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DELOITTE | FOUNDED IN 1845

1. Deloitte 1845
2. P W C | F O U N D E D I N 1 9 9 8
3. E Y | F O U N D E D I N 1 9 8 9
4. K P M G | F O U N D E D I N 1 9 8 7
5. B D O | F O U N D E D I N 1 9 6 8
6.

9.

G R AN T T H O R N T O N | F O U N D E D I N 1 9 8 0
7. M A Z A R S | F O U N D E D I N 1 9 4 0
8. R S M | F O U N D E D I N 1 9 6 4
B AK E R T I LLY I N TE R NATI O NAL | F O U N D E D I N 1 9 8 8

Global Accountancy Top 10 in 2016


FIRMS

REVENUE ($BN)

Deloitte

36.8

PwC

35.9

EY

29.6

KPMG

24.44*

BDO

7.3

RSM

4.64

Grant Thornton

4.6

Baker Tilly International

3.8

Crowe Horwath International

3.5

Nexia

3.1

1. PricewaterhouseCoopers (PwC)

With $35.4 billion revenues in 2015, PwC is now the largest accounting firm in terms of revenue.
It employs more than 208,100 professionals in 157 countries around the world. The company
was formed by the merger of two large accounting firms Price Waterhouse, and Coopers &
Lybrand. The two decided to merge in 1998 and dedicated themselves to provide services of
value while establishing and maintaining good customer relations.
PwC firms operate locally in different countries around the world. These independently owned
and managed firms, like other international companies, share common values and standards.
PwC provides excellent assurance, consulting, and tax services. See PWC Website

2. Deloitte Touche Tohmatsu Limited


2. Deloitte Touche Tohmatsu, popularly known as just "Deloitte", was founded by William
Deloitte in 1845. It went through a series of mergers and reorganizations but kept its brand name
along with its quality standards and company values. Now, it emerges as one of the most
successful brands in the world.
In 2015, it earned $35.2 billion and had approximately 225,400 employees (the largest among the
Big 4) in more than 150 countries demonstrating excellence in providing audit, consulting,
financial advisory, risk management, and tax services to clients worldwide.

3. Ernst & Young (E&Y)


Ernst & Whinney merged with Arthur Young to create Ernst & Young in 1989. Ernst & Young is
a global organization of member firms in more than 150 countries. It employs people equipped
with professional skills and values of integrity, respect, teamwork, enthusiasm, and motivation.
These form the core values of Ernst & Young.
The organization also values knowledge and skills development, helping around 212,000
employees achieve their potential through professional training and career growth programs.
Ernst & Young offers assurance, advisory, tax, and specialty services. Ernst & Young earned
$28.7 billion in 2015. See E&Y Website
4. Klynveld Peat Marwick Goerdeler (KPMG)

KPMG is a global network of accounting firms providing audit, tax, advisory, special interest
and industry-specific services. It employs approximately 173,965 professionals working together

to provide quality service in 155 countries around the world. KPMG earned $24.4 billion in
2015.
The organization was formed in 1987 through the merger of Peat Marwick International and
Klynveld Main Goerdeler. Like other professional service organizations, KMPG places great
value on its people and quality of service. See KPMG Website

Firm

Revenu Employe
es
es

Revenue per
employee

Fiscal
year

Headquarter Sourc
s
e

Deloitte $36.8 bn 244,400

$150,573

2016

United States

[2]

PwC

$35.9 bn 223,468

$160,649

2016

United
Kingdom

[3]

EY

$29.6 bn 231,000

$128,139

2016

United
Kingdom

[4]

KPMG

$24.4 bn 173,965

$140,488

2015

Netherlands

[5]

Our history
When the industrial revolution of the late eighteenth and nineteenth century helped transform accounting into a
profession, KPMGs founding fathers were center stage, pioneering the industry.
William Barclay Peat
William Barclay Peat (the P in KPMG) started his career in accountancy at just 17, working for Robert Fletcher & Co.
He quickly rose through the ranks, and in 1891, Peat assumed leadership of the firm, and renamed it William
Barclay Peat & Co.
James Marwick
In 1897, the US firm Marwick, Mitchell & Company got its start in New York City. The company was formed by James
Marwick (the M in KPMG) and Roger Mitchell both Scottish immigrants. It wasnt easy establishing a firm in the city
many thought there was no place or need for accountants, but the two soon built a strong reputation.
Piet Klynveld

