In this week’s EU exit corner, we bring you the latest guidance updates and publications relevant to EU exit. The most recent Trader Support Service bulletin is also available. HMRC has sent a further email reminder about changes to how goods are imported into Great Britain from Ireland as a result of the first phase of implementation of new import controls from 31 January 2024. And finally, HMRC has confirmed that the VAT Import One Stop Shop (“IOSS”) scheme in Northern Ireland will open for registrations from 1 March 2024.  VAT IOSS  We previously reported in our EU exit corner that HMRC had confirmed to Chartered Accountants Ireland that the delivery of the VAT IOSS in Northern Ireland (“NI”) would commence from 1 March 2024.   IOSS is an optional VAT accounting scheme that VAT registered businesses can use when they import low value goods (non-excise goods with a consignment value of £135 or less) from countries outside the EU and NI, to consumers in the EU, NI, or both. HMRC has confirmed that as planned, the scheme will be available for direct registrations in NI from 1 March 2024  Last week, HMRC published guidance on the scheme and the changes on how to report VAT on sales of low value goods that are located in Great Britain at the point of sale to consumers in Northern Ireland.   Find more information on GOV.UK at: - https://www.gov.uk/government/collections/vat-import-one-stop-shop-scheme.  Miscellaneous updated guidance etc.   Recently updated guidance, and publications relevant to EU exit are set out below:  Designated export place (DEP) codes for Data Element 5/23 of the Customs Declaration Service;  Notices made under the Customs (Northern Ireland) (EU Exit) Regulations 2020;  Notices made under the Customs (Import Duty) (EU Exit) Regulations 2018;  Apply to use simplified declarations for imports you entered in your records without authorisation;  Making a simplified frontier declaration;  Check how to move goods through ports that use the Goods Vehicle Movement Service;  Manually arrive your goods in the UK;  Making a full import declaration; and  Trading and moving goods in and out of Northern Ireland. 

HMRC is holding its Annual Stakeholder Conference later this week in London which the Institute will be represented at. The theme of this year’s conference is “Today, Tomorrow, Together”. The Institute will be reporting key themes and issues discussed at the conference in next Monday’s edition of Chartered Accountants Tax News. You can read about last year’s conference in a news item.

This month’s tidbits cover the updated publication of HMRC’s organisation structure and the most recent newsletters and bulletins in several areas. Updated information is available on HMRC’s organisation structure:- Senior posts in HMRC's organisation structure, Summary of junior posts in HMRC's organisation structure, and HMRC organisation information and supporting datasets; Several newsletters and bulletins across a range of areas have recently been published as follows:- Employer Bulletin: February 2024, Alcohol Bulletin, Tobacco Bulletin, Pension schemes newsletter 156 ― February 2024, and Lifetime allowance guidance newsletter — February 2024;  HMRC has updated its guidance on what will happen if you do not pay your tax bill and  the HMRC tax debt strategy has been published which sets out how HMRC intends to improve the management of tax debt from 2023/24 onwards;  The following factsheets have been updated:- Compliance checks: penalties for failure to notify — CC/FS11 and Compliance checks: third party information notices — promoters of tax avoidance schemes — CC/FS74  A range of publications relevant to agents have been updated:- Create an agent services account, Find out how to register as a professional tax agent with HMRC, How to choose a tax agent, HMRC email updates and webinars for tax agents and advisers, Change or remove your tax agent's authorisation and Authorise a tax agent (64-8); and  The following documents have been updated:- Appeals reviews and tribunals guidance, Check if an email you've received from HMRC is genuine, Sign in to your HMRC business tax account, Receive Income Tax or PAYE repayments on behalf of others, Send an Income Tax relief claim for job expenses by post, Named tax avoidance schemes, promoters, enablers and suppliers, Tax support for overseas businesses investing in the UK, Set up as self-employed (a 'sole trader'): step by step, Apply for a certificate to confirm you pay UK National Insurance when working in 2 or more countries (CA8421), Negligible value claims and agreements, Changes in your annual allowance following the public service pensions remedy, and Check if your client has been affected by the public service pensions remedy.

HMRC’s latest schedule of live and recorded webinars for tax agents is available for booking. Spaces are limited, so take a look now and save your place. 

Do you use HMRC online services? Don’t be caught out by the planned downtime to some services. HMRC are warning about the non-availability of specific services on the HMRC website, a range of services are impacted. Check the relevant page for information on planned downtime.  

