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With Christmas party season back in full swing for the first time in a long time, employers should plan ahead to prevent unnecessary risks arising on the night, writes Gemma O’Connell With COVID-19 restrictions now consigned to the past, the office Christmas party promises to provide a long-awaited opportunity for your business to celebrate coming through the pandemic. As the party season returns with a bang, however, it is also a good time to remind staff that, although it is a celebration, the Christmas party is nevertheless a work event. Not doing so risks increasing the likelihood that one or more of your employees will act inappropriately once they are away from the professional environment of the workplace. At its worst, unprofessional employee behaviour can lead to devastating consequences for your business, so it is well worth taking steps to mitigate it. Here are some of the main risks you should be aware of and steps you can take to protect your organisation. Alcohol consumption The majority of people will likely enjoy a drink on a night out, so most employers like to show appreciation for their team members by covering the cost of a meal, a few rounds, or even the drinks bill for the whole night. Each business has its own unique culture, and it's important to do what's best for your team, but too much alcohol can cloud people's decision-making. The last thing you want is an alcohol-fuelled brawl breaking out, or allegations of harassment arising.   It is also a good idea to ensure that everyone has made arrangements to get home safely after the party. Harassment and vicarious liability When the Christmas party takes place off-site, employees may think that company policies on bullying, harassment and sexual harassment are less applicable, so it's a good idea to remind all staff that these policies apply every bit as much to work-related social events as they do in the office. Victims of harassment can sue their employers in circumstances where the employer has failed to take all reasonable steps to prevent harassment from occurring. A reminder that such conduct is unacceptable even when off-site plays a proactive part in protecting the organisation.   Health and safety considerations Although many businesses will choose a restaurant or other suitable venue, some employers may decide to host Christmas celebrations in the workplace. If you're planning a party on your premises, don't forget your health and safety obligations. Control measures to minimise the risk of slips and trips, fire hazards and safe access to your building should all be considered. Social media Many employees may be accustomed to sharing pictures or videos captured on a night out with their connections on social media. It is best to put in place a social media policy confirming that all staff must respect the privacy rights of their colleagues and uphold the company's reputation online. Post-party absences If employees have to be in the office the day after the party, you must communicate your expectations. Some employers may loosen the timekeeping rules for staff if the circumstances allow, but you have to clarify what will and will not be tolerated, such as no-shows or arriving at work intoxicated. Final Christmas Party tips While some rules will need to be followed by all staff, managers need to bear in mind a few additional extras. Be wary of putting people under too much pressure to attend the Christmas party. Not all staff enjoy large gatherings, so reassure everyone that there is no obligation to attend. Try to keep it as inclusive as possible. You may have vegetarians, vegans, and non-drinkers attending. Providing options for everyone will ensure that no one feels left out. It's no harm to ask one member of your management team to remain sober and to ask that person to deal with any incidents that may arise. Finally, have some fun! It's been a tough couple of years, and it's important for everyone to celebrate the wins. With the proper precautions in place, everyone should feel comfortable having a good time. Gemma O'Connor is Services and Operations Manager at Peninsula Group

With a new year comes new resolutions, but is it really necessary for leaders to adopt new practices? Anne Phillipson extols the virtues of tried and tested tools It's that time of year again. We reflect on the past 12 months, look ahead to the next calendar year with all its untold possibilities, and consider what changes we want to make. ‘Top 10’ lists have already started appearing, guiding us on everything from books to read, podcasts to listen to, and fashion trends to follow. Gyms will be gearing up for new membership intake in January, and the chocolate and biscuit aisles in the shops will be backfilled with workout gear and healthy living merchandise. While I am certainly not against making plans for professional improvement, I’m not convinced we need a list of 'new' leadership practices for 2023. That’s because the foundations of effective leadership remain constant: having a clear vision of the future that inspires your people to want to work hard; engaging your team by playing to individual strengths and organising the team to work well together; and delivering the results that matter for your business. Authentic leadership means that you know yourself, your strengths, and your values—and you can build a team around you to compensate for any gaps. A leader builds a reputation around what others can consistently expect from them, which ultimately builds trust. That's it. That's what leadership is all about. Where the requirement for change and flexibility comes is the ability to pay attention to external changes and then adapt your vision and focus accordingly. As market conditions change, an effective leader anticipates the knock-on effect on their business and responds proactively. Effective leaders question how their approach should adapt when the context changes. They always hold