During our series of International Tax blogs we have covered the key steps that should be considered when a business is considering undertaking work overseas.
The 6th of July 2018 is an important deadline for various taxes, especially Employment Related Security (“ERS”) reporting.
HMRC are increasingly using a new tactic called ‘nudge letters’ to target different taxpayer groups. The basic theory is that human behaviour can be influenced by emotional drivers such as a need to conform or feeling guilt. As such by providing a ‘nudge’ to both entirely compliant and non-compliant taxpayers, it might provide an incentive to everyone to question themselves and get their tax affairs in order.
Recently released data from the European Patent Office shows a significant rise in the amount of businesses successfully obtaining European patents. The number of patents applied for has also increased by around 40% since 2008.
Last week I was chatting to an investment house who actively takes a part in the management of their investments in an unusual way. Rather than simply invest and turn a penny, they have been actively assisting their boards with a range of ideas and services to (gently) transform the business by making the Exec Team more aware of the existence of specialist skills, and where the Exec Team was expected to add value and expertise.
From April 2020, HMRC are proposing to accelerate the payment of capital gains tax (“CGT”) on the sale of UK buy to let properties and second homes, both at home and abroad. The changes do not affect an individual’s main residence, which continues to be covered by principal private residence relief.
In recent years, the UK government has made some important strides in its attempts to fight corruption.
Two new annual tax-free allowances of £1,000 for property and trading income have taken effect from 2017/18 onwards, designed to make life easier for micro–entrepreneurs who may be selling their own products online or renting out a room on Airbnb.
As a business expands it faces a number of challenges to remain successful and prioritising which of those challenges to focus on will have an impact on those that receive less attention. Often the viewpoint of management teams can be to push for improvements and efficiencies on the operational side of the business, while neglecting the “back-room” functions such as Finance, Human Resources and IT.
As a follow-up to the seminar hosted by AAB at Kingshill View on 21 November 2017, Markus Susilo, Partner at Crowe Horwath – UAE, will present a webinar at 12:30 on Tuesday 17th April 2018.
We have noticed significant changes in the way HMRC is approaching domicile challenges.
These enquiries appear to have been centralised and are receiving so-called ‘specialist’ consideration. HMRC is demanding a huge amount of information going back sometimes 30, 40 or 50 years. It has been asserted that gathered facts can override a person’s stated intentions even in circumstances where that individual’s socio-economic connections with the jurisdiction, which is their de facto domicile of origin, are very strong.
The enquiries seem pointless for ‘long stayers’ given the change in tax treatments for such non-domiciled individuals who have been in the UK for 15 out of the last 20 years from 6 April 2017. We also believe that HMRC is precluded from revisiting earlier tax years, which are strictly ‘closed’ given the failure by the tax authorities to challenge an individual’s annual declaration of the non-domiciled tax boxes.
If you have received a domicile enquiry, please contact Lynn Gracie (email@example.com) for expert advice on HMRC’s powers to demand information.
HMRC has published an announcement affecting grants under the Enterprise Management Incentive (“EMI”) Option Schemes from 7 April 2018.
As we head into the start of the new 2018/19 financial year, further details unfold in relation to the new Scottish rates of tax.
It always struck me that we became obsessive about customer relationship management, “CRM”, (and the "fancy" systems that supposedly delivered it to us on a plate!) but never really focused enough energy and intellect on supplier relationship management, "SRM".
After delivering change, transformation, business and process improvement projects for over thirty years, it is difficult not to accept that one of the most important elements in change project success is effective and proactive sponsorship. In fact, without effective and proactive project sponsorship, the project will eventually fail. There are three key elements to support the project: ‘Say’, ‘Support’ and ‘Sustain’! Common sense is not always common, similarly effective and proactive sponsorship is not always applied, thus change does not always deliver the intended benefits.