Getting ready for VAT digitisation: automation is key
Source: Finance Derivative
hristiaan Van Der Valk, Vice President for Strategy and Regulatory at Sovos, says technology will power real strategic success for companies required to follow continuous transaction controls (CTCs).
A growing number of governments and businesses around the world are adopting digital-first approaches for a multitude of processes, resulting in a need to move away from traditional paper-based invoicing and embrace real-time tax reporting. This trend has been largely led by Latin American countries such as Brazil, Chile and Mexico. Through adopting real-time reporting via electronic invoicing systems, they have been able to better understand their economies, reduce fraud, and close VAT gaps.
The shift to continuous transaction controls (CTCs) allows transaction data to be automatically streamed to governments, reducing the need for resource-intensive business systems and document audits for tax administrations. Through the use of rich, standardised data, tax authorities are able to compute a business’s tax liability. Businesses are generally not required to be heavily involved in this process.
With this requirement – combined with invoicing – businesses would be able to avoid filing periodic tax returns, relieving them of the burden of running VAT compliance teams and filing reports that bring no benefit. The practice, however, calls for a more comprehensive data management approach and proactive data reconciliation across different sources of government-controlled transaction data. For this reason, companies need access to a high-quality dataset in case they must challenge government-determined tax liability.
It can be problematic to have poor data quality in a VAT environment that relies heavily on legacy reporting. For example, there have been instances in which reports were inconsistent or didn’t correspond to accounting data in audits. Consequently, fines or penalties may be imposed. However, in the world of CTCs the consequences of data quality issues are of a very different magnitude. Your financial and physical supply and demand chains can practically grind to a standstill if your data isn’t approved by the tax administration – especially in nations where the tax administration ‘clears’ the invoice in real-time such as in Italy, Mexico and Brazil.
Many businesses with responsibilities in VAT jurisdictions are missing something important here. Beginning to utilise automation and other more specialised tools for producing VAT returns is a critical step toward harnessing the benefits from the mandated transition to CTCs as opposed to focusing on the challenges.
Manual is outdated
A lot of businesses are still using manual processes like spreadsheets to manage their VAT compliance, which essentially involves the time-consuming production and submission of VAT returns.
Through implementing technology like automated rules in software, companies can maximise the validity of VAT data. As well as simplifying and re-risking VAT reporting activities, the effort required to design the steps to enhance data using automated rules engines means establishing structured definitions of ‘what’s wrong with your transaction data?’ These definitions can then be used to identify the cause of quality concerns in upstream business processes and address them in order to dramatically improve CTC readiness.
For many businesses, the majority of quality concerns are down to the manual and paper-based processes used in internal workflows and trading partner relationships. Therefore, automation will play a vital role in properly preparing for CTCs.
Preparing data in this manner for VAT enforcement means that a business is paving the way for a more data-driven approach to compliance in general. Companies will increasingly be required to coordinate data being submitted to tax administrations automatically from a range of business process and accounting systems, once CTCs and other VAT digitisation initiatives become operational.
Keeping up to date with the expanding scope of information that is handed over to tax administrations in these automated data transmissions is crucial, so that companies can maintain a level of control over the image of their business operations that is constructed for the tax authorities.
As well as this, a business may benefit from this insight across data encompassing the full supply chain and transactions. For instance, this information gathered could be turned into tactics to help with strategic planning.
Business leaders may reduce expenses, boost resilience, and improve controls by automating tax and business operations and adopting a data-driven approach to compliance, allowing for a more accurate and detailed understanding of granular reporting needs.
Organisations should prioritise the building of dashboards utilising modern analytics tools to prepare for this huge transition. It’s also important to have a well-organised evidence base with clean digital archives. Technology and the insight it brings will be the driving factor for real strategic success as economies recover from the pandemic.
Data flow is key
As tax authorities and governments work to reduce VAT gaps, greater visibility into corporate databases is at the top of their agenda. This is accomplished through the government’s digitisation of all tax reporting, in which data is delivered at regular intervals that correspond to the flow of transactions and the government’s data requirements.
