The Platform for Collaboration on Tax is compiling a concise set of high-level principles that are designed to help navigate the policy, legislative and administrative issues related to tax incentives. It has published a draft version of its Tax Incentives Principles as it seeks feedback on its contents from tax policymakers, practitioners and experts by 10 February 2025.

The European Parliament’s Subcommittee on Tax Matters (FISC) hosted a public hearing on the impact of taxation on gender equality in the EU. The hearing examined tax policies that are considered obstacles to promoting gender equality and tax policies that can contribute to advancing gender equality.

Kenya has deposited its instrument of ratification for the Multilateral Convention to Implement Tax Treaty Related Measures to Prevent Base Erosion and Profit Shifting (BEPS Convention). The BEPS Convention will enter into force on 1 May 2025 for Kenya.

The Co-Chairs of the Inclusive Framework on BEPS have provided an update on the progress made in developing a final package for Pillar One of the Two-Pillar Solution.

The OECD has released the updated GloBE Information Return (GIR) which incorporates clarifications on completing the GIR. It also includes a template to use to notify jurisdictions that they will receive the GIR through exchange of information. Each constituent entity of an MNE Group is required to annually file a GIR with the tax administration of the jurisdiction where it is located to support the administration of the GloBE rules.

A strong organisational culture drives performance, retention and reputation. Laura Magahy outlines how to shape and sustain culture for competitive advantage Organisations ignore culture at their peril. We need only look back to the global financial crisis and recent controversies across several charity and public sector institutions to see the results of weak organisational culture. Peter Drucker may have never actually said, “Culture eats strategy for breakfast”, but Ford Motor Company President Mark Fields certainly did when he put it on his office wall in 2006. This is much more than a catchy slogan. It underlines a critical truth: no matter how well-crafted a strategy might be, it will fail if the culture in an organisation doesn’t actively encourage its people to live it. In short, without a coordinated framework for supporting a culture that will drive the company’s vision forward, achieving it will not be possible. Conversely, organisations with a strong, positive and supported culture enjoy significant benefits, including improved performance, enhanced employee recruitment and retention and better overall reputation. The cultural wake-up call The 2008 global financial crisis cast a spotlighted cultural failings in financial institutions as a key contributing factor. By 2012, corporate culture began to be seen as a key strategic element to prevent future crises. In 2018, the Central Bank of Ireland conducted a behaviour and culture review of Irish banks. What followed was the establishment of the Irish Banking Culture Board, which was set up to drive cultural change in financial institutions. More recently, other high-profile scandals have led a number of public sector authorities, agencies and charitable bodies to look seriously at organisational culture as part of essential governance oversight and reputation protection. Defining and assessing organisational culture The challenge facing organisations is how to determine if they have the right culture and, indeed, what that culture should be. There is no identity for setting the ideal or target organisational culture. The nature of the individual organisation and the circumstances in which it operates are of fundamental importance and must be considered. For example, the culture required for a commercial, sales-focused organisation may be different to that of a public service provider; where a number of organisations are merging, they may need to define a new culture for the new entity; when a new agency is being established or has an expanded remit, they may need to reset their target culture. In all cases, the target culture must be aligned with what the organisation and its leaders want to achieve to support their mission, vision and values. Organisational culture, if not actively supported and monitored, tends to grow and evolve organically and frequently in unintended and unexpected ways. It is created through the behaviours that are displayed by both the top management and local leaders through their day-to-day actions. Four common culture types Broadly speaking, organisational culture will often fall into one of four general categories. Each is based on different value drivers, which depend on various factors, including whether the organisation is more internally or externally focused, how flexible and innovative it needs to be to deliver on its mission and what its risk appetite should be. Clan culture: Internally focused, promoting long-term cohesion, with core values of commitment, communication and staff development. Hierarchical culture: Also internally focused, prioritising efficiency, consistency and structure in the pursuit of a common goal. Adhocracy culture: Externally oriented, with a long-term vision; competitive, driven by innovation, agility and transformation. Market culture: Also externally focused, with a sharp emphasis on customer service, goal achievement, market share and profitability. In reality, most organisations exhibit a blend of these types. What really matters is if it is the right target culture for what the organisation needs and, if not, what the right one would be. Characteristics of strong vs. weak cultures Strong organisational cultures typically exhibit traits such as: Honesty and transparency; Strategic and forward-thinking approaches; Respect and accountability; Adaptability and reliability; and A shared sense of purpose. In contrast, weak cultures are often characterised by: Siloed thinking; Short-term focus; Low employee morale; High staff turnover; Over-concentration of power; and Lack of trust and engagement Cultural variation across departments It should be emphasised that uniformity of culture across different parts of an organisation is not necessarily critical for mission delivery. As long as the people within the organisation are aligned with the same goals and values, then cultural variation or sub-cultures across departments and divisions can co-exist. For example, adhocracy may suit a research and development department, while the sales operation may find a market culture more appropriate. As long as they share the behaviours and values of a strong, positive culture, they can work together in harmony or at least in a mutually supportive environment. Laura Magahy is Head of Public Sector Consulting at Forvis Mazars

