• Up-to-date information on tax developments in Asia Pacific countries.
• Current corporate world issues and hot topics affecting the respective countries’ economies and global development – including insight into the potential impact this could have.
• Annual budget announcements.

In this issue…

Message from the Chairman:

Richard Ashby notes rising tax authority pressure and aggressive enforcement, highlights continued committee engagement across Asia Pacific, and invites member feedback and participation in future AGN Taxpresso editions.

China: Export Tax Rebates

China ended or reduced export tax rebates on key commodities, aiming to prioritise domestic needs, triggering global market volatility, trade tension concerns, and potential supply chain disruptions. Contributed by Mandy Liu, Acclime.

New Zealand: Exposure to GST

Non-resident businesses may need to register for New Zealand GST (Goods and Services Tax) if they exceed NZD 60,000 in supplies, with specific rules for goods, remote services, low-value imports, and refund eligibility. Contributed by Richard Ashby, Gilligan Sheppard.

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• Up-to-date information on tax developments in Asia Pacific countries.
• Current corporate world issues and hot topics affecting the respective countries’ economies and global development – including insight into the potential impact this could have.
• Annual budget announcements.

In this issue…

Philippines:

The CREATE More Act (Republic Act No.12066) is a significant legislative initiative in the Philippines aimed at enhancing the investment climate by building on the foundations of the Corporate Recovery and Tax
Incentives for Enterprises (CREATE) Law.

Singapore:

Singapore revises Transfer Pricing Rules for Domestic Loans and Increases Exemption Threshold for Certain Non-Domestic Transactions.

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AGN International is one of the world’s leading associations of independent certified public accounting and consulting firms and sets rigorous criteria for admission to the association. We provide outstanding continuing professional education and intra-member collaboration to help all member firms serve clients with excellence and maintain adherence to the highest professional standards.

LSWG was founded in 1965 in Fredrick, Maryland, and quickly grew to be the major firm in the Fredrick area. The firm provides services in tax planning, audit and assurance, valuations, and accounting.

“Being a member of AGN supports our goals of growth and advancement, helping to elevate our firm, empower our team, and enhance the value we deliver to our clients. We are thrilled to have the opportunity to collaborate with other AGN members and grow our network of knowledgeable business professionals, which will ultimately enhance the support we provide to our clients and promote continued success for our team and firm.”

Jon Holmes – Managing Partner

CONNECT

LSWG
201 Thomas Johnson Drive
Frederick, MD 21702-5166

Tel: 301.662.9200
Email: npe@hegcpas.com
Web: https://www.lswgcpa.com/

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Atlanta, GA – Nov. 25, 2024 – Windham Brannon, a leading accounting and advisory firm, announces that its internship program has been ranked among the top in the nation for the accounting industry, according to Vault’s 2024 Best Internships rankings.

Best Internships Programs

Vault, a resource known for its career and industry rankings, has listed Windham Brannon’s internship program as one of the Best Internships in Accounting based on a variety of factors including compensation, learning opportunities, work-life balance and overall intern satisfaction. This prestigious recognition highlights the firm’s commitment to providing high-quality, hands-on experiences for aspiring accountants and professionals.

Top Rankings & Key Stats:

• Ranked in the Top 25: Windham Brannon is proud to be ranked within the Top 25 Accounting Internships on Vault’s 2024 list, falling in a list of primarily Top 100 firms.
  
  
• 98% of Interns Hired as Associates: Interns at Windham Brannon have a clear path to begin their careers. The internship is a true pipeline of opportunity for a lifetime of success.
  
  
• 15% of Employees Started as Interns, Including Partners: Windham Brannon has an array of employees at all levels from associates to partners who began their career at Windham Brannon as an intern.
  
  
• Mentorship Focus: With 100% of interns paired with mentors, the program emphasizes personal development, skill-building, and networking, setting interns up for future success.
  
  
• Real-World Experience: Interns at Windham Brannon gain hands-on experience across multiple accounting disciplines, working on client projects and collaborating with seasoned professionals.
  
  
• Work-Life Balance: The program was also praised for maintaining a strong work-life balance, with interns enjoying a flexible, supportive work environment.

“At Windham Brannon, we are committed to fostering the next generation of accounting professionals,” said Heidi LaMarca, CEO & Managing Partner. “We believe that internships are a crucial part of the succession of the firm as well as the accounting industry. We are thrilled to see our program recognized for the opportunities, support and mentorship we provide to our interns. This recognition speaks to the strength of our firm’s culture and our commitment to investing in young talent.”

