It has been a long-held view that businesses adapt well to uncertainty, and the professional services industry has often been ahead of the game in this. That effect was supercharged by the pandemic and was again in evidence in 2025, when geopolitical tensions, trade disputes and a slow-moving global economy provided a difficult background to cross-border commerce.   What does 2026 hold in terms of the accounting industry outlook? For some economies, undoubtedly it will be more of the same, although we will all be hoping for an upturn in economic activity around the world, and an easing of the tensions that characterised the last 12 months. But whatever the details, resilience will continue to provide competitive advantage – and AI and digital transformation will continue to play a vital role in the ability of businesses to adapt and thrive.   In 2026, resilience will mean leveraging data-driven decision-making and scenario planning to stay ahead of volatility, alongside building an agile culture that is adaptable and forward thinking. With that as a starting point, here are my insights for the year ahead in professional services. Embracing volatility is about understanding change: change in the business environment and change in the way in which we leverage the skills of our teams and new technologies.   Transformation and innovation Digital transformation will no longer be optional. While that has been true for several years, the rapid evolution and adoption of AI in professional services make embracing advanced digital technology more important than ever. Alongside AI, automation and cloud-based platforms have become the backbone of accountancy and advisory services.   In terms of professional services trends for 2026 we can expect the deeper integration of AI for audit analytics, risk assessment and predictive insights. Firms that have yet to start their AI journey should consider doing so sooner rather than later, though of course adoption should be considered and gradual rather than at breakneck speed. Like other digital innovations, AI is a useful tool to complement actions and processes rather than a quick fix or magic bullet.   The success with which businesses embrace technology and digital solutions, and use them to their fullest, will define industry leaders in the second half of the decade.   Agile leadership It is up to leaders to embrace agility and champion it in their firms to maximise their business resilience in 2026. Agility is the ability to be adaptable to change and ready to pivot quickly when market conditions shift, ensuring your organisation stays ahead of disruption. It is about responding to client needs in real time and turning challenges into opportunities for growth. Agility is the mother of resilience.   Every firm needs to develop an agile culture, but that starts from the top. Show your own adaptability by being open to new ideas and ways of working. Demonstrate fearlessness around the adoption and implementation of new technology. Make horizon scanning for risks and opportunities part of your role.   Adapting to a changing world is not always straightforward. In 2026, leaders need to champion change through transparency, curiosity and honesty.   Meeting client expectations Just as technology and working cultures evolve, so do client expectations. Clients increasingly demand real-time insights and personalised advisory services.   Some of this is about technology. Firms investing in advanced dashboards and collaborative digital platforms will lead the way.   It is also about the approach. Clients increasingly want partners as well as providers. They want business advisors who will proactively suggest new or better ways of doing things, based on the client’s unique circumstances. They expect to be forewarned of emerging threats and advised of new opportunities, so they can take timely action. Firms that help clients stay ahead of their curve will become indispensable.   A more complex world Being adaptable and resilient allows firms to thrive in an ever-more complex world. As well as trade tensions and economic challenges, professional services firms should prepare for stricter global ESG standards in 2026 . This will require them to provide guidance on compliance and impact measurement. Many will put robust ESG assurance services at the heart of their offer. Firms may continue to struggle to find the talent they need in 2026, especially as the focus of recruitment efforts shifts to tech-savvy professionals who can combine financial expertise with data analytics and AI literacy – a rare breed. Soft skills are also essential, and leaders need strong communication and change management capabilities to guide teams through transformation. Firms should develop people-first recruitment and retention strategies, as well as maximising the talent they already have through training and continual development.    And, while the adoption of new technology is essential, the risks of technology grow with our dependence on it. With the increase in AI adoption, this year is likely to see an even more intense focus on cybersecurity and data integrity. Evidence of rock-solid cyber defences is becoming a non-negotiable factor in client due diligence checks. Cybersecurity can be a point of difference.   These will certainly be UHY International’s priorities this year, as we continue to focus on innovation, client-centricity and global connectivity. Our goal, as always, is helping clients enjoy greater success in 2026 and beyond.

