BUSINESS MODEL

VALUE CREATION ALIGNED TO THE SIX CAPITALS

BUSINESS MODEL VALUE CREATION ALIGNED TO THE SIX CAPITALS

Our Business model demonstrates the six capitals (inputs), enables value-adding activities (outputs) that create, preserve or erode value for our stakeholders (outcomes)

LEGEND:

↑ Value creation

↔ Value preservation
↓ Value erosion

CAPITAL INPUTS

The resources on which we rely to run our business

OUTPUTS PROVIDE:

Our value-adding business activities

CAPITAL OUTCOMES

What we have achieved through our value-adding activities

Intellectual

  • SAICA’s strong reputation and its designations – CA(SA), AGA(SA), AT(SA)
  • Digital transformation initiatives aim to improve member experience, provide a comprehensive view of the SAICA value chain and drive business process efficiency
  • SAICA’s entry-level Competency Framework (CA2025) and post-qualification Competency Framework (CA Pathways to Relevance) will enable a membership body that has developed a shared set of professional competences
  • Thought leadership initiatives, technical development and the skills and experience of staff and members on our technical committees
  • Initiatives to maintain the highest ethical standards of the CA profession
  • Integrated relevance, reputation, marketing and communication plan

 

 

FINANCIAL

  • R472,3 m (FY21: R435,1 m) in membership subscriptions, examination and training-related fees, and revenue from services and products offered to members
  • R9 m (FY21: R8,2 m) in sponsorship revenue
  • R290 m in donor funding raised (FY21: R423,6 m) for developmental programmes from companies, firms, government, members and individuals

SOCIAL AND RELATIONSHIP

  • Member participation through the various SAICA structures
  • Developmental programmes driving educational and skills development initiatives and transformation in the profession
  • Recognition agreements with 15 (FY21: 15) professional bodies
  • The good relationships SAICA has built with stakeholders
  • SAICA members assist government with key projects and apply intellectual capital to a wide range of areas in the profession as, for example, captains of industry

HUMAN

  • The diverse capabilities of SAICA’s 228 (FY21: 216) staff members
  • SAICA’s values, ethics and culture
  • R226,3 m in employment costs (FY21: R200 m)

MANUFACTURED

  • SAICA’s education and training programmes are delivered through the infrastructure of universities, private providers and training offices
  • SAICA rents premises in Johannesburg (Head Office), Durban, Cape Town and Bloemfontein, from which all operations are conducted
  • SAICA’s IT infrastructure and office equipment

NATURAL

  • Access to basic natural resources to support operations, such as electricity supply and water
  • Water conservation and waste management
  • Energy efficiency and management

  • Safeguarding the professional standards of the designations on offer
  • Advancing and maintaining the relevance of the profession
  • Regulating the members’ and associates’ professional conduct through the SAICA Code of Professional Conduct
  • Thuthuka bursaries for undergraduates, PGDA and for beneficiaries
  • Seminars and events
  • ITC and APC assessments conducted
  • Post-qualification specialisation offerings
  • SDG Report, #FinBiz2030 and #SustainableSA
  • Member support
  • SAICA accreditation for accounting programmes
  • CA2025 Competency Framework and CA Pathways to Relevance
  • Formal advocacy submissions
  • Support for learners, students and trainees
  • CPD offerings
  • Integrated Ethics Framework
  • Top 35-under-35 competition
  • Member development through thought leadership exposures, Accountancy SA magazine and SAICA News
Intellectual

  • Attractiveness of the profession to new entrants 86,16% (FY21: 90%)↓
  • Member satisfaction rating 67% (FY21: 68,42%)↓
  • Brand strength and admiration among business decision-makers − relevance and reputation score 70% (FY21: 73%) ↓
  • Trust index as per AskAfrika remained at 83%↔
  • Enterprise risk management maturity level 3 (FY21: level 3)↔
  • International recognition enabling member global mobility↑
  • Automation of CPD declarations↑
  • 1 829 positive media exposures were achieved in 2022 (FY21:1 395)↑
  • Improved disciplinary process to enable better ethical culture 218 disciplinary complaints concluded (FY21: 281)↔

FINANCIAL

  • Group reserves increased to R432 m (FY21: R388 m). Institute reserves increased to R228 m (FY21: R216 m) against target of R210 m↑
  • R44m (FY21: R67m) Group surplus allocated to reserves↓

