Budget 2026 brought good news for Dundalk and Louth. The Government has officially expanded the Living City Initiative (LCI) , Ireland’s long-running tax incentive for urban regeneration, to include Dundalk & Drogheda for the first time. For property owners, investors and local enterprises, this is a real opportunity to breathe new life into older buildings while benefiting from valuable tax reliefs.   What is the Living City Initiative? The Living City Initiative is a Government scheme designed to support the refurbishment and conversion of older buildings  in our town and city centres. It's goal is simple, to reduce vacancy, encourage people to live and work in town cores, and preserve the heritage that gives each place its character. Through the LCI, property owners can claim relief on qualifying renovation or conversion works: Owner-occupiers – income tax relief on the cost of refurbishing their home Landlords and investors  – tax relief on rented residential properties Businesses and commercial property owners  – capital allowances for refurbishing or converting premises What’s changed under Budget 2026 Until now, the LCI applied only to Dublin, Cork, Galway, Kilkenny, Limerick and Waterford. The two Louth towns of Dundalk & Drogheda have now joined that list, along with a small group of other regional growth centres identified under the National Planning Framework. National Planning Framework. Budget 2026 also introduced several updates to make the scheme more accessible and impactful: Change Impact Eligibility extended to pre-1975  buildings (previously pre-1915) More mid-20th-century homes and premises now qualify Inclusion of “over-the-shop” conversions Encourages residential use above retail units Commercial relief cap raised  to €300,000 Greater support for enterprise-led regeneration Scheme extended  to 31 December 2030 More time for projects to plan and claim Checking if your property qualifies Relief under the LCI applies only to buildings within a designated Special Regeneration Area (SRA) . For Dundalk & Drogheda, the SRA boundaries will be set by Louth County Council , and maps are expected to be published soon. Here’s how to check eligibility once they’re available: Visit the Louth County Council planning pages. Look for “Living City Initiative” or “Special Regeneration Area” maps. If maps aren’t yet live, contact the Council’s Planning Department for confirmation. You’ll also need to confirm: The property was built before 1975  (for residential relief). The works are refurbishment or conversion , not new build. Minimum qualifying spend is met (usually from around €5,000 , depending on the relief type). All works comply with building regulations and planning permissions .   Relief types at a glance Who Type of Relief How It Works Owner-occupiers Income tax relief Claimed over seven years – typically 15% per year for six years, 10% in year seven* Landlords / residential investors Rental property relief Tax relief on qualifying refurbishment works Businesses / commercial owners Capital allowances Claim over time, up to €300,000 of qualifying spend *Exact pattern depends on date of first occupation and Revenue rules at the time of claim.   Why this matters for Dundalk & Louth Dundalk has a strong stock of mid-century buildings, many with untapped potential above shops or within vacant plots. The Living City Initiative can help transform these spaces into modern homes, offices, or retail units while protecting the town’s heritage character. More residents living and working in the centre means more footfall, stronger local business activity, and a safer, more vibrant urban core. It’s also a practical way to support sustainability, reusing what we already have rather than building from scratch.   Getting started If you’re thinking about renovating or converting a property in a town centre under the Living City Initiative, now is the time to explore your options. Step 1:  Confirm your property’s SRA status with your local County Council. Step 2:  Check build date and ensure your planned works qualify. Step 3:  Keep detailed invoices and permissions for all works. Step 4:  Claim through your accountant or tax adviser once the project is complete.   How we can help At UHY Farrelly Dawe White , we help property owners, developers and businesses unlock the full value of schemes like the Living City Initiative. Our tax and advisory teams can: Assess eligibility and estimate potential reliefs Guide you through the claim process Liaise with Revenue where clarification is needed   Want to know if your property could qualify under the Living City Initiative? Get in touch with our team today to discuss your plans and see how we can help make your project financially viable, and part of Louth's ongoing renewal.

