A progressive, South West based accountancy practice


Budget 2014

With many forecasters predicting a quiet budget, you would think there’s not much to report. Think again. There is a vast amount of change incorporated. This blog sets out the main changes, and some of the points for action that SMEs may want to consider….

  1. General taxation

1.1 Tax thresholds

The tax free threshold rises to £10,000, with a further increase to £10,500 in April 2015. The NIC threshold for both employee and employer contributions increases to £153 per week (£663 per month or £7,956 per annum)

Action: If you have adopted the traditional low salary/ dividend reward structure you’ll need to adjust the amounts to keep to the most efficient split.

1.2 Savings rate

From 2015, the Chancellor has abolished the 10% rate for the first £2,880 of savings income, has made it tax free. He has also extended the band to £5,000.

From April 2015, company owners may be able to take up to £15,500 a year tax free, by careful planning of their reward between interest on a DLA, salary and/or rent. This would save over £3,000 a year at current corporation tax rates.

1.3 Transferable allowances

Also in April 2015, it will be possible to transfer up to £1,050 of allowance from a non-taxpaying spouse or civil partner. The maximum amount is set at 10% of the basic personal allowance, so should rise each year.

Action: It becomes easier to maximise tax free income, but a fully transferable allowance would have addressed the current unfairness for families where one partner stays at home and doesn’t earn an income. Now would be a good time to review the current structure of a business to see if it facilitates the tax minimisation offered.

  1. Employment taxes

2.1 Employment allowance

The new employment allowance is worth up to £2,000 per year. It is limited to the amount of employer NICs payable by an employer, and has several conditions attached but will be a valuable boost to cashflow.

Action: Employers must claim the allowance on their first EPS under RTI. It will then be deducted automatically by HMRC from the amount due.

Failure to do this could lead to a delay or even total loss in getting the relief. As someone who has spent a large part of the last year correcting errors made by HMRC under the new RTI system, I face this change with more than a little dread

2.2 Low interest/ interest free loans

The limit is being doubled to £10,000 from April. Essentially to help South East commuters with the cost of their season tickets, there’s no reason why the rest of us cannot look to motivate staff by offering this as part of their deal.

Funding a new car for them may be one idea, but remember, they have to pay it back from taxed income, and you should ensure you can get the loan back should they leave your employment.

And if they have personal debts, on which they are paying interest, you could save them money in their household budget, in lieu of a pay rise.

Action: Review remuneration packages for all staff to see if this could be a tax free way of boosting their personal finances.

2.3 New child care scheme

This has received a lot of press, although it doesn’t start until April 2015. Employees are going to be able to claim tax relief on up to £10,000 of child care costs, but only if both spouses are working. If one stays at home, then you won’t qualify.

Action: Employers should review the new scheme and advise employees of the forthcoming changes. Employees should work out if they are going to better off, and if not, perhaps look to enter a scheme now before the changes are implemented.

2.4 NIC for under 21s

April 2015 will see the abolition of NICs on wages paid to under 21s, provided they don’t earn above the Upper Earnings Limit (£805 for 2014/15). While this may be welcome, it may make over 21s too expensive by comparison. For example, a 21 year old on minimum wage will cost over £273 per week from April 2015. A younger person would cost only £205 for the same working week.

Mind you, there is a 33% increase in cost on that person’s 21 birthday, so it may not be “Many Happy Returns” from employers.

Action: Employers will need to cost very carefully to ensure that the extra maturity/experience of older staff outweigh the considerable increase in costs.

2.5 Employee share schemes

The value of “free shares” that can be acquired under the Share Incentive Plan (“SIP”) is to double to £3,600. There is a similar increase in the value of partnership shares that can be bought under the scheme.

Action: review the available share schemes as part of a wider reward package review ahead of auto-enrolment. With the right product, you can actually secure savings for both employer and employee. Contact us for details.

2.6 Benefits in kind

Car and van fuel benefits are to increase in line with inflation for the next few years. Car benefit scale rates are increasing substantially, and could be as much as 37% of the car’s list price by 2016/17. Tax could be over £3,000 per year for each vehicle.

