OUR STRATEGY & KEY STRATEGIC

FOCUS AREAS 2021-2023 AND BEYOND

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

RELEVANCE AND REPUTATION

Building trust and ethical conduct are key focus areas for the organisation to address a perceived failure in historical disciplinary cases

SAICA’s reputation is a key driver for attracting and retaining members, and correcting past reputational damage is a priority

SAICA must ensure that it remains relevant in times of inequality and unemployment, both for its members and wider society

STRATEGIC OBJECTIVE

  • Enhance trust, ethical conduct and the credibility of the profession in the economy and society

STRATEGIC
OUTCOME

  • Integrity – Members should be living the principles of the Code of Professional Conduct, and where they are not, appropriate action must be taken. Members should be socially conscious (focus is broader than on just deriving profit from an entity)

STRATEGIC INITIATIVES
AND STATUS

  • (7) Integrated ethics plan − Monthly ethics webinars, engaged the Gauteng ethics Advisory Council and provided input into the pledge which will assist in improving the ethical culture of the Gauteng Provincial Government. SAICA’ Code of Professional Conduct was reviewed to ensure alignment to the IESBA and IRBA Codes
  • (8) Optimise disciplinary procedures − Constitution of an ad hoc committee to oversee timeous resolution of tax practitioner non-compliance
  • (9) Implement SDG initiatives − (4, 8, 10, 13, 16 and 17). Refer here to read more about our initiatives that support these SDGs.
  • (10) Audit reform initiatives – Drafted guiding principles and a proposed governance structure of the Centre for Audit Quality (CAQ)
  • (11) Unite4MzansiTM − Solutions to address issues raised by the Zondo Commission
  • (12) Courageous Conversations − Leaderex SAICA Anti-Corruption Summit
  • (13) Government-assistance programmes − Advocacy submissions to improve governance and financial reporting in the public sector
  • (14) Communication strategy execution – Continued focus on rebuilding trust in the profession, promoting the value of SAICA’s designations with significantly increased media exposure. Trust index remained at 83%

OUTLOOK FOR THE FUTURE MEDIUM TO LONG TERM

  • Strengthen tax practitioner compliance and monitoring
  • Establish the CAQ in collaboration with SAAPTI and the firms
  • Enhance the impact of SAICA’s social media footprint through other social media platforms such as LinkedIn and Twitter
  • Make a formidable contribution in the ESG space
  • Sustain SAICA as a well-reputed organisation driving a respected brand
  • Restore trust in the profession by ensuring members are living the Code and appropriate action is taken against misconduct, thus promoting accountability and integrity among members
  • In the short term, SAICA intends to deal decisively with current disciplinary matters and in the long term aspires to minimal discipline being required of its members

CAPITALS

MATERIAL MATTERS

RELEVANCE AND REPUTATION

Building trust and ethical conduct are key focus areas for the organisation to address a perceived failure in historical disciplinary cases

SAICA’s reputation is a key driver for attracting and retaining members, and correcting past reputational damage is a priority

SAICA must ensure that it remains relevant in times of inequality and unemployment, both for its members and wider society

STRATEGIC OBJECTIVE

  • Enhance trust, ethical conduct and the credibility of the profession in the economy and society

STRATEGIC
OUTCOME

  • Integrity – Members should be living the principles of the Code of Professional Conduct, and where they are not, appropriate action must be taken. Members should be socially conscious (focus is broader than on just deriving profit from an entity)

STRATEGIC INITIATIVES
AND STATUS

  • (7) Integrated ethics plan − Monthly ethics webinars, engaged the Gauteng ethics Advisory Council and provided input into the pledge which will assist in improving the ethical culture of the Gauteng Provincial Government. SAICA’ Code of Professional Conduct was reviewed to ensure alignment to the IESBA and IRBA Codes
  • (8) Optimise disciplinary procedures − Constitution of an ad hoc committee to oversee timeous resolution of tax practitioner non-compliance
  • (9) Implement SDG initiatives − (4, 8, 10, 13, 16 and 17). Refer here to read more about our initiatives that support these SDGs.
  • (10) Audit reform initiatives – Drafted guiding principles and a proposed governance structure of the Centre for Audit Quality (CAQ)
  • (11) Unite4MzansiTM − Solutions to address issues raised by the Zondo Commission
  • (12) Courageous Conversations − Leaderex SAICA Anti-Corruption Summit
  • (13) Government-assistance programmes − Advocacy submissions to improve governance and financial reporting in the public sector
  • (14) Communication strategy execution – Continued focus on rebuilding trust in the profession, promoting the value of SAICA’s designations with significantly increased media exposure. Trust index remained at 83%

