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

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

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

Many Irish groups move assets between related companies as they grow, reorganise, prepare for investment, separate business lines, refinance or plan for succession. To business owners, these transfers can feel like straightforward internal changes: the asset remains within the wider group and the commercial purpose may be clear. However, a transaction that appears simple commercially can create complex tax consequences. A single intra-group transfer may need to be considered across Capital Gains Tax, Stamp Duty, VAT and Corporation Tax. The correct treatment will depend on the asset involved, the relationship between the companies, their tax residence, how the transfer is documented and what the group intends to do next. The most common difficulty is timing. Reliefs may be available, but they often come with strict conditions, filing requirements and clawback provisions. If the tax review starts only after the asset has moved, the group may have fewer options and may already have missed the opportunity to structure, document or file the transaction in the most efficient way. Consider a mid sized trading group that transfers a warehouse from one group company to another as part of an internal reorganisation. If the transfer is implemented before the Stamp Duty, VAT on property and CGT position is considered, the group could face unexpected tax costs or find that the return position does not match the intended commercial outcome. Early advice gives the group time to confirm whether reliefs are available, whether elections are required and whether any future clawback risk needs to be managed. Capital Gains Tax Section 617 of the Taxes Consolidation Act 1997 (“TCA 1997”) may apply to certain transfers of chargeable assets between companies that form part of the same CGT group, subject to detailed conditions and exclusions. Trading stock is not dealt with under this regime and needs to be considered separately. Where the conditions are satisfied, the transfer is generally treated as taking place at a value that gives rise to neither a gain nor a loss for the transferring company. This usually defers the gain rather than eliminating it permanently. The group relationship, tax residence of the companies, type of asset and any planned future movement of the companies should all be reviewed before relying on the relief. Particular care is needed where the group structure includes non-Irish companies or where a future sale of a subsidiary is already being considered. The clawback rules are also important. Where the transferee company leaves the group within ten years while retaining the asset, a deemed chargeable gain can arise under section 623 TCA 1997, unless an exception applies. This can turn what appeared to be a tax-neutral internal transfer into a real tax cost at a later date. The transaction should also be reflected consistently in the relevant Corporation Tax returns, financial records and supporting documentation. Stamp Duty The first step is to establish whether the asset, and the instrument used to transfer it, falls within the scope of Stamp Duty. The fact that a transfer takes place within a group does not, by itself, make it exempt. Where Stamp Duty applies, relief may be available. For example, section 79 of the Stamp Duties Consolidation Act 1999 can provide associated companies relief for certain transfers between qualifying bodies corporate. The relief has detailed conditions relating to the level of association between the companies, beneficial ownership and the nature of the transaction. There are also clawback rules. A clawback may arise if the required association between the companies ends within the relevant period, although specific exceptions can apply depending on the facts. Other reliefs or exemptions may be relevant depending on the asset being transferred. These can include provisions for certain stocks or marketable securities and qualifying intellectual property. Each relief has its own scope and conditions, so the analysis should be matched carefully to the specific transaction. Where a Stamp Duty return and relief claim are required, they must be completed correctly and filed on time. Poor sequencing can result in avoidable cost, penalties or uncertainty. VAT VAT treatment is highly dependent on what is being transferred and how the transaction is structured. The existence of a VAT group does not remove the need for a full review. Special care is required where immovable property is involved, as VAT grouping does not necessarily eliminate all VAT consequences connected with property transactions and Capital Goods Scheme adjustments. The transfer of business provisions in sections 20(2)(c) and 26 of the Value-Added Tax Consolidation Act 2010 (“VATCA10”) may apply where all or part of a business is transferred and the assets form an undertaking capable of operating independently. Connected goodwill and other intangible assets may also fall within these provisions where the statutory conditions are met. Where the conditions are satisfied, the transaction is generally treated as outside the scope of VAT and VAT should not normally be charged. This point is important because VAT charged incorrectly on a qualifying transfer may not be deductible by the purchaser. A transaction will not qualify simply because the parties describe it as a business transfer. The assets transferred, the operational reality and the wider commercial arrangements must support that treatment. Where real property is involved, the VAT on property rules and any Capital Goods Scheme implications should be