Director-General Gerassimos Thomas has published an opinion piece on the Carbon Border Adjustment Mechanism (CBAM) and how carbon pricing supports the long-term investment needed for the green transition. In the article, he notes that since the introduction of the EU Emissions Trading System in 2005, there has been a 37 percent reduction in power and industrial emissions up to 2021, with EU GDP growing more than 50 percent in the same period. The CBAM is the next phase in the EU’s commitment to a greener, brighter future for Europe and its global trade partners.

The Bahamas, Belize, Seychelles, and Turks and Caicos Islands have all been removed from the EU list of non-cooperative jurisdictions, following agreement by Member States. While the Bahamas and Turks and Caicos Islands have been fully delisted, Belize and Seychelles have been moved from Annex I to Annex II (pending the results of a supplementary review). This is another important milestone in the Union’s ongoing efforts to promote tax transparency.

Check out the latest items on the Agent Forum. Remember, in order to view each item, you must be signed up and logged in. We also take this opportunity to remind you that HMRC is currently conducting an exercise in which it is asking members of the forum to confirm they wish to continue to as a registered user.   All agents, who are a member of a professional body, are invited to join HMRC’s Agent Forum. This dedicated Agent Forum is hosted in a private area within the HMRC’s Online Taxpayer Forum. You can interact with other agents and HMRC experts to discuss topical issues and processes. 

At a Special General Meeting held on Wednesday 21 February, members of Chartered Accountants Ireland voted to approve a resolution to amalgamate with CPA Ireland. Over 10,000 Institute members voted. The resolution was passed by a majority in accordance with the Institute's Bye-Laws, with 53.5% of votes cast in favour. Members of CPA Ireland also approved the amalgamation proposal at an Extraordinary General Meeting also held on Wednesday 21 February. Both Institutes will now begin to work collaboratively on the next steps required to create a single Irish based accountancy body, named Chartered Accountants Ireland, which will be the largest professional body on the island of Ireland. The Institute will keep members informed of progress throughout this process.

The Digital Services Act 2024 (“DS Irish Act”) was passed into law on 11 February 2024 and came into force from 17 February 2024.Please click here for a DETE press release giving more details of the DS Irish Act. The EU Regulation (“Regulation”) commonly referred to as the Digital Services Act applies in full in all Member States from 17 February 2024.The Regulation establishes a pioneering regulatory framework to protect EU users of digital services and their fundamental rights online.  While the Regulation has direct legal effect in EU Member States, it was necessary to have national legislation to implement those provisions of the Regulation that provide for the supervision and enforcement of those obligations. The DS Irish Act 2024 fulfils Ireland’s obligations in this regard. The DS Irish Act formally designates and empowers Coimisiún na Meán as the Irish Digital Services Coordinator and the Competition and Consumer Protection Commission as a competent authority for online marketplaces under the Regulation. When the DS Irish Act was published as a bill late last year it was clarified at the time in a press release from DETE that it was a technical bill, drafted to address specific obligations on Member States of the EU to give effect to the supervision and enforcement provisions of the Regulation. The bill did not add to or amend the obligations on online platforms under the Regulation. Those obligations have direct legal effect in all Member States of the EU and do not require any implementing measures in national law. This information is provided as resources and information only and nothing in these pages purports to provide professional advice or definitive legal interpretation(s) or opinion(s) on the applicable legislation or legal or other matters referred to in the pages. If the reader is in doubt on any matter in this complex area further legal or other advice must be obtained. While every reasonable care has been taken by the Institute in the preparation of these pages, we do not guarantee the accuracy or veracity of any resource, guidance, information or opinion, or the appropriateness, suitability or applicability of any practice or procedure contained therein. The Institute is not responsible for any errors or omissions or for the results obtained from the use of the resources or information contained in these pages.  

