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ASIC : Pay your annual review fees in advance and save

 

 

ASIC: Pay your annual review fees in advance and save

Here’s a summary of the key points:

        • Advance Payment Option: Companies can pay annual review fees 10 years in advance at a discounted rate.
        • Fee Protection: Paying in advance protects the company from future fee increases.
        • No Refunds: Refunds are not available if company circumstances change after paying in advance.
        • Separate Recording: Advance payments are separately recorded and do not appear as a credit on the company’s account.
        • Notification Requirements: Even with advance payment, the company must review the annual statement and notify changes within 28 days.
        • Solvency Resolution: Company directors must pass and store a solvency resolution within two months of the review date, unless a financial report has been lodged within the last 12 months.

Here’s a breakdown of the advance payment fee amounts for 10 years:

Type of company or scheme Annual review fee Advance payment for 10 years
A public company, except a special purpose company or a small transferring financial institution $1,492 $10,000
A proprietary company, except a special purpose company $321 $2,381
A special purpose company (proprietary) $65 $452
A special purpose company (public) $61 $446
A registered scheme $1,492 $10,000
Corporate Collective Investment Vehicle $1,492 $10,000

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Tracking the top trends in fraud

Tracking the top trends in fraud

The threat landscape for fraud has evolved significantly, and Accountants play a crucial role in helping businesses mitigate these risks.  Here’s a summary of the key fraud schemes highlighted and the steps Accountants can take to help their clients:

Trending Fraud Schemes in 2024

  1. Vendor Fraud: Skimming Off the Top
    • Nature of the Fraud: Includes invoices for undelivered services, kick-back schemes, and padded invoices.
    • Increased Risk: The rise of remote work has led to less oversight of purchasing processes.
    • Expert Insights: Fred Kohm emphasized the importance of reviewing accounts payable to ensure payments are made to legitimate vendors. Jonathan T. Marks noted the necessity of updating controls to reflect remote work realities.
    • Accountant Actions:
      • Urge clients to tighten controls and increase audits.
      • Train accounts payable departments to recognize suspicious transactions.
      • Use data analytics to flag discrepancies, such as vendors with the same address.
  2. Revenue Recognition Fraud: Too Good to Be True
    • Nature of the Fraud: Involves exaggerating or falsifying revenue to meet targets, receive bonuses, or improve corporate appearance.
    • Increased Risk: Often seen in growing companies that haven’t updated their controls.
    • Expert Insights: Marks highlighted the role of compensation incentives in driving fraudulent behavior and the increased enforcement.
    • Accountant Actions:
      • Educate clients on maintaining accurate reporting and robust checks.
      • Encourage transparency and accountability in corporate culture.
  3. Ransomware: Networks Under Attack
    • Nature of the Fraud: Hackers hold company networks hostage, demanding ransom payments.
    • Increased Risk: The frequency and severity of attacks are rising, though not always widely publicized.
    • Expert Insights: Kohm stressed the importance of vigilance, especially for rapidly growing companies lacking technical sophistication.
    • Accountants Actions:
      • Advise clients on penetration testing and vulnerability assessments.
      • Train employees to recognize phishing schemes and other attack vectors.
  4. Disaster Relief Fraud: Taking Advantage in Uncertain Times
    • Nature of the Fraud: Includes contractor scams, fake charities, and inflated insurance claims following disasters.
    • Increased Risk: The chaotic post-disaster environment is ripe for fraud.
    • Expert Insights: Woodward pointed out the need for diligence and thorough research during disaster recovery.
    • Accountants Actions:
      • Educate clients on verifying charities and contractors through platforms like GuideStar.
      • Encourage strong oversight and frequent audits post-disaster.

How Accountants Can Help Mitigate Fraud Risks

  1. Fraud Risk Assessment:
    • Conduct comprehensive fraud risk assessments to identify potential vulnerabilities.
    • Encourage clients to brainstorm around how fraud could occur within their operations.
  2. Use of Technology:
    • Implement data analytics tools to detect anomalies and patterns indicative of fraud.
    • Leverage AI and machine learning to enhance fraud detection capabilities.
  3. Employee Training:
    • Regularly train employees on recognizing fraud indicators and following proper procedures.
    • Foster a culture of vigilance and ethical behavior within the organization.
  4. Strengthening Internal Controls:
    • Update internal controls to reflect changes in work environments, such as increased remote work.
    • Ensure segregation of duties and robust approval processes for financial transactions.
  5. Regular Audits and Reviews:
    • Perform regular audits and reviews of financial statements and processes.
    • Encourage clients to have open conversations about vulnerabilities and risk mitigation strategies.

