Julia Rowan answers your management, leadership and team development questions Question I am a mid-level manager in a large company with four direct reports who all manage teams of three to five people. We work to high standards and I don’t think we have any problems. I have one-on-ones with my direct reports and the five of us meet every fortnight. About once a month, the whole department meets. Should I be doing anything differently? We’ve worked hard to get here, and I don’t want to rock the boat, but I think we have more to give. Answer It sounds like you are doing a lot of things right. This is a great time of year to look at how the team functions and put strong foundations in place for the year ahead to increase your relevance and visibility. I trust that you and your team have more to give. Employees appreciate being consulted – and managers are often pleasantly surprised by their insight and interest. I suggest that some carefully planned team events could be very productive. Begin by working out what you want for your team and the service you provide. If you could describe “a better team,” what words would you use? Feel free to use words like “more” or “less,” and then change “less” to “more” (e.g., “less dependent’ might become “more independent”). If your organisation has a strategy, read it and reflect on where your team intersects. Consult with your direct reports to make sure they are on board. Organise a half-day session with the whole team. Plan it well and make it feel special – offsite, if possible, refreshments on arrival, lunch to finish, etc. Open the session by discussing your strategy and the team’s strengths. Celebrate wins – big and small – to build confidence and acknowledge contributions. Keep the focus positive while the teams build confidence in engaging in this type of process. For example, identify lessons learned rather than mistakes made and use interactive activities like a SWOT/SWOC analysis (strengths, weaknesses, opportunities, threats/challenges) to assess the team’s current standing and potential for growth. Don’t rush the pace – it can be really useful to meet a few times as issues can settle, and ideas can emerge between sessions. Consider the perspectives of stakeholders, including your senior team, customers and suppliers. One effective way to do this is by placing a few chairs in the room to represent them. Invite your team to occasionally take the seat of these stakeholders and ask questions such as, “What do they want from us?” and “What else can we provide for them?” This allows team members to see things from a different perspective. A valuable outcome of a session like this could be that team members ask for feedback from stakeholders using a set of agreed-upon questions. Use the opportunity to strengthen relationships within your team. For example, you might ask people who they would like to acknowledge or appreciate or which team they would like to work more closely with. As ideas about ways forward emerge, you might translate these into goals for 2025 – perhaps allocating ownership to front-line team members. This provides a nice connection to your team meetings. Julia Rowan is Principal Consultant with Performance Matters Ltd, a leadership and team development consultancy. To send a question to Julia, email julia@performancematters.ie If you read one thing... “The Boy, the Mole, the Fox and the Horse” by Charlie Mackesy is a gentle book that addresses human emotions like love, vulnerability, courage and connection. Beautifully illustrated, it would make a lovely takeaway from a team session.

As we draw the curtain on a challenging year, three Chartered Accountants offer their personal insights and predictions for the Irish economy in 2025 John Donoghue, Chief Executive Officer at Ifac As we look ahead to 2025, Ireland’s farming and agribusiness sectors face a pivotal year marked by both opportunities and challenges. While 2024 has delivered favourable weather conditions and decent commodity prices, regulatory and environmental hurdles will test the resilience of agricultural enterprises in 2025. The most pressing concern is the potential loss of Ireland’s nitrates derogation. The derogation has been crucial in enabling Irish farms to maintain high productivity levels, and its removal would require significant operational changes. At Ifac, we are conducting extensive stress testing with dairy farmers to assess various scenarios, including reduced herd sizes, expanded storage facilities and land acquisition strategies. We recently welcomed Dr Rosie O’Neill as Director of Sustainability, and she is working closely with businesses in food and agriculture to help them plot their sustainability journey. Sustainability has emerged as the defining challenge across farming, food production and agribusiness. Large food producers face mounting pressure from retail customers to demonstrate not only their own environmental credentials but also the sustainability of their entire supply chain. The dairy sector appears to be reaching a plateau after years of expansion. Current trends suggest the number of dairy farmers in Ireland could decline from 16,000 to about 12,000 over the next five to six years, presenting significant output risks and a big challenge for our major dairy co-operatives. The regulatory burden continues to grow, particularly with the Corporate Sustainability Reporting Directive (CSRD) coming into effect. From 2025, a broad group of our corporate clients will need to report on their sustainability metrics, adding another layer of complexity to business operations. Export markets offering growth opportunities and expansion into larger markets, particularly the UK and US, remain crucial for our food producers. The road ahead demands a delicate balance between maintaining productivity and meeting environmental requirements. Success will require investment in sustainability initiatives, careful strategic planning and continued innovation across the sector. Sarah Meredith, Tax Partner at Grant Thornton From the perspective of a tax advisor, my hopes for 2025 include simplifying and bringing certainty to the tax code. We have witnessed some seismic changes to the tax landscape in recent years, driven largely by the Organisation for Economic Co-operation and Development (OECD) and European Union initiatives. For groups within the ambit of the OECD’s Pillar II rules, the approach to tax compliance has fundamentally shifted from 2024, regardless of whether there is ultimately further top-up tax due.centre The Department of Finance has launched several initiatives centred around simplification, including the interest review and examining the SME sector to streamline tax-related matters. It would be hugely beneficial to see tangible results from these reviews. Alongside the tax regime, I would also hope that Ireland – and, in particular, the new government – will address issues such as housing, infrastructure, planning and the funding of higher education. These are the crucial pieces of the jigsaw for Ireland to remain competitive. With falling interest rates, supported by lower inflation rates, I would be hopeful of higher deal flow and activity within the economy. The modified domestic demand (a proxy for the domestic economy) is forecast to grow at circa 2.6 percent annually from 2024 to 2026, buoyed by the continued strength of the labour market. These factors should all provide a good foundation for maintaining Ireland’s competitiveness and attracting inward investment. Overall, Ireland's future looks bright, but we need to ensure we provide a solid framework within which businesses can continue to grow and expand, which should be supported by both infrastructural improvements and the provision of tax certainty. Mark Flood, Director at Renatus Capital Partners Parking the obvious global geopolitical elephant in the room, we are very positive about the outlook for businesses in Ireland in 2025 for three reasons: The wave of inflation we have seen in recent years appears to be receding – the hangover remains for some, but in the main, many have either recovered increased inflation-driven cost to the top line or learned to be nimbler with their costs to counter its effect. There is historically low leverage out there among SMEs – they can withstand a lot. The healthy position of the Irish exchequer. Notwithstanding, there is a cohort of people and companies trapped by higher costs and capped income. Though these are in the minority, we should spare a thought for them. We have the best entrepreneurs in the world, and there are so many companies going global. At the same time, foreign funds are coming to Ireland because they see us as a country of great businesspeople and entrepreneurs. I spoke recently to a restaurant owner in a university town where, unlike others, accommodation has been injected. She told me her labour challenges had been largely solved by people living in her town and working part-time. It would be great if we could solve the accommodation crisis on a broader basis to improve the situation for all. Let’s hope we can solve our housing problem, that global geopolitical developments do not create further challenges and we can continue to drive on in 2025.