Action: review all company vehicles and work out whether you and/or your employee might be better off with a privately owned vehicle, particularly if the employer can lend up to £10,000 towards the purchase price. (See para 2.2 above).

  1. Pension taxation

Perhaps the biggest surprise in this year’s budget were the changes to pension funds. The cut in limits had been announced in advance, but the extra flexibility on taking the pension was a welcome surprise.

3.1 Contribution and fund limits

The annual amount of tax relieved contributions is cut from £50,000 to £40,000 from April 2014. The lifetime limit is also cut, by 1/6th, from £1.5M to £1.25M. The cut in annual limit might affect those who have a final salary scheme and who receive a big pay rise or a promotion to a higher paid post. A pay rise of as little as £2,500 could result in a tax charge that takes away some of the pleasure of getting it in the first place.

If you have a final salary pension scheme, ask your employer to find out if you’ll have to pay the tax on the deemed annual increase in fund value, when offered any significant pay rise.

3.2 Taking your pension

The Chancellor made so many proposals today (19 March 2014), that he needs a separate Act of parliament to legislate it all. On the whole, it is very good news. You will no longer have to take an annuity on or before the age of 75. Neither will you face the penal tax charge of 55% if you choose to take more than the tax free lump sum. You’ll be taxed at your marginal rate, which will be much lower for most people.

3.3 Small pension posts

If your pension savings total less than £30,000, you will be able to take the whole amount tax free. The current limit is about £18,000. If your total funds are worth more than £30,000, you’ll still be able to take up to three in total if individually, they are worth less than £10,000 each. The previous limit was £2,000.

3.4 Income drawdown

The limits have been improved here as well, with a reduction in the income needed to qualify (to £12,000 from £20,000) and an increase in the amount you can take (from 125% of the equivalent annuity to 150%).

Action: Although the changes take effect from 27 March 2014, legislation is required. In any event, it is even more important to take independent advice, as the breadth of options has increased significantly.

We can recommend a good financial adviser from our panel.

4 Business taxation

4.1 Capital allowances

Up to £500,000 of qualifying capital investment can be written off against profits in the year in which it is incurred. The increase (from £250,000) takes effect from April 2014. Previously, we were expecting the limit to drop back down to £25,000, but this is not enough to make major investments.

Action: Review your investment plans, and if tax relief is a vital factor in affordability, consider making the investment before April 2015, when the relief may be cut. 

4.2 R&D tax credits

Most businesses invest in R&D, most without realising it. The amount of expenditure that can be offset against profits (current or future) is 200% of the actual amount that qualifies. This can be surrendered for a cash payment. In the 2014 budget, the percentage cash refund is increased from 11% to 14.5%, for expenditure incurred on or after 1 April 2014.

Action: Review your business to see what, if any, expenditure qualifies, or ask us to conduct the review for you.

4.3 Corporate tax rates

The “main” rate of Corporation Tax drops from 23% to 21% from 1 April 2014. Having an inefficient group structure, or a series of associated companies has thus become less expensive. The marginal rate of tax will fall from 23.75% to 21.25%.

Action: There is now very little “damage” in terms of extra tax in setting up numerous companies all controlled by the same individual or group. A review of business strategy should be done to identify whether the “hiving off” of activities into separate companies may be of benefit.

4.4 Other changes

Improvements to various investment schemes (e.g. SEIS) have been made.

Action: Review these schemes as part of your overall investment/tax mitigation strategy. We hold joint meeting for clients with an IFA to cover the broadest possible spectrum of options, so call if this is of interest.

4.5 Partnership taxation

Although this is termed as anti-avoidance, the imposition of employment taxes on salaries partners in LLPs, and the cancellation of tax motivated profit share allocations in all partnerships, may hit innocent partnerships. Where profits have been allocated on a commercial basis, perhaps in line with a partnership agreement, HMRC should hold back from imposing a tax charge.

Action: review your partnership profit sharing arrangements and structure to ensure it is commercially defensible. Review the new legislation when it is published and make amendments if you feel vulnerable.

4.6 VAT registration limits

These are increased to £81,000 (from £79,000), with the deregistration limit increasing by £2,000 as well, to £79,000.

Action: Review your business transactions to see if you still need to be VAT-registered, or if you can gain an advantage by using one of the Vat schemes available (e.g. flat rate scheme, cash accounting or annual accounting).

