Search this site

Changes to FRS 102 are now in effect for accounting periods beginning on or after 1 January 2026. If your organisation prepares its financial statements under FRS 102, the revised requirements could affect how you account for leases and revenue, as well as the figures and disclosures presented in your financial statements. For some organisations, the impact may be limited. For others, the changes could affect reported assets and liabilities, the timing of revenue recognition and key financial measures. The impact will depend on your contracts, lease arrangements and existing accounting policies. Understanding this now can help avoid surprises when it comes to preparing your financial statements. Who do the changes apply to? FRS 102 is the financial reporting standard used by many businesses and other organisations in Ireland and the UK. Following its Periodic Review 2024, the Financial Reporting Council introduced a number of amendments to the standard. Most apply to accounting periods beginning on or after 1 January 2026. For many businesses, 2026 will therefore be the first reporting period affected by the revised requirements. FRS 102: What has changed? Area Previously From 2026 Lease accounting Operating and finance leases were treated differently by lessees. The distinction has largely been removed for lessees, with most leases now recognised on the balance sheet as a right-of-use asset and lease liability, subject to exemptions. Lease expenses Operating lease payments were generally recognised as rental expenses over the lease term. For leases recognised on the balance sheet, the expense is generally split between depreciation and interest. Balance sheet impact Operating leases were generally not recognised as assets and liabilities on the balance sheet. More leases are recognised on the balance sheet, which may increase reported assets and liabilities. Revenue recognition Revenue recognition followed the previous Section 23 requirements. A new five-step model applies to revenue from contracts with customers. Customer contracts Some straightforward contracts required relatively limited analysis. Businesses may need to identify performance obligations, determine and allocate transaction prices and assess when each obligation is satisfied. Fair value Fair value guidance was spread across different areas of FRS 102. A dedicated Section 2A brings the requirements together and provides more detailed guidance. Financial information required Existing systems and processes may have been sufficient to support previous accounting treatments. Some businesses may need to capture additional information about leases, customer contracts, valuations and disclosures. More leases will appear on the balance sheet Under revised Section 20, most leases will now be recognised on the balance sheet through a right-of-use asset and corresponding lease liability. Exemptions remain for qualifying short-term leases and leases of low-value assets. Businesses should also review wider contracts, as some arrangements may contain a lease even where they are not formally described as one. Why does this matter? The changes may increase reported assets and liabilities and alter how lease costs appear in the accounts. For leases recognised on the balance sheet, rental expenses will generally be replaced by depreciation and interest charges. This can affect measures such as: EBITDA Gearing Interest cover Businesses with lending facilities should also consider whether the changes could affect financial covenants or other measures used by lenders. Revenue recognition follows a new five-step model Revised Section 23 introduces a five-step approach to recognising revenue from contracts with customers. Businesses will need to: Identify the contract with the customer. Identify the separate performance obligations within the contract. Determine the transaction price. Allocate the transaction price to each performance obligation. Recognise revenue when, or as, each performance obligation is satisfied. For straightforward transactions, the accounting outcome may remain largely unchanged. More complex contracts may require closer review, particularly where they include multiple goods or services, variable pricing, warranties, licences, long-term delivery arrangements or changes to the original contract. For some businesses, this could affect when revenue is recognised and may require finance teams to capture additional information about customer contracts. Other reporting changes The amendments also introduce a dedicated Section 2A on fair value measurement, bringing the relevant requirements together and providing more detailed guidance on valuation techniques and inputs. Changes to Section 29 also provide guidance on uncertain tax treatments, alongside a number of other amendments and clarifications throughout the standard. Not every change will have the same impact on every organisation, but these areas should form part of a wider review of how the revised standard affects your financial reporting. The impact goes beyond the year-end accounts Preparing for the revised FRS 102 requirements is not simply a year-end accounting exercise. Finance teams may need to gather information that was not previously required, apply new judgements and change how contracts and lease arrangements are reviewed. Systems, processes and internal controls may also need to be updated to make sure the right information is captured accurately and consistently. Changes to reported figures could also flow through to: Budgets and forecasts Management reporting Key performance indicators Loan covenants Remuneration arrangements linked to financial measures Discussions with lenders, investors and other stakeholders Understanding these effects early gives your business more time to respond. What should businesses do now? If you have not already assessed the impact of the revised standard, now is the time to do so. Key steps include: Confirm when the revised FRS 102 requirements first apply to your organisation. Build a complete register of your lease arrangements and identify contracts that may contain a lease. Review key customer contracts against the new revenue recognition model. Assess the potential effect on your financial statements and disclosures. Consider the impact on key financial measures and loan covenants. Review whether your accounting policies, systems, processes and controls need to change. Make directors, lenders and other relevant stakeholders aware of significant changes before year end. A focused review now can identify gaps early and give your team time to address them before the financial statements are prepared. How UHY FDW can help The revised FRS 102 requirements may affect businesses differently depending on their contracts, leases and existing accounting treatment. Our team can help you understand what the changes mean for your organisation, assess the potential impact on leases and revenue recognition, and support you through the transition to the revised requirements. Speak to our team about how the FRS 102 changes could affect your business and the steps you should take now.

