DGI: Six Strategic Projects to Accelerate the Transformation of the Tax Administration by 2028
The Directorate General of Taxes (DGI) is entering a new phase of modernization. Midway through its Strategic Plan for 2024-2028, the tax administration has revisited its roadmap to focus on six key projects aimed at enhancing performance, digitalization, governance, and the quality of services offered to taxpayers.
The DGI Refocuses Its Strategy for 2026-2028
In its 2025 activity report, the Directorate General of Taxes (DGI) announced that it has conducted a mid-term evaluation of its Strategic Plan for 2024-2028 to assess the progress of reforms undertaken and adapt its trajectory to new challenges.
As a result of this review, the administration has decided to streamline its project portfolio by concentrating its resources on six priority initiatives, now integrated into the Operational Plan for 2026-2028.
This new roadmap aims to improve the coherence of the actions undertaken, enhance strategic management, and build a tax administration that is more efficient, agile, and resilient.
Six Projects to Modernize the Tax Administration
The first initiative focuses on creating a national integrated taxpayer registry, designed to improve the quality, reliability, and centralization of tax data.
The DGI also plans to implement a tax compliance profile that will allow for better monitoring of taxpayer behavior and adaptation of control or support measures.
Modernizing the relationship with users is another major focus. The administration intends to continue simplifying administrative procedures, bolster the digitalization of its services, and enhance the taxpayer experience.
Furthermore, the DGI is prioritizing the development of human capital through a program dedicated to skills management, career progression, and the enhancement of human resources.
The reform also includes promoting alternative dispute resolution methods to expedite the handling of tax disputes and enhance legal security.
Finally, a comprehensive governance and transformation management system will be established to ensure continuous monitoring of objectives and performance.
Data-Driven Risk Management
The DGI is also evolving its governance model by integrating risk management more thoroughly into its decision-making processes.
The administration now distinguishes three main categories of risks: strategic risks, operational risks, and risks related to tax noncompliance.
For the latter, the DGI favors a data-driven approach to identify risky behaviors, better target tax audits, and optimize prevention and support actions.
Fifteen Identified Risk Families
The non-compliance risk management system covers four priority areas: taxpayer registration, failure to declare, reporting anomalies, and non-compliance with payment deadlines.
In this context, the DGI has identified 15 risk families and developed 65 corrective actions aimed at improving compliance with tax obligations.
In 2025, the administration reinforced the cross-referencing of data from various sources, continued to enhance the reliability of the taxpayer registry, and developed new analytical tools to better prioritize audits and interventions.
A Tax Administration Focused on Performance
Through this strategic reorientation, the Directorate General of Taxes seeks to accelerate its transformation to meet the requirements of a modern, digital, and performance-oriented administration.
The goal is to enhance service quality, improve transparency, optimize tax revenue collection, and strengthen trust between the administration and taxpayers.
