Our Vision & Strategy
Five Strategic Objectives that Power Our Purpose
Our strategic objectives and business plan will guide us through the 5-year Spending Review period 2025 to 2030.
They build on the progress made so far in delivering the Exchequer Secretary to the Treasury’s priorities for HMRC, and they also reflect how we’re meeting the government’s challenge for the Civil Service to be more productive, agile and efficient in serving the British public.
Our strategic objectives are:
- close the tax gap
- improve day-to-day performance and the overall customer experience
- reform and modernisation of tax and customs administration
- build a high-performing organisation with a skilled and engaged workforce
- support wider government economic aims through HMRC’s work
We’re proud of the role we play in supporting businesses, employees and families in carrying out our vital purpose – collecting the money that pays for the UK’s public services and giving financial support to people.
We do this through the professionalism of our people, by living our values, and by treating our customers in line with the standards in Our Charter.
In 2017, HMRC colleagues co-created 4 core values to describe how we should work together as an organisation, every day.
About Customer Compliance Group (CCG)
Bringing in tens of billions of pounds of tax that would otherwise go unpaid, HMRC’s Customer Compliance Group has unparalleled reach and impact.
CCG’s role is to help safeguard a tax system that relies on public trust: taxpayers, rightly, want to know HMRC will step in to enforce the rules where necessary.
We devise mitigations for compliance risks based on our understanding of our customers needs and behaviours – to support people to get their tax right, and to take targeted action against avoidance, evasion and criminal activity.
We work collaboratively across the department, government and beyond to identify and create new approaches to tackling non-compliance in line with HMRC’s compliance strategy:
- to prevent non-compliance before it happens through the design of our systems, policies and processes;
- to promote compliance through education and targeted support for customers; and
- to respond to non-compliance through our investigations.
Our work has helped HMRC to reduce and then maintain a record low tax gap, but now we want to go even further and close the tax gap by bringing in c.£10bn more of the tax that should be paid, by 2029/30.
The quality of our customers’ experience is vital in helping us to build trust – as is our ability to recognise the personal circumstances that sometimes lie behind unpaid tax. When issues come up, our aim is to work with customers promptly and professionally, so we can get them back on the right track. Our Compliance Professional Standards capture in practical terms what HMRC’s Charter means for our compliance work and we expect everyone to work in line with those standards.