With Budget 2027 due to be presented on 6 October 2026, businesses should now be considering how potential changes in taxation, employment costs and Government policy could affect their plans for the year ahead. The Government's Summer Economic Statement provides for an overall Budget package of €8.5 billion, comprising €7 billion of additional public expenditure and €1.5 billion of new taxation measures. The precise measures will not, however, be known until Budget Day. Rather than attempting to anticipate individual announcements, businesses can use the period before the Budget to ensure they have a clear understanding of their current financial position and the areas most exposed to change. Review your current financial position Up-to-date financial information provides the foundation for assessing the impact of any Budget measures. Businesses should consider reviewing: recent management accounts and underlying financial performance; cash flow and working capital requirements; current and forthcoming tax liabilities; payroll and wider employment costs; financing and debt commitments; planned capital expenditure; and projected income and costs for the remainder of 2026 and into 2027. Having this information readily available should make it easier to quantify the effect of relevant measures once the Budget is announced. Stress-test your 2027 forecasts Forecasting should consider more than a single expected outcome. Scenario analysis can help businesses understand the potential effect of changes in areas such as employment costs, taxation, financing costs or planned investment. This does not require businesses to predict the measures that will be announced on Budget Day. Instead, management can identify the assumptions that have the greatest influence on profitability and cash flow and consider how the business would respond if those assumptions change. Understand your employment cost base Employment costs remain an important consideration for businesses planning for 2027. Management should have a clear understanding of the total cost of employment across the organisation, rather than considering basic salaries in isolation. Accurate and up-to-date payroll information will also enable businesses to assess the financial implications of any Budget measures affecting employers or employees once the detail becomes available. Revisit planned investment Businesses considering significant investment in equipment, technology, premises, recruitment or expansion should review the expected timing and commercial rationale for those projects. The purpose is not to defer commercially appropriate investment in anticipation of potential Budget changes. Rather, documenting the current position provides a benchmark against which any relevant measures announced on Budget Day can subsequently be assessed. Maintain a strong focus on cash flow Regardless of the measures announced in Budget 2027, effective cash flow management remains fundamental. Businesses should consider expected receipts and payments, forthcoming tax liabilities, payroll obligations, financing commitments and significant capital expenditure. Where possible, building appropriate flexibility into cash flow forecasts can leave businesses better positioned to deal with changes in costs or the timing of expenditure. Look beyond the Budget Day headlines Not every announcement made on Budget Day will necessarily have an immediate effect. Businesses should therefore consider not only what has been announced, but also the effective date, eligibility conditions and any legislative or administrative requirements associated with individual measures. The detailed provisions can be considerably more important than the initial headline. Prepare now to respond effectively While businesses cannot know in advance which measures will ultimately form part of Budget 2027, they can ensure that they are well positioned to assess their impact. Reliable management information, realistic forecasts and a clear understanding of cash flow, employment costs and investment plans provide a strong basis for informed decision-making. Following Budget 2027, UHY FDW will review the key taxation and business measures and consider what they mean in practice for Irish businesses and their owners. Stay informed on Budget 2027 Budget 2027 will be presented on 6 October 2026. Sign up to the UHY FDW mailing list to receive our Budget 2027 summary, highlighting the principal announcements and their implications for businesses, employers and individuals. This article is intended as general information only and does not constitute tax, accounting or business advice. Appropriate professional advice should be obtained having regard to the particular circumstances.

