Business consulting services
Our business consulting services can help you improve your operational performance and productivity, adding value throughout your growth life cycle.
Business process solutions
We can help you identify, understand and manage potential risks to safeguard your business and comply with regulatory requirements.
Business risk services
The relationship between a company and its auditor has changed. Organisations must understand and manage risk and seek an appropriate balance between risk and opportunities.
As organisations become increasingly dependent on digital technology, the opportunities for cyber criminals continue to grow.
Forensic and investigation services
At Grant Thornton, we have a wealth of knowledge in forensic services and can support you with issues such as dispute resolution, fraud and insurance claims.
Mergers and acquisitions
Globalisation and company growth ambitions are driving an increase in M&A activity worldwide. We work with entrepreneurial businesses in the mid-market to help them assess the true commercial potential of their planned acquisition and understand how the purchase might serve their longer- term strategic goals.
Recovery and reorganisation
Workable solutions to maximise your value and deliver sustainable recovery
Transactional advisory services
We can support you throughout the transaction process – helping achieve the best possible outcome at the point of the transaction and in the longer term.
We provide a wide range of services to recovery and reorganisation professionals, companies and their stakeholders.
The International Financial Reporting Standards (IFRS) are a set of global accounting standards developed by the International Accounting Standards Board (IASB) for the preparation of public company financial statements. At Grant Thornton, our IFRS advisers can help you navigate the complexity of financial reporting from IFRS 1 to IFRS 17 and IAS 1 to IAS 41.
Audit quality monitoring
Having a robust process of quality control is one of the most effective ways to guarantee we deliver high-quality services to our clients.
Global audit technology
We apply our global audit methodology through an integrated set of software tools known as the Voyager suite.
Corporate and business tax
Our trusted teams can prepare corporate tax files and ruling requests, support you with deferrals, accounting procedures and legitimate tax benefits.
Direct international tax
Our teams have in-depth knowledge of the relationship between domestic and international tax laws.
Global mobility services
Through our global organisation of member firms, we support both companies and individuals, providing insightful solutions to minimise the tax burden for both parties.
Indirect international tax
Using our finely tuned local knowledge, teams from our global organisation of member firms help you understand and comply with often complex and time-consuming regulations.
Innovation and investment incentives
Dynamic businesses must continually innovate to maintain competitiveness, evolve and grow. Valuable tax reliefs are available to support innovative activities, irrespective of your tax profile.
Private client services
Our solutions include dealing with emigration and tax mitigation on the income and capital growth of overseas assets.
The laws surrounding transfer pricing are becoming ever more complex, as tax affairs of multinational companies are facing scrutiny from media, regulators and the public
Tax policies are constantly evolving and there are a number of complex changes on the horizon that could significantly affect your business.
Outsourcing Changes to the Outsourcing legislation, specifically when offshoringSignificant changes to the dynamic of the financial services sector in recent years have shifted the paradigms in how we work. The increased digitisation of the workforce, changes in business models, globalisation, and remote working capabilities have led to a new approach to the delivery of services.
Asset management Inflation and tax planningThe recent onset of rapid inflation is an unwelcome development that is having a widespread impact on US businesses and tax planning.
Thoughts from day two of the IMF spring conference: the challenges and opportunities posed by ageing populations
Much of the world is ageing at an astonishing rate. In Europe, the average age increased from 30 to 40 since 1950. In China, the proportion of people over 65 has doubled (as a share of total population) in 25 years. However, experts from academia, government and policy think-tanks convened by the World Bank, agreed on 16 April that this is not necessarily an impending economic disaster. Managed correctly, it offers opportunity to fundamentally revolutionise how societies and businesses engage with people across their lifecycles, and to think less about age chronologically, but more in terms of skills and abilities.
Lifelong learning is increasingly important
While people are living longer due to huge medical advances (over the past 150 years, average life expectancy in Europe has risen by 30 years), fertility rates are also declining for myriad reasons including women getting married later and choosing to stay in the workforce longer (see Grant Thornton's recent women in business report for a deeper discussion of these issues). The panellists pointed out that in most countries institutions, including those governing health and education, are simply not set up to deal with this phenomenon. The focus is primarily on early-stage learning rather than continuous development through adulthood.
Youth unemployment is so high in some parts of southern Europe that training older people in skills to keep them in the workforce longer may seem counterproductive. But in China, where businesses have historically used vast quantities of unskilled migrant labour to boost production, the one-child policy and declining fertility as families urbanise mean harnessing the skills and experience of older workers is increasingly important. Other countries will have to think about whether they are providing the right working environments and training opportunities to allow older workers to flourish, or risk coming up against a serious skills shortage.
There is a huge opportunity for healthcare
Much has been written about the public healthcare crisis that a rapidly ageing population could trigger. As we age, our bodies suffer wear and tear with increasing frequency and severity, and if there are fewer people of working age supporting relatively more retired people, then this puts huge pressure on public healthcare systems. Of course, rising healthcare costs are not a problem if more health (a social good) is created but many such systems in Europe and beyond are bloated and inefficient.
However, this focus clearly provides a major opportunity for healthcare businesses. In China, the lack of a robust social security net means working-age people are largely responsible for care of their children, and possibly their parents and grandparents too. If the government were to encourage more domestic and foreign capital by lowering barriers to entry in healthcare, this could provide real long-term growth benefits in terms of higher productivity and higher consumption.
Encourage sabbaticals but not early retirement
Hilary Clinton, the current frontrunner for the Democratic US Presidency nomination, would be 76 by the end of her second term if elected. However, the vast majority of people in formal employment around the world retire much earlier than this. In Europe there is even pressure to bring retirement ages down despite people living longer and fertility rates declining. This is exacerbated by pension systems which do not incentivise people to continue working.
Rather than encouraging people to retire, people should have a choice about whether they want to continue in employment. Studies cited by the panellists show the psychological and physiological benefits of people who remain active into their later years. And, if they remain productive, why should businesses be forced to lose their most experienced people? Instead the panel advocated more sabbaticals for career and personal development to keep people engaged and prevent them 'burning out'.
Key considerations for business leaders
- business leaders should engage with education providers to discuss the needs of and demands on older workers, creating better designed lifelong learning experiences which match the needs of employers
- an ageing population offers a unique and important opportunity for those healthcare businesses who can show innovative ways to keep people healthy and happy into their later years
- lifelong learning, career breaks and secondments should all be considered as business leaders design their people development programmes, as should the needs of older workers more generally, whose experience and resilience make them important drivers of growth.