The European Parliament’s FISC Subcommittee hosted a public hearing on the implementation of the Two-Pillar framework in the light of the US Administration backing down from some of the tax commitments it has made previously. The hearing assessed the implications for the EU's approach to global tax governance and analysed the next steps for the implementation of the OECD agreement for a global minimum tax rate for multinational companies.

EU finance ministers have agreed a new approach to the Value Added Tax (VAT) rules for distance sales of imported goods and import VAT. The new directive will make suppliers liable for the import VAT and VAT on certain distance sales. Foreign traders or platforms using the VAT Import One-stop Shop will not need to be registered in each Member State.

Revenue has updated its guidance on the income tax and PRSI treatment of individuals who are engaged as Sub-Postmasters by An Post, and Social Welfare Branch Managers by the Department of Social Protection. The updated guidance confirms that the five-step framework, as set out in the Supreme Court judgement in the Karshan (Midlands) Ltd t/a Domino’s Pizza case [2023] IESC 24, should be used to determine whether the individual is an employee or is self-employed.

Revenue has updated its general background guidance on corporation tax. The updated guidance reflects Finance Act 2024 amendments to Start-up Relief for companies under section 486C TCA 1997. The new participation exemption for foreign distributions under section 831B TCA 1997 in also included in the revised guidance.  

Revenue has updated its guidance on the High-Income Individual’s Restriction to reflect amendments to section 485C TCA1997 introduced by Finance Act 2024. The amendments delete section 485C (1B) TCA 1997 and relevant references in Schedule 25B of the Act which were required to reflect the removal of obsolete provisions in the section dealing with the restriction on the use of capital allowances for certain leased assets.  Examples throughout the guide have also been updated to the calendar year 2024, with the 2024 credit values and rate bands now applied.

The Minister for Finance, Paschal Donohoe has recently signed the Statutory Instrument bringing into effect the changes announced in Finance Act 2024 relating to the Film Tax Credit. The enhancements announced in Finance Act 2024, referred to as the Scéal Uplift, provide for an uplift of 8 percent to the tax credit for small to medium budget feature film productions. Finance Act 2024 introduced enhancements to section 481 TCA 1997 which provides relief, by means of a corporation tax credit (Film Tax Credit), for the qualifying costs of certain audio-visual productions. The uplift will result in a tax credit rate of 40 percent for feature films for projects with a maximum qualifying expenditure of up to €20 million. As a result of the commencement order, the enhanced relief took effect from 2 May 2025 and is subject to the sunset clause of 31 December 2028 provided for in section 481 TCA 1997.

Revenue has issued a further warning of fraudulent emails, text messages and phone calls appearing to come from them seeking personal information from taxpayers.  The fraudulent messages typically relate to tax refunds and the immediate payment of tax to avoid criminal proceedings and are a phishing attempt. Revenue has confirmed that MyEnquiries, the secure online service, is used to send, receive and track correspondence. Examples of fraudulent emails and texts are included in the release. Revenue also advises individuals to reset passwords if account details have been provided in response to an email, text or phone call and to contact their bank or credit card company if bank details have been provided.

Revenue has updated the Agent's Guide to the Collector General’s Division to include new content and to update existing information. While the guidance is primarily intended to be of assistance to tax agents, it will be of assistance to any customer who transacts business with the Collector-General’s Division. The following new sections have been added to the manual: Non-resident repayment of Relevant Contracts Tax, International claims, E-linking process for agents and taxpayers, and EU VAT modernisation. The sections which have been updated are as follows: Notification of representation of properties for LPT, Late payments and interest charges, Tax relief at source (mortgage interest and medical insurance), Unregistered VAT repayments, and Due dates for submission of returns and payments. References to fixed direct debits have been removed from the guidance.

In advance of the Residential Zoned Land Tax (RZLT) pay and file deadline of 23 May 2025, Revenue has produced a series of prerecorded general information sessions on RZLT. The recordings cover a step by step guide dealing with site registration, and RZLT return and payment processes which can be accessed on Revenue’s RZLT Hub.

