Burnout is a term we hear a lot of it when dealing with workplace stress and is a pressing issue for employees and students alike. Prolonged or severe workplace stress can lead to burnout. Here we discuss what burnout is and how we can deal with it to regain balance and begin to feel hopeful again. What is burnout? Burnout is a relatively new concept with the term first coined in 1974 by psychologist, Herbert Freudenberger. It is defined by the World Health Organisation (WHO) as “a syndrome conceptualised as resulting from chronic workplace stress that has not been successfully managed. It is characterised by three dimensions: feelings of energy depletion or exhaustion; increased mental distance from one’s job, or feelings of negativism or cynicism related to one's job; and reduced professional efficacy.” In 2019, burnout was recognised by the WHO as an ‘occupational phenomenon’. Feelings of burnout typically occur when you are overwhelmed at work and feel as if you can no longer keep up with the demands of the job. A large-scale study by Workhuman and Gallup found that employees in Ireland are suffering from burnout and stress more often than our European counterparts with 3 in 10 employees in Ireland reporting being burnt out very often or always. The same research found employees in Ireland are the most likely to report being stressed with 6.5 in 10 saying they experienced stress ‘a lot’ the previous day. We spend most of our waking life at work, so if we dislike it, dread going, and are extremely dissatisfied with what we are doing, it can place a serious toll on our lives. However, it is more than just the ‘Sunday Scaries’. Burnout is a gradual process and if left unaddressed can lead to many far-reaching and serious consequences. Therefore, it’s important to deal with burnout at an early stage. The burnout stages As mentioned previously, burnout isn’t a sudden onset, it develops gradually over time with symptoms and signs increasing in intensity. Research has identified that these 5 stages (outlined below) are commonly observed.   The Honeymoon Stage- this usually occurs at the start of a new job or project where productivity, optimism, energy and job satisfaction are high. Onset of Stress – like all honeymoon periods, these feelings begin to dwindle and wane. This stage is where we consciously become aware of work stressors. Chronic Stress – this stage is where we notice a marked difference in stress levels and intensity on a more frequent basis. Burnout – this is where we begin to reach our capacity limit and can no longer function like we normally would. Work and its issues begin to consume you and you tend to experience serious self-doubt and symptoms become persistent. Habitual Burnout – If left untreated, burnout can become embedded into our daily lives and we experience chronic mental and physical exhaustion and adverse behavioural changes. Symptoms of Burnout These are the signs to look-out for if you think you are reaching burnout. Symptoms of burnout are wide-ranging affecting us physically, emotionally and behaviourally. Getting sick more often - Burnout can cause long-term changes to your body, weakening immunity that makes you increasingly more vulnerable to illnesses like colds and flu. Frequent headaches, muscle pain, or gastrointestinal issues – caused by prolonged stress and being in fight or flight mode constantly. Pattern and habit changes – such as sleep issues or loss of appetite. Feeling tired and drained all the time – regardless of how much rest you get. Concentration issue due to overload. Low mood – loss of motivation, having an increasingly cynical/negative outlook, feeling detachment and withdrawing from others. Feeling helpless, trapped, and defeated. Procrastinating on tasks and duties and retreating from responsibility. Skipping work, arriving late and leaving early. Coping Strategies Early intervention is key for preventing burnout and reaching the latter stages of burnout. Burnout is a risk factor for other serious diseases such as depression, heart attacks, stroke, osteoporosis, diabetes, and reduced life expectancy. The good news is we can bounce back from burnout. But what can you do to avoid reaching total burnout? Take the time off work you need to recharge and assess your situation. Speak with your manager or HR department about your workload, how and what you are struggling with – do you have a lot on your plate work-wise? Could some tasks be delegated or put on pause? Know your boundaries and limitations- poor and blurred boundaries are the main reasons people reach burnout. Often, we can say yes to too many work requests that we may not necessarily be able to take on. It requires strength but don’t be afraid to say no to certain work projects or tasks. It is important to set clear work boundaries, take regular breaks and set a work schedule to protect your health. Look after yourself- move your body, try stress management techniques, make sure you sleep and rest enough, and feed your body with nutritious foods. Check out our article, foods to manage stress. Be compassionate and patient with yourself – recovering from burnout is not a linear process. Talk to a professional to discover coping strategies that will personally work for you. How we can help The Thrive Wellbeing Hub provides free emotional supports to members, students and family members. We offer a confidential space for you to talk, whether you need a listening ear, wellbeing advice or professional counselling, we are here for you. You can contact the thrive wellbeing team by email at: thrive@charteredaccountants.ie or by phone: (+353) 86 0243294

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

Revenue has updated its guidance on the VAT Repayment Offset removing the option to offset a VAT repayment against a debt warehouse period as the debt warehouse scheme has ended.