Effective leadership requires more than competence. Compassion can help to foster a culture of both success and well-being, writes Paul O’Donnell Challenged by the after-effects of a global pandemic, organisations continue to change rapidly and are conscious of the need for effective leadership and talent engagement. Research suggests that compassionate leadership can bring the best results, but does compassion have a place in the world of work? The evidence suggests yes, it does. Compassion in the workplace improves collaboration, humility, trust and loyalty. Leaders who display compassion are more likely to have and hold on to engaged, committed and motivated employees. While good to have, empathy is an emotion. Compassion is an emotion with intention. Employees often avoid taking risks at work or rocking the boat during challenging times. They might be hesitant to report errors, for example, to voice concerns, suggest new ideas or share feedback. Demonstrating compassion as a leader can create a workplace environment conducive to emotional well-being, making employees feel safe enough to take risks that might help them to succeed. Compassionate leadership can benefit the leader as much as those they lead. Data shows a strong link between the demonstration of compassion and career advancement. Compassionate leaders enjoy greater life satisfaction and self-esteem and are viewed as stronger and more capable by their employees. By taking care of your staff, you are also acting in your own interests. Compassion alone is not enough, however. For leadership to be effective, it must co-exist with good judgment. Kindness cannot come at the expense of competence. The leaders who achieve the best outcomes are those who understand what motivates their employees and how to manage them towards desired outcomes. Leadership is hard: it necessitates pushing agendas, sharing critical feedback and knowing when to say no. Practising compassion as a leader does not imply the absence of these responsibilities. Instead, it means carrying them out while being conscious of people’s feelings. As Hougaard and Carter put it: “Wise, compassionate leadership is the ability to do hard things in a human way.” Developing compassionate leadership A study showed that 91 percent of over 1,000 surveyed leaders see compassion as vital to leadership. Eighty percent indicated that they wanted to improve their own compassion but did not know how. Compassion is not an inherent characteristic, but it can be developed. There are several steps leaders can take to develop a more compassionate leadership style. Have more compassion for yourself Taking care of others means minding yourself as well. If you are overburdened and burnt out, you won’t be able to help anyone else. Self-compassion requires getting enough sleep, taking short breaks throughout the day and setting aside time for yourself away from work. It also means not being too hard on yourself, recognising your mistakes, reframing setbacks as learning experiences and moving forward confidently. Be aware of your intentions Learn to manage your intentions before you speak to others by aligning your core values with your actions. Get to know each member of your team to understand what drives them and makes them feel valued. Advocate for change Compassion can become integral in an organisation. As a leader, think about policies that may be put in place to support employee well-being. This is beneficial to your employees and can lessen the onus on you over time. Can compassion become a hindrance? If you have a well-developed sense of compassion, but feel it hinders your ability to lead, there are a few things you should consider. Honesty and transparency As a leader, it is your job to offer guidance, even when it may be difficult for an employee to hear. If you step around the issue to be kind, you risk failing to convey your expectations and the employee will neither understand nor benefit from your help. Empathy vs compassion If you find yourself taking on the emotional burdens of your employees, take a step back and remember that you will be most helpful to them through action. Use your feelings of empathy as a catalyst for compassion and take practical steps to exercise it. Compassionate leadership propels success A compassionate outlook enhances a leader’s skills, resulting in more productive and motivated employees. Empowerment through compassion enables leaders and their teams to achieve their utmost potential, ensuring the organisation’s future success. Paul O’Donnell is CEO of HRM Search Partners

