VALUE-CREATED

PERFORMANCE AGAINST STRATEGY

Below Target
Achieved
Exceeded
New Measure

PERFORMANCE AGAINST STRATEGY OBJECTIVES

STRATEGIC PILLAR STRATEGIC OBJECTIVES KPIS TARGET 2023 ACHIEVED 2023 ACHIEVED 2022 RATING

Member Value
Performance weighting: 30%
  • Deliver member value by promoting the premiership status and enhancing the member value proposition
  • Professional Health Index
  • <=60 and >85% of respondents are above neutral = 3
78.00%		 75,14% (3,60) 3,73
  • Promote common interest and professional competence of members and associates nationally and internationally
  • Annual Stakeholder Survey score
  • <=60 and >85% of respondents are above neutral = 3
72,15%		 67,40% (3,30) 3,49
  • Advocacy
  • 3,00
4,04		 3,97 4,04

Relevance and Reputation Performance weighting: 25%
  • Enhance trust, ethical conduct and credibility of the profession in the economy and society
  • Aggregated CA of the Future milestones achieved
  • CA of the Future and Pathways to Relevance Framework implementation = 3
3,71		 3,30 3,71
  • Professional Health Index
  • <=60 and >85% of respondents are above neutral
82,39%		 77,96% (3,72) 3,90
  • Positive media exposures
  • Annual target: 1 350 − 1 400 positive media exposures
1 314		 1 829 (5) 2,94
  • SAICA social media reach
  • Accumulated growth 5,1% to 8% pa
14,78%		 11,28% (4,47) 4,97
  • Thought leadership
  • Three exposures or more per article
2,07		 3,20 2,07

Growth and Transformation Performance weighting: 25%
  • Grow and transform the accountancy profession
  • Annual number of new members for AGAs and ATs (based on new registrations)
  • AGAs: 675–764 = 3,00
  • ATs: 61–90 = 3,00
  • AGA 549
  • AT 57
  • AGA 711 (3,40)
  • AT 78 (3,59)
  • 1,92
  • 2,90
  • Member conversion rate
  • 75% – 85% Conversion from eligible member to member (CA) = 3
86,90%		 83,41% (3,84) 4,24
STRATEGIC PILLAR STRATEGIC OBJECTIVES KPIS TARGET 2023 ACHIEVED 2023 ACHIEVED 2022 RATING

Organisational Sustainability Performance weighting: 20%
  • Achieve financial sustainability
  • Surplus for the year
  • Surplus: R6,1m = 3
R8,03m 		Surplus: R22,9m (5) 5,00
  • Net cash from operations
  • Net cash: R28,3m
Decreased by R1,6m 		Net cash: R31,6m (5) 1,00
  • Reserves
  • Reserves R256,7m = 3
R279,3m		 R287,3m (4,66) 3,15
  • Total revenue
  • R453,4m = 3
R565m		 R495m (4,35) 3,59
  • Digitise operational processes to work quicker and qualitatively better and accelerate strategic benefits
  • Stage 2 Ushintsho programme: member value benefits
  • 3
3,23 		2,27 3,23
  • Empower human capital to enhance innovation and engage employees to create an engaged organisation
  • ERM Maturity Level
  • Maintain ERM Maturity Level 4
ERM Maturity Level 4 		RM Maturity Level 3 (2) 3,00
  • Outcome of the internal and external audits
  • Achieve unqualified audit outcome without significant and material audit findings = 3
2,50 		4 2,50
  • Employee Engagement Survey
  • 60–85% respondents are engaged = 3
84% 		78% (3,72) 5,00
  • Vacancies as a percentage of staff establishment <8%
  • Less than 8% = 3
4,70% 		10,29 (1) 5,00
  • Voluntary employee turnover (ETO)
  • ETO<12% = 3
4,90% 		10,53% (4,23) 5,00
Transform the organisation
  • B-BBEE level
  • B-BBEE: Level 5–6
B-BBEE: Level 2 		B-BBEE: Level 4 (4) 4,00
CFO financial review

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