PTBP Web Desk

The Federal Board of Revenue (FBR), Pakistan’s premier revenue collection agency, has initiated a significant transformation plan aimed at improving its operational structure.

On Wednesday, the FBR officially announced the implementation of this plan, which includes major changes to the reporting lines and the re-designation of several key positions within the organization. These changes are designed to enhance efficiency, streamline processes, and align the organization’s structure with its long-term goals of improved service delivery and technological advancement.

The transformation plan encompasses the merger and re-designation of certain posts at the senior level, impacting both FBR Members and Director Generals. According to the official notification, these changes are effective immediately, and the new structure will remain in place until further notice. The restructuring is part of FBR’s broader strategy to embrace digital transformation, improve taxpayer services, and ensure a robust audit and accountability framework.

One of the most notable changes introduced by the FBR is the merging of the positions of Member (Information Technology) and Member (Digital Initiatives). These roles have been re-designated under a new post titled Director General (Information Technology and Digital Transformation). This newly created role will now report directly to the Member Inland Revenue (Operations). This restructuring reflects FBR’s strategic focus on digital transformation, as it seeks to leverage technology to improve tax collection, data management, and taxpayer interaction.

The decision to merge these roles aligns with FBR’s vision of becoming a more technology-driven organization. By consolidating its IT and digital initiatives under a single post, the FBR aims to create a more cohesive strategy for rolling out new digital solutions and improving existing systems. The Director General (IT & Digital Transformation) will now be responsible for overseeing all IT-related projects and digital transformation efforts, ensuring that the agency keeps pace with modern trends in revenue collection and data analysis.

In addition to these changes, the FBR has re-designated several other key positions to reflect a more streamlined and service-oriented approach. The post of Member (Public Relations) has been re-designated as Member (Taxpayers Services). This change signals FBR’s commitment to enhancing its taxpayer services, placing a greater emphasis on facilitating taxpayer interaction, addressing grievances, and improving communication channels between the organization and the public. By refocusing this position, FBR hopes to build a more positive relationship with taxpayers and encourage greater compliance through improved services.

Another significant change is the re-designation of the post of Member (Accounting), which will now be known as Member (Organizational Audit). This new role will involve overseeing internal audits and ensuring organizational accountability within the FBR. The restructuring of this post highlights FBR’s commitment to transparency and internal governance, as it seeks to improve the effectiveness of its internal audit functions.

The Director General (Revenue Analysis) will now report directly to the Member Inland Revenue (Policy), reinforcing the importance of data-driven decision-making within the organization. Revenue analysis plays a critical role in formulating tax policy, and this new reporting line ensures that the organization’s analytical capabilities are fully aligned with policy decisions.

Lastly, the Director General, Internal Audit (Inland Revenue) will report to the newly designated Member (Organizational Audit). This change is intended to strengthen the internal audit function within the organization, ensuring that FBR remains accountable and transparent in its operations.

The transformation plan is part of a larger initiative by FBR to modernize its structure, processes, and service delivery. By merging and re-designating key positions, the organization aims to:

Enhance Digital Transformation: FBR’s focus on digital transformation is evident in the merging of the IT and Digital Initiatives roles. The new Director General (IT & Digital Transformation) will spearhead efforts to modernize FBR’s systems, improve data management, and roll out new digital solutions that enhance taxpayer services and revenue collection.

Improve Taxpayer Services: The re-designation of Member (Public Relations) to Member (Taxpayers Services) reflects a renewed focus on improving the interaction between FBR and taxpayers. By placing greater emphasis on taxpayer services, FBR aims to foster greater compliance and build trust with the public.

Strengthen Internal Audits and Accountability: The creation of the Member (Organizational Audit) position, along with the realignment of the internal audit reporting lines, underscores FBR’s commitment to maintaining high standards of internal governance and accountability.

Data-Driven Decision Making: The changes in reporting lines for the Director General (Revenue Analysis) emphasize the importance of using data and analysis to inform tax policy decisions. FBR is working to create a more data-driven approach to policy formulation, which will enable the organization to make informed decisions that improve revenue collection and taxpayer compliance.

As FBR continues to implement its transformation plan, the organization is expected to make further adjustments to ensure that it meets its long-term goals of modernization and efficiency. These changes mark an important step forward in FBR’s journey towards becoming a more technologically advanced, service-oriented, and accountable organization.

The successful implementation of this transformation plan will ultimately benefit taxpayers, policymakers, and FBR employees alike. By realigning its structure and focusing on key areas such as digital transformation, taxpayer services, and internal audits, FBR is positioning itself to better meet the challenges of the future.

With these changes, the FBR is set to become a more agile and responsive organization, capable of adapting to new trends in revenue collection and public service delivery.