Audit, Accounting, Tax and Advisory Services in Thailand

A Thailand audit answers to two audiences at once: the authorities the financial statements are filed with, and the group auditors or head office that consolidate them. We plan engagements around both, so the statutory filing and your group reporting timetable are one exercise rather than two. Partners stay on the engagement from planning through to signing, which is why questions from a head office get answered by someone who did the work rather than passed down a chain.

Because we work on the audit side of this market every day, we know the condition records need to be in before year-end, and we keep them that way as we go. Everything is maintained in both Thai and English, so the ledger your Thai accountant reads and the report your head office reads are the same set of numbers rather than a translation of them. For a lean Thailand operation, that removes the need to hire a finance team purely to satisfy local reporting.

Thai tax compliance is a calendar rather than an annual event: withholding and VAT every month, a half-year return, then the annual filing, each carrying its own penalty for being late or understated. We run that calendar so nothing arrives as a surprise, and where a position needs defending we deal with the Revenue Department directly on your behalf.

Payroll is the compliance area your staff notice first, and the one where an error attaches to the employee rather than only to the company, since personal income tax, social security and provident fund obligations all sit with individuals. We treat the pay run and the filings that follow it as a single monthly process, so the amounts on the payslip and the amounts submitted to the authorities cannot drift apart. Confidentiality is handled the way it is for audit work, which matters when payroll data sits with an outside firm.

The decisions taken at incorporation, ownership structure, capitalisation, and whether to pursue BOI promotion, set the limits of what the company can do for years afterwards, and are expensive to unwind once trading has started. We work through those choices before registration rather than after it, with the Foreign Business Act constraints made explicit rather than discovered later. The same team then carries the entity through its first filings, work permits and audit, so nothing is handed to a stranger at the point it starts to matter.

Transaction work rewards the same instinct as audit: knowing which numbers can be taken at face value and which have to be tested. Our advisory engagements are staffed on that basis, whether the goal is listing readiness, a sale, an acquisition, or an investigation into something that has already gone wrong. Where a deal crosses borders, MGI Worldwide gives us counterparts we know personally in the other jurisdiction, rather than a name found through a search.

ESG requirements usually reach a Thailand entity from somewhere else: a lender's condition, an investor questionnaire, or a group sustainability report the local operation has to feed. The difficulty is rarely intent, it is working out which of those external demands translate into something your operation must actually measure and record. We start from the requirement you have been handed and work backwards to the data, so reporting is built on figures the business already produces wherever that is possible.

An international organisation in Thailand answers to two systems at once: Thai regulators, and donors whose requirements were drafted somewhere else entirely. We have worked in the gap between them since 2010, which means we can tell you at the outset which engagement a given funder actually requires, and report in the format they expect rather than one that has to be redone. Fieldwork is not confined to Bangkok, having taken us to Chiang Mai, Chiang Rai, Pattani and Songkla, and across Laos, Cambodia and Myanmar.