HOW WE CREATE VALUE

Stakeholder engagement and value creation

LEGEND

Expectations met
Improvement required
Worsening
Improving
Stable
Expectations met
Improvement required
Worsening
Improving
Stable

SAICA BOARD

How we Engage; Their role in value creation; and how we address these interests
Their material interests
  • Relevant, accurate, timeous information and reporting
  • Achievement of strategic objectives
  • Improved governance and ethics
How we engaged
  • Quarterly Board and sub-committee meetings
How we addressed needs and interests
  • Formalisation of the Education and Assessment Board sub-committee
  • Good progress on SAICA strategy execution
  • Input to the SAICA strategy formulation 2024−2028
Risks/opportunities
  • Transparency; inaccurate reporting; under-performance; poor decision-making; potential liability for directors; integrated business planning
  • Forward planning of committee’s focus for the year ahead
  • Leverage skillset of directors as SAICA continues to transform on its path of digitisation and digitalisation
Strategic response
  • Proactively engage with the Board on matters of strategic importance
  • Timeous and accurate reporting for effective decision-making
  • Commitment to execute strategy and achieve strategic objectives
IMPACT
STRATEGIC PILLAR
Material matters
Key metrics and objectives tracked to monitor value delivered
  • Board evaluation
  • SAICA Board engagement score = 83% (FY 22: 83%)
  • Value delivered
EMPLOYEES

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