true to their values, however. Leaders should communicate even more in times of change, ensuring the team is informed, and spend more time listening to ensure that the team's questions and concerns are fully understood. No one knows what 2023 has in store for us. None of us anticipated that 2020 would bring a global pandemic that would dramatically change our working lives. Even when faced with unprecedented change, however, effective leaders worked through the ambiguity by responding to the evolving circumstances, engaging their teams, and re-aligning their business plans to adapt to the new environment. All of this built new leadership muscle to deal with a volatile, uncertain, complex and ambiguous world. Those muscles will serve leaders well as we face new challenges in 2023 – whether they relate to the ongoing war in Ukraine, the cost-of-living crisis, energy price fluctuations, or some as yet unknown mega trend. That old saying, 'the only constant is change', is true—but when it comes to leadership, there's really nothing new. Anne Phillipson is Director of People & Change Consulting at Grant Thornton

With mandatory gender pay gap reporting becoming a legal requirement for some companies this month, effective reporting is essential. Doone O'Doherty outlines her five-step guide to getting it right Irish companies employing 250 people or more were required to publish their first gender pay gap report online by 1 December 2022, but not all have met the deadline. For those lagging behind, there are potential consequences. Guidance issued by the Department of Children, Equality, Disability, Integration and Youth, notes that: “The Gender Pay Gap Information Act 2021 provides the Irish Human Rights and Equality Commission with the power to make an application to the Circuit Court or to the High Court for the granting of an order requiring the employer concerned to comply with the Regulations”. The 2021 Act also provides that an employee may refer their employer to the Director General of the Workplace Relations Commission for failure to comply with regulations. It is therefore crucial that any company employing 250 people or more, which has yet to publish its gender pay gap, take immediate steps to do so. Here are the five steps I recommend: 1. Complete your calculations The Gender Pay Gap Information Act 2021 outlines 11 specific data points that must be included in reports. Companies should ensure that: they understand what is required, such as who is included in the count, the snapshot timeframe, and what counts as ‘ordinary pay’ and ‘remuneration’, etc.; they have gathered all relevant data needed for the calculations; and calculations are complete. Once this is has been done, the focus should shift to conducting any additional analysis needed to contextualise the numbers in the report. 2. Document your approach Your calculations will need to be re-run annually, and your 2022 gender pay gap number will be the baseline against which annual progress will be measured. Ensure your approach is well documented so that your organisation can compare like-for-like each year. As some aspects of the legislation are unclear, a judgement call may be needed. In this context, documenting the rationale will be important. 3. Finalise your report In addition to the reporting of certain data points, the legislation requires that companies: explain the reason for any gender pay gap; and ·outline measures that have been taken or proposed to close the gap. Ensure that any reasons given for the gap are evidence-based. Do the numbers reported support the reasons for a gap, for example? Are actions proposed to close the gender pay gap in your organisation realistically implementable? In finalising your report, consider the following: the branding support needed to ensure that the report aligns with other publications produced by your organisation; who in the organisation will carry out a final review; who will provide the final sign-off; and who will be responsible for uploading the report to your website. 4. Lock down your communications strategy With a sensitive and technical topic like gender pay gap reporting, effective communication is essential. When considering your communication strategy, make sure that: your marketing and public relations teams are prepared to execute the communication strategy; all senior stakeholders are fully briefed on the key messages for both internal and external audiences; and you have considered whether you should nominate a team member responsible for responding to media queries and social media comments. 5. Start to prepare for year two There will be a very short window between reporting now and the next snapshot date in June 2023. To ensure that you can demonstrate progress in closing your gender pay gap, you must drive ongoing Diversity, Equity and Inclusion (DE&I) plans and consider whether new initiatives may be required. The steps companies take now when publishing their reports will largely determine how their gender pay gap rating will be received and understood, both internally and externally. My advice is that employers prepare their completion checklist without delay—and check it twice. Doone O'Doherty is Partner of People & Organisation in PwC

