Our six monthly finance seminars provide a high level overview of issues affecting Finance Directors and business owners across key areas such as tax, VAT, financial reporting, corporate finance and financial planning. In this round we will also take a look at two additional areas of risk; director failing and cyber security, both of which good governance can mitigate against. This session has been designed to go back to basics, providing hints and tips and key updates to help you to navigate the many complex issues facing directors.
6. OFF-PAYROLL (IR35)
Off-payroll Public Sector – April 2017
Off-payroll Private Sector consultation – April 2020
Reforms are for both sectors
Private Sector medium/large businesses only
“small company” exception based on Companies Act 2006
Annual turnover: not more than £10.2 million
Balance Sheet total: not more than £5.1 million
Number of Employees: not more than 50
Simplified approach for non-corporates
7. LABOUR SUPPLY CHAIN
From April 2020 – the end client will make the
status determination
The determination and requested reasoning will
either be:
Cascaded down the supply chain; or
Supplied direct to the worker by the client
The determination will also be supplied to the
fee-payer
Agency 1 will be responsible for compliance of
the chain
So, tax loss will be collected from Agency 1
If HMRC can’t collect from Agency 1, liability
transfers to the client
8. OFF-PAYROLL WORKER
The worker has the right to see the status determination
The worker will have the right to request the reasoning for the decision
The worker will have the right to challenge the decision
The challenge process will be client led
The client will be responsible for setting up or out-sourcing a client-led
process
Based on a set of legislative requirements
9. LIABILITY
Deduction of taxes initially sits with the
Fee-payer
Liability will rest with any party that has failed to
fulfil its obligations
Transfer of liability if HMRC can’t collect
10. LIABILITY
CEST
Update not available until April 2020
“Reasonable care”
Blanket assessments
Role based assessments
11. NEXT STEPS
Identify and review current engagements
(Employment Status Audit)
With agencies
With PSCs
Appoint someone to a designated status role
Joined up processes – HR, Finance, procurement
Review internal systems
Training
Outsource
15. ULTRA LOW EMISSION AND ELECTRIC CARS
The benefits
2% Benefit in Kind from April 2020
Ability to provide by salary sacrifice
Employee tax and national insurance
Possible wider savings for employee
Employer national insurance
100% first year allowances
Electricity not ‘fuel’ for fuel benefit purposes
Government Grants – both car and charger
No road tax for electric cars below £40,000
Staff retention
Corporate Social Responsibility
Hyundai Kona - Basic Rate taxpayer
Lease cost £380 per month
List price 35,000
2020/21 202
£
Car BinK rate 2.0%
P11D car benefit 700
annual car benefit tax 140
£
Per month car tax 11.67 1
Per month net salary sacrificed 258.40 25
Monthly net cost 270.07 270
16. ULTRA LOW EMISSION AND ELECTRIC CARS
The risks
Effective Salary Sacrifice for tax purposes?
HMRC Clearance
National Minimum Wage Breach
Wider concerns:
Employer: Family & sick leave
Employee: Mortgage applications & pensions
Practicalities
Real world range
Access to charging points
Will BIK rates change?
Employee leaving
17. EMPLOYER ILLUSTRATION
Based upon 30 staff, illustrative saving
(subject to insurance costs)
£56,000
Salary sacrifice
Employer's NIC
Annual Employer Estimated Total Savings
List price Lease via
salary
sacrifice
B-inK NIC
sacrifice
saving
Revised NIC Annual NIC
Saving
Average
Mileage
Saving Savings per car number
Staff Car e.g. Hyundai Kona 35000 360 700 596.16 96.6 499.56 2500 1025 1,525£ 20 30,491£
Exec Car e.g. Jaguar ipace 68000 700 1360 1159.2 187.68 971.52 4000 1640 2,612£ 10 26,115£
56,606£
Business Mileage
claims
18. EMPLOYMENT TAX COMPLIANCE DEADLINES
Forms P11D for benefits in kind
By 6 July forms P11D and form P11D(b) must be submitted to HMRC
By 19 July any employer NIC liability must be paid
PAYE Settlement Agreement (PSA)
By 6 July 2019 the agreement must be in place for the 2018/19 tax year.
By 31 July 2019 the PSA calculation must be submitted
By 19 October 2019 the payment must be paid
Employee/director shareholdings and share plans
By 6 July submit annual reporting for share schemes and other share
transactions with directors/employees.
