Menu
Menu
The table below provides insight into the top strategic risks:
The table below provides insight into the top strategic risks:
Diminishing value of all SAICA designations resulting in a decline in membership (members do not perceive value of belonging to a professional body)
Adding value to members and prospective members by identifying the requisite skills to meet future needs and aligning service offerings accordingly
Diminishing value of all SAICA designations resulting in a decline in membership (members do not perceive value of belonging to a professional body)
Adding value to members and prospective members by identifying the requisite skills to meet future needs and aligning service offerings accordingly
Members and associates losing their accreditation to perform regulatory functions through the repeal of applicable regulation (CA(SA) Designation Act, APA, etc)
Members and associates losing their accreditation to perform regulatory functions through the repeal of applicable regulation (CA(SA) Designation Act, APA, etc)
Loss of confidence in members’ professional competencies (including their conduct in terms of the Code of Professional Conduct and competencies required by CA2025) and skills
Showcasing and elevation of the role and impact of the profession in the economy through thought leadership and value-creation initiatives
Loss of confidence in members’ professional competencies (including their conduct in terms of the Code of Professional Conduct and competencies required by CA2025) and skills
Showcasing and elevation of the role and impact of the profession in the economy through thought leadership and value-creation initiatives
Loss of confidence in SAICA’s educational programmes, that they will not produce students with the competencies required by training offices and the market resulting in SAICA’s inability to attract new members
Differentiating marketing, communication and public relations activities as part of the trust campaign both locally and internationally
Loss of confidence in SAICA’s educational programmes, that they will not produce students with the competencies required by training offices and the market resulting in SAICA’s inability to attract new members
Differentiating marketing, communication and public relations activities as part of the trust campaign both locally and internationally
Loss of strategic stakeholder (government and funders) confidence and inability to attract funding for growth and transformation initiatives
Showcase members’ contribution to the SA economy and society, as well as SDGs
Loss of strategic stakeholder (government and funders) confidence and inability to attract funding for growth and transformation initiatives
Showcase members’ contribution to the SA economy and society, as well as SDGs
A decline in intake of learners to attract into the profession
Promotion of the accountancy profession and mathematics within all schools including rural schools
A decline in intake of learners to attract into the profession
Promotion of the accountancy profession and mathematics within all schools including rural schools
Unable to serve SAICA members and stakeholders resulting in SAICA Group ceasing to exist
Increased understanding of members’ and stakeholders’ expectations
Unable to serve SAICA members and stakeholders resulting in SAICA Group ceasing to exist
Increased understanding of members’ and stakeholders’ expectations
SAICA Integrated Report 2022. All Rights Reserved.