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TRANSCRIPT
Presented by:
Martin Mane
Director, Digital Partnership Office
Australian Taxation Office
19 March 2019
Strategic Working Group
5
UNCLASSIFIED – Strategic Working Group – 19 March 2019
FOCUS GROUP| Improving the test environment Intent:
A forum where industry and the ATO work together to address irritants with the testing experience.
Key recommendations:
# Item Description
1 Enhance EVTE
Conformance Testing to
align with external
stakeholder expectations
Review the test data sets supporting the existing mocked service and potentially extend to provide accurate and
comprehensive data sets, generating correct responses to all valid and invalid inbound messages.
Review the test data sets supporting the existing mocked services and update to align the client data sets where a
business process is achieved over multiple service actions, e.g. Client update services
2 External stakeholders to
be consulted on the test
scenarios and data to be
used to conduct testing
Initiate project and ATO business engagement with external stakeholders that will be consuming the new services
through a specific purpose working group. Special Purpose Working Group meets and defines test scenarios and
any data requirements.
Test scenarios and data characteristics to be defined based on the business rules of the service including error
messages which would result.
Teams involved in the development of mocked/stubbed services use the same data definition rules as those used
by development teams.
Where there is a limitation on test scenarios supported then a risk based and/or volumetric approach is taken.
3 Share initial test scenarios
early in development
lifecycle (Design Phase)
Test scenarios (including expected results) to be utilised in ATO Integration testing are defined as part of the
design phase.
Test scenarios are shared with External Stakeholders through the Special Purpose Working Groups.
External Stakeholders are invited to comment on the test scenarios from the perspective of business rules
interpretation. Discrepancies in interpretations of business rules are resolved in design phase.
Subsequent changes in business rules and related test scenarios are similarly treated.
6
UNCLASSIFIED – Strategic Working Group – 19 March 2019
FOCUS GROUP| Improving the test environment Current Outcomes:
1. Tools are currently being upgraded to improve data sourced from the mainframe system.
2. New scenarios will be tested against business rules that will be used in production before releasing to EVTE.
3. An initial review of test scenarios with DSPs has been conducted on all three actions from the IITR service – Prefill, Pre-Lodge, and Lodge.
4. The ATO will test against the same mainframe code which is being release into production.
5. The data is based on ‘real world’ data, but is scrambled for privacy reasons.
6. The group will be consulted to ensure the scenarios are ‘fit for use’. They will be built in parallel with existing scenarios .
To Progress:
• Finalise the scenarios for the IITR conformance suite and have a final consultation session with developers.
• Embed an approach to engage with DSPs in the early development of new scenarios.
• Review existing conformance data sets and determine lifecycle data scenarios and implementation.
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• Exploring the interest in establishing commonly accepted security
standards across the industry
• Participation has been extended to key platform hosting providers and the
ACCC
• The group have acknowledged the value of commonly accepted cyber
security standards
• General acceptance has been reached for the boundaries of the DSP
Operational Framework
Next steps are to explore:
Existing security standards
Penetration testing as part of the assessment process
The role of identity management
Next meeting to be held in early April 2019
UNCLASSIFIED – Strategic Working Group – 19 March 2019
FOCUS GROUP| Securing the broader ecosystem
Payment thinking
Presented by:
Cameron Sorenson
Director, Debt Strategy and Implementation
Australian Taxation Office
G1 Delivering Debt and ATO
outcomes Workforce and culture
C O R P O R A T E A L I G N M E N T
2024 Strategic Initiatives
We take a purposeful approach to improving payment on time, balancing support for clients trying to do the right thing with timely stronger action
against those who don’t engage to prevent them gaining an unfair financial advantage.
Our direction is set using insights and intelligence and future orientated collection strategies. Our focus is on improving the payment experience
and payment on/over time, as well as addressing unfair financial advantage.
An effective payment collection system is designed, implemented and managed to maintain a stable and effective operating environment for our
clients and staff. Through the development and maintenance of effective partnerships, we bring expertise in data driven strategy, payment
system design and change management to deliver business improvements and initiatives.