Moira Cronin explains how the Digital Operational Resilience Act will impact Irish-based financial services providers, enhancing ICT risk management and digital resilience The Digital Operational Resilience Act (DORA) came into effect on 17 January 2025. Designed to consolidate and upgrade information and communications technology (ICT) risk requirements in the financial sector, DORA applies common standards to all financial system participants. Its aim is to mitigate ICT and cyber risks across providers’ operations. So, what does this Act mean for financial services providers based in Ireland? Legal basis DORA removes obstacles to—and improves the establishment and functioning of the internal market for—financial services, by harmonising the rules applicable in ICT risk management, reporting, security control testing and ICT third-party risk. Subsidiarity The proposal harmonises the digital operational component of a deeply integrated and interconnected sector already benefitting from a single set of rules and supervision in most other key areas. For ICT-related incident reporting, only EU harmonised rules could reduce administrative burdens and financial costs associated with reporting the same ICT-related incident to different EU and national authorities. Proportionality Proportionality is designed in terms of scope and intensity through qualitative and quantitative assessment criteria. While the new rules cover all financial entities, they are also tailored to the risks and needs of their specific characteristics in terms of their size and business profiles. Proportionality is also embedded in the ICT and cyber-risk management rules, digital resilience testing, reporting major ICT-related incidents and oversight of critical ICT and cyber third-party service providers. Choice of instrument The measures needed to govern ICT and cyber risk management, ICT and cyber-related incident reporting, testing and oversight of critical ICT and cyber third-party service providers must be contained in the regulation to ensure that the detailed requirements are effectively and directly applicable in a uniform manner, without prejudice to proportionality and specific rules foreseen by this regulation. Three DORA requirements businesses should aim to achieve are: 1. ICT-related incident reporting One of the main requirements for financial entities is to establish and implement a management process to monitor and log ICT and cyber-related incidents, followed by an obligation to classify them based on criteria detailed in the regulation and further developed by the European Supervisory Authorities (ESAs) to specify materiality thresholds. Only ICT-related incidents deemed significant must be reported to the competent authorities. 2. Cyber operational resilience testing The capabilities and functions included in the ICT risk management framework need to be periodically tested for preparedness, identification of weaknesses, deficiencies or gaps and prompt implementation of corrective measures. This regulation allows for a proportionate application of digital operational resilience testing requirements depending on financial entities' size, business and risk profiles. 3. ICT and cyber third-party risk The regulation is designed to ensure a sound monitoring of ICT and cyber third-party risk; financial entities shall be required to observe several key elements in their relationship with ICT and cyber third-party providers, remaining fully responsible for complying with and discharging all obligations. To this end, contracts governing this relationship will be required to include: At least a complete description of services; An indication of locations where data is processed; Full-service level descriptions accompanied by quantitative and qualitative performance targets; Relevant provisions on accessibility, availability, integrity, security and protection of personal data; Inspection and audit by the financial entity or an appointed third-party; Clear termination rights; and Dedicated exit strategies. As such, DORA should be taken into consideration in close coordination with NIS Directive version 2, CBI Operational Resilience Guidelines and the EU Critical Infrastructure Directive. DORA is part a package of digital finance measures designed to further enable and support the potential of digital finance in terms of innovation and competition while mitigating the risks arising from it. It aligns with the European Commission's priorities to make Europe fit for the digital age and build a future-ready economy that works for the people. Moira Cronin is Digital Risk Partner at PwC Ireland