By staying informed about current fraud trends and employing these preventive measures, Accountants can significantly reduce the risk of their clients becoming victims of sophisticated fraud schemes. This proactive approach not only protects the financial health of businesses but also safeguards their reputation in an increasingly complex threat landscape.

AI and fraud: Should Know

AI and fraud: Should Know

The threat landscape of fraud has significantly evolved with the advent of AI, heightening the complexity and efficiency of fraudulent schemes. Here’s how AI has reshaped these threats, particularly in the context of executive impersonation scams and other fraud types:

Executive Impersonation Scams

Traditional Approach: These scams typically involved emails where fraudsters impersonated CEOs, requesting urgent fund transfers. Employees were trained to identify red flags such as unusual requests, poor grammar, and inconsistencies in email addresses.

AI-Driven Evolution: AI has introduced deepfake technology, allowing fraudsters to create convincing voicemail or video messages that mimic a CEO’s voice and appearance. This next-level threat means employees might receive seemingly authentic video calls or voice messages, making detection much harder.

Automation and Efficiency in Fraud Schemes

Traditional Fraud Schemes: Historically, executing fraud required significant manual effort, including creating fake documents and planning phishing attacks, which limited the scale and speed of operations.

AI-Driven Efficiency: AI can automate these processes, allowing fraudsters to execute a high volume of attacks quickly and with minimal human intervention. For instance, AI can generate large quantities of phishing emails or fake documents, significantly increasing the reach and impact of fraudulent activities.

Generation of Convincing False Documents

Traditional Document Fraud: Fraudsters created fake documents that often contained detectable errors such as poor formatting or incorrect details, which could be identified by vigilant employees.

AI-Enhanced Document Fraud: AI can produce high-quality, realistic documents such as invoices, contracts, and bank statements. By analyzing numerous legitimate examples, AI systems generate fakes that are nearly indistinguishable from authentic documents, reducing the likelihood of detection.

Sophistication of Traditional Attacks

Traditional Phishing Attacks: Phishing often relied on generic, broadly targeted messages, which have become less effective as awareness has increased.

AI-Driven Sophistication: AI can tailor phishing attacks using publicly available information to create highly personalized messages. For example, fraudsters can use social media data to craft messages that appear to come from a distressed family member, complete with personal details and convincing media like photos and mimicked voices.

Increasing Speed and Persistence of Schemes

Traditional Limitations: Traditional schemes required significant planning and manual execution, limiting the frequency and persistence of attacks.

AI-Enhanced Persistence: AI operates tirelessly, allowing for continuous and relentless attacks. Automated AI systems can execute spearphishing, robocalls, and ransomware attacks at a scale and persistence unattainable by humans alone.

Decreasing Detectability

Traditional Cybercrime Detection: Tracing cybercrimes often relied on identifying human errors or detectable patterns in fraudulent activities.

AI’s Role in Evasion: AI can employ techniques to evade detection, such as using generative adversarial networks (GANs) to continuously improve the realism of fake data. GANs involve two neural networks that train each other: one generates false information while the other detects it, leading to progressively more convincing forgeries.

Mitigation Strategies for AI-Driven Fraud

  1. Advanced Training Programs:
    • Educate employees about the capabilities of AI in generating deepfakes and the new red flags to watch for.
    • Conduct regular training sessions with updated scenarios that include AI-generated threats.
  2. Enhanced Verification Processes:
    • Implement multi-factor authentication (MFA) for financial transactions and critical communications.
    • Use secure, encrypted communication channels for sensitive interactions to verify identities.
  3. AI-Based Detection Tools:
    • Deploy AI systems designed to detect anomalies and inconsistencies in communications and documents.
    • Continuously update AI detection tools to counteract evolving AI-generated fraud techniques.
  4. Public Awareness and Collaboration:
    • Stay informed about the latest AI-driven fraud methods through industry updates and cybersecurity reports.
    • Collaborate with other organizations and cybersecurity experts to share knowledge and develop best practices.
  5. Limiting Data Exposure:
    • Control internal access to sensitive data and limit public availability of personal information to reduce the risk of deepfake generation.
    • Ensure that publicly posted data is minimal and managed securely.

By understanding the evolving capabilities of AI in perpetrating fraud and adopting proactive strategies, organizations can better protect themselves against these sophisticated threats. Embracing AI for fraud detection and prevention is crucial to staying ahead of malicious actors who leverage this technology.

