Thursday, 7 August 2025

HMRC’s Anti-British Training Courses: A Betrayal of Public Trust


In a shocking display of ideological overreach, His Majesty’s Revenue and Customs (HMRC), the very institution tasked with upholding the financial backbone of the United Kingdom, has been caught peddling divisive and anti-British training courses to its staff. These courses, cloaked in the guise of progressive enlightenment, reportedly include sessions that promote feelings of “guilt” for being British and push narratives rooted in critical race theory and other controversial frameworks. This is not just a misstep—it’s a grotesque betrayal of the public’s trust and a dangerous precedent for a government body that should embody impartiality and national unity.

A Curriculum of Division

According to reports, including an exclusive by The Daily Mail, HMRC staff have been subjected to training that encourages them to grapple with the supposed “guilt of being British.” Such sessions allegedly delve into critical race theory, a framework that frames history and society through the lens of systemic oppression, often casting entire nations or ethnic groups as inherently culpable. For a taxpayer-funded institution like HMRC, whose role is to collect revenue and ensure compliance with tax law, to indulge in such ideological exercises is not only irrelevant but actively undermines its credibility.

Why is HMRC, an agency meant to focus on numbers, compliance, and economic efficiency, diverting resources to workshops that appear designed to shame employees for their national identity? The answer lies in a broader cultural malaise where public institutions are increasingly co-opted by activist agendas. These courses, far from fostering unity or improving workplace efficiency, sow division and resentment. They alienate employees who may feel targeted for their heritage while distracting from the core mission of tax collection—a mission that affects every citizen, regardless of their background.

The Public’s Money, Wasted

HMRC’s budget comes from the British taxpayer. Every pound spent on these training courses is a pound diverted from improving tax collection systems, combating fraud, or supporting public services like the NHS or schools. The irony is palpable: an agency responsible for fiscal responsibility is squandering resources on ideological indoctrination. Posts on X have highlighted public outrage at this misuse of funds, with sentiments echoing that HMRC should focus on its actual job rather than playing social engineer.

Consider the scale of HMRC’s operations. In 2022-23, the agency had only 397 specialists tackling profit shifting by multinational corporations, a critical issue costing the Treasury billions. Yet, instead of investing in more staff or better training to address complex financial crimes, HMRC is apparently prioritising sessions that lecture employees on “white privilege” or the supposed sins of British history. This is not just a misallocation of resources; it’s a deliberate choice to prioritise ideology over efficacy.

Undermining National Cohesion

The United Kingdom is a diverse nation, built on a shared sense of identity and purpose. For a government body to promote narratives that frame Britishness as something to be ashamed of is not only divisive but dangerous. It erodes the social contract that binds citizens to their institutions. When HMRC staff are taught to view their country through a lens of guilt, how can they be expected to serve its people with impartiality? The risk is that such training fosters a culture of self-loathing within the civil service, which could translate into biased decision-making or policies that unfairly target certain groups.

This is not an isolated incident. Similar concerns have been raised about other government departments, such as the Home Office, where critical race theory classes have reportedly been conducted. The pattern suggests a troubling trend: unelected bureaucrats are using their positions to push ideological agendas that have little to no public mandate. The British public did not vote for their tax agency to become a classroom for radical social theories—they expect it to collect taxes fairly and efficiently.

A Lack of Accountability

What makes this scandal even more egregious is the lack of transparency and accountability. HMRC has not publicly defended these courses or provided a clear rationale for their inclusion in staff training. The absence of open dialogue fuels suspicion that these programs are being implemented under the radar, shielded from public scrutiny. When whistleblowers and media outlets like The Daily Mail expose such practices, the response is often silence or deflection rather than an honest reckoning.

The government must hold HMRC to account. If these courses are deemed essential, then let them be debated openly in Parliament. Let the public see the curriculum, the costs, and the justification. If, as critics suspect, these sessions are little more than ideological posturing, then they should be scrapped immediately. The civil service is not a playground for activists—it exists to serve the public, not to lecture them on their supposed moral failings.

The Bigger Picture

HMRC’s flirtation with anti-British training is symptomatic of a broader cultural shift within public institutions. Across the Western world, government agencies are increasingly adopting frameworks that prioritise identity politics over merit, unity, and competence. In the UK, this trend is particularly jarring given the nation’s history of resilience and pragmatism. The British people have faced wars, economic hardship, and social change with a stoic commitment to fairness and common sense. They deserve a tax agency that reflects those values, not one that undermines them.

The public reaction on platforms like X underscores the growing frustration with this kind of institutional overreach. Users have called out the absurdity of spending taxpayer money on “woke” initiatives while core services struggle. The sentiment is clear: the British public wants their institutions to focus on delivering results, not preaching ideology.