Ireland's annual Pay & File deadline is approaching, and taxpayers within the self-assessment system should ensure that they have the information required to complete their 2025 Income Tax Return and calculate their 2026 Preliminary Tax liability. The statutory deadline is 31 October 2026. Where taxpayers both file their return and make the appropriate payment through Revenue's Online Service (ROS), the deadline is extended to Wednesday, 18 November 2026. What does Pay & File involve? Under the self-assessment system, Pay & File brings together a number of important annual tax obligations. For the 2026 filing cycle, taxpayers are required to: file their 2025 Income Tax Return; pay any balance of Income Tax due for 2025; and pay Preliminary Tax for 2026. The level of tax payable will depend on the taxpayer's individual circumstances, making it important to review the position sufficiently in advance of the filing deadline. Who needs to consider the deadline? The Pay & File requirements can apply to individuals within the self-assessment system, including self-employed individuals, sole traders, company directors, landlords and individuals with sources of income that are not fully taxed through the PAYE system. The precise filing obligation will depend on an individual's circumstances. Preparing for Pay & File Early preparation can significantly reduce the pressure associated with the filing deadline. Depending on your circumstances, information required to prepare your return may include: business or professional income and expenses; rental income and related expenses; investment income; pension contributions; details of capital transactions; information relating to applicable tax credits and reliefs; and other sources of income arising during 2025. Providing complete information to your tax adviser well ahead of the deadline allows appropriate time to identify outstanding information, review available reliefs and establish the amount of tax payable. Consider your Preliminary Tax position Pay & File is not solely about finalising the previous year's tax return. Taxpayers must also consider their Preliminary Tax liability for the current year. Accordingly, the filing process provides a useful opportunity to consider expected income and tax liabilities for 2026 and to ensure that adequate cash resources are available to meet the payment falling due. Why acting early matters Leaving the process until close to the deadline can create unnecessary pressure, particularly where records are incomplete or additional information is required. An early review provides greater visibility over the expected tax liability and gives taxpayers more time to manage cash flow and address any issues identified during preparation of the return. How UHY FDW can help At UHY FDW, our Tax team works with individuals, entrepreneurs and business owners across Ireland in managing their Income Tax compliance obligations and wider tax affairs. If you require assistance with your 2025 Income Tax Return or 2026 Preliminary Tax position, contact a member of our Tax team ahead of the Pay & File deadline. This article is intended as general information only and does not constitute tax advice. The tax treatment applicable will depend on the particular facts and circumstances.

When people think about a career in accountancy, they often focus on qualifications, exams and technical expertise. While these are undoubtedly important, they're only part of the picture. Early Career At UHY FDW, we've seen many individuals progress from interns, trainees, and graduates into leadership roles within the firm. While every career journey is different, there are common experiences, lessons and opportunities that help shape professional growth. To explore what career progression really looks like, we spoke with one of our Audit & Accounts Managers, Shannon Murnion, who began her career with UHY FDW as a trainee and has since progressed through the ranks. Learning the Ropes The first few months in any new role can feel like a steep learning curve. For those starting their careers in accountancy, there's a lot to take in: understanding how the firm operates, getting to know colleagues, learning new systems, working with clients and balancing professional exams alongside day-to-day responsibilities. What often makes the biggest difference during this period is the support available from those around you. Experienced colleagues, managers and mentors all play an important role in helping new team members gain confidence and settle into the profession. “I remember the first day I walked through the doors of UHY Farrelly Dawe White, the person that opened the door that morning turned out to be one of my best friends. Everyone I met in those early days were so friendly and welcoming, whether it was passing in the hallway or saving me a seat in the kitchen. Those interactions had a huge impact in helping me settle in.” Those early experiences often lay the foundations for long-term development. Learning how to ask questions, seek guidance and build relationships can be just as important as developing technical knowledge. Learning, Developing and Building Confidence As careers develop, learning increasingly comes from experience. Taking on responsibility, receiving constructive feedback and working closely with colleagues allows people to build confidence and develop new skills. “In the first few years I leaned on my colleagues and close team members for help. I also had a fantastic manager who supported me in my role, giving me the scope to step up and take on challenges which helped to build my