TYPES OF PAYROLL FRAUD

TYPES OF PAYROLL FRAUD

1. This is a more sophisticated form of fraud that often involves salaries being disbursed to “employees” who do not exist in the company. These could be fictitious employees or former employees whose payroll records have not been terminated. It can also involve using the names of current casual employees to fabricate hours being worked within a business and then making payments based on those falsified casual hours into a third party’s bank account. This type of fraud is commonly linked to businesses involved in outsourced labour hire and with large casual workforces, and it normally involves people with ready access to payroll records.

2. This occurs when employees, either by manipulating time records or through deceit, claim overtime for hours not worked.

3. Employees claim benefits for fake or inflated personal expenses. This may include travel expenses, use of a company credit card, use of a company vehicle, or any extra benefit provided to an employee.

4. This occurs when commission is paid on contracts obtained, sales, or other activities directly linked to their duties. Fraud occurs when inflated sales and/or inflated performance figures are provided to obtain higher commissions.

5. Occurs when an employee (in liaison with someone in the human resources or payroll department) changes their pay rate, leading to higher salaries.

6. This is common in businesses where there is a requirement to record hours worked by clocking in and out of work physically or logging in and out of computer systems digitally. Perpetrators generally get other employees to impersonate them, so it appears they have attended work (and are paid accordingly) when they are absent

Insights and tips for strategic revenue planning

Insights and tips for strategic revenue planning

Effective revenue planning allows you to set realistic goals and identify opportunities to increase revenue by offering new services or expanding your firm’s client base.
Revenue planning based on three factors: net new business, one-time projects, and client losses.

Internal and external analysis for revenue planning

Detailed data regarding your firm’s expenses and past revenue are two internal factors that inform decisions for your future revenue targets. Additionally, you’ll want to:

  • Identify your target market — Which clientele would your firm like to reach based on the capacity of resources and services you provide?
  • Understand current clients’ needs and preferences — For example, do your clients prefer in-person or online meetings?
  • Assess any changes in accounting standards or procedures that may affect service offerings.

Revenue modeling should be reflective of the firm’s [business] strategy.  We need to have a pretty clear vision of who do we want to serve, what do we want to do for [clients].

External factors that will influence your revenue plan include:

  • Market demand, which reflects a client’s interest in your firm
  • Business and industry trends that show market direction
  • Business indicators that reflect how your firm is performing
  • Target audiences that determine clients
  • State and federal regulations that affect the accounting profession

Another crucial factor is capacity, which is the ability to offer a service or the amount of services your firm can provide to clients.

Key performance indicators to stay aligned with your revenue plan

Metrics, such as a decrease or reduction in your client base, profit margins and return on investment for marketing campaigns reveal how effective revenue planning strategies are for your firm.

Calculating the revenue growth rate involves measuring how much your firm’s sales have grown during a particular time frame, showing you how your revenue planning efforts are helping your firm grow overall.

The revenue [modeling] toolkit offers some metrics that firms can look at regularly to give them some data … one of which is the pipeline report.

A comprehensive pipeline report should include an overview of your firm’s current revenue state, including the number of activities in progress, their stage of development, and the value of each one.

“Pipeline reporting is really one of the few leading indicators of success that firms have available. Everything else is kind of a lagging indicator, but our pipelines should help us look forward and say, ‘OK, do we have the right amount of activity inside of our pipeline to help us meet our revenue goal?’ ”

Aligning revenue plans with your firm’s business strategy gives you a clear vision of how you want your firm to grow, helping you develop revenue strategies that support your firm’s overall objectives. Firm leaders should communicate clearly with their staff to ensure everyone understands the firm’s strategic goals.

Firms sort of forget or miss their opportunity to really set clear strategies and make sure that everyone in the firm understands what they are. Revenue planning is most successful when there’s intent behind it, and that’s where the strategy comes in … everything needs to be in alignment and supporting each other.

The Revenue Modeling Worksheet is invaluable for firms planning or reorganizing their revenue efforts with intention. With this tool, you can effectively articulate your revenue goals and identify potential areas for improvement, leading to informed decisions that maximize your firm’s revenue targets.

 

Tips for third-party vendor management

Tips for third-party vendor management

Mitigating risks associated with third-party vendors is an important aspect of an organization’s enterprise risk management strategy.
Highlighted the challenges companies face when managing third-party vendors.