reviewed before the transfer takes place. Corporation Tax The wider Corporation Tax position will depend on the assets being moved, whether the transfer involves all or part of a trade and how the transaction is reflected in the accounts and tax returns. Area to Review Why it Matters Trade cessation or succession Establish whether a trade is ending, moving or continuing, and how this affects losses carried forward and future profit streams. Capital allowances Transfers of plant, machinery or other qualifying assets may create balancing allowances or balancing charges. In certain common-control cases, a joint election may be available to transfer assets at tax written-down value. Trading stock Market value rules may apply, although an alternative election may be available in certain circumstances. The correct treatment should be established for both companies. Connected-party rules and transfer pricing Transfer values, distribution issues and arm’s length pricing should be reviewed, particularly for larger groups, cross-border structures or transactions involving material values. Documentation and filing Agreements, board minutes, valuations, elections, accounting entries and Corporation Tax returns should tell the same story and support the intended tax treatment. Look Beyond the Asset Transfer Asset transfers are only one form of intra-group activity. Intercompany loans, balances written off, cost recharges, asset rental arrangements and movements of funds can each create separate tax considerations. For larger Irish and international groups, additional issues may also arise, including transfer pricing documentation, interest limitation rules, cross-border withholding tax, deferred tax accounting and, for very large groups, Pillar Two considerations. These points do not arise in every case, but they should be considered at the planning stage where relevant. A regular review of intra-group activity can help identify filing requirements, inconsistent treatment or potential exposures before they become more difficult to resolve. Plan First. Transfer Second. Intra-group transfers are often undertaken for sound commercial reasons. However, they can create tax consequences across several tax heads and may also carry clawback risks that only become relevant years later. Early tax review gives the group time to confirm which reliefs are available, identify any elections or filings required, understand the VAT and Stamp Duty position, consider future exit plans and ensure that the accounting and tax filings support the intended outcome. For business owners and finance teams, the practical message is simple: the tax analysis should happen before the asset moves, not after. Where a group is considering a restructuring, asset transfer or wider reorganisation, advice at the planning stage is usually significantly more valuable than trying to correct issues retrospectively. If your group is planning an asset transfer or restructuring, or has recent intra-group activity that has not yet been reviewed, our Tax Team can assess the position across the relevant tax heads and help you move forward with confidence. Speak to the UHY FDW team before the move is made. Disclaimer: This article is for general information only and does not constitute tax or legal advice. The appropriate treatment will depend on the facts and circumstances of each transaction. Specific advice should be obtained before implementing any transaction.

Businesses rarely stand still. Directors join or leave, company secretaries change and new shareholders may come on board as a company grows. These changes also create important company secretarial, record-keeping and filing obligations. Managing these requirements at the right time helps keep your company records accurate, reduces the risk of missed deadlines (and any regulatory repercussions) and avoids complications during an audit, investment, restructuring or sale. Changes to directors and company secretaries The Companies Registration Office (“CRO”) must be notified, within the required timeframe, when a director or company secretary: Is appointed Resigns, is removed or otherwise ceases to hold office Changes their name Changes their residential address, or Updates other particulars held by the CRO. In general, changes involving directors and company secretaries must be notified within 14 days of the change taking place. Failure to notify the CRO within the appropriate timeline can constitute a Class 3 offence under the Companies Act, 2014. Before making a change, companies should also consider whether their proposed officer structure will continue to meet the relevant legal requirements. All Irish company types, other than a private company limited by shares, must have at least two directors. A private company limited by shares may operate with one director, but that individual cannot also act as the company secretary. Every company must have a secretary. When a company secretary steps down, a suitable replacement needs to be appointed. The appropriate approvals and supporting records should also be prepared. This may include board minutes or resolutions, letters of appointment or resignation, statutory declarations, and updates to the company’s statutory registers. Keeping company addresses accurate A company must maintain a registered office in Ireland and ensure that the address recorded with the CRO remains accurate. A change to the company’s registered office must generally be notified within 14 days. Important correspondence and legal notices may be sent to the registered office. An outdated address could mean the company misses time-sensitive information, including notices relating to possible strike-off. Changes to the personal details of a