A year of
connection,
action
and impact
2021 GLOBAL IMPACT REPORT
The year since our last report was like no other
during our lifetimes.
When it began in June 2020, we were in the early
months of a global shutdown caused by a pandemic
scientists were struggling to understand and
overcome. The world was protesting the death of
George Floyd. Wildfres that destroyed almost 19
million hectares of land in Australia had just been
extinguished when another 4 million hectares
began burning in the US. Meanwhile, the frst rains
of China’s monsoon season gave way to a deluge,
resulting in the world’s most expensive—and maybe
most overlooked—disaster of 2020.
Our world changed profoundly during those 12
months. Vaccines were developed in record time,
yet supply and access remained problematic and
hesitancy remains high. Conversations about
race opened long-overdue examinations of social
structures, institutions and cultural practices.
Severe climate events confrmed our worst fears
about a warming planet, even as the shutdown
showed how altered behaviors could beneft the
environment. And the shock to the global economy
was three times more severe than the global
fnancial crisis of 2007–09.
The past year was difcult and fraught with
uncertainty. But it also showed what can be
achieved at speed and scale when businesses,
government and society work together to tackle
some of the toughest challenges.
Forging a path forward requires focused leadership
and broad collaboration, something we have seen
in abundance from business during the past year.
Beyond the rapid research, development and
production of vaccines, we’ve witnessed tireless
work to rebuild disrupted global supply chains, and
seen ways of working transformed to support the
health of our communities and public services when
they were struggling most. Thanks to these and
other extraordinary eﬀorts, the world’s economy
defed expectations with its resilience
and resurgence.
Business has risen to the challenge. But we have a
long way to go.
A values-based reset
Deloitte understands and embraces its
responsibility to lead by example, to drive change
through cooperative eﬀorts, and to innovate to
overcome challenges. Deloitte’s focus during
the past year has been on deploying our global
capabilities to help clients respond, recover and
thrive; on enabling our professionals to stay healthy
and perform at the highest levels possible; and on
helping communities bounce back so that people
everywhere have access to opportunities.
Message from
Deloitte Global CEO
It has not been easy. Ours is a business that relies
on connections—on working closely with Deloitte
clients, with public and private sector leaders,
with other organizations and with each other.
When that was disrupted, we had to change in
fundamental ways.
Guided by Deloitte’s Shared Values—to lead the way,
take care of each other, foster inclusion, collaborate
for measurable impact and serve with integrity—we
reinvented the way we interact with clients and
learned how to be eﬀective virtually. Our people
amazed us every day with their ability to fnd
innovative ways of serving Deloitte clients and
meeting them wherever they were—fguratively
speaking. They adapted quickly to working remotely
and maintaining their professionalism, even when
family responsibilities beckoned just a short
distance oﬀ screen.
We believed all along that our fate in FY2021 was
not preordained; that if we played solid defense
—marshalling our resources—and remained alert
to the opportunities and on track with our global
strategy, we not only would survive, but we also
would thrive.
And we did.
Deloitte grew 5.5% to US$50.2 billion in aggregate
revenue. We expanded our global alliance and
ecosystem business by 24%. Ongoing investments
in audit quality, transformation and innovation
delivered positive results. For the third consecutive
year, Brand Finance recognized Deloitte as the
strongest and most valuable commercial
services brand in the world. And analysts
continued to acknowledge Deloitte leadership
across the board in services including cloud, cyber,
strategy, analytics and more.
We exceeded expectations in nearly every measure
of performance. But what I’m most proud of is how
we worked together to take care of each other.
We realized early on that well-being is much
more than just the physical. And while we took
extraordinary measures to help protect our people’s
physical health as the waves of the pandemic
impacted our global workforce disparately over
time, it was only part of the equation.
Mental health awareness and well-being initiatives
sprang up throughout the organization, allowing
our people to check in on one another and cope
with the blurred lines between home and work and
the countless individual challenges the pandemic
caused us all. We promoted equality through
both deliberate actions and organic initiatives. We
maintained our emphasis on training and leadership
development, even though physical classrooms
were oﬀ-limits. We prioritized protecting the
environment and made progress toward our netzero target. We advanced our WorldClass ambition,
doubling the number of lives we intend to impact
by 2030. We tapped into our professional skills
and empathic instincts to help communities hit
hardest by the pandemic. And along the way, we
learned more about what makes our own people
productive, happy and healthy.
The business imperative
The ability to do well makes it possible for business
to do good.
As the global vaccine rollout accelerates and the
pandemic eventually wanes, our attention can
turn to the biggest questions of our age—how to
tackle climate change and make the most of rapid
technological change—so we can create more
opportunity and spur economic growth that is
truly inclusive and fair and helps all people fulfll
their dreams.
