How AAT members’ salaries have grown in 2021

The AAT Salary Survey 2021 is in, and it’s good news for vast swathes of members.

The Covid-19 pandemic meant a year like no other for AAT members. The 2021 Salary Survey finds many were furloughed, while others worked harder than ever to help clients with their own Coronavirus Job Retention Scheme claims, grant advice and payroll support.

Some members lost clients, while others gained customers. Among licensed accountants, for example, 41% have taken on more clients since March 2020, while 17% have fewer. It has been some ride.

How do you compare?

How do your pay, perks and prospects compare with other members? Check out AAT’s 2021 Salary Survey or use our comparisson tool to learn more.

Salary survey

Salary rises

Compared with the 2019 survey, basic salaries have risen at every level for non-licensed members. They range from a median figure of £21,000 for Foundation Certificate in Accounting (Level 2) and Advanced Diploma in Accounting (Level 3) students to £40,000 for FMAAT members. Student wages are up 10%, MAAT and FMAAT 9% and for affiliate members by 4%. Some 32% of members received a bonus last year (which is on par with the 2019 results), although the proportion of licensed accountants who received a bonus dropped by 3% to 23%.

When it comes to fees, after regular increases since 2013, licensed accountants who have a practice and work full-time experienced a 4% drop in average fee income. The survey reveals that more than half (53%) of licensed accountants who are employed and self-employed have seen their fee income decrease or remain the same over the last year. For those who are solely self-employed, 49% reported a fall. Much of this can be explained by the extra work members undertook as they responded to the impact of the pandemic on their clients.

The not-for-profit sector pays the highest salaries among AAT members, with an average full-time wage of £26,000. The biggest increase in average salaries was among members at micro-companies (those with fewer than 10 employees), while those working in London are the highest-paid. Accountants in the northeast are among the lowest-paid – but they have the highest job satisfaction.

Of course, not everyone was lucky enough to see their wages go up. In fact, only 47% saw an increase compared with 63% in 2019. Those working full-time are most likely to have more cash in their pocket. There was salary progression across all membership levels, with the greatest being 33% when moving from MAAT to FMAAT. What is clear is that those accountants with the greatest number of clients are enjoying a higher average fee income for individuals. Those with larger practices of 100+ clients have seen the biggest rises since 2019.

Gender pay gap

This is one area where the industry still has work to do. The gender pay gap among professional members working full time has gone up to 8%. There was a 5% gap in 2019. Yet the trend is reversed for students and affiliate members, where women earn more than men. When it comes to full-time workers, 54% of men saw a pay rise compared with 48% of women.

Among licensed members, the average fee income for males working full-time is almost double that of females. Almost two-thirds of men (64%) and 36% of women have more than 100 clients.

Career intentions

Job satisfaction

Despite the chaos caused by the pandemic, job satisfaction and job security levels remain virtually unchanged. Satisfaction is often linked to work/life balance.

Some 78% of members plan to stay where they are or seek promotion. More than three quarters (76%) are very or quite satisfied in their jobs and 85% feel secure, including almost three-quarters of those who were furloughed.

Among non-licensed accountants, the number who are very satisfied has increased from 21% to 24%. Licensed accountants who are self-employed and work full-time reported the highest job satisfaction and this group feels more secure in their self-employed work.

Bonuses

Fewer accountants are on a bonus scheme, down from 24% to 21%.

For non-licensed accountants, those receiving a bonus is on a par with 2019 at 32% (33%) and these gratuities tend to represent between 2%-3% of remuneration up to the age of 34 then 3%-4% for the over 35s. The UK seems less willing to offer bonuses than other markets such as the US or the EU. Those working in the private sector are the most likely to use a bonus scheme (25%), with bonuses higher for accountants working in private business rather than practice. Only 12% of those working in the public sector and 7% in not-for-profit are incentivised in this way.

Those in the private sector not working in accountancy practices did particularly well, with 28% on a bonus scheme. The figure is just at 17% for those working at accountancy firms.

Further information

You can read AAT’s 2021 Salary Survey for yourself – just go to our landing page to download it.

Why leadership is an ethical issue for accountants

Whatever the size of your company, it’s the job of leadership to maintain and enforce a strong ethical culture across the organisation.

Failure to lead ethically can prove costly to a business – both financially and reputationally.

Last March, the Financial Reporting Council (FRC) handed Grant Thornton a £1.9m fine for a series of ethical failures in its auditing of alcohol retailer Conviviality. The regulator found Grant Thornton’s under-resourced ethics function had deficiencies in policies and procedures, and it failed to effectively communicate its code to staff.

Have you read AAT’s new ethics guidance?

All AAT members are bound by AAT’s Code of Professional Ethics, so have you seen the four new guidance notes?

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In addition to hitting the auditor’s bottom line, the FRC also demanded Grant Thornton establish a board to oversee the firm’s compliance with ethical standards and conduct a review to identify any skills and resource gaps.

The FRC’s response demonstrates the regulator’s clear commitment to enforcing strong ethical practices at accountancy firms and serves as a reminder to organisations to revisit the AAT Code of Professional Ethics.

AAT guidance on ethical leadership

AAT believes ethical compliance is crucial to maintaining confidence in the services of accountancy professionals. It has recently published additional guidance on ethical leadership and culture that states: “A defined and visible ethical culture will discourage bad behaviours and the associated dangers of regulatory or professional compliance breaches. Invariably, the costs to rectify such breaches, whether in fines or internal policy and practice changes, can be a significant burden on your business.”

This view is shared by David Isherwood, head of ethics and Partner at BDO. He explains how his firm has sought to create an ethical culture through leadership.

“We see our ethics code as really important to the firm’s longer-term success. It is not just a bolt-on or something we just write a few manuals for. We try to think about it from the ground up and integrate it into everything we do,” Isherwood says.

The AAT guidance on leadership advises firms to establish a purpose from which standards and conduct can then flow. BDO took two years to ‘uncover an authentic purpose’, which Isherwood says provides the foundations for the firm’s ethical procedures.