20. VAT - AGENDA
What to look out for, when and what to do about it
VAT visits
Income
Expenditure
Key updates
Making Tax Digital for VAT
Brexit
Building services reverse charge
21. VAT – HINTS AND TIPS
Key issues for finance directors
VAT visits
Fewer physical visits
Phone visits from call centres
Increase in ‘pre cred’ checks
VAT return checks
Evidence reviews and checks
Turnover reconciliation
Reconcile to accounts
22. VAT – HINTS AND TIPS
INCOME
Income with No
VAT
Exports
(Evidence)
Journals
Especially in the
VAT account
EC Sales
(VIES)
Self Billing
(Criteria)
Liability Errors
Intercompany
23. VAT – HINTS AND TIPS
INCOME
Bad
Debt
HowWhen
Common mistake:
Invoice = £1,200 Received £1,000, Claim only £200/120% x 20% = £33.33
24. VAT – HINTS AND TIPS
EXPENDITURE
Check
Creditors
> 6M?
Paid an old
Debt?
Preparing
return
Submit
Return
Adjust?
Keep a
record
Adjust?
No. 1
Question
25. STOP
VAT – HINTS AND TIPS
EXPENDITURE
Common
Questions
/ Mistakes
Car / Van?
Private Use?
Fuel Scale
Charge?
45p / mile or
Fuel bill paid?
Electric?
Staff / Customers?
Xmas Party?
Goods / Services?
Specie?
Promotions?
>£50?
Proforma / RFP?
Incorrectly Charged?
C79? Valid?
Entertaining
Intercompany
Management Charges???
Valid Proof/
Invoices Fuel
Purchase/
Lease
Business
Gifts
Motor
Related
Car / Van?
Blocked?
Private Use?
Short / Long
Lease?
Double Cab?
Payload?
26. VAT – HINTS AND TIPS
SUMMARY / CHECKLIST
Review of purchase Invoices
Evidence of reconciliations
Evidence of review / sign off
Regular check of VAT numbers to ensure Valid
27. VAT – KEY UPDATES
MAKING TAX DIGITAL
Many software providers are encountering
teething problems but resolving quickly
Online set-ups have encountered glitches
March/June/Sept/Dec – June quarter
(Deadline Wednesday 7th August)
If you opted in early you have to stay in
Delayed start for VAT groups and some
other traders
A letter should have been received
28. VAT – KEY UPDATES
BREXIT
31 October 2019 (Maybe)
Make sure you have an EORI (Economic
Operator Registration Identification)
Apply for TSP (Transitional Simplification
Procedures)
Apply for a duty deferment account
Read the No-Deal tariff to see how it may
impact you
Consider supply chains and incoterms
Visits on the increase
Classification
Preference
Existing procedures
Licences
29. VAT – KEY UPDATE
CONSTRUCTION SERVICES
VAT domestic reverse charge for Building and
Construction services from 1st October 2019 to
tackle criminalised attacks on VAT system
Standard or reduced rate supplies where
payments require Construction Industry
Scheme (CIS) reporting
Supplies between sub-contractors and
contractors will be subject to the reverse
charge unless supplied to a contractor who
is an end user
End users will be recipients who use the
building or construction services for
themselves
33. IN THIS SESSION
Accounting alert – GMP equalisation
Narrative reporting changes
Carbon Energy Reporting Regulations
Strategic decision-making and directors’ duties
Are your governance basics up to scratch?
Big Data: adding value via the audit
37. ACCOUNTING IMPLICATIONS PRE AND POST
JUDGEMENT – 26 OCTOBER 2018
Year ends prior to
judgement
No provision = non
adjusting PBSE
Provision = adjusting
PBSE
Year ends post
judgement
Provide for
equalisation liability
Potential associated
deferred tax asset
39. CARBON ENERGY REPORTING REGULATIONS
Accounting periods beginning on or after 1 April 2019
New requirement to report in the directors’ report
Large companies and LLPs, so 2 from 3 of:
Turnover >£36 million
Gross assets >£18 million
Employee numbers >250.
In a large group, requirement to report is for the parent and any
individual subsidiaries which are large.
Disclosure is also “encouraged” for medium and small companies.