The climate change emergency is unfolding in
front of our eyes, touching all corners of the globe.
Creating a net-zero world is nonnegotiable. But it
is only possible if business and government work
together within and across national borders, and
individuals in rich nations change their consumption
behaviors. There is no time to waste.
Leaders must tap into the immense potential of
the digital age, as well, leveraging rapid change
and discovery into new jobs, new skills and
new ways of solving persistent challenges. With
digitization has come an explosion of data and
an obligation to ensure it is protected—and used
only as intended and in full compliance with the
laws. Globally, economies are changing at an
unprecedented pace—digital innovation is boosting
productivity and helping more businesses reach
more customers around the world. The pandemic
has accelerated this process and helped many
businesses through the crisis.
At the same time, the COVID-19 crisis exacerbated
the already unacceptable levels of educational,
health, racial and wealth disparities. Our futures
depend on helping people gain access to education
and resources that can improve their lives, which
is why we must harness the potential of the digital
age to build up skills of the future and create career
opportunities for a broader cross-section of people.
Measuring progress
To understand progress in these and other key
areas, organizations need to be able to measure the
right things, transparently and consistently. During
the past year, Deloitte leaders worked diligently to
develop more consistent and comprehensive ways
to gauge impact. Working with the World Economic
Forum’s International Business Council and other
professional services organizations, we helped
compile a set of common environmental, social
and governance (ESG) metrics that companies can
report against to demonstrate their progress in
addressing society’s priorities, as defned by the
United Nations’ Sustainable Development Goals.
Stakeholders around the world are calling for
greater transparency and accountability. The
ESG framework provides that, which is why this
year’s Global Impact Report looks diﬀerent than
our previous reports. In addition to a review of
traditional business metrics, it includes more
in-depth reporting of our impact on the
environment and on society, as well as a more
detailed look at the structures and processes we’ve
designed for Deloitte.
Deloitte’s story is a great one, but it’s still
being written.
We are the global leader delivering the broadest
set of capabilities of any professional services
organization in the market today. We’re
making progress on environmental impact, on
representation in the workplace, and on providing
professional development and career opportunities
to people around the world. And we’re constantly
improving our governance mechanisms to build
upon the trust we’ve created with stakeholders for
more than 175 years. But we know we cannot rest
on past accomplishments. We are committed to
building on them.
Measuring and reporting on the right things helps
us do that, to be the change we want to see in the
world and lead by example. We are excited by the
opportunity every day to make an even greater
impact in a post-pandemic society, and proud to
share our progress as our journey continues.
Punit Renjen
Deloitte Global CEO
Business Environmental Social Governance At a glance
Overview
Business metrics
Core services
Locations
Innovation
Public interest
Overview
Environmental
priorities
Overview
Societal investments
Learning and
development
Gender balance
LGBT+ inclusion
Mental health
Racial and ethnic
inclusion
Supporting people with
disabilities
Aiding communities
aﬀected by the
pandemic
People metrics
Overview
Leadership and
governance
Deloitte organization
structure
Ethics
Anti-corruption
commitment
Independence
Risk and opportunity
management
Confdentiality, privacy
and cybersecurity
Global security
Public policy
Reporting process and
materiality
FY2021 Environmental,
Social and Governance
highlights
Stakeholder capitalism
metrics reference table
Performance metrics
Table of contents
6
Business
7
Overview
How does an organization that thrives on connection continue to
ﬂourish when its connections are disrupted, its ofces closed, its
travel curtailed?
Deloitte approached it like any other problem that needs to
be solved. Backed by technologies in which we’ve invested,
relationships we have built and innovation we nurture, Deloitte
practitioners devised and embraced strategies that enabled them
to adapt quickly to meet each client’s needs—maximizing their
virtual connections to make remote work work.
It helped that our organization already had been preparing
itself and Deloitte clients to transition to a diﬀerent way of
working—one that’s digital, cloud-based, ﬂexible, more sustainable
and data-driven. The COVID-19 pandemic merely accelerated the
inevitable.
Our organization has been making signifcant investments in
technology that helps Deloitte clients both disrupt their competition
and withstand disruptions aimed at them. Deloitte Consulting
teams worked with clients and alliances to ideate, develop and
8
deploy innovative, cloud-based, sector-specifc artifcial intelligence
solutions, enabled by the Deloitte Center for AI Computing. And
Deloitte’s cloud-frst technology strategy and innovative collaboration
tools allowed Audit & Assurance (A&A) professionals to continue the
delivery of high-quality audits.
