Exxaro's enterprise risk management (ERM) framework considers today's uncertain operating environment in effective risk management to achieve our strategic objectives. Embedding risk management in existing processes is important for informed decisions and proactive planning. An effective approach to uncertainty and stakeholder expectations requires focus on TRM.
TRM includes operational risk management techniques, regulatory requirements for transparency and disclosure, a restrictive mindset in tax planning and focus on good corporate governance. It is a proactive, systematic analysis of possible unwanted events and responses (including controls and treatment plans) rather than a reactive mechanism for detected events.
TRM is part of Exxaro's ERM structure to ensure the tax function's independence.
Exxaro strives to create sustainable value for all stakeholders through operational efficiency, continuous improvement and regulatory compliance.
In line with Exxaro's ERM philosophy, business strategy and objectives, our tax function's TRM creates value, protects the group against loss, and ensures effective tax planning, compliance with tax legislation and appropriate financial reporting within acceptable risk parameters.
Although Exxaro views tax planning as a legitimate business lever within the parameters of tax legislation, Exxaro has zero tolerance for evading any tax liability or facilitating the evasion of any tax liability on behalf of a third party. Exxaro has no appetite for transactions that have no valid commercial purpose other than obtaining a tax benefit. Exxaro has a low appetite for arrangements that could be to the detriment of the organisation in the event of external disclosure. Exxaro avoids tax practices that are misaligned with its approach to tax and tax strategy.
It is important to keep the board, the audit committee, executive management, and other internal and external stakeholders, abreast of TRM activities. Risk reporting is driven by stakeholder expectations and requirements, as well as Exxaro's objective to report openly and transparently.
The following TRM information will be reported.
TYPE OF INFORMATION | REPORTING RESPONSIBILITY | TIMING | FORMAT OF THE REPORT | FORUM FOR DISCUSSION AND EVALUATION | ||||||||
The initial formal TRM framework |
Group tax manager assisted by tax risk champion |
Once off |
TRM framework |
Chief risk officer and chief financial officer |
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Feedback on the effectiveness of the TRM process |
Internal audit department |
Ad hoc |
Internal audit reports |
Audit committee |
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Feedback on changes to the TRM process |
Group tax manager and tax risk champion |
Significant changes are reported on an ad hoc basis |
TRM memorandum |
Chief risk officer |
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Identification of new risks with a residual risk factor grading greater than 10% (I>=36%, L>=60% and C<=45%) |
Group tax manager and tax risk champion |
Annual |
As prescribed by the ERM framework |
Chief risk officer |
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Unwanted events with an impact factor greater than 35% |
Group tax manager and tax risk champion |
Quarterly |
Audit committee report |
Executive and audit committee |
Relevant tax matters are identified by considering:
Risk can be defined as the probability of an event happening that will impact your objectives and it can be quantified as the:
Inherent risk does not consider any controls (except baseline controls, which are intrinsic to the hazard).
Residual risk is where the likelihood is reduced by controls that address the root cause and/or the trigger/driver of the unwanted event and, where the impact is reduced by controls, minimising those impacts.
Risks are prioritised based on inherent risk, a predetermined risk appetite, the likelihood of the matter arising and its impact on value creation. Exxaro's top four material tax risks are discussed below.
These risks have been rated using the following impact scales below which have been approved by the board in Exxaro's TRM policy. The impact scales for tax were specifically reduced from those set in terms of Group ERM in line with Exxaro's reduced appetite for tax risks.
IMPACT SCALE | ||||||
Description | Indicator | % Risk factor | ||||
Catastrophic | Tax impact > R75 million | 81 to 100 | ||||
Major | Tax impact >R50 million to R75 million | 61 to 80 | ||||
Moderate | Tax impact >R10 million to R50 million | 36 to 60 | ||||
Minor | Tax impact >R5 million to R10 million | 10 to 35 | ||||
Insignificant | Tax impact <= R5 million | <10 | ||||
The outcome of the ratings were as follows.