Uncertainty breeds instability. That is as true when it comes to the leadership of your organisation as it is with broader economic or regulatory challenges. Ensuring that the handover of key roles happens quickly and smoothly and that the right people are promoted to leadership positions, is a key business function.   Succession planning shouldn’t be something that lies dormant until the moment a departure or retirement is announced and then kicks into gear. Succession planning should involve the ongoing identification and development of leadership talent in your organisation (and sometimes outside it), so that the right people are ready to fill roles as soon as they become available.   Leaving succession planning to chance should not be an option. Getting it wrong can lead to instability and disruption and can put the long-term future of your business at risk. Here are five steps to successful succession planning. The UHY Forum 2025 Create a succession strategy   Succession planning is a strategy, not an activity. It is important to formalise the processes involved with clear timelines, measurable criteria and robust governance. If the size of your company warrants it, consider setting up a steering group or committee to oversee leadership talent development and role transitions.   Identify and develop internal talent   This is perhaps the most important part of your succession planning strategy. Invest in leadership development programmes to identify and nurture future managing partners. Shadowing, mentoring and rotational leadership roles can prepare candidates for top jobs.   In addition, create a culture of leadership readiness. Encourage entrepreneurial thinking and ownership among younger partners. Continually ask what the leadership skills required to fulfil the future strategic direction of the firm will be. Put training in place to develop those skills in promising candidates.   One of our most innovative pathways for developing leadership potential at UHY is our flagship UHY Forum programme. This highly successful annual event, now in its 23rd year, brings together potential leaders from around the network to meet, bond and grow under the guidance of globally respected business school mentors. UHY Forum alumni have gone on to fill senior positions in UHY member firms and have even become UHY International Board members and chairpersons.   We have also recently unveiled our new UHY Mastermind programme, an online initiative aimed at providing structured, ongoing peer group development for member firms’ leaders of the future.   Balance tradition and innovation   Leadership candidates should honour the legacy of the firm and have a deep understanding of the strategy and approach that have brought it this far. But succession should also be an opportunity to explore new ways of thinking and working. Your talent development programmes should identify candidates with a firm grasp of business fundamentals allied to an unquenchable curiosity for new technology and fresh ideas.    Consider culture, not just skills   It stands to reason that leadership candidates should have technical and leadership skills. As we have seen, they should also be open to innovation and keen to learn and grow – and they should also fit the culture of the business. In most cases, you are looking for potential leaders who believe in evolution rather than revolution. They need to be able to steer the organisation towards its next chapter in a measured and mindful way and have the communication and interpersonal skills to bring everyone on the journey with them.   Widen the talent pool   Candidates that already work in the business know its ethos and can be nurtured for specific leadership roles. At the same time, acknowledge that internal processes, however comprehensive, might not produce the best result every time. In short, the leaders of the future may not be ready to lead right now, but with nurturing and focus, they may be the best people to lead your organisation in future years.   When considering external candidates, it is worth remembering that they bring fresh perspectives and new ideas, as well as current leadership experience. To avoid delays and disruption, develop internal pathways for promising executives while also establishing close relationships with high-level recruitment specialists. Sometimes it will be necessary to widen the talent pool and find the very best people from outside the organisation.   Every organisation’s succession planning needs to be tailored to their unique circumstances, but these steps can form the foundation to a rounded succession strategy. Remember to review your processes regularly and adjust them as necessary. As with everything else in your organisation, a culture of continual improvement is the best way to ensure you always have the leaders you need.    If you’d like to find out more about succession planning, get in touch .