During the year, professionals across all Deloitte businesses prioritized
pandemic-support programs and resources to help Deloitte clients
across sectors build organizational resilience. Deloitte Consulting
practitioners, for example, contributed signifcantly to public health
outcomes, providing solutions for numerous government and privatesector clients in the areas of vaccinations, testing, supply chain
disruption and more.
The focus on helping Deloitte clients respond to the pandemic, recover
from the challenges it continues to present, and thrive going forward
was strengthened by alliance relationships with 15 of the world’s leading
technology providers—connections that help Deloitte enable innovation
and transformation for clients and accelerate execution at scale in a
diﬀerentiated way compared with other professional services providers.
Deloitte Risk Advisory practices also leveraged technology to support
clients’ security needs while entire organizations were navigating virtual
work. To improve reliability and safeguard organizations, Deloitte
continued to support its clients in shaping smarter process and
9
$50.2B
aggregate global revenue
3.5%
of aggregate global revenue
invested in innovation
22K
Cyber professionals
worldwide
15
alliance relationships
with leading
technology providers
empathetic platforms with greater insight, agility and resilience to threats.
More than 22,000 Deloitte Cyber professionals globally helped organizations
identify cyber risks, prepare for and detect the threats, strengthen and
secure their environments, respond and recover.
Deloitte Financial Advisory professionals have been engaged on more
than 1,200 distressed and COVID-related mandates. Deloitte’s marketleading mergers and acquisitions (M&A) practices advised on thousands of
transactions during the merger wave of 2020. Turnaround and Restructuring
teams have assisted governments around the world to administer pandemicrelated funding for businesses and individuals, and have participated in
government-led COVID-19 task forces to advise on distressed sectors. And
Deloitte infrastructure practices have supported projects related to
pandemic response and economic stimulus, including testing and tracing
programs, and promoting projects around smart cities and urban renewal.
Deloitte Tax practices also helped clients navigate the ongoing complexity
caused by the pandemic and map growth plans for recovery. The acceleration
of new business models is challenging the tax function in fundamental
ways and driving demand for transforming tax operating models through
outsourcing and co-sourcing of routine compliance and reporting activities.
Similarly, Deloitte Legal practices worked with clients to transform their legal
operating models in ways that responded to the rapid shift to virtual working
and rethink the use of technology to improve processes and cost structures.
Deloitte Legal practices also helped clients navigate employment laws as they
10
implemented COVID-19 restrictions, remote working accommodations,
return-to-work rules and other matters that could aﬀect employees’ rights
and wellbeing.
Deloitte remains committed to acting in the public interest and
upholding our vital role in the fnancial reporting ecosystem, both for
today’s realities and the future. This includes ongoing investments to
equip Deloitte Audit & Assurance professionals with the latest guidance,
tools and leading practices to deliver high-quality audit and assurance
services to meet investors’ quickly evolving expectations regarding
corporate reporting, including the impacts of environmental, social,
governance (ESG) and climate matters across industries. As the scope
of Deloitte clients’ tax teams extends, they too are increasingly seeking
Deloitte’s input on sustainability reporting—in addition to major tax policy
reforms, digitalization of tax, M&A, supply chain, and employment
and mobility.
Ultimately, Deloitte professionals’ ability to pivot quickly and successfully
has helped clients do the same and position themselves for growth. The
pandemic may have kept our people physically distant during the past
year, and it may alter the way practitioners and clients connect going
forward. But, it also reinforced that even the most intimidating obstacles
can’t halt progress—and they may actually hasten better ways of working
and serving clients and the public interest.
11
Business metrics
Revenue figures are in US$ billion. Global figures are aggregated across the Deloitte organization.
Notes
Total revenue
FY2019 FY2020 FY2021
$46.2B $47.6B $50.2B
Revenue figures are in US$ billion. Global figures are aggregated across the Deloitte organization.
Due to rounding, sum of revenue by business may not equal total.
Notes
$10.5B
Audit &
Assurance
$8.9B
Tax & Legal
$5.9B
Risk Advisory
$4.3B
Financial
Advisory
$20.8B
Consulting
Revenue by business
$50.2B
12
Revenue figures are in US$ billion. Global figures are aggregated across the Deloitte organization.
Due to rounding, sum of revenue by industry may not equal total.
Notes
Revenue by industry
Technology, Media
& Telecom
$6.0B
Life Sciences
& Health Care
$4.7B
Energy, Resources
& Industrials
$7.5B
Consumer
$10.4B
Government &
Public Services
$8.4B
Financial
Services
$13.3B
Revenue figures are in US$ billion. Global figures are aggregated across the Deloitte organization.
