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KMPG 南非:大裁员、关闭、总部"接管"

来源:继民财经汇微信公众号   发布时间:2018-06-07  作者:继民财经汇   编辑:无忧草

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核心提示:面对公司的困境和危机,媒体报道指出,毕马威合伙人纷纷“弃船”自寻出路,有数名合伙人跳槽至普华永道。

原标题为:风雨飘摇中的KMPG 南非:大裁员、关闭数分支机构、合伙人"弃船"投PwC、总部派员入住、员工愤怒公开信

在南非国民大会党(ANC)从祖玛家族手中接过领导权之前,这家四大会计师事务所就卷入了这个国家的腐败丑闻。然而,南非媒体报道指出,毕马威(KPMG)多次对内部腐败猖獗的指控不屑一顾。不过,在丑闻最终爆发之后,毕马威南非迎来了危机,在这个艰难岁月里,毕马威南非采取系列的危机管理的自救措施,包括开除几乎所有高管,总部启动独立调查等等;即便如此,这家四大所至今仍然无法挽回公众信任,从危机爆发以来,有超过十个以上的大客户宣布和毕马威分手,这其中包括:巴克莱南非、南非国家审计署(包括所有公共部门审计业务流失)、南非会计师协会等等。

KPMG南非:被吊销公共机构审计资格

面对公司的困境和危机,媒体报道指出,毕马威合伙人纷纷“弃船”自寻出路,有数名合伙人跳槽至普华永道。以下是媒体报道指出的最近高层跳槽情况:

KMPG 南非: 大裁员、关闭、总部

由于对奖金的担忧和“巨大”的恐慌,毕马威员工纷纷跳槽;近几个月,一些高级和中级员工辞职,包括:

毕马威技术部门主管合伙人的里佐(Frank Rizzo)今年2月跳槽到科技公司BCX;

合伙人Alida Botes今年2月跳槽到普华永道会计师事务所(PricewaterhouseCoopers),担任财务会计方面的合伙人;

合伙人戴恩·阿什(Dane Ashe)今年也加入了普华永道(PwC);

今年3月,毕马威前税务合伙人、南非矿业税主管阿黛尔·德·杰格(Adele de Jager)以及KMPG前并购金融服务税和南非私人股本业主管迈克尔·鲁德尼克(Michael Rudnicki)辞职加入鲍曼斯公司;

毕马威(KPMG)前首席经济学家鲁鲁·克鲁格(Lullu Krugel)和她的大多数团队于去年年底加入普华永道(PricewaterhouseCoopers)。

KMPG 南非: 大裁员、关闭、总部

而在本周,由于客户流失严重,毕马威南非不得不关闭四个区办事机构,同时宣布裁员400人;毕马威声明指出,这是该公司重组其商业模式的艰难决定,为了挽救这家公司,毕马威不得不做出这个决定。裁员和关闭四个办事机构后,毕马威南非的总人数降低至约2330人,其中合伙人约为130人。

而同时,毕马威国际总部派高级合伙人入驻“接管”(尽管南非毕马威否认这个是接管行为),总部派来的合伙人不仅加入南非毕马威的董事会,而且还直接面对客户服务。

KMPG 南非: 大裁员、关闭、总部

就400名大裁员和关闭四个办事机构事件,毕马威指出:

“These changes follow a strategic review of the firm’s activities and take into account recent client losses and current levels of demand for certain services.They are the latest in a series of initiatives announced by the firm in recent months to support its drive to restore KPMG’s strength in South Africa,”KPMG said in a statement.

“We anticipate up to 400people leaving the firm as a result of our plan to close certain regional offices,operate a refocused advisory business and scale back our internal business support to reflect our reduced footprint.”

“It will continue to offer a wide range of the core services that our global,regional and local clients require.”

The leadership changes will involve several senior KPMG partners from across the international network being embedded into board and executive positions,as well as senior client service roles,the company said.

“This is to further strengthen the leadership capacity available to the South African firm as it navigates the current challenges it faces,implements the enhanced internal procedures to which it has committed,and continues to serve our significant client base to the highest levels of quality.”Further details would be announced at a later stage.

“These hard decisions were necessary to put the firm on a more sustainable footing,while ensuring we continue to offer our clients the best service and support.We are putting quality and integrity at the heart of the business and,from now on,the firm will be focused on doing fewer things better.I am confident that we have taken the right steps to reform and reshape the business.Now we need time for these to take hold,”said Nhlamulo Dlomu,chief executive of KPMG South Africa.“这些艰难的决定对于公司的可持续发展是必要的,同时确保我们继续为客户提供最好的服务和支持。”我们把质量和诚信放在业务的核心,从现在开始,公司将集中精力做更少的事情。我相信,我们已经采取了正确的步骤来改革和重塑业务。现在,我们需要时间来抓住这些机会,”毕马威南非的首席执行官Nhlamulo Dlomu说。

“It is a matter of great regret that,as a result,we will be parting company with loyal colleagues.We are taking all possible steps to ensure these changes are managed in a caring manner and that everyone is treated with dignity.”“因此,我们将与忠诚的同事告别,这是一件非常遗憾的事情。”我们正在采取一切可能的步骤,以确保以一种关心的方式管理这些变化,确保每个人都得到有尊严的对待。

Professor Wiseman Nkuhlu,chairperson of KPMG South Africa,added that the announcement was “difficult but necessary”and that his priority was to “rebuild relationships with society”and to “reassure clients of our professional rigour and integrity”.

