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These immediate generational elements of modernisation of the Tax Administration Platform are contributory building blocks of the “intelligent digital platform, embedded in data science and artificial intelligence”. Whilst the building blocks are distinct, they are interconnected. The typical experiential storyline description would be:
SARS MODERNISATION 3.0 The Age Of Artifitial Interlligence
Following is a more detailed description of each of the generational initiatives.
6.2.1 PREPARING AND UPSKILLING STAFF TO BE RELEVANT TO THE FUTURE WORLD OF WORK. SARS falls short in several areas of its corporate- service practices, hindering the delivery of an employee-centric workplace and world-class human capital management system. SARS aims to transform the organisation and “recode its DNA” by enhancing its corporate-service environment and resolving challenges such as sub-optimal employee engagement, leadership quality, and performance management. The project involves a data-driven approach to diagnose the current situation and design solutions that align with best practices. Focus areas include strengthening leadership; implementing career-progression models; defining organisational culture; preparing the workforce for future skill requirements; and integrating enabling technology. The goal is to create a positive employee experience, which is expected to enhance taxpayer and trader interactions, leading to high employee engagement for employees, and increased satisfaction and voluntary compliance for taxpayers.
CO-EXISTING WITH AI
Figure 7: SARS Modernisation 3.0. (Potential use as cover) and deleted from here.
SARS Modernisation White Paper 2025/26 – 2029/30
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