director or company secretary may also need to be notified. Companies should therefore let their company secretarial adviser know promptly when an officer changes their name, residential address or other registered information so that these changes can be reflected with the CRO. Share transfers A share transfer takes place when existing shares move from one shareholder to another. While a transfer is not generally notified to the CRO at the time it occurs, it must be properly documented, recorded in the company’s statutory registers and reflected in the company’s next annual return. The company’s constitution and any shareholders’ agreement should be reviewed before the transfer proceeds. These documents may contain restrictions, approval requirements or rights that affect the proposed transaction. A share transfer can also require updates to the register of members, the issue of replacement share certificates, Stamp Duty considerations and changes to the company’s beneficial ownership information. The precise requirements will depend on the company’s constitution, any shareholders’ agreement and the circumstances surrounding the transfer. Where these areas are not considered at the outset, inconsistencies can arise between the legal ownership of the shares, the company’s internal records and the information reported in future statutory filings. Issuing new shares Issuing new shares is different from transferring existing shares. A new share issue increases the company’s issued share capital and may change the ownership or voting balance between shareholders. The company must notify the CRO of a share allotment within 30 days of the allotment taking place. Before issuing new shares, the company should consider the authority and approvals required, the rights attached to these new shares and the potential impact on the existing ownership and voting structure. Additional resolutions, filings or changes to the company’s constitution may also be required depending on the nature of the transaction. Once the allotment has been completed, the company’s statutory registers, share capital records, minutes and share certificates should be updated to reflect the change. Seeking advice at an early stage can help identify the relevant requirements and ensure the transaction is structured and documented correctly. Beneficial ownership information A change in a company’s shareholding can also impact its beneficial ownership position. A beneficial owner is the individual who ultimately owns or controls the company, whether through direct share ownership, ownership through other entities, voting rights, or other means of exercising control. The legal shareholder recorded in the company’s register of members is not always the same as the ultimate beneficial owner. In some cases, shares may be held on behalf of another individual or via corporate structure, meaning that the person with ultimate ownership or control may not be immediately apparent from the company’s official share register. Companies must maintain an internal register of their beneficial owners. When the information in that register changes, the central Register of Beneficial Ownership (“RBO”) must be updated within 14 days of the change being notified to the company secretary. This may include: Adding a new beneficial owner Removing an existing beneficial owner Recording a change in ownership or control Updating a beneficial owner’s particulars Companies should review their beneficial ownership position whenever shares are issued or transferred, or where there is a wider change in how the company is owned or controlled. Accurate records protect your business Statutory filings are an important part of implementing a company change, but are only one aspect of maintaining accurate records. The company’s internal records should be consistent with the information held by the CRO and the RBO, including its statutory registers, board minutes, resolutions, share certificates and annual returns. Maintaining accurate and up-to-date records helps ensure that the company has a clear and reliable audit trail of key decisions and changes. While gaps or inconsistencies may not be immediately obvious, they can often emerge during significant business events, such as audits, financing transactions, corporate restructurings, due diligence exercises, or preparing for sale. Addressing such inconsistencies can be time consuming, costly, and more complex than ensuring records are updated correctly when the change occurs. Keeping all statutory filings and internal records aligned helps reduce risk, supports good corporate practice, and ensures the company is prepared for future transactions and regulatory requirements. Support when your company changes Changes to directors, shareholders, share capital or registered details can bring a number of compliance and record-keeping requirements. Getting the right support at an early stage can make the process more straightforward and help ensure that company records remain accurate and up to date. Our Corporate Compliance team can support you with: Director and company secretary changes Registered office and company detail updates Share transfers and allotments Statutory registers and company records Beneficial ownership updates Board and shareholder resolutions Annual returns and ongoing company compliance Planning a change to your company structure or registered details? Speak with our Corporate Compliance team. We’ll help you understand the requirements and keep your company records on track. This article provides general information only and does not constitute legal or tax advice. Requirements may vary depending on the company, its constitution and the circumstances of the proposed change.