Meanwhile, in 1917 Piet Klynveld (the K in KPMG) opens small accounting firm in Amsterdam. Jaap Kraayenhof joins
and firm becomes Klynveld Kraayenhof & Company (KKC). By the time Klynveld passed away in 1946, he left behind
the largest accounting firm in the Netherlands.
Reinhard Goerdeler
The last of our founding fathers, Reinhard Goerdeler (the G in KPMG) comes into the story almost half a century
later in 1953, when he joined Deutsche Treuhand-Gesellschaft (DTG).

Mergers in the early years


In 1911, Peat and Mitchell met as fellow passengers on an Atlantic crossing from Europe to America. The two hit it
off on the week-long trip, and by the end of the journey, had hammered out a plan to join forces. The firm later
became known as Peat, Marwick, Mitchell & Co.

Championing diversity from the start


At the turn of the twentieth century, Sir William Peat, as President of the ICAEW, championed changing the
Institutes rules to permit the admission of women. The first woman to qualify as an ICAEW accountant in 1924,
Ethel Watts, was employed by his son, Sir Harry Peat, while in training.

The war years


In the first and second World Wars the British government turned to Sir Harry Peat (son of William Barclay Peat) and
appointed him to be financial secretary designate of the Ministry of Food. The Ministry had the hugely important job
of ensuring there were no food shortages in the UK. Meanwhile across the Atlantic in the United States, Partner,
William M. Black was involved in the Lend-Lease program, which Congress established in March 1941, before the
United States formally entered the war, to provide weapons, equipment and other assistance to its allies. During the
summer of 1942, Black moved to London on special assignment to the Mission for Economic Affairs, where he was
in charge of materials procurement for the US$60 billion Lend-Lease program and provided support to British Prime
Minister Winston Churchill and his government.

Rapid change in the 70s and 80s


In 1978, Peat, Marwick, Mitchell Co (International) implemented a new structure and was renamed Peat Marwick
International (PMI).
Growth was on the agenda for Klynveld Kraayenhof & Co. too. Just a year later in 1979, the firm joined forces with
DTG and McLintock Main Lafrentz to form Klynveld Main Goerdeler (KMG).
Just under a decade later, In 1986 PMI merged with KMG. On January 1, 1987, when the merger was announced to
the public, the joint companies renamed to Klynveld Peat Marwick Goerdeler. At the time it was the largest merger
in the history of the accounting business.

The record breaking continues


And we didnt stop record breaking there. In the mid-90s, KPMG was the first of the big five to publish reports and
accounts, and the first to create a values charter.

Continued growth
In the 1990s and 2000s the KPMG network continued its expansion into emerging economies. In countries such as
Russia, India and Myanmar, KPMG firms helped build economies and generate economic growth.

Today, the network of member firms exists in 155 countries, with 174,000 people, each committed to build on our
solid foundation and inspire confidence and empower change for our clients, communities and society at large.

