Substance answers several different questions

Economic substance can refer to a specific statutory regime, a condition for a tax benefit, evidence supporting residence, a CFC exception or the practical functions relevant to transfer pricing. These uses overlap, but their tests are not identical. Identify the actual provision before deciding what must exist in a jurisdiction.

For one business, the relevant activity may be managing investments; for another, developing software, distributing goods or making lending decisions. A standard package of an address, a bank account and a director cannot be assumed to satisfy every requirement for every activity.

References [1]

How the analysis fits together

Substance is not one universal certificate that approves an international structure. The word can refer to an explicit local reporting regime, a condition of a tax incentive, a treaty-abuse analysis, CFC exemptions, transfer-pricing functions or the factual location of management. The same company may need to address several of these tests, each with a different purpose and threshold.

Build the operating model first. Identify the income-generating activities, the people needed to perform them, the decisions that require authority and the assets and expenditure needed to support them. Then compare that model with the rules being relied upon. A rented address or outsourced service can have a role, but its existence does not answer whether the relevant activity is actually carried out in the required place.

References [1][2]

Assessment sequence

This is a review framework. The applicable domestic provisions and any relevant treaty determine the result in a particular case.

StepWhat to establish
Identify each testList the particular regimes or benefits for which activity, management or local resources matter.
Map core activityExplain how the company earns income and which functions genuinely occur in each place.
Match resourcesAssess whether people, expenditure, premises and authority are proportionate to those functions.
Assess outsourcingCheck which activities may be outsourced, where they occur and what supervision or records are required.
Maintain evidenceAssign responsibility for supporting documents, reporting and review when operations change.

Match resources to the work

Map the activities that generate income and the people who perform and control them. Identify the assets, premises, information and operating expenditure needed to carry out those functions. Outsourcing may be permitted in some contexts, but the permitted location, supervision and evidence can vary.

Suppose a company claims to provide management services to the rest of a group. Ask what management work is delivered, who is capable of doing it, which decisions they influence and what the recipient receives. The invoices and service agreement should follow a real service, with a defensible price and evidence of performance.

References [2]

Implement proportionately and maintain evidence

Create a functional operating plan with roles, budgets, authority and recordkeeping. Include commercial costs and the founder’s time when comparing countries. A structure that requires resources the business cannot realistically support may be a poor fit even if its headline rate is appealing.

We can compare the genuine foreign operations a business can build, coordinate suitable providers and define the ongoing evidence and review work. The aim is to put useful commercial activity in an appropriate jurisdiction, with tax treatment that can be explained from the facts.

Common misunderstandings

  • Repeal of a standalone substance return does not repeal other corporate-tax or treaty conditions.
  • Minimum office costs advertised by a provider are not a universal legal safe harbour.
  • A business should be able to explain why the people and decisions are where the plan says they are.

Document checklist

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Sources & research notes4 references