Expectations on businesses to combat climate change have intensified. Dave O’Shaughnessy outlines how organisations can use artificial intelligence to reach sustainability goals Last month, the World Economic Forum reiterated the need for urgent action on climate change, which was also the core message from COP28. With the world poised at this make-or-break moment, societal and stakeholder expectations of the role of business in reducing the effects of climate change are at an all-time high. In a US Pew Research Centre Survey published last October, 52 percent of respondents said they believe large businesses and corporations can do "a lot" to reduce the effects of climate change. This suggests that the expectation has moved beyond businesses simply fulfilling their environmental, social and governance (ESG) responsibilities to the view that they should be focused on even greater change. This change – termed “regeneration” – calls for a reinvention of systems across an organisation, from business models to supply chains, to help drive a positive impact rather than simply avoiding a negative one. While this is certainly an important objective, many organisations are currently facing external and internal pressures, long-term planning challenges and reporting requirements that have grown in scope and complexity to even reach a stage of compliance and organisation, let alone regeneration. It’s here that artificial intelligence (AI) is a game-changer. By harnessing data and driving efficiency, it can help your organisation meet your most immediate sustainability goals: achieving carbon neutrality, reduction of water use, and meet Science Based Targets initiative (STBi) targets as well as the UN Sustainable Development goals (UNSDGs). At the same time, AI also frees up your people to consider the bigger, long-term regeneration opportunities that can change your organisation’s environmental impact. There are three ways AI can assist with and organisations sustainability goals, which are outlined below. One: Guidance on sustainability reporting standards New directives such as the Corporate Sustainability Reporting Directive (CSRD) and Corporate Sustainability Due Diligence (CSDD) mean companies face increasing reporting requirements. The high volume of reporting points and the interrelationships between regulatory reports and voluntary frameworks (Global Reporting Initiative (GRI), the Carbon Disclosure Project (CDP), and the Sustainability Accounting Standards Board) adds to the complexity of the task and requires organisations to be able to interpret complex policy documents in a short space of time. Unsurprisingly, many organisations are struggling with where to begin, unsure of how they fare compared to expectations and are confused by the multitude of requirements. As a result, they are unable to forge an action plan or identify potential problems. Generative AI can alleviate this concern. Its ability to analyse large volumes of documents (in this case, the reporting requirements and frameworks) in real-time and then to provide easy-to-understand explanations gives companies a clear starting point. It also cuts down on complicated, manual research time and ensures consistency in understanding and actions among staff. A chatbot is one means of achieving this. It can ingest all the legislation, directives, frameworks, and facts relevant to your company’s sustainability needs and then act as a “personal assistant” for any user questions. By combining knowledge from a vast number of resources, your organisation-specific chatbot can provide enhanced understanding on complex topics at speed, support decision-making, and even provide references so users can review the sources or answers for fact checking and traceability. Two: Actionable insights With the objective to halve emissions by 2030, companies must have a comprehensive and integrated net zero approach involving all aspects of their operations and value chain. But while this integrated approach is key to meeting targets, extracting information from multiple sources and the analysis of that information (crucial if opportunities and hot spots are to be identified quickly and adjustments made) means considerable work for teams. AI has the ability to monitor and analyse multiple data points, often combined with outputs from machine learning or other algorithms, quickly and efficiently (e.g. forecasting total emissions or identification of raw materials that have the highest impact on CO2 reduction). It can also enhance the quality of insights generated by this analysis by providing explainable and clear “next best actions”. Three: Sentiment analysis Public sentiment can significantly impact a business's reputation and performance. Social media, in particular – a key source of sentiment information with many people sharing their views and experiences – can often prove difficult for companies to monitor and manage quickly. Sentiment analysis can assist with this. A form of natural language processing (NLP) that uses AI to evaluate and classify sentiments expressed in textual data can provide consolidated insights to businesses. Until recently, sentiment analysis required extensive training data, making the process time-consuming and expensive. The process has been revolutionised with the emergence of Large Language Models (LLM). LLMs perform very well when it comes to classifying text and analysing sentiment without the need for prior training, thus streamlining the sentiment analysis process. This innovation makes the collection and interpretation of public sentiment more seamless, helping businesses get a quicker and more accurate understanding of how they are perceived by the public. New opportunities Organisations that leverage AI will find it easier to meet their immediate sustainability goals and be better prepared to address future challenges. Quicker collation of information and analysis enables workforces to take greater initiative. By being able to make faster, more insightful decisions, people will have the time to identify new opportunities for greater environmental impact. Dave O’Shaughnessy is Partner and Sustainability Reporting – Technology Lead at EY

