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SARS Budget Vote Presentation
to the Portfolio Committee on Finance
6 April 2005
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ContentsIntroduction
Revenue Collections for 2004/52004/05 Scorecard
The 2005 – 2008 MandateSARS Overall MandatePresident Mbeki’s State of the Nation’s AddressKey Government ChallengesMinister Manuel’s Budget Speech
SARS Intent/ AspirationsChallengesSARS Approach
Compliance ModelCapabilities
2005/6 Key Priority Areas2005/8 Strategic Objectives
Outcomes; Outputs; Actions; Measures and TargetsENE Programmes
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SARS Achievements
Revenue Collections exceeded by
R 21 Billion for 2004/05,
Collected R354.9 Billion
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Join us in celebrating!!R million R million R million
TaxFebruary 04
estimateProvisional outcome
Variance (surplus/shortfall)
PIT 106,708 111,386 4,678 CIT 69,730 72,105 2,375 VAT 89,500 98,243 8,743 Excise 13,112 13,006 -106 Customs 9,500 13,148 3,648 Fuel Levy 17,409 18,779 1,370 Transfer Duties 5,200 7,115 1,915 Other 22,535 21,082 -1,453 TOTAL 333,694 354,864 21,170
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Join us in Celebrating!!R million R million R million
TaxFebruary 05
estimateProvisional outcome
Variance (surplus/shortfall)
PIT 111,436 111,386 -50 CIT 66,411 72,105 5,694 VAT 95,468 98,243 2,776 Excise 12,975 13,006 31 Customs 11,493 13,148 1,655 Fuel Levy 18,800 18,779 -21 Transfer Duties 7,200 7,115 -85 Other 21,478 21,082 -397 TOTAL 345,261 354,864 9,603
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Analysis of Surplus (Overrun)SURPLUS (OVERRUN) FOR 2004/05 FOR MAJOR TAXES
-0.52%
59.30%
28.91%
0.33%
17.23%
-0.22%
-5.02%-10%
0%
10%
20%
30%
40%
50%
60%
70%
PIT
CIT
VA
T
Exc
ise
Cus
tom
s
Fuel
Lev
y
Oth
er
PITCITVATExciseCustomsFuel LevyOther
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SARS Volumetrics
1,7 Million Import Transactions
1,8 Million SACU Movements
1851 Total Seizures
68, 775 Consignment
stopped
300, 268 PAYE
Employers
4,3 MillionIndividualTaxpayers
14 Million Passengers
moving through Customs
573, 876 VAT
Vendors
1, 4 Million Corporate Taxpayers
998, 221 Export
Transactions
14 Million Returns Processed
14 600 SARSEMPLOYEES
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Achievements for 2004/05
Customer• Actively marketed E-Filing and increased subscription by:
• Registrations 41%• Returns 227%• Payments 310%
• Implemented Customs internet subscription facility• Expanded on major call centres and centralised certain tax
offices for customer satisfaction• Introduction of a Call Centre specific Management system• Assessment Service levels from an average 50 % to an
average of 85%• Establishment of LBC
Learning & growth• 1000 auditors have been trained significantly increasing the
skill level• Introduction of Team Leader development programme• Implemented performance based rewards for Senior
Management• Introduced declaration of interest - completed by
Management in order to increase integrity• SARS Academy established in August 2004• 23870 staff members attended courses• Exceeded EE targets by 6%
Process (internal efficiency)• Processed 2,596 million payments in the form of cash and
cheques• Effective document management
•15,6 million documents processed via mailrooms• Improved hit rate on risk profile cases from 52% in the previous
year to 56%. • Reduced revised assessments to 5%• 89,5% of refunds paid out within the time limit • Customs head office is ISO certified – it’s process and
procedures satisfies the SABS ISO 9000 quality standards
Target achieved at R354,9 billion. Financial•Increased registration as follows:
Product Target PerformanceIT 6% 9%VAT 4% 7%PAYE 3% 9%
•Filing Campaign 1 April – 22 July 2004• IT returns received: :
• 2 377 723 (41.89% increase over prior year)• Extensions received:
• 1 021 905 (13.5 % increase over prior year)• New registrations processed:
• 239 614 (19.28% increased over prior year)• Customs priority collections R102.9m – (electronics and footwear)• Anti-smuggling collected R312m – 733 cases
Achievements for 2004/05
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But, more still needs to be done …
Tax gap – more revenueTrade control versus facilitation balanceCompliance cultureProcess innovationFocused enforcementBetter skills and management cadre Integrated systems
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The SARS 2005 - 2008 Mandate
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The SARS 2005 – 2008 Mandate
The SARS mandate for the 2005 – 2008 years is defined in terms of the following:
SARS ActPresident Mbeki’s State of the Nation’s Address
Key Government Challenges
Minister Manuel’s Budget Speech
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The 2005 – 2008 Mandate SARS Act
To collect all revenues that are due;To ensure optimal compliance with the legislation;To provide a Customs service that will maximise revenue collection, protect our borders as well as facilitate trade;Advise the Minister of Finance on tax and trade policy
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The 2005 – 2008 Mandate
President Mbeki – State of the Nation Address“Our programme for the coming year is premised on
the broad objectives to increase investment in the economy, lower the cost of doing business, improve economic inclusion and provide the skills required by the economy.”
