Welcome to the latest edition of Technical Roundup. In developments since the last edition, the European Commission has released its eagerly anticipated ‘Omnibus’ proposal. Meanwhile, the International Accounting Standards Board (IASB) has published amendments to its 'IFRS for SMEs' standard. Read more on these and other developments that may be of interest to members below. Financial Reporting The Financial Reporting Council (FRC) has issued updated “Guidance on the Going Concern Basis of Accounting and Related Reporting”. The guidance brings together various company law requirements, listing rules, codes and standards and serves as a practical guide to assist companies prepare high-quality going concern disclosures. The International Accounting Standards Board (IASB) has issued its February 2025 update and podcast. The IASB has issued a major update to the IFRS for SMEs Accounting Standard. The standard is either required or permitted in 85 jurisdictions. Included in the updated standard (amongst other things) is a revised model for revenue recognition. The update is effective for annual periods beginning on or after 1 January 2027. The UK Endorsement board is seeking comments and views in relation to the IFRS Foundation’s Proposed Amendments to the Due Process Handbook. Comments are welcomed by 11 March 2025. EFRAG (the European Financial Reporting Advisory Group) is also seeking comments to contribute towards its response to the same project, with comments welcomed by 24 March 2025. EFRAG has published a summary report on its recent event “Financial Reporting: What’s Ahead for 2025”. EFRAG has published its Feedback Statement on the IASB's Exposure Draft on Amendments to IFRS 19 Subsidiaries without Public Accountability: Disclosures. It has also issued a Feedback Statement on the IASB ED Climate-related and Other Uncertainties in the Financial Statements - Proposed illustrative examples. EFRAG are still accepting comments on its Draft Endorsement Advice for IFRS 18 - Presentation and Disclosure in Financial Statements. Accountancy Europe and IFAC, in a joint statement, have outlined ways in which they will work together to support their members and strengthen the profession. Sustainability Omnibus proposals In its release of the eagerly awaited “Omnibus” proposals on 26 February, the European Commission (EC) has proposed some significant changes to its Sustainability Reporting Regulatory framework. These proposals, if approved, will simplify the sustainability reporting rules that many Irish companies have been preparing for in recent years. The proposals will also remove many companies from a mandatory sustainability reporting regime. The proposals will now enter trialogue negotiations between the European Parliament and the European Council where amendments may be made prior to its introduction. Chartered Accountants Ireland will continue to engage with the relevant bodies, and we will update members on any significant developments. To read more about the proposals, see our recent news item. The Omnibus proposals have attracted a lot of attention since they have been published. Readers may be interested in reading the following. Accountancy Europe’s March 2025 Sustainability Update addresses some of the key changes proposed. The Global Reporting Initiative (GRI) has labelled the decision “a backward step for EU sustainability” and has questioned how this will achieve a climate-neutral EU which is one of the key goals set out in the European Green Deal. The European Funds and Asset Management Association have published this infographic outlining some of the proposals expected from the European Commission in 2025. An IFRS Sustainability Stakeholder event took place on 25 February – Disclosure about transition plans.  The recordings of the various sessions are available to view online. The International Sustainability Standards Board (ISSB) has published the recording of its seventh 'Perspectives on sustainability disclosure' webinar Using the GHG Protocol for climate-related disclosures. Episode 8 ‘The future of integrated reporting and integrated thinking’ will be held on March 20th. The ISSB has issued its February 2025 update and podcast. The GRI has published a series of five case studies of companies reflecting on their journey towards compliance with GRI 101: Biodiversity 2024. Accountancy Europe recently held an online discussion with SMEs and discussed some of their sustainability reporting issues. Legislation 2025 Readers are reminded that new UK company size thresholds for micro, small and medium companies will come into force from 6 April 2025. The Professional Accountancy team has added a new UK company thresholds page to the Technical Hub where you can read more about the changes and access a chart showing the pre and post 6 April 2025 thresholds . Other news The Competition and Consumer Protection Commission (CCPC) has published its Annual Mergers and Acquisitions Report 2024, providing details of the mergers and acquisitions notified to, and reviewed by the CCPC, throughout the year. The professional services sector (including legal, accountancy, consultancy, engineering, and veterinary) was the most prominent sector, with 13 merger notifications received. In February 2025 the Central Bank of Ireland (CBI ) published its 2025 Regulatory & Supervisory Outlook report. CBI states that the report sets out the Central Bank’s perspective on the key trends and risks that are shaping the financial sector operating landscape, and its consequent regulatory and supervisory priorities for the next two years. Artificial Intelligence is spotlighted again this year with the Central Bank expecting to be designated as a “Market Surveillance Authority” by the Government as part of a multi-lateral system of AI supervision in Ireland and the EU. Another spotlight is Geopolitical Risks: and the report outlines a Framework for Navigating Heightened Uncertainty. Other topics which may be of interest include the piece on credit unions including Credit Union Sector Key Risks Overview. The Global Reporting Initiative (GRI) has launched a consultation on a revised version of ‘GRI 404: Training and Education 2016' and a new standard titled ‘Working Parents and Caregivers’. The consultation is open until 29 April 2025. Enterprise Ireland recently launched its new five-year strategy, Delivering for Ireland, Leading Globally (2025-2029) which sets out targets to increase jobs and to increase exports, focussing on strengthening skills and talent, funding ambition and embracing sustainability. In episode 12 of its podcast series “The Fast Future”, IFAC look at ways in which SMEs can embrace technology. The Charities Commission for Northern Ireland has released a short video outlining what it means to be a charity trustee. Charities representative body, the Wheel, is encouraging its members to support an initiative being undertaken by the Government’s Anti-Money Laundering Steering Committee, which is aimed at helping to assess the AML risk to the non-profit sector.  Artificial Intelligence (AI) - updates The Irish AI Advisory Council was established in January 2024 to provide independent expert advice to government on artificial intelligence policy. In February 2025 it released its latest report  “Ireland’s AI Advisory Council Recommendations --Helping to Shape Ireland’s AI Future”. One of the areas the report covers is AI Literacy and education. AI literacy is something which readers may be aware Article 4 of the AI Act requires providers and deployers of AI systems to ensure a sufficient level of. The report also calls for government guidelines for use of generative AI and a system to access AI tools. For further technical information and updates please visit the Technical Hub on the Institute website.    This information is provided as resources and information only and nothing in the information purports to provide professional advice or definitive legal interpretation(s) or opinion(s) on the applicable legislation or legal or other matters referred to in the information. If the reader is in doubt on any matter in this complex area further legal or other advice must be obtained. While every reasonable care has been taken by the Institute in the preparation of the information we do not guarantee the accuracy or veracity of any resource, guidance, information or opinion, or the appropriateness, suitability or applicability of any practice or procedure contained therein. The Institute is not responsible for any errors or omissions or for the results obtained from the use of the resources or information contained herein.  

