Due diligence matters , ensuring you make informed decisions. When you are considering a transaction, certainty matters.  Due diligence gives you clarity at a moment when the stakes are high and decisions need to be made with confidence. It helps you understand what is really happening in the business. Not just what the financial statements say, but what sits behind the numbers, how sustainable performance is, and where risks or opportunities may affect value. Whether you are buying, selling or investing, that insight allows you to move forward with confidence rather than assumption. Looking beyond past performance Financial due diligence does not stop at historic results. It focuses on how the business operates today and how it is likely to perform in the future. This includes understanding the drivers of the business, how earnings are generated, whether margins are sustainable, and how costs behave as the business grows or changes. It also considers working capital requirements, cash flow generation, debt positions and accounting policies, alongside the assumptions used in forecasts and projections. The aim is simple. To separate repeatable, underlying performance from one-off or exceptional items that are unlikely to continue. What financial due diligence covers At its core, financial due diligence examines the quality of earnings and the key drivers behind them. It assesses how revenue is recognised, how reliable management information is, and whether the business has the financial controls in place to support its future plans. This gives you a clearer view of how the business really performs and what that means for value. Common red flags and why they matter Certain issues regularly emerge during due diligence. These may include reliance on a small number of customers, revenue recognised ahead of delivery, inconsistent management information, weak working capital management, or forecasts that predict ‘hockey stick’ growth and do not align with historic norms. Identifying these issues early does not mean a deal will fall over . What matters is understanding them. Due diligence allows risks to be quantified, addressed and mitigate. Due diligence findings influence pricing, deal structure, and can be key inputs in the  in transaction documents  to ensure a buyer is protected. Information is leverage and it strengthens a buyer’s negotiating position by presenting objective, evidence-based finding. Buyer and vendor due diligence. Different needs, same goal Buyer due diligence focuses on risk and value. It supports buyers in validating the purchase price, understanding potential downsides, and identifying areas that may require protection post completion. Vendor due diligence takes a different perspective. It helps sellers prepare for a transaction by identifying potential issues in advance, addressing them where possible, and presenting the business clearly and consistently to prospective buyers. This often leads to smoother processes, fewer surprises and stronger outcomes. Why this matters now In an increasingly complex business environment , informed decisions are essential. Due diligence replaces assumptions with insight, strengthens negotiations, and helps all parties move forward with confidence. At UHY FDW, we support clients at critical decision points through clear, commercially focused due diligence. Whether you are preparing a business for sale, assessing an acquisition or considering an investment, our Corporate Advisory team helps you understand real performance, identify key risks and focus on what truly drives value. We work closely with you to translate complex financial information into practical insight, giving you clarity, confidence and control as you move forward. Get in touch with our Corporate Advisory team to discuss how financial due diligence can support your next transaction.

After a long period of reduced activity, the CRO has resumed involuntary strike off action in earnest for companies with overdue statutory filings. If your company is not up to date, you may receive a statutory strike off notice at any time and the clock starts immediately. If you are late with filings, contact us now as a matter of urgency. How the CRO strike off process works The CRO may issue non statutory reminder emails or letters to non-compliant companies. The formal process begins with a statutory strike off notice. Only one statutory notice is required. It issues to the company’s registered office as per CRO records and sets out the grounds for strike off and the remedial steps required. Twenty-eight days after the statutory notice issues, a notice of impending strike off is inserted in the CRO Gazette unless, before that date, all outstanding returns have been filed. Twenty-eight days after the Gazette notice appears, the company will be struck off the register unless the outstanding position has been remedied. After strike off, a notice dissolving the company is published in the CRO Gazette. Key Risks for Companies and Directors Company Dissolution Once struck off and dissolved, the company ceases to exist as a legal entity.  Any assets automatically are vested in the State. Director Liability Directors remain personally liable for company debts and obligations, even after dissolution. Disqualification Risk that a director of a company struck off involuntarily may be disqualified from acting as a director Prosecution Risk The Corporate Enforcement Authority has powers to investigate and prosecute directors where strike-off occurs in circumstances of non-compliance. Options if your company is late Bring the company up to date File the 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 outstanding returns (if appropriate). Our Advice With involuntary strike-offs now firmly back in motion, directors need to act now. Review your company’s CRO status immediately. If any filings are outstanding, you must move quickly to protect both the business and your personal position as a director. Strike-off is not a distant risk. It is happening. At UHY Farrelly Dawe White, we work with directors every day to regularise filings, engage with the CRO and prevent unnecessary escalation. The sooner you act, the more options you have. If you have received a notice or are unsure of your current status, contact our Corporate Compliance team today. We’ll assess your position and guide you through the next steps with clarity and confidence.   For a full list of services, have a look at our UHY Compliance site for more details