Two distinctly opposing leadership ideologies now exist, but could one damage your organisation? Michael O'Leary explores the current state of leadership Thirty years ago, the late Colin Powell, former US Secretary of State, listed 18 lessons for leaders in a presentation titled A Leadership Primer. He talked about authenticity, optimism, challenging others and not being afraid to be challenged back. Fast forward to 2025. A friend with a successful track record as a leader and entrepreneur says he fears the examples young people are now exposed to by political leaders around the world –namely, their values, naked self-interest and fervent intolerance for people different from themselves. Beyond Powell’s single set of leadership principles, we now have two diametrically opposing “successful” leadership ideologies – one which engages others around common goals, innovation and adaptability and the other around a populist, narcissistic personality, sewing divisiveness and confrontation. Growth in disinformation on social media and in vested print media has spurred an undesirable social contagion of the latter, meaning organisations now need to consider how to combat these external influences on their internal leadership behaviours. As the global economy stumbles, having a positive, optimistic and thriving organisation culture is essential. Who you recruit as a leader determines your culture. Here are the three leadership traits we see too often in geopolitics and how to avoid hiring them. Trait 1: Strict dogma and rigid perspective Even leaders who deliver results occasionally believe that to get things done, they need to do it themselves. The consequences include a feeling of exclusion for employees and that their opinions are not wanted. This erodes collaboration and disengages the team over time. Hire leaders who can give examples of adapting on the move and can describe in detail how they brought their teams on a new journey. Look for leaders who have recognised when to pivot and have engaged with their teams to work out a new direction or multi-pronged approach. Trait 2: Intense control and single-mindedness In extreme cases of dictatorial leadership, curiosity is deliberately stifled. The leader seeks to control matters tightly to their agenda. Curiosity has deep riches; it is the key to continuous improvement, innovation and building connections between people. Leaders should inspire their teams to be open-minded and look for new ways of achieving outcomes. Ask your potential leadership hires to outline examples of where they have completely let go of an issue and had it worked through by a team or team member to the point of resolution. Look for leaders who can respond quickly when asked to give an example of inquisitiveness. Trait 3: Investing only in self Fear of the unknown can drive irrational levels of support for geopolitical leaders, even in the face of their aberrant conduct. Within the context of organisational leadership, self-absorbed leaders are dangerous to team or group morale. Their staff turnover will often be higher as their lack of authenticity undermines their credibility. How self-aware is the leader you are interviewing? Are they attuned to their emotions and impact on others? Can they give examples of areas in which they need development? Do they rely too heavily on their charisma? While it can be useful in motivating others, it can also suggest a potential for arrogance and the need to be at the centre of attention. Though the world and our organisations currently face an unusual number of difficulties, organisation leaders with the right traits understand how to insulate against malign influences and navigate challenges. Their ability to bind intellectual agility to practical demonstration is what makes them outstanding leaders. They do this by behaving in a diametrically opposing manner to those political leaders who seek personal gain at an extreme cost to their citizens. Michael O'Leary is Chairperson at HRM Search Partners

Chartered Accountants Ireland was pleased to see the publication of the Programme for Government by the incoming administration this week. The Programme contains a number of commitments on key priorities for our members, that we hope will come to fruition, including:   On SMEs: the programme’s commitment to address the regulatory and cost burdens facing SMEs is welcome, in particular its pledge to establish a dedicated Small Business Unit in the Department of Enterprise and commitment to rigorously apply the’ SME test’ to all new legislation that risks further increasing business costs, prior to enactment.   On childcare: commitments to progressively reduce the cost of childcare to €200 per month per child are positive. Moreover, pledges to provide capital investment to build state-owned childcare facilities to create additional capacity will be welcomed by parents who are struggling to find a place for their child in local childcare facilities. If successfully implemented, these measures could leave working parents better off and free up vital working capacity in the economy.  On climate: the continued commitment to accelerating Ireland’s progress towards achieving the 17 Sustainable Development Goals (SDGs) is welcome. It is encouraging to see, in particular, a focus on the  further development of the sustainable finance sector, renewable energy, upskilling and training, and the provision of supports for industry – including supports for small businesses – to decarbonise and embrace a circular economy.     The Institute looks forward to working with the new Government to ensure these important commitments are delivered over the course of the 34th Dáil term and to continue to amplify the voice of our members on the policy issues of importance to them.      