President Mbeki’s State of the Nation Address – February 2005
{Strategic Plan p 9 – 10}
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The 2005 – 2008 Mandate Key Government Challenges
Eradicate poverty and underdevelopment, within the context of a thriving and growing First Economy;Successfully transform Second Economy; Achieve higher rates of economic growth and development;Improve the quality of life of all our people (increasing socialexpenditure) , and;Consolidate social cohesion.Interventions to grow the First Economy:
Increase investment in the economyLower the cost of doing business;Improve economic inclusion and provide skills required by the economy
Expanding Public Works ProgrammeHealth, education, social assistance
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The 2005 – 2008 Mandate Minister of Finance – Budget Speech
“ Far more needs to be done to attract Investment, intensify education and training, deepen financial markets, open up trade relations and harmonise regulatory and legal environments…….…. We have been mindful that infrastructure spending by municipalities and public enterprises is expected to grow strongly over the years ahead, complemented by rising spending on public assets through public-private partnerships of various kinds”
Minister of Finance , Trevor A Manuel – Budget Speech : February 2005
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SARS in 2005 - 2008
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SARS’ Aspirations
Impartial, independent, consistent and fair administrationImproved compliance cultureRetain community confidence and reduce administrative burden andbusiness cost to taxpayers/tradersFacilitate legitimate trade, protect the economy and heighten border securityBroaden tax baseEstablish ethics-driven cadre of tax/customs professionalsEntrench a “whole of Government approach”Sustain responsible African partnerships (NEPAD)
{Strategic Plan p 14 – 15}
Smarter, more visible, more accessible, more responsive SARSSmarter, more visible, more accessible, more responsive SARS
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Revenue Challenge : 2005 - 2006
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Revenue Challenge : 2005 - 2008
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Environment – ChallengesExternal
Complex business environmentBroadening the tax baseIntegrating the second economyExtending culture of complianceProtecting the economy against illicit trade
InternalContinuous business/ process improvementsContinue to embed a service cultureProfessional Management cadreImproving skills
{Strategic Plan p 11 – 12, 17}
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Environment – Strengths and opportunities
Global democratisationPolitical assertiveness, good governance and sound economic / fiscal managementHealthy national economyGrowth in revenue collected (2004/05 target exceeded)Improved efficienciesImproved compliance climateImproved services to taxpayers/traders
{Strategic Plan p 10 – 11, 16}
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SARS’ Business approachOutward focused approachRisk based audit methodologyCompliance model which balances education, service and enforcementCampaign strategy to raise levels of awarenessIncreased control of smuggling and illicit tradeIncreased operational efficiency – deliver more with the same and measure performance (SARS Performance Scorecard)People developmentSynergy between tax and customsPartnership and accords
{Strategic Plan p 18 – 23}
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SARS Compliance Model
Enfo
rcem
ent
Service
Education
Environmental Knowledge and UnderstandingEffective
Segmentation
Risk Assessment
Customer Awareness
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SARS Capabilities
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CapabilitiesPeople development
Inculcate team cultureAchieve better employment equityEnhanced people wellbeingDevelop cadre of progressive professional managersBusiness and Technical skills
Information TechnologySystems responsive to complex business environmentsMigration from legacy systems to a more modern platformEmpower and enable frontline
Business Intelligence Data mining
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Priority Areas for 2005/06
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Key Priority Areas
Empowering Small BusinessAuditsLarge Business CustomsSARS Service CharterTransformation Programme
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Strategic Objectives, Outcomes, Outputs, Actions, Measures and Targets
2005 - 2008
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Strategic Objectives1. Optimise Revenue Collection
Ensure optimum collection of monies due by developing a thorough understanding of the probable tax base and implementing a focused compliance approach.Accurate forecasting from different segments.Ensure progressive reduction of the debt book.