At UHY Farrelly Dawe White , we’re committed to keeping our clients informed and compliant across every jurisdiction in which they operate. For those with UK-registered entities or directorships, an important legislative change is on the horizon. From 18 November 2025 , Companies House will introduce mandatory identity verification (IDV)  for all company directors and persons with significant control (PSCs).This change is part of the Economic Crime and Corporate Transparency Act 2023 , designed to enhance the integrity of the UK’s corporate register and combat financial crime. Who this affects This update applies to all companies registered in the UK. If your business operates through a UK company , or if you hold a directorship or controlling interest in a UK company, these new requirements will apply to you. From 18 November 2025, all relevant individuals must complete IDV through the GOV.UK One Login service . Verified individuals will receive a unique personal ID code, linking them to all their UK company roles.   Key requirements New directors:  must verify their identity before incorporation. Existing directors:  must verify before the company’s next annual confirmation statement is filed. Persons with Significant Control (PSCs): PSCs who are also directors will verify at the same time as their directorship. PSCs who are not directors must verify within 14 days of the start of their birth month, beginning in early 2026.   Why this matters Failure to verify could lead to: Rejected filings or delayed incorporations. Criminal offences for acting as an unverified director. Public compliance notices on the Companies House register. Potential director disqualification for continued non-compliance. For businesses with UK operations, this introduces additional governance and compliance responsibilities. Taking early steps to verify and review your company structure will help prevent administrative delays and reputational risks.   Our advice Start preparing now by: Identifying all directors and PSCs across your UK entities. Ensuring they have valid identification ready for verification. Reviewing internal governance and filing processes. Scheduling IDV well in advance of the November 2025 deadline.   How UHY FDW’s Corporate Compliance team can help Our Corporate Compliance team  works closely with clients who have UK-based companies or interests to ensure full compliance with Companies House requirements. We can: Audit your UK company records to identify who needs verification. Guide directors and PSCs through the IDV process. Manage confirmation statements, incorporations, and ongoing filings. Ensure your entity remains compliant, accurate, and up to date.   Stay ahead of the change With the new IDV regime taking effect in November 2025, preparation now will save time and stress later. At UHY FDW , we help clients navigate evolving compliance landscapes with confidence. Contact our Corporate Compliance team today to discuss how we can support your business in meeting these new Companies House obligations, efficiently, accurately, and on time. 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

This year’s Budget sends a clear message. Ireland is investing in long-term strength. While the main focus is on housing, cost-of-living supports and infrastructure, the real story sits in the tax measures. Budget 2026 balances stability with strategic incentives, encouraging business investment and keeping key industries competitive. VAT on New Apartments,  Effective Immediately In a move that caught many by surprise, the VAT rate on new apartment sales has been reduced from 13.5% to 9%, effective from midnight, the 7 th  of October. The change applies to completed new apartments and will remain in place until 31 December 2030. It aims to make apartment projects more viable, boost supply in urban areas and attract new investment into the housing market. Developers and purchasers should take note. Review pricing, check that qualifying conditions are met and assess any cash flow impacts for current or planned projects.   Hospitality VAT Reduction From 1 July 2026, VAT on restaurants, cafés, catering services and hairdressing will drop from 13.5% to 9%. This does not apply to hotel accommodation, which will stay at its current rate. The Government’s goal is to support a labour-heavy sector that continues to face high wage and energy costs. Businesses in these industries should plan ahead, updating systems and pricing to prepare for the change.   Entrepreneurial Relief,  More Room to Grow Budget 2026 brings a welcome update to the Capital Gains Tax Entrepreneurial Relief. From 1 January 2026, the lifetime limit for the 10% reduced CGT rate will rise from €1.0 million to €1.5 million. This gives business owners, founders and family enterprises more flexibility when planning exits, sales or succession. It also signals continued support for entrepreneurship and long-term business growth. Our Directors, Alan and Thomas, at the Credit Union Budget Breakfast. R&D and Innovation Incentives Ireland continues to reward innovation. Budget 2026 strengthens supports for companies that invest in R&D and expansion. The R&D Tax Credit increases from 30% to 35% from 1 January 2026. The first-year payment threshold rises from €75,000 to €87,500, improving early cashflow for claimants. Simplified rules for foreign dividend and double-tax relief aim to make cross-border operations smoother. These changes reaffirm Ireland’s position as a leading innovation hub. Strong documentation and preparation will be key for companies planning to claim.   