Due to rounding, sum of revenue by region may not equal total.
Notes
Revenue by region
EMEA
Asia Pacific
Americas
$16.7B
$25.2B
$8.5B
Business metrics
Locations 13
The above list of services is a representative sampling of Deloitte business capabilities. Deloitte
offers many services, not all of which are available from every Deloitte firm and not all of which
are permissible for audit clients under various professional and regulatory standards.
Notes
Deloitte core services
Financial Advisory Tax & Legal
Consulting
Risk Advisory
Audit & Assurance
Strategy, Analytics and M&A
Customer & Marketing
Core Business Operations
Human Capital
Enterprise Technology
& Performance
Audit Services
Assurance Services
Accounting & Internal Controls
Cyber & Strategic Risk
Regulatory & Legal Support
M&A Transaction Services
Restructuring Services
Valuation and Modeling
Corporate Finance Advisory
Infrastructure and Capital Projects
Economics and Real Estate
Forensic
Tax Services for Businesses
Global Employer Services
High Net Worth Tax Services
Legal
Core services
Locations
The above list of services is a representative sampling of Deloitte business capabilities. Deloitte
offers many services, not all of which are available from every Deloitte firm and not all of which
are permissible for audit clients under various professional and regulatory standards.
Notes
Deloitte core services
Financial Advisory Tax & Legal
Consulting
Risk Advisory
Audit & Assurance
Strategy, Analytics and M&A
Customer & Marketing
Core Business Operations
Human Capital
Enterprise Technology
& Performance
Audit Services
Assurance Services
Accounting & Internal Controls
Cyber & Strategic Risk
Regulatory & Legal Support
M&A Transaction Services
Restructuring Services
Valuation and Modeling
Corporate Finance Advisory
Infrastructure and Capital Projects
Economics and Real Estate
Forensic
Tax Services for Businesses
Global Employer Services
High Net Worth Tax Services
Legal
14
Locations
Geographies with at least one Deloitte office in operation during FY2021 are listed below. These are listed for ease in identifying
locations where Deloitte has a presence. They are not intended as statements on political sovereignty.
Please visit www.deloitte.com/GlobalOfficeDirectory and contact an office near you to inquire about Deloitte capabilities to
provide services in locations not listed below.
Bosnia-Herzegovina
Botswana
Brazil
British Virgin Islands
Brunei Darussalam
Bulgaria
Cambodia
Cameroon
Canada
Cayman Islands
Chad
Channel Islands
(Jersey and Guernsey)
Chile
China
Colombia
Congo (Brazzaville)
Congo (Democratic
Republic of)
Costa Rica
Croatia
Curaçao
Cyprus
Czech Republic
Denmark
Dominican Republic
Ecuador
Egypt
El Salvador
Equatorial Guinea
Estonia
Finland
France
Gabon
Georgia
Germany
Ghana
Gibraltar
Greece
Greenland
Guam
Guatemala
Honduras
Hungary
Iceland
India
Indonesia
Iraq
Ireland
Isle of Man
Israel
Italy
Ivory Coast
Japan
Jordan
Kazakhstan
Kenya
Korea (Republic of)
Kosovo
Kuwait
Kyrgyzstan
Lao PDR
Latvia
Lebanon
Lithuania
Luxembourg
Malawi
Malaysia
Malta
Marshall Islands
Mauritius
Mexico
Micronesia (Federated
States of)
Moldova (Republic of)
Monaco
Mongolia
Montenegro
Morocco
Mozambique
Myanmar
Namibia
Netherlands
New Zealand
Nicaragua
Nigeria
North Macedonia
(Republic of)
Northern Mariana Islands
Norway
Oman
Palau
Palestinian Territories
Panama
Papua New Guinea
Paraguay
Peru
Philippines
Poland
Portugal
Puerto Rico
Qatar
Romania
Russian Federation
Saudi Arabia
Senegal
Serbia (Republic of)
Singapore
Slovak Republic
Slovenia
South Africa
Spain
Sri Lanka
Sweden
Switzerland
Taiwan (China)
Tajikistan
Tanzania (United
Republic of)
Albania
Algeria
Andorra
Angola
Argentina
Armenia
Aruba
Australia
Austria
Azerbaijan
Bahamas
Bahrain
Bangladesh
Barbados
Belarus
Belgium
Benin
Bermuda
Bolivia
Thailand
Togo
Trinidad and Tobago
Tunisia
Turkey
Turkmenistan
Uganda
Ukraine
United Arab Emirates
United Kingdom
of Great Britain and
Northern Ireland
United States
Uruguay
Uzbekistan
Venezuela
Vietnam
Yemen
Zambia
Zimbabwe
15
Deloitte envisions and creates industry-defning
innovations that allow clients to drive change and
transform disruption into lasting value for their
customers. These capabilities have been essential
in helping clients navigate the COVID-19 pandemic,
and will remain critical as business, government
and other institutions rise to the challenge of
climate change.
