Growing customer expectations. Market-shaping AI. Self-optimizing systems. The post-digital age shows no signs of slowing down, and the need for new ideas powered by intelligent technologies has never been greater.

But a vision for the future can't be realized without know-how. We partner with our clients to drive real innovation—the kind that turns an idea into an industry—helping them transform and grow their organizations.

Learn how we work with companies from all industries, across the globe to create the New—now.

Every Accenture practice is a path to transformation, offering a different way to embed innovation at the core of an organization and scale it cross-enterprise.

Strategy

We combine deep industry expertise, advanced analytics capabilities and human-centered approaches to help our clients shape strategies to drive growth.

Technology

Accelerate your journey to become an intelligent business. Our comprehensive IT services and powerful partnerships help clients scale intelligence cross-enterprise.

Consulting

Traditional R&D lags behind in the age of disruption. We work alongside clients to help them unearth trapped value and reinvigorate their businesses.

Operations

Operating models play a crucial role in helping organizations harness disruption and achieve sustainable growth. Intelligent operations are the future.

Digital

In an era of digital disruption, we help businesses evolve from simply thinking digital to being digital.

Security

Cyber threats exist across the entire value chain. Our tailored cybersecurity services help build resilience, from the inside out, end to end.

What we believe

Equality in the workplace has never been more relevant than it is today. In fact, our research shows that equality is a powerful multiplier of innovation and growth. It drives creativity and inspires a sense of belonging. It’s why we’re committed to championing a culture of equality. One where our people are empowered to be their best, professionally and personally.

Our diversity helps us bring unique perspectives and skills to the table. And our culture ensures we can all leverage these unique contributions to the benefit of our clients and our communities. As equals, anything is possible.

The Accenture Diversity Council, which includes members of our Global Management Committee, assesses the inclusion and diversity matters we face, sets strategic direction and prioritizes our actions globally.

We believe that government laws, regulations and business practices should uphold the principles of equality and that no one should be discriminated against because of their differences, such as age, ability, ethnicity, gender, gender identity and expression, religion or sexual orientation. While laws may vary in the countries where we operate, we remain committed to an inclusive and diverse workplace.

Deloitte Risk and Financial Advisory Services

    We help organizations navigate business risks and opportunities—from strategic, reputation, and financial risks to operational, cyber, and regulatory risks.

    Audit & Assurance

    Our professionals provide independent financial statement and internal control audits, in accordance with the latest professional standards and with a focus on quality.

    Consulting services

    As part of the largest management consultancy in the world, Deloitte consultants offer global experience and local knowledge to help you focus on the big picture and succeed in any public or private business environment.

    Tax Services

    Deloitte offers clients a broad range of fully integrated tax services, including Business Tax, International Tax, Transfer Pricing Tax, Indirect Tax, Multistate Tax, Tax Management Consulting, Global Employer services, M&A - Tax, Gi3, and Private Wealth.

    M&A Services

    From strategy to due diligence to integration or divestiture, Deloitte's M&A services recommends established strategies and solutions to help provide the confidence and support clients need to achieve their unique growth objectives.

    Deloitte Analytics and AI

    Achieving your business outcomes demands ever-smarter insights—delivered faster than ever before. Welcome to the Age of With, where Deloitte translates the science of analytics into reality for your business.

Milestones

For more than 100 years, clients have relied on Deloitte LLP and its predecessor organizations for solutions to their ever-changing needs. We are a national and global leader today because we have sustained our clients’ trust and exceeded their expectations throughout our history.

Great leaders, such as William Welch Deloitte, George A. Touche, Charles Haskins and Elijah Watt Sells helped define and expand the foundations of our profession and the value of our service. As we embark upon our second century of achievement, the story of our forebears and the outstanding clients they served continues to motivate and inspire us. These great clients, great leaders and great moments shaped the culture of client service that distinguishes the organization today.

Haskins, Sells and the Dockery Commission

In 1893, with the United States in an economic decline, government inefficiency became a target of public concern. Representative A. M. Dockery (R-MO) appointed two accountants to investigate: Charles Haskins and Elijah Watt Sells. During the next two years, Sells and Haskins transformed how the US government did business. Department by department, they found ways to simplify work and increase efficiency. Altogether, their recommendations saved the government $600,000 a year while improving work quality. On March 4, 1895, the two opened offices in New York City offering accounting services to the public. In time, Haskins & Sells opened successful offices in Chicago and London and helped lead a young profession to maturity.

