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Coddan CPM Ltd. – Company Registration Agent in the UK

Understand how a charitable CLG and potential trading subsidiary can fit together, decide whether separate commercial structure is appropriate, and plan the next stage.

Step 1
Understand Your Structure
Step 2
Assess Commercial Activity
Step 3
Compare Trading Routes
Step 4
Plan Two-Company Governance
Step 5
Establish Appropriate Companies
Step 6
Review Ongoing Structure
Companies Registry's e-Services Portal Non-For-Profit Companies Non-Profit & CLG Advisory Company Limited by Guarantee for Charitable Purposes + Trading Subsidiary

Company Limited by Guarantee for Charitable Purposes + Trading Subsidiary

Charitable CLG & Trading Subsidiary Formation

Build Your Charitable CLG and Trading Structure

Establish a Company Limited by Guarantee (CLG) for your charitable purposes and, where your plans involve substantial commercial activity, consider whether a separate trading subsidiary could provide an appropriate corporate vehicle for commercial contracts, employees, assets, services and other trading activities.

The two structures can have different roles: the charitable CLG can provide the purpose-led foundation, while a trading subsidiary can operate as a separate company owned or controlled by the charitable organisation. A subsidiary is not automatically required, so the appropriate structure depends on your purposes, activities, scale, risk and longer-term plans.

Charitable CLG — Purpose-led corporate foundation Trading Subsidiary — Separate commercial company where appropriate Structure Before Scale — Consider the appropriate route from the beginning

Already considering a charitable CLG alongside commercial activities? Contact Coddan on +44 (0) 207 935 5171 or 0330 808 0089 , or email info@coddan.co.uk .

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Professional Charitable CLG Formation Through an ACSP & TCSP

A charitable-purpose Company Limited by Guarantee can provide the corporate foundation for a purpose-led organisation. Where the organisation also expects to develop substantial commercial activity, a separate trading subsidiary may be considered as a different corporate vehicle for appropriate commercial activities, contracts, employees, assets and liabilities.

Coddan CPM Ltd is an Authorised Corporate Service Provider (ACSP) and a Trust and Corporate Service Provider (TCSP). We provide professional corporate formation and related support within the agreed scope of each service.

A trading subsidiary is not automatically required and may be established separately if and when the organisation's plans make that structure appropriate. Companies House, HMRC and the Charity Commission remain responsible for their respective statutory decisions, registrations, recognitions and requirements. Specialist legal, tax or charity-law questions may require advice from the appropriate professional adviser.

ACSP Authorised corporate service provider support within the applicable framework.
TCSP Professional trust and corporate services within the agreed service scope.
Separate Structure A trading subsidiary is a separate company with its own corporate obligations.
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Start Your Business Today: Fast Formation Services to Meet All Compliance Standards
£249.00
+VAT

Charitable CLG Essential™

Recommended for

1
package

Buy Now Essential Charitable CLG Formation — £249 + VAT. Including the Companies House fee · A straightforward professional starting point for your charitable and potential trading structure
Charitable CLG Essential™ is designed for founders and new purpose-led organisations that already understand their intended charitable purpose and want to establish their Company Limited by Guarantee as the foundation of their organisation. You provide the proposed company name, directors, members or guarantors and relevant organisational information; Coddan reviews the information, prepares the formation and submits the incorporation to Companies House within the agreed scope. If you later determine that a separate trading subsidiary is appropriate for substantial commercial activity, its formation and related corporate support can be considered separately.

Flexible Charitable CLG Formation for a Future Trading Structure
The formation can accommodate one or more directors, individual or corporate members/guarantors and mixed participation, where applicable. Your proposed charitable purposes and company objects can be considered within the agreed formation scope. An initial consultation is available by email, telephone or video call. Coddan professionally reviews your formation information before submission and provides digital incorporation documents following successful registration. The Charitable CLG can provide the corporate foundation for your organisation, while a separate trading subsidiary can be considered later if the scale, nature or risk of commercial activity makes a separate company appropriate.
Included:
• CLG incorporation and Companies House registration
• £100 Companies House filing fee
• One or more directors
• Individual or corporate members/guarantors, where applicable
• Proposed charitable purposes and company objects, within the agreed scope
• Memorandum and Articles of Association and core formation documentation
• Applicable Companies House identity-verification guidance
• Professional pre-submission review and Companies House submission
• Digital incorporation documents
Normal 24–48 hour formation, subject to a complete application and Companies House processing



