Author: Glenn

Fit and proper test fee to jump from £150 to £700 under HMRC’s proposed AML supervision changes

Many businesses are monitored by the Financial Conduct Authority (FCA) or certain professional bodies for Anti-Money Laundering (AML) purposes. However, HMRC is responsible for supervising more than 36,000 businesses in 9 business sectors. There are registration and annual fees that are charged for anti-money laundering supervision by HMRC. These fees have remained the same since May 2019, and HMRC is currently looking to increase the fees that they charge within the current fee structure to meet the costs of providing effective AML supervision.

HMRC plans to increase the premises fee from £300 to £400, representing a 33% increase since 2019. The reduced rate for small businesses will also increase from £180 to £200. Most affected businesses operate from a single premises.

The approvals fee, which ensures responsible individuals (BOOMs) are suitable for their roles, will remain unchanged at £40. However, the fit and proper (F&P) test fee, which applies to MSBs and TCSPs due to their higher risk profiles, will significantly rise from £150 to £700.

HMRC also plans to reintroduce an application fee of £400 for businesses newly registering or reapplying due to lapsed registration. Finally, the sanctions administration charge will be revised. While previously tied to the type of penalty, HMRC proposes a flat £2,000 charge for all types of sanctions, capped at the value of the penalty. A separate lower charge of £350 will still apply for specific regulatory failures.

These changes are open for comment until 29 August 2025, and it is expected that further information on when these new charges will be introduced will follow shortly afterwards.

Many small business owners turn to family members when looking to fill roles in their team. It can seem like a natural choice, offering trust, loyalty, and a shared sense of purpose. However, employing family in your business is not without its challenges, and it is worth considering the potential pitfalls before making that commitment.

One of the main risks is a lack of objectivity. Family relationships can cloud judgement when it comes to performance, discipline, or promotion. It may be harder to have honest conversations about underperformance or to apply the same standards as you would to non-family staff. This can lead to resentment among other team members and undermine morale.

There is also the risk of blurred boundaries. If work disagreements spill into personal life, or vice versa, it can strain family relationships. When personal loyalty and business interests conflict, it can create tension that affects both the family and the business.

Tax and payroll rules must also be followed carefully. HMRC requires that family members employed in a business must be paid a commercial rate for actual work done, and they must be treated in line with employment laws. Inflated pay, unclear job roles, or token positions can lead to problems with tax compliance and potentially trigger enquiries.

Succession planning can also become difficult. If some family members are involved and others are not, questions may arise about ownership, leadership, or fairness in the long term. This can be particularly sensitive when passing the business to the next generation.

In short, employing family can work well when there is clear structure, professional standards, and open communication. But it is essential to treat family members like any other employee, with roles, responsibilities, and expectations clearly defined from the start.

For small businesses and growing companies alike, one of the most reliable sources of funding is often the profits they generate. While it can be tempting to extract earnings in the form of dividends, bonuses, or reinvestment elsewhere, there is a strong case for holding back a portion of those profits to strengthen the business’s financial position.

Retained profits are an internal source of finance. They can be used to fund working capital, smooth out seasonal cash flow fluctuations, and take advantage of growth opportunities when they arise. Unlike external borrowing, there is no interest to pay, no lengthy application process, and no exposure to changing credit conditions. Retaining profits also gives business owners more flexibility and independence when planning their future.

Maintaining a strong cash position helps protect the business during lean periods. Whether facing late customer payments, unexpected cost increases, or a sudden drop in demand, having cash in the bank can prevent a short-term problem turning into a crisis. This is especially valuable for businesses that operate in volatile sectors or rely on a small number of customers or suppliers.

Retained earnings can also be used to invest in assets, expand operations, hire new staff, or develop new products or services. These actions support long-term growth and build resilience into the business model. In some cases, retained profits can help improve the business’s credit rating, making it easier to secure funding if needed later.

While there is a balance to be struck between rewarding owners and reinvesting in the business, setting aside a proportion of profits each year creates headroom for growth and strengthens cash flow management. It is a disciplined approach that helps build a stronger, more sustainable business.

Items discovered lying on land or buried in the soil, such as antiques or historical objects, are treated as chattels for Capital Gains Tax (CGT) purposes. This remains true even if ownership is tied to the ownership of the land where the item was found. Since these objects were not intended to be permanently affixed to the land, they are not considered fixtures and are therefore treated as movable personal property.

As chattels, these objects may benefit from specific CGT exemptions. The chattels exemption generally applies to items with a predictable useful life of 50 years or less. Common examples of chattels include household furniture, artwork, antiques, silverware, motor vehicles, and machinery not permanently installed in a building.

Gains from the sale of chattels are exempt from CGT if the sale proceeds are £6,000 or less per item. If the proceeds are between £6,000 and £15,000, marginal relief may apply. In these cases, the gain is the lower of the actual gain or 5/3rds of the amount above £6,000. Where a set is sold the £6,000 limit applies to the set and there are special rules to sets that have been broken up and sold separately.

New digital services have been launched that aim to make filing and managing tax returns quicker and less stressful.

These improvements are part of HMRC’s Transformation Roadmap, which sets out over 50 projects to modernise the UK’s tax system by 2030.

Among the new features are:

• improvements to the digital self-assessment registration and opt out processes;
• introducing enhanced on-screen messages to reassure taxpayers and reduce the need for them to chase progress on enquiries; and
• improving the late filing and late payment penalties online appeals process.

Commenting on the changes, the Exchequer Secretary to the Treasury, said:

The government is modernising the service that HMRC offers for British people and businesses. Our new payment plans for self-assessment will save people time and effort with their tax affairs and help them avoid making mistakes.

This new service forms part of our recently published HMRC Transformation Roadmap. We are going further and faster to reform HMRC, to make life easier for taxpayers and help deliver the economic growth at the heart of the Plan for Change.

More than 12 million individuals are expected to file a tax return this year. HMRC is encouraging early filing and flexible payment plans, including monthly or weekly Budget Payment Plans for taxpayers that need help to spread the cost of their tax bills. 

Taxpayers are also urged to update personal details, stay alert to scams, register for self-assessment or notify HMRC if they no longer need to file before key deadlines.