Output:Monthly revenue targets will be actively managed to ensure sustained revenue flows.Enhance tax base broadening by identifying specific segments and operating sectors.Define and implement strategy to counter manifestations in tax gap.Implement a differentiated debt collection strategy.Continuous improvement of debt management processIncrease effective tax rates for specific sectors.Close specific loopholes and leakages.
Activity:Our intention is to optimise revenue collections by:
Monitoring and responding to economic conditions.
Outcome:
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Strategic Objectives1. Optimise Revenue Collection
Building legal capacity in order to better develop and interpret tax policy and legislation (understand the impact and yield from changes).Development of a single Tax Administration Act.Develop a mechanism to provide advance private rulings on request.Implement and improve current legislation on reportable arrangements.Refine risk based management of dispute resolution.
Output:Recruitment of additional legal resources to boost existing capacity.Publish draft Public Tax Administration Bill for comment.Implement advance private rulings mechanism in the second part of 2005/06.Analysis of 1st reports received around reportable arrangements legislation.Better selection of cases and management of dispute resolution system.
Activity:To advise on appropriate tax policy and legislative interventions:
Analysis for tax proposals (Costing)Interpretation of tax policy (Laws/ agreements / trade policy / frameworks)Operational policy / Procedure (based on interpretations)Legal support / Case specific
Outcome:
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Strategic Objectives1. Optimise Revenue Collection
R 7.07 BnR 6.85 BnR 6.75 BnNon-tax revenue collected
10%11%12%Debt as a percentage of total revenue
1.4%1.3%1.3%Cost as a percentage of total revenue
24.6%24.7%24.4%Revenue collected as a percentage of GDP
R 453.7 BnR 414.2 BnR 372.8 BnRevenue Target
2007/20082006/20072005/2006Key Measures
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Strategic Objectives 2. Better taxpayer and trader experience
Implement an environment that facilitates small business development:Re-align staffing activities to be more service and enforcement orientated (“community tax-helpers”, field audits, small business assistance).
Output:Assist Small Business by reducing the cost of compliance and tailoring the administrative regime.
– Simplification of registration for Small Business;
– Small Business desk in every office.
– Small Business Centres at appropriate points of need.
– Extending hours of availability in various offices
– Increasing points of presence through the use of:
• Mobile Kiosks at convenient locations
• Caravans• Shared points i.e. in
community centres • Field Assistance workers
deployed in targeted areas
ActivitiesEnhance service processes and responses to queries
Outcome:
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Strategic Objectives 2. Better taxpayer and trader experience
Targeted communication, taxpayer education and expectation management.
Targeted communication, taxpayer education and expectation management.
Targeted communication, taxpayer education and expectation management
Output:Assist Small Business by (cont…):
– Implement a VAT retail scheme
– Provision of accounting / planning / payroll software packages
Empowering the front end by moving people from the back office to customer facing areas. Tailor services per segment.
ActivitiesOutcome:
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Strategic Objectives 2. Better taxpayer and trader experience
Develop and implement a “channel management” strategy that is based on a thorough understanding of the client base and will provide taxpayers and traders with appropriate choices for interaction:Extend the taxpayer relationship concept to all sectors within the Large Business segment.Increase channel availability by roll-out of field assistance workers and taking services to the taxpayers and traders.Provide more points of presence.Ensure that better information and risk capability is provided for in all sectors and tax types through the Enterprise Data Warehouse and Risk Differentiation Mechanism.
Output:Dedicated channels suited to identified segments.Extend current e-filing to greater functionalities for returns / account status
– CIT– PIT– VAT– PAYE– Customs– Help facility
LBCPublication of LBC Handbook in the second half of 2005/2006.Appointment of additional taxpayer relationship managers.Expand the Large Business capability to provide specialist services across defined industry sectors and geographic regions. Increase LBC regional presence (KZN and WC) Activate new industry sectors within the LBC.
ActivitiesEffective, easily available and efficient channels:
Channel types Tailored service channels for segments
Outcome:
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Strategic Objectives 2. Better taxpayer and trader experience
Integrate certain customs functions within the LBC.Extend eFiling services for information sharing purposes as well as integrating data links with Large Business taxpayers and traders.