Chartered Accountants Ireland has identified a common thread of discussion at our recent events and among our members more broadly, that of “burnout in the profession”.  Reflecting on the 2025 International Women’s Day theme #AccelerateAction and motivated by the desire to better understand and address this issue, the Institute team consulted with well-being leaders and members at Chartered Accountants Ireland, who are deeply invested in the topic - Dee France, Thrive Wellbeing Manager, Dr. Caroline McGroary FCA, Lecturer in Accounting at Dublin City University and Institute Past President and former Chair and Partner with Grant Thornton Ireland, Sinead Donovan FCA.  What is burnout? What we learned is that there are common misunderstandings about the true meaning of burnout. While many consider burnout to be a state of physical exhaustion, it is in fact a multidimensional concept with three main components: exhaustion, cynicism and low professional efficacy, a definition now accepted by the World Health Organisation. It is also part of a complex psychological process, which is impacted by a range of factors, leading to a host of negative outcomes, including serious mental health and physical health issues, decreased job satisfaction and increased turnover intentions, among many more.   Challenging assumptions and seeking solutions We also learned that while much research labels burnout as a “female experience”, these findings must be challenged. The reality is that burnout can be experienced by any gender, at any stage of career, in any profession. Generalisations such as this claiming that we, as women, are more prone to burnout than other genders, may imply that we are less resilient and more prone to stress, resulting in a range of negative career outcomes.  Burnout has also emerged as something of great concern to Gen Z (those born in the mid-90s) and Millennials (those born in the early-1980s). In the Deloitte 2024 Gen Z and Millennial Survey, respondents outlined that work-life balance remained a top priority. That said, many feel they don’t achieve this balance due to long working hours, which is resulting in significant stress. In addition, the 2024 ICBE (Irish Centre for Business Excellence) Business Excellence Skillnet and UL Study found that future business leaders were reluctant to “step up” to leadership roles due to concerns over work-life balance.  In response to these studies, Immediate Past President of Chartered Accountants Ireland, Sinead Donovan, highlighted that burnout should not be an accepted culture in any profession. She further reiterated that as leaders in the accountancy profession, we have a duty to our current members, and the next generation, to show what a purposeful career looks like and how we can exist, and indeed thrive, in these roles without experiencing burnout. It should not be accepted as a side-effect of a successful career. To this end, there was collective agreement that while there is a lot of valuable work being done by wellbeing teams across professions to support members, given the prevalence of, and increased attention on, burnout in recent times, we need to learn more about it and the extent to which it affects members in our profession. We also need to learn how to prevent it from occurring in the first place so that it becomes more of a rarity, not just another stepping stone to be endured.  #AccelerateAction – Stronger together Therefore, as we celebrate International Women’s Day 2025, we encourage our many stakeholders in the accountancy profession, as well as colleagues in other professions, to #AccelerateAction against burnout and to support each other while doing so.   

To celebrate International Women's Day, we want to showcase some of our female authors. With expertise in a huge range of topics – from audit, to tax through to corporate governance and leadership – we're incredibly proud to have worked with these women to publish high-quality books and textbooks. Patricia Barker Patricia Barker is a Fellow of Chartered Accountants Ireland, having qualified in 1973, the 20th woman to qualify since the inception of the Institute in 1888. She served her articles with Stokes Bros & Pimin Dublin and worked in Peat, Marwick, Mitchell & Co. in Manchester. She then became a partner in an accounting practice in Manchester and worked in Manchester University as a principal lecturer. She was appointed lecturer in DCU in 1980 and progressed through senior lecturer, Associate Dean (Business School) and Vice-President (Academic) of DCU. She has completed an MPhil in Gender Studies at Trinity College. Her PhD developed a paradigm of disclosure of financial information to employees in organisations. Patricia has written The Minority Interest: Women Who Succeed in the Accountancy Profession. Veronica Canning Veronica Canning is an internationally acclaimed motivational speaker, executive mentor and consultant, with 30 years’ experience working at senior level across a wide range of organisations in all sectors and of all sizes, from SMEs to multinationals and the public sector. With her considerable experience, Veronica works with high potential individuals addressing their challenges, including developing an executive presence and building or repairing their personal brands. She also designs and runs group programmes, customised to the challenges facing organisations. Veronica has written Your Brand: Advance your Career by Building a Personal Brand. Dr Mary Collins Dr Mary E. Collins is a Chartered Psychologist who has worked in the leadership development/talent management field since 2003. Her current role with the RCSI Institute of Leadership involves working with senior leaders in the healthcare sector to develop their capabilities through a range of executive development and academic programmes. Prior to joining RCSI, she was Head of Talent and Learning for Deloitte Ireland. Mary is an Accredited Professional Executive Coach and Coach Assessor with the Association of Coaching, a committee member of the Coaching Psychology Division of the Psychological Society of Ireland and a council member of the Irish Institute of Training & Development (IITD). She also leads a successful business psychology practice.  Mary has written Recruiting Talented People. Margaret D'Arcy Margaret D’Arcy holds a BA in Accounting and Finance from DCU and is an Associate of Chartered Accountants Ireland. She has extensive experience in delivering courses for professional accounting examinations. Margaret has been lecturing for almost years and has taught both management and financial accounting for both third level and professional education courses. Previous to her lecturing and teaching career, Margaret held a number of roles in financial institutions in such areas as retail banking, treasury and international operations. Margaret has written An Introduction to Financial Accounting (2nd Edition). Gabrielle Dillon Gabrielle Dillon is an AITI Chartered Tax Adviser (CTA) and a Director of Dermot O’Brien & Associates. With over 18 years’ experience in VAT, she previously worked as a VAT Manager for BDO. Gabrielle has lectured in VAT for the Irish Tax Institute as well as other professional bodies. She is the regular author of VAT Cases & VAT News in the Irish Tax Review and is a member of its Editorial Board. Gabrielle has co-authored VAT on Property: Law and Practice (2nd Edition). Ethna Kennon Ethna Kennon, FCA, AITI is a Director in KPMG Ireland’s indirect tax group. Ethna has over 15 years’ experience specialising in VAT and providing indirect tax advisory and compliance services to a wide range of domestic and international businesses. She also lectures on VAT matters for Chartered Accountants Ireland and the Irish Tax Institute. Ethna has co-authored A Practical Guide to Value-added Tax. Penelope Kenny Penelope Kenny is a Fellow of Chartered Accountants Ireland, a former member of the Institute’s Council and also former Chairman of the Leinster Society of Chartered Accountants. With over 20 years’ accounting experience, she is principal at ArtsGovernance, which offers consulting on corporate governance specialising in the arts and cultural sectors. Penelope is a non-executive director, treasurer and head of the finance and audit committee of a large non-profit organisation with assets of over €500 million. She holds an MA degree from University College Dublin, for which her thesis was corporate governance. Penelope has written Corporate Governance for the Irish Arts Sector. Rachel Killeen Rachel Killeen is a marketing and communications consultant working with entrepreneurs and professional services firms to help them build business using integrated, strategic digital and traditional marketing plans. Rachel has worked with the RBS Group and also Danske Bank, focusing on marketing to corporate, treasury and SME clients. In 2007, she founded Killeen Communications Limited and now works with a range of clients from financial services and professional firms to FMCGs. Rachel has written Digital Marketing and Client Science: The Five Cs Marketing Plan for Professionals. Sheila Killian Sheila Killian is an associate professor of accountability at the Kemmy Business School, University of Limerick, where she teaches corporate sustainability and corporate finance, mainly at postgraduate level. She has also taught at universities in Finland and South Africa. Prior to joining academia, Sheila graduated in mathematics and professionally qualified in taxation and as a Chartered Accountant. She has worked in tax practice, aviation finance and educational software development. Sheila has published numerous peer-reviewed research papers on sustainability, accountability and the common good, with a focus on professional expertise, social justice, tax policy and responsible business school education.  Sheila has written Corporate Social Responsibility: A Guide, with Irish Experiences and Doing Good Business: How to Build Sustainable Value. Collette Kirwan Collette Kirwan FCA, BBS, PhD is a lecturer in accounting at Waterford Institute of Technology. She trained as a Chartered Accountant with PricewaterhouseCoopers where she subsequently worked as a manager in Audit Services. Collette first joined the School of Business at Waterford Institute of Technology in 2005. Between 2012 and 2016, Collette was a lecturer in accounting at University College Dublin where she lectured on the Master of Accounting and the Professional Diploma in Corporate Governance. Over her career, Collette has lectured at undergraduate, postgraduate and executive education levels on a range of subjects including auditing, financial reporting, financial management, corporate governance and business research methods. In 2013, Collette was awarded her PhD from University College Dublin. The study examines the role of non-executive directors on boards of private family firms. Collette’s research interests include corporate governance, boards of directors, governance of family firms, governance of not-for-profit organisations, financial reporting and auditing. During her academic career, Collette has presented at a number of international and national conferences and has published articles in Accounting, Auditing and Accountability Journal (AAAJ) and Accounting in Europe. She has also published articles on corporate governance in Accountancy Ireland. Collette has co-authored Cases in Corporate Governance and Business Ethics. Mariannunziata Liguori Mariannunziata Liguori is Senior Lecturer in Management Accounting and Director of the MSc Accounting and Finance at Queen’s Management School, Belfast, where she moved after a visiting period at the University of Alberta in Canada. She was awarded a PhD, investigating processes and organisational dynamics of accounting change in the public sector, by Bocconi University, Milan, where she has also previously worked. Mariannunziata is a member of the editorial board of the public-sector and not-for-profit journal Financial Accountability & Management. She has been the secretary of the Public Services and Charities Special Interest Group of the British Accounting and Finance Association since 2015. Mariannunziata has co-authored Charity Accounting and Reporting at a Time of Change. June Menton June Menton FCA holds a degree in Business and Legal Studies from UCD. She is a technician member of the Irish Taxation Institute. She completed her training in a medium-sized accountancy firm, O'Kelly and Co., before joining Deloitte where she worked as an auditor and management consultant. She has been Financial Controller of the Irish Sports Council since 2002. June has written Crack the Books: Accounting for Non-Accountants. Christine Nangle Christine Nangle B. Comm., ACA, Finance Manager of the Institute of Technology Tallaght where she is also an associate lecturer in the Department of Accountancy & Professional Studies. She is also director of a software development company. Christine has extensive practical and lecturing experience in auditing and assurance, and financial reporting. She qualified as a Chartered Accountant following her professional training with Deloitte and subsequently worked in industry, including eight years with Coca-Cola Hellenic Ireland, where she was Head of Internal Audit and latterly Commercial Finance Manager. Christine has written External Auditing and Assurance (4th Edition). Ros O'Shea Ros O’Shea, BComm, MAcc, FCA, AITI, Dip Corp Gov, is a highly experienced business leader with a career spanning almost 20 years working with the board and executive of two of Ireland’s largest and most-respected companies: CRH plc, where she was Head of Group Compliance & Ethics, and Smurfit Kappa Group plc. An Irish Chartered Accountant by profession, Ros is a partner in Acorn Governance Solutions, sits on the boards of the Food Safety Authority of Ireland and the Royal Victoria Eye & Ear Hospital, is Programme Director for the Diploma in Governance & Compliance at the Irish Management Institute and also runs programmes for the Institute of Directors on these topics. Ros has written Leading with Integrity: A Practical Guide to Business Ethics. Anne Marie Ward Anne Marie Ward is Professor of Accounting at Ulster University (Jordanstown). Her teaching specialities are managerial finance and financial accounting. She has taught both topics at undergraduate and at postgraduate levels, and she also lectured for Chartered Accountants Ireland for 18 years. Anne Marie has also published articles and research reports in professional and academic journals. Anne Marie has written Finance: Theory and Practice (4th Edition).

