Welcome to the latest edition of Technical Roundup. In developments since the last edition, the Central Bank of Ireland has published the annual Financial Conditions of Credit Unions Report which provides an update on the financial performance and position of the sector for the financial year ended 30 September 2024.  The European Financial Reporting Advisory Group (EFRAG) has released the March edition of its Podcast covering the latest developments in sustainability and financial reporting. Read more on these and other developments that may be of interest to members below. Financial Reporting The Financial Reporting Council (FRC) has published its annual review of structured digital reporting highlighting key areas for improvement in how UK listed companies present their digital annual reports. The FRC has released two new podcasts in their “in conversation” series. Discussing the FRC’s end-to-end enforcement process review Transforming access to company data The European Financial Reporting Advisory Group (EFRAG) has released the March edition of its Podcast, covering the latest developments in sustainability and financial reporting. The International Accounting Standards Board (IASB) has announced that it has started its Post-implementation Review of IFRS 16 Leases. The IASB expects to issue a Request for Information (RFI) for this in June 2025. In preparation for this, the UK Endorsement Board has invited preparers who are lessees to complete a survey on the ongoing costs and benefits of applying the standard. EFRAG has called on stakeholders in the field of corporate reporting to participate in the European Commission’s (EC) consultation on the future EU long-term budget. This consultation runs until 6 May. The International Accounting Standards Board (IASB) has released its April 2025 podcast and its Q1 2025 IFRS Interpretations Committee podcast. The CCAB has published an updated draft of its LLP SORP. This will be open for public comment for a 12 week period until 22 July 2025. The draft SORP contains updates which take into account the amendments to FRS 102 following the 2024 periodic review, as well as other factors. Once finalised, it is proposed the SORP would be effective for periods commencing on or after 1 January 2026. Auditing IAASB are consulting on a Proposed Narrow-Scope Amendments to Standards Arising from the IESBA’s Using the Work of an External Expert Project These proposed narrow-scope amendments are aimed at maintaining interoperability between IAASB standards and the International Ethics Standards Board for Accountants’ International Code of Ethics for Professional Accountants (including International Independence Standards) (IESBA Code). Responses are due by 24 July. The targeted amendments focus on the following IAASB standards: ISA 620, Using the Work of an Auditor’s Expert ISRE 2400 (Revised), Engagements to Review Historical Financial Statements ISAE 3000 (Revised), Assurance Engagements Other than Audits or Reviews of Historical Financial Information ISRS 4400 (Revised), Agreed-upon Procedures Engagements IAASA has released its first publication as part of its 2025 AQS Insight Series which focuses on key messages on auditing related parties. IAASA has published its annual Profile of the Profession for 2024.  The Profile of the Profession provides a statistical profile of the five Prescribed Accountancy Bodies (PABs) within IAASA’s supervisory remit. It includes information on members and students, approved statutory auditors and statutory audit firms, and the regulation and monitoring of members, statutory auditors and statutory audit firms. Sustainability EFRAG has submitted its work plan to the European Commission outlining the steps it will take to fulfil the specific mandate received on 27 March 2025 to provide technical advice on the revision and simplification of the European Sustainability Reporting Standards (ESRS). The IFRS Foundation has signed a Memorandum of Understanding (MoU) with the Inter-American Development Bank (IDB) to promote the adoption and implementation of the ISSB standards across Latin America and the Caribbean. The International Sustainability Standards Board (ISSB) has published Exposure Draft ISSB/ED/2025/1 ‘Amendments to Greenhouse Gas Emissions Disclosures’ with comments requested by 27 June 2025. The ISSB has published a new episode of its “Perspectives on sustainability disclosure” series entitled “Ramping up systems and processes for sustainability data”. Central Bank of Ireland The Central Bank of Ireland has published the annual Financial Conditions of Credit Unions Report, which provides an update on the financial performance and position of the sector for the financial year ended 30 September 2024.   Other news Carmichael, a specialist training and support body for non-profits in Ireland has published its latest Governance Dilemma Newsletter. These newsletters look at a real-life challenge that a Board has faced and consider a range of responses to that challenge. The most recent edition considers the issue of procurement contracts being issued where there is a conflict of interest in place. The Charity Commission for Northern Ireland has announced the appointment of Elaine Armstrong, Chief Executive of the Cedar Foundation, as the new independent Chair of its Stakeholder Engagement Forum. The Charities Regulator has issues the latest edition of the Charities Regulator News. In it you will find information including more details on charity financial reporting in Ireland. The news includes information  on the updated  Charities SORP (Statement of Recommended Practice) and details on  a (UK) public consultation on the updated Charities SORP which is now open. The deadline for completion of the consultation is midday, Friday 20th June 2025. It is also noted in the magazine that under changes in the (Irish) Charities (Amendment) Act 2024, accounting regulations will be introduced by the Minister for Rural and Community Development (who is the Minister responsible for charities) that are likely to include the Charities’ SORP. There are also updates in the magazine on trustee recruitment and retention and on the Charities Regulator stakeholder forum. They expect to be able to announce the members of the forum by early May. Accountancy Europe has issued its April 2025 SME Update and Newsletter. The UK Insolvency Service published guidance relating to director disqualification sanctions, which prohibit individuals designated under the UK sanctions regime from acting as, or being involved in the management, promotion or formation of, a company. 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.  

AAB named winner in Employer of the Year category and Tax Team of the Year category at the Irish Accountancy Awards last night      Business leader Feargal McCormack has been recognised for his contribution to the accountancy profession. He was awarded the Outstanding Contribution to Accountancy award at the 2025 Irish Accountancy Awards in Dublin marking his achievements over a career that has spanned more than 30 years. AAB, in which McCormack is a Senior Partner was awarded Employer of the Year and Tax Team of the Year at the event.  This Outstanding Contribution to Accountancy category recognises a senior individual who has made a significant contribution to the profession. Previous recipients of this award include Elaine Coughlan, FCA, Dr Laurence Crowley, CBE, FCA, Dr Margaret Downes FCA, Terence O’Rourke FCA and Professor Patricia Barker.   Feargal McCormack founded FPM Chartered Accountants in Newry in 1991 which he grew over many years to become an award-winning practice with a presence across the island of Ireland. The company merged with AAB in 2022 and Feargal remains there as Senior Partner and Head of Family Business. Feargal McCormack said that he was very humbled and honoured to receive the award, and addressing the gathering, added “Looking to the future, ethics must be embedded at the heart of the business landscape. An Irish Chartered Accountancy qualification is a global business and leadership passport for life. Go forward with confidence, have fun, embrace and enjoy the journey. Onwards and Upwards.” Chief Executive of Chartered Accountants Ireland, Barry Dempsey said  “Feargal is an exemplar of this profession and a role model for anyone currently in it or aspiring to join it. In founding FPM Chartered Accountants, he created a highly successful cross-border firm with the best interests of small to medium and family-run businesses at heart – businesses which are the lifeblood of our economies. He steered the firm through to its recent merger with AAB and remains a key Partner in it. As a former President of this Institute, he actively promoted the profession and truly connected with members. “His contribution to the profession has previously been recognised in his and his firm’s many awards and recognitions, but Feargal’s interests extend far beyond his work. He sits on numerous committees and boards contributing to academia, sport, community ventures and is a Patron of Special Olympics Ireland. I warmly congratulate Feargal and his family on this well-deserved recognition from his peers and entire Chartered community”. The Irish Accountancy Awards were launched in 2016 to celebrate excellence in the accountancy profession and now cover a total of 28 categories.  

