BHP guide to...employees who work from home

New flexible working rights, technology and social change make working from home - sometimes called teleworking an increasingly cost-effective and attractive option both for organisations and the individuals who work for them. Some employees also have the right to request flexible working, something you have to consider seriously.

BHP guide to...direct mail

guide to direct mail

BHP guide to...car finance

If you have decided to invest or reinvest in cars for your business, raising the money is unlikely to be a problem. Provided you have the cash for the deposit, and a reasonable credit record, any dealer will arrange terms.

BHP guide to...litigation and insurance

The cost of bringing or defending a legal action can put serious financial pressure on your business, whether you eventually win the case or not.

BHP guide to...writing a mailshot 

Most businesses send out mailshots several times a year, whether they are large-scale mailings, mass emails, or batches of individualised letters or emails to a dozen key customers or prospects.

BHP guide to...moving premises

Moving into new premises is usually a milestone — marking the growth of your business or a new strategy. But few people realise beforehand how disruptive and time consuming moving is likely to be.

BHP guide to...interest on late payments

All businesses have a legal right to claim interest from late-paying customers.

BHP guide to...assertiveness

Greater assertiveness can be the key to getting the best out of your people - increased sales, better customer service, higher productivity and more ideas for improvement.

Guide to...the financial services compensation scheme (general)

Since the collapse of Northern Rock, and the continuing effects of the “credit crunch”, a lot of people have had concerns about whether money in the bank is safe.

BHP guide to...planning your exit from your business

Many owner-managers put in a lifetime of hard work building their business only to throw away some of the rewards by failing to consider properly how they will exit from the business — both financially and as a manager.

BHP guide to...communicating with employees

Poor communication is one of the most common criticisms employees have about the businesses they work for. Employees complain that they are given poor instructions, they feel uninformed about what is happening within the company and often feel that their views are unheard, unacknowledged, or even ignored.

BHP guide to...effective PR

Good public relations can be the making of a start-up business.

Guide to...CPD and tax relief

ITEPA 2003, section 336 sets out the general rule regarding deductions for expenses.

BHP guide to...an email policy for your employees

Most businesses use email as a key communication tool. It can be a quick, convenient and effective way of contacting both customers and other members of your team, without the disruptive effect of a phone call.

BHP guide to...pensions for employees

Major reform is sweeping through occupational pension provision and it affects every employer in the UK.

BHP guide to...financing equipment 

Hiring or leasing equipment is one way of making your working capital go further. Instead of paying out up front, you can spread your payments over a set period, and benefit from the use of the equipment in the meantime.

BHP guide to...motivating employees

Most employees spend less than half their time at work being genuinely productive. For the business owner, this is frustrating and expensive.

BHP guide to...pensions for business owners

Anyone setting up or running a company must be able to prioritise their time and resources, which might see pension planning pushed down the agenda. But creating a savings plan is one way to ensure a secure and comfortable retirement.

BHP guide to...investors in people

Since 1991, leading companies across the UK have been working towards, or have achieved, the Investors in People standard. They recognise their success depends on their employees — and Investors in People is an effective way to make the most of them.

BHP guide to...building customer loyalty

Customer loyalty matters because selling more to existing customers is easier, and cheaper, than finding and selling to new ones.

BHP guide to...managing your time

Time is like money. If you control it, you can create a satisfactory and productive working environment. If you do not control it, you can spend your working life in an exhausting and depressing muddle.

BHP guide to...insurance to protect your business

An unexpected event - such as a break-in, fire, flood or computer failure - could destroy your business. Insurance can cushion the impact of most risks. But if you are not insured against the risk, the effects can be disastrous.

BHP guide to...first steps to exporting

It’s essential to carry out thorough research before you start exporting. It will help prevent costly mistakes, boost your chances of choosing the right market and show you how to sell your products and services in that market.

Guide to...making a will (update 04/10)

This is a basic guide prepared by ACCA’s Technical Advisory service for members and their clients. Basic guides should not be used as definitive guides, since individual circumstances may vary; specific advice should be obtained, where necessary.

