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Business consulting services
Our business consulting services can help you improve your operational performance and productivity, adding value throughout your growth life cycle.
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Business process solutions
We can help you identify, understand and manage potential risks to safeguard your business and comply with regulatory requirements.
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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.
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Cybersecurity
As organisations become increasingly dependent on digital technology, the opportunities for cyber criminals continue to grow.
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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.
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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.
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Recovery and reorganisation
Workable solutions to maximise your value and deliver sustainable recovery
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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.
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Valuations
We provide a wide range of services to recovery and reorganisation professionals, companies and their stakeholders.

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IFRS
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.
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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.
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Global audit technology
We apply our global audit methodology through an integrated set of software tools known as the Voyager suite.

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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.
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Direct international tax
Our teams have in-depth knowledge of the relationship between domestic and international tax laws.
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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.
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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.
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Transfer pricing
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

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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.
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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.
What businesses know, say and do about their critical data
Businesses are in the dark about the data they hold
Every business, every day, generates an incredible amount of data. The easiest and cheapest way to store all this information is to adopt the ‘landfill’ model of keeping everything and moving as much of it as possible to the cloud. But we find that many are doing this without even trying to keep track of what they have.
Our survey suggests that less than two in three businesses (65%) are taking steps to understand their data; they are largely in the dark about how much there is, what it does, and what harm it could cause if compromised. And if they don’t know these basics, how can they be sure they are looking after it properly?
There is a data-shaped hole in most risk management
More than one in three (36%) organisations do not assign a risk profile to their data. Considering what they stand to lose if their data is compromised, this is surprising. One explanation may be that, although the C-suite accepts that cyber security is a risk, leaders are still not doing enough to directly ‘sponsor’ mitigation efforts. Another is that the risk function has largely focused in the past on a limited number of insurable business risks. As a result, legacy risk teams are less experienced in predicting, managing and pricing non-physical threats such as data breaches. This needs to change.
Many businesses are ‘protecting everything, protecting nothing’
More than three-quarters of businesses (78%) are building a baseline of cyber protection without putting in place specific measures to lock down their most precious data. At worst, this means they are implementing expensive firewalls that protect data of little value, while their most critical information assets – those which are necessary for the business to carry out its core function – are more exposed than they should be.
Understanding data means balancing lateral and vertical thinking
For most organisations, it would be practically impossible to assess and rank every spreadsheet, archived email or data file that is generated every day. It’s also a process that cannot be completely automated: understanding the risk and value of data requires human judgement.
Getting it right also takes imagination: being able to think like a cynical and opportunistic hacker and identifying data that would disrupt the business if compromised or compounded. Yet qualitative reasoning should also be counterweighted, as much as possible, by quantitative analysis. What would be the financial impact of a major breach? Would the impact always be the same? And what is the statistical likelihood of it happening?
People are the weakest link
Getting to grips with data is time-consuming and, to be successful, needs to become part of business as usual. This means creating enterprise-wide leaders of the activity as well as individual owners of data assets. Yet many employees, given responsibility for data on top of their day-to-day tasks, try to sidestep the extra work.
At worst, we see passive avoidance – where employees mark data as being lower risk than it is purely in order to get out of the ‘hassle’ of protecting it from hackers. To manage cyber risk effectively, businesses need to anticipate this reaction from employees and take steps to prevent it from happening.
There are three principles to managing data risk more effectively
First, data security should be treated as an enterprise-wide, consistently applied risk that is led by the C-suite and then implemented by employees at the operational level. Second, data understanding needs to be built into projects by design, with a multidisciplinary team seeking agreement on the biggest data-related threats to the business. Finally, all engagement – whether communications from the top or training – needs to take place on a ‘human’, non-technical level.