Ireland’s transport sector is becoming more sustainable, yet sales of electric vehicles fell in 2024. Tackling affordability, infrastructure and incentives will be key to regaining momentum, writes Sean Casey Ireland’s transport sector is responsible for about one-fifth of the total carbon emissions generated in Ireland, with close to half coming from passenger cars. This makes the decarbonisation and electrification of passenger cars and other road vehicles critical to Ireland’s ability to meet our climate targets. Despite this, The Society of the Irish Motor Industry (SIMI) reported a 23.6 percent drop in EV sales in Ireland in 2024 compared to the previous year. So, what are the roadblocks impacting Ireland’s EV uptake? The fifth annual EY Global Mobility Consumer Index report highlights consumer concerns regarding: EV affordability; Subsequent battery replacement costs; The sufficiency of adequate public charging infrastructure; Duration of charging time; Battery range; Depreciation; Future trade-in value; and The environmental effects of EV battery production. Although there are some indications of recovery in Ireland’s EV market, immediate improvements in state-backed measures—including those recently proposed in the draft Programme for Government 2025—are essential to recharging the EV adoption drive. Legislative and regulatory landscape Part of the wider Fit for 55 initiative, The Alternative Fuels Infrastructure Regulation (EU) 2023/1804 (AFIR) introduces measures designed to ensure: The minimum infrastructure necessary for the adoption of alternative fuel vehicles across all transport modes; Full interoperability of this infrastructure; Comprehensive user information and adequate payment options at alternative fuel infrastructure (such as EV charging points). The regulation establishes several mandatory targets for the deployment of this infrastructure. To support the implementation of AFIR in Ireland, the Department of Transport has opened a public consultation seeking feedback to develop an updated National Policy Framework for Alternative Fuels Infrastructure in Transport. The updated framework has yet to be published but is expected to complement: Existing frameworks, including the National Road Network EV Charging Plan and Regional and Local EV Charging Network Plan; Existing legislation, including S.I. No. 535/2022, the ‘Part L Amendment’ to Building Regulations 1997 to 2022, which sets out new regulations on charging infrastructure in building developments. The framework will also support the delivery of 2030 Climate Action Plan (CAP) targets, including 845,000 passenger EVs, 95,000 light goods vehicles, 3,500 heavy goods vehicles and 1,500 EV buses. Despite the continued rise in the overall number of EVs on Irish roads, sales dipped by 23.6 percent in 2024, year-on-year. The current rate of new EV registrations is below that needed to meet Ireland’s ambitious CAP targets.  Measures needed for acceleration State-supported measures are now required to boost EV adoption rates and we recommend that policymakers: Identify and address barriers to utilising available en route charging infrastructure funding. Additionally, subsequent grant scheme phases should aim to include all national single and dual-carriageway roads. Review all open market selling price thresholds and consider increasing vehicle registration tax (VRT) relief. Review customs duties on second-hand EV imports, as set out in the draft Programme for Government 2025. Consider a capped increase in EV purchase grants, restoring the amount available to motorists to pre-July 2023 levels (€5,000), and consider extending financial incentives to used EVs. Work with the regulator and system operators to launch a flexibility awareness campaign, consistent with actions set out in the Commission for Regulation of Utilities’ National Energy Demand Strategy, to reduce barriers to entry and support conditions in which  battery EVs can participate readily and flexibly. Ireland’s electric future The decarbonisation and electrification of transport will be essential to Ireland’s delivery of its climate targets, per the CAP. Sales of EVs in Ireland slowed in 2024, however, prompted by concerns about affordability, charging infrastructure and future trade-in values. Last year’s fourth quarter sales suggest a positive turnaround may be on the way for the EV market in 2025, but enhanced state-backed measures are needed now to boost EV adoption. A rebound is possible, but only if policymakers act swiftly to remove barriers and reinvigorate consumer confidence in Ireland’s electric future. Sean Casey is Partner and Consulting and Head of Energy and Assets at EY Ireland

Ornaith Giblin outlines the essential steps to achieving a healthy work-life balance for high-level executives striving to manage heavy schedules and competing priorities A high-powered executive who runs a multi-million euro business, also sits on the boards of several not-for-profits, is raising two kids and has just run a second marathon. How do they do it? How is it possible to lead a business, contribute pro-bono time and have a work-life balance that prioritises family and fitness? This “art” of time management and efficiency doesn’t come easy. We have all developed, read about, adopted and rejected various methods—some successful and some not—to try to boost our productivity. However, people often still find themselves frustratingly short of time. What is absolutely clear is that the people who rise to the top usually have the art of time management nailed—often to a level that puts the rest of us to shame. So, what principles do they employ that we could all learn from? Learn to let go and delegate If you are a new manager, you will understand first-hand the battle here. You hold on to the tendency to “do” because you’re the best one to do the job, and taking the time to train someone else doesn’t seem any more time efficient. Even for senior managers, this is an issue. You might have strengths that place you as the best project manager, process improver, statutory reporter or deep-dive analyser, but if you did all of this all the time, you would have no time for team leadership, strategy or driving commercial objectives. Approach this situation from another viewpoint: what do you do that no one else is qualified to do? You were hired to take care of the higher-level aspects of your job and this must be prioritised. Business-as-usual can be delegated. Not only will it boost your team, but you might be pleasantly surprised by what others can do when asked to step up to the challenge. Make a plan and then a contingency plan I write the next day’s plan the evening before. This practice helps me assess my progress and gain insights into my productivity patterns over time. I remove what I’ve completed from my earlier plan, reschedule unfinished tasks for the next day and note a few new priorities requiring attention. Even more critical, however, is the need for a contingency plan to help manage the unknown. It is crucial to set aside a “free” hour each day to manage unforeseen issues. If you find you don’t need this hour, use it to speed up the delivery of other outlined priorities. Focus on results rather than hours People focus on the time it will take to complete a task. Task completion will invariably expand to fill the allocated time. In accounting, you are even more susceptible to this mindset, even if you work in industry, due to the industry-accepted practice of “billable hours”. Instead of analysing a task in terms of how long you anticipate it will take, allocate the time to the task in a way that aligns with the value of the end result. Your success will not be measured by how long you work, but rather what results you deliver. Set your hours and create distance At first glance, it may seem arbitrary to set working hours for the sake of having a work-life balance. If you have nothing planned, why not work into the evening and get a few more things done? Because working all the hours you have available will dull your shine. Frequently, ambitious people work more because they’re always “on”, driven by the buzz, and feel that the more work they get done, the better. However, taking the time for yourself means you can show up the next day fresh and full of ideas. Whether it’s setting hours so you can get out and exercise, spend time with your family, or just kick your feet up, distance is essential for idea generation, innovation and creativity in your work. Ornaith Giblin is a consultant at Barden

