OUR BUSINESS

BUSINESS MODEL and value creation aligned to the six capitals

Value Creation
Value Erosion
Value Preservation
Value Creation
Value Erosion
Value Preservation
INPUTS

What we have achieved through our value adding activities


Intellectual Capital
  • SAICA’s strong reputation and its designations – CA(SA), AGA(SA), AT(SA)
  • Digital transformation to improve member experience and drive business process efficiency
  • SAICA’s entry-level Competency Framework CA of the Future and post-qualification Competency Framework (CA Pathways to Relevance) will enable a membership body who 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 Capital
  • R504,9 million (FY22: R472,3 million) in membership subscriptions, examination and training-related fees, and revenue from services and products offered to members
  • R13,4 million (FY22: R9 million) in sponsorship revenue
  • R270 million in donor funding raised (FY22: R290 million)

Social & Relationship Capital
  • Member participation through the various SAICA structures
  • Developmental programmes driving educational and skills development initiatives and transformation in the profession
  • Recognition agreements with 15 (FY22: 15) professional bodies
  • The good relationships SAICA have built with stakeholders
  • SAICA members assist government with key projects and apply intellectual capital to a wide range of areas in the profession

Human Capital
  • The diverse capabilities of SAICA’s 246 (FY22: 228) staff members
  • SAICA’s values, ethics and culture
  • Total R258,8 million in employment costs (FY22: R226,3 million)
  • SAICA values were revised to create a culture of ownership
  • A talent management framework for effective succession planning
  • Employee wellness framework and value creation aligned to the six capitals

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

We create, preserve and defend value by using our resources responsibly to generate value maximising outputs and outcomes for our members and all stakeholders

Our value-adding business activities
  • Safeguarding the professional standards of the designations on offer
  • Advancing and maintaining the relevance of the profession
  • Regulating members’ and associates’ professional conduct through the SAICA Code of Professional Conduct
  • Thuthuka bursaries for undergraduates, PGDA and beneficiaries
  • Seminars and events
  • Member support
  • Support for learners, students and trainees
  • ITC and APC assessments conducted
  • SAICA accreditation for accounting programmes
  • CPD offerings
  • Post-qualification specialisation offerings
  • CA of the Future Framework and CA Pathways to Relevance
  • Integrated Ethics Framework
  • SDG report
  • Formal advocacy submissions
  • Top 35-under-35 and Trainee Trailblazer competitions
CAPITAL OUTCOMES

What we have achieved through our value-adding activities


Intellectual Capital
  • SAICA and its CA(SA) designation rated as the number 1 trusted in the world (Edelman Dxl Research, 2023)
  • Attractiveness of the profession to new entrants CA(SA) 89,50% (FY22: 86,16%)
  • Brand strength – relevance and reputation score 74% (FY22: 70%)
  • 1 314 positive media exposures were achieved (FY22: 1 829) and negative sentiment declined to 4,8% (FY22: 5,3%)
  • Enterprise risk management maturity Level 4 (FY22: Level 3)
  • International recognition enabling member global mobility
  • Trust index 84% (FY22: 83%)
  • Member Value Index 78,00% (FY22: 75,36%)
  • Relevance and Reputation Index 82,39% (FY22: 77,96%)

Financial Capital
  • Group reserves increased to R451 million (FY22: R432 million)
  • Institute reserves (excluding ring-fenced) decreased to R210 million (FY22: R228 million)
  • Group surplus R19 million (FY22: R44 million surplus) allocated to reserves

Social & Relationship Capital
  • 72,15% stakeholder engagement score (FY22: 67,40%)
  • Overall PHI for Brand Admiration (composite among all stakeholders) 82,67% (FY22: 79,89%)
  • 3,79% net growth of CAs: 52 656 (FY22: 50 731)
  • 549 new AGAs(SA) (FY22: 711)
  • 57 new ATs(SA) (FY22: 78)
  • 2 749 (81%) ITC qualifiying examination candidates passed in 2023
  • 244 (FY22: 234) Thuthuka students passed their PGDA
  • 200 (FY22: 230) Thuthuka PGDA students were allocated to Thuthuka donor training offices for CA training contracts
  • B-BBEE Level 2 (FY22: Level 4)
  • 47 958 delegates, 127 events (FY22: 42 420/149)

Human Capital
  • R3,7 million invested in skills development (FY22: R2,6 million)
  • Study assistance R1 765 911,36 (FY22: R1 169 587)
  • 85% of employees deemed historically disadvantaged South Africans (HDSA) (FY22: 84%)
  • 67,89% off staff are female, inclusive of white females (FY22: 68%)
  • Employee turnover 4,9% (FY22: 10,53%)
  • Employee engagement score 84% (FY22: 78%)

Manufactured Capital
  • System uptime 98,74% (FY22: 99%)
  • New accounts query management feature for members
  • New accounts query management feature for members
  • Streamlined online processes for exam candidates
  • Real time monitoring of systems to detect and prevent intrusions through Managed Security Operations Centre (MSOC)

Natural Capital*
  • Hosting the inaugural Climate Change Conference
  • Environmental management policy approved
  • Hosting the South African launch of the ISSB IFRS Sustainability Disclosure Standards
  • Carbon emissions 2253,5 tonnes CO2e (FY22: 630,41 tonnes CO2e)
  • Purchased electriciy 753 706,60 kWh (FY22: 727 113,81 kWh)
  • Water use 6 961,77 kl (FY22: 5 574,33 kl)
  • Recycling of dry waste
  • Green water harvesting
  • Solar system project for Head Office commenced

*The disclosure of natural capital, including disclosure of tonnage of CO2e, purchased electricity, and water consumption for FYE 2023, have not been externally assured

... and ensures our ability to create value in the future.

capital trade-off's

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