Dentro de los aspectos claves en los cuales se enfoca la NIIF 18 están:

1. La estructura de los estados financieros, poniendo su principal foco en el Estado de Resultados;
2. Mejora la comparabilidad del rendimiento financiero entre entidades similares, especialmente en relación
   con la definición de la “utilidad o pérdida operativa”.
3. Introduce nuevos requerimientos de revelación en los estados financieros para las mediciones de
   rendimiento definidas por la gerencia;
4. Mejora los principios de agrupación y desagregación de partidas en los estados financieros y en las notas
   explicativas y;
5. Además de lo anterior pero no menos importante introduce cambios en la NIC 8 Políticas contables y cambios es estimaciones y errores, NIC 7, Estado de Flujo de Efectivo y en la NIC 33 Ganancias por Acción y en la NIC 34 Estados financieros intermedios.

La NIIF 18 no impactará para el reconocimiento o la medición de las partidas de los estados financieros, pues los criterios de reconocimiento y medición que se encuentran en otras NIIF no se modifican, pero con la aplicación de esta nueva norma se podría cambiar lo que una entidad reporta como “resultados operacionales” o “resultado de operación.” Es importante resaltar que los cambios en la presentación e información a revelar
exigidos por la NIIF 18 podrían generar cambios en los sistemas y procesos de las empresas, por lo que su
aplicación debe ser planeada y llevada con anticipación.

Cambios requeridos:
La NIIF 18 define una estructura para el estado de resultados, teniendo como objetivo reducir la diversidad en la
presentación del estado de resultados, dando así a los usuarios una herramienta para que mejoren su
comprensión de los mismos, y mejora en la comparación entre empresas del mismo sector.

Las compañías deberán clasificar los ingresos y los gastos de acuerdo con las siguientes categorías que define la
NIIF 18:

1. Categoría de Operación;
2. Categoría de Inversión;
3. Categoría de financiamiento;
4. Impuestos sobre las ganancias y;
5. Operaciones discontinuas.

Es importante resaltar que las compañías que invierten en activos como su actividad principal, algunos ingresos
y gastos que venían siendo clasificados como de inversión o financiamiento se presentaran en la categoría de operación, este es el caso específico de los bancos.

Categorías obligatorias:

Categoría de operación:

Esta categoría no tiene una definición en la NIIF 18 pero incluye todos los ingresos y gastos que no están
incluidos en otras categorías, es decir es una categoría residual, y agrupa el resultado de la actividad principal de la compañía.

Esto refleja la opinión del Consejo de que todos los ingresos y gastos incluidos en pérdidas y ganancias, que no estén relacionados con otra categoría, surgen de las operaciones de una entidad.

Categoría de Inversión:
En esta categoría se incluyen los resultados en compañías asociadas y negocios conjuntos, así como los
rendimientos en efectivo y equivalentes al efectivo y rendimiento de algunos activos que son independientes de
otros activos en gran medida.

En otros podemos encontrar acá:

1.  Inversiones en entidades asociadas y negocios conjuntos;
2. Otros activos que generan un rendimiento individual y en gran medida independiente de los demás recursos
   de la entidad.
3. Efectivo y equivalentes de efectivo.

Los ingresos y gastos generados por esos activos enumerados anteriormente deben clasificarse en la categoría de inversión como, por ejemplo:

1. Ingresos por intereses de inversiones en deuda;
2. Ingresos por dividendos de instrumentos de patrimonio;
3. Ingresos por alquileres y revalorización de propiedades de inversión;
4. Ingresos y gastos que surgen de la valoración inicial y posterior de los activos cómo, por ejemplo, pérdidas
   por deterioro y reversiones del mismo;
5. Ingresos en inversiones en asociadas y negocios conjuntos y;
6. Gastos incrementales directamente atribuibles a la adquisición y enajenación de los activos.

