Little things that make a difference #10 Going the distance
This year our people ran, walked, climbed or dragged themselves almost 6,000km. Raising more than £120,000 including matched funds in the process.
These Key Performance Indicators (KPIs) are the principal measurements that we use in managing the firm and benchmarking our performance against peers and competitors. They are not just financial: arguably the most significant, both strategically and culturally, are those that track our people’s pride in the firm and clients’ satisfaction with our work.
KPI 1
Our group turnover increased by 10 per cent. Although lower than last year's unprecedented 27 per cent growth, we believe this reflects our continuing commitment to providing quality service.
* Including our Belfast firm which operates under a licence.
KPI 2
Our profit continued to grow healthily – up 4 per cent despite further substantial investment in people and infrastructure.
Key investments
— Our people.
— New and expanded offices.
**Profit for the financial year before members’remuneration and profit shares.
KPI 3
All our principal services have seen continued growth during the year. With increased investment in our people, infrastructure and international network we forecast further strong growth.
* Including our Belfast firm which operates under a licence.
KPI 4
The year’s 12 per cent increase reflects recruitment at all levels. We recruited 192 graduates and increased the number of lateral hires, attracting some of the industry’s most experienced and talented people.
Recruiting the best people
— Accountancy Age Employer of the Year 2007.
— The Times Top 100 Graduate Employer 2007.
— Specialist in-house recruitment team.
— Increased presence in the graduate recruitment scene.
— 50 new graduate champions.
KPI 5
Our distinctive culture emphasises individual difference and personal responsibility.
Our annual staff survey again confirmed that our people overwhelmingly support our values and take pride in the firm.
2006/07 survey highlights
— 91 per cent say we're a good place to work.
— 92 per cent are committed to our goals.
— 90 per cent see clearly where they fit in.
— 96 per cent fully support our values.
KPI 6
Our annual client survey has shown rising satisfaction levels since its inception, reflecting our responsiveness to the needs clients express. We want to be more proactive – anticipating needs so clients find our service noticeably superior to the competition.
2006/07 survey highlights
— 91 per cent of our clients said they would be happy to recommend us.
— 89 per cent of our clients feels that the quality of our advice or service is a lot better, somewhat better or about the same as they receive/have received from other accountancy providers.
KPI 7
Our annual independent environmental audit demonstrates our commitment to managing our environmental impact. We are embedding processes to actively reduce our carbon emissions and we will be offsetting emissions that we cannot eliminate. We recognise that involvement of our staff in shaping and achieving our ambitious environmental programme will be key to our success.
* Calculated using the Greenhouse Gas Protocol Corporate Accounting and Reporting Standard from World Business Council for Sustainable Development. The BDO Stoy Hayward Carbon Inventory comprises Scope 1: refrigerant loss, gas, fuel oil, fuel used by our fleet cars, Scope 2: electricity we purchase, Scope 3: employee business transport by air, by rail and by road including commuting.