confidence and develop my technical skills.” Investing in Leadership Development At UHY FDW, initiatives such as High Achievers, Pathfinders, the UHY Forum and more recently the UHY Network Project Hermes, provide opportunities for people to expand their perspectives, connect with colleagues across the wider network and prepare for future leadership responsibilities. “I was given the opportunity to attend the High Achievers programme around the same time I was promoted to Audit & Accounts Manager. This programme provided an insight into people management and essential leadership skills, which I found very beneficial. This programme also helped to develop relationships with my colleagues in different departments and other offices who I don’t get to work with very often.” These wider development opportunities help individuals build confidence and gain insights that support the next stage of their career journey. Values and Culture Career development is also shaped by the culture people experience around them. At UHY FDW, shared values form an important part of how colleagues work together, support one another and contribute to the wider firm. “The Values Committee is something I am very proud to be a part of. The introduction of these values has encouraged us to demonstrate and live by the behaviours daily, which has shaped our culture in a very positive way.” This focus on people, values and culture creates an environment where individuals can continue to develop, take on greater responsibility and grow into leadership roles. Shannon has also seen the firm itself evolve throughout her career. “Another change has been at firm level. I have watched so many positive changes happen since I started all those years ago. Investment in IT systems / audit software and an enhanced focus on people, values and culture which I am very proud to be a part of.” This focus on people, values and culture creates an environment where individuals can continue to develop, take on greater responsibility and grow into leadership roles. Becoming a Leader One of the most significant transitions in an accountancy career is moving from trainee to senior and eventually into management. As responsibilities grow, the role begins to change. The focus shifts from completing tasks and developing personal expertise to supporting team members, managing client relationships and helping others succeed. Managers also play an important role in developing future talent, guiding colleagues through challenges and sharing the knowledge they have gained throughout their own careers. “The biggest change has been my confidence in my role as I’ve grown and developed over the years. From being the junior on audit engagements, to now managing the job from start to finish whilst developing a strong relationship with those clients has been a big achievement for me. Through this experience, I have had the opportunity to coach junior members along the way, which I personally have found most enjoyable and rewarding. It hasn’t been long since I was also in that position, so I know how important it is to invest the time to share any knowledge that I can.” This progression highlights just how broad the profession can be, with success relying on a blend of technical knowledge, communication skills, leadership and commercial awareness. A Profession That Continues to Evolve Many people enter accountancy expecting the profession to be focused primarily on numbers. However, as careers progress, they often discover that people, relationships and problem-solving sit at the heart of the role. Understanding clients' needs, collaborating with colleagues and helping businesses achieve their goals become increasingly important aspects of the profession. Advice for Future Graduates For anyone considering a career in accountancy, the prospect of starting out can feel daunting. However, every experienced professional was once in exactly the same position. The early years are an opportunity to learn, ask questions, build relationships and gain as much experience as possible. Success rarely comes from knowing everything at the start. Instead, it comes from being curious, adaptable and willing to learn. “If in doubt, always ask the question. Always go the extra mile and give every job 100% effort. Attend all training programmes and courses available they are so beneficial. Get involved in events and initiatives, it helps to build confidence and develop relationships across the firm.” Looking Back & Looking Forward Reflecting on a career journey can be a powerful reminder of how much growth takes place over time. From the challenges of the first day to the responsibility of leading teams and supporting clients, each stage brings new opportunities for development. “My biggest achievement has to be qualifying with ACCA in 2021. I am also extremely proud to have progressed to Audit & Accounts Manager back in 2024. The journey hasn’t always been easy, but I am grateful for all the opportunities, guidance and support that has helped me get to this stage in my career.” At UHY FDW, that journey is supported by professional development opportunities, career progression pathways and the chance to build connections both inside and outside your immediate team. Ultimately, a career in accountancy is about far more than qualifications or job titles. It is about continuous learning, building meaningful relationships, supporting others and growing into a trusted advisor and leader. For those starting their journey today, the opportunities ahead are significant and the path from graduate to manager may be closer than they think.