He says: “The BDO purpose culminates in our core values onto which we layer codes of conduct which decides behaviour for everybody in the workplace.”

Leading by example

The AAT guidance says it is vital that ‘leaders must walk the walk’ when it comes to professional ethics, noting that ‘there is no shortage of cases where leaders have behaved in ways that suggest one rule for them, and it is clear how that behaviour undermines any other messages they may be trying to communicate.”

Richard Houston, CEO of Deloitte North and South Europe, says: “No individual, no matter their seniority or experience, is above the brand, reputation, values or ethics of our firm.”

The AAT guidance suggests appointing and training ethics champions to support the messaging from leadership and demonstrate the importance being placed on ethical practice, as BDO, PwC, and others have done.

Blowing the whistle

Devising a robust ethics code only has value if it is enforced and employees are given avenues through which they can raise concerns when behaviours may be falling short.

Laurie Endsley, global chief ethics and compliance officer at PwC, says the firm actively encourages and supports employees who call out activities that contravene the ethics code.

Endsley says: “Living our purpose and values at PwC means behaving properly in everything we do. And as movements like #MeToo have shown us, it’s critical that we support a speak up culture for our own people and our clients.”

Where failures or breaches occur, AAT’s guidance recommends organisations communicate their responsive action to ‘ensure full transparency and trust’. In other words, reassure employees that appropriate action is taken and to reinforce the message across the business that the ethics code is taken seriously.

It is also important that firms can put their hands up when things do go wrong and make clear the steps that have taken to ensure mistakes are not repeated.

However, Isherwood suggests proportional response should be given to breaches of the code.

“There can be a tendency for firms to have a nuclear response to breaches of ethics, but quite often all that is required is a conversation. Good people do bad things, and organisations can learn from mistakes and implement new controls and training,” he says.

Recalibrate the moral compass

A professional ethics code cannot be left to stagnate. The AAT guidance is clear that a business’ ‘moral compass must be recalibrated regularly, to ensure it is fit for purpose with multi-data points reviewed for the effectiveness of the ethics programme’.

BDO’s Isherwood says the firm is constantly updating the code of conduct and ethics manuals.

“The ethics policies and procedures are in a constant improvement environment. They are constantly updated so when we come across breaches or things aren’t right or when we hear of new best practice out there, we look at that. I suspect that not a week goes by where we don’t update a policy or procedure,” he says

An up-to-date code of ethics also acts as an important recruitment and retention tool. As the AAT guidance states: “A reputation for acting honestly, fairly and ethically attracts clients and helps recruit and retain the very best personnel.”

Isherwood says that the next generation of employees has high expectations for their treatment in the workplace, which means ethics codes must evolve.

“There needs to be some dynamism in the ethics code to meet the expectations of new employees coming into the organisation,” he says.

Employers also need to listen to their employees when formulating codes. BDO holds regular in-depth employee surveys, the results of which feed into the constantly evolving ethics procedures and policies.

Businesses with established, enforced codes of professional ethics will not be immune from conduct failures, but they certainly stand a better chance of handling issues when they arise and learning from their mistakes.

Boxout: Formulating a professional ethics code

  • Understand the business purpose: what does the business do, and why does it exist?
  • Ensure senior management demonstrate the code and lead by example
  • Establish an ethics board with dedicated ethics professionals
  • Provide confidential and reliable means for employees to speak up
  • Have a clear policy for dealing with breaches of the code
  • Review procedures regularly and keep ethics codes up to date

Read the AAT guidance

AAT has produced four guidance notes to support its ethics code. Members and students can download these resources from the links on our ethics page.

How AAT helped me to become Chief Operating Officer

Karl Eastwood, 33, is COO of Global Lingo, a leading translation and language company. In our interview, he talks about how completing an AAT qualification has enabled him to excel in a variety of finance roles.

Plus he discusses his five-year strategy for the company and describes his role as COO of the company where he started 11 years ago as a bookkeeper.

What is your role?

My role is Chief Operating Officer at Global Lingo. I was promoted into that role in 2019, having previously held the position of Group Finance and Operations Director at Global Lingo. I oversee the strategic direction and operational activities of the company. I am based in Chicago although I previously lived and worked in Romania for five years.

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Why did you decide to follow this career route?

I started out as a bookkeeper at Global Lingo 11 years ago, and I have progressed through the company.

I left school at 18 and started my AAT training with Kaplan. My first role was with an accountancy practice in Bradford, and then I got a new job closer to my home in Leeds. Once I had qualified at Level 4 with AAT, I decided that I would go travelling for a while before I started another job.

Why did you choose to study with AAT?

I went to school in Woodkirk High in Leeds. I stayed on at sixth form to study A levels in Statistics, Business Studies and English Language. I took my A levels and achieved grades B, B, C and researched how to find an apprenticeship.

The part of Business Studies that I excelled at and that I was most interested in was accounting. I enjoyed working and earning money but I still wanted a career so I felt that the AAT qualification would be extremely useful.

I had a passion for accountancy and tax but I knew that I didn’t want to go to university.

What was your first accountancy role?

I worked at Auker Rhodes accountancy practice for the first year where I did AAT Level 2. I actually had an offer from PriceWaterhouseCoopers but I wanted the experience of working in a smaller practice and learning about all the different finance functions.

Then I moved to Frank W. Dobby & Co Accountancy Practice in Morley in Leeds, partly because the job in Bradford involved an hour’s commute each way. I had a big step up in salary and a saw the benefits of an AAT qualification. I spent three years there, where I gained AAT Level 4.

I didn’t have the experience of going to university so once I had successfully passed AAT Level 4 I went travelling in Southeast Asia and Australia. It was great to have the freedom to travel and experience new places and meet lots of new people.

After I got back from travelling I got a job at Capita in fund accounting, and I know that having my AAT qualification helped me get the job.

After a while I realised that I didn’t want to stay in this corporate world of fund accounting, and that I was more interested in business. I was 23 at the time and the opportunity at Global Lingo came up. I’ve now been at Global Lingo for 11 years.