Workplace romances can pose challenges for employers. From policies to breakups, Moira Grassick offers 10 tips on how to avoid and manage potential difficulties Valentine’s Day was just a few weeks ago, but workplace romances can happen at any time of the year. If romance blooms in your workplace, it can sometimes cause complications ranging from gossip to complaints or grievances. Here are 10 tips to maintain control of your workplace and continue fostering a healthy and safe environment for your staff when dealing with an office romance. 1. Check your existing policies and procedures Are your existing policies and procedures appropriate for dealing with any problems that might arise as a result of workplace romances? It’s sensible to have either a confidentiality policy or conflict of interest policy in place, requiring employees to notify you of any change in their personal circumstances that might give rise to a conflict of interest. 2. Encourage staff to notify management of a workplace romance Requesting that employees notify management about their love life might seem awkward or over the top, but it is important that management be aware of any romantic relationship in the workplace. Then, they can decide if appropriate steps need to be taken. 3. Don’t ignore a workplace romance Not every employee will be comfortable reporting their new relationship. It could become known to management by other means that a personal, romantic relationship between staff members has developed. It’s best not to ignore this information and proceed as you would if you had learned about the relationship from the people involved. 4. Think about changing the work environment It is sensible to consider whether the reporting structures within teams need to be revised. Changes like these must be discussed with the people affected. Reassessing reporting structures in the case of a workplace romance, especially if management is one of the parties involved, can help allay any suspicion of favouritism that might arise at a future date. 5. Beware of favouritism Ensure that staff engaged in relationships with a colleague are not involved in any management decisions involving their partners. It is important that management decisions are taken impartially and that the impartiality of the decision is clear to everyone involved. 6. Don’t be afraid to take action Treat any complaints from staff members – involved in the relationship or not – seriously. If people are witness to, or experience, inappropriate behaviour in the workplace, it is an employer's responsibility to manage it. 7. Training management Most managers lack training and knowledge on how to tackle romantic relationships at work. Managers need to be aware of how to manage such situations, what the potential risks are and how to manage these risks. Managers should also have regular training on how to respond to harassment complaints that may arise as a result of a romantic relationships at work, or its aftermath. 8. Social events Christmas parties or work social events are often the source of workplace romances. It’s a good idea to remind staff that they are still expected to abide by company policies, even if the party is outside of the workplace. If something goes wrong, you, as an employer, could be liable. 9. Breakups Of course, not all love is made to last. Problems might arise if a workplace romantic relationship ends, especially if it doesn’t end smoothly. These situations could impact an employee's work performance or professional relationships. This might require thinking about moving the staff members involved. 10. Obligation to maintain a safe workplace Sexual harassment and bullying can often arise in the context of workplace romances. Employers should have policies and procedures in place to deal with any such incidents and related complaints. Love may be in the air, but it doesn’t have to poison the workplace. Be proactive, set expectations around conduct and enforce your workplace policies. Moira Grassick is Chief Operating Officer at Peninsula Ireland

The UK Government published its first sanctions strategy on 22 February 2024. The strategy addresses how it uses sanctions as a foreign and security policy tool. It sets out the continued investment, partnerships and structures that support UK government sanctions and the cross-government architecture built to deliver sanctions. It outlines the partnerships developed with the private sector, NGOs, and international partners, and the steps being taking to strengthen sanctions implementation and enforcement. This information is provided as resources and information only and nothing in these pages purports to provide professional advice or definitive legal interpretation(s) or opinion(s) on the applicable legislation or legal or other matters referred to in the pages. If the reader is in doubt on any matter in this complex area further legal or other advice must be obtained. While every reasonable care has been taken by the Institute in the preparation of these pages, we do not guarantee the accuracy or veracity of any resource, guidance, information or opinion, or the appropriateness, suitability or applicability of any practice or procedure contained therein. The Institute is not responsible for any errors or omissions or for the results obtained from the use of the resources or information contained in these pages.

Institutes will now work together on the next steps to create the largest professional body on the island of Ireland.   Wednesday 21 February 2024:  Members of Chartered Accountants Ireland and CPA Ireland have voted in favour of a proposal to amalgamate the two Institutes.    The two Irish-based accountancy bodies will now work to implement the decision of their members, which will see the creation of a single Institute operating under the Chartered Accountants Ireland brand.   The proposal had been endorsed by the Councils of both Institutes who believe it will better position the profession for the future, driving new growth opportunities while being stronger to meet challenges.  In a joint statement, Sinead Donovan, President, Chartered Accountants Ireland and Mark Gargan, President of CPA Ireland said they were pleased that members had seen the benefits of the proposal.  Sinead Donovan, President of Chartered Accountants Ireland, said: “This is a vote of confidence in the future. Thanks to every member who engaged with us along the way and who turned out to vote in such numbers. Our work continues now to secure the legal and regulatory consents needed to deliver on this mandate for a stronger profession.”  Mark Gargan, President of CPA Ireland, said: “As one single Institute, we will be more strongly positioned to represent our members, to promote the profession and to be a positive voice representing the public interest.  The move towards consolidation of professional membership organisations is gaining momentum globally, and Ireland will be a model for other professional bodies in this regard.“

