VALUE CREATION
OUR STRATEGY, PERFORMANCE AND IMPACT
Performance Against Strategy
SAICA’s strategic intent is anchored by four strategic pillars, which are further supported by 18 strategic objectives. Each objective is underpinned by initiatives designed to ensure effective execution and bridge the gap between a measure’s performance and its target. To drive the execution of its strategy, SAICA has 48 key measures.
The Board sets annual short-term targets and initiatives through the scorecard, aligning with the strategic pillars while enhancing the Institute’s operational efficiency. At year-end, executive management compiles performance results against the scorecard targets. These results are assured by external auditors, reviewed by the Remuneration Committee, and approved by the Board.
During the reporting period, significant progress was made in implementing the strategic initiatives supporting SAICA’s four strategic pillars. For areas where targets were not met, corrective measures have been identified to improve performance in the upcoming year.
The scorecard includes four weighted categories, as illustrated below. Each category is scored on a scale of 1 (far below expectations) to 5 (far exceeds expectations). The weighted scores are aggregated to determine the overall performance score for the year.
In 2024, SAICA achieved an overall performance rating of 4,03 out of 5, compared to 3,52 out of 5 in 2023.
Overall Strategic Pillars Performance - 48 Measures
2024 Rating: 4,03 (Audited)
Accelerated Member Value
30%
Weighted score: 1,20
Ave rating: 4,01
18 Measures
Economic and Social Relevance
20%
Weighted score: 0,91
Ave rating: 4,53
8 Measures
Attractiveness and Transformation
20%
Weighted score: 0,84
Ave rating: 4,21
10 Measures
Winning
Organisation
30%
Weighted score: 1,08
Ave rating: 3,59
12 MeasuresStrategic Pillars
Accelerated Member Value
Strategic Objectives
Average weighted score 4,01
| KPIs | Measures (SO1 - 6) |
|---|---|
| Average resolution time: the average time taken to close member queries/feedback per SAICA processes | 3,00 |
| Retention rate- percentage of members who renew their membership during the subscription period | 3,33 |
| Member Satisfaction Score (MSS) – rating overall satisfaction with the organisation and our offering (ongoing ratings) | 3,32 |
| 3 x member wellness webcasts | 4,81 |
| Member experience rating: to measure the impact of member-centric communities focused engagements | 5,00 |
| Website experience | 3,50 |
| Average social media reach | 4,57 |
| Average pick-up | 5,00 |
| Positive media exposure | 5,00 |
| Trust Index | 2,00 |
| Admiration | 1,00 |
| Spontaneous awareness | 3,50 |
| Satisfactory engagement rating by key stakeholders (key alliance partners (both local and global) and committees | 3,49 |
| Speaking engagement relevant to the accountancy profession which employees and leadership of SAICA participates in | 5,00 |
| Committee Structures’ surveys with an annual target of 3 | 5,00 |
| Applicable comment letters and advocacy submissions for standards and regulations impacting the profession | 5,00 |
| Research and development – Research projects, publications, as a catalyst for economic and social relevance | 5,00 |
| Increase in no of CPD offerings provided vs uptake | 4.62 |