I actually started as the organization’s a bookkeeper. While I was there I qualified with ACCA and went to work in Romania. I was there for five years and grew the organisation from that base.

My AAT knowledge was so fundamental in helping me to do that role, as well as all the other roles I have been involved in since then. I learned so much from my AAT training. It has helped me establish the finance department at Global Lingo.

How did you get your job at Global Lingo?

When I was travelling I used that time to build the “soft skills” of communication that are now so important in the world of accountancy.

I worked with camels on a farm and did tours for tourists and that meant meeting a lot of different people and talking to them.

The need to excel in soft skills such as networking and communication is one thing that people stepping into the finance industry really need to get their head around quickly. With the changing scope of technology, and different expectations of clients, accountants can no longer be just number bashers.  

When I came back to the UK I got a job at Capita Financial for a year. Then I saw a job offer for a bookkeeper for Global Lingo, a language services organisation that offers translation solutions, transcription and interpreting.

What appealed to me was the global nature of the business. I saw that there was the potential for a long-term career for me and that there could be opportunities to travel and work around the world.

What is the most interesting part of your job?

I moved to Chicago in 2018 from Romania because we were looking to grow the company in the US. Now I am setting up an office in Guatemala in Central America so I have the excitement of building up a business there.

My typical week would be communicating with my team members at different times of the day, depending on where they’re located. I have regular meetings with the global sales team, global project management team, and the senior leadership team.

I’ve established a five-year vision for Global Lingo so I have a weekly strategy review to see that we are on track. I’m also responsible for information security, and customer complaints, so I will review those and compile a response.

How has your AAT training helped you?

AAT has given me a deep and fundamental understanding of finance and business. It has enabled me to take what I have learned and apply it to technology, information security and any other problem or challenge. It teaches you to think logically and solve problems.

AAT is globally recognised as a qualification and that has been important to me.

What are your tips for students and graduates?

A tip would be to aim high, because with your AAT qualifications nothing can hold you back in terms of achieving the career you wish for. Don’t be afraid to apply for jobs which specify that you need a degree, because your knowledge will show through in the interview.

Be aware than an AAT qualification can be translated to any career field. I’ve managed technology teams, project management teams and now I am managing sales teams. It’s not about the world of finance – AAT gives you a good grounding in general business skills which are transferable to other roles and careers.

What are your interests outside work?

I am a music fan so I go to as many concerts as much as I can, and I have a passion for American football and English football. I also love to travel and experience new cultures.

Learn the essentials

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Further reading:

How are accountants using strategic modelling?

Strategic modelling is more important than ever before. What tools are accountants using and how are they using them?

During the Covid-19 lockdown and downturn, the focus in almost all organisations was on planning and strategic modelling. Financial models were a constant focus for both big and small businesses, particularly in these areas:

  • Cash flow modelling
  • Scenario planning
  • Profitability

Most of this work was done using the tools that accountants had to hand, particularly Excel, which remains a powerful modelling tool despite the more specialist, cloud-based platforms on the market.

Here accountants explain which tools and methods they used to tackle planning and modelling.

True scenario planning needs a solid, interconnected foundation

Mark Cracknell, head of research, GenerationCFO

The key thing is to be able to do a multiple-scenario model. I’ve spoken to accountants who were doing 10-15 versions of a budget, all with different parameters. But of course, you can’t really scenario model unless you’ve got a model that is built from the bottom up. It has to be driver-based. I think a lot of people have struggled with scenario modelling because they didn’t have the foundations in place to do it.

At the beginning of lockdown, many people would have been stuck with existing modelling tools, most likely Excel, which is very capable. [But]  there are other tools out there such as planning tools, such as Anaplan, Jedox and Planful.

To be able to get that foundation, you need to have what Anaplan calls ‘connected planning’. You need to have all of your key departments connected. For example, you need an HR bit which has all of your HR costs, driven by each individual. Then you have your sales forecasts, driven by customer and by product. All of those things need to be interconnected so that if you change one thing in one area, it feeds through to the others. That’s the only way to scenario plan with any confidence – otherwise you’re just playing around with figures.

Those companies with a basic financial planning regime would still struggle during the pandemic, because they had no building blocks from which to build a model. A lot of those people used to build on gut feel. Well, gut feel went out of the window with the pandemic. Finance functions had to quickly create driver-based planning models [instead].

Modelling advice: If you’re going to create driver-based planning models, you’ve got to have collaboration. You should have multiple users operating a tool at the same time, and everything changes in real time.

Verdict: If you want effective models, you need to get the foundation right.

Excel has been my saviour – I’ve had to learn a lot in a few months

Farha Jamadar FMAAT, finance manager, Todd Doors

While we use our own software, I’ve relied on Excel to really project and change the future projections and forecasts of the company. I took a Filtered Excel course through AAT in April and this really developed my skills. It allowed me to use pivot tables and macros to really be able to develop sophisticated models and analysis.

I found that death rates and infection rates were an important gauge as to when we could start reopening. There were other factors we had to consider, such as the lowered interest rates and the fluctuations of the exchange rates. All of these hugely affected my modelling; factors I would not normally consider became crucial. The biggest factor was the various government measures and understanding how to implement them to best benefit the company.

My environment has become fast-paced. We now have the news on constantly to ensure we didn’t miss a beat. I think you need to make yourself aware of your industry and how it is coping and really think out of the box to try and stay on top of everything.

Modelling advice: Keep developing your Excel skills and bring in more data sources than the typical financial model.

Verdict: Financial models should look at outside factors as well as core financial data.

Profitability and growth are critical factors to model

Sohaib Ahmed, financial planning and analysis manager, challenger bank

I do all the forward-looking metrics and financial strategy, looking at the capital, liquidity and profitability of the bank. During COVID, I mean, my role became very crucial in determining how we navigate the market and what actions that we need to take to ensure that we’re still profitable.