Strong leadership isn’t just about strategy—it’s about trust. Michael O’Leary explains how leaders can build lasting trust to the benefit of their organisations If we expected that the post-pandemic era would stabilise employee/employer relationships, we were mistaken. Remote work, hybrid working, the “great resignation”, quiet quitting, falling employee engagement, staff shortages, wellbeing challenges and the rise of artificial intelligence all present challenges to organisation cultures and leadership. These pressures may also impact the engagement, purpose and satisfaction experienced by management. According to a LinkedIn survey, the actions of disaffected or poor leaders account for 70 percent of the reasons employees decide to engage or disengage at work. People don’t leave organisations, they leave managers. In Neurosicence of Trust, Paul J Zak shares how employees in high-trust companies enjoy their jobs 60 percent more, are 70 percent more aligned with their organisation's purpose and feel 66 percent closer to their colleagues. Empathy and a sense of accomplishment are higher in such firms, while burnout is 40 percent below that in low-trust cultures. Not only does trust improve organisation performance, but, according to Zak’s report, employees in high-trust companies are paid, on average, 17 percent more than those in other firms. In his research, Zak identified eight management processes that build trust for leaders: 1. Recognise excellence Research indicates that recognition has the most impact when it occurs immediately after the task or goal has been achieved. Recognition from management is most powerful when personalised to the employee and occurs in a public setting. 2. Assign difficult but achievable challenges to teams Pressure to achieve releases neurochemicals which intensify employee focus and strengthen social connections. Zak explains that when team members need to work together to reach a desired outcome, this brain activity coordinates their behaviours efficiently. 3. Employee autonomy Autonomy promotes innovation that management control can inhibit. Being trusted to find solutions to problems is a big factor in an employee’s engagement. Encourage staff to question established practices, especially those that have persisted for years. 4. Enable job crafting Encourage employees to focus their energies towards projects about which they are passionate while ensuring clear expectations, accountability and 360-degree evaluations are in place. 5. Share information broadly Poor management communication remains one of the big employee bugbears. Uncertainty about company direction can lead to stress, which in turn inhibits the release of oxytocin, a natural hormone which drives the social connections necessary for collaboration. Organisations that communicate plans broadly reduce uncertainty and increase teamwork effectiveness. 6. Intentionally build relationships Too often, managers communicate the message to “focus on your tasks” rather than encourage social connections. Zak cites neuroscientific experiments that show that when people intentionally build social bonds at work, their engagement and performance improve. Social events, which may appear to some to be “forced fun”, significantly enhance employee connectivity, particularly when such events include competitive team elements. 7. Facilitate whole-person growth High-trust workplaces help people develop personally as well as professionally. Though setting goals, learning plans and reviewing progress are key to professional growth, understanding how an employee is managing work-life balance or well-being is equally important. Leaders aware of personal challenges their employees face can often help through flexibility, rather than lose a valued contributor. 8. Show vulnerability Asking for help from colleagues is a sign of a confident leader and fosters trust and collaboration from those colleagues. It indicates that the leader is someone who involves everyone in achieving goals while valuing the opinions and expertise of others. High-trust culture boosts inclusion Building trust is a continuous process, and many colleagues and reports will start from different points in their willingness to believe the trust is authentic. Taking the time to understand that starting point and being patient while the trust emerges is essential. Being self-serving, not meeting commitments, being assumptive and jumping to conclusions are sure ways to breach any trust built. A culture characterised by high trust is more inclusive, performs better and is central to organisational success. Michael O'Leary is Chair of HRM Search Partners

In its release of the eagerly awaited “Omnibus” proposals on 26 February, the European Commission (EC) has proposed some significant changes to its Sustainability Reporting Regulatory framework. In recent years, many Irish and European companies have been getting to grips with EU Sustainability Directives and Regulations, including the Corporate Sustainability Reporting Directive (CSRD), the Corporate Sustainability Due Diligence Directive (CSDDD) and the EU Taxonomy Regulation. These have introduced (or are due to introduce) compliance and reporting requirements for companies falling within their scope. The proposed Omnibus legislation aims to simplify the administrative burden created by the CSRD, the CSDDD and the EU Taxonomy. In releasing the proposals, the EC noted that they will enable businesses “to grow and create quality jobs, attract investments and get the necessary funds for their transition towards a more sustainable economy and help the EU meet the Green Deal's ambitious objectives”. The Omnibus package includes; A proposal for a Directive amending the CSRD and the CSDDD. A proposal which postpones the application of all reporting requirements in the CSRD for companies that are due to report in 2026 and 2027 (so-called wave 2 and 3 companies) and which postpones the transposition deadline and the first wave of application of the CSDDD by one year to 2028. A draft Delegated act amending the Taxonomy Disclosures and the Taxonomy Climate and Environmental Delegated Acts (subject to public consultation). A proposal for a Regulation amending the Carbon Border Adjustment Mechanism Regulation. A proposal for a Regulation amending the InvestEu Regulation. CSRD While the proposed Omnibus legislation includes changes to several key pieces of EU legislation, arguably the most impacted area will be the CSRD. Some of the key changes proposed to this Directive include; An increase in the thresholds limits which result in a large company being “in-scope”. This is expected to reduce the number of companies in-scope by approximately 80%. Under the proposed Omnibus legislation, the CSRD reporting requirements will only apply to large undertakings with more than 1,000 employees- ie. an undertaking with; 1,000 employees and either Turnover greater than €50m, or Balance sheet total greater than €25m Listed SMEs will no longer be required to mandatorily report under the CSRD. The introduction of a “Value chain cap”. Companies who are not in-scope of the CSRD will be able to use a voluntary standard (based on the VSME standard developed by EFRAG). This standard will serve to limit the information that CSRD reporters can request from non-CSRD reporters in their value chain. Companies who do not fall in-scope as a result of the revised thresholds may still voluntarily adopt the above-mentioned standard. A commitment to simplify the European Sustainability Reporting Standards (ESRS), including, a reduction in the number of datapoints, clarification of provisions which were deemed unclear and an improvement in consistency with other pieces of legislation. A reversal of the plan for sector-specific standards to be developed and adopted by the European Commission. A change in proposed assurance requirements for Sustainability Reports prepared under the CSRD, with the plan to move to reasonable assurance at some point in the future removed. A postponement of reporting requirements for “wave 2” and “wave 3” companies by 2 years. These waves will now enter into scope for financial years commencing on or after 1 January 2027 and 1 January 2028 respectively. CSDDD In relation to the CSDDD some of the key changes include proposals to; Extend the transposition deadline by one year, to 26 July 2028, and advance the adoption of the guidelines by one year (to July 2026), thereby giving companies more time to prepare. Simplify sustainability due diligence requirements, examples of this include focusing systematic due diligence requirements on direct business partners and reducing the frequency of periodic assessments and monitoring of their partners from annual to five years. Limit the amount of information requested by large companies from their value chain, thereby reducing the burden on SMEs and small mid-caps (250 – 499 employees and either turnover < €100M or Balance Sheet < €86M). Improve the harmonisation of due diligence requirements to ensure a level playing field across the EU. Remove the harmonised EU civil liability conditions and instead, defer to the various national civil liability regimes. Align the requirements on the adoption of transition plans for climate mitigation with the CSRD. The expected benefits of the proposed modifications, as outlined by the European Commission, is a reduced due diligence framework that is less complex and more harmonised, ensuring burden reduction and having a level playing field.    EU Taxonomy The proposed Omnibus legislation also amends the requirements of the EU Taxonomy Regulation and includes an increase in the reporting thresholds for mandatory reporting. Under the proposals, EU Taxonomy reporting would only be mandatory for a smaller number of companies, specifically large companies with;