£349.00
+VAT

Charitable CLG Pro™

Recommended for

2
package

Buy Now Recommended Charitable CLG Professional™ — £349 + VAT. Including the Companies House fee · Professional formation with purpose, governance and future structure review.
Charitable CLG Professional™ is designed for organisations that understand their intended charitable purpose but want additional professional review before establishing the Company Limited by Guarantee. You receive everything included in Charitable CLG Essential™, together with a review of the proposed charitable purposes, company structure, members or guarantors, directors and governance approach before the formation is submitted to Companies House. Where the organisation also anticipates substantial commercial activity, the review can help you consider whether that activity may be appropriately undertaken within the CLG or whether a separate trading subsidiary could be considered as the organisation develops.

Professional Charitable CLG Review and Future Trading Structure Support
The Charitable CLG Professional™ package provides additional professional review before incorporation, helping ensure that the proposed charitable purposes, company structure, members or guarantors, directors and governance approach are considered before submission. The package is designed for organisations that want more than core incorporation assistance while keeping the scope of formation support clearly defined. Where substantial commercial activity is also part of the organisation's plans, the review can help identify whether that activity may appropriately remain within the CLG or whether a separate trading subsidiary could be considered as the organisation develops.
Included:
• Everything in Charitable CLG Essential™
• Review of the proposed charitable purposes before incorporation
• Review of the proposed company name and corporate structure
• Guidance concerning directors, members and guarantors
• Review of the proposed governance approach
• Consideration of the proposed commercial structure where substantial trading activity is anticipated
• Guidance on whether a future trading subsidiary may need to be considered, within the agreed scope
• Tailored formation documentation within the agreed scope
• Professional pre-submission review
• Companies House incorporation and filing
£100 Companies House filing fee included
• Post-incorporation corporate support relating to the formation
• Digital incorporation documents
Normal 24–48 hour formation, subject to a complete application and Companies House processing



£499.00
+VAT

CLG HMRC Ready™

Recommended for

3
package

Buy Now HMRC Ready Charitable CLG HMRC Ready™ — £499 + VAT. Including the Companies House fee · Prepare your charitable CLG for the HMRC recognition stage and future commercial structure.
Charitable CLG HMRC Ready™ is designed for organisations that intend to pursue HMRC recognition for charitable tax purposes after incorporation and want to prepare their CLG appropriately for that later stage. You receive everything included in Charitable CLG Professional™, together with an HMRC recognition readiness review and guidance on the information and supporting documentation likely to be required. Where the organisation also anticipates substantial commercial activity, the package can help you consider the relationship between the charitable CLG and a potential trading subsidiary, without making the subsidiary an automatic part of the formation package.

HMRC Recognition Readiness and Future Trading Structure Support
The package helps you prepare for the separate HMRC recognition stage by reviewing relevant charitable purposes, governing-document provisions and organisational information. Coddan identifies information and supporting documents likely to be required and provides a practical readiness framework for the next stage. Where the organisation also anticipates substantial commercial activity, the review can help you understand how a potential trading subsidiary could sit alongside the charitable CLG, while recognising that the subsidiary is a separate company and is not automatically required.
Included:
• Everything in Charitable CLG Professional™
• HMRC tax-recognition readiness review
• Review of charitable purposes and relevant governing-document provisions
• Review of organisational information likely to be required for HMRC recognition
• Identification of likely supporting information and documentation
HMRC recognition readiness checklist
• Guidance concerning Gift Aid and relevant charitable tax reliefs and schemes
• Guidance concerning information to have available for the HMRC application stage
• Consideration of the proposed relationship between the charitable CLG and a potential trading subsidiary, where substantial commercial activity is anticipated
Preparation support only — HMRC recognition is not guaranteed