UHY Global Issue 21 brings together the ideas, insights and perspectives shaping international business right now. From the economics of football finance to the growing role of forensic accounting in tackling fraud and financial misconduct, this edition explores the forces influencing decision-makers across sectors and borders. It also looks closely at shifting FDI and nearshoring trends in Mexico and Central America, and what these movements mean for businesses planning their next stage of growth. UHY Global Issue 21 also reflects the people and moments that matter across our network. The edition includes a mention of our 5K walk held in memory of Richard Berney, recognising the sense of community, connection and shared values that underpin life at UHY. It also features a contribution from Alan Farrelly, Managing Director at UHY Farrelly Dawe White, who draws on local insight from Dundalk to explore growing international investment in Irish football, using Dundalk FC as a real-world example of how global interest is reshaping even smaller leagues. The issue also turns its focus to people and mobility. It examines the challenges of managing global workforces, navigating cross-border tax and compliance requirements, and developing future leaders in an increasingly connected world. Throughout, the emphasis is on collaboration, practical insight and shared expertise across the UHY network, all with one goal in mind: helping businesses move forward with confidence, wherever they operate.

Advice that helps you more forward Running a business means making decisions every day. Some are strategic and long planned. Others come quickly and with pressure attached. What makes the difference is having the right people around you to help you see the full picture and move forward with confidence. At UHY Farrelly Dawe White, we support businesses through every stage of their journey. From early growth and day-to-day compliance to periods of change, investment and long-term planning. Our role is not just to provide services, but to act as a trusted adviser who understands your business and the challenges you face.   One firm, Joined-up thinking Businesses rarely operate in neat boxes. Financial, tax, payroll and advisory considerations are often interconnected, and decisions in one area can have implications across the wider business. That’s why we take a joined-up approach, bringing together expertise from across our firm, and network, to provide clear, practical support that reflects your reality.   Confidence in your numbers Our audit and assurance work gives businesses confidence in their financial information. It provides clarity around performance, highlights key risks and supports transparency with stakeholders. More than a compliance exercise, it offers valuable insights that can help inform better decision making.   Clear, practical tax support Tax and compliance can feel complex and time consuming, particularly as businesses grow or evolve. We work closely with clients to help them understand their obligations, manage risk and plan effectively. Our focus is always on clear, practical advice that supports both compliance and long-term goals   Supporting your people Payroll and pensions play a vital role in how businesses support their people. Accuracy, reliability and trust matter. We help employers manage payroll with confidence, ensuring processes run smoothly while providing guidance that supports both the business and its employees.   Thinking beyond today Beyond compliance, many businesses need space to think strategically. Whether it’s planning for growth, managing change, preparing for succession or navigating key decisions, our advisory team works alongside business owners to provide perspective, challenge assumptions and support informed choices.   Built on understanding and trust Good advice starts with listening. We take the time to understand your business, your priorities and what success looks like for you. By asking the right questions and focusing on what really matters, we provide support that is relevant, considered and grounded in real-world experience.   Supporting you at every stage Whatever stage your business is at, we’re here to support you with clarity, confidence and a collaborative approach that puts your goals first. Talk to us about how we can support your business.

What employers need to know from 1 January 2026 Auto-enrolment, known as MyFutureFund (MFF) , has been introduced from 1 January 2026 . Its purpose is to ensure employees who are not already saving for retirement are supported through a structured, payroll-based pension system. Crucially, the introduction of MyFutureFund does not mean that existing occupational pension schemes or PRSAs are automatically compliant. Specific minimum contribution levels now apply where an employee is already a member of a pension arrangement and these must be met in order for that employee to be exempt from auto-enrolment in the State scheme. At UHY Farrelly Dawe White, we are already working with employers who assumed their current pension or PRSA arrangements would be sufficient. In many cases, those arrangements need to be reviewed to ensure they meet the new minimum standards. For employers, the key issue is not how MyFutureFund operates, but whether their existing or new pension arrangements meet the minimum contribution requirements set out under the auto-enrolment regulations. Where they do not, employers may need to adjust contributions or enrol affected employees into MyFutureFund to remain compliant. Minimum standards for exemption Minimum standards have been developed by NAERSA in consultation with the Pensions Authority. These standards determine whether an occupational pension scheme or PRSA can be relied upon to exempt an employee from MyFutureFund. The intention is clear. Pension arrangements outside