UHY Global Issue 22 brings together fresh perspectives on the trends shaping businesses and markets around the world. Published during UHY’s 40th anniversary year, the latest edition explores everything from the revival of bricks-and-mortar retail to the real-world impact of artificial intelligence, alongside the opportunities emerging across some of Europe’s fastest-growing economies. The issue looks at how retailers are rethinking the role of physical stores, combining digital innovation with more engaging in-person experiences. It also takes a practical look at AI, examining where businesses are seeing genuine value, where expectations may have run ahead of reality and what organisations should consider as they invest in new technologies. Central and Eastern Europe is another major focus. Contributors from across the UHY network explore the investment, innovation and manufacturing growth driving momentum in the region, while highlighting the opportunities and challenges for businesses looking to expand. Issue 22 also explores international outsourcing and the importance of choosing the right partners when operating across borders, alongside insight into an increasingly complex global tax environment. As UHY celebrates 40 years, the publication reflects on the growth of a network that began with two firms in 1986 and has developed into more than 180 member firms worldwide. Readers can also discover the story behind Kyivstar’s historic Nasdaq listing, meet UHY ECA Group Poland Managing Partner Roman Seredyński and catch up on news from across the international network. Read UHY Global Issue 22 and explore the ideas, trends and opportunities shaping international business in 2026.

Local knowledge, global perspective Business opportunities do not always stop at the border. Whether you are entering a new market, managing international tax requirements or coordinating operations across several countries, having the right support can make the process clearer. As an independent member of UHY International, we combine the personal service and local understanding of UHY FDW with access to a global network of specialists in audit, tax and advisory. Local insight, wherever you operate Every market has its own regulations, tax systems and ways of doing business. Through the UHY network, we can connect our clients with professionals who understand the local landscape and can offer practical, relevant advice. With 340 offices across 95 countries, the network gives our clients access to more than 10,000 professionals worldwide. This means our clients can draw on international experience while continuing to work with a team that understands their business and ambitions. A more connected experience Strong relationships between UHY member firms help us coordinate advice across borders. Our teams can share knowledge, communicate directly and work together to support each client’s wider objectives. For clients, this creates a more joined-up experience. It can reduce the time spent finding and briefing separate advisors while providing greater clarity across international projects. Broader expertise, personal support Being part of an international network expands the knowledge and resources available to our clients without changing the personal approach they value. You continue to receive accessible, partner-led support from people who know your business. When international expertise is needed, we can bring the right professionals into the conversation. Helping you move forward with confidence Our membership of UHY International allows us to support clients wherever their opportunities take them. By combining local relationships with global insight, we help businesses manage complexity, explore new possibilities and make informed decisions. To find out more about the UHY International network, Click here! If your business is considering an international opportunity or facing a cross-border challenge, speak with our team about how the UHY network can support your next step.

For many medium-sized businesses in Ireland, tax is often considered only when a filing deadline is approaching, a payment is due, or year-end accounts are being finalised. That approach may keep the business compliant, but it can also mean that valuable opportunities are missed. A well-structured tax strategy should sit alongside the wider business plan. Whether a business is expanding, investing in new equipment or technology, recruiting additional staff, entering new markets, restructuring, preparing for succession or considering a future sale, tax can have a direct impact on cash flow, funding, risk management and long-term value. Tax should not drive every commercial decision. However, it should inform the key decisions that shape how a business grows, funds itself and rewards its owners and employees. Start with the business plan An effective tax strategy starts with a clear understanding of the business objectives. Is the business planning to grow organically, acquire another business, invest in new premises, expand overseas, develop new products or prepare for a change in ownership? Each of these decisions can create tax considerations. Some may affect the timing of tax payments, while others may influence the most appropriate business structure, the availability of reliefs, how profits are extracted, or how investment should be funded. By connecting tax strategy to the broader business plan, management teams can make decisions with greater clarity and fewer surprises. Support stronger cash flow management Cash flow remains a critical issue for medium-sized businesses, particularly where the business is growing, operating in a seasonal sector, managing stock levels, funding capital expenditure or dealing with tighter