£699.00
+VAT

HMRC Recognition™

Recommended for

4
package

Buy Now Premium Charitable CLG HMRC Recognition™ — £699 + VAT. Including the Companies House fee · Professional support through HMRC recognition and consideration of your future trading structure.
Charitable CLG HMRC Recognition™ is designed for organisations that are ready to pursue HMRC recognition for charitable tax purposes and want professional assistance with the application process. You receive everything included in Charitable CLG HMRC Ready™, together with assistance preparing the HMRC application, reviewing supporting information and coordinating routine HMRC correspondence within the agreed scope. Where the organisation is also planning substantial commercial activity, the package can help you consider the relationship between the charitable CLG and a potential trading subsidiary, while keeping the formation of that separate company outside this package unless separately agreed.

Professional HMRC Application, Recognition and Trading Structure Support
The package provides structured assistance through the HMRC recognition process, including preparation and review of the application information, identification of relevant supporting documentation and guidance concerning authorised officials and responsible persons. Coddan can also assist with routine HMRC clarification requests within the agreed scope. Where the organisation also plans substantial commercial activity, the package can help you consider how a potential trading subsidiary could operate alongside the charitable CLG, while the subsidiary remains a separate company and its formation is outside this package unless separately agreed. HMRC remains responsible for the recognition decision and applicable tax treatment.
Included:
• Everything in Charitable CLG HMRC Ready™
• Assistance preparing the HMRC recognition application
• Review of information supplied for the application
• Assistance identifying relevant supporting information and documentation
• Guidance concerning authorised officials and responsible persons
• Assistance with the HMRC application process
• Assistance with relevant HMRC correspondence within the agreed scope
• Coordination of responses to routine HMRC clarification requests
• Consideration of the proposed relationship between the charitable CLG and a potential trading subsidiary, where substantial commercial activity is anticipated
Professional support through the recognition process
HMRC recognition is not guaranteed




Charitable CLG + Commercial Activity

Commercial Activity Does Not Automatically Mean Another Company

If a charitable CLG has, or expects to have, commercial or trading activity, the first question is not whether to buy or form a trading subsidiary. The professional question is what the organisation is actually doing, why it is doing it, what scale and risk are involved, and where that activity should appropriately sit.

A separate trading subsidiary is one possible corporate instrument. It may be appropriate now, become appropriate later, or not be required at all. The correct outcome depends on the organisation's purposes, activities, contracts, people, assets, intellectual property, liabilities, funding, financial exposure, governance and longer-term plans.

Structural determination comes first. A charitable organisation may be able to undertake some trading itself where the applicable charity, company and tax requirements support that approach. Conversely, where non-primary-purpose trading creates significant risk to charitable assets, Charity Commission guidance indicates that a trading subsidiary should be used. The facts and applicable jurisdiction therefore matter.

1. What Commercial or Trading Activity Is the Organisation Actually Undertaking?

The starting point is the activity, not the subsidiary. Tell us what the organisation currently does, what it proposes to do, and how the commercial element fits into the wider operating model.

What is happening now?

  • What goods or services are being supplied?
  • Who are the customers, users or beneficiaries?
  • Is the activity already operating, or is it planned?
  • What income is expected or already generated?

What is changing?

  • Is a new commercial service, product or venture being introduced?
  • Is existing activity growing in scale or risk?
  • Are contracts, employees, premises, assets or intellectual property being added?
  • Is a different commercial operating model emerging?

The activity may involve retail, a café or venue, training, consultancy, digital services, software or AI, licensing, events, property-related activity, sponsorship or other commercial services. The label does not decide the structure. The surrounding facts do.

Existing activity is included.

Not every organisation arrives before the commercial activity begins. If a CLG is already trading, a subsidiary already exists, contracts have already been signed, employees work across arrangements, assets or intellectual property are already being used, or money is already moving between entities, the starting point is the current position rather than an artificial new-company beginning.

2. Why Does the Relationship Between the Activity and the Organisation Matter?

The relationship between the activity and the organisation's purposes can be structurally significant. The relevant question is not for the Participant to self-classify the trade, but for the professional analysis to establish what the activity means in the context of the organisation's governing framework and purposes.