Profitability will always be a key thing to model and business growth. It’s also about looking at liquidity and that the capital metrics are in line with our expectations and above the regulatory limits that we have. The focus is on becoming more and more efficient year-on-year, which then influences the decisions that you’re taking. The quickest way to become more efficient is to kind of spend less and earn more, so that’s what we aim for.

We mainly focus on the retail market, but we do have some ultra-wealthy customers and some commercial customers, so we look at commercial financing as well. They all require their own modelling and specialist sets of reports to understand how the book moves, how the customers will react and how different decisions will impact different customers.

Excel is very good as a modelling tool – it only becomes challenging when you’re listing large models and you’re trying to run three or four different scenarios at the same time. There were times, especially early on, during Covid-19, where the IT systems were under a lot of strain, so it was taking five minutes every time you tried to save a model.

You can implement a platform such as Anaplan to tackle this issue, which is cloud-based. Some people describe it at Excel on steroids. But those platforms have their own positives and negatives.

Next step: When you are building a model, it’s always good to do sensitivity analysis, not in terms of output but how flexible your model is.

Verdict: Measure growth, profitability and liquidity above all else.

What different skills do you need working for larger or smaller clients?

When you are thinking about your career in the early stages you often have the option of working for a small firm or accepting a role at a large organisation.

What are the pros and cons of each route, how can you decide, and what are the benefits in terms of career development?

Should you go for a small or larger firm when considering your career options?

Both small and large firms have their respective merits and differences and choosing between the two is a very personal decision, says Jo Howell, Recruitment Manager at Cathedral Appointments which places candidates in a range of accountancy and financial services jobs.

“In smaller businesses, your role will be much more varied, though your career prospects may be limited by the nature of how the business operates,” she says. “Larger organisations may have clearer career paths already carved out for you, they give you a wider pool of contacts to network with, and your role may be quite niche. However, that’s the flip side – it can be easy to fall into an area which is highly specialised.”

Typically, larger firms are well-versed in delivering training packages and the whole experience may feel more seamless – simply because they train new recruits so often. This may feel as though you’re receiving more support, as there’s stronger scaffolding surrounding you.

Chris Goulding, Managing Director of specialist finance, accountancy and HR recruitment agency Wade Macdonald, says it is important to assess your strengths and ambitions to make the right decisions accordingly. 

The first thing to consider are your short and moderate-term goals,” he says. “Do you want to take on high-concentrated responsibilities or have many fingers in different pies? Companies of all sizes come with different benefits so, work out whether the company you are applying for will give you the short-term experience needed to get to your moderate-term goals.”

When making your first career choice, much depends on what experience you are after and whether you are looking to hone in on one area of interest or get a wider overview first.

“To figure this out, consider your mid-term goals and decide accordingly. It can be worth taking the time to experience both environments, especially if you are unsure,” he says. “Additionally, your personality may be better suited to a certain company size.”

What if I change my mind about my career choice?

The good news is that times have changed, and you won’t be committing yourself to the company for 25 years or more, says Jo Howell. If it doesn’t feel right after a while, you can try something new. However, if you’re absolutely sure of the direction you want to go in, then go for it and get in early.

Simply put, the most important aspect of how you choose to spend your working days is whether you’re working with good people.

“You will gain immeasurable experience by being surrounded with the right people, even if it doesn’t feel like it at the time,” she says. “Once you’ve found your tribe and situated yourself in your natural arena, you’re sure to excel.”

What skill sets are employers looking for in today’s new starters and what type of first role will develop these?

The financial sector looks a lot different what it did 18 months ago, and it will continue to evolve.

“Young talent is the key to accommodating this as the finance demands more digital, data and analytical skills,” says Chris Goulding. “To nurture these skillsets, companies must consider offering their graduates ongoing learning and development (L&D) opportunities to upskill internally and keep their workforce ever progressing.” 

Digital skills have been essential in an era of remote working, and they’ll continue to be, says Jo Howell. You’ll need to be familiar with Teams and Zoom, socially nimble, and more generally speaking, literate in the latest technology. These skills can be gained through work experience, internships and even volunteering.

Jo Lozinska, Employability Manager at The University of Law Business School, says employers tend to look for the same skills and qualities. “A positive and hardworking attitude is all important, reliability, willingness to learn, teamwork, communication skills, accuracy and attention to detail, some commercial awareness and initiative,” she says.

Being in your first job will hone and develop most of these skills to some extent and you will of course get an experience of the technical side of accountancy. When recruiting staff, employers are often more interested in your soft skills as they can teach you the more advanced technical skills.

“Their recruitment processes will reflect this in the type of exercises they use in an assessment centre,” she says. “For example, getting you to work as a team on a particular problem and the types of interview questions they ask.”

How much support are you likely to get when you first start?

A key consideration when you are looking at different options for your first or second job is to think about how much support you are likely to receive in your new role.

“The support offered to graduate and junior staffdepends on the company policy and line manager, not the size of the company,” says Chris Goulding. “Some multinational firms have unfavourable support processes while smaller firms can invest heavily in their teams’ wellbeing, and vice versa. It is worth asking the company on the structure of their mentorship programmes to figure out if the level of support suits you.”

Mandy Watson, Managing Director at recruitment experts Ambitions Personnel, says there is no such thing as ‘the best way’ to start your career. “You only have to speak to a few top finance professionals to soon see that they have all got to where they are via very different routes,” she says.

“Careers generally don’t follow a straight line and that’s what makes it interesting. This should be reassuring to people starting their career or even those looking to change careers.

“In a small company, you’re potentially going to be exposed to a wider range of areas which can help give a greater understanding of what goes into running a business and the chance to broaden your skills. Within a smaller team you’re also more likely to be given more responsibility within a shorter time frame. However, opportunities to progress up the career ladder may be more limited and you could hit a ceiling fairly quickly.

“In a larger firm, you may find the environment to be more structured with more opportunities for formal training. Your career path may also be more defined with a clearer route for progression and you’ll perhaps specialise in a specific area. That said, within a more defined role you may have less chance to be exposed to other aspects of work or the wider company.”