The announcement was part of KPMG’s “mission to restore [the firm’s]reputation and honour its legacy”,he added.这一声明是毕马威“使命的一部分,目的是恢复(该公司的)声誉并尊重其遗产”,

KMPG 南非: 大裁员、关闭、总部

然而,许多被裁员的毕马威员工对他们认为的领导力不足感到愤怒。以下是毕马威(KPMG)的一位有15年KPMG 工作年限的员工写给南非媒体的公开信;信中提出十大问题质疑南非KPMG ,信中充满了愤怒和失望,这封信让我们得以一窥这家审计和咨询公司的秘密状况。信的内容如下:

Letter from KPMG employee:

“I have to declare that I am one of the 400staff members that were retrenched yesterday.After 15years service I am extremely disappointed that things deteriorated to this point due to mismanagement which in my view is due to the inconsistencies created by preaching one thing to the public (hoping that they will believe the lie)and doing another thing behind closed doors:

I read your article yesterday and would like to ask you to ask the following questions to KPMG which I am sure they will not answer:

1)Why are you not releasing the KPMG International report to the public –if you are cleaning house why not give the public the truth?

2)KPMG claimed that they paid for the Gupta Wedding attendance at Sun City –Where are the receipts?Is it true that this was covered up by crediting auditing fees when things got too hot?

3)Is it true that the Gupta Oakbay partner (and wedding attendee)is still employed by KPMG?

4)Is it true that the head of markets is still employed by KPMG (he attended wedding as well)and subsequently got a cushy promotion to a global position?

5)The “further”deployment of KPMGI partners within SA just confirms what the partners and staff were whispering in the corridors –the current CEO is just a figurehead with no power (Not a CA and first CEO of a big 4firm to be appointed without an election by the partners???–smacks of fronting and shows serious unappreciation of the transformation challenges in the country)–rumour has it that a number of clients have questioned the Global Chairman about the appointment.

6)The staff are demotivated by the lack of leadership –since the departure of the 9partners in September there has been no strategy articulated or driven in the organisation –the building resembles a morgue –most people spend there time updating their CVs.

7)KPMG has touted how tough they were by showing 9partners the door last year –what they haven’t told people is that a number of the exited partners continued “working”for the firm until,this year.

8)The mismanagement of the VBS debacle was the final straw –the CEO at a staff townhall meeting admitted that the issue was blown out of proportion and the 2had done nothing illegal –the general feeling is that the firm threw the 2partners under the bus:

–management cannot explain exactly what wrong they did –everyone knows that audit done by a team and not an individual

–comparison has been made to Deloitte handling of Steinhoff issue and Africa Bank –partners and staff were supported

–feeling is that firm took ownership of VBS issues when we should not have –auditor not responsible for detecting fraud

–second partner Dumi Tshuma was not even involved with the audit –management fail to explain his role in this debacle

–other partners and staff i.e Regulatory,IT and Technical still remain in employ of firm which raises more questions about why they treated these 2in that manner

–generally acknowledged that most senior staff have other investments eg.farms,guest houses,rental properties,Ubers etc –what was wrong with these 2having loans for property loans

–the punting of the term –hidden loans by the CEO was also “deliberately”misleading as the firm has never asked partners and senior management to declare loans –for non SEC companies and at normal terms and conditions

–what is even more fishy is that the Treasurer and CFO/FD are still in the employ of the bank to this day,going to work every day –3months after the curatorship

–Despite KPMG’s over enthusiastic response to VBS curatorship –PwC the Internal Auditors have refused to take any responsibility –waiting for facts to emerge –maybe that’s the reason they are not laying staff off like KPMG

–Feeling is that the firm overreacted when the bank went into curatorship and panicked.If it had handled this issue better –we would not be in the situation we are in today.

9)The CEO and Chairman announced file reviews of 200audit files and background checks of all partners –interesting no one has been fired to date –further reinforcing the theory that the 2partners were thrown under the bus as part of an elaborate show.My colleagues in audit say that the findings of the review were disappointing to say the least –don’t think KPMG will share that with the world

10)The biggest issue in my mind is the treatment of staff –the firm cannot survive if staff work in an environment where the leadership is not authentic,playing to the public and doing something else behind closed doors –the firm cannot turn around until there is true change and transparency ie.true leadership.what KPMG International do not realise is that SA is a unique place with specific nuances and culture –and in my mind they simply do not get it.

对于以上这封员工公开信,毕马威南非指出:

我们不认同信中所描述的事件。我们相信,毕马威已经对事件做出了恰当的反应,正在采取正确的步骤,恢复公司的声誉,并使其处于可持续发展的基础上。

KPMG:thank you for affording us the opportunity to respond.

We recognise the impact on our people that the proposed retrenchment process has and would like to reinforce that we are work1ing hard to carry out the reshaping of the business in a manner where people are treated with dignity.

We do not recognise the version of events presented in the letter.We are confident KPMG has responded appropriately to events and is taking the right steps to restore the firm’s reputation and set it on a sustainable footing.

世界大型会计公司面临持续经营(生存)危机的事件并非不常见,在2002年安达信危机爆发时候,安达信芝加哥总部的员工走向街头游行表达对公司的支持;去年,德勤韩国由于大宇造船事件而爆发生存危机,被暂停接上市公司新客户,面对困境,德勤韩国不得不裁减大量合伙人和员工。

德勤韩国:被暂停承接上市公司审计新业务,大量客户将被瓜分

普华永道在乌克兰和印度,都遭受了被部分尽职执业的挫折。

乌克兰央行试图全面禁止PwC在该国的审计资格

毕马威南非危机再次表明,会计公司的最大经营风险来自其“公信力”受到损害;公信力是“四大”会计公司(也是整个会计行业)的灵魂,分支机构可以关闭、员工可以裁减,但是灵魂不能丢弃。

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