The latest UK tax tidbits feature updated guidance in a range of areas: Double Taxation Treaty Passport Scheme register,  HMRC email updates, videos and webinars for tax agents and advisers,  Extra Statutory Concessions (VAT Notice 48),  Check how much tax you pay on dividends and interest from savings,  Work out your Capital Gains Tax adjustment for the 2024 to 2025 tax year,  Late registrations for employment related securities,  Check how to deal with an employment related securities penalty,  Check if you have to pay tax on your pension,  Appeals reviews and tribunals guidance,  Calculate interest and penalties for tax years ending 5 April 2005 to 5 April 2023,  Calculate tax, interest and penalties for the tax years ending 5 April 2010 to 5 April 2023,  Named tax avoidance schemes, promoters, enablers and suppliers,  Our governance,  Check genuine HMRC contact that uses more than one communication method,  Apply for a refund of the higher rates of Stamp Duty Land Tax,  What will happen if you do not pay your tax bill,  Claim tax relief on your private pension payments,  Additional information you must submit before you claim for Research and Development tax relief,  Research and Development (R&D) Tax Relief: Enhanced R&D intensive support for loss-making SMEs based in Northern Ireland,  Research and Development tax relief: the merged scheme and enhanced intensive support,  Let Property Campaign: your guide to making a disclosure,  Employment Allowance: further guidance for employers,  Rates and thresholds for employers 2025 to 2026,  Inheritance Tax account (IHT400),  Check genuine HMRC contact that uses more than one communication method,  Check if you need to tell HMRC about your rental income,   Help with common risks in transfer pricing approaches — GfC7,  Penalties for a failure to correct certain offshore tax non-compliance, and  Details of deliberate tax defaulters. 

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. HMRC has also sent several reminders that the 1 May 2025 deadline for changes in how goods are moved by parcel and freight from Great Britain (GB) to Northern Ireland (NI) is in just a few days.  1 May 2025 parcels and freight deadline is approaching  HMRC has issued a range of reminders about the revised 1 May 2025 deadline for changes in how parcels and freight move from GB to NI. Read HMRC’s reminder emails as follows:  Traders moving goods from Great Britain to Northern Ireland, and  If your business moves goods from Great Britain to Northern Ireland.  Miscellaneous guidance updates and publications  Additional Information (AI) Statement Codes for Data Element 2/2 of the Customs Declaration Service (CDS),  CDS Declaration Completion Instructions for Imports,  Data Element 2/3: Documents and Other Reference Codes (Union) of the Customs Declaration Service,  Customs Importer and Exporter Population,  Customs UK Importer and Exporter Population: data tables 2024,  Top-up your Customs Declaration Service duty deferment account,  Amend or cancel a Customs Declaration Service import declaration,  Search the register of customs agents and express operators,  NCTS: software developers, and  Declare commercial goods you’re bringing into Great Britain in your accompanied baggage or a small vehicle.   

In this week’s miscellaneous updates, HMRC has published a range of updated guidance for key legislative changes which took effect from 6 April 2025 and draft legislation on the carbon border adjustment mechanism has been published for consultation. HMRC has issued a press release highlighting that Making Tax Digital for income tax commences next year and in another press release to mark the 20th anniversary of HMRC, HMRC looks to the future and says it is “harnessing the spirit of then Chancellor Gordon Brown’s bold reforms and embarking on a new era of transformation”. An update has been published on the consultation on predevelopment costs 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. And finally, check HMRC’s online services availability page for details of planned downtime and the online services affected.   Updated guidance published on key legislative changes   Globally mobile employees The new Foreign Income and Gains regime commenced from 6 April 2025. HMRC has therefore published a collection of new guidance on 'Globally mobile employees' for employers. This includes guidance on the impact of residence on an employee’s liability to UK income tax, the newly reformed overseas workday relief, and the operation of PAYE for the new rules in place from 6 April 2025.   HMRC has also published guidance on how to send a notification to HMRC on running PAYE on a proportion of globally mobile employee’s income related to their UK duties. This addresses the new Section 690 Income Tax (Earnings and Pensions) Act 2003 direction process.   HMRC has also updated the relevant sections of their manuals with more detailed guidance as follows: new pages in the PAYE manual to cover the new globally mobile employee PAYE notification process,   a new section in the Employment Income manual for Overseas Workday Relief, and   updated pages on travelling expenses for non-resident and qualifying new resident employees working in the UK.  In September 2024, the Institute established a new working sub-group of the NI Tax Committee and Tax Committee South which is examining the complexity of cross-border and remote/hybrid working on the island of Ireland with a view to discussing the complexities of this with both the UK and Irish Government to identify improvements for employers and employees impacted. New Inheritance Tax (IHT) residence based regime  From 6 April 2025, the UK’s IHT territoriality rules changed from a domicile to residence-based regime. Broadly, and subject to transitional provisions, individuals who have been UK tax resident for at least 10 out of the previous 20 tax years are now considered ‘long-term UK resident’ and are therefore subject to IHT on their worldwide assets. There are specific provisions relating to trusts.   HMRC has now published guidance, and changes to its IHT manual which includes a new section on the rules for long-term UK residents.  Abolition of non-domiciled regime  The non-UK domiciled ‘remittance’ regime was abolished from 6 April 2025 and the new Foreign Income and Gains (FIG) regime was introduced. As a result, UK tax resident individuals now pay tax on worldwide income and gains on an arising basis irrespective of their domicile. This is subject to the four-year FIG regime which is available to individuals within their first four years of UK tax residence, after a period of at least 10 consecutive years of non-residence. These changes are also accompanied by a series of transitional rules which include the three-year Temporary Repatriation Facility for those previously taxed on the remittance basis.   HMRC has now published guidance to support these changes as follows:  a new Residence and FIG regime manual, and   updated pages in the Trusts, Settlements and Estates Manual, and   International Manual.   Further HMRC guidance and manual updates are expected to be published in due course.  Update on consultation on predevelopment costs  In the 2024 Autumn Budget, the Government committed to launching a consultation in early 2025 to explore the tax treatment of predevelopment costs. Earlier this month, HM Treasury published an update on this which referred to the recent Court of Appeal judgment in Orsted West of Duddon Sands (UK) Ltd v HMRC .   According to HM Treasury, as this case considered “matters with significant readout across to this issue” the publication of this consultation has therefore been postponed. The Government will determine its next steps in respect to this consultation in due course.   In the meantime, views from stakeholders on this judgment and its implications are invited by email to predevcosts@hmtreasury.gov.uk. 

