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Please note this document is still a DRAFT and is subject to approval by the IPD Committee at the end of 2020 once the guidance for the Academic programme and

Training programme has been drafted

SAICA COMPETENCY FRAMEWORK

CA 2025 – Entry Level Version: 30 March 2020

INTRODUCTION Chartered accountants1 (CAs) are responsible leaders who behave ethically in an organisation’s value creation process. The primary role of a CA is to prepare meaningful information to stakeholders and interpret, analyse and evaluate such information for impactful decision-making. Meaningful financial and non-financial information has integrity, is relevant and accurate for impactful decision-making. A CA, at point of entry into the profession (i.e., having completed the required education, training, professional and assessment programmes and being eligible to register as a member of the South African Institute of Chartered Accountants (SAICA) in order to use the CA(SA) designation), should demonstrate ethical behaviour, professional competence and the potential for responsible leadership and value creation.

The competency framework identifies and describes the professional competencies (professional values and attitudes, enabling competencies and technical competencies) that a CA should demonstrate at entry point to the profession. The competency framework provides a reference point for current and prospective CAs, employers and the public, thus enabling a clear understanding of the foundational professional competencies the CA has command of as he/she embarks upon their career. The competency framework also provides the base upon which the education, training, professional and assessment programmes of SAICA are developed and delivered.

Foundational professional competencies can be refined to support specialist roles after entering the CA profession. As lifelong learners, CAs need to undertake relevant continuing professional development (CPD) activities to achieve competence for post-qualification roles. CPD activities that take place after entering the CA profession have the purpose of ensuring practitioners maintain and develop the competencies required to continue to perform their roles competently. The competency framework not only serves SAICA, which strives to be regarded as the pre-eminent professional accounting body in South Africa, but is also a building block in the

1 Chartered accountants referred to in this document are those registered at the South African Institute of Chartered Accountants (SAICA).

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qualification paths of registered auditors and tax practitioners. SAICA is accredited by the Independent Regulatory Board for Auditors (IRBA) and this enables registration as a Registered Auditor (RA) for those SAICA members with the appropriate auditing training (i.e., completion of the Audit Development Programme2). SAICA is also recognised as a professional body by the South African Revenue Service (SARS), which enables its members to register as tax practitioners.

DEFINING CAs AT ENTRY POINT TO THE PROFESSION, AND BEYOND DEFINING CAs For the purposes of this framework, CAs are those professionals who are: Responsible leaders who behave ethically and create sustainable value for a wide range of stakeholders within an organisation.

Responsible leaders: These leaders need to display respect, courage and consideration for the future (creation of sustainable value for the individual, the organisation and for humanity on a global basis) by developing key relationships and by demonstrating a clear regard for justice (recognise difference between what is right and wrong). A CA is a responsible leader with a specific background in professional accountancy. This implies that a CA should always display professional values and attitudes, have the full range of technical competencies of a professional accountant and also those enabling competencies to demonstrate responsible leadership qualities in a specific domain. Behave ethically: The CA profession is committed to maintaining public confidence through an overriding commitment to behave ethically in all professional tasks and interactions with others. All CAs are required at all times to uphold ethical principles and to conduct themselves professionally, in a manner that exemplifies and enhances the reputation of the CA profession.

Create sustainable value: CAs create value when they provide quality deliverables (contributions, services, products and experiences) on a wide range of inputs, activities and outputs that lead to outcomes in an organisation’s value creation process. This value creation needs to be sustainable, thus sustaining the organisation and the context in which it exists. By enhancing its positive impact on the economy, society and the environment and by eradicating or ameliorating its negative impact on them, the organisation creates value for society and CAs have a marked effect on or ability to influence the organisation’s value creation process.

As responsible leaders who behave ethically and create sustainable value for a wide range of stakeholders within an organisation, CAs use:

2 Please refer to the IRBA website for more information on the Audit Development Programme.

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Integrated thinking to interpret, analyse and evaluate financial and non-financial information. This enables them to influence others, and together, make impactful decisions thereby contributing meaningfully to society.