Deloitte Audit & Assurance has invested—and
continues to invest—hundreds of millions of dollars
to transform our audit business with innovations
like Deloitte Omnia and Deloitte Levvia—the
profession’s frst end-to-end, data-driven, globally
integrated audit platforms. These platforms are
cloud-based with the ﬂexibility to seamlessly
incorporate new technologies and processes,
making them highly responsive to clients’ evolving
needs in the dynamic regulatory landscape. For
example, when COVID-19 disrupted businesses
three weeks before client annual fling deadlines,
Deloitte practitioners using Deloitte Omnia were
able to continue executing their audits both virtually
and digitally, for the frst time, while concurrently
maintaining high-quality audit standards without
compromising deadlines.
Deloitte has also made signifcant investment in
the digital transformation of its Tax practices with
intela by Deloitte, a centralized digital platform
that enables seamless collaboration between
Deloitte Tax practitioners and clients. As an endto-end cloud-based solution, intela provides a
single workspace to support tax compliance,
documentation and risk mitigation. It also can
extract, organize and analyze data, resulting in
better strategic insights. The platform will allow
Deloitte Tax practitioners to shift how they—and
their clients—spend time to create more meaningful
and insightful value.
To better serve Deloitte clients seeking to integrate
artifcial intelligence (AI) within their businesses,
Deloitte developed CortexAITM, a multicloud,
AI platform designed to connect data, analytics,
intelligent automation and machine learning. An
award-winning client solution—also used internally
in Deloitte US operations—CortexAI brings together
Deloitte’s unique capabilities with the power of
an AI platform to rapidly develop and deploy
scalable AI solutions across business domains and
industries. With plug-and-play technologies that
adapt to a client’s ecosystem, CortexAI’s advanced
analytics and automation capabilities were used
to help several large fnancial institutions navigate
requirements for the United States’ Coronavirus
Aid, Relief and Economic Security Act (CARES Act).
The platform helped process more than 120,000
Paycheck Protection Program (PPP) loan-forgiveness
applications while simultaneously performing
anomaly and fraud analysis. Adhering to Deloitte’s
Innovation
16
Trustworthy AIframework, CortexAI provides
the level of governance needed for organizations to
confdently apply and scale AI.
Deloitte is also committed to shaping the future of
industries through investments in industry cloud
platforms. An example of this is Deloitte’s suite of
ConvergeHEALTH solutions that are supporting
the digital transformation of life sciences and
health care for millions of patients in more than
20 countries. Specifcally, ConvergeHEALTH
ConnectTM, a suite of solutions on the Salesforce
Health Cloud platform, helps health care companies
engage more eﬀectively with their patients. At
the outset of the COVID-19 pandemic, Deloitte
expanded the suite of solutions with a crisisresponse accelerator to help health care providers
digitally triage and manage the treatment of
COVID-19 patients.
For clients needing to strengthen their
cybersecurity defenses, Deloitte Cyber professionals
in the US developed Predictive Analytics for Cyber
in Enterprises (PACETM), a cloud-native analytics
solution supporting on-premises, hybrid and
multicloud environments. PACE combines Deloitte
cyber risk quantifcation and risk management
frameworks with Google Cloud’s Chronicle, Looker
and BigQueryML capabilities to quickly comb
through petabytes of data and provide faster,
simpler, persona-driven decision-making for cyber
security organizations.
Deloitte innovation investments—which total 3.5%
of Deloitte aggregate revenue1—are increasingly
focused on directly generating social and
environmental benefts. Solutions resulting
from these expenditures include services that help
clients reduce their carbon footprints, manage the
risks of transitioning to a low-carbon economy,
and integrate ESG and climate criteria into their
investment decisions.
Contact
Ragu Gurumurthy
Deloitte Global Innovation Ofcer
[email protected]
Eleanor Haussler
Senior Managing Director,
Deloitte Global Strategy and Innovation
[email protected]
1 Estimate based on a May 2021 sampling of the largest Deloitte member frms
17
What people expect of business is fundamentally
changing, as is the defnition of what it means to
act in the public interest. In a world of uncertainty,
business must help address society’s most
intractable problems. Serving the public interest
requires going beyond the economic context to
include the interplay among business behavior,
fnancial markets, and the long-term health and
sustainability of society and the planet.