40. WHAT DO WE HAVE TO REPORT?
UK energy use, to include as a minimum purchased electricity, gas and
transport;
Associated carbon emissions in tCO2e;
At least one ‘intensity ratio’
energy usage compared with an appropriate business metric e.g. turnover
or staff numbers;
Information about energy efficiency measures undertaken during the
year
E.g. installation of LEDs, transport policies, energy storage
Comparatives only required from second year of application onwards
41. FOCUS ON TRANSPORT: BUSINESS USE ELEMENT
OF…
Total energy consumption
Onsite
transport
Personal/
hire cars
Company
cars /
fleet
vehicles
42. HOW DO I CONVERT ENERGY USAGE INTO
GREENHOUSE GAS EMISSIONS?
https://www.gov.uk/government/publications/greenhouse-gas-reporting-
conversion-factors-2018
43. STRATEGIC DECISION MAKING AND DIRECTORS
DUTIES
• Periods beginning 1 January 2019
When
• New statement: describing how directors have
complied with their duty under s172
• Related summary statements
What
• Large companies, including large subsidiaries.
LLPs excluded
• Related statement if >250 employees
Who
• Narrative reports: strategic and directors
• On websiteWhere
44. Engagement with employees
(where >250)
Describe action taken during the
year:
Provide information, consult,
encourage involvement,
awareness of financial and
economic factors affecting the
business
Summarise:
how engagement occurred
impact of employee interest on
principal decisions taken in year
Engagement with suppliers,
customers, other business
relationships
Summary statement:
Directors’ regard for need to foster
relationships
Impact on principal decisions
taken in year
STATEMENTS IN DIRECTORS’ REPORTS
45. All large companies (plus plcs)
No exemptions for group members who are large
Beware, size of parent = size of group it heads
Statement must be prepared at entity level
Parent may need to reflect some matters on a group basis
Subsidiaries reflect entity specific matters although may be driven by group
Publication on website required
Impact on format of statement and linkage to other elements of strategic report
S172 STATEMENT: WHO IS AFFECTED?
46. STRATEGIC REPORT STATEMENT: DIRECTORS’
DUTIES UNDER S172
Duty to promote
success of company
as a whole, having
regard to
Likely
consequences of
any decision in the
long term
The interests of
the company’s
employees
The need to foster
relationships with
suppliers,
customers and
others
The impact of the
company’s
operations on the
community and the
environment
The desirability of
the company
maintaining
reputation for high
standards of
business conduct
The need to act
fairly as between
members
50. BIG DATA: THE BIG PICTURE
AI
Block
chain
Cyber
Data
analytics Whole
data
sets
Speed
of
analysis
Better
assurance
51. WHAT CAN WE DO?
Two or three way matching of sales/ purchases
Review entire stock holding for
Items sold below cost
Items which have not moved within specified period
Fraud risk factors
Common bank accounts between suppliers and payroll
Duplicated bank accounts
Review of journal entries
52. IT’S ALL IN THE PLANNING
We work with you/ your IT
specialist to identify useful
possibilities
Generate
specific
reports
Run year
end
reports
Access
to system
55. POOR GOVERNANCE AND BUSINESS COLLAPSE
Insolvency Market
High Profile failures
Director’s risk and mitigation
Case study
What if your customer/supplier is insolvent
Escalate dispute resolution
57. POOR GOVERNANCE AND BUSINESS COLLAPSE
October 2018 – Worth £450M
HMRC Winding up petition for £1.7M
Directors claim they were unaware
Investigation reveals accounting fraud
FD arrested
Company enters Administration in January 2019
58. POOR GOVERNANCE AND BUSINESS COLLAPSE
Director’s risks
Disqualification
Company Director Disqualification Act (CDDA)
Insolvency Service investigate if unfit
Potential disqualification for between 2-15 years
Unable to be involved in the promotion, formation of management
of a company
Potential claims
Misfeasance
Potential personal liability
Joint and severable liability
60. POOR GOVERNANCE AND BUSINESS COLLAPSE
Case Study
Marine defence product
CEO understood IP
other directors all non exec funders
CEO had sole responsibility for product development and
customer liaison
successful test results reported
Customer orders ‘about to be signed’
Chance meeting with ‘new customer’
CEO admitted Walter Mitty existence
CEO now being prosecuted and likely to serve time