More than 1,000 employees, and A net turnover of more than €450 million Companies within the scope of CSRD reporting, but who don’t have a net turnover figure of €450 million would be encouraged to voluntarily report. Additionally, companies may choose to voluntarily report on their partial Taxonomy alignment where they only meet certain Taxonomy criteria. The EC will consult on changes to the Taxonomy Disclosures Delegated Act and the Taxonomy Climate and Environmental Delegated Acts, with a view to simplifying these Acts. The Commission will also hold a public consultation asking for feedback on two alternative options to simplifying the “Do No Significant Harm” criteria. Benefits The European Commission have noted that there are several benefits which are expected to arise from the Omnibus Proposals, including; A streamlining of, and better alignment of, the CSRD and CSDDD requirements. Estimated total savings in administrative costs of approximately €6.3bn. Estimated to mobilise additional public and private investment capacity of €50bn to support policy priorities. Protection for SMEs from excessive sustainability information requests when they are in the value chain of companies reporting under the CSRD. An option for companies who are not in the scope of the CSRD to voluntarily report on their sustainability activities. Next steps These proposals will now enter trialogue negotiations between the European Parliament and the European Council where amendments may be made prior to its introduction. The extension of two years has been proposed for wave 2 and wave 3 by the Council to facilitate this transition preventing a situation where companies begin reporting under CSRD only to be potentially excluded shortly afterward. There is an urgent requirement to give clarity to companies and therefore finalise the CSRD and CSDDD adjustments as a matter of priority. It is expected that discussions on the broader Omnibus Package could extend over several months. Chartered Accountants Ireland is reviewing the omnibus simplification package with stakeholders to assess how we best continue to support businesses whatever size and whatever stage of the process they are at, to meet the standards, and how we train the accountants of the future to meet ESG-related legal requirements.   For further information in relation to this please see the European Commission's Q&A page.

Chartered Accountants Ireland was delighted to see the publication this week of a revised specification for Leaving Cert accounting by the National Council for Curriculum and Assessment. The development of a new curriculum that accurately reflects the role of the modern accountant has long been an advocacy priority for the Institute and following extensive engagement with officials from the Department of Education, the publication of the revised specification is an important milestone.  Leaving Certificate Accounting students will now have the opportunity to engage with themes including digitalisation, sustainability, ethical decision-making, and financial regulatory concerns as part of their coursework.   The draft specification is open for public consultation until Friday 28 April and the Institute (under the auspices of CCAB-I) will be making a submission in response to this which will be published on our website. You can read more about the subject development work by the NCCA here.

Today (26 February), the European Commission published its anticipated omnibus simplification package, which aims to reduce reporting burdens for companies, particularly SMEs. The package includes simplifications in sustainability reporting (CSRD), sustainability due diligence (CSDDD), and sustainable activity taxonomy (EU Taxonomy). The omnibus represents a dramatic change to several key pillars of the EU Green Deal, the key policy initiative in the path towards net zero by 2050. While we very much support simplification efforts to enhance the competitiveness of the EU’s single market, preserving regulatory certainty, clarity and stability for business is of utmost importance and is also key to remaining competitive.   As the largest professional body on the island of Ireland, representing over 39,000 members and educating over 6,600 students, the Institute has worked closely with members and member firms to equip them with the expertise and skills to prepare for and implement the CSRD both from a reporting and assurance perspective. Many of these have invested significant resources to upskill and meet existing requirements, and the changes proposed today may require several to pivot and understand new ones. Chartered Accountants Ireland is reviewing today’s omnibus simplification package with stakeholders to assess how we best continue to support businesses whatever size and whatever stage of the process they are at, to meet the standards, and how we train the accountants of the future to meet ESG-related legal requirements.  European Commission news release Commission simplifies rules on sustainability and EU investments

HMRC has become aware of a scam email purporting to come from HMRC asking firms to submit an Annual Supervisory Return with payment of fees as part of their AML supervision. This email is being sent to both HMRC supervised firms and accountancy service providers supervised by the professional bodies. Although the content of the fraudulent email looks very similar to the official gov.uk website it appears to be sent from a false email address ending on @taxuk-access.services. Should you receive a fraudulent email purporting to be from HMRC, please do not click on the links and report this via https://www.gov.uk/government/organisations/hm-revenue-customs/contact/reporting-fraudulent-emails

HMRC’s Making Tax Digital (MTD) team will be in Northern Ireland next week on Tuesday 4 and Wednesday 5 March and would like to visit/meet with some agents to talk about MTD for income tax. With just over one year to the first tranche of mandation from April 2026, we would encourage small and medium sized firms in particular to consider taking up this unique opportunity for a face to face meeting. If your firm would like to meet with HMRC, please contact us by email to take forward. HMRC has also recently updated the list of available software for MTD for income tax with sixteen products now available to choose from.

Finance Bill 2024-25 continues its path through the parliamentary process. Committee stage for the Bill concluded at the end of last month with a number of government amendments passed affecting a range of areas including the UK’s Pillar Two rules and the abolition of the remittance basis regime for non-UK domiciled individuals from 6 April 2025. The Bill is now due to have its report stage and third reading next week on Monday 3 March. Amendments can be made to the Bill at this stage. These are selected by the speaker. However, report stage is the last opportunity for amendments to be made before third reading takes place after which the Bill will move to the House of Lords.

In this week’s miscellaneous updates, the latest Agent Update is available and HMRC has sent a reminder email that the new legislation for alcohol approvals, returns and payments went live from the start of February with the associated online service to be launched from the end of this week on 1 March 2025. HMRC has responded to the latest annual report from the Adjudicator's Office and the latest schedule of HMRC Talking Points live and recorded webinars for tax agents are available for booking. Spaces are limited, so take a look now and save your place. HMRC is also holding webinars in the coming weeks on “Help with Common Risks in Transfer Pricing Approaches”, and “Employers – what’s new for 2025 to 2026?”. And finally, check HMRC’s online services availability page for details of planned downtime and the online services affected. Agent Update 128 Agent Update: Issue 128 is available now and features news and guidance across a range of areas including: The new default cash basis, Alcohol duty reform, The official rate of interest from 6 April 2025, Statutory neonatal care leave, Getting ready for the changes to employer’s national insurance contributions, and Guidance for clients who need to change the way they report their income and expenses HMRC response to latest Adjudicator's Office annual report HMRC and the Valuation Office Agency’s joint response to the Adjudicator's Office annual report published last September is now available. The Adjudicator’s Office 2024 Annual Report highlighted learnings based on insight from complaints investigated in 2023/24. The Adjudicator’s foreword commented that 2023/24 saw an increase in complaints and requests for reviews (1,046 complaints from HMRC compared to 950 in 2022/23) and that it had been another challenging year for HMRC with HMRC having “struggled to deal with high volumes of complaints. Issues with customers accessing help – primarily through their phone lines – are significant and have been reported in the media.” However, according to the report there “are signs more recently of an improved picture” which was summarised as follows: “HMRC has committed to action aiming to end a peak and trough cycle of complaint handling we have seen over the last few years. There has been a tendency for complaint volumes to increase, for recovery action to be taken that reduces wait times before the cycle begins again. Initiatives to rectify this include greater empowerment of frontline staff to fix problems at first contact before they develop into a complaint. HMRC’s strategic direction is to move more of its activity online. The data suggests that customer satisfaction is considerably better through digital channels and the approach is intended to free up more resource for those who are vulnerable, digitally excluded or have complex issues that require someone to help. A significant step by HMRC this reporting year was its decision to close its Self-Assessment helpline between June and September 2023. HMRC explained that customers using this helpline were more likely to be able to engage with them online, and in doing so, make it easier to speak to customers on the phone who need that support most. In theory, this makes sense. We challenged HMRC to demonstrate the efficacy of its decision. In March 2024, HMRC announced that it would be closing a number of other helplines. It said that it had learned from the initial trial and that in doing so, more people could be moved into digital channels and in doing so, staff would be freed up to deal with vulnerable or digitally excluded customers. However, there was significant feedback on HMRC’s readiness to implement this change without adversely impacting customers and HMRC quickly reversed their decision. This will have inevitably impacted its operational plans and demonstrates the significant pressure HMRC is under to deliver its digital transformation whilst maintaining existing services. It is too early to say that HMRC have in place a long-term sustainable solution that ensures great customer service and complaint handling. We will continue to hold HMRC to account especially in relation to service that is too slow or doesn’t answer the problem raised and for those who find it difficult to interact digitally with HMRC. As we have said before, the mechanism for that is HMRC’s Charter which sets out simply and clearly what HMRC aspires to as a modern, responsive, trusted tax authority.” HMRC responded to the 2024 Annual Report as follows: “The Adjudicator’s Annual Report highlighted the high volume of complaints we received during 2023 to 2024. We acknowledge that this was a difficult period as we faced serious challenges in delivering our customer services because of financial pressures and the need to manage a growing number of customers with complex tax affairs. Reducing demand for traditional contact channels like post and telephone, alongside the deployment of additional customer service advisers, has now enabled us to meet our telephony service standard and more effectively support those who need to speak to an adviser. As noted in our Annual Report and Accounts, our strategy is firmly focused on how we can help more customers get things right first time, rather than fixing problems after they happen, and supporting more customers to self-serve using our online services. As more customers use our digital services, we will ensure that our customer service resource is focused on customers who need additional help.”