The UK Money Laundering and Terrorist Financing (Amendment) Regulations 2023 (Regulation 1371/2023) which took effect on 10 January 2024, provides that for the purpose of assessing risk, the starting point is that domestic (i.e.UK) PEPs present a lower level of risk than non-domestic PEPs .If no enhanced risk factors are present, the extent of enhanced customer due diligence measures to be applied in relation to that customer or potential customer is less than the extent to be applied in the case of a non-domestic PEP. A parliamentary statement on lower risk of domestic PEPs explains the change is to ensure that relevant persons take a proportionate and risk-based approach to the treatment of domestic PEPs, and to allay concerns that a number of holders of prominent public positions and their family have encountered problems accessing financial services due to their status as Politically Exposed Persons. This information is provided as resources and information only and nothing in these pages purports to provide professional advice or definitive legal interpretation(s) or opinion(s) on the applicable legislation or legal or other matters referred to in the pages. If the reader is in doubt on any matter in this complex area further legal or other advice must be obtained. While every reasonable care has been taken by the Institute in the preparation of these pages, we do not guarantee the accuracy or veracity of any resource, guidance, information or opinion, or the appropriateness, suitability or applicability of any practice or procedure contained therein. The Institute is not responsible for any errors or omissions or for the results obtained from the use of the resources or information contained in these pages.    

Recent corporate failures throughout the world have underscored the benefits of clarifying and enhancing the role of auditors in responding to fraud and suspected fraud as a means of enhancing public trust in financial reporting.  The proposed revisions to the IAASB standard significantly strengthen the standard on auditors’ responsibilities related to fraud by defining the expectations in relation to fraud, delineating more robust procedures, and increasing transparency about the auditors’ responsibilities and fraud-related procedures in the auditor’s report. During the consultation period, IAASB will release a videos series to help stakeholders understand the proposed revisions and their implications for strengthening the financial reporting ecosystem. Stakeholder are encouraged to submit their comments using the Response Template by June 5, 2024. 

The Economic Crime & Corporate Transparency Act (ECCTA) 2023 received Royal Assent on 26 October 2023, and the provisions of the Act are starting to be implemented. The primary aims of the ECCTA are to enhance corporate transparency and reduce economic crime, therefore providing increased benefit to the UK economy, for both businesses, and individuals. To facilitate these aims, the Act implements provisions about companies, limited partnerships and other corporate entities, including the registration of overseas entities and the individuals associated with them. As part of implementation of the Act, Companies House will have new and enhanced powers to improve the quality of the information held on the Companies Register. Companies and individuals will also be required to comply with their obligations to deliver documentation on time and in the correct format. A number of the changes are being implemented from March 2024; these are outlined below. The changes will apply to incorporated entities, limited partnerships and limited liability partnerships. It will also apply to their members and directors. Companies House has set out the following important changes:  • Appropriate registered postal and email addresses – Companies will need to ensure their registered office address is “appropriate”, meaning that any document delivered to that address would be reasonably expected to come to the attention of a person acting on behalf of the company, and acknowledgement of delivery can be provided. For these reasons, PO Boxes will no longer be permitted as registered office addresses. Companies will also need to supply an appropriate email address with their next confirmation statement. As part of the transition, we understand Companies House will communicate to companies both by post and by email, with an eventual move to email-only communication. • Lawful purpose – On incorporation, the subscribers (the members of the entity at point of incorporation) will need to make a statement that the entity is being formed for a lawful purpose. A similar statement will be required for all entities on their next confirmation statement, confirming that all intended future activities are lawful. • Greater powers for Companies House – The Registrar will have enhanced powers to scrutinise, query and reject information it believes to be incorrect or inconsistent with information already held on the Register. In some cases, the Registrar will have the power to remove previously filed information. Annotations will also be made public on the Register to make stakeholders aware of potential issues with information supplied. • Enforcement and sanctions – Companies House will be given greater power to take action where a company, and its directors, do not respond to formal requests for information, or where their registered office is not an appropriate address. Sanctions could include financial penalties, annotations on the company’s public record, or even in the most severe cases prosecution. In addition to the above, Companies House will be closing their Belfast office to the public from 4 March 2024. Therefore, filing paper documents, including financial statements and confirmation statements in person will not be possible at the Belfast office from that date. Individuals wishing to file information in paper format will need to post the documents to the Registrar’s office in Cardiff. Electronic filing options are available for almost all documents, and Companies House are encouraging companies to avail of these filing options, as they phase out paper filings. Further information on the remaining significant changes, such as the identity verification requirements and changes in filing options, will be available in the coming months from Companies House. Article written by Maeve Hunt, Principal – Head of Accounting Services Grant Thornton (NI) LLP and Chair of the Members in Practice Committee. Originally published in Practice News February 2024. The opinions expressed are solely those of the writer and not to be construed as those of the Institute. The purpose of technical articles is solely to draw the attention of the reader to issues, and these should never be construed as guidance or relied on. To the fullest extent permitted by law, no liability is accepted by the Institute or the author for persons acting or failing to act as a result of anything contained in this article.  This information is provided as resources and information only and nothing in these pages purports to provide professional advice or definitive legal interpretation(s) or opinion(s) on the applicable legislation or legal or other matters referred to in the pages. If the reader is in doubt on any matter in this complex area further legal or other advice must be obtained. While every reasonable care has been taken by the Institute in the preparation of these pages, we do not guarantee the accuracy or veracity of any resource, guidance, information or opinion, or the appropriateness, suitability or applicability of any practice or procedure contained therein. The Institute is not responsible for any errors or omissions or for the results obtained from the use of the resources or information contained in these pages.