A Call to Action

HMRC must immediately cease these anti-British training courses and conduct a full audit of its training programs. Every pound spent on ideological workshops should be redirected to hiring more tax specialists, improving digital infrastructure, or cracking down on tax evasion. The agency must also commit to transparency, publishing the content and cost of all training programs for public review.

The British people deserve better than a tax agency that uses their money to fund divisive, anti-national rhetoric. HMRC’s role is to serve the public, not to lecture its employees on the supposed evils of their country’s history. It’s time for HMRC to get back to basics: collect taxes, fight fraud, and leave the social engineering to others. Anything less is a betrayal of the trust placed in them by the British people. 

 

Tax does have to be taxing.


HMRC Is Shite (www.hmrcisshite.com), also available via the domain www.hmrconline.com, is brought to you by www.kenfrost.com "The Living Brand"

Friday, 1 August 2025

Juniors Fucked Up IHT


 



Tax does have to be taxing.



HMRC Is Shite (www.hmrcisshite.com), also available via the domain www.hmrconline.com, is brought to you by www.kenfrost.com "The Living Brand"

Thursday, 24 July 2025

Internal Expert of The Year




 



Tax does have to be taxing.



HMRC Is Shite (www.hmrcisshite.com), also available via the domain www.hmrconline.com, is brought to you by www.kenfrost.com "


The Living Brand"




Wednesday, 23 July 2025

HMRC’s Transformation Roadmap: Ambitious Promises Meet a Troubled Track Record


 

On July 21, 2025, HM Revenue and Customs (HMRC) released its Transformation Roadmap, a £7 billion-a-year plan to modernise the UK’s tax and customs system by 2030. Aimed at achieving 90% digital interactions, closing the 5.3% tax gap, and delivering £773 million in efficiencies by 2028-29, the roadmap promises a digital-first tax authority with AI-driven compliance and simplified processes.

 Championed by Exchequer Secretary James Murray MP, it includes over 50 IT projects, new online services, and 7,900 additional staff. However, HMRC’s long history of underperformance, from botched IT rollouts to poor customer service, casts a shadow over these lofty goals. Below, we analyse the roadmap’s strengths and weaknesses, grounding our assessment in HMRC’s well-documented failures to deliver on past promises.

The Good: Aspirations Amid Scepticism

1. Digital-First Vision

The roadmap’s goal of 90% digital interactions by 2030, anchored by a new online Pay As You Earn (PAYE) service for 35 million taxpayers, aims to streamline tax management via the HMRC app and Personal Tax Account. AI-driven nudges to prevent errors during tax submissions could reduce compliance burdens for honest taxpayers. If successful, this could align with global trends toward digital tax systems. However, HMRC’s track record—such as the troubled 2016 Making Tax Digital (MTD) rollout, plagued by delays and software glitches—suggests execution will be a challenge. The Low Incomes Tax Reform Group (LITRG) welcomes the digital focus but warns that digital exclusion risks leaving vulnerable taxpayers behind, a problem HMRC has repeatedly failed to address adequately in past digital initiatives.

2. Tackling the Tax Gap

The roadmap’s commitment to closing the 5.3% tax gap (2023-24) by hiring 5,500 compliance officers and 2,400 debt management staff, supported by AI tools, targets an additional £7.5 billion in annual revenue by 2029-30. Measures like cracking down on offshore evasion and increasing fraud charging decisions by 20% sound promising. Yet, HMRC’s history of ineffective enforcement—evidenced by the 2019 Loan Charge debacle, which misjudged contractor tax schemes and led to widespread hardship—raises doubts about its ability to implement sophisticated AI-driven compliance without errors or unfair outcomes. Past overzealous pursuits have often alienated taxpayers rather than recovered revenue.

3. Simplification and Stakeholder Engagement

Simplifying tax processes and integrating the Valuation Office Agency (VOA) into HMRC by April 2026 could streamline property tax administration. Collaborating with tax advisers and software providers, alongside requiring adviser registration, aims to raise standards. The roadmap’s use of operational sandboxes to test services is a nod to private-sector innovation. However, HMRC’s past attempts at simplification, like the 2010 Real Time Information (RTI) system, were marred by errors that frustrated employers and delayed compliance. Stakeholder engagement has often been superficial, with groups like the Bonded Warehousekeepers Association noting HMRC’s tendency to consult but ignore feedback.

4. Support for Vulnerable Taxpayers

The roadmap pledges to maintain phone and in-person support for digitally excluded or vulnerable taxpayers, a critical nod to inclusivity. But HMRC’s customer service record is abysmal—2023 saw average call wait times of 25 minutes, with 10% of callers hanging up before reaching an agent. Promises of accessible support ring hollow when HMRC has consistently failed to resource helplines adequately, leaving taxpayers stranded during peak filing periods.

