Banking & Treasury Salary Guide 2017

Welcome to The Panel’s Banking & Treasury Salary Guide 2017. This easy to view guide contains a range of comprehensive sector and market overviews and covers a range of professional positions.

Click HERE to download your free copy. 

We hope this proves useful and would welcome any comments or feedback. If you are finding any roles difficult to fill we’d be delighted to assist you.



Anne Keys of The Panel to speak at GAIM & GAIM Ops London in June 2017

On Monday 5th – Wednesday 7th June, the GAIM Conference & GAIM Ops Conference is taking place in London. These two events are key annual events attracting some of Europe’s leading C-Level Alternative Investment, Due Diligence and Compliance experts.

The Panel is delighted to announce that our Managing Partner Anne Keys will be speaking at the GAIM Ops Track.

Anne will be taking part in panel discussion “The Benefits of an International Board: Board Dynamic, Regulatory Challenges & Distribution“, on Tuesday, 6th June at 16:15pm (GAIM Ops – Track 2) together with Nicola Meaden Grenham (IPAF – Ireland), Bridget Barker (IPAF – UK), Joanna Thompson de Colonges (Clerkenwell Capital) and Brian O’Callaghan (IPAF – Malta).

We will cover the event on social media, so keep an eye out or follow the day using #GAIM_Intl.

For more information on this event, to register or for the agenda visit: GAIM & GAIM Ops London website



The Ireland Gateway to Europe Trade Mission 2017, London

On Thursday 6th April, Ireland Gateway to Europe (IGTE) kicked off in London. The event brings together trade partners interested in setting up in Ireland and investing in it as their premier international hub.

The 2-day event was divided up into 4 distinct parts.

Thursday’s opening event took place in the Goring Hotel, London and offered delegates the opportunity to listen to some inspirational Irish keynote speakers such as; John Bruton (Former Irish Taoiseach), Bob Casey (CEO, London Irish RFC), Willie Walsh (CEO, International Airlines Group) and Niamh Breslin (VP Technology, IDA Ireland).

During the evening session Mr Bruton and Mr Walsh were honoured for their “Outstanding Contribution to International Business”.

Friday saw two key panel discussions, with the second one of the day featuring our very own Managing Partner Anne Keys, and a visit to the University of Notre Dame, followed by evening event at Smith & Wollensky.

With Europe, Ireland and the UK experiencing increasing changes due to Brexit, the IGTE aims to highlight the benefits to foreign investors in setting up in Ireland and offering plenty of opportunities for networking and advise.

Offering the best possible cross industry platform participants include Irish services providers from the following industries: Accounting & Taxation, Banking, Communications & Telecoms, Legal & Intellectual Property, Outsourced Business Services, Moving & Storage, Pensions, Investment & Employee Benefits, Property & Project Management, Recruitment & HR, Serviced Offices, Treasury & Cash Management.

The Panel is delighted to be a part of this venture and would like to thank the organisers and all fellow participants on a yet another great event.

Representing The Panel was Anne Keys (Managing Partner), Sarah Kelly (Partner, legal & HR) and Alan Bluett (Partner, Banking & Treasury).

Images courtesy of Ireland Gateway to Europe

Thursday 6th April


Friday 7th April


GUEST BLOG: Why is Coaching a Popular Leadership style?

The concept of Coaching Leadership was created in the late 1960s by Paul Hersey and Kenneth Blanchard but it wasn’t until 2002 when psychologist and author Daniel Goleman documented it as one of his six leadership styles that it became popular.

Today Coaching is a recognised approach to leadership and its popularity among organisations of all sizes and across all industries seems to be growing.  In 2014 a survey was conducted by the International Coach Federation in the States, surveying over 500 of the largest US companies. 81% of the respondents said that they will lead people and grow talent through coaching indeed. 

This is no surprise as using coaching as a leadership style has a proven record of impacting companies positively. The reason why this leadership style delivers such incredible results can, to a large extent, be credited to the fact that it is hugely based on investing in people and people are every business’ biggest asset. As Richard Branson famously says:

“Clients don’t come first. Employees come first. If you take care of your employees, they will take care of your clients.”

Before going into the benefits of Coaching Leadership let’s clarify first of all:

What is Coaching Leadership?

Coaching Leadership is a leadership style where a leader is directly involved in the development of their people seeking to advance their personal and professional growth. A coaching leader helps people build on their strengths, recognise their weaknesses and improve their skills. Thus, a coaching leader helps employees align their personal goals and career aspirations and recognise how it all fits together.

What is Required for Coaching Leadership to Work?

There are two pre-requisites for Coaching Leadership to work. First, the employees need to be willing to work on themselves, learn and improve. And second, the leader needs to have sufficient knowledge and experience, especially in the field in question, to provide guidance to their employees. When these two are in place, coaching as a leadership style can be immensely beneficial both to individuals and consequently the organisation.