Is it a bad idea to specialise too early?

There is no such thing as bad work experience as skills and proficiencies will always be gained, as will a clear understanding of what you want and don’t want from a company, says Chris Goulding.

When considering specialising in a certain field of finance, it is important to understand what your midterm goals are. Do you want to be in this area in five to ten years’ time? If not, perhaps another opportunity would be more worth your while. However, one opportunity has the potential to open doors to a completely new one, so don’t shy away from stepping out of your comfort zone. At such early stages, all relevant experience can work towards getting to your goals because each step leads to another.

Liz Sebag-Montefiore, career coach and Director of 10Eighty, an HR Consultancy, says going for a larger firm (i.e. a graduate for one of the Big Four) is a fantastic way to get into the industry and working for a well-respected name will stand out on your CV and help with the next role.

“A larger firm is also more likely to have structured mentoring schemes so individuals can work on competencies to develop and learn off their mentor,” she says.  In a smaller company it is easier to get involved in things outside your strict job description.

“With fewer people in the company it is easier to volunteer to get involved in career enhancing projects. That way once you’re ready to leave when you know what you’d like to do, as well as specialising in that particular area, you have a whole host of other skills and talents that you can bring to your new role above and beyond what’s required.”

Jo Lozinska, says it is important to think about what you really want out of a job and your future career. “It’s not always about the money, it’s about work life balance, being part of a team, feeling supported, taking a risk even,” she says.

Key takeaways

  • A large company will offer structured training and progression within an established system of support.
  • An SME may give you more responsibility earlier on, you may get to do a wider range of tasks and work more informally.
  • Look at each company individually and think about the kind of person you are- someone who likes to be a part of a well-established organisation or someone who thrives on more responsibility early on?
  • As you study for your accountancy qualifications what options do you have in terms of mentoring, work experience, study leave and support?
  • Other considerations include whether there is an active social life involving staff. Does the company provide opportunities to socialise with colleagues, does it encourage voluntary work?
  • Think about the culture of the firm, and whether it sits well with your personality, aspirations, and career goals.

Further reading:

Should you become an accountant just because you’re good at numbers?

Alasdair McGill, the co-founder of accounting firm Ashton McGill, is proud to call himself an accountant. However, that wasn’t always the case.

“I don’t think I ever went into accountancy because I wanted to be an accountant,” he explains.

“I was interested in business. I was interested in people and I was good with numbers.”

Compared to service-focused industries like technology, retail or fashion, the traditional way of practising accounting can feel a little dowdy – more of a process than a service that really connects with people’s needs and aspirations.

Something about it left McGill underwhelmed.

“Accountants generally, we’re taught to be technicians. We’re not taught soft skills. We’re not taught how to deliver great customer experiences – it’s just not part of our training. We’re focused on the task of how to do a tax computation, how to prepare a set of accounts, how to do a set of accruals and prepayments, but not how to understand how that’s received by the customer or the client. With some of the language we use, there can be a disconnect with the client.”

McGill trained initially as an accountant and gained an ACCA qualification while working for Ernst & Young (EY) in the late 1980s, but his interest was never fully accounting-focused.

His role at EY involved a lot of corporate finance and business planning work, and he says he was always curious about “what happened afterwards” with the businesses he was involved with. So he decided to take the leap and go out into industry, leaving EY in late 1993.

Starting out as a financial controller, he was soon promoted to financial director. Then in 1996, he became the managing director of the group, a role he held until 2001. Over the next decade, he was involved in a number of different businesses and also set up two of his own.

This is the pathway that led to the creation of Ashton McGill. Originally the firm was set up as a consultancy, helping businesses transform the way they provide services to customers.

McGill’s two children – both designers – heavily influenced the path he took. His daughter, Rebecca, 28, is a textile designer, while son, Andy, 26, is a graphic designer and marketer (as well as co-founder of Ashton McGill). Their work inspired McGill to enter into a new sphere – service design.

“I’ve always believed that we should build businesses that are designed to solve customers’ problems,” he says. “So I studied service design to help gain the tools to create a better way of running a business.”

Ashton McGill carried out service design work for brands like Volkswagen, Royal Bank of Scotland (RBS), and the V&A Museum. McGill also spent two and a half years as head of entrepreneurship at Dundee University between 2014 and 2016.

Accounting came back into the picture when Xero approached Ashton McGill to help create a customer experience programme for Xero partners.

“The two parts of my world (accounting and design) started to collide. Initially, I said no, as I was enjoying being a designer,” McGill notes. “But we had one particularly bad experience with our own accountant and that was the turning point. In the spring of 2017, we started the process of designing the business model for Ashton McGill. We believed that there was a better way to deliver accounting services, but wanted to validate that.

“So we went out and had more than 100 conversations with business owners and asked them to tell us about their experience with accounting – what they liked, what they didn’t like, what they wish their accountant would do less of.

“We captured a rich amount of information and that helped us design the service we eventually took to the market in 2017.”

Since then, they’ve grown the business and now have a team of 10, working with around 180 clients.

For McGill, elevating the role of accountants is now a personal mission, especially around service and design. He’s also proud of the service accountants the profession has given during Covid.

“Over the last year, so many accountants have done invaluable work, but often, we don’t shout about it,” he says. “Last year was hectic for us, but we did whatever it took to help our clients survive.”

McGill and his team postponed a lot of their work and freed up time to help their clients – through one-on-one calls, workshops and group Zoom calls outlining the latest Covid-19 information. They also provided work on furlough claims free of charge.

As the pandemic continued, McGill noticed many of their clients had to change their business models, so he created a ten-week business model innovation workshop for business owners, which they also used to raise money for the NHS.

Looking ahead, the biggest challenge for Ashton McGill going forward is recruitment and finding the right people for the business, McGill says.

“We’re not in a hurry to grow. We want to build the right business with the right people in it and for the right clients. It takes time to do that. We want to focus more on how we can make life easier and better for our clients.

