Three Key Foundations for Implementing AI in Financial Institutions

ARTICLE | August 30, 2024

Authored by RSM US LLP

This article was originally published on bankdirector.com.

In an evolving technological landscape, the integration of artificial intelligence (AI) presents both opportunities and challenges for financial institutions. Before implementing AI across their operations, financial institutions need three key foundational elements to ensure successful AI adoption and risk mitigation: a clear AI governance framework, strong model risk management and centralized standards.

1. Governance framework

A well-structured AI governance framework must comprehensively address the unique risks and regulatory considerations associated with these advanced technologies. Financial institutions should start with exploratory projects, such as proofs of concept, to gain insights into the operational and risk implications of AI. These insights can then guide the development of an AI governance framework that may either stand as an independent initiative or integrate into existing initiatives in areas such as financial modeling or IT governance.

A financial institution’s AI governance framework should draw upon established industry standards and regulatory guidelines while aligning with the organization’s priorities and risk appetite. More importantly, the framework must include mechanisms for evaluating and prioritizing AI use cases, ensuring alignment with the institution’s strategic objectives and operational requirements.

2. Model risk management

Experience with financial and risk models provides financial institutions with a foundation upon which to build AI-specific model risk management practices. However, AI technologies, particularly those with autonomous capabilities, require a reassessment of traditional risk management frameworks. Financial institutions must adopt enhanced risk management strategies that account for the unique characteristics of AI models, including the potential for generative AI technologies to produce novel, sometimes unpredictable outputs.

Strategies such as imposing limitations on data inputs and incorporating human oversight of model outputs are essential for mitigating risks and ensuring the long-term reliability and integrity of AI applications.

3. Centralized standards

To balance the need for both innovation and control around AI, financial institutions must develop and enforce centralized standards. These standards should include ethical use policies, technical development guidelines and protocols for AI oversight. Establishing centralized oversight ensures that AI initiatives are adopted and implemented in a consistent and controlled manner, facilitating seamless integration into the institution’s operations and IT environment.

Takeaway

For financial executives, the transition toward AI-enabled operations requires careful planning and the establishment of robust foundations in governance, risk management and standardization. By addressing these critical areas, financial institutions can navigate the complexities of AI adoption, ensuring that these technologies contribute positively to operational efficiency, risk mitigation and overall competitive advantage.


Source: RSM US LLP.
Reprinted with permission from RSM US LLP.
© 2024 RSM US LLP. All rights reserved. https://rsmus.com/insights/industries/financial-services/3-key-foundations-for-implementing-ai-in-financial-institutions.html

RSM US LLP is a limited liability partnership and the U.S. member firm of RSM International, a global network of independent assurance, tax and consulting firms. The member firms of RSM International collaborate to provide services to global clients, but are separate and distinct legal entities that cannot obligate each other. Each member firm is responsible only for its own acts and omissions, and not those of any other party. Visit rsmus.com/about for more information regarding RSM US LLP and RSM International.

Understanding the Implications of TCJA Income Tax Provisions Set to Expire

ARTICLE | August 28, 2024

Authored by RSM US LLP

Certain provisions enacted as part of the 2017 Tax Cuts and Jobs Act (TCJA) are set to expire at the end of 2025. Assuming no Congressional action is taken, we will see a reversion to pre-TCJA tax laws and regulations. These changes may result in an almost 10% tax increase for some taxpayers. As the expiration date approaches, it is crucial to understand how these changes might affect your financial situation and begin planning accordingly.

Below is a summary of some expiring TCJA income tax provisions and potential strategies to help you navigate their impact.

Qualified Business Income Deduction

TCJA provided a 20% deduction for qualified business income, which is set to expire after Dec. 31, 2025.

Planning point:

This expiration together with increasing marginal rates could lead to a 10% increase in tax rates and an 18.6% current difference between corporate and flow-through taxation. To mitigate the impact, evaluate your tax form of organization and planning strategies to account for this loss of deduction. Restructuring your business or changing the nature of your income could help maintain tax efficiency.

Top income tax rate increasing to 39.6%

The current top ordinary income tax rate of 37% will revert to a pre-TCJA rate of 39.6%. High-income earners will see an increase in tax liability if they do not adjust their tax planning strategies now.

Planning point:

Accelerating income recognition may help you take advantage of the lower tax rate. Consider implementing following techniques before Dec. 31, 2025:

  • Exercising non-qualified stock options
  • Accelerating business sales
  • Making Roth conversions for retirement plans
  • Avoiding deferred compensation

Standard deduction amount reduced

TCJA significantly increased the standard deduction amounts starting in 2018. These increased amounts are set to be reduced after Dec. 31, 2025

Planning point:

Consider the timing of your future medical expenses, charitable contributions, and other itemized deduction expenses. Delaying itemized deductions to the 2026 calendar year, when possible, could optimize your tax benefits by using the higher standard deduction now and taking advantage of expanded itemized deductions post-TCJA.

Removal of state and local tax (SALT) deduction limits

If the cap expires as scheduled, taxpayers will be able to deduct the full amount of their state and local taxes without the $10,000 limitation.

Planning point:

Factor in SALT deductions when evaluating your investment structure and future acquisition plans. Also, if possible, be mindful of the timing of your tax payments. State, local and property taxes are deducted in the year paid, which can differ from the year assessed. Deferring the payment of certain state and local taxes until after the cap is removed may be right for you.

Personal exemptions and certain itemized deductions will be back

The reintroduction of personal exemptions and certain itemized deductions will allow taxpayers to benefit from these items that were unavailable for tax years 2018 through 2025.

Additionally, after Dec. 31, 2025:

  • 2% floor itemized deductions such as accounting fees will be deductible.
  • Employees will again be able to claim the home office deduction, provided they meet the eligibility criteria.
  • The mortgage interest deduction limits will revert to the pre-TCJA levels, allowing interest on up to $1 million of mortgage debt to be deductible, regardless of when the loan was taken out
  • The deduction for interest on home equity loans will also revert to pre-TCJA rules

However, with the Pease limitation set to return in 2026, high-income taxpayers may see a decrease in their itemized deductions.

Planning point:

Do your miscellaneous deductions exceed the 2% of your adjusted gross income (AGI)? If you currently or historically itemized, plan to maximize these benefits.

  • Review your investment strategies for deductible investment expenses and ensure a plan is in place to properly document these starting Jan. 1,2026.
  • Evaluate the potential benefits of the home office deduction by ensuring your home office meets the exclusive and regular use criteria. Keep detailed records of all home-office-related expenses.
  • Review your mortgage debt to take advantage of the higher deduction limits post-2025. Pay attention to nondeductible interest and review · other ways to deduct both mortgage and non-mortgage interest.
  • Plan for the reintroduction of the Pease limitation, which reduces the value of itemized deductions for high-income earners and strategize accordingly to minimize its impact on your tax liability.