What are the Benefits of Coaching Leadership?

Coaching Leadership is a technique that can be applied in various fields from sport to philanthropy to business, etc. The benefits of the Coaching Leadership style are:

  • Better Understanding

Because Couching Leadership is a very hands-on approach where the leader invests time and effort in providing challenging tasks, constructive feedback and on-going advice and guidance, employees gain better understanding of what is required of them, what their role is in the big picture and most importantly, they understand the overall vision or strategy of the organisation.

  • Better Prepared Professionals

The core of Coaching Leadership is the continuous improvement of employees’ skills. This is not limited to teaching them how to do their job better but training them to think critically, take on challenges, learn from their mistakes, etc. In essence, Coaching Leadership is a sort of mentorship really. Thus, leading through coaching effectively fulfils the definition of a leader according to the American business management writer Tom Peter: 

“Leaders don’t create followers. They create more leaders.”

Coaching Leadership helps cultivate leaders. 

  • More Motivation, More Loyalty

Coaching Leadership requires a continuous dialogue between a leader and an employee. The two work closely together on the employee’s improvement and development. As a result, the employee feels that somebody cares about what they do and how they do. Thus an actual relationship between the leader and the employee is established. The fact that somebody has a vested interest in your success is not only motivating, it boosts commitment and loyalty too.   

  • Better Working Environment

The commitment on the part of a leader to invest their time in teaching an employee and helping them develop their skills is something that few people overlook. From experience, when asked what the main benefit of the organisation they work for is, most people say that this is their company’s willingness to invest time and resources in their development. People do appreciate that and it is not only motivating, it improves the morale within the organisation and makes it a more pleasant place to work at.  

In Conclusion

Despite the fact that Coaching Leadership is growing in popularity in the US, research by Daniel Goleman shows that still many companies are reluctant to adopt this leadership style as managers tend to believe they don’t have the time to help others. While it is true that Coaching Leadership requires time and patience, it is also an investment that even if not seemingly directly related to bottom-line results, it is. 

In times when competition in most industries is more fierce that ever before, when companies are struggling to retain talent, when Millennials, known for their lack of long-term commitment, are growing as a proportion of the workforce worldwide, Coaching Leadership may prove to be the best approach to managing and leading people. Not only does it help build a more personal relationship between a company and its employees, it also creates better prepared cadres and cultivates leaders.

About Margaret

Margaret Considine is CEO of EQuita Consulting. 

‪EQuita Consulting are global experts in delivering Executive Education, Strategic Consulting and Workplace solutions. With specialist expertise in Commercial Negotiation, Mediation, Conflict & Dispute Resolution, Bullying & Harassment Investigations and Personal Productivity. ‬‬

t: +353 (0)1 293 4741 | e: [email protected]   | |


SPOTLIGHT: Annette Hughes from DKM Economic Consultants

IN THE SPOTLIGHT: Annette Hughes, Director, DKM Economic Consultants

Company formed in:

DKM Economic Consultants was formed in 1981 as part of Davy Stockbrokers, and has operated as one of Ireland’s leading independent economic consultancies since. It was bought out by its management team in 2006.

Elevator pitch:

DKM is one of the longest-established economic consultancies in Ireland, with over three decades of experience in analysing and reporting on the Irish economy. Our clients include many of the largest private and public sector companies in Ireland, as well as Government Departments, Local Authorities and State agencies and the EU Commission.

The firm is renowned for its high quality output: we deliver economic research that is concise, jargon-free, robust and objective. Our aim is to generate succinct yet comprehensive analysis that adds real value and provides practical assistance to our clients in their decision-making. 

Who would benefit from your service/product?

Knowledge is power in today’s dynamic and uncertain environment. There is an ever increasing need for high quality economic analysis. DKM can help businesses plan their future by providing insightful analysis of trends, policies and prospects.  Also any company wishing to raise its profile may wish to contact DKM who can prepare a bespoke publication, which would present key statistical data of relevance to their sector/clients and a wider audience, as well as regular articles on topics of relevance.

Biggest achievement in the last 12 months:

DKM, as the leading Irish expert on the construction and property sectors, was delighted to host one of the most prestigious construction conferences in Europe in the Aviva Stadium, last summer. The Euroconstruct Conference attracted over 200 senior representatives of the international construction industry, who heard leading experts deliver high profile reports on the medium-term prospects for the sector. 

Plans for the next 12 months:

DKM continues to expand by meeting the needs of our clients by producing useful and insightful research across a range of sectors, which meets their ever changing needs and hopefully helps to influence policy from time to time.

Biggest challenge to your business:

Our biggest challenge is keeping abreast of a rapidly evolving economic and political environment, and ensuring that our team is ready to comprehensively address our clients’ research needs, as well as expanding the business into new areas.

