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  • Our corporate governance structures

    Our governance system leads and guides our organisation. It sets the direction needed to achieve our outcomes, and meet our commitment to government and the public. The governance model helps us optimise performance, oversee progress against our purpose and strategic objectives, fulfil our accountabilities, and discharge our obligations (see figure 4.1).

    Our governance structure and work management are supported by senior management committees, group leadership committees, key corporate committees and consultation forums. For the ATO organisational structure, see figure 1.2.

    FIGURE 4.1 ATO governance structure, at 30 June 2018

    The ATO’s governance structure

    A text version of figure 4.1 is available as an alternative to this image.

    The Commissioner is supported by the ATO Executive and the Audit and Risk Committee. The members of the Executive team and their specific responsibilities are outlined in Part 1 of this report.

    The Audit and Risk Committee provides independent advice and assurance to the Commissioner about the appropriateness of the ATO’s financial reporting, performance reporting, system of risk management and oversight and systems of internal control. It is a strong contributor to the good governance, performance and accountability of the ATO.

    Committee members bring a broad range of private and public sector experience and skills, covering finance, accounting, audit, legal, compliance, risk management, due diligence, and information technology.

    For 2017–18, the committee comprised independent members and ATO senior executives. The independent members were:

    • Peter Achterstraat, AM, BCom, LLB, BEc (Hons), Chair of the committee since March 2018. He is currently Commissioner of the NSW Productivity Commission and was Auditor General of NSW (2006–2013) and NSW Chief Commissioner of State Revenue (1999–2006). He has been President of the Australian Institute of Company Directors (NSW Division) since 2014 and was President of the Institute of Public Administration Australia (NSW Division) (2009–2014). Peter is a fellow of Chartered Accountants Australia and New Zealand, as well as CPA Australia, the Governance Institute of Australia and the Australian Institute of Management. He has more than 30 years experience in finance and governance.
    • John Brown, BCom, a fellow of the Institute of Chartered Accountants in Australia, a member of the Institute of Company Directors and former partner with KPMG. He has 26 years experience in a range of practice areas, including accounting, audit, IT audit, due diligence and risk management.
    • Jennifer Clark, a fellow of the Australian Institute of Company Directors. She has an extensive background in business, finance and governance through a career as a non-executive director since 1991 and an investment banker for over 20 years, including advisory roles to the Commonwealth Government and major funding infrastructure projects.
    • Carole Ferguson, LLB (Hons), Executive GDipBus, who has over 25 years experience in the financial services industry, with legal, governance, risk, and compliance expertise. She is a former director of Risk and Compliance PwC and awarded the 2016 Governance, Risk and Compliance Leader of the Year. Carole joined the committee in February 2018.

    The ATO members were:

    • Second Commissioner Andrew Mills (Chair until March 2018)
    • Assistant Commissioner Kath Anderson (Deputy Chair).

    Our consultation framework

    Our consultation framework is organised into whole-of-system stewardship groups, stakeholder relationship groups and special purpose working groups. Diverse representation in the nine stewardship groups enhances our engagement with:

    • different client segments
    • tax practitioners
    • the superannuation industry
    • others with a role in the tax and superannuation systems.

    Stewardship groups consult on high-level significant matters where the outcomes are considered to be in the national interest. They can also consider the strategic direction of the tax system – specifically improvements to its administration.

      Last modified: 26 Oct 2018QC 57109