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Performance

Our Capabilities

People: high performing people motivated to deliver our strategy

  • Strategic measure applied:

    Best Companies employee engagement index.

  • Why we use this measure:

    It’s a wide-ranging index which assesses how engaged and fulfilled our employees are and enables us to identify those drivers which have the greatest impact on their contentment and motivation. Because it is also a widely used framework for assessing employee engagement, it means we can benchmark our performance against other employers.

Five year performance

 

Actuals

Targets

 

2012/13

2013/14

2014/15

2015/16

2016/17

2016/17

2017/18

Best Companies employee engagement score

652.5

646.2

643.8

649.5

654.3

659.5

(One

Star

status)

659.5

(One

Star

status)

 

 

 

 

 

 

Target not achieved

 

based on 86.4% global response response rate.

We moved our overall engagement score up by nearly five points to 654.3 – which is a 10 point improvement across two successive years – and therefore continue to make steady progress to our goal of reaching One Star status. It’s pleasing that the key areas we’ve focused on improving over the past 12 months – such as perceptions of leadership and management– have seen real progress.

  • 2016 results highlights

    • Our response rate of 86.4% is our best ever - nearly 20% higher than Best Companies average response for mid-sized companies. 
    • Overall managerial engagement has improved, especially at frontline manager level.
    • People at all levels say they’re excited about where ACCA is heading. How our leadership team is perceived has also shown strong improvement. 
    • We’re increasingly seen as an organisation that ‘gives back’. ACCA scored above the benchmark on making a difference to the world we live in. Our people see and feel our commitment to public value.
  • 2016 results lowlights

    • We made progress during 2016, but could still collaborate better across ACCA. Well-being remains a concern. However our people seem to be feeling a little more resilient than last year.

Actions in 2017-18

In 2017-18, we'll focus on:

  1. improving the transparency and fairness of our reward strategy.
  2. building a more collaborative culture.
  3. strengthening our people management capability, with new objectives for leaders and managers
  4. being more disciplined in our focus to improve wellbeing
  5. living our core values, role modelling the right behaviours and empowering others.

Employees

61% Female 39% Male

We’ll continue to strengthen our leadership and management capability. More disciplined planning will help enhance well-being, and our reward strategy will become more transparent and fair.

Through this combined emphasis, we’re aiming to deliver even stronger progress for our members and other stakeholders next year.

Leadership*

56% Female 44% Male

*Executive Team and their direct reports (33 most senior employees)

Customer-centred solutions

  • Strategic measure applied:

    A basket of customer service measures (calls answered within 20 seconds, call abandonment rate, emails answered within 24 hours, web chats picked up within 30 seconds, web chat abandonment, online applications processed within three days, year-on-year improvement applications completed, member customer experience, student customer experience) which provides a rounded picture of overall customer service.

Five year performance

ActualsTargets
2012/132013/142014/152015/162016/172016/172017/18
Customer experience SLAN/AN/A97%87%88%80%80%
Achieved

Operational excellence across all aspects of our operations

  • Strategic measure applied: 

    Operating costs per student and member against benchmark, which shows the cost effectiveness of our service, compared to key competitors, and is taken as a proxy for the efficiency of our operations as a whole.

Five year performance

 

Actuals

Targets

2012/13

2013/14

2014/15

2015/16

2016/17

2016/17

2017/18 

Cost per student and member

£240

£246

£254

£260

£247

£249

£271

 

 

 

 

 

 

Achieved

 

Flexible delivery: digitally-enabled and flexible delivery that is responsive to evolving customer needs

  • Strategic measure applied: 

    66% of digital experience SLA (a basket of measures comprising website availability, website response time and digital customer satisfaction), which provides time and quality metrics on our main digital services.

Five year performance


 

Actuals

Targets

Digital experience SLA

2012/13

2013/14

2014/15

2015/16

2016/17

2016/17

2017/18

 

N/A

N/A

N/A

100%

91%

80%

80%

Achieved

Commentary on customer centred solutions, operational excellence and flexible delivery:

Our members and students deserve a responsive, high quality customer service. We’ve worked on that and made improvements.

  • Our new Customer Engagement Centre tool gives our customer service teams access to unprecedented levels of information, enabling a higher level of customer care.
  • We’ve transformed our digital offering. Our new members’ site – co-created and tested by members – is now integrated into www.accaglobal.com.
  • Our new exam entry online booking system enables students in eligible countries to book computer-based exams.
  • A new operational centre in Scotland brings all our core global operations in one, modern location.
  • We have introduced geographic based flexible pricing for students in Nigeria, Kenya, Zambia, Pakistan and Bangladesh.