Maximised use of
data and analytics
Debt 2018-19 Strategic priorities
Payment thinking Intermediaries
and community
Optimised experience
for clients and staff Legislative
implementation
74.34%1
16.7m
89.5%
$454.5b
15.6%
3.4m
6.4%
$30.7b
3.0%
0.7m
1.1%
$5.4b
Due
date
90 days
365 days
Not paid 3.1%
$15.7b
7.1%
1.6m
No. of payments (21m)
Value of payments ($491b)
Our Debt Book (2017-18)
Debt Strategic objectives
Payment Thinking
Designing processes, systems and
approaches that make payment an
easy and natural part of activities
across all stages of tax and
superannuation.
Data & Analytics Debt Outbound
Delivering data driven,
tailored client experiences
that optimise our Debt
approach.
Developing and refining
communications to ensure we
get the behaviour and
engagement we want, and
improve the client experience
D E L I V E R E D T H R O U G H O U R P R O G R A M S O F W O R K
Shifting payment on time by 1% is
worth $5.1 billion
› Improving payment on time
› Improving the payment experience
› Addressing unfair financial advantage
› Improving the staff experience
O U R D E S I R E D O U T C O M E S & B U S I N E S S D R I V E R S
PAYMENT THINKING
A signature initiative of 2024 vision
ASFP DEPLOYMENT
December 2019
Better tools
and
information
Right case
at the right
time
Easy to pay
and hard not
to
Manage
collectable
debt
Improved
online
services
Maximised use
of data,
analytics and
automation
Optimised
experience
for staff
Increased
payment
on time
Doing the
basics
brilliantly
TAILORED CLIENT EXPERIENCE
Clients are at the centre of everything we do
Channel experience C1
Operational excellence F1
Productivity using data O1
W1
C2 Support the transition to
digital services
W2 Provide the right tools
and workplace
G1 F1 G1 C1 W2 C1 W2 F1
Suzanne Campbell
Tracy Procter Tracy Procter Suzanne Campbell
Visa
ATO (Debt)
ASFP
Delivering a Payment Receivables
Management (PRM) solution to the
corporate Activity Statement Financial
Processing (ASFP) initiative. Provide
Debt with a tailored transparent change
management framework.
David Azarnikow
Suzanne Campbell
Steve Duffin
13
Scheduling / Settle payment
at time of lodgment
1
New/updated Products
• Payment and due date reminders (ATO initiated
SMS / Email)
Process changes
• Ongoing authorisations to deduct future liabilities
• Personalisation of lodgment outcome information
based on client’s lodgment / account scenario, for
example:
• Present a client with an existing overdue debt
different options than a client with only a new
future liability
• A client whose account is in credit and lodges a
new liability
ATO Online & 3rd party Software
• Voluntary regular payments viewing, modifying
and cancelling (wholesale and retail)
• A recommended prepayments schedule to enable
payment by the due date
• Future one off payment scheduling (wholesale
and retail)
• Credit card for direct debit
• Integrated lodge and pay online interactions
(retail)
• Credit card management – storage and
presentation of credit card details to enable
payment
• Opening and closing balance service IT accounts
(wholesale)
• Payment Plan online services eligibility
enhancement
Payment Plan online services to use consider a
client’s capacity to pay to enhance eligibility criteria
for the service
• Improving to accessibility and visibility of
payment plan services in ATO Online
• Service to extended accounts (currently limited
to IT, AS, SG, SG DP, FBT)
• Direct debit for all accounts
• Ability to tailor payment plan instalments
• Ability to view historic payment plans
• Ability to modify and cancel existing plan
• Use of Credit card for direct debit
• Reminders for payments, including final
instalment reminders
• Single payment plan across multiple accounts
(this is expected to be a stretch / future
deliverable)
• Internal payment plan option with no rules for
utilisation for settlements/securities (staff use
only)
• Differentiated Payment Plan service
Improve payment plan service
available in ATO Online
2
• Short term enhancements to update the existing
ICP monitor service to resolve irritants as part of
Payment Thinking project – Phase 1
• Resolve Issues –
• INC000033676642 – Payment plan instalments
not being monitored
• INC000033826934 – Payment plan finalising
when debt above $100
• Resolve existing BCRs irritants
• BCR 2755 - Daily monitor (which will improve
visibility of instalment schedule online and
improve ‘kept’ instalments)
• BCR 2125 – Remove rule that finalises payment
plans at $100
• Resolve non-existing BCRs irritants
• Continue Direct Debit payments when new debt
causes default
• Recognition of additional liabilities (including
those not yet due) not included in original
payment plan (expected to fix the monitor near
the due date issue)
• Long term: Deliver through the ASFP Stream 3
(monitoring).
