I remember 1986 well. It was the year Argentina won the World Cup and IBM released its first laptop. That yearalso marked a notable milestone for accountancy. An American firm in New York, Urbach, Kahn & Werlinformally joined forces with London-based firm Hacker Young to create an international association calledUrbach Hacker Young. UHY. Of course, I didn’t know that in 1986, but when I discovered UHY over 25 yearslater, I was impressed by what I found – so I joined. Forty years on from its transatlantic beginning, the business has grown into a worldwide network of like-minded accounting firms. I have been privileged in my role as UHY’s Executive Director, and now CEO, to witness how the network’s founding principles of integrity, trust and collaboration still drive its success today. Global expansion I joined in 2013 just three years away from its 30th anniversary, and an exciting time for the network. UHY hadrecently updated its brand, giving the blue logo some contemporary curves and emphasising not only individualand independent member firm identity but the international dimension too. Strategically it was a time of globalexpansion, and my job was to help the network enter new countries, finding the right firms with the rightservices in the right locations – and growing our membership of course. But that wasn’t all. I heard increasingly from our member firms that more centralised support from the networkwould be a significant way of enhancing their own marketing, particularly in getting across the internationalmessages that would boost their appeal to multinationals and local businesses looking to invest overseas. Member engagement Adopting a more centralised support model, we launched a revised webinar programme, enhanced memberfirm support materials and new members’ intranet portal to enable better communications and reporting.Alongside this we rolled out new global publications, a brand asset library and comprehensive sales tools. TheBoard noted a significant shift in partner perspectives, increasingly recognising marketing as strategically vitalfor their firms’ development and growth. Our smaller firms in particular benefited from central guidance andpromotional tools. By our 30th anniversary, the network was represented in 90 countries, our member firmsemploying over 7,000 professionals and staff. Our regional conferences that year were defined by celebration,optimism and the spirit of collaboration we had been building so enthusiastically. Burdens and blessings of lockdown None of us could have predicted a global pandemic. When countries went into lockdown in 2020, cross‐bordertrade stalled, entire industries were devastated, and our member firms and their clients found their day‐to‐dayoperations severely disrupted — in some cases confronting a threat to their very survival. Looking back, I’mboth humbled and proud of how our firms stepped forward and demonstrated real leadership during anexceptionally challenging period. Our offices across the world accelerated adoption of cloud-based accounting and communication methods tooffer remote business continuity to clients. They shared ideas and solutions. They adjusted policy and processto enable employees to work safely from home, supporting and motivating them, putting wellbeing at the topof the list. In turn, the UHY Board, and my team in the (virtual) UHY Executive Office adopted complementary measures:videoconferencing with Zoom and Teams for more intimate engagement; taking our regional conferences for2020 online to maintain networking and momentum; facilitating technical accounting updates to mitigateCovid-19 impacts on business timelines and deadlines, especially in audit and assurance. We learned so muchabout the power of collaboration in a client-centric culture. When borders reopened a new set of economic challenges emerged as nations counted the cost of downtimeand our profession found itself in demand as never before. UHY member firms have been able to play a big partin recovery and helping their clients to ‘turn the corner’. Reaching 40 The years since Covid have been marked by global economic and geopolitical uncertainty. It has never beenmore important for organisations to have trusted advisors they can turn to for help in navigating change. For2024 the Board was delighted to report record revenues and the highest levels of cross-border business in thehistory of UHY. The network grew again last year and in 2026, our anniversary year, I am sure we will continueto grow further, in testament to the effort of what is now a 10,000-strong network of talented people operatingunder the UHY brand around the world. The network is in great shape. Since October 2024 we have had a new global chairman and a new global brand.Both are pushing boundaries and leading UHY into a new era, fostering a uniquely collaborative culture under aunified flagship brand that preserves each firm’s independence while bringing everyone together under onevisual identity. I have had the honour and pleasure of working with six UHY chairmen who have expertly steered the networkto where we are today. Our current Chair, Roberto Macho, is no stranger to UHY, being one of the longestserving board members and an early member of the fledgling network all those years ago. With Roberto’sleadership, a committed Board and an engaged membership, the future looks bright. So, we proudly celebrate the network’s legacy, strengths and successes. In 1986 UHY International waslaunched in New York in October, and we will mark the moment at our own Annual Conference in Atlanta,Georgia, USA, this October. In our 40th year, let the party begin! Autor Rhys Madoc – Chief Executive Officer UHY International