1. DIESEL REBATE CLAIMS DISALLOWED | |||
Drivers | Strategic performance KPIs | ||
Exxaro is unable to provide supporting logbooks to satisfy SARS' requirements to substantiate its diesel rebate claims | Core operating profit | ||
SARS has published draft regulations entailing significant changes to the diesel rebate system but these regulations have not been promulgated to date | |||
Impacts | Treatments | ||
Financial losses | Bi-weekly meetings with SARS to understand requirements and keep audits on track | ||
Cash flow constraints | An external service provider (a team of 25 people with extensive knowledge and specialised software) was appointed to assist in compiling logbooks and supporting documentation to finalise outstanding SARS audits | ||
Reputational damage | The external service provider provides training to Exxaro personnel at the mines | ||
Prolonged audit processes | Grootegeluk mine is in the process of creating an IT platform where information and proof from different systems are collated to substantiate claims | ||
Capacity constraints on tax personnel to deal with increased audits rather than focus on value-add initiatives | The internal auditors were requested to include the diesel rebate claim process at Exxaro's new Belfast mine in their audit plan (refer to internal audit results) | ||
Exxaro completed the process to appoint a fuel management service provider that can address SARS logbook requirements in February 2022 | |||
Lines of defence | 1, 2, 3 and 4 | ||
Risk trend | Reduced | ||
2. NEGATIVE TAX ADJUSTMENTS DUE TO INABILITY TO SUPPLY DOCUMENTARY EVIDENCE | |||
Drivers | Strategic performance KPIs | ||
Documentary evidence is not available as documents are retained for seven years in line with the Companies Act, 2008 (Act 71 of 2008), as amended (Companies Act) but SARS requests older information | Core operating margin | ||
Impacts | Treatments | ||
Financial losses | Adherence to SARS requirements for tax submissions to ensure return prescription periods do not exceed the seven-year documentation retention period | ||
Reputational damage | |||
Increased audits by SARS | |||
Capacity constraints on tax personnel to deal with increased audits rather than focus on value-add initiatives | |||
Lines of defence | 1 and 4 | ||
Risk trend | Increased | ||
3. UNDERSTATEMENT PENALTIES FOR NON-COMPLIANCE | |||
Drivers | Strategic performance KPIs | ||
The scope of "prejudice" defined by the Tax Administration Act, 2011 (Act 28 of 2011) (Tax Administration Act) is broad with potential for inadvertent errors and non-disclosure | Core operating margin | ||
Impacts | Treatments | ||
Financial losses | Group tax manager conducts detailed reviews of SARS submissions | ||
Reputational damage | Automation of income tax return packs | ||
Loss in stakeholder confidence | VAT dashboard that indicates potential VAT errors for proactive follow-up | ||
Automation of IT14SD reconciliation | |||
Automation of VAT apportionment calculation | |||
Lines of defence | 1 and 2 | ||
Risk trend | Decreased | ||
4. CASH FLOW CONSTRAINTS DUE TO INABILITY TO OBTAIN TAX CLEARANCE CERTIFICATES | |||
Drivers | Strategic performance KPIs | ||
Inability to obtain tax clearance certificates results in delayed receipt of income from customers | Core operating margin | ||
State-owned entities use different systems to check supplier tax status and not the SARS e-filing system | |||
Impacts | Treatments | ||
Financial losses due to increased interest charges | A tax compliance dashboard is being developed and implemented to, inter alia, alert Exxaro to tax status changes on e-filing | ||
Increased burden on Treasury function to plan cash flows | Maintain good relationships with dedicated SARS relationship officers and large business centre to resolve issues | ||
Timely submission of returns to stay compliant | |||
Exxaro changed its method of paying its VAT liabilities (diesel rebates are no longer considered in its calculation of its VAT liabilities, eliminating possible non-compliance due to outstanding tax debts) | |||
Lines of defence | 1 | ||
Risk trend | Decreased | ||