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EY puts the audit and consultancy world under high voltage

June 23, 2022

22:00

If EY effectively decides to cut itself in half, it will not only revolutionize the audit and consulting world. Such a scenario also provides more clarity for customers. “A gray zone disappears.”

The news that the giant EY considers splitting in two, is putting the entire audit and consultancy world under high pressure these days. EY, a British-American company with 312,000 employees in 150 countries, may decide in early July whether to separate its advisory and auditing activities. Earlier this week, plans leaked out that EY wants to partly list its consultancy branch. The billions generated by such an IPO should serve to enable the separation of the audit branch. Although EY emphasized that the leaked plans were dated and that no decision has yet been made. It may well be that EY, which used to be called Ernst & Young, will eventually leave everything as it was, it was said.

Parting

EY, a giant with more than 300,000 employees in 150 countries, is considering splitting in two and separating its audit and consultancy arm.

Revolution

An EY split would mark the biggest upheaval in the industry in 20 years. The other Big Four members – Deloitte, KPMG and PWC – are expected to follow suit.

clarity

Divorce offers the benefit of clarity, advocates say. Today, both the Big Four and clients struggle with a number of gray areas in which it is not clear whether the auditors are working according to the rules. A split removes that ambiguity, and can especially boost the consulting activities.


Wirecard

The stories about a possible revolution in the sector do not come out of nowhere. Critics have for years questioned the fact that the Big Four and a number of other multinationals such as BDO can offer both auditing and advisory services.

That increases the risks of a conflict of interest, according to the critics. Are auditors not more likely to turn a blind eye during a client’s audit if they know that their colleagues from the consultancy also provide services to that company?

The demise of fraudulent fintech giant Wirecard two years ago this month has further heightened that discussion. EY came under heavy fire in that affair for allegedly making huge strides in its control of Wirecard’s books. If the company had done its job, Wirecard’s tampering might have come to light sooner, many observers believe.

EY isn’t the only player in the industry that has been hit by corporate scandals recently. In May, KPMG in the UK reached a settlement of more than £14 million in a case involving the bankruptcy of British construction company Carillion in 2018. Former KPMG employees had misled regulators for years with falsified audit documents about Carillion and the software company Regenisis.

“You can hardly call it a huge surprise that EY now wants to split its activities,” responds a partner of an independent consultant who wishes to remain anonymous. “After the spate of scandals, almost everyone in the industry had expected for years that one of the Big Four would make such a decision. You see those discussions recurring at regular intervals. Twenty years ago, everyone went to the drawing board after the accounting scandal surrounding the American energy giant Enron. But many organizations that then separated their audit and consultancy activities, later expanded their advisory arm again.’

The Big Four and co are anticipating a possible realignment of the activities. also on the stricter regulations that are coming for the sector. The British government tightened up the audit rules after the Carillion fraud, although London did not go far enough, according to critics. Mairead McGuinness, the European Commissioner for Financial Services, announced a reform of the audit and consulting regulations last spring. A first proposal should be on the table by the end of this year.

That is not to say that Europe is today the Wild West for auditors and consultants. Europe has previously introduced restrictions to avoid conflicts of interest, but these do not force consultancy firms to divest their audit activities. In Belgium, these European regulations were converted into legislation in 2016. The common thread is that anyone who is an auditor at a certain company should not encounter themselves there as an advisor.

Stricter rules in Belgium

‘When Belgium amended its legislation, it did gold plating’, says an expert. ‘Our country went further than the European regulations required. For example, the European rules only related to so-called public-interest entities, which mainly include listed companies, banks and insurers. In Belgian legislation, the rules also apply to many SMEs that do not fall under that definition. In certain exceptional cases, auditors may provide certain other services to a client. But they always have to request approval from a special committee at the IBR, the Institute of Company Auditors.’

Demand for independent audits is growing among corporate clients, while consultants are becoming increasingly important in helping businesses grow. If they can exist independently of each other, that’s a win-win.