History of KPMG International

KPMG International is the third-largest accounting firm in the world. Headquartered in the
Netherlands, KPMG provides accounting, consulting, tax and legal, financial advisory, and
assurance services from more than 820 locations. KPMG's member firms are located in more
than 159 countries across the globe. In the late 1990s, the company focused on unifying its
historically loose federation of member firms to build a cohesive global image and offer a
consistent array of products and services.
A Demanding and Rewarding First Century: 1890s-1970s
KPMG got its start in 1897, just a few years after the first American accounting firm had been set
up. The company was formed by James Marwick and Roger Mitchell, who had both immigrated
to the new world from Scotland. They set up their new partnership, called Marwick, Mitchell &
Company, in New York City. Eight years after its founding, Marwick, Mitchell & Company
launched a banking practice, focusing its efforts on one industry for the first time. This effort
proved so successful that the firm later went on to offer tailored services to companies in the
insurance industry, the thrift field, and to mutual fund brokers.
In 1911 Marwick, Mitchell & Company merged with a British accounting firm headed by Sir
William B. Peat. The new transatlantic company was called Peat, Marwick, Mitchell &
Company. Through the merger, Marwick, Mitchell & Company strengthened its operations in
Europe, while Peat gained greater access to the rapidly growing North American market. This
configuration of the company remained in effect for the next three-quarters of a century.
During this time, Peat Marwick grew steadily, becoming one of the 'Big Eight' major public
accounting firms in the United States. In the late 1960s and early 1970s, Peat Marwick's business
and revenues began to grow dramatically, as did those of their competitors. This boom in demand
for accounting services came as a result of increasingly complex tax laws, securities laws, and
industry regulations. Between 1973 and 1976, for example, the Securities and Exchange
Commission (SEC) added 16 new disclosure requirements for publicly held companies. With the
ever-increasing mandated need for accounting services, Peat Marwick's revenues grew steadily
as demand outstripped supply.
In addition to the welter of new federal regulations, accounting industry standards became more
exacting. The Accounting Principles Board and the Financial Accounting Standards Board issued
a wide variety of directives to members of the industry in response to complaints that the
accounting industry was not fulfilling its watchdog role in corporate America stringently enough.

Like the rest of its peers in the industry, Peat Marwick was defendant in several lawsuits
charging it with failing to prevent or expose financial malfeasance.
In the early 1970s, the legal entanglements continued. In May 1972, for example, the Raytheon
Company sued the accounting firm over its audits of the Visual Electronics Corporation from
1968 to 1970, charging that its work failed to show how bad the company's financial straits were.
Nevertheless, by this time Peat Marwick had become the largest public accounting firm in the
nation. The company had grown by providing services to corporations and also by winning
government contracts. In 1972, for instance, it won a Department of Transportation contract to
analyze the department's planning techniques.
In response to a general consensus that the financial industry was moving toward greater
accountability, Peat Marwick took steps in 1975 to shore up the controls on its accounting
practice. 'We have a little bit of an image problem, and we'd better start doing something about
it,' Peat Marwick's senior partner told the Wall Street Journal. The firm was concerned that its
recent bad publicity was causing local government units, highly sensitive to public opinion, to
seek other firms for their auditing business.
Hoping to clear its name, Peat Marwick engaged another Big Eight accounting firm, Arthur
Young & Company, to audit its quality control procedures and make the results available to its
clients and staff. In taking this step, Peat Marwick became the first public accounting firm to
inaugurate a peer review process. The audit was scheduled to begin in June, in place of an earlier
planned process that would have been conducted by the American Institute of Certified Public
Accountants. Peat Marwick abandoned its plan for this review because it wished to make the
results of the audit public.
In November 1975, Peat Marwick released the study of its operations by Arthur Young &
Company in an effort to bolster its reputation for reliability. The report, which cost the company
more than half a million dollars, was favorable in its account of the company's activities. In April
1976, the company revised its audit manual to include more use of internal auditors.
Just two months after this report, Peat Marwick won a major new governmental client when it
was selected to audit New York City, a job that brought with it an annual fee of nearly $1 million.
In addition to its other big clients, the firm was engaged by the General Electric Company for an
audit so broad in scope that it required 429 employees in 38 different offices.
In 1978 Peat Marwick formed Peat Marwick International to oversee the firm's activities outside
the United States. With this change, the company set up a multinational umbrella partnership of
different firms in locations around the world. By doing this, Peat Marwick hoped to prepare itself

for further globalization of the world economy and financial markets by combining a single firm
image with well-respected and established local accounting organizations.

