Archives For ACCA


By Mark Cornell, market director – Western Europe and North America, ACCA

This week, we launch a new ad campaign called “Aspire to Lead

With posters in London Underground stations (Holborn and Euston for example) and online, we’re shouting loud about the value of accountancy and finance professionals to business.

We have real accountants in the ads – yes, real ones – who have agreed to be the stars of a campaign that illustrates accountancy is a great career choice. They – and we – believe that training to be an accountant gives you the skills, knowledge and strategic insights to climb the career ladder in many sectors, in many countries.

The “skills” word has come up in the news a lot recently – from Barclays CEO Anthony Jenkins in the Sunday Times, to Travelodge’s Chief Executive Peter Gowers, and Dame Pauline Neville Jones from Business in the Community talking about skills on BBC Radio 4’s Broadcasting House recently.

These business leaders expressed concern about whether schools were equipping young people with the ‘life skills’ they need for employability. They said there are still basic gaps in literacy and numeracy and so young people seemingly lack the essential “skills of everyday life”.  Gowers said he has to train apprentices and young staff on how to shake hands, and get eye contact. They were echoing Jenkins’ comments in the Sunday Times, where he said the UK is in danger of having a nation of awkward teens – unable to shake hands and get eye contact.

Helen Brand OBE, ACCA’s Chief Executive, wrote recently in City AM that the lack of soft skills can affect the bottom line, and that we need to see younger people as assets to business.

With the right training, development and mentoring – and perhaps a smattering of natural talent – young people can reach their aspirations to become confident leaders.

The leadership equation

Relevance is also part of this leadership equation. ACCA has always believed in providing a qualification that is relevant to today’s business market, providing accountants and finance leaders that the world needs.

This is why the ACCA Qualification not only covers the technical skills such as taxation and audit, but also management accounting and performance management. And there’s also a soft skills module which all ACCA members can now complete an optional professional skills module during their studies. This includes two modules – Communicating Effectively and also Working Relationships.

As a parent myself, perhaps we’re a bit too hard on youngsters – we’re expecting them to hit the working ground running; we tend to forget that these digital natives are ahead of the curve when it comes to exploiting technology, and this is a definite skills-set business needs.

I know from personal experience, starting as an apprenticeship with BT, just how important it is to not only learn the technical skills to do your job, but also to develop communication skills.

Starting at an apprenticeship level you have to prove you have the all-round ability to rise through the ranks and become a leader. Being a leader is about more than just knowing your job. It’s about being able to communicate effectively with everyone, regardless of their level. Being able to negotiate, being able to inspire confidence in those around you and motivate them.

Apprenticeships are a hugely important route in to the workforce and over the past decade we’ve seen a huge rise in the number of businesses offering apprentice-level training in finance. This has opened the profession up to talented individuals who may not be able to afford to go to university, or who are put off by the ever increasing amount of debt that today’s graduates are carrying. We believe that is a hugely positive thing. ACCA has always believed that becoming a finance professional is about ability and dedication, not ability to pay for a degree.

So for those aspiring to lead, what does the future hold? Previous research from ACCA and IMA called Future Pathways to Finance Leadership revealed that to get ahead, the CFO of the future needs to understand and handle risk, have strategic insights, be tech and data savvy, be prepared to be an excellent deal maker and possess excellent leadership skills, communication skills, strategic skills and change management skills. They need to be The Complete Package.

It’s clear our Aspire to Lead stars have these skills in abundance. They also prove that ACCA members are plying their knowledge and (soft) skills in every sector across most markets across the globe – from traditional accountancy practices, to the Big 4 to oil and gas to technology, to corporate and financial services and of course in the public sector.

I’d love to hear what you think about leadership and meeting aspirations. Leave your views in the comment section below this blog, and I hope you see our ads soon.

The Collaboration (C) – Suite

accapr —  18 December 2014 — 1 Comment

Jamie Lyon NEW PHOTO

By Jamie Lyon, head of corporate sector, ACCA

Collaboration, collaboration, collaboration should be the new mantra for corporate evangelists. Speaking at our Asia CFO summit last week, I had the temerity to suggest that finance had to up its game in working cross-functionally, and that future business growth was dependant on greater collaboration between the CFO function and the rest of the executive team. In a customer focused and digital knowledge economy, collaboration is king to evolving the business model, realigning operational processes and mining (in particular) the enterprises’ intellectual capital to create value. Consider one of today’s most prized enterprise assets – data. Today, there are countless examples of savvy enterprises who continue to invest in breakthrough technologies to leverage the power of the data at their disposal. Yet we also know that many enterprises still aspire to a single source of data truth. Functional responsibilities continue to blur in the great data debate, and the unspoken question at the C Suite table remains this: who takes ownership or leads the enterprise wide agenda in this critical asset class?

