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Transferable energy tax credits would require registration, valid election under IRS proposed rules

08.16.23

Read this if you are a renewable energy company.

The IRS on June 14 issued proposed regulations that would set out procedures and rules for eligible taxpayers to transfer or sell clean energy tax credits under the Inflation Reduction Act (IRA) of 2022.

The proposed regulations outline a required IRS pre-registration process for transferring credits and address the requirements for eligible credit transfers and making a valid election to transfer credits, among other rules.

Concurrently issued temporary regulations on the registration process require taxpayers planning to transfer credits to register through an IRS electronic portal before filing the return on which they make an election to transfer credits under Section 6418. The required pre-registration process applies to taxpayers electing to transfer credits and to entities electing direct payment. Elective payment—available for applicable taxpayers (generally tax-exempt entities)—allows for direct pay in lieu of a credit; separate proposed rules address elective payment guidance.

The IRA's transferable credit provisions are intended to simplify project structuring in comparison to traditional tax-equity. In addition, the transferable credits create a more efficient market for the utilization of available tax credits. Prior to the IRA, tax-equity was a limited option to many developers given the expense and complexity associated with setting up a tax-equity structure.

For credit sellers, the IRA’s new transferable credit market democratizes access to capital needed to successfully finance a project. For credit buyers, the transferable credit market creates an opportunity to provide needed capital to a renewable based project in exchange for discounted tax credits. For example, a $100 million tax credit transferred at $0.92 per $1.00 of value provides $92 million of capital to a developer and $8 million of cash tax savings to a buyer—barring transaction costs and attribute usage limitations.

Eligible credit transfers

The proposed rules would permit eligible taxpayers to make an election in a tax year to transfer to another taxpayer any specified portion of an eligible credit with respect to eligible credit property held by the transferring taxpayer. Eligible taxpayers are generally those that do not qualify as applicable taxpayers for elective payment under Section 6417.

“Eligible credit” is defined in Section 6418 and includes 11 listed credits. The proposed regulations would specify that the entire amount of any eligible credit is separately determined with respect to each of a taxpayer’s single eligible credit properties and would include bonus credit amounts for each property. Special rules would apply for specific eligible credits, including:

  • Section 45 credit—taxpayers would have to register and make elections on a facility-by-facility basis, with “facility” meaning a qualified facility under Section 45(d).
  • Section 45X credit—taxpayers would have to register and make elections on a facility-by-facility basis, with “facility” meaning one that produces eligible components under Section 45X and Section 48C guidance.
  • Section 45Z credit—taxpayers would have to register and make elections on a facility-by-facility basis, with “facility” meaning a qualified facility under Section 45Z(d)(4).
  • Section 48 credit—taxpayers would have to register and make elections on a property-by-property basis, with “property” meaning an energy property (generally including all functionally interdependent property components).

For purposes of the requirement under Section 6418 that the portion of the transferred credit be specified, the proposed regulations would define “specified credit portion.” The term would generally mean a proportionate share of an entire eligible credit determined with respect to an eligible credit property that the taxpayer specifies in a transfer election. The specified credit portion also would be required to reflect a proportionate share of bonus credit amounts taken into account in calculating the amount of the credit.

Consideration paid by a transferee taxpayer to an eligible taxpayer for the transfer of an eligible credit must be “paid in cash” under Section 6418(b). The proposed regulations define “paid in cash” as a payment made in US dollars—which may be made by cash, check, cashier’s check, money order, wire transfer, ACH transfer, or other bank transfer of immediately available funds. In addition, the rules provide that a contractual commitment to purchase eligible credits in advance of the date a specified credit portion is transferred would satisfy the “paid in cash” requirement, as long as the cash payments are made within the time period prescribed in the regulations.

Transfer election rules

The proposed regulations set out requirements for making transfer elections, including the manner and due date for elections, when elections can and cannot be made, and other clarifications.

Under the proposed rules, there would be no limit on the number of transfer elections—or transferee taxpayers to which an eligible taxpayer can make a transfer election—as long as the transfer of a specified credit portion does not exceed the eligible credit to be transferred.