Categoría de financiamiento:

Para determinar qué ingresos y gastos clasificar en la categoría de financiación, la NIIF 18 exige que la entidad
distinga entre dos tipos de pasivos:

1. Pasivos que surgen de transacciones que implican únicamente la obtención de financiación; es decir aquellos
   en los cuales recibe financiación en forma de efectivo, o la extinción de un pasivo financiero, o la recepción de
   los instrumentos de patrimonio propio de la entidad y en una fecha posterior, devolverá a cambio efectivo o sus
   instrumentos de patrimonio propio.
2. Pasivos que surgen de transacciones que no implican únicamente la obtención de financiación; los requisitos
   para clasificar este tipo de pasivos tienen un enfoque más amplio; la norma proporciona los siguientes
   ejemplos:

• Acreedores por bienes y servicios con condiciones de pago ampliadas;
• Pasivos por contratos;
• Pasivos por arrendamiento;
• Pasivos por prestaciones definidas;
• Pasivos por desmantelamiento
• Provisiones para litigios.
•  

Impuestos sobre las ganancias:

La categoría de impuestos sobre las ganancias incluye los gastos e ingresos fiscales reconocidos en la cuenta de
pérdidas y ganancias en aplicación de la NIC 12 Impuesto sobre las ganancias, así como cualquier diferencia en
cambio realizada.

Actividades discontinuadas
La entidad debe clasificar en la categoría de actividades discontinuadas los ingresos y gastos de las actividades
discontinuadas, tal como exige la NIIF 5. Aunque esta categoría no da lugar a un subtotal requerido,
generalmente las entidades presentan el resultado antes de actividades discontinuadas como un subtotal
cuando es aplicable.

Subtotales:
La NIIF 18 exige la presentación de tres (3) subtotales específicos:

1. Utilidad o pérdida operativa;
2. Utilidad o pérdida del año y;
3. Utilidad o pérdida antes de financiamiento e impuesto a la renta.

A continuación, mostramos los modelos de estados de resultados propuestos por la NIIF 18:

Accountancy – an appealing asset

It’s not surprising that many PE investors view accountancy as a potentially lucrative investment. Accountancy
firms are solid, well-established operations at the heart of local business communities. They offer positive
cashflows, recurring revenues and low risk. As their role evolves from a technical one to something more
strategic and advisory, the sector may be significantly undervalued.

At the same time, the transformation of accountants into trusted business partners requires investment – in
talent, technology and potentially, acquisitions. The growth focus that PE investment brings can also create
opportunities for staff while also enhancing the service offering for clients.

Compromise is key

But for this to work, there needs to be an alignment of cultures and values. PE typically brings a commercial
mindset and expects fast returns. A five-to-seven year exit plan is not always compatible with the traditional
accountancy partnership model and its focus on long-term client relationships.

For a PE investment to work, both parties will have to move towards the middle. The key for accountancy firms
is to ensure an alignment on vision, timelines and leadership continuity before accepting PE investment. Saying
yes to PE capital suggests an acceptance of the need for faster and more focused growth, but that cannot come
at the expense of the values that brought success in the first place.

Consider the future

In the scheme of things, five, six or seven years is not a long time. After that, PE investors will be expecting a
significant return on investment, achieved through resale, IPO or management buyout.

In other words, things are going to change again. This can be positive, as the firm settles into a period of calm

consolidation after a period of accelerated PE-driven expansion. But you do need to think about what the post-
PE landscape might look like when you accept the investment in the first place.

In particular, how might the PE timeline affect long-term decision-making, partner succession and brand
sustainability? What is the plan for talent retention and service continuity at the end of the investment period?

Network challenges

For firms that are part of a global network like UHY, another consideration is the impact on cross-border
collaboration. When firms accept PE investment, the network needs to guard against any dilution of brand
identity or collaborative instinct. Dynamics around shared investments can also change and need to be carefully
managed.

UHY’s own member firm in the US has concluded a commercial agreement to take PE capital but as a founding
firm of the international network remains as committed to UHY now as it was 40 years ago, with values and
collaborative culture still a driving force for continued success. PE funding will add momentum to what is
already there. Nevertheless, networks like ours may need to develop clear policies on PE involvement to
maintain cohesion and ensure mutual benefit.