Opportunity zone capital gain deferral

TCJA established opportunity zones to encourage economic development and job creation in low-income communities. Investors could defer tax on prior capital gains if they reinvested those gains in Qualified Opportunity Funds (QOF) within 180 days of the sale or exchange. The deferral lasts until the earlier of the date the QOF is sold or exchanged, or Dec. 31, 2026.

Planning point:

  • Do you have the cash flow necessary to pay the tax liability that will be due in 2026?
  • Taxable gain is limited to the current fair market value of your investment over its basis. Consider an appraisal of the new asset including value-reducing discount adjustments, such as lack of control or lack of marketability.
  • Additionally, consider the potential benefits of holding the investment for at least 10 years to qualify for the step-up in basis to fair market value, which can eliminate capital gains on the appreciation of the investment.

Alternative Minimum Tax (AMT) changes

The AMT exemption amounts were increased under TCJA and will revert to lower pre-TCJA levels. The phase-out thresholds will also decrease. This change will likely increase the number of taxpayers subject to the AMT, particularly high-income earners, and those with significant itemized deductions or nontaxable income.

Planning point:

Review your overall tax strategy to account for the lower AMT exemption amounts and phase-out thresholds. Consider the exercise of Incentive Stock Options or adjustments to certain portfolio assets to avoid this additional tax. It may also still make sense to make state Passthrough Entity Tax Elections to minimize AMT exposure.

Utilize 2024 and 2025 as planning years to capitalize on these coming changes. Make the time to evaluate your current financial situation and consider where you want to be post-TCJA. Although it may seem logical to delay planning until markets are less volatile and upcoming election results provide more certainty, these decisions require careful consideration and should not be delayed.

Also, the TCJA roughly doubled the estate, gift and generation-skipping tax exemptions. That increase will sunset on Dec. 31, 2025. If you have not yet taken advantage of the increased exemptions, now is a great time to consider making lifetime gifts.

Need help understanding the impact of expiring TCJA provisions? Our tax team is ready with technical expertise and industry awareness to help you evaluate your unique circumstances. Don’t wait until it’s too late. Contact your tax advisor today to discuss how to make the most of the current tax landscape.


This article was written by Andy Swanson, Amber Waldman, Scott Filmore, Maddie Calder and originally appeared on 2024-08-28. Reprinted with permission from RSM US LLP.
© 2024 RSM US LLP. All rights reserved. https://rsmus.com/insights/tax-alerts/2024/impacts-of-expiring-tcja-tax-provisions.html

RSM US LLP is a limited liability partnership and the U.S. member firm of RSM International, a global network of independent assurance, tax and consulting firms. The member firms of RSM International collaborate to provide services to global clients, but are separate and distinct legal entities that cannot obligate each other. Each member firm is responsible only for its own acts and omissions, and not those of any other party. Visit rsmus.com/about for more information regarding RSM US LLP and RSM International.

The information contained herein is general in nature and based on authorities that are subject to change. RSM US LLP guarantees neither the accuracy nor completeness of any information and is not responsible for any errors or omissions, or for results obtained by others as a result of reliance upon such information. RSM US LLP assumes no obligation to inform the reader of any changes in tax laws or other factors that could affect information contained herein. This publication does not, and is not intended to, provide legal, tax or accounting advice, and readers should consult their tax advisors concerning the application of tax laws to their particular situations. This analysis is not tax advice and is not intended or written to be used, and cannot be used, for purposes of avoiding tax penalties that may be imposed on any taxpayer.

Jeffrey Pawlow Joins Brady Martz & Associates as Chief Execution Officer

Top 100 nationally ranked accounting and advisory services firm Brady Martz & Associates is pleased to announce that Jeffrey Pawlow has joined the Firm as Chief Execution Officer. In this role, Pawlow will be instrumental in aligning day-to-day activities advancing the Firm’s Vision 2028 initiative, as well as promoting that vision to other CPA firms seeking growth alternatives to private equity.

Pawlow brings more than 30 years of experience in the accounting industry, with a proven track record of driving financial results and fostering growth. Before joining Brady Martz, he served as President of Engineered Tax Services, Inc. (ETS) and its family of companies, including The Growth Partnership, ABLE, and Engineered Technology Services. Pawlow co-founded The Growth Partnership and ABLE before they were acquired by ETS, further showcasing his entrepreneurial spirit and leadership capabilities.

“Jeff’s extensive experience and visionary approach align perfectly with our strategic goals,” said Stacy DuToit, Chief Operating Officer/CEO-elect of Brady Martz. “We are confident that his leadership will be pivotal in driving our Vision 2028 initiative forward and further solidifying Brady Martz as a leader in the accounting profession.”

Pawlow’s contributions to the accounting profession have not gone unnoticed. He has been named one of Accounting Today’s “Top 100 Most Influential People” four times, underscoring his influence and commitment to the industry. A seasoned CPA growth expert, Pawlow is also a respected speaker and author, recognized for his thought leadership and innovative strategies.

“I’ve had the chance to look under the hood of many of the leading accounting firms in the U.S. in my prior roles. Given that perspective, I can honestly say that Brady Martz is unique when compared to their Top 100 peers,” Pawlow said. “A dedicated C-suite of functional experts allows our shareholders to focus on driving client value in proactive ways rarely seen in other firms. This robust infrastructure also helps position Brady Martz as a legitimate alternative to private equity for firms looking to excel in a market that gets more competitive each day.  I look forward to writing the next chapter of my career at Brady Martz and officially becoming a shareholder on October 1.”

Founded in 1927, Brady Martz has been providing exceptional client service for nearly a century. Headquartered in Grand Forks, the firm has nine offices throughout North Dakota, Minnesota, and South Dakota. Brady Martz is proud to offer advisory, audit & assurance, and tax services to clients in a wide variety of industries.

Brady Martz Named Among INSIDE Public Accounting’s 2024 “Top 100 Firms”

Brady Martz & Associates is excited to share that the Firm has been named as one of the “Top 100 Firms” of 2024 by INSIDE Public Accounting (IPA). Each year, IPA releases a ranking of the 500 largest public accounting firms in the U.S. based on each participating firm’s net revenues. The rankings are then broken down even further by 100.

“We are immensely proud to be recognized as one of INSIDE Public Accounting’s Top 100 Firms for 2024. This prestigious acknowledgment is a testament to the dedication, expertise, and hard work of our entire team,” said Brady Martz CEO Todd Van Dusen. “We strive to deliver unparalleled service and innovative solutions to our clients, and this recognition reflects our commitment to excellence. Brady Martz is honored to be among the nation’s leading accounting firms and will continue to uphold the highest standards in our profession.”

In addition to the criteria of U.S. net revenue, rankings are compiled by analyzing responses to IPA’s annual practice management survey. To learn more and to view the 2024 list of “Top 100 Firms,” visit insidepublicaccounting.com.

Founded in 1927, Brady Martz has been providing exceptional client service for nearly a century. Headquartered in Grand Forks, the firm has nine offices throughout North Dakota, Minnesota, and South Dakota. Brady Martz is proud to offer advisory, audit & assurance, and tax services to clients in a wide variety of industries.