Rules would apply with respect to how specific entities make elections:

  • Disregarded entities—an eligible taxpayer holding the disregarded entity makes the transfer election.
  • Consolidated groups—each eligible member of the consolidated group makes the transfer election.
  • Partnerships and S corporations—the partnership or S corporation, not the partners of shareholders, makes the transfer election with respect to any eligible credit property held directly by the partnership of S corporation.

The proposed regulations would generally require eligible taxpayers to make an election to transfer a specified credit portion on the basis of a single eligible credit property. The proportionate share is the proportionate share of each bonus credit amount that is taken into account in calculating the entire amount of the eligible credit. However, the IRS requests comments on whether to adopt a grouping rule that would allow taxpayers to make an election with respect to certain groups of eligible credit properties.

The rules would set out specific requirements for making valid transfer elections, including, for instance, properly completing a relevant source credit form for the eligible credit, properly completing Form 3800 with a registration number, and attaching a schedule to Form 3800 showing the amount of eligible credit transferred.

There is also a requirement for a “transfer election statement,” a written document describing the transfer of a specified credit portion. Such statements would need to provide specified information, including a statement from the eligible taxpayer that it has provided the required minimum documentation to the transferee taxpayer. The proposed rules further specify timing for completing the transfer election statement. Both the transferor and transferee taxpayers generally must attach the transfer election statement to their returns.

With respect to the transferee taxpayer’s treatment of an eligible credit, the proposed regulations specify that there is no gross income to a transferee taxpayer when claiming an eligible credit if the amount paid for the credit is less than the amount of the eligible credit transferred and claimed.

The proposed rules also include guidance on limitations on the transfer election, determining the eligible credit with respect to investment credit property held by a transferor partnership or S corporation, and the treatment of payments made in connection with transfers.

Prefiling registration

Before filing the return on which a transfer election is made, the proposed regulations would require eligible taxpayers to register and provide information on each eligible credit property for which the taxpayer intends to transfer a specified credit portion.

The registration would have to be completed electronically through an IRS portal. Taxpayers would have to register and receive their registration number before making a transfer election. Registration numbers would be required for each eligible credit property with respect to which a transfer election of a specified credit portion is made. The registration process would require specific information, such as the location of eligible credit properties, supporting documentation, and beginning construction and placed in service dates.

Registration numbers, once obtained, would be valid only for the tax year for which they were obtained. However, it would be possible to renew the registration numbers. The taxpayer must include the registration number on their return for the tax year for the election to be effective. If the facts change with respect to an already registered eligible credit property, the eligible taxpayer would be required to amend the registration.

Other special rules

The proposed regulations would make several other clarifications, including:

  • For purposes of determining if the reasonable cause exception applies for the 20% penalty related to an excessive credit transfer, reasonable cause generally would be determined based on all the facts and circumstances—with specific factors enumerated in the rules.
  • For calculating whether there was an excessive credit transfer and its amount, all transferee taxpayers would be considered one transferee.
  • There is no prohibition against an eligible taxpayer and a transferee taxpayer contracting between themselves to indemnify the transferee taxpayer in the event of a recapture.
  • In the event of a recapture event, the eligible taxpayer would be required to give notice to the transferee taxpayer.

What’s next for transferable tax credits

Many taxpayers and clean energy developers are expected to benefit from the IRA’s transferable credit provisions. Despite these advances, to help ensure a successful credit transfer transaction, it is important to remember the importance of thorough due diligence, documentation, reporting, and seeking appropriate professional advice.

Key takeaways

  • The tax benefit of an eligible credit purchased by the buyer for less than face value is excluded from gross income.
  • Treatment of transaction costs borne by the eligible taxpayer or transferee taxpayer were not addressed in the proposed regulations.
  • The transferee taxpayer will take the eligible credit into the tax year that ends with or after the tax year of the eligible taxpayer.
  • Based on a transferee taxpayer’s circumstances, the amount of the eligible credit allowed to be claimed under other sections may be limited by the Section 38 general business credit or Section 469 passive activity rules.
  • A three-year carryback period is provided under the proposed regulations for certain eligible credits.