The war for talent is as fierce as ever, but how can private companies entice employees to stay versus listed companies? Laoise Mullane explores Amid the backdrop of the great resignation, it is unsurprising that employee empowerment is the central emerging theme in this year’s PwC Global Workforce Hopes and Fears Survey, Irish Report 2022. The survey’s insightful results illustrate that today’s workforce is very focused on areas such as fair pay, hybrid work, meaningful work, the ability “to be oneself” at work, and wellbeing. Here are five ways businesses can respond to the survey’s findings and use them to their advantage. 1. Offer competitive pay Unsurprisingly, given the increased cost of living, salaries were identified as a significant issue for most survey respondents. Over 60 percent of respondents plan to ask for a pay rise, and one in five respondents are extremely likely, or very likely, to find a new job in the next 12 months. Employers in the private business sector may feel that they are at a competitive disadvantage and, compared to listed companies, they have fewer opportunities to incentivise employees with rewards such as employee share schemes. Private businesses should instead look to other rewards that only they can offer. It is imperative that private businesses review their pay scales and ensure that they offer competitive salaries and benefits. This is an important factor in both attracting and retaining top talent. 2. Capitalise on hybrid working Historically, private businesses may have struggled to attract employees because of their geographical location. However, remote work, in many cases, has eased this problem by removing the need for employees to be in the office five days a week. In the survey, hybrid workers are most satisfied with their work, and 52 percent of respondents prefer a mix of in-person and remote work. The ability to flex to the needs of your employees is proving to be a winning formula, and hybrid working will assist private businesses in attracting top talent from outside their geographical area. Communicating this hybrid proposition clearly and routinely to employees can set private businesses apart from competitors. 3. Demonstrate the meaning and purpose at the heart of your business Employees want to work in an environment where they can be their true, authentic selves. Respondents ranked job fulfilment and the ability to be one’s true self at work as a top issue when considering their current work environment. A large cohort of people (73%) said that finding their job fulfilling was an important factor when considering a change in a work environment. There is often a sense of collective purpose in working for a company with tradition, history and a defined role in the local community. This strong local community anchor can be used to differentiate and empower employees to express their authentic selves. 4. Commit to an open, transparent culture This year’s survey results show that employees working in Ireland value meaningful engagement. However, only 24 percent of respondents felt that their companies provide support for them to work effectively with people who share different views. This is a disappointing result that represents a missed opportunity for some employers. Private business leaders are encouraged to facilitate an open and transparent culture and to provide both time and space for discussions—particularly when it comes to sensitive topics. Lead by example in your communications and demonstrate consistently that you welcome these open discussions. 5. Seize ESG opportunities now Employees value working in an organisation where environmental, social and governance (ESG) is identified as a key priority. Acting on environmental concerns is a key area of interest for employees, with only 18 percent of respondents stating that their company helps minimise the environmental impact of their job. ESG can be a real area of differentiation for private businesses. Listed companies are obliged to embrace ESG against the backdrop of reporting requirements. However, without the pressure of being held to account on ESG initiatives, private companies risk falling behind. Indeed, employees are demanding that companies look beyond financial performance to broader ESG commitments. It is imperative that Irish private businesses enhance their workforce strategies to attract and retain key talent. They must also tailor their strategies to the unique needs of their workers. Laoise Mullane is Senior Manager of People & Organisation in PwC

Stephen Prendiville looks at how sustainability efforts to date are contributing to Ireland’s attractiveness to investors and how Ireland can continue to thrive in this area The EY European Investment Monitor, published in May 2022, has demonstrated how Ireland’s sustainability credentials are helping to bolster our position among Europe’s most attractive FDI destinations. Ireland has enshrined climate action law, holding itself to carbon budgets that include sectoral emissions ceilings and producing a climate action plan each year that sets a clear direction. The stability this offers provides positive momentum for sustainability and climate action, which is a factor in Ireland being an attractive destination for investment. It shows that sustainability can and must be a value-led proposition. Sustainability KPIs According to the EU European Investment Monitor, Ireland rated extremely well when it comes to a range of key sustainability performance measures. Eighty-eight percent of respondents said Ireland performs as well as, or better than, the European average for the presence of workforce and skills to facilitate sustainability projects. Eighty-six percent said the same for the availability of financing for sustainability projects and for regulation to support sustainable business practices. Ireland’s potential as a location to decarbonise the supply chain was rated as better or as good as the European average by 83 percent of respondents. The presence of an ecosystem of innovative cleantech and sustainability businesses (82%), local consumers’ concern for sustainability and climate change (81%), and the proportion of renewables in the electricity supply chain (79%) were also rated as at least as good or better than the European average. Government action Sustainability also figured strongly when respondents were asked to name priority areas for Government action to maintain Ireland’s FDI attractiveness. Investment in the decarbonisation of Ireland’s energy system and measures to accelerate progress towards a net-zero economy were highlighted as key areas of policy focus. Budget 2023 maintained a stable set of incentives, grants and other drivers for decarbonisation