0. Organising the Tax Function
Robbert Hoyng
Partner Deloitte
Jos Beerepoot
Tax Director ABN AMRO

1. Are we doing the right things?
Effective
Are we doing the right things?
How is the role of the tax executive changing?
Which elements are the most important in your role? How much time do you spent on each element?

2. Translate strategic objectives into tax objectives
Effective
Translate strategic objectives into tax objectives
Strategic objective
Top ten
mobile operator 2015
The role (and potential need for improvement) of the Tax Function varies with the maturity level of the organisation.
Strategic drivers
Accelerate growth existing processes
Consolidate existing assets
Expand into adjacent markets
Strategic actions
Primary listing LSE
Acquisitions
Licenses
Provide career opportunities
Tax actions
Piramide + plaat met levens cyclus (maturety model) (Tax director heeft een reactive rol vanuit het verleden. Dit is nu veranderd naar een meer pro-actieve rol met o.a. strategy en policy. Toch merk je dat tax directors daar niet aan toe komen.
Tax Filing
Be compliant
Manage tax accounting
Avoid business disruptions
Stable and predictable ETR
Manage cash repatriation
Implement a Tax Control Framework

3. The four faces of a tax Executive
Which face suits you best?
Stimulate action across the organisation to achieve strategic and financial goals
Execute strategic choices
Protect and preserve the assets of the organisation
Accurate and timely compliance
Accurate and timely reporting – both for management and externally
Effective engagement with tax authorities and audit defence
Risk management
Balance costs and service levels to fulfil responsibilities
Benchmarking
Leverage technology
Execute Finance Transformation
Provide financial leadership in determining strategic direction and align financial strategies
Alignment of commercial and tax strategies
Opschuiven van beneden naar boven?
Het tax team blijft wel voor het merendeel in de onderkant werken
Houd hier rekening mee met de inrichting van je tax team. Wat wil je bereiken? Persoonlijkheids profielen

4. Governance
Locating tax department roles and responsibilities

5. Are we doing the things right?
Efficient
Are we doing the things right?
How would you determine the current (as-is) and desired state (to-be)?
What would be your first steps?

6. Towards an integrated tax lifecycle enabled by tax technology
Efficient
Towards an integrated tax lifecycle enabled by tax technology
Tax function responsibilities
Tax Function
Provision
Income Tax Compliance
Audit
Management
Planning
Indirect Tax
Transfer
Pricing
Global
Mobility
Cash Management
& Forecasting (Treasury)
Information Reporting
Business
Partnering
Lobbying
Van seperate processen naar een geintegreerd proces
Wordt mogelijk gemaakt door tax technology
Vaststellen wat de as-is is en de gewenste situatie (to-be)

7. Tax technology infrastructure
The available infrastructure can be overwhelming

8. Do we have proper control and accountability information?
Transparent
Do we have proper control and accountability information?
What information items could be requested in the nearby future?
Which data will be needed from the organization and/or systems?

9. Know your stakeholders
Transparent
Know your stakeholders
External stakeholders:
The financial community
Employees, customers, suppliers and broader society
The tax authorities
Regulators
Internal stakeholders:
CFO
CEO
Board of directors
Public relations
Managing behavior:
It is increasingly common to have an over-arching tax policy. The policy needs to be owned by the business, recognised and approved at board level and understood by all those in the business who touch tax in one way or another
Er komen steeds meer nieuwe transparency standaarden. Een governance board onderzoekt/bepaalt wens van compliance.
Met elk nieuw transparency verzoek moet jij je afvragen waar je deze informatie vandaan haalt.
Aandachtspunt! Dit is reden om bij finance transformation of implementatie van een ERP systeem of inrichting van een shared service center als tax betrokken te zijn!

10. Tax transparency initiatives
Tax transparency is developing at high speed

11. Tax transparency initiatives
Tax transparency is developing at high speed

12. Example of an initiative
Transparent
Example of an initiative
Describing the tax position is not limited to the tax content of financial disclosures. The OECD, industry regulators, US legislators and the European Union have new and emerging reporting requirements which incorporate tax. *
* The Extractive Industries Transparency Initiative (EITI) provides a standard for transparency in the governance of a
country’s oil, gas and mining resources.

13. Deloitte’s Responsible Tax Research
Tax Transparency developments in 2014
This is the first year in which we have analysed accounts for the 162 quoted companies in Austria, Belgium, Denmark, Germany, the Netherlands, Norway and Sweden (together N-WE), but this year’s review of the Financial Times Stock Exchange Index 100’s group financial statements, noted a year-on-year increase of 33% in instances of voluntary tax disclosure across the various categories.*
Financial Times Stock Exchange Index = is de belangrijkste graadmeter van de effectenbeurs van Londen.
* Source: Deloitte Responsible tax: Tax transparency developments in 2014

14. How to add value to the business?
Value added
How to add value to the business?
How could you add value as tax function to the business?
Hoe kun je de business leaders betrekken bij corporate income tax als zij beoordeeld worden op EBIT level

15. Value added Cost savings Data quality
(for example: standardization/ automation)
Data quality
Data analytics
(for example: VAT)
Connection with the business
(for example: transaction planning with the business)
scenario planning: link naar toegevoegde waarde efficiency tax functie zelf: kostenbesparing, data kwaliteit link naar data anlytics bijv btw
Aansluiten bij de business