Written by Gabe Rubio, Drew Norris, and Jesse Tsai. Copyright © 2023 BDO USA, P.A. All rights reserved. www.bdo.com

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  • Kathy Parker
    Principal
    Family Office, Real Estate, Renewable Energy, Technology
    T 857.255.2035

In a closely held business, ownership always means far more than business value. Valuing your business will put a dollar figure on your business (and with any luck, it might even be accurate!). However, ownership of a business is about much more than the “number.” To many of our clients, ownership is about identity, personal fulfillment, developing a legacy, funding their lifestyle, and much more. What does business ownership mean to you? In our final article in this series, we are going to look at questions around what ownership means to different people, explore how to increase business value and liquidity, and discuss the decision of whether to grow your business or exit—and which liquidity options are available for each path. 

While it may seem counterintuitive, we find that it is best to delay the decision to grow or exit until the very end of the value acceleration process. After identifying and implementing business improvement and de-risking projects in the Discover stage and the Prepare stage (see below), people may find themselves more open to the idea of keeping their business and using that business to build liquidity while they explore other options. 

Once people have completed the Discover and Prepare stages and are ready to decide whether to exit or grow their business, we frame the conversation around personal and business readiness. Many personal readiness factors relate to what ownership means to each client. In this process, clients ask themselves the following questions:

  • Am I ready to not be in charge?
  • Am I ready to not be identified as the business?
  • Do I have a plan for what comes next?
  • Do I have the resources to fund what’s next? 
  • Have I communicated my plan?

On the business end, readiness topics include the following:

  • Is the team in place to carry on without me?
  • Do all employees know their role?
  • Does the team know the strategic plan?
  • Have we minimized risk? 
  • Have I communicated my plan?

Whether you choose to grow your business or exit it, you have various liquidity options to choose from. Liquidity options if you keep your business include 401(k) profit sharing, distributions, bonuses, and dividend recapitalization. Alternatively, liquidity options if you choose to exit your business include selling to strategic buyers, ESOPs, private equity firms, management, or family. 

When it comes to liquidity, there are several other topics clients are curious about. One of these topics is the use of earn-outs in the sale of a business. In an earn-out, a portion of the price of the business is suspended, contingent on business performance. The “short and sweet” on this topic is that we typically find them to be most effective over a two- to three-year time period. When selecting a metric to base the earn-out on (such as revenue, profit, or customer retention), consider what is in your control. Will the new owner change the capital structure or cost structure in a way that reduces income? Further, if the planned liquidity event involves merging your company into another company, specify how costs will be allocated for earn-out purposes. 

Rollover equity (receiving equity in the acquiring company as part of the deal structure) and the use of warrants/synthetic equity (incentives tied to increases in stock price) is another area in which we receive many questions from clients. Some key considerations:

  • Make sure you know how you will turn your rollover equity into cash.
  • Understand potential dilution of your rollover equity if the acquiring company continues to acquire other targets. 
  • Make sure the percentage of equity relative to total deal consideration is reasonable.
  • Seller financing typically has lower interest rates and favorable terms, so warrants are often attached to compensate the seller. 
  • Warrants are subject to capital gains tax while synthetic equity is typically ordinary income. As a result, warrants often have lower tax consequences.
  • Synthetic equity may work well for long-term incentive plans and for management buyouts. 

We have found that through the value acceleration process, clients are able to increase business value and liquidity, giving them control over how they spend their time and resources.

If you are interested in learning more about value acceleration, please contact the business valuation services team. We would be happy to meet with you, answer any questions you may have, and provide you with information on upcoming value acceleration presentations. 

Article
Decide: Value acceleration series part five (of five)

So far in our value acceleration article series, we have talked about increasing the value of your business and building liquidity into your life starting with taking inventory of where you are at and aligning values, reducing risk, and increasing intangible value.