It is imperative that transaction data, relevant primarily for VAT purposes (though not exclusively), be received in a transactional manner. Meanwhile, other types of information, like payment data or inventory movement, may be requested on a weekly or monthly basis, whereas broader accounting data might be requested more frequently.
The introduction of CTCs should not be viewed as an IT formality, but as the first step in tax administrations gaining easy, timely and effective access to source data. The digitisation of tax will enable administrations to access data on a regular basis, as well as at a granular level.
As companies transition from manual data entry into this new world of automated data exchange, they should concentrate on why this change is important rather than how it is happening. The real prize here is not getting the ‘plumbing’ to work according to government specifications; focusing on this ‘how’ question means that companies may be missing out on a potentially critical business enabler, but equally they may be inadvertently setting themselves up for much higher levels of compliance risk.
With the introduction of CTCs and various forms of detailed digital reporting, companies should be prepared to be exposed to much more stringent audits. The reason for this is that data quality or consistency issues will gradually become more transparent to tax administration teams, which will increasingly be enabled to respond to even the smallest inconsistencies that may previously have gone under the radar with surgical precision.
The higher level of visibility allows tax authorities to cross-check more company data, its trading partners and third parties’ data. These abilities will be vastly improved as more governments complement CTC requirements with mandates for SAF-T and similar electronic auditing requirements. Through thorough analysis of this growing mass of real-time and historic data, a firm’s operations can be fully understood.
Successfully adapting to CTCs means investing in the journey rather than the destination. As everything becomes more digitised, organisations must stay on top of these changes and maintain the same level of data insights as tax authorities do. There will be a growing need for this as more countries introduce CTC regimes (both France and Germany are on the horizon).
Adapting business tools to deliver better data insights is essential to facilitating tax digitisation, both to satisfy global tax authorities and to achieve a competitive advantage in the market. In short, companies should remain fully alert and prepared to ensure a smooth transition and successful outcome of CTCs, which are the logical next step on the road to business transparency.
The domino effect of CTCs
The willingness of autonomous governments to accept digital tax reporting will determine how widespread its implementation becomes. Following more than a decade of success with these methods in Latin America, governments all over Europe, for example, have made major moves toward introducing CTCs. In doing so, there is a great deal of preparation that international companies need to do which can take a considerable amount of time and resources.
In all jurisdictions with indirect tax systems, moving toward increasingly digitised tax controls is the only path. With real-time data, governments can better understand and analyse their country’s economic health, while also enhancing fiscal controls and reducing fraud. It’s just a matter of time until these digital programmes become standard practice on a global level, as countries all across the world begin to recognise their success in reducing fraud, increasing efficiency and closing VAT gaps.
Unlocking the Power of Data: Revolutionising Business Success in the Financial Services Sector
Source: Finance Derivative
Suki Dhuphar, Head of EMEA, Tamr
The financial services (FS) sector operates within an immensely data-abundant landscape. But it’s well-known that many organisations in the sector struggle to make data-driven decisions because they lack access to the right data to make decisions at the right time.
As the sector strives for a data-driven approach, companies focus on democratising data, granting non-technical users the ability to work with and leverage data for informed decision-making. However, dirty data, riddled with errors and inconsistencies, can lead to flawed analytics and decision-making. Siloed data across departments like Marketing, Sales, Operations, or R&D exacerbates this issue. Breaking down these barriers is essential for effective data democratisation and achieving accurate insights for decision-making.
An antidote to dirty, disconnected data
Overcoming the challenges presented by dirty, disconnected data is not a new problem. But, there are new solutions – such as shifting strategies to focus on data products – which are proven to deliver great results. But, what is a data product?
Data products are high-quality, accessible datasets that organisations use to solve business challenges. Data products are comprehensive, clean, and continuously updated. They make data tangible to serve specific purposes defined by consumers and provide value because they are easy to find and use. For example, an investment firm can benefit from data products to gain insights into market trends and attract more capital. These offer a scalable solution for connecting alternative data sources, providing accurate and continuously updated views of portfolio companies. Using machine learning (ML) based technology enables the data product to adapt to new data sources, giving a firm’s partners confidence in their investment decisions.
But, before companies can reap the benefits of data products, the development of a robust data product strategy is a must.
Where to begin?
