The Central Bank (Individual Accountability Framework) Bill 2022 seeks to give more individual accountability to those in the financial services industry. Sinead Ovenden outlines what the Bill will change and how firms can best prepare for it. The Central Bank (Individual Accountability Framework) Bill 2022 sets out changes to the Central Bank of Ireland's (CBI) powers to strengthen and enhance individual accountability in the financial services industry. This will be achieved by breaking the 'participation link', which requires wrongdoing by the firm to be proved before enforcement action can commence against individuals in that firm. The Bill also introduces amendments to the CBI's Administrative Sanctions Procedure to align with the Supreme Court's 2021 decision in Zalewski v An Adjudication Officer. The Bill will ensure greater transparency and accountability within financial service providers by requiring firms to: clearly describe where responsibility lies through statements of responsibility and management responsibility maps; confirm through an annual certificate of compliance that those performing controlled functions (CFs) are, and remain, "fit and proper"; introduce new common conduct standards for CFs, additional conduct standards for pre-approval-controlled functions (PCFs) and any other individuals exercising significant influence on the firm and business standards applicable to the firm; and impose on senior executive function holders (SEFs) a duty of responsibility to take "any step that is reasonable in the circumstances" concerning the business areas they are responsible for to avoid contravention of the firm's financial services obligations. This is a language change in the General Scheme of the Individual Accountability Framework Bill in 2021, which required SEFs to "take reasonable steps". But without specific examples, the practical impact of this change remains unclear. The Bill also includes an obligation on individuals performing CFs and PCFs to take any steps that are reasonable in the circumstances to ensure the conduct standards are met.  Where an individual acknowledges a contravention, an alternative procedure will be made available under the Administrative Sanctions Procedure (ASP). This will allow the CBI to dispense an enquiry and impose a sanction on the individual, which will not take effect unless the High Court confirms it. How to prepare The CBI will set out the details around key elements of the regime – specifically, statements of responsibility, management responsibility maps and reasonable steps – in a consultation paper once the Bill is enacted. Regulations will be finalised following this consultation. However, firms should commence their preparations now by considering the following points. Clarity around responsibilities and the overall governance framework Firms must produce responsibility maps and statements of responsibility for all SEFs. For example, in the UK, the regulator highlighted weaknesses in these documents about matters reserved for decision-making bodies (for example, boards versus board committees) and how individual responsibilities fit into the overall governance framework. Firms should review their current governance framework, committee terms of reference and individual responsibilities to identify gaps or areas of overlap and ensure consistency across their documentation. Individual and collective responsibility The increased regulatory scrutiny of individual responsibility should not be interpreted as undermining expectations around collective decision-making. How the board interacts to set the tone from the top, determine strategy and challenge the executive on its implementation will remain a key area of focus for supervisors. Individuals, however, will need to be clear on how key decisions are reached and whether challenges or alternatives have been given sufficient consideration. Communicating increased regulatory expectations to the board, and non-executive directors workshopping how reasonable steps may be demonstrated, and illustrating the complementary nature of individual and collective responsibility are all examples of activities that can be implemented now.  Implementation: business as usual Individual accountability is a journey rather than a destination. Aligning processes around conduct breach monitoring and reporting will require ongoing support, training and refinement. Considering how you will embed and test the desired culture and behaviours required to demonstrate that you are adhering to the requirements' spirit – not just the letter – will also be an iterative journey. It is never too soon to start thinking about how you can enhance your culture of accountability and articulate that the work doesn't stop once the project is complete, but is an ongoing process of review and refinement. Sinead Ovenden is Partner at PwC.

