Cultivating Good GST Compliance Culture via CBOS 3.0 | Lee Hishammuddin Allen & Gledhill (LHAG)

Legal Briefing

When we ordinarily refer to compliance in goods and services tax (GST), what strikes our minds is the filing of GST returns and settling the GST due within the stipulated taxable period. It has been more than two years now since the implementation of GST in Malaysia. The compliance rate for GST filing thus far has …

Similar means, different goals to achieve same end: customs valuation and transfer pricing | Lee Hishammuddin Allen & Gledhill (LHAG)

Legal Briefing

The enforcements of customs valuation and transfer pricing are the epitome of similar means and different goals to achieve the same end. The means of valuation and pricing are similar in the form of the valuation and pricing methodologies. However, the goals are at two ends of the spectrum: the former wants the highest appraised value of imports; the other, …

Fintech 2.0

‘When fintech became a big thing the narrative was all about the banks being disrupted and the threat to their business model,’ says Martin Cook, UK general counsel at Funding Circle, one of the world’s most successful peer-to-peer lenders. ‘There has since been a shift toward what might be called “fintech 2.0”, with a less …

The new black

In her much-touted new book on bolstering team-working in professional services, Smart Collaboration, Harvard Law School professor Heidi Gardner argues that sophisticated buyers are increasingly expecting an open-house approach from advisers in delivering their wares.

Rebels with a clause

For classists, the word ‘disruptive’ still carries negative connotations of damage, chaos and disarray. But these days in corporate circles it has become the phrase of the day – a complimentary shorthand to describe tech-driven innovators remaking all manner of industries. But the cult of disruption – birthed in Clayton Christensen’s hugely influential 1997 book …

The shock of the new

At a recent event for senior in-house counsel in London, two clear messages emerged. Firstly, that there is a rapid professionalisation in the way that major legal departments are managing themselves. Secondly, there was agreement that much of the support for change was being driven from the ‘alternative’ legal market. Despite this, there was a …