Responding to the CrowdStrike Outage

ARTICLE | July 19, 2024

Authored by RSM US LLP

CrowdStrike, a US-based cybersecurity solution providing endpoint detection and response (EDR) services, experienced a significant technical issue during the early hours of July 19, 2024. This incident, reportedly due to an update made to CrowdStrike’s Falcon antivirus software, primarily impacted Windows PCs causing a widespread downtime on these systems with Mac and Linux hosts remaining unimpacted. The outage has impacted organizations from hospitals to commercial airline flights and even emergency call centers around the globe.

CrowdStrike is one of the most popular endpoint detection and response (EDR) solutions currently installed at over 29,000 organizations. ‘EDR’ is a popular category of cybersecurity solutions because they operate directly on laptops, desktops, and servers to identify and block common cyber-attacks like malware and ransomware.

As organizations look to respond to this event, we recommend that they consider the following areas:

  1. Start with securely restoring your operations.
  2. Understanding your organization’s exposure to similar threats and taking steps to reduce them.
  3. Building resiliency to account for and endure future cybersecurity/IT outages.

Securely restoring operations

We recognize there are significant pressures to bring back ‘business as usual’ as quickly as possible. However, it is important that organizations incorporate the following to avoid generating new operational impacts or opening the door to future cyber-attacks.

  • Go to the source of truth for fixes. The ‘latest’ news from social media is often untested or specific to individual environments. In addition, cyber threat actors will generate malicious websites indicating quick fixes resulting in the deployment of malware. You should always go to a vendor site or other reputable source, such as your managed security provider, for fix information.
  • Reinforce your data protections following the fix. Procedures to restore Windows devices require the distribution of ‘BitLocker’ keys which provide encryption to disk-based storage. These keys should be centrally managed and securely stored. The required distribution of keys to users reduces this control’s effectiveness and organizations should plan to resecure these keys following system restoration.
  • Monitor for phishing emails. As with any major issue, bad actors are looking to capitalize and have begun reaching out to organizations masquerading as CrowdStrike support. If you are a CrowdStrike customer, remember to reach out to their support directly for assistance. Cybersecurity vendors will not proactively reach out and will almost always only be responding to support tickets.

Understanding and reducing your exposure

This issue highlights a systemic change in how digital systems have evolved into the central nervous systems of business operations that require careful governance like any other enterprise risk. During your post-incident debrief, we recommend evaluating the following areas to understand your exposure to drive further research and investments to reduce your risk to future events:

  • Inventory and evaluate the risks associated with which vendors receive ‘implicit’ trust in your environment. The impact of the CrowdStrike outage is far-reaching due to the level of advanced access it had, not just to its own software, but to the underlying Windows environment. This is a more common operating model in today’s ‘as-a-service’ world. Identifying what vendors receive this access, the level of access, and its purpose are critical to understand your exposure to similar events and to accounting for potential business impacts.
    • Heavily regulated industries such as financial services should anticipate specific questions regarding these vendors as well as third-party risk management practices (see below) in the upcoming assessment cycles.
  • Assess your technology stack diversification. This involves steps to review how beholden you are to a single provider which would otherwise adversely affect your operations should one provider go down (think vendor lock-in and single-point-of-failure). Choices exist in the marketplace, which could easily cover your business objective and aid in effective risk management and contingency planning. For example, consider the recent impact of the CDK Global outage which impacted nearly 30,000 car dealerships, or the Change Healthcare event that crippled revenue cycle processes across the healthcare industry.
  • Review your third-party risk management practices. As IT becomes more specialized and critical to businesses, they are often turning to third parties for support. Organizations should be consistently evaluating their third-party providers, and even their vendors (‘Fourth’ and ‘Fifth’ parties’ regardless of their market share is fundamental, to ensure that these organizations consistently align with your internal and external regulatory expectations. “Trust but verify” is table stakes.
  • Build your understanding of system identities. When we think of system access, our first thought goes to people. However, more often system access is granted to other IT elements to operate program interactions (‘non-human identities’). Similar to our review and cataloging of ‘human users’, organizations should work to inventory and understand non-human identities and the role they play in the software updates.

Maturing your resiliency

In today’s increasingly interconnected world, organizations can work to address risks from these types of events but that risk will never be removed from our digital society. Organizations can increase their operational resilience to these events by developing or maturing a Business Continuity Program. We recommend that organizations consider the following areas to build and enhance your operational resilience.

  • Develop and test your business continuity program. Develop and update a ‘Business Continuity Plan’. This documents critical business functions and identifies downtime, manual procedures to sustain critical business operations, even in a limited capacity, during these events. Maintaining these critical business functions (operations) requires continuity strategies and activities for alternate staffing and vendor redundancies.
  • Consider ‘Enterprise-as-a-System’ thinking. This approach links business functions to underlying IT to add ‘operational’ context to IT risks. It focuses on using risk management principles to build an in-depth understanding of complex interconnections between systems and how each influences enterprise risk.
  • Mature configuration management and vulnerability program execution. These common cybersecurity disciplines require significant operational discipline to deploy and sustain your cyber and IT ‘hygiene’. This review is focused on both quickly responding to risks and balancing inadvertently exposing the organization to new risks are core traits of an effective cyber program.

What to expect in the future?

While this situation and its impacts are still unfolding, it raises important questions and considerations for organizations to monitor:

  • Focus on how much trust we place on our technology vendors.
  • Reviews and tighter controls around how deeply we let vendors into our environment.
  • Potential legal ramifications when a trusted provider causes an outage. Further considerations for implications to parties who recommend specific technology products.

This article was written by Tauseef Ghazi, Robert Snodgrass, Daniel Gabriel and originally appeared on 2024-07-19. Reprinted with permission from RSM US LLP.
© 2024 RSM US LLP. All rights reserved. https://rsmus.com/insights/services/risk-fraud-cybersecurity/responding-to-the-crowdstrike-outage.html

RSM US LLP is a limited liability partnership and the U.S. member firm of RSM International, a global network of independent assurance, tax and consulting firms. The member firms of RSM International collaborate to provide services to global clients, but are separate and distinct legal entities that cannot obligate each other. Each member firm is responsible only for its own acts and omissions, and not those of any other party. Visit rsmus.com/about for more information regarding RSM US LLP and RSM International.

Brady Martz CEO Todd Van Dusen Recognized as Prairie Business Leaders & Legacies Recipient

Top 100 nationally ranked accounting and advisory services firm Brady Martz & Associates today announced that Chief Executive Officer (CEO) Todd Van Dusen has been recognized as a Leaders & Legacies award recipient by Prairie Business magazine. This award recognizes high-ranking executives in the Dakotas and western Minnesota for the exceptional accomplishments they have made in business whether in recent years (Leaders) or over a lifetime (Legacies).