The right PE support can bring benefits

In many jurisdictions, non-accountants are restricted from owning equity in firms offering audit or other
regulated services. This can be addressed by ringfencing audit functions, using multi-disciplinary partnerships or
licensing brand/IP to an operating company. But firms must ensure that attracting PE will not breach
professional standards.

It is one more factor to consider before accepting PE investment. Private equity involvement brings major
change, and like all changes it needs to be carefully considered and meticulously planned. It is not something to
leap into without eyes wide open.

Nevertheless, sympathetic PE ownership can help firms invest for the future and take the step up from
technical services providers to trusted business partners. It is not for everyone, but PE is at least worth
considering if you are looking to accelerate the next stage of your business development journey.

CHANGE REQUIRES TRUST

The key to successful change is trust, the key to trust is communication, and the key to effective communication is clarity of purpose. 

• Articulate your goal

Change is disruptive. It will impact the working lives of your employees, and just the prospect of change can lead to confusion and anxiety. To counter that, explain in detail and well ahead of time what the purpose of the change is, and what it will mean for the business. Then dig deeper – articulate the benefits of the change at the department, team and individual level. Help colleagues to understand the benefits of a successful change and the positive impacts on them.

• Stress the importance of collective action

When change projects fail, it is often because employees do not have any immediate input into the change process. By contrast, when staff take ownership of change they are more likely to commit to its success. Stress the need for collective action, involve all relevant employees at the planning stage and then for the entirety of the change process, and give key members of staff specific roles and responsibilities.

• Invite debate

Not everyone will agree with what you want to do or how you intend to do it. You need to take these opinions on board. Discussion and debate is healthy, and may actually lead to a better project. Outside consultants can be helpful, but employees who have insider knowledge on specific obstacles to change in your organisation – and ideas on how to do things more effectively – are invaluable. Create project-specific communication channels and give your teams the opportunity to critique, debate and smooth the path to change.

• Keep talking

One mistake organisations often make is to offer opportunities for discussion and feedback at the start of a change management process, but not thereafter. By keeping the channels of communication open you are more likely to get early notice of upcoming roadblocks or growing staff frustration. People who have experienced the first phase of a large project will be in a better position to suggest ways of making the following phases flow more easily.

• Slice large projects into smaller chunks

Working towards a distant goal can be demoralising – so split projects into sections and bring goals forward. Large change projects may naturally divide into multiple phases with distinct milestones. Even if they don’t, create milestones with interim goals to your overall objective and celebrate the successful completion of each phase. When a milestone is reached, recognise the achievements of those who contributed.

• Accept setbacks

Inevitably, there will be challenges. When activities do not go to plan, accept it, learn from it and move on. Trying to hide challenges will only frustrate employees who are working valiantly to overcome them. Be transparent and open to fresh suggestions, whether a project is going smoothly or not.

• Be sensitive to changes in culture

Change can have a significant impact on the culture of an organisation and individual teams. It can make people uncomfortable and less responsive to the challenges ahead. Be aware and be ready to listen and respond if you detect a rise in tension or if an employee raises an issue that requires focused, positive action.

Change is a reality for businesses of all sizes, and how effective organisations are at managing it can make the difference between survival or decline. At UHY we try to embrace change in an open positive way, which means we can always be receptive to new methods of working – an approach that has served our member firms and their clients well.

STRONG, FOCUSED LEADERSHIP

None of this will happen without strong, focused leadership. It is up to your leadership team to create a culture of change that prioritises collaboration on the path to a common goal. Positive change is essential as firms evolve to meet new challenges and grasp new opportunities, so learning to manage change effectively is the key to future-proofing your business. 

CHANGE REQUIRES TRUST

The key to successful change is trust, the key to trust is communication, and the key to effective communication is clarity of purpose. 

• Articulate your goal

Change is disruptive. It will impact the working lives of your employees, and just the prospect of change can lead to confusion and anxiety. To counter that, explain in detail and well ahead of time what the purpose of the change is, and what it will mean for the business. Then dig deeper – articulate the benefits of the change at the department, team and individual level. Help colleagues to understand the benefits of a successful change and the positive impacts on them.

