OUR human

CAPITAL

OUR HUMAN CAPITAL

SAICA recognises that its employees are critical to enable delivery of our strategy and value creation for all our stakeholders.

During the year under review, the Human Capital (HC) division achieved significant progress against its strategic objectives. The division evolved and adapted its service offerings to meet ongoing business demand.

Focus areas

  • Employee engagement
  • Organisational culture and integrated organisational identity through shared values
  • Talent management and succession planning
  • Employee-centric holistic wellness
  • Employee development and experiential learning
  • Recognition and rewards

Human Capital Strategy

SAICA’s Human Capital Strategy aims to engage and enable employees through experience.

Implementation of the Human Capital (HC) Strategy and HC initiatives are overseen by the Human Resources and Remuneration Committee and implemented by the HC function.

Our goal is to build a leadership brand that attracts the best calibre candidates while enhancing the performance culture and linking it to reward and recognition to enable an environment where people are engaged to serve and grow.

As at 31 December 2022, SAICA had 228 staff members (2021: 216), 68% of whom were women and 84% were deemed historically disadvantaged South Africans (HDSA).

STRATEGIC PILLARS

MATERIAL MATTERS

SAICA recognises that its employees are critical to enable delivery of our strategy and value creation for all our stakeholders.

During the year under review, the Human Capital (HC) division achieved significant progress against its strategic objectives. The division evolved and adapted its service offerings to meet ongoing business demand.

Focus areas

  • Employee engagement
  • Organisational culture and integrated organisational identity through shared values
  • Talent management and succession planning
  • Employee-centric holistic wellness
  • Employee development and experiential learning
  • Recognition and rewards

Human Capital Strategy

SAICA’s Human Capital Strategy aims to engage and enable employees through experience.

Implementation of the Human Capital (HC) Strategy and HC initiatives are overseen by the Human Resources and Remuneration Committee and implemented by the HC function.

Our goal is to build a leadership brand that attracts the best calibre candidates while enhancing the performance culture and linking it to reward and recognition to enable an environment where people are engaged to serve and grow.

As at 31 December 2022, SAICA had 228 staff members (2021: 216), 68% of whom were women and 84% were deemed historically disadvantaged South Africans (HDSA).

STRATEGIC PILLARS

MATERIAL MATTERS

Key Human Capital developments and activities during 2022

ACTIVITIES

Staff townhall and staff communication
  • Quarterly staff townhall sessions and ad hoc updates on SAICA initiatives were held
  • Weekly emails keep staff informed of updates
Policy and framework socialisation
  • Several changes occurred in the Human Capital space, so a new approach was taken for introducing reviewed policies and new frameworks. Rather than communicating by email, focus groups and online interactive socialisation sessions were organised
Employee engagement survey
  • Aligned to best practice, the employee engagement survey was revamped to make employee engagement dimensions more comprehensive. The survey was outsourced to enhance its credibility and assure employees of confidentiality. The revamped survey will be launched in Q1 of 2023

IMPACT / DIFFERENCE MADE
 
  • Increased staff participation and engagement
  • Employee engagement, experience and enablement
  • Results of the survey will identify opportunities to improve employee engagement, increase productivity and promote a unified organisational culture
  • The employee engagement score improved from 75% in 2021 to 78% in 2022. Not only did the engagement level improve, the response rate also significantly increased from 57% in 2021 to 90% in 2022. In general, the perceptions about SAICA’s ability to deliver its strategy is good and managing performance is favourable
  • Organisational capacity and recognition remain issues of concern that are being addressed through an organisational review and the revamped recognition programme respectively
ACTIVITIES

SAICA values re-launch
  • SAICA values were reviewed to create a culture of ownership at all levels and ensure an integrated organisational identity. The values were restated in the ”first person” format to signify active ownership and coined into a MIPART acronym, further instilling the notion that everyone has a part to play in shaping the culture of SAICA
Leadership lekgotla
  • A Leadership lekgotla was facilitated for all SAICA employees with line management responsibility (leaders). The objective of the intervention was to fast track the shaping the MIPART culture to engage and enable employees