It's fun and profitable, but harming the planet. Has fast fashion had its day? Global fashion is a capricious, complicated trillion-dollar machine, whose success hinges on both our desire to be different and our compulsion to conform. This paradox feeds the industry’s ingenuity and capacity for endless reinvention – a rich seam of creativity channelling identity, talent, artisanship and business flair. From haute couture to streetwear, fashion’s magic lies in reflecting and reimagining our cultural touchpoints to fuel ever hungry consumers. Fashion’s economic power is immense. With a value of USD 1.3 trillion it employs over 300 million people along the value chain worldwide – agricultural workers, textile producers, garment workers, supply chain personnel, retailers, designers, tailors, models and marketers are all part of the engine. But alongside its reputation as an economic and cultural dynamo sits fashion’s extractive and exploitative side. It’s estimated the industry is responsible for between 2-10% of humanity’s carbon emissions, nearly 10% of microplastics in the ocean come from textiles and it takes around 2,000 gallons of water to make a pair of jeans1. And that’s before we get to the human cost. This article delves into the world of fast fashion, and how it is affecting the world. Read the full article in the most recent UHY Global publication

The world’s biggest sporting event is about to get even bigger. The 2026 FIFA Men’s World Cup will be the largest in history, hosted across the United States, Canada and Mexico, with 48 teams and over 100 matches played before the final whistle blows in New Jersey in July. It will be a global spectacle, but it will also be a powerful economic force. From international investment flows, to the future of local clubs, football finance is firmly in the spotlight. While the headlines focus on global giants, the real story often starts much closer to home. In the most recent UHY Global issue, Alan Farrelly, Managing Director of UHY Farrelly Dawe White, contributes to the UHY article exploring football finance, focusing on examining the global game’s economic landscape and the opportunities and risks it presents for investors. Big tournaments. Local passion. The League of Ireland may feel far removed from the Champions League or World Cup finals, but the passion is just as real. “Soccer is the predominant sport in our town, Dundalk,” says Alan Farrelly , Managing Director of UHY Farrelly Dawe White . "Matches are played on a Friday night and in a town of 40,000 people attract attendances of 3,500, not far off 10% of the population. The social media around Dundalk FC is huge with more than 80,000 followers online. The club normally employs 36 people between management, players and technical staff.” Compared to Barcelona or Manchester City, Dundalk is a small club in a minor European soccer league. Nevertheless, it has recently been acquired by new investors, a consortium of Irish businessmen based in the US. “The interest from overseas in investing in Irish clubs has been immense with more than half of the league teams having international affiliations,” says Alan. “Since the new investors have stepped into our club there has been huge interest in investing in the club from abroad with people seeking not only minority positions but even looking to take an immediate majority position.” Read the full article focusing on football finance from UHY, with contributions from Alan Farrelly, UHY Farrelly Dawe White Limited, Ireland and Mohamed Arafa, UHY Waled Mounir & Mohamed Arafa, Egypt, available in the most recent issue of UHY Global. As the world looks ahead to the 2026 World Cup, football finance is evolving at every level of the game. Increased investment, heightened scrutiny and changing governance expectations mean clubs must be prepared to operate with greater financial discipline than ever before. At UHY Farrelly Dawe White, we support football organisations with the financial, regulatory and governance foundations needed to grow sustainably and compliantly. To discuss how we can support your club or football organisation, contact UHY Farrelly Dawe White today.