Money can be a difficult and awkward matter to discuss, for both employer and employee. So what is the best way to negotiate pay on both sides? Concepta Cadogan offers some helpful tips. Negotiating a salary for a new role and then, later, a pay rise once in the role is something many of us try to avoid, or don't know how to handle. Likewise, when this subject is broached in an interview or a review, an employer often doesn't know how to respond. Here are a few tips to assist you when dealing with these situations from all angles. Salary negotiation for employees Prepare to fail; fail to prepare Pre-salary negotiation, benchmark your salary against others in your industry.  Salary guides are a great way to assess the industry average for any given role. Otherwise, speaking to an expert consultant in your field is another great way to determine how much your peers earn in similar organisations. Ask about benefits and compensation Compensation and benefits are an often-overlooked part of an employment offer. However, they can be beneficial when helping you make your decision or attempting to negotiate salary. Opportunities such as further qualifications and study via your employer are options that could help you in the long run and may make up for a slightly lower salary. Be honest about your previous salary The hiring managers are likely to be experts in their field, and they'll have a ballpark figure in mind of what you earned in your previous roles. Therefore, it makes sense to be as truthful as possible when speaking about your past salaries to negotiate an honest and fair offer based on your experience.  Pay raise for employees Only ask for what you think you deserve It's essential to be realistic with your expectations when asking for a pay raise. Keep in mind how long you've been in your role at your current pay, and review the work you've been doing and projects you have contributed towards in that time. When making your request, remind your employers of all these points. Coming to your manager with a realistic expectation will make the negotiation smoother. Be prepared to take on more responsibility With more money generally comes more responsibility. Be prepared to be asked to take on more tasks on top of your existing workload and discuss your future targets and goals with your manager. You must be sure you can match the workload required to deserve the additional compensation you are set to receive.  Pay raise for employers Do your research Benchmarking salaries against other companies or organisations in your industry is imperative. This is also important for making offers to potential employees and equally important when an employee comes to you looking to negotiate a salary. If not possible, offer an alternative Inflation is on its way up, and many people are looking to be compensated to ease the burden. If this is not feasible within the company's budget, see if there are other perks or benefits which could be offered aside from salary which would make a difference to the employee. Don't make the decision alone There can be immense pressure and uncertainty when deciding on remuneration. Reach out to human resources or leadership and ask for advice. The company may already have a policy regarding pay or a pay scale that you can follow to make things easier. Negotiating pay can be a tricky situation for anyone involved and at every career level, but it can be navigated through with the right mindset and information. Concepta Cadogan is Director at Lincoln Recruitment.

In a world where uncertainty lies around every corner, the only constant in our lives has been transformation. Laura Flynn and Katie Flood explain. Business transformations have driven organisational change amid continued disruption to help deliver efficiencies and growth. For transformation programmes to be successful, there is a need to pay close attention to the human aspects. Human emotion – of both leaders and employees – determines and impacts the success or failure of business transformation. EY research, conducted with the University of Oxford’s Saïd Business School, suggests that 85 percent of senior leaders have been involved in two or more significant transformations over the last five years. And 67 percent of those senior leaders have experienced at least one underperforming transformation during this time. The impact of transformation failure can lead to negative emotions, burnout, and stress for the employees impacted by the change. Research has shown that the emotional strain on the workforce increases by more than 130 percent during an underperforming transformation, with subsequent impacts on motivation, productivity, and employee engagement. What drives transformation success? There is no one straight route to the success of an organisation’s transformation. It is a systematic change with its share of twists and turns. The key is to create a culture of experimentation, accept its non-linearity, and use technology to realise the transformation vision. The predictive model of the EY study identified six key drivers which can increase the success rates of business transformations. Lead In the survey, employees ranked leadership as the top driver regardless of the success or failure of the transformation. Similarly, leaders identified its leadership as the number one driver in successful transformations—but underestimated the role that leadership had to play when a transformation underperformed. Those who are leading transformations need to be completely honest about their fears and self-doubt, as well as being open to ideas from others. Inspire The vision for the transformation needs to come from the top. Nearly half (48 percent) of survey respondents said the transformation they were a part of succeeded partly because leadership clearly articulated why the organisation needed to change. In comparison, only 25 percent of respondents in low-performing transformations said the same. There needs to be clear communication on why the change is necessary—not just what needs to be done. It is essential to have clear measures of success identified earlier, and KPIs tracked throughout the programme will give confidence that those targets and outcomes will be met. So, it is not just about measuring the results but the indicators of success as well. Care To keep transformations