As a component of enterprise risk management, Companies to adopt formal vendor-management policies that outline procedures for:

  • Identifying and ranking vendors
  • Selecting vendors
  • Assessing vendor risks
  • Performing due diligence

Ensuring appropriate language and requirements are included in vendor contracts

Vendor management challenges and solutions

1. Lack of accountability with outsourcing

Problem: Companies often outsource vendor management, especially when they have limited internal resources. But outsourcing can result in a lack of accountability: Who is responsible for maintaining security and regulatory compliance? And if there is a security breach, who will be held accountable?

Solution: Open communication: A balanced approach where the company’s team and vendors share responsibility and maintain open lines of communication to prevent confusion and promptly address problems that arise.

2. Inadequate documentation of the vendor partnership

Problem: When companies fail to properly document their vendor relationships — when there’s no integrated system of documenting and archiving such information — that information can be lost when key personnel leave the company.

Solution: Use software to create an online system for accurate documentation of vendors that tracks any changes in vendor operations, financial health, business practices and regulatory compliance to ensure they meet evolving standards.

3. Failure to conduct vendor reviews

Problem: Inadequate vendor reviews invite negative consequences and can lead to underperformed controls around understanding issues with third-party vendors.

Solution: Perform routine vendor reviews based on an established framework for the review process and document archival.

4. Insufficient communication with vendors

Problem: Companies outsource responsibility to third parties without establishing communication channels and reporting mechanisms.

Solution: Create a vendor-management team that includes a management-level member, IT and compliance personnel and other staff who directly interact with vendors. A designated team that oversees vendor management and maintains communication channels allows personnel to hold one another accountable and collaborate to resolve problems.

“Finding the right group is important,” Perry said. “Don’t rely on just one person to do all of it, it’s always better when you have a team.”

5. Unclear scope of services

Problem: When leadership or the vendor-management team don’t have a clear understanding of a vendor’s responsibilities, essential tasks might not be completed and preventable risks might be overlooked.

Solution: Align the vendor’s role and responsibilities with your company’s values, strategic goals and compliance requirements. Clearly define and document the services the vendor provides.

Each company or organization will have a vendor-management system designed to meet its specific goals and objectives, but it is essential that any such system defines the vendor’s scope of work, documents transactions and provides for regular reviews.

Steps to transition to a subscription-based business model

Steps to transition to a subscription-based business model

Since Salesforce disrupted the software industry at the turn of this century, businesses whose models are based on recurring revenues and cash flows rather than “fire-and-forget” products and services have attracted a lot of attention, particularly from investors.

The frequently cited reasons are compelling, not just as a driver of company value but also for the organisations themselves. Greater upselling and cross-selling opportunities and more predictable revenues combined with a vigorous focus on end customers’ needs lead to stronger customer relationships, greater competitiveness, and ultimately higher customer lifetime values. Although often presented as a pricing strategy alone, subscription-based business models inform all aspects of an organisation from finance to IT to culture.

Finance is exceptionally well positioned to champion companies along the subscription journey — from building the business case for change, to operationalising strategies, to incentivising culture change and shaping IT.

Components of a subscription pricing model

At the heart of any subscription pricing model is the idea of customers paying regularly, say monthly or annually, to receive the benefit of a product or service. The most common examples are subscriptions to magazines or streaming services such as Netflix, YouTube Premium, or Spotify.

Sometimes, subscription products or services include multiple components and bundling is an important aspect of subscription pricing strategy. For example, a mobile phone sale can involve a device, airtime (minutes, data, and texts), and insurance.

Subscriptions typically allow customers to continue, upgrade, downgrade, or discontinue the service contract annually, quarterly, monthly, or even daily. That is why continuous customer engagement and satisfaction become critical for any subscription business.

As such, organisations will need to zoom in on the product portfolio and contractual terms to ensure high customer loyalty. Achieving this will require a high degree of organisational flexibility and customer-centric processes and IT systems.

Moving to a subscription model is a strategic undertaking that affects all areas of the business, including culture, people, processes, and technology. This demands that the finance function deploy the full breadth of their capabilities, including business modelling and driver analysis; planning, budgeting, and forecasting; key performance indicator (KPI) development; and incentive structure definition.

Steps to transform to a subscription-based model

Management accountants play a key role in most aspects of a subscription-pricing transformation initiative. With their position between strategy, operations, and IT, they need to be heavily involved in setting up the appropriate technology and business intelligence data infrastructure.

