OUR GOVERNANCE

Driving Value Creation

Digital Transformation Governance Committee (DTGC)

Committee purpose and how it contributes to value creation

The overarching role of the DTGC entails assisting the Board in providing independent oversight of SAICA’s strategic direction and investment in digital transformation and technology
The committee also ensures effective planning, development, implementation, and monitoring and maintenance of the overall IT policies, processes, people and technical assets of the digital transformation strategy, including, but not limited to, applications, integration, business process re-engineering, organisational change, and business model revamp. It also oversees building and recruiting digital capabilities (both human and computerised) to facilitate the achievement of SAICA’s strategic objectives
Key initiatives include the transformation of how members experience and engage with SAICA digitally, legacy systems eradication, and improved internal processes to ensure that members’ technology needs are attended to speedily

Chairperson

Dheren Singh

Members of committee in the period 1 January 2024 to 31 December 2024 and attendance

Dheren Singh (member until June 2024 and Chairperson from 11 June 2024) (100%)
Babalwa Bekwa (Chairperson until 11 June 2024 and a member from 11 June 2024) (100%)
Sibonelo Cyril Madiba (100%)

Meeting attendance

100%

Declaration

The committee met three times and reports that for the year ended 31 December 2024, it is satisfied that it has fulfilled its responsibilities in accordance with the Companies Act, the Board Charter, the Committee Terms of Reference, King IV^™ and other applicable standards and codes.

Key focus areas and value creating activities for the period under review

Digital transformation progress

The SAICA Digital Transformation Programme is advancing, modernising key functions and aligning with the strategic vision for improved professional quality, ethical leadership, and innovation
Despite challenges such as human capital shortages and technical issues with the member portal, critical milestones have been achieved, aiming for a more agile, data-driven, and member-focused organisation

Completed digital initiatives in the 2024 financial year include:

Digital platform re-architecture – Revamping the training contract management platform for trainee candidates
Vendor contract management software – Streamlining the lifecycle of vendor contracts
Misconduct complaint submission software – Allowing members to submit complaints and automatically assigning cases to the legal department via D365
Contract administration software – Managing contracts, approvals, and invoicing for sponsorship agreements
Ticketing system – Monitoring internal marketing briefs and their approval process efficiently

Cybersecurity and vulnerability management

SAICA’s management of digital assets, user awareness, and overall maturity is advancing due to the processes and systems established at the start of its digital transformation journey

Remediation of the IT general control weaknesses

The committee noted the need for improvements in certain controls, including the reorganisation of the Project Management Office and specific IT general controls, as noted in assurance providers’ reports. Remediation will be monitored in 2025

Future focus areas 2025

The 2025 IT Strategy Roadmap will focus on stabilising the current D365 environment and executing key strategic projects, including the completion of the final phase of Ushintsho

Stabilisation and growth

Several initiatives are underway across various departments to enhance the stability and functionality of the D365 environment, which will support future innovation as SAICA evolves into an IDO. The aim is to maximise resource allocation through internal and external support for skills development and cost optimisation by 2025

Strategic projects

Key strategic projects have been identified for 2025 as part of the broader 2024-28 IT strategy, focusing on enhancing technological capabilities, boosting member value, and improving operational efficiencies. These include:

SAICA website CX – A redesign of the SAICA website to achieve a modern look and align with industry standards
eCommerce store – A digital platform for members and stakeholders to directly buy SAICA merchandise
Interactive chatbot – A chatbot designed to simulate human-like conversations, addressing member queries and requests via text or voice
Mobile application – Implementation is prioritised for 2025 after being paused in 2024 for rescoping to align with branding needs
Robotics process automation (RPA) – Use of software bots to automate repetitive, rule-based tasks typically handled by staff
Data quality management – A review of data practices to ensure accuracy, consistency, and reliability, supporting the shift towards an insights-driven organisation
Board management software – A tool for board members and executives to efficiently manage meetings, documents, and communications

The primary emphasis for the Digital Transformation Programme in 2025 will be the completion of the Ushintsho project, including the decommissioning of iMIS and addressing IT general control weaknesses. Additionally, ongoing enhancements to cybersecurity reflect SAICA’s commitment to protecting its digital assets and ensuring operational integrity