61. POOR GOVERNANCE AND BUSINESS COLLAPSE
Good Governance lessons
Board need right mix of skills relevant to the business
No over dominating individual
Board must challenge and verify what they are told
Use experts where a skills gap
Systems in place to prevent an individual having control
Whistle blowing policy
Keep contemporaneous minutes of meetings
62. WHAT IF YOUR CUSTOMER/ SUPPLIER INSOLVENT
Red Flag database
Free review service
• Send correspondence from Insolvency Practitioners to us
• We can correspond with Insolvency Practitioners on your
behalf
Questions to directors
Change directors’ choice of Insolvency Practitioner
Challenge Insolvency Practitioners’ fees
Report on outcome
Negotiate realisation of your security
Retention of Title (ROT)
Lien
Assist in buying assets from Insolvency Practitioner
63. DISPUTE RESOLUTION
• PKF Francis Clark licensed provider
• No financial risk
• No initial outlay
• Rapid results
• Fixed fee of 30%
64. ESCALATE DISPUTE RESOLUTION
Step 1 – Negotiation
Intensive negotiation
Experienced commercial
negotiators (IPs)
Incentive to settle inside
three months
No financial risk – you
don’t pay anything unless a
successful settlement is
reached
Fixed fee of 30% of
settlement
65. DISPUTE RESOLUTION
• Works best for disputes >£30,000
• Can go back 3 years
• Unlock written off disputes
Bed debts
Contractual negligence
Supplier/ Customer/ Employee disputes
IP infringement
No restriction on type of dispute
67. THE CURRENT THREAT
Of businesses that reported cyber
breaches last year, 48% reported at
least one breach a month.
Average cost of a breach for small
sized businesses was £4,180.
Average cost of a breach for
medium sized businesses was
£9,270.
Average cost of a breach for large
businesses was £22,700.
Statistics taken from the Office of National Statistics Cyber Security Breaches Survey 2019
68. GOOD GOVERNANCE IN CYBER
Ciaran Martin, CEO of the National Cyber Security Centre (the governments
cyber centre), speaking on 12 September 2018 at the CBI Cyber Conference:
‘My message today is aimed at board level and general corporate leadership, which is key to
managing this crucial risk.’
‘When we look at some of the advice given around the world on how to manage corporate
cyber security risk, it’s basically about governance. Good governance is necessary.’
• Cyber Security Strategy
• Risk Management
• Regulation and Certification
69. • GDPR fines
• Loss of data assets
• Loss of finances
• Loss of trust
Elizabeth Denham, Information Commissioner, delivering a speech on GDPR
and accountability:
‘If a business can’t show that good data protection is a cornerstone of their practices, they’re
leaving themselves open to a fine or other enforcement action that could damage bank
balance or business reputation.’
The ‘settling in’ period for GDPR is now
at an end and it is widely expected that
the ICO will start exercising its powers
more fully going forward.
AVOIDABLE CONSEQUENCES
70. INVOICE REDIRECTION
A client was defrauded of £5,000.
What happened
Weak password.
Invoice altered.
Payment made.
Funds irrecoverable.
Create strong passwords.
Use different passwords.
Keep them secret.
Restrict access to devices that are logged in.
How was it done
How to prevent it
71. WHO IS AT RISK OF THIS?
www.haveibeenpwned.com
72. PATCH MANAGEMENT
Data breach resulting in millions of individuals’
personal information being stolen.
What happened
Outdated software.
Vulnerability exploited.
Database stolen.
Personal details online.
Efficient patch management.
Clear structure and responsibilities within the IT
department.
Regular audits and assessments.
How to prevent it
How was it done
73. WHO IS AT RISK OF THIS?
Taken from Erricson Mobility Report 2019
74. WHAT IS NEEDED?
• Policies & procedures
• Risk assessment
• Regular reviews
• Accreditation
Mark Zuckerberg’s password, as revealed
after data breach – 6th June 2016.
‘Dadada’
75. EFFECTS OF GOOD GOVERNANCE IN CYBER
• Better insight
• Clarity of action
• Increased stakeholder
confidence
Michael Vatis, founding Director of the FBI's National Infrastructure Protection
Center - NYC, USA - January 2016:
‘In the very near future, cybersecurity exercises are going to be absolutely expected of all
companies by regulator.’
‘Companies should be thinking about the legal and managerial decisions that the CEO, the
COO and the board will need to make in that kind of crisis situation.’