Deloitte, Touche and the development of modern accounting

In England, the Industrial Revolution spawned a new type of enterprise that raised capital by selling equity to the public. The Great Western Railway (GWR) was one of the most famous of these early "joint stock companies." When its stock price slumped in 1849, GWR turned to an independent public accountant, William Welch Deloitte, to audit the company. The experience was so valuable that GWR directors recommended compulsory independent oversight. This recommendation was gradually implemented in England, but 84 years passed before the United States adopted the practice. The boom in joint stock companies created demand for people skilled at understanding and solving complex business problems. George A. Touche, a Scotsman, established a London-based accounting company in 1898 to help meet that demand. Two years later, he followed the flow of British capital to the United States, establishing the first US office of Touche, Niven & Company.

1900 – 1930

The new era of the income tax

John Ballantine Niven established the offices of Touche Niven alongside Haskins & Sells in the Johnston Building at 30 Broad Street in 1900 in New York. At the time, fewer than 500 CPAs practiced in the United States. But a new area of accounting was soon to generate enormous demand for accounting professionals—the era of the income tax.

In 1913, Niven opened the organization's first branch offices in Minneapolis and Chicago. That same year, the 16th Amendment to the Constitution allowed income tax to be levied on Americans for the first time. Compared with modern levels, the 1913 rate of 1 percent on taxable incomes over $3,000, rising to 7 percent on taxable incomes over $500,000, may seem low. But, as the Journal of Accountancy noted that year, it was "indubitable that the income tax law is to have a more far-reaching effect upon public accountants than upon any other profession or business in the country.

"Hundreds of men who have never seen the necessity for a correct system of accounting," the Journal continued, "now find themselves compelled to prepare statements of income and expenditure; and the work in nine cases out of ten will fall upon the shoulders of the public accountants of the several states." The Journal was so convinced of the demands of the new legislation that it added a tax column—and asked Niven to be the editor. Under his direction, the column advised accountants of the requirements of income tax, preparing the profession for the impact of World War I, when federal spending rose from $742 million in 1916 to $18.9 billion in 1919. By then, income tax provided 58 percent of federal revenues, and the experts who handled income taxes found their skills in great demand.

1930 – 1950

After the crash: Audits and regulations

“Free, fair and full reports of industrial organizations,” the January 12, 1901, issue of Commerce, Accounts & Finance said, “ should be founded upon thorough, independent audits of accounts by disinterested certified public accountants, whose signed certificates, to be published with the report, are a more nearly perfect guarantee of reliability than any other yet to be discovered.”

The article, believed to have been written by Charles Haskins, was one of many calls for independent auditing in the early decades of the century. But these calls were largely ignored by Washington and Wall Street regulators. The stock market crash of 1929 and the ensuing Depression brought the issue into the public spotlight, especially when it became obvious that proper accounting practices might have prevented some bankruptcies and consequent unemployment.

On April 1, 1933, Colonel Arthur Carter, President of the New York State Society of CPAs, testified before the US Senate Committee on Banking and Currency. As the only accountant to testify, Carter helped convince Congress that independent audits should be mandatory for public corporations. The 1933 Securities Act subsequently required public corporations to file independently certified registration statements and periodic reports. A year later, the Securities and Exchange Commission was created to administer the new legislation.

The regulating bodies immediately needed accountants. Women accountants, who (except for the remarkable Jennie Palen) had been unable to make headway at the leading firms, suddenly found themselves in demand.

1950 – 1970

Postwar growth

After World War II, America stood on the brink of historic economic expansion. In this environment, in 1947, Detroit accountant George Bailey, then president of the AICPA, launched his own organization. The new entity enjoyed such a positive start that in less than a year, the partners merged with Touche Niven and A.R. Smart to form Touche, Niven, Bailey & Smart. Headed by Bailey, the organization grew rapidly, in part by creating a dedicated Management Consulting (MC) function. It also forged closer links with organizations established by the cofounder of Touche Niven, George Touche: the Canadian organization Ross, Touche and the British organization George A. Touche. In 1960, the organization was renamed Touche, Ross, Bailey & Smart, becoming Touche Ross in 1969. John William Queenan joined Haskins & Sells in 1936. As managing partner from 1956 until his retirement in 1970, he led the organization through major developments in the profession. Haskins & Sells experienced its own major development by merging with 26 domestic organizations and establishing offices in Canada, Central and South America, Europe, and Japan.

