OUR STRATEGY & KEY STRATEGIC

FOCUS AREAS 2021-2023 AND BEYOND

OUR STRATEGY & KEY STRATEGIC FOCUS AREASE 2021-2023 AND BEYOND

ORGANISATIONAL SUSTAINABILITY

SAICA’s continued growth and transformation requires that we play an active role in addressing inequalities. By influencing policy to address the challenges faced by its members, SAICA can become part of the solution and stay connected with national and international social and political agendas

Leverage technology to support accreditation of institutions to grow and transform the membership base

STRATEGIC OBJECTIVE

  • Achieve financial sustainability as an organisation

STRATEGIC
OUTCOME

  • Achieve the budgeted surplus, as well as healthy solvency and liquidity ratios

STRATEGIC INITIATIVES
AND STATUS

  • (19) Manage working capital and investments – Member target for 2022 achieved, collection campaigns to drive recovery of fees

CAPITALS

MATERIAL MATTERS

ORGANISATIONAL SUSTAINABILITY

SAICA’s continued growth and transformation requires that we play an active role in addressing inequalities. By influencing policy to address the challenges faced by its members, SAICA can become part of the solution and stay connected with national and international social and political agendas

Leverage technology to support accreditation of institutions to grow and transform the membership base

STRATEGIC OBJECTIVE

  • Achieve financial sustainability as an organisation

STRATEGIC
OUTCOME

  • Achieve the budgeted surplus, as well as healthy solvency and liquidity ratios

STRATEGIC INITIATIVES
AND STATUS

  • (19) Manage working capital and investments – Member target for 2022 achieved, collection campaigns to drive recovery of fees

CAPITALS

MATERIAL MATTERS

STRATEGIC OBJECTIVE

  • Digitise operational processes to work quicker and qualitatively better, and accelerate strategic benefits

STRATEGIC
OUTCOME

  • To stay relevant, SAICA will prioritise digital transformation
  • While the need has been accelerated by the COVID-19 pandemic, digital transformation improves the speed at which IT issues are addressed and increases transparency to avoid employee and member frustration and improve member satisfaction index from the PHI perspective

STRATEGIC INITIATIVES
AND STATUS

  • (20) Digital transformation – Service provider change to accelerate digitisation strategy

CAPITALS

MATERIAL MATTERS

STRATEGIC OBJECTIVE

  • Digitise operational processes to work quicker and qualitatively better, and accelerate strategic benefits

STRATEGIC
OUTCOME

  • To stay relevant, SAICA will prioritise digital transformation
  • While the need has been accelerated by the COVID-19 pandemic, digital transformation improves the speed at which IT issues are addressed and increases transparency to avoid employee and member frustration and improve member satisfaction index from the PHI perspective

STRATEGIC INITIATIVES
AND STATUS

  • (20) Digital transformation – Service provider change to accelerate digitisation strategy

CAPITALS

MATERIAL MATTERS

STRATEGIC OBJECTIVE

  • Empower human capital to enhance innovation and engage employees to create a more engaged organisation

STRATEGIC
OUTCOME

  • By elevating the focus on people, SAICA will be showing that it cares about its people and is invested in their success. This includes implementing management processes to ensure individuals are respected, valued and empowered. The cradle to grave Employee Value Proposition (EVP) is crucial. SAICA should become a more agile organisation by building a culture that allows experimen-tation where people adopt a ‘fail fast and pivot swiftly’ mentality

STRATEGIC INITIATIVES
AND STATUS

  • (21) Review the employee value proposition − Recognition programme has been enhanced to align with the values (MIPART)
  • (22) Talent management − Talent Management framework implemented
  • (23) Improve organisational culture – Values re-launched to drive high performance, ownership and recognition, change management framework developed. Employee engagement score improved from 75,66% to 78%

CAPITALS

MATERIAL MATTERS

STRATEGIC OBJECTIVE

  • Empower human capital to enhance innovation and engage employees to create a more engaged organisation

STRATEGIC
OUTCOME

  • By elevating the focus on people, SAICA will be showing that it cares about its people and is invested in their success. This includes implementing management processes to ensure individuals are respected, valued and empowered. The cradle to grave Employee Value Proposition (EVP) is crucial. SAICA should become a more agile organisation by building a culture that allows experimen-tation where people adopt a ‘fail fast and pivot swiftly’ mentality

STRATEGIC INITIATIVES
AND STATUS

  • (21) Review the employee value proposition − Recognition programme has been enhanced to align with the values (MIPART)
  • (22) Talent management − Talent Management framework implemented
  • (23) Improve organisational culture – Values re-launched to drive high performance, ownership and recognition, change management framework developed. Employee engagement score improved from 75,66% to 78%

CAPITALS

MATERIAL MATTERS

STRATEGIC OBJECTIVE

  • Internal transformation

STRATEGIC
OUTCOME

  • Improve SAICA’s B-BBEE score

STRATEGIC INITIATIVES
AND STATUS

  • (24) Improve SAICA’s B-BBEE score − Significant improvement from Level 8 to Level 4 B-BBEE

CAPITALS

MATERIAL MATTERS

OUTLOOK FOR THE FUTURE MEDIUM TO LONG TERM

  • Fully implement Phase 2 of the Ushintsho project
  • Analyse results of the employee engagement survey to identify opportunities to improve employee engagement, increase productivity and promote a unified organisational culture
  • Roll out a values campaign to drive and institutionalise MIPART values across the business

STRATEGIC OBJECTIVE

  • Internal transformation

STRATEGIC
OUTCOME

  • Improve SAICA’s B-BBEE score

STRATEGIC INITIATIVES
AND STATUS

  • (24) Improve SAICA’s B-BBEE score − Significant improvement from Level 8 to Level 4 B-BBEE

CAPITALS

MATERIAL MATTERS

OUTLOOK FOR THE FUTURE MEDIUM TO LONG TERM

  • Fully implement Phase 2 of the Ushintsho project
  • Analyse results of the employee engagement survey to identify opportunities to improve employee engagement, increase productivity and promote a unified organisational culture
  • Roll out a values campaign to drive and institutionalise MIPART values across the business

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SAICA Integrated Report 2022.
All Rights Reserved.

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SAICA Integrated Report 2022. All Rights Reserved.

Site Links

Site Links

Head Office