We began by reviewing the organizational structure and working to ensure that all employees gained a correct understanding and awareness of the system. For this purpose, we held internal study sessions, preparing materials seperately for accounting/tax personnel and general staff.

Subsequently, we gained the management acknowledgment of the need for system compliance, established a project team, and appointed representatives from each department. Acting as the PMO, we created a project timeline, managed progress, prepared meeting agendas, facilitated discussions, recorded outcomes, and shared notes. This enabled us to clarify subsequent issues and address them systematically, resolving key points one by one.

In cases where legal compliance was difficult due to system or workflow constraints, we considered the intent of the law and focused on achieving a satisfactory level of compliance that would likely withstand a tax audit. We sought practical solutions that all stakeholders could agree upon. Bridging the gap between system requirements and internal operations was one of the most challenging tasks. Instead of adhering to a strict binary of “acceptable” or “unacceptable,” we explored options that fell within the acceptable range, ultimately ensuring successful system compliance.