Thursday, July 27, 2023

Chris Jordan AO: ATO corporate plan 2023–24 - covering the period 2023–24 to 2026–27

Excitement and passion about Integrity is huge due to APS  taskforce, also NACC is being implemented so Frank and Fearless advice is important in all organisation … Data increased use of holdings …  in ethical ways … protecting data detecting and preventing fraud such as Protego and the preventing abuse of myGovID

Australian Tax Office Commissioner Chris Jordan plans to focus on improving large and small business compliance through digital innovations in his last term in office, ending in February 2024.

“The thing about the ATO is we do not accept the status quo. If there’s a better way to do something, we’re open to it. We need to build on this and keep pushing and delivering,” Jordan said in his speechto ATO staff published Friday. “I want to make it clear I’ll be keeping my foot on the pedal over the next 7 months.”

Australia’s Tax Commissioner Eyes Digital Solutions in Last Term

The outgoing head of the Australian Taxation Office has vowed to make every day at the end of his 10-year term count, warning staff against becoming too set in their ways and telling them to constantly strive to find improvements in customer service and efficiency.

Do not accept the status quo’: ATO’s Chris Jordan goes out firing

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Head Hunting: Tax Commissioner

In recent years the world has changed significantly, and the ATO has adapted and evolved to support the community. I am proud of the way we have remained agile and delivered high quality service while continuing to collect the revenue that supports the economic and social wellbeing of Australians.

Our 2023–24 corporate plan is the final chapter of our Towards 2024 journey. It highlights 8 key focus areas strategically important for us this year, and another 15 priorities that align to our purpose of administering the tax, superannuation and registry systems.

We continue to expand our use of data to drive digitalisation this year, keeping pace with technology advances. As we continue to innovate, we are updating our data and digital infrastructure to ensure we meet client and community expectations. Our vision is that – where possible – through smart use of data and digitalisation, tax, superannuation and registry interactions just happen.

For small businesses, we will continue our digital-first approach that aims to minimise errors, save time, increase confidence, and promote reporting and payment at the right time.

We continue to take cybersecurity extremely seriously. We will further bolster our already robust systems to ensure we effectively monitor, detect, and respond to cyberthreats to protect our organisation and the significant data we hold.

We also take seriously our role protecting taxpayers from risks such as identity fraud and scams. In response to increasing fraud attempts, we are embedding fraud prevention methods into our systems, and rapidly increasing our detection capabilities. We will continue bringing to account those who do the wrong thing, and continue to educate Australians on being ‘scam safe’.

In line with community expectations, we will ensure multinationals pay the right amount of tax and will take firm action against those seeking to game the system.

In 2023-24, we will also keep up our momentum to engage with taxpayers to ensure they meet their obligations where they have an outstanding debt with us. We will do this by exercising firmer debt collection actions when appropriate. This will also prevent those who don't pay from gaining an unfair financial advantage.

We will sharpen our focus on superannuation guarantee non-compliance by ensuring employers meet their obligations. This includes monitoring payments to ensure employees receive correct and timely superannuation entitlements and taking firm action with employers who deliberately fail to meet these important obligations.

Central to delivering on our strategic priorities is the expertise, capability, and integrity of our people. We understand that it is critical we position the ATO and our people for the future by providing them with the tools, training, and leadership required to thrive and succeed.

Reflecting on our journey over the past 10 years, I am incredibly proud of everything we have achieved. As we turn our minds to 2024 and beyond, I’m confident our strong foundations and shared goals will ensure we continue to be a world-leading tax, superannuation, and registry administrator.

Chris Jordan AO
Commissioner of Taxation and
Registrar of the Australian Business Register
and the Australian Business Registry Services

Risk appetite

We identify and manage risk in the context of our performance, in line with our overall risk appetite, to make the most of opportunities, deal with threats, foster innovation and build a strong risk culture across the ATO. In doing this, we are:

willing to accept higher levels of risk where there is a clear opportunity to realise benefits and where risks can be controlled to acceptable levels

less willing to accept risk where it is not clear that benefits will be realised or where risks are unable to be controlled to acceptable levels.

ATO corporate plan 2023–24 The ATO corporate plan 2023–24, covering the period 2023–24 to 2026–27

A taxing but rewarding career – fiona dillon

ATO Graduate Journey - Fiona Dillon

Ngunnawal elder Aunty Violet Sheridan and her mob featured at the Welcome to the country ceremony aunty’s family know Yarra club well  

Tax Office second commissioner Jeremy Hirschhorn and OECD tax director David Bradbury are among candidates to replace retiring ATO boss Chris Jordan, after he told the federal government he will not seek a third term.

Chris Jordan to step down as Tax Commissioner

When he’s not remaking capitalism, Treasurer Jim Chalmers has kept himself busy finding people to run important institutions such as the Reserve Bank of Australia (Michele Bullock) and the Productivity Commission (Chris Barrett).

And that’s not the end of the recruiting. It has been noted elsewhere that three of the Future Fund’s seven board seats – including chairman Peter Costello, also the chairman of CBD’s owner – fall vacant over the next 12 months (while one is already empty).

But less attention has been paid to Australian Tax Office boss Chris Jordan, whose second term is up in April next year. Jordan, who was forced to defend the ATO’s heavy-handed treatment of some South Australian businessmen in 2019, has reportedly signalled he wouldn’t seek a third term, but nobody is ruling it out.

Another five years of Jordan might be a good thing for Chalmers, optically speaking.

The internal candidate considered most likely to get the top job is second commissioner Jeremy Hirschhorn, who made his name climbing the ranks to lead partner at … err ... KPMG.

Sure, it’s not PwC but the prospect of appointing a former Big Four heavy to replace Jordan – who took the ATO mantle after chairing KPMG himself – might be considered a little risky in Canberra, where consultants are currently as popular as a turd in a punchbowl.

Is the man who controls your taxes about to be replaced?


Looks like speaking up is not encouraged in all organisations … 

Elizabeth Broderick …

EY staff overworked, reluctant to report misconduct, sceptical of change

Staff at big four consulting firm EY feel bullied, harrassed and overworked by partners and senior management and too scared to report bad behaviour by their superiors because it might harm their careers, a landmark internal review found.

A voluntary anonymous survey of more than 4000 workers and other consultation measures within the firm’s Oceania region operations resulted in a litany of complaints, on topics ranging from management practices to long work hours and corporate culture.

The report, commissioned to improve the firm’s workplace, also found “vast majority of staff and Partners feel safe” and believe “people behave in a r espectful manner towards others” at the firm. However, the “positive experiences in are not equally experienced by all”, with women and minority groups most likely to “experience lower levels of safety and inclusion in EY Oceania.”

The review, led by former sex discrimination commissioner Elizabeth Broderick, found that 11 per cent of personnel reported routinely working more than 61 hours a week, a situation the firm blamed on a business model focused on “profit and delivery over people”.Do not accept the status quo’: ATO’s Chris Jordan goes out firing