Better selection of cases and management of dispute resolution system.
Refine risk base management of dispute resolution.
Efficient dispute resolution
Implement the SARS Service Charter and the required systems to measure organisational performance and the behavioural shifts that deliver to charter Service Level Agreements.
Output:
Publish and market SARS Service Charter. Every division within SARS will be held accountable for the adherence to standards set.
Activities
Perform against SARS service charter
Outcome:
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Strategic Objectives 2. Better taxpayer and trader experience
18%15%12%Year-on-year percentage reduction in number of complaints
95%90%85% Customer satisfaction survey index
95%90%85% Percentage of achievement against SARS Service Charter
2007/20082006/20072005/2006Key Measures
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Strategic Objectives 3. Improved compliance and risk reduction
Improve compliance culture:Communication (including education and awareness) External assurance activities
Outcome:Actively promote the registration and regulation of tax practitioners.Undertake cyclical campaigns e.g. focusing on filing season.Develop and implement education and awareness programmes (enterprise-wide campaigns) to increase voluntary compliance through increased and focused campaigns for selected segmentsIncrease citizen awareness and understanding of rights and obligations regarding taxpaying.
Output:Embed compliance model in SARS (communication, Service and enforcement for segments) Further publication of offenders that were prosecuted to demonstrate the negative consequences of non-compliance.Specific enforcement campaigns that will have a sectoral focus:
– Sweets– Clothing/Footwear/Textile– Cell-phones– Property– Trusts– Tobacco– Alcohol– High Net Worth individuals
Activities:
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Strategic Objectives 3. Improved compliance and risk reduction
Outcome: Output:Specific educational / awareness campaigns
– Small Business– Filing season– Focussed High Net-Worth
Individual campaigns – Inform them on service
offerings– International
Benchmarking– Enforcement Activities
Campaigns to address incentive schemes i.e. MIDP.Collaborative industry forums to be established.
Activities:
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Strategic Objectives 3. Improved compliance and risk reduction
Assess and mitigate risk:Produce business intelligenceRisk based enforcement
Outcome:Strengthen the internal and external risk identification and assessment capability through continuous environmental scanning and research.Institute contingency planning and mitigating actions to counter and reduce risk.Engage in highly focused enforcement activities aimed at creating maximum impact in segments and sectors where non-compliance is most prevalent. Outcomes of such actions will be punitive by nature e.g. additional taxes and penalties, forfeiture and criminal prosecutions.
Output:Build an Enterprise Data Warehouse to support data mining and an improved risk differentiating mechanism.Perform integrated audits on risk areas and clientsIntroduce transactional audit methodology, where the tax risk for a transaction is determined. Increased focus in Corporate and Employer environmentFocus on notorious high risk transactions e.g. private use of assets, private expenditureEnsure customs integration with audit and investigations capabilityDefine case selection and sampling methodology that is based on
– Coverage– General Risk– Trends
Building an integrated risk rating model taking into consideration:
– Mitigation– Tolerance – Contingency
Activities:
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Strategic Objectives 3. Improved compliance and risk reduction
1.5%0.7%1.5%2.5%5.5%
1.5%0.7%1.3%2.0%5.0%
1.15%0.7%1.2%2.0%5.0%
Percentage audit coverage across tax types:CITPIT: Salaried IndividualsPIT: Non-Salaried IndividualsPAYEVAT
80%70%60%Percentage success and risk based audits
R 25 BillionR 25 BillionR 25 BillionEnforcement revenue (banked)
Improvement by 7%
Improvement by 5%
Improvement by 3%
Increase in effective tax rates per selected industry sector
9%9%9% Percentage increase in compliance behaviour (registration, filing and payments)
2007/20082006/20072005/2006Key Measures
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Strategic Objectives 4. Enhanced human capacity
Maintain a skills development plan for SARS.
Output:Staff complement with appropriate skills and orientation
Outcome:Will increase staff complement in customs, audit and relationship management.Establish percentage skills gap.Match skills requirement per functional process and related job.The development of progressive and capable managers through specific training for the Operational Management System
Activities
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Strategic Objectives 4. Enhanced human capacity
Review and refine processes, practices and support systems to facilitate the implementation of policies to manage human resources.Provision of a recruitment / retention / separation system.Refine and redefine organisational structure, roles, responsibilities and authority to meet the requirements of SARS based on the strategic intent of being outward focused and internally efficient.
