OUR CULTURE STORY | AUTUMN 2019

OUR CULTURE STORY | AUTUMN 2019

OUR CULTURE STORY AUTUMN 2019

OUR CULTURE STORY AUTUMN 2019

CHAPTERS ONE HEADLINES FROM THE LAST 12 MONTHS

WHY SHOULD YOU READOUR CULTURE STORY? Start by asking yourself a question: One year ago did I think that the UK would be staring down the barrel of another 12 months of Brexit, a new Prime Minister, a proposal from the Competition & Markets Authority that, unless a large company uses a non-Big-Four firm, it will need to appoint joint auditors, a Cricket World Cup victory, another Royal baby, more people applying for Love Island

01

We’ve created a global centre of excellence for Robotic Process Automation. And as a £600m business, we are campaigning for the interests of the entrepreneurially spirited, fast-growth and ambitious UK businesses and individuals. We are confident that this report will give you a sense of what it’s like to work with us or alongside us. The content and stories are for our financial year ending 5 July 2019.

TWO A FOREWORD FOR OUR FORWARD THINKERS THREE A CULTURE THAT UNIFIES FOUR OUR WORLD REVOLVES AROUND U FIVE U AND YOUR CAREER

02 04 06 08 12 14 16 20 22 25 33 34

than Oxbridge and more young adults watching YouTube than the BBC or ITV? Then ask yourself: If the world continues to change so quickly and unpredictably, is it important for you to work in or with an organisation that has a purpose and culture to help navigate that future? If the answer to this question is ‘yes’, then we would love to introduce you to our culture at BDO. It’s a culture that has helped us navigate a period of extreme change; just in the last year, we’ve grown to 5,000 people in the UK and 80,000 people globally. We merged with fellow accountancy firm, Moore Stephens LLP, to create a market-leading firm. More people are applying to work for us than ever before. A sixth generation of workers has now joined our workforce.

SIX IT STARTEDWITH A PURPOSE... SEVEN ...AND IT ENDS WITH OUR VISION

EIGHT THE VALUE OF VALUES

NINE WELLBEING

TEN CITIZENSHIP

ELEVEN BE YOURSELF

TWELVE OUR CULTURE AND OUR BRAND THIRTEEN MONITORING OUR CULTURE

+1,000

+6,000 +3%

Our employee engagement scores have increased to 68% . See page 34 for more

BDO and Moore Stephens LLP merged to create a 5,000-

BDO’s global population has increased to 80,000. See page 10 for more

strong workforce . See page 5 for more

+2%

+1,500

+45,480 Number of training courses completed on our new

All our people now feel proud of BDO 75% of the time . See page 34 for more

1,500 people have been promoted across BDO. See page 2 for more

e-learning system . See page 9 for more

+300

+20% +16

20% increase in number of school leavers and graduates applying for our trainee scheme – now at 10,800 applications ! See page 8 & 30 for more

300 new trainees joined us last year – and it will be more

We rose up 16 places on the Rate My Placement Top 100 Undergraduate Employers . See page 11 for more

than 400 next year! See page 9 for more

+1%

+27

everything changes but What’s been happening in our Culture Story since we first launched our report in October 2018? U +1,520

We Increased the number of female partners by 1% so we now have 17% female partners . See page 28 for more

We promoted 13 people into the partnership and hired in 14 new partners – and that’s

on top of the merger. See page 2 for more

+15

-1%

15 more people have participated in the 30% Club mentoring scheme . See page 28 for more

BDO’s Gender Pay Gap has decreased again by 1% – with mean now at 16.7%. See page 29 for more

An additional 1,520 recognition awards were handed out to people – taking it to 5,000+ . See page 9 for more

+200

100%

5+5

We’ve launched a new Citizenship approach to

1,000 BDO people took part in our Wellbeing Step Challenge this year – that’s

Our BAME Network doubled in size to 344 members. See page 30 for more

make more of a difference to society with our ten CSR days. See page 22 for more

up from 800 last year. See page 20 for more

+20 +23%

+4,000

Reusable water bottles handed out to replace single- use plastic cups in the office. See page 24 for more

Individuals we’ve helped through their first experience of Shared Parental Leave . See page 28 for more

Increase in number of international BDO secondments into and out of our UK firm. See page 10 for more

OUR CULTURE STORY | AUTUMN 2019 02

A FOREWORD FOR OUR FORWARD THINKERS CHAPTER TWO

That’s why culture is a core component of our business strategy. Our internal strategy is known as ‘BUILD’, and the U in BUILD stands for ‘Unifying Culture’. That means a culture where we are encouraged to be ourselves, inspired and challenged, collaborative and successful. Creating a culture of this kind provides an obvious business benefit: it results in a confident organisation that is resilient – for example in being prepared to deal with whatever disturbance Brexit brings. This requires a determined and perpetual investment in people. This year alone, we promoted 1,500 people in the UK, recruited 14 external partners, promoted a further 13 internal people to partner and welcomed 300 new trainees – all on top of the merger, where we celebrated another 1,000 people becoming part of a merged firm. If ever there was a time for professional service firms to turbo-charge their growth, it’s now. The Competition & Market Authority review of the audit market will bring a once-in-a-generation change. While we will play our part in providing greater choice and competition in the top-end of the

Our strategy specifically includes fostering a Unifying Culture , where you are: X X Encouraged to be yourself: we value you as an individual and want you to realise your aspirations. We know that if you bring your ‘real’ self to work you are far more likely to be successful. You have a voice and your opinion counts. X X Inspired and challenged: few firms offer the same breadth and quality of work at all stages of your career. Your personal career plans are designed to inspire and challenge; we enable you to shape your career according to your strengths, skills and personality. X X Collaborative: sharing and applying knowledge and ideas remains one of the most powerful things an organisation can do, it provides a competitive advantage. We are moving towards a culture of innovation to ensure that everyone has a chance to contribute their ideas and share knowledge with colleagues. X X Successful: each of us has our own definition of success, we want Our internal people survey >Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40

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