VALUE CREATION

OUR STRATEGY, PERFORMANCE AND IMPACT

Stakeholders, Interests and Engagement Channels

The tables below demonstrate our commitment, engagement and the quality of our relationships with key stakeholders through the value we have delivered.

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Expectations met Improvement required Worsening Improving Stable

Members and Associates

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

Strategic Pillars
Material Matters
Their material interests
  • Value of SAICA membership
  • Reputation of SAICA designations
  • SAICA’s disciplinary process for members under investigation
  • Ethical standing of the profession
  • CA(SA), AGA(SA), AT(SA) brand clarity and enhancement
  • SAICA and member relationships with key government agencies
  • Sustainability of the accountancy profession
  • Enhancement of their professional competencies
How we engaged
  • CEO roadshows for members in South Africa and abroad
  • International events to support members outside of South Africa
  • Engagement with members to address AGM feedback
  • Discussions on the Centre for Audit Quality
  • Member satisfaction survey
  • Targeted consultations with Black-owned SMPs to identify their unique challenges
  • Targeted youth engagement strategy
  • SAICA awards
  • Member portal
How we addressed these interests in 2024
  • Addressing tax practitioners’ disciplinary issues
  • PAFA/SAICA sustainability collaboration
  • Engagement with members to address AGM feedback
  • Showcasing SMPs via the SAICA BIZ podcast series
  • Profiling members in Accountancy SA magazine
  • Improving query resolution and query logging processes to improve member satisfaction
  • Hosting experiential initiatives to celebrate member achievements and strengthen global engagement
  • Enhancing the visibility and market preference of SAICA CA(SA) AGA(SA) and AT(SA) designations through initiatives such as digital campaigns, member profiling, and targeted recruiter engagement events
  • Providing professional development programmes focused on AI and digital competencies
  • Providing support for members facing mental health concerns
Risks / opportunities
  • Negative perceptions of SAICA designations
  • Ineffective disciplinary processes
  • Unethical conduct of SAICA members
  • SAICA qualifications not recognised by international accreditation bodies
Strategic response
  • Proactive ongoing engagement
  • Structure support and services to meet specific needs of members across categories
Key metrics and objectives tracked to monitor value delivered
  • Member satisfaction score = 68% (FY22: 70%)
  • Value delivered
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