In this week’s post EU exit corner, we bring you the latest guidance updates and publications relevant in the post EU exit environment. The most recent Trader Support Service bulletin is also available as is the latest Brexit and Beyond newsletter from the Northern Ireland Assembly EU Affairs team. Miscellaneous guidance updates and publications Data Element 2/3: Documents and Other Reference Codes (Union) of the Customs Declaration Service, Using an express operator to import and export, Notices made under The Customs (Import Duty) (EU Exit) Regulations 2018, Notices made under The Customs (Export) (EU Exit) Regulations 2019, Get someone to deal with customs for you, Applying to use simplified declarations for exports, Transit newsletters — HMRC updates, Search the register of customs agents and express operators, Apply to pay less duty on goods you export to process or repair,  Apply to import goods temporarily to the UK, and Report a problem using the Customs Declaration Service.

The latest UK tax tidbits features updated guidance across a range of areas and updated guidance on how to spot genuine HMRC contact and identify phishing attempts. Appeals reviews and tribunals guidance, Simplifying the onboarding process for new starters: communication resources, Cryptoassets Manual, Apply for an agent services account if you're not based in the UK, Property Income Manual, Create an agent services account, Check if you need to carry out digital platform reporting, Check genuine HMRC contact that uses more than one communication method, Check if a phone call you've received from HMRC is genuine, Check if an email you've received from HMRC is genuine, Check if a text message you've received from HMRC is genuine, Check for signs of labour fraud in construction, What to do when an employee dies, Receive Income Tax or PAYE repayments on behalf of others, Collecting the right tax from wealthy individuals, Set up a private limited company, Claim tax relief on your private pension payments Employment Status Manual, and Named tax avoidance schemes, promoters, enablers and suppliers.

If your firm wishes to file information at Companies House on behalf of clients or if you plan to verify the identity of certain individuals, you will need to register to be an Authorised Corporate Service Provider. Please see the linked document for more information.