Selling a business is one of the most significant decisions an owner will make. It is not just a transaction. It is the culmination of years of effort, investment and commitment. Yet many businesses fall short of expectations not because the business lacks value, but because preparation starts too late. Taking time to prepare properly can protect value, reduce risk and lead to a smoother, more successful outcome. Selling a business is a process, not an event One of the most common misconceptions is that selling a business begins when it is formally put on the market. In reality, the most successful exits are planned well in advance. Buyers do not just assess what a business has achieved in the past. They focus on how it operates today and how it is likely to perform in the future. Early preparation allows owners to step back and view their business through a buyer’s lens, identifying areas that may raise questions and addressing them early. Even where a sale is not imminent, planning ahead creates flexibility and choice when opportunities arise. Realising value. Understanding your options An exit does not always mean a third-party sale. For many SME owners, there are several ways to realise value, each with different commercial, tax and personal considerations. Some businesses transition to the next generation , allowing family involvement to continue while potentially benefiting from certain tax efficiencies. Others pursue a management buyout , where an experienced internal team takes ownership. In these scenarios, buyers already understand the business, although deal terms are often more buyer-friendly and the vendor may remain involved in the funding structure. A third-party sale , whether through an unsolicited approach or a formal sale process, can also be an effective route. A structured and competitive process often helps maximise value by creating tension between buyers. In some cases, where trading has ceased but assets remain, winding down  through a solvent liquidation may be appropriate. From a tax perspective, distributions in a solvent liquidation are treated in a similar way to a sale of shares. The right option depends on the business, the owner’s objectives and the timing.   Timing. When is the right moment? There is no perfect or universal time to sell a business. Some owners plan to become “sale ready”, giving themselves time to prepare the business properly. As a rule of thumb, this can take at least two years. Others may be approached unexpectedly by a competitor, supplier or broker, requiring quicker decision-making. Being prepared means you are in control, regardless of how or when an opportunity arises. Is your business ready to be sold? Buyers look for businesses that can operate successfully beyond their current owner. That means strong systems, clear processes and reliable information. Key areas typically include: Clear and consistent financial reporting Sustainable earnings and margins Reduced reliance on the owner in day-to-day operations Robust governance and internal controls Sale readiness is not about perfection. It is about clarity, transparency and confidence. Valuation and what really drives value While valuation will always consider  earnings, buyers also look closely at what supports those numbers. Factors that consistently attract interest include recurring revenue streams, consistent performance, contracted customers, particularly annual or multi-year agreements, government or blue-chip clients, and a strong, capable management team. Understanding these value drivers early allows owners to focus their efforts where it matters most. Preparing for an exit is about more than maximising a number. It is about protecting what you have built and putting yourself in the strongest possible position to choose the right outcome, at the right time.   The numbers buyers really care about Financial performance plays a central role in any sale process. However, buyers are rarely interested in headline profit alone. They want to understand the quality and sustainability of earnings.   This includes examining : ·      How revenue is generated and whether its diversified ·      The consistency of margins over time ·      Cash flow generation and working capital requirements ·      The extent of one-off or exceptional items ·      The realism of forecasts and growth assumptions Buyers are ultimately paying the price for future performance. Clear, well supported financial information gives them confidence and strengthens the seller’s negotiating position.   Common issues that delay or derail sales Many transactions encounter challenges that could have been addressed earlier with the right preparation. Common issues include incomplete financial information, owner dependency, customer concentration, or historic one off items inflating profits. These issues do not necessarily prevent a sale. However, if they are discovered late in the process, they can lead to delays, price reductions, or increased scrutiny from buyers. Identifying potential concerns early allows sellers to address them proactively or reflect them appropriately in the transaction structure.   The role of vendor due diligence Vendor due diligence is a valuable tool for business owners preparing for a sale. It involves reviewing the business from a buyer’s perspective before going to market. This process helps to: ·      Identify potential risks or issues early ·      Improve the quality and consistency of information presented to buyers ·      Reduce uncertainty during negotiations ·      Support a smoother, more efficient transaction process By understanding how a buyer may view the business, sellers are better positioned to manage the process and protect value   Getting the right advice early Selling a business involves more than financial performance alone, Tax, Structure, timing and commercial considerations all play a role in achieving the best outcome. Engaging experienced advisors early in the process helps ensure these elements are considered together. The right advice can help business owners understand their options, plan effectively, and navigate the complexities of a transaction with confidence.   Supporting your next step At UHY FDW, we work with business owners at critical moments in their journey. Not just when a sale is underway, but well before decisions are made. Our corporate advisory team supports owners in assessing sale readiness, understanding their options and preparing their business to stand up to buyer scrutiny. We take a joined-up approach, considering financial performance, value drivers, structure, tax and timing together, so nothing is looked at in isolation. By combining technical expertise with a clear commercial understanding of how buyers think, we help business owners take control of the process, protect value and move forward with confidence. If you are starting to think about selling your business, or want to understand what being “sale ready” really looks like, our team is here to help. Speak to our corporate advisory team to discuss how we can support you in preparing for a successful exit.

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.