Integrated thinking: The core of creating sustainable value is integrated thinking. It requires synthesis and sense-making of ideas and information to develop a more complete understanding of issues and/ or the implications of alternatives. At an individual level CAs use integrated thinking for the interpretation, analysis and evaluation of financial and non-financial information to achieve viable solutions whilst considering all alternatives, obtaining a broader understanding of an issue, creating a design or formulating a plan etc. Such integrated thinking is done during active consideration of relationships between various operating and functional units of an organisation and the capitals that are affected or used. Integrated thinking requires CAs to always display professional values and attitudes whilst thinking about value creation in an integrated manner. This entails integrating enabling competencies with technical competencies.

Interpret, analyse and evaluate financial and non-financial information: CAs need to have the full range of professional competencies for the interpretation, analysis and evaluation of financial and non-financial information. In addition to preparing historical financials, budgets and business3 documents based on past transactions in accordance with rules and standards, CAs need to interpret, analyse and evaluate information on where value (tangible and intangible) is created and destroyed based on real time information and forward-looking predictions, to gain insights that could affect business models. This process includes understanding and modelling of non-financial drivers of business performance.

To make impactful decisions whilst influencing others: CAs need to have a marked effect or influence on an organisation’s value creation process. This requires that they establish, maintain and develop internal and external relationships to participate in and inform an organisation’s value creation process. Well-developed enabling competencies, complemented by sound technical competencies, enable CAs, whilst displaying professional values and attitudes, to make impactful decisions whilst influencing others.

Contribute meaningfully to society: The CA profession strives to make a meaningful contribution to society by serving and protecting public interest from a sustainable development perspective. Behavioural standards set out in the Code of Professional Conduct recognise the CA profession’s public interest responsibility. This is supplemented by professional standards and guidance that help to ensure CAs deliver quality work on which relevant stakeholders can rely. A CA discharges his/her public interest responsibility by not only complying with, or being seen to be complying with the letter of the Code of Professional Conduct, but by their ability to apply the spirit of

3 Use of the term “business” refers to both private and public sector organisations.

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professionalism grounded in the fundamental ethical principles of integrity, objectivity, professional competence and due care, and confidentiality, as well as professional behaviour.

CAs AT ENTRY POINT TO THE PROFESSION

The definition of a CA at entry point to the profession is aligned to SAICA’s strategic objective, namely to “develop responsible leaders” who are able to develop, influence and lead others.

This statement requires further expansion in order to be clear in defining the foundational competencies expected of CAs at entry level to the profession. At entry point to the profession CAs:

Have the potential to become responsible leaders who behave ethically and create sustainable value for a wide range of stakeholders within an organisation. They use integrated thinking to interpret, analyse and evaluate financial and non-financial information. This enables them to influence others and support impactful decision-making, thereby contributing meaningfully to society.

Responsible leadership qualities at entry point to the profession: Leadership ability is unlikely to result only from pre-qualification education, training and professional programmes. Professional competencies, as explained in this competency framework should, however, equip an entry-level CA to acquire leadership ability with post-qualification experience and participation in lifelong learning. Thus, the competency framework focuses on professional competencies serving as a foundation for the further development of responsible leadership abilities after entry to the profession. Behave ethically at entry to the profession: Recently qualified CAs should uphold ethical principles and conduct themselves professionally. Such conduct is required at all times and in a manner that exemplifies and enhances the reputation of the CA profession.

Create sustainable value at entry point to the profession: At entry point to the profession CAs have an effect on or an ability to influence an organisation’s value creation process when they provide quality deliverables (contributions, services, products and experiences) on a wide range of inputs, activities and outputs that lead to outcomes in the value creation process.

Integrated thinking at entry point to the profession: At entry point to the profession CAs have to display integrated thinking when they participate in an organisation’s value creation process. It requires, as explained above, synthesis and sense-making of ideas and information to develop a more complete understanding of issues and/or the implications of alternatives. Recently qualified CAs use integrated thinking to interpret, analyse and evaluate financial and non-financial information to achieve viable solutions whilst considering all alternatives. Furthermore, in an organisation’s value creation process, integrated thinking requires active consideration of relationships between various operating and functional units of an organisation and the capitals

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that are affected or used. Thus, recently qualified CAs need to think about value creation in an integrated manner. It requires them to always display professional values and attitudes and integrate enabling competencies with technical competencies.

Interpret, analyse and evaluate financial and non-financial information at entry point to the profession: Actions and decisions of a recently qualified CA generally do not yet have a high-level strategic impact. Thus a recently qualified CA’s technical competencies used for interpretation, analysis and evaluation of financial and non-financial information still need to be elevated from the purely technical to include directing and leading at a strategic level. Technical competencies should be taught and assessed in education programmes with this objective in mind. A recently qualified CA’s proficiency in enabling competencies influences ways of work, ways of thinking and tools used to interpret, analyse and evaluate financial and non-financial information.