Today’s business organizations should see
themselves as serving ends that go beyond fnancial
success. Deloitte advocates for every company to
defne its overarching purpose and oﬀer a clear
explanation of how it makes a positive impact in
society, not only for shareholders, but also for
customers, employees, suppliers, communities
and the planet.
This reﬂects Deloitte’s own Purpose-led approach,
one that’s shared increasingly throughout
the business community and articulated by
organizations such as the US trade association of
CEOs, the US Business Roundtable’s statement
on the purpose of a corporation and The World
Economic Forum’s Davos Manifesto 2020: The
Universal Purpose of a Company in the Fourth
Industrial Revolution.
For organizations that provide audit and assurance
services, the concept of public interest traditionally
focused on providing reliable information for
capital markets, specifcally around a company’s
management, its operating model and internal
controls. Deloitte understands that while this
remains a critical component, its public interest
responsibilities have expanded to include issues
such as sustainability and societal impact.
Consistent with its commitment to purpose and
to act in the public interest, Deloitte aims to be
transparent about nonfnancial measures of
business performance and provides disclosure
of wider environmental, social and governance
(ESG) metrics. Deloitte shares these public interest
metrics through the lens of its services, people and
operations, as well as its impact on society.
Services
Deloitte’s commitment to responsible business
underlies everything we do. It’s more than just
doing the right thing; it’s about demonstrating how
we live our Purpose and Shared Values through the
company we keep. This is articulated in Deloitte’s
Commitment to Responsible Business
Practices Statement, which outlines our beliefs
and the commitments we have made, to inform
our decision-making.
Public interest
18
Deloitte provides audit and assurance, consulting,
fnancial advisory, risk advisory, and tax and related
services around the world—always striving to act
in the public interest, exercise the highest ethical
standards and deliver the highest-quality services.
Following are some examples of how these services
beneft the public interest.
Audit & Assurance
Deloitte provides audit and assurance services
that serve the public interest by enabling trust and
transparency across and between stakeholders
in the fnancial reporting ecosystem. Deloitte’s
independent auditors help the capital markets
system function with greater confdence, attesting
to or expressing opinions as to whether fnancial
statements, internal controls and regulatory reports
are prepared in accordance with identifed fnancial
reporting frameworks.
Seldom has Deloitte’s role in the capital markets
been more critical than during the period of
unprecedented uncertainty and business disruption
caused by the COVID-19 pandemic. Deloitte
responded swiftly to the challenges presented
by COVID-19, arming its professionals with the
guidance and tools necessary to perform highquality audit and assurance services in a virtual
environment and communicating relentlessly,
both internally and externally, to reinforce our
commitment to ethics, integrity and professional
skepticism. Across Deloitte audit and assurance
businesses, leadership messaging reiterated the
importance of Deloitte’s public interest role and
stressed reports are not issued until all audit work
had been completed.
Deloitte is committed to constant enhancement
of relevant and reliable audit processes that are
increasingly essential to investor confdence and
to the ongoing vitality of capital markets. Audit
quality remains a top priority and key focus for
Deloitte. Ongoing investments in audit quality,
transformation, innovation and technology
demonstrate Deloitte’s commitment to fulflling
its public interest role and enhancing trust.
Learn about Deloitte’s commitment to
audit quality
Consulting
Deloitte helps organizations take decisive
action and achieve sustainable results. Our
practitioners work alongside both public and
private organizations across industries to
help address their most intractable challenges,
even societal challenges like decarbonizing
the economy, improving health equity and fghting
human trafcking.
Decarbonization across industries
As the transition toward a clean energy future is
underway, we understand it may change companies’
assets and operations. Deloitte is helping
companies in sectors like transportation, agriculture
and chemicals create and execute roadmaps to
a lower-carbon future and a net-zero aspiration.
As an example, Deloitte is working with the major
US and European chemical councils to accelerate
the industry’s path to a lower-carbon future by
understanding future scenarios and emissionreduction solutions, and using that knowledge to
determine actions that chemical companies can
take toward achieving a cleaner future.
Improving health equity
Deloitte is committed to working alongside
organizations to improve health equity. Unifed
by a common mission, the Deloitte Health Equity
Institutes were established to share our most
insightful learnings, extend the eﬀorts of others,
and meaningfully contribute to broader health
equity issues, like improving vaccine equity. Deloitte
US is supporting the US Centers for Disease
19
Control and Prevention’s Reducing Racial and
Ethnic Disparities in Adult Immunization program
that addresses long-standing issues existing in
vaccination rates, knowledge and attitudes through
relationships that drive community-level action to
support racial and ethnic minority groups in
getting vaccinated.