1. Translate strategic objectives into KPIs and incentive structures

Transitioning from a traditional model to a subscription pricing model frequently requires a change in mindset to one where the long-term and changing needs of the end customer, rather than the short-term sales success of the product or distribution partners, become the primary focus of activity.

It also means data trumps intuition. The finance team, therefore, needs to get involved early on by translating strategic objectives into appropriate business drivers, KPIs, and incentive structures. The results from this exercise not only inform the way sales or other parts of the organisation are incentivised but, crucially, determine the business intelligence and data requirements. Despite the known shortcomings, Kaplan and Norton’s classic Balanced Scorecard and Strategy Map, or more recent frameworks like the Business Model Canvas, can provide guidance for this exercise.

2. Define data and analysis requirements based on strategic objectives and KPIs

Subscription businesses typically focus on three central areas: annual recurring revenue (ARR), customer retention, and cash flow metrics. Translating these metrics into KPIs and being able to monitor the KPIs can prove to be challenging for businesses that have traditionally followed a perpetual pricing model or have a channel-centric sales and distribution model.

Finance is best positioned to develop and operationalise the KPIs in the organisation. It can translate the KPIs into data and analysis requirements. Because the end customer is the focal point for any subscription business, organisations need to clearly define end customers, identify them in their data, and capture any interactions, including sales activity and pricing. As the business grows, it becomes crucial to be able to track customer interactions over longer periods of time and to establish leading indicators based on many data points, past or present, that can easily be interrogated.

3. Drive technology, data, and business intelligence infrastructures

Businesses that transform their pricing model will have to make significant changes to their operational systems, particularly the enterprise resource planning (ERP) software. They must typically also invest in processes and technology to deploy and monetise their products over the subscription period and to manage the product’s use at the end-user level. This includes, for example, systems to reliably initiate, renew, terminate, and charge for all or part of a software functionality and associated support services.

Traditional subscription products that are typically of a physical nature, like newspapers or gym memberships, can easily be managed over the customer’s lifecycle, and, for example, be withdrawn upon contract termination. Software products, such as Microsoft Windows, on the other hand, require new technologies and processes to control their usage at the end user level. This is a key area where early market innovators in the software space such as Salesforce disrupted the market.

Finance will have to take ownership of the required business intelligence infrastructure. This in turn demands a firm understanding of the organisation’s technology architecture and data.

Experience shows that unless finance gets involved early and ensures that business intelligence requirements are met, companies run the risk of being unable to effectively master subscription pricing.

The business’s ability to make good decisions based on data requires finance leaders to understand the implications of what is being proposed operationally.

Moreover, they need to work with IT and operations to confidently place their specific requirements on the roadmap and take full ownership of reporting as well as planning, budgeting, and forecasting for technologies.

Experience also shows that “outsourcing” any data and business intelligence competency to the IT function will often lead to not only inefficiencies and a loss in flexibility but also to business requirements not being met sufficiently or data not being interpreted correctly. Instead, subscription pricing initiatives require finance, IT, and other business functions to operate in lockstep.

4. Constantly realign IT systems and data with strategic requirements

Because subscription businesses first and foremost need to be built around customer satisfaction, they need to respond flexibly to changing demands. This also applies to reporting, incentives, IT systems, and data. Finance teams therefore need to adopt a flexible “lean startup” mentality when it comes to their willingness to drive and adopt change or accept failure.

IT systems and data should be flexible enough to support whatever strategic or operational change is necessary to realign the business. Examples here include the ability to re-map customers, products, and teams to new reporting hierarchies or to change the algorithm behind the calculation of KPIs.

Formulating and testing hypotheses based on data and then updating metrics as well as reporting structures should become second nature to any management accountant involved with subscription pricing. As the guardian of enterprise value, finance also needs to lead by example when it comes to making IT investment decisions; a rigorous use of business cases to test and clearly outline objectives, costs, benefits, and alternative options is good practice in any business, not just subscription businesses.

5. Provide strategic and operational insights from data

Finance professionals’ core competency is the ability to provide strategic and operational insights from data to support decision-making. To do this, they need to become experts in packaging and pricing methods, subscription pricing models, and their value drivers. They should also have a firm grasp on KPIs and how and where they are being calculated, including the caveats that the underlying data and calculations entail.

Finance’s championing role

Subscription pricing offers significant upside in terms of growth, competitiveness, and long-term value. But it also puts a high level of demand on businesses’ and individuals’ ability to manage complexity and change. Placed between strategy, operations, and IT, finance is able to champion subscription pricing models that are fast becoming the standard in many industries.