80. DUE DILIGENCE READY
Not relevant as not planning any event?
look-back may be 3 full years plus YTD!
Overall trend - increase in both scope and depth of enquiries
Increasing use of software techniques
Increasing focus on non-financial considerations
Staff recruitment and retention
Supply chain and supplier relationships
81. TRENDS – INCREASING DD AND WIDER SCOPE
Case study examples of non-financial DD issues in transactions:
Intellectual property
Who owns it? Personally, business or even a 3rd party?
Particularly common with software
IT / cyber risks and controls
Reviewed / audited / accredited?
Buyers and funders expectations are increasing
Why not tested? Own IT department defensive?
82. THE EVOLUTION OF DUE DILIGENCE
Old style Current/Future
Full investigative team on site Limited or no visible onsite
assessment. Operations will be
covered by covert site visits.
Relatively focused/limited
financial data analysed via
Q&A
Now supplemented by software
/ Data Analytics - can analyse
far more data in seconds.
Overt, via direct questions
and face to face meetings
Mainly via dataroom. Limited
opportunity to ‘explain’ in
advance.
83. DATA ANALYTICS IN DUE DILIGENCE
Transaction and funding timescales are often limited
Software analysis is improving as are the algorithmic models
that analyse the data
Becoming an increasing common and useful tool
Consider undertaking your own review beforehand or
Vendor DD
Health warning - DA in DD is in its infancy. Subject to the
quality of data
84. DATA ANALYTICS: CASE STUDY EXAMPLES
Example 1:
In-house review of stock value and gross margin by product
Turnover c£25m. Over 2 million separate transactions each
year. GM% and slow moving stock had increased in last 3
years.
Analysis highlighted specific customers and products with
outlying GM% together with data recording and processing
errors.
85. DATA ANALYTICS: CASE STUDY EXAMPLES
Example 2:
Acquisition DD on behalf of Corporate Acquirer
Analysed all sales transactions and cash postings for £5m
turnover acquisition for previous two years.
Data downloaded and processed within 30 minutes.
Identified fraud and enabled FDD focus to be placed on
analysing outlying and unusual transactions.
87. FUND RAISING – CURRENT BACKDROP
Increasing levels of finance available from a range of
different (and often new) sources
Challenge for FD’s is often keeping up to date
Primary / High Street Banks restructured(ing) resulting in
many changes
Corporate and Commercial Banking – the days of
uniformity within and between Banks have gone!
88. ACCESS TO FINANCE – CURRENT BACKDROP
Increased prevalence of secondary and tertiary lenders
Growing track records and acceptance e.g:
Shawbrook – British Business Bank Funded
Thincats – Lent £448m, new PE fund £330m
Caple – increasing risk appetite
Will be selective given capital constraints
- but credit guidelines are clear
Dual banking becoming more common for SME’s
89. FUNDING CONSIDERATIONS
Economic uncertainty is a reality
Banks will want to focus on the risks as well as the
opportunities
Demonstrate to your funders that you have considered the
risks and how to overcome them
Cannot remove all risk, but you may be able to mitigate:
Quantative as well as qualitative measures
Sensitivity analysis to assess and plan for the impact
90. FUNDING CONSIDERATIONS: CASE STUDY
Property: Freehold or long
leasehold?
Historically considered a strength
asset in Banking discussions
Bank’s lend to the trading entity
who is also the property’s tenant
Credit underwriting will focus
primarily on the trade
Basis of valuation - consider
alternative use vs building to
company specific details
Are you a trading Company or
Investment Holding Company?
Case study example:
Retail focussed business with
substantial freehold property
portfolio.
Banks’ responses varied
considerably on lending appetite
and LTV% (45% - 75%) due to
change in credit policy
Positive impact on LGD and
lending margin calculations but
reduced facilities
Solution – Refinance property
with separate lender
91. FUNDING CONSIDERATIONS: CASE STUDY
Working capital & supply chain
Concentration or well spread.
Alternatives? Financial strength
Terms, rebates, discounts.
Contracts a positive or
negative? Length of trading
relationship?
