Home
Overview
SAICA @ a glance
About this report
Report navigation
Meet our difference makers
Who We Are
Our purpose, values, strategic intent and mandate
Our member footprint
2022 SAICA @ a glance
Member value
Relevance and reputation
Growth and transformation
Organisational sustainability
Key challenges experienced in 2022
Slow digitisation progress
Low pass rates in both ITC and APC
Increasing staff turnover
Tax practitioner non-compliance
Increasing role as regulator
Small medium practices expectations
Diminishing CA pipeline
Organisational culture/silo mentality
Operating context
Socio-economic challenges
Ongoing evolving regulation
Mathematics is a major concern
Business fundamentals
Elevation of ESG/sustainability
Chairperson’s review
Our Business
Chief Executive Officer’s review
Our Executive Committee
Business model and value creation aligned to the six capitals
Capital trade-offs
Increase in skills development spend
2021 APC exam forensic investigation
Change in service provider for Ushintsho
Implementation of the CA2025 competency framework
Materiality determination process and material matters
Silo operation
Slow pace in advancing the digitisation strategy
Trust restoration
State of the economy
Sustainability approach
Increasing regulatory requirements
Disciplinary matters and by-laws
Risk and opportunity management
Value creation through enterprise-wide risk management
Emerging risks
Strategic risks
Our Governance
Corporate governance aligned to the King IV
TM
principles
Principles 1-3: Leadership, ethics and corporate citizenship
Principles 4-5: Strategy, performance and reporting
Principle 6: Roles and responsibilities of the Board
Principle 7: Board composition
Principle 8: Committees of the Board
Principle 9: Evaluation and performance of the Board
Principle 10: Appointment and delegation to management
Principle 11-13: Governance of functional areas
Principle 14: Remuneration governance
Principle 15: Assurance
Principle 16: Stakeholder management
Board committee reports
The Audit and Risk Committee (ARC)
Social Ethics and Transformation Committee (SETCO)
Human Resources and Remuneration Committee (HR & REMCO)
Education and Assessment Committee (EAC)
Nominations and Governance Committee (NOMGOV)
Digital Transformation Governance Committee (DTGC)
HOW WE CREATE VALUE
Our strategy and key strategic focus areas 2021− 2023 and beyond
SAICA strategy execution roles and responsibilities
Key considerations for shaping strategy beyond 2023
Economic recovery blueprint
SAICA 2021-2023 strategy and status
Member value
Relevance and reputation
Growth and transformation
Organisational sustainability
Contributing to a sustainable future (The UN SDGs)
Our commitment to SDGs
SDG4: Quality education
SDG 8: Decent work and economic growth
SDG 10: Reduced inequalities
SDG 13: Climate action
SDG 16: Peace, justice and strong institutions
SDG 17: Partnerships for the goals
Stakeholder engagement and value creation
Stakeholder engagement and value creation
Stakeholder engagements in 2022
Stakeholders, interests and engagement channels
Our operating model
Human capital
Building brand equity
Building the reputation of SAICA and the profession
Key objectives for 2022 in support of strategy
Key initiatives to create value in 2022
Member engagement
Striving to ensure members remain respected, recognised and relevant for the future
Key objectives for 2022 in support of strategy
Key initiatives to create value in 2022
Standards
Promoting advocacy and thought leadership for SAICA members and the country
Standards key objectives for 2022
Standards key initiatives to create value
Learning, development and national imperatives
Driving transformation and making a difference to elevate the profession
Key objectives for 2022 in support of strategy
Key initiatives to create value in 2022
Media and publication exposure in 2022
Digitisation
Ushintsho is fundamental to execute SAICA strategy
Key initiatives implemented in 2022
Ushintsho developments in 2023 and 2024
Disciplinary matters 2022
Value Created
Performance against strategy
Overall performance scores
Performance against strategic targets
CFO Financial review with links to AFS
Rewarding performance
Remuneration philosophy
Remuneration policy implementation report
Supplementary Information
Acronyms and corporate information
Menu
Home
Overview
SAICA @ a glance
About this report
Report navigation
Meet our difference makers
Who We Are
Our purpose, values, strategic intent and mandate
Our member footprint
2022 SAICA @ a glance
Member value
Relevance and reputation
Growth and transformation
Organisational sustainability
Key challenges experienced in 2022
Slow digitisation progress
Low pass rates in both ITC and APC
Increasing staff turnover
Tax practitioner non-compliance
Increasing role as regulator
Small medium practices expectations
Diminishing CA pipeline
Organisational culture/silo mentality
Operating context
Socio-economic challenges
Ongoing evolving regulation
Mathematics is a major concern
Business fundamentals
Elevation of ESG/sustainability
Chairperson’s review
Our Business
Chief Executive Officer’s review
Our Executive Committee
Business model and value creation aligned to the six capitals
Capital trade-offs
Increase in skills development spend
2021 APC exam forensic investigation
Change in service provider for Ushintsho
Implementation of the CA2025 competency framework
Materiality determination process and material matters
Silo operation
Slow pace in advancing the digitisation strategy
Trust restoration
State of the economy
Sustainability approach
Increasing regulatory requirements
Disciplinary matters and by-laws
Risk and opportunity management
Value creation through enterprise-wide risk management
Emerging risks
Strategic risks
Our Governance
Corporate governance aligned to the King IV
TM
principles
