1 in 4 SMEs surveyed by Chartered Accountants Ireland in April reported that their business has lost employees or seen prospective employees unable to take a role due to the unavailability of affordable housing. This is evidence of the economic impact the housing crisis is now having according to the Consultative Committee of Accountancy Bodies – Ireland (CCAB-I), the umbrella group for professional accountants, as it published its 2026 Pre-Budget submission today.   The OECD has noted that Ireland’s housing stock lacks the flexibility to meet the increasing demand for housing, and only last Tuesday, the Economic and Social Research Institute (ESRI) told the Oireachtas Committee on Housing that there will be no major uptick in housing supply in 2025 and 2026. CCAB-I notes this market failure, and calls for a targeted, time bound and regularly reviewed tax intervention to correct it.   Cróna Clohisey, Director of Members and Advocacy at Chartered Accountants Ireland said  “Viability of certain construction projects, namely apartments, student accommodation, and independent living facilities has been cast into sharp focus in recent months, with knock on impacts on the costs of rent, availability of student accommodation and the lack of options for downsizers. Recent data from the CSO shows that there was a drop of 24% in apartment completions from 2023 to 2024.   “October’s Budget should include tax measures to stimulate the development of such dwellings, but they need to be targeted, time-limited, and regularly reviewed to ensure that they are cost effective and do not repeat the mistakes of the past. We welcome the opportunity to discuss with government how tax might work as a lever in this regard.”    Regulatory burden  57% of SMEs surveyed by Chartered Accountants Ireland last month cited regulatory compliance as the area they most need help from the government in tackling (rising to 75% amongst small practices). In its Pre-Budget submission, CCAB-I identifies key areas where the intersection of tax law and administration are loading uncertainty and burden onto businesses, and calls for the following measures to be considered in Budget 2026:  Key proposed simplification measures   Simplify tax filing by introducing a single pay-and-file date for capital gains tax aligned with the annual income tax return.   Simplify the reporting of tax-free small benefits and expenses (the Enhanced Reporting Requirements rules) by replacing real-time reporting with monthly or quarterly returns. CCAB-I also recommends that penalties of €4,000 that are potentially chargeable where a reportable item is missed are made proportionate with the fact that the payments are non-taxable.   Introduce legislation enabling businesses to provide their staff with reasonable levels of hospitality while working without having to apply a benefit-in-kind tax charge. This would provide much needed certainty to business as to what they can provide in terms of lunches and teas and coffees and would critically support the local economy and hospitality sector. As we operate within a self-assessment tax system, employers should be empowered to determine what is a reasonable accommodation.  Cróna Clohisey, Director of Members and Advocacy at Chartered Accountants Ireland said  “A single pay-and-file date for capital gains tax aligned with the annual income tax return would alleviate the administrative burden of what is a low-yielding tax. 2024 Exchequer receipts from CGT accounted for approximately €1.7 billion, only 1.6% of the total tax receipts in that year.   “There is similar scope to ease administrative burdens for SMEs when it comes to the reporting of tax-free small benefits and travel expenses. The requirement to report these benefits “on or before” the time they are made or paid is excessive and should be replaced by monthly or even quarterly reporting. For example, in order to reduce the number of returns and the administrative headache of this requirement, many businesses now only reimburse travel expenses to workers on the same day as payroll. This means workers can be out of pocket for longer.  “Our research also shows that the regulatory compliance burden is particularly acute for SMEs with fewer than 50 staff; 35% have sought advice on how to reduce this burden, and they are the least likely to be able to shoulder it.”  Measures to support SMEs   The Programme for Government 2025 committed to rigorously implement the SME test to scrutinise every new piece of legislation and regulation for its impact on SMEs and examine the regularity of SME reporting and filing requirements.  CCAB-I calls for consideration to be given to enhancing the R&D tax credit regime for SMEs which has played an important role in promoting innovation and job creation in Ireland. The existing regime is limiting for the SME sector due to the restrictions on relief available for third party costs, and the use of third parties to carry out research and development on behalf of the SME is an indispensable option for Ireland’s SMEs. The automatic qualification for the R&D tax credit for SMEs in receipt of RD&I funding from Enterprise Ireland would also benefit the sector and remove complexity and uncertainty in this area.   Businesses are facing substantially higher employment costs, so CCAB-I is also asking that Government commits to no further increases in the rate of Employers’ PRSI for the next four years. Incremental increases across all classes of PRSI are planned up to 2028. Consideration should also be given to reducing the rate of Employers’ PRSI on minimum wage workers by 1.5% to help with the initial costs of pension auto enrolment which will likely come in next year.   Clohisey concluded:  “According to research we conducted last month among SMEs, 3 in 4 (77%) said that business costs have increased in the past six months, with staff costs the biggest challenge. There is anecdotal evidence that increases in minimum wage are causing employers to reduce hours to offset the increased costs, so committing to no further increases in the rate of Employers’ PRSI for a set period of time would go some way in trying to stem increasing labour costs.”  ENDS  Pre-Budget Submission 2026: Addressing the ongoing housing shortage