  In this week’s Sustainability/ESG Bulletin read about sustainability in the new Programme for Government, planned Government climate and environmental spending 2025, and Responsible Business resources issued by DETE. Also covered is a survey showing a growth in confidence in sustainability governance, a ‘ticking clock’ for investors to invest in resilience, and the publication of the World Economic Forum’s Global Risks Report 2025, as well as the usual articles and upcoming events.   Ireland news Sustainability in the Programme for Government The Institute welcomes the continued commitment in Ireland’s published draft Programme for Government to accelerate Ireland’s progress towards achieving the 17 Sustainable Development Goals (SDGs). While much needs to be done, the focus on further development of the sustainable finance sector, renewable energy, upskilling and training, and the provision of supports for industry – including supports for small businesses – to decarbonise and embrace a circular economy, are welcome, as is the commitment to the continued use of carbon tax revenues to fund social welfare measures, among others.   Planned Government climate and environmental spending for 2025 A report published by the Department of Public Expenditure, NDP Delivery & Reform (DPENDR) on planned climate and environmental spending in 2025 has found that nearly €7 billion of expenditure allocated will have a “probable favourable impact” on climate and environmental criteria. This includes funding for activities targeting emissions-reductions (e.g. retrofitting, investment in public transport, implementing flood-risk-management programmes, biodiversity/ecosystem-protection programmes and more). The report found, however, that just over €2 billion of planned expenditure will have a “probable unfavourable impact” reportedly representing an increase of 40%  in 2025 on 2024 figures. This includes funding on measures such as fossil fuel subsidies or other potentially harmful supports, as well as emissions-intensive activities in transport, agriculture and industry.   CSO – Ireland 2024: The Year in Numbers Almost half (46%) of all new private cars licensed up to November 2024 were electric, plug-in hybrid, or hybrid, according to figures from the CSO’s Ireland 2024: The Year in Numbers. The figures also reveal that more than 4,000 Business Energy Rating (BER) audits were published in the first nine months of 2024 for non-domestic or commercial buildings, of which the most energy-efficient building types were found to be in schools and colleges. Separately, the Sustainable Energy Authority of Ireland (SEAI)’s end of year review shows a record year of progress for SEAI in 2024, with almost €616 million invested in projects across homes, communities, businesses, and public sector organisations. This 13% increase on 2023 activity included over 3,500 businesses being approved for more than €62 million in grant support, as well as the launch of a new, rapid approval Business Energy Upgrade Scheme.    DETE resources on Responsible Business initiatives: Environment Presentations from the Department of Enterprise, Trade and Employment (DETE) on responsible business and the environment held on 6 November 2024 are now available on the Department’s website. These include: Creating a Nature Positive Economy for Ireland – Lucy Gaffney, Executive Director, Business for Biodiversity Ireland Emissions Trading and Carbon Border Adjustment Mechanism by Dr Maria Martin Climate Change Programme, EPA Ecodesign for Sustainable Products Regulation, Aisling McCarthy, Climate Programmes Unit, DETE OECD Guidelines for Multinational Enterprises on Responsible Business Conduct   Northern Ireland/UK news Confidence grows in sustainability governance An annual survey of directors and executives from around the world conducted by INSEAD Business School (the non-profit business school with locations in Europe, Asia, the Middle East and North America) has found that confidence in sustainability governance had grown significantly year-on-year. In an article published last week, ICAEW Insights examined whether a sustainability committee might be a useful addition to the board.   “The clock is ticking” for investors, says CISL The Cambridge Institute for Sustainability Leadership (CISL) has published a guide for investors to build climate resilience within their portfolios and invest in systemic resilience through engagement with the broader ecosystem. Commenting on the publication, titled Investing in Tomorrow: A Guide to Building Climate-Resilient Investment Portfolios, Director at the Centre for Sustainable Finance, Dr Nina Seega said “The clock is ticking — investors face a critical choice: act now to safeguard portfolios and invest in resilience, or risk the future of both their assets and the global ecosystem. As climate risks intensify, this guide offers a clear path to build resilience and drive systemic change for a sustainable, adaptive future.”   World news Global Risks Report 2025 publishes The World Economic Forum has published its Global Risks Report 2025, listing ‘State-based armed conflict’ as the top risk likely to present a material crisis on a global scale in 2025. ‘Extreme weather events’, ‘Geoeconomic confrontation’, ‘Misinformation and disinformation’ and ‘Societal polarization’ remain top short-term risks, with ‘Economic downturn’ climbing up from tenth place in 2024 to sixth place this year.   Over the longer-term (10 years) the top four risks identified are: Extreme Weather Events, Biodiversity loss and ecosystem collapse, Critical change to Earth systems, and Natural resource shortages.   The report, which presents the findings of the Global Risks Perception Survey 2024- 2025 (GRPS), captures insights from over 900 experts worldwide and provides six in-depth analyses of selected risk themes. Did you know… …you can now ‘bulk return’ bottles and cans in Ireland through the Deposit-Return Scheme? Newcastle Services Station in Dublin has Ireland’s first Bulk Feed Recycling Machine which lets users recycle hundreds of containers in seconds - no more feeding them one by one. (TikTok) Articles IOB appoint Diarmuid Murphy as Director of Sustainability and International Markets (Business Plus) Insuring against climate change: An interview with Brian O’Neill, Head of Communications, Sponsorship, Sustainability at Aviva Ireland (Business & Finance) High Court rules An Bord Pleanála must prioritise climate law in wind farm case likely to affect all public bodies (Irish Independent) A4S unveils guide on making business case for nature (ICAEW) Greenwashing and sustainability assurance: a review and call for future research (Journal of Accounting Literature Events TEKenable Ltd and the EU Commission, CSRD Data Readiness Training This training session, organised in collaboration with TEKenable Ltd and the EU Commission offers insights on best practices, tools to improve your sustainability efforts, CSRD compliance, and more. Virtual, 24 January 2025, 13:00 - 14:30 CET Business in the Community Northern Ireland From Awareness to Action: Building Disability Inclusive Workplaces First of a new series of monthly online sessions aiming to support businesses in creating more diverse and inclusive workplaces Tuesday 28 January, 10:00 – 10:45am. Chartered Accountants Worldwide, Difference Makers Discuss: Resilience in the Chartered Accountant Accountancy profession Virtual, 30 January, 18.00 GMT Jobs Trinity College Dublin seeks a researcher/project manager for Ecosystem Accounting project (Job details)   Sustainability Centre You can find information, guidance and supports to understand sustainability and meet the challenges it presents in our online Sustainability Centre.  