HMRC has sent a range of emails and published several documents relevant to employers, including the April 2025 Employer Bulletin. The minutes of the 13 March 2025 HMRC Employer and Payroll Group forum meeting, which the Institute is represented on, have also been published. These contain detailed information about the new Globally Mobile Employee PAYE Notification Form.   April 2025 Employer Bulletin  The April 2025 edition of the Employer Bulletin brings you all the latest HMRC updates and guidance to support employers, payroll professionals and agents. Included in this edition are important updates on:    • the new rates of the National Minimum Wage,   • reporting expenses and benefits for 2024/25,   • changes to notifications by employers to operate PAYE on a proportion of a globally mobile employee’s income and to overseas workday relief, and   • changes to the tax treatment of double cab pickups.         It also provides information to employers to ensure they are selecting the correct national insurance contributions (NICs) category letter for certain employees in respect Category B (married women and widows who have a certificate of election form showing that they are entitled to pay reduced NICs).   You can read the bulletin on screen or print it off. It’s compatible with most screen reading software packages.  Paying your PAYE and VAT bill by direct debit  HMRC is reminding taxpayers that you can make your PAYE or VAT payments simpler by signing up to pay by direct debit (DD). According to HMRC, DD is the most accurate way to pay these tax bills and reduces the burden of having to make the payment yourself, so you don’t need to work out how much you need to pay or miss a payment deadline.  Payments are automatically collected from your bank account based on the information you provide in the: Full Payment Summary and Employer Payment Summary for PAYE tax bill, and  VAT return.  To pay PAYE bill by DD, see: https://www.gov.uk/pay-paye-tax?utm_source=PAYE&utm_medium=email&utm_campaign=DD. To pay your VAT bill via DD go to https://www.gov.uk/pay-vat?utm_source=VAT&utm_medium=email&utm_campaign=DD.  Employer emails from HMRC  HMRC has sent a range of emails on subjects relevant to employers:  Are you expecting to pay statutory payments?,   Reporting accurate information in real time, and  Statutory Neonatal Care Leave and Pay update. 

Remote work offers flexibility, but connection with colleagues can’t be left to chance. Building relationships at work boosts well-being and helps teams thrive, writes Moira Dunne The traditional working model, where most people congregate in the office at the same time, enabled connection and collaboration. But, with so many people working remotely these days, we can't leave collaboration to chance—especially as meaningful connections with our work colleagues can boost our wellbeing. The importance of workplace connection It is widely agreed that one of the biggest limitations of remote working is the lack of social connection. According to Maslow’s Hierarchy of Needs, social interactions come third, with only physiological and safety needs being more important, suggesting that social interaction and a sense of belonging and togetherness, are crucial for people. The downsides of not connecting with others include: Isolation; Problems seeming bigger; Lacking an alternative perspective; No feedback; and No rapport with colleagues. In contrast, the list of reasons to collaborate is long. Consider the benefits of the following: Emotional support during challenges/setbacks; Less stress and anxiety; Mood boost and increased happiness; Sense of belonging; Productive team culture; Collaborative problem-solving; Learning and personal growth; and Enhanced well-being. Working together in a group brings a sense of purpose as we share goals or targets. Providing input helps us feel valued which, in turn, boosts our well-being and self-esteem. By exchanging ideas with others, we learn from their experiences and can share our knowledge to help others grow. Networking with colleagues and industry professionals also leads to professional growth opportunities. It can often seem easier to “save time” by foregoing optional work events, but by connecting with colleagues, we may avoid the negative impacts of working alone, such as anxiety, worry and reduced ability to switch off. Making time to connect For most people, time is at a premium. Everyone is busy. When you are planning your week, consider who you need to meet. By booking time at the start of the week, you have a greater chance of connecting while respecting their busy schedule.   Boosting online connection Working from home can be very productive as we have fewer distractions. Our energy levels can drop as we spend hours working alone, however. An online collaboration can inject energy and help spark ideas. Book a catch-up session or a project discussion with some colleagues, or ask your manager for a one-to-one check-in. In addition to formal meetings, there are many informal ways to connect with colleagues when working remotely. Encourage team members to try something new, and then tweak the approach to suit each person's needs. Most people already collaborate within Microsoft Teams—but, make sure you access all of the functionality on offer, such as chat, messaging and polls. This kind of collaboration can save time and deliver better outcomes. Connect to manage relationships Consider the amount of time often wasted trying to get started on a project—or time spent reworking a document that isn’t approved at a later review. Working together enhances our relationships and can prevent issues from occurring. An open and honest connection provides an ongoing chance to discuss issues or challenges before they develop into bigger problems that may be harder to resolve. Communicating assertively promotes open and transparent communication through which everyone feels heard. The key to this style is to present your needs and concerns while also demonstrating your interest in the other people’s needs and concerns. (endbio) Moira Dunne is the co-founder of beproductive.ie. Moira will present a free Webinar on May 1st to mark National Workplace Wellbeing Day. You can sign up for 'How Connection with Colleagues can Boost Your Wellbeing', which runs from 9:30am to 10:15am. Register here.

Offering high-margin business models and recurring revenue streams, gaming is fast becoming a focus for investors in Ireland, writes Christopher Brown Gaming is an industry traditionally overlooked by investors in Ireland, but there are indications that the tide is turning. Irish gaming company Keywords Studios made headlines in October 2024 when it accepted a $2.8 billion acquisition bid of from a consortium of investors. Albeit at the larger end of the scale, this deal is one of many in the Irish gaming space and follows a wider trend emerging in the international investment landscape. As of the third quarter of 2024, the buyout value of private equity (PE) gaming increased 63.46 percent year-on-year, from $5.2 billion in 2023 to $8.5 billion in 2024 (as you can see on this Pitchbook graph). This trend, both globally and in Ireland, begs the question: Why gaming, and why now? Growth potential and revenue streams Gaming companies are attractive to investors for several reasons, the most compelling being the strong return on investment achievable under private ownership. Gaming companies typically have low overheads, high margins and obtain exit valuations such as those yielded by software-as-a-service companies. Like software businesses, gaming is also scalable at low cost, and developers can capitalise product expenditure on the balance sheet as an asset. Games have in-built data and insights, which can be leveraged for both research and development and advertising. While its ease of deployment gives gaming global reach, the sector is also relatively resistant to economic cycles. Games also have the potential to generate recurring revenue in the form of microtransactions. The term ‘gaming-as-a-service’ (GaaS) has been used to describe game content provided on a recurring revenue model, offering a potentially lucrative investment opportunity. The global online microtransaction market size has been valued at $522.50 billion in 2025, and is predicted to reach about $691.30 billion by 2029. The product mix in gaming has also adapted over time and extends well beyond the release of a new gaming title. In-game transactions, limited edition content, subscriptions (including season passes), skins (which allow players to customise the appearance of characters or items), brand collaborations, live services, advertising and downloadable content (DLCs) can all deliver recurring revenue. Gamers have demonstrated their willingness to pay for new and innovative gaming experiences, and while the younger generation of gamers continues to grow, older gamers also offer stronger purchasing power. Consolidation opportunities The gaming industry is ripe for consolidation. Investors see opportunities to merge smaller companies in a fragmented industry to create larger, more competitive entities. Further, as PE-backed gaming corporations continue to hold fast in the face of current financial headwinds, their larger publicly traded counterparts are struggling and expected to offload some of their underperforming titles, creating acquisition opportunities at depressed valuations. We expect 2025 to be a strong year for large-cap and mid-market gaming deals as investors seek out bolt-ons as part of buy-and-build strategies. The independent gaming scene has been applauded for its use of cutting-edge innovation and ability to tell compelling stories through gameplay. Typically bootstrapped, these companies have proven that larger investment in game development does not necessarily equal greater returns. Investors recognise that there are opportunities to acquire developers at a lower valuation, securing a great return on investment. In short, there are clear signals that gaming deals are likely are likely to rise in Ireland in the years ahead. Overall, the industry feels buoyant and optimistic. Christopher Brown is Partner and Head of Strategy at KPMG