Principles 1-3: Leadership, ethics and corporate citizenship
Principles 4-5: Strategy, performance and reporting
Principle 6: Roles and responsibilities of the Board
Principle 7: Board composition
Principle 8: Committees of the Board
Principle 9: Evaluation and performance of the Board
Principle 10: Appointment and delegation to management
Principle 11-13: Governance of functional areas
Principle 14: Remuneration governance
Principle 15: Assurance
Principle 16: Stakeholder management
Board committee reports
The Audit and Risk Committee (ARC)
Social Ethics and Transformation Committee (SETCO)
Human Resources and Remuneration Committee (HR & REMCO)
Education and Assessment Committee (EAC)
Nominations and Governance Committee (NOMGOV)
Digital Transformation Governance Committee (DTGC)
HOW WE CREATE VALUE
Our strategy and key strategic focus areas 2021− 2023 and beyond
SAICA strategy execution roles and responsibilities
Key considerations for shaping strategy beyond 2023
Economic recovery blueprint
SAICA 2021-2023 strategy and status
Member value
Relevance and reputation
Growth and transformation
Organisational sustainability
Contributing to a sustainable future (The UN SDGs)
Our commitment to SDGs
SDG4: Quality education
SDG 8: Decent work and economic growth
SDG 10: Reduced inequalities
SDG 13: Climate action
SDG 16: Peace, justice and strong institutions
SDG 17: Partnerships for the goals
Stakeholder engagement and value creation
Stakeholder engagement and value creation
Stakeholder engagements in 2022
Stakeholders, interests and engagement channels
Our operating model
Human capital
Building brand equity
Building the reputation of SAICA and the profession
Key objectives for 2022 in support of strategy
Key initiatives to create value in 2022
Member engagement
Striving to ensure members remain respected, recognised and relevant for the future
Key objectives for 2022 in support of strategy
Key initiatives to create value in 2022
Standards
Promoting advocacy and thought leadership for SAICA members and the country
Standards key objectives for 2022
Standards key initiatives to create value
Learning, development and national imperatives
Driving transformation and making a difference to elevate the profession
Key objectives for 2022 in support of strategy
Key initiatives to create value in 2022
Media and publication exposure in 2022
Digitisation
Ushintsho is fundamental to execute SAICA strategy
Key initiatives implemented in 2022
Ushintsho developments in 2023 and 2024
Disciplinary matters 2022
Value Created
Performance against strategy
Overall performance scores
Performance against strategic targets
CFO Financial review with links to AFS
Rewarding performance
Remuneration philosophy
Remuneration policy implementation report
Supplementary Information
Acronyms and corporate information
Search
Search
Home
Overview
SAICA @ a glance
About this report
Report navigation
Meet our difference makers
Who We Are
Our purpose, values, strategic intent and mandate
Our member footprint
2022 SAICA @ a glance
Member value
Relevance and reputation
Growth and transformation
Organisational sustainability
Key challenges experienced in 2022
Slow digitisation progress
Low pass rates in both ITC and APC
Increasing staff turnover
Tax practitioner non-compliance
Increasing role as regulator
Small medium practices expectations
Diminishing CA pipeline
Organisational culture/silo mentality
Operating context
Socio-economic challenges
Ongoing evolving regulation
Mathematics is a major concern
Business fundamentals
Elevation of ESG/sustainability
Chairperson’s review
Our Business
Chief Executive Officer’s review
Our Executive Committee
Business model and value creation aligned to the six capitals
Capital trade-offs
Increase in skills development spend
2021 APC exam forensic investigation
Change in service provider for Ushintsho
Implementation of the CA2025 competency framework
Materiality determination process and material matters
Silo operation
Slow pace in advancing the digitisation strategy
Trust restoration
State of the economy
Sustainability approach
Increasing regulatory requirements
Disciplinary matters and by-laws
Risk and opportunity management
Value creation through enterprise-wide risk management
Emerging risks
Strategic risks
Our Governance
Corporate governance aligned to the King IV
TM
principles
Principles 1-3: Leadership, ethics and corporate citizenship
Principles 4-5: Strategy, performance and reporting
Principle 6: Roles and responsibilities of the Board
Principle 7: Board composition
Principle 8: Committees of the Board
Principle 9: Evaluation and performance of the Board
Principle 10: Appointment and delegation to management
Principle 11-13: Governance of functional areas
Principle 14: Remuneration governance
Principle 15: Assurance
Principle 16: Stakeholder management
Board committee reports
The Audit and Risk Committee (ARC)
Social Ethics and Transformation Committee (SETCO)
Human Resources and Remuneration Committee (HR & REMCO)
Education and Assessment Committee (EAC)
Nominations and Governance Committee (NOMGOV)
Digital Transformation Governance Committee (DTGC)
HOW WE CREATE VALUE
Our strategy and key strategic focus areas 2021− 2023 and beyond
SAICA strategy execution roles and responsibilities
Key considerations for shaping strategy beyond 2023
Economic recovery blueprint
SAICA 2021-2023 strategy and status
Member value
Relevance and reputation
Growth and transformation
Organisational sustainability
Contributing to a sustainable future (The UN SDGs)
Our commitment to SDGs
SDG4: Quality education
SDG 8: Decent work and economic growth
SDG 10: Reduced inequalities
SDG 13: Climate action
SDG 16: Peace, justice and strong institutions
SDG 17: Partnerships for the goals
Stakeholder engagement and value creation
Stakeholder engagement and value creation
Stakeholder engagements in 2022