In this article, we are going to focus on planning and execution. How these action items are introduced and executed may be just as important as the action items themselves. We still need to protect value before we can help it grow. Let’s say you had a plan, a good plan, to sell your business and start a new one. Maybe a bed-and-breakfast on the coast? You’ve earmarked the 70% in cash proceeds to bolster your retirement accounts. The remaining 30% was designed to generate cash for the down payment on the bed-and-breakfast. And it is stuck in escrow or, worse yet, tied to an earn-out. Now, the waiting begins. When do you get to move on to the next phase? After all that hard work in the value acceleration process, you still didn’t get where you wanted to go. What went wrong?

Many business owners stumble at the end because they lack a master plan that incorporates their business action items and personal action items. Planning and execution in the value acceleration process was the focus of our conversation with a group of business owners and advisors on Thursday, April 11th.

Business valuation master plan steps to take

A master plan should include both business actions and personal actions. We uncovered a number of points that resonated with business owners in the room. Almost every business owner has some sort of action item related to employees, whether it’s hiring new employees, advancing employees into new roles, or helping employees succeed in their current roles. A review of financial practices may also benefit many businesses. For example, by revisiting variable vs. fixed costs, companies may improve their bidding process and enhance profitability. 

Master plan business improvement action items:

  • Customer diversification and contract implementation
  • Inventory management
  • Use of relevant metrics and dashboards
  • Financial history and projections
  • Systems and process refinement

A comprehensive master plan should also include personal action items. Personal goals and objectives play a huge role in the actions taken by a business. As with the hypothetical bed-and-breakfast example, personal goals may influence your exit options and the selected deal structure. 

Master plan personal action items:

  •  Family involvement in the business
  •  Needs vs. wants
  •  Development of an advisory team
  •  Life after planning

A master plan incorporates all of the previously identified action items into an implementation timeline. Each master plan is different and reflects the underlying realities of the specific business. However, a practical framework to use as guidance is presented below.

The value acceleration process requires critical thinking and hard work. Just as important as identifying action items is creating a process to execute them effectively. Through proper planning and execution, we help our clients not only become wealthier but to use their wealth to better their lives. 

If you are interested in learning more about value acceleration, please contact the business valuation services team. We would be happy to meet with you, answer any questions you may have, and provide you with information on upcoming value acceleration presentations. 

Article
Planning and execution: Value acceleration series part four (of five)

What are the top three areas of improvement right now for your business? In this third article of our series, we will focus on how to increase business value by aligning values, decreasing risk, and improving what we call the “four C’s”: human capital, structural capital, social capital, and consumer capital.

To back up for a minute, value acceleration is the process of helping clients increase the value of their business and build liquidity into their lives. Previously, we looked at the Discover stage, in which business owners take inventory of their personal, financial, and business goals and assemble information into a prioritized action plan. Here, we are going to focus on the Prepare stage of the value acceleration process.

Aligning values may sound like an abstract concept, but it has a real world impact on business performance and profitability. For example, if a business has multiple owners with different future plans, the company can be pulled in two competing directions. Another example of poor alignment would be if a shareholder’s business plans (such as expanding the asset base to drive revenue) compete with personal plans (such as pulling money out of the business to fund retirement). Friction creates problems. The first step in the Prepare stage is therefore to reduce friction by aligning values.

Reducing risk

Personal risk creates business risk, and business risk creates personal risk. For example, if a business owner suddenly needs cash to fund unexpected medical bills, planned business expansion may be delayed to provide liquidity to the owner. If a key employee unexpectedly quits, the business owner may have to carve time away from their personal life to juggle new responsibilities. 

Business owners should therefore seek to reduce risk in their personal lives, (e.g., life insurance, use of wills, time management planning) and in their business, (e.g., employee contracts, customer contracts, supplier and customer diversification).

Intangible value and the four C's

Now more than ever, the value of a business is driven by intangible value rather than tangible asset value. One study found that intangible asset value made up 87% of S&P 500 market value in 2015 (up from 17% in 1975). Therefore, we look at how to increase business value by increasing intangible asset value and, specifically, the four C’s of intangible asset value: human capital, structural capital, social capital, and consumer capital. 

