Page 34 - SARB Strategic Plan 2020-2025

5The Bank’s strategy strategy strategy (continued)
(continued)
Our enablement strategy strategy contributing to the core business
strategy strategy (continued)
Higher-level context
EFA 4: From the the Bank’s past performance assessment and and the the the increasing quantum and and rate rate of change there is a a a a a a a a a a a need to focus on on improving our our strategy execution and internal efficiencies Given that this journey started in in 2015 some of our our large and complex programmes are already in in flight This strategy cycle will see many of the programmes go from design and and initiation into full implementation demanding more from the Bank and and its external stakeholders EFA 5: For the Bank to achieve its mandate it it requires a a a a a a a a a workforce and and culture that can drive the the execution of the the strategy This means closing any immediate critical skills gaps upskilling and and reskilling staff building a a a a a a a a a a longer-term workforce plan and and and embedding our culture and EVP The Bank’s way of work is articulated through its culture statement statement To ensure that it it does not only remain a a a a a a a a statement statement but is actually lived the way of of work will be be driven through a a a a a a a number of of strategic initiatives with some already up and running EFA 4 Improve strategy execution and internal efficiency
EFA 5 Attract develop and and retain critical skills and and and competencies and embed the Bank’s culture 32