Output:Enhance human resource systems and processes:
Outcome:Refine Organisation design and policies.Revision of recruitment / retention / separation processes.Implement Training through the existing SARS Academy.
Activities
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Strategic Objectives 4. Enhanced human capacity
Rollout the new Performance Management and Development Systems.
Continue the implementation of the employment equity plan.
Output:
A well established performance management system
Achieve employment equity and workplace diversity
Outcome:
All Senior Managers will have a performance contract in place.
Actively ensure that all employment equity targets are met.
Activities
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Strategic Objectives 4. Enhanced human capacity
30%30%30%Percentage improvement in management capability
100%90%40%Implementation of new performance management development system
25%25%Establish % skills gap
Percentage closure of skills gap
100%100%100%Percentage compliance with equity plan
2007/20082006/20072005/2006Key Measures
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Strategic Objectives 5. Improved trade administration and border security
Efficient Implementation and management of trade agreements
To implement the general annex to the revised Kyoto Convention.
Output:
Increased ability to detect illicit trade and enhanced anti-smuggling activity
Efficient Implementation and management of trade agreements
To implement the general annex to the revised Kyoto Convention
Outcome:
Invest in Border security “tools”
– Scanners– X-ray– Sniffer dogs– Tracking Devices
Efficient Implementation and management of trade agreements
To implement the general annex to the revised Kyoto Convention.
Activities:
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Strategic Objectives 5. Improved trade administration and border security
Establish a border control framework that includes designated areas under customs control. Develop memoranda of understanding with other stakeholders at ports of entry.Implement visible border policing and proactive deterrence through an enhanced customs presence and deployment of deterrence tools and systems, including an appropriate risk management program.
Output:Visible border control and pro-active deterrence:
Border control frameworkPhysical presence of resources including tools
Outcome:Change regulations that govern customs control areas.
Increase enforcement activities at customs controlled areas
Identify and enter into key stakeholder relationships. Deployment of uniformed personnel at customs areas.Joint Road-block with SAPS / SANDF“Foot-soldier” deployment in key economic areasDeployment of visible policing resources on different basis:
– Permanent presence– Random presence– Advance notification– Cyclical presence– Enforcement raids /
search warrant executions
Activities:
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Strategic Objectives 5. Improved trade administration and border security
Output:Outcome:Enhanced visibility and enforcement activitiesConduct specific warehouse campaigns (Excise / bonded warehouse / state warehouse)
Activities:
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Strategic Objectives 5. Improved trade administration and border security
20%15%5%Improvement in infrastructure and equipment (border, warehouse and scanner)
97%95%90%Percentage achievement of turnaround times for trade processes
65%60%55%Percentage success of anti-smuggling activities
10%15%40%
15%10%30%
20%6%20%
Percentage documentation compliance with customs regulation coverage and examination success rate:
Document coverageExaminations Success rates
80%70%50%Percentage implementation of the general annex to the revised Kyoto Convention
2007/20082006/20072005/2006Key Measures
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Strategic Objectives 6. Greater operational efficiencies
Optimise organisational throughput through establishing appropriate standards, implementing standardised processes and introducing technological innovations.Refine and redefine organisational structure, roles, responsibilities and authority to meet the requirements of SARS based on the strategic intent of being outward focused and internally efficient.
Output:Implement risk based process design.Set throughput standards for each process.Align current information systems (core systems).Implement capacity planning system in operations.Identify resources /skills required for deployment from the back-office to the front end.Continued roll-out of Siyakha design.
Activities:Optimise throughput:
Standardise ProcessSet StandardsResourceSkills
Outcome:
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Strategic Objectives 6. Greater operational efficiencies
Implement a Quality control mechanismImplement a Quality assurance mechanism
Output:Implement a Quality control mechanism that would encompass the following:
Inspection planSampling planData collectionData stratificationAnalysisRisk profilingCorrective / preventative actions
Implement a standard quality management system across the enterprise.
Activities:Maintain and enhance quality
Outcome:
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Strategic Objectives 6. Greater operational efficiencies
Develop and implement an ICT strategy that is aligned to operations. Complete implementation of Siyakha 1 – Process and People.Develop an integrated design and governance framework which facilitates the continuous improvement of SARS via an agreed series of programmes.Provide seamless integration between front office and back office processes by implementing Business Process Management Systems.