on track, leaders need to keep employees motivated and engaged by creating a space where people can express their views. Processes must be put in place to manage concerns, look for solutions, mitigations and clear actions to help the programme move forward, with people’s needs at the centre. Organisations must be prepared for transformations, and leaders must harness the right emotions by keeping anxiety and burnout at bay. EY’s predictive model indicates that providing the required emotional support improved the average likelihood of transformation success by 17 percent. Collaborate For transformations to be successful, leaders need to provide a safe space where new digital and agile ways of working can help nurture innovation and employee engagement. According to the study, 44 percent of respondents in high-performing transformations said that their organisation’s culture encouraged new ways of working, compared to 28 percent in low-performing transformations. It is important to create interdependencies across teams to foster meaningful change management consciously. Empower Transformations are not linear; there are likely to be ups and downs and stops and starts. Therefore, leaders must provide the required structure to take a transformation programme forward while leaving room for creative freedom. Autonomy to execute is also a critical factor. In the study, 52 precent of respondents in high-performing transformations said that employees were assigned clear roles and responsibilities. Leaders need to instil the “fail fast” mindset and foster a culture of experimentation to help realise opportunities. During and following a transformation, leaders should empower employees to be part of the change and involve them in the process. Leaders must be accountable and emphasise a ‘we, not me’ approach by fostering collaboration, driving consensus, and creating two-way communication.   Build Encouraging a digital-first mindset is a step towards seamless transformation. Using the right technology is critical to facilitating the transformation process. Respondents to the survey ranked effective use of technology as the number two driver of success and ineffective use of technology as the number two driver of underperformance. Organisations should instil an innovative culture where employees can share their ideas and are encouraged to bring them to management. This requires a safe space where new digital and agile ways of working can help nurture innovation and employee engagement. Laura Flynn is Partner and Head of People Consulting at EY Ireland Katie Flood is Head of Transformation Execution and Business Consulting at EY Ireland

Julia Rowan answers your management, leadership, and team development questions I manage a team of six people and rely on two of them a lot. They are quick, thorough, and committed. It would be difficult for me if either of them left the organisation. How can I hold on to them? When I read this, my mind went, not to ‘how do you keep your two high performers?’ but to ‘what is it like for the other four?’ It is so easy to rely too much on ‘good’ people, and unconsciously ignore others, but this can lead to a pattern of leadership neglect that disengages the team members getting less attention.  I have two strands of advice here. For your high performers, think about how you can help them to build their skills, and consult with them about the work they are doing. Include them in decision-making, give them more responsibility, and coach them.  Be proactive about rewarding them for the work they do – not just financially, but in terms of their visibility and professional development.  For the other four, practice ‘conscious inclusion’. Reflect on the skills and attitudes you want these team members to develop and build a strategy around that.  Take time on Friday afternoons to plan the following week’s activity and think about how you can best work with this group — individually or in pairs, for example — so that you can help them to develop their skills and commitment.  Demonstrate that you value them by spending time with them. Remember that conversation both reflects and shapes the relationships we have with people, so be very thoughtful about your conversations. It is worth exploring the concept of ‘Situational Leadership’ — see this issue’s book recommendation.  I was recently promoted to manage the team I had been a part of. Two of my colleagues also applied for the role. One is supportive, but the other — whom I used to get on well with — barely acknowledges me. She does her work, but never speaks at team meetings. She is the longest serving member of the team. What can I do? Learning to manage a team you used to be on is one of the hardest challenges a professional can face – especially when it is your first management role.  Becoming the boss does lead to a change in relationships. You need to move from ‘friend’ to ‘friendly’.  It is particularly important here that you have support from other people in your organisation (your boss, HR, and other colleagues). How you manage the situation really comes down to choices, however unconscious, about behaviour.  It sounds like your non-supportive report feels upset and humiliated and she may need a little time to lick her wounds. Your behaviour choice needs to be to deal with her in a friendly, fair, and professional manner.  If, after two months, your report has not changed her behaviour, you need to talk to her – and bear in mind that you may be entering risky territory. You need to share what you are noticing and ask for what you want instead.  The danger is that, in return, you may get passive-aggressive ‘politeness’ and letter-of-the-law-compliance. If this does happen, you may need to link in with HR for more support. If you read one thing… Leadership and the One Minute Manager by Ken Blanchard, Patricia Zigami and Drea Zigami, is about Situational Leadership. This is the theory that the leadership we offer depends on the situation (the employee’s level of responsibility, the complexity of the task at hand, etc). Situational Leadership offers managers a framework, which allows them to be very conscious about the management style they adopt and the conversation they have (directing, coaching, or empowering, for example). The book is written in ‘fable’ style, making it an easy read. 