Best advice you can give other business owners:

The best advice I can give is to keep a close eye on the economic and political environment, to be able to anticipate and respond quickly to developments. This is particularly relevant as Brexit progresses over the coming years. 

If I was Minister for Finance, the first thing I’d do is:

A difficult question for an economist! But given the key challenges, notably the lack of housing and infrastructure, the Minister needs to ensure that Government allocates sufficient capital investment funding in the forthcoming review of the Capital Plan to address these issues. This will be essential for sustaining competitiveness and accommodating population growth in the future, as well as attracting foreign direct investment. It is time to prioritise capital spending over current spending if economic growth is to be sustained into the future.

Reasons to be cheerful:

While not wishing to minimise the difficulties that remain, the economic rebound in the last couple of years has been remarkable, and looks like it will continue in the short to medium term. Otherwise, I am alive, healthy and looking forward to the summer!!

t: +353 (0)1 667 0372 | e: [email protected] | |


GUEST BLOG: Headscarves in the Workplace

The Court of Justice of the European Union has recently addressed the issue of employers enforcing a general ban on employees wearing any signs of any religion or political or philosophical belief in front of customers.  The two cases concerned Muslim ladies who refused to take off their Muslim headscarves when working at customer sites.

The Court found that such a general ban did not constitute direct discrimination because the ban applied to all religions, political and philosophical beliefs.  However, the Court noted that such a ban would have to be applied in a consistent and systematic manner.  In the current two cases there was no evidence of the ban being applied to any particular religion less rigorously.

Therefore, an employer can have a general ban prohibiting the wearing of any signs of religion or political or philosophical belief which has the effect that an employee cannot wear a Muslim headscarf.  However, an employer cannot have a ban that prohibits only the wearing of Muslim headscarves.

The Court also noted that such a general ban may give rise to indirect discrimination because it affects, for example, Muslims more than Christians.  However, indirect discrimination can be objectively justified by a legitimate aim that is proportionate and necessary.

The Court found that the general ban did amount to objective justification where applied only to those employees working with customers.  However, it left open the question if it would be a legitimate aim if the ban extended to back-office staff.

Any employer with potential concerns about the wearing of religious signs should consider establishing a written policy for staff, including a general ban as mentioned above, before a customer(s) or employee(s) brings a complaint.

About James

James Scanlon is Head of Employment Law at Maples and Calder’s Dublin office and was assisted by Sinéad Egan, Associate. Should you have any queries on this or any employment matter please contact James or your usual Maples contact.

t: +353 (0)1 619 2061 | e: [email protected] | |


GUEST BLOG: Industrial relation unrest very much on the increase, why?

Employers today in Ireland need to be much more aware that industrial unrest is now very much a part of today’s work place environment for many organisations. So how do employers prepare for this often-unforeseen issue? Contingency planning can certainly help, legal redress can also help but better however, more engaged work place relations are often seen as the most productive solution to this challenging and difficult to manage issues.

So why has there been such an increased in industrial unrest in recent times? Is it possibly a result of pay / benefit demands arising from an improving economy after several years of pay restrain and cost cutting. It is fair to say that the economy has rebounded at a different pace across a number of business sectors and this has led to demands from employees particularly where employer affordability is evident. Also, some employers have taken the positive step and commenced discussions with both Union & Employees in relation to reward / other matters.

The management and engagement of employees remains a critical challenge for many leading organisations today. The lack of any consistency in terms in terms of sector pay increases simply “raises the bar” for many Unions and employees. In the past, the National Wage Agreement typically performed a role of ensuring that all employees got some level of pay increases. It is well accepted that any return to National Wage Agreements in the current business environment with so much uncertainty i.e. BREXIT is a long way off.

Companies need to take the lead and should engage more with their employees. This would include sharing with them a) how the overall business is performing and b) the major challenges ahead facing the business. It is only by engaging in such a manner can Companies hope to better manage their employees, there industrial relations environment and of course their employee reward expectations.

About Niall Glynn

Niall Glynn & Associates Limited was established in 2010 to provide Business Solutions and HR Advice to companies and Senior Executives. 

Our approach is to work closely with Senior Executives in a confidential way and coach them to both prepare and overcome any barriers in terms of achieving their future career goals / ambitions.  

We also help SMEs improve their business performance by successfully implementing tailored Core HR Processes and Business Performance Improvement Models. 

t: +353 (0)1 276 6598 | e: [email protected] | |


GUEST BLOG: Where should you network

Whether it’s speaking at a conference or training in-house with a company on the topic of networking, I’m often asked “where should I network to get the best results?”. Like everything in life, the answer is not straightforward but I’m hoping to cover my opinion on where to network in this blog. 