Purpose-led activity

An activity may directly further the organisation's charitable purposes or form part of the way those purposes are delivered. Such activity may potentially remain within the CLG, subject to the applicable requirements.

Separate commercial activity

An activity may instead operate as a distinct commercial venture whose relationship with the charitable purposes is different. That can make separate corporate treatment relevant, particularly where scale or risk also increases.

Provide the intended purposes, actual or proposed activities, beneficiaries, operating model and commercial arrangements. The professional task is then to determine their structural significance and whether specialist charity-law analysis is required.

Do not self-certify the legal result. Whether an activity is primary-purpose trading, non-primary-purpose trading, otherwise charitable activity, or subject to a particular exemption is a matter for appropriate professional analysis and applicable law. This page does not turn those classifications into a participant checklist.

3. What Facts Affect the Structural Decision?

Coddan needs enough factual information to understand the professional function that any separate company would need to perform. The following are structural factors, not a DIY scoring system.

Commercial scale

  • Expected or existing income and turnover
  • Growth plans and commercial commitments
  • Significant or recurring contracts
  • Customers, suppliers and counterparties

People and operations

  • Employees, workers and contractors
  • Premises and operational resources
  • Management arrangements
  • Operational dependencies between entities

Assets and value

  • Commercial assets
  • Intellectual property and licensing rights
  • Equipment, stock or other property
  • Proposed transfers or use by another entity

Exposure and risk

  • Liabilities and financial commitments
  • Contractual and operational risk
  • Funding, loans or guarantees
  • Potential losses and financial exposure

Longer-term plans matter as well. A structure that is proportionate today may need review if the commercial operation grows, takes on materially different risks, employs people, acquires valuable intellectual property or enters substantial contracts.

4. Can the Activity Appropriately Remain Within the CLG?

Yes, potentially. The existence of commercial income does not, by itself, require another company. The professional question is whether keeping the activity within the charitable CLG is appropriate in the circumstances and compatible with the applicable requirements.

Factors that may support one-company operation

  • The activity is closely connected with the organisation's purposes.
  • The operating model fits naturally within the organisation's work.
  • The scale and risk are proportionate to the CLG's role and assets.
  • The governing framework and applicable requirements support the activity.

Factors requiring closer analysis

  • The activity is substantial or materially different from the charitable operation.
  • Commercial contracts, employees, assets or liabilities create greater exposure.
  • The organisation is entering a new commercial model.
  • Specialist charity, tax, accounting or other analysis is required.

“No subsidiary” does not mean “no trading rules”

Keeping activity within the CLG does not remove the need to consider charity-law, company-law, tax, VAT, accounting, governance and other applicable requirements. It simply means that a second company is not presently the necessary corporate instrument.

Professional conclusion: “continue within the CLG” and “no additional company is presently required” are legitimate outcomes. They should not be treated as failed conversions or temporary answers unless the facts genuinely require a future review.

5. When Does a Separate Trading Subsidiary Become Professionally Relevant?

A trading subsidiary is a separate non-charitable company controlled by one or more charities and used to carry on commercial activity. It is commonly used where a charity needs a distinct corporate vehicle for trading activity, but the decision is fact-specific.

What can make separation relevant?

  • Substantial or growing commercial activity.
  • Non-primary-purpose trading where the applicable rules and risk profile make separate treatment necessary or appropriate.
  • Significant contractual, operational or financial exposure.
  • Commercial employees, assets or intellectual property requiring a distinct operating vehicle.
  • A materially different commercial operating model.
  • A need to distinguish commercial management and obligations from the charitable organisation's activities.

These are professional factors, not automatic triggers. For example, higher income does not by itself mean that a subsidiary must be formed, just as a small activity is not automatically safe to keep within the CLG.

Corporate separation has a function.

A subsidiary should exist because a separate company performs a necessary or proportionate structural function. It is not simply a trading name, internal department or bookkeeping division.