Fighting human trafcking
The COVID-19 pandemic has had widespread
economic impacts, with unprecedented
unemployment disproportionately impacting
women, racial and ethnic minority communities,
and other vulnerable populations. It is critical that
recovery eﬀorts extend to include those who are
left behind even in the best of times, including
victims and survivors of human trafcking and
modern-day slavery. Deloitte is proud to help clients
craft strategies to bring sustainable employment to
survivors of human trafcking while simultaneously
combatting these reprehensible activities. As an
example, Deloitte US is working alongside a US
government agency to support its eﬀorts to stop
the importation of goods made by forced labor.
Financial Advisory
Deloitte supports more than 90% of the companies
committed to RE100, a global initiative backed by
the world’s most inﬂuential businesses to transition
to 100% renewable electricity. The Deloitte Center
for ESG Solutions has applied decarbonization,
hydrogen, electricity and other quantitative
energy models to support major sustainable energy
transformation projects in Asia, Europe and
the Americas.
During the COVID-19 pandemic, Deloitte has
been engaged as a trusted adviser on more than
1,200 distressed and COVID-related mandates.
Deloitte’s Turnaround and Restructuring teams
have assisted governments around the world to
administer pandemic-related funding for businesses
and individuals, and Deloitte has participated
in government-sponsored COVID-19 task forces
that advise governments on distressed sectors.
Deloitte’s infrastructure practices have supported
projects related to pandemic response and
economic stimulus, including supporting testing and
tracing programs, and promoting prosperity with
purpose on projects around nation building, smart
cities and urban renewal.
Deloitte Forensic advisers help companies and
governments combat the trillions of dollars of
damage wrought by fraud, economic and fnancial
crime. In the last fve years, Deloitte has handled
more than 15,000 fraud, waste and abuse (FWA)
investigations and fnancial crime engagements
to help clients proactively identify and respond
to malfeasance; implement systems to monitor
and detect issues; and quickly and efciently
address incidents. By stopping bad actors from
accessing illegal funds, Deloitte helps stem the
tide of terrorist fnancing, drug and human
trafcking, wildlife exploitation, counterfeit goods
manufacturing and abuse of the health care system.
In addition, Deloitte has been at the forefront of
data analytics, developing proprietary assets that
help governments and corporations accurately
respond to legally mandated information requests,
protect personally identifable information (PII), and
confrm the accuracy of data relied upon to make
critical public policy and business decisions while
preserving transparency.
Risk Advisory
Deloitte helps businesses manage risks in an
evolving and interconnected risk landscape,
and build the trust, resilience and security
organizations require for enduring success and
responsible business. With solutions in Accounting
and Internal Controls, Cyber and Strategic Risk,
and Regulatory and Legal Support, Deloitte Risk
Advisory businesses connect with clients’ complex
and unique challenges, enabling them to achieve
positive outcomes, sustainable growth and positive
societal impact.
As part of Deloitte’s wide range of Climate and
Sustainability solutions, we are committed to
20
guiding organizations to more sustainable futures.
For more than 20 years, the rapidly growing team
of more than 1,000 dedicated practitioners has
addressed climate and sustainability challenges
and delivered on Deloitte’s Purpose of making an
impact that matters for clients, our people and our
communities.
Deloitte Cyber advises, implements and operates
a comprehensive portfolio of cyber solutions
to anticipate and prepare for the cyber risks of
the future. Cyberattacks are on the rise with
increasing persistence and sophistication. More
than 22,000 Deloitte Cyber professionals globally
help organizations identify their risks, prepare for
and detect the threats, strengthen and secure
their environments, and most importantly, respond
and recover.
Tax
Deloitte helps businesses and individuals meet
compliance requirements by guiding them through
rapidly changing and complex domestic and
international tax laws. Other changes on the global
tax landscape—like digitization of tax, sustainability
reporting, workforce mobility and supply chain
reconfgurations—are fundamentally shifting how
the tax function operates.
Deloitte Tax professionals act as advisers to clients
on these complex matters while continuing to help
them understand and fulfll their tax obligations
under the law, including increasing reporting
requirements. Deloitte uses its local and global
tax knowledge to assist businesses and individuals
in interpreting complex, and sometimes unclear,
tax laws to navigate uncertainty and minimize the
occurrence of tax disputes.
Advice from Deloitte practitioners is subject to
high ethical standards, rigorous quality control and
technical reviews, and local professional standards.
To continually advance the quality, consistency
and integrity of our advice, Deloitte has developed
global tax principles that are adhered to by Deloitte
Tax practitioners around the world.
