1 March 2026 – Due date for Corporation Tax due for the year ended 31 May 2025.

2 March 2026 – Self-Assessment tax for 2024-25 paid after this date will incur a 5% surcharge unless liabilities are cleared by 1 April 2026, or an agreement has been reached with HMRC under their time to pay facility by the same date.

19 March 2026 – PAYE and NIC deductions due for month ended 5 March 2026 (If you pay your tax electronically the due date is 22 March 2026).

19 March 2026 – Filing deadline for the CIS300 monthly return for the month ended 5 March 2026. 

19 March 2026 – CIS tax deducted for the month ended 5 March 2026 is payable by today.

1 April 2026 – Due date for corporation tax due for the year ended 30 June 2025.

19 April 2026 – PAYE and NIC deductions due for month ended 5 April 2026. (If you pay your tax electronically the due date is 22 April 2026).

19 April 2026 – Filing deadline for the CIS300 monthly return for the month ended 5 April 2026. 

19 April 2026 – CIS tax deducted for the month ended 5 April 2026 is payable by today.

30 April 2026 – 2024-25 tax returns filed after this date will be subject to an additional £10 per day late filing penalty for a maximum of 90 days.

Over the past week, one topic has dominated discussion among UK businesses, rising employment costs and the difficult decisions they are forcing on employers. This issue is particularly visible in the retail and hospitality sectors, but the underlying pressures apply across much of the economy.

Employers are facing a combination of higher National Living Wage rates, increased National Insurance costs, and wider employment compliance obligations. While each individual change may appear manageable, together they represent a significant increase in the cost of employing staff. For labour intensive businesses operating on tight margins, this can quickly become unsustainable.

Recent commentary has highlighted that many retailers are responding by cutting staff hours, delaying recruitment, or in some cases reducing headcount altogether. These are rarely decisions taken lightly. For many business owners, staff are their largest single cost and also their most valuable asset. However, when wage bills rise faster than turnover, something has to give.

Beyond direct wage costs, there is also growing concern about employment law complexity and reduced flexibility. Employers are increasingly cautious about taking on permanent staff, particularly where demand is uncertain. This has knock on effects for productivity, staff morale, and long term growth planning.

For business owners, the challenge is not just about cost control, but about sustainability. Short term fixes such as reducing hours may protect cash flow, but they can also affect service quality and customer experience. In competitive markets, this can be risky.

From an advisory perspective, these pressures reinforce the importance of forward planning. Regular management accounts, cash flow forecasting, and scenario modelling can help businesses understand the impact of rising employment costs before problems become acute. In some cases, restructuring roles, investing in systems, or adjusting pricing may be more effective than across the board cost cutting.

The wider debate also raises policy questions about how employment costs are shared between employers, employees, and the state. For now, however, business owners must deal with the reality in front of them. Rising employment costs are not a theoretical issue, they are already shaping staffing decisions across the UK economy.