide and varied career in professional services. It certainly hasn’t disappointed. I have been able to gain wide-ranging experience from external audit to transaction services over the course of 22 years working for Big Four firms.  Through secondments, I’ve had the opportunity to live and work in both New York and London.  I started in audit, qualifying as a Chartered Accountant in 2005 and becoming an External Audit Manager in 2006.  I joined the Transactions Team at EY in 2007 and worked until 2016 in various roles before returning to the firm in 2022 as a Partner in our M&A/Corporate Finance Team. I may be biased, but in the world of corporate finance and M&A, the CA qualification is regarded as a differentiator and a distinct advantage.  It is a badge of honour you can take with you into any boardroom environment. The skills I have acquired through the qualification have served me exceptionally well throughout my career.  Q. As your career progressed, what prompted you to move from audit into M&A?   There is one moment that stands out as an important pivot point for me. Back in 2007, I got to spend some time working with a partner preparing the content for an information memorandum relating to a potential transaction.  I was intrigued and excited by the prospect of supporting on the deal. It was this experience that made me consider moving into M&A. I really enjoy the variety the role offers day-to-day. I get to work with so many different people and businesses. It is fast-paced and I find helping business owners to achieve their goals hugely rewarding. My audit experience has been essential in helping me to understand the core value drivers in business and, over time, it enabled me to move towards the M&A side of the market. Q. What does your day-to-day role involve?  I spend most of my time working with business owners to devise strategies that will allow them to de-risk and obtain growth capital while executing a transaction that delivers value.  Achieving the best outcome is a fine balancing act. It’s important to take time to meet with owners, funders, legal intermediaries and wider market players to ensure your “finger is on the pulse” when it comes to potential opportunities for your clients. I have a lot of meetings with local and international investors so I can fully understand their investment criteria and match them with suitable Irish companies.  The rest of my time is focused on deal execution – preparing information memorandums, agreeing heads of terms and reviewing sale and purchase agreements in tandem with legal colleagues.  From a private equity perspective, business owners often have an opportunity to obtain growth capital and commence a ‘buy and build’ process with a defined M&A strategy.  Dealmakers are looking at synergies across the various functions of a larger organisation. Investors are focused on the objectives behind a transaction. Often, the deal is about unlocking the potential and value that exists in an organisation.  Over the course of my career, I’ve been involved in hundreds of exciting transactions on both the buy and sell side. Some of the recent stand-out deals include the sale of PFH Technology Group to Japanese firm Ricoh and Phoenix Equity’s investment in Nostra Technologies. I have also enjoyed working with Zeus Packaging on several acquisitions in recent years.  Q. What are the biggest trends in the M&A market currently?  There was a global slowdown in transaction activity in 2022 and the first half of 2023, primarily due to uncertain debt markets and macroeconomic factors.  The M&A landscape has since improved and the Irish market is well-placed to see an uplift in deal volumes this year, as Irish assets continue to attract interest from investors, both local and international.  Ireland is a very competitive country internationally with an innovative, technology-driven, service-focused and open trading economy.  Our regions have grown and developed into destinations of choice for global companies, as well as providing a platform for indigenous private companies to develop and scale.  Acquirers are seeking strategic assets and the fundamentals of the Irish economy remain strong, making Ireland an attractive location for investment.  Private equity investment in the mid-market, driven by the availability of ‘dry powder’, is also playing a much deeper role in the Irish market. As we move forward, private business optimism coupled with the existence of a more developed and balanced risk appetite, will define the level of activity for the year ahead.  Q. You are currently President of Cork Chamber. How did this role come about and what does it mean to you?  The passing of both my parents in a short period of time gave me more perspective and a sense that maybe I should work to make more of a difference in society and business in a way that would complement my professional role with EY.  I was appointed Chair of Cork Chamber’s Economic and Enterprise Committee for two years in 2013. Then, in 2018, I joined the Board as Honorary Treasurer and became Vice-President in 2020. I was elected President and Chair of the Board of Cork Chamber in May 2022 for a term of two years.  It was a proud moment and I have fully embraced it and enjoy the role.   Being President of Cork Chamber allows me to play a more active business and political leadership role in the region. The chamber has over 1,200 members employing some 120,000 people. Being President gives me a significant platform to represent the business community in the city and county.  Top tips for M&A transactions Ireland remains a highly attractive location for investment and, looking to the year ahead, there is significant appetite to deploy capital as business owners continue to seek growth capital.  The technology sector continues to dominate the M&A landscape in Ireland in terms of transactions, partnerships and strategic alliances.  Other sectors of interest include engineering, financial services, business support services, healthcare, life sciences (both pharma and medtech) and ESG.  The green transition to a lower carbon economy is also driving investment decisions, and companies with sustainability credentials will continue to be attractive. For Irish companies undertaking a merger or exit, being well-prepared is essential for maximising the value of the transaction. Here are my top five tips: Understand key value drivers; this is essential to both preparation and execution; Have a clear growth story with understandable drivers that underpin financial projections to match specific investor criteria and strategic objectives; Align key management in preparation for a transaction process, while also ensuring the team has the bandwidth to focus on the day-to-day running of the business; Ensure the business/economic cycle supports your plan exit (e.g. historic company performance versus forecast performance and macroeconomic environment); Ensure compliance across all areas of the business (e.g. regulatory, environmental and sustainability). Addressing these areas well ahead of undertaking a potential M&A process will help reduce the risk of value erosion during a transaction.  Appointing advisors can also ease the transaction process and enhance value by allowing owners and managers to continue to focus on successful day-to-day operations. And to advisors, I would also say: take the time to listen carefully. It’s important to be humble and confident. There is no place for arrogance.