Case study example: Food
producer
One supplier for key product. Long
trading relationship but no contract
Sensitivity analysis focussed on
working capital growth as well as
decline
Projected covenant breaches
under both scenarios
Solution – Supplier / trade finance
structure funding order through to
sale. Bank retained control of
goods throughout
92. FUNDING CONSIDERATIONS: CASE STUDY
Covenants testing
Historic and look forward
Case study: SME business with
£1.5m term loan
Covenant breach projected
No historic issues (either capital
repayments or interest)
Renewal date approaching
Incumbent seeking (a) Equity
holding / warrant in Company
and (b) £50k renewal fee
Solution – Negotiated renewed
facilities for only a £2.5k Bank
renewal fee!
93. DEBT FUNDING OBSERVATIONS CONTINUED…
Personal guarantees: More common for smaller MBO’s
and share restructures, including certain ID facilities
Credit timescales: Taking longer - right answer rather
than a quick answer
Emphasis of questioning: Strategic / dynamic as well as
more detail
Sector appetite: Receiving increased focus
Covenants: Teeth are beginning to bite, rather than simply
being waived
94. DEBT FUNDING OBSERVATIONS
Commercial property: Views from funders vary
considerably
Working capital: Increased trend away from
overdraft towards structured facilities (CID and RCF)
AML: Increased focus on cash receipts. May have an
impact on the level of CID facilities offered
Pricing: Risk based with reduce local autonomy if
outside of guidelines and thresholds
95. RISK BASED PRICING
Risk based
pricing
influential
factors
Financials
Non
financial
Structured
Vs
unstructured
lending
Capital
employed
Risk
rating
Sector
100. M&A DEAL STRUCTURE TRENDS
Multiples holding up for good quality businesses
Increasing focus on:
Earn outs when growth is key to value
Retention of vendors for consultancy / handover period
Overseas buyers
Impact of exchange rates – lower cost of UK assets
Confidence in the UK economy; almost despite Brexit
101. M&A DEAL STRUCTURE TRENDS
Alignment of ‘financial planets’
Funding
availability
Pricing Multiples Entrepreneur’s
Relief
…but for how long??
102. SUMMARY
It’s a competitive world
Be properly prepared – for funding, DD, DA
Review your working capital cycle
Review the strength of your suppliers, customers, contracts
etc.
Change is happening ……
– it’s not dependent upon a specific event
Make the most of the economic, tax and funding
conditions present now!
104. AGENDA
The Annual Allowance Trap
Lifetime Allowance Recap
Loans to and from SSAS & SIPP
Workplace Pensions Update
105. ANNUAL ALLOWANCE TRAP
Tapering of annual allowance commenced April 2016
If exceed both Threshold Income (£110k) & Adjusted Income (£150k)
Annual Allowance (£40k) reduced by £1 for every £2 of income > £150k
Annual Allowance reduced to minimum £10k when Adjusted Income = >
£210k
Threshold Income = Taxable income for year plus income given up under
a post 9/7/15 salary exchange minus gross pension contributions
Adjusted Income adds in all employer pension contributions
106. ANNUAL ALLOWANCE CASE STUDY
John is the MD of a successful manufacturing business where profits have
been strong in recent years
The business has funded his Self Invested Personal Pension to use up his
annual allowance since the 2013/14 tax year as a tax efficient way of
extracting profits
John’s salary and benefits package in 2018/19 amounted to £125k
In addition John has two investment properties which bring in income after
expenses of £18k
In previous tax years John’s total income was below £110k
Is John subject to an Annual Allowance tax charge?
108. ANNUAL ALLOWANCE TAX CHARGE
John’s Annual Allowance is Tapered to £23,500 because his income
exceeds the Adjusted Income limit by £33,000
John has exceeded the Annual Allowance by £16,500 (£33k / 2)
John’s total income is £143,000
£7,000 of the excess will be taxed at 40%
£9,500 will be taxed at 45%
Total tax charge = £7,075
John will have to pay this as part of his Self Assessment tax calculation
109. LIFETIME ALLOWANCE RECAP
Reduced to £1m in 2016/17
Now increasing again by CPI, 2019/20 level = £1,055,000
Fixed and Individual Protection 2016 still available if meet the criteria –
possible to preserve £1.25m LTA via FP 2016
Tax charges if exceed LTA = 55% if excess taken as lump sum or 25% if
retained in pension
Beware second LTA test at age 75 – need to project forward to determine
if at risk
110. AGE 75 – SECOND TEST AGAINST LTA
Peter has a pension fund of £800,000 at age 60
He takes the maximum tax free lump sum of £200,000 leaving a residual
fund of £600,000
This event uses 75.83% of his LTA leaving him with 24.17% unused
He doesn’t require an income from the fund as he still receives dividend
income from the family business
He leaves the residual fund to grow and it achieves a return of 4% per
annum between age 60 and 75
What happens at age 75?