Gender pay gap reporting in Ireland is entering a new phase. The public side of Ireland’s Gender Pay Gap Portal launched earlier in 2026, making it easier for employees, customers and the wider public to view and compare gender pay gap reports across different sectors, organisation sizes and reporting years. For employers, this brings greater visibility to gender pay gap reporting and makes preparation for the 2026 reporting cycle increasingly important. A more transparent reporting environment The Gender Pay Gap Portal provides a central location for published gender pay gap information. This increased transparency means an organisation’s reporting can now be viewed alongside other employers within its sector or of a similar size. As a result, gender pay gap reporting is becoming more than an annual compliance exercise. The information published can also contribute to how employees, potential recruits and other stakeholders understand an organisation’s approach to pay and workplace equality. Changes ahead for 2026 Uploading gender pay gap reports to the portal was voluntary during the 2025 reporting cycle. From the 2026 reporting cycle, however, submission through the portal will become a legislative requirement for organisations within the scope of the reporting rules, however, employers with over 50 employees will be legally obligated to report their gender pay gap information to the Gender Pay Gap Portal. Employers should therefore make sure they understand their reporting responsibilities, are registered on the portal and have the right information and processes in place ahead of the next reporting deadline. Getting your data in order Accurate reporting depends on accurate underlying information. For employers, this means ensuring payroll, employee and remuneration data is complete, consistent and readily available when the reporting process begins. Preparing early can help organisations identify gaps in their data, understand any pay differences that emerge and avoid unnecessary pressure as reporting deadlines approach. It also provides an opportunity to review internal processes and make sure the information being reported accurately reflects the organisation. Looking beyond compliance Greater public access to gender pay gap information is part of a wider move towards increased pay transparency. For businesses, this makes it increasingly important to understand not only what information must be reported, but what that information may communicate to employees, candidates and other stakeholders. A proactive approach can help organisations prepare for future requirements while strengthening confidence in their payroll and reporting processes. How we can help At UHY Farrelly Dawe White, we work with businesses to support accurate, reliable payroll processes and help employers manage their ongoing reporting obligations. If you would like to discuss your payroll processes or how your organisation can prepare its data for upcoming reporting requirements, speak to our team.

Bricks and mortar retail appeared to be in terminal decline, the victim of e-commerce convenience and Covid lockdowns. But forward-thinking brands are fighting back by embracing digitalisation and curating experiences. Gymshark started as an online only retailer, based out of a garage in Birmingham, UK in 2012. A decade or so later, the activewear brand boasts physical retail locations in London, Manchester and New York, with more openings planned. It still makes most of its sales online, but Gymshark now sees competitive advantage in opening bricks and mortar spaces as immersive marketing assets and places to try and buy. The ‘clicks-to-bricks’ trend has gained momentum in recent years. Retailers that reduced their physical footprint in the wake of the pandemic are opening stores again in select locations. Brands that started life online are using physical shops to drive loyalty and cement their appeal. Even online retail giant Amazon now operates a number of physical grocery chains and stores. Alibaba, China’s dominant e-commerce platform, has expanded into hundreds of physical retail outlets in its home country. As online markets become saturated, physical retail is getting a much-needed boost – but only in some markets and some locations. Global high streets are still littered with shuttered stores that no longer attract enough footfall to keep cash registers ringing. In the rest of this article, we will explore the new age of bricks and mortar retail and explain why it is not simply a return to the way things were. Read the full article in UHY Global Issue 22 to explore how retailers are rethinking physical stores and creating new opportunities through digitalisation and customer experience.