Tapping into the all-Ireland economy could hold the key to continued growth for businesses in a challenging market, writes Colin Kerr Businesses that fail to build on the opportunities on offer in the all-island economy risk losing out on a market rich with potential, according to Feargal McCormack, Managing Director of FPM, the Newry-headquartered business advisory firm. “The island is small, relatively speaking, but there is immense potential for expansion in a market where we have a well-educated English-speaking workforce and a highly tech-enabled business environment.” Founded in Newry in 1991, FPM today employs 120 people at its headquarters in the town, as well as Belfast, Tyrone, Antrim, and Dublin, recording annual revenues of £9.5 million (€11.2 million).  Following its recent merger with Anderson Anderson & Brown (AAB), the Scottish advisory firm, McCormack is looking forward to further all-island expansion for FPM. “We were one of the first firms in our sector to implement an all-island focus strategically from day one,” he said. “Our business has been very resilient. The current political uncertainty poses challenges to us and the sooner it gets resolved, the better. “All-Ireland trade has benefited from good relationships between everybody on both sides of the border. We also face global challenges, but we have faced these in the past and we have overcome them, and I am confident in the long-term.” As McCormack sees it, a long-term strategy and ‘big picture’ outlook is crucial to ensuring lasting success in business. “You must look at the bigger picture. You would not recognise Northern Ireland, or the island of Ireland now, compared to 20 years ago,” he said. “Our educational infrastructure has been hugely beneficial to businesses operating on the island and it continues to help us benefit from Foreign Direct Investment as we develop technology transfers and digital transformation.  “This is a wonderful place to do business. If you are fortunate enough to have a good job on the island of Ireland, where else would you want to live?” Establishing FPM as an all-island business has been something of a personal crusade for McCormack and one of the big drivers behind the decision to merge FPM with AAB. “One of the biggest challenges for any business is the ability to embrace change,” he said. “There are always risks attached when you expand, but, if you look at the historical context of business in Ireland, Glen Dimplex and Ryanair both started in times of recession. I am confident that this is a step in the right direction for FPM and we see this as a unique opportunity.” McCormack was drawn to AAB by the Scottish group’s established global connections and experience working with high-growth SMEs and large corporations internationally. “The synergies across our teams, service provision and sector specialisms, will provide a fantastic platform for future growth. In the evolving business of accountancy in Ireland there is going to be much more consolidation. We must increase our competencies—in a consolidated market, you need to have a breadth of services and capabilities.” Headquartered in Aberdeen, AAB Group has three offices in Scotland and two in England. The merger with FPM gives AAB an immediate reach across the island of Ireland from FPM’s five existing offices in Northern Ireland and the Republic. “AAB Group has grown rapidly in the last 12 months, following three M&A transactions and investment from August Equity in October 2021,” McCormack said.  “Our complementary geographic presence will enhance the wider AAB Group as a key player in the UK and Irish accountancy and business services markets.” FPM’s nine shareholder directors will remain with the business post-merger. “There are strong opportunities in the market for corporate finance, HR services and consulting in wealth management,” said McCormack.  “Our focus initially will be on consolidation, but this merger does create opportunities for our combined businesses on the island. FPM would be ‘the hub’ on the island of Ireland for the group, which would be looking for opportunities to potentially add niche businesses to its offering, McCormack explained. “AAB has a strong corporate finance presence and that will complement FPM’s existing capabilities,” he said. A past President of Chartered Accountants Ireland, McCormack’s personal philosophy is that business is ultimately about “people and relationships.” “In 1991, when I addressed the Chartered Accountants Ireland Student Society, the title of my paper was: I Don’t Care How Much You Know, Until I Know How Much You Care. “FPM has been, and always will be, focused on a people-centred approach and that is a core value that has not changed and will not change in the future.  “The key to any business is your team and I have always recognised that you have to build a team that facilitates the growth of talent and provides the opportunity for people to step up and develop. “I am confident that the people I am working with can bring the business forward. I have always been motivated by the creation of excellence and that is really important.”