Differentiated Payment Plan Service - Analytic
service/s to:
• In-Flight: Predict and engage with clients
unlikely to meet upcoming instalment amounts.
• Default: Determine the recommended action
upon default of a payment plan.
Improved payment plan
monitoring
3
The following projects have received endorsement to proceed to Delivery Planning stage.
PAYMENT THINKING| Short to medium term investments
UNCLASSIFIED – Strategic Working Group – 19 March 2019
“Bill Shock” Software Timing Calculation & Visibility Nature of income
• GIG economy e.g. UBER,
Airtasker
• Sharing economy
My income is seasonal and
fluctuates a lot throughout
the year – I can’t forecast
and plan my end of year tax
position in real time
Not all income sources are
(Income Tax) taxed at
source. E.g.
• rental income
• bank interest
• business income
• partnership/trust distribution
• Employee vs Contractor
• Hobby vs Business +
Transactions and impact on
prior earnings
• ‘Cash’ for discount / off
books
Not all small businesses use
software
I don’t know what my total
taxable income amount is
(across all sources) in real
time....so I can’t calculate my
tax rate or estimated liability
and avoid ‘bill shock’
Time lag between when I
get paid or earn income
(collect tax) versus when I
have to pay tax
Some tax calculations are
complicated (Superannuation,
GST and LCT/WET
exemptions, thresholds for
entry etc)
I don’t know how to put aside or
send money for my tax when I
have the money
GST confuses me. I wish it was
sorted out when the customer
pays and I didn’t have to do
anything.
PAYMENT THINKING| Payment challenges
UNCLASSIFIED – Strategic Working Group – 19 March 2019
14
Future of e-Invoicing
Presented by:
Mark Stockwell
Assistant Commissioner, Business Reporting and Registration
Australian Taxation Office
E-INVOICING OVERVIEW E-Invoicing is the direct exchange of invoices between suppliers’ and buyers’ systems. At the moment, processing of invoices for most small and
medium businesses is manual, inefficient and error-prone.
PRODUCTIVITY
$9.18 estimated cost
of an e-Invoice
(savings of up to
$21.69 per invoice)
Estimated potential
savings across the
economy $28b over
10 yrs.
Reduce errors by
1/3 minimising
reverse workflows
Reduced processing
times and errors lead to
quicker payment
Businesses looking to
reduce processing costs
can incentivise e-Invoice
adoption by offering
shorter payment cycles
Over 1.2 billion invoices are
exchanged annually in Australia,
over 280 million in New Zealand
& 100,000 trans-Tasman
Paper
$30.87 estimated cost to
process a paper invoice
In Australia there are
1,284,708 non employing, 584,887
micro, 197,211 small, 50,849
medium & 3,606 Large businesses
$27.67 estimated cost to
process a PDF invoice
89%
SMEs process
invoices manually
PAYMENT TIMES
Small businesses are
collectively owed
$26 billion in unpaid
invoices at any one time
Australia averages 26
days late payment
compared to the
international average of 6
days
All businesses are able
to enjoy the benefits of
e-Invoicing
Existing participants do
not need to access
separate systems across
trade groups
MARKET IMBALANCE
Large business impose
closed trading
solutions on suppliers
Too many complex,
proprietary standards,
leading to market
fragmentation, so businesses
are reluctant to abandon paper
14
Main reasons for
payment delays are:
Incorrect information (21.4%)
Sent to wrong person (21.9%)
UNCLASSIFIED – Strategic Working Group – 19 March 2019
e-INVOICING| Overview
WHAT IS THE PROBLEM
Create
invoice
PAPER INVOICE PROCESS
Post
(need address) Deliver Check Manual
data input Receive
E-INVOICING PROCESS
Create
invoice Receive
Seller Buyer
REMOVING MANUAL INTERVENTION | Faster And Cleaner Data
15
E-Invoicing is the direct exchange of invoices between
suppliers’ and buyers’ software.
traditional (non-EDI based) invoicing is manual
and prone to errors
too many complex standards currently in use and
industry participants are unable to agree among
themselves on a consistent approach.
large business impose closed trading
solutions on suppliers, where suppliers need
(and pay for) different solutions for each
buyer.