Making impactful decisions whilst influencing others at entry point to the profession: Significant influence through impactful decision-making is unlikely to be achieved by only making use of pre-qualification education, training and professional programmes. Professional competencies, as explained in this competency framework, should, however, equip a CA at entry point to the profession to acquire the ability to exercise significant influence through impactful decision-making with accumulation of post-qualification experience and the pursuit of lifelong learning. Thus, the competency framework focuses on professional competencies serving as a foundation for the further development of this ability after entry to the profession.

Contribute meaningfully to society: CAs at entry point to the profession make a meaningful contribution to society by serving and protecting public interest from a sustainable development perspective. This requires that they adhere to the Code of Professional Conduct and deliver quality work in terms of the profession’s standards and guidance. A broad spectrum of stakeholders rely on the work of newly qualified CAs. Thus, they must not only comply with, and be seen to comply with the letter of the Code of Professional Conduct, but also the spirit of professionalism grounded in the fundamental ethical principles of integrity, objectivity, professional competence, due care and confidentiality, as well as demonstrating professional behaviour.

CAs BEYOND ENTERING THE PROFESSION

CAs are lifelong learners who undertake relevant CPD activities to achieve competence for post-qualification roles. These include, amongst others, responsible leadership and value creation in diverse environments, which are deemed complex and/or ambiguous. Lifelong learning: The development and acquisition of competencies after entry to the profession (post qualification) are not limited to demonstrating abilities in relation to responsible leadership or making impactful decisions whilst influencing others, but are likely to occur in many spheres of competence, depending on the specific roles and responsibilities to which a CA is exposed. Professional competence needs to be maintained (by remaining abreast of changes in existing technical and enabling competencies) and developed (to incorporate new technical or enabling competencies or improve proficiency levels linking to technical and enabling competencies) in areas which relate to a particular field/role in which a CA is generally active after entering the profession. In order for these competencies to be effectively and appropriately maintained and developed, CAs need to embrace lifelong learning as a professional value and attitude.

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From the above, it is therefore clear that the competency framework is contextualised within the fundamental concepts of integrated reporting, sustainable development and value creation. Furthermore, the fundamental principles of ethical behaviour, professional competence and responsible leadership guide the qualities, characteristics or attributes of CAs and provide the foundation for their professional conduct:

Fundamental concepts Definition

Value creation

Providing quality deliverables (contributions, services, products and experiences) on a wide range of inputs, activities and outputs that lead to outcomes.

Integrated reporting

“Integrated reporting is a process founded on integrated thinking that results in a periodic integrated report by an organisation about value creation over time and related communications regarding aspects of value creation. An integrated report is a concise communication about how an organisation’s strategy, governance, performance and prospects, in the context of its external environment, lead to the creation of value in the short, medium and long term” (IIRC, 2020).

Sustainable development

Sustainable development refers to the long-term stability of the economy and the environment through the integration and acknowledgement of economic growth, environmental protections and social inclusion throughout the decision-making process (Emas, 2015). Sustainable development should be considered in the context of the UN Sustainable Development Goals (SDGs) (https://www.un.org/sustainabledevelopment/sustainable-development-goals/).

Fundamental principles

Ethical behaviour

Adhering to the principles of integrity, objectivity, professional behaviour, confidentiality and professional competence at all times. It includes drawing on personal values and the ability to act with honesty, integrity, accountability and trustworthiness to demonstrate moral and ethical behaviour in the business context and to protect the public interest.

Professional competence Having the necessary knowledge, skills and experience to provide quality deliverables (contributions, services, products and experiences)

Responsible leadership Displaying respect and courage, considering the future and focusing on creating sustainable value

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COMPETENCY LEVELS CAs at entry-level are expected to demonstrate competence at defined levels of proficiency. Four levels of proficiency (ranging from 1 (the lowest) to 4 (the highest)) are explained in this section and cover competency development from foundational to expert levels. The first three levels of proficiency (foundational, intermediate and advanced) are used in the competency framework. The expert level is achieved post-qualification.