Barry McCall speaks to Xeinadin Area Managing Partner Paul O’Connell about the firm’s rapid growth in Ireland, multi-million euro investment programme and the outlook for the Irish economy  Formed just five years ago in the UK, Xeinadin has grown at pace and now has over 135 offices, more than 2,000 professional advisors and 80,000 clients across Ireland and Britain.   “We are ranked eighth in Ireland in terms of turnover,” notes Area Managing Partner Paul O’Connell whose own firm, Cork-based Quintas, joined Xeinadin in late 2023.  Looking back on the history of Xeinadin, O’Connell explains that it was established in 2019 when some 100 accountancy practices came together to collaborate and share resources.  “At the start, it was a group of independent firms agreeing to collaborate, but they worked together to build a core structure to bring the different offices together,” he says. “They set up shared IT systems and HR, compliance, training, business development, marketing and finance functions and, today, we are one ‘Xeinadin’ – one firm with one structure and common systems and policies. It’s not a franchise or a network model. We are one firm with everyone in it collaborating together as colleagues.” Growth ambitions The firm’s growth ambitions received a significant boost when private equity investor Exponent bought into it two years ago. “Xeinadin has been on the acquisition trail ever since,” says O’Connell.  “Thirty offices joined the firm in the last two years, and we see significant further consolidation in the accountancy sector over the next two or three years.  “Exponent has been a brilliant partner to work with and have been hugely supportive. They have really got involved in a positive way to drive the growth and development of the business.” Six months ago, Xeinadin announced a €40 million investment in the Irish market with the aim of further expanding its footprint here with a core focus on taxation, business advisory and audit services for SMEs across the country. “We have already pretty much committed 40 percent of that,” O’Connell says. “We are at the advanced stages of legals and due diligence with five firms and we hope to complete those deals over the coming months. We are well down the road in terms of committing the €40 million.” The business has a strong regional focus, he adds.  “We are already in Dublin, Kildare, Kilkenny, Wexford, Cork, Limerick, Galway and Belfast and we are now focusing on areas like the Midlands, Waterford, Kerry and Mayo. We already have an office in Galway, but we want to expand there. We still have an eye on Cork, Limerick and Dublin as well, of course.  “Other firms looking at consolidation tend to focus on the major cities. We have a different focus because our client base is mainly made up of SMEs and having a local presence is really important to them and to us. We want to be close to them to build lasting relationships.” Location isn’t the only determining factor and Xeinadin is highly selective in the firms it wants to acquire, O’Connell points out.  “We are targeting high quality firms with ambitious partners who want to join us on a journey to drive the business on and avail of the growth opportunities being part of Xeinadin can bring.” The backing of Xeinadin is important in a number of ways. “Most smaller firms aren’t in a position to offer speciality services to their clients. They can offer those services through collaboration with other offices in the group,” O’Connell says.  “That will enable them to become the firm of choice in their locality helping to drive growth. My own office here in Cork has seen its headcount grow by 20 per cent since we joined Xeinadin.” Consolidation in accountancy The trend towards consolidation is by no means limited to the accountancy sector. “We are seeing it across every sector and in our own client base where the volume of transactions has been increasing steadily in recent years. The reasons vary but there are a number of core drivers. Succession planning is one.” As O’Connell sees it, the old model among accountancy practices – whereby a new partner would borrow to fund their way in to replacing a retiring partner – doesn’t really work anymore.  “Socio-economic changes mean that people are buying homes and starting families later in life. They don’t have the access to finance they did in the past. There has to be a different way of accommodating generational change.” He also notes other challenges facing small practices with one or two partners, including the necessity to meet the fast-changing and more complex needs of business clients.  “As part of Xeinadin, firms have access to the resources of the whole group when meeting those needs. With artificial intelligence coming down the line and the requirement to keep pace with issues like sustainability, this is very important.” Recruiting and retaining good employees is equally important says O’Connell, pointing to an example where one of the firm’s offices in a regional location was experiencing difficulties recruiting a Tax Partner.  “They were struggling due to their location,” he says. “We were able to recruit the partner here in Cork and they can now work in a Cork city location for that office. That would not have been possible in a standalone situation.” Similarly, when the Dublin office needed assistance with a large audit job, the Cork office was able to send a team to help out. The firm also offers good opportunities for young accountants, O’Connell says.  “Xeinadin can offer better training programmes and structured graduate programmes small offices just can’t provide. There is also the opportunity to move to other offices, both in Ireland and the UK, where they can gain experience working with a much wider variety of clients.” Economic outlook Turning to the economy and the recent budget, O’Connell is somewhat disappointed with the lack of business supports provided. “There was little or nothing in the budget for business,” he says. “It was very much focused on individuals.” The lack of movement on the hospitality VAT rate was especially disappointing. “I strongly believe the VAT rate should come down to nine percent, particularly for food. This is an absolute necessity. The 13.5 percent rate could be retained for accommodation. We have seen a large number of closures in the industry over the past 12 months and there are many more coming down the track.” Outlining some of the cost challenges facing the industry, he says: “The minimum wage has gone up by 38 percent since just before Covid, for example. Even people working in the industry don’t fully appreciate the cost challenge.  “I visited a restaurant client recently and I went through the costs involved in producing one of their best-selling brunch menu items. By the time I had gone through everything from the raw material and labour and the costs of napkins and energy to the share of overheads, they were left with a profit of 20 cent from the €13 charged to their customers. I hope the new government addresses the VAT rate as a matter of urgency.” He is more optimistic about the outlook for the wider business community in Ireland. “There is real positivity out there in terms of the economy. Cork is flying, but we do need further investment in transport and infrastructure.” Returning to Xeinadin and its future plans, conversations are already underway with other potential targets for acquisition with the remainder of the €40 million.  “Firms are aware of what we’re doing, our approach and the value we bring. It’s not about growth for the sake of growth. It’s about targeted growth in the regions and other specific areas. And firms joining Xeinadin have to align with our values, culture and long-term vision for the business.”