Are you facing tough decisions about the future of your business, whilst trying to plan for a peaceful and happy retirement? As clients approach retirement and begin planning for the future of their business, they have many questions about the options available to them that will allow them exit from their company whilst unlocking its value in a tax efficient way. Liquidation can often present as a strategic option—especially when there’s no successor or potential buyer in place. This option requires careful navigation of the liquidation process, particularly when it comes to Capital Gains Tax reliefs. In this blog, will explore the key reliefs available to retiring shareholders, which we discuss with clients when guiding them through a liquidation. Tax Considerations When a company is liquidated, the distribution of assets or cash to shareholders is treated as a disposal or part disposal of the shareholder’s shares, which are considered chargeable assets for Irish Capital Gains Tax (“CGT”) purposes. This distribution is classified as a capital distribution, meaning Irish CGT may apply if the proceeds received from the disposal exceed the base cost of the shares. In such cases, two key Irish tax reliefs can help reduce the Irish CGT liability: Revised Entrepreneurial Relief; and Retirement Relief. These reliefs are particularly relevant in liquidation scenarios, offering shareholders potential tax savings when winding down the company and distributing its assets. Revised Entrepreneur Relief A common question is whether Entrepreneurial Relief applies during a company liquidation, a scenario not explicitly covered in Irish tax legislation. Generally, capital distributions made to shareholders during liquidation do not qualify for relief, as the company is typically not considered a “qualifying business” at the point of liquidation. Even when a liquidator is appointed, the company may not be actively trading or may have significantly reduced its operations. However, Irish Revenue offers a limited concession in its CGT Tax and Duty Manual. They state that relief can apply if the company was conducting a qualifying business until the liquidator’s appointment and if the liquidation is completed within a reasonable timeframe. Specifically, if the liquidation is finalised within two years of the liquidator’s appointment and the company was still trading up to the point of the liquidator being appointed, relief may be available, provided all other conditions are met. Notably, this concession does not apply to holding companies, as they do not operate a qualifying business before liquidation. Retirement Relief There are two types of Retirement Relief, depending on whether you dispose of your business or farm to your child or someone outside your family (such as a liquidation). Normally for the relief to apply your company must be a trading company. However, Section 598(7) of the Taxes Consolidation Act 1997 (“TCA 1997”) specifically provides for Retirement Relief to apply in the case of a liquidation. The following conditions must be met to qualify: The disposal must be made by an individual, not by a company. The disposal must involve qualifying assets, such as business assets or shares in a family company. The qualifying assets must have been held for at least 10 years immediately before the disposal. The individual must be aged 55 or older, with relief reduced if they are over 70. In the case of family company shares, the individual must have served as a working director for at least 10 years, with at least 5 years in a full-time capacity. Relief may apply to holding companies in certain circumstances unlike entrepreneurial relief above. In the event a company’s liquidation distribution consists solely of assets, without any cash or if the proceeds exceed €1 million, Retirement Relief and marginal Retirement Relief may not apply. The appointment date of the liquidator is often considered the effective date for the disposal of chargeable business assets, meaning any assets held on that date will be included in the disposal. Revenue provides a concession, however, allowing assets sold within six months of the date of the liquidator’s appointment to be included in the calculation of chargeable business assets. This applies to both business and non-business assets. However, since this is only a concession, it’s important to handle these situations with caution. At UHY FDW, we offer expert guidance on the tax implications and planning strategies for company liquidations. With a deep understanding of the tax considerations during liquidation, and many years of experience providing these services, we are well-positioned to ensure the process runs smoothly and efficiently. It can take time to implement an exit strategy such as a liquidation but with proper planning, a liquidation can be structured and timed to maximise tax efficiency. If you need support with planning your retirement, our team is ready to assist, contact us today to find out more!