Dealing with one crisis at a time is no longer effective as the onslaught of unprecedented events becomes the norm for businesses, writes Colette Devey A fire at a substation causes a catastrophic power outage. A cyberattack paralyses the operations of an organisation. A major storm deprives a business of power, water and telecommunications. The imposition of tariffs by major trading partners requires supply chain reshaping. These are all examples of real-world crises that have affected corporations in the recent past. While they may take many forms, together they form an urgent call to action that goes well beyond the normal course of business. The age of permacrisis Organisations today have shifted from managing multiple interconnected crises to operating in a constant state of crisis. We have entered the era of the permacrisis, an ongoing period of instability resulting from a series of catastrophic events. Business leaders can no longer rely on traditional one-off business continuity practices to manage this new reality. They have been forced into a state of constant firefighting, often supported by outdated plans and response mechanisms. Those that are managing best have shifting their approach to focus on resilience, with stronger capabilities and less organisational stress. When a crisis hits, the typical approach has been to apply a ‘playbook’ based on how previous business disruptions have been handled. There is no such thing as a standard or textbook crisis, however. Each event, and its consequences, tend to be unique in their own way. Instead of preparing organisations for all potential scenarios, this limited approach forces organisations to improvise when each new crisis hits, expending scarce resources in the process. Worse still, it can lead to flawed decision-making and missteps as the people involved are operating in unknown territory. More frequent unexpected events A different approach is required in the face of increasingly frequent crisis events—one that  can help to build organisational resilience. Catastrophic and once-rare events occur with greater frequency these days, including cyber breaches, IT outages such as CrowdStrike, and weather events such as Storm Éowyn and Storm Darragh. Each brings with it the potential to compromise an organisation’s ability to do business. The question for organisations now is how best to prepare for the increased frequency of such events and situations never encountered before. The nature of their response to unanticipated events is crucially important. In recent years, many organisations have found that just thinking about business continuity is probably too narrow an approach. It is more important to consider what is critical and core to the organisation. If yours is a services business, ask yourself: what are the most critical services we provide, whether that be to a patient, citizen or consumer? If you sell products, identify your core products and the operational processes critical to their production and distribution. This approach will help you identify and prioritise the aspects of the crisis requiring an immediate response, and determine the order of recovery that will enable the business to resume operations as quickly as possible. A successful resilience programme encompasses the process and plan of action that empowers an organisation to manage any crisis, no matter how improbable or unexpected. Five-step approach to crisis and risk management To effectively prepare for, and respond to, crises, organisations should follow these five steps: Anticipate – Plan ahead and consider the risks and threats that may arise in the future. Think about what might go wrong in the organisation and the impact this would have. Prepare – Establish a business resilience policy and framework encompassing crisis management, communications, business continuity and disaster recovery. Respond – It is critically important that everyone in an organisation understands their assigned role in a crisis response, and how to perform it. Learn – Organisations should examine what has gone wrong during a crisis response, and what should be done differently in the future. Equally important is the need to examine what went right. This will help you identify the strengths you can build on in future crisis responses. Improve – Drawing on these lessons, leaders should seize the opportunity to reshape their business in preparation for the next crisis. The increasing frequency of previously improbable and unprecedented events, requires a new approach to crisis response. What worked in the past will not necessarily be effective today or in the future. Organisations must focus on resilience and implement processes and action plans that will shield them for the full impact of unexpected events, and protect core operations. Colette Devey is Risk Consulting Partner at EY Ireland

On 14 April, the European Council approved the European Commission’s proposal to postpone the dates of application of certain sustainability reporting and due diligence requirements. The proposal (often referred to the “Stop the clock” proposal) postpones;  by two years the entry into application of the Corporate Sustainability Reporting Directive (CSRD) requirements for large companies that have not yet started reporting, as well as listed SMEs, and  by one year the transposition deadline and the first phase of the application (covering the largest companies) of the Corporate Sustainability Due Diligence Directive (CSDDD).  Following the approval by the European Council, the legislative act was published in the EU’s Official Journal on 16 April. Member States, including Ireland, will be required to transpose the Directive into their national legislation by 31 December 2025. 

