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6.1.2 KEY COMPONENTS OF THE TAX ADMINISTRATION PLATFORM 1. Taxpayer portal and digital communication: Intuitive, user-friendly, multiple “always on” service channels (portal, voice, mail, SMS, Chatbot, social media, etc) for taxpayers and traders to engage with SARS - self-service, inbound and outbound in order to: » resolve service and compliance issues with ease » receive real time customised support » access fit-for-purpose educational and enabling resources, and » enhanced communication 2. Data management & governance: Effective & secure data collection methodologies for structured, third party and unstructured data » Enhanced Automatic & Manual exchange of Information » Establish robust data management and engineering protocols that ensures high data integrity, compliance with privacy and confidentiality requirements » Seamlessly integrate the platform with relevant databases and data sources to allow for accurate and efficient access and ingestion of data without compromising data integrity, privacy and security 3. Data Science and Artificial Intelligence: The application of emerging technologies, artificial intelligence, and Agentic AI is deployed to enable intelligent case management, automate routine and repetitive tasks, build AI Agents, and augment knowledge and strategic work. » Intelligent case management: ability to track every case across value chain, across all tax products - link to unique identity and composite tax/trader account; real time access & tracking for taxpayer, case worker, and manager against agreed service and performance criteria/charter standards » Automation & AI Agents: leverage advanced science & analytics, machine & deep learning to automate routine tasks, improve compliance management, streamline processes, and work towards the aspiration of “the best service is no service” (enable self-administration; reduce the need for inbound & outbound queries; eliminate/reduce disputes; accelerate resolution of queries & disputes) and improve the overall integrity of all outcomes » Augmentation: Provide insights from data to support research & development, the tasks of frontline, audit & investigative workers, performance analysis & management and, management reports
4. Ethical AI: To ensure the responsible and ethical deployment and implementation of AI, we must: » Implement ethical AI policies and frameworks to ensure fairness, transparency, and accountability in algorithmic decision making » Train employees on AI fluency, ethical AI principles and practices to foster responsible use of AI technologies » Ensure appropriate organisational arrangements for the governance and management of ethical AI 5. People Matters: It is important to take our people along with us by being intentional in enhancing their skills and attributes » Adaptation and repurpose current people practitioners to embrace modern effective people practices and augment with AI and AI Agents » Develop the workforce to remain relevant to the future world of work » Accelerate the attraction of data science, AI and digital skills
6.
Cultural transformation »
Fostering a culture of collaboration, innovation, continuous improvement, agility, experimentation and high performance » Develop intentional practices that support the transitioning to a data and insights driven operating model » Enhance the Employee Value proposition and bias reward to employees who, in addition to high performance, embrace data science, AI and technology Invest in leadership development to prepare leaders/managers to lead in a data driven, technology and AI enabled environment » Nurture a coaching & mentoring culture to support employees’ growth and development » Encourage cross functional collaboration and sanction silo behaviours » Mandate a problem posing approach with an accentuated bias to taxpayers / traders / users (design thinking) » Foster a multidisciplinary orientation to problem solving and innovation Leadership »
7.
SARS Modernisation White Paper 2025/26 – 2029/30
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