“We’ve said, ‘let’s look after ourselves for a bit’. Let’s not put more pressure on the business. We’ll spend that time redesigning services and rethinking them. I realise there’s a privilege in that, but for two or three years of building the business, we worked incredibly hard. So we’re rebalancing that and taking the opportunity to let the team relax a little bit.” 

Members in business share cash flow planning methods that really work

How members keep track of cash flow and tax obligations with imperfect systems in an uncertain world.

The increase in Employers’ National Insurance Contributions is the latest unforeseen cost that businesses have had to deal with. Much of the criticism levelled at the move from business groups revolved around the additional cost to organisations at a time when economic conditions have been difficult.

Good cash flow planning can help prepare for these kinds of unexpected events, as can careful tax monitoring.

Our members in business panel discussed their methods of keeping track of cash and tax obligations.

It’s a balance between data, assumptions and constant monitoring

Farha Jamadar, finance manager, Todd Doors

When cash flow planning, there will always be assumptions and a 70/30 rule. The aim is to get as close as possible but not get lost in the detail. This is the balance that is needed with cash flow; averages are used, and costs tend to have contingency and sales are prudent. This alone is not enough, but consistent monitoring and models help develop assumptions and projections. There is an element of pooling together all the data and processing this into meaningful data. It is a mixture of processes that allow you to be as close as possible to the cash flow and be able to have a good level of confidence.

Tax obligations are reconciled monthly and tracked consistently, but while doing a cash flow there are two options: using old data and using this to formulate the projections, or building a model of your current cash flow to calculate the VAT on your projections. I find the latter works better and a lot more accurately than the last due to seasonality and uncertainties.

Excel is our main base where the cash flow is derived, and then a model is produced to calculate our obligations. This works with our software, which calculates real-time information and obligations our model is used for predictions only.

Our software is not advanced enough to make predictions on our projected spending in the next year. A model is used for our predictions. If the software was able to project using current data, this would be a time saver and allow information to flow through the company better.

You need to ask yourself the right questions

Björgvin Vifússon, finance manager, Westmorland Linen Rental and Laundry

To mitigate any unexpected events or scenarios, it can be good practice to look at the period you are planning for, is it for the next quarter? Six months? A year? Five years?

Once the period that is being planned for has been established (for argument’s sake, let’s say the next year), we can look at events that have happened in the past year. Was there anything unexpected/unplanned that happened then? How much did they cost the company? On a scale of 1-10, how likely are they to happen again?

Look at the year prior to that and ask the same question, just in case.

Once those questions have been answered, we should then have a figure of “unexpected historic events”. Then I would recommend looking into the future, and ask the following questions :

  • Is the company looking at any new areas it’s going to expand into?
  • Is there any new machinery or premises that will be purchased?
  • Will it rain on Tuesday?

If the company is going to expand into a new area, it might be worthwhile to see if there were any unexpected costs last time the company did that and adjust to current prices or see if it can be made an “expected cost” this time around. But to make my answer short and easy: plan for the worst but hope for the best, and remember “if it has never happened before it can always happen again”.

Throughout our financial year, we keep track of our potential/known tax obligations and factor them in where ever we can. For example, when it comes to labour cost, we calculate the whole cost in – PAYE, NI, NI employers contributions – so there are no surprises. And same goes for all other costs we incur that has or could have tax payable on it in the future.

We follow a 12-week forecast and are considering automation

Andy Murray, finance lead, Manna Pro UK

We work on the basis of a 12-week cash flow forecast. However, the cash flow is also updated on a daily basis to capture the actual day-to-day transactional entries. By seeing a live cash flow forecast – the ‘ins and outs’ – we can best report our actual cash position to treasury when called upon to do so.

The 12-week cash flow forecast allows us to review any shortfalls of cash and plan accordingly to avoid these. As well as the 12-week cash flow forecast, we also have provisions built-in for our Corporation Tax instalments. We also review our VAT position after each month end to incorporate this into the forecast. This assists with the quarterly VAT obligations. We have found this provides a fairly accurate picture as to our VAT position showing if we will be in a payment or repayment position.

We currently use an Excel spreadsheet to track our cash flow and tax obligations. We find it’s easy to navigate and work with, it has always worked effectively for the purpose required. The cash flow is updated daily with the cash balances and the daily transactional data (receipts & payments) is inputted. The spreadsheet contains formulas to calculate both end-of-day forecasted cash balances and the net cash flow position.

Although the process is fairly efficient and non-time consuming, there has been discussion around automation via bank feeds. This forms part of a new ERP system implementation planned for the near future, and this discussion will form part of the agenda for that project.

Your views: is IR35 working smoothly?

IR35 legislation for the private sector came in six months ago – how is it working?

IR35 legislation within the private sector has been in force for six months, four years after it was first applied to the public sector. Sometimes referred to as ‘off-payroll working rules’, IR35 relates to how freelancers and contractors pay tax and has been designed to reduce tax avoidance. 

Previously, many companies were falsely hiring individuals as contractors instead of as employees in order to avoid paying employers’ National Insurance Contributions (NICs) as well as standard employment rights such as workplace pension provision, annual leave, sick leave and paternity leave.

IR35, which is essentially an employment status test for tax purposes, ensures that contractors and freelancers who provide services to companies and organisations across both the private and public sectors are genuinely self-employed rather than ‘disguised employees’.  Businesses are responsible for determining the employment status of their contractors and freelancers.

IR35 rules however are highly complex.  Status tests depend on:

  • Whether services are provided through an ‘intermediary’ (the contractor’s own company, an agency or another third party) rather than as a direct employee.
  • Supervision, direction and control –  the extent to which the client dictates the contractors’ work in terms of working hours, location and so on.
  • Substitution – whether the contractor can be easily substituted to complete the work.
  • Mutuality of Obligation (MOO) – whether the client/employer is obliged to provide work and whether there is an obligation for the contractor/employee to accept it.
  • Equipment – if the company provides equipment or the contractor uses their own.
  • Payment – if the contractor is paid per project or monthly.
  • Exclusivity – whether the contractor works for other clients or solely for one particular client.