In 1979 Peat Marwick reported record revenues from its worldwide operations, which yielded
$673.8 million in revenues over a 12-month period, an increase of 15 percent from the previous
year. As Peat Marwick entered the 1980s with this strong financial performance behind it, the
company began to face a maturing market for its services and growing competition from the
other Big Eight firms. In addition, under pressure from the federal government, the accounting
industry was forced to abandon its self-enforced prohibition on advertising. This resulted in a far
more hotly contested market for accounting services.
Increasing Competition and New Ownership in the 1980s
Entering a new decade, Peat Marwick and the accounting business both appeared to be in solid
positions. Though Peat Marwick was somewhat narrow in its focus, primarily handling auditing
and accounting services in the early 1980s, the company's revenues for the year ended June 1981
reached $979 million, a 20 percent increase compared to fiscal 1980 results. Business seemed to
be increasing as well; workload figures rose by more than eight percent over 1980. About 80
percent of the firm's revenues were generated from auditing and accounting, about 14 percent
was attributed to tax advice, and the remainder came from management consultancy services.
Peat Marwick earned more than half of its sales in North America. Among the firm's significant
new clients were Vickers Ltd. of Britain, which included Rolls-Royce Motors, and the State of
California, for which Peat Marwick was hired to develop and install a major accounting system.
Despite significant growth, competition in the accounting industry was heating up, and in 1981
Peat Marwick moved to counter rising competition by automating the audit process. As a first
step in this process, Peat Marwick developed a program called SeaCas, an abbreviation for
Systems Evaluation Approach-Computerized Audit Support. Three years later, the company
switched to the Apple Macintosh for all its future computer applications. Also in 1984, Peat
Marwick purchased another accounting firm, W.O. Daley & Company, based in Orlando,
Florida. With this move, the company added eight new partners to its worldwide tally of 1,284.
Major diversification and expansion finally arrived at Peat Marwick in 1986, when the company
agreed to merge with Klynveld Main Goerdeler (KMG), a Dutch accounting firm. KMG had
been formed in the early 1980s through the merger of German company Deutsche TreuhandGesellschaft, Dutch firm Klynveld Kraayenhoff & Co., U.S. company Main Hurdman &
Cranstoun, and several other European and Canadian accounting firms. The resultant

international accounting federation, KMG, was based in the Netherlands, and the U.S. arm had
become known as KMG Main Hurdman.
KMG was the ninth-largest accounting firm in the United States in 1986, while Peat Marwick
was number two. The merger of KMG and Peat Marwick created the largest accounting firm in
the world in terms of size and revenue. In its new configuration, Peat Marwick enhanced its
ability to attract as audit clients large U.S. companies with multinational operations. After
approval by Peat Marwick's 2,733 partners and KMG's 2,827 partners, the joined companies
were to be known as Klynveld Peat Marwick Goerdeler, or KPMG, and were to be headquartered
in Amsterdam. In September 1986, Peat Marwick announced that it had opened negotiations to
buy a public relations company and a consulting business, both with ties to the high-tech
industry. In the wake of its proposed merger with KMG, this move was seen as a bid by the
company to enhance its profile in the consulting field.
On January 1, 1987, the merger between Peat Marwick and KMG was officially completed,
capping the largest merger in the history of the accounting business. The new firm instantly
inherited worldwide revenues of $2.7 billion, with $1.7 billion contributed by Peat Marwick. In
the United States, the operations of both KMG, with 79 U.S. offices, and Peat Marwick, with 91,
were combined into one organization, which was to be known as Peat Marwick. Peat Marwick
was the more dominant of the two companies in the United States, with annual revenues of about
$1.1 billion, compared to KMG's $249 million. In Europe, however, KMG was stronger than
Peat Marwick. KMG had more than 13,000 European employees and just under 200 locations,
while Peat Marwick had only 34 offices and about 2,000 employees. With combined power,
KPMG hoped to hold a leadership position across the world.
The combining of two large firms with varying operating cultures and management styles proved
difficult, and integration of the merger occurred slowly. Member firms in Australia and New
Zealand, for example, opted not to join the new company. KMG Hungerfords, the Australian
branch of KMG, began investigating merger deals with competing accounting firms after voting
against the merger. Establishing agreements with other partners, including firms in West
Germany, Switzerland, Spain, and France, lingered past the final merger date as questions
regarding partnership details arose.
As the 1980s came to an end, the accounting business once again found itself in a period of
transition. During the previous decade, booming business conditions had produced brisk growth
for accounting firms, and KPMG had expanded rapidly along with the rest of the industry. By the
end of the decade, the firm's client base had started to shrink as a result of changes in the
financial world, such as the collapse of the savings and loan industry. Peat Marwick, which
changed its name to KPMG Peat Marwick in 1989, found itself the object of a sweeping inquiry
into its audits of savings institutions by the Office of Thrift Supervision as a result of the firm's
involvement with the San Francisco Savings and Loan Association. In addition, the wave of

