driving indirect tax performance

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GLOBAL INDIRECT TAX SERVICES Driving Indirect Tax Performance A global approach to managing risk and creating value TAX

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Page 1: Driving indirect tax performance

GLOBAL INDIRECT TAX SERVICES

Driving Indirect Tax Performance A global approach to managing risk and creating value

TAX

Page 2: Driving indirect tax performance

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Page 3: Driving indirect tax performance

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Page 4: Driving indirect tax performance

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1 Driving Indirect Tax Performance

The global rise of indirect tax The development of the Driving Indirect Tax Performance approach has emerged /8558@270�8>;�*<<.<<6.7=�8/�=1.�=;.7-<�27�058+*5�27-2;.,=�=*A�9852,2.<�*7-�9;*,=2,.<�

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Page 5: Driving indirect tax performance

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Driving Indirect Tax Performance 2

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Page 6: Driving indirect tax performance

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1 VAT/GST is increasing in importance globally

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2 Finance and tax professionals are very concerned about the management of global VAT/GST risks within their organizations

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3 Significant opportunities to improve bottom line are being missed

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3 Driving Indirect Tax Performance

The global rise of indirect tax continued

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Page 7: Driving indirect tax performance

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Driving Indirect Tax Performance 4

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Page 8: Driving indirect tax performance

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5 Driving Indirect Tax Performance

�"��D< approach continued

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Page 9: Driving indirect tax performance

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Driving Indirect Tax Performance 6

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1 A common purpose �,12.?270�*�,86687�9>;98<.�6.*7<�1*?270�*7�27-2;.,=�=*A�<=;*=.0B�@12,1� ,87=;2+>=.<�=8�=1.�8?.;*55�<=;*=.0B�8/�=1.�+><27.<<��=�<18>5-�-.52?.;�+><27.<<�@2-.� *@*;.7.<<�*7-�>7-.;<=*7-270�8/�=1.�27-2;.,=�=*A�<=;*=.0B�*7-�,5*;2=B�87�=1.�;85.<� *7-�;.<987<2+252=2.<�8/�=1.�27-2;.,=�=*A�-.9*;=6.7=�*7-�8=1.;�+><27.<<�>72=<

The potential benefits of having such a common purpose are that business units across an organization should manage indirect tax matters in a consistent manner @12,1�,*7�.7*+5.�,5.*;�,866>72,*=287�@2=1�=*A�*>=18;2=2.<�*7-�8=1.;�<=*4.185-.;<� ;.0*;-270�=1.�+><27.<<�@2-.�27-2;.,=�=*A�9852,2.<�*7-�9;*,=2,.<��=�*�9;*,=2,*5�5.?.5�� having such clarity is essential for the indirect tax function as it should provide ,5*;2=B�87�2<<>.<�<>,1�*<�=1.�*99.=2=.�/8;�;2<4�*7-�@18�1*<�;.<987<2+252=B�@2=127�=1.� +><27.<<�/8;�6*7*0.6.7=�8/�=1.�?*;28><�27-2;.,=�=*A.<��.0�'�%�$%���><=86<� �>=B��$=*69��>=B���A,2<.��>=B���7<>;*7,.�";.62>6�%*A���;..7�%*A.<��

2 Embedded processes Having embedded processes means having common processes and controls 8?.;�27-2;.,=�=*A�;2<4<�@12,1�*;.�2695.6.7=.-�,87<2<=.7=5B�*,;8<<�=1.�+><27.<<�Embedded processes provide greater accountability and responsibility and help =8�627262C.�.;;8;<�27�*�<=*7-*;-2C.-��9;.?.7=*=2?.�6*77.;�%80.=1.;�@2=1� *99;89;2*=.�=.,1785802.<��.6+.--.-�9;8,.<<.<�,*7�9;8?2-.�;8+><=�*<<>;*7,.�=8� *55�<=*4.185-.;<�=1*=�27-2;.,=�=*A.<�*;.�+.270�6*7*0.-�.//.,=2?.5B��=�2<�78=� <>//2,2.7=�/8;�9;8,.<<.<�=8�.A2<=�87�9*9.;�H�=1.B�6><=�+.�E.6+.--.-F�@2=127� the daily operations of the organization in order to be effective and help provide =1.�;.:>2;.-�5.?.5�8/�*<<>;*7,.�87�=1.�*,,>;*,B�8/�=1.�;.98;=.-�27-2;.,=�=*A� /20>;.<�

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Page 10: Driving indirect tax performance

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7 Driving Indirect Tax Performance

