Interfront Annual Report 2022

PART A: GENERAL INFORMATION 10 Interfront has built a sound reputation with an internal culture that demonstrates its values. It was established as a strategic partner to SARS and is currently working with SARS to attain their Vision 2024 goal of becoming a smart, modernised SARS. 2.1 High Level Overview of the Strategy and Performance of Interfront The overarching strategic outcome-orientated goals for Interfront remained unchanged for the 2021/2022 financial year. Interfront achieved all of its annual performance targets, with the exception of its two human capital targets, which were partly achieved. The break-even financial model decided on between SARS and Interfront has been operational for the second financial year, and the Board and Interfront are committed to providing our customers with a value-for- money, quality product that is delivered on time and to specification. ADA renewed its support agreement with Interfront for a further period of three years commencing in January 2022, with the possibility of a reduced scope over the term, as they intend to replace the Interfront systems systematically. 2.2 Strategic Relationships The customer relationship between Interfront and its clients is managed by means of Services Agreements that stipulate the rights and obligations of each party. At the executive level, the Interfront Board had a meeting with the SARS Head of Technology and Delivery Solutions, Mr Intikhab Shaik, on 1 September 2021. The meeting dealt with, inter alia, the alignment of the Interfront Annual Performance Plan with the planning within SARS, as well as pricing and the commercial strategy for Interfront going forward. This meeting was followed by a Board meeting on 7 September 2021, where the Commissioner of SARS: Prof. Edward Kieswetter and Mr Intikhab Shaik presented SARS Vision 2024 and the role that Interfront will play in it. 2.3 Challenges Faced by the Board At the onset of the 2021/2022 financial year, the severe shortage of staff in the IT industry prompted aggressive headhunting in the global IT market, leading Interfront to lose 14.8% of its staff within the first seven months of the financial year. The loss of corporate knowledge and skills of well-seasoned developers and other staff was felt throughout the operation. A raft of measures was taken by the Interfront Board, most important of which was the repositioning of staff with scarce and key ” “ In addition to the enhancement, development and support of the customs and border management solution, Interfront will now be responsible for the development, enhancement and support of the MobiApp and eFiling systems in SARS. 2. FOREWORD BY THE CHAIRPERSON