“In his more than 30-year career with Brady Martz, Todd has been an outstanding service provider and has made an incredible impact within the Firm and on our team members while serving in various leadership roles,” Chief Operating Officer (COO) Stacy DuToit said. “Todd leads with a stewardship mindset and sets the same expectation for his peers. With that mindset, he has recognized the need to drive significant changes within Brady Martz and has taken steadfast action to execute that change. Under Todd’s leadership, the Firm has undergone governance changes, operational changes, made investments in advisory service offerings, and added multiple markets to our footprint.”

Van Dusen joined Brady Martz in January 1989 as an intern and then spent the next 20 years of his career in client service before moving into the Firm’s first full-time CEO role. During his tenure, he’s had the opportunity to work in various areas of the accounting industry such as audit, tax, and business valuation. Additionally, he’s served in several leadership roles including market segment lead for the Minot office and board member. Under Van Dusen’s leadership, Brady Martz has grown to over 400 team members, including more than 50 shareholders, and serves communities in North Dakota, Minnesota, and South Dakota. He is a member of the North Dakota CPA Society (NDCPAS), American Institute of Certified Public Accountants (AICPA), and Minot State University Alumni Association.

Earlier this year, Van Dusen announced his plan to step down as CEO effective October 1, 2024, at which time DuToit will assume the role.

Van Dusen shared his gratitude, saying, “I am deeply honored to be named a Leaders & Legacies award winner by Prairie Business magazine. This recognition is a testament to the hard work and dedication of the entire team at Brady Martz. Our commitment to excellence and our clients has always been our driving force. I am grateful for this acknowledgement and look forward to seeing our mission of making an impact on what matters most to our team members, clients, and communities continued.”

Founded in 1927, Brady Martz has been providing exceptional client service for nearly a century. Headquartered in Grand Forks, the firm has nine offices throughout North Dakota, Minnesota, and South Dakota. Brady Martz is proud to offer advisory, audit & assurance, and tax services to clients in a wide variety of industries.

Headlights Newsletter – Summer 2024

The latest issue of Headlights, a publication of the AutoCPA Group, is now available.

Please click here to access the newsletter.

Estate planning Q&A: Grantor Retained Annuity Trusts explained

ARTICLE | May 22, 2024

Authored by RSM US LLP

Do you have assets you expect to grow significantly? Leaving such assets in your estate to appreciate during your lifetime may increase your estate tax bill. However, if you have already utilized your current available lifetime gift tax exemption, making an outright transfer and triggering gift tax might not be the most desired option. A Grantor Retained Annuity Trust (GRAT) can be a valuable tool to address this. It allows you to transfer wealth to future generations while freezing the current value of the assets for tax purposes and using minimal lifetime gift tax exemption.

What is a GRAT?

A GRAT is an irrevocable trust that exists only for a specified period of time. You initially transfer assets to the GRAT and then receive annuity payments back for the term of the GRAT. For example, you transfer an asset worth $1 million to the GRAT. Over the term, the GRAT pays you $999,999 of annuity payments. This results in a $1 ‘taxable gift.’ If the assets appreciate more than the annuity payment back to you, the excess appreciation escapes your estate transfer tax free. If the $1 million of GRAT assets grows to $1.5 million during the term, that $500,000 of growth will pass to your beneficiaries free of estate and gift tax. At the end of the specified term, the GRAT terminates, and the remaining assets are transferred to the GRAT beneficiaries (typically a younger generation), either outright or in trust.

What are the requirements for establishing a GRAT?

  • The annuity payments must be:
    • Either a fixed dollar amount or a set percentage of the initial value of the transferred assets.
    • Paid to the grantor at least annually.
    • Payable for a fixed term (e.g., 2, 5, 10 years).
    • Made only to the grantor or grantor’s estate.
  • The annuity payments cannot:
    • Be prepaid by the GRAT.
    • Be paid via loans.
    • Increase more than 20% from the prior year’s payment.
  • After the initial GRAT funding, no additional contributions can be made.

What are the benefits of setting up a GRAT?

  • If the assets grow at a rate greater than the annuity rate specified by the IRS (the “hurdle rate” or “7520 rate”), that excess growth accrues to the beneficiaries transfer tax-free.
  • During the term of the GRAT, you are treated as the owner of the assets for income tax purposes. Thus, you are responsible for paying income tax on the GRAT income.  Paying income taxes on behalf of the GRAT is not considered an additional gift to the GRAT. The GRAT is able to grow without being reduced by the payment of income taxes, leaving more to pass to your beneficiaries.
  • Generally, GRATs can even hold shares in S corporations.

What are the potential downsides to setting up a GRAT?

  • If you die during the GRAT term, the assets go back to your estate, negating the transfer tax benefits.
  • If your assets don’t grow as much as expected (or even lose value), little or no assets may remain for the beneficiaries at the end of the GRAT term.
  • GRATs are generally not effective for transfers to grandchildren because the generation-skipping transfer (GST) tax rules may require you to use an excessive amount of GST exemption. Thus, GRAT assets are usually left to only children.  
  • When your beneficiaries inherit the assets, they inherit the original tax basis you had. This might not be ideal for assets with low basis, meaning the beneficiaries could owe more capital gains tax when they eventually sell.

Is a GRAT right for you?

GRATs can be a strategic way to transfer wealth to beneficiaries. However, the length of the GRAT term, the specific assets to be contributed to the GRAT, the beneficiaries of the GRAT and the IRS hurdle rate at the time the of the initial gift should all be carefully considered. The benefits and risks of a GRAT can vary greatly based on these factors and should always be adjusted for a grantor’s individual circumstances. By understanding the requirements, advantages, and potential downsides, you can make an informed decision about whether a GRAT is right for your estate planning needs. As always, consult with your RSM US tax advisor to tailor a strategy that best suits your situation and goals.


This article was written by Scott Filmore, Amber Waldman and originally appeared on 2024-05-22. Reprinted with permission from RSM US LLP.
© 2024 RSM US LLP. All rights reserved. https://rsmus.com/insights/tax-alerts/2024/grantor-retained-annuity-trusts-explained.html

RSM US LLP is a limited liability partnership and the U.S. member firm of RSM International, a global network of independent assurance, tax and consulting firms. The member firms of RSM International collaborate to provide services to global clients, but are separate and distinct legal entities that cannot obligate each other. Each member firm is responsible only for its own acts and omissions, and not those of any other party. Visit rsmus.com/about for more information regarding RSM US LLP and RSM International.

The information contained herein is general in nature and based on authorities that are subject to change. RSM US LLP guarantees neither the accuracy nor completeness of any information and is not responsible for any errors or omissions, or for results obtained by others as a result of reliance upon such information. RSM US LLP assumes no obligation to inform the reader of any changes in tax laws or other factors that could affect information contained herein. This publication does not, and is not intended to, provide legal, tax or accounting advice, and readers should consult their tax advisors concerning the application of tax laws to their particular situations. This analysis is not tax advice and is not intended or written to be used, and cannot be used, for purposes of avoiding tax penalties that may be imposed on any taxpayer.