Larissa Feeney’s varied career set her on the path to business success as founder of award-winning online accountancy and business services firm Kinore, writes Barry McCall It may come as a surprise, but the founder and CEO of the Irish Accountancy Awards Online Practice of the Year didn’t set out to be an accountant. Despite accounting being her best subject in school, Larissa Feeney initially wanted to pursue a career in hospitality. “Looking back now, I don’t know if I got the right guidance at school or just didn’t listen to it,” says the Kinore founder and Chief Executive who has built Ireland’s first online, remote-first finance and business services company from revenue of €300,000 in 2017 to €4 million today. “We have seen year-on-year revenue growth of more than 30 percent and we are aiming to grow revenue to €15 million by 2028. We also plan to double our workforce from 75 to 150 employees over the next 18 months,” Feeney says. This remarkable success story began 25 years ago when the Ulster University hospitality graduate decided on a change in career direction. She had been working at a Donegal hotel for the summer following her graduation. “It was almost like Fawlty Towers,” she recalls. “It only opened for the season, and they threw everything at it. We worked morning ‘til night for seven days a week.” Then Feeney spotted an unusual job advert for a Director of First Impressions – receptionist – with Claremount Chartered Accountants in Derry. Not only was she intrigued by the advert, she was attracted by the idea of a nine-to-five job. “The Managing Partner, Gary Heaney, was very much ahead of his time and open to new ideas. That was my first exposure to an accountancy practice. I got to see just how important accountancy is. I saw clients coming in worried about something and coming out feeling okay. The impression I got was that accountants solved their problems for them.” Path to accountancy Her experience at Claremount Chartered Accountants set Feeney on a new path. “I asked the Managing Partner if the practice would put me through the accountancy exams and he said yes.” She qualified as a Chartered Accountant in November 2004 and stayed with the practice until the end of her contract in June 2005. “It was a fantastic journey. Gary Heaney didn’t have to say yes. If he had said no, things might be very different.” Feeney’s decision to leave was prompted by a desire to further her career. “I went into industry. I have always been fascinated by business and I wanted to learn about its inner workings.” She went to work for JML Transport in Donegal. “It was quite a significant business at the time. One of the directors, Bríd McLaughlin, was an unbelievable businesswoman. I gained great insights from her on the minute detail of how to run a business well. That was my first exposure to a woman in a senior position in business and it left an impression on me. She was well able to hold her own in a very tough, very male dominated business in an industry with tiny margins. I never would have got those insights had I stayed in practice.” Fate played a hand at that point. While Feeney was on maternity leave with her second child, the company sold off a substantial chunk of its business.  “While on leave, I had local people coming to me asking if I could do their books and VAT and so on. I asked if I could come back two or three days a week and keep on doing the other work. Bríd McLaughlin said yes. I reduced my time with JML over the years and the company eventually became a client. It happened quite organically, there was never a full stop when I jumped into self-employment.” Concept for Kinore The next significant point in Feeney’s journey came about as a result of another newspaper advert, this time from an accountancy practice in Derry looking for an accountant to take on work on a sub-contract basis.  “The accountant had been ill for a year, and it was coming up to UK self-assessment time in January. He had 30 to 40 clients and was struggling to get their tax returns done on time. I drove over, picked up the files and did the work back at home. It worked very well. He then offered to sell me the book of clients and that was really the start of me building my own client book.” Looking after all those clients from home planted a seed. “They didn’t care where it got done so long as it was on time and correct,” Feeney says.  “That was what started the concept of Accountant Online (the former name of Kinore). The website went live in 2011.  “Client numbers were very low at the time. I was doing everything myself, including blogging and web posts and so on. The first call I got was from a company in Cork that wanted me to do their accounts. It was during the recession, and I probably benefited from that. Companies were looking for cost-effective alternatives for everything at the time.” Roll on five years to a discussion in Derry about Brexit. “One of the people there represented an investor who decided to put some money into the business to take a small stake in Accountant Online,” Feeney explains.  “It wasn’t just about the money. The investor brought skills and advice as well. In 2017, I hired our Director of Sales and Marketing, Rose Kervick. Having her coming in at senior level helped to grow the business.  “An accountant has a very narrow set of skills, and you need a broader set to grow a business. Rose really helped in that area. We invested in digital marketing, online client engagement and so on. It has been a super growth journey since. There have been huge learnings on the way and loads of things I did right and didn’t do right.” Business expansion It has been difficult to keep up with the growth of the business at times, Feeney says. “You have to make sure you have the right structures in place. We are accredited to ISO standards and always make sure the quality is correct in areas like cyber and data security. We are also investing in automation and digitalisation.” For her, the key learning has been the importance of having the right people around you. “When you have the right team around you, you can achieve your goals. If you get that right, everything else is doable. The other one is the importance of our clients. We always put our clients at the centre of what we do. We work in partnership with them, we go on a journey with them. That’s our culture.” Looking after the people in the business is also important. “Working remotely can be hard. You don’t have learning by osmosis and water cooler moments. We are intentionally remote, and we invest massively to do it really well. What you save on office space you need to invest in bringing your people together.” Having grown a multi-million euro business while also being a busy mother to three children, Feeney has some advice for other businesswomen.  “It is not possible to grow a business and raise a family without a massive amount of support. You can’t do it on your own. I have had great support in the business and at home. My husband has been a massive support. You need to delegate, delegate, delegate and have the best people around you in all areas.” Looking ahead, she says the future is “growth, growth and growth.” “I am very lucky to have a young, ambitious and driven senior team in the business. They want to grow the business and help the people in it to reach their full potential. We will grow organically in Ireland and will expand into export markets and through acquisitions.”

Barry C. Melancon, outgoing CEO of AICPA & CIMA, talks to Accountancy Ireland about the need for the profession to learn and adapt at a time of rapid change and unprecedented opportunity Accounting is undergoing change as never before, driven by the evolving needs of global business, regulatory regimes and – above all – the rapid emergence of new technologies that promise to transform the profession in the years ahead. Amidst all this change, a willingness to learn and adapt will be critical for accountants in all sectors. “Now is a time for reflection, particularly for those in our profession at the mid-career stage,” says Barry C. Melancon, CPA, CGMA.  Melancon is the outgoing CEO of the Association of International Certified Professional Accountants, the professional body formed by the American Institute of CPAs (AICPA) and The Chartered Institute of Management Accountants (CIMA). “Younger people are coming in as digital natives and the pace of change in the world today, certainly with regard to technology, requires us to be fully committed to adapting our competencies to keep pace,” says Melancon. “It is not the first time change has been required in our profession – for us, change is a constant – but the leap we need to take today is bigger than ever before, and we will need to adapt faster than ever before.” Committing to change as a constant In his role as President and CEO of the AICPA, Melancon was instrumental in overseeing its alliance with the Chartered Institute of Management Accountants to form the Association of International Certified Professional Accountants (AICPA & CIMA). Established in 2017, the association now has close to 600,000 members, candidates and registrants in 188 countries and territories worldwide. As he prepares to hand over the reins to incoming AICPA & CIMA CEO Mark Koziel, Melancon reflects on his achievements over three decades as AICPA’s longest serving CEO. “Serving the profession over the last 30 years has been a great honour and I have been fortunate to have played a part in its transformation,” he says. “The reality is that the role has been a change management process from the very start. The question at the outset was, ‘how do we create the organisation of the future?’ “My goal was to make the AICPA an organisation that would create a more permissive environment in which the profession could broaden its reach and become more successful – and I do sincerely think we have succeeded in opening people’s eyes to what the profession can be. “At the same time, today – as much as at any other time in the last 30 years – the importance of trust in our profession is paramount. “Trust is our trademark and, no matter how much or how quickly the world around us changes, we must continue to be committed to the trust and objectivity that sets our profession apart, and the value we create for those we work with.” Broad business lens Melancon grew up on the Gulf Coast of southern Louisiana and graduated from Nicholls State University in 1978, majoring in accounting with a minor in government policy.  “I went to university thinking I would be a lawyer and, during my first semester, realised I had a greater interest in business. I took an accounting course and discovered that, if I wanted to have a strong business perspective, accounting would be the best path to take,” he explains. “My perception was that accounting could give me the broadest ‘intellect’ as it relates to business. All the disciplines of business are encompassed in accounting in some form – management, economics, finance – the whole gamut.  “I think this still holds true today. This profession gives us the best and widest lens of all business disciplines.” Melancon began his accounting career in 1979 with a CPA firm in Louisiana before being appointed CEO of the Society of Louisiana Certified Public Accountants in 1987 and, subsequently, as CEO of the AICPA in 1995. “Like many people in our profession, I started out doing accounting, auditing and tax work,” he says. “I had a goal to become a partner in a CPA firm by the age of 25 and, as I’d started school at a very young age and skipped years along the way academically, I succeeded in reaching that goal.” Crucial role as trusted advisors At this early stage in his accounting career, Melancon worked exclusively with small and medium-sized enterprises (SMEs) and not-for-profit organisations. This experience, he says, formed his “early accounting perspective” and instilled an abiding respect for the value of SMEs in economies worldwide and the critical role accountants play in supporting and elevating entrepreneurial endeavour for the benefit of all. “This has been really key for me as as President and CEO of AICPA – creating an environment in which our profession can flourish has been about that wider business lens,” Melancon says. “There are thousands of SMEs around the world. SMEs are the lifeblood of most economies, both established and emerging. Entrepreneurs see opportunities and build businesses, and the expertise of the accounting profession helps them succeed and grow. “Society benefits, but we know SMEs also have high failure rates. They can have a much higher success rate if they walk hand in hand with a professional who really understands all aspects of their business and can act as the purveyor of truth and effective information.” As Melancon sees it, accountants have a crucial role to play as trusted advisors whose strategic and principled guidance is critical in business the world over. “Often, you will find that an accountant working with a business owner knows more about them than anyone else,” he says.  “If the business owner has a health issue or personal challenge, they will ask their accountant, ‘What does this mean for my business? What should I do?’ If they have concerns about competitors, cashflow or business acquisitions, the accountant is the first person they will consult.  “The business owner will understand their business model, the products or services they are selling and the market they are selling to, but their accountant will be the expert in pretty much every other aspect of how to run the business to make it successful.” Elevated role of the profession Beyond the SME environment, accountants in practice and the corporate world are assuming an increasingly prominent role in the boardroom. “Our role right across the board is becoming more strategic. It comes back to that ‘wide lens’ we offer and the higher-level skills we apply to deciphering the complexity of the world we operate in,” Melancon says. “In the corporate environment, leadership is looking to the finance function for more answers, particularly in areas such as environmental, social and governance (ESG) where decision-making is increasingly data driven. “If we look at the audit function, particularly in relation to larger capital market companies, we have moved from purely auditing financial statements to providing third party assurance across a whole range of areas, from ESG to cybersecurity, and this will only continue to expand. “With artificial intelligence (AI) – right now, people are really not sure if they can or should trust it. This will change and it will change rapidly – and we, as a profession, will be key to providing the assurance, objectivity and trust that is needed.  “Our tagline at AICPA & CIMA is, ‘We empower trust, opportunity and prosperity.’ That’s not just about the profession; it’s about society at large.” Emerging business models In tandem with the evolving role of the accountant, the traditional structure of accountancy firms is also changing. “AI, in particular, will fundamentally change the ‘shape’ of accountancy firms and the traditional leverage model,” Melancon says. “With the leverage model, the largest number of employees in accountancy firms have traditionally been at the entry-level – the base of the organisation – where a significant amount of the firm’s transactional activity has taken place. “As people starting out at entry-level progress their careers, they move up to the middle of the organisation, where there is a greater need for cognitive skills and business acumen. “Then, at the top of the pyramid, on the corporate side, you have the C-suite executives and in the firms, you have the partners and owners.  “This leverage model has served our profession well over the years, but, today, the need for all that work at the ‘base’ or entry level is rapidly falling away, in part due to technology like AI and automation. “Instead of pyramid-shaped firms, we will be predominantly ‘fat-middle’ organisations, so we will need to get more people into that middle more quickly with the business acumen and skills they need to build strong relationships with clients.” Robert Stokes award On a recent trip to Dublin to attend the Global Accounting Alliance Board Meeting in late October, Melancon received the Chartered Accountants Ireland Founders Award. The Robert Stokes Medal was presented to Melancon by Barry Doyle, President of Chartered Accountants Ireland, at a special event, in recognition of his outstanding contribution to the accounting profession.  The award represents the characteristics of Robert Stokes, the founder of Chartered Accountants Ireland, a pioneer and a courageous independent thinker, committed to fairness and “levelling the playing field”. Looking ahead to the future of accounting and younger generations entering the profession, Melancon reflected on the need for passion, ambition, commitment and confidence. “Accounting is a profession; it is not just a job. I think this mindset is really important. I don’t think people in any generation can expect to have truly long-term career success unless they understand the need for this professional commitment. Passion is important.” “When I became CEO of the AICPA at 37, a very wise person who headed up one of the largest professional services firms in the world at the time, said to me, ‘Barry, I don’t know you, but I know people put you in this position and my only advice to you is to be yourself.’ “I think the younger generation coming into accounting do bring themselves to the profession. They bring something new and valuable in terms of what they have learned and how they have learned it. “They are more tech-savvy and probably more worldly. They have access to much broader information sets. My message to these younger accountants is to value all of this and to ‘be yourself.’  “You also need to have clear goals and the confidence to speak to others around you about your goals and how to reach them. Seek people’s help and advice, and act on it.  “When I started out in my first role with that small firm in Louisiana, the Partners knew I wanted to be a Partner myself by 25.  “I wasn’t shy about it, and they supported me. They told me, ‘This is what you need to do to get there,’ and I was able to achieve my goal.  “It is important to have the confidence to talk to the people above you in a constructive, honest and positive way about what you want to be – to be yourself, in other words.  “Our profession requires that kind of commitment and, with their skills in technology, younger accountants today can play a very important role in preparing our profession for tomorrow.” *Interview by Elaine O’Regan

Ireland’s small and medium-sized enterprises are looking to the New Year with renewed optimism despite ongoing challenges, writes Niall O’Grady Optimism among Ireland’s small and medium-sized enterprises (SMEs) is at its highest level in over a year, as the sector continues to adapt to ever-changing economic and political environments. Linked Finance’s newly published SME Confidence Index reveals that large SMEs employing between 10 and 250 people are the most upbeat, reporting a positivity rating of more than 72 percent on their current outlook. The service sector shows the strongest positivity at close to 66 percent, while there is a marginally better outlook among SMEs in Dublin (65%) compared to those located outside the capital (62%). Despite this, our index also shows a three percent overall year-on-year decline in trading activity in the last quarter of 2024, and a notable divide between the improved trading performance of large and mid-sized SMEs and smaller businesses that are still struggling. Close to half of all large SMEs surveyed (48%) have seen business activity rise in the last 12 months, with just 15 percent reporting reduced activity. Forty-two percent of mid-sized SMEs (4–9 employees) have also seen trading levels improve over the same period. By contrast, 40 percent of micro-businesses (1–3 employees) have seen a drop in business activity compared to the same period last year. While there may be a dichotomy between the drop in SME trading activity and the concurrent rise in optimism, it is worth noting several factors contributing to a more positive outlook for the year ahead. These include the near flatlining of inflation, the so-called “Budget bounce” and a stable domestic political environment. Increased business costs – particularly energy – have ultimately been passed on to consumers, with this in turn impacting spend and trading activity. Job creation levels across the SME sector remain neutral, with the number of new jobs created overall equalling the number of jobs lost – no change on last year’s findings. Mid-sized SMEs are driving most of the job creation, while micro businesses are employing considerably fewer people – the lowest level since the height of Covid. The majority of jobs are being created by SMEs outside Dublin. Stronger job creation outside the capital has been an ongoing feature of the SME sector post-COVID, with the rise in employers offering hybrid working a likely contributor. Three quarters of SMEs in and outside Dublin expect employment levels to remain level with those recorded in the same quarter last year. Fifteen percent of those situated outside the capital expect to employ more people over the period, compared to just six percent in Dublin. The majority of job losses in SMEs are occurring in retail and wholesale, with one-in-six SMEs surveyed in this sector anticipating lower employment levels this quarter. SMEs in the services sector reported a much more positive outlook, with 21 percent likely to have more people employed by the end of this year compared to 2023. Following the General Election, Fine Gael is the preferred party amongst the SMEs we surveyed, particularly in Dublin, at 37 percent. Twenty percent of our respondents selected Fianna Fáil as their preferred party, while Sinn Féin was ranked best for business by 11 percent. Twenty-one percent opted for “others” outside the six main political parties. With exploratory government formation talks likely to kick off soon, SME business owners will be looking to the country’s leaders to ensure they are well supported, given the potential headwinds from across the Atlantic with the election of Donald Trump and the possible impact of new US tariffs on international trade and the Irish economy. Overall, it is encouraging to see the uplift in optimism in this year’s SME Confidence Index, particularly given the ongoing instability in the geopolitical environment, and the high costs SMEs continue to face. Next year is likely to bring its own challenges – but also opportunities. Niall O’Grady is Chief Executive of Linked Finance

In the age of AI and automation, accounting firms face fierce competition. Now more than ever, a strong brand can promote trust, client loyalty and long-term growth, writes Gerard Tannem Competition in the professional services industry is fiercer than ever, and accounting firms must differentiate themselves to thrive. With the advent of software tools and generative AI (genAI), technical expertise is no longer difficult to come by. Building a strong brand has become a critical strategic imperative for accounting firms. A brand isn’t merely a logo or a tagline. Instead, it’s a tool that influences choice by reflecting the value exchanged between a firm and its clients. A strong brand can significantly impact accounting firm’s growth, client loyalty and long-term success. Best of all, when your brand becomes shorthand, it can serve as a unit of value for your accounting firm and clients. Branding as a strategic business tool A brand is far more than a name or visual identity. It’s a powerful business tool that distinguishes a firm from competitors. Technical competence is often assumed when potential clients are looking for an accounting firm. Your ability to create a balance sheet is taken for granted. However, if you build a brand that denotes trust, reliability and the ability to deliver value, you differentiate your accountancy firm in a crowded market. In addition, you create a lot of reassurance for your client that their financials are in safe and capable hands. The benefits for each party in the commercial relationship are evident when we define a brand as a “tool that influences choice by reflecting the commercial relationship between the buyer and the seller and the value they exchange as a result.” This definition resonates particularly well in the accounting profession. An accountant/client relationship is built on delivering high-stakes value, such as compliance, financial insights and strategic guidance. By investing in their brands, accounting firms position themselves as service providers and trusted advisors. Building value for clients A strong brand offers clients peace of mind that their requirements are being met and signals that the accounting firm has the expertise, professionalism and integrity needed to handle sensitive financial matters. A well-established brand reduces the perceived risk of engaging a new firm, particularly for high-value services such as audits, tax strategy or business advisory. Clients often use branding as a shortcut for decision-making, especially when they lack the time or expertise to evaluate each firm deeply. A recognisable and respected brand becomes a proxy for quality, helping clients feel confident in their choices. For example, a client might choose a firm with a strong reputation for sustainability initiatives, or one known for its innovative approach to technology in financial management. The brand acts as a bridge aligning the firm’s offerings with the client’s expectations and values. Creating value for accounting firms Branding can help accounting firms attract and retain clients, sustain pricing power (no small consideration, as genAI continues to eat into the margins of many industries) and establish market positioning. A strong brand creates a foundation for client loyalty. This translates into repeat business and referrals. It can also command a premium; clients are often willing to pay more for a firm whose brand reflects superior quality or specialised expertise. Moreover, branding can unify a firm's internal and external stakeholders around a common identity and mission. A well-defined brand helps staff understand the value proposition they deliver to clients, fostering a sense of pride and commitment. This internal alignment can be critical for larger firms with multiple service lines, helping ensure consistency across various client interactions. A competitive imperative For accounting firms, branding is no longer optional. It is a competitive imperative that aligns the firm’s capabilities with the needs and values of its clients. By building a strong brand, firms can influence client choice and foster loyalty, and position themselves for long-term success in an increasingly competitive marketplace. Investing in branding isn’t just about aesthetics or advertising. It’s about building a sustainable foundation for growth and creating value for both the firm and its clients. In an industry built on trust and relationships, a strong brand is the bridge connecting expertise with client confidence. For accounting firms ready to differentiate themselves, branding is not just a strategic option. It’s the key to thriving in today’s market. Gerard Tannam is the founder of Islandbridge Brand Development. His book, Branding for SMEs: A Guide, is published by Chartered Accountants Ireland and is available for download.

Brian Purcell examines the potential impact of future political alliances on Ireland's tax landscape, exploring party policies on wealth and income taxes Besides the actual results, the general election had two significant outcomes: the centre held, and a vote for the far right did not materialise. But for how long will the centre hold in Ireland? From a tax perspective, it is interesting to review the manifestos of each of the main political parties. Although they all agree on preserving the 12.5 percent corporation tax rate, they diverge on how those with wealth and higher incomes should be taxed. Fianna Fáil and Fine Gael promise tax cuts for all, subject to continued tax receipts buoyancy, while left-leaning parties advocate wealth taxes and an increase in income tax for high earners. Such taxes are highly unlikely to be introduced by a new coalition government of Fianna Fáil and Fine Gael. However, any future alliance between Sinn Féin, the Social Democrats and the Labour Party would be a real alternative government, with some commentators speculating that such an alliance could secure 40 percent of the vote at a future general election. So, their proposals should be taken seriously. If you read the Sinn Féin, Social Democrats and Labour Party manifestos, you will see that they have much in common regarding taxing those with higher incomes and wealth. Each proposes a wealth tax. Labour is proposing a Spanish-type wealth tax which levies an annual tax on individuals whose non-exempt assets exceed €2 million at progressive rates up to 3.5 percent. The Social Democrats propose an annual wealth tax of 0.5 percent on assets over €1 million and one percent on assets over €2 million, again with certain assets excluded. Sinn Féin also proposes a wealth tax, but before doing so, they recommend a taxation commission to examine how best to implement it effectively. As well as a wealth tax, Labour proposes an increase in tax rates for wealth transactions (not defined). Sinn Féin proposes a three percent solidarity tax for incomes over €140,000 and reducing tax subsidies on what they describe as gold plate pension schemes. The Social Democrats would introduce an exit tax for individuals who leave Ireland for tax purposes. Each party proposes restricting tax credits for those earning over €100,000. We only have to look at the most recent Commission on Taxation and Welfare Report to see the types of taxes that could be introduced to expand the tax base. Reporting in 2022, the Commission made several recommendations: The abolition of the capital gains tax exemption on gains from selling a family home. Capital gains tax payable on transfers of assets on death. The parent/child gift/inheritance tax threshold (currently €400,000) significantly reduced. Limits on the quantum of assets which qualify for business relief from gift/inheritance tax. Restrict the remittances basis for non-domiciled individuals to three years. Increase the self-employed PRSI rate from 4 percent to 11.05 percent. Interestingly, however, they did not recommend the introduction of a wealth tax. Although the outgoing Government rejected most of their recommendations, I am not sure a future left Government would. It should also be remembered that most of our European neighbours are now seeking a greater tax yield from higher earners and those with wealth. Indeed, research on the Irish tax system suggests that the tax base must be widened for additional tax revenue, which will be required because of the uncertainty on the corporation tax yield and our ageing population. Higher earners and those with assets could be a soft touch. Brian Purcell is Partner and Co-Founder Purcell McQuillan Tax Partners.