  1. Future changes

There’s a lot of changes already planned in for 2015 and 2016, so watch our social media output for details!

Numbers (UK) Limited

19 March 2014

Work ON, not IN!

[Originally a guest post on www.owenjonesdesign.com]


It is a real problem when you are doing something you love isn’t it?

You set up your business because you are good at something, or you are passionate about it, or both, but you never seem to make progress. You are busy doing what you love, but somehow it’s not as rewarding as you’d thought it would be.

Very often, that is because you are working IN, and not ON your business.

What’s the difference?

If you are going to reap the rewards of your hard work, then you’ll need to balance these two aspects. Before you can do that, you need to understand what they are.

Working in the business

This is basically doing the stuff for clients/customers that the business was set up to do. For Owen, this is producing high quality design ideas, and implementing them as part of the branding strategy. It involves meeting with the clients, getting to understand both what the client does, and the ethos underpinning that work. Similarly, we follow the same process of understanding the client and their objectives, whether we are preparing a succession plan and managing the process, preparing an Inheritance Tax planning report or discussing a business issue with a client as part of our PMI program (“The Numbers”).

Working on the business is different

This aspect makes the business, or more accurately its owner, the client. It may seem odd, but businesses are merely means to achieve the ends of their owners. If not, the owners become employees of their business, and will often earn more, with less stress, by finding employment with someone else!

Working ON the business involves taking a step away from the day-to-day tasks, and asking yourself strategic questions, like:

What things are important to me?

What does my life need to look like in five years’ time if I can count them a success?

What kind of work/clients do I want for my business?

What things do I need to change to get to those goals?

So, if it’s so important, why doesn’t it get done?

There are several reasons why not, and each requires a different remedy. Here’s a few ideas to get started. (But contact Owen and give him your own ideas!)

1.   The tyranny of the urgent.

So, you have a client deadline fast approaching, and it’s not going too well. The client is demanding a proposal/finished product/sample/presentation…….. and you’re running out of time. This happens to us all, but if you find it happens more than three times a year, ask yourself these questions.

  •  Am I overpromising?

Most clients will be relaxed about an extended deadline if they know about it early enough. Estimate a completion date, and then add an extra week/fortnight to give yourself time to do a quality job.

  •  Is this client worth busting a gut for?

If they are always hassling you, slow in responding, and unreasonable in demanding late changes to your brief, then the answer may well be “no”.

  •  Is the fee worthwhile?

Remember, a large fee is not always a good thing. Think about the time commitment, (including the initial marketing time) and work out an effective hourly rate. You will earn more by taking on two smaller jobs with a higher effective rate.

2.  It can wait.

Of course, long term planning is exactly that, long term, but what will you say in five years’ time? Can it still wait? There’s an old Chinese proverb that states “The best time to plant a tree was twenty years ago; the second best time is now.”

The problem is, every year you delay it puts you back another year in achieving your goals.

3. It’s not what I set up my business to do.

This goes back to my introduction. We get excited about the work the business does, and most of us do not run strategic planning businesses. Therefore, it doesn’t give us that same “buzz” as a well-executed project.

How to make it happen

  1. Schedule your “blue sky” thinking time.

I have a fixed Friday morning appointment in my diary. This 3 hour slot is split between working ON my business, and doing a specific marketing task, such as recording a video for our YouTube channel, or writing a blog. (That doesn’t mean that I don’t do marketing at any other time of the week).

Studies have shown that scheduling a task makes it 20 times more likely to happen. It is much easier to say to a client that you have a commitment if it’s in your diary, than being caught unprepared when the phone rings.

2.  Appoint a business coach or financially literate outsider to work with you.

In this way, you have an accountability partner, and you will make more effort to avoid letting them down. You are far more likely to get out of bed and go for that morning run, if you are meeting a friend, than if you plan to go alone.

A good business coach will earn you far more than their cost, by helping you achieve your goals.

3.  Tell as many people as you can that you are going to do this.

While you are not as accountable under idea 2 above, it is very embarrassing to tell a lot of people that you haven’t done what you promised yourself you would do!