Welcome to the latest edition of Technical Roundup. In developments since the last edition, following public consultation last year IAASA has published a revised Ethical Standard for Auditors (Ireland).  The effective date of the revised standard is for audits of financial statements for periods beginning on or after 15 December 2026. Early adoption is permitted.  The European Council has approved the Commission's proposal to postpone certain sustainability reporting requirements.  Read more on these and other developments that may be of interest to members below.  Financial Reporting   The European Financial Reporting Advisory Group (EFRAG) has published its Final Comment Letter on the IFRS Foundation’s Exposure Draft Proposed Amendments to the IFRS Foundation Due Process Handbook.  The IFRS Foundation is hosting episode 9 of its “Perspectives on Sustainability Disclosure” webinar on 24 April.  The Financial Reporting Council (FRC) has published the key observations from the pilot phase of its actuarial monitoring programme.  The FRC has announced the introduction of a quarterly consultation release schedule. This is intended to provide consistency and clarity for stakeholders as they prepare for and respond to consultations.  The European Securities and Markets Authority (ESMA) has issued a Consultation Paper on the new clearing thresholds under the review of the European Market Infrastructure Regulation (EMIR 3). The consultation will remain open for comments until 16 June which will be followed by a final report and submission of draft technical standards to the European Commission by end 2025.  The European Securities and Markets Authority (ESMA), has published the latest edition of its Spotlight on Markets Newsletter.  The UK Department for Business and Trade has announced the appointment of Paul Lee as the next UK Endorsement Board Chair.  Auditing  Following public consultation last year, IAASA has published a revised Ethical Standard for Auditors (Ireland). The effective date of the revised standard is for audits of financial statements for periods beginning on or after 15 December 2026. Early adoption is permitted.  The International Auditing and Assurance Standards Board (IAASB) has released its revised International Standard on Auditing 570 (Revised 2024), Going Concern. The revised standard responds to corporate failures that raised questions regarding auditors’ responsibilities by significantly enhancing the auditor’s work in evaluating management’s assessment of an entity’s ability to continue as a going concern. The revise standard is effective for audits of financial statements for periods beginning on or after 15 December 2026.  The IAASB also approved ISA 240 (Revised), The Auditor’s Responsibilities Relating to Fraud in an Audit of Financial Statements. The standard will be effective for periods beginning on or after December 15, 2026, which is the same effective date as for the revised going concern standard.  The IAASB have also withdrawn ISAE 3410 Assurance Engagements on Greenhouse Gas Statements, once ISSA 5000 on sustainability assurance becomes effective as ISSA 5000 addresses all sustainability assurance engagements, including greenhouse gas-related information.  Sustainability  On 14 April, the European Council approved the European Commission’s proposal to postpone the dates of application of certain sustainability reporting and due diligence requirements. The proposal (often referred to the “Stop the clock” proposal) postpones;  by two years the entry into application of the Corporate Sustainability Reporting Directive (CSRD) requirements for large companies that have not yet started reporting, as well as listed SMEs, and  by one year the transposition deadline and the first phase of the application (covering the largest companies) of the Corporate Sustainability Due Diligence Directive (CSDDD).  Following the approval by the European Council, the legislative act will be published in the EU’s Official Journal. Member States, including Ireland, will be required to transpose the Directive into their national legislation by 31 December 2025.  The International Sustainability Standards Board (ISSB) has issued its April 2025 update and podcast.  EFRAG has launched a call for input on the revision of the European Sustainability Reporting Standards (ESRSs) Set 1 with comments requested by 6 May 2025.  The IFRS Foundation and the Taskforce on Nature-related Financial Disclosures (TNFD) have signed a ‘Memorandum of Understanding’ (MoU) to formalise their collaboration.   Following on from the European Commission’s Omnibus Proposals, which seek to reduce the reporting burden on European Companies, Accountancy Europe has issued a statement addressing the ESRS Revision Due Process.  Economic Crime & Anti-money laundering   In April 2025 Accountancy Europe issued its new publication “New EU AML rules: advice for accountancy practitioners”. The document “…outlines concrete steps for accountancy practices, national institutes of accountants, auditors and advisors to take to be ready when the EU anti-money laundering and countering the financing of terrorism (AML/CFT) legislation takes effect in 2027….”  The European Banking Authority has recently issued its April EBA AML/CFT Newsletter which contains lots of information on AML matters. It includes news on crypto-assets and the EBA consultation on new rules related to the anti-money laundering and countering the financing of terrorism package AMLD6.  The Minister for Justice invites expressions of interest for appointment of ordinary members of the Advisory Council against Economic Crime and Corruption. The Council was established in 2022 following the Hamilton report. It advises and makes proposals on strategic and policy responses and is responsible for developing a multi-annual strategy to combat economic crime and corruption.  The UK National Crime Agency has published its latest SARs in action magazine Issue 31. You can read the SARs magazine from the link here.  Other news  The Institute has recently published a webpage on Economic Crime and Corporate Transparency Act 2023 - Changes in Companies House. The aim of this webpage is to inform members of the recent Companies House identity verification changes and how to register as an Authorised Corporate Service Provider.   Following the webinar the Institute hosted with Sean Tierney from the Corporate Enforcement Authority (CEA) on 25 March 2025 "Directors’ duties and responsibilities – what you need to know” we have published some of the questions and potential answers which were discussed at the webinar on the Business law and regulation pages on the Technical Hub.  Readers should also note that there are very useful FAQs on the CEA website – cea.gov.ie CEA-FAQs if readers have further questions about company law or the CEA’s work.   The Pensions Authority has published its supervisory activities report for 2024 which details observations and findings identified over the course of 2024.  The European Securities and Markets Authority (ESMA) has published its Consultation Paper on the remaining Regulatory Technical Standards (RTS) for external reviewers under the European Green Bonds Regulation.  On Monday, 7 April 2025 the European Insurance and Occupational Pensions Authority (EIOPA) launched its fifth EU-wide stress test for pension schemes (IORPs) which will focus on the impact of adverse market developments on the liquidity position of IORPs.   The European Commissioner for Democracy, Justice, the Rule of Law and Consumer Protection Michael Mc Grath recently welcomed the launch of a new set of guidelines for businesses in Ireland. The guidelines focus on what traders must do to uphold consumer rights when selling goods and services, following the introduction of new rules in the Consumer Rights Act 2022. Click the link above to read more about the guides which cover consumer remedies in sale of goods contracts and consumer remedies in service contracts.  The Minister for Enterprise, Tourism and Employment, Peter Burke has announced government approval to accelerate the development of a new whole-of-government Action Plan on Competitiveness and Productivity with a suite of measures designed to bolster business resilience and support competitiveness.  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.   

Moira Grassick explores the implications of the new gender pay gap reporting portal set to launch in Autumn 2025 Norma Foley, Minister for Children, Disability and Equality, has announced that a gender pay gap reporting portal will be launched in Autumn 2025.   This is a significant update for Irish businesses, as the Department estimates that about 6,000 companies will need to submit a gender pay gap report to the online portal this year.   Foley also indicated that the reporting deadline is expected in November.  Gender pay gap reporting to date The Gender Pay Gap Information Act 2021 requires businesses to publish a report detailing the hourly gender pay gap in their business, across a range of specified metrics. The Act is part of a wider initiative to improve gender equality in Ireland and, more specifically, aims to bring about greater pay parity between men and women.  Initially, when the requirement was introduced in 2022, only companies with 250 employees or more were required to submit a gender pay gap report. This threshold has been increasing gradually each year and, in 2025, any company with 50 employees or more will be required to file a report.    The portal: what you need to know  Up until this point, companies have been required to post their gender pay gap reports either on their own website or somewhere else accessible to the public.   As well as submitting statistics and figures on gender-based pay information within the business, employers have also been required to publish an explanation for any gender pay gap that does arise from those findings.   With the introduction of the new portal, this system will change.   Once launched, employers will be required to upload their pay gap reports directly to the portal, and not just on their own website.   New reporting deadline  As well as announcing the upcoming launch of the portal, the Minister for Children, Disability and Equality also suggested that the reporting deadline this year will take place in November, and not in December as was the case in previous years.   Employers will be required to gather their gender pay gap data on a ‘snapshot’ date in June, and to publish those results in November. The exact reporting date will depend on the snapshot date selected by the employer. For example, if a business chooses 5 June as their snapshot date, they will be required to publish the results on the portal by 5 November.   Transparency and accountability If your business employs 50 or more staff and you need to file a gender pay gap report in November, it's essential to understand the required publishing method. Once launched, you must submit your report directly through the online portal.  The portal's design could enhance public access to gender pay gap reports compared to before. Individuals will be able to search all gender pay gap reports on one platform, facilitating easier comparison of multiple reports simultaneously and enabling clearer conclusions and comparisons. Moira Grassick is Chief Operating Officer at Peninsula