  In this week’s Sustainability/ESG bulletin read about the final agreement at the global climate conference COP29, socially responsible public procurement, decarbonisation of commercial buildings, the Government response to business flooding, and an All-Ireland Climate Action Pilot Programme for SMEs. Also covered are consultations on the UK ETS, moves to streamline overlapping EU sustainability regulations, reports into CSDDD implementation, and the risk and return of impact investing funds, and more.     Ireland news   Institute responds to IASB exposure draft on climate-related risks in the financial statements" Chartered Accountants Ireland’s Professional Accounting Team has issued its response to the International Accounting Standards Board’s (IASB) Exposure Draft “Climate-related risks and Other Uncertainties in the Financial Statements”. The Exposure Draft, which proposes eight examples illustrating how entities may apply the requirements in IFRS Accounting Standards to report the effects of climate-related and other uncertainties in its financial statements, was issued by the IASB in July 2024. COP29 – the Baku Finance Goal Chartered Accountants Ireland covered the global climate summit ‘COP29’, which concluded in the early hours of Sunday morning, 24 November in Baku, Azerbaijan. The gavel descended on the fourth longest COP on record agreement on ‘The Baku Finance Goal’, a new finance target for tackling climate change. Read our COP29 coverage.    Socially Responsible Public Procurement The Department of Rural and Community Development has published research identifying future trends of social enterprise development, inclusive and ethical supply chains, and an overall shift towards socially-conscious business models. The publication, Buy social' and Socially Responsible Public Procurement Research Paper, benchmarked 10 countries across the UK, Europe and North America and delved into the concept of ‘Socially Responsible Public Procurement’ (SRPP), which aims to achieve positive social outcomes in public procurement contracts. Decarbonisation of Commercial Buildings Roadmap - update The Climate Action and Energy Policy Unit of the Department of Enterprise, Trade and Employment has published an update on its work on decarbonising the commercial built environment. In a presentation to the Retail Forum Green Transition Working Group, the Unit provided a status update to the Decarbonisation of Commercial Buildings Roadmap, which is in final draft form and awaiting sign off by the incoming Government, after which it be published. New Climate Action Roadmap published by DHLGH The Department of Housing, Local Government & Heritage has published a Climate Action Roadmap detailing how it aims to meet its 2030 carbon and energy efficiency targets and implement the requirements of the Climate Action Mandate 2024. Corporate and Business Support, and the Local Government Audit Service are among the 10 divisions through which the Department will carry out its work to meet the requirements of the mandate.  Government response to flooding for businesses The Minister for Enterprise, Trade and Employment, Peter Burke, T.D., has confirmed that his department will seek government approval to reopen the Emergency Humanitarian Flooding Scheme. The scheme has previously been opened to provide support for businesses who had been unable to secure flood insurance and were impacted by flood water as a result of severe weather events. All-Ireland Climate Action Pilot Programme for SMEs launched Business in the Community Ireland (BITCI) has launched its insights report on an All Ireland Climate Action Pilot Programme for Small and Medium sized Enterprises (SMEs). BICTI developed the pilot programme in response to a strategic review of SMEs in Ireland in late 2023 to explore how BITCI could support the decarbonisation transition of SMEs. The research shows how SMEs are already being impacted by climate change, that engaging suppliers meaningfully is crucial in successfully decarbonising supply chains, and that expanding national engagement and exploring international collaborations will also be key in developing future programmes.   Northern Ireland/UK news The consultation on adraft environmental principles policy statement (EPPS), issued by the Department of Agriculture, Environment and Rural Affairs (DAERA), is closing shortly on Monday, 9 December. The statement sets out how five internationally recognised environmental principles should be interpreted and proportionately applied to policy making. When fully in force, all Northern Ireland government departments and United Kingdom government ministers making policy for NI will have a statutory duty to have due regard to the statement. The consultation close on Monday, 9 December. The UK Environment Agency has launched a consultation on the updated charges proposed for United Kingdom Emissions Trading Scheme (UK ETS) customers, as well as customers of the Carbon Offsetting and Reduction Scheme for International Aviation (CORSIA), and charges for the UK’s Kyoto Protocol national registry (the national registry). The consultation also sets out charge proposals for areas of UK ETS expansion. The consultation will close on Friday 24 January 2025, and further details can be found on the Environment Agency website.   The Offshore Wind Growth Partnership (OWGP) is supporting businesses looking to enter or grow within the offshore wind supply chain through the Wind Expert Support Toolkit (WEST). Applications will close at 5pm on Friday 24 January 2025 and details of the WEST programme and how to apply are here.   Europe news The European Commission has reportedly announced plans to streamline overlapping sustainability regulations into a single, cohesive framework, or ‘omnibus regulation’. The aim is to reduce the regulatory burden on companies while maintaining the EU’s leadership in sustainability. Certain sustainability legislation, including the  Corporate Sustainability Reporting Directive, the EU taxonomy and the Corporate Sustainability Due Diligence Directive may be amended into a single omnibus regulation. The EU executive is still to make a final decision on the issue.   World News The World Benchmarking Alliance has published a briefing titled How to ensure inclusive and impactful CSDDD implementation, with recommendations for governments, civil society and businesses on how to “engage constructively” with CSDDD implementation. Recommendation for business include preparing proactively for compliance and engaging transparently with government and stakeholders; recommendations for investors include integrating CSDDD compliance into investment criteria and stewardship and demanding transparent reporting from investee companies.   The fifth and ostensibly final round of talks on securing a legally binding and universal plastic treaty failed to deliver consensus this week Busan, South Korea. Commenting at the outset for the talks, Intergovernmental Negotiating Committee chair Luis Vayas Valdivieso, said: “Without significant intervention, the amount of plastic entering the environment annually by 2040 is expected to nearly double compared to 2022.”The OECD calculates that the introduction of strict policies targeting the full plastics lifecycle would result in a global GDP contraction of 0.5 per cent in 2040 but that the costs of inaction are likely to be far higher   A report into impact investing has found that impact funds tend to be less exposed to market risk than traditional venture capital and private equity funds. The report, The Risk and Return of Impact Investing Funds, published by Journal of Financial Economics, reportedly used a data set of 94 private markets impact funds covering cash flows from 1999 to 2021 to address a lack of publicly available impact fund cash flow data.   Spain’s government has reportedly approved a new “paid climate leave” entitlement of up to four days to allow workers take time off if unable to travel to their place of work in the event of official warnings of extreme weather conditions. The measure was agreed a month after floods in Valencia — estimated to cost the country 0.2 per cent of GDP this quarter — killed more than 200 people.    A report on the economic cost of extreme weather commissioned by the International Chamber of Commerce has found that climate-related extreme weather events have cost the global economy more than $2 trillion over the past decade. A 2023 report by S&P Global, Quantifying the financial costs of climate change physical risks for companies, had previously shown that the financial impacts of climate change on major companies nearly doubled from the 2050s to the 2090s, and that by the 2050s, the costs of the physical hazards of climate change could equal an average of 3.3% (up to 28%) a year of the value of major companies’ real assets. Commenting on the 2024 reporting findings, ICC secretary-general John Denton described ‘a real and tangible cost to delaying the action needed to stem climate change’ and that ‘from a business perspective, the urgency of coordinated and collective action to accelerate emissions reductions and build resilience to changing weather patterns cannot be overstated’.   Technical update Our Professional Accounting team have a published their Technical Roundup, with updates on the EU Taxonomy,  KPMG’s Survey of Sustainability Reporting, a recent EFRAG webinar on ESRS for Non-EU Groups, updates from IFRS and ISSB and a link to the Accountancy Europe November 2024 Sustainability Update.   Did you know? Entries are now open for the Business & Finance ESG Awards which celebrating businesses and individuals actively striving to address and progress ESG issues in their organisation. Articles Businesses need to improve reporting sustainability matters, ACCA says (AccountancyToday) Strengthening ESG strategies ahead of 2025 reporting deadlines (Accountancy Ireland – Briefly)   Upcoming Events   MEANZ Business Webinar: Net Zero and Decarbonising your business Mid and East Antrim Borough Council is inviting businesses to the latest webinar in the MEANZ Business Net Zero Insights Series. You will hear about what Net Zero 'MEANZ' for businesses and get practical tips from expert speakers on how you can decarbonise to reduce overheads, save costs and get competitive advantage. Speakers at the event will be James Dunlop, Senior Manager, Carbon Trust, and Mark McEvoy, Sales Director, Camden Group. Virtual, Thursday 5 December, 11.00 – 12.00            You can find information, guidance and supports to understand sustainability and meet the challenges it presents in our online Sustainability Centre.  