Corporate and Employment Measures There are no major changes to the headline corporate tax rate, but several important updates will affect employers and internationally active firms: KEEP (Key Employee Engagement Programme) extended to 2028 SARP (Special Assignee Relief Programme) renewed with simpler conditions Exit tax rate on fund distributions reduced from 41% to 38% National Minimum Wage increasing to €14.15 per hour from 1 January 2026 2% USC band ceiling increasing to €28,700, offering modest relief for lower earners Together, these measures aim to make Ireland more attractive for talent, investment and growth. Room shot at the Credit Union Budget Breakfast A Budget Built on Stability Budget 2026 is steady and deliberate. Rather than big new spending packages, the focus is on targeted support for enterprise, housing and key domestic industries. The approach is measured, but intentional: stimulate development, protect households and maintain a stable tax environment that supports business confidence.   Our Thoughts For Irish businesses, Budget 2026 is about opportunity and preparation. Developers, entrepreneurs and employers all have something to gain by acting early and planning carefully. At UHY Farrelly Dawe White , we help our clients turn these updates into real results. Our tax and advisory teams work with you to understand how each measure applies to your business, identify where you can save, and build a strategy that keeps you ahead of change. Whether you are reviewing VAT on property sales, assessing your eligibility for R&D credits, planning a business sale under the new CGT limit, or simply looking for clarity around compliance, we will help you make informed, confident decisions that drive growth. Our approach is practical, proactive and always personal. Because we know that behind every policy update is a business, a team, and a vision for the future.   Download our Budget 2026 Guide or visit our Budget Hub for clear, simplified insights on everything announced in this year’s Budget.   Talk to our team today to find out how we can help you make Budget 2026 work for you.   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

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

For many Irish businesses, the last few years have been defined by rising costs, from energy bills and insurance premiums to payroll and compliance obligations. As Budget 2026 approaches on 7 October , SMEs in particular will be watching closely to see if meaningful relief is on the way. At UHY FDW, we work with clients every day who are balancing these pressures while still planning for growth. Here are the areas we believe will be most relevant when it comes to the cost of doing business. Labour and Payroll Costs The combination of higher wages, PRSI, and the upcoming introduction of auto-enrolment pensions means staff costs are a major concern. Budget 2026 may provide clarity on employer PRSI, or offer limited reliefs to ease the transition for SMEs. Even small adjustments here can have a significant impact on cashflow and hiring decisions. Energy and Overheads While universal energy credits are unlikely to return, targeted supports for SMEs investing in energy efficiency could be on the cards. Grants that help businesses cut long-term energy costs while meeting climate commitments would be a welcome development. Insurance remains another high overhead for many sectors, with calls for continued reform to keep premiums manageable. Access to Finance Accessing affordable credit is still a challenge for many small businesses. Stakeholders have been calling for the expansion of loan guarantee schemes and grant funding to help SMEs invest in growth, digitalisation, and sustainability. Budget 2026 may build on existing supports in these areas, giving businesses more room to plan and expand. What UHY FDW Can Do for You Rising costs are a reality, but with the right planning, they do not have to limit your growth. At UHY FDW, we support SMEs by: Simplifying compliance – streamlining payroll, tax, and reporting processes so you spend less time on admin and more on growth. Strengthening cashflow –  forecasting, modelling, and stress-testing your finances to stay resilient against rising costs. Unlocking funding options – guiding you through loan guarantee schemes, grants, and supports to finance expansion and investment. We combine deep expertise with a practical approach, ensuring that even in a high-cost environment, your business has the confidence to plan ahead and grow. Talk to our team today about how we can help your business navigate the cost of doing business in 2026.

