Workforce
Our success depends on a capable, engaged and supported workforce that is equipped to meet current and future regulatory needs.
As a small regulator, we leverage a capable and engaged workforce to deliver efficient, high quality regulatory outcomes. We are assisted by the ATO, including through making staff available and providing shared services, such as accommodation and human resources support.
Our People and Culture Strategy (P&C Strategy) sets out the priorities, goals, actions and initiatives to be undertaken to support our people throughout their careers and grow organisational capability and capacity. Our approach is structured around 4 areas of focus.
The right roles – ensuring the workforce has the right roles in the right places through effective workforce and succession planning, clear role expectations and alignment to strategic priorities.
The right skills – supporting staff to build the skills and capabilities needed now and into the future through targeted induction, learning and development, and capability planning.
The right culture – defining and fostering a positive culture with shared values and behaviours that support engagement, accountability and sustainable performance.
The right support – providing clear policies, processes and people leadership capability to enable consistent, fair and effective people management.
The wellbeing of our workforce is also a key priority underlying and reinforcing the P&C Strategy. We actively engage staff in shaping and strengthening wellbeing including working with employees to understand APS Census results, exploring root causes of feedback through open dialogue and targeted engagement, and collaborating with staff to identify and implement actions that address areas of concern while building on what is working well.
The P&C Strategy is implemented through phased annual implementation plans and evaluated using staff feedback, workforce data and performance measures to support continuous improvement in workforce capability, culture and wellbeing.
Technology
We use contemporary systems and skills to meet our goals and improve our business.
We are focused on further functionality improvements to enhance internal staff productivity and to provide improved services to government, practitioners and the public.
Our priorities for 2026–27 include:
- delivering system enhancements to support the government’s 2026–27 reform agenda as it relates to tax practitioners and the TPB
- continuing to improve our technology through automation
- enhancing our integrity checks of new and renewing practitioners
- enhancing our registration forms to streamline the process for practitioners.
Data analytics and science
Data analytics and science enable evidence-based decision-making, proactive risk management, and continuous improvement to business processes and organisational data maturity.
Our priorities in 2026–27 include:
- refining and improving our data-driven risk engines and measurement tools to identify systemic risks and measure the effectiveness of our strategies
- conforming to a robust approach to data governance to promote high standards of data quality, security, privacy and ethics
- fostering a culture of data stewardship and continuous improvement to empower our people to use data responsibly and with confidence.
Governance
Strong governance supports us to deliver on our regulatory responsibilities with integrity, transparency and accountability.
Our governance arrangements support effective decision-making, oversight and risk management across the organisation. This includes clear governance structures, defined roles and responsibilities, and robust internal processes that guide how we plan, prioritise and deliver our regulatory activities.
We operate within the broader Australian Government governance framework. Our governance practices align with the requirements of the PGPA Act and relevant APS frameworks, while recognising our distinct role as the regulator of tax practitioners.