Earlier this year the FRC published an update to its Ethical Standard for auditors, effective from 15 December 2024. The updated ethical standard simplifies the existing ethical standard and provided additional clarity in a limited number of areas. the new standard takes into account recent revisions made to the international IESBA Code of Ethics. there is a new targeted restriction on fees from entities related by a single controlling party. Following feedback to their consultation, the FRC have amended the proposals to ensure that the requirements in the standard are better targeted and proportionate. For example, additional requirements in respect of ethical breach reporting by audit firms to the regulator have been removed. With regard to tax services provided to the controlling shareholders of unlisted companies the FRC is enhancing the independence risk assessment around these services rather than specifically prohibiting them. Alongside the revised Ethical Standard, the FRC has also released guidance for auditors on the application of the Objective, Reasonable and Informed Third Party test, which forms a key part of many requirements in the Ethical Standard. Read the updated Ethical Standard. Read the feedback statement and impact statement. CAI responded to the FRC consultation and you can read our response here.  

Welcome to the latest edition of Technical Roundup which is published on the first and third Friday of every month. In developments since the last edition, Chartered Accountants Ireland has issued its response to the International Accounting Standards Board’s (IASB) Exposure Draft ‘Climate-related risks and Other Uncertainties in the Financial Statements’.  The Pensions Authority has published a dedicated website page for information on the Digital Operational Resilience Act (DORA). Read more on these and other developments that may be of interest to members below. Audit and Assurance IAASA has published Inspection Insight Series 5: International Standard on Quality Management Ireland 1 (ISQM 1). This paper sets out the key requirements for audit firms relating to ISQM1, IAASA’s findings from their quality assurance reviews and areas of good practice noted by IAASA.  The Financial Reporting Council (FRC) has published its annual report on the quality of major local audits, which also sets out how it will continue to support the local audit system to recover from delays in the publication of audited accounts. The FRC has published its annual Audit Market and Competition Update for 2024. The report shows that in the UK the Big Four audit firms continue to dominate the market earning 98% of FTSE 350 audit fees and 90% of all PIE audit fees. However, challenger audit firms’ share of FT350 audit engagements grew to 13% in 2023. The FRC is evolving its approach to audit market competition, addressing stakeholder concerns such as differences in quality between the largest and smaller audit firms. You can access the report on this link. Earlier this year the FRC published an update to its Ethical Standard for auditors, effective from 15 December 2024. The updated ethical standard simplifies the existing ethical standard and provided additional clarity in a limited number of areas. the new standard takes into account recent revisions made to the international IESBA Code of Ethics. there is a new targeted restriction on fees from entities related by a single controlling party Read more and access the revised standard here. Financial Reporting Chartered Accountants Ireland has issued its response to the International Accounting Standards Board’s (IASB) Exposure Draft “Climate-related risks and Other Uncertainties in the Financial Statements”. The Exposure Draft, which proposes eight examples illustrating how entities may apply the requirements in IFRS Accounting Standards to report the effects of climate-related and other uncertainties in its financial statements, was issued by the IASB in July 2024. The UK Endorsement Board has also published its Final Comment Letter and Feedback Statement in response to the same Exposure Draft. EFRAG, the European Financial Reporting Advisory Group has published its October 2024 update which summarises public technical discussions and decisions taken during the month. The Financial Reporting Council (FRC) has updated their suite of factsheets addressing FRS 102. For more information on this please see our news item here. The FRC has published its Annual Review of Corporate Governance Reporting. EFRAG has published its Final Comment Letter on the IASB's Exposure Draft Translation to a Hyperinflationary Presentation Currency - Proposed amendments to IAS 21. EFRAG has published its Final Comment Letter on the IASB's Exposure Draft Amendments to IFRS 19 Subsidiaries without Public Accountability: Disclosures. The UK Endorsement Board has also published its response to this Exposure Draft. EFRAG’s discussion paper “The Statement of Cashflows objectives, usages and issues” has been published, with the objective of listing the perceived issues with cash flow statements presented in accordance with IAS 7. Comments are requested by EFRAG by 15 May 2025. The International Accounting Standards Board has published its November 2024 update and podcast. Insolvency The CCAB-I Insolvency Committee has recently published Technical Alert 03/2024 Succession Planning for Insolvency Practitioners. Insolvency appointments are taken in a personal capacity by an Insolvency Practitioner, who has an obligation to ensure that cases are properly managed at all times, and to have appropriate contingency arrangements in place to cover a change in the Insolvency Practitioner’s circumstances. This Technical Alert maps out a succession plan for an Insolvency Practitioner and covers some of the high-level considerations and discussion points to be considered by Insolvency Practitioners. Sustainability The European Commission has published a set of frequently asked questions (FAQs) to support stakeholders in the implementation of the EU taxonomy, a classification system for sustainable economic activities. The FAQs provide technical clarifications regarding various elements of the EU taxonomy. Examples of matters included are the application of general taxonomy requirements and technical screening criteria for specific activities included in the Taxonomy Climate and Environmental Delegated Acts and they also address the generic ‘do no significant harm’ (DNSH) criteria that ensure that economic activities contributing to one of the environmental objectives set out in the Taxonomy Regulation do not cause significant harm to any of the other environmental objectives. The 2024 edition of KPMG’s Survey of Sustainability Reporting, which surveyed 5,800 large companies across 58 countries showed that GRI usage has risen to 71%. The survey also identified an increasing prevalence of companies obtaining independent assurance on their sustainability reporting as well as an increase in the number of companies carrying out double materiality assessments, both of which are practices that will soon become mandatory for certain companies in the European Union. A recording of EFRAG’s recent webinar “ESRS for Non-EU Groups” is available to view via the EFRAG website. The IFRS Foundation has published some educational material entitled “Sustainability-related risks and opportunities and the disclosure of material information”. The publication is focussed on helping companies understand how the concept of sustainability-related risks and opportunities is described in IFRS S1 General Requirements for Disclosure of Sustainability-related Financial Information, including how these can arise from a company’s dependencies and impacts. The International Sustainability Standards Board (ISSB) has published its November 2024 update and podcast. As many jurisdictions worldwide make decisions locally regarding whether (or how) they adopt ISSB reporting standards, the IFRS Foundation continues to compile a list of the ongoing and completed Jurisdictional sustainability consultations. This is a useful reference point for anyone trying to establish the reporting requirements of various countries worldwide. The IFRS Foundation has published a recording of its fifth Perspectives on sustainability disclosure webinar which is titled 'The state of assurance for sustainability disclosures'. Accountancy Europe has published its November 2024 Sustainability Update. Digital, Cyber, Artificial Intelligence (AI), Crypto The Pensions Authority has published a dedicated website page for information on the Digital Operational Resilience Act (DORA). Central Bank of Ireland (CBI) Governor of the Central Bank of Ireland Gabriel Makhlouf was invited to speak at a Financial Services Ireland event on 20 November to talk about The Role of Financial Services in the Irish Economy. Legislation You can read our recent news item on the signing and part commencement of the Companies (Corporate Governance, Enforcement and Regulatory Provisions) Act, 2024. We have selected those provisions which we think will be of most interest to our members and have identified what has been commenced on 3 December 2024 and what awaits commencement in 2025. Click to go to the CEA website where you can read about the key changes introduced by this Act which concern the Corporate Enforcement Authority . Other Please click to read the latest from the Corporate Enforcement Authority December newsletter and click here if you want to subscribe to the CEA newsletter. The Financial Reporting Council (FRC) has published its Annual Review of Corporate Governance Reporting 2024, providing important insights as companies prepare to implement the revised UK Corporate Governance Code from January 2025. The Pensions Authority has published information on the Annual Compliance Statement (ACS) for 2024 that is provided for under the Pensions Act.  The form to be used for the ACS is available under Related File(s) on their website with a deadline for completion of 31 January 2025. Accountancy Europe has issued its December 2024 SME update.     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.