A proficiency level is specified for each of the professional values and attitudes, enabling competencies and technical competencies. The competency framework defines levels of proficiency at entry level to the profession. Guidance documentation to academics and training officers provides further clarity on proficiency levels for competencies to be obtained during the education and training programmes. The academic guidance document also specifies proficiency levels for elements of technical competencies which should be achieved during the education programme, to reach the overall level of proficiency per technical competency as specified in the competency framework.

The proficiency levels are illustrated in the table below:

Levels

1

Foundational level of competence

2

Intermediate level of competence

3

Advanced level of competence

4

Expert level of competence

Professional values and attitudes

Proficiency levels are distinguished with reference to: (i) frequency and (ii) context

Display professional values and attitudes:

(i) Occasionally Always under specific circumstances

Always under all circumstances

Always under all circumstances

(ii) In a simple context with straightforward situations and/or circumstances

In an easily understood context with complexity limited to specific situations and/or circumstances

In a difficult context with complex situations and/or circumstances

In a demanding context with complex and ambiguous situations and/or circumstances

Enabling com

petencies

Proficiency levels are distinguished with reference to: (i) type of task, (ii) level of task understanding, (iii) knowledge and skills needed for task performance, (iv) dependencies and (v) guidance

Use enabling competencies during task performance:

(i) During task involvement

To initiate tasks and perform tasks on a preliminary /preparatory basis

To complete all steps in tasks

To facilitate high-level strategic impact from task performance:

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(ii) Displaying a basic level of task understanding (key ideas and principles)

Displaying an intermediate level of task understanding (detailed knowledge including some analysis/ evaluation)

Displaying an advanced level of task understanding (clear problem identification, thorough analysis /evaluation and useful recommendations are made)

Displaying an expert level of task understanding (unique insights on the strategic impact)

(iii) Using limited knowledge and skills needed to perform the task

Using multiple knowledge sources and skills in certain areas and limited in others to perform the task

Integrating multiple knowledge sources and skills in all areas, to perform a task

Integrating multiple knowledge sources and skills in all areas to perform tasks with strategic impact

(iv) Relying on own actions rather than through others

Relying on own actions complemented by actions of others for which limited or informal responsibility is carried

Relying on own actions complemented by actions of others for which formal responsibility is carried

Relying on own actions complemented by actions of others for which formal responsibility is carried and have strategic impact

(v) Obtaining frequent guidance

Obtaining limited guidance

Obtaining little or no guidance

Providing guidance rather than obtaining any guidance

Technical competencies

Proficiency levels are distinguished with reference to:(i) level of knowledge of the subject matter, (ii) level of application and (iii) problem solving to distinguish proficiency levels

Display technical competence by:

(i) Knowing the core / essence of the subject matter

Having a sound conceptual understanding of the subject matter

Having an in-depth knowledge and rigorous understanding of the subject matter

Having specialist knowledge of the subject matter

(ii) Applying the knowledge in simple to reasonably difficult situations

Applying the knowledge in difficult situations

Applying the knowledge in complex and integrated situations

Applying knowledge critically and creatively in complex, integrated and ambiguous situations that invite multiple interpretations

(iii) Recognising issues when encountered and seeking further depth / guidance

Dealing with issues and solving problems central to the topic

Performing tasks and solving problems with a high degree of rigour, exercising sound judgement

Leading a responsive decision-making process to solve problems and exercise sound judgement

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KEY CHANGES FROM THE 2013 SAICA COMPETENCY FRAMEWORK This (2019) competency framework uses business and its value creation process to address professional competence needs of SAICA’s widespread membership. CAs work in public practice, industry, the public sector, academia and more. Business (including all types of organisations in the private sector and the public sector) is the common theme in the roles and responsibilities of all CAs: – as auditors CAs have to understand their clients’ businesses; – CAs working as accountants or related roles in industry are directly involved in business; – CAs in the public sector work in organisations that operate as businesses with service

delivery as their core activity; – CA academics need to deliver graduates who meet employers’ expectations and these

include the ability to demonstrate knowledge and understanding of business; and – Self-employed CAs are active participants in their own businesses.