The Windham Brannon internship program offers students a unique opportunity and provides structured learning experiences, including professional development seminars, team-building activities, and direct client interaction, ensuring interns gain the skills and confidence necessary to succeed in their careers.

About Windham Brannon

Windham Brannon is a full-service accounting and advisory firm headquartered in Atlanta, GA, offering a wide range of services to businesses and individuals. With more than 60 years of experience, the firm has built a strong reputation for its expertise in advisory, assurance, tax, and industry-specific solutions. Windham Brannon prides itself on its collaborative work environment, commitment to client service and the professional development of its team members.

For more information about Windham Brannon’s, visit www.windhambrannon.com.

Media Contact:
Jacqueline Harnevious
Digital Marketing Manager
Email: jsharnevious@windhambrannon.com
Website: www.windhambrannon.com

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AGN International is one of the world’s leading associations of independent certified public accounting and consulting firms and sets rigorous criteria for admission to the association. We provide outstanding continuing professional education and intra-member collaboration to help all member firms serve clients with excellence and maintain adherence to the highest professional standards.

Todres and Company was founded by Michael Todres in Westbury, New York. For decades, the firm has supported businesses domestically and internationally. Its services include Tax, Audit, Forensic Accounting, and personal finance planning.

“Our membership with other AGN firms worldwide will expand our capabilities to provide more resources to our clients than a smaller firm requires. The exchange of best practices among our peers in AGN, coupled with professional development programs for our staff and Partners is very important to our success. Our location in the New York metropolitan area will also provide our domestic and international member firms with local expertise in this complex marketplace.”

Michael Todres, Partner

CONNECT

Todres & Company
400 Post Avenue Suite 205
Westbury, New York, 11590 Mike Todres
Tel: (516) 997-3232
Web: https://www.todres.com/

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Gallagher, a global insurance brokerage, risk management and consulting firm, surveys thousands of companies nationwide each year and creates this list to recognize excellence in implementing effective strategies for managing people, benefits and HR programs. James Moore was selected for its comprehensive approach to strategically investing in benefits, compensation and the employee experience. Specifically, our firm performed highly in several key areas:

• Planning Benefits & Compensation
• Extent of Wellbeing Strategy
• Turnover Rate for FTEs
• Completion of Engagement Survey
• Use of HR Tech
• Difference in Healthcare Costs

“We’re thrilled to receive this honor!” said firm chief executive officer Suzanne Forbes. “Since our firm’s inception, we’ve made it a priority to offer benefits and compensation that properly reward and incentivize our hard-working team members. This recognition, by an international authority like Gallagher, further demonstrates our commitment to this goal.”

“James Moore recognizes the crucial link between people’s wellbeing and organizational success,” said William F. Ziebell, CEO of Gallagher’s Benefits & HR Consulting Division. “When employees enjoy their work, appreciate their benefits and feel connected, the organization thrives — boosting positivity, retention, performance and overall prosperity. That proactive people strategy helps make James Moore a Best-in-Class Employer.”

You can learn more and get the report from Gallagher’s website.

James Moore, founded in 1964, is a business consulting firm with offices in Daytona Beach, DeLand, Gainesville, Ocala and Tallahassee, Florida. The firm specialises in providing tax, auditing, accounting and controllership, data analytics, human resources, technology and wealth management services to clients nationwide.

CONTACT:

Stacy Dreher
Director of Practice Growth
5931 NW 1st Place
Gainesville, FL 32607
(352) 378-1331
Stacy.Dreher@jmco.com

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AGN International is one of the world’s leading associations of independent certified public accounting and consulting firms and sets rigorous criteria for admission to the association. We provide outstanding continuing professional education and intra-member collaboration to help all member firms serve clients with excellence and maintain adherence to the highest professional standards.

The Hoffman Eells Group, formerly Dragon Benware & Company, has served the areas of Malone, Lake Placid, and Plattsburg for decades. The firm provides tax, audit, and business planning services and offers specialised services for Canadian firms considering doing business in New York.

“We believe in the power of collective thinking with firms whose goals align with ours. We are excited to embrace the shared knowledge of other industry experts, and we are looking forward to the positive impact it will have on our firm.”