Patricia Everaert

Professor of Accounting at Ghent University



Despite the stricter regulations, discussion is still possible about what is and is not possible. ‘You are left with a gray zone’, the independent consulting partner notes. ‘What about a Big Four player who is called in for a due diligence? Does that fall under the audit activities? Or should you see that as business advice?’

Patricia Everaert, professor of accounting at Ghent University, sees a possible split-up of EY as a positive evolution. ‘It sharpens the responsibilities. Demand for independent audits is growing among corporate clients, while consultants are becoming increasingly important in helping businesses grow. If they can exist independently of each other, that’s a win-win.’

Many customers also appear to be interested parties. When companies want to appoint an auditor, this often involves complicated detective work. There must be absolute certainty that that auditor is not providing advice to the client in any way, because that would be against the regulations. This may be possible for a small or medium-sized company, but for a listed group with branches abroad it is sometimes a very difficult task.

‘We are legally obliged to change auditors within ten years’, gives a financial director of a Belgian listed company as an example. ‘The last time we did that, we had trouble putting together a shortlist of potential candidates. As soon as there is the slightest doubt in a candidate auditor that he may be providing other services to our group, he will drop out. In order to be able to negotiate with one of the Big Four players, we stopped a small accounting assignment that company was doing for a subsidiary in Japan. Even if it was only a contract of several tens of thousands of euros.’

The fact that every auditor and consultant works internally with a different scenario makes things even more complex, says the financial director. ‘You could say: why not engage an independent player that only provides audit services? But we are a listed company, active in several countries. For many of these small players, we are too expensive a business case. They often do not have the scale to work for multinationals. And so you almost automatically end up with the Big Four.’

‘Regulations are now sometimes holding back growth’, says a fintech entrepreneur, who works closely with the most important players in the sector. ‘In Belgium it regularly happens that a Big Four player has to stop the roll-out of certain business software because the customer is taken over by a company that had already engaged that player as an auditor. Splitting things up at least provides clarity. It helps consultants provide independent services and also allows auditors to grow. Due to the increasingly strict regulations, the demand for their services is also increasing.’

In that sense, EY’s possible intention to split the lot seems to be mainly realpolitik. It can bring commercial benefits to the organization. In recent years, the Big Four have increasingly focused on consultancy activities. They are more lucrative and there is even more scope for growth, it sounds like. The figures from EY Belgium alone illustrate how important this advisory branch has become: of the 382 million euros turnover in 2021, 288 million comes from consultancy.

Partner model on the shovel

EY still has to remove a number of obstacles to make a split possible. There are still legal issues. After a split, who will be responsible for any damage claims related to past matters? The audit or consultancy branch?

And first, EY has to convince its 13,000 partners of the need for a possible divorce. To convince everyone, the multinational seems willing to put a lot of money on the table.

According to previous media reports, EY would like to use the proceeds of a possible IPO of the consultancy branch to buy out the partners of the divested audit division. Those partners could earn up to four times their annual wage. And that salary was not bad: in the UK and the US the annual compensation of an average partner fluctuates between 850,000 and 900,000 dollars.

750.000

Euro

The annual compensation of a Belgian partner of a Big Four company fluctuates around 750,000 euros, an observer says. That model is not tenable, it is said.

In Belgium, EY has 94 partners, a third of whom are active in audit. “Their pay is not much different from that in the US and the UK,” said one observer. ‘An annual fee often fluctuates around 750,000 euros, although that can go up to a figure with seven numbers.’

In the meantime, the question arises whether this classic partner model will not become the next yard for the consultancy and audit industry. Currently, successful employees after a long career can become partners or associates by buying into the firm.

That system should serve to bind people to the company for a long period of time. But now that the need for new talent is becoming more urgent, there are more voices for modernizing that partner model. Earlier this year, analysts at ING calculated that an average of 5 percent of employees at the Big Four are eligible to become partners.

But the aging population makes it increasingly difficult to find replacements for partners who are leaving the company. The industry is having a hard time attracting young talent. Moreover, these young people are less and less likely to stay on board for years in the hope of becoming a partner one day, the ING researchers say. ‘The war for talent will eventually force the Big Four to reconsider the partner model’, the fintech entrepreneur agrees. “That is no longer of this time.”

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