IMPACT / DIFFERENCE MAKERS

  • Promoting a positive working environment which can lead to increased employee productivity, morale, satisfaction and loyalty. It also helps to establish a shared set of values and beliefs that everyone in the organisation can adhere to, leading to better communication and engagement
  • Leadership alignment in terms of SAICA strategy understanding and implementation, and leading of SAICA employees accordingly
 
ACTIVITIES
 
  • A comprehensive talent management framework was developed, socialised and workshopped for all line managers. Line managers conducted a talent forecast for each employee based on the overarching criteria of the employee’s historical performance, ability to learn in a complex environment, functional and specialist skills and leadership capability in alignment with the SAICA values

IMPACT / DIFFERENCE MAKERS
 
  • SAICA used the exercise to create a performance-potential grid which identified different levels of potential in its employees, thereby allowing more effective succession planning
ACTIVITIES
 
  • The employee wellness framework was revamped to address all wellness elements in the wellness programme
  • Virtual and in-person wellness initiatives were carried out throughout the year
  • The virtual initiatives included financial wellness to conscientise employees about the importance of taking care of their financial well-being
  • Mental wellness presentations were also facilitated to assist employees to deal with stress effectively
  • Wellness agents were nominated within the business to act as custodians of the wellness programme implementation. The wellness agents underwent training in mental health first aid as a pilot programme, equipping them to provide immediate mental health information and assistance

IMPACT / DIFFERENCE MAKERS
 
  • Improved resilience among employees and enabling employees to maintain their wellness
  • The year concluded on an upbeat note with a successful wellness walk and day. Both events were held in person and had a tremendous turnout

ACTIVITIES

 

  • The workplace skills plan (WSP) was developed and learning interventions were intentionally pursued to fulfil specific needs within SAICA
  • The overall investment for employees’ learning and development amounted to R2 631 432
  • SAICA’s study assistance policy was reviewed with the aim of creating more opportunities for employees to further their studies and in turn inspiring more study assistance applications. The spend in terms of study assistance was R1 169 587
  • The Learning and Development framework was developed and socialised to ensure that all employees understand the various avenues through which they can grow and develop.
  • The Learnership model was revamped to enable continuity within the business with an additional learnership introduced for people with disabilities


IMPACT / DIFFERENCE MAKERS

 

  • Increased training uptake to support capability-building at SAICA
  • Capable employees with the ability to execute the SAICA strategy
  • SAICA’s BB-BEE Level improved to Level 4 from having been discounted due to skills development
ACTIVITIES
 
  • The employee recognition scheme was reintroduced as the ‘I do MIPART Awards’ in line with the refreshed SAICA values to drive high performance and recognition

IMPACT / DIFFERENCE MAKERS

  • Meaningfully engaged and rewarded employees
ACTIVITIES
 
  • A project will be initiated to review the target operating model once the new strategy has been finalised

IMPACT / DIFFERENCE MAKERS
 
  • Ensure a relevant organisational structure to facilitate successful implementation of the strategy
ACTIVITIES
 
  • Implementation of a Human Capital information system will commence in 2023

IMPACT / DIFFERENCE MAKERS
 
  • Enable efficiency of HR processes

Key Human Capital developments and activities during 2022

ACTIVITIES

Staff townhall and staff communication
  • Quarterly staff townhall sessions and ad hoc updates on SAICA initiatives were held
  • Weekly emails keep staff informed of updates
Policy and framework socialisation
  • Several changes occurred in the Human Capital space, so a new approach was taken for introducing reviewed policies and new frameworks. Rather than communicating by email, focus groups and online interactive socialisation sessions were organised
Employee engagement survey
  • Aligned to best practice, the employee engagement survey was revamped to make employee engagement dimensions more comprehensive. The survey was outsourced to enhance its credibility and assure employees of confidentiality. The revamped survey will be launched in Q1 of 2023

IMPACT / DIFFERENCE MADE
 
  • Increased staff participation and engagement
  • Employee engagement, experience and enablement
  • Results of the survey will identify opportunities to improve employee engagement, increase productivity and promote a unified organisational culture
  • The employee engagement score improved from 75% in 2021 to 78% in 2022. Not only did the engagement level improve, the response rate also significantly increased from 57% in 2021 to 90% in 2022. In general, the perceptions about SAICA’s ability to deliver its strategy is good and managing performance is favourable
  • Organisational capacity and recognition remain issues of concern that are being addressed through an organisational review and the revamped recognition programme respectively
ACTIVITIES