Leading the information revolution

In the 1950s, information technologies became increasingly important in business. Few professions were affected more than accounting. Data processing machines freed accountants to focus on developing and monitoring systems to improve the way clients managed. Characteristically, Touche Ross led the profession into this uncharted territory. In 1952, it became the first large accounting organization to automate its bookkeeping. Later, Gordon Stubbs wrote Data Processing by Electronics and Introduction to Data Processing, the first two professional brochures of their kind. In 1964, the organization's work with statistical sampling led to the Auditape System, which brought computer technology to audits. The organization's MC group, which provided computer systems advice, felt the greatest impact from the technology revolution. The organization did pioneering work for several leading corporations and for many government agencies. At Touche Ross, the discipline matured during the 1960s and 1970s under the direction of leaders like Robert Trueblood and Michael Chetkovich.

1970 – 1990

The 1980s: A new style of management

In the 1980s, Deloitte & Touche led the profession through a decade of unprecedented merger and acquisition activity in American business. At the close of the decade, Emerson’s Professional Services Review commented, “When it comes to acquisition services, no one rivals the Deloitte & Touche infrastructure, commitment, expertise or reputation.

The organization's proficiency in mergers and acquisitions emerged in the 1970s when a new style of management became prominent in corporate America. The new managers were financially sophisticated and aware of the synergies and economies of scale offered by mergers and acquisitions. They relied on their accountants for more than audit and tax skills, and looked for insightful advice, technological expertise, global operations and support for their merger and acquisition activity.

Without sacrificing technical audit proficiency or ethical standards, managing partners Russell Palmer and Charles Steele led the way into this new world of business. Accountants began to emphasize their abilities as business consultants—offering the full range of accounting services and actively seeking additional ways to help their clients.

A new generation of leaders rose to the top of Touche Ross and Deloitte Haskins Sells during these years. In 1982, the two-man team of David Moxley and W. Grant Gregory succeeded Russell Palmer as leaders of Touche Ross. In 1985, Edward A. Kangas, who had made his name in management consulting, was appointed managing partner of Touche Ross. In 1984, J. Michael Cook became managing partner of Deloitte Haskins Sells.

As the rate of mergers and acquisitions accelerated, corporate America became increasingly globalized. Corporations increasingly sought advisers skilled in all areas of accounting and proficient at solving problems throughout the world. Many turned to Deloitte & Touche for just such assistance. To cap off this decade of merger and acquisition activity, Touche Ross and Deloitte Haskins Sells merged in 1989.

The newly formed Deloitte & Touche was led by J. Michael Cook and Edward A. Kangas, who shared the belief that successful accountants of the future would combine strong professional abilities with a deep understanding of their clients’ industries, situations and needs.

1990 – 2000

Competing for the future

The information revolution and globalization offered the organization larger and more diverse challenges. With the dismantling of the Berlin Wall, the emergence of trading regions such as the European Economic Community, the growing economic power of the Pacific Rim and the growth in cross-border trade through agreements such as NAFTA, the organization's clients demanded increasingly integrated cross-border solutions.

Deloitte & Touche set out to provide the coordinated, global services and solutions our clients required. To do so, the organization needed more than technological sophistication and a knowledge of international business. It needed, as managing partner James E. Copeland, Jr., pointed out in 1994, the intellectual equivalent of systems integration—the ability to combine competencies from all functional disciplines across national borders to create solutions for clients.

To achieve our goals, we had to hire high-caliber recruits in every country, then train them to excel. We had to maintain the highest ethical standards in the world. We had to be, in the words of the firm’s powerful mission statement, “the professional services firm that consistently exceeds the expectations of our clients and our people.”