Budget 2026 will be announced on Tuesday, 7 October 2025 , with the Government signalling a package worth €9.4bn . Of this, around €1.5bn is expected to go towards tax measures, and €7.9bn  towards public spending. For Irish SMEs, the detail behind those numbers could make all the difference to business planning for the year ahead. At UHY FDW, we are keeping a close eye on the areas that matter most to our clients. Here is what we think you should be watching. Budget 2026: What Irish SMEs Should Be Watching Tax reliefs and growth supports Tax remains a central focus. While the scope for big cuts is limited, SMEs will be watching for practical changes that boost competitiveness and investment. Expect ongoing debate around: R&D tax credits   Employment Investment Incentive (EII) and KEEP share options   VAT refinements     A major development is the rollout of auto-enrolment pensions  from 1 January 2026 . This will be a game-changer for employers, with contributions required under the new 3 (employee) : 3 (employer) : 1 (State)  model. Planning for payroll, budgeting and communications should start now. Energy and sustainability The universal energy credits we saw in recent years are unlikely to return, but SMEs may benefit from more targeted supports , especially those investing in energy efficiency or green transition projects. Watch for grants that could help reduce long-term operating costs while supporting climate goals.   VAT Adjustments Sector-specific VAT changes are often debated, especially in hospitality and construction. While no major overhaul is expected, Budget 2026 could include targeted tweaks. What it could mean:  Even a 1% change in a VAT rate can significantly affect margins in consumer-facing industries.   Small Business Reliefs Schemes like the Employment Investment Incentive (EII) and the Key Employee Engagement Programme (KEEP) are regularly highlighted for reform. Streamlining these supports could give SMEs more flexibility to attract investment and retain staff.. How to prepare now Plan ahead for auto-enrolment  – budget for contributions and update payroll systems. Model cashflow  – consider possible VAT or PRSI adjustments in your forecasts. Stay alert for grants  – line up potential projects that could benefit from sustainability funding. What UHY FDW Can Do for You At UHY FDW, we do more than just interpret the Budget, we help you act on it. Our team works with SMEs across Ireland to: Turn policy into practical steps  – translating Budget changes into clear actions for your business. Plan for tax efficiency   – from R&D credits to VAT and payroll, we make sure you maximise every opportunity. Support compliance with confidence  – guiding you through auto-enrolment, PRSI updates, and reporting obligations. Strengthen your cash flow  – forecasting, modelling, and preparing for the impact of policy shifts. Unlock funding & growth supports  – identifying grants, incentives, and reliefs relevant to your sector. With the right advice, Budget 2026 does not have to be a challenge, it can be a catalyst for growth. Talk to our Audit, Tax and Advisory experts today about how we can help your business prepare, adapt, and achieve more.

Private equity (PE) is transforming industries around the world, and that is increasingly true of accountancy. Private equity capital is flowing into professional services as asset managers look for new opportunities in a highly competitive investment environment.   The influx of money, and often business expertise can also be beneficial to accountants, but the relationship is not without challenges and needs to be carefully considered and managed. Accountancy – an appealing asset It’s not surprising that many PE investors view accountancy as a potentially lucrative investment. Accountancy firms are solid, well-established operations at the heart of local business communities. They offer positive cashflows, recurring revenues and low risk. As their role evolves from a technical one to something more strategic and advisory, the sector may be significantly undervalued.    At the same time, the transformation of accountants into trusted business partners requires investment – in talent, technology and potentially, acquisitions. The growth focus that PE investment brings can also create opportunities for staff while also enhancing the service offering for clients.   Compromise is key But for this to work, there needs to be an alignment of cultures and values. PE typically brings a commercial mindset and expects fast returns. A five-to-seven year exit plan is not always compatible with the traditional accountancy partnership model and its focus on long-term client relationships.   For a PE investment to work, both parties will have to move towards the middle. The key for accountancy firms is to ensure an alignment on vision, timelines and leadership continuity before accepting PE investment. Saying yes to PE capital suggests an acceptance of the need for faster and more focused growth, but that cannot come at the expense of the values that brought success in the first place.   