Author: Glenn

The tax you pay on the use of a company car depends largely on its CO2 emissions, so choosing a lower emission or electric vehicle can make a significant difference to your overall tax cost.

The benefits in kind (BIK) tax on company cars can be quite significant, with taxable rates ranging from 3% to 37% of the car’s list price when new. The rate depends on various factors, primarily the car’s CO2 emissions and fuel type. For instance, a petrol fuelled car emitting 155 g/km of CO2 or more would be taxed at the highest rate of 37% of its original list price. In contrast, an electric car with a range of 130 miles or more could benefit from the lowest rate of just 3%, significantly reducing the taxable benefit.

This creates a strong incentive for those driving company cars to switch to electric vehicles, as they would experience a noticeable reduction in their tax liability. This shift not only benefits the employees but also employers, who will see a decrease in Class 1A National Insurance contributions. These contributions are based on the total value of benefits provided in a tax year, so switching to electric vehicles helps lower overall costs for the employer.

Diesel cars attract an additional 4% supplement if they do not meet the Real Driving Emissions 2 (RDE2) standard. However, the supplement is removed entirely for diesel vehicles that are RDE2 compliant. The maximum BIK rate, including any diesel supplement, remains capped at 37%.

The taxable benefit is typically calculated based on the car’s manufacturer’s list price, which includes VAT, delivery charges, and number plates. The price considered is the list price on the day before the car is first registered. Any additional accessories fitted to the car also increase the taxable value. There are some exceptions. Employees can also reduce the list price by up to £5,000 if they make a capital contribution towards the cost of the vehicle. Special rules apply to classic cars, which have their own method for calculating the list price.

Recently, a clear legal precedent confirmed that the nature of an individual's work is determined by the reality of the actual employment relationship rather than by arbitrary titles. Mr. Gooch worked for the British Free Range Egg Producers Association (BFREPA) from 1 November 2011 until 26 April 2024, initially as a Policy Director on a "contracted services basis" for 2.5 days per week. The organisation, originally an unincorporated association, subsequently became an incorporated company in 2023 (BFREPA Ltd.), although the nature of its work was unaltered.

As Mr. Gooch's role evolved, so his compensation increased and, by 2016, he had effectively been promoted to Chief Executive of Services. Throughout his 12.5 years of engagement, he consistently submitted monthly invoices and was paid a retainer due to his self-employed status, without formally establishing a limited company. In February 2023, BFREPA's leadership expressed concern that their arrangement with Mr. Gooch looked remarkably similar to an employment relationship rather than a self-employed contract, even suggesting that the HMRC would likely classify him as an employee. As a consequence, in March 2023, BFREPA gave him 12 months' notice of termination, and he continued working until April 2024, at which point his email access was disabled, and he received a letter confirming that his contract would not be renewed. Mr. Gooch duly lodged claims against both defendants for unfair dismissal, unauthorised deductions from wages, unpaid holiday, wrongful dismissal for failure to pay statutory notice, and breach of contract relating to pension auto-enrolment. 

The Tribunal ruled that the claimant was a de facto employee, working under a contract of employment as defined by Section 230(1) of the Employment Rights Act 1996, Section 2 of the Working Time Regulations 1998, and Section 88(2) of the Pensions Act 2008. The Tribunal further concluded that personal service was a core requirement of the contract, one which contained no general substitution clause, and that the extent of the control was consistent with an employer-employee relationship for a senior employee alongside other strong indicators of a permanent employment relationship. The contracts also contained restrictive clauses that limited his ability to work for other companies in the same sector, a feature more commonly found in employment contracts than in contracts for service. 

This ruling provides a clear and detailed example of how a tribunal will look beyond the contractual terms to assess whether a person is an employee or a self-employed contractor. Employers cannot rely on a "contract for services" or a person's self-employed status to avoid the legal obligations of an employer. Instead, tribunals will scrutinise key factors such as the mutuality of the obligations, the degree of control, and the extent of integration in the business. Employers who treat long-term contractors like employees—providing them with a fixed monthly retainer, dictating their hours, and effectively integrating them into the business—risk having them reclassified as employees, and HR departments should ensure that contracts reflect the true nature of the relationship to avoid repercussions.  

Change is part of every business journey. Whether it is prompted by new technology, regulation or shifts in the market, the ability to adapt determines how well a business performs in the long term. Yet managing change is not simply about introducing something new. It is about understanding what needs to change, why it matters and how to make the transition smoothly while keeping your team and clients on side.