Nicholas Eells – Managing Partner

CONNECT

The Hoffman Eells Group
31 Elm Street
Malone
New York 12953
United States

Tel: (844) 434-2727
Email: npe@hegcpas.com
Web: https://hegcpas.com/

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North America West Coast Subregional Meeting Highlights

The meeting began with a warm welcome from Rob Redwitz, partner of host firm, Redwitz, followed by an orientation led by Lead Facilitator, Kevan Kirksey CPA, of Henry & Peters, P.C. Attendees shared updates from their firms, followed by focused breakout sessions addressing critical industry topics, including Outsourcing, Technology and AI, and Workflow Management. These sessions encouraged dynamic group discussions and problem-solving, providing actionable insights for participants. 

Adding to the agenda’s rich content, AGN member firm BM&A, headquartered in France, provided an overview of their services and introduced the AGN Talent Secondment Program (formerly the Staff Exchange Program). This forward-thinking initiative, actively implemented in collaboration between BM&A and Redwitz across borders, highlights AGN’s commitment to enhancing global connectivity and supporting professional development.

The agenda included an evening of bowling and dinner at Irvine Lanes, an opportunity for participants to make new connections and build existing relationships in a fun and friendly environment. 

“The opportunity to meet face-to-face with peers from across the region and engage in meaningful discussions about shared challenges is invaluable,” said one attendee. “The structured breakout sessions and presentations gave us practical tools to bring back to our firms, while the social activities reinforced the sense of community that makes AGN unique.”

Victoria Lee, Director of Human Resources at Redwitz

AGN Member Agenda Focus

The meeting’s facilitated discussions aligned with the AGN Member Agenda, a framework designed to help firms build value through innovation, collaboration, and shared learning. Delegates explored strategies for navigating industry shifts and leveraging change as a growth opportunity, ensuring their firms remain competitive and forward-thinking.

Wrap-Up

The event concluded with group presentations, allowing attendees to share insights and action plans developed during the breakout sessions. As the delegates returned to their respective firms, they carried with them new perspectives, strategies, and connections, all contributing to the broader success of the AGN association.

AGN International remains committed to supporting its member firms through events like the West Coast Subregional Meeting, empowering them to embrace change and thrive in an ever-evolving industry landscape.

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AGN International is one of the world’s leading associations of independent certified public accounting and consulting firms and sets rigorous criteria for admission to the association. We provide outstanding continuing professional education and intra-member collaboration to help all member firms serve clients with excellence and maintain adherence to the highest professional standards.

Heveron & Company, located in Rochester, New York, was established in 1959 by John Heveron. The firm specialises in NPO and Affordable housing audits, with Tax planning services for SME’s.

“We are excited to join a new association of accountants with the intent to make our firm more valuable for our staff and clients. We are looking forward to creating and building lasting mutually beneficial relationships with the current and future members. Meeting new people who want to do better for their clients and in their communities is something we look forward to.”

Dan O’Dae – Partner

CONNECT

Heveron & Company
60 Plymouth Avenue South
Rochester, NY 14608
Tel: (585) 232-2956
Email: dodea@heveroncpa.com
Web: https://www.heveroncpa.com/

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As firms evolve their services to adapt to changing technologies and client needs, managing change becomes essential not only for maintaining competitiveness and serving clients effectively but also for addressing its impact on firm employees.

Reasons for Managing Change

The reasons for managing change are valid – to align with today’s business demands – yet for employees, it often brings new systems, processes, and services, which can pose significant challenges. Some employees may feel they’ve just mastered the current methods, while others may resist change, preferring “the old way.” For many, the introduction of new technologies can induce anxiety, especially when combined with an already heavy workload.

The Impact and Challenges of Change

Change – it impacts us at work and in our personal lives. Sometimes it happens suddenly and swiftly where no pre-planning can occur. We find ourselves scrambling to process what’s happened, what it means, and how it will affect us. We are forced to pivot and determine what to do differently so “the change” becomes the “new normal.” 

Sometimes change is planned; individuals and organizations create change to improve something. Whether big or small, planned change is enacted because there is a belief that it will produce a positive outcome. Unfortunately, all too often, individual reactions to change or the level of effort needed for change to be embraced is underestimated or overlooked altogether. Managing change can be difficult!

What is Change Management?

According to the Society of Human Resource Management, change management is “the systematic approach and application of knowledge, tools, and resources to deal with change. It involves defining and adopting corporate strategies, structures, procedures, and technologies to handle changes in external conditions and the business environment.”

Organizational Response to Change

When change occurs within an organization, it’s not unusual for there to be a decline in performance, morale, or overall productivity. Employees tend to enjoy and expect a certain level of status quo. When a major change is introduced, performance drops as individuals react to the change. Even in the best of circumstances, productivity levels aren’t typically perfect right out of the gate. There may be glitches, unforeseen challenges, and learning curves that must be overcome. It takes time for the organization to adapt to the change.