MyFutureFund must be at least as favourable  for the employee as participation in MyFutureFund at the introductory contribution rates. As with many regulatory changes, these standards are likely to evolve further over time. Defined Contribution schemes and PRSAs For defined contribution pension schemes and PRSAs paid through payroll, the following minimum contribution levels must be met. Contribution type Minimum requirement Employer contribution The lesser of 1.5 percent of gross pay  or €1,200 per annum Total contribution (employer and employee combined) The lesser of 3.5 percent of gross pay  or €2,800 per annum Earnings threshold Based on an €80,000 annual earnings cap , in line with MyFutureFund These contribution caps reflect the structure and limits that apply under MyFutureFund itself. Defined Benefit schemes Defined benefit schemes are treated differently.Exemption is granted where the scheme provides a long-term retirement benefit linked to continuing employment , rather than being assessed on contribution matching in the same way as defined contribution arrangements. What this means for employers Employers now need to step back and review existing pension and PRSA arrangements  to confirm whether the required minimum standards are met. Where an employee is already contributing to a pension or PRSA, a total minimum contribution of 3.5% of qualifying earnings must be paid. The employer is required to contribute at least 1.5% , with the remaining 2%  to be funded by either the employee, the employer, or a combination of both. For example, a PRSA offering a 1 percent employer match may not meet the standards for employees contributing at lower levels (unless the monetary minimum amounts are reached). Where a shortfall exists, employers must determine how it should be addressed. Options may include increasing employer contributions, adjusting employee contribution structures, or amending the terms of the existing scheme. Any changes affecting employee contributions may have contractual or employment law implications and should be approached carefully, with appropriate professional advice.   What do employers need to do now? Employers who expected their employees to be exempt from auto-enrolment should act now. This means assessing whether existing pension or PRSA arrangements meet the required standards, particularly where low contribution levels are permitted. Where arrangements fall short, changes to contribution levels or scheme rules will be required to qualify for exemption from MyFutureFund. At UHY Farrelly Dawe White , we work closely with employers who we provide payroll services to, to assist them in the review of their pension arrangements and understanding their responsibilities under the auto-enrolment framework. Early review reduces risk, avoids duplication, and provides confidence that your pension arrangements are fit for purpose. Contact our team of payroll experts to find out how they can assist with your payroll needs to allow you focus on you and your business.

Preparing our first Gender Pay Gap Report was an important moment for us. It marked a new step in transparency and gave us a clearer understanding of how our workforce is structured today. We approached the process with openness and attentiveness, treating it as more than a compliance requirement. It allowed us to look at our organisation through a data-driven lens and identify areas that will support long-term planning and development.   Our Approach We gathered key data from across the firm and analysed it in line with the statutory requirements. Rather than focusing only on the headline figures, we looked deeper into the structure of our workforce: how roles progress, how teams are made up and how career pathways influence long-term outcomes. This helped us build a complete picture of our organisational profile.   What the Data Showed Our report highlights several trends that are common across many professional services firms. These include a diverse mix of people across departments, strong representation at early-career levels and structural patterns that reflect experience and seniority. By examining quartiles, bonus participation and benefits-in-kind, we gained clearer insight into how different roles and responsibilities are distributed across the firm. These findings will help inform future monitoring and internal development planning. You can explore the full details in our published Gender Pay Gap Report. Our Commitments Moving Forward Our report outlines several planned actions, including: Continued pay benchmarking Increased focus on transparency around progression Ongoing monitoring of gender distribution across quartiles Preparing for the requirements of the upcoming EU Pay Transparency Directive These steps will help ensure we remain aligned with evolving regulatory expectations and maintain a structured approach to monitoring workforce data.   What Other Employers Can Take From This If you are preparing your first Gender Pay Gap Report, we recommend starting early, reviewing your data carefully and examining the full picture rather than focusing on a single figure. Understanding the “why” behind your numbers is key — it will help you create a narrative that reflects your organisation accurately and sets a clear direction for the year ahead. Gender Pay Gap reporting is an opportunity to understand your workforce more deeply and create clarity across your organisation. Our experience has reinforced the value of taking a structured, thorough approach from the outset.   Ready to begin your report? If you would like support with your Gender Pay Gap reporting, or want to understand what the process means for your organisation, our team is here to guide you. We can help you prepare confidently, meet your obligations and turn your insights into practical next steps. Connect with us today to get started.