margins. A proactive tax strategy helps the business anticipate upcoming liabilities, understand payment dates, assess the impact of investment decisions and avoid unnecessary pressure on working capital. Forward planning also reduces the risk of rushed decisions close to a deadline, when the available options may be more limited. Build tax into investment decisions Many businesses invest in people, premises, vehicles, plant and machinery, technology, systems, research and development, brand development and new market opportunities. The timing, structure and purpose of that investment can influence the tax outcome. Before committing to significant expenditure, businesses should consider whether any reliefs, allowances or incentives may be relevant, how the investment will affect taxable profits, and whether the expected commercial return is supported by the tax treatment. This is particularly important for growing businesses that are balancing expansion plans with cash flow, lending requirements and shareholder expectations. Prepare for growth, restructuring and change As a business grows, its tax profile often becomes more complex. New revenue streams, additional employees, group structures, cross-border activity, acquisitions, disposals, employee incentives and changes in ownership can all create additional tax considerations. What worked for the business several years ago may no longer be the best approach today. Periodic tax reviews can help identify whether the current structure, processes and reporting arrangements remain appropriate for the next stage of growth. Reviewing the position early can also help address issues before they become more difficult, expensive or disruptive to resolve. Look beyond compliance Compliance will always be essential. Corporation tax, VAT, payroll taxes, Relevant Contracts Tax, local property taxes, Companies Registration Office filings and other statutory obligations must be managed correctly and on time. However, strong tax advice goes beyond meeting deadlines. It helps businesses think ahead, improve governance, identify areas of risk, assess available opportunities and support better conversations around profitability, funding, succession and long-term value. When tax is considered early, decisions can be made with more confidence. When it is left too late, options may be limited. Strengthen governance and reduce risk Medium-sized businesses are often at a stage where informal processes need to be replaced with stronger systems, controls and documentation. Tax governance is an important part of that transition. Clear processes for VAT, payroll, expense claims, contractor arrangements, intercompany transactions and record retention can reduce the risk of errors and support a more robust position if Revenue queries arise. Good governance also helps owners, finance teams and boards understand where the business may have exposure and what actions are needed to manage that exposure effectively. Plan for succession or a future sale For owner-managed and family businesses, succession planning should not be left until a transaction or retirement is imminent. The tax implications of transferring shares, selling a business, restructuring ownership or introducing the next generation can be significant. Early planning allows business owners to assess the commercial, tax and personal objectives together. It can also help ensure that the business is better prepared for due diligence, investor review, bank funding or a future sale process. A business that has addressed its tax position in advance is usually in a stronger position to protect value and move quickly when an opportunity arises. Practical areas to review A tax strategy review does not need to be overly complex. For many medium-sized businesses, a practical review should consider: Upcoming tax liabilities and payment dates, and their impact on cash flow. The tax treatment of planned capital expenditure and business investment. VAT, payroll and employment tax processes, including areas where errors can arise. Whether the current business or group structure remains fit for purpose. The tax implications of expansion, cross-border activity or new revenue streams. Shareholder remuneration, profit extraction and pension planning. Succession, exit planning and shareholder changes. Record keeping, documentation and readiness for Revenue queries. Build tax into regular strategic conversations Tax strategy works best when it is part of regular business planning rather than an annual year-end discussion. Involving your tax adviser before major decisions are made can help identify relevant issues, quantify the potential impact and assess the most appropriate approach. For management teams, this means reviewing the tax position throughout the year, particularly before significant transactions, investment decisions, funding applications, restructurings or changes in ownership. This approach supports better governance, stronger financial planning and more informed decision-making across the business. Moving forward with confidence Your tax strategy should support where your business is going, not simply reflect where it has been. By aligning tax strategy with commercial objectives, medium-sized businesses can make more informed decisions, manage risk more effectively and identify opportunities to improve their financial position. At UHY FDW, we work with Irish businesses to understand their ambitions, assess their tax position and provide practical advice that supports their next steps. If you are reviewing your business plan, investment priorities or succession options, now is a good time to review your tax strategy too. Speak to our Tax team to explore how proactive tax strategy can support your business goals.