A prerequisite for this is for management accountants to fully embrace technology, data, and change — a challenge that promises the reward of making themselves indispensable for business success.

2023/24 Federal Budget

1. Personal income tax measures

1.1 Increasing the Medicare levy low-income thresholds

The Government will increase the Medicare levy low-income thresholds for singles, families and seniors and pensioners from 1 July 2022 as follows:
• The threshold for singles will be increased from $23,365 to $24,276.
• The family threshold will be increased from $39,402 to $40,939.
• For single seniors and pensioners, the threshold will be increased from $36,925 to $38,365.
• The family threshold for seniors and pensioners will be increased from $51,401 to $53,406.

For each dependent child or student, the family income thresholds will increase by a further $3,760 instead of the previous amount of $3,619.

The increase in the thresholds provides cost-of-living relief by taking account of recent CPI outcomes so that low-income individuals continue to be exempt from paying the Medicare levy.

1.2 Exempting lump sum payments in arrears from the Medicare levy

The Government will exempt eligible lump sum payments in arrears from the Medicare levy from 1 July 2024. This measure will ensure low-income taxpayers do not pay higher amounts of the Medicare levy as a result of receiving an eligible lump sum payment, for example as compensation for underpaid wages.

Eligibility requirements will ensure that relief is targeted to taxpayers who are genuinely low-income and should be eligible for a reduced Medicare levy. To qualify, taxpayers must be eligible for a reduction in the Medicare levy in the two most recent years to which the lump sum accrues.

Taxpayers must also satisfy the eligibility requirements of the existing lump sum payment in arrears tax offset, including that a lump sum accounts for at least 10% of the taxpayer’s income in the year of receipt.

2. Small business measures

2.1 $20,000 instant asset write-off

From 1 July 2023 until 30 June 2024, the Government will temporarily increase the instant asset write-off threshold from $1,000 to $20,000.

Small businesses with an aggregated annual turnover of less than $10 million will be able to immediately deduct the full cost of eligible assets costing less than $20,000 that are first used or installed ready for use between 1 July 2023 and 30 June 2024. The $20,000 threshold will apply on a per-asset basis, so small businesses can instantly write off multiple assets.

Assets valued at $20,000 or more (which cannot be immediately deducted) can continue to be placed into the small business simplified depreciation pool and depreciated at 15% in the first income year and 30% each income year thereafter.

The provisions that prevent small businesses from re-entering the simplified depreciation regime for five years if they opt-out will continue to be suspended until 30 June 2024.

2.2 New Energy Incentive for small businesses

Small and medium businesses with an aggregated annual turnover of less than $50 million will be able to deduct an additional 20% of the cost of eligible depreciating assets that support electrification and more efficient use of energy. Up to $100,000 of total expenditure will be eligible for the Small Business Energy Incentive, with the maximum bonus deduction being $20,000.

A range of depreciating assets, as well as upgrades to existing assets, will be eligible for the Small Business Energy Incentive. These will include assets that upgrade to more efficient electrical goods (such as energy-efficient fridges), assets that support electrification (such as heat pumps and electric heating or cooling systems), and demand management assets (such as batteries or thermal energy storage). Full details of eligibility criteria will be finalised in consultation with stakeholders.

Eligible assets will need to be first used or installed ready for use between 1 July 2023 and 30 June 2024. Eligible upgrades will also need to be made in this period.

Certain exclusions will apply such as electric vehicles, renewable electricity generation assets, capital works, and assets that are not connected to the electricity grid and use fossil fuels.

2.3 Lodgment penalty amnesty program

A lodgment penalty amnesty program is being provided for small businesses with an aggregated turnover of less than $10 million to encourage them to re-engage with the tax system.

The amnesty will remit failure-to-lodge penalties for outstanding tax statements lodged in the period from 1 June 2023 to 31 December 2023 that were originally due during the period from 1 December 2019 to 28 February 2022.

2.4 Halving the increase in quarterly tax instalments

The Government will amend the tax law to set the GDP adjustment factor for pay as you go (‘PAYG’) and GST instalments at 6% for the 2024 income year, a reduction from 12% under the statutory formula. The reduced factor will provide cash flow support to small businesses and other PAYG instalment taxpayers.

The 6% GDP adjustment rate will apply to small businesses and individuals who are eligible to use the relevant instalment methods (up to $10 million aggregated annual turnover for GST instalments and $50 million aggregated annual turnover for PAYG instalments), in respect of instalments that relate to the 2024 income year and fall due after the enabling legislation receives Royal Assent.