This competency framework was also developed to better align competence of CAs with the escalating complexity in the business environment, globalisation, digital disruption, and increased stakeholder demands, and to restore the public’s trust in the CA profession. As a result, this competency framework (referred in the table below as the 2019 competency framework) differs from the previous competency framework (referred in the table below as the 2013 competency framework). The table below illustrates the key changes:

Key change 2019

Competency framework

2013

Competency framework

Digital disruption Increased emphasis on digital competencies (digital acumen)

Limited coverage on digital competencies and no reference to emerging technologies

Value creation in a business context

Use value creation in business to frame technical competencies – thus breaking down the traditional disciplines’ silo-approach to presenting knowledge. Increased emphasis on business acumen

Traditional presentation of knowledge areas according to disciplines. Limited reference to business acumen and value creation. The concept of value creation is limited to integrated reporting as a topic. No reference is made to business acumen.

Ethics and citizenship Includes all spheres of ethics and citizenship

Only covered professional ethics with no reference to citizenship

Integrated thinking Emphasis on all elements of decision-making acumen, which includes integrated thinking

Fragmented approach followed, without identifying integrated thinking as key outcome for CAs

Historical looking versus forward looking

Emphasis on historical events Being more forward looking by considering trends and events that will influence value creation

Balance and integration between technical and non-technical competencies

Although the importance of technical competencies should not be diluted, non-technical competencies need to be integrated with technical competencies

Emphasis on technical competencies

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THE DEVELOPMENT OF THE SAICA COMPETENCY FRAMEWORK The SAICA competency framework was developed through three phases of research: focus group discussions, surveying SAICA members and face-to-face interviews. Focus group and interview participants included assurance providers, specialist auditors, executive management, futurists, academia, regulators, professional bodies and other prominent figures. Six focus groups were held, more than 3000 responses to the online survey were received, and 63 individuals were interviewed in depth.

COMPONENTS OF THE COMPETENCY FRAMEWORK: The competency framework is made up of the following components which in implementation are all integrated:

Icon Elements of the professional competencies

Ethically responsible leaders fulfilling their

social mandate by using integrated thinking to

create sustainable value

1. Professional values and attitudes

2. Enabling competencies

(defined as acumens)

3. Technical competencies in the value creation

process

Professional values and attitudes: These define professional behaviour and identify professional accountants as CAs, and as members of the CA profession. CAs draw on their personal and professional values and their ability to act with honesty, integrity, accountability and trustworthiness to demonstrate moral and ethical behaviour in the business context and to protect the public interest. By doing more than adhering to the rules of professional conduct, CAs are required at all times to uphold ethical principles and conduct themselves professionally in a manner that exemplifies and enhances the reputation of the CA profession. As lifelong learners, CAs maintain and develop their competence in order to adapt and work in an agile way to deal with complexities.

Enabling competencies: These are essential skills that influence the ways that CAs work, ways that they think, ways they are living in the world, and the tools that they use in the workplace. Enabling competencies are pervasive to a CA’s work and behaviour and are transversal, to be used effectively across different environments, functions and roles. Enabling competencies allow a CA to function as a competent professional accountant in business (seen as a digital environment), by displaying decision-making and relational acumens. The basis of enabling competencies is set during the education programme, while these are further built on with professional growth during the training programme, and which form the foundation for a strong life-long learning ethic.

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Technical competencies in the value creation process: CAs have always been renowned for their technical competence and the development of these competencies is a key aspect of the education programme. Technical competencies reflect the knowledge of CAs as professional accountants which enables them to deliver quality work in public practice, industry, the public sector, academia and more.

The aforementioned competencies are depicted in Figure 1 below:

CAs need to integrate all relevant competencies (professional values and attitudes, enabling competencies and technical competencies) to provide quality deliverables (inputs, services, products and experiences) on a wide range of inputs, activities and outputs that lead to outcomes in an organisation’s value creation process. This requires integrated thinking (also presented as an enabling competency below) to achieve viable solutions whilst considering all alternatives, by obtaining a broader understanding of an issue, creating a design or formulating a plan etc.

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This integrated thinking concept is illustrated in Figure 2 above:

A glossary of key terms related to this competency framework is provided in Appendix A.

OUTCOME OF THE COMPETENCY FRAMEWORK In achieving professional competence, CAs are expected to display professional values and attitudes, and for each area (inputs, business processes, outputs leading to outcomes) be able to integrate relevant acumens and technical competencies. In addition, such integration should be done within, between and across areas.

