VALUE CREATION
OUR STRATEGY, PERFORMANCE AND IMPACT
Strategic Pillars
Attractiveness and Transformation
Strategic Objectives
Average weighted score 4,21
| KPIs | Measures (SO7 - 9) |
|---|---|
| Implementation of the transformation initiatives | 5,00 |
| CA(SA) Conversion rate | 3,82 |
| AT(SA) numbers based on new registrations | 4,60 |
| AGA(SA) numbers based on new registrations | 4,99 |
| PHI Inspirational Index | 3,82 |
| PHI Attractiveness Index | 3,91 |
| Measure of the members and other stakeholders’ satisfaction and likelihood to recommend the brand to others | 5,00 |
| PHI Competency Index | 3,58 |
| PHI Employability Index | 3,60 |
| PHI Leadership Index | 3,76 |
SAICA is performing well on all measures for strategic pillar 2: Attractiveness and Transformation.
Economic and Social Relevance
Strategic Objectives
SAICA has adopted the following SDG’s for the achievement of the strategic objective 12. Read more in social and relationship capital
Average weighted score 4,53
| KPIs | Measures (SO10 - 12) |
|---|---|
| Social Contribution Index | 3,90 |
| Implementation of the Integrated Sustainability Plan | 4,45 |
| Implementation of the Public Sector Professionalistion Plan | 4,99 |
| Milestones-CAQ Implementation Plan | 5,00 |
| Implementation of the integrated ethics action plan activities | 4,75 |
| Target for measurement for complaints/cases closed within a calendar year | 5,00 |
| PHI Market Trust Index | 4,35 |
| PHI Integrity Index | 3,80 |
SAICA is excelling in strategic pillar 3: Economic and Social Relevance, achieving strong performance across all measures.
Winning Organisation
Strategic Objectives
Average weighted score 3,59
| KPIs | Measures (SO13 - 18) |
|---|---|
| B-BBEE level 4 | 5,00 |
| Water use reduction – to measure the water efficiency over time and against the industry norm | 5,00 |
| Extent of measures implemented to reduce GHG emissions (including electricity usage) as per the approved sustainability strategy | 2,00 |
| Cash ratio | 4,01 |
| Operating spend | 4,00 |
| Outcome of the external audits | 4,00 |
| ERM maturity level | 2,00 |
| Vacancies as a percentage of staff establishment | 4,60 |
| Employee turnover | 3,00 |
| Employee engagement | 4,60 |
| Other digitisation (incl. AI) project scorecard | 2,46 |
| Digitisation (including Ushintsho) | 2,40 |
SAICA is performing well on strategic pillar 4: Winning organisation, however we acknowledge the material challenge of implementing our digitisation strategy, which has impacted member experience due to unforeseen circumstances. We remain committed to addressing these challenges, ensuring seamless adaptation and enhanced member engagement as we move forward. SAICA’s digital transformation journey, guided by its IT Strategy, is intended to make significant strides in Stage 3 of the Ushintsho programme. This phase − scheduled for completion in 2025 − focuses on delivering innovative, cloud-based, and member-centric solutions that elevate operational efficiency and enhance member experiences.
Renew
Press play on the past – as we stream into the future.
The Walkman let us take music with us. Spotify lets music take us everywhere. What started as a single album in your bag is now an entire universe of sound in your pocket. Explore genres you’ve never heard, revive old favourites, and build playlists that change with your mood. Today, the music hasn’t changed, but the way we listen sure has.