3. Superannuation measures

3.1 Government to amend the non-arm’s length income (‘NALI’) provisions

The Government will amend the NALI provisions which apply to expenditure incurred by superannuation funds by doing the following:
• Limiting income of self-managed superannuation funds and small Australian Prudential Regulation Authority (‘APRA’) regulated funds that is taxable as NALI to twice the level of a general expense. Additionally, fund income taxable as NALI will exclude contributions.
• Exempting expenditure that occurred prior to the 2019 income year.
• Exempting large APRA regulated funds from the NALI provisions for both general and specific expenses of the fund.

3.2 Increasing the frequency of superannuation guarantee payments

From 1 July 2026, employers will be required to pay their employees’ superannuation guarantee entitlements on the same day that they pay salary and wages.

Currently, employers are only required to pay their employees’ superannuation guarantee on a quarterly basis. By increasing the payment frequency of superannuation to align with the payment of salary and wages, this measure aims to ensure employees have greater visibility over whether their entitlements have been paid and better enable the ATO to recover unpaid superannuation.

Changes to the design of the superannuation guarantee charge will also be necessary to align with increased payment frequency.
This package will particularly benefit those in lower paid, casual and insecure work who are more likely to miss out when superannuation guarantee is paid less frequently.

3.3 Earnings for superannuation balances above $3 million taxed at 30%

From 1 July 2025, the Government will reduce the tax concessions available to individuals with a total superannuation balance exceeding $3 million.

Individuals with a total superannuation balance of less than $3 million will not be affected.

This reform is intended to ensure superannuation concessions are better targeted and sustainable. It will bring the headline tax rate to 30%, up from 15%, for earnings corresponding to the proportion of an individual’s total superannuation balance that is greater than $3 million. This rate remains lower than the top marginal tax rate of 45%.

Earnings relating to assets below the $3 million threshold will continue to be taxed at 15%, or 0% if held in a retirement pension account.
Interests in defined benefit schemes will be appropriately valued and will have earnings taxed under this measure in a similar way to other interests. This will ensure commensurate treatment.

The measure will not place a limit on the amount of money an individual can hold in superannuation. The current contributions rules will continue to apply.

4. Tax integrity measures

4.1 Expanding the general anti-avoidance rule (Part IVA)

The Government will expand the scope of the general anti-avoidance rule for income tax (Part IVA of the ITAA 1936) so that it can apply to:
• schemes that reduce tax paid in Australia by accessing a lower withholding tax rate on income paid to foreign residents; and
• schemes that achieve an Australian income tax benefit, even where the dominant purpose was to reduce foreign income tax.

This measure will apply to income years commencing on or after 1 July 2024, regardless of whether the scheme was entered into before that date.

4.2 Extending the compliance program for personal income tax

The Government will provide $89.6 million to the ATO and $1.2 million to Treasury to extend the Personal Income Tax Compliance Program for two years from 1 July 2025 and expand its scope from 1 July 2023.

This extension will enable the ATO to continue to deliver a combination of proactive, preventative and corrective activities in key areas of non-compliance, and to expand the scope of the program to address emerging areas of risk, such as deductions relating to short-term rental properties to ensure they are genuinely available to rent.

4.3 Improving engagement with taxpayers to ensure timely payment of tax and superannuation liabilities

The Government will provide funding over four years from 1 July 2023 to enable the ATO to engage more effectively with businesses to address the growth of tax and superannuation liabilities.

The additional funding will facilitate ATO engagement with taxpayers who have high-value debts over $100,000 and aged debts older than two years where those taxpayers are either:
• public and multinational groups with an aggregated turnover of greater than $10 million; or
• privately owned groups or individuals controlling over $5 million of net wealth.

4.4 Investing in superannuation guarantee compliance

The Government will provide $40.2 million to the ATO in the 2024 income year, which includes $27 million for the ATO to improve data matching capabilities to identify and act on cases of superannuation guarantee underpayment by employers and $13.2 million for consultation and co-design.

4.5 Four-year extension for GST compliance program

The Government will provide $588.8 million to the ATO over four years from 1 July 2023 to continue a range of activities that promote GST compliance.

These activities will ensure businesses meet their tax obligations, including accurately accounting for and remitting GST, and correctly claiming GST refunds. Funding through this extension will also help the ATO develop more sophisticated analytical tools to combat emerging risks to the GST system.