I am duty bound to say the CFO function has an outstanding case to take the leadership role here. The CFO is the steward of corporate value, the keeper of the purse strings, and it is they who must primarily drive required enterprise ROI. But in today’s connected environment, understanding and leveraging the value of enterprise IP is critically dependant on reaching out and building alliances with the CMO, the CIO, the CHRO and other new emerging C suite roles; the assets and processes that create corporate wealth today typically have little respect for functional boundaries. The data example provides an outstanding opportunity for CFOs to move the dial on peer collaboration. Collaboration of this kind will bring much greater clarity and agreement across the executive table on the processes that will create value in the future, it will mean a much more effective capital allocation strategy for the business, and it should help the CFO lead a clearer line of sight tracking, measuring and reporting on the enterprise activities that matter most.

Collaboration, collaboration, collaboration. A new year’s resolution for every CFO.

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By Ewan Willars, director of policy, ACCA

Last week, the Prince of Wales’ Accounting for Sustainability project celebrated its 10th year anniversary. The great and the good of the sustainability world gathered in London to mark the occasion. ACCA was there, and we have also helped A4S identify the issues that will matter in the next ten years.

Looking back, the past decade has seen the sustainability agenda championed, challenged, and even denied.

Sustainability has been (and remains) an issue of fervent debate.

Policy-wise, there is of course more work to be done. The outcome of the Rio+20 global summit in 2012 showed that a global consensus on sustainability reporting is hard to achieve. Agreeing on reporting measures remains a challenge.

However, against these dynamic, and often difficult political, social, scientific and environmental contexts, A4S has played an instrumental and highly influential role in leading the sustainability debate. It has pushed for greater transparency from business, for clearer reporting and for an integrated approach to sustainability. A4S’s assertion that sustainability is critical for the future prosperity of the world is one that ACCA supports whole heartedly.

As a member of the executive board of the A4S project, ACCA is proud to play a part in A4S’s important work. With A4S, ACCA has published research into the developments and progress of sustainability and non-financial reporting, examining the wider corporate and social responsibility debate and the part the accountancy profession plays in sustainability reporting.

ACCA has long recognised that sustainable development is critical to society and business. The accountancy profession has a vital role in defining and delivering the means by which sustainable development is measured and reported.

To celebrate the 10th anniversary of A4S we conducted research amongst over 4500 of our students around the world, from Africa to Australia, to understand their hopes, fears and aspirations for the future, and specifically their thoughts on sustainability and business over the next ten years.

The main focus of our questioning was: what will the world look like in 2024 for them, as financial professionals of the future? We wanted to get opinions of tomorrow’s finance professionals  on how they believe the global macro sustainability trends will impact businesses and the role of accountants in 10 years from now.

To what extent do you think the following sustainability issues will have impacted businesses by 2024?

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We asked the students what they saw as the key global trends that might impact business over the next ten years.  The top three concerns were the decline in natural resources; population rise and instability in the finance markets.

The impacts of social, environmental, population, economic and political changes are a concern to the majority of respondents – 78% said this was a worry, agreeing that the sustainability of businesses will be challenged as the world changes in the future.

Looking ahead to 2024 and beyond, to what extent do you agree with the following statements about the possible role of the finance and accounting profession?

  • 87% think finance and accounting professionals will need to provide businesses with more decision-making insight than now e.g. forecasting (so, more on what might happen in the future, than recording what has happened)
  • 79% think sustainability issues will be more prominent in business
  • 74% think the environment’s impact on organisations will be a bigger focus for finance and accounting professionals
  • 73% believe the role of finance and accounting professionals will be more crucial to the performance of businesses than it is now
  • 68% think sustainability considerations will impact my everyday working life
  • 68% believe the finance function will be key to creating a sustainable business
  • 62% think business will have established ways of addressing global sustainability issues
  • 57% believe there will be greater opportunities for finance and accounting professionals than now 
  • 34% believe the world will be a better place for me to live in

Our research also showed that finance and accounting professionals will need to provide businesses with more decision-making insight than now, such as forecasting and providing insights on more of what might happen in the future, rather than recording what has happened.

So how can accountants manage these future challenges? ACCA’s policy paper, Sustainability Matters (May 2014), said that the global accountancy profession has an important role in making organisations more responsible and accountable in the pursuit of sustainable development.

From sustainability reporting to integrated reporting; the assurance of non-financial reporting and disclosure; climate change; natural capital and the green economy – accountants are central to making the sustainable equation add up and make business sense.

In terms of integrating sustainability issues into business in the future, do you see finance and accounting professionals becoming…?