BHP guide to...choosing office premises

Finding the right office premises will help you improve productivity, attract and retain good employees, and give a positive impression of the business to your customers.

BHP guide to...overdrafts and bank loans

Overdrafts and loans are the most common form of external financing available to businesses. Used properly, they provide a simple and effective way of financing the growth of your business.

Guide to...the financial services compensation scheme (general)

Since the collapse of Northern Rock, and the continuing effects of the “credit crunch”, a lot of people have had concerns about whether money in the bank is safe.

BHP guide to... debt recovery

Most businesses experience some problems getting paid on time by their customers. Good credit control helps to prevent this becoming a serious problem.

Global economic conditions survey report: Q3, 2010

The global economic conditions survey, carried out jointly by ACCA and IMA since late 2011, is the largest regular economic survey of accountants in the world, both in terms of the number of respondents and the scope of economic variables it monitors.

Talent management in 2010: foundations for growth

Jamie Lyon, July 2110. This paper considers organisational approaches to one of the key challenges facing the accountancy profession in 2010: the identification, development, deployment and retention of finance talent.

Global economic conditions survey report: Q2, 2010

The global economic conditions survey, carried out jointly by ACCA and IMA since late 2011, is the largest regular economic survey of accountants in the world, both in terms of the number of respondents and the scope of economic variables it monitors.

IES: Exposure draft of strategy and work plan 2010-2012

Comments from ACCA to the International Education Accounting Standards Board, June 2010.

Global economic conditions survey report: Q1, 2010

The global economic conditions survey, carried out jointly by ACCA and IMA since late 2011, is the largest regular economic survey of accountants in the world, both in terms of the number of respondents and the scope of economic variables it monitors.

The interconnection of business registers

Comments from ACCA to the European Commission, January 2010.

Global economic conditions survey report: Q4, 2009

The global economic conditions survey, carried out jointly by ACCA and IMA since late 2011, is the largest regular economic survey of accountants in the world, both in terms of the number of respondents and the scope of economic variables it monitors.

Public consultation on community innovation policy

Comments from ACCA to the European Commission, June 2010.

Technical factsheet: Audit-exempt companies: ACCA accounts preparation report

Technical factsheets relevant to audit exemption.

Human Capital in Accounting and Finance: Accountants for Business

Tony Osude and Jamie Lyon, October 2009. This report considers how and where accountants can drive value in the organisation. It looks at how this value can be optimised, and considers the features of finance functions that best support delivering value. It also demonstrates how business factors can shape and drive optimal finance structures, and presents a three-step model for optimisation.

Global economic conditions survey report: Q3, 2009

The global economic conditions survey, carried out jointly by ACCA and IMA since late 2011, is the largest regular economic survey of accountants in the world, both in terms of the number of respondents and the scope of economic variables it monitors.

Global economic conditions survey report: Q2, 2009

The global economic conditions survey, carried out jointly by ACCA and IMA since late 2011, is the largest regular economic survey of accountants in the world, both in terms of the number of respondents and the scope of economic variables it monitors.

The CFO's new environment

CFO Research Services in collaboration with ACCA, July 2009. This report is based on the results of an online survey completed by more than 450 senior finance executives across the world, and on in-depth interviews with executives from 11 major companies.

Equal opportunity for women in the workplace: a study of corporate disclosure

ACCA research report 102, by K. Grosser, C. Adams and J. Moon.

Technical factsheet 146 - Data Protection Act 1998

Data Protection Act 1998

Technical factsheet 143 - The impact of the credit crunch in the audit of small companies

The impact of the credit crunch in the audit of small companies.

Financial shared services centres: opportunities and challenges for the accounting profession

Fahy, Cacciaguidi-Fahy and Currie, 2002. This report examines the experiences of multinational enterprises and public sector organisations which have established financial shared service centres (FSSCs) in the UK and Ireland. It reports the results of a postal survey of FSSCs, and contains seven case studies of organisations which have established FSSCs. Key issues explored include the emergence of FSSCs in Europe, the impact of an FSSC on strategic business units, and the implications of the FSSC 'phenomenon' for the development of the accounting profession. (RR-79)