and positive change across the economy. The carbon tax was adjusted in line with prior commitments, and the overall result was stability in Budget 2023. These findings should come as no surprise. Sustainability issues have been ascending the corporate agenda for many years. In many key areas, the corporate and investment worlds appear to be ahead of governments when it comes to actions to tackle climate change and other environmental, social and governance (ESG) issues. At last year’s COP 26, it was highlighted that companies and governments must work collectively to advance climate action and decarbonisation at the scale demanded. While governments toil with difficult long term implications, businesses can move nimbly and take necessary action on much shorter timescales – which in turn will help governments take brave steps forward. Foreign direct investment From an FDI perspective, sustainability is likely to grow in importance in the coming years. FDI decision-makers will increasingly look at sustainability factors when choosing locations for new investments. And this will be driven by compelling business reasons. The first of those will be companies’ own requirements to decarbonise. New regulations like the Corporate Sustainability Reporting Directive (CSRD) will see companies being held to account for their performance in relation to decarbonisation and other sustainability targets. That will fundamentally change the equation when it comes to energy supply, for example. The availability of renewable energy will move from being a ‘nice to have’ to an absolute essential. Companies which have set 2030 as their target date for achieving net zero carbon will require electricity supplies generated exclusively from renewable sources well in advance of that date. While Ireland is viewed quite favourably at present for the proportion of renewables in its electricity supply chain, that position can change very quickly. Massive investments are required to make the grid capable of carrying more than 80 percent renewables by 2030, especially while there are barriers to renewable energy developments which need to be removed or mitigated. Rapid progress will be required in both of those areas if Ireland is to retain its attractiveness for inward investment. Ireland leading the global community While there is an opportunity for Ireland to be a significant part of the global climate action story, with the associated benefits to the Irish economy, there is no arbitrage opportunity when it comes to climate. Ireland is and can continue to lead the global community as we move forward on our sustainability journey together. We have some natural strengths, including a stable economy, vibrant tech and innovation ecosystems and an educated workforce. We are also a hub of global finance and technology companies accessing the European market. We can do more, and the European Business Attractiveness Index highlights that we are in a strong position to do so. Stephen Prendiville is Head of Sustainability at EY Ireland

Your time is a precious commodity and should be respected, particularly during busy seasons. Moira Dunne gives three tips on how best to utilise your time and maximise your productivity It is hard to be productive in today’s busy work environment, especially in the lead-up to the holidays. Whether you are working hybrid or fully remote, it is important to get the best return from the hours you work. Imagine finishing each workday with a sense of achievement, knowing that you have done everything on your list. For many people, that is the simplest definition of being productive: making a plan and then sticking to it. It helps us deliver important tasks, but it also contributes to our well-being. If you are not happy with your workday, do something about it. Start by understanding where your time goes each day. In most busy work environments, there are many requests and urgent issues, causing us to spend a lot of time in reactive mode, responding to others instead of making progress toward our own goals. To change to a more proactive way of working, you need to develop good habits. This helps you take control of your time and take charge of your workday. Here are three tips to boost your productivity in the few weeks before everyone takes a much-earned break. Tip 1: protect your time To protect your time, it is important to have a plan for your own work. Set out the key pieces of work you want to get done each week and the targets you absolutely must reach by Friday. Figure out what tasks will make you feel the most productive and accomplished by the end of the week and put them in motion. This plan gives you a focus for each day. You will be motivated to complete your tasks to achieve your target by the end of the week. Tip 2: say ‘when’, not ‘now’ Without a plan, it is hard to say no when someone makes a request, and people are often compelled to respond immediately. Your weekly plan will now help you quickly assess which work should take priority, particularly when it comes to new requests. For work that is a lower priority, ask the requester when they need it. They may say they need it straight away, but the question can prompt them to assess their own timescale and will communicate that you don’t drop work to respond to new requests. The best part of this response is that you are not saying no but instead negotiating a response time that suits your plan. Tip 3: make progress on the big things It can be hard to find time to work on bigger projects or goals, but this is our most important work. Sometimes we wait for a quiet week or a free block of time in our diary, but when those days do not come, the project gets pushed out. Start using your weekly plan to achieve your long-term goals. Include actions to get started on a project. Set a target to complete a goal. Bit by bit, task by task, make progress each week so that when the deadline arrives, you have the work done. Moira Dunne is Founder of beproductive.ie