The Bad: A Legacy of Failure Looms Large

1. Unrealistic Ambitions

The 90% digital interaction target by 2030 is ambitious but ignores HMRC’s history of overpromising and underdelivering. The 2005 merger of Inland Revenue and Customs Service promised modernisation but led to years of chaos, with lost records and delayed refunds. The roadmap’s reliance on over 50 IT projects is daunting, given HMRC’s track record of botched IT implementations—like the 2018 MTD for VAT rollout, which overwhelmed small businesses with compliance costs. X posts from users like @DavidMenziesCA highlight scepticism about HMRC’s capacity to deliver complex digital infrastructure on time or within budget.

2. Scrapping MTD for Corporation Tax

HMRC’s decision to abandon MTD for Corporation Tax (section 5.2) is a glaring misstep, signalling a retreat from digital modernisation. This move, noted on X by @TaxProUK, has left businesses uncertain about future compliance requirements. HMRC’s failure to propose a clear alternative echoes its mishandling of MTD’s phased rollout, which saw multiple delays and scope reductions since 2016. This decision undermines confidence in the roadmap’s digital vision and suggests HMRC is already backtracking on key commitments.

3. Over-Reliance on AI

The roadmap’s heavy bet on AI for compliance, nudges, and debt management assumes technological reliability that HMRC has rarely achieved. Past attempts at tech-driven solutions, like the 2014 Connect system for risk profiling, led to false positives and unfair penalties for compliant taxpayers. As @StuartMaggs on X notes, the roadmap’s AI focus, wrapped in vague jargon, risks oversimplifying complex tax issues. Without transparent safeguards, AI could amplify errors, especially given HMRC’s poor data management history, as seen in the 2007 loss of 25 million child benefit records.

4. Workforce and Cultural Inertia

Hiring 7,900 new staff sounds impressive, but HMRC’s chronic understaffing and high turnover—evidenced by a 15% vacancy rate in 2022—suggest challenges in recruitment and retention. The roadmap’s admission that it “will not always get everything right first time” is a candid but worrying acknowledgment, given HMRC’s pattern of prolonged disruptions, like the 2020 Self-Assessment portal outages that delayed filings. Cultural resistance to new systems, as seen in slow staff adoption of RTI, could further derail progress.

Reality Check: Can HMRC Break the Cycle?

HMRC’s *Transformation Roadmap* offers a compelling vision but is haunted by decades of mismanagement. From the 2007 data breach to the 2019 Loan Charge controversy and ongoing customer service failures, HMRC has consistently struggled to execute ambitious reforms. The roadmap’s goals—digital transformation, tax gap reduction, and simplification—are laudable but hinge on overcoming entrenched inefficiencies. The abandonment of MTD for Corporation Tax and vague AI plans suggest HMRC may already be setting itself up for failure. Stakeholders, including LITRG and X users like @TaxProUK, demand transparency and regular progress updates, but HMRC’s history of poor communication offers little reassurance.

To succeed, HMRC must break from its past by prioritising robust project management, genuine stakeholder input, and realistic timelines. Without these, the roadmap risks becoming another chapter in HMRC’s saga of unfulfilled promises, leaving taxpayers and businesses to bear the cost of delays and errors. For now, the roadmap is a high-stakes gamble—one that HMRC’s track record suggests it is ill-equipped to win. Taxpayers await proof that this time will be different.

Tax does have to be taxing.



HMRC Is Shite (www.hmrcisshite.com), also available via the domain www.hmrconline.com, is brought to you by www.kenfrost.com "The Living Brand"

Monday, 21 July 2025

HMRC’s Slow March Toward AI: A Missed Opportunity for Transformation


The recent announcement that HM Revenue and Customs (HMRC) has established a “landing zone to safely exploit” generative artificial intelligence (AI) in its 2024/25 annual report sounds promising on the surface. It signals a step toward embracing cutting-edge technology to streamline operations and enhance public services. However, beneath the optimistic rhetoric lies a troubling reality: HMRC’s adoption of AI has been frustratingly slow, lagging behind both the private sector and the transformative potential of this technology. While the establishment of a dedicated AI framework is a welcome move, it’s hard to shake the sense that HMRC is playing catch-up in a race where others have already taken the lead.

A Decade of Hesitation

HMRC’s journey with AI is not new. As early as 2017, the organisation was exploring automation and machine learning, with initiatives like the Automation Delivery Centre aiming to automate 10 million processes by 2018. The Connect system, in use for over a decade, has been a cornerstone in combating tax evasion by aggregating data from diverse sources like the Land Registry and online marketplaces. Yet, despite these early forays, HMRC’s progress in leveraging more advanced AI, particularly generative AI, has been glacial. The private sector—think tech giants, financial institutions, and even mid-sized startups—has been harnessing AI for years to optimise processes, personalise customer experiences, and drive innovation. Meanwhile, HMRC’s efforts have felt like cautious tiptoeing rather than bold strides.