Outsourcing key financial and administrative functions remains a popular operational model, especially for cross-border business. So how do you find the right provider for your needs? According to recent research, the global outsourcing market exceeded USD 525 billion in 2025 and continues to grow at around 8 or 9% every year. In a separate study, more than half of businesses in the UK (57%) said they planned to increase the number of services outsourced to third party providers. Outsourcing is growing but it is also changing. Businesses are moving away from a purely transactional model of outsourcing and towards a more holistic approach. Providers are increasingly seen as partners and advisors rather than vendors. In the best examples, outsourced teams are barely distinguishable from in-house colleagues. In addition, outsourcers are embracing the latest innovations (like AI) and offering it as part of a complete package that combines cutting edge technology and human intelligence. The evolution of third party corporate service provision comes at an interesting time. Some multinational businesses are taking services back in-house and hosting a range of back-office functions in purpose built global service centres (GSCs). These modern units tend to be in markets where office space, digital infrastructure and skilled talent is both plentiful and relatively cheap. Read the full article here! Sources Sources The 2026 Outsourcing Industry Report, published May 2026. Parseq, Businesses to boost back-office outsourcing by £3bn in 2025, published 2024. UHY Contributors Franklin BendoraytesUHY Bendoraytes & Cia, Auditores Independentes, Brazil Michael Coughtrey, UHY Haines Norton, Australia

Payroll is one of the most important functions in any business. Employees expect to be paid accurately and on time, while employers must meet an increasing range of legal, tax and reporting obligations. When payroll runs smoothly, it often goes unnoticed. But even small errors can lead to compliance issues, employee concerns and unnecessary administrative challenges. As payroll requirements continue to evolve, businesses need confidence that their processes are accurate, up to date and fully compliant. More Than Just Paying Employees Payroll compliance involves much more than calculating wages. Businesses must ensure accurate tax deductions, Universal Social Charge (USC), Pay Related Social Insurance (PRSI), pension contributions and statutory payments. They must also meet Revenue reporting requirements and maintain accurate records. With ongoing legislative changes and increasing reporting obligations, payroll has become a critical compliance function that requires careful attention and oversight. Common Payroll Challenges Even well-managed businesses can encounter payroll issues from time to time. Some of the most common challenges include: Incorrect tax, USC or PRSI deductions Employee records that have not been updated Errors in pension calculations or contributions Incorrect treatment of benefits and expenses Missed Revenue reporting deadlines Inaccurate statutory sick pay, maternity or paternity payments Payroll processes that have not kept pace with legislative changes In many cases, these issues arise from small oversights that can easily be missed during busy periods. The Impact of Payroll Errors Payroll errors can affect more than compliance. Employees rely on accurate pay and timely payments. Mistakes can impact trust, create additional administration and take valuable time away from other business priorities. Where issues remain unresolved, businesses may also face penalties, backdated corrections and increased scrutiny from regulatory bodies. Staying Ahead of Compliance Requirements A proactive approach to payroll can help reduce risk and improve efficiency. Regular payroll reviews, clear processes and staying informed about legislative changes can help businesses identify potential issues before they become larger problems. Strong record-keeping and ongoing monitoring also provide greater confidence that payroll obligations are being met correctly. How We Can Help At UHY FDW, we support businesses with payroll services that are accurate, compliant and tailored to their needs. Our team helps clients manage payroll obligations, keep pace with changing requirements and reduce the risk of costly errors. Whether you manage payroll in-house or require additional support, we can help ensure your payroll processes remain efficient, compliant and fit for the future. For more information, click here to view our Payroll information brochure! Speak to our team today to discuss how we can support your payroll requirements and help you stay focused on running your business.

Financial institutions, including Credit Unions, operate in a highly regulated environment, where strong governance, effective controls and clear oversight are essential. As regulatory expectations continue to develop, organisations need confidence that their internal processes are working effectively and that risks are being identified early. That is where internal audit can add real value. Independent assurance where it matters At UHY Farrelly Dawe White, we support financial institutions with internal audit services tailored to their organisation, risk profile and regulatory environment. Our team provides an independent review of key controls and processes, helping boards and senior management identify weaknesses, strengthen governance and make informed decisions. Our internal audit work can cover areas including: Governance and board oversight Risk management frameworks Regulatory compliance Financial controls and reporting Lending and credit processes Anti-money laundering controls Information technology and cybersecurity Outsourcing and operational resilience We focus our work on the areas that present the greatest risk and provide clear, practical recommendations that management can act on. A practical approach to stronger controls We work with you to understand how your organisation operates, assess whether existing controls remain effective and highlight where improvements can strengthen your overall risk framework. Our reporting gives boards and management clear visibility over findings, priorities and agreed actions, helping to support stronger oversight and continuous improvement. Supporting your Credit Union Whether you need a fully outsourced internal audit function, additional support for your existing team or an independent review of a specific area, we can tailor our approach to your requirements. With experience supporting regulated organisations, we understand the importance of combining technical expertise with practical, proportionate advice. If you are reviewing your internal audit arrangements or looking to strengthen your governance and controls, speak to our team about how we can support your financial institution.