In 1995, a century after its founding, the partners of Deloitte & Touche voted to create Deloitte Consulting to better serve our multinational clients. While the specifics of the world of business have changed in the past 100 years, the overall commitments and goals of the organization remain the same as the day Haskins and Sells shook hands on their partnership, and Touche sent Niven to open an office in New York. As Haskins noted more than 100 years ago, our “study and interest is the soundness of the world of affairs.” Our goal continues to be to “simplify work so that it can be done more rapidly and more effectively.”

2000 - present

Between 2003 and 2005, Deloitte LLP reorganized its businesses to better align itself with the manner in which business is conducted. It currently has the following four subsidiaries that provide client services: Deloitte & Touche LLP, Deloitte Consulting LLP, Deloitte Financial Advisory Services LLP and Deloitte Tax LLP.

As The Deloitte US Firms move forward, they continue to establish themselves as the employers of choice in their professions. The Deloitte US Firms have a unique internal environment that allows the organization to deliver high quality services to today's leading companies—and tomorrow's.

At EY, our purpose is Building a better working world. The insights and quality services we provide help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities.

In a world that’s changing faster than ever, our purpose acts as our ‘North Star’ guiding our more than 260,000 people – providing the context and meaning for the work we do every day. We help digital pioneers fight data piracy; guide governments through cash-flow crises; unlock new medical treatments with data analytics; and pursue high quality audits to build trust in financial markets and business. In other words, working with entrepreneurs, companies, and entire countries to solve their most pressing challenges.

Through our four integrated service lines — Assurance, Advisory, Tax and Transaction Advisory Services — and our deep sector knowledge, we help our clients to capitalize on new opportunities and assess and manage risk to deliver responsible growth. Our high-performing, multidisciplinary teams help them fulfill regulatory requirements, keep investors informed and meet stakeholder needs.

We believe a better working world is one where economic growth is sustainable and inclusive. We work continuously to improve the quality of all of our services, investing in our people and innovation. And we’re proud to work with others – from our clients to wider stakeholders – to use our knowledge, skills and experience to help fulfill our purpose and create positive change.

Our people

Our purpose — Building a better working world — is the foundation of our culture.

At EY, we develop leaders who build a better working world.

Our 260,000 people and 1 million EY alumni form a powerful network. Each of those people leads and inspires others during their time at  EY and beyond, and brings our purpose to life in the work they do every day.

Better begins with you, our peer-based, global award program, asks EY people to nominate those who have found inspiring and impactful ways to bring to life EY’s purpose of building a better working world.

Performance

By focusing on our purpose of building a better working world, we’re making an enduring impact for our people, clients and communities.

Through insights, facts and figures, case studies and videos, our Global review 2018 tells the story of our year. It shows how we’re applying our knowledge and experience every day to build a better working world through our services to clients, the leaders we develop, the confidence we provide to the capital markets and the support we give to the communities in which our people live and work.

Inclusive growth

We believe a better working world is one where everyone can contribute to and share in the benefits of sustainable economic growth.

Over the past generation, trends such as rapidly advancing technology, increased globalization and demographic shifts have brought huge benefits, but at the same time have left many people feeling like they’re falling behind.

We believe economic growth and social inclusion must always be looked at together and increased overall prosperity can only be achieved along with more equal opportunity and outcomes.

Through our services, our wider influence and our approach to corporate responsibiilty, we're committed to supporting broad-based growth that empowers everyone to contribute to and benefit from economic success, both today and tomorrow.

Building trust in the capital markets

We provide trust and confidence in the capital markets by promoting transparency, supporting financial stability and fostering inclusive economic growth.

Quality audits are a key part of healthy capital markets. But all of our services help organizations to improve their performance and lead to a healthier economy, which benefits everyone in society. We take our role in the capital markets very seriously and we speak regularly with our many stakeholders on important topics. Through these conversations we deepen our understanding of the vital role business plays in society and of the policy environment we work in. In turn, we use this knowledge to inform discussions with legislators, regulators and investors around regulatory changes and broader policy issues.

Industry reimagined

As industries converge, they create new value and opportunities for business. EY helps organizations identify and capitalize on these new opportunities.

From mobility to health care to future cities, traditional industry boundaries are being disrupted, as sectors converge to adapt to technological and societal changes.

