2008 0326 PPT_-_Best_Practices.pdf - Tax Executives Institute, Inc.
2008 0326 PPT_-_Best_Practices.pdf - Tax Executives Institute, Inc.
2008 0326 PPT_-_Best_Practices.pdf - Tax Executives Institute, Inc.
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The <strong>Tax</strong> <strong>Best</strong> <strong>Practices</strong> Continuum<br />
Typical<br />
Improving<br />
<strong>Best</strong> in Class<br />
• Significant deficiencies - SOX<br />
• High turnover<br />
• Headcount higher than peers<br />
• Low technology investment<br />
• Little IT support<br />
• Poor linkage with finance<br />
• Lack of CFO level support<br />
• File on statutory due dates<br />
• Material provision to return<br />
adjustments<br />
• Little interaction with BU’s<br />
• Progress toward addressing<br />
SOX deficiencies<br />
• Stable tax team<br />
• Headcount in line with peers<br />
• Periodic formal interaction with<br />
business units<br />
• Sporadic IT allocations for<br />
initiatives and maintenance<br />
• File on or shortly before<br />
statutory due dates<br />
• Controls integrated into<br />
processes<br />
• Strong CFO support for <strong>Tax</strong><br />
• Board and management<br />
interaction<br />
• Strong interaction with business<br />
units<br />
• Great place to work initiatives<br />
• Leverage model for staffing<br />
• Appropriate IT support<br />
• <strong>Tax</strong> IT budget<br />
• Immaterial provision to return<br />
• Strong linkage with accounting<br />
• <strong>Tax</strong> risk management focus<br />
• File in advance of stat due dates<br />
• Continuous improvement<br />
<strong>Tax</strong> Function Effectiveness<br />
PricewaterhouseCoopers<br />
Where are you<br />
8
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