Revenue has updated the guidelines for charging interest on late payment through Revenue Debt Management Services. The manual now includes relevant details for capital acquisitions tax. The purpose of the guidance is to explain why interest is charged and how interest charges are raised and charged from the Debt Management Services. The title of the guidelines has also been updated and references to charging interest on fixed direct debit and balloon payments have been removed. Appendix 4, which provides details of the due dates for self-assessed taxes, has been updated to reflect current practices. 

Many of us struggle with self-doubt despite our success. Edel Walsh outlines practical strategies to help you overcome impostor syndrome and believe in your achievements Do you ever feel like you’re not good enough, despite evidence of your accomplishments and abilities? You’re not alone. Many high-achieving individuals experience impostor syndrome, a phenomenon whereby people doubt their skills, fear being exposed as a fraud and believe they don’t deserve their success. Here are some strategies you can utilise to help overcome impostor syndrome: Acknowledge your achievements Take time to reflect on your accomplishments, no matter how small they may seem. Keep a journal or list of your successes and revisit it regularly to remind yourself of your capabilities and achievements. Challenge negative thoughts When impostor thoughts arise, challenge them with evidence to the contrary. Remind yourself of past successes, positive feedback from others and your unique skills and strengths. Replace self-doubt with compassionate self-affirming thoughts and beliefs. Embrace vulnerability Understand that impostor syndrome is a common experience shared by many successful individuals. Embrace vulnerability and share your feelings with trusted friends, family members or mentors who can offer support and perspective. You will likely find that others can relate to your experiences and provide encouragement and reassurance. Set realistic expectations Accept that perfection is unattainable and that everyone makes mistakes or encounters setbacks. Set realistic goals for yourself and celebrate progress rather than fixating on perceived failures or shortcomings. Remember that setbacks are opportunities for growth and learning. Practice self-compassion Treat yourself with kindness and compassion, especially during times of self-doubt. Practice self-care by prioritising activities that nourish your mind, body and soul. Be gentle with yourself and recognise that it is okay to ask for help, take breaks when needed and prioritise your well-being. Seek support Don’t be afraid to seek support from others when impostor feelings arise. Reach out to mentors, coaches or therapists who can offer guidance and support as you navigate feelings of self-doubt and insecurity. Surround yourself with a supportive network of individuals who believe in your abilities and can provide encouragement and validation. Remember, overcoming imposter syndrome is a journey, not a destination. It takes time, effort and self-awareness to challenge and change ingrained thought patterns and beliefs. The next time that nagging voice in your head whispers, “You don’t belong here,” answer it with a smirk and scroll through your list of achievements. Imposter syndrome may show up uninvited, but it doesn’t get to run the show. With the right tools, you can quiet that inner critic and take up the space you’ve rightfully earned. Remember that you didn’t get where you are by accident. You got here by working hard, showing up and pushing forward, even when doubt tried to slow you down. This is not fraudulence; it is resilience. So, update your LinkedIn, take the credit, and most importantly, believe people when they say you are good at what you do—because you are. Edel Walsh is a career coach. For more information, check out www.edelwalsh.ie.