The outcome of effective integration of professional competencies manifests as CAs having the potential to be responsible leaders who behave ethically and create sustainable value for a wide range of stakeholders within an organisational context. With their ability to display integrated thinking, CAs are then able to interpret, analyse and evaluate financial and non-financial information, thus influencing others, and together making impactful decisions, and thereby contributing meaningfully to society.

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PROFESSIONAL VALUES AND ATTITUDES Professional values and attitudes are defined as the professional behaviour and characteristics that identify CAs as members of the CA profession (IFAC, 2017).

PROFESSIONAL VALUES AND ATTITUDES ELEMENTS Proficiency LEVELS

I

Ethics, values and attitudes I1 Personal ethics I2 Business ethics

I3 Professional ethics II Lifelong learning, values and

attitudes II1 Self-development

II2 Adaptive mind set and agility

III Citizenship, values and attitudes III1 Personal citizen

III2 Business citizen III3 Professional citizen

III4 Global citizen

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ENABLING COMPETENCIES Enabling competencies demonstrate the essential skills that influence ways that CAs work, ways that they think and tools that they use in the workplace. These comprise business, decision-making, relational and digital acumens. Acumen is defined as “the ability to judge well; keen discernment, insight” (Collins English Dictionary, 2008). These acumens are necessary qualities of a CA, enabling the performance of his/her work in the value creation process.

ACUMENS ELEMENTS Proficiency LEVELS

Z Business acumen

Z1 Business internal environment

Z2 Business external environment Z3 Innovation and creativity

Y Decision-making acumen

Y1 Analytical/critical thinking Y2 Integrated thinking

Y3 Problem solving Y4 Judgement and decision-making

Y5 Professional scepticism

X Relational acumen

X1 Communication skills

X2 Leadership skills X3 People skills

X4 Relationship-building skills X5 Teamwork

X6 Self-management

X7 Managing others X8 Emotional intelligence

W Digital acumen

W1 Data knowledge and strategy

W2 Data analytics

W3 Cognitive and non-cognitive computing systems

W4 New developments and protocols

W5 Cyber security W6 User competencies

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TECHNICAL COMPETENCIES IN THE VALUE CREATION PROCESS Technical competence is defined as the ability to apply technical competencies (the content that makes up the subject of accountancy, as well as other business disciplines that together constitute the essential body of knowledge for CAs) and to perform a role to a defined standard. Technical competencies in the value creation process are categorized into six areas (1 strategy and governance, 2 stewardship of capitals, 3 decision-making, 4 reporting, 5 compliance and 6 assurance and related services) and these are displayed in Figure 3.

This competency framework uses an organisation’s value creation process as its frame for technical competencies. Such a process requires that the organisation adopts a business model for transforming inputs through business activities into outputs that lead to outcomes and aims that fulfil its strategic purpose and create sustainable value over the short, medium and long term (King IV, 2016). The organisation draws on various capitals (financial, manufactured, intellectual, human, social and relationship, and natural) as inputs and, through its business activities, these are converted to outputs which lead to outcomes (IIRC, 2013). Inputs: These relate to the capitals on which the organisation depends, or that differentiate it and are seen to be material to understanding the robustness and resilience of the organisation’s business model (IIRC, 2013). The organisation’s strategy, providing a sense of identity and

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general direction, drives its business model. The CA as a professional accountant provides insights and impactful decisions that influence the organisation’s short, medium and long term strategic objectives, and which culminate in the organisation’s business model. Those charged with governance have ultimate responsibility for how the organisation’s strategy, governance and performance lead to value creation over time (IIRC, 2013). The organisation’s strategy is achieved through implementing resource allocation plans (IIRC, 2013). For purpose of this framework, technical competencies on INPUTS comprises of STRATEGY AND GOVERNANCE matters to create sustainable value, including the organisation’s governance model, its business strategy, its business model and finance strategy, and also by taking into account tax planning matters.

Business activities: Capitals (stocks of value) on which the organisation depends to be successful are increased, decreased or transformed through its business activities (IIRC, 2013). CAs, as professional accountants with the ability to interpret, analyse and evaluate financial and non-financial information, ideally position themselves to influence decision-making affecting the organisation’s business activities, impacting, for example, how the organisation differentiates itself in the marketplace, generates income, approaches the need to innovate and to adapt to change. For purpose of this framework technical competencies on BUSINESS ACTIVITIES comprises of STEWARDSHIP OF CAPITALS (reporting fundamentals, business systems and processes, and risk management and control) and DECISION-MAKING to increase, decrease or transform capitals. The latter includes performance measurement for decision-making by management and other internal users of financial information, financing decisions, investment decisions, the use of derivatives, business valuation, performance management systems, decisions on financially troubled businesses, as well as related tax law implications.

