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Use our pre-eminent brand and
reputation to influence the market

ACCA has provided me with a fantastic career.

Alan Johnson FCCA Non-executive director and IFAC Board member

A world of opportunity opened up for Alan Johnson when he chose to become an ACCA member.

In a career that has spanned decades in high level roles, he has taken on challenges in eight different countries and worked on three continents, absorbing new cultures, discovering new perspectives on life, and simply enjoying what he calls 'a fantastic career'.

Now as ACCA’s nominee on the Board of the International Federation of Accountants (IFAC), he’s helping to shape the future for the entire profession, bringing to the role a wealth of experience gleaned in a career that has taken him to the top of his profession, to places he never expected.

'ACCA has provided me with a fantastic career, where I’ve been able to develop and refine a whole host of business, leadership and influencing skills that I can now call on.'

'I’m focused on giving back, including to the profession that’s given me so many opportunities.'

ACCA membership helped pave the way for his progress at global brand Unilever, taking him to CFO of the global foods business and then Chief Audit Executive advising the board and executive management on governance, risk, and controls.

And it’s taken him around the world.

'The exposure that’s given me to different cultures, perspectives and thought has enriched my life,' he says.

'It’s made me internationally minded and versatile in ways I could never have imagined when I first qualified.'

  • What this means in practice:

    We aim to lead the profession in demonstrating the value professional accountants bring to society, which also relies on a strong, visible and credible brand.

  • Strategic measure: 

    Brand power, assessed through ten elements covering brand awareness, brand stature, brand reputation and global market share.

  • Why we use this measure: 

    It gives us a rounded picture of brand resilience and impact across our main stakeholder groups.

Measure
Actuals Targets

2013/14

2014/15

2015/16

2016/17

2016/17

2017/18

Members who’ve recommended ACCA†

60% 

60.6%

57.5%

60.2%

62%

63%*

Students who’ve recommended ACCA†

N/A

70.0%

71.1%

74.2%

71.5%

75%*

Affiliates who’ve recommended ACCA†
N/A


64.0%

65.4%

67.7%

66%

69%*

Approved Learning Providers recommending ACCA as first choice†

86.5%

90.3%

91.2%

89.1%

86%

90%

Key employers preferring to recruit and train ACCA members†

46%

44.0%

35%

39.2%

48%

40%

Members, students and affiliates agreeing ACCA is a visionary brand†

N/A

72.3%

71.1%

75.5%

73%

77%*

Members, students and affiliates agreeing ACCA champions the profession†

66.7%

70.0%

68.9%

71.5%

71%

73%*

Members agreeing ACCA promotes public value†

66.8%

67.5%

67.2%

70.9%

69.5% 73%*
Employers believing ACCA provides relevant skills for their business†

N/A

84.0%

88%

92%

86%

90%

Share of total members of ACCA, ICAEW, AICPA, CIMA and CPA Australia

18.4%

19.0%

19.5%

20.1%

19.5%

20.5%

OVERALL BRAND POWER
N/A

80% of elements

80% of elements

80% achieved

80% target

80% achieved

† survey measures are judged achieved if within +/- 1.5% of the target to allow for accepted survey variations. Member results based on  8,929 members surveyed globally; student results based on 17,752 students surveyed globally; employer results based on 622 employers  surveyed globally; learning providers results based on 276 providers surveyed globally.

* because of above target performance this year, our 2017-18 target has been restated upwards.

  • Key factors driving this performance:

    The strong improvement we’ve seen in sentiment from members, students and affiliates has pushed up all of our direct customer survey measures by a minimum of 3% (for all groups agreeing that ACCA shapes the agenda of the accountancy profession) and a maximum of 5.5% (for members who’ve recommended ACCA in the past 12 months). While this last element is still below our target for the year, we’re pleased with such a strong improvement.

    Ninety-two per cent of employers told us that they believe ACCA provides relevant skills for their business –the highest score in recent years. However, because all our research shows that employers are increasingly not preferring specific recognised qualifications, promoting the brand value of ACCA to this group will be increasingly important. In retrospect, our target of 48% of key employers preferring to recruit and train ACCAs – set before we received our prior year result of 35% –  was overly optimistic. We nevertheless saw a 4.2% increase here, year on year.