SOCIAL AND RELATIONSHIP

  • 67% stakeholder engagement score (FY21: 85,59%)↓
  • 3,98% net growth of CAs 50 731 (FY21: 48 791)↑
  • Overall PHI for Brand Admiration (composite among all stakeholders) 79% (FY21: 79%) ↔
  • 711 new AGAs(SA) (FY21: 436) ↑
  • 78 new ATs(SA) (FY21: 74)↑
  • 2 153 ITC qualifying examination candidates passed (FY21: 3 682) ↓
  • Continued relevance of members through CPD activities↑
  • 234 (FY21: 230) Thuthuka students passed their PGDA and allocated to Thuthuka Donor Training Offices to complete their training to qualifying as CAs↑
  • Successful rewrite of the APC examination (3 549 candidates passed)↑
  • B-BBEE level improved to Level 4 (FY21: Level 8)↑
  • 15 of 17 events (88%) held in person and free of charge; 53 of 121 (43%) webcasts free of charge (FY21: 69% of events free for members)↑
  • 149 events with 42 420 delegates (FY21: 130/34 325)↑

HUMAN

  • R2,6m invested in skills development (FY21: R2,1m)↑
  • Study assistance R1,169 587 (FY21: R639 000)↑
  • 84% employees deemed historically disadvantaged South Africans (HDSA) (FY21: 78%)↑
  • 68% staff are female, inclusive of white females (FY21: 70%)↓
  • Employee engagement score improved to 78% (FY21: 75%)↑
  • Employee turnover increased to 10,53%, although below the threshold of 12% (FY21: 10,18%)↓
  • SAICA values were revised to create a culture of ownership at all levels and ensure an integrated organisational identity↑
  • Development of a talent management framework for effective succession planning↑
  • Employee wellness framework was revamped to address all wellness elements, including financial well-being and mental health first aid programme roll out↑

MANUFACTURED

  • System uptime 99% (FY21: 99%) ↔
  • Change in service provider to accelerate delivery of the digitisation strategy↑
  • Real-time monitoring of systems to detect and prevent intrusions through Managed Security Operations Centre (MSOC)↑
  • Launch of the enterprise risk and compliance management system fully integrating and automating risk and compliance practices↑
  • Implementation of a Learner Management System to deliver learning interventions to SAICA members and other stakeholders↑
  • Implementation of the Electronic Assessment tool to enable efficient exam assessments↑

NATURAL

  • Commenced with formalising an environmental management policy↑
  • SAICA participation at the global sustainability initiatives relating to Net Zero commitments↑
  • Carbon emissions 630,41 metric tons CO2e (FY21: 738,8 metric tons CO2e) 15% improvement↑
  • Purchased electricity 727 113,81 kWh (FY21: 653 737,9 kWh)↓
  • Submission made to the ISSB on climate change↑
  • Water use 5 574,33 kl (FY21: 9 537,1 kl)↑
  • Recycling of dry waste. Green water harvesting↑

… and ensures our ability to create value in the future

Our Business model demonstrates the six capitals (inputs), enables value-adding activities (outputs) that create, preserve or erode value for our stakeholders (outcomes)

LEGEND:

↑ Value creation

↔ Value preservation
↓ Value erosion

CAPITAL INPUTS

The resources on which we rely to run our business

Intellectual

  • SAICA’s strong reputation and its designations – CA(SA), AGA(SA), AT(SA)
  • Digital transformation initiatives aim to improve member experience, provide a comprehensive view of the SAICA value chain and drive business process efficiency
  • SAICA’s entry-level Competency Framework (CA2025) and post-qualification Competency Framework (CA Pathways to Relevance) will enable a membership body that has developed a shared set of professional competences
  • Thought leadership initiatives, technical development and the skills and experience of staff and members on our technical committees
  • Initiatives to maintain the highest ethical standards of the CA profession
  • Integrated relevance, reputation, marketing and communication plan

 

 

FINANCIAL

  • R472,3 m (FY21: R435,1 m) in membership subscriptions, examination and training-related fees, and revenue from services and products offered to members
  • R9 m (FY21: R8,2 m) in sponsorship revenue
  • R290 m in donor funding raised (FY21: R423,6 m) for developmental programmes from companies, firms, government, members and individuals

SOCIAL AND RELATIONSHIP

  • Member participation through the various SAICA structures
  • Developmental programmes driving educational and skills development initiatives and transformation in the profession
  • Recognition agreements with 15 (FY21: 15) professional bodies
  • The good relationships SAICA has built with stakeholders
  • SAICA members assist government with key projects and apply intellectual capital to a wide range of areas in the profession as, for example, captains of industry

HUMAN

  • The diverse capabilities of SAICA’s 228 (FY21: 216) staff members
  • SAICA’s values, ethics and culture
  • R226,3 m in employment costs (FY21: R200 m)

MANUFACTURED

  • SAICA’s education and training programmes are delivered through the infrastructure of universities, private providers and training offices
  • SAICA rents premises in Johannesburg (Head Office), Durban, Cape Town and Bloemfontein, from which all operations are conducted
  • SAICA’s IT infrastructure and office equipment

NATURAL

  • Access to basic natural resources to support operations, such as electricity supply and water
  • Water conservation and waste management
  • Energy efficiency and management

OUTPUTS PROVIDE:

Our value-adding business activities

  • Safeguarding the professional standards of the designations on offer
  • Advancing and maintaining the relevance of the profession
  • Regulating the members’ and associates’ professional conduct through the SAICA Code of Professional Conduct
  • Thuthuka bursaries for undergraduates, PGDA and for beneficiaries
  • Seminars and events
  • ITC and APC assessments conducted
  • Post-qualification specialisation offerings
  • SDG Report, #FinBiz2030 and #SustainableSA
  • Member support
  • SAICA accreditation for accounting programmes
  • CA2025 Competency Framework and CA Pathways to Relevance
  • Formal advocacy submissions
  • Support for learners, students and trainees
  • CPD offerings
  • Integrated Ethics Framework
  • Top 35-under-35 competition
  • Member development through thought leadership exposures, Accountancy SA magazine and SAICA News

CAPITAL OUTCOMES

What we have achieved through our value-adding activities

Intellectual

  • Attractiveness of the profession to new entrants 86,16% (FY21: 90%)↓
  • Member satisfaction rating 67% (FY21: 68,42%)↓
  • Brand strength and admiration among business decision-makers − relevance and reputation score 70% (FY21: 73%) ↓
  • Trust index as per AskAfrika remained at 83%↔
  • Enterprise risk management maturity level 3 (FY21: level 3)↔
  • International recognition enabling member global mobility↑
  • Automation of CPD declarations↑
  • 1 829 positive media exposures were achieved in 2022 (FY21:1 395)↑
  • Improved disciplinary process to enable better ethical culture 218 disciplinary complaints concluded (FY21: 281)↔

FINANCIAL

  • Group reserves increased to R432 m (FY21: R388 m). Institute reserves increased to R228 m (FY21: R216 m) against target of R210 m↑
  • R44m (FY21: R67m) Group surplus allocated to reserves↓

SOCIAL AND RELATIONSHIP

  • 67% stakeholder engagement score (FY21: 85,59%)↓
  • 3,98% net growth of CAs 50 731 (FY21: 48 791)↑
  • Overall PHI for Brand Admiration (composite among all stakeholders) 79% (FY21: 79%) ↔
  • 711 new AGAs(SA) (FY21: 436) ↑
  • 78 new ATs(SA) (FY21: 74)↑
  • 2 153 ITC qualifying examination candidates passed (FY21: 3 682) ↓
  • Continued relevance of members through CPD activities↑
  • 234 (FY21: 230) Thuthuka students passed their PGDA and allocated to Thuthuka Donor Training Offices to complete their training to qualifying as CAs↑
  • Successful rewrite of the APC examination (3 549 candidates passed)↑
  • B-BBEE level improved to Level 4 (FY21: Level 8)↑
  • 15 of 17 events (88%) held in person and free of charge; 53 of 121 (43%) webcasts free of charge (FY21: 69% of events free for members)↑
  • 149 events with 42 420 delegates (FY21: 130/34 325)↑

HUMAN

  • R2,6m invested in skills development (FY21: R2,1m)↑
  • Study assistance R1,169 587 (FY21: R639 000)↑
  • 84% employees deemed historically disadvantaged South Africans (HDSA) (FY21: 78%)↑
  • 68% staff are female, inclusive of white females (FY21: 70%)↓
  • Employee engagement score improved to 78% (FY21: 75%)↑
  • Employee turnover increased to 10,53%, although below the threshold of 12% (FY21: 10,18%)↓
  • SAICA values were revised to create a culture of ownership at all levels and ensure an integrated organisational identity↑
  • Development of a talent management framework for effective succession planning↑
  • Employee wellness framework was revamped to address all wellness elements, including financial well-being and mental health first aid programme roll out↑

MANUFACTURED

  • System uptime 99% (FY21: 99%) ↔
  • Change in service provider to accelerate delivery of the digitisation strategy↑
  • Real-time monitoring of systems to detect and prevent intrusions through Managed Security Operations Centre (MSOC)↑
  • Launch of the enterprise risk and compliance management system fully integrating and automating risk and compliance practices↑
  • Implementation of a Learner Management System to deliver learning interventions to SAICA members and other stakeholders↑
  • Implementation of the Electronic Assessment tool to enable efficient exam assessments↑

NATURAL

  • Commenced with formalising an environmental management policy↑
  • SAICA participation at the global sustainability initiatives relating to Net Zero commitments↑
  • Carbon emissions 630,41 metric tons CO2e (FY21: 738,8 metric tons CO2e) 15% improvement↑
  • Purchased electricity 727 113,81 kWh (FY21: 653 737,9 kWh)↓
  • Submission made to the ISSB on climate change↑
  • Water use 5 574,33 kl (FY21: 9 537,1 kl)↑
  • Recycling of dry waste. Green water harvesting↑

… and ensures our ability to create value in the future

A business model describes how your company creates, delivers and captures value - Steve Bank

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SAICA Integrated Report 2022.
All Rights Reserved.

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SAICA Integrated Report 2022. All Rights Reserved.

Site Links

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Head Office