Average payment times are 26.4 paydays
late in Australia and affect cash flow of the
business
UNCLASSIFIED – Strategic Working Group – 19 March 2019
e-INVOICING| How does e-Invoicing work?
16
In 2016 the Digital Business Council adapted
proven, international standards for the e-Invoicing
Interoperability Framework.
March 2019, e-Invoicing under the Trans-Tasman
Framework is live after the project confirmed:
• Successful end to end testing with a live invoice
• Publication of an updated Trans-Tasman
Interoperability Framework
• Publication of interim operational governance
arrangements (including accreditation)
• Deliver of the Digital Capability Locator as a critical
piece of infrastructure
May 2018, the Australian Government
confirmed their commitment to progressively
adopt e-Invoicing and announced the
establishment of the Trans-Tasman e-Invoicing
Working Group
November 2018 the Australian government
asked the ATO to accelerate the implementation
of e-Invoicing and have the standards,
infrastructure and interim governance in place by
1 March 2019
December 2018 the Minister requested the investigation
into the suitability of the Pan-European Public
Procurement On-Line (PEPPOL) framework for A-NZ e-
Invoicing after a number of submissions from the
consultation identified PEPPOL as a possible option for
longer term governance
February 2019 the A-NZ Prime Ministers jointly
announced the creation of the Australia and New
Zealand Electronic Invoicing Board (ANZEIB); and the
two countries’ intention to jointly adopt the PEPPOL
interoperability framework for trans-Tasman e-Invoicing.
March 2018 the Prime Ministers of Australia and
New Zealand (A-NZ) agreed to work on a
common approach to e-Invoicing as part of the
A-NZ Single Economic Market agenda, with the
ATO and NZ Ministry of Business, Innovation
and Employment (NZ MBIE) as lead agencies
UNCLASSIFIED – Strategic Working Group – 19 March 2019
e-INVOICING| The journey so far….
17
The aim of the pilots was to confirm:
that the DCL works in a Production environment
interoperability between participating access points including the ability to
connect, send and receive conformant AS4 messages between access
points
the complete end to end e-Invoicing lifecycle from supplier to buyer
Purpose of the pilots
Participants:
Corner 1: Lennix Pty Ltd (MYOB user)
Corner 2: MessageXchange
Corner 3: DHS(IBM sterling stack)
Corner 4: DHS(SAP user)
Successful invoice sent from a small business to government
Ozedi
Qvalent (Westpac)
Department of Human Services (DHS)
Payreq and
Message Exchange
Pilot participants
1 2 3 4
UNCLASSIFIED – Strategic Working Group – 19 March 2019
e-INVOICING| Pilots and onboarding
18
Australian PEPPOL Authority
There are two levels of PEPPOL governance :
The PEPPOL Coordinating Authority (Open PEPPOL) has authority over all of the central components of the PEPPOL eDelivery Network
(the technical and service specifications, the Service Metadata Locator (SML), the Transport Infrastructure Agreements and its annexes) and
will delegate authority over the implementation and use of the infrastructure within a defined domain to a PEPPOL Authority.
The PEPPOL Authority must ensure Access Point (AP) and Service Metadata Publisher (SMP) services are provided in conformance to the
technical standards and service specifications by entering into separate AP and SMP agreements with each of the respective providers within
their local domain.
The Australian and New Zealand governments’ intend to both establish a PEPPOL Authority to incorporate local legislative and technical
requirements.
PEPPOL is a set of artefacts and specifications enabling cross-border exchange
of standards-based electronic documents over the PEPPOL network (based on a
4-corner model). PEPPOL was established under a European Union (EU)
directive for public procurement, and has expanded to B2B interactions used
across 32 countries in Europe, Asia and North America.
PEPPOL is based on three major pillars:
network (PEPPOL eDelivery Network).
document specifications (PEPPOL Business Interoperability Specifications
‘BIS’)
legal framework that defines the network governance (PEPPOL Transport
Infrastructure Agreements – TIA)
What is PEPPOL?
The use of PEPPOL is governed by a multi-lateral agreement
which is owned and maintained by OpenPEPPOL.
OpenPEPPOL is a non-profit international association
registered under Belgian law. Membership consists of both
public sector and private members. The association has
assumed full responsibility for the development and
maintenance of the PEPPOL specifications, building blocks
and its services and implementation across Europe.
