Corporate Tax Strategy
The Situation
A global corporate client had recently re-organised and merged their Direct and Indirect Tax functions under new leadership. Whilst these changes were going on internally, there was also significant turmoil in the external tax environment. This turmoil included an increase in Tax Audits since the credit crunch and the OECD Base Erosion and Profit Shifting (BEPS) initiative, most immediately in terms of the requirements for Country by Country Reporting (CBCR).
The Approach
Our initial engagement developed two threads concurrently, firstly designing and delivering analysis of the existing data in order to guide subsequent decision making and secondly mobilising the entire tax team to work through a series of workshops led by the Head of Tax to develop strategic options. These options were then tested and prioritised for action, culminating in a business case and project plan for each element. The ultimate deliverable was a paper for the Board and a transformation plan that incorporated operational performance targets and metrics as well as project and programme deliverables.
The Outcome
This remains "work in progress" currently.
A global corporate client had recently re-organised and merged their Direct and Indirect Tax functions under new leadership. Whilst these changes were going on internally, there was also significant turmoil in the external tax environment. This turmoil included an increase in Tax Audits since the credit crunch and the OECD Base Erosion and Profit Shifting (BEPS) initiative, most immediately in terms of the requirements for Country by Country Reporting (CBCR).
The Approach
Our initial engagement developed two threads concurrently, firstly designing and delivering analysis of the existing data in order to guide subsequent decision making and secondly mobilising the entire tax team to work through a series of workshops led by the Head of Tax to develop strategic options. These options were then tested and prioritised for action, culminating in a business case and project plan for each element. The ultimate deliverable was a paper for the Board and a transformation plan that incorporated operational performance targets and metrics as well as project and programme deliverables.
The Outcome
This remains "work in progress" currently.