The most successful businesses approach change as a structured process. It begins with recognising the need for change. This might come from declining profits, new reporting requirements, or a drive for greater efficiency. Once the need is clear, the next step is to define what the future should look like and what success will mean in measurable terms. For instance, a firm may aim to automate routine tasks, improve cash flow management or expand into new markets.

Good planning follows. This includes identifying resources, setting timelines, assigning responsibilities and communicating openly with everyone involved. People need to understand what is happening, when it will happen and what it means for them. Regular updates, clear information and honest answers help to reduce anxiety and build commitment.

Implementation is where plans become action. Training, testing and feedback are all essential at this stage. It is important to remain flexible and to make adjustments as issues arise. Small, visible wins also help to maintain motivation and demonstrate that progress is being made.

Once changes are in place, they need to be sustained. This means updating policies, embedding new processes into everyday work and making sure that improvements are monitored. Without ongoing attention, even successful changes can fade away over time.

Every change, whether large or small, brings both challenges and opportunities. The process can seem daunting, but a clear plan and the right guidance make a real difference. The aim is to move forward with confidence, maintaining control and ensuring that the change strengthens the business rather than disrupts it.

If you are facing a change process, whatever that might be, then pick up the phone. We can help you plan and meet your challenges.

For any business, knowing how to value and price what it sells is fundamental to success. Yet many small firms still rely on guesswork or simply copy competitors’ prices without understanding whether their own costs, quality or value proposition justify those figures. Accountants can play an important role in helping clients to take a structured approach to pricing and valuation, ensuring that products and services deliver both profit and sustainability.

Understand the true cost base
The starting point for any pricing decision is to establish the real cost of production or service delivery. This includes not only direct costs such as materials, wages and subcontractors, but also a fair allocation of overheads such as rent, utilities, marketing and administration. Once a business has a full understanding of its cost base, it can identify the minimum viable price required to cover costs and earn a profit margin. Accountants can assist by reviewing costing methods and ensuring that indirect costs are not overlooked.

Add value, do not just add margin
Too many businesses apply a simple markup to costs and call it pricing. A more strategic approach looks at the perceived value from the customer’s perspective. What problems does the product or service solve, how is it different and what benefits does it offer compared with competitors? Value-based pricing allows firms to charge more when the customer sees a clear benefit or saving. For example, if a service saves a client several hours each week, the price can reflect part of that time saving as additional value.

Use segmentation and flexibility
Not all customers are the same and pricing does not have to be either. Offering packages or tiers can help serve different market segments without undercutting core pricing. For example, a “standard,” “premium,” and “enterprise” level can target different budgets and expectations. Seasonal discounts, early payment incentives, or loyalty pricing can also be effective if managed carefully. The key is consistency and transparency.

Monitor performance and adjust regularly
Pricing is not a one-off exercise. Markets, costs and demand all change. Businesses should regularly review their margins, conversion rates and customer feedback to assess whether their pricing remains competitive and profitable. Accountants can add value by providing performance reports and benchmarking against industry standards.

If you would like help reviewing your pricing structure or working out how to value what you sell, please get in touch. We can help you analyse your costs, benchmark performance and design a pricing model that supports long-term profitability.

From 18 November 2025, all company directors and people with significant control (PSCs) will be legally required to verify their identity at Companies House. This verification is being phased in over 12 months and Companies House is contacting companies directly with guidance regarding what needs to be done and by when.

These changes are intended to help ensure that people setting up, running and controlling companies are who they say they are. An estimated 6 to 7 million people will need to verify their identity by November 2026. The verification process will usually be a one-time requirement. Verification can be undertaken directly with Companies House through GOV.UK One Login or via an Authorised Corporate Service Provider (ACSP).

If you are using GOV.UK One Login you will be asked simple questions to find the best way for you to verify your identity. You must provide answers about yourself, not your company. Depending on your answers, you will then be guided to verify:

• with an app 
• by answering security questions online 
• by entering your details from your photo ID on GOV.UK One Login first, then going to a participating Post Office

To verify your identity at Companies House, you can use the GOV.UK online verification service if you have one of several accepted photo identification documents. These include a biometric passport from any country, a full or provisional UK photo driving licence, a UK biometric residence permit or card or a UK Frontier Worker permit.

If you do not have any of the accepted forms of photo ID but live in the UK, there are alternative ways to verify your identity. This includes verifying your identity in-person at a Post Office or using details from your bank or building society account together with your National Insurance number.

If you are unable to verify your identity using any of the available online or in-person methods, you can appoint an ACSP, such as an accountant or solicitor to verify your identity on your behalf. The ACSP must be registered with Companies House and a UK Anti-Money Laundering (AML) supervisory body. You will need to provide approved documents as evidence of your identity and the agent may charge a fee for their services.