Navigating this fast-changing environment requires agility and fresh thinking. As we reinvent how we work, live and play, EY is helping clients embrace industry disruption as an opportunity.

Our services

At EY, we’re dedicated to helping our clients, from start-ups to Fortune 500 companies – and the work we do with them is as varied as they are.

Through our four service lines — Assurance, Advisory, Tax and Transaction Advisory Services — we help organizations capitalize on opportunities. We help them fulfill regulatory requirements, keep investors informed and meet stakeholder needs. And in a fast-changing world, we give them the support they need to be effective today and create long-term growth for tomorrow.

Across all disciplines and from every angle, EY professionals draw on our shared creativity, experience, judgment and diverse perspectives. Wherever they operate, we help clients address their toughest challenges, so their businesses are fit for a digital future.

Our alliances

The blend of technology and business innovation is revolutionizing how organizations operate, compete and deliver products and services.

Through our strategic relationships with technology and industry leaders, and a host of businesses with specialized capabilities, we blend powerful technology, distinctive capabilities and industry experience to help our clients address their toughest challenges.

We collaborate to create pioneering services, powered by leading and emerging technologies, including AI, blockchain, Internet of Things and cybersecurity. Our services address a broad range of client needs, including helping them turn insights into business breakthroughs, accelerating their supply chain strategies, and modernizing their finance and accounting processes.

Who we work with

We work with more than 200,000 clients in 150 countries, from start-ups to multinationals across all sectors, helping them meet their most pressing challenges.

Our clients include 82% of the Fortune Global 500 and 70% of the Forbes Global 2000. We also work with middle-market companies, helping them accelerate growth and achieve their market leadership aspirations. We’re world leaders in recognizing and supporting entrepreneurs and help them bring their products and ideas to market through tailored services and programs, such as Entrepreneur Of The Year®. We also advise government and public-sector organizations worldwide. Our work focuses on helping them increase their resilience, strengthen their economies and communities, and improve the lives of their citizens.

Our approach

At EY our purpose is building a better working world. We start by asking better questions: questions that challenge, inspire and unlock new answers to some of today’s most pressing challenges.

We believe that every audit, every tax return, every advisory opportunity, and every interaction with a client or colleague should make the working world better than it was before. Fulfilling our purpose starts by asking better questions, because the better the question, the better the answer. These better answers help our clients operate more efficiently, manage risk, foster growth and inspire confidence, which, ultimately, leads to a better working world.

Through helping other organizations mitigate risks and grasp opportunities, we can drive positive, sustainable change for clients, our people and society at large.

KPMG member firms operate in 153 countries, collectively employing more than 207,000 people, serving the needs of business, governments, public-sector agencies, not-for-profits and through member firms' audit and assurance practices, the capital markets. KPMG is committed to quality and service excellence in all that we do, bringing our best to clients and earning the public's trust through our actions and behaviours both professionally and personally.

We lead with a commitment to quality and consistency across our global network, bringing a passion for client success and a purpose to serve and improve the communities in which member firms operate. In a world where rapid change and unprecedented disruption are the new normal, we inspire confidence and empower change in all we do.

At KPMG, we inspire confidence and empower change in all we do. We challenge ourselves to bring our absolute best to clients, to the public and to one another, every single day. We set ourselves apart through our passion and pride, our expertise and our curiosity, our inclusive culture and our focus on developing the leaders of tomorrow.

It's not just what we do at KPMG that matters: we also pay attention to how we do it. Our Values are our core beliefs, guiding and unifying our actions and behaviors. Shared across every level and in every country, jurisdiction and territory in which we operate, they are the foundation of our unique culture.

They enable us to bring out the best in our people. And they give us a shared language through which to collaborate across teams and across the KPMG global network, leveraging their market knowledge and specialized insight more effectively.

At the same time, we value diversity and the many different perspectives our people bring to complex issues. That's why we are focused on creating an inclusive environment where they can flourish, both as professionals and as individuals. This includes investment in their skills and knowledge to further expand, deepen and evolve our expertise.

This is what it means to work with and for KPMG.

The KPMG Global Code of Conduct sets out our standards of ethical conduct. It applies to all KPMG partners and employees - from new recruits to our longest serving colleagues - in every country in which we operate. It spells out fundamental ethical principles and highlights resources available to help partners and employees understand and uphold those principles.