Tax effects of cancellation of debt across different entities

ARTICLE | May 20, 2024

Authored by RSM US LLP

Executive summary: Introduction to CODI

Cancellation of Debt Income (“CODI”) can have significant tax implications for various entities, depending on their classification for federal income tax purposes, as well as their solvency and bankruptcy status. Understanding the tax treatment of CODI for partnerships, S corporations, and C corporations is vital for taxpayers to make well-informed decisions and optimize their tax positions. With analysis and illustrative examples, this article provides an introductory guide for navigating CODI in different entity structures.

General cancellation of debt provisions

CODI is a fundamental concept in federal tax law, wherein debtors recognize income when they settle their outstanding debt obligations for an amount less than the adjusted issue price (“AIP”). This principle was formally established in the landmark case Kirby Lumberand later codified in section 61(a)(11)by including CODI as a part of a taxpayer’s gross income. For instance, if a debtor owes $100 of debt but settles it for $60, the debtor generally recognizes $40 of CODI as taxable income.

Certain exclusions are provided, which allow CODI to be excluded from taxable income to the extent a debtor is insolvent.The amount excluded by reason of the insolvency exception cannot exceed the amount by which the taxpayer is insolvent immediately prior to the discharge.4

Example:

Debtor Corp. (D) has assets of $100 and liabilities of $150 (thus insolvent to $50). Creditor (C) cancels the indebtedness in exchange for D’s stock worth $100. D satisfied $100 of its debt with stock and had $50 forgiven. D has no taxable CODI because the amount forgiven ($50) does not exceed the amount by which D was insolvent ($50).

Another prominent exclusion is the bankruptcy exclusion, in which CODI is excluded if the discharge occurs in a “title 11 case.”The term “title 11 case” means a case under the Bankruptcy Code[1] if the taxpayer is under the jurisdiction of the court; and the discharge of indebtedness is granted by the court or pursuant to a plan approved by the court.Where a debt cancellation occurs during the bankruptcy process, but not pursuant to a plan approved/granted by the court, the bankruptcy exclusion does not apply.If the debt discharge occurs pursuant to a plan approved by the court, the level of insolvency of the debtor is irrelevant to the amount of the exclusion. In other words, the burden of proof is on the taxpayer to establish the amount of insolvency outside of a title 11 bankruptcy case.One benefit of a title 11 bankruptcy filing is the absence of the requirement for the taxpayer to establish the amount of insolvency.

Generally, where an exclusion (i.e., bankruptcy or insolvency) applies, tax attribute reduction is required under section 108(b), which provides mechanical ordering rules.10

Additionally, as a way to prevent debtors from avoiding CODI by transferring their indebtedness to related parties, the Code treats the acquisition of outstanding debt by a related person as if the debtor had acquired the debt.11 This means that if a party related to the debtor acquires the debtor’s debt at a discount, the debtor is deemed to have realized CODI.

Example:

X borrows $1,000 from a bank. If an entity related to X [as defined in section 108(e)(4)] acquires the debt from the bank for $900, X is treated as the purchaser of the debt and consequently, must recognize $100 of CODI.12

Partnerships

When a partnership’s debt is forgiven, the consequences are shaped by the interplay of general discharge of indebtedness principles and the rules governing allocation of partnership income and liabilities. For federal income tax purposes, partnerships pass through items of income, gain, deduction, loss, and credit to individual partners. Consequently, when income arises from the discharge of partnership indebtedness, such income is determined at the partnership level, and each partner is responsible for reporting their distributive share of the income on their own income tax returns. Such income is allocated in accordance with the partnership agreement and reflected on Schedules K-1 issued by the partnership to its partners.

The insolvency and bankruptcy exclusions are applied at the partner level and each partner’s individual situation determines eligibility to exclude CODI.13 As such, even in situations where the partnership itself is insolvent, the insolvency exclusion is unavailable to a partner to the extent that the partner is solvent. Likewise, a partner will generally only qualify for the bankruptcy exclusion if they are a party to the bankruptcy (or join in a bankruptcy filing with the partnership).14

Example:

A, B, and C are equal partners in XYZ LLP, a partnership for US federal tax purposes. XYZ LLP’s creditors forgave $300,000 of indebtedness creating CODI. A is insolvent by $150,000, B is insolvent by $100,000, and C is insolvent by $50,000. A and B can each exclude their $100,000 allocable amounts from income, while C can only exclude $50,000 and must include the remaining $50,000 in income.

This allocation of CODI impacts each partner’s basis in the partnership interest, effectively increasing it by the amount of their share of income.15 However, this increase in basis is generally, accompanied by an offsetting reduction due to the partnership tax rules treating a decrease in a partner’s share of partnership liabilities as a distribution of money.16 As a result, partners must include in their income their pro rata share of the discharged debt without enjoying a net basis increase that usually accompanies other types of partnership income.

Example:

A and B are equal partners in a partnership. $100,000 of the partnership’s outstanding debt is forgiven by their creditor without consideration in return. A and B separately report $50,000 as their distributive share of the CODI on their returns. Each partner adjusts their basis in the partnership interest by increasing it by $50,000 (i.e. the decrease in partners’ share of partnership liabilities). However, the reduction in each partner’s share of the liabilities is treated as a distribution of money. Consequently, both A and B must reduce their basis in the partnership by $50,000, resulting in no net basis increase despite the inclusion of the CODI in their taxable income.

As mentioned above, to the extent there is CODI excluded there are attribute reduction ordering rules that apply. In the case of partnerships, attribute reduction applies at the partner level based on the amount of excluded CODI and based on the partner’s tax attributes.

Example:

A and B are equal partners in a partnership. $100,000 of the partnership’s outstanding debt is forgiven by their creditor without consideration in return. A and B separately report $50,000 as their distributive share of the CODI on their returns. Each partner adjusts their basis in the partnership interest by increasing it by $50,000 (i.e. the decrease in partners’ share of partnership liabilities). However, the reduction in each partner’s share of the liabilities is treated as a distribution of money. Consequently, both A and B must reduce their basis in the partnership by $50,000, resulting in no net basis increase despite the inclusion of the CODI in their taxable income.

As mentioned above, to the extent there is CODI excluded there are attribute reduction ordering rules that apply. In the case of partnerships, attribute reduction applies at the partner level based on the amount of excluded CODI and based on the partner’s tax attributes.

S corporations

While S corporations are similar to partnerships in their flow-through nature, for purposes of CODI, the insolvency and bankruptcy exclusions are applied at the corporate level as opposed to the shareholder level. 17 Just as a partner in a partnership is entitled to deduct their share of the partnership’s losses, so too is the shareholder of an S corporation entitled to deduct their share of the corporate losses.18 In the S corporation context, losses are taken into account by the shareholder, but are generally limited to the shareholder’s basis in the stock or debt of the corporation. As such, a shareholder may have losses allocated in excess of basis which are suspended.19

Shareholders must carry forward their suspended losses, and since there is no carryover at the S corporation level, a special rule treats these suspended losses of the shareholder as deemed NOLs of the corporation for that tax year.20 As a result, the suspended losses are subject to reduction when CODI is excluded from income under the insolvency or bankruptcy exclusions.21

CODI that is taxable to the S corporation, increases the shareholders tax basis 22, and also increases the S corporation’s accumulated adjustments account (“AAA”)23. However, to the extent that CODI is excluded from the S corporation’s income because of its bankruptcy status or insolvency, the shareholders do not increase their basis for the excluded CODI.24

Example:

XYZ, an S corporation, has two shareholders, A and B, who each own 50%. XYZ incurred CODI of $600,000 and was fully solvent at the time of discharge but had no other income in the year of discharge. Both A and B have $100,000 of suspended losses from the prior tax year. Each A and B are allocated $300,000 of the CODI which increases their basis in the XYZ stock, thereby freeing up each of their $100,000 suspended losses. As such, after taking into account their suspended losses, A and B each have CODI of $200,000 includable in their gross income ($300,000 of CODI less $100,000 of suspended losses).