Stakeholders, interests and engagement channels
Our operating model
Human capital
Building brand equity
Building the reputation of SAICA and the profession
Key objectives for 2022 in support of strategy
Key initiatives to create value in 2022
Member engagement
Striving to ensure members remain respected, recognised and relevant for the future
Key objectives for 2022 in support of strategy
Key initiatives to create value in 2022
Standards
Promoting advocacy and thought leadership for SAICA members and the country
Standards key objectives for 2022
Standards key initiatives to create value
Learning, development and national imperatives
Driving transformation and making a difference to elevate the profession
Key objectives for 2022 in support of strategy
Key initiatives to create value in 2022
Media and publication exposure in 2022
Digitisation
Ushintsho is fundamental to execute SAICA strategy
Key initiatives implemented in 2022
Ushintsho developments in 2023 and 2024
Disciplinary matters 2022
Value Created
Performance against strategy
Overall performance scores
Performance against strategic targets
CFO Financial review with links to AFS
Rewarding performance
Remuneration philosophy
Remuneration policy implementation report
Supplementary Information
Acronyms and corporate information
Menu
Home
Overview
SAICA @ a glance
About this report
Report navigation
Meet our difference makers
Who We Are
Our purpose, values, strategic intent and mandate
Our member footprint
2022 SAICA @ a glance
Member value
Relevance and reputation
Growth and transformation
Organisational sustainability
Key challenges experienced in 2022
Slow digitisation progress
Low pass rates in both ITC and APC
Increasing staff turnover
Tax practitioner non-compliance
Increasing role as regulator
Small medium practices expectations
Diminishing CA pipeline
Organisational culture/silo mentality
Operating context
Socio-economic challenges
Ongoing evolving regulation
Mathematics is a major concern
Business fundamentals
Elevation of ESG/sustainability
Chairperson’s review
Our Business
Chief Executive Officer’s review
Our Executive Committee
Business model and value creation aligned to the six capitals
Capital trade-offs
Increase in skills development spend
2021 APC exam forensic investigation
Change in service provider for Ushintsho
Implementation of the CA2025 competency framework
Materiality determination process and material matters
Silo operation
Slow pace in advancing the digitisation strategy
Trust restoration
State of the economy
Sustainability approach
Increasing regulatory requirements
Disciplinary matters and by-laws
Risk and opportunity management
Value creation through enterprise-wide risk management
Emerging risks
Strategic risks
Our Governance
Corporate governance aligned to the King IV
TM
principles
Principles 1-3: Leadership, ethics and corporate citizenship
Principles 4-5: Strategy, performance and reporting
Principle 6: Roles and responsibilities of the Board
Principle 7: Board composition
Principle 8: Committees of the Board
Principle 9: Evaluation and performance of the Board
Principle 10: Appointment and delegation to management
Principle 11-13: Governance of functional areas
Principle 14: Remuneration governance
Principle 15: Assurance
Principle 16: Stakeholder management
Board committee reports
The Audit and Risk Committee (ARC)
Social Ethics and Transformation Committee (SETCO)
Human Resources and Remuneration Committee (HR & REMCO)
Education and Assessment Committee (EAC)
Nominations and Governance Committee (NOMGOV)
Digital Transformation Governance Committee (DTGC)
HOW WE CREATE VALUE
Our strategy and key strategic focus areas 2021− 2023 and beyond
SAICA strategy execution roles and responsibilities
Key considerations for shaping strategy beyond 2023
Economic recovery blueprint
SAICA 2021-2023 strategy and status
Member value
Relevance and reputation
Growth and transformation
Organisational sustainability
Contributing to a sustainable future (The UN SDGs)
Our commitment to SDGs
SDG4: Quality education
SDG 8: Decent work and economic growth
SDG 10: Reduced inequalities
SDG 13: Climate action
SDG 16: Peace, justice and strong institutions
SDG 17: Partnerships for the goals
Stakeholder engagement and value creation
Stakeholder engagement and value creation
Stakeholder engagements in 2022
Stakeholders, interests and engagement channels
Our operating model
Human capital
Building brand equity
Building the reputation of SAICA and the profession
Key objectives for 2022 in support of strategy
Key initiatives to create value in 2022
Member engagement
Striving to ensure members remain respected, recognised and relevant for the future
Key objectives for 2022 in support of strategy
Key initiatives to create value in 2022
Standards
Promoting advocacy and thought leadership for SAICA members and the country
Standards key objectives for 2022
Standards key initiatives to create value
Learning, development and national imperatives
Driving transformation and making a difference to elevate the profession
Key objectives for 2022 in support of strategy
Key initiatives to create value in 2022
Media and publication exposure in 2022
Digitisation
Ushintsho is fundamental to execute SAICA strategy
Key initiatives implemented in 2022
Ushintsho developments in 2023 and 2024
Disciplinary matters 2022
Value Created
Performance against strategy
Overall performance scores
Performance against strategic targets
CFO Financial review with links to AFS
Rewarding performance
Remuneration philosophy
Remuneration policy implementation report
Supplementary Information
Acronyms and corporate information
Search
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Meet our difference makers
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Difference Makers
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Our purpose, values, strategic intent and mandate