Separation is not absolute immunity

A subsidiary does not create a magic liability shield around the charitable CLG. The parent may still have exposure or responsibilities through investments, loans, guarantees, transfers, shared resources, contracts, governance decisions or support arrangements. Those connections must be considered rather than assuming that incorporation alone solves the risk.

6. One CLG or CLG + Trading Subsidiary — What Actually Changes?

There is no universal winner. The comparison is useful because it shows the professional consequences of the two models; it should not replace the determination itself.

Structural considerationTrading within the charitable CLGSeparate trading subsidiary
Corporate entitiesOne corporate entity — the charitable CLG.Two separate legal entities — the charitable CLG and the trading company.
Where activity sitsCommercial activity remains within the CLG.Relevant commercial activity is carried on by the subsidiary in its own corporate identity.
ContractsContracts are entered into by the CLG.Relevant contracts can be entered into by the subsidiary.
PeopleEmployees and management remain within the CLG's arrangements.The subsidiary can employ people and maintain its own commercial management structure.
Assets and liabilitiesRelevant commercial assets and liabilities remain within the CLG.The subsidiary can hold its own commercial assets and incur its own corporate liabilities, subject to the arrangements between the entities.
GovernanceOne corporate governance structure.Separate corporate governance and responsibilities, with a parent/subsidiary relationship where applicable.
Banking and accountingOne company's infrastructure and records.Separate company infrastructure, records and accounts, with appropriate intercompany arrangements.
RiskNo separate commercial corporate vehicle.A separate vehicle can provide structural separation for relevant commercial activity and associated exposure.

The correct model depends on the organisation's purposes, the activity, scale, contracts, people, assets, risk, funding and longer-term plans. The purpose of this comparison is to illuminate those consequences, not to ask the Participant to choose a column unaided.

7. If a Subsidiary Is Appropriate, What Must the Parent/Subsidiary Relationship Achieve?

Incorporating a second company is only the formation step. The two-company arrangement then has to work as two connected but legally distinct organisations.

Parent and subsidiary are not one board

The charitable CLG may own or control the subsidiary and exercise appropriate shareholder or ownership rights. The subsidiary nevertheless remains a separate company with its own directors and corporate responsibilities. Directors must consider the interests and obligations of the company for which they are acting.

Matters that may require an appropriate arrangement

  • Ownership and control
  • Governance and decision-making
  • Directors and conflicts of interest
  • Funding, investment, loans and guarantees
  • Contracts and services between entities
  • Employees and premises
  • Intellectual property and other assets
  • Transfer of value and payment flows
  • Accounting, tax and records
  • Operational separation and oversight

Not every matter applies in every structure, and not every relationship requires the same documentation or implementation medium. The professional function comes first; the appropriate implementation follows.

Conflicts and financial support

The same individual may have a role in both organisations, but the responsibilities remain separate. Potential conflicts should be identified and managed. If the subsidiary performs poorly, the charitable parent should not automatically commit further charitable resources simply because it owns the company; the parent must consider the effect on its own charitable purposes, assets and responsibilities.

8. Forming the Trading Subsidiary

Formation belongs after structural determination. If the conclusion is that a separate trading company is appropriate, the company can then be incorporated with an ownership and governance structure suited to the intended relationship.

Determine → Form → Implement

First determine whether separate corporate treatment is appropriate. Then create and register the relevant company. After incorporation, put the parent/subsidiary arrangement into appropriate working order.

A trading subsidiary is normally a separate company rather than a second charitable CLG. A company limited by shares is a common vehicle for commercial activity, although the appropriate structure depends on the circumstances.

Formation itself does not decide the tax position, charity-law position, governance requirements, intercompany arrangements or operational model. Those are separate professional questions.

Existing subsidiary? If a subsidiary already exists, the appropriate job may be review, correction, restructuring or formalisation rather than incorporating another company.

9. Putting the Two-Company Structure Into Appropriate Working Order

After incorporation, the professional job may include determining how the two entities should actually operate together. This is distinct from formation and should not be presented as a catalogue of automatic “formation extras”.

Operational separation

Contracts, banking, records, accounting, employees, assets and other arrangements should reflect which legal entity is actually undertaking the relevant activity.