The release of the Charity SORP 2026 marks one of the most significant developments in charity financial reporting in Ireland and the UK in recent years. Published in October 2025 following updates to FRS 102, the new SORP introduces wide-ranging changes that will reshape how charities report, communicate impact and present their financial information. With the new requirements effective for periods beginning on or after 1 January 2026, charities have limited time to prepare. Here's a practical breakdown of what's changing and what it means in practice. Why the Update Matters The SORP exists to help charities apply FRS 102 correctly, so updates to accounting standards inevitably trigger changes in charity reporting. The 2026 version reflects the latest FRS 102 amendments and aims to improve clarity, consistency, and transparency across the sector. The new SORP places stronger emphasis on: Clear narrative reporting Demonstrating impact Improved consistency in recognising income and leases A New Three-Tier Reporting System One of the most notable changes is the introduction of a three-tier reporting structure, replacing the simpler “small vs large charity” approach. Tier 1: Income up to €500,000 Tier 2: €500,000 to €15 million Tier 3: Over €15 million This tiered model tailors reporting requirements more proportionately to charity size. Larger charities will face additional disclosure expectations, particularly in their annual reports, while smaller organisations may benefit from reduced complexity. A Stronger Focus on Narrative and Impact The Trustee’s Annual Report has been significantly overhauled. Key enhancements include: Prompt questions to guide storytelling and explain objectives, activities, and outcomes (Module 1) Greater alignment between narrative and financial statements A clear focus on impact reporting, not just activity reporting Sustainability and ESG For larger charities (Tier 3), sustainability reporting becomes mandatory, reflecting increasing stakeholder expectations around environmental, social and governance (ESG) issues. Smaller charities are encouraged, but not required, to follow suit. Reserves and Going Concern: Greater Transparency The 2026 SORP introduces clearer expectations around reserves and going concern assessments. Notable changes include: A formal definition of reserves Stronger linkage between reserves and future planning Mandatory disclosure of key judgments in going concern assessments Explicit requirement to explain how a charity continues to operate if reserves are low or negative. This means charities will need to be more transparent not just about their position, but about how they plan to remain viable. Revenue Recognition: A More Structured Approach Changes to income recognition are among the most technical, but also the most impactful. The updated SORP divides income into two categories: 1. Exchange Transactions These must follow a five-step revenue recognition model, including: Identify the contract Identify performance obligations Determine transaction price Allocate the price Recognise income when obligations are fulfilled 2. Non-Exchange Transactions For grants and donations: Income is recognised when conditions are met, not necessarily when cash is received If conditions remain outstanding, income is deferred as a liability The key takeaway: classification matters, and charities must carefully assess each income stream. Lease Accounting: A Fundamental Shift Lease accounting also sees a major overhaul. The distinction between operating and finance leases is largely removed, with most leases now: Recognised as a right-of-use asset Accompanied by a lease liability on the balance sheet While exemptions exist for: Short-term leases (under 12 months) Low-value assets Charities will need to: Identify all lease arrangements Determine lease terms and discount rates Implement systems to track lease data This could have a significant impact on reported assets, liabilities, and financial ratios. Cash Flow Statements: Relief for Smaller Charities There is some welcome simplification. The threshold for requiring a statement of cash flows increases from €500,000 to €15 million, meaning only Tier 3 charities must prepare one under SORP. However, charities must still consider other legal obligations (e.g. company law), which may still require a cash flow statement. What Should Charities Do Now? With the implementation date already in effect, preparation is critical. Key actions include: Assess which tier applies to your organisation Review the Trustee’s Annual Report for narrative improvements Evaluate the impact of new revenue recognition rules Identify and document all lease arrangements Consider systems and processes needed for compliance Early engagement will help avoid last-minute challenges - particularly for charities with complex funding or leasing structures. Final Thoughts The Charity SORP 2026 is more than an accounting update - it’s a shift towards greater transparency, accountability, and storytelling in the sector. Charities that embrace these changes proactively won’t just remain compliant - they will be better positioned to: Demonstrate impact Build stakeholder trust Strengthen governance and sustainability The message is clear: start now, not later. Sylwia Willis is an Associate Director at UHY Farrelly Dawe White, specialising in charity and not-for-profit audit and advisory services. She works with charities of all sizes, helping trustees and management teams navigate financial reporting requirements, strengthen governance and remain compliant with an evolving regulatory landscape. If you'd like to discuss how the Charity SORP 2026 changes could affect your organisation, get in touch with Sylwia and our team!

