VALUE CREATION

OUR STRATEGY, PERFORMANCE AND IMPACT

Local and International Forums and Bodies

The local and international forums and bodies in the table below are examples of the reach of the SAICA employees and its members who partake to represent the SAICA membership and its views. It is not a complete list.

Local Bodies
  • SARS-recognised Controlling Body Forum – SAICA chairs this forum
  • SARB Financial Surveillance Exchange Control Project Group
  • Specialist Committee on Company Law
  • Extensible Business Reporting Language (XBRL (SA)) NPC – Local jurisdiction of XBRL International
  • IRBA – Committee for Auditing Standards (CFAS)
  • IRBA – Committee for Auditor Ethics (CFAE)
International Bodies
  • Global Accounting Alliance (GAA)
  • International Accounting Standards Board (IASB)
  • IASB Emerging Economies Group (EEG) – South Africa and SAICA representative
  • IASB’s SME Implementation Group (SMEIG)
  • International Financial Reporting Standards (IFRS) – Advisory Council
  • IFRS Interpretations Committee
  • International Auditing and Assurance Board (IAASB)
  • International Ethics Standards Board for Accountants (IESBA)
  • International Federation of Accountants (IFAC) – SAICA representation on the Board, with the CEO of SAICA subsequently appointed on to the Board of IFAC.
  • The Chartered Institute of Public Finance and Accountancy
  • IFRS Integrated Reporting and Connectivity Council
  • International Fiscal Association (IFA) – SAICA representative
  • International Valuation Standards Council (IVSC) – SAICA representative
  • Pan African Federation of Accountants (PAFA) – Standard Setting Forum Alternate SAICA position. Feedback provided to the Accounting Practices Committee – SAICA represented on the Board

SAICA’s Key Stakeholder Groups and Satisfaction Levels

See the below diagram for information:

Legend

Expectations met Improvement required Worsening Improving Stable
Members and Associates

Engagement score: 68%

(FY23:70%)

SAICA Board

Engagement score: 80%

(FY23:83%)

Employees

Engagement score: 78%

(FY23:84%)

Regulators

Engagement score: 80%

(FY23:78%)

Users

PHI − employability index score: 74%

(FY23:74%)

Government

Engagement score: 88%

(FY23:83%)

Non-Governmental Organisations and the general public

Engagement score: 75%

(FY23:50%)

Trainees

PHI − Attractiveness of the profession to new entrants: 87%

(FY23:86%)

Students

PHI − Attractiveness of the profession to new entrants: 88%

(FY23:93%)

Firms

Engagement score: 63%

(FY23:90%)

Academia

Engagement score: 85%

(FY23:96%)

Media

Engagement score: 100%

(FY23:67%)

Training Offices

Engagement score: 53%

(FY23:55%)

Learners and Educators

PHI − Attractiveness of the profession to new entrants: 78%

(FY23:86%)

Donors

Engagement score: 86%

(FY23:86%)

Alliance Partners

Engagement score: 87%

(FY23:82%)

  • Expectations met: In line with the Organisational scorecard measurement brackets, expectations are met when scores are above 65%.
  • Improvement required: In line with the Organisational scorecard measurement brackets, improvement is required when scores are below 65%.
  • Worsening: Scores are seen as worsening when declines of 2% or more are noted, correlating to a 2% margin of error.
  • Improving: Scores are seen as improving when growth of 2% or more are noted, correlating to a 2% margin of error.
  • Stable: Scores are seen as stable when growth of less than 2% are noted, correlating to a 2% margin of error.
  • Strategies will be enhanced to improve and maintain positive stakeholder relationships, collaboration and involvement.
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Stakeholders, Interests and Engagement Channels