Parent oversight

The charitable CLG may exercise ownership or shareholder rights and oversee its investment, while the subsidiary's directors remain responsible for the subsidiary's own affairs.

Intercompany arrangements

Where the entities share resources, services, premises, intellectual property or funding, the appropriate commercial and governance arrangements should be considered.

Review and correction

If contracts, assets, people or money were already placed in the wrong entity, the professional task may be to understand the existing position and determine the appropriate corrective route.

Implementation may be digital, physical or mixed according to function and circumstances. The medium is subordinate to the professional purpose.

10. When Another Specialist Route Is Required

Trading-subsidiary structural determination can intersect with other professional areas. This page should identify those boundaries without becoming a tax, charity-law, employment, property or legal tutorial.

Tax, HMRC and VAT

The subsidiary is a separate taxable company. Tax treatment, Gift Aid, VAT registration and intercompany arrangements depend on applicable rules and circumstances. Specialist tax analysis should be used where required.

Charity law and regulators

Companies House incorporation does not determine whether an arrangement satisfies charity-law or regulatory requirements. The relevant jurisdiction and circumstances must be considered.

Accounting and finance

Separate entities can create separate accounting, reporting, funding and financial-management requirements, including consideration of the subsidiary's solvency and working capital before payments to the parent.

Employment, property, IP and contracts

Where people, premises, intellectual property or contracts cross the proposed boundary, the correct entity and implementation arrangements may require specialist work.

Tax and Gift Aid are not a universal profit-transfer mechanism. A wholly charity-owned trading subsidiary may, where the statutory conditions are met, make qualifying Gift Aid payments to its charitable parent. Such payments can reduce the subsidiary's taxable profits, but the subsidiary must consider its own financial position and obligations and the relevant rules. VAT treatment is separate again, and most charity VAT reliefs are not automatically available to a trading subsidiary.

Do not assume that every payment from a subsidiary to the CLG is a Gift Aid payment, or that forming a subsidiary determines its tax result.

11. What Is the Appropriate Next Structural Route?

The substantive journey should converge here. The correct outcome is the one supported by the facts and applicable professional analysis, not the outcome that creates the largest corporate structure.

Continue the activity within the charitable CLG

The activity can appropriately remain within the CLG and no additional company is presently required.

Continue within the CLG with appropriate controls or further analysis

The activity may remain within the CLG, but particular governance, charity-law, tax, accounting or other controls or specialist work need to be addressed.

Form a trading subsidiary now

The facts and applicable requirements support a separate corporate vehicle, followed by appropriate parent/subsidiary implementation.

Prepare for a subsidiary later

The present activity may remain within the CLG, while the organisation plans for a possible separate company if scale, risk, contracts, assets or operating model changes.

Review or correct an existing arrangement

The organisation already has commercial activity or a subsidiary, and the appropriate route is review, correction, restructuring or formalisation rather than starting again.

Use another specialist route

Tax, charity-law, accounting, governance, employment, property, intellectual property, contractual, regulatory or restructuring work may be the more appropriate next destination.

Further clarification is required

The available facts are insufficient to responsibly determine the structural route.

No additional company is presently required is a complete professional outcome. It should not be hidden, treated as a failure to convert, or replaced by a predetermined subsidiary recommendation.

Frequently Asked Questions About Charitable CLGs and Trading Subsidiaries

These questions provide residual decision support after the main structural journey. They do not replace the professional determination.

Does earning income automatically mean my CLG needs a subsidiary?

No. Income or trading activity does not automatically require a separate company. The relevant questions concern the nature of the activity, its relationship to the organisation's purposes, scale, risk and the applicable legal, charity and tax requirements. Where non-primary-purpose trading involves significant risk to charitable assets, the applicable charity guidance can require a trading subsidiary.

Can a charitable CLG trade directly?

Potentially, yes. Some activities may appropriately remain within the CLG where the circumstances and applicable requirements support that approach. The fact that an activity generates income does not, by itself, determine where it must sit.

What is a trading subsidiary?

A trading subsidiary is a separate non-charitable company controlled by one or more charities and used to carry on commercial activity. It has its own legal identity, directors, records, accounts, contracts and corporate obligations.

