How many deloitte partners are there

Other cited reasons for the reduction in the unit value include factors such new hires, acquisitions and operations. The firm rewards partners based on a combination of factors that can include their individual and division performance as well as the work they refer to other partners and areas.

The redistribution of partner points is always a point of contention within the equity partnership group with this year particularly acrimonious as a number of divisions — believed to include financial advisory, risk advisory, tax and parts of audit and assurance — did not meet what were seen as overly ambitious performance targets.

This has meant that partners in at least one area of the firm have been stripped of thousands of points, worth millions. The winners from this process have been partners in higher performing areas of the firm. The Financial Review has also been told that individual partners have faced having partner points stripped from their entitlements, meaning the double whammy of having fewer points that are worth less than last year. The maximum pay for non-equity partners is mostly roughly equivalent to the lowest pay for equity partners.

The movement in minimum pay for partners is a unique insight into the way the big four consulting firms have transferred their operations and moved far beyond their audit roots. It is also a demonstration of the way Deloitte and its big four rivals have become financial powerhouses.

The minimum pay for equity partners has increased by between 22 per cent between and , for financial advisory, through to 43 per cent for consulting. The performance of audit and assurance has been helped by the firm's conduct division, which has performed exceptionally well thanks in part to work stemming out of the Hayne royal commission. For non-equity partners, the minimum pay for partners has been slightly lower, ranging between 9 per cent in private through to 23 per cent for consulting.

Scrutiny of the firms increased after a string of corporate collapses including Carillion and BHS — companies which had been given a clean bill of health by their auditors. Its final report called for them to put greater distance between their audit work and more lucrative consultancy operations to prevent conflicts of interest, but also warned the businesses it would look again at forcing them to break apart if the profession did not improve in the next five years.

Deloitte said it had made investments in its audit practice that would not have been possible without revenues from its other businesses. Audit quality is considerably enhanced by the investment capacity and access to specialists that being part of a much larger and diverse multidisciplinary firm allows.

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