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Our Member Footprint
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SAICA at a Glance
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About this report
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Report Navigation
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Member Value
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Relevance and Reputation
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Growth and Transformation
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Organisational Sustainability
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Key Challenges experienced in 2022
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Key challenges experienced 2022 2
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Socio-economic challenges
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Ongoing evolving regulation
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Business fundamentals
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Chairperson’s Review
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Chief Executive Officers Review
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Capital Trade-offs
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Change in service provider for Ushintsho
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Our Executive Committee
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Silo operation
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Trust Restoration
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Sustainability Approach
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Increasing Regulatory Requirements
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Risk and Opportunity Management
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Emerging Risks
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Top Strategic Risks
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Risks 8 to 14
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Corporate governance aligned to the King IVTM principles
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Governance Framework
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Principle 7: Board composition
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Our Board 2
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Board Appointments and Resignations
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Principle 8: Committees of the Board
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Principle 9: Evaluation and Performance of the Board
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Principle 11-13: Governance of functional areas
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The Audit and Risk Committee (Arc)
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Social Ethics and Transformation Committee (SETCO)
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Human Resources and Remuneration Committee (HR & REMCO)
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Education and Assessment Committee (EAC)
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Nominations and Governance Committee (NOMGOV)
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Digital Transformation Governance Committee (DTGC)
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Our strategy and key strategic focus areas 2021− 2023 and beyond
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Principle 4,5: Strategy, performance and reporting
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SAICA Board
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Economic recovery blueprint
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Strategic Pillar: Member Value
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Strategic Pillar: Relevance and Reputation
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Strategic Pillar: Organisational Stability
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Contributing to a sustainable future (the UN SDGs)
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SDG 8: Decent work and economic growth
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SDG 13: Climate action
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SDG 16: Peace, justice and strong institutions
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Stakeholder engagements in 2022
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Stakeholder engagement and value creation
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SAICA Board – Stakeholder group A
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Regulators – Stakeholder group A
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Firms – Stakeholder group A
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Alliance partners – Stakeholder group A
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Trainees – Stakeholder group B
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Learners and educators – Stakeholder group B
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Users – Stakeholder group C
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Non-governmental organisations and the general public – Stakeholder group D
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Our Operating Model
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Human Capital
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Building brand equity
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Building brand equity: Key initiatives to create value in 2022
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Member Engagement
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Member engagement key objectives for 2022
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Standards
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