from the Institute’s Professional Accounting team on the signing and part commencement of the Companies (Corporate Governance, Enforcement and Regulatory Provisions) Act, 2024 (2024 Act ) Introduction The 2024 Act was signed into law on 12 November 2024. It makes changes to the Companies Act, 2014 (CA 2014). On behalf of its members, the Institute responded in 2023 to a Department of Enterprise, Trade and Employment (DETE ) consultation on proposals to enhance the Companies Act 2014 which informed much of the provisions of the 2024 Act. Below we set out some of the new provisions which may be of interest to our members. Readers might note that there are other new provisions in the 2024 Act which are not outlined here. The Companies (Corporate Governance, Enforcement and Regulatory Provisions) Act 2024 (Commencement) Order 2024 (SI 639/2024) commenced certain of the provisions from 3 December 2024. A DETE December 2024 press release clarifies that the provisions not commencing on 3 December 2024 are those that require technical updates to be made to the Companies Registration Office (CRO)’s  computer systems to facilitate the changes proposed. These provisions relate to CRO prescribed forms and the removal of the automatic loss of audit exemption for small companies on a first occasion of failure to file an annual return.  DETE intends to commence these provisions in 2025. Audit exemption (not yet commenced) Once commenced, one of the most significant changes for our members is to the rules regarding loss of audit exemption. This provision will replace the automatic loss of the audit exemption for a first late filing with the CRO with a graduated regime where a company may file late once in a five-year period without the loss of audit exemption. The Institute is particularly delighted to see this provision as it is an area on which we have made numerous representations to the CRO and the DETE on behalf of members over the last number of years. Readers should note that the change does not extend to small group situations, and while there are some exemptions it is still generally the case that if one member of a small group fails to file its annual return on time, none of the small group companies is entitled to the audit exemption for the following two financial years. Registered office agent /electronic filing agent (not yet commenced) There will be changes in relation to a company’s registered office agent and electronic filing agents. These include the application to the Registrar of Companies (“Registrar “) in the prescribed form for approval to act as an electronic filing agent (EFA) and a registered office agent. Prior to the 2024 Act, application was made to the Registrar using an administrative form. Trust and Company Service Providers (TCSPs) will only be approved as a registered office agent or an EFA where they have a TCSP authorisation under the Criminal Justice (Money Laundering and Terrorist Financing) Act 2010. Approval to act as an EFA or registered office agent will be withdrawn where a company ceases to hold a TCSP authorisation.  Evidence of situation of registered office (commenced) The 2024 Act includes a new section to provide that the Registrar may require evidence to verify a company’s registered office address when a company is applying to register its constitution or submitting a change of registered office address. Where the Registrar has made such a request, the Registrar will not register the documents unless such evidence is provided. Receivers (not all provisions commenced) The 2024 Act makes some changes in relation to receivers. Extension of the existing power of the court to fix remuneration of a receiver has been commenced. Matters to be considered for receivers under these new provisions include time spent, complexity of the case, exceptional responsibility on receiver, effectiveness of receiver, value, and nature of the property. This mirrors existing provisions for remuneration for liquidators in the CA 2014. Provisions have also been commenced concerning entitlement to remuneration of receivers by way of a relevant percentage, by reference to time spent or otherwise by reference to any method or thing. These new provisions are in line with existing provisions in the CA 2014 concerning entitlement of liquidators to remuneration.  Further information will be required on Form E8 which is filed upon the receiver’s appointment. The further information includes details of nature of assets, date and nature of appointment, information regarding future trading where practicable, and other prescribed information (not yet commenced). Members, creditors, and prescribed persons can request information regarding receivers’ terms and fees, and requests must be dealt with within 7 days. (not yet commenced). Also, the time limits for filing the receiver’s abstract (Form E9) upon cessation of acting as receiver and notice of cessation of receiver (Form E11) will now be 7 days. (not yet commenced). SCARP (not all provisions commenced) The technical changes to SCARP legislation have largely been commenced from 3 Dec. The ones which have not yet been commenced mainly relate to provisions for notices in ” prescribed form “. The SCARP provision has been commenced whereby the court can ask the process advisor (PA) for a written report stating the reasons for not doing so where the PA did not make use of the services of the staff and facilities of the company to which they were appointed where the court is considering any matter relating to the PA’s costs, expenses, and remuneration. Strike off and restoration (commenced) Provisions for 3 new grounds for strike off have been commenced (sections 58-64) (failure to notify of a change in registered office, no current company secretary recorded and failure to deliver beneficial ownership information). Readers may be interested to note that these three new grounds will not give rise to disqualification of the directors and the new provisions include the steps to be taken to avert continuation of the strike off under the three new grounds. IAASA (commenced) Provisions have been commenced giving IAASA power to issue an interim direction imposing restrictions on a statutory auditor that a possible relevant contravention has been committed and that it is appropriate in the public interest to do so. IAASA will invite and consider submissions received from the restricted person and will within 21 days either confirm vary or revoke the interim notice. The restrictions remain in place until the investigation is complete. An interim notice will be reviewed every 6 months or a shorter period and automatically expires after 18 months unless a further interim notice is issued. Corporate Enforcement Authority (CEA) - Enhanced powers (commenced) The following provisions have been commenced: - -Under the 2014 Act, auditors must notify the CEA when they form the opinion that certain offences have been committed. New provisions oblige the auditors, if requested by the CEA, to furnish the CEA with copies of documents and to certify them as true copies or extracts; -Provisions allowing for the CEA to share otherwise confidential information with additional statutory bodies such as the Data Protection Commission and the Charities Regulatory Authority; -Provisions whereby it is a category 2 offence for a person to obstruct or interfere with an officer of the CEA . For a category 2 offence , on summary conviction, punishment is a class A fine which is a fine not exceeding €5,000 or imprisonment for a term not exceeding 12 months or both, or on conviction on indictment, to a fine not exceeding €50,000 or imprisonment for a term not exceeding 5 years or both; -Greater information gathering powers (including access to certain court orders and mandatory notification requirement in certain instances). Electronic meetings (commenced) Electronic participation in general meetings has been put on a permanent statutory footing and there are now provisions for notices, quorum and proceedings and virtual voting at such meetings. Readers may recall that in December 2023 these provisions which were introduced during the pandemic were temporarily extended to 31 December 2024. Note that the new provisions do not apply to creditors meetings or meetings to consider schemes of arrangements. This information is provided as resources and information only and nothing in these pages 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 pages. 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 these pages, 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 in these pages