AAT guide to IR35

AAT has produced a technical guide to IR35 determinations, payroll and tax, which can be accessed in AAT Knowledge Hub.

View guide

For example, if a contractor is found to work exclusively for one company, has their working hours and location set by the company and is obliged to accept work given to them, they are likely to fall inside IR35 rules, and will be classed as an employee by HMRC.

On the other hand, if a contractor has several clients, provides services through an intermediary and has control and direction over their work, they are likely to fall outside of IR35 rules.

IR35 was officially extended to apply to large and medium private sector business (small businesses are currently exempt) from April 2021, but HMRC has since confirmed they will not be clamping down on companies who fall foul of the tax reforms in the first year although they will take a tougher stance from April 2022.

We spoke to several accountants to find out what businesses need to know about IR35.

There is now a definitive line between in-house and outsourced workers

Paul Donahue, Tax Rebate Services

Businesses can no longer hire a self-employed person to be ‘part’ of their business – there is now a definitive line between in-house and outsourced workers.

Businesses should take the test on the Government website to see if their contractor falls within or out of IR35. There may be some surprises within the multiple-choice test. For example, it’s no longer allowed for a contractor to contact a company’s customers as a representative of the company if they are self-employed. Employers must also accept a substitution should the freelancer not be available.

We are supporting clients with any questions they may have while helping some transition to PAYE. Many businesses we represent have only ever hired people on a freelance basis but are now finding that PAYE is actually more beneficial. Some however are concerned about the extra paperwork and responsibility, so we are helping them navigate through the changes.

Next steps: It’s important that employers familiarise themselves with the rules before taking on any self-employed contractors or freelancers.

Verdict: There’s a definitive line between in-house and outsourced workers, employers should familiarise themselves with the new rules before taking on any more contractors.

The business is responsible for determining employment status

Andrew Law, Albert Goodman 

IR35 or ‘off-payroll working’, needs to be considered when a business engages a worker through the worker’s own personal service company (PSC). The rules seek to prevent workers, who are really the same as employees, from avoiding tax and national insurance by contracting through their own PSC.

With the exception of small businesses, the business has the responsibility to carry out a ‘status determination’. This determination assesses whether the worker would otherwise be an employee. If so, PAYE and national insurance should be deducted from payments to the PSC just as if the worker were employed. With small businesses, the obligation is placed on the PSC rather than the business.

Next steps: No two businesses are the same, so support we offer clients is tailored to their needs. This will range from just advising on technical queries where clients are happy to deal with their own compliance, up to a fully managed payroll service.

Verdict: Most businesses – other than small businesses – are responsible for determining employment status.

Businesses remain liable for any unpaid tax and NI prior to issuing a Status Determination Statement (SDS)

Clarke Bowles, director of strategic sales, Parasol Group 

Medium and large-sized private sector businesses are now responsible for determining the IR35 status of personal service company (PSCs) contractors.

Businesses will need to issue a Status Determination Statement (SDS) to show this. Until they do, they remain liable for any unpaid tax and national insurance. Businesses that fail to comply will ultimately face the prospect of paying back taxes and further penalties for inaccuracies. Blanket assessments, whereby a business makes a status determination without conducting an assessment, does not constitute reasonable care.

At Parasol, we are providing assignment-by-assignment advice to contractors taking on new projects so they have an understanding of whether they are working inside or outside IR35.

Next steps: The Government have introduced the Check Employment Status for Tax (CEST) tool to help businesses identify IR35 status. This tool can be helpful in understanding how HMRC would view individual cases, but be mindful that recent high-profile, public sector companies have recently been hit with significant tax bills despite using the tools, so it is not entirely accurate.

Verdict: Businesses remain liable for any unpaid tax and NI before issuing a Status Determination Statement (SDS).

Landlords and MTD for ITSA: your questions answered

This content is brought to you by FreeAgent.

With the introduction of Making Tax Digital for Income Tax Self Assessment (MTD for ITSA) drawing ever closer, award-winning software provider FreeAgent has been helping practices and their clients get ready for the changes that lie ahead.

From April 2023, sole traders, partnerships and landlords with income above £10,000 will need to keep digital accounting records and use MTD-compatible software to send quarterly updates about their earnings to HMRC.

In our recent webinar, Ron Banerjee FCA, Managing Director of Banner & Associates, joined Kevin Lord, FreeAgent’s Head of Practice Enablement, to discuss how MTD for ITSA will affect landlord clients. Here are some of the key questions and answers from the event.

When should we start preparing our landlord clients for MTD for ITSA?

Now! The MTD for ITSA rules will apply from April 2023, but you could save time in the long run by ensuring that your landlord clients are aware of the upcoming changes. If your clients know in advance what they’ll need to do, the transition is likely to run more smoothly.

Can we add landlord clients to FreeAgent now?

Yes – your clients who have property income can use FreeAgent’s Projects feature to record all of the income and expenses that relate to a specific property. They can designate the tenant as the project contact and create recurring invoices that will record monthly rental income automatically. Clients can also add property-specific nominal codes for any related expenses, such as repairs.

Although FreeAgent doesn’t currently support the submission of the property pages on Self Assessment tax returns, we’re working with HMRC to ensure that our software will be ready for MTD for ITSA ahead of the launch of the public beta programme in April 2022.

Are partnerships affected by MTD for ITSA?

Partnerships that earn more than £10,000 per year and have only individuals as partners will be required to join MTD for ITSA from April 2023. All other partnerships – for example, those that have corporate partners, limited partnerships or limited liability partnerships – will be required to join MTD for ITSA at a future date to be advised.

How can we help clients feel more positive about MTD for ITSA?

Change can be daunting, but you can help your clients feel positive about MTD for ITSA by highlighting some of the ways that it could benefit them in the long run.