A clear and time-limited path to correct employment status issues with certainty Revenue’s recent announcement offers employers a unique and valuable opportunity to correct the misclassification of workers as self-employed without facing interest or penalties. This once-off disclosure window recognises the real impact of the Supreme Court’s landmark Karshan (Domino’s Pizza)  judgment, which reshaped how employment status must be assessed for tax purposes. For many businesses, the judgment introduced clarity. It also introduced change. Revenue acknowledges that employers acted in good faith under the previous legal understanding, and this new process gives organisations the chance to regularise their position with confidence. Understanding the reason behind the disclosure The Supreme Court’s decision set out a new five-step test for determining whether a worker is an employee or genuinely self-employed. This framework now guides all tax assessments of employment status in Ireland, and its implications span every industry. Because the judgment updated the legal principles that businesses had relied on for years, Revenue recognises that honest, bona-fide classification mistakes may have occurred. The disclosure window is designed to support employers who want to correct issues for 2024 and 2025 without fear of penalties. This is not an enforcement trap. It is a practical and fair response to a major shift in the law.   What Revenue is offering Revenue will allow employers to: Review their contractor and self-employed engagements. Reclassify workers where necessary under the new five-step test. Calculate any PAYE, USC or PRSI adjustments for 2024 and 2025. Submit a formal disclosure by 30 January 2026 . Crucially, where a disclosure is submitted on time, Revenue will treat any corrections as a technical adjustment . That means: No interest. No penalties. No publication. Adjustments must be paid via REVPAY, or employers may request a Phased Payment Arrangement at the point of disclosure. Why employers can trust the process This is a genuine once-off opportunity created specifically because the legal landscape changed. Revenue needs employers to engage openly so that the correct classification framework is applied across the economy going forward. If Revenue were to penalise employers who voluntarily disclose, trust in the compliance system would collapse. Voluntary disclosure initiatives rely on transparency and collaboration, and Revenue has a long track record of honouring these commitments. The message is clear: Act now and resolve the issue safely. Delay, and the full weight of tax, interest and penalties will apply.   What employers should do now To use this window effectively, businesses should take the following steps: Review Examine all contractors, subcontractors and self-employed roles using the five-step Karshan test. Reassess Determine whether any individuals should be considered employees under the new legal framework. Calculate Use Revenue’s updated guidance, including the new Tax and Duty Manual, to quantify any adjustments. Disclose Submit the disclosure before the 30 January 2026 deadline to benefit from the penalty-free settlement. Moving forward with clarity and certainty This disclosure window is a valuable opportunity for employers to correct issues, strengthen compliance and build confidence in their workforce practices. It ensures that businesses are aligned with the updated legal framework and protected from future risk. At UHY Farrelly Dawe White, we bring together deep tax expertise, practical industry insight and a collaborative approach that makes complex situations easier to navigate. We support employers through every stage of this process, from reviewing contractor arrangements to applying the five-step test, preparing calculations and submitting disclosures with precision. Our team is hands-on, responsive and focused on giving you the clarity and confidence you need to move forward. If you would like tailored support preparing your disclosure, our tax specialists are ready to guide you. Together, we will help you stay compliant, minimise risk and achieve a better future for your business.

Capital Gains Tax can feel complicated, especially if you are planning a disposal in 2025. We want to make the process straightforward by outlining what triggers CGT, how it works and the key dates you need to keep in mind this year. Understanding these essentials helps you stay compliant and gives you the confidence to plan ahead for the upcoming deadline. What counts as a disposal You trigger CGT when you dispose of an asset. This can happen when you: Sell an asset Gift an asset Exchange an asset Receive compensation or an insurance payout for an asset If you make a gain, CGT applies to the chargeable amount. This is generally the difference between what you paid for the asset and what you receive when you dispose of it. You can deduct certain costs such as solicitor fees or expenses that add value to the asset. Key CGT deadlines for 2025 You must complete two steps when you dispose of an asset in 2025. Pay your CGT If the disposal happens between 1 January and 30 November 2025, payment is due by 15 December 2025. If the disposal happens in December 2025, payment is due by 31 January 2026. File your CGT return Every disposal must be reported, even if no tax is due. Your return for 2025 disposals must be filed by 31 October 2026, or by Revenue’s extended ROS deadline if you file online. Talk to us If you are considering a disposal in 2025 or want clarity on which reliefs apply to you, we can guide you through every stage. Our tax team will help you understand your obligations, structure your disposal efficiently and stay fully compliant. Contact us today. Together, we can help you plan with certainty and achieve a better financial outcome.