Prior to embarking on a data product strategy, it is imperative to establish clear-cut objectives that align with your organisation’s overarching business goals. Taking an incremental approach enables you to make a real impact against a specific objective – such as streamlining operations to enhance cost efficiency or reshaping business portfolios to drive growth – by starting with a more manageable goal and then building upon it as the use case is proved. For companies that find themselves uncertain about where to begin their move to data products, tackling your customer data is a good place to start for some quick wins to increase the success of the customer experience programmes.
Getting a good grasp on data
Once an objective is in place, it’s time for an organisation to assess its capabilities for executing the data product strategy. To do this, you need to dig into the nitty-gritty details like where the data is, how accurate and complete it is, how often it gets updated, and how well it’s integrated across different departments. This will give a solid grasp of the actual quality of the data and help allocate resources more efficiently. At this stage, you should also think about which stakeholders from across the business from leadership to IT will need to be involved in the process and how.
Once that’s covered, you can start putting together a skilled team and assigning responsibilities to kick-off the creation and management of a comprehensive data platform that spans all relevant departments. This process also helps spot any gaps early on, so you can focus on targeted initiatives.
Identifying the problem you will solve
Now let’s move on to the next step in our data product strategy. Here we need to identify a specific problem or challenge that is commonly faced in your organisation. It’s likely that leaders in different departments, like R&D or procurement, encounter obstacles that hinder their objectives that could be overcome with better insight and information. By defining a clear use case, you will build a real solution to a challenge they are facing rather than a data product for the sake of having data. This will be an impactful case study for your entire organisation to understand the potential benefits of data products and increase appetite for future projects.
Getting buy-in from the business
Once you have identified the problem you want to solve, you need to secure the funding, support, and resources to move the project ahead. To do that, you must present a practical roadmap that shows how you will quickly deliver value. You should also showcase how to improve it over time once the initial use case is proven.
The plan should map how you will measure success effectively with specific indicators (such as KPIs) that are closely tied to business goals. These indicators will give you a benchmark of what success looks like so you can clearly show when you’ve delivered it.
Getting the most out of your data product
Once you’ve got the green light – and the funds – it’s time to put your plan into action by creating a basic version of your data product, also known as a minimum viable data product (MVDP). By starting small and gradually enhancing with each new release you are putting yourself in the best stead to encourage adoption and also (coming back to our iterative approach) help you secure more resources and funding down the line.
To make the most of your data product, it’s essential to tap into the knowledge and experience of business partners as they know how to make the most of the data product and integrate it into existing workflows. Additionally, collecting feedback and using it to improve future releases will bring even more value to end users in the business and, in turn, your customers.
Unlocking the power of data (products)
It’s crucial for companies in FS to make the most of the huge amount of data they have at their disposal. It simply doesn’t make sense to leave this data tapped and not use it to solve real challenges for end users in the business and, in turn, improve the customer experience! By adopting effective strategies for data products, FS organisations can start to maximise the incredible value of their data.
HOW SMALL BUSINESSES CAN FIGHT BACK AGAINST POOR PAYMENT PRACTICES
Source: Finance Derivative
SMEs across the UK are facing a challenging economic environment and late payments pose a severe challenge to maintaining cash flow. Here, Andrea Dunlop, managing director at Access PaySuite, explores the challenges facing small and medium sized businesses, the risks that late payments carry, and what can be done to secure timely payments, in full.
It’s estimated that UK businesses are currently owed more than £23.4bn in outstanding invoices. For all businesses, managing the outward flow of products and services with a steady incoming cash flow is a fine balance – with unexpected disruptions and complications capable of causing catastrophic problems.
Late and delayed payments have been identified as a significant challenge for SMEs – an issue that has scaled over recent years. In fact, in its latest report, the Federation for Small Businesses (FSB) stated that the UK is “almost unique in being a place where it is acceptable to pay small businesses late”.
The FSB also states that this “will remain the case without further action” and, as such, has called for government action to put a stop to these damaging trends.
Small businesses form a vital part of the economic ecosystem – in 2022, it was estimated that 99% of UK businesses were SMEs – so poor payment systems not only present a very real threat for individual businesses, but for the UK economy as a whole.
