HOW WE CREATE VALUE
Stakeholder engagement and value creation
LEGEND
Expectations met
Improvement required
Worsening
Improving
Stable
Expectations met
Improvement required
Worsening
Improving
Stable
Employees
How we Engage; Their role in value creation; and how we address these interests
Their material interests
- Learning and development
- Reward and recognition
- Health and wellness
- Technical support for remote working
- Clear understanding of SAICA’s strategy
- Fair remuneration
- Career development
How we engaged
- Quarterly staff townhall sessions
- Employee engagement pulse survey
- Engagement for input into the 2024–2028 strategy formulation
How we addressed needs and interests
- SAICA values re-launch: a leadership lekgotla for all SAICA’s line managers to fast-track shaping of the MIPART culture
- Wellness initiatives with a focus on financial well-being and mental wellness
- Revamped MIPART values incorporated into the Employee Recognition Awards
- Skills gap analysis to identify training needs
Risks/opportunities
- Low employee engagement
- Ineffective business continuity
- Increased employee turnover
Strategic response
- Health and well-being programmes
- Talent management and retention strategy
- Engagement strategy
- Recognition programme aligned to MIPART values
- Targeted human capital strategy
IMPACT
STRATEGIC PILLAR
Key metrics and objectives tracked to monitor value delivered
- Employee engagement score and action plans
- The employee engagement score has improved from 78% in 2022 to 84% in 2023
- 4,9% staff turnover (FY22: 10,53%), which is below the threshold of 12% set for 2023
- Value delivered
- MIPART values were incorporated into the Employee Recognition Awards to encourage all employees to embody the values. The awards were rebranded as MIPART Difference Makers Awards. Leadership interventions for improved
collaboration to enhance leadership capability and facilitate the desired organisational culture