The Public Accounts Committee’s (PAC) recent warning underscores this lag, stating that HMRC is “not well-placed to take advantage of the opportunities offered by technology, such as the development of artificial intelligence.” This critique stings because it highlights a systemic issue: a lack of urgency and strategic vision. While HMRC touts its “landing zone” for generative AI, the reality is that this framework feels like a belated response to a technological revolution that’s already reshaping industries worldwide.

The Promise of AI for HMRC

The potential for AI to transform HMRC’s operations is immense. Generative AI, capable of producing text, summarising data, and even generating code, could revolutionise how HMRC interacts with taxpayers. Current use cases, such as summarising customer helpline calls or powering chatbots for online advice, are promising but limited in scope. Imagine a world where AI-driven analytics predict tax evasion with pinpoint accuracy, where chatbots provide real-time, personalised guidance to taxpayers, or where AI streamlines recruitment and compliance processes to save time and resources. HMRC’s own report highlights tools like “Skill Scribe,” which simplifies recruitment, and a regional insights tool for labour market analysis—proof that the technology can deliver when applied.

Yet, these initiatives are still in their infancy. The department’s participation in a cross-government AI chatbot pilot and its use of AI for enhanced compliance targeting and fraud detection are steps in the right direction, but they feel like pilot projects rather than a comprehensive strategy. The fact that only 7,225 staff members completed AI-focused training in 2024/25, while commendable, is a drop in the bucket for an organisation of HMRC’s size. Scaling up AI adoption requires not just training but a cultural shift—one that embraces risk-taking and innovation over bureaucratic caution.

The Risks of Moving Too Slowly

HMRC’s slow adoption of AI isn’t just a missed opportunity; it’s a risk to its mission. Tax evasion and fraud are evolving, with criminals leveraging AI to create sophisticated scams, from phishing to voice cloning. A 2025 government report on the safety and security risks of generative AI warns that criminals are adopting the technology at the same pace as the general population, amplifying threats like fraud and data harvesting. If HMRC doesn’t accelerate its AI capabilities, it risks being outmanoeuvred by those it seeks to regulate.

Moreover, the public expects more from government services in the digital age. Taxpayers, accustomed to seamless experiences from private-sector platforms, are frustrated by clunky processes and long wait times. AI could alleviate these pain points—scheduling appointments, personalising taxpayer support, or automating repetitive tasks to free up staff for complex cases. But every year HMRC delays, it erodes public trust and misses chances to improve service delivery.

Ethical Concerns and the Need for Speed

To its credit, HMRC is taking steps to address ethical concerns, with an AI Ethics Working Group overseeing mandatory processes and ensuring transparency. This cautious approach is necessary—AI misuse could lead to biased outcomes or privacy breaches, as highlighted by the Information Commissioner’s Office and the UK’s AI governance frameworks. However, caution shouldn’t mean paralysis. The private sector has shown it’s possible to balance innovation with ethical safeguards, and HMRC must learn to do the same.

The “landing zone” concept is a step toward safe AI adoption, but it’s telling that it’s framed as a starting point rather than a mature strategy. Other government bodies, like the Government Digital Service (GDS), have been experimenting with AI for years, with projects like the GOV.UK chatbot showing tangible results. HMRC’s delay in reaching this stage suggests a lack of agility, perhaps rooted in bureaucratic inertia or resource constraints.

A Call for Bold Action

HMRC’s “landing zone” is a sign of progress, but it’s not enough. To truly harness AI’s potential, HMRC must move beyond pilot projects and incremental training. It needs a comprehensive AI strategy that prioritises rapid deployment, workforce upskilling, and collaboration with private-sector innovators. The government’s broader AI Opportunities Action Plan, which aims to make the UK an “AI superpower,” sets an ambitious tone. HMRC must align with this vision, not trail behind it.

The UK has a proud history of technological leadership, from Alan Turing’s foundational work to modern AI pioneers like DeepMind. HMRC, as a critical public institution, has a responsibility to embody this legacy. The establishment of a “landing zone” is a start, but it’s time for HMRC to stop taxiing on the runway and take flight. The longer it delays, the further it falls behind in a world where AI is no longer the future—it’s the present. 


Tax does have to be taxing.


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Tuesday, 15 July 2025

Tax Dodger Honoured





 


Tax does have to be taxing.



HMRC Is Shite (www.hmrcisshite.com), also available via the domain www.hmrconline.com, is brought to you by www.kenfrost.com "The Living Brand"