C corporations

C corporations recognize CODI at the corporate level, and is included in gross income, subject to specific exceptions. As mentioned above, Section 108(a) outlines circumstances under which CODI is excluded from a C corporation’s gross income and generally include discharge in a Title 11 bankruptcy and discharge when the corporation is insolvent.25 Again, while Section 108 allows for the exclusion of CODI, it generally comes at a cost by way of tax attribute reduction.26

The ordering rules generally provide reduction in the following order:

  1. Net Operating Losses (“NOL”)
  2. General Business Credits
  3. Minimum Tax Credits
  4. Capital Loss Carryovers
  5. Basis Reduction
  6. Passive Activity Loss and Credit Carryovers
  7. Foreign Tax Credit Carryovers

To the extent that any CODI remains after the attribute reduction is applied, it is essentially erased, something that practitioners have come to refer as “Black-hole Cancellation of Debt (COD) ”. By reducing tax attributes, to the extent they exist, the debtor is provided with a fresh start, but also facilitates an equitable tax deferral, rather than a permanent tax difference.

Example:

Debtor Corp. is insolvent by $75 and realizes $100 of CODI. $25 is taxable income and the remaining $75 is excluded from income according to section 108(a)(1)(B). If Debtor Corp. has $25 of NOL carryforwards into the year of discharge, and $25 tax basis in its assets and has no other attributes, it will reduce both the NOLs and tax basis to $0 and the remaining $25 is Black-hole COD.

Additionally, the attribute reduction, described above, occurs after determination of the debtor’s tax liability for the year of the debt discharge.27 This ordering rule can significantly impact a debtor corporation’s tax liability, particularly in instances of liquidating bankruptcies. When it is clear that a corporation will not become profitable even after its outstanding debt is reduced, the purpose of the bankruptcy process is then to ensure the orderly liquidation and distribution of the debtor’s assets to its creditors.28 A liquidating bankruptcy process often involve taxable sales of debtor assets under section 363 of the Bankruptcy Code, and also potential CODI.

Example:

Debtor Corp. is undergoing a liquidation in bankruptcy. At the time of liquidation, Debtor Corp. had assets, with a total fair market value of $10x and tax basis of $0x. Debtor Corp. also had $10x of NOL carryforwards from prior years. Debtor Corp. sells its assets to a Buyer in year 2 and distributes the proceeds to Creditor in partial repayment of its $100x loan. Debtor Corp. had no other items of income or loss. Debtor Corp. then legally liquidates.

Here Debtor Corp. will recognize a $10x gain on the sale of the assets, and likely recognizes $90x of CODI. The CODI would likely be excluded under section 108(a) and will reduce the $10x NOLs after the determination of the tax for the year of the discharge.29 As such the ordering rule will allow Debtor Corp. to use its NOLs to offset the gain on the sale, prior to the attribute reduction. Thus, when the attribute reduction is made, there are no attributes left to reduce and the entire $90x of CODI is Black-hole COD.

Consolidated Group Setting30

If a debtor corporation, that is a member of a consolidated group, recognizes CODI and excludes it from income under section 108(a), there are special rules regarding attribute reduction.31 The consolidated group’s tax attributes are generally subject to reduction, after reduction of the debtor’s own tax attributes, following a mechanical ordering rule. Additionally, in the consolidated context, there is a “tier-down” attribute reduction mechanism that applies to reduce the tax attributes of a lower-tier member in certain circumstances.32

For U.S. federal tax purposes, the exclusion of CODI under section 108(a) (i.e., bankruptcy, insolvency, etc.) does not apply to cancellation transactions between members of a consolidated group involving intercompany debt.33

The ultimate impact of debt workouts for a consolidated group are complex, and often can have odd results depending upon which a consolidated group member is the true debtor. Careful consultation and modeling from knowledgeable tax advisors is always recommended in these contexts.

Conclusion

The tax consequences of CODI are highly dependent on the entity’s classification, solvency, and bankruptcy status. Successfully navigating the complexities of CODI requires a thorough understanding of the tax implications specific to each entity type and the equity owners. Consulting with experienced tax advisors and legal professionals is critical in handling CODI and related tax matters effectively.


[1] Kirby Lumber v. United States, 284 U.S. 1 (1931).

[2] All section references are to the Internal Revenue Code of 1986 (the “Code”), as amended, or to underlying regulations.

[3] Section 108(a)(1)(B).

[4] Section 108(a)(3).

[5] Section 108(a)(1)(A).

[6] Title 11 U.S.C.

[7] Section 108(d)(2).

[8] For example, if during the bankruptcy proceedings, the debtor and creditor independently agree to a modification of the debt, or the debtor buys back its debt for stock at a discount, all without the court’s approval.

[9] Note that a Chapter 7 (liquidating) or Chapter 11 (reorganizing bankruptcy) are two examples of title 11 bankruptcies.

[10] The mechanics of the attribute reduction resulting from excluded CODI is beyond the scope of this article.

[11] Section 108(e)(4);. Reg. section 1.108-2.

[12] Timing of the acquisition of the debt when compared to the timing of becoming related is also relevant, for example:  Reg. section 1.108-2(c)(3) “a holder of indebtedness is treated as having acquired the indebtedness in anticipation of becoming related to the debtor if the holder acquired the indebtedness less than 6 months before the date the holder becomes related to the debtor.”

[13] Section 108(d)(6).

[14] Reg. section. 1.108-9(b); Note: There are Tax Court cases wherein a partner was permitted to exclude CODI, where the partnership was in bankruptcy, but the partner was not in their individual capacity, however the IRS has come out against these decisions in nonacquiescence in A.O.D. 2015-001. See e.g., Estate of Martinez v. Commissioner, T.C. Memo. 2004-150; Gracia v. Commissioner, T.C. Memo. 2004-147; Mirarchi v. Commissioner, T.C. Memo. 2004-148; and Price v. Commissioner, T.C. Memo. 2004-149 (essentially identical opinions for three partners in the partnership).

[15] Section 705.

[16] See Sections 752(b) and 733. Note however, that depending on the nature of the debt discharged, the basis decrease may differ from the increase pursuant to Section 705.

[17] Section 108(d)(7)(A).