Adaptation Strategies

What can be done to help an organization ‘adapt’ faster? Research shows that organizations can move from ‘adapting’ to ‘thriving’ quicker if the following occurs:

• There is regular communication and understanding of the changes occurring and desired outcomes and benefits.
  
  
• Managers are working closely with their teams and aiding throughout the change process.
  
  
• There is a focus on employee training and development; individuals are provided with the tools, knowledge, and materials to operate in the new environment.
  
  
• Individuals are given time to work through the emotional ‘roller-coaster’ that can be part of a major change.
  
  
• The AGN Advisory Resource Centre and Advisory Migration Methodology framework will ensure a seamless transition towards delivering high-value advisory and consultancy services to clients.

Leadership’s Responsibility When Managing Change

According to a study conducted by the Center for Creative Leadership, they identified 9 critical leadership competencies of successful change efforts and change-capable leaders, later divided into “the 3 C’s of Change.”

• 1. Communicate: Including the “why” behind the change, rather than focusing only on “what” is changing, creates stronger buy-in and urgency for the change.
  
  
• 2. Collaboration: Leaders can increase their employees’ interest and investment in the change by including them in the decision-making process early on.
  
  
• 3. Commit: Change can be scary but waffling back and forth on change can intimidate and confuse employees even more. By remaining resilient and dedicating themselves to change, leaders found themselves more successful during the adaptation process.

Individual Response to Change

Charlie Baker, former Vice President at Honda R&D Americas, described how individuals experience change as similar to how people experience grieving. Many are familiar with Elizabeth Kubler Ross’s stages of grief: denial, anger, bargaining, depression, and acceptance. For anyone who has gone through grief, most will tell you it’s not a linear process.

The same concept applies to the change curve, which includes: denial, resistance, commitment, exploration, and commitment. For some, it may be a quick process; for others, they may linger in one stage longer than another. It’s also possible for some to travel backward through the curve if the change isn’t managed well.

Strategies to Move Toward Acceptance

What can be done to help move people to the acceptance stage of change? There are multiple activities to consider:

• If employees are in the Denial phase, supervisors should be in information mode – providing as much information as possible about the change and communicate a clear business case for why change is occurring. Management needs to “own” the change themselves and reinforce the company’s (or their own) vision for the change.
  
• In the Resistance phase, supervisors should be in empathy mode. To help their employees overcome resistance, supervisors need to be active listeners while allowing employees to express their feelings and thoughts and acknowledge/normalize them.
  
• In the Exploration phase, supervisors should be in facilitation mode. Employees need to see some specific, concrete changes – particularly those that will affect them. This may include providing new organizational charts, new tools, new metrics, or setting short-term goals to allow employees to practice operating under the changed environment and seeing immediate results & benefits. It’s important for supervisors to provide support and clear direction so employees understand what is expected of them in the future. Training, as needed, is most applicable in this phase since employees are over denial and resistance and can concentrate on learning new things.
  
• In the Commitment phase, employees have overcome most of the obstacles and supervisors should begin setting longer-term goals. Employees should continue to be provided with support and encouragement, but supervisors should continue to eliminate barriers and opportunities for learning. It’s important to promote and celebrate the successes that have been achieved, as well as identify and communicate any additional benefits that were not anticipated.

Throughout the change process, supervisors should be doing their best to actively support their employees in potentially difficult times. It’s also important to reinforce the “what’s in it for me” – the benefits of the change for the employees, as well as to the team and organization.

Effectively dealing with change is a critical skill area for all employees at all levels – whether you are an employee who needs to embrace change, a manager who needs to embrace and manage change, or a leader who must embrace, manage, and lead change! Having a better understanding of the challenges and using a variety of strategies to address them can greatly improve your success at managing change in your organisation.

Special thanks to Cathleen Snyder, Director of Training and Development with Clark Schaefer Strategic HR for contributing to this article.

Now more than ever, managing change in your organization requires a coordinated, strategic approach. Clark Schaefer Strategic HR can help with your leadership and HR strategy through organizational changes – no matter how big or small. For more information, please visit our HR Strategy page, or simply contact us today!

Contributed by:

Clark Schaefer Hackett

One East Fourth
Street Suite 1200
Cincinnati OH 45202
UNITED STATES

Web: https://www.cshco.com/
Connect: https://www.cshco.com/connect
Phone: 513.241.3111

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