Sustainable HR practices enhance corporate responsibility and workplace culture, attracting top talent and driving long-term success, writes Neil Hughes Sustainable HR can be viewed through two lenses. First, as a means to support initiatives that align with an organisation’s corporate social responsibility (CSR), and second, to create policies and practices that enable a sustainable workplace culture.  The Society for Human Resource Management recently reported that more than 65 percent of job seekers favour firms with sustainable HR practices. This creates a challenge for senior leaders and human resources (HR) functions to introduce sustainable HR practices that attract, retain and develop employees. Embedding sustainability across people practices HR functions can integrate sustainable HR methods throughout all people practices, including recruitment and onboarding, learning and development, performance management and hybrid working policies.  Introducing sustainable initiatives drives both operational and cultural change and supports the organisation in achieving CSR commitments and improving corporate image. Additionally, sustainable HR fosters a culture of responsibility, enhances employee engagement and contributes to long-term business success.  Recruitment functions that create sustainable ways of attracting, assessing and onboarding new staff will gain a significant competitive advantage in the ‘war for talent’. For instance, processes that are highly automated improve the candidate experience and contribute to sustainable practices.  We have seen a marked increase in HR functions designing and delivering learning and development (L&D) interventions that educate and upskill their employees on environmental and sustainable practices. L&D courses can be used to promote green initiatives such as reducing energy consumption and single-use plastics, promoting recycling, raising employee awareness and promoting action. Organisations that empower their employees with knowledge and skills in this area improve their ability to contribute to the company’s environmental, social, and governance (ESG) goals. Some organisations offer the opportunity to achieve a diploma in business sustainability and provide courses that are CPD accredited.  We have also seen L&D functions become more aware of delivering learning in a sustainable way. For example, facilitating learning online rather than requiring staff to travel to face-to-face learning events. Driving engagement and long-term cultural change An important factor in our people’s motivation is their ability to make the connection between their work responsibilities and their organisation’s purpose and goals. HR functions can facilitate this connection by embedding the company’s values throughout all procedures, policies and initiatives. Additionally, sustainability can be linked to and reflected in performance evaluations.  Recognising employees who contribute to sustainability goals can incentivise further commitment across the workforce.  Importantly, HR functions should encourage employees to get involved and set the tone that achieving sustainability targets will be a collaborative effort. Employees will often have ideas that could prove valuable in enhancing the company’s approach, and establishing a space for them to comfortably share these ideas through an employee-led sustainability group can work well. Most employees recognise the social and environmental benefits of hybrid working. This is one of the most accessible and impactful sustainable HR practices that helps to reduce emissions while increasing flexibility and supporting individuals with an improved work-life balance. By implementing programmes that support physical and mental health, HR can help create a more resilient and productive workforce. All the evidence shows that sustainable HR practices benefit employee and organisational performance by improving retention, reputation, and engagement. It is clear that sustainable HR practices create a positive work environment. So, how will you begin? Neil Hughes is a Director in Grant Thornton’s People and Change Consulting practice

Who should drive your firm's growth? Mary Cloonan explores whether individual partners or a dedicated leader best fuels expansion Every ambitious firm wants growth, but who should take ownership of it? Is it down to individual partners, or does the firm need a dedicated leader to drive expansion? Many firms have treated growth as an afterthought. Yet, in today’s highly competitive market, this approach is insufficient. The firms that thrive are the ones that prioritise growth across the entire organisation, instead of depending solely on a handful of standout performers. There’s no single answer to the question of who should lead growth, but some models work, particularly in more mature markets like the US, UK, and Australia, where firms have refined their approach for years. Why growth needs to be intentional Growth isn’t just about winning new clients; it’s about maximising opportunities across the board and deepening existing relationships, expanding into new markets, and ensuring that every part of the firm contributes to revenue generation. Whether your firm is backed by private equity or partner-led, the real question is: are you making the most of the opportunities in front of you? Growth is often left to chance. Some partners excel at winning work, while others concentrate on execution. However, when growth relies solely on personal initiative, opportunities can be missed. Implementing a more structured approach ensures that business development isn’t just an added benefit – it’s built into the firm’s DNA. Three effective models for driving growth Firms take different approaches depending on their structure, leadership style, and ambitions. To ensure growth is prioritised and embedded, they use three models. 1. The Chief Growth Officer (CGO) model – a unified approach Appointing a Chief Growth Officer (CGO) can be a game-changer for firms that want a clear, structured approach to growth. This leadership role integrates business development, marketing, client experience and cross selling, ensuring that growth is planned, measured and executed effectively. Rather than simply focusing on new business, a CGO takes responsibility for the entire client journey:  Business development strategy – Aligning development, marketing and client expansion with the firm’s long-term goals. Client experience and retention – Ensuring clients receive excellent service, encouraging referrals and long-term loyalty. Cross-selling and collaboration – Breaking down silos and helping different service lines work together to identify opportunities. Market positioning and thought leadership – Raising the firm’s profile in key sectors to attract high-value clients. Data-driven growth insights – Using client and market data to identify trends and opportunities. This model works well for larger firms, particularly those with ambitious growth plans or PE investment. It ensures growth is handled strategically rather than left to individual efforts. 2. The partner-led growth model – with structure & accountability Many firms still prefer a partner-led approach to business development. This approach can work well if it has structure and accountability. Business development isn’t just left to chance in firms that succeed with this model. Instead, there’s a clear framework: Partners have individual growth targets that are measured and reviewed. Client expansion strategies are mapped out rather than being ad-hoc. There's support from marketing and business development teams to enable partners to focus on high-value relationships. Business development is built into the firm's culture, rather than being something squeezed in between client work. For this model to work, there needs to be a firm-wide commitment to growth, not just an expectation that some partners will bring in work while others don't. 3. The hybrid model – growth champions and collaboration A middle ground between a centralised CGO and a fully partner-driven model is to appoint “growth champions” within the firm. These are senior partners or directors who take responsibility for business development within their practice area or sector. They focus on: Developing relationships and identifying opportunities in their market. Encouraging collaboration between service lines to increase cross-selling. Working with marketing and BD teams to ensure the firm’s positioning aligns with market demand. This approach works well in mid-sized firms where partners are engaged in growth but need more structure and coordination. Your firm’s growth model The best approach depends on the size, ambition, and market focus of the firm: Smaller firms may not need a CGO but should have a structured growth committee. Mid-sized firms often benefit from a hybrid model that balances accountability with collaboration. Larger firms, particularly those preparing for a merger or acquisition or private equity investment, gain the most from a dedicated CGO. What matters most is that growth is not left to chance. Regardless of the model, firms that take growth seriously and build a strategy around it succeed. Your firm and culture Growth isn’t something that just happens. It’s something firms need to be intentional about. In a numbers-based world, there will only be one indicator to say what is right for your firm so tracking the growth KPIs is key to understanding what will work best in your firm with your culture. Mary Cloonan is Founder of Marketing Clever

