SAICA | SAICA Board – Stakeholder group A

STAKEHOLDERS, INTERESTS

AND ENGAGEMENT CHANNELS

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:

Worsening

Improving

Stable

Expectations met

Improvements required

Expectations not met

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

LEGEND:

Worsening

Improving

Stable

Expectations met

Improvements required

Expectations not met

SAICA BOARD

(Stakeholder Group A)

THEIR MATERIAL INTERESTS

Relevant, accurate timeous information and reporting
Achievement of strategic objectives
Improved governance and ethics

HOW WE ADDRESSED THESE INTERESTS IN 2022

Formalisation of the Education and Assessment Board sub-committee
Good progress on SAICA strategy execution
Quarterly Board and sub-committee meetings
Formalisation of an ad hoc Tax Practitioners Committee to deal with concerns raised

RISKS and
OPPORTUNITIES

Transparency; inaccurate reporting; under-performance; poor decision-making; potential liability for directors; integrated business planning
Forward planning of committees’ focus for 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

KEY METRICS/OBJECTIVES TRACKED TO MONITOR VALUE DELIVERED

Board evaluation

STRATEGIC INITIATIVES AFFECTED

MATERIAL MATTERS AFFECTED

SAICA BOARD

(Stakeholder Group A)

THEIR MATERIAL INTERESTS

Relevant, accurate timeous information and reporting
Achievement of strategic objectives
Improved governance and ethics

HOW WE ADDRESSED THESE INTERESTS IN 2022

Formalisation of the Education and Assessment Board sub-committee
Good progress on SAICA strategy execution
Quarterly Board and sub-committee meetings
Formalisation of an ad hoc Tax Practitioners Committee to deal with concerns raised

RISKS and
OPPORTUNITIES

Transparency; inaccurate reporting; under-performance; poor decision-making; potential liability for directors; integrated business planning
Forward planning of committees’ focus for 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

KEY METRICS/OBJECTIVES TRACKED TO MONITOR VALUE DELIVERED

Board evaluation

STRATEGIC INITIATIVES AFFECTED

MATERIAL MATTERS AFFECTED

EMPLOYEES

(Stakeholder Group A)

THEIR MATERIAL INTERESTS

Learning and development
Reward and recognition
Health and wellness
Technical support for remote working
Clear understanding of SAICA’s strategy
Fair remuneration
Career development

SIGNIFICANT ENGAGEMENTS IN 2022

Quarterly staff townhall sessions
Focus groups and online interactive socialisation to enhance two-way communication sessions
SAICA values re-launch: a leadership lekgotla for all SAICA line management to fast-track shaping of the MIPART culture
Virtual and in person wellness initiatives, with a focus on financial well-being and mental wellness

RISKS and
OPPORTUNITIES

Low employee engagement
Ineffective business continuity
Increased employee turnover

STRATEGIC
RESPONSE

Health and well-being programmes
Talent management and retention strategy
Engagement strategy
Recognition programme aligned to MIPART values
Targeted human capital strategy

KEY METRICS/OBJECTIVES TRACKED TO MONITOR VALUE DELIVERED

Employee engagement score and action plans

Employee recognition scheme reintroduced as the ‘I do MIPART Awards’ in line with the refreshed SAICA values to drive high performance and recognition
Leadership interventions for improved collaboration to enhance leadership capability and facilitate the desired organisational culture

STRATEGIC INITIATIVES AFFECTED

MATERIAL MATTERS AFFECTED

EMPLOYEES

(Stakeholder Group A)

THEIR MATERIAL INTERESTS

Learning and development
Reward and recognition
Health and wellness
Technical support for remote working
Clear understanding of SAICA’s strategy
Fair remuneration
Career development

SIGNIFICANT ENGAGEMENTS IN 2022

Quarterly staff townhall sessions
Focus groups and online interactive socialisation to enhance two-way communication sessions
SAICA values re-launch: a leadership lekgotla for all SAICA line management to fast-track shaping of the MIPART culture
Virtual and in person wellness initiatives, with a focus on financial well-being and mental wellness

RISKS and
OPPORTUNITIES

Low employee engagement
Ineffective business continuity
Increased employee turnover

STRATEGIC
RESPONSE

Health and well-being programmes
Talent management and retention strategy
Engagement strategy
Recognition programme aligned to MIPART values
Targeted human capital strategy

KEY METRICS/OBJECTIVES TRACKED TO MONITOR VALUE DELIVERED

Employee engagement score and action plans

Employee recognition scheme reintroduced as the ‘I do MIPART Awards’ in line with the refreshed SAICA values to drive high performance and recognition
Leadership interventions for improved collaboration to enhance leadership capability and facilitate the desired organisational culture

STRATEGIC INITIATIVES AFFECTED

MATERIAL MATTERS AFFECTED

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SAICA Integrated Report 2022.
All Rights Reserved.

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SAICA Integrated Report 2022. All Rights Reserved.

Site Links

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