Despite this strong case for urgent action to be taken, changes to legislation can be a slow process and, in the face of ongoing economic pressure, small businesses need more immediate solutions.
Although businesses are at the liberty of their customers and clients, there are a number of actionable steps SMEs can take to increase the rate of prompt and complete payments.
The impact of late payments for SMEs
Published in Q4 2022, research published by the ICAEW demonstrates that around half of invoices issued by small businesses are paid late.
More often than not, small businesses operate within a chain of regular suppliers and customers. These chains can include multiple business links, stretching across sectors and regions. As a heavily interwoven ecosystem, if one ‘link’ in the chain is damaged by late payments and unreliable cash flow, the delays can quickly escalate and create a domino effect of complications across the whole system.
With a lack of consistent income, SMEs are more likely to be prevented from paying their overheads and suppliers on time.
As late payments add up and push multiple businesses into a negative cash flow, the problem can continue to snowball.
Simply put, extended periods of unreliable and heavily reduced payments put whole supply chains of companies in very dangerous financial positions – especially as running costs remain high.
Combined, the complexities arising from late payments and the vast scale of the issue, demonstrates a clear need for systemic change.
Current government action
At the end of January, the government published a review of the reporting of payment practices first introduced in 2017 .
This review stated that the government is committed to “stamp[ing] out the worst kind of poor payment practices within the business community”.
The 2017 Payment Practices and Performance Regulations require all large UK companies to report publicly on their payment policies, practices and performance, to ensure accountability.
Following its review, a new consultation has been launched, seeking the opinion of business owners on current regulations – asking whether this existing policy should extend beyond its current expiry date, 6 April 2024. This consultation is part of a wider examination of payments in the UK.
Delving into issues including the emotional and psychological impact of late payments on small business owners – as well as analysing how banks and technology can help – the government’s review is a welcome development, but SMEs need to take more immediate action to strengthen their payment processes.
What can SMEs do?
With the government consultation finalising at the end of April, the future of the payment landscape in the UK will soon be made clearer – but what actions can SMEs take to immediately strengthen their payment processes?
For many SMEs, payment systems are low down the list of priorities, and the fear of disruption or additional costs can lead many to turning a blind eye to problems with their existing systems. But, with challenges around cash flow increasing, investing in a flexible and comprehensive payment system could be an incredibly worthwhile investment.
Issuing regular invoices takes a lot of time, and when working across different clients with different payment frequencies invoicing can lead to unnecessary complexities.
Instead, systems that enable customers to set up direct debits ensure payments are completed on a set date, reduce additional paperwork and still allow bespoke schedules for each client or customer to be arranged.
In many SMEs, missed payments can easily get lost in piles of paperwork and human-error can result in problems down the line. When using digital payment systems, should a missed payment occur, automated capabilities ensure the issue is flagged, and any outstanding challenges can be resolved in a timely manner.
With payments and invoicing automatically managed in a centralised database, countless hours that would otherwise be spent on repetitive and laborious administrative work are saved.
As well as reducing the amount of staff time spent managing processes and tracking financial activity, a reliable payment system delivers benefits for customers too, and contributes towards greater service and boosting brand loyalty.
In the coming weeks and months, new government guidance should clarify legislative expectations for businesses regarding payments. But, with smart investment in specialist software solutions, our country’s vital SMEs can take the necessary safeguarding steps to boost payment security and thrive through this tough financial time.
Less than a year until EMIR Refit: how can firms prepare?
Source: Finance Derivative
Leo Labeis, CEO at REGnosys, discusses everything that financial institutions need to know about EMIR Refit and how they can prepare with Digital Regulatory Reporting (DRR).
There is now less than a year until the implementation date for the much-anticipated changes to the European Markets Infrastructure Regulation (EMIR). The amendments, which are set to go live on 29 April 2024, represent an important landmark in establishing a more globally harmonised approach to trade reporting.
Despite the fast-approaching deadline, concerns are growing around the industry’s preparedness, with a recent survey from Novatus Advisory finding that 40% of UK firms have no plans in place for the changes, for instance.
