Relevance to members and stakeholders

• Training events and products reassessed to focus on core technical skills, and major conferences re-designed to maximise value for money for members
• A comprehensive suite of electronic tools developed, including DVDs, CDs and interactive website guidance
• Training events sold out across a wide range of areas, including audit, financial reporting and tax.

Fit for the future

• Work processes analysed across every division, aimed at increasing operational efficiency and staff accountability
• Purchase and refurbishment of new premises at 33 Erskine Street, Sydney to meet the needs of a growing membership.

Leadership and competitive positioning

• Drove crucial improvements to Division 7A (of the Income Tax Assessment Act 1936) and helped ensure key amendments to the Simpler Regulatory System Bill
• For large businesses, influenced government to remove income ceiling on the same business test and to capital gains tax amendments for non-residents
• Extensive input into the government's Better Superannuation legislation
• Leadership activities included a sustained campaign to highlight the issues around differential auditing (or different assurance alternatives), including a stakeholder forum, academic paper and white paper.

Growth to ensure a sustainable future

• Chartered Accountants Program candidate enrolments increased and candidate satisfaction figures were higher than ever
• Record attendances at careers marketing events, which promote Chartered Accounting as a career to high school and university students and key influencers.

People and culture

• Employee surveys revealed high levels of job satisfaction and organisational commitment among Institute staff
• The Institute continued to promote a staff culture, underpinned by five key values: teamwork, honesty, innovation, respect and delivering.

Global positioning

• A key role in developing the strategic direction of the Global Accounting Alliance (GAA).