4.6 Extending and merging the Serious Financial Crime Taskforce and Serious Organised Crime program

The Government will extend funding for the Serious Financial Crime Taskforce (‘SFCT’) and Serious Organised Crime program (‘SOC’) over four years to 30 June 2027 and merge the programs, with a merged SFCT to commence from 1 July 2023.

The SFCT and SOC are currently separately funded ATO-led cross-agency collaborations between the ATO, national policing and other law enforcement and regulatory agencies, targeting serious and organised crime groups and serious financial crime and tax evasion.

An extension and merging of these programs will maximise the disruption of organised crime groups that seek to undermine the integrity of Australia’s public finances.

5. Other budget measures

5.1 Capital allowances – Accelerating the capital works tax deduction for ‘Build-To-Rent Developments’

For eligible new build-to-rent projects where construction commences after 7:30pm (AEST) on 9 May 2023 (Budget night), the Government will:
• increase the rate for the capital works tax deduction to 4% per year; and
• reduce the final withholding tax rate on eligible fund payments from managed investment trust (‘MIT’) investments from 30% to 15%.

This measure will apply to build-to-rent projects consisting of 50 or more apartments or dwellings made available for rent to the general public. The dwellings must be retained under single ownership for at least 10 years before being able to be sold and landlords must offer a lease term of at least three years for each dwelling.

The reduced managed investment trust withholding tax rate for residential build-to-rent will apply from 1 July 2024. Consultation will be undertaken on implementation details, including any minimum proportion of dwellings being offered as affordable tenancies and the length of time dwellings must be retained under single ownership.

5.2 FBT – Electric Car Discount

The Government will sunset the eligibility of plug-in hybrid electric cars for the FBT exemption for eligible electric cars. This change will apply from 1 April 2025.

Arrangements involving plug-in hybrid electric cars entered into between 1 July 2022 and 31 March 2025 remain eligible for the Electric Car Discount.

Note that this announcement is already reflected in the legislation. Specifically, Treasury Laws Amendment (Electric Car Discount) Act 2022 included a ‘sunset clause’ with respect to plug-in hybrid electric cars. The law applies such that a plug-in hybrid electric car ceases to be a ‘zero or low emissions vehicle’ from 1 April 2025 and, thus, ceases to be eligible for the FBT exemption from 1 April 2025, subject to transitional measures.

5.3 Incentivising pensioners into the workforce – six months extension

The Government will provide $3.7 million to extend the measure to provide age and veterans pensioners with a once-off credit of $4,000 to their Work Bonus income bank and temporarily increase the maximum income bank until 31 December 2023.

Under this measure, pensioners can earn up to $11,800 before their pension is reduced, supporting pensioners who want to work, or work more hours, to do so without losing their pension.

 

How to address goal-cascading pitfalls

How to address goal-cascading pitfalls

The goal-cascading process can be derailed by personal biases and other issues along the chain of command, according to the experts interviewed the World Business Council for Sustainable Development. Here’s how to address key issues.

‘Safety-first’ mentality

It’s tempting for managers to focus their efforts on their own areas of expertise. This may lead them to ignore or change goals that force them into new territory. Addressing this bias may require establishing a sense of safety by assuring the employee there is room for error; suggesting ways for the person to improve their skills in a given area; and underlining the importance of a particular goal to the success of the business.

Moral hazard

Complying with corporate goals often comes with trade-offs for managers and employees. For example, a corporate goal of making a more efficient retail product line-up might require store managers to drop some of the products they prefer. Leaders can respond by assuring these employees that the change won’t affect their chances of a promotion or salary increase; sharing detailed information that shows why the change will benefit the company; and working with employees to create new strategies.

 Differing interpretations of strategy and goals

Especially in a large organisation, the original intent of a goal can be lost in translation. There also may be debates over the best way to achieve a goal. Leaders can avoid confusion by providing specific strategies and tools to achieve goals. They also can engage with employees throughout the organisation, including through “skip level” meetings with lower-level staff, to ensure that everyone shares the same understanding of the company’s goals.

Lack of transparency and efficiency in the cascade process

The cascade process is meant to create “line of sight” between the work of individuals and an overall strategy — but it can become cumbersome and confusing as goals are passed from level to level of the organisation. To improve transparency and efficiency, the experts interviewed for this article suggested that businesses create and share documents that clearly “map” the overall strategy and demonstrate how each individual’s goals are linked to the pillars of that strategy. An open and receptive culture also will allow staff to ask questions and highlight potential inefficiencies.