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. HMRC has sent an update on the deployment of ICS2 and some new resources have been published to support traders sending goods from Great Britain to Northern Ireland. ICS2 deployment HMRC has sent the following message about the deployment of ICS2: “Deployment windows must be requested from the Member State where EORI is registered; they are not automatically applicable. Onboarding after 1 April must be requested from HMRC by emailing ics.helpdesk@hmrc.gov.uk. Goods moved by road should onboard to ICS2 between 1 April – 1 September 2025.  Your onboarding date must be no later than the end of the deployment window. For XI EORIs, you can request this from HMRC by emailing ics.helpdesk@hmrc.gov.uk. You will need to provide your: Company name, Company address, EORI number, What your role is in ICS2 process (e.g. air carrier, postal operator, house level filer), Your applicable deployment window dates (1 April – 1 September for road), and Date within this window that you expect to onboard. If you have any further question please don’t hesitate to contact us via our mailbox nistakeholderengagementteam@hmrc.gov.uk.” HMRC has also sent a detailed email on the new parcel and freight arrangements.” Resources for traders sending goods from Great Britain to Northern Ireland In relation to the new set of arrangements for the movement of goods between Great Britain and Northern Ireland via both parcels and freight which will take effect from the revised date of 1 May 2025, HMRC’s NI customs team has developed a new FAQs sheet on the new arrangements. This has been developed from questions raised frequently by stakeholders. Queries on the new arrangements can be sent to the NI stakeholder email address nistakeholderengagementteam@hmrc.gov.uk. HMRC has also published key information you need to provide to your haulier. Miscellaneous guidance updates and publications When HMRC selects your goods for inland pre-clearance checks, Reference Documents for The Customs Tariff (Preferential Trade Arrangements) (EU Exit) Regulations 2020, Reference Documents for The Customs (Tariff Quotas) (EU Exit) Regulations 2020, Reference documents for The Customs (Reliefs from a Liability to Import Duty and Miscellaneous Amendments) (EU Exit) Regulations 2020, Reference document for authorised use: eligible goods and authorised uses, Reference Documents for The Customs Tariff (Suspension of Import Duty Rates) (EU Exit) Regulations 2020, Reference Document for The Customs (Origin of Chargeable Goods) (EU Exit) Regulations 2020, Reference Document for The Customs Tariff (Establishment) (EU Exit) Regulations 2020, Customs, VAT and excise UK transition legislation from 1 January 2021, Notices under The Customs Transit Procedures (EU Exit) Regulations 2018 , and Data Element 2/3: Documents and Other Reference Codes (Union) of the Customs Declaration Service.

In this week’s miscellaneous updates, HMRC has sent the March 2025 Stakeholder Digest and we are now able to share that HMRC has paused the issuing of Self-Assessment (SA) repayments for new claims via phone, including the Agent Dedicated Line (ADL), and webchat until further notice. We remind you that HMRC’s new email query service for agents is live and the Institute for Fiscal Studies has published a podcast looking at the future of corporation tax to mark its 60th anniversary. And finally, the Charter Stakeholder Group has launched a survey on HMRC’s performance against the HMRC Charter. HMRC has paused certain SA repayments Last month HMRC made us aware that it had paused SA repayments for new claims via phone (including the ADL) and webchat until further notice. We are now officially able to share this information. The message from HMRC is as follows: “On Thursday 27 March HMRC paused the issuing of SA repayments for new claims over the telephone (including ADL) and via webchat until further notice. This measure is part of enhanced security controls introduced in response to an increase in the ongoing suspected fraudulent repayment attempts. Agents can continue to claim client refunds online via their agent account. Agents who are unable to access their online account are advised to contact our OSH on 0300 200 3600. Digitally excluded customers will need to apply by post.   If your client contacts us directly they will be advised that the best way to claim refunds is online via their online tax account or through their agent.  The majority of requests relating to existing SA repayments can continue to be made via telephone and webchat.  A small number of existing claims may be impacted by our enhanced security controls. In these limited circumstances customers will also need to claim their refund online. Telephone and webchat can continue to be used for all other SA enquiries. Please ask your members to continue to support us by:  being extra vigilant for phishing scams that could result in fraudsters gaining access to agent accounts and client tax records   choosing strong passwords and changing them regularly   paying close attention to any advice or instruction from HMRC regarding account security, particularly in the event of an agent account suspension.” Reminder: new HMRC email query service for agents This service went live from 31 March. As agents must use the ‘Where’s my reply’ process first before using the email query service, details of how to access the service are integrated into HMRC's Tax agents handbook. Go to 'Contacting HMRC' and 'Check progress and service levels' where you will see the email address which is: personaltaxqueryresolutionserviceforagents@hmrc.gov.uk. HMRC has advised that this email address is likely to change so please always ensure you refer to the full guidance should you wish to use this service. Charter Stakeholder Group 2024/25 HMRC performance survey The Charter Stakeholder Group has launched its 2024/25 survey seeking feedback on HMRC's performance against the standards in the HMRC Charter. The results of the survey are shared anonymously with HMRC and published in the Charter Annual Report. The survey contains 11 choice questions and a box for broader comments (250 words only). Responses can be made until 2 May 2025. Anyone who is an agent and a taxpayer and wants to respond in both capacities should complete the survey twice.  

The Institute is formulating its response to the consultation “Electronic invoicing: promoting e-invoicing across UK businesses and the public sector” and wants to hear your views. This week is your last opportunity to share your views. Email tax@charteredaccountants.ie to participate. The purpose of this consultation is to gather views on standardising electronic invoicing (e-invoicing) and how to increase adoption of e-invoicing across UK businesses and the public sector. The consultation explores how different e-invoicing approaches may align with businesses and aims to support the development of a UK approach and is open until 7 May 2025. Please share your views with us by Friday 18 April 2025. Should you wish to respond individually, responses are being accepted by submitting a form or by email to einvoicingconsultation@hmrc.gov.uk.  

Our short six question survey on Making Tax Digital (MTD) for income tax which opened last week remains open for responses. The survey will close on Friday 25 April and will take less than 5 minutes to complete. A more detailed survey on MTD will be launched later before the summer. Take the survey now.  Despite our reservations about MTD, the Institute will continue to work with HMRC on MTD readiness and is developing a cross-department MTD strategy to assist members in their preparations. We will also continue to represent members views as we approach April 2026.  HMRC is working with an independent research agency, Verian, to understand the impact of MTD for  income tax on taxpayers. The research has recently been extended until 8 May 2025. See Check genuine HMRC contact that uses more than one communication method for more information. HMRC has also recently published guidance and a new YouTube video to assist agents with the MTD client sign-up process. Several new software providers have also recently been added to the HMRC’s list of MTD compatible software.

