ACCA SBL PER Support

Practical Experience Requirement

Before you can qualify as an ACCA member, you not only have to pass all your exams but also fulfil a
three year practical experience requirement (PER). To help you recongise areas of the syllabus that
you might be able to apply in the workplace to achieve different perofrmance objectives, we have
introduced the ‘PER alert’ feature in you study text. This feature aims to remind you that what you are
learning to pass your ACCA exams is equally useful to fulfill the PER requirement. We have also
highlighted the key chapters from your course notes to assist you.

Full details of the PER can be found on the ACCA website:

http://www.accaglobal.com/uk/en/student/practical-experience.html

There are 12 objectives relevant to SBL:

PO1 Ethics and professionalism

PO2 Stakeholder relationship management
PO3 Strategy and innovation
PO4 Governance, risk and control
PO5 Leadership and management
PO9 Evaluate investment and financing decisions
PO11 Identify and manage financial risk
PO12 Evaluate management accounting systems
PO13 Plan and control performance
PO20 Review and report on the findings of an audit or assurance engagement
PO21 Business advisory
PO22 Data analysis and decision support
Remember that your achivement of the PER should be recorded in your online My Experience record.
Performance
Elements Workbook Chapter
Objective
1b Act with integrity, objectivity, Chapter 9 – Applying ethical principles
professional competence and due
care and confidentiality. You
should raise concerns about non-
compliance.
2a Display sensitivity, empathy and Chapter 1 – Strategy, leadership and culture
cultural awareness in all your
communications. This allows you
to establish trust and credibility
with a range of stakeholders and
gain their confidence.
2c Gain commitment from Chapter 2 – Stakeholders and social
stakeholders by consulting and responsibility
influencing them to solve
problems, meet objectives and
maximise mutually beneficial
opportunities.
3a Research and be familiar with your Chapter 4 – The external environment
employer’s business, the sector it
operates within and the wider
business environment.
3e Develop financial acumen and Chapter 5 - Strategic capability
commercial awareness. This will Chapter 6 – Competitive advantage and
allow you to adopt and apply strategic choice
Chapter 10 – Financial analysis
innovative methods and
Chapter 11 - Applications of IT
technologies to identify business Chapter 12 - E-business
problems and evaluate strategic
options and manage solutions.
4b Operate according to the Chapter 3 – Impact of corporate governance
governance standards, policies on strategy
and controls of your organisation. Chapter 8 – Internal control systems
You also review your work and
your colleagues’ work to make
sure it complies.
4c Evaluate and identify areas of risk Chapter 7 – Assessing and managing risk
including data and cyber security Chapter 9 – Applying ethical principles
risks – assessing the probability of Chapter 11 - Applications of IT
fraud, error, security breaches and
other hazards in your area of
responsibility, and the impact they
would have
Performance
Elements Workbook Chapter
Objective
5c Manage resources – including Chapter 14 – Process redesign
teams – to deliver your objectives
to agreed deadlines. You motivate
other people and you’re actively
involved in helping them to
develop.
5d Work with others to recognise, Chapter 14 – Process redesign
assess and improve business
performance. You use different
techniques and appropriate
technologies to support business
improvement.
9a Advise on the appropriateness Chapter 10 – Financial analysis
and cost of different sources of
finance.
11b Assess the likelihood and impact Chapter 7 – Assessing and managing risk
of financial risks to specific Chapter 10 – Financial analysis
business activities.
11c Assess whether to transfer, avoid, Chapter 7 – Assessing and managing risk
reduce or accept financial risk. Chapter 10 – Financial analysis
11e Monitor financial risks, reviewing Chapter 7 – Assessing and managing risk
their status and advising on how Chapter 10 – Financial analysis
they should be managed.
12a Evaluate management accounting Chapter 10 – Financial analysis
techniques and approaches in an
organisation.
13a Contribute to setting objectives to Chapter 1 – Strategy, leadership and culture
plan and control business
activities.
13b Coordinate, prepare and use Chapter 10 – Financial analysis
budgets, selecting suitable
models.
20c Discuss the findings and Chapter 3 – Impact of corporate governance
implications of an audit with on strategy
management and governance Chapter 7 – Assessing and managing risk
teams.
21a Identify and use appropriate Chapter 4 – The external environment
financial and non-financial Chapter 10 – Financial analysis
information to build a
comprehensive understanding of a
client’s business and the business
environment in which they
operate.
21b Identify ways for clients to use Chapter 6 –Competitive advantage and
business partnering to make better strategic choice
connections and develop Chapter 10 – Financial analysis
successful relationships, based on Chapter 13 - Enabling success and strategic
achieving best practice and change
creating additional value.
22c Apply modelling techniques to Chapter 10 – Financial analysis
deliver specific types of analysis,
which may include: scenario
analysis, forecasting,
optimisation problems or cost-
benefit analysis.
22e Communicate the Chapter 2 – Stakeholders and social
recommendations to relevant responsibility
stakeholders in a way they can
easily visualise and understand, to
exploit business opportunities,
manage risk and evaluate
performance.