Here are two ways you can increase intangible asset value. First of all, do a cost-benefit analysis before implementing any strategies to boost intangible asset value. Second, to avoid employee burnout, break planned improvements into 90-day increments with specific targets.

At BerryDunn, we often diagram company performance on the underlying drivers of the 4 C’s (below). We use this tool to identify and assess the areas for greatest potential improvements:

By aligning values, decreasing risk, and improving the four C’s, business owners can achieve a spike in cash flow and business value, and obtain liquidity to fund their plans outside of their business.

If you are interested in learning more about value acceleration, please contact the business valuation services team. We would be happy to meet with you, answer any questions you may have, and provide you with information on upcoming value acceleration presentations.

Article
The four C's: Value acceleration series part three (of five)

This is our second of five articles addressing the many aspects of business valuation. In the first article, we presented an overview of the three stages of the value acceleration process (Discover, Prepare, and Decide). In this article we are going to look more closely at the Discover stage of the process.

In the Discover stage, business owners take inventory of their personal, financial, and business goals, noting ways to increase alignment and reduce risk. The objective of the Discover stage is to gather data and assemble information into a prioritized action plan, using the following general framework.

Every client we have talked to so far has plans and priorities outside of their business. Accordingly, the first topic in the Discover stage is to explore your personal plans and how they may affect business goals and operations. What do you want to do next in your personal life? How will you get it done?

Another area to explore is your personal financial plan, and how this interacts with your personal goals and business plans. What do you currently have? How much do you need to fund your other goals?

The third leg of the value acceleration “three-legged stool” is business goals. How much can the business contribute to your other goals? How much do you need from your business? What are the strengths and weaknesses of your business? How do these compare to other businesses? How can business value be enhanced? A business valuation can help you to answer these questions.

A business valuation can clarify the standing of your business regarding the qualities buyers find attractive. Relevant business attractiveness factors include the following:

  • Market factors, such as barriers to entry, competitive advantages, market leadership, economic prosperity, and market growth
  • Forecast factors, such as potential profit and revenue growth, revenue stream predictability, and whether or not revenue comes from recurring sources
  • Business factors, such as years of operation, management strength, customer loyalty, branding, customer database, intellectual property/technology, staff contracts, location, business owner reliance, marketing systems, and business systems

Your company’s performance in these areas may lead to a gap between what your business is worth and what it could be worth. Armed with the information from this assessment, you can prepare a plan to address this “value gap” and look toward your plans for the future.

If you are interested in learning more about value acceleration, please contact the business valuation services team. We would be happy to meet with you, answer any questions you may have, and provide you with information on upcoming value acceleration presentations.

Next up in our value acceleration series is all about what we call the four C's of the value acceleration process. 

Article
The discover stage: Value acceleration series part two (of five)

This is the first article in our five-article series that reviews the art and science of business valuation. The series is based on an in-person program we offer from time to time.  

Did you know that just 12 months after selling, three out of four business owners surveyed “profoundly regretted” their decision? Situations like these highlight the importance of the value acceleration process, which focuses on increasing value and aligning business, personal, and financial goals. Through this process, business owners will be better prepared for business transitions, and therefore be significantly more satisfied with their decisions.

Here is a high-level overview of the value acceleration process. This process has three stages, diagrammed here:

The Discover stage is also called the “triggering event.” This is where business owners take inventory of their situation, focusing on risk reduction and alignment of their business, personal, and financial goals. The information gleaned in this stage is then compiled into a prioritized action plan utilized in future stages.

In the Prepare stage, business owners follow through on business improvement and personal/financial planning action items formed in the discover stage. Examples of action items include the following:

  • Addressing weaknesses identified in the Discover stage, in the business, or in personal financial planning
  • Protecting value through planning documents and making sure appropriate insurance is in place
  • Analyzing and prioritizing projects to improve the value of the business, as identified in Discover stage
  • Developing strategies to increase liquidity and retirement savings

The last stage in the process is the Decide stage. At this point, business owners choose between continuing to drive additional value into the business or to sell it.