OpenPEPPOL
UNCLASSIFIED – Strategic Working Group – 19 March 2019
e-INVOICING| Transition to PEPPOL
Transition Plan – early thinking
Transition Plan – early thinking
e-INVOICING| Transition to PEPPOL
UNCLASSIFIED – Strategic Working Group – 19 March 2019 19
Early thinking around transition timeline to PEPPOL was provided as a working draft document for consultation only
• Timeframes are ambitious, they are the earliest things could happen (used as a starting point for consultation)
• ATO will update the plan based on consultation and further readiness planning - the consultation will allow us to provide an updated PEPPOL implementation
plan (including transition from trans-Tasman) at the Engagement Forum on 10 April
20
PEPPOL Transition Plan
- Consult with industry on transition plan
- Publish transition guidance (including DCL/SML transition)
Establish Australian and New Zealand local PEPPOL authorities
- A-NZ specifications
- Annex 5 jurisdictional requirements
- A-NZ PEPPOL accreditation processes
Engagement and communications
- ATO PEPPOL Digital Service Provider Engagement Forum – 10 April 2019
- Continue to raise e-Invoicing awareness among Federal Government agencies
- Support key stakeholder forums including ANZEIB, Trans-Tasman working group and e-Invoicing Technical working
group
- Continue regular project updates to key stakeholders through forums, ATO websites, regular newsletters and social
media
UNCLASSIFIED – Strategic Working Group – 19 March 2019
e-INVOICING| Next steps
21
For more information:
The ATO Software Developers website
https://softwaredevelopers.ato.gov.au/Trans-Tasman-e-invoicing
The ATO website
https://www.ato.gov.au/e-invoicing
Contact Australian Project team @
[email protected] (and sign up for our regular updates).
UNCLASSIFIED – Strategic Working Group – 19 March 2019
e-INVOICING| More information
Security
Presented by:
Christian Motuzas
Cyber Security Operations Centre
Australian Taxation Office
23
UNCLASSIFIED – Strategic Working Group – 19 March 2019
FOCUS GROUP| Security sharing and awareness
Exploring the interest in sharing intelligence and creating broader industry awareness.
Currently looking at:
Determining what data can be shared and how it can be disseminated with broader industry
Managing Cyber Threat Intelligence provided by Managed Service Providers (MSPs)
How we can work together moving forward
1. Understand the security controls and capabilities offered by the
MSP and if the DSP is leveraging them.
2. Evaluate if the security capabilities of the MSP are sufficient and
meet the DSP requirements.
3. Have a well defined incident response and communication plan
with the MSP to avoid chaos in the event of an incident.
4. Understand new threats that are present globally what the risk is
the both the DSP and MSP
MANAGED SERVICE PROVIDERS| Understanding the risks
UNCLASSIFIED – Strategic Working Group – 19 March 2019
24
Visibility
Ensuring that DSPs have
visibility into their managed
service, and are informed of all
IT security events that impact
the business.
Communication
The use of MSPs requires all
involved to have well defined
communication and incident
response policies to ensure
that clarity is maintained
Review
Security is not “Set-and-Forget”
as things change. Frequent
review and testing of established
policies and obligations to
identify cyber security risk and
blind spots
CYBER SECURITY| A collective effort
UNCLASSIFIED – Strategic Working Group – 19 March 2019
25
UNCLASSIFIED – Strategic Working Group – 19 March 2019
CYBER SECURITY| MITRE ATT&CK threat matrix
26
Single Touch Payroll
Presented by:
Martin Mane and Michael Karavas
Director, Single Touch Payroll
Australian Taxation Office
28
UNCLASSIFIED – Strategic Working Group – 19 March 2019
Legislation to extend STP reporting to include small employers (with 19 or less employees) from 1 July 2019 has received royal assent.
Software developers have been asked to build low-cost STP solutions at or below $10 per month for micro employers – including simple payroll
software, mobile phone apps and portals. A register of providers who intend to build these solutions is available at Low-cost STP solutions.
SINGLE TOUCH PAYROLL | Solutions for micro-employers
DISCUSSION POINT
How can ATO and industry work together to:
• ease the way for and/or support the on-boarding of micro employers
• identify any other support measures or steps to improve take-up of STP by micro employers.
