VALUE CREATION

OUR STRATEGY, PERFORMANCE AND IMPACT

Legend

Expectations met Improvement required Worsening Improving Stable

Employees

How we engage, their role in value creation and how we address these interests

Strategic Pillars
Material Matters
Their material interests
  • Learning and development
  • Reward and recognition
  • Health and wellness
  • Technical support for remote working
  • Clear understanding of SAICA’s strategy
  • Fair remuneration
  • Career development
How we engaged
  • Quarterly difference makers in sync sessions
  • Employee engagement survey
  • Change workshops on personal agility and managing uncertainty were conducted to help employees navigate the upcoming changes resulting from the ReCAlibrate project
  • The Employee Service Portal
How we addressed these interests in 2024
  • Quarterly staff townhall sessions
  • Providing employees access to digital tools that support physical, mental, emotional, and social well-being
  • Mental Health Aider Training to equip managers, with the skills and knowledge to support employees
  • Coaching programme for line management
  • A skills gap analysis was conducted from employees Personal Development Plans and the identified training needs informed the Workplace Skills Plan
  • Employee study assistance programme
Risks / opportunities
  • Low employee engagement
  • Ineffective business continuity
  • Increased employee turnover
  • Targeted training and expert support
  • Elevate employee wellness
  • Strong employee value proposition
Strategic response
  • Health and well-being programmes
  • Talent management and retention strategy
  • Engagement strategy
  • Recognition programme aligned to MIPART values
  • Targeted human capital strategy
Key metrics and objectives tracked to monitor value delivered
  • Employee engagement score 78% (FY 23: 84%)
  • Employee turnover 8,4% (FY23: 4,9%), which is below the threshold of =<9% set for 2024
  • Value delivered
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RECALIBRATE REIMAGINE RENEW
Regulators