For example, the new quarterly reporting process will give your landlord clients a better understanding of their tax responsibilities throughout the year, which will help to reduce the risk of any stressful surprises and eliminate the annual last-minute filing rush.

How can we support clients who are less confident with technology?

As the tax system moves towards digitisation, some of your clients may have concerns about their technical know-how. FreeAgent has been designed to be as user-friendly as possible so that your clients can tackle their daily admin with confidence.

By offering additional support during the transition process, you could strengthen your client relationships and show them just how invaluable you are to their business. To help your clients get to grips with FreeAgent, check out our guides, webinars and extensive Knowledge Base.

Will we be expected to absorb more work?

Although cloud accounting software can help your clients take on more day-to-day admin tasks themselves, the transition to MTD for ITSA is likely to increase your workload as you help clients get to grips with new software and understand their reporting responsibilities.

If you decide to reflect this extra work in your pricing model, you might wish to give your clients advance notice of any changes that will be made to their billing.

What are the next steps?

You can lay the foundations for a positive transition to MTD for ITSA by ensuring that your clients are as informed as possible. It may be useful to create a communications plan that lists the information you’re going to share with your clients in order to ensure nothing is missed out. You might even consider hosting webinars or Q&A events so that you can answer multiple client queries in one session.

It may also be helpful to encourage your landlord clients to set up a separate business bank account for their property income and outgoings, as this will make it easier for them to keep their accounting records in order.

To give you a head start on educating your clients about MTD, we’ve created some useful email templates in our practice preparation guide. You can also book a free 30-minute consultation with one of our MTD experts to get advice on segmenting your clients and planning your communications.

Looking for more information to help you conquer MTD? Check out our guide that dispels some of the myths surrounding the initiative.

Find out more about how you can equip your small business and landlord clients and increase your practice efficiency with FreeAgent’s award-winning, MTD-ready accounting software.

This content is brought to you by FreeAgent.

How to ensure your employee benefits programme is fit for purpose post Covid

Four in 10 employees are expected to continue to work from home on a regular basis post Covid-19, according to a recent survey from the Chartered Institute of Personnel and Development (CIPD). That’s around twice as many as in pre-pandemic times.

The success of the massive enforced remote working experiment that began in March last year has convinced many companies that a hybrid working model is the way to go.

Thousands of HMRC employees, for example, can now choose to spend up to two days a week working from home, while KPMG staff only need to be in the main office for four days each fortnight.

It’s a level of freedom talented individuals are likely to come to expect; insurer AON’s 2021 Benefits & Trends Survey indicates that more than 90% of UK employers think employees’ expectations of the workplace are changing as a result of Covid.

But for employers, moving to a hybrid working model requires lots of adjustments – including taking steps to ensure their employee benefits programmes reflect the new ways of working.

“In a year dominated by COVID-19, significant numbers say that the pandemic will result in them reviewing their Employee Value Proposition (EVP),” said Richard Morgan, Principle Strategic Consultant on the AON survey.

Here are some easy ways to make sure your company’s EVP fits the “new normal” and enables you to both support your existing employees and attract top new talent.

Focus on wellbeing

According to Mental Health UK research carried out earlier this year, one in five employees feel “unable to manage stress and pressure in the workplace”.

Such issues are harder to manage – and to monitor – when people are working remotely, which is why many employees have experienced burnouts in the last 18 months.

The key is to ensure employees recognise that they can access support when they need it and will not be judged for struggling with their mental wellbeing.

It’s something most employers are aware of; figures from insurance broker Willis Towers Watson show that 75% of UK companies plan to improve their mental health services in the wake of the pandemic.

And with good reason: better mental health support should improve your EVP and help to avoid employee absences caused by workplace stress, as well as other personal issues such as addiction and bereavement.

Invest in digital solutions

With lots more people working off site, the best way to ensure everyone has access to employee benefits is to offer them – and communicate what’s on offer – via a well-resourced digital channel, such as a Total Reward platform that provides everything from wellbeing apps to discount schemes.

That might sound expensive, but with figures from Accenture suggesting a typical employer can expect to save $11,000 (£8,000) per year for every person who works remotely 50% of the time, it could be a good place to invest some of the savings you make by having smaller offices.

It’s also important to encourage line managers to stay in regular contact with those working remotely via a range of online tools, including video meetings and more informal chat services.

Take a flexible approach

One of the downsides of remote work is that it’s harder to feel part of the team. By offering employee benefits that suit remote workers’ lifestyles, you can demonstrate that they remain valued members of the workforce.

Certain benefits, commuter ticket loan and cycle to work schemes for example, are less likely to appeal to home workers. So why not offer alternatives such as help with home insurance and utility bills, which will probably rise due to employees spending more time and having more expensive equipment in their homes?

Employer-sponsored broadband contracts that offer the bandwidth home workers need to do their jobs effectively are also a good idea, while regular in-person team-building exercises can help people feel connected to their colleagues, wherever they work.

Listen to your employees

While it’s easy to see why discounted utility bills are more likely to interest someone who works from home than a cycle to work scheme, the best way to ensure your employee benefits scheme meets your workforce’s needs is to ask them.

CIPD statistics show that 25% of employees rarely or never have the opportunity to raise concerns or share ideas to improve the organisation.

“There are considerable gaps in employees’ ability to have a voice at work,” the organisation said.

But by failing to get your employees’ opinions on everything from performance targets to benefits and workplace culture, you are missing out on a hugely valuable source of information.

Engagement statistics tell part of the story – and can help you to avoid wasting money on benefits your workforce does not want.

But surveys, questionnaires, and informal conversations are also great ways to get a better picture of the benefits that will really add value for your staff.

In summary

Steps companies can take to create a supportive workplace environment post Covid include:

  • Take a holistic approach to employee wellbeing that goes beyond isolated initiatives
  • Offer a flexible programme that allows people to choose the right benefits for their needs
  • Invest in digital tools that can be used anywhere
  • Encourage two-way communication with your workforce via surveys, workshops and one-to-one sessions

Further reading