Output:Implement process improvement approach.Deliver phase 1 & 2 of debt management process design.Provide capable ICT system with necessary functionalities for extended eFiling.Provide an appropriate architectural framework, including network infrastructure & application systems that are aligned to current and future business needs.Automate selected processes using BPM technology.
Activities:Optimise processes
Outcome:
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Strategic Objectives 6. Greater operational efficiencies
Development of relevant automated processes with integrated images and third party information.Implement a single registration system which is geared towards becoming increasingly automated.Develop and implement an integrated business solution across legislation, process, people and technology.Ensure integrity throughout the operation, and support for government agencies and clients – single window concept.
Output:Migrate to Generally Recognised Accounting Practice (GRAP) which supports the accrual basis of accounting for administered revenue
Activities:Optimise processes cont…
Outcome:
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Strategic Objectives 6. Greater operational efficiencies
Fully implement and enhance Operational Management System
Establish an operational Management system
Establish an operational Management system
Reduce operational expenditure on back-office inward looking administrative activities and re-focus savings on enforcement and service related activities
Redefining of operational expenditure budget
Improve cost efficiency/value for money
Output: Activities:Outcome:
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Strategic Objectives 6. Greater operational efficiencies
65%65%65%Maintaining success rate in the litigation of appeals in the Tax and higher courts in line with international benchmarks
3%4%5%Percentage reworked as a result of own error
95%92%90%Percentage accuracy of assessments
90%85%75%Percentage of outputs delivered within standard throughput time
2007/20082006/20072005/2006Key Measures
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Strategic Objectives 7. Promoting good governance
Implement a comprehensive governance framework which addresses all the internal requirements of SARS and the external stakeholder relationship.Implement the appropriate governance controls in terms of committees, approval, verification disclosure, procedures and practices.
Output:
Entrench the governance framework:
Develop governance structuresPolicies and procedures
Outcome:
Enhance current governance framework.
Activities:
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Strategic Objectives 7. Promoting good governance
100%100%90%The percentage of Governance Framework implemented across the organisation
2007/20082006/20072005/2006Key Measures
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Resource plan
4,954,8324,714,5184,446,449Grand total
570,306542,646511,79111.Technology
361,240343,720324,17610.People Development
61,43458,45555,1319. Policy and legislation
1,014,281964,284897,5888. Transformation
548,986522,360492,6587. Enforcement
59,20556,33353,1306. Promoting Fiscal Citizenship
223,188213,166212,9125. Large Business Centre
628,875598,374564,3504. Service Strategy
25,89524,63923,2383. Trade admin and Border Control
1,143,3691,087,9141,026,0552. Operations management
318,053302,628285,4201. Administration
2007/082006/072005/06MTEF PROGRAM
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SARS Performance Scorecard
2005 - 2008
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SARS Performance scorecardCustomer• Achieve 85% performance against SARS service
charter• Achieve 85% customer perception survey index• Achieve 12% reduction in number of complaints• Improved trade administration and border security
framework• Implement 50% of Kyoto Convention• Implement small business
programme
Learning & growth• Achieve 100% of employment equity targets• Implement governance framework• Implement new Performance Management
Development System• Implement skills development plan
Process (internal efficiency)• Achieve 55% customs hit rate• Achieve 60% success in risk-profiled cases• Ensure 75% transaction delivered within standard
throughput time• Achieve 90% of throughput time for trade
administration/processes• Achieve 92% accuracy of assessments
• Achieve 100% implementation of operational management
Results (financial)• Meet R372,8 billion revenue
• Achieve 9% increase in compliance behaviour (Registration, filing, payments)
• Achieve 24,4% of GDP collected as revenue• Ensure 1,3% as percentage cost of revenue collected• Ensure debt book reduced to 12% of revenue
Objectives
• Optimise revenue collection• Better customer experience• Improve compliance and risk reduction• Enhanced human capacity• Improved trade administration and
border security• Greater operational efficiencies• Promoting good governance
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Report Back 2004/05
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SARS Divisional report cards
See attachment 3 in information pack.
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Government’s Commitment
“Acting together, we do have the capacity to realise these objectives. And sparing neither effort nor strength, we can and shall build a South Africa that truly belongs to all who live in it, united in our diversity!”
President Mbeki’s State of the Nation Address – February 2005
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Thank you for your support