bankruptcies that followed the frenzy for mergers and leveraged buyouts in the 1980s resulted in
a reduction in need for accounting services and also generated a large number of lawsuits for
public accounting firms as a result of their participation in these activities.
These factors combined to flatten KPMG's revenues in 1988 and 1989. In late 1990 the
partnership elected a new chairman, Jon C. Madonna, and KPMG Peat Marwick began to
implement changes to improve its profitability. In February 1991, the company announced that
265 partners, or one in seven, would be laid off from the firm in a streamlining effort. KPMG
Peat Marwick predicted that severance costs would amount to $52 million. Despite this drain on
U.S. earnings, the company's worldwide returns remained strong, as it posted annual revenues of
$6 billion.
Consolidation and International Growth in the 1990s
In March 1992, KPMG began to reorganize its operations under the aegis of a Future Directions
Committee. Relying on input from the company's Client Service Measurement Process, a survey
of customer satisfaction inaugurated in 1989, the firm chose six lines of business: financial
services; government; health care and life sciences; information and communications;
manufacturing, retailing, and distribution; and special markets and designated services. In
addition, KPMG Peat Marwick divided the country into ten separate geographical practice areas.
The company then organized accountants, tax specialists, and consultants into industry-specific
teams. Within this framework, KPMG Peat Marwick sought to develop specialists with certain
areas of expertise who would entice new clients and bring high-paying tax and consulting jobs.
In September 1993, as growth in the company's targeted industries remained sluggish, KPMG
Peat Marwick launched an advertising campaign for the first time. Focusing on the company's
international stature, the ads urged companies to 'go global--but not without a map.' KPMG Peat
Marwick enjoyed increased revenues following its launch, recording revenue for 1996 of $2.53
billion, a rise of ten percent over 1995 revenues of $2.29 billion. Fiscal 1996 was the third year
of revenue growth for KPMG Peat Marwick, a welcome relief after five years of little growth.
KPMG Peat Marwick also gained a new CEO and chairman in 1996 with the hiring of Stephen
G. Butler, while Jon Madonna continued as chairman of KPMG International. Butler indicated
the company would strengthen its consultancy services, a market with significant growth
potential, and offer new services. Expanding existing services into new markets was another
strategy for company growth. 'Our plan is to increase revenue more than 10% a year,' Butler
stated confidently in the Wall Street Journal. 'We have every expectation we'll be able to do that,'
he asserted.
KPMG's strategy proved successful, with the firm growing 11.1 percent in 1997 compared to
1996. In 1998, revenues grew 15.6 percent over 1997 to reach $10.4 billion. The firm launched