�"��D<�approach continued

Successfully implementing appropriate embedded processes is critical in the ,87=.A=�8/�27-2;.,=�=*A�'�%��$%�2<�1.*?25B�;.52*7=�87�=1.�:>*52=B�8/�.6+.--.-�9;8,.<<.<�@2=127�*7�8;0*72C*=287��<�*�;.*5�=26.��=;*7<*,=287�=*A��=1.�:>*52=B�8/�.A.,>=287�87�*�-*25B�+*<2<�+B�*55�+><27.<<�>72=<�2<�,;2=2,*5��+8=1�27�=.;6<�8/�*,12.?270�*,,>;*,B�*7-�27�=1.�9.;,.9=287�8/�=1.�:>*52=B�8/�=1.�'�%���$%�,86952*7,.�9;8,.<<�%*4.��/8;�.A*695.��=1;..�4.B�+><27.<<�9;8,.<<.<��7*6.5B�!;-.;�=8��*<1��">;,1*<.�=8�"*B�*7-�#.,8;-�=8�#.98;=��,12.?270�.A.,>=287�excellence in relation to each of these processes is fundamental to the three key '�%���$%�,86952*7,.�8+520*=287<��7*6.5B�,8;;.,=7.<<�8/�8>=9>=�'�%�$%�9*B*+5.��,8;;.,=7.<<�8/�279>=�'�%�$%�-.->,=2+5.�*7-�,8;;.,=7.<<�8/�'�%���$%�;.=>;7�;.98;=270��7<>;270�=1.�1201.<=�:>*52=B�8/�.6+.--.-�9;8,.<<.<�27�.*,1�8/�=1.<.�,;2=2,*5�+><27.<<�9;8,.<<.<�,*7�78=�+.�>7-.;.<=26*=.-�H�@1.7�B8>�,87<2-.;�=1*=�=1.�*?.;*0.�*77>*5�'�%��$%�E=1;8>019>=F�8/�6*7B�6>5=27*=287*5�8;0*72C*=287<�2<�6.*<>;.-�27�=1.�=.7<�8/�+255287<��@12,1�2<�0.7.;*55B�*�?.;B�<2072/2,*7=�6>5=295.�8/�=1.�,8;98;*=.�27,86.�=*A�52*+252=2.<�8/�=1.�8;0*72C*=287�

3 High performing teams �*?270�*�1201�9.;/8;6270�27-2;.,=�=*A�=.*6�6.*7<�1*?270�*�=.*6�@12,1�;.,8072C.<�2=<�;85.�@2=127�=1.�8;0*72C*=287��1*<�=1.�;.:>2;.-�5.?.5�8/�=.,172,*5��6*7*0.6.7=�*7-�8=1.;�<4255<�*7-�2<�*99;89;2*=.5B�=;*27.-��68=2?*=.-�*7-�;.@*;-.-�

!7.�8/�=1.�68<=�<2072/2,*7=�2<<>.<�27�6*7*0270�27-2;.,=�=*A�/8;�*55�+><27.<<.<�2<�=1*=�;.<987<2+252=B�2<�-2<9.;<.-�=1;8>018>=�=1.�8;0*72C*=287��*7*0.6.7=�*7-�<=*//�27�*�-2?.;<.�;*70.�8/�+><27.<<�>72=<��<>,1�*<�<*5.<���6*;4.=270���%��5802<=2,<��/27*7,.�*7-�*-6272<=;*=287�*55�,87=;2+>=.�27�*�6*=.;2*5�@*B�=8�=1.�.7=2;.�.7-�=8�.7-�27-2;.,=�=*A�,86952*7,.�9;8,.<<�

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Page 11: Driving indirect tax performance

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Driving Indirect Tax Performance 8

%885<�*7-��.=18-85802.<�H����27.<�8/��./.7<. %1.����27.<�8/��./.7<.�2<�*�,8;98;*=.�08?.;7*7,.�model recognized by the FSA and has been *-89=.-�+B�*�5*;0.�7>6+.;�8/��%$������*7-�058+*5�6>5=27*=287*5<�

%1.�%1;..��27.<�8/��./.7<.�68-.5�2<�*�/;*6.@8;4�/8;�.//.,=2?.�;2<4�6*7*0.6.7=�=1*=�2<�27,;.*<2705B�+.270�*9952.-�=8�=*A��=�8//.;<�,5.*;�0>2-*7,.�87�;85.<��;.<987<2+252=2.<�*7-�.//.,=2?.�8?.;<201=�*;;*70.6.7=<�*=�.*,1�<=*0.�27�=1.�6*7*0.6.7=�9;8,.<<�

I� �����"����7=.;7*=287*5��"����7=.;7*=287*5�9;8?2-.<�78�,52.7=�<.;?2,.<�*7-�2<�*�$@2<<�,889.;*=2?.�@2=1�@12,1�=1.�27-.9.7-.7=�6.6+.;�/2;6<�8/�=1.��"���7.=@8;4�*;.�*//252*=.-�

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Page 12: Driving indirect tax performance

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9 Driving Indirect Tax Performance

�"��D<�approach continued

4 Timely and accurate information Having timely and accurate information means more than simply having the correct '�%���$%�27/8;6*=287�27�=26.�=8�6..=�,86952*7,.�-.*-527.<��=�*5<8�6.*7<�1*?270�,87/2-.7,.�27�=1.�>7-.;5B270�/27*7,2*5�27/8;6*=287�87�@12,1�'�%���$%�;.=>;7<�*;.�+*<.-�%12<�,*7�9;8?2-.�=1.�27-2;.,=�=*A�/>7,=287�@2=1�=1.�*+252=B�=8�627262C.�787�productive time seeking to obtain and verify data and frees up time and resources =8�/8,><�87�?*5>.�,;.*=287�272=2*=2?.<�

Having confidence in the accuracy and timeliness of the information also provides a ;8+><=�<=*;=270�9827=�27�;.5*=287�=8�=1.�1*7-5270�8/�=*A�*>=18;2=B�*>-2=<�(1.7�,86+27.-�@2=1�=1.�*+252=B�=8�-.687<=;*=.�=1.�.A2<=.7,.�8/�=1.�,8;;.,=�.6+.--.-�9;8,.<<.<��=12<�,*7�0;.*=5B�*<<2<=�27�:>2,45B�9;8?2-270�*<<>;*7,.�=8�=*A�*>=18;2=2.<�*7-�8=1.;�<=*4.185-.;<�;.0*;-270�=1.�*,,>;*,B�8/�'�%���$%�;.98;=270�

!/�,8>;<.��*,12.?270�=26.5B�*7-�*,,>;*=.�27/8;6*=287�2<�.*<2.;�<*2-�=1*7�-87.��=�;.:>2;.<�*7�*0;..-�+><27.<<�@2-.�9;8,.<<�8/�2-.7=2/2,*=287�8/�=*A�27/8;6*=287�;.:>2;.6.7=<�*7-�,5.*;�;.<987<2+252=2.<�*7-�=26.527.<�/8;�9;.9*;*=287�*7-�-.52?.;B�8/�=1*=�27/8;6*=287�%1.�><.�8/�*99;89;2*=.�=.,1785802.<�,*7�0;.*=5B�*<<2<=�27�=12<�9;8,.<<��*=�.*,1�9827=�/;86�8;2027*5�-*=*�,*9=>;.�=8�.//2,2.7=�;.98;=270�6.=18-85802.<�

5 Enabling technologies Enabling technologies means developing and implementing indirect tax information <B<=.6<�@12,1�*;.�27=.0;*=.-�27=8�=1.�/27*7,2*5�*7-�8=1.;�;.98;=270�<B<=.6<�8/�=1.�+><27.<<�#*=1.;�=1*7�;.5B270�.A,5><2?.5B�87�=;*-2=287*5�6.*7<�8/�9;8->,270�27-2;.,=�=*A�27/8;6*=287��7.@�=.,1785802.<�,*7�+.�.6958B.-�=8�9;8?2-.�68;.�;8+><=��,8<=�.//.,=2?.�*7-�*>-2=*+5.�27/8;6*=287�

%1.;.�*;.�6*7B�.A*695.<�8/�18@�=.,178580B�,*7�+.�.7*+5.-�27�*7�27-2;.,=�=*A�,87=.A=��2;<=5B��-.<207270��#"�<B<=.6<�=8�9;8?2-.�=1.�7.,.<<*;B�27-2;.,=�=*A�-*=*�*7-�/>7,=287*52=B�2<�27,;.*<2705B�2698;=*7=�/8;�058+*5��9;8,.<<�-;2?.7�8;0*72C*=287<�!=1.;�*;.*<�@1.;.�technology can be deployed effectively and efficiently include automating indirect tax -.,2<287<��,86952*7,.�6*7*0.6.7=�9;8,.<<.<��[email protected].�6*7*0.6.7=�95*=/8;6<�*7-�.5.*;7270�=885<�

�,[email protected]�=1.�8998;=>72=2.<�@12,1�.6.;0270�=.,1785802.<�9;.<.7=���"���1*<�-.?.589.-�*�;*70.�8/�=.,178580B�=885<�@12,1�,*7�+.�-.958B.-�=8�.//.,=2?.5B�*7-�.//2,2.7=5B�6*7*0.�27-2;.,=�=*A�8+520*=287<��A*695.<�27,5>-.��"��D<�87527.�058+*5�,86952*7,.�6*7*0.6.7=�=885���%�$���8>;��&�'�%�;.=>;7�,869>=*=287�=885��'�%��>+.���*�'�%����%�-*=*�*7*5B<2<�*7-�27=.;;80*=287�=885�*7-�8>;�87527.�058+*5�27-2;.,=�=*A�[email protected].�@.+<2=.��@@@4960,8627-2;.,==*A��

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Page 13: Driving indirect tax performance

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Driving Indirect Tax Performance 10

