OUR CONTEXT

OUR BUSINESS

SAICA's financial, human, manufactured, intellectual, social and relationship, and natural capitals facilitate every aspect of our business and our ability to create long-term value. Value creation, preservation and erosion are the consequences of how we apply and leverage our capitals as part of our strategy execution and are evident in how these capitals change over time.

Value Creation
Value Erosion
Value Preservation
Value Creation
Value Erosion
Value Preservation
Inputs

The resources on which we rely to run our business

Intellectual
  • SAICA’s strong reputation and its designations – CA(SA), AGA(SA), AT(SA)
  • The process of digital transformation to improve member experience and drive business process efficiency
  • SAICA’s entry-level Competency Framework (CA2025) and post-qualification Competency Framework (CA Pathways to Relevance) will enable a membership body who has developed a shared set of professional competences
  • Thought leadership initiatives, technical development and the skills and experience of staff and members on our technical and industry committees
  • Initiatives to maintain the highest ethical standards of the CA profession
  • Integrated relevance, reputation, marketing and communication plan
  • Hosted the Climate Change Conference: Effective Solutions for Green Growth Transition
  • Provided training on application of IFRS sustainability disclosure standards
Financial
  • R526,9 million (FY23: R504,9 million) in membership subscriptions, examination and training-related fees, and revenue from services and products offered to members
  • R11,4 million (FY23: R13,4 million) in sponsorship revenue
  • R172,4 million in donor funding raised (FY23: R232,9 million)
Social and Relationship
  • Member participation through the various SAICA structures
  • Developmental programmes driving educational and skills development initiatives and transformation in the profession
  • Recognition agreements with 15 (FY23: 15) professional bodies and transformation in the profession
  • The connectivity of SAICA (and its members) to a wide array of relevant and influential stakeholders
  • SAICA members assist government with key projects and apply intellectual capital to a wide range of areas in the profession
Human
  • The diverse capabilities of SAICA’s 237 (FY23: 246) staff members
  • SAICA’s values, ethics and culture
  • Total R264 million in employment costs (FY23: R261 million)
  • SAICA values, creating a culture of ownership
  • A talent management framework for effective succession planning
  • Employee wellness framework and value creation aligned to the six capitals
Manufactured
  • SAICA’s education and training programmes are delivered through the infrastructure of universities, private providers and training offices
  • SAICA rents premises in Johannesburg (Head Office), Durban, Cape Town and Bloemfontein, from which all operations are conducted
  • SAICA’s IT infrastructure and office equipment
Natural
  • Reduce greenhouse gas (GHG) emissions, including electricity usage through LED lighting, smart lighting and air-conditioning technology, investment in renewable energy and investment in advanced building management technology
  • Optimise water efficiency with a target to achieve up to a 10% municipal water reduction year-on-year compared to the established baseline
  • Waste management and sustainability − Expand recycling programmes and reduce non-biodegradable materials in SAICA’s operations
  • Formalised SAICA's Environmental Management policy
  • SAICA has drafted an internal sustainability plan and initiated a readiness assessment for adopting International Sustainability Standards Board (ISSB) sustainability reporting standards, ensuring alignment with global frameworks
Outputs

We create, preserve and defend value by using our resources responsibly to generate value maximising outputs and outcomes for our members and all stakeholders

Business Wheel
Capital Outcomes

What we've achieved through our value-adding activities

Intellectual
  • SAICA and its CA(SA) designation rated as the number 1 trusted in the world (Edelman Dxl Research, 2023)
  • Attractiveness of the CA(SA) profession to new entrants 84,48% (FY23: 89,50%)
  • Brand strength and admiration among business decision-makers − relevance and reputation score 68% (FY23: 75%)
  • 1 336 positive media exposures were achieved (FY23: 1 314) and negative sentiment declined to 1,3% (FY23: 4,8%)
  • Enterprise risk management maturity level 3 (FY23: level 4)
  • International recognition enabling member global mobility
  • Trust index 83% (FY23: 84%)
  • Member Value Index 77,33% (FY23: 78,00%)
  • Relevance and Reputation Index 83,67% (FY23: 82,39%)
  • Facilitated knowledge-sharing and advocacy on climate-related challenges and solutions through the Climate Change Conference
  • Thought advocacy for global sustainability standards and amplified member participation in shaping these frameworks
Financial
  • Group reserves increased to R488 million (FY23: R451 million)
  • Institute reserves (excluding ring-fenced) decreased to R200 million (FY23: R210 million)
  • Group surplus R37 million (FY23: R19 million surplus) allocated to reserves
Social and Relationship
  • 72,19% stakeholder engagement score (FY23: 72,15%)
  • Overall PHI for Brand Admiration (composite among all stakeholders) 81,52% (FY23: 82,67%)
  • 2,52% net growth of CAs: 53 981 (FY23: 52 656)
  • 849 new AGAs(SA) (FY23: 549)
  • 76 new ATs(SA) (FY23: 57)
  • 1 726 / 67% ITC qualifying examination candidates passed (FY23: 2 749 / (81%)
  • 287 (FY23: 244) Thuthuka students passed their PGDA Thuthuka pass rate is 83%
  • 227 (FY23: 200) Thuthuka PGDA students were allocated to Thuthuka donor training offices for CA training contracts
  • B-BBEE Level 2 (FY23: Level 2)
  • 53 245 delegates, 150 national events (FY23: 47 958 / 127)
Human
  • R5,2 million invested in skills development (FY23: R3,7 million)
  • Study assistance R1,994,612
    (FY23: R1,765,911)
  • 86% of employees deemed historically disadvantaged South Africans (HDSA) (FY23: 85%)
  • 67,09% off staff are female, inclusive of white females (FY23: 67,89%)
  • Employee turnover 8,4% (FY23: 4,9%)
  • Employee engagement survey score 78% (FY23: 84%)
Manufactured
  • System uptime 97,5% (FY23: 98,74%)
  • Streamlined balance settlement using credit cards and electronic transfers
  • Thuthuka transitioned to a cloud-based solution, enhancing security and data analytics
  • Legal and Disciplinary Case Management System implemented to streamline case management
  • Deployment of the CRM system for the June 2024 ITC exams introduced innovative methods, such as such as ChatGPT 4.0
  • Enhanced member functionality for reinstating memberships and accessing digital certificates online
  • Real time monitoring of systems to detect and prevent intrusions through the Managed Security Operations Centre (MSOC)
Natural
  • Purchased electricity 950 512,89 kWh (FY23: 753 706,60 kWh)
  • Municipal water use 5 648 kl
    (FY23: 6 961,77 kl)
  • Recycling of dry waste
  • Green water harvesting
  • Solar system project for Head Office
  • Facilitated knowledge-sharing and advocacy on climate-related challenges and solutions through the Climate Change Conference

... and ensures our ability to create value in the future.

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Capital Trade-offs