It’s holiday season but switching off when you clock off for that well-earned summer break isn’t always easy. Liz Riley talks to three members about what helps them switch from work-mode to holiday zen Ronan Dunne Strategic Advisor at Verizon Chair of Six Nations Rugby I don’t tend to think about work when I’m not working – and I’ve found this easier to do over time – but I also need to be responsive.  I check-in regularly on work emails and messages to make sure no one is having their own work-life balance disrupted because they are waiting for me to respond or advise. When I have trouble switching off from my workday, I tend to take one of two approaches:  Technology: I have found that new tools on mobile devices allow you to set them to sleep mode or switch from work to personal mode, because they help to reduce ‘device distraction’. These options also let your contacts know if you have notifications switched off. Personal: I have a few go-to distractions that help me switch off. I like to watch sports (any sport – live or on TV) and I also like playing sports, mostly golf and tennis. I think the pandemic helped ease me into a better transition from work to home-life. It has enabled me to be more flexible about where and when I work.  I spent eight weeks during the summer of 2020 living in Dublin while working US hours. This meant I could see my parents every morning “before work.” Luckily, this summer I was able to get away and spend a lovely week in West Cork where I took part in a board meeting one afternoon from my room – a great advertisement for the importance and impact of good rural connectivity. Roseann Heavey Partner at Noone Casey  In finance, I think it can be difficult to find a work-life balance, but I also believe that work-life balance means different things to different people.  In private practice, servicing many clients across a range of industries, all with different needs, means there will be times when even the best planned-out day takes a change of direction.  For me, I look at my work-life balance over a month or a quarter. If I can look back over this time and know that I prioritised correctly, while meeting my deadlines and goals, I feel I’m on the right track.  This can be challenging at times. You can’t be everywhere at once and there are only so many hours in a week. If you can prioritise, manage time well and stick to your goals, the balance will come over time. To help myself disconnect, I document my workday and schedule, and ensure I can cross items off my to-do list. This allows me to be in control knowing that – at a minimum – the plan for the week must be completed.  This way, once the workday is over, there is nothing more I can do until the next day. I can switch off and focus on what is important to me outside work. The pandemic has, without a doubt, helped me to separate my work and home life. Even though I am working the same number of hours, there is more flexibility. Saving time commuting or travelling across the city and country for meetings allows me to have a more productive week and still deliver a high-quality service.  Face-to-face meetings are still important, but it is about finding the right balance for the firm and our clients. Edel Hayes  Founder of Accelerate  Accounting Solutions For me, the most challenging aspect of work-life balance is setting and maintaining boundaries. This is a skill a lot of us have had to learn over the last few years as the lines between work and home have become blurred.  I tend to set clear boundaries with clients and team members as soon as we engage with each other. I’m upfront about the hours I work, so that my clients are clear on what days and times I will be available to take calls and respond to emails.  The challenge comes in maintaining these boundaries when they are pushed by other people. I find the key is to be unapologetic.  A lot of my clients work in industries that require them to work outside traditional office hours. The expectation that someone should be sitting at a desk all day has lessened in recent years, however. I don’t have too much trouble switching off from work at the end of the day, but I’ve developed good practices to help me. My laptop stays at my office unless it’s a busy time of the year. I don’t take calls or check emails after 5pm. When I’m working, I’m 100 percent at work and, when I’m home, I try to be 100 percent at home. At the beginning, the pandemic did hinder my ability to separate my work and home life. It takes a certain set of skills and habits to maintain the boundaries we need for a healthy balance.  I took three weeks off from my business this year to visit family in the US we hadn’t seen since 2019. While I did bring my laptop with me, I can honestly say I didn’t open it once.  This was down to a lot of planning beforehand and making sure my clients and my team were all up to speed before I left. It really did feel amazing.