an effort to unify its operations to form a more centralized operation and also attempted to boost
brand recognition. To that end KPMG Peat Marwick initiated a $60 million global branding
campaign. The campaign, which included television, radio, and print ads, adopted the tag line,
'It's time for clarity.' KPMG marketing officer Tim Pearson explained the tag line in a company
statement, noting, 'The emphasis on clarity-not simply knowledge management or insight--in our
brand advertising campaign strongly differentiates KPMG in the increasingly crowded business
advisory arena and articulates KPMG's business strategy.' To further enhance the brand, KPMG
Peat Marwick shortened its name to KPMG LLP at the end of 1998.
In the late 1990s the firm took additional action to strengthen and unify its core businesses of
audit, tax, and consulting services. In August 1998 the U.S. arm announced plans to sell its
compensation consulting practice to human resources consulting firm William M. Mercer, Inc.
The decision marked KPMG's move away from non-core operations. In March 1999 KPMG
restructured its operations to create global operating regions. The newly formed KPMG
'Americas' group included 19 member firms in Mexico, Latin America, the Caribbean, Australia,
and New Zealand. These partners combined operations with the U.S. firm of KPMG LLP. The
'EMA' group covered Europe, the Middle East, and Africa and included member firms in such
countries as France, the Netherlands, Germany, and the United Kingdom. The firm planned to
form an Asia-Pacific group at a later date. In September 1999 Stephen Butler became the
chairman of KPMG International, succeeding Colin Sharman, who had been the firm's chairman
since 1997. Butler's new position was in addition to his continuing roles as chairman and CEO of
KPMG LLP.
Despite KPMG's continued growth, the firm suffered a few setbacks in its expansion efforts. In
late 1997 KPMG's Canadian arm announced plans to merge with accounting firm Ernst &
Young. The deal, which fell through in early 1998, would have created the largest accounting and
consulting firm in the world. The firms hoped their combined strength would help make inroads
in the emerging markets of Latin America and China and enhance global opportunities. In 1999
KPMG Canada faced another failed merger attempt. On March 25 the firm declared its plans to
separate from KPMG International and merge with Arthur Andersen, but the deal was called off
just over a week later, on April 5. The soured deal left KPMG divided into opposing groups. Also
that year KPMG's consulting practice in Belgium was acquired by rival
PricewaterhouseCoopers.
The setbacks did little to slow the firm down, however, and KPMG made some acquisitions
itself. In May 1999 the firm expanded its consulting business by acquiring Softline Consulting &
Integrators, Inc., a firm based in San Jose, California. KPMG also added new partners, many of
whom had defected from PricewaterhouseCoopers, in Taiwan, Israel, Indonesia, and the
Philippines. In the United States, KPMG separated its consulting business from its accounting
operations and planned to sell stock in the entity, if approved by the U.S. Securities and
Exchange Commission. In August 1999 Cisco Systems Inc. agreed to purchase a 20 percent stake

in the consulting business for about $1 billion. KPMG intended to use the funds to further invest
in its expanding Internet services. The partnership provided Cisco with access to KPMG's
international corporate clients, while KPMG gained access to Cisco's equipment and expertise in
computer networking. David Crawford, chairman of KPMG Australia, commented on the deal in
The Age, noting, 'This is a very significant development. ... It puts us at the forefront of ecommerce development and the exploitation of the Internet.' In January 2000 KPMG Consulting,
LLC was incorporated. The new business included KPMG's consulting operations in the United
States and Mexico. KPMG expected to add additional firms, including those in Asia, Canada,
and Latin America, during the course of the year.
As KPMG entered a new century, the company appeared headed for continued growth and
success. The firm had expanded significantly in the late 1990s while also integrating operations
into a more centrally run entity. KPMG reported record revenues of $12.2 billion for the year
ended September 30, 1999, up 17 percent over fiscal 1998 revenues. All business areas enjoyed
substantial growth during 1999: the consulting services division grew 32 percent to reach $3.5
billion, financial advisory services grew 39 percent, tax services increased 16.5 percent, and
assurance services rose nine percent. The firm's geographic regions experienced growth as well,
with the Americas group surging 19 percent, Asia Pacific growing 20 percent, and the EMA
region expanding 15 percent. Chairman Stephen Butler looked forward to the continued
globalization of KPMG and indicated that the firm would take advantage of opportunities for
growth, particularly regarding the Internet. 'I'm enthused about KPMG's future prospects,' Butler
stated in a prepared statement. He remarked: 'We'll continue moving KPMG toward a vision that
emphasizes a cohesive and capable firm that effectively serves multinational clients anywhere
they operate.'
Principal Subsidiaries: KPMG LLP (U.S.); KPMG Consulting, LLC (U.S.; 80.1 percent).
Principal Competitors: Andersen Worldwide; Ernst & Young International;
PricewaterhouseCoopers.

KPMG is a professional service company, being one of the Big Four auditors, along
with Deloitte, EY and PwC. Seated in Amsterdam, the Netherlands, KPMG employs
174,000 people and has three lines of services: audit, tax, and advisory. Wikipedia
Headquarters: Amstelveen, Netherlands
Revenue: 24.44 billion USD (2015)
Customer service: 00 800 5555 5522
Chairperson: Simon Collins

Founded: 1987
Managing partner: Philip Davidson
Founders: Klynveld Main Goerdeler, Marwick Mitchell & Co., Klynveld Kraayenhof &
Co., William Barclay Peat & Co.

