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3.7 THE INVESTMENT IN, AND MANAGEMENT OF OUR PEOPLE In support of the strategic objective to develop our people (SO.4), our people practices have also been explicit and intentional. The SARS People Journey since 2019 included a scholarly Leadership Model and an Employee Rights Charter that forms the foundation of the SARS Employee Engagement framework. In the future, we will not only have to maintain the focus on competencies and personal attributes. We must prepare our employees to co-exist with AI agents and to use AI ethically and responsibly.
Connecting our Higher Purpose and Mandate to our Strategic Objectives and Core Value Chain
HIGHER PURPOSE: Enabling government to build a capable state that fosters sustainable economic growth and social development that serves the wellbeing of all South Africans
STRATEGIC INTENT (How we Administer) Build an Administration Platform based on Voluntary Compliance
SARS VALUE CHAIN (What we Administer) Registration Filing of Declarations Assessment of Filing Investigations and Audits Dispute Resolution Payments Debt Collection
SARS MANDATE (The Impact of our Work)
In summary, the following is included:
1. Collect Tax and
3.7.1 SETTING A CLEAR STANDARD FOR ACCEPTABLE LEADERSHIP – THE SARS LEADERSHIP MODEL Leadership is central, not only for setting an inspirational vision, providing strategic clarity, allocating resources, and performance management. Leadership, through their own behaviour also sets the tone, ethos, and culture that ultimately defines the “institutional DNA”.
Customs Revenue 2. Improve Compliance 3. Facilitate Legitimate Trade
Underpinned by 9 clear Strategic Objectives
MEANS
END
SARS Employs 12993 people across
9 Geographic Regions, 3 Segments which include: 49 Service Centres
40 Ports of Entry ▷ 8 Sea Ports, ▷ 11 Airports and ▷ 21 Land Borders
Figure 2 - Connecting SARS’s Higher Purpose its Mandate
SARS Modernisation White Paper 2025/26 – 2029/30
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