To get the best return from networking, I believe depth and diversity is the key. It’s not just about business networks but all types of networks and being active in those that you join. The  four types of networks I would advise would be the following, 1 – Strong Contact Networks, 2 – Soft Contact Networks, 3 – Knowledge Networks and 4 – Virtual Networks. Let me explain all four in greater detail. 

1 – Strong Contact Networks. Like the name suggests, this type of networking is hard core. It requires a big commitment of time but the rewards for persistence are also big. An example of this type of network is BNI. BNI (Business Network International) is the largest and most successful business network globally. You apply for membership and once accepted you are making a commitment to be an active member for its weekly meetings, business skills workshops and one-to-ones. It’s about earning the trust of the other members so that when they spot an opportunity for you or your business, they are happy to recommend you. BNI members will not risk their own reputation until they get to know, like and trust you. 

2 – Soft Contact Networks. A number of different types and cultures of networks apply under this heading. It can range from your local Chamber of Commerce with regular meetings and training sessions to a service organisation like the Lions Club. Different networks have different cultures. A Chamber of Commerce is predominantly made up of business representatives and they meet to network more casually, it may also offer training sessions and it also lobbies government at different levels on behalf of its members. 

A service organisation like the Lions Club or a local charity is a different type of network. People do business with people and when others see that you are willing to give your time and effort to a worthy cause, you are showing that you are not just out there hunting all the time. 

3 – Knowledge Network. This network is different because you are joining it to learn greater knowledge either professionally or personally. This can be a network of people who are in the same profession as you, for example a network for accountants. You could also join a network where your potential client or customer may be a member. An example of this may be a photographer joining a network for people planning a wedding or starting a family. The key is to offer you help and advice. When people see that you are genuinely interested in helping others, the business will follow. 

Other knowledge networks are development organisations such as Toastmasters for public speaking or JCI (Junior Chamber International) for those in their 20s and 30s looking for Leadership skills they may not achieve in their place of work. 

4 – Virtual Networks. The last type of networking is online. As important as the other three but sometimes forgotten. The thing is you may meet someone at other networking events and they will research you online. The important thing here is being active on the right social media channels and showing that you are an expert in your field. This may be Facebook, Twitter or LinkedIn. 

Having an up to date account with regular activity along with the content you are sharing with create a fantastic first or second impression. 

The most important thing about the four different types of networks above is being active. There is absolutely no point in just joining a network and thinking it will all happen just because you paid the membership. They will all take time but having a varied and diverse network will insure that business opportunities will come to you from a source of different origins. 

I also understand that more and more of people are time poor. Choosing the right network will be important. Visit the groups and see if you like the people there. Never judge the room just by who’s there. Each of those members has a sphere of contacts that they can refer and recommend you into. 

I’m proud to be involved in a number of networks from JCI to the Lions Club. I’d recommend you visit some of the above mentioned (there are lots of different ones out there too) and give them the time and respect they all deserve. 

About Derek Reilly

Derek Reilly is a recognised expert in the areas of face to face and online networking. He previously worked with BNI (Business Network International) for nearly 10 years and has trained thousands of businesses on the power of networking. Derek is a regular guest speaker at conferences and company in-house trainings. He is proud to have spoken and trained on 3 continents (Europe, America and Asia). His progression within his own networks is testament to his knowledge of networking.

t: +353 (0)86 683 9709  | e: [email protected] | LinkedIn |


The Panel joins Gateway to Europe trade mission in London from 6th to 7th April

The Panel is delighted to be a part of the annual trade mission “Ireland Gateway to Europe” (IGTE). This year it takes place in London on the 6th – 7th April and we are happy to announce that our Managing Partner Anne Keys, will be a part of one of the panel discussions on talent.

The Panel will also attend the Ireland to Gateway To Europe Evening Event, which will see special guests John Bruton (Former Irish Prime Minister), Willie Casey (CEO, International Airlines Group) and Bob Casey (CEO, London Irish RFC) celebrate cultural, political and business ties between Ireland and the UK.

The Gateway to Europe trade mission was established to highlight Ireland as a premier European investment location, and this being more in focus than ever at this time of Brexit uncertainty.

The organisations involved travels both to the UK and to the states (in September) to promote all that Ireland has to offer and the services that The Panel can offer companies looking to internationalise their operations.

Participants include Irish services providers from the following industries: Accounting & Taxation, Banking, Communications & Telecoms, Legal & Intellectual Property, Outsourced Business Services, Moving & Storage, Pensions, Investment & Employee Benefits, Property & Project Management, Recruitment & HR, Serviced Offices, Treasury & Cash Management.

We will be bringing you updates from the summit, so keep watching our updates on social media (Twitter and LinkedIn) and here on our own website.

To learn more, the Ireland: Gateway to Europe site can be found here:

Representing The Panel at the trade mission will be Anne Keys (Managing Partner), Sarah Kelly (Partner, Legal & HR) and Alan Bluett (Partner, Banking & Treasury).