February 11, 2020

May 9, 2019

Please reload

Recent Posts

Newsletter May- July 2020

May 9, 2020

Please reload

Featured Posts

Newsletter November 2016 to Janurary 2017

November 8, 2016

NEWSLETTER Issue 4Nov 2016 – Jan 2017

© 2016





Is your business cyber safe? 1

How do we now treat feasibility

expenditure? 2

Employee share schemes 3

IRD rulings 3

Snippets 4

Farmhouse expenses 4

Nothing is certain, except death and taxes 4



Is your business cyber safe?



Technology and change is prevalent across all areas, right through from the supply chain to the customer. Computers are no longer isolated assets; complex

cloud based systems allow all areas of an

organisation to betruly digital.

 Although this can have many benefits, an increased digital presence, combined with the expansion of mobile technology, is exposing businesses to risks; particularly where there has been the rapid introduction of new technologies to keep pace with competitors. As a result,businesses can often lack awareness of the true extent of their digital footprint and cyber-crime is unfortunately on the increase. Whilst organisations are often aware of the cyber

security and privacy threat, a recent survey (Global State of Information Security 2016) found that NZ businesses’ investment in cyber security measures are lagging behind that of comparable economies.

Only 17% of NZ digital businesses currently have an internet security policy in place compared to 39% of Australian businesses. Similarly, just 20.5% of NZ businesses surveyed have aligned cyber security spending with business revenue, compared to an overwhelming 63% of global businesses.

There is a further risk that NZ industries may be losing out to global competitors due to a lack of

investment in digital security. The EU, South Korea, Hong Kong and Singapore have all introduced comprehensive new data protection regulations. By comparison, NZ has a lack of mandatory reporting obligations for data breaches, which means our businesses may be unprepared to operate in global markets. Although security measures and policies are not currently compulsory here, companies looking to expand cannot afford to neglect the issue.


As every organisation uses digital technology and the internet to different degrees, context is key and a personalised approach specific to the business needs to be taken.

 However it is of paramount importance that thought is given to implementing IT security strategies; as a security failure could result in catastrophic damage

to the business on a reputational level and severely damage customer relationships.

In the event of a data breach, the business is no longer seen as a victim, but as someone who has

not taken sufficient care over data provided to them.


It is therefore recommended that:

 cyber security measures are built into new

digital initiatives as they are being developed,

 businesses increase their investment into more

advanced tools for detection of potential cyber

attacks, and

 policies are put in place to respond swiftly to

any security breach, as reassurance to all

stakeholders and to avoid reputational damage.

In-house IT teams may no longer have the expertise

to keep up with the ever changing cyber-threat –

outsourced expertise may need to be sought to

provide a more cost effective and efficient solution.





How do we now treat feasibility expenditure?


A recent Supreme Court decision, Trustpower Limited v Commissioner of Inland Revenue (IRD), has drastically changed how New Zealand businesses should treat feasibility expenditure for tax purposes.

Feasibility expenditure isa term used to refer to expenses incurred in the course of determining whether to acquire an asset; to some degree, such expenditure is incurred by all businesses. Until now, feasibility expenditure has generally been treated as tax deductible up until the point that a decision is made to acquire a particular asset.  This is known as the ‘commitment approach’.



In the Trustpower case, the company had incurred expenditure to acquire resource consents prior to deciding whether to commit to potential power

generation projects. The expenditure was treated as

deductible feasibility expenditure under the

commitment approach, however this was

disregarded by the Court.

Instead, the expenditure was held to be non-deductible on the basis that the underlying projects were capital in nature. The Court reasoned that the projects could not proceed without the resource consents and thus represented tangible progress toward their completion. The Supreme Court conceded that a deduction for feasibility expenditure may still be allowed for early stage work, but only limited guidance was provided regarding when expenses should be deductible. It

was acknowledged that a deduction would be allowed for:


 “feasibility assessments which are so preliminary in nature that they cannot sensibly be seen as directed to the acquisition of an asset of an enduring character”;

 “…early stage feasibility assessments may be deductible. Such assessments can be seen as normal incident of business”;

 “Expenditure which is not directed towards a specific project or which is so preliminary as not

to be directed towards the advancement of such a project …”



The decision of the Supreme Court was contrary to IRD’s own Interpretation Statement on feasibility expenditure, hence IRD is now updating its statement. The draft statement has summarised the IRD’s interpretation of the case: “… in the Commissioner’s view, expenditure is likely to be deductible in accordance with the Supreme Court decision if it is a normal incident of the taxpayer’s business and it satisfies one of the following:



 the expenditure is not directed towards a specific capital project; or


 the expenditure is so preliminary as not to be directed towards materially advancing a specific capital project – or, put another way, the expenditure is not directed towards making tangible progress on a specific capital project.”


Business expansion and growth is good for the economy, the country, employers and employees.

As a result of the Supreme Court decision, expenditure on feasibility expenditure is now more

likely to be non-deductible in most cases. This creates an economic disincentive for businesses to

consider the feasibility of new projects and will represent a significant increase to the cost of

expansion and growth for New Zealand businesses.

From a broader policy perspective, it does beg the question as to whether Government should step in and legislate the treatment of feasibility expenditure

to maintain the status quo.




Employee share schemes


Irrespective of the size of a business, 

 one of the challenges for any business

owner is to be able to attract and

retain talented staff.

One means to do so is an effective

remuneration package that motivates

staff in a way that aligns their

performance with the owners’

business objectives. Not every

individual is driven by monetary

reward. But it is a key ingredient.

In its most basic form, a remuneration package will comprise payment of a salary or wage and potentially cash bonuses. It is often assumed that the next step is for key staff to be incentivised by having them take a stake in the business. But there is a middle ground that should also be considered. It is relatively straight forward to design a remuneration target that takes into account the performance or value of the business. For example, ‘phantom equity’ involves remunerating an employee based on a set percentage multiplied by an increase in the value of the business. It is akin to providing shares in a business, without actually giving up ownership of the business.

If consideration is being given to providing employees with an ownership share, or such a

scheme is already in place, it is important to be mindful of the tax treatment. Employees will

naturally look to the employer to ensure they are fully informed regarding the implications.

Unfortunately, the tax treatment of employee share schemes (ESSs) are currently under review by IRD.

The IRD’s concern is that there are inconsistencies between ESSs and more vanilla approaches to incentivising employees, such as cash bonuses (and phantom equity).

The IRD have a particular dislike of “conditional” ESSs. Under such sc