4.  If you cannot afford a business coach, find a fellow business owner, (not a competitor), with whom you can share ideas, problems and your thoughts.

Again, scheduling a regular meeting will benefit both of you. You’ll be surprised how clearly you see solutions to problems that are not your own. Conclusion

Working ON your business is crucial to achieving your goals, but it is not easy to create the sense of urgency or the time to do it. Finding people to help is almost as essential.

If you’d like further advice or ideas, or want Owen or I to help you achieve your goals, get in touch. We’d be delighted to help.

How do I pay a dividend?


Director/shareholders of privately owned companies have long been able to reduce their tax and NIC bills by adopting a remuneration structure consisting of a low salary, topped up with dividend payments.

The attraction

A typical family company might make £50,000 a year in profits. At this level, the combined income tax and NIC bill would exceed £13,300. Running the business as a limited company would cut the tax on business profits to less than £8,500. The saving of over £4,800 could be used to enhance the living standards of the owner’s family, reduce the length of their working week, or provide funds for investment in the business.

So what has changed?

On 13 April 2013, HMRC announced that PA Holdings had abandoned its appeal in a complex tax avoidance case, involving the payment of dividends. It also announced that there was no change in policy towards OMBs and their dividend planning.

So that sounds OK but…..

They can still challenge dividends and treat them as remuneration if they are not voted properly.

The legal background

Dividends can only be voted from distributable reserves. These are measured using the accounting rules. It can be a particular problem in the first year of a business, if no accounts have been drawn up. How can you prove that profits have been earned before you have accounts?

Many of our clients employ us, or other bookkeepers, to keep them up to date. In this case, it is easy to prepare a simple, interim, statement, to show an up to date profit position. In fact, if the previous accounts show insufficient profits accumulated, it is ESSENTIAL to have management accounts drawn up, before a dividend is voted.

If the dividend is deemed illegal, the shareholders can be forced to repay it, and HMRC can treat the payment as a loan on which notional corporation tax (the S455 Liability) and income tax (on a beneficial loan) may be levied.

Interim vs final dividends

Most companies now pay interim dividends, which are proposed by the directors without reference to their shareholders. In private companies, there tend to be the same people, so it isn’t an issue, but it is not always the case. Interim dividends are taxed when they are paid. “Payment” in this case can mean being credited to the directors loan account, transferred to an account as requested by the director/shareholder or otherwise made available to spend (by paying down a personal credit card bill for example).

Final dividends can only be authorised by the shareholders in general meeting. They cannot approve more than is recommended by the directors (who have a duty to ensure that the company is managed prudently and in the interests of various stakeholders). As most private companies no longer hold AGMs, it is increasingly rare for final dividends to be voted. The main implication is that dividends are taxed on the date it is declared, unless a later date is specified on the resolution.

General practice

Most reward payments run on a monthly cycle, so you would expect dividends to reflect that. However, it is not always practical, or cost effective, for businesses to prepare the necessary financial reports, and hold a Board meeting to approve dividend payments on such a regular basis. In this case, dividends are usually paid, and later formalised after the company’s year end.

HMRC’s guidance

HMRC state (at EIM 42280) that, a payment cannot be earnings if there is an obligation to repay it. Furthermore, they state they “in the absence of specific evidence to the contrary, the amounts drawn do not actually belong to the director.” Problems can still arise where the later credit to the DLA is a mixed bag of dividend and/or salary/fees/bonus.

So what should we do?

Do check your Articles of Association to ensure interim (or any) dividends are allowable.

Do ensure that each dividend is properly supported with Board Minutes, vouchers and an appropriate resolution.

As far as possible, make sure you actually pay the dividend by bank transfer, rather than credit to the DLA, as this makes the payment date clear. If necessary, the cash can be reintroduced later.

Avoid dividend waivers, as thee are easily attacked under tax avoidance case law.

Remember, dividends can also be paid by the transfer of assets (“in specie” is the legal term), if cash is not readily available.


A low salary/ dividend top up reward package is still available for owner managers who are not subject to national minimum wage legislation. However, care is still needed to ensure dividends are properly paid and documented. Contact your adviser, or us, if you are unsure you comply. Don’t make yourself an easy target by getting the basics wrong.