Managing tax compliance effectively requires more than simply meeting filing deadlines. Understanding when tax liabilities arise and planning ahead for payment and filing obligations can help businesses and individuals avoid unnecessary interest charges, penalties and last-minute compliance pressures. Below, we outline some of the principal Irish tax payment and filing deadlines relevant to individuals, business owners and companies during 2026 and early 2027. Capital Acquisitions Tax (CAT) Capital Acquisitions Tax (CAT) may arise where an individual receives a gift or inheritance. The key date for CAT purposes is the valuation date. This determines both the value of the gift or inheritance and the deadline for filing any CAT return and paying any CAT liability. The principal filing deadlines are: Valuation dates between 1 January and 31 August: pay and file by 31 October in the same year. Valuation dates between 1 September and 31 December: pay and file by 31 October in the following year. For gifts and inheritances with valuation dates up to 31 August 2026, the filing and payment deadline is extended to 18 November 2026 where the return is filed online and payment is made electronically. Although the valuation date for a gift is generally the date on which the gift is transferred, determining the valuation date for an inheritance can be more complex and may depend on the administration of the estate. Importantly, a CAT return may be required even where no CAT is payable. Filing obligations can arise where an individual has received benefits approaching the relevant tax-free threshold or where reliefs such as Agricultural Relief or Business Relief are being claimed. Capital Gains Tax (CGT) Capital Gains Tax (CGT) may arise on the disposal of an asset, including a sale, gift or transfer. CGT operates under a payment regime whereby tax is generally payable before the annual tax return is filed. For disposals occurring between: 1 January 2026 and 30 November 2026, CGT is generally payable by 15 December 2026. 1 December 2026 and 31 December 2026, CGT is generally payable by 31 January 2027. Taxpayers must also report the disposal through the appropriate annual return. Depending on their circumstances, this may be: Form 11; Form 12; or Form CG1. Individuals contemplating significant disposals should review potential reliefs in advance, including Retirement Relief, Revised Entrepreneur Relief and Principal Private Residence Relief where appropriate. Income Tax For self-assessed taxpayers, the key 2026 filing deadline relates to the submission of the 2025 Income Tax return. The standard pay and file deadline is 31 October 2026. Revenue generally provides an extended deadline for taxpayers who both file and pay through ROS. Based on current practice, this deadline is expected to fall on 18 November 2026. The deadline typically covers: Payment of any balance of Income Tax due for 2025; Filing of the 2025 Income Tax return; Payment of preliminary tax for 2026. Preliminary Tax Care should be taken when calculating preliminary tax. In general, preliminary tax must be at least: 90% of the final liability for the current year; or 100% of the previous year's liability. Subject to Revenue conditions, certain taxpayers paying by direct debit may alternatively use the 105% pre-preceding year basis. Underpayments of preliminary tax can result in interest exposure, even where the final liability is ultimately paid. Corporation Tax Corporation Tax obligations depend on a company's accounting period. In general, a company must file its Corporation Tax return and pay any balance of Corporation Tax due within nine months of the accounting period end, subject to a filing date no later than the 23rd day of that month. For example, a company with a 31 December 2025 year-end will generally have a filing deadline of 23 September 2026. Preliminary Corporation Tax Companies must also ensure that preliminary Corporation Tax payments are made on time. For large companies with a 31 December 2026 year-end: First instalment preliminary tax is generally due by 23 June 2026. Second instalment preliminary tax is generally due by 23 November 2026. Smaller companies generally pay preliminary Corporation Tax in a single instalment, typically due in the eleventh month of the accounting period. Businesses experiencing significant growth, acquisitions or changes in profitability should review their preliminary tax calculations proactively to minimise exposure to interest and penalties. Looking Beyond the Main Tax Deadlines While CAT, CGT, Income Tax and Corporation Tax deadlines are among the most significant annual compliance obligations, they form only part of the wider tax compliance framework. Businesses may also need to manage ongoing obligations relating to: VAT; PAYE and payroll taxes; Relevant Contracts Tax (RCT); Dividend Withholding Tax (DWT); Professional Services Withholding Tax (PSWT); Stamp Duty; and Industry-specific compliance requirements. Maintaining a tax compliance calendar and reviewing obligations regularly can help reduce compliance risk and avoid unnecessary costs. How UHY FDW Can Help At UHY FDW, we assist individuals, entrepreneurs and businesses with tax compliance, planning and advisory services across all major tax heads. Whether you are preparing for an upcoming filing deadline, managing a significant transaction or seeking clarity on your compliance obligations, our tax team can provide practical and commercially focused advice. If you would like to discuss your tax obligations or review upcoming filing deadlines, please contact a member of our Tax team.