[18] Section 1366(a)(1).

[19] Section 1366(d)(1); (d)(2).

[20] Section 108(d)(7)(B).

[21] Reg. section 1.108-7(d).

[22] Section 1367(a)(1)(A).

[23] Section 1368(e).

[24] Section 108(d)(7)(A).

[25] Note: also includes discharge of qualified farm indebtedness

[26] Section 108(b).

[27] Section 108(b)(4)(A).

[28] This process has various tax consequences, but for purposes of this article the discussion is limited to CODI.

[29] Section 108(b)(4)(A).

[30] A detailed discussion of the consolidated return rules regarding CODI is beyond the scope of this limited discussion.

[31] Reg. section. 1.1502-28.

[32] Reg. section. 1.1502-28(b).

[33] Reg. section. 1.1502-13(g)(4)(i)(C).


This article was written by Patrick Phillips, Nate Meyers and originally appeared on 2024-05-20. Reprinted with permission from RSM US LLP.
© 2024 RSM US LLP. All rights reserved. https://rsmus.com/insights/tax-alerts/2024/tax-effects-of-cancellation-of-debt-across-different-entities.html

RSM US LLP is a limited liability partnership and the U.S. member firm of RSM International, a global network of independent assurance, tax and consulting firms. The member firms of RSM International collaborate to provide services to global clients, but are separate and distinct legal entities that cannot obligate each other. Each member firm is responsible only for its own acts and omissions, and not those of any other party. Visit rsmus.com/about for more information regarding RSM US LLP and RSM International.

The information contained herein is general in nature and based on authorities that are subject to change. RSM US LLP guarantees neither the accuracy nor completeness of any information and is not responsible for any errors or omissions, or for results obtained by others as a result of reliance upon such information. RSM US LLP assumes no obligation to inform the reader of any changes in tax laws or other factors that could affect information contained herein. This publication does not, and is not intended to, provide legal, tax or accounting advice, and readers should consult their tax advisors concerning the application of tax laws to their particular situations. This analysis is not tax advice and is not intended or written to be used, and cannot be used, for purposes of avoiding tax penalties that may be imposed on any taxpayer.

Modified intercompany debt: is it still recognized as debt?

TAX ALERT | May 16, 2024

Authored by RSM US LLP

Executive summary: Navigating section 385: the impact on intercompany debt and equity reclassification

In the context of multinational companies using intercompany debt instruments to fund domestic subsidiaries, the economic crisis has created insolvency issues and liquidity concerns that has prompted companies to consider modifying these instruments. These modifications, however, raise the potential application of section 385 and the regulations thereunder issued in 2016, which can potentially reclassify debt as equity for U.S. tax purposes, and carries significant tax implications.

Below we will shed light on the risks of modifying intercompany debt instruments and the potential application of section 385. The case study presented reflects how debt restructuring and cross-border intercompany funding can lead to the reclassification of debt as equity for U.S. tax purposes. This highlights the need for careful compliance and risk management in such scenarios.


Background

Section 3851, provides broad authority to Treasury to issue regulations to determine whether an interest in a corporation is treated as stock or indebtedness. In April of 2016, Treasury ultimately used this authority to issue regulations2 that govern how certain debt instruments are treated for tax purposes when they are issued by a U.S. corporation to a related party. While the regulations were originally intended to prevent excessive borrowing by related parties in cross-border transactions, they also broadly apply to debt issued by U.S. corporations to related parties, regardless of whether the related party is domestic or foreign.3 These regulations apply when “covered debt instruments”, generally defined as certain4 debt instruments issued after April 4th, 2016, by certain5 “covered members”, are issued to a member of the “expanded group.”6

The general rule7 (“General Rule”) reclassifies a covered debt instrument as stock, in the following three transactions:

  • If the note is distributed, generally from a U.S. issuer to a foreign related party;
  • If the note is issued in exchange for “expanded group stock” (such as a section 304 cross-chain sale), other than in an “exempt exchange”; or
  • If the note is issued in an exchange for property in an asset reorganization, to the extent that, an expanded group shareholder receives the debt instrument with respect to its stock in the transferor corporation.

The regulations also apply to debt instruments issued in exchange for property that is treated as “funding” any of the three transactions described above, regardless of when issued (the “Funding Rule”). Another rule further expands application to covered debt instruments issued by a “funded member”8 during the period (“Per Se Period”) beginning 36 months before and ending 36 months after, the date of certain distributions or acquisitions (“Per Se Funding Rule”).9 Said differently, if a debt instrument is issued by a U.S. corporation to a related party, and then that related party makes a distribution within the Per Se Period, the debt instrument is subject to recharacterization.

For purposes of section 385, when a covered debt instrument is deemed exchanged for a modified covered debt instrument10, the modified covered debt instrument is treated as issued on the original issue date of the covered debt instrument. If, however, the modifications include: the substitution of an obligor, the addition or deletion of a co-obligor, or the material deferral of scheduled payments due; then the modified covered debt instrument is treated as issued on the date of the deemed exchange (i.e., the date of the modification).11 Notably, a material deferral of scheduled payments is generally understood to be a deferral of at least one payment outside of a “safe-harbor period.”12

In determining which amounts of a covered debt instrument are subject to recharacterization, there are various exclusions, exceptions and reductions available.13 The aggregate amount of any distributions or acquisitions made by a covered member is reduced by the covered member’s expanded group earnings account (“E&P Reduction”).14 This E&P Reduction does not apply to distributions or acquisitions that were made by a predecessor of the covered member.15 There is also an exception that applies to the first $50M16 of covered debt instruments issued by members of the issuer’s expanded group, meaning thatfirst $50M is not subject to recharacterization (the “Threshold Exception”).17

Case study

The following case study analyzes a series of transactions that illustrate the application of the rules described above.

Facts

Original Structure

Prior to the effective date of the regulations, a foreign parent corporation (Foreign Parent) wholly owned another foreign corporation (Foreign Sub 1) and a U.S. corporation (US Parent). US Parent filed a consolidated return with its wholly owned domestic subsidiary (US Sub). Foreign Sub 1 owned 55% of a foreign corporation (Foreign Sub 2). US Sub owned the remaining 45% of Foreign Sub 2 (all entities collectively are referred to as the “Group”).

Prior to the effective date of the Regulations, debt existed between US Parent, as the issuer, and Foreign Parent, as the holder, and consisted of two tranches of bona fide debt. Whether there is a non-tax business purpose for the lending or distributions is irrelevant for section 385 purposes and is thus not discussed here.

Tranche 1 has a principal amount of $100 million and was issued by US Parent to Foreign Parent on Jan. 1, 2016, for cash, with a maturity date of Jan. 1, 2021. Tranche 2 has a principal amount of $20 million and was issued by US Parent to Foreign Parent for cash on Jan. 1, 2017, with a maturity date of Jan. 1, 2022. US Parent has $100 million of earnings and profits (E&P) and Foreign Sub 2 has $150 million of E&P.

