HOW WE CREATE VALUE

Our strategy and key strategic focus areas

ORGANISATIONAL SUSTAINABILITY

STRATEGIC PILLAR
  • SAICA’s continued growth and transformation require that we play an active role in addressing inequalities. By influencing policy to address the challenges faced by its members, SAICA can become part of the solution and stay connected with national and international social and political agendas
  • Leverage technology to support the accreditation of institutions to grow and transform the membership base
STRATEGIC OBJECTIVE
  • Achieve financial sustainability as an organisation
2023 STRATEGIC INITIATIVES and Status
  • 19: Manage working capital and investments – Member collections target for 2023 achieved driven by collection campaigns and strong investment return on available cash investments
IMPACT
Capitals
Material Matters
STRATEGIC OBJECTIVE
  • Digitise operational processes to work quicker and qualitatively better and accelerate strategic benefits
2023 STRATEGIC INITIATIVES and Status
  • 20: Digital transformation – Despite a few challenges with Ushintsho, after a revision of the scope of work and change of implementation partner, the project is now on track and the benefits are being realised. (See digitisation for more info)
IMPACT
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Material Matters
STRATEGIC OBJECTIVE
  • Empower human capital to enhance innovation and engage employees to create a more engaged organisation
2023 STRATEGIC INITIATIVES and Status
  • 21: Review the employee value proposition − MIPART values incorporated into the Employee Recognition Awards
  • 22: Talent management − A Comprehensive Talent Management Framework (CTMF) and a Talent Acquisition Framework (TA) which is integrated within the broader CTMF have been developed
  • 23: Improve organisational culture – Values re-launched to drive high performance, ownership and recognition and change management framework developed. Employee engagement score improved from 78% to 84%
IMPACT
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Material Matters
STRATEGIC OBJECTIVE
  • Internal transformation: Improve SAICA’s B-BBEE score
2023 STRATEGIC INITIATIVES and Status
  • 24 Improve SAICA’s B-BBEE score − Improved from Level 4 to Level 2 B-BBEE
IMPACT
Capitals
Material Matters
STRATEGIC OUTCOME
  • To stay relevant, SAICA will prioritise digital transformation
  • While the need has been accelerated by the COVID-19 pandemic, digital transformation improves the speed at which IT issues are addressed and increases transparency to avoid employee and member frustration and improve the member satisfaction index from the PHI perspective
  • By elevating the focus on people, SAICA will be showing that it cares about its people and is invested in their success. This includes implementing management processes to ensure individuals are respected, valued and empowered. The cradle to grave Employee Value Proposition (EVP) is crucial. SAICA should become a more agile organisation by building a culture that allows experimentation where people adopt a ‘fail fast and pivot swiftly’ mentality
OUTLOOK FOR THE FUTURE MEDIUM TO LONG TERM
  • Fully implement Phase 3 of the Ushintsho programme
  • Implement the action plan identified from the Employee Pulse Survey to further improve employee engagement levels
  • SAICA has initiated a detailed organisational review process to:
    • Facilitate the development of the SAICA integrated target operating model (TOM) aligned to the SAICA constitution and strategy
    • Configure/design an optimal organisational structure to execute the SAICA strategy
    • Align, develop and review the processes (and systems) to enable service delivery
CONTRIBUTING TO A SUSTAINABLE FUTURE

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