STRATEGY EXECUTION

ROLES AND RESPONSIBILITIES

STRATEGY
EXECUTION ROLES AND RESPONSIBILITIES

SAICA BOARD

HR & REMCO, ARC and the Board review the quarterly CEO report and SAICA balanced scorecard.

At the end of the year, HR & REMCO and the Board review the SAICA balanced scorecard, divisional balanced scorecards and employee balanced scorecards, and allocate final end-of-year scores. Performance results are linked to incentives by the relevant HR policies.

SAICA BOARD

HR & REMCO, ARC and the Board review the quarterly CEO report and SAICA balanced scorecard.

At the end of the year, HR & REMCO and the Board review the SAICA balanced scorecard, divisional balanced scorecards and employee balanced scorecards, and allocate final end-of-year scores. Performance results are linked to incentives by the relevant HR policies.

Management and executives

The CEO and the Executive Committee meet weekly to discuss progress on strategic initiatives, identify root causes of any performance issues, ensure that the initiatives are still delivering as intended, and identify early warning indicators for corrective actions where necessary to ensure successful outcomes.

The Management Committee (MANCO) meets quarterly to discuss strategic performance based on the CEO and SAICA balanced scorecard. Feedback is cascaded throughout the organisation by the relevant executive directors. Risk oversight and monitoring and townhall engagements with staff, CEO weekly communications are an integral part of strategy execution to identify initiatives that are not on track and to implement appropriate management actions to address shortcomings.

Management and executives

The CEO and the Executive Committee meet weekly to discuss progress on strategic initiatives, identify root causes of any performance issues, ensure that the initiatives are still delivering as intended, and identify early warning indicators for corrective actions where necessary to ensure successful outcomes.

The Management Committee (MANCO) meets quarterly to discuss strategic performance based on the CEO and SAICA balanced scorecard. Feedback is cascaded throughout the organisation by the relevant executive directors. Risk oversight and monitoring and townhall engagements with staff, CEO weekly communications are an integral part of strategy execution to identify initiatives that are not on track and to implement appropriate management actions to address shortcomings.

Individual

Individual performance is monitored on a day-to-day basis at the operational level against the employees’ KPIs, as they execute strategic initiatives. Formal performance reviews are carried out bi-annually in June and December.

Individual

Individual performance is monitored on a day-to-day basis at the operational level against the employees’ KPIs, as they execute strategic initiatives. Formal performance reviews are carried out bi-annually in June and December.

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KEY CONSIDERATIONS FOR SHAPING STRATEGY BEYOND 2023

The SAICA strategy will be refreshed in the year ahead through a comprehensive process to ensure the Institute remains relevant beyond 2023. This will involve conducting an internal and external environmental scan to understand the current market landscape, performing a PESTEL analysis to evaluate the impact of various macroeconomic factors, and conducting a SWOT analysis to identify our strengths, weaknesses, opportunities, and threats. In addition, SAICA will be following an open strategy formulation process, inviting members and key stakeholders to participate in shaping the future strategy. By integrating these results, we aim to refine our strategy to ensure a sustainable future for SAICA and our key stakeholders. We believe that this process will position us, our members and the future membership for long-term success and growth.

difference-squiggle

KEY CONSIDERATIONS FOR SHAPING STRATEGY BEYOND 2023

The SAICA strategy will be refreshed in the year ahead through a comprehensive process to ensure the Institute remains relevant beyond 2023. This will involve conducting an internal and external environmental scan to understand the current market landscape, performing a PESTEL analysis to evaluate the impact of various macroeconomic factors, and conducting a SWOT analysis to identify our strengths, weaknesses, opportunities, and threats. In addition, SAICA will be following an open strategy formulation process, inviting members and key stakeholders to participate in shaping the future strategy. By integrating these results, we aim to refine our strategy to ensure a sustainable future for SAICA and our key stakeholders. We believe that this process will position us, our members and the future membership for long-term success and growth.

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MAKING A DIFFERENCE IN SOCIETY AND THE ECONOMY

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We also recognise that SAICA and its members play an important role in advocating for change and serving as change agents to help South Africa recover from the economic challenges it faces. SAICA therefore convened an Economic Recovery conference to raise awareness, collaborate with key stakeholders, and exert pressure on the government to take action to strengthen the economy. SAICA and its members have been proactive in publishing the outputs from the conference in the form of an economic recovery blueprint to create media exposure and advocate for proper economic development initiatives.

The purpose of the SAICA economic recovery blueprint is to serve as a vision for the profession and its members to drive policy and advocacy relating to the inclusive growth of the South African economy. The blueprint will be updated annually and used to influence the strategy of SAICA and drive the economic relevance of the profession. It will also serve as a guideline for members to make informed economic and business decisions. The South African economy is facing numerous challenges, including declining real GDP per capita, slowing productivity growth, increasing unemployment, and entrenched poverty. The COVID-19 pandemic has exacerbated these weaknesses, but a closer examination provides clear pointers for intervention. SAICA and its members have an important role to play as change agents to contribute to getting the country back on the path of economic development and growth.
freeman-squiggle

MAKING A DIFFERENCE IN SOCIETY AND THE ECONOMY

Play Video
We also recognise that SAICA and its members play an important role in advocating for change and serving as change agents to help South Africa recover from the economic challenges it faces. SAICA therefore convened an Economic Recovery conference to raise awareness, collaborate with key stakeholders, and exert pressure on the government to take action to strengthen the economy. SAICA and its members have been proactive in publishing the outputs from the conference in the form of an economic recovery blueprint to create media exposure and advocate for proper economic development initiatives.

The purpose of the SAICA economic recovery blueprint is to serve as a vision for the profession and its members to drive policy and advocacy relating to the inclusive growth of the South African economy. The blueprint will be updated annually and used to influence the strategy of SAICA and drive the economic relevance of the profession. It will also serve as a guideline for members to make informed economic and business decisions. The South African economy is facing numerous challenges, including declining real GDP per capita, slowing productivity growth, increasing unemployment, and entrenched poverty. The COVID-19 pandemic has exacerbated these weaknesses, but a closer examination provides clear pointers for intervention. SAICA and its members have an important role to play as change agents to contribute to getting the country back on the path of economic development and growth.