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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 is a wide-ranging index which assesses how engaged and fulfilled our employees are and enables us to identify those drivers which are likely to affect their contentment and motivation. This is also a widely used framework for assessing employee engagement which means we can benchmark our performance against leading employers.

Five year performance


 

Actuals

Targets

 

2013/14

2014/15

2015/16

2016/17

2017/18

2017/18

2018/19

Best Companies employee engagement score

646.2

(One to  Watch  status)

643.8

(One to  Watch  status)

649.5

(One to  Watch  status)

654.3

(One to  Watch  status)

666.1
(One Star 
Status)

659.5

(One
Star
status)

659.5

(One
Star
status)

 

 

 

 

 

 

Achieved

 

Based on 84.4% global response rate.

We’ve seen another increase in engagement across the organisation this year, meaning we achieved our target of One Star status on the Best Companies index, with our largest increase (11.8 points) to date. Six of the eight work factors the survey measures improved, with Personal Growth showing no change and My Team dropping by one percentage point. We aim to maintain and build on this level of engagement in the coming year.

In 2018-19, we’ll be continuing to focus on Leadership – setting the tone from the top, inspiring, focusing and connecting employees to achieve our priority for the year and our Strategy to 2020. The second focus is on people management, with exciting developments in people manager development and recognition coming in the new financial year. We believe this focus will also support stronger employee wellbeing, collaboration and personal growth.

Employees

61% Female 39% Male

Leadership*

55% Female 45% Male

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

UK gender pay gap

The Equality Act 2010 (Gender Pay Gap Information) Regulations 2017 require relevant UK employers with 250 or more employees to publish information on their gender pay gap. Although ACCA does not fall into the category of UK employers required to publish their gender pay gap, we welcomed the opportunity to voluntarily report and we published this figures for the first time this year as a visible sign of our commitment to equality and diversity.

At the snapshot date of 5 April 2017, ACCA’s mean gender pay gap was 8.8% (compared to the UK national mean of 17.4%) and ACCA’s median pay gap was 9.3% (compared to a UK national median of 18.4%). Whilst our gender pay gap is favourable compared to the UK’s national statistic, we recognise that the reasons behind any gender pay gap need to be understood and that it may be possible to reduce our gender pay gap by undertaking specific actions.

ACCA also operates an annual merit award, which would be considered a ‘bonus’ under the regulations. In the snapshot reference year, female employees received higher bonuses, on average, than male employees, as indicated by ACCA’s mean gender bonus gap of -6.5% and ACCA’s median gender bonus gap of -12.0%. The proportion of males (70%) and females (72%) in receipt of a merit award were broadly similar and we are confident that our merit award programme provides equal opportunity to both genders. Our full gender pay report can be accessed here.

Modern Slavery Act commitment

We are committed to acting ethically and with integrity in all our business dealings and relationships. We act on this commitment by implementing and enforcing effective systems and controls to ensure that modern slavery is not taking place in our organisation or in any of our supply chains.

We expect the same high standards from our suppliers, contractors and other business partners and as part of our contracting process we include prohibitions against the use of forced, compulsory or trafficked labour or anyone held in slavery or servitude. We expect that our suppliers will hold their own suppliers to the same high standards.

Our Executive team has overall accountability for ensuring that our organisation complies with this policy and for monitoring its use and effectiveness, as well as the auditing of internal control systems and procedures.

Customer-centred solutions

  • Strategic measure applied:

    A basket of customer service measures (calls answered within 20 seconds, call abandonment rate, emails answered within two days, 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
2013/142014/152015/162016/172017/182017/182018/19
Customer experience SLAN/A97%87%88%96%80%80%
Achieved

Our performance reflects our continued investment in strong customer service, as a key underlying component of satisfaction.

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

2013/14

2014/15

2015/16

2016/17

2017/18

2017/18

2018/19 

Cost per student and member

£246

£254

£260

£247

£265

£267

£263

 

 

 

 

 

 

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

 

2013/14

2014/15

2015/16

2016/17

2017/18

2017/18

2018/19

Digital experience SLAs

N/A

N/A100%91%

100%

80%80%

 

 

 

 

 

 

Achieved

 

During the year, we’ve continued to strengthen our digital offerings, investing in new capabilities and making small but significant improvements to digital services (such as enabling members and students to automatically print letters of good standing). We are also allocating a significant portion of our strategic investment fund to create a set of customer journeys that will inform the development of blended customer innovations across our website, online services and apps.

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