Author: Glenn

Employers must report pay and deductions correctly to HMRC, but errors can usually be fixed in your next FPS.

Employers need to use payroll software or other payroll services to record employees pay, deductions and national insurance contributions on or before each payday. They also need to consider other deductions such as pension contributions and student loan payments.

These payments are reported to HMRC in real time using a Full Payment Submission (FPS). This submission contains all relevant information for each employee.

If you have made a mistake with an employee’s pay or deductions this can usually be corrected by updating the year-to-date figures in your next regular FPS.

HMRC’s guidance also states that you can correct mistakes by submitting an additional FPS before your next regular FPS is due. You would need to:

• update the ‘this pay period’ figures with the difference between what you originally reported and the correct figures
• correct the year-to-date figures
• put the same payment date as the original FPS
• put the same pay frequency as the original FPS
• put ‘H – Correction to earlier submission’ in the ‘Late reporting reason’ field

If you need to correct an employee’s National Insurance deductions, the action required will depend on whether the mistake occurred in this tax year or earlier tax years. There are also different actions that may be required to fix a mistake with an employee’s student loan repayments, again depending what tax year the mistake relates to.

With a £50bn shortfall looming, the Chancellor may need to revisit last year’s Corporation Tax roadmap commitments.

As this year’s Autumn Budget approaches, it is an interesting time to revisit the Corporation Tax Roadmap published alongside last year’s Budget on 30 October 2024.

The roadmap sets out the government’s plans for Corporation Tax and a small number of other business taxes over the course of the parliament.

These commitments included:

• Capping the headline rate of Corporation Tax at 25% for the duration of parliament, the lowest rate in the G7.
• Retaining the small profits rate and marginal relief at current rates and thresholds.
• Maintaining the capital allowances system, including permanent full expensing and the £1 million annual investment allowance.
• Maintaining the generosity of R&D reliefs.
• Collaborating with companies on simplification and improving user experience, including HMRC’s path forward on digitisation.
• Developing a new process for increasing the tax certainty available in advance for major investments.

Almost a year later, the Chancellor is facing a significant budget shortfall that could be as high as £50 billion, driven by multiple issues including weak growth, persistent inflation, high debt interest costs and widening deficits.

The government has also committed not to raise income tax, National Insurance or VAT for working people, and to restore frozen tax thresholds in line with inflation from 2028–29.

It remains to be seen whether any of the major commitments outlined in the roadmap and in previous promises to the voting public will be rolled back.

In every market, businesses face competition. Some competitors may be larger, others may have deeper pockets, but gaining a competitive advantage is not always about size or spending power. It is about finding ways to stand out, deliver value, and build loyalty in ways that others cannot easily copy.

The starting point is understanding what your customers really want. Many businesses assume they know, but without asking directly, they risk focusing on the wrong things. Regular feedback, surveys, and conversations with clients can reveal needs that are not currently being met. Meeting those needs better than your rivals can quickly become a strong differentiator.

Another route to advantage is efficiency. Streamlining operations, adopting smarter technology, or cutting wasted time and cost can enable a business to deliver faster or at a lower price without reducing quality. Even modest savings can provide extra flexibility when pricing against competitors.

Brand and reputation also play a vital role. Trust is hard to win and easy to lose. Businesses that consistently keep promises, communicate clearly, and support their customers when problems arise often enjoy loyalty that competitors cannot buy. A strong reputation can be worth more than any marketing campaign.

Finally, innovation should not be overlooked. This does not always mean launching new products. It can mean packaging existing services differently, offering subscription or fixed-fee pricing, or providing added advice alongside the core offering. Small changes that make the customer’s life easier can be the difference between being a supplier and being a trusted partner.

Competitive advantage is rarely achieved through one big step. It comes from a series of consistent, customer-focused improvements that, taken together, make the business the obvious choice in a crowded market.

Many business owners see their bank overdraft as a flexible safety net. When cash runs short, the temptation is to ask the bank for a higher limit to keep things moving. While this can provide breathing space in the short term, relying on overdrafts to cover trading losses is one of the riskiest financial strategies a business can adopt.

The key problem is that an overdraft is designed for temporary cash flow fluctuations, not for funding ongoing losses. If sales are falling, margins are shrinking, or costs are out of control, borrowing more simply masks the underlying issues. Instead of addressing the root causes, the business is kicking the problem down the road.

Increased overdrafts also come at a cost. Interest rates on overdrafts are typically higher than other forms of borrowing, and banks may also charge arrangement fees. Over time, these costs eat further into already fragile cash reserves, worsening the loss cycle rather than solving it.

There is also the risk that the bank will eventually say no. If the overdraft has been repeatedly extended and the business still cannot show a plan for recovery, lenders may lose confidence. This can result in the overdraft being frozen or called in, leaving the company without working capital and at risk of insolvency.

A safer approach is to treat persistent overdraft use as a warning signal. It should prompt a review of pricing, overheads, and profitability, and may require fresh equity, restructuring, or a long-term loan if borrowing is genuinely part of the solution. Using overdrafts to fund losses may buy time, but without decisive action, it is rarely a path to recovery.

Did you know a missing Home Responsibilities Protection (HRP) record could reduce your State Pension, but you may still have time to put it right.

Home Responsibilities Protection (HRP) was a scheme designed to help individuals, mainly those with caring responsibilities, to build entitlement to the basic State Pension by reducing the number of qualifying years required. HRP applied between 6 April 1978 and 5 April 2010, after which it was replaced by National Insurance (NI) credits.

Although most eligible individuals received HRP automatically during that period, some cases were missed. It’s still possible to apply for HRP retrospectively if it’s missing from your NI record. This is particularly relevant for women at or near State Pension age, especially those who took extended time off work to raise children. A missing HRP record could affect your State Pension entitlement, although not always.

Those affected should check their NI records for gaps and could potentially increase their State Pension at no cost. If a claim is successful, HMRC will update the NI record, and the DWP will recalculate the State Pension amount. This could lead to an increase in the State pension, though in some cases, it may remain unchanged.

Currently, HRP applications are taking over 3 months to process. For the most recent processing times and to check the status of an existing claim you can visit the official HMRC guidance page at www.gov.uk/guidance/check-when-you-can-expect-a-reply-from-hmrc