                                                                                      ALERT ABOUT PAYMENT DIVERSION FRAUD                                                                                                                      January 2025 This bulletin has been produced by the Joint Practice Group (JPG). The JPG is made up of representatives of the professional accountancy bodies, the Association of Chartered Certified Accountants, Chartered Accountants Ireland, Association of International Accountants, and Chartered Institute of Management Accountants with input from the Garda National Economic Crime Bureau and FIU Ireland. The aim of this publication is to remind professional accountants and their staff to exercise continued vigilance in the face of payment diversion fraud. Members are reminded that payment diversion fraud is still a significant threat to business and members and their staff must educate and protect themselves and their business from such fraud. FraudSMART, the fraud awareness initiative led by Banking & Payments Federation Ireland (BPFI), show that small and medium enterprises (SMEs) lost almost €10m (€9.9m) through email-related fraud in 2023, including invoice-redirection and CEO impersonation scams with BPFI saying they have seen a jump of almost 25% (23.8%) in email-related fraud targeted at SMEs in 2023. Please click here to access Garda National Economic Crime Bureau (GNECB) Advice on Invoice Redirect Fraud issued in 2020 and here to access a series of press releases issued by GNECB FIU Ireland during Fraud Awareness Week 2022. The press releases deal with what is and how to avoid business e mail compromise fraud, bribery and corruption, investment fraud, accommodation fraud and account takeover fraud.    Disclaimer This document is for information purposes only and does not give, or purport to give, professional or legal advice to be relied upon in respect of the subject matter contained herein. It should, accordingly, not be relied upon as such. No party should act or refrain from acting on the basis of any material contained in this document without seeking appropriate professional advice. The authors nor any member of the JPG do not guarantee the accuracy or veracity of any information or opinion, or the appropriateness, suitability or applicability of any practice or procedure contained in this document. To the fullest extent permitted by applicable law, the authors nor any member of the JPG shall not therefore be liable for any damage or loss, including but not limited to, indirect or consequential loss or damage, income, profit, or opportunity and claims of third parties, whether arising from the negligence, or otherwise of the members of the JPG, their employees, servants, or agents, or of the authors who contributed to the text.  This document should not be used as a substitute for professional legal advice.

In Irish news, Revenue has published preliminary results for 2024 and the Department of Finance has published final Exchequer figures for 2024. In UK news, we issue key reminders ahead of the 2023/24 online self-assessment filing deadline on Friday 31 January 2025 and update you on the joint response from the Professional Bodies, including this Institute, to a HMRC letter on service levels. In International news, the OECD have released a pricing tool for the implementation of Amount B under Pillar Two.      Ireland Read the Revenue Commissioners published preliminary headline results for 2024. Exchequer figures for 2024 show further growth in tax revenues.   UK Read our key reminders ahead of the 2023/24 online self-assessment filing deadline on Friday 31 January 2025. The Professional Bodies have jointly responded to a HMRC letter on service levels.   International The OECD have released a pricing tool and factsheets to facilitate the implementation of Amount B under Pillar Two. Keep up to date with all the latest Irish, UK, and international tax developments through Chartered Accountants Ireland’s Tax Newsletter. Subscribe to the Tax News by updating your preferences in MyAccount. You can also read this week’s post EU exit corner here.