Much of the focus in 2022 was on implementation efforts for the rewrite of the Commodity Futures Trading Commission’s swaps reporting requirements (CFTC Rewrite), which went live on 5 December. Both the CFTC Rewrite and EMIR Refit are part of the same drive to standardise trade reporting globally. While EMIR Refit was originally anticipated to roll out first, implementation suffered from repeated delays to its technical specifications, in particular the new ISO 20022 format. The ISO 20022 mandate was eventually excluded from the first phase of the CFTC Rewrite, hence the earlier go-live date.
In parallel, the Digital Regulatory Reporting (DRR) programme has emerged as a key driving force in helping firms adapt to continually evolving reporting requirements. Having participated in the DRR build-up for their CFTC Rewrite preparations, how can firms leverage these efforts to comply with EMIR Refit in 2024?
The drive to standardise post-trade
To understand the new EMIR requirements, it is important to first look at the two main pillars in the global push to greater reporting harmonisation.
The first is the Committee on Payments & Market Infrastructures and International Organization of Securities Commission’s (CPMI-IOSCO) Critical Data Elements (CDE), which were first published in 2018 to work alongside other common standards including the Unique Product Identifier (UPI) and Unique Trade Identifier (UTI). These provide harmonised definitions of data elements for authorities to use when monitoring over the counter (OTC) derivative transactions, allowing for improved transparency on the contents of the transaction and greater scope for the interchange of data across jurisdictions.
The second is the mandating of ISO 20022 as the internationally recognised format for reporting transaction data. Historically, trade repositories required firms to submit data in a specific format that they determined, before applying their own data transformation for consumption by the regulators. The adoption of ISO 20022 under the new EMIR requirements changes that process by shifting the responsibility from trade repositories to the reporting firm, with the aim of enhancing data quality and consistency by reducing the need for data processing.
Preparing for the new requirements with DRR
DRR is an industry-wide initiative to enable firms to interpret and implement reporting rules consistently and cost-effectively. Under the current process, reporting firms create their own reporting solution, inevitably resulting in inconsistencies and duplication of costs. DRR changes this by allowing market participants to work together to develop a standardised interpretation of the regulation and store it in a digital, openly accessible format.
Importantly, firms which are using the rewritten CFTC rules which have been encoded in DRR will not have to build EMIR Refit from scratch. ISDA estimates that 70% of the requirements are identical across both regulations, meaning firms can leverage their work in each area and adopt a truly global strategy. DRR has already developed a library of CDE rules for the CFTC Rewrite, which can be directly re-applied to EMIR Refit. Even when those rules are applied differently between regimes, the jurisdiction-specific requirements can be encoded as variations on top of the existing CDE rule rather than in silo.
Notably the UPI, having been excluded from the first phase of the CFTC Rewrite roll-out, is mandated for the second phase due in January 2024. DRR will integrate this requirement, as well as others such as ISO 20022, and develop a common solution that can be applied across the CFTC Rewrite and EMIR Refit.
As firms begin their own build, the industry should work together in reviewing, testing and implementing the DRR model. Maintaining the commitment of all DRR participants will strengthen the community-driven approach to building this reporting ‘best practice’ and serve as a template for future collaborative efforts.
Planning for the long-term
Although the recent CFTC Rewrite and next year’s EMIR Refit are centre of focus for many firms, several more G20 regulatory reporting reforms are expected over the next few years. These include rewrites to the Australian Securities and Investments Commission (ASIC), Monetary Authority of Singapore (MAS) and Hong Kong Monetary Authority (HKMA) derivatives reporting regimes, amongst others.
Firms should therefore plan for the entire global regulatory reform agenda rather than prepare for each reform separately. Every dollar invested in reporting and data management will go further precisely because it is going to be spread across jurisdictions, easing budget constraints.
Looking ahead, financial institutions should establish a broad and long-term plan is to learn from their CFTC Rewrite preparation and how DRR can be positioned in their implementation. For example, firms should ask themselves which approach to testing and implementing DRR works best: via their own internal systems or through a third-party? Firms should review what worked well in their CFTC Rewrite implementation and apply successful methods to EMIR Refit. Doing so will enable firms to have a strong foundation for future updates in the years to come.