KPMG

Type

Swiss Cooperative

Industry

Professional services

Founded

1987; 29 years ago (merger of


Peat Marwick International and
Klynveld Main Goerdeler)

Headquarte
Amstelveen, Netherlands[1]
rs
Area
served

Worldwide

Key people J. B. Veihmeyer (Chairman)[2]

Actuarial

Assurance

Financial / Legal / Tax

Services
advice

Revenue

Management consulting

US$24.44 billion (2015)[3]

Number of
173,965 (2015)[3
employees

In 1979 Klynveld Kraayenhof & Co. (Netherlands), McLintock Main LaFrentz (United Kingdom
/ United States) and Deutsche Treuhandgesellschaft (Germany) formed KMG (Klynveld Main

Goerdeler) as a grouping of independent national practices to create a strong European-based


international firm.[4] Then in 1987 KMG and Peat Marwick joined forces in the first mega-merger
of large accounting firms and formed a firm called KPMG in the US, and most of the rest of the
world, and Peat Marwick McLintock in the UK.[4]
In 1990 the two firms settled on the common name of KPMG Peat Marwick McLintock but in
1991 the firm was renamed KPMG Peat Marwick, and in 1999 the name was reduced again to
KPMG.[9]
In October 1997, KPMG and Ernst & Young announced that they were to merge.[10][11] However,
while the merger to form PricewaterhouseCoopers was granted regulatory approval, the
KPMG/Ernst & Young tie-up was later abandoned

In 1962, when Price Waterhouse Peat & Co. left Pakistan, one of its former partners
joined forces with two other chartered accountants to form Rahman Rahman Huq
(RRH). Over the years, this firm has built a formidable reputation for providing audit,
tax, advisory, and other business solutions to national and multinational businesses,
public sector corporations and development organisations in Bangladesh. As of 1
January 2006, RRH is the Member Firm of KPMG International Cooperative (KPMG
International) in Bangladesh. For over a decade prior to that RRH was KPMGs
Representative Firm in Bangladesh. KPMG is one of the Big Four accounting firms in
the world today, and Member Firm is the highest level of affiliation within KPMG.
This makes RRH the only Member Firm in Bangladesh of any of the Big Four
accounting firms.
The partners are supported by nearly 200 trained and experienced professionals
including chartered accountants, ACCAs, CISAs, MBAs, economists and MIS
specialists. The firm operates from two offices in Bangladesh: Dhaka and
Chittagong.
RRH offers services in the field of audit, tax and advisory. RRH works for a broad
group of clients: major domestic and international companies, medium-sized
enterprises, non-profit organizations and government institutions. The complicated
problems faced by clients require a multidisciplinary approach. RRH's professionals
are specialists in their fields. They strive to add value for the benefit of clients. They
draw from knowledge and experience, gained in a wide range of different
organizations and markets.

In 1962, when Price Waterhouse Peat & Co. left Pakistan, one of its former partners joined forces
with two other chartered accountants to form Rahman Rahman Huq. Over the years, this firm has
built a formidable reputation for providing audit, tax, advisory, and other business solutions to
national and multinational businesses, public sector corporations and development organizations
in Bangladesh (and both wings of Pakistan until the emergence of Bangladesh in 1971). Rahman
Rahman Huq, with six active partners, is one of the leading accounting firms in Bangladesh and
the only such firm in the country where all partners are members of The Institute of Chartered
Accountants in England and Wales. The partners are supported by nearly 200 trained and
experienced professionals including chartered accountants, MBAs, economists and MIS
specialists, including software engineers. The firm operates from two offices in Bangladesh:
Dhaka and Chittagong. RRH, besides establishing an extensive accounting, auditing and tax
practice, has extensive experience in multidisciplinary consulting assignments carried out solely,
or in a consortium with international firms like KPMG, Arthur D. Little, Price Waterhouse,
Deloittes etc. many of which were in the areas of banking, chemicals, food and agriculture,
hydrocarbon, transportation and communication. A distinguishing feature of RRH has been its
catalytic role in bringing under one umbrella the qualifications and experiences of top grade
professionals available in the country. At present RRH is the member firm in Bangladesh of
KPMG international, one of the four largest international accounting firms in the world. We are
the only member firm in Bangladesh of any of the four major global audit firms. See less

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