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.
Yoko Yajima, executive officer, principal at Mitsubishi UFJ Research and Consulting, on how the law is helping female executives to gain promotion in Japan.
In Japan, the Act on the Promotion of Women’s Participation and Advancement in the Workplace came into force in April 2016, under which large corporations with more than 300 employees are now required to establish voluntary action plans for the promotion of women’s participation and advancement in the workplace. The Act requires corporations to take affirmative action by clarifying disparities between men and women in terms of percentage of employment, proportion of women in senior management positions, etc, and formulate plans, set goals and implement initiatives to correct such disparities.
The decrease in the number of women leaving their jobs due to pregnancy or childbirth, which has been a major issue in women’s employment, served as the backdrop for the Act. The effectiveness in preventing turnover was due to the 2009 revision of the Child Care and Family Care Leave Act, which required companies to allow employees with a child up to three years of age to choose to work reduced hours if they desired.
Now that more women have the right to work flexibly, and so can continue to work while raising children, women’s participation and advancement in the workplace has emerged as the next important issue. Even if policies that allow for better work-life balance prevail, the problem of closing existing wage gaps will remain – as only women will choose flexible working, and Japan will face a similar problem to that seen in Western countries.
In Japanese companies, it is very difficult for women working reduced hours and not doing overtime to participate and advance because it is still commonplace in Japan to work long hours. It is difficult for flexible workers to be entrusted with an assignment with responsibility, receive a fair evaluation based not on the length of working hours but on performance, or develop a career plan. Companies must be required to establish mechanisms for evaluations and career development based on diverse workstyles as key points to their personnel system and train on-site senior managerial staff to ensure appropriate implementation of such mechanisms. Further, it is necessary to promote flexible workstyles including telework, flextime, etc., so that all employees can step away from long work hours and achieve work-life balance.
In Japan, which has already become a super-aged society, the number of workers who require flexible working hours, not only for child care but also for caring for their elderly parents, is rapidly increasing. In particular, the issue of middle-aged men leaving their jobs to care for their elderly parents has drawn considerable attention from society. There is also growing trend among young people to value time spent on activities other than work, socialising with friends, with some younger men even taking charge of child care.
At this point in time, employees with unconventional working practices are primarily women who are raising children, and they are still a minority. The mindset must change: they should be regarded as not simply a minority but as a model for the diverse workstyles which will certainly increase in the future, and given an opportunity to flourish despite time constraints. By doing so, Japanese companies should not only achieve women’s participation and advancement in the workplace but also take the first step toward realising a diverse and inclusive management structure, which will enable them to embrace and leverage various human resources.
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