Agentic AI could help close the gap between investment in AI and the low returns it offers businesses today. David Lee outlines its potential to future-proof growth and profitability The disconnect between the efficiency gains promised by artificial intelligence (AI) and its impact on corporate balance sheets is among most significant challenges facing businesses today. PwC Ireland’s latest CEO survey revealed that 94 percent of chief executives expect AI to be embedded in their workflows within three years. Less than a quarter can demonstrate any meaningful profitability improvements from their investment in AI, however. This gap demands attention as organisations move beyond AI experimentation. With close to one-third of Irish CEOs believing their organisation won’t exist in its current form 10 years from now, there is greater pressure to deliver higher returns from AI investment. Agentic AI—technology capable of autonomous decision-making and actioning—could offer the requisite bridge between personal productivity improvements and enterprise-wide transformation. The state of AI adoption AI sentiment around boardroom tables presents a striking paradox. Despite operating in unparalleled macroeconomic conditions, 93 percent of Irish business leaders maintain a remarkably positive outlook on revenue growth, according to PwC’s CEO Survey. This optimism exists alongside a profound recognition of the need for internal transformation, however. Close to 30 percent of Irish CEOs do not believe their organisation will exist in its current form within a decade. This creates a strong case for AI investment as business leaders race to reinvent their organisations. Six-month trends reveal an acceleration in structured AI implementation, with the proportion of Irish organisations kickstarting formal plans and active projects jumping from 50 to 70 percent. Herein lies the central challenge. While efficiency improvements are widely evidenced, only a quarter of these organisations have translated such gains into profits. This value leakage—from potential to profit—demands explanation. Agentic AI to the value gap If conventional AI has delivered incremental benefits without proportional financial returns, Agentic AI could offer a more compelling proposition. The distinction is not merely technical but fundamental to how value is created and captured. Agentic AI—systems capable of autonomous decision-making, action-taking and process optimisation—represents a shift from what might be termed “intelligent data manipulation” to “intelligent workflow execution”. This transition is the difference between personal productivity and enterprise productivity; between automating discrete tasks and reimagining entire processes. Diverse applications from all areas of the business can be united in their focus on end-to-end processes, rather than isolated tasks. This is precisely the shift needed to bridge the gap between efficiency and profitability. Strategic implementation framework Translating Agentic AI’s potential into sustainable financial returns requires a deliberate approach that strikes a balance between innovation and pragmatism. The following framework offers a pathway. The progression from conventional to Agentic AI implementation is evolutionary rather than revolutionary. The most successful organisations establish proof points through targeted deployments before attempting wholesale business model reinvention. This approach creates the reference experiences necessary to build internal confidence and stakeholder support. Successful and sustained AI adoption must also address obstacles simultaneously. A sequential approach—solving technical challenges before addressing governance concerns, for example—invariably creates impediments to scale. The most effective organisations pursue parallel workstreams that address technology implementation, organisational capability building, governance development, stakeholder engagement, cybersecurity and security enhancement. Particular attention should be paid to the behavioural change requirements. The adoption curve for AI follows predictable patterns—early enthusiasts, the pragmatic majority and reluctant laggards. Effective adoption strategies account for these different constituencies, rather than designing exclusively for the enthusiasts. The behavioural shifts required to support Agentic AI extend beyond initial adoption to continuous learning as capabilities evolve. This differs from the “train once” deployment models of traditional technology implementations. Implementation must also proceed at a pace that maintains trust across all stakeholder groups. Trust, once compromised, requires disproportionate effort to restore—a calculation that justifies measured progress over hasty deployment. Balancing innovation and pragmatism The value gap between AI’s promised benefits and its profit delivery represents the central challenge for business leaders navigating the current wave of technological disruption. With nearly a third of Irish CEOs questioning their organisation’s future in its current form, the imperative to bridge this gap has never been more acute. Agentic AI offers a pathway from incremental improvement to fundamental transformation by shifting focus from isolated task automation to orchestrated process reimagination. Organisations demonstrating measurable financial returns have moved beyond the “faster horses” mindset to rethink how work itself should be structured and executed. Yet, technology alone cannot close the value gap. Successful implementation requires simultaneous attention to business case development, organisational capability building, governance structures, stakeholder trust and security considerations. The most effective approaches strike a balance between innovation ambition and implementation pragmatism, building reference experiences before attempting wholesale business model reinvention. The most valuable lesson from early adopters is perhaps counterintuitive: the strongest financial returns often come, not from cost reduction through displacement, but from capacity expansion through augmentation. As organisation’s progress from experimentation to enterprise adoption, they would do well to remember that AI is not just a “new tool”. Rather, it represents a fundamental shift in how work is conceived and executed. Those who approach it merely as a means to do existing things more efficiently will find themselves with faster horses in an age that demands flying cars. David Lee is Chief Technology Officer at PwC Ireland