111. AGE 75 – SECOND TEST AGAINST LTA
The fund has grown to £1,080,566
The growth in the fund is £1,080,566 - £600,000 = £480,566
The LTA is now £1,350,000 of which Peter has 24.17% left to use
(£326,295)
The fund growth exceeds the available LTA by £154,271
A tax charge of 25% would be applied to the £154,271
Tax payable of £38,567
112. LOANS TO & FROM SIPP & SSAS
Did you know that……..
If you need to borrow funds in your SIPP to fund a property purchase you
can lend this money to the SIPP yourself
Has to be on commercial terms
Has to be a viable lending proposal i.e. a bank would lend in same
circumstances
If you have a SSAS you can lend money to your business
If secured by first charge over property 50% of SSAS value can be lent
providing the loan meets the following criteria
113. SSAS LOAN CRITERIA – FIVE TESTS
Security – must be secured against an asset with value at least equal to
loan plus interest
Interest rate – no less than 1% over the average base rate of six
nominated high street banks rounded up to nearest 0.25%
Term – fixed term of 5 years
Amount – no more than 50% of the SSAS assets
Repayment – equal instalments of capital & interest for each complete
year of the loan
114. WORKPLACE PENSIONS UPDATE
Are your automatic enrolment pension duties up to date and compliant?
Pensions Regulator news release 15 May 2019
“Employers who flout their automatic enrolment pension duties are
being targeted with short-notice inspections by TPR”
Key issues
Are contributions being paid at the correct rate and on time
Are re-enrolment processes in place for previous opt-outs
Have you completed your re-declaration of compliance
115. SUMMARY
Consider interaction between total income and employer pension
contributions
Be aware of potential future LTA breaches and plan accordingly
Consider more niche pension options such as SSAS which could be
useful to your business
Ensure your Workplace Pension procedures are fit for purpose – if you
outsource these, still need to monitor
117. SNAPSHOT
Session Topic Takeaway
Payroll employment Off payroll workers
Ultra low emission and
electric cars
Identify off-payroll workers in your business and assess
likely status post April 2020.
These incentives may not be available for the medium
term. Take advantage while you can.
VAT VAT inspections
Hints and tips
MTD4VAT
European trade
The regime is changing, be prepared
Unpaid supplier invoices (threat) and bad debt relief
(opportunity)
Have an implementation plan/timetable
Get EORI numbers
Corporate governance and
financial reporting
Narrative reporting
Governance
Gather carbon reporting data and prepare s172
information (duty to promote the company to
stakeholders)
Are your rules and procedures up to scratch?
118. SNAPSHOT
Session Topic Takeaway
Insolvency High profile cases
Escalate
Have you updated the risk assessment to your
business?
Consider using this to unlock disputes
Cyber security Governance Now part of everyday life, negative consequences of
getting it wrong are increasing, and avoidable.
Corporate finance Fund raising
Due diligence
Market trends
Uniformity has gone, varied finance sources and risk
based financing are the new norm.
Techniques and level of analysis are changing
Multiples are ok, deal structures moving towards
overseas buyers, earnouts and ongoing consultancy
Financial planning Annual allowances
Lifetime allowances
Tapering having an effect on tax charges for pension
contributions
Increasing with CPI but beware 2nd test for 75 year olds
119. THE FAMILY
BUSINESS CONNECT
HOUSE
The Family Business Connect House has a
range of rooms to explore alongside your
dedicated adviser and within each room, is a
further three levels of depth to consider
depending on your requirements, pace and
priorities.
You can navigate the rooms of the house
according to individual or business goals. Your
dedicated adviser will work closely with you to
safeguard your position and to identify
opportunities to add real value to your family
and your business.
https://familybusinessconnect.com
121. 01392 667000
Exeter
01722 337661
Salisbury
01823 275925
Taunton
01803 320100
Torquay
01872 276477
Truro
01752 301010
Plymouth
01202 663600
Poole
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