�7*+5270�=.,1785802.<�2<�78=�.A,5><2?.�=8�=*A9*B.;<�H�=*A�*>=18;2=2.<�058+*55B�*;.�*5<8�updating their audit approaches and are adopting standard and bespoke interrogation <8/=@*;.�=8�*<<2<=�27�=1.2;�*>-2=�@8;4��=�2<�,;2=2,*5�=1*=�+><27.<<.<�*;.�9;.9*;.-�/8;�68;.�<8912<=2,*=.-�=*A�*>=18;2=B�*>-2=�=.,172:>.<��;.:>2;270�8708270�*<<.<<6.7=�8/�=1.�E*>-2=*+252=BF�8/�=1.2;�<B<=.6�*7-�9.;28-2,*55B�>7-.;=*4270�<.5/�;.?2.@<�=8�2-.7=2/B�98=.7=2*5�.;;8;<�8;�:>.;2.<�@12,1�6*B�*;2<.�27�=1.�.?.7=�8/�*�=*A�*>=18;2=B�27=.;;80*=287�8/�=1.�<B<=.6�

6 One view of performance !7.�?2.@�8/�9.;/8;6*7,.�6.*7<�=1*=�=1.;.�2<�*�<2705.�+><27.<<�@2-.�27/8;6*=287�<B<=.6�*7-�/;*6.@8;4�+B�@12,1�=8�*<<.<<�2=�%12<�<18>5-�1.59�=8�.52627*=.�=1.�;2<4<�*<<8,2*=.-�@2=1�-2//.;.7=�9*;=<�8/�=1.�+><27.<<�89.;*=270�@2=1�-2//.;.7=�?.;<287<�8/�=1.�<*6.�27/8;6*=287��=�*5<8�9;8?2-.<�*�6.*7<�8/�.?*5>*=270�=1.�27-2;.,=�=*A�/>7,=287��*7-�.?*5>*=270�27-2;.,=�=*A�;2<4<�*7-�-.,2<287<��@12,1�2<�,87<2<=.7=�@2=1�=1.�;.<=�8/�=1.�+><27.<<�

�,12.?270�87.�?2.@�8/�9.;/8;6*7,.�<18>5-�;.<>5=�27�=1.�-.?.5896.7=�8/�,5.*;.;��"�<�/8;�=1.�27-2;.,=�=*A�/>7,=287�*7-�=1.�+><27.<<�0.7.;*55B��7�*�,8;98;*=.�27,86.�=*A�,87=.A=��+><27.<<.<�1*?.�=;*-2=287*55B�6.*<>;.-��"�D<�<>,1�*<�=1.2;�.//.,=2?.�=*A�;*=.�*7-�,*<1�=*A�;*=.��@12,1�,*7�8/=.7�+.�+.7,16*;4.-�*0*27<=�,869.=2=8;<�*7-�27-><=;B�<=*7-*;-<�%8�-*=.��18@.?.;��=1.;.�*;.�5262=.-�.:>2?*5.7=�.A=.;7*5�+.7,16*;4<�/8;�27-2;.,=�=*A�*0*27<=�@12,1�*�,869*7B�,*7�*<<.<<�2=<�27-2;.,=�=*A�9.;/8;6*7,.�

Based on our research undertaken in ���� ��=1.�5.?.5�8/�*@*;.7.<<�8/�=1.�269*,=�8/�'�%���$%�87�+><27.<<.<�2<�?.;B�58@�%@8�<=*=2<=2,<�-.687<=;*=.�=12<�9827=�

�2;<=5B��1*5/�8/�=1.�;.<987-.7=<�27�8>;�<>;?.B�<=*=.-�=1*=�'�%�$%�1*<�78�.//.,=�87�=1.2;�,869*7BD<�,*<1�/58@�%12<�2<�,5.*;5B�78=�=1.�,*<.��*<�+.,86.<�.?2-.7=�@1.7�=1.�=8=*5�'�%�$%�E=1;8>019>=F�8/�*7�*?.;*0.�058+*5�8;0*72C*=287�2<�*7*5BC.-�

$.,87-5B��@1.7�*<4.-�18@�5*;0.�=1.2;�*77>*5�'�%�$%�=1;8>019>=�@*<��8?.;����9.;,.7=�8/�;.<987-.7=<�<*2-�2=�@*<�[email protected]�&$�� ���6255287�*7-�&$���+255287��*<.-�87�=1.�.?2-.7,.�@12,1�@.�1*?.�;.,.2?.-�/;86�8>;�,52.7=<��=1.<.�/20>;.<�*;.�<2072/2,*7=5B�>7-.;<=*=.-��-.687<=;*=270�.2=1.;�*�5*,4�8/�*@*;.7.<<��5*,4�8/�*99;89;2*=.�27/8;6*=287�8;�*�5*,4�8/�-.<2;.�=8�-;*@�*==.7=287�=8�*7�8998;=>72=B�@12,1�1*<�78=�;.,.2?.-�<>//2,2.7=�/8,><��2=1.;�@*B��2=�2<�,5.*;�=1*=�=1.�-.?.5896.7=�8/�<9.,2/2,��"�D<�/8;�'�%���$%�9.;/8;6*7,.�@8>5-�1.59�=8�/8,><�*==.7=287�87�@1.;.�?*5>.�,*7�+.�,;.*=.-�

�7�=1.8;B��2=�<18>5-�78=�+.�-2//2,>5=�/8;�+><27.<<.<�=8�-.?2<.�*�<B<=.6�=8�6.*<>;.�9.;/8;6*7,.�27�6*7*0.6.7=�8/�27-2;.,=�=*A�,86952*7,.�;2<4�$>,1�*�<B<=.6�@8>5-�6872=8;�9.;/8;6*7,.�27�*;.*<�<>,1�*<�=1.�*77>*5�'�%�$%�*<<.<<6.7=<��9.7*5=2.<�*7-�27=.;.<=�*7-�@8>5-�9;8?2-.�=1.�27-2;.,=�=*A�-.9*;=6.7=�=1.�=*<4�8/�6*4270�-.687<=;*+5.�269;8?.6.7=<�

Based on our research undertaken in �����=1.�5.?.5� 8/�*@*;.7.<<� of the impact 8/�'�%���$%� on businesses 2<�?.;B�58@�

I� �����"����7=.;7*=287*5��"����7=.;7*=287*5�9;8?2-.<�78�,52.7=�<.;?2,.<�*7-�2<�*�$@2<<�,889.;*=2?.�@2=1�@12,1�=1.�27-.9.7-.7=�6.6+.;�/2;6<�8/�=1.��"���7.=@8;4�*;.�*//252*=.-

� �7-2;.,=�%*A*=287�*7-��><27.<<�H����58+*5�".;<9.,=2?.���"����7-2;.,=�%*A�$.;?2,.<�� ���

Page 14: Driving indirect tax performance

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11 Driving Indirect Tax Performance

�"��D<�approach continued

�.*<>;270�<>,,.<<�27�,;.*=270�?*5>.�/;86�27-2;.,=�=*A�2<�68;.�-2//2,>5=��18@.?.;��.B�9.;/8;6*7,.�27-2,*=8;<�@12,1�*;.�524.5B�=8�.?85?.�27,5>-.�6.*<>;.6.7=�8/�=;.7-<�27�'�%�$%�+*5*7,.�<1..=�*7-�9;8/2=�*7-�58<<�*,,8>7=�/20>;.<��2-.7=2/2,*=287�8/�=8=*5�+><27.<<�@2-.�2;;.,8?.;*+5.�'�%���$%�*7-�=1.�=8=*5�,8<=�8/�'�%���$%�,86952*7,.�

�.7,16*;4��"�D<�6.*<>;270�=1.�,*<1�/58@�269*,=�87�*�+><27.<<�*;.�*5<8�524.5B�=8�.6.;0.��*5=18>01�=1.B�,*7�?*;B�<2072/2,*7=5B�+*<.-�87�=1.�7*=>;.�8/�=1.�+><27.<<�*7-�=1.�3>;2<-2,=287<�27�@12,1�=1.B�89.;*=.��7=>2=2?.5B�+><27.<<.<�<18>5-�+.�*@*;.�=1*=�*�,*<1�/58@�,8<=�*;2<.<�@1.;.��2��'�%��$%�2<�9*2-�=8�=1.�=*A�*>=18;2=2.<�+./8;.�2=�2<�;.,.2?.-�/;86�=1.�,><=86.;�*7-��22��'�%���$%�2<�9*2-�=8�<>9952.;<�+./8;.�2=�2<�;.,5*26.-�/;86�=1.�=*A�*>=18;2=2.<��8@.?.;��1*?270�*,,8>7=*+252=B�*0*27<=�*�,5.*;�<.=�8/��"�D<�,*7�enable the indirect tax function to focus on improving performance and thus create ?*5>.�/8;�=1.�+><27.<<�

7 Influencing stakeholders The final component of our Driving Indirect Tax Performance model is influencing <=*4.185-.;<�%12<�27?85?.<�=1.�-.?.5896.7=�8/�*�=@8�@*B�,866>72,*=287�9;8,.<<�[email protected]�=1.�27-2;.,=�=*A�/>7,=287�*7-�=1.�4.B�27=.;7*5�*7-�.A=.;7*5�<=*4.185-.;<�

�7=.;7*5�<=*4.185-.;<�=B92,*55B�27,5>-.�=1.���!��=1.��8*;-�*7-�6.6+.;<�8/�=1.�E<1*-8@�27-2;.,=�=*A�=.*6F� �A=.;7*5�<=*4.185-.;<�=B92,*55B�27,5>-.�<1*;.185-.;<��;.0>5*=8;<��=*A�*>=18;2=2.<��,><=86.;<�*7-�<>9952.;<�

%1.;.�2<�*�0;8@270�*99;.,2*=287�=1*=�=1.;.�2<�*�7..-�/8;�.71*7,.-�?2<2+252=B�*7-�=;*7<9*;.7,B�8/�27-2;.,=�=*A�@2=127�8;0*72C*=287<��7=.;7*5�<=*4.185-.;<�<>,1�*<�=1.���!�and the Board are becomingly increasingly interested in the level of risk and 8998;=>72=B�@12,1�27-2;.,=�=*A�9;.<.7=<��A=.;7*5�<=*4.185-.;<�<>,1�*<�=1.�=*A�*>=18;2=2.<�*;.�+.,86270�68;.�27=.;.<=.-�27�=1.�9;8,.<<�+B�@12,1�5*;0.�8;0*72C*=287<�6*7*0.�=1.2;�27-2;.,=�=*A�,86952*7,.��:>*55B��27-2;.,=�=*A�/>7,=287<�*99;.,2*=.�=1*=�*,12.?270�=1.2;�8+3.,=2?.<��+8=1�/8;�=1.�8;0*72C*=287�*7-�9.;<87*55B��@255�524.5B�;.:>2;.�*--2=287*5�<>998;=�/;86�<.728;�6*7*0.6.7=�=1*7�.A2<=.-�27�=1.�9*<=�

�7�9;*,=2,.��27/5>.7,270�<=*4.185-.;<�;.:>2;.<�,.;=*27�<4255<�@12,1�27-2;.,=�=*A�9;8/.<<287*5<�6*B�78=�=;*-2=287*55B�1*?.�+..7�;.:>2;.-�=8�-.687<=;*=.��8;�.A*695.��5.*;7270�=8�>7-.;<=*7-�*7-�*99;.,2*=.�=1.�-2//.;270��<86.=26.<�,869.=270��8+3.,=2?.<�8/�=1.�?*;28><�<=*4.185-.;<�2<�.<<.7=2*5��5<8��-.?.589270�*�;*998;=�@2=1�4.B�<=*4.185-.;<�;.:>2;.<�<=;870�,866>72,*=287�<4255<�*7-�=1.�*99;89;2*=.�5.?.5�8/�9852=2,*5�<4255�7.,.<<*;B�=8�8+=*27�<=*4.185-.;�,87/2-.7,.�*7-�6*7*0.�=1.2;�.A9.,=*=287<�%1.<.�*;.�<4255<�@12,1�*�1201�9.;/8;6270�27-2;.,=�=*A�=.*6�6><=�-.?.589�=8�+.�<>,,.<</>5�=8-*B�*7-�27=8�=1.�/>=>;.�

I� �����"����7=.;7*=287*5��"����7=.;7*=287*5�9;8?2-.<�78�,52.7=�<.;?2,.<�*7-�2<�*�$@2<<�,889.;*=2?.�@2=1�@12,1�=1.�27-.9.7-.7=�6.6+.;�/2;6<�8/�=1.��"���7.=@8;4�*;.�*//252*=.-�

Page 15: Driving indirect tax performance

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Driving Indirect Tax Performance 12

(1*=�-8� ��-8�78@�� Driving Indirect Tax Performance @255�6.*7�-2//.;.7=�=1270<�27�-2//.;.7=�8;0*72C*=287<�

!7.�,86687�272=2*5�=1.6.��18@.?.;��2<�=1*=�*55�8;0*72C*=287<�6><=�accept the need to continuously and critically assess their 9.;/8;6*7,.�27�6*7*0270�27-2;.,=�=*A�;2<4�*7-�,;.*=270�?*5>.�

Having considered the Driving Indirect Tax Performance *99;8*,1��*�7>6+.;�8/�4.B�:>.<=287<�*;.�524.5B�=8�*;2<.�<>,1�*<���

G �8@�2<�27-2;.,=�=*A�6*7*0.-�27�6B�8;0*72C*=287��

G (1*=�*;.�=1.�*;.*<�8/�0;.*=.<=�@.*47.<<�*7-�18@�,*7�=1.B�+.�*--;.<<.-��

G �<�=1.�9;8,.<<�*<�.//2,2.7=�*7-�.//.,=2?.�*<�2=�,8>5-�+.��

G �*<�=1.�9;8,.<<�+..7�>9-*=.-�=8�;./5.,=�+><27.<<�*7-�legislative changes?

G (1*=�?*5>.�,;.*=287�8998;=>72=2.<�*;.�+.270�62<<.-��

G (1*=�*;.�=1.�8+<=*,5.<�=8�269;8?270�27-2;.,=�=*A�performance?

%1.<.�*;.�<86.�8/�=1.�6*7B�:>.<=287<�@12,1�@255��27�8>;�?2.@��-;2?.�=1.�;.:>2;.6.7=�/8;�058+*5�8;0*72C*=287<�=8�<.;28><5B�,87<2-.;�2695.6.7=270�=12<�*99;8*,1�

%8�9;8?2-.�/>;=1.;�*<<2<=*7,.�=8�B8>�27�=12<�9;8,.<<��@.�95*7�=8�9>+52<1�*--2=287*5�*7*5B<2<�87�18@�=1.�Driving Indirect Tax Performance attributes can and are being 2695.6.7=.-�27�9;*,=2,.�*7-�18@�,1*70.<�27�=1.�058+*5�.7?2;876.7=�@255�524.5B�,87=27>.�=8�,1*70.�the nature of the indirect tax management ,1*55.70.�

!>;��"���058+*5�27-2;.,=�=*A�9;8/.<<287*5<�are ready to share their experiences and -2<,><<�@1*=�=12<�*99;8*,1�,*7�-.52?.;�/8;�B8>�*7-�B8>;�8;0*72C*=287�

I� �����"����7=.;7*=287*5��"����7=.;7*=287*5�9;8?2-.<�78�,52.7=�<.;?2,.<�*7-�2<�*�$@2<<�,889.;*=2?.�@2=1�@12,1�=1.�27-.9.7-.7=�6.6+.;�/2;6<�8/�=1.��"���7.=@8;4�*;.�*//252*=.-�

Page 16: Driving indirect tax performance

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13 Driving Indirect Tax Performance

KPMG Global Indirect Tax Services Contacts Use the attached contact list to find the appropriate �"��'�% �$% ,87=*,= /8; =1. 3>;2<-2,=287<�27 @12,1 B8>; 8;0*72C*=287 89.;*=.<�� 8=.�� � -.78=.<%;*-. *7- �><=86< <9.,2*52<=<��

I� �����"����7=.;7*=287*5��"����7=.;7*=287*5�9;8?2-.<�78�,52.7=�<.;?2,.<�*7-�2<�*�$@2<<�,889.;*=2?.�@2=1�@12,1�=1.�27-.9.7-.7=�6.6+.;�/2;6<�8/�=1.��"���7.=@8;4�*;.�*//252*=.-�

Page 17: Driving indirect tax performance

Driving Indirect Tax Performance 14

KPMG in Argentina Vivian E Monti e-Mail: [email protected]

Eduardo H Crespo* e-Mail: [email protected]

KPMG in Australia Michael B Evans e-Mail: [email protected]

Nick Kallinikios e-Mail: [email protected]

Phil Renshaw e-Mail: [email protected]

Craig Sloan e-Mail: [email protected]

Fiona Giuseppi e-Mail: [email protected]

Patrick Hunt e-Mail: [email protected]

Deborah A Jenkins e-Mail: [email protected]

Lachlan Wolfers e-Mail: [email protected]

KPMG in Austria Johann Muehlehner e-Mail: [email protected]

Stefan Haslinger e-Mail: [email protected]

KPMG in Belgium Peter Ackerman e-Mail: [email protected]

Diederik Bogaerts* e-Mail: [email protected]

KPMG in Brazil Roberto A Cunha e-Mail: [email protected]

Marienne MS Munhoz e-Mail: [email protected]

KPMG in Bulgaria Kalin Hadjidimov e-Mail: [email protected]

Ivan Vargoulev e-Mail: [email protected]

KPMG in Canada Deborah J Taylor e-Mail: [email protected]

Dave Schlesinger e-Mail: [email protected]

John Bain e-Mail: [email protected]

Joseph Brick* e-Mail: [email protected]

KPMG in Chile Edmundo Soto e-Mail: [email protected]

Fernando Leigh* e-Mail: fl [email protected]

KPMG in China Khoonming Ho e-Mail: [email protected]

Jean Li e-Mail: mailto:[email protected]

David Ling e-Mail: [email protected]

KPMG in Colombia Juan P Murcia e-Mail: [email protected]

Jessica Massy e-Mail: [email protected]

KPMG in Croatia Paul Suchar e-Mail: [email protected]

KPMG in Cyprus Harry Charalambous e-Mail: [email protected]

Angelos Gregoriades e-Mail: [email protected]

KPMG in Czech Republic Marie Konecna e-Mail: [email protected]

KPMG in Denmark Benny Hjortkaer Hansen e-Mail: [email protected]

Mette Christina Juul e-Mail: [email protected]

KPMG in Estonia Joel Zernask e-Mail: [email protected]

KPMG in Finland Juha Sääskilahti e-Mail: [email protected]

Ari Nielsen e-Mail: [email protected]

Mika Kallio* e-Mail: [email protected]

KPMG in France (FIDAL – Fidal is an independent legal entity that is separate from KPMG International and KPMG member fi rms)

Gwenaelle Bernier e-Mail: gbernier@fi dalinternational.com

Pascal Dewavrin* e-Mail: pdewavrin@fi dalinternational.com

© 2009 KPMG International. KPMG International provides no client services and is a Swiss cooperative with which the independent member firms of the KPMG network are affiliated.

Page 18: Driving indirect tax performance

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15 Driving Indirect Tax Performance

KPMG Global Indirect Tax Services Contacts continued KPMG in Germany Claudia Hillek .��*25��,1255.4�4960,86�

Bernard Morris* .��*25��+68;;2<��4960,86�

KPMG in Greece Ioannis (John), Achilas .��*25��2*,125*<�49600;�

KPMG in Hungary Philippe Norre .��*25��9125299.78;;.�49601>�

Peter Pataky* .��*25��9.=.;9*=*4B�49601>�

KPMG in Iceland Soffia E. Bjorgvinsdottir .��*25��<+38;0?27<-8==2;�49602<�

KPMG in India K R Girish .��*25��4;02;2<1�4960,86�

Pratik Jain .��*25��9;*=243*27�4960,86�

KPMG in Indonesia Lynette Morris .��*25��5B7.==.68;;2<�4960,82-�

Sundfitris Marulitua* .��*25��<>7-/2=;2<6*;>52=>*�4960,82-�

KPMG in Ireland Niall Campbell .��*25��72*55,*69+.55�49602.�

KPMG in Italy Eugenio Graziani .��*25��.0;*C2*72�4<=>-28*<<8,2*=82=�

Massimo Fabio* .��*25��6/*+28�4<=>-28*<<8,2*=82=�

KPMG in Japan Masaharu Umetsuji .��*25� �*<*1*;>&6.=<>32�394960,86�

�"���27�#.9>+52,�8/��8;.*�Dong Suk Kang .��*25��-870<>44*70�4;4960,86�

Mun Gu Park* .��*25��6>70>9*;4�4;4960,86�

�"���27��*=?2*�Steve Austwick .��*25��<*><=@2,4�4960,86�

�"���27��2=1>*72*�Rene Hansen .��*25��;.7.1*7<.7�4960,86�

�"���27��>A.6+8>;0�Jean-Marie Reiser .��*25��3.*7�6*;2.;.2<.;�49605>�

KPMG in Malta Anthony Pace .��*25��*7=187B9*,.�4960,866=�

KPMG in Malaysia Theamhock Chew .��*25��=1.*618,4,1.@�4960,86B�

Chinguan Khoo .��*25��,1270>*74188�4960,866B�

EngyewTan* .��*25��.70B.@=*7�4960,866B�

KPMG in Mexico Cesar Catalan .��*25��,.<*;,*=*5*7�4960,866A�

Luis Ricardo Rodriguez* .��*25��5>2<;2,*;-8;8-;20>.C�4960,866A�

�"���27%1.� .=1.;5*7-<�Leo Mobach .��*25��68+*,15.8�496075�

Leon Kanters* .��*25��4*7=.;<5.87�496075�

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Page 19: Driving indirect tax performance

Driving Indirect Tax Performance 16

Roberto L Tan e-Mail: [email protected]

KPMG in Poland Tomasz Grunwald e-Mail: [email protected]

Andrzej Bernatek e-Mail: [email protected]

KPMG in Portugal Candida Peixoto e-Mail: [email protected]

Alexandra Martins e-Mail: [email protected]

KPMG in Romania Patrick Leonard e-Mail: [email protected]

Ramona Jurubita e-Mail: [email protected]

KPMG in Russia Konstantin G. Yurchenko e-Mail: [email protected]

KPMG in Singapore Kok Shang Lam e-Mail: [email protected]

Alex Capri* e-Mail: [email protected]

KPMG in Slovakia Tomas Ciran e-Mail: [email protected]

KPMG in Slovenia Andrej Korinsek e-Mail: [email protected]

KPMG in South Africa Dermot Gaffney e-Mail: [email protected]

Venter Labuschagne* e-Mail: [email protected]

KPMG in Spain Natalia Pastor Caballero e-Mail: [email protected]

Joaquim Herrera Gay e-Mail: [email protected]

KPMG in Sweden Gunnar Jonsson e-Mail: [email protected]

Peter Iwarsson e-Mail: [email protected]

Leif Kadin* e-Mail: [email protected]

KPMG in Switzerland Maria Menzel e-Mail: [email protected]

Ivo Gut* e-Mail: [email protected]

KPMG in Turkey Ferrah Sefer e-Mail: [email protected]

Mehmet Yildirim* e-Mail: [email protected]

KPMG in Thailand Weera Chunhasomboon e-Mail: [email protected]

Phongnarin Ratanarangsikul* e-Mail: [email protected]

KPMG in United Kingdom Gary Harley e-Mail: [email protected]

Bob Jones* e-Mail: [email protected]

KPMG in the U.S. Brian Stromen e-Mail: [email protected]

Thomas A Boniface e-Mail: [email protected]

Douglas Zuvich* e-Mail: [email protected]

KPMG in Venezuela Zulay Perez e-Mail: [email protected]

KPMG in Vietnam Warrick Cleine e-Mail: [email protected]

Rolf Winand e-Mail: [email protected]

Ninh Van Hien* e-Mail: [email protected]

© 2009 KPMG International. KPMG International provides no client services and is a Swiss cooperative with which the independent member firms of the KPMG network are affiliated.

Page 20: Driving indirect tax performance

17 Driving Indirect Tax Performancekpmg.com

Niall Campbell Global Head, KPMG Indirect Tax Services Tel: +353 1 4101174 [email protected]

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Throughout this document, “KPMG” [“we,” “our,” and “us”] refers to KPMG International, a Swiss cooperative that serves as a coordinating entity for a network of independent member firms operating under the KPMG name, and/or to any one or more of such firms. KPMG International provides no client services.

© 2009 KPMG International. KPMG International is a Swiss cooperative. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

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Publication name: Driving Indirect Tax Performance Publication number: RRD-148668 Publication date: June 2009