Payroll is one of the most critical functions in any organisation, yet it’s also one of the most time-consuming, complex and closely regulated. Between evolving legislation, tight deadlines and the need for absolute accuracy, managing payroll in-house can quickly become a significant drain on resources. More and more businesses are now choosing to outsource this essential task, and the benefits are clear. Outsourcing your payroll gives you access to specialist expertise that ensures every pay cycle is completed accurately, efficiently and in full compliance with Revenue requirements. It eliminates the risk of errors, penalties and missed deadlines, while providing the reassurance that your employees are being paid correctly and on time. With a dedicated team managing everything from PAYE and PRSI to pensions, holiday pay and statutory reporting, you gain confidence that every detail is handled with professional care. For many organisations, the biggest advantage is the time it frees up. Instead of getting caught up in calculations, queries and submissions, your internal team can focus on strategy, operations and supporting your people. As your business grows, an outsourced payroll solution can scale with you, providing continuity, security and a consistently high standard of service. At UHY FDW, our specialist payroll team of nine delivers a seamless, secure and responsive service designed around the needs of modern businesses. With strong processes, clear communication and a commitment to accuracy, we’re here to make payroll simpler and stress-free. If you’re exploring ways to improve efficiency, enhance compliance and gain peace of mind, outsourcing your payroll could be one of the most valuable steps you take. If you wish to discuss payroll service options with our team, just give us a call on +353 42 933 9955 or email info@uhyfdw.ie

For many organisations, preparing a Gender Pay Gap report for the first time can feel like stepping into unfamiliar territory. New obligations, strict timelines and detailed calculations can all create pressure. However, this first report is much more than a compliance task. It is an opportunity to understand your organisation more deeply and demonstrate a genuine commitment to fairness, transparency and long term progress. At UHY FDW, we have supported employers across a wide range of industries through their first reporting cycle. What we see every time is that once the process begins, businesses recognise the real strategic value behind it. Understanding what your first report involves Your Gender Pay Gap report must include several statutory metrics that highlight the overall distribution of men and women across your organisation. These figures help you understand trends that often develop gradually and may not be immediately visible. For your first report, you will calculate: • Mean and median hourly pay gaps • Mean and median bonus pay gaps • The proportion of men and women receiving bonuses • The gender balance across each of your four pay quartiles These metrics do not assess equal pay for equal work. Instead, they focus on broader structural patterns that influence how talent progresses, how departments are staffed and where gaps may be emerging. Why this first report matters Your first Gender Pay Gap report is a significant moment for your business. Stakeholders expect honesty, clarity and context. Employees want to understand how your organisation is performing and what actions you are prepared to take. Prospective candidates increasingly use these reports to assess values and culture before applying. A clear and thoughtful first report builds trust. It shows that you are prepared to face your data directly and that you value a workplace that supports every member of your team. Telling the story behind the figures The numbers alone cannot explain the full picture. Your narrative is your opportunity to connect the statistics to real activity within your organisation. A strong first narrative will outline: • The root causes that may be contributing to your pay gap • The initiatives that have already been introduced • The future actions you plan to take to drive improvement This level of transparency helps people understand both your starting point and your intentions. It also reinforces that you take your responsibilities seriously and that you view this work as ongoing, not one off. Building momentum from the start Once your first report is complete, you gain a clear baseline. From here, you can measure progress year by year. You can see where interventions are working and where new approaches might be needed. This is also the moment to embed wider conversations about talent development, career pathways, recruitment practices and leadership representation. These discussions often generate the most meaningful long term change. How UHY FDW supports your first report Completing your first Gender Pay Gap report does not need to be overwhelming. We guide organisations through every stage of the process with a structured and supportive approach. We help you to: • Gather and prepare accurate data • Complete statutory calculations with confidence • Interpret results clearly and identify key drivers • Develop a narrative that is transparent, constructive and aligned with your values • Produce a report that is compliant, accessible and easy to understand Our aim is to simplify the process and provide the insight you need to move forward with purpose. Take your next step with confidence If your organisation is preparing its first Gender Pay Gap report, It is vital to be prepared early. Early preparation reduces pressure, improves data quality and allows space for reflection. Our team at UHY FDW is ready to support you with clear guidance, practical expertise and a collaborative approach that keeps your people at the heart of the process. Start your reporting journey with confidence. We are here to guide you every step of the way. If there are any items you wish to discuss with our team, just give us a call on +353 42 933 9955 or email info@uhyfdw.ie

