This article first appeared in Forum, The Edge Malaysia Weekly on September 28, 2026 - October 4, 2026

For many years, tax was viewed primarily as a compliance function, focused on meeting statutory obligations and managing financial risks.

Today, tax has become a strategic governance issue with implications for corporate reputation, stakeholder trust, long-term value creation and risk management.

Investors, regulators, customers and the public now expect organisations to demonstrate not only compliance with tax laws but also transparency, accountability and responsible tax behaviour. 

As businesses embrace digital technologies and artificial itelligence (AI)-driven decision-making, boards must assess whether tax governance frameworks remain fit for purpose and aligned with broader corporate values.

The way an organisation approaches tax can affect business performance, regulatory relationships and long-term value creation.

Consequently, tax governance is no longer solely the responsibility of finance and tax professionals. Boards must provide active oversight so that tax strategies remain consistent with the company’s risk appetite, ethical standards and long-term objectives.

A robust tax governance framework should establish clear accountability across the organisation. Boards need visibility over responsibilities for tax decision-making, risk management and compliance monitoring.

This includes requiring regular reporting by management on material transactions, disputes and emerging regulatory developments, and the tax issues and risks arising therefrom.

Effective oversight also requires directors to understand how tax considerations intersect with wider business strategies, including mergers and acquisitions, digital business models, cross-border operations and sustainability initiatives.

In short, tax should be discussed and actively considered as part of strategic decision-making rather than viewed as an isolated compliance matter.

The Inland Revenue Board of Malaysia (LHDN) introduced the Tax Corporate Governance Framework in April 2022, reflecting the growing emphasis on formal tax governance practices and board oversight within organisations as well as the intention of the LHDN to develop a more collaborative relationship with taxpayers.

In addition, the digital era has fundamentally changed expectations around transparency. Information travels faster than ever, placing corporate tax practices under greater scrutiny as part of environmental, social and governance considerations.

Businesses are facing demands for greater disclosure regarding their tax strategies, governance processes and tax contributions in the jurisdictions where they operate. This reflects how investors and other stakeholders view tax governance as an indicator of an organisation’s broader approach to risk management, accountability and corporate conduct.

Organisations should communicate clearly how their tax practices support sustainable value creation. Transparency does not mean disclosing every detail of tax planning activities. Rather, it requires demonstrating that tax decisions are aligned with business substance, commercial reality and corporate values.

When organisations proactively communicate their tax principles and governance practices, they are better positioned to build trust with regulators, investors and society at large.

Technology can enhance efficiency and decision making but it cannot replace ethical judgement. As tax functions become more digitalised, boards must keep ethical considerations at the centre of governance practices.

An organisation’s approach to tax should reflect its broader corporate culture and commitment to responsible business conduct.

Boards should ensure that tax strategies are consistent with the organisation’s values, governance commitments and long-term licence to operate. This is particularly important in an environment where corporate conduct is subject to increasing scrutiny.

Being a responsible taxpayer does not mean that an organisation is not able to apply for tax incentives and consider tax optimisation opportunities which are in line with the tax law. In doing so, tax outcomes should be supported by transparent, commercially driven arrangements that are well documented and can be substantiated if queried. Tax governance frameworks should include clear principles that guide decision-making and discourage aggressive or purely artificial tax positions.

By embedding ethics into tax governance, organisations can reduce reputational risks while strengthening stakeholder confidence.

The rapid adoption of AI, advanced analytics and automation is reshaping how tax functions operate. These technologies offer significant benefits, including improved efficiency, enhanced data quality, predictive risk analysis and real-time compliance monitoring.

AI can help organisations identify anomalies, detect compliance risks, analyse complex datasets and generate insights that support informed decision-making. Digital tax reporting systems and automated compliance tools can also improve accuracy and reduce operational burdens.

However, the growing use of technology introduces new governance challenges. Boards must understand how AI models are developed, governed and monitored within the tax function.

These considerations extend beyond technology and raise broader questions around accountability, requiring board-level visibility and appropriate oversight.

As part of an organisation’s overall strategy of using AI responsibly, directors and senior management should ensure that appropriate controls are in place to validate AI-generated outputs while preserving human oversight over critical tax decisions. Technology should support professional judgement, not replace it.

A strong governance framework will include clear policies regarding the use of AI in tax processes, including oversight responsibilities, escalation procedures and risk management protocols.

Tax authorities worldwide are becoming more digital and data driven. Real-time reporting requirements, information-sharing mechanisms and sophisticated analytics capabilities are enabling regulators to identify risks more quickly and efficiently.

As a result, organisations must be prepared to respond to evolving regulatory expectations with greater speed and accuracy. Boards should assess whether their tax governance frameworks can support compliance in a rapidly changing environment.

According to the 2025 EY Tax and Finance Operations survey, decision-makers expect AI technology to help tax and finance functions generate better insights, automate routine activities and enhance overall performance by up to 29% over the next two years while freeing up 23% of budgets for strategic, higher-value activities.

From a tax standpoint, this means investing in technology, strengthening internal controls, enhancing data governance and equipping tax teams with the necessary digital capabilities.

Forward-looking boards recognise that regulatory compliance is no longer a periodic exercise but an ongoing governance responsibility.

Tax governance is emerging as a defining element of corporate governance in the digital era.

As technology, AI and regulatory expectations continue to evolve, organisations that embed accountability, transparency and ethical decision-making into their practices will be better positioned to manage risk, maintain stakeholder confidence and create sustainable long-term value.

Farah Rosley is Malaysia Tax managing partner at Ernst & Young Tax Consultants Sdn Bhd

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