Outputs leading to outcomes: Stakeholders are informed on the organisation’s outputs (e.g., financial position and performance, products and services) leading to outcomes (e.g., tax payments, net increase/decrease in the capitals) (IIRC, 2013). Various communications (for example integrated reports, financial statements, and tax returns) are used for this purpose. With his/her knowledge of financial and non-financial reporting standards, auditing standards, laws and regulations, the CA as a professional accountant is a key role player in reporting, assurance and compliance processes. For purpose of this framework technical competencies on OUTPUTS leading to OUTCOMES comprises REPORTING on value creation which includes performance measurement for external users of general purpose financial statements for non-specialised profit orientated entities, public sector entities and other not-for-profit entities. Technical competencies on COMPLIANCE addresses tax governance and laws and regulations. For ASSURANCE AND RELATED SERVICES, the technical competencies comprise concepts and principles of assurance engagements, audits of historical financial statements for non-specialised profit orientated entities, public sector entities, other not-for-profit entities, other assurance services and other related services.

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TECHNICAL COMPETENCIES

AREA SUB-CATEGORY LEVELS

INPUTS

A

Strategy and governance to create sustainable value

A1 Governance model A2 Business strategy

A3 Aligning the business model with the business strategy

A4 Finance strategy

A5 Tax planning

BUSINESS ACTIVITIES

B

Stewardship of capitals: business processes and risk management

B1 Reporting fundamentals

B2 Business systems and processes

B3 Risk management and control

C

Decision-making to increase, decrease or transform capitals

C1 Performance measurement for decision-making by management and other internal users of financial information

C2 Financing decisions

C3 Investment decisions

C4 Use of derivatives C5 Business valuation

C6 Performance management systems

C7 Financially troubled businesses

C8 Tax law implications

OUTPUTS LEADING TO OUTCOMES

D Reporting on value creation

D1

Performance measurement for investors, creditors and other external users of general purpose financial statements for non-specialised profit orientated entities

D2 Performance measurement for external users of general purpose financial statements for public sector entities

D3 Performance measurement for investors, creditors and other external users of financial statements for other not-for-profit entities

E Compliance E1 Tax governance

E2 Laws and regulations

F Assurance and related services F1 Concepts and principles of assurance

engagements

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F2 Audits of historical financial statements of a non-specialised profit orientated entity

F3 Audits of historical financial statements of a public sector entities

F4 Audits of historical financial statements of other not-for-profit entities

F5 Other assurance services

F6 Other related services

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APPENDIX A

GLOSSARY OF TERMS Acumen

Acumen is defined as “the ability to judge well; keen discernment, insight” (Collins dictionary)

Agility

The ability to reassess the needs of the situation being dealt with and to respond and adapt quickly and easily

Attitude

Attitude is the pervasive way a CA thinks and feels about being a professional accountant, the profession, business and life

Artificial intelligence

Artificial intelligence is the simulation of human intelligence through expert computer systems to perform tasks/processes previously requiring human intelligence

Big data

Big data refers to extremely large computer-generated data sets, and characterised by the volume, variety, velocity, veracity and value of data being created/generated through new and powerful computational resources to reveal patterns, trends, and associations not previously discernible

Blockchain

Blockchain is a type of distributed ledger, functioning as a decentralised database, for maintaining a permanent and tamper-proof record of transactional data. It is a system in which the records of transactions made, for example, in bitcoin or other cryptocurrencies are maintained across several computers belonging to a peer-to-peer network. Each of the computers in the network maintains a copy of the ledger to prevent a single point of failure, and all copies are updated and validated simultaneously

Business acumen

The ability to make quick, correct and/or focused strategic decisions and good judgements in a business or business division

Business model

A business model is the conceptual structure supporting the viability of a business, including its purpose, its goals and its ongoing plans for achieving them. A business model reflects how an organisation fulfils its purpose