Consider the future In the scheme of things, five, six or seven years is not a long time. After that, PE investors will be expecting a significant return on investment, achieved through resale, IPO or management buyout.   In other words, things are going to change again. This can be positive, as the firm settles into a period of calm consolidation after a period of accelerated PE-driven expansion. But you do need to think about what the post-PE landscape might look like when you accept the investment in the first place.   In particular, how might the PE timeline affect long-term decision-making, partner succession and brand sustainability? What is the plan for talent retention and service continuity at the end of the investment period?   Network challenges For firms that are part of a global network like UHY, another consideration is the impact on cross-border collaboration. When firms accept PE investment, the network needs to guard against any dilution of brand identity or collaborative instinct. Dynamics around shared investments can also change and need to be carefully managed.   UHY's own member firm in the US has concluded a commercial agreement to take PE capital but as a founding firm of the international network remains as committed to UHY now as it was 40 years ago, with values and collaborative culture still a driving force for continued success. PE funding will add momentum to what is already there. Nevertheless, networks like ours may need to develop clear policies on PE involvement to maintain cohesion and ensure mutual benefit.   The right PE support can bring benefits In many jurisdictions, non-accountants are restricted from owning equity in firms offering audit or other regulated services. This can be addressed by ringfencing audit functions, using multi-disciplinary partnerships or licensing brand/IP to an operating company. But firms must ensure that attracting PE will not breach professional standards.    It is one more factor to consider before accepting PE investment. Private equity involvement brings major change, and like all changes it needs to be carefully considered and meticulously planned. It is not something to leap into without eyes wide open.   Nevertheless, sympathetic PE ownership can help firms invest for the future and take the step up from technical services providers to trusted business partners. It is not for everyone, but PE is at least worth considering if you are looking to accelerate the next stage of your business development journey.

The Companies Registration Office (CRO) has confirmed that involuntary strike-offs fully recommenced in mid-August 2025. After a series of pauses during Covid-19 and subsequent IT disruptions, enforcement activity is now firmly back in motion. With more than 35,000 companies currently in scope , the CRO has indicated that strike-offs will begin with those that have the highest number of outstanding annual returns. Key Risks for Companies and Directors Company Dissolution 
Once struck off, a company ceases to exist as a legal entity. Any assets automatically transfer to the State. Director Liability 
Directors remain personally liable for company debts and obligations, even after dissolution. Disqualification 
Directors risk being disqualified from acting as a director in future. Prosecution 
The Corporate Enforcement Authority can investigate and prosecute directors in cases of non-compliance.   Options if Your Company is Late Bring filings up to date 
File outstanding Annual Returns and financial statements with the CRO, together with late filing fees. Seek extra time 
Apply to the District Court for an extension of time to file overdue returns (if appropriate).   Important Points Assets  – Any remaining company assets automatically vest in the State upon dissolution. Liabilities  – Directors remain personally liable for debts and obligations of the dissolved company. Enforcement  – With over 35,000 companies in scope, those with multiple late filings will be targeted first. Court Applications  – A District Court extension can preserve the company’s position where late filing is unavoidable. Key Takeaways Strike-offs have fully recommenced as of August 2025. More than 35,000 companies are currently in scope. Immediate action is required if your company has overdue filings. Directors face risks of liability, disqualification, and prosecution. How We Can Help At UHY FDW, our Corporate Compliance team  can: Review your company’s CRO status. Prepare and file outstanding Annual Returns and accounts. Manage late filing fees and liaise directly with the CRO. Advise and assist with District Court applications for filing extensions. Provide director compliance advice to minimise personal risk. Contact our experts Richard Windrum , Corporate Compliance Director
 Jonathan Kelly , Corporate Compliance Manager If your company has outstanding annual returns, now is the time to act. Our team can guide you through the process and help you get back on track, get in touch today.   Sign up for our newsletter to ensure you are the first to hear about all new updates and important changes to legislation.

