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Advisory
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Assurance
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Tax
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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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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.
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Private client services
Our solutions include dealing with emigration and tax mitigation on the income and capital growth of overseas assets.
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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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Tax policy
Tax policies are constantly evolving and there are a number of complex changes on the horizon that could significantly affect your business.
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Asset management
- Automotive
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Banking
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Business services
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Energy and natural resources
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Healthcare
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Insurance
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Life sciences
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Media
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Not for profit
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Private equity
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Public sector
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Real estate and construction
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Retail
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Technology
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Telecommunications
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Travel, tourism and leisure
Based on her own experience as partner in charge, tax, at Kevane Grant Thornton in Puerto Rico, María de los A. Rivera believes that removing gender bias at recruitment level helps businesses beat the competition.
What evidence have you seen that diverse teams lead to better business performance? |
There are plenty of studies that conclude just that at the global level, but at our local level there are no robust statistics to support that conclusion. However, given our involvement with various organisations that promote gender diversity and inclusion of women, we have seen examples of local businesses, large and small, where their senior level teams are diverse and promote inclusion. These businesses tend to be ahead of their competitors and definitely perform better. Our firm has been an example of this: out of 10 partners, six are women. |
How do you think talent identification and interview bias can be eliminated to ensure more women are recruited to senior positions? |
The two biggest drivers of representation are hiring and promotions, and the 2018 ‘Women in the Workplace’ McKinsey study shows companies are disadvantaging women in these areas from the beginning. This research identified six actions companies need to take to make progress on gender diversity:
Talent identification and interview bias elimination should start with a top-level executive commitment. They should be the champions of diversity. This commitment is put into practice in the HR department. HR leadership should keep up to date with best practices for diverse work environments. Furthermore, firm practices during the recruitment process should ensure that there is no pay gap between compensation packages for equally experienced and capable candidates of different genders. |
How can female mentors, and visible female business success be made more visible? |
We definitely need more of these and need to drive and create more visibility for them. Based on the McKinsey study, women get less access to senior leaders than men do, even though employees who interact regularly with senior leaders are more likely to ask for and receive promotions, stay at their companies, and aspire to be leaders. Substantive and informal interactions between senior leaders and employees can provide visibility both for the female leaders of the organisation, and to women in the organisation. Visibility can be achieved by offering opportunities to women in areas leading to career advancement, and not in areas that do not lead to professional growth (the so-called ‘office housework’). Visibility can be achieved, for instance, by advocating for women in senior management to serve on a board of directors and professional associations. A fair and responsible assignment of tasks across organisations should lead to senior management investing more time in tasks that drives success for them and their organisations. To achieve results in this area, top management must promote cultural change from top to bottom and actually practice what they preach. Tasks must be reviewed and fairly assigned in order to facilitate the participation of women in these activities outside the organisations without creating additional burden to them. |
How can flexible working practices be used to help retain female talent? What are the most successful policies, in your opinion? |
In the past, flexible work arrangements were mostly offered to women. Nowadays, we are seeing more men requesting these agreements, which indicates a shift in household responsibilities, which in turn should help in providing opportunities to women in professions too. A reduced work schedule and flexible hours are the two most successful policies for us in the firm. During the talent interview process, female talent can be successfully retained through an open dialogue about flexible working practices and the firm’s commitment to these practices. |
Additional research: Caroline López, tax manager, Kevane Grant Thornton
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