Machine to machine
authentication
Presented by:
Martin Mane
Director, Digital Partnership Office
Australian Taxation Office
30
UNCLASSIFIED – Strategic Working Group – 19 March 2019
MACHINE-TO-MACHINE AUTHENTICATION | Overview
Machine2Machine
GovPass
User
This environment consists of
two types of public users:
1 – Private individuals
2 – Business individuals
Identity Provider
(IDP)
The GovPass ecosystem will
be deployed to support
multiple IDP’s to support
choice for users – with
myGovID as the first.
Federated Identity
Exchange
DHS will be deploying the
exchange as the central
federal broker for individual
identity transactions
Federated
Authorisations
ATO will be deploying RAM as
the central federal
authorisations platform, which
will be used by individuals
and M2M business clients
Relying
Party
Aside from government
services, business too will be
allowed to enter this
environment to provide their
online services and absorb
digital identities
M2M component
GovPass component
31
UNCLASSIFIED – Strategic Working Group – 19 March 2019
MACHINE-TO-MACHINE AUTHENTICATION | Timeline
31
Phase 0 Phase 1 Phase 2 Phase 3
• Machine
Authentication System (MAS) only (no supply chain visibility /No encryption)
• Authentication
• Certificate Authority (CA) integration
• SBR migration
• Production
• Registration for
the machine credential
• User Interface available
• RAM
• Performance tuning
• End to end
encryption
• Full capacity
• Supply chain
visibility
April
2019
EVTE
(TBC)
Public
Beta
(TBC)
Public
Beta
(TBC)
Full
deployment
32
MACHINE-TO-MACHINE AUTHENTICATION | Client Model
UNCLASSIFIED – Strategic Working Group – 19 March 2019
32
RAM
Business owner
Has Machine Credential
Administrator (MCA) role
but will generally delegate
this to another person
PREREQUISITES
All users have myGovID
All users are authorised for the
business In RAM
Must have SDK loaded
Must have credential
Principal Authority
When creating a machine
credential, they will be the
custodian. Machine
Credential
Administrator (MCA)
Request machine credential
Credential custodian
Server
Machine
credential
created in MAS
via RAM
Download (or install)
credential (different for
each DSP business)
PR
INC
IPA
L
AU
TH
OR
ISE
D A
FF
ILIA
TE
SDK installed
1
3
4
2 MAS
Now has ‘Machine
Credential Admin’ role
Role flow
Credential flow
Grant ‘Machine Credential
Admin’ role to authorised
person via RAM
RAM – Relationship Authorisation Manager
MAS – Machine Authentication Service
MCA requests
new credential
via RAM
33
MACHINE-TO-MACHINE AUTHENTICATION | Data Flow
UNCLASSIFIED – Strategic Working Group – 19 March 2019
Software sends valid
certificate to MAS
Software MAS Software
Validates that the certificate
is correct. Provides a SAML
token back to software
M2M
SAML
Processes the
request
ATO
SBR Core
Verifies that machine
credential ABN and
reporting party ABN
match
Business
Business initiates a
transaction and signs the
information using their
machine credential stored
Attaches SAML and related
business information to the
SBR payload. Submits a
single SBR payload to ATO
S B R
P A Y L O A D
34
UNCLASSIFIED – Strategic Working Group – 19 March 2019
MACHINE-TO-MACHINE AUTHENTICATION | Impacts
We are designing the machine credential to be backward compatible to limit the impact for DSPs and their users.
DSPs that use CAA
• Will be required to generate and install the new machine credential as well as update their software to point to the new STS endpoint
address.
• There will be no impact to users.
DSPs that do not use CAA
• DSPs will be required to update their software to point to the new STS endpoint address and deploy the updates to their users.
• Users will need to log into RAM to nominate a Machine Credential Administrator to generate a machine credential. Users will then need
to install the machine credential into their software.
Users who have updated their software can continue to use their AUSkey until 2020
36
UNCLASSIFIED – Strategic Working Group – 19 March 2019
CORPORATE PLAN| Strategic initiatives
Support the superannuation system
Increase willing participation and drive transparency in member information and superannuation guarantee by ensuring the system is seen,
valued and owned.
Shifts in work and income
Position the tax and superannuation system to respond to shifts and trends in the nature of work and income.
Channel experience
Use digital interactions wherever possible and limit or close some services in some channels