UHY International has launched UHY Engage , a new annual review that captures the energy, progress and shared ambition across our global network. As we move towards UHY’s 40th anniversary, this publication showcases the record achievements, expanding capabilities and strong collaboration that connect all member firms – including us at UHY Farrelly Dawe White. Our Global Network, Moving Forward Together UHY Engage highlights a year of real momentum. Since 1986, the network has grown from two firms to more than 180 across almost 100 countries, reaching record global revenues of USD 869.1 million in 2024. It is an inspiring reminder of the collective expertise we draw on every day to support our clients across Ireland and beyond. A Connected Community For us at UHY FDW, the strength of the network is more than a headline, it is something we experience through shared learning, cross-border projects and genuine relationships. UHY Engage shines a light on this collaborative spirit through: Events and networking:  From the UHY Forum – which our own Sylwia and Jonathan attended this year – to regional meetings and UHY Day activities that help us build connections and open referral opportunities. Training and development:  Members engaged in nearly 50 learning topics last year, all available to re-watch on the intranet, giving our teams on-demand access to global expertise. International referrals:  A reminder of how tightly connected the network is, and how we work together to deliver seamless support when clients need cross-border guidance. Driven by Innovation The review also outlines the network’s focus on future-ready services, including ESG, AI, cyber, and forensic accounting, alongside continued expansion into Africa, Asia and Latin America. These developments strengthen the support we can offer locally, backed by global insight and capability. A Brand That Reflects Who We Are With UHY’s refreshed brand identity now firmly in place – bold, modern and unified – we are part of a network that continues to evolve while staying true to its values: quality, connection and client service with real impact. UHY FDW: Our Place in a Global Community As part of the UHY network since 2008, UHY Farrelly Dawe White plays an active role in the collaboration and growth highlighted in UHY Engage. Being part of a global community gives us the scale, insight and international reach our clients need, while allowing us to bring our own local expertise and energy to the table. We contribute to cross-border projects, support international clients establishing in Ireland, and share knowledge through the network’s training, forums and technical sessions. Our teams engage with colleagues around the world to solve complex challenges, exchange ideas and unlock new opportunities for the businesses we support. This global connection strengthens what we deliver here at home. Whether we are advising a growing Irish company expanding overseas or guiding an international business entering the Irish market, we can draw on a worldwide pool of specialists while keeping our service personal and grounded in the needs of our clients. Being part of UHY means we are never working in isolation. We are connected to a network that shares our values, our ambitions and our commitment to delivering quality with real impact. And as the network continues to grow, innovate and evolve, we are proud to play our part in shaping its future. Explore UHY Engage UHY Engage showcases the people, insights and achievements shaping our network. It is well worth a read, especially for those interested in our brand, our direction and the opportunities available across the UHY community. If there are any items you wish to discuss with our team, just give us a call on +353 42 933 9955 or email info@uhyfdw.ie

From June 2025, new rules now apply to Gender Pay Gap (GPG) reporting in Ireland, which may impact your company. For the first time, companies with 50 or more employees are required to publish their pay gap data, bringing a wider number of employers into the threshold for reporting. This is a significant shift, designed to bring greater transparency, fairness, and equality into the workplace. At UHY FDW, we know these changes may feel like a big step. But with the right preparation and support, you can meet the requirements with confidence.   What is Changing? Every year, employers must now: Choose a snapshot date in June. Collect data covering the previous 12 months. Submit the report to be accessible to the public on the new centralised portal, launching this autumn. *Update November 2025* Portal to become available in 2026 The Workplace Relations Commission (WRC) and the Irish Human Rights and Equality Commission (IHREC) oversee compliance with this, and employees can raise complaints if their employer fails to comply.   The report must cover: Mean and median gender pay and bonus gaps. Proportion of male and female employees receiving bonuses and Benefits in Kind (BIKs). Proportion of men and women across the four pay bands. Compliance will be overseen by the Workplace Relations Commission (WRC) and the Irish Human Rights and Equality Commission (IHREC).   