• Stress the importance of collective action

When change projects fail, it is often because employees do not have any immediate input into the change process. By contrast, when staff take ownership of change they are more likely to commit to its success. Stress the need for collective action, involve all relevant employees at the planning stage and then for the entirety of the change process, and give key members of staff specific roles and responsibilities.

• Invite debate

Not everyone will agree with what you want to do or how you intend to do it. You need to take these opinions on board. Discussion and debate is healthy, and may actually lead to a better project. Outside consultants can be helpful, but employees who have insider knowledge on specific obstacles to change in your organisation – and ideas on how to do things more effectively – are invaluable. Create project-specific communication channels and give your teams the opportunity to critique, debate and smooth the path to change.

• Keep talking

One mistake organisations often make is to offer opportunities for discussion and feedback at the start of a change management process, but not thereafter. By keeping the channels of communication open you are more likely to get early notice of upcoming roadblocks or growing staff frustration. People who have experienced the first phase of a large project will be in a better position to suggest ways of making the following phases flow more easily.

• Slice large projects into smaller chunks

Working towards a distant goal can be demoralising – so split projects into sections and bring goals forward. Large change projects may naturally divide into multiple phases with distinct milestones. Even if they don’t, create milestones with interim goals to your overall objective and celebrate the successful completion of each phase. When a milestone is reached, recognise the achievements of those who contributed.

• Accept setbacks

Inevitably, there will be challenges. When activities do not go to plan, accept it, learn from it and move on. Trying to hide challenges will only frustrate employees who are working valiantly to overcome them. Be transparent and open to fresh suggestions, whether a project is going smoothly or not.

• Be sensitive to changes in culture

Change can have a significant impact on the culture of an organisation and individual teams. It can make people uncomfortable and less responsive to the challenges ahead. Be aware and be ready to listen and respond if you detect a rise in tension or if an employee raises an issue that requires focused, positive action.

Change is a reality for businesses of all sizes, and how effective organisations are at managing it can make the difference between survival or decline. At UHY we try to embrace change in an open positive way, which means we can always be receptive to new methods of working – an approach that has served our member firms and their clients well.

STRONG, FOCUSED LEADERSHIP

None of this will happen without strong, focused leadership. It is up to your leadership team to create a culture of change that prioritises collaboration on the path to a common goal. Positive change is essential as firms evolve to meet new challenges and grasp new opportunities, so learning to manage change effectively is the key to future-proofing your business. 

A statement of our intent

Essentially, our new branding is a statement of intent. UHY is and always has been a collaborative network of
independent member firms. Our branding both develops and reflects that unity and makes the connection even
more 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, by
bringing all the myriad services and specialisms offered by UHY firms into a single accessible brand. It tells
clients they can expect the same high level of service and technical expertise wherever in the world they
engage a UHY member firm.

This unified brand approach gives a sense of quality and agility. Quality, because everyone in the organisation is
working towards the same goal, which is maximising efficiency around the network. Agility, because as one
unified organisation we are able to identify the relevant resources for every client and project quickly and
easily.

A single brand also gives clarity to clients. They can see that their relationship with a single UHY firm grants an
entry point into a deep global service offering. That includes all their accountancy, tax and financial compliance
needs 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 that
UHY firms in all countries are operating under our strict quality criteria. Our new branding cements UHY’s
position 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 their
own right, but they are also part of a wider organisation. If their clients need cross-border advice, or a more
specialised 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 relationships
combined with global reach – even more compelling.

Using our new brand guidelines, local teams will take ownership of that UHY vision, innovate with freedom and
speak with a single voice when it comes to identifying new clients and supporting existing ones. It tells those
clients 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 is
aware that they represent our brand in everything they do. Wherever they are, and whatever their particular
specialisms and areas of expertise, UHY members are brand ambassadors for the network as a whole. Using
brand 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 what
we do, how we do it and the difference we make to our clients. It sends a positive signal about UHY’s values
and ambitions for 2025 and beyond.