Does a subsidiary protect the parent from every risk?

No. A separate company can provide structural separation, but it does not create absolute immunity. Investment, loans, guarantees, transfers, shared resources, contracts, governance decisions and support arrangements can still create exposure or responsibilities for the parent.

Can an existing trading activity be moved into a subsidiary?

Potentially, but the appropriate route depends on what already exists. Contracts, employees, assets, intellectual property, funding and liabilities may need to be reviewed before any transfer or restructuring is undertaken.

Can an existing subsidiary arrangement be reviewed?

Yes. Where a subsidiary already exists, the professional task may be to review whether the present parent/subsidiary relationship, governance, contracts, assets, people, funding and operating arrangements remain appropriate.

Who owns the subsidiary?

The ownership arrangement depends on the structure. A charitable CLG may own or control a trading subsidiary and exercise shareholder or ownership rights, while the subsidiary remains a separate company with its own directors and corporate responsibilities.

Does forming a subsidiary decide the tax position?

No. A trading subsidiary is generally a separate taxable company, and its tax position depends on the activities, profits, payments and applicable rules. Formation does not itself determine Corporation Tax, Gift Aid or VAT treatment.

Can the trading subsidiary make payments to the charitable parent?

Potentially. A wholly charity-owned trading subsidiary may, where the relevant conditions are satisfied, make qualifying Gift Aid payments to its charitable parent. The subsidiary must also consider its own liabilities, working capital and solvency.

Is a payment from the subsidiary to the parent automatically tax-free?

No. The character and treatment of a payment matter. Not every payment is a qualifying Gift Aid donation, and the applicable tax and charity-law conditions must be considered.

What is the nine-month rule for Gift Aid?

For a company wholly owned by one or more charities, qualifying Gift Aid payments may in certain circumstances be made within nine months after the end of the accounting period and still receive relief against the earlier period's Corporation Tax profits. The statutory conditions must be checked for the particular payment.

Does the trading subsidiary have its own VAT obligations?

Potentially, yes. A trading subsidiary is not itself a charity, and most VAT reliefs available to charities do not automatically apply to it. VAT treatment depends on the supplies and the circumstances, including registration and any applicable arrangements such as VAT grouping.

Can the subsidiary employ people?

Yes. A separate trading company can employ its own staff and maintain a separate commercial management structure. Where people work across both organisations, the actual employment and operational arrangements should be reviewed.

Can the trading subsidiary own assets?

Yes. A subsidiary can hold its own commercial assets and incur its own corporate liabilities. Where assets or intellectual property are shared or transferred between the entities, the appropriate arrangements should be considered.

Does the subsidiary need its own directors?

Yes. The subsidiary is a separate company and has its own directors and corporate responsibilities. Some individuals may hold roles in both organisations, but their duties remain separate and potential conflicts should be identified and managed.

Can I establish the trading subsidiary later?

Yes. The charitable CLG can be established first and the subsidiary considered later if commercial activity grows or the structure changes. If substantial commercial activity is expected from the outset, however, the parent/subsidiary relationship should be considered before contracts, employees, assets or intellectual property are committed to the wrong entity.

Can Coddan help establish both companies?

Coddan can provide professional corporate formation and related support for the charitable CLG and, where appropriate, a separate trading subsidiary. The correct route depends on the proposed structure and the services required.

Which route should I take if I am unsure?

Start with the organisation's actual or proposed activity and the facts that affect the structural decision. The appropriate outcome may be one company, two companies, a later review, an existing-structure correction or a specialist route. If the facts do not support a second company, no additional company is presently required.

There is no universal two-company answer. The appropriate structure depends on the organisation's purposes, activities, scale, commercial risk, governance arrangements, funding model and longer-term plans.

Build Your Charitable CLG and Trading Structure

You do not need to decide everything at once. Your organisation can begin with the charitable foundation and develop its wider corporate structure as its activities, commercial plans and operational needs become clearer.

The next step is to establish what the activity means for the organisation and which structural route is appropriate.

Discuss Your Structural Route