STRATEGIC OBJECTIVE

  • Enhance trust, ethical conduct and the credibility of the profession in the economy and society

STRATEGIC
OUTCOME

  • Integrity – Members should be living the principles of the Code of Professional Conduct, and where they are not, appropriate action must be taken. Members should be socially conscious (focus is broader than on just deriving profit from an entity)

STRATEGIC INITIATIVES
AND STATUS

  • (7) Integrated ethics plan − Monthly ethics webinars, engaged the Gauteng ethics Advisory Council and provided input into the pledge which will assist in improving the ethical culture of the Gauteng Provincial Government. SAICA’ Code of Professional Conduct was reviewed to ensure alignment to the IESBA and IRBA Codes
  • (8) Optimise disciplinary procedures − Constitution of an ad hoc committee to oversee timeous resolution of tax practitioner non-compliance
  • (9) Implement SDG initiatives − (4, 8, 10, 13, 16 and 17). Refer here to read more about our initiatives that support these SDGs.
  • (10) Audit reform initiatives – Drafted guiding principles and a proposed governance structure of the Centre for Audit Quality (CAQ)
  • (11) Unite4MzansiTM − Solutions to address issues raised by the Zondo Commission
  • (12) Courageous Conversations − Leaderex SAICA Anti-Corruption Summit
  • (13) Government-assistance programmes − Advocacy submissions to improve governance and financial reporting in the public sector
  • (14) Communication strategy execution – Continued focus on rebuilding trust in the profession, promoting the value of SAICA’s designations with significantly increased media exposure. Trust index remained at 83%

OUTLOOK FOR THE FUTURE MEDIUM TO LONG TERM

  • Strengthen tax practitioner compliance and monitoring
  • Establish the CAQ in collaboration with SAAPTI and the firms
  • Enhance the impact of SAICA’s social media footprint through other social media platforms such as LinkedIn and Twitter
  • Make a formidable contribution in the ESG space
  • Sustain SAICA as a well-reputed organisation driving a respected brand
  • Restore trust in the profession by ensuring members are living the Code and appropriate action is taken against misconduct, thus promoting accountability and integrity among members
  • In the short term, SAICA intends to deal decisively with current disciplinary matters and in the long term aspires to minimal discipline being required of its members

CAPITALS

MATERIAL MATTERS

GROWTH AND TRANSFORMATION

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

  • Grow and transform the accountancy profession

STRATEGIC
OUTCOME

  • The profession has a presence in schools to increase the member pipeline
  • Increased number of accredited training and higher education providers for all SAICA designations is crucial

STRATEGIC INITIATIVES
AND STATUS

  • (15) Schools and tertiary institution engagement – Career awareness programmes, promoting the importance of mathematics
  • (16) Thuthuka programmes – Thuthuka students support programme, 20-year celebratory event
  • (17) Digitisation of Grades 10−12 accounting textbooks – Discussions ongoing
  • (18) Common PGDA for historically disadvantaged institutions − Common CTA programme aimed at assisting historically disadvantaged universities in collaborating to develop an innovative and technology-inspired CTA programme

OUTLOOK FOR THE FUTURE MEDIUM TO LONG TERM

  • Increasing accessibility at all South African universities by ensuring that their PGDA programmes are accredited
  • Digitisation of Grades 10−12 accounting textbooks to support learners in continuity of studies and grow the future pipeline of CAs(SA)

CAPITALS

MATERIAL MATTERS

GROWTH AND TRANSFORMATION

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

  • Grow and transform the accountancy profession

STRATEGIC
OUTCOME

  • The profession has a presence in schools to increase the member pipeline
  • Increased number of accredited training and higher education providers for all SAICA designations is crucial

STRATEGIC INITIATIVES
AND STATUS

  • (15) Schools and tertiary institution engagement – Career awareness programmes, promoting the importance of mathematics
  • (16) Thuthuka programmes – Thuthuka students support programme, 20-year celebratory event
  • (17) Digitisation of Grades 10−12 accounting textbooks – Discussions ongoing
  • (18) Common PGDA for historically disadvantaged institutions − Common CTA programme aimed at assisting historically disadvantaged universities in collaborating to develop an innovative and technology-inspired CTA programme

OUTLOOK FOR THE FUTURE MEDIUM TO LONG TERM

  • Increasing accessibility at all South African universities by ensuring that their PGDA programmes are accredited
  • Digitisation of Grades 10−12 accounting textbooks to support learners in continuity of studies and grow the future pipeline of CAs(SA)

CAPITALS

MATERIAL MATTERS

STRATEGIC PILLAR: ORGANISATIONAL SUSTAINABILITY

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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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Head Office