The original Global Code of 2005 was updated in 2012 and again in 2018 to reflect developments in law, regulation and professional ethics, as well as our enhanced commitments to making a positive impact on society, communities and the wider world. It also ensures we work with integrity while delivering real results to clients.

Everything we do is underpinned by a shared set of values that define how we work together, with our clients and communities.

Our Values are our core beliefs, guiding and unifying our actions and behaviors. We were one of the first professional services organizations to define a global set of Values and they have remained core to our culture and who we are ever since.

We lead by example: At all levels we act in a way that exemplifies what we expect of each other and our member firms' clients.

We work together: We bring out the best in each other and create strong and successful working relationships.

We respect the individual: We respect people for who they are and for their knowledge, skills and experience as individuals and team members.

We seek the facts and provide insight: By challenging assumptions and pursuing facts, we strengthen our reputation as trusted and objective business advisors.

We are open and honest in our communication: We share information, insight and advice frequently and constructively and manage tough situations with courage and candor.

We are committed to our communities: We act as responsible corporate citizens by broadening our skills, experience and perspectives through work in our communities and protecting the environment.

Above all, we act with integrity: We are constantly striving to uphold the highest professional standards, provide sound advice and rigorously maintain our independence

KPMG International has issued a human rights statement, in-line with the UN's Guiding Principles on Business and Human Rights. This is a sign of our commitment to respecting human rights and it builds on our long-standing support for the United Nations Global Compact.

Human rights are a component of our due diligence procedures included in our Global Quality & Risk Management and People & Culture policies. Compliance of our member firms with human rights policies is monitored.

We have not identified any instances of KPMG member firms causing or contributing to any adverse human rights incidents.

Committed to action

Internationally recognized human rights, as set out in the UN Universal Declaration of Human Rights, can be summarized as the basic rights that form the foundation for freedom, justice and peace, which apply equally and universally in all countries.

On 16 June 2011, the United Nations Human Rights Council endorsed the Guiding Principles on Business and Human Rights: Implementing the United Nations 'Protect, Respect and Remedy Framework' (the Guiding Principles). The 30 principles include 15 that relate to businesses, rather than governments.

In following the Guiding Principles, KPMG International and KPMG member firms:

    undertake to avoid causing or contributing to adverse human rights impacts through their own activities, and address such impacts when they occur

    seek to prevent or mitigate adverse human rights impacts that are directly related to their operations, products or services through their business relationships.

Together with our objective to be a leader in the global economy, the KPMG network aims to act as a role model for the business community. One aspect of this is ethical conduct - which includes aspiring to the 10 principles of the UN Global Compact, including human rights, as expressed through the Global Code of Conduct. The Global Code of Conduct includes our commitments to:

    Follow high standards of ethical conduct around the world;

    Work with clients, suppliers, and subcontractors that live up to KPMG's core ethical standards;

    Act lawfully, ethically, and in the public interest;

    Champion an inclusive and collaborative culture that is free from bullying, discrimination, and harassment, where everyone is treated with respect and dignity.

In addition, the policies and procedures that KPMG International requires its member firms to implement are consistent with the UN Declaration of Human Rights, the Guiding Principles, the International Labor Organization Core Conventions and the Organization for Economic Co-operation and Development's Guidelines for International Enterprises.

PwC’s accounting practice originated in London well over a century ago. As times changed and PwC expanded worldwide, our commitment to clients—like you—never wavered. With us, you’re supported by a global network of more than 250,000 people in 158 countries with one goal: to help your business thrive.

PwC’s professional services, including audit and assurance, tax and consulting, cover such areas as cybersecurity and privacy, human resources, deals and forensics. We help resolve complex issues and identify opportunities across these industries.

Let’s combine your ​aspirations with our world-class capabilities to achieve your goals.

Understanding your business and gaining deeper insights with Halo

Halo uses data analysis and visualization to identify areas of higher risk for your organization and generate insights.

    Enables a greater understanding of your business to enhance audit quality

    Visualizations offer deeper understanding of your business, resulting in greater insights

    Automation means manual tasks can be automated

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