Revenue has published new guidance on the Tax Treatment of CervicalCheck Payments outlining details of relevant tax exemptions announced by the Minister of Finance in Budget 2025. The tax exemptions relate to payments made to certain women impacted by failures in the CervicalCheck national screening programme and include payments made under the CervicalCheck non-disclosure ex-gratia Scheme, the CervicalCheck Tribunal Act 2019, and claims concluded by way of settlement and court order.

The accelerated wear and tear allowances scheme for farm safety equipment was expanded by Finance Act 2024 to provide for an expanded list of eligible farm safety equipment. The expanded scheme was launched last week by Minister for Agriculture, Food and the Marine, Martin Heydon TD, and Minister of State with responsibility for Farm Safety, Michael Healy-Rae TD. The accelerated capital allowance scheme complements grant aid which is available under TAMS3 for safety-related investments. Any grants received for qualifying equipment should be deducted from the qualifying expenditure hence only the net cost qualifies for the accelerated capital allowance scheme. A certification process applies to the scheme. Farmers who receive a qualifying certificate can avail of 50 percent capital allowances per annum on qualifying investments to be claimed over an accelerated two-year period. This compares to the standard period of eight years for plant and machinery. The allowance should be claimed on the farmer’s tax return. At the launch of the scheme, Minister for Finance, Paschal Donohoe said: “This scheme of accelerated capital allowances for farm safety equipment and the recently expanded list of eligible equipment shows the commitment of this Government to farm safety. This scheme will assist farmers in safe proofing their farms and I encourage all farmers to avail of this scheme.”

Revenue has issued a further warning of fraudulent emails, text messages and phone calls appearing to come from them seeking personal information from taxpayers.  Revenue confirmed that they never correspond with taxpayers through traditional email or text and will never request personal information by phone. The secure online service, MyEnquiries, is used by Revenue to send, receive and track correspondence. Examples of fraudulent emails and texts are included in the release. Revenue advises individuals to reset passwords if account details have been provided in response to an email, text or phone call and to contact their bank or credit card company if bank details have been provided.

Revenue has published the Residential Zoned Land Tax (RZLT) - Quick start guide which aims to provide land and property owners with information to assist in fulfilling their RZLT obligations. The return and payment of the RZLT for 2025 is due to be filed and paid on or before 23 May 2025. The guide includes a flowchart which outlines the steps owners should follow to determine if, and when, RZLT obligations may arise. The guide also discusses the role of the local authority in issuing ‘annually revised maps’ and the interaction between the RZLT and Local Property Tax. The guide includes information on a number of exclusions, exemptions and deferrals from the RZLT and outlines the self-assessment process for registering and filing a return. The existing Tax and Duty Manuals RZLT Registration and RZLT Return provide further details on the related registration and compliance obligations.

The Department of Finance has launched a ‘Public Consultation on the Research &  Development Tax Credit and on Options to Support Innovation’. The consultation aligns with the commitment in The Programme for Government 2025  “Securing Ireland’s Future”  to examine options to enhance the R&D tax credit, reward innovation and digitalisation, and encourage innovation by domestic and international companies. The consultation is centred around questions relating to the R&D tax credit regime, grouped into the following areas: General queries, Subcontracting activities to universities or institutes of higher education, Spill-over effects of collaborating with universities or institutes of higher education, Subcontracting R&D to unconnected third parties, Grant funding, and The future of R&D. In the context of innovation, the consultation notes that a key first step in considering support options for innovation will be to develop a clear and robust definition of innovation. As the Department explores and considers its policy on innovation, feedback is requested from stakeholders in this area. The consultation period runs until Monday, 19 May 2025. The Institute will be responding to this consultation, and we welcome any input from members to this process by email to tax@charteredaccountants.ie by 25 April 2025.

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.

Last week, US President Donald Trump announced a temporary suspension of the 20 percent tariffs on all imports from the EU for 90 days. During this time, baseline tariffs of 10 percent will still apply to imports from the EU into the US. Following the initial announcement of the 20 percent tariffs, calls were made for the US to engage in meaningful negotiation. The Institute’s Director of Members and Advocacy, Cróna Clohisey previously urged the Irish Government to work with the EU Commission to engage with the US administration in constructive dialogue prioritising solutions over a cycle of retaliatory measures. In his address to the Dail Eireann, Minister for Finance, Paschal Donohoe outlined that the Government’s priority was to de-escalate the current situation and avoid increased trade disputes, noting that this is something the Government, or even the EU, can fully control. In relation to the Government’s policy response to the tariffs, Minister Donohue also said: “We must now focus on how we can best insulate ourselves against current uncertainty, exploring how we could potentially diversify our trading portfolio. We must also continue to support the largest employers in the State - the small and medium-sized indigenous enterprises up and down the country. We must focus on the factors that are within our control and influence.”