Welcome to the latest edition of Technical Roundup. In developments since the last edition, the Government has issued its Spring Legislative Programme 2025 the first since the new Government took office.  Chartered Accountants Ireland and ACCA as CCAB-I has prepared Technical Alert TA01-2025 containing some pointers for firms to consider in their use of artificial intelligence (AI). Read more on these and other developments that may be of interest to members below. Financial Reporting EFRAG, the European Financial Reporting Advisory Group, is seeking views from financial statement users on particular aspects of the International Accounting Standards Board’s (IASB) Exposure Draft Provisions Targeted improvements. EFRAG is also seeking views in relation to when a levy provision should be recognised. EFRAG has prepared a summary report from its conference held on 10 December. The theme of this conference was “Advancing Transparency and Competitiveness in Challenging Times”. EFRAG has published its January 2025 update and podcast. The International Accounting Standards Board (IASB) has announced that it expects to issue the third edition of the IFRS for SMEs Accounting Standard on 27 February. The UK Endorsement Board has announced that it has adopted Annual Improvements to IFRS Accounting Standards – Volume 11, which was issued by the IASB in July 2024 The European Securities and Markets Authority (ESMA) has published the January/February 2025 edition of its “Spotlight on Markets” Newsletter. Auditing The International Auditing and Assurance Standards Board (IAASB) have issued the Post-Exposure Consultation: Invitation to Comment Before the IAASB Finalizes the Narrow Scope Amendments to the ISQMs and ISAs as a Result of the Revisions to the Definitions of Listed Entity and Public Interest Entity in the IESBA Code. Accountancy Europe has released its February 2025 Audit Policy Update. Insolvency Readers may find of interest the recent Court of Appeal case in the matter of Joe Miley and Partners (Dublin) Limited (in liquidation) and in the matter of sections 25 and 26 of the Trustee Act 1893.In this case a property was in the name of a partnership as the registered owner. The case was made by the liquidator of Joe Miley and Partners (Dublin) Limited (the Company) that a transfer of the property to the Company had occurred prior to the liquidation and the liquidator claimed the property as a Company asset. The Court of Appeal upheld the claim. The court held that section 26 of the Trustee Act 1893 could be used to vest the property in the Company which is clearly entitled to it. The court was satisfied that the criteria within section 26 is appropriate, and it is the best option available to give effect to the clear agreement between the partnership and the Company, whilst also ensuring the liquidator has this issue fully resolved. The court held that while section 596 of the Companies Act 2014 confers an entitlement upon the liquidator to take company records and provides that any person holding company property without lawful entitlement shall surrender it immediately to the liquidator, this may be of assistance to the liquidator, but the property remains in the name of its registered owner. The judge agreed that reliefs pursuant to the 2014 Act would not have entirely met the difficulties encountered by the liquidator in this case. Instead, the provisions of section 26 of the Trustee Act must be utilised to vest lands in persons shown to be beneficially entitled to them. Anti–money laundering and sanctions The National Crime Agency in the UK has recently issued its first SARs in Action magazine of 2025. It includes an interesting article on an Amber Alert issued by the Joint Money Laundering Intelligence Taskforce in the UK in October 2024. The alert which is not publicly available covers the use of Artificial Intelligence to bypass customer due diligence checks. The magazine also includes an article on the destabilizing of a Russian speaking money laundering network, case studies on SARs and a reply to a reader’s question on NCA response or feedback from the NCA on a submitted SAR. Readers can find out more about being an Authorised Corporate Service Provider or Companies House authorised agent (UK). Registering as an Authorised Corporate Service Provider (ACSP) is a new requirement that will help Companies House to know who is filing information on the public register. The National Economic Crime Centre has issued its National Economic Crime Centre Annual Report 2023-2024. The UK financial sanctions authority, Office of Financial Sanctions Implementation (OFSI) recently published the first in a series of sector-specific assessments addressing threats and vulnerabilities relating to UK financial sanctions. This report relates to the financial services sector. It states that providers of related professional services, such as accountancy service providers or auditors are included as relevant persons. The report provides an insight into sanctions evasion typologies and areas where there is a higher risk of breaches. Sustainability The International Auditing and Assurance Standards Board (IAASB) and the International Accreditation Forum (IAF) have confirmed a new partnership enforcing a shared commitment to high-quality sustainability assurance. The International Sustainability Standards Board has released its Q1 2025 Implementation Insights podcast. Irish Government Legislation Programme Spring 2025 The Government has in recent days issued its Spring legislative Programme 2025 the first since the new Government took office. In it there is some business legislation which may be of interest to members. For an in depth look at some of the proposed legislation  please click to read our latest news item on this topic. Other news The Corporate Enforcement Authority’s Director of Legal Michael Dillon recently wrote about directors’ duties. The Companies Act makes clear that the term ‘director’ encompasses anyone ‘occupying the position of director by whatever name called.’ He writes. The focus is on the function they perform, emphasizing ‘substance rather than form’.”. There is no such thing as director lite. The Dept of Enterprise Trade and Employment has recently issued its latest newsletter. News in the bulletin includes information on an European Commission AI webinar (see further below) and the Balance for Better Business 7th Annual Report. Readers can subscribe for the newsletter here. Central Bank of Ireland Governor Gabriel Makhlouf introduced the recent Strategic Foresight Symposium on The Importance of Foresight which took place on Tuesday, 11 February. The Dept of Finance recently published its first National Financial Literacy Strategy. A 5 year strategy, its ultimate mission is stated to be to improve the level of financial literacy in Ireland through a vibrant financial literacy ecosystem. Click for a press release on the strategy and here for the Action Plan. The European Securities and Markets Authority (ESMA) has launched a consultation on the criteria for the assessment of knowledge and competence of crypto-asset service providers’ (CASPs) staff giving information or advice on crypto-assets or crypto-asset services. The Charities Regulator has recently issued its first newsletter for 2025. Click for articles including an update on the Charities (Amendment) Act 2024 and details of provisions which have now been commenced. Also, read about the Charities Regulator’s plans to introduce a new traffic light system on the Register of Charities that will show more clearly and simply whether or not a charity has submitted its annual report on time. The change is designed to highlight the charities that meet their legal obligations. The European Commission recently published its work programme for 2025. Please click to access the programme and the annexes. There is also a fact sheet explaining the Commission work programme. In its competitiveness compass also recently published, the Commission signposted three planned omnibus packages. Two may be of particular interest to our members. The first one will deal with simplifying sustainability reporting, and the expected publication date is 26 February 2025 though we understand that this date may potentially slip. The other proposal will introduce a definition of small mid-cap companies, and the expected publication date is Q2 2025. Another proposal under “ongoing proposals” which may be of interest is the proposed directive to harmonise certain aspects of insolvency law.  Technical Release TR04-2015 ‘Companies Act 2014 - A statutory auditor’s duty to report to the Corporate Enforcement Authority’ has recently been updated. The updated version is available to members by logging into their member’s account. The Financial Reporting Council (FRC) has announced the successful signatories to the UK Stewardship Code following the latest round of applications. Accountancy Europe has released its February 2025 SME update. Artificial Intelligence (AI) - updates Please click to read a factsheet produced by Accountancy Europe (AE) in February 2025 entitled The EU AI Act: a guide for SME accountants. The factsheet outlines the key requirements of the EU AI Act, focusing on aspects relevant to SMEs. An accountant, as advisor to an SME or in their own practice may, AE writes, be developing or deploying AI systems. If so, the accountant should carefully familiarise themselves with the AI Act’s requirements, assess whether they are applicable to them, and take any required steps to ensure compliance. Article 4 of the AI Act requires providers and deployers of AI systems to ensure a sufficient level of AI literacy. It entered into application on 2 February 2025.The European AI office invites us to learn more about the approach of the European Union towards Article 4 of the AI Act. Please click to go to the European Commission webpage and to access a recording of a webinar on AI Literacy.  In the first part of the webinar, the EU AI Office focuses on Article 4 of the AI Act and its requirements, presenting the initiatives foreseen to facilitate the implementation of this general provision. In the second part of the webinar, some practices and related learnings are presented in an interactive dialogue between the EU AI Office and AI Pact members. Also on the subject of AI, Chartered Accountants Ireland and ACCA as CCAB-I has prepared Technical Alert TA01-2025 containing some pointers for firms to consider in their use of artificial intelligence (AI). All firms should be considering putting a policy in place whether it’s just to cover basic points of whether your trainees (or other employees) are permitted to use AI in the office or whether you need more extensive provisions. The pointers in the technical alert and links included in it may be of use to members. For further technical information and updates please visit the Technical Hub on the Institute website.      This information is provided as resources and information only and nothing in the information purports to provide professional advice or definitive legal interpretation(s) or opinion(s) on the applicable legislation or legal or other matters referred to in the information. If the reader is in doubt on any matter in this complex area further legal or other advice must be obtained. While every reasonable care has been taken by the Institute in the preparation of the information we do not guarantee the accuracy or veracity of any resource, guidance, information or opinion, or the appropriateness, suitability or applicability of any practice or procedure contained therein. The Institute is not responsible for any errors or omissions or for the results obtained from the use of the resources or information contained herein.  

Featuring Richard Pengelly  Being a Chartered Accountant can lead to an interesting and varied finance career, but it also opens up wider opportunities for progression into leadership positions. Many Chartered Accountants have gone on to hold senior public sector positions both as Finance Directors and beyond - we met Richard Pengelly to ask him how being a Chartered Accountant supported his career journey and what advice he would give to other professionals as they progress through their career path.  Richard joined the Department for Finance in 1998 having worked in the Northern Ireland Audit Office and in private accounting practice and has gone on to hold the post of Permanent Secretary across a number of Northern Ireland Civil Service Departments such as the Department of Justice, the Department of Health and the Department for Regional Development. Currently, Richard is the Chief Executive of the Education Authority.  What advice would you give to someone as they look to a career in public sector finance?    I would say don’t be afraid of uncertainty or of trying something different - when an opportunity comes up say yes. If I hadn’t of said yes to trying new things, I wouldn’t be in this position today – each new opportunity leads to another, don’t hold yourself back from trying something new because you haven’t done it before. When you try something new or different you develop yourself and learn to adapt, as a leader the ability to be agile, learn and adapt becomes more and more important. Accountants fundamentally are intelligent, ambitious and work hard but all too often they don’t push themselves or think they’re good enough – my advice is back yourself and go for it.   What leadership skills do you think public sector accountants could focus on developing?   As finance professionals we tend to like the detail and when we work through an area we often become the experts in that subject however, as your brief becomes wider you cannot be the expert in everything. I can find myself in a meeting where I am the person who knows the least about a subject and it can be challenging to lean into that uncertainty but you need to think about your own expertise and experience – what you as a leader can bring to the discussion. As you progress in your career it can become less about technical capabilities and more about the people skills – Chartered Accountants are talented, capable and competent – these are skills that you bring to any discussion, meeting or role.   Do you think being a Chartered Accountant helped you throughout your career?    Being a chartered accountant has helped me in different ways, as an accountant you have a qualification that has enabled you to demonstrate the relevant learning and technical skills. In studying and working you develop skills and resilience, balancing studying, working and a home life. As you move into more of a leadership position the focus may move away from technical skills but as an accountant you carry the credibility and professionalism that comes with being an accountant. The transversal skills you develop are a great foundation to approach complex issues for example taking an opinion and examining an issue critically, looking for an evidence base. These professional and technical skills combine with the ethical framework  -  it is that sense of values and ethics that stays with you and supports you though making tough decisions when in a leadership position.    What advice would you give to accountants seeking to develop leadership skills?   Accountants need to proactively seek out opportunities to develop their leadership skills. At the early part of your career you could be in a small team doing a technical job – there may not be a lot of focus on developing leadership skills but you need to seek out opportunities to stretch that skill – you need to start to thinking about the building blocks you need to develop leadership skills and to prepare yourself for that leadership role.   Reflecting on my experience, I have seen technically good people not progress because they didn’t have the people skills or ability to communicate. I have seen competent people struggle because they have felt overwhelmed – not due to their technical skill set but when facing competing pressures, for example with prioritisation and setting clear direction. As you progress success and delivery become more about these leadership characteristics than pure technical skills alone.    What skills do you think accountants need to meet the current challenges across the public sector and into the future?   As a public sector leader it is important to become comfortable with change, it is ever present and we need to think about how we can be agile and responsive while retaining and meeting the requirements of a public sector office. Accountants need to support people to have the right conversation – it’s not about efficiency anymore but rather reengineering what we do and how we do it, we are facing demographic changes and increasing demand at the same time budgets are reducing - finance colleagues can help us unpick that conversation. The finance conversation needs to be more strategic, moving away from focusing on processes or operations but rather looking at the bigger issues – how do we align the resources we have to focus on the key things required to meet our future ambition.  The Ulster Society Public Sector committee recently hosted an online session focusing on leadership skills for finance professionals and an in-person event is planned for the near future – if you are interested in learning more about leadership in a public sector finance context make sure you come along. 