US Parent deducts the associated interest expense in the U.S., and Foreign Parent recognizes interest income in the relevant foreign tax jurisdiction. As Tranche 1 was issued prior to the effective date of the Regulations, it was respected as debt for U.S. federal income tax purposes.

Redemption Transaction

On Jan. 1, 2018, Foreign Sub 2 distributed $150 million to Foreign Sub 1 in complete redemption of its stock. Immediately after, Foreign Sub 2 made a check-the-box election to be treated as disregarded for U.S. federal income tax purposes (collectively, the Redemption Transaction).

Debt Restructuring

On Jan. 1, 2019, US Parent and Foreign Parent restructured the two tranches of debt into a single debt instrument (Restructured Debt) with a principal amount of $120 million and a maturity date of Jan. 1, 2026.

Analysis

Original Structure

As of Dec. 31, 2017, prior to the Redemption Transaction, the Group had $20 million of “covered debt instruments” as Tranche 2 was issued after April 4, 2016. At this point, there is no reclassification of any debt into stock.

Based on the ownership, US Parent is a “covered member” and the Group is an “expanded group” with each entity being a member. Interest payments are made by US Parent to Foreign Parent, which are deductible in the U.S. and included as income in the foreign country.

Redemption Transaction

The wide net of the Per Se Funding Rule likely treats the distribution of $150 million in redemption of Foreign Sub 2’s stock, as having been funded by US Parent with the covered debt instrument.

Mechanically, the Per Se Funding Rule applies because the covered debt instrument was issued within 36 months of the distribution, and Foreign Sub 2 made the distribution within 36 months of US Parent becoming the successor. Therefore, US Parent is treated as having funded the distribution in part, by the $20 million Tranche 2.

The $100 million Tranche 1, even though issued within 36 months, is not a covered debt instrument because it was issued prior to April 4, 2016.

Through the application of the Per Se Funding Rule, Tranche 2 is potentially subject to the application of the recharacterization rules under Reg. Sec. 1.368-3. However, as discussed above, the first $50 million is not subject to recharacterization and as such Tranche 2 will not be treated as stock by way of 385.

Debt Restructuring

Assuming the two tranches were combined, and the term extended via modifications of the original debt instruments, this would likely represent a significant modification for purposes of Reg. Sec. 1.1001-3. The extended term would constitute a “material deferral” in that the term is extended beyond the safe harbor period discussed above.18 Since there was a “material deferral”, Reg. sec. 1.385-3(b)(3)(iii)(E)(2) treats the Restructured Debt as having been reissued on the date of the modification (i.e., Jan. 1, 2019).

Therefore, the Restructured Debt is treated as having been issued within 36 months of the Redemption Transaction and is now subject to reclassification under the Per Se Funding Rule.

The aggregate adjusted issue price of the covered debt instruments held by all the members of the expanded group is $120M. However, under Reg. sec. 1.385-3(c)(4), the first $50 million is excluded from recharacterization. Therefore, as a result of the deemed reissuance, $70 million of the Restructured Debt is treated as stock for U.S. federal tax purposes.

As mentioned above, utilizing the E&P Reduction, the aggregate amount of any distributions or acquisitions made by a covered member is generally reduced by the covered member’s expanded group earnings account. In this instance, US Parent has $100 million in its expanded group earnings account. However, since the distribution was made prior to Foreign Sub 2’s joining of the U.S. consolidated group, that amount is unavailable to offset any amount of the distribution.

Conclusion

As a result of the Redemption Transaction and the Debt Restructuring, $70 million of the outstanding Restructured Debt amount is treated as stock for U.S. federal tax purposes. One result is that interest payments that relate to the reclassified $70 million are no longer deductible as interest expense for U.S. federal tax purposes.

Additionally, since payments made under the reclassified amount are treated as distributions on stock (and potentially dividends) for U.S. federal tax purposes, there may be withholding tax consequences that were not present prior to recharacterization. Moreover, since the recharacterization is solely for U.S. federal tax purposes, Foreign Parent will continue to have interest income in its home country without any offsetting interest expense in the U.S.

In terms of alleviating the disconformity between interest income and interest expense, the simplest solution, from a U.S. federal tax perspective, is likely a capitalization of the reclassified debt obligation into the US Parent. For U.S. federal tax purposes, this capitalization would potentially be a tax-deferred recapitalization transaction. However, for foreign purposes the contribution would be treated as a contribution of the note receivable into the US Parent, thus tying out the interest disconformity.

As demonstrated in the case study, practitioners need to be cautious when restructuring debt, particularly in the international context as a seemingly simple modification of an intercompany debt instrument could have major tax consequences.


1 All section references are to the Internal Revenue Code of 1986, as amended, or to underlying regulations.

2 See generally, Reg. Sec. 1.385-3; there are numerous important defined terms within these regulations and while this article refers to a few of them, readers should be aware that some definitions have been simplified herein for readability.

3 See 81 FR 20912.

4 Debt instruments that are not a qualified dealer debt instrument (as defined in paragraph Reg. Sec. 1.385-3(g)(3)(ii)) or an excluded statutory or regulatory debt instrument (as defined in paragraph (g)(3)(iii)).

5 Domestic members that are not an excepted regulated financial company (as defined in Reg. Sec. 1.385-3(g)(3)(iv)) or a regulated insurance company (as defined in paragraph (g)(3)(v)).

6 Generally, a group of corporations connected by 80% common ownership.

7 Reg. Sec. 1.385-3(b)(2).

8 A covered member that makes a distribution or acquisition under the Funding Rule.

9 Reg. Sec. 1.385-3(b)(3)(iii)(A).

10 See generally, Reg. Sec. 1.1001-3.

11 Reg. Sec. 1.385-3(b)(3)(iii)(E).

12 Reg. Sec. 1.1001-3(e)(3)(ii); The safe harbor period is either: five years for debt instruments with an original term of at least 10 years, or 50% of the term of debt instruments with an original term of less than ten years.

13 Note: for the limited illustrative purposes of this article, only the E&P Reduction and Threshold Exception are discussed.

14 Reg. Sec. 1.385-3(c)(3)(i)(A).

15 Reg. Sec. 1.385-3(c)(3)(iii).

16 That is, the aggregate adjusted issue price of the debts.

17 Reg. Sec. 1.385-3(c)(4).

18 In this case, the original terms of both instruments was five years, and combined the term is extended by at least 4 years. The safe harbor in this case, is 50% of five years so 2.5 years.


Source: RSM US LLP.
Reprinted with permission from RSM US LLP.
© 2024 RSM US LLP. All rights reserved. https://rsmus.com/insights/tax-alerts/2024/modified-intercompany-debt-is-it-still-recognized-as-debt.html

RSM US LLP is a limited liability partnership and the U.S. member firm of RSM International, a global network of independent assurance, tax and consulting firms. The member firms of RSM International collaborate to provide services to global clients, but are separate and distinct legal entities that cannot obligate each other. Each member firm is responsible only for its own acts and omissions, and not those of any other party. Visit rsmus.com/about for more information regarding RSM US LLP and RSM International.