On 5 February last, the report stage and third reading of the latest Finance Bill took place in the House of Commons. The Government’s proposed amendments to the Bill were passed, as was a new clause which had been tabled to introduce a new investment exemption for the electricity generator levy.  The Bill has now moved to the House of Lords where second reading was scheduled to take place on 21 February 2024. As the Bill is a ‘Money Bill’, it should be noted that this is a formality only as no changes can be made to the Bill by the House of Lords. This therefore means that, for UK GAAP/IFRS purposes, the Bill is now classed as ‘substantively enacted’. 

HMRC has published a new section in its Employment Income manual which sets out that from 1 July 2024, certain double cab pick-ups will no longer be treated as vans for income tax purposes leading to significantly higher benefits in kind as a result of being treated as cars. The UK Government has agreed to update the terms for transitioning from the Digital Services Taxes to Pillar One and HMRC has published the latest performance data for the quarter ended 31 December 2023. And finally, this week, the National Audit Office has published its report on tax measures to encourage economic growth.   Change in treatment of double cab pick-ups  HMRC has confirmed in its Employment Income Manual that from 1 July 2024, certain double cab pick-ups will no longer be treated as vans and will be classed as cars for income tax purposes.   According to the guidance in the Employment Income Manual, from 1 July 2024, HMRC will no longer interpret the legislation that defines car and van for tax purposes in line with the definitions used for VAT purposes. This VAT approach for double cab pickups differentiated the treatment based on payload, with anything under one tonne classified as a car, and anything a tonne or more as a van. This rule was replicated as a pragmatic way of resolving the primary suitability and classification of double cab pickups. Going forward, classification of double cab pickups will therefore need to be determined by assessing the vehicle as a whole at the point that it is made available to determine whether the vehicle construction has a primary suitability as per the two-part test outlined at EIM23115 onwards.   As a result, from 1 July 2024, most if not all double cab pickups will be classified as cars when calculating the benefit in kind. This is because typically these vehicles are equally suited to convey passengers and goods and have no predominant suitability.   Transitional arrangements will apply for employers who have purchased, leased, or ordered a double cab pickup before 1 July 2024, meaning that they will be able to rely upon the previous treatment until the earlier of disposal, lease expiry, or 5 April 2028. The position prior to 1 July 2024 remains unchanged as outlined at EIM23150.   Digital Services Taxes and transition to Pillar One  The UK, together with Austria, France, Italy, and Spain, has agreed to update the terms for transitioning from their Digital Services Taxes to Pillar One and have also published a joint statement on the transitional approach.  In 2021, 130 countries of the G20/OECD Inclusive Framework agreed on a two Pillar package of reforms to the international tax framework. In support of that, in a joint statement in the same month, the US, Austria, France, Italy, Spain, and the UK announced the terms of a political compromise on the transition from existing Digital Services Taxes to the new multilateral solution and to continuing discussions through constructive dialogue.  In light of the continuing multilateral negotiations at the G20/OECD Inclusive Framework, those same countries recently announced an extension of the political compromise set forth in the October 2021 joint statement through to 30 June 2024 which is consistent with the revised timeline.   Latest HMRC performance data  The latest HMRC quarterly performance data has been published and specifically data in relation to the quarter ended 31 December 2023. Monthly performance data is also available for the month ended 31 December 2023.   The Institute continually discusses HMRC service levels with HMRC and welcomes your feedback at any time by email. We recently requested feedback in relation to the most recent self-assessment filing deadline and are still accepting feedback on this until the end of this month. Members are encouraged to get in touch and share their experiences to enable the Institute to engage more effectively on their behalf with HMRC.