By Graeme Wilkinson, Convenor of the Ulster Society Public Sector Sub-Committee  Chartered accountants play a critical role in supporting the effective delivery of our public services. With unprecedented financial pressures on the public purse and ever-increasing demands to improve services the role of Chartered Accountants in the public sector is more critical now than ever.   There are a growing number of Chartered accountants working in a variety of roles in the public sector and at different stages of their career.  The Ulster Society already offers a range of support to members working in the public sector with plans to build upon this in the future.    To do this, the Society has a Public Sector Committee made up of Chartered Accountants working in the public sector in Northern Ireland who are keen to offer their expertise and make a difference to fellow members. Graeme Wilkinson, Director of Skills in the Department for the Economy has recently been appointed as Chair of the committee.    Graeme says, “Supporting our members is a key priority for the committee over the next few years.  For many members, the workplace has been transformed.  We want to ensure that our members at all stages of their career feel supported and value the services of the Institute.  We also hope to provide an opportunity to network and share experiences.”  Supporting members  The committee is working with the Institute team to review the current training provision and to identify opportunities to enhance the offering to best meet the needs of members. They are also reflecting on the most appropriate mode of delivery with webinars offering a convenient and accessible platform, particularly for those members working across the country.     Graeme says: “How we meet has changed irrevocably since 2020. Whilst we recognise that meeting together in person is important to catch up with contacts and broaden networks, time is a limited commodity for many of us and can be a barrier to attending events.  We hope to bring a balanced offering for members who wish to keep up to date with relevant issues and also provide opportunities for members to meet together for those all-important catchups.  We are hoping members will take time to try out something new and provide feedback to make sure we are meeting the needs of our members. “  The committee plans to offer opportunities for members to meet in person during the year and are looking at developing a half day conference on topics which are relevant to those members working in the public sector.  The committee recognises members avail of CPD from a range of sources and hope to supplement with topics that will be of most interest and also work with other professional institutes to bring a diverse perspective on the topics covered.   Innovation  The committee have discussed the current issues facing the NI public sector and recognise the need to future proof services. The challenges ahead will require the adoption of greater innovation and embracing technology to address some of the knotty problems that have bedevilled us for decades. Creating a culture of innovation is a key policy focus in the economic strategy and a theme for the Ulster Society this year.   Graeme says, “We need to think differently about how we deliver public services. With squeezed budgets and increasing cost pressures we must put our best efforts into alternative solutions to address old and new problems. Technology has provided the potential, but far and away the biggest barrier to change is developing the all-important mindset of innovation in our people. Chartered Accountants working in the public sector have a unique perspective and are often in a prime position to provide solutions.  Therefore, we must support these drivers for change and innovative thinkers.”  The Northern Ireland Audit Office have recently launched their report on “Innovation and Risk Management - A Good Practice Guide for the public sector”.    Dorinnia Carville, Comptroller and Auditor General, commented: “With the realities faced in the public sector changing fast the need to innovate and adapt and to so with speed is no longer an option but a necessity.  If we are to meet the level of innovation required to deliver on government and citizen’s needs and expectations this means that public sector organisations need to take a more deliberate approach to innovation management.   "Innovation will be a critical corporate capacity for public services seeking to reconcile these factors and ensure public services are better targeted, more responsive to end user expectations and needs, and provide better value for money."  There is certainly a role for Chartered Accountants to show thought leadership by providing members with a forum to discuss potential and their experiences with other members facing similar challenges.    In looking ahead to the incoming period in office Graeme commented, “I am looking forward to supporting members working in the public sector through the Public Sector Committee.  Having worked with some great Chartered Accountant’s throughout my career I have had first-hand experience of where we have delivered for the benefit of citizens right across the province.  I would like to encourage members to invest in their personal development by participating in the upcoming events and to get in touch if they would like to know more”.

By Graeme Wilkinson, Convenor, Ulster Society Public Sector Sub-Committee  In March 2022, the Minister for the Economy published a new Skills Strategy for Northern Ireland, ‘Skills for a 10x Economy’. Throughout the extensive research and stakeholder engagement process that underpinned the development of the strategy, and ever since, a consistent message has been delivered by business leaders in Northern Ireland: access to talent and skills is the number one issue impacting our economic performance.   The Skills Strategy covers a broad range of areas where transformation is required however I would like to highlight what I believe is a fundamental challenge facing our economy: addressing Northern Ireland’s ‘low-skills equilibrium’. As set out in ‘Skills for a 10x Economy’ a low-skills equilibrium is characterised by a low level of skills in the population and a corresponding demand for low-skilled workers who receive low pay. This provides little incentive for workers to invest in their own skills and many businesses accepting the constraint that this puts on their growth potential. It is also linked to the key economic challenges we face: low wages, low productivity and low levels of in-work progression.   A strong demand for graduates is evident within the economy and, whilst there are some challenges related to anticipated supply, the key issue at this level is to improve the overall alignment of qualifications to labour market need and to address the issue of underutilisation (the effective utilisation of graduate skills). The low-skills equilibrium is more evident below degree level.   Data gathered on job advertisements placed in 2022 showed that, where qualification requirements were specified, approximately 45% were aimed at individuals with high level qualifications (degree level or above), approximately 40% were aimed at individuals with low level qualifications (GCSE or below) with just 15% aimed at individuals with mid-level qualifications. This problem is known as ‘the missing middle’ and means that there are very few opportunities for individuals to progress in the labour market without attaining degree level qualifications. It also means that businesses are overlooking the potential benefits provided by higher education, and professional and technical education, below degree level.   The NI Skills Barometer forecasts anticipated skills demand over the next decade. It highlights that mid-level qualifications will be the most significant area of undersupply under a high economic growth scenario. This suggests that employers have identified the need for higher level qualifications to unlock growth but have not yet addressed it through their recruitment practices.   With regards to the overarching concern on access to talent and skills, it is important to acknowledge that labour supply in Northern Ireland is constrained with the latest NISRA statistics showing the unemployment rate at 2.8%. Changing demographics, changes to migration policy and low unemployment rates mean there will be no significant addition to labour supply over the course of the next decade.   Therefore, we need to focus on improving the efficiency of our skills system to ensure outcomes better reflect emerging labour market need and support our overall progress towards the objectives of our economic vision by supporting innovation, inclusivity and sustainability. In government, our primary focus is to work with stakeholders to develop the strategic skills framework which provides enhanced efficiency on the supply side. The low skills equilibrium is a supply and a demand problem and it is employers who hold the key to unlocking demand.  I am keen to continue the conversation with businesses across Northern Ireland on how we deliver a step change in the demand for skills and qualifications. Collaboration will be central to successful change, supply and demand must move, as much as possible, in tandem to deliver improved efficiency. We have set out in ‘Skills for a 10x Economy’ the new initiatives which will be added to our existing mid-level education offer, including a particular focus on upskilling and reskilling the workforce through an increasing focus on adult learning, an area where Northern Ireland performs poorly compared to other OECD countries.   In conclusion, there is no quick fix to the labour supply challenge. By working collaboratively, I believe our efforts to address this challenge can provide a catalyst to change how our labour market functions. Change which supports improving innovation performance, increased productivity and better jobs for more people across Northern Ireland.