SAICA values re-launch
  • SAICA values were reviewed to create a culture of ownership at all levels and ensure an integrated organisational identity. The values were restated in the ”first person” format to signify active ownership and coined into a MIPART acronym, further instilling the notion that everyone has a part to play in shaping the culture of SAICA
Leadership lekgotla
  • A Leadership lekgotla was facilitated for all SAICA employees with line management responsibility (leaders). The objective of the intervention was to fast track the shaping the MIPART culture to engage and enable employees

IMPACT / DIFFERENCE MAKERS

  • Promoting a positive working environment which can lead to increased employee productivity, morale, satisfaction and loyalty. It also helps to establish a shared set of values and beliefs that everyone in the organisation can adhere to, leading to better communication and engagement
  • Leadership alignment in terms of SAICA strategy understanding and implementation, and leading of SAICA employees accordingly
 
ACTIVITIES
 
  • A comprehensive talent management framework was developed, socialised and workshopped for all line managers. Line managers conducted a talent forecast for each employee based on the overarching criteria of the employee’s historical performance, ability to learn in a complex environment, functional and specialist skills and leadership capability in alignment with the SAICA values

IMPACT / DIFFERENCE MAKERS
 
  • SAICA used the exercise to create a performance-potential grid which identified different levels of potential in its employees, thereby allowing more effective succession planning
ACTIVITIES
 
  • The employee wellness framework was revamped to address all wellness elements in the wellness programme
  • Virtual and in-person wellness initiatives were carried out throughout the year
  • The virtual initiatives included financial wellness to conscientise employees about the importance of taking care of their financial well-being
  • Mental wellness presentations were also facilitated to assist employees to deal with stress effectively
  • Wellness agents were nominated within the business to act as custodians of the wellness programme implementation. The wellness agents underwent training in mental health first aid as a pilot programme, equipping them to provide immediate mental health information and assistance

IMPACT / DIFFERENCE MAKERS
 
  • Improved resilience among employees and enabling employees to maintain their wellness
  • The year concluded on an upbeat note with a successful wellness walk and day. Both events were held in person and had a tremendous turnout

ACTIVITIES

 

  • The workplace skills plan (WSP) was developed and learning interventions were intentionally pursued to fulfil specific needs within SAICA
  • The overall investment for employees’ learning and development amounted to R2 631 432
  • SAICA’s study assistance policy was reviewed with the aim of creating more opportunities for employees to further their studies and in turn inspiring more study assistance applications. The spend in terms of study assistance was R1 169 587
  • The Learning and Development framework was developed and socialised to ensure that all employees understand the various avenues through which they can grow and develop.
  • The Learnership model was revamped to enable continuity within the business with an additional learnership introduced for people with disabilities


IMPACT / DIFFERENCE MAKERS

 

  • Increased training uptake to support capability-building at SAICA
  • Capable employees with the ability to execute the SAICA strategy
  • SAICA’s BB-BEE Level improved to Level 4 from having been discounted due to skills development
ACTIVITIES
 
  • The employee recognition scheme was reintroduced as the ‘I do MIPART Awards’ in line with the refreshed SAICA values to drive high performance and recognition

IMPACT / DIFFERENCE MAKERS

  • Meaningfully engaged and rewarded employees
ACTIVITIES
 
  • A project will be initiated to review the target operating model once the new strategy has been finalised

IMPACT / DIFFERENCE MAKERS
 
  • Ensure a relevant organisational structure to facilitate successful implementation of the strategy
ACTIVITIES
 
  • Implementation of a Human Capital information system will commence in 2023

IMPACT / DIFFERENCE MAKERS
 
  • Enable efficiency of HR processes

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SAICA Integrated Report 2022.
All Rights Reserved.

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SAICA Integrated Report 2022. All Rights Reserved.

Site Links

Site Links

Head Office