Your brand is fundamental to the success of your business. It is the personality of your organisation, the wayyou stand out from the crowd, the vision and the promise you present to the world. Every organisation, fromCoca-Cola to your local supermarket, needs a positive and recognisable brand identity. That is just as true for businesses that serve other businesses (B2B) as it is for those that serve consumers. Itwas the recognition of the importance of a strong, modern looking visual identity that led to UHY Internationalspending so much time recently on developing the fresh new UHY branding that we have today.  You will notice the difference immediately on our website, logo, social media and more generally in the way weexpress ourselves online and in print, but the changes go deeper than that A statement of our intent Essentially, our new branding is a statement of intent. UHY is and always has been a collaborative network ofindependent member firms. Our branding both develops and reflects that unity and makes the connection evenmore obvious, to our customers, our people and our partners. This unified approach adds to the sense of a network that works seamlessly to solve our clients’ challenges, bybringing all the myriad services and specialisms offered by UHY firms into a single accessible brand. It tellsclients they can expect the same high level of service and technical expertise wherever in the world theyengage a UHY member firm. This unified brand approach gives a sense of quality and agility. Quality, because everyone in the organisation isworking towards the same goal, which is maximising efficiency around the network. Agility, because as oneunified organisation we are able to identify the relevant resources for every client and project quickly andeasily. A single brand also gives clarity to clients. They can see that their relationship with a single UHY firm grants anentry point into a deep global service offering. That includes all their accountancy, tax and financial complianceneeds and a range of specialised services around business advisory, cybersecurity and more. Most of all, it gives them reassurance when they access to our range of sophisticated cross-border services thatUHY firms in all countries are operating under our strict quality criteria. Our new branding cements UHY’sposition as a trusted advisor in all aspects of business activity, domestically and internationally. A sense of belonging A fresh, unifying brand also gives our global offices a sense of belonging. They are independent firms in theirown right, but they are also part of a wider organisation. If their clients need cross-border advice, or a morespecialised service, UHY firms know they can tap into a global network of expertise and experience. Again, that has always been true, but our new branding makes UHY’s fundamental USP – local relationshipscombined with global reach – even more compelling. Using our new brand guidelines, local teams will take ownership of that UHY vision, innovate with freedom andspeak with a single voice when it comes to identifying new clients and supporting existing ones. It tells thoseclients that UHY can meet their needs today and in the future, wherever their ambition and talents take them. Those are considerable benefits, but a strong brand also comes with responsibilities. Every UHY colleague isaware that they represent our brand in everything they do. Wherever they are, and whatever their particularspecialisms and areas of expertise, UHY members are brand ambassadors for the network as a whole. Usingbrand guidelines properly and consistently plays an important role in this. A lot of thought and planning has gone into the new brand. It gives a clear and appealing message about whatwe do, how we do it and the difference we make to our clients. It sends a positive signal about UHY’s valuesand ambitions for 2025 and beyond. Autor Rhys Madoc – Chief Executive Officer UHY International

¿Sabías que un análisis a tiempo de tus precios de transferencia puede salvar tu cierre fiscal? Durante los últimos años, evaluar la realidad económica de los contribuyentes de renta que pertenecen alrégimen de Precios de Transferencia en Colombia antes del cierre del año calendario, está tomando másacogida. Estos análisis previos al 31 de diciembre, permiten evidenciar posiciones riesgosas que puedan afectar nosolamente el impuesto de renta sino también la provisión de renta incluida en los Estados Financieros. Ahora bien, es importante tener en consideración que los resultados negativos a nivel operativo para lacompañía o los indicadores de rentabilidad cercanos a 0%, no indican como tal que se debe realizar un ajusteen la contabilidad o en la declaración de renta. Antes de tomar medidas apresuradas, vale la pena analizar losresultados obtenidos, incluyendo entre otras, las siguientes consideraciones: Confirmar si la compañía se vio afectada por situaciones coyunturales ajenas al desarrollo de su objetosocial y cuantificarlas. Analizar si estas situaciones coyunturales impactaron la industria en la que se desempeña la compañía anivel local, regional o mundial. Verificar si en el tiempo restante del año, es posible incrementar la rentabilidad de la compañía. Comprobar si los registros contables de la compañía son los más acertados o si es necesario reclasificaralgunas partidas; Esta validación puede mitigar potenciales re – expresiones en los Estados Financieros. ¿Es posible que el Grupo Multinacional haya realizado alguna re – estructuración al interior, de modo tal,que la compañía colombiana se haya visto afectada materialmente?. En comparación con años anteriores, ¿La Compañía realizó cambios significativos en la forma comodesarrolló sus actividades? En este sentido, un oportuno y adecuado análisis desde la perspectiva de Precios de Transferencia proporcionaa la compañía: Mayor certeza en el cierre contable. Una visión más clara de los efectos fiscales de las operaciones controladas en el cierre fiscal. Avance significativo en el análisis de las obligaciones sustanciales y formales de Precios de Transferencia. Por estas razones, es clave realizar estos análisis antes de fin de año. En caso de que no sea posible,recomendamos realizarlos antes del cierre de los Estados Financieros o, en última instancia, antes de presentarla declaración de renta y complementarios. Autor Néstor Melo – Transfer Pricing Manager UHY Colombia