HOW WE CREATE VALUE

Stakeholder engagement and value creation

STAKEHOLDERS, INTERESTS AND ENGAGEMENT CHANNELS

The tables below demonstrate our commitment, engagement and quality of our relationships with key stakeholders through the value we have delivered.

LEGEND

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

Members and Associates

How we Engage; Their role in value creation; and how we address these interests
Their material interests
  • Value of SAICA membership
  • Reputation of SAICA designations
  • SAICA’s disciplinary process for members under investigation
  • Ethical standing of the profession
  • CA(SA), AGA(SA), AT(SA) Brand Clarity and Enhancement
  • SAICA and member relationships with key government agencies
  • Sustainability of the accountancy profession
  • Enhancement of their professional competencies
How we engaged
  • CEO roadshows for members in South Africa and abroad
  • International events to support members outside of South Africa
  • International member engagement in London and Australia
  • Engagement between SAICA and CAW, ICAEW, CAANZ and Chartered Accountants Ireland
  • Engagements with CEOs before Central District events to drive the member value by promoting the premiership status and enhancing the member value proposition
  • Invitation to members for input in the 2024–2028 strategy formulation
  • PAFA/SAICA sustainability collaboration
  • Engagement with members to address AGM feedback
  • Discussions on the Centre for Audit Quality
  • Collaboration regarding digital transformation and impact on the auditing profession
How we addressed needs and interests
  • Value analyses for the SMP and MiB constituencies to ensure alignment with needs and expectations
  • New members’ induction to explain how engagement drives value in their career progression
  • Promoting SAICA qualifications and designations to employers and prospective members
  • Addressing tax practitioners’ disciplinary issues
  • Response to The South African Auditing Profession Trust Initiative (SAAPTI) and State Capture reports
  • Enhanced SMME support forums and structures
  • Focus on members in the 35−55 age group to better understand how SAICA can support their requirements
Risks/opportunities
  • Negative perceptions of SAICA designations
  • Ineffective disciplinary processes
  • Unethical conduct of SAICA members
  • SAICA qualifications not recognised by international accreditation bodies
Strategic response
  • Proactive ongoing engagement
  • Structure support and services to meet specific needs of members across categories
IMPACT
STRATEGIC PILLAR
Material matters
Key metrics and objectives tracked to monitor value delivered
  • Member satisfaction score = 70% (FY22: 67%)
  • Value delivered
SAICA BOARD

Drop us a Message