A new report from Chartered Accountants Worldwide (CAW) reveals significant enthusiasm about the use of AI in the profession, with 85% of respondents expressing willingness to use AI tools - and 91% of those aged 18–24 already using the technology. Members of Chartered Accountants Ireland were surveyed alongside respondents from 13 other Chartered bodies around the world, with the findings showing that AI is increasingly integrated into business processes and that the profession is actively embracing change. Chartered Accountants Ireland is the largest professional body on the island of Ireland, representing almost 40,000 members and educating 6,600 students. Key findings: AI is reshaping the profession - 85% of respondents are willing to use AI tools. This rises to 91% among 18–24-year-olds and is accompanied by strong understanding (59%) of the potential uses of AI in accountancy.   AI is already in use - 83% of 18–24-year-olds use AI tools weekly - mainly for general productivity, data entry, reconciliation of accounts, and financial reporting. While 80% of 18–24-year-olds feel confident using AI in their roles, only 47% of those aged 55+ share that confidence. The most used tools are Gen AI chatbots, Microsoft Copilot and business intelligence tools. 45% say AI is already helping them to work more effectively and efficiently. 31% say they are already using traditional AI in their job. 29% are already using generative AI (GenAI) in their job.   Barriers to adoption - 52% of those surveyed state that the biggest barrier to AI adoption is insufficient skills and training. 30% also cite data security concerns as a reason they do not use AI more frequently.   Upskilling is essential - despite a high willingness to use AI, there is a skills gap and feeling of unpreparedness for the changes AI will bring. 30% have participated in AI-related training through their organisation, but 92% are likely to participate if offered the opportunity. 65% expect to receive AI-related training from their professional body, while 32% expect it from employers. Commenting Barry Dempsey, Chief Executive of Chartered Accountants Ireland, said “It is really encouraging to see strong early adoption and enthusiasm in the profession. It is clear from the research, however, that current usage is largely focused on general-purpose productivity tools, rather than technical work, with much of the momentum driven by individual initiative and self-directed learning. “Only 30% have participated in AI-related training through their organisation, and among those that have not engaged in training, 61% say it is because it is not offered. There is a high employee willingness to engage, with 92% saying they are likely to participate if offered the opportunity, so bridging this gap will be crucial to unlocking the further potential of AI for the profession. Smaller practices and businesses may not have the resources to deliver tailored AI training, so it’s essential that professional bodies like ours step in to bridge that gap. There is also an opportunity for the government to play a role in supporting widespread digital upskilling, particularly for SMEs, to ensure no part of the profession is left behind as AI reshapes the business landscape.” AI is an opportunity, not a threat There is consensus in the findings that AI will augment, rather than replace, the Chartered Accountant’s role, with human intelligence remaining at the heart of the profession. Chartered Accountants will continue to rely on core skills, and the training priorities of respondents reflects this: Critical thinking (77% rate this as a priority) Data privacy and security (71% rate this as a priority) AI ethics (66% rate this as a priority) Barry Dempsey continued: “Priorities such as critical thinking, an emphasis on data privacy and security and AI ethics go to the very heart of chartered accountants as trusted business leaders. Critical thinking will continue to be crucial in scrutinising and applying AI insights to provide effective advice to business/clients. Similarly, with increased AI use, it's even more important to ensure structured, effective training to use technology ethically and protect data responsibly. “56% of respondents agree that incorporating AI makes accountancy more attractive as a career choice and we remain committed to equipping the next generation of Chartered Accountants with the skills and mindset to lead in a world shaped by innovation, from their first steps as students to their roles as future business leaders.” Read the report in full CAW_AI-in-Accountancy-web.pdf  Read media coverage Chartered accountants confident about adoption of AI in their work, survey finds – The Irish Times 

Case reference Tax head  Legislation  Case stated requested  Matter under consideration    30TACD2025 Capital gains tax   Section 544 TCA 1997 Section 545 TCA 1997 Section 552 TCA 1997 Section 554 TCA 1997 Section 555 TCA 1997 Section 557 TCA 1997 Section 560 TCA 1997 Section 561 TCA 1997  No   The Appellant in this case was a partner in a partnership which had acquired land in 2009. The partnership built and developed a property at a total cost of €23,023,400 which included integrated plant and machinery at a cost of €5,506,195. The plant and machinery qualified in full for capital allowances and the Appellant claimed his proportionate share of the available capital allowances on his income tax returns. Over the period of ownership of the asset, there had been a part disposal and further capital additions leaving a base cost of €19,642,020. The partnership subsequently sold the property to a third party for €20 million; there was no apportionment of the sale price specified in the contract between land and plant and machinery. The property was used solely for the purposes of a trade or profession for the entire period of ownership. The Appellant completed a capital gains tax (CGT) return based on a disposal of a single asset being the land which included the buildings thereon and fixtures therein. The Appellant contended that the qualifying expenditure on plant and machinery was part of the acquisition cost and is an allowable deduction for the purposes of section 552(1). Revenue issued one CG50 clearance for the sale of the land and buildings including the integrated plant and machinery. Revenue submitted that the single asset sold consisted of two distinct elements from a tax perspective. One element was the plant and buildings which had qualified for capital allowances over the period of ownership and the second element being land which had not attracted capital allowances. Revenue stated that as the asset sold comprised of two different types of assets for tax purposes, separate CGT computations were required, and an apportionment was required under section 544 TCA to calculate the capital gain. Revenue argued that the loss accruing on the plant and machinery could not be factored in to reduce the capital gain. It was on this basis that Revenue had issued a notice of amended assessment. The Appellant submitted that when land is sold to a purchaser which necessarily includes all buildings and fixtures and fittings that are integrated into the building, they are an integral part of the building. The Appellant argued that he was therefore entitled to deduct qualifying expenditure on plant and machinery in the CGT calculation. The Appeals Commission held that the method adopted by Revenue was not provided for in Statute and therefore was incorrect.   39TACD2025 Corporation tax   Section 884 TCA 1997 Section 917 TCA 1997 Section 949 TCA 1997 Section 959 TCA 1997 Section 1077 TCA 1997 Section 1084 TCA 1997  No   The Appellant filed corporation tax returns (Form CT1) for the accounting periods 2021 and 2022 by June 2022 and April 2023 respectively and Notices of Assessment were issued by Revenue. The Appellant’s agent encountered IT filing acceptance issues when filing the iXBRL accounts and unknowingly the accounts did not file properly. In 2024, Revenue issued revised Notices of Assessments in respect of both years to include a surcharge for late submission of returns. This was on the basis that iXBRL accounts were not filed by the specified date. The Appellant only became aware on receipt of the revised Notice of Assessments that iXBRL accounts had not been filed. Revenue has issued tax clearance certificates for all years 2021 to 2024 prior to the issue of amended assessments. The Appellant argued that the non-filing of electronic accounts was not intended or deliberate, there was no loss to Revenue and that all taxes were paid on time. Once becoming aware of the issue, there was no unreasonable delay in remedying the matter and accounts were filed within a few days. Revenue stated the Appellant did not provide correspondence at the time of filing the iXBRL accounts for the accounting periods 2021 or 2022 of the technical difficulties encountered. The Appeals Commission held that Revenue correctly applied a surcharge under section 1084(2)(a)(ii) for failing to deliver a return on or before the specified return date. The Appeals Commission held that Revenue correctly applied a surcharge under section 1084(2)(a)(ii) for failing to deliver a return on or before the specified return date.