Key Steps to Get Gender Pay Gap Reporting Right Audit your payroll data  – Make sure your pay data is complete, accurate, and ready for analysis. Spot the gaps  – Run an internal review to identify any disparities and dig into the possible causes. Prepare your statement  – Every report must include a narrative explaining the figures and, importantly, the actions your organisation is taking to close the gap. Bring employees on the journey  – Open, transparent communication with your employees helps build trust and reinforces your commitment to equality. Check your policies  – Review recruitment, promotion, and bonus structures to ensure they actively support fair and equal opportunities.   Take the Next Step If you are an employer with 50 or more staff, now is the time to start preparing for June 2025.   Choose your snapshot date in June  – Choose any date in June as your snapshot date, choosing one that makes sense for your company Prepare to report by November – you must report within 5 months of your chosen snapshot date. For example, an employer who chooses 26 June as their snapshot date has a reporting deadline of 26 November. You, the employer, must calculate the number of employees by reference to those employed on 26 June 2025 and calculate those employee’s remuneration for the period from 27 June 2024 to 26 June 2025, inclusive Review pay structures Conduct internal audits Engage with employees Review internal policies   Contact any member of our Payroll Team  today to find out how we can support your business.   Why It Matters Reporting is not just about meeting a legal requirement. It is about showing your people, your clients, and your community that you are committed to fairness and equality. When done well, it can strengthen trust in your business and position you as an employer of choice.   How We Can Help Our payroll specialists are here to make the process clear and straightforward.   We provide: Data Audit & Cleansing  – reviewing your HR and payroll data to ensure it is accurate and GPG reporting-ready. Gender Pay Gap Calculations  – delivering a full analysis including pay and bonus gaps, and quartile distribution. With our expertise, you will meet your obligations smoothly, save valuable time, and have confidence that your reporting is accurate.   Read our guide: Gender Pay Gap Reporting – A Guide for Employers in 2025   Sign up for our newsletter to ensure you are the first to hear about all the new updates

The Minister for Finance and Minister for Public Expenditure, Infrastructure, Public Services, Reform and Digitalisation delivered Budget 2026  this afternoon, outlining a package aimed at supporting housing delivery, easing pressure on the hospitality sector, and maintaining stability in the business tax environment. While many measures were anticipated, one unexpected development takes effect immediately. Budget 2026 balances fiscal prudence with targeted stimulus. Housing supply, cost-of-living supports, and competitiveness in key domestic industries remain the central focus. The total tax package is modest in scope, reflecting limited fiscal headroom, but several measures will have meaningful sectoral impact.   VAT on New Apartments – Immediate Implementation In a surprise move, the Government has reduced VAT on the sale of new apartments from 13.5% to 9% , effective from midnight tonight . The measure applies to completed new apartments  and is designed to enhance project viability and accelerate supply. It will remain in place until 31 December 2030 . Developers and purchasers should review pricing and cashflow implications immediately, and ensure qualifying conditions (such as commencement dates) are satisfied. This is a notable and immediate intervention introduced without prior notice, and signals continued focus on supporting apartment delivery in urban centres.   Hospitality Sector VAT The Budget confirms a reduction in VAT for restaurants, cafés and catering services, and hairdressers back to 9% , to apply from 1 July 2026 . The change will not extend to hotel accommodation , which remains at the current rate. The Government frames this as a competitiveness measure to support a labour-intensive sector facing high energy and wage costs. Operators should plan for the transition, adjusting systems and pricing in advance of the rate change.   Entrepreneurial Relief One of the welcome enhancements in Budget 2026 is the increase in the lifetime gains cap  for the  Entrepreneurial   Relief  regime (i.e. the reduced 10% CGT rate on qualifying disposals). From 1 January 2026 , the lifetime limit is rising from €1.0 million to €1.5 million.   This change gives business owners and entrepreneurs additional headroom when planning exits, sales or succession events.   Budget 2026 delivers targeted, rather than broad, reliefs , with a strong housing and hospitality focus. The immediate VAT reduction on apartments  represents the most significant and time-sensitive change, while hospitality VAT relief  provides medium-term support. Entrepreneurial   Relief  sees a modest but welcome enhancement, with the lifetime gains limit increased from €1 million to €1.5 million from 1 January 2026, offering greater flexibility for business owners planning an exit.   Check out our in-depth Budget 2026 Summary to find out how Budget 2026 will affect you and your business.   There may be further changes in the Finance Bill later this month, so ensure to keep an eye out for further updates from our team. If there are any items you wish to discuss with our team, just give us a call on +353 42 933 9955 or email info@uhyfdw.ie