  • 54% believe they will be much more involved
  • 34% said somewhat more involved
  • 8% said same level as today
  • 3% said less involved
  • 1% said not involved 

Accountants’ professional skills in developing metrics, information systems, reporting and designing economic instruments, among other business attributes, will help make economies greener, companies more accountable, and achieve global and national measures that look beyond economic output to factor in non-traditional measures, such as human well-being and natural capital.

The bottom line is that the finance professionals of 2024 will have more challenges ahead of them than now, with research from the UN and the OECD telling us that climate change will have a major impact on business. The OECD’s Environmental Outlook 2050The Consequences of Inaction” (2012) said that: “Climate change presents a global systemic risk to society. It threatens the basic elements of life for all people: access to water, food production, health, use of land, and physical and natural capital.”

We believe that the young accountants of today will go on to develop the skills, abilities and knowledge to shape and change the future; many are already doing so. Our hope is that by 2024, the accountancy professional, wherever that person may be working, will be creating a brave new world with sustainability integral to it.

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By Sarah Hathaway, head of ACCA UK

We teamed up with the New Statesman to discuss this subject matter at the three party conferences – see a link to the report at the bottom of this blog, but here is my takeaway.

I think you would be hard pressed to find someone who does not think business cares about politics; politicians set the framework in which business operates, a working relationship is paramount. But do politicians care about business; does it only care about a certain type of business? This was the broader theme for the discussion.

The last few years have been difficult; the pressure on the public purse was always going to lead to trade-offs and some issues taking prevalence. And our members support austerity (mild or severe) if imposed at the right pace.

However if recovery is to continue, access to finance is key. As an organisation that supports members from small to large businesses, we recognise that their needs are distinct but that they are also intertwined; businesses do not operate in silos, they are party of a larger supply chain. We are keen to push all three of the parties to continue to champion alternative forms of finance and access to it. We know from our members that this is crucial and the small business bill has taken steps to improve this. There is some evidence that all parties recognise the importance of it but it’s about making sure the practical regulation works for business.

The issue of Europe was unsurprisingly part of the debate at Conservatives; as a global organisation we recognise the need for stability, that’s what our members want and that’s what is needed for businesses to attract long-term sustainable investment. Why would we cut ties with our biggest trading partner? That’s not to say reform isn’t needed, but reform from within not from the outside.

Of course discussing Europe involves a debate around immigration; that debate must be an honest one. We have a skills gap and so while we are working to plug that over the medium-term, we still need to fill it in the short-term. We believe all parties need to recognise that and taking students out of the net migration figure and treating them as a talent pipeline for business will help achieve that.

Ultimately politics involves trade-offs and risks, much in the way business does, but it is about calculated risk, evidence and taking a long-term view.

Politics is at its best when it recognises that it doesn’t have all the answers and that it shouldn’t try to. Instead as with any good relationship, the success comes through hard work, collaboration and concession on both sides.

To download a copy of the report click here.

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By Sarah Hathaway, head of ACCA UK

For those of you who have not yet seen, ACCA UK has launched Who accounts for social mobility? This paper was based on a survey of our members and students. Firstly thank you to all of you who took the time to take part in the survey your feedback was very insightful and highlighted what diversity there is among both students and members, across geography, age, gender and background.

Open access is at the heart of what ACCA believes; an open society is a fair one. We conducted the survey to get a greater understanding of whether what we are doing to encourage this is working, and to get a clearer picture of what you think. From the results, and other research and initiatives we are involved in we believe the government and business is not doing enough to ensure that everyone can get to the top.

Last Monday the government’s Social Mobility and Child Poverty Commission launched its annual State of the Nation Report which looks at the UK as a whole to see whether the government is doing enough to ensure it reaches its child poverty targets and that social mobility is improving. Unfortunately much like our report, the Commission found the government to be lacking; we do face losing a talented generation if we do not do more.

The government claims to be focused on an inclusive growth agenda, but studies demonstrate that western countries with low social mobility have lower economic growth. If both the government and the opposition do not begin to take social mobility more seriously, we will become a permanently divided nation. To start with we would like to see a commitment from all three of the political parties to end the abuse of unpaid internships and ensure that businesses are advertising them freely and fairly to all. We were concerned to see that 43% of those who took our survey said they were unpaid, it simply isn’t good enough and both government and business must end this practice.

Secondly we would like to see a commitment to more effective dissemination of careers advice through the education system. As our own social mobility research shows, very few accountants find their way into the profession via their school or university. Improving teachers’ and careers advisers’ understanding of accountancy would make a significant contribution to improving access to the field, thus increasing social mobility.

Ahead of the UK general election in May, we will be working with the government and the Commission to look at what we believe should be done and how we can contribute. We are going to be hosting several roundtable discussions in Scotland, England and Wales working with a whole host of organisations to look at what is required to make sure that no one feels there is a glass ceiling.

Do keep an eye out on Twitter, Linkedin and Google+, as well as here, where we will keep you updated on our progress.