Our ability to lead is driven by these areas of focus:

  • Delivering and enhancing the brand recognition of ACCA: 

    Innovative new additions to the ACCA Qualifications are designed to equip members with the skills they need for the 21st century. 

    They include:

    • Strategic Business Leader (from September 2018) - an innovative case study exam which provides the skills and technical expertise required by modern business, where decisions need to be made, measured and effectively communicated to all stakeholders.
    • Strategic Business Reporting (introduced from September 2018) – an enhanced exam which will deliver the vital skills needed to communicate the implications of transactions and reporting. 
    • A new Ethics and Professional Skills module (introduced from October 2017) - the first of its kind, an interactive learning experience focused on developing the complete range of vital skills employers now seek.

    Detailed information on all these changes can be found at: accaglobal.com/thefuture.

  • Promoting the value of an accountancy profession that is global but also responsive to national and regional needs:

    We have forged a number of important new partnerships. They include a new strategic alliance with Chartered Accountants Australia and New Zealand, and a reciprocal strategic pathway agreement with the Turkish professional accountancy body, TURMӦB.

    Further strategic partnership agreements are with:

    • the Shanghai National Accounting Institute, which will help support the development of a national management accountancy competency framework
    • the Instituto de Censores Jurados de Cuentas de España (ICJCE), the main national accountancy body in Spain
    • the Institute of Certified Public Accountants of Kenya (ICPAK)
    • the Egyptian Society of Accountants and Auditors.

    Our new permanent ACCA office in Turkey brings our network of offices and centres to 101.

  • Strengthening relationships with governments, regulators and multilateral agencies: 

    Our voice continues to be heard around the world.

    • European Commission: ACCA is the only UK-based body represented on the EC’s influential new VAT expert group. We provided advice on the drafting of the non-mandatory guidelines for the EU non-financial reporting directive.
    • OECD:  We took part in the OECD’s public consulation on BEPS. ACCA called for recognition of the impact on smaller business. 
    • UK Government: ACCA continues to be a distinctive voice on UK policy isses. We provided the Secretariat for the new All-Party Parliamentary Group (APPG) for International Trade and Investment, and were invited to present to the APPGs on ADR (Alternative Dispute Resolution) and Social Mobility, as a leader in these fields.
    • UNCTAD: we presented at the 14th session of the United Nations Conference on Trade and Development (UNCTAD) in Kenya, on sustainability reporting and how e-learning can accelerate skills development. 
    • UN PRI: ACCA experts presented at the 10th anniversary of the United Nations Principles for Responsible Investment in Singapore.
  • Working to ensure ACCA is the international leader in contributing to capacity building:  

    ACCA is involved in a number of projects around the world.

    In Ethiopia we supported the development of the national body ABBE through technical workshops and conferences. And in Indonesia, we’re helping to develop central government finance capacity through specialist ACCA qualifications.

    We won a major IFAC and UK Government project to help develop the profession in Rwanda with the Institute of Chartered Accountants of Rwanda (iCPAR). And in sub-Saharan Africa, we won a joint bid with the Institute of Certified Public Accountants of Kenya (ICPAK) to support the technology needs of national bodies, focusing on Ghana, Rwanda and Uganda.

  • Maintaining and enhancing educational recognition:

    ACCA became the first UK chartered body to achieve End-Point Assessment Organisation status for the new UK Trailblazer Apprenticeship scheme in Professional Accounting/Taxation Technician.

  • Delivering a superior programme of Professional Insights, tailored to local needs and with public value at their core:

    • We published 30 Professional Insights reports last year, including three major global reports under our new Professional Accountants – the future series. They can be found on our new Professional Insights hub.
    • We also launched our Professional Insights App. It coincided with our annual Accounting for the Future online conference, attended by a record audience
    • As part of our work on culture and governance we produced a culture check tool and advice for aspiring NEDS, through ACCA Careers. 
    • And we responded to 67 separate policy consultations.