Through the value acceleration process, we help business owners build value into their businesses and liquidity into their lives.

If you are interested in learning more about value acceleration, please contact the business valuation services team. We would be happy to meet with you, answer any questions you may have, and provide you with information on upcoming value acceleration presentations.

Read more! In our next installment of the value acceleration blog series, we cover the Discover stage.

Article
The process: Value acceleration series part one (of five)

Editor’s note: read this if you are a Maine business owner or officer.

New state law aligns with federal rules for partnership audits

On June 18, 2019, the State of Maine enacted Legislative Document 1819, House Paper 1296, An Act to Harmonize State Income Tax Law and the Centralized Partnership Audit Rules of the Federal Internal Revenue Code of 1986

Just like it says, LD 1819 harmonizes Maine with updated federal rules for partnership audits by shifting state tax liability from individual partners to the partnership itself. It also establishes new rules for who can—and can’t—represent a partnership in audit proceedings, and what that representative’s powers are.

Classic tunes—The Tax Equity and Fiscal Responsibility Act of 1982

Until recently, the Tax Equity and Fiscal Responsibility Act of 1982 (TEFRA) set federal standards for IRS audits of partnerships and those entities treated as partnerships for income tax purposes (LLCs, etc.). Those rules changed, however, following passage of the Bipartisan Budget Act of 2015 (BBA) and the Protecting Americans from Tax Hikes Act of 2015 (PATH Act). Changes made by the BBA and PATH Act included:

  • Replacing the Tax Matters Partner (TMP) with a Partnership Representative (PR);
  • Generally establishing the partnership, and not individual partners, as liable for any imputed underpayment resulting from an audit, meaning current partners can be held responsible for the tax liabilities of past partners; and
  • Imputing tax on the net audit adjustments at the highest individual or corporate tax rates.

Unlike TEFRA, the BBA and PATH Act granted Partnership Representatives sole authority to act on behalf of a partnership for a given tax year. Individual partners, who previously held limited notification and participation rights, were now bound by their PR’s actions.

Fresh beats—new tax liability laws under LD 1819

LD 1819 echoes key provisions of the BBA and PATH Act by shifting state tax liability from individual partners to the partnership itself and replacing the Tax Matters Partner with a Partnership Representative.

Eligibility requirements for PRs are also less than those for TMPs. PRs need only demonstrate “substantial presence in the US” and don’t need to be a partner in the partnership, e.g., a CFO or other person involved in the business. Additionally, partnerships may have different PRs at the federal and state level, provided they establish reasonable qualifications and procedures for designating someone other than the partnership’s federal-level PR to be its state-level PR.

LD 1819 applies to Maine partnerships for tax years beginning on or after January 1, 2018. Any additional tax, penalties, and/or interest arising from audit are due no later than 180 days after the IRS’ final determination date, though some partnerships may be eligible for a 60-day extension. In addition, LD 1819 requires Maine partnerships to file a completed federal adjustments report.

Partnerships should review their partnership agreements in light of these changes to ensure the goals of the partnership and the individual partners are reflected in the case of an audit. 

Remix―Significant changes coming to the Maine Capital Investment Credit 

Passage of LD 1671 on July 2, 2019 will usher in a significant change to the Maine Capital Investment Credit, a popular credit which allows businesses to claim a tax credit for qualifying depreciable assets placed in service in Maine on which federal bonus depreciation is claimed on the taxpayer's federal income tax return. 

Effective for tax years beginning on or after January 1, 2020, the credit is reduced to a rate of 1.2%. This is a significant reduction in the current credit percentages, which are 9% and 7% for corporate and all other taxpayers, respectively. The change intends to provide fairness to companies conducting business in-state over out-of-state counterparts. Taxpayers continue to have the option to waive the credit and claim depreciation recapture in a future year for the portion of accelerated federal bonus depreciation disallowed by Maine in the year the asset is placed in service. 

As a result of this meaningful reduction in the credit, taxpayers who have historically claimed the credit will want to discuss with their tax advisors whether it makes sense to continue claiming the credit for 2020 and beyond.
 