Central priorities will be promoting range of pathways into the profession and realising the all-island economic opportunity  Pamela McCreedy has been elected President of Chartered Accountants Ireland, marking a pivotal moment for the Institute and the profession. Her appointment, confirmed at the 137th Annual General Meeting in Belfast, also makes her the first public sector professional in 17 years to take on the role, and the first since the Institute’s historic amalgamation with CPA Ireland. With almost 40,000 members and 6,600 students across Ireland and internationally, Chartered Accountants Ireland is now the largest professional body on the island. The AGM in Belfast was the first held since the successful amalgamation took effect on 1 September 2024, and Ms McCreedy’s presidency begins at a time of transformation both for the organisation and for the profession it represents. Currently serving as Chief Operating Officer of the Police Service of Northern Ireland (PSNI), Ms McCreedy brings extensive leadership experience across complex, public-facing organisations. She previously held senior roles in the Northern Ireland Audit Office, the Northern Health and Social Care Trust and KPMG.  Commenting, Pamela McCreedy said: “I am immensely proud that the Chain of Office is being handed over in Belfast. It’s a privilege to lead the Institute at such a transformative time when the pace of change in our profession is matched only by the scale of opportunity ahead. We must meet that change with integrity, insight, and purpose. I look forward to working with members across the island and abroad to strengthen our impact and build on our proud legacy.” She paid tribute to outgoing President Barry Doyle, commending his tireless efforts in leading the Institute through amalgamation, engaging with members, and abroad, and championing SMEs, emerging talent, and responsible innovation, including AI. A strategic year ahead A central priority for Ms McCreedy’s term is the implementation of Strategy27, the Institute’s three-year strategic framework designed to strengthen the profession’s resilience, relevance, and influence. The strategy is built around five key pillars: Attracting and educating the next generation Upholding trust in the profession Providing relevant and future-focused member support Being a strong and effective voice Helping members to navigate change. “Strategy27 is a bold and timely blueprint,” Ms McCreedy said. “In a complex world of rising costs, geopolitical pressures, and technological acceleration, the trusted role of the Chartered Accountant is more important than ever. Our members are not just finance professionals they are ethical leaders, critical thinkers, and stewards of long-term value.” The Institute will also unveil a refreshed brand identity next month as part of its first student recruitment campaign under the amalgamated structure aimed at showcasing the diverse and flexible pathways into the profession. Highlighting Northern Ireland’s Strategic Advantage Speaking in Belfast, Ms McCreedy highlighted the strategic importance of Northern Ireland’s dual market access: “Northern Ireland offers unrivalled access to both UK and EU markets, a position no other European region holds. Combined with our skilled workforce and pro-business environment, this is a compelling proposition for investment, and Chartered Accountants have a central role to play in realising that potential. She affirmed the Institute’s commitment to supporting members across all sectors, public, private, and practice, and to harnessing the influence of the all-island economy. A Moment of Transition and Tribute Ms McCreedy also acknowledged the upcoming departure of Chartered Accountants Ireland Chief Executive Barry Dempsey, who has led the Institute for the past eight years: “Barry has been a driving force in shaping a stronger, more visible, and more connected Institute. His leadership has left a lasting legacy and we thank him sincerely for his vision, commitment, and service to members and students.” At today’s AGM, Joan Curry, Finance Officer at the Department of Transport, Tourism and Sport, was elected Deputy President, and Niall Walsh, Partner at Deloitte Ireland, was elected Vice President.

Our brains shortcut for safety, not fairness, but this doesn’t mean bias should determine our decision-making. Andrea Demody explains how leaders can promote fairness and inclusion at all levels Most of us like to think we're fair-minded. Most leaders I work with genuinely believe they hire and promote based on merit. Their favourite articulation is often: "I always hire the best person for the job." But here's the thing: our brains weren't built for fairness. They were built for speed and safety. What does this mean for building a fair organisation? Imagine you're standing at a busy road crossing, the cars are whizzing by, and you're waiting for the lights to change so you can cross safely. Someone beside you starts to step out before the light changes. You instinctively reach out and stop them, without thinking this through consciously. This is your brain doing what it's designed to do—i.e. responding quickly to potential risk. It's scanning for cues, drawing on past experiences and acting fast to keep you safe. That same shortcutting also happens in the workplace. When reviewing CVs, deciding who to promote or assessing someone's performance, our brains are still looking for the familiar,  comfortable and safe option. And this is where bias can creep in. Bias is human We all have biases, conscious and unconscious. This isn’t a flaw in our character; it's just how our brains work. Understanding this is just step one, however. Step two involves designing ways to make fairer decisions despite this bias. Here are just a few examples of how bias can show up at work: Affinity bias: We tend to favour people who remind us of ourselves, such as those from the same school, background or previous employer. Halo and horns effect: A first impression can colour everything that comes after, meaning no automatic second or third chances. Confirmation bias: We notice what supports our beliefs and filter out what doesn't, making it difficult to consider contradictory perspectives. Recency bias: We give too much weight to what happened most recently, making it almost impossible to accurately judge a year's worth of performance. Groupthink: We self-censor to keep the peace, staying silent when we disagree with the majority opinion, especially if this is supported by the boss. Blind spot bias: We spot bias in others, but not in ourselves. These biases don't just affect hiring, promotion and other people processes, they can also impact strategy, innovation and team dynamics. Moving past our biases To move beyond the biases we carry, we need to establish a structure around our decisions. This might involve using rubrics for hiring or incorporating calibration into performance reviews. It could mean inviting challenge at team meetings or encouraging others to ask what evidence we are using to make decisions. The point is: you don't have to rely on willpower to be fair. You can design for it. Leaders can start small by getting curious about the voices they listen to, the perspectives they seek out and the assumptions they hold.  You may not be able to eliminate bias entirely, but you can interrupt it—and this is where progress begins. Beyond being the right thing to do, this makes smart business sense. An understanding that everyone will be included, regardless of how they might differ from the boss, is the secret sauce that makes diverse teams work together. One decision. One meeting. One moment where you put structure around the shortcut is how you state. Because designing for fairness isn't just good practice—it's good business. Andrea Dermody is Founder of Dermody Inclusion and Diversity