VALUE CREATION

OUR STRATEGY, PERFORMANCE AND IMPACT

Legend

Expectations met Improvement required Worsening Improving Stable

SAICA Board

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

Strategic Pillars

Material Matters

Their material interests

Relevant, accurate, timeous information and reporting
Achievement of strategic objectives
Improved governance and ethics

How we engaged

Strategy sessions
Quarterly Board and sub-committee meetings
Quarterly Integrated Performance Reports

Board Digests after Board and sub-committee meetings
Board Induction
Invitations and participation in SAICA events (awards, roadshows, National Council dinner, etc)

How we addressed these interests in 2024

Improved reporting – introduced a quarterly Integrated Performance Report with concise information showing performance against strategy
Stakeholder-inclusive processes for strategy formulation process and material matters determination
Concise feedback after all Board meetings
General refresher induction for all directors

Risks / opportunities

Transparency; inaccurate reporting; under- performance; poor decision-making; potential liability for directors; integrated business planning
Leverage skillset of directors as SAICA continues to transform on its path of digitisation and digitalisation
Forward planning of committee’s focus for the year ahead

Strategic response

Proactively engage with the Board on matters of strategic importance
Timeous and accurate reporting for effective decision-making
Succession planning and rotation of committee Chairs and members
Commitment to execute strategy and achieve strategic objectives
Introduction of quarterly Integrated Performance Reports and refresher Board induction well received by the Board

Key metrics and objectives tracked to monitor value delivered

Board evaluation
SAICA Board engagement score = 80% (FY 23: 83%)
Value delivered

RECALIBRATE REIMAGINE RENEW

Employees