Citizenship

Citizenship is the recognition that an individual or organisation has responsibilities to the community in which he/she/it functions, including the need to demonstrate a responsive, valuing and tolerant approach to cultural diversity and individual differences Business citizenship acknowledges the organisation’s social, cultural and environmental responsibilities to the community in which it seeks a licence to operate, as well as economic and financial responsibilities to its shareholders or immediate stakeholders in order to establish, and maintain, sustainable success for the organisation and as a result of that success, to achieve long term sustainable success for the community at large

Cognitive computing systems

Cognitive computing systems use computerised models to simulate human cognition processes by synthesizing data from various information sources (and includes weighing context and conflicting evidence), to find solutions in complex situations

Cyber security

Cyber security protects computers, servers, networks, programs and data from malicious attacks, damage and/or unauthorised access

Data modelling Data modelling is the analysis of data objects and their relationships to other data objects Decision-making acumen

The ability to make quick and correct/effective decisions by selecting a course of action from numerous alternatives in order to arrive at an optimal solution for a given problem in a particular situation

Digital acumen

Digital acumen is the ability to keep abreast of the rapid changes in the area of information technology so as to be able to use it competently in the workplace

Ethics

Personal ethics refers to ethical principles and values applied by an individual to decision-making, conduct and interaction between the self and others. Business ethics refers to the ethical principles and values applied by the organisation to decision-making, conduct and the relationship between the organisation, its stakeholders and society (King IV). Professional ethics refers to the fundamental ethical principles and values applied by a professional CA to decision-making, conduct and the relationship between the professional, its stakeholders and society

Integrated thinking At an individual level integrated thinking is, synthesis and sense-making of ideas and information from a variety of sources to create a design, formulate a plan, arrive at a viable solution to a problem, obtain a broader understanding of an issue etc. CAs use

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integrated thinking for the interpretation, analysis and evaluation of financial and non-financial information for impactful decision-making. In an organisation’s value creation process, integrated thinking is done during active consideration of relationships between various operating and functional units of an organisation and the capitals that are affected or used (IoDSA, 2016 King IV). CAs then have to always display professional values and attitudes whilst thinking about value creation in an integrated manner. This entails integrating enabling competencies with technical competencies Such integrated thinking is done during active consideration of relationships between various operating and functional units of an organisation and the capitals that are affected or used. Integrated thinking requires CAs to always display professional values and attitudes whilst thinking about value creation in an integrated manner. This entails integrating enabling competencies with technical competencies.

Integrity Acting ethically and honestly; carrying out work with an objective frame of mind and maintaining independence from related parties both in fact and appearance

Internet of Things The Internet of Things is a network of interrelated computing devices, mechanical and/or digital machines, appliances, and other equipment and objects equipped with computer chips and sensors that enable them to send and receive data through the Internet

Machine learning

Machine learning is a branch of artificial intelligence that provides systems with the ability to automatically learn and improve from experience, without being explicitly programmed to do so

Non-specialised entities

Entities that are not defined as specialised

Robotic process automation

Robotic process automation refers to the use of software with artificial intelligence and machine learning capabilities to perform high-volume, repeatable tasks that were previously performed by humans

Relational acumen Relational acumen is defined as the “art of developing relationships” (Churchley, Neufeld, Purvey, 2013). It is the ability to develop, maintain and adapt relationships and stakeholder networks to ensure facilitation of required action; the delivery of relevant feedback and the development of relational trust

Responsible leadership

Leadership encompasses the competencies required to collaborate with others and inspire teams to achieve organizational goals

Specialised entities

The following entities are considered to be specialised and are excluded from all professional competencies in this competency framework:

- Agriculture - Cooperatives - Collective investments

The following entities are considered to be specialised and are excluded from technical competencies discussed in sections D and F in this competency framework:

- Banking and financial institutions - Insurance companies - Medical aid funds - Mineral resources - Pension funds - Retirement funds - Service concessions

Sustainable development goals (SDGs)

The scheme to achieve a more sustainable future for all, addressing global challenges such as those related to poverty, inequality, climate change, environmental degradation, peace and justice (https://www.un.org/sustainabledevelopment/sustainable-development-goals/)

Values

Values are the guiding principles used by a CA in formulating his/her judgement of what is important in the profession, business and life

Value creation “Value created by an organization over time manifests itself in increases, decreases or transformations of the capitals caused by the organization’s business activities and outputs. That value has two interrelated aspects – value created for:

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• The organization itself, which enables financial returns to the providers of financial capital • Others (i.e., stakeholders and society at large)” (The International <IR> Framework 2013:10)