Article
Maine tax law changes: Music to the ears, or not so much?

A common pitfall for inbound sellers is applying the same concepts used to adopt “no tax” positions made for federal income tax purposes to determinations concerning sales and use tax compliance. Although similar conceptually, separate analyses are required for each determination.

For federal income tax purposes, inbound sellers that are selling goods to customers in the U.S. and do not have a fixed place of business or dependent agent in the U.S. have, traditionally, been able to rely on their country’s income tax treaty with the U.S. for “no tax” positions. Provided that the non-U.S. entity did not have a “permanent establishment” in the U.S., it was shielded from federal income tax and would have a limited federal income tax compliance obligation.

States, however, are generally not bound by comprehensive income tax treaties made with the U.S. Thus, non-U.S. entities can find themselves unwittingly subject to state and local sales and use tax compliance obligations even though they are protected from a federal income tax perspective. With recent changes in U.S. tax law, the burden of complying with sales and use tax filing and collection requirements has increased significantly.

Does your company have a process in place to deal with these new state and local tax compliance obligations?

What has changed? Wayfair—it’s got what a state needs

As a result of the Supreme Court’s ruling in South Dakota v. Wayfair, Inc., non-U.S. entities that have sales to customers in the U.S. may have unexpected sales and use tax filing obligations on a go-forward basis. Historically, non-U.S. entities did not have a sales and use tax compliance obligation when they did not have a physical presence in states where the sales occurred.

In Wayfair, the U.S. Supreme Court ruled that a state is no longer bound by the physical presence standard in order for it to impose its sales and use tax regime on entities making sales within the state. The prior physical presence standard was set forth in precedent established by the Supreme Court and was used to determine if an entity had sufficient connection with a state (i.e., nexus) to necessitate a tax filing and collection requirement.

Before the Wayfair ruling, an entity had to have a physical presence (generally either through employees or property located in a state) in order to be deemed to have nexus with the state. The Wayfair ruling overturned this precedent, eliminating the physical presence requirement. Now, a state can deem an entity to have nexus with the state merely for exceeding a certain level of sales or transactions with in-state customers. This is a concept referred to as “economic nexus.”

The Court in Wayfair determined that the state law in South Dakota providing a threshold of $100,000 in sales or more than 200 sale transactions occurring within the state is sufficient for economic nexus to exist with the state. This is good news for hard-pressed states and municipalities in search of more revenue. Since this ruling, there has been a flurry of new state legislation across the country. Like South Dakota, states are actively passing tax laws with similar bright-line tests to determine when entities have economic nexus and, therefore, a sales and use tax collection and filing requirement.

How this impacts non-U.S. entities

This can be a trap for non-U.S. entities making sales to customers in the U.S. Historically, non-U.S. entities lacking a U.S. physical presence generally only needed to navigate federal income tax rules.

Inbound sellers without a physical presence in the U.S. may have very limited experience with state and local tax compliance obligations. When considering all of the state and local tax jurisdictions that exist in the U.S. (according to the Tax Foundation there are more than 10,000 sales tax jurisdictions), the number of sales and use tax filing obligations can be significant. Depending on the level of sales activity within the U.S., a non-U.S. entity can quickly become inundated with the time and cost of sales and use tax compliance.

Next steps

Going forward, non-U.S. entities selling to customers in the U.S. should be aware of those states that have economic nexus thresholds and adopt procedures so they are prepared for their sales and use tax compliance obligations in real time. These tax compliance obligations will generally require an entity to register to do business in the state, collect sales tax from customers, and file regular tax returns, usually monthly or quarterly.

It is important to note when an entity has an obligation to collect sales tax, it will be liable for any sales tax due to a state, regardless of whether the sales tax is actually collected from the customer. It is imperative to stay abreast of these complex legislative changes in order to be compliant.

At BerryDunn, our tax professionals work with a number of non-U.S. companies that face international, state, and local tax issues. If you would like to discuss your particular circumstances, contact one of the experienced professionals in our state and local tax (“SALT”) practice.

Article
Sales & use tax: A potential trap for non-U.S. entities