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. 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

For multinationals, getting transfer pricing right means optimising profit without regulatory risk. In a changing global landscape, this is becoming a lot harder. Successful cross-border businesses use transfer pricing to optimise profit distribution across their subsidiaries. It is a challenging process involving strategic, operational and legal policy development, country by country, with robust documentation, transparent reporting and financial control. The recent widespread introduction of trade tariffs will inevitably impact the profit strategies of many multinational businesses, so that re-assessing existing transfer pricing (TP) policy will be essential. What’s more, ongoing attempts by global tax authorities to simplify and harmonise transfer pricing rules means the regulatory environment seems to be in a constant state of flux. TP has never been more complex. Working together At UHY we have always recognised the value our TP specialists can bring to international clients. Our local knowledge is invaluable and because we work together often and know each other well, we are able to provide excellent TP solutions. Read the full article in our recent UHY Global publication Global Issue 20

The arrival of auto-enrolment pensions in January 2026 is more than just a policy change, it’s a new way of working for every employer in Ireland. From payroll adjustments and HR updates to new compliance requirements, businesses will need to be ready to manage their responsibilities. While the scheme will make it easier for employees to save for retirement, it also places fresh obligations on employers. That means planning ahead now is essential. At UHY FDW, we’re here to help you understand what’s changing and to support you in making the transition as smooth as possible. Employer Considerations There are several areas employers should focus on before auto-enrolment goes live: Eligibility checks : Review with providers to confirm who falls within the scheme. Higher rate taxpayers :  Be prepared to support staff who may be better served by existing workplace schemes. New joiners : Contracts may need updating to reflect new pension obligations. Education : Employees not already in a pension scheme will need clear, practical guidance. Communication : Even if you only employ one person, you must provide access to a workplace pension. Budgeting : Factor in the rising cost of employer contributions, starting at 1.5% and increasing to 6% by year ten.   HR Preparation for AE HR teams will be central to making auto-enrolment work. Key steps include: Workplace assessment : Review age, salary, and retirement arrangements across your workforce. Future planning : Consider hiring plans and workforce needs. Cost impact : Assess the effect of contributions and administrative costs on payroll. Scheme strategy :  Decide whether to maintain, merge, or remove existing workplace schemes. Compliance and admin : Prepare for added reporting, training, and communication responsibilities.   Updating Policies & Procedures Auto-enrolment will also require updates to core HR policies and processes: Absence and leave policies : Clarify how contributions are handled during these periods. Probation and notice periods : Adjust to reflect obligations for contributions. Documentation:  Update forms such as recruitment forms, appraisal templates, absence reports, return to work forms, and exit interviews. Clear policies will not only ensure compliance but also help avoid confusion during the transition. Ongoing Employer Responsibilities Once auto-enrolment is in place, businesses will need to: Monitor and ensure compliance. Regularly review their auto-enrolment scheme. Provide ongoing education and support for employees. Stay informed about legislative changes. How UHY FDW Can Support You At UHY FDW, we understand the scale of this change and the pressures it places on employers. Our role is to make the process straightforward and give you confidence that your business is fully prepared. We can: Review your workforce  and highlight who will be affected. Check payroll readiness  to ensure systems can handle new contributions. Advise on budgeting and cost planning , helping you manage the phased increases. Support HR teams  in updating contracts, policies, and employee communications. Guide employee education , so staff understand what auto-enrolment means for them. Provide ongoing compliance reviews , keeping your business aligned with evolving legislation.   Auto-enrolment is coming, and while it promises to strengthen retirement savings across Ireland, it also places significant responsibility on employers. The businesses that plan ahead now will be the ones best placed to adapt quickly and with minimal disruption. At UHY FDW, our payroll, HR, and advisory experts are here to guide you through every stage, from planning and preparation to implementation and ongoing compliance. To find out how we can support your business with auto-enrolment, contact any member of our Payroll team at UHY FDW. Source: gov.ie Source: citizensinformation.ie