The COVID-19 pandemic brought new challenges
and accelerated business model changes in
dramatic ways, most with fnancial, tax and people
implications. Deloitte guided clients through
various government relief measures, along with
rapidly changing regulations and fling deadlines.
We also responded to requests for input from tax
authorities who were seeking to provide support to
businesses and individuals as efciently as possible.
Deloitte contributes time and resources to help
policymakers at local and regional levels ensure that
tax laws achieve tax policy objectives, are clear and
unambiguous, and do not create undue burdens on
businesses and individuals.
These eﬀorts promote a greater level of tax
compliance; encourage good tax governance,
transparency, and cooperation; and reduce
the number of tax disputes and enables their
resolution—facilitating revenue collection by
tax authorities around the world. All these are
vital components of an eﬀective tax system that
supports the foundations of society.
People
Deloitte hired nearly 84,000 professionals globally
in FY2021, about one person every six minutes,
and remains committed to developing leaders
at every level of the organization. We estimate
Deloitte’s total, direct, global investment in learning
for FY2021 to average US$2,200 per person. We
strive to provide an inclusive workplace culture
underpinned by respect because we believe that
working and learning with people of diﬀerent
backgrounds, cultures and thinking styles helps our
people grow into better professionals and leaders in
their careers at Deloitte and beyond.
View People metrics
21
Society
Deloitte is committed to making an impact that
matters to society. Through Deloitte’s WorldClass
ambition, we are focusing on developing job skills,
improving educational outcomes and expanding
opportunities for 100 million people worldwide by
2030. Through our Impact Every Day initiatives, we
have provided and promoted much needed health,
economic and livelihood support to communities to
respond to the COVID-19 pandemic.
View societal investment metrics
Operations
Deloitte’s commitment to sustainability drives us to
manage our operations responsibly and champion
environmentally sustainable initiatives across the
organization and supply chain globally. We believe
we must lead the way to build a better, stronger
and more sustainable world. WorldClimate,
Deloitte’s climate change strategy, was formulated
in FY2020 to focus the organization on making
responsible climate choices. Four pillars support
the strategic direction:
• Achieving net-zero greenhouse gas emissions
by 2030;
• Addressing Deloitte’s internal policies and
procedures to align with its climate ambitions;
• Educating and inspiring Deloitte people to act
on climate change; and
• Working with ecosystems for collective impact.
View environmental sustainability metrics
Contacts
David Barnes
Deloitte Global Regulatory and Public Policy Leader
[email protected]
Kyra Kaszynski
Director, Deloitte Global Public Policy
[email protected]
22
Audit public interest metrics
Commitment to quality and excellence
Continually and relentlessly raising the bar on quality by conducting consistent high-quality audits that help instill trust by addressing the questions that matter most to
the public interest and to all stakeholders
Deloitte’s investments in quality
Deloitte is committed to making ongoing investments that improve audit quality across the Deloitte organization. The Global Center of Excellence for Audit
Quality has 720 people supporting consistent execution on PCAOB and other engagements worldwide.
Single global platform
for consistent monitoring and
measurement of audit quality activities
across Deloitte.
56 engagements subject to
practice review by a Deloitte Global
team annually.
366,000 hours spent on reviews
of engagements and systems of
quality control.
88 Deloitte firm partners and
professionals, independent of the firms
being monitored, supervise and review
monitoring activities across the Deloitte
organization to ensure independence,
objectivity and global consistency.
More than 1,500 engagements reviewed
annually in accordance with the globally
mandated monitoring program covering all
Deloitte firms and more than 150 geographies..
164,000 engagements subject to in-flight
monitoring via automated diagnostics.
Almost 6,000 focus area reviews
(or “health checks”) conducted per year
on “live” engagement files.
Ongoing investments in a holistic quality monitoring and measurement program helps ensure that internal monitoring of engagement quality and systems
of quality control is at least as stringent as the most rigorous inspections conducted by regulators.
Deloitte’s highly intensive and robust Audit Quality Monitoring and Measurement program helps ensure internal practice review results are directly
comparable with those of external regulatory inspections. Nevertheless, Deloitte continues to strengthen and enhance internal monitoring activities and
strives to continually respond, remediate and improve to meet the goal of zero noncompliant files across the organization. Deloitte is committed to
further enhance audit quality and inspection results.
Holding ourselves accountable
Investing in robust monitoring programs
Internal and external engagement review outcomes:
49% reduction in non-US PCAOB
engagements with Part 1 findings from
2015-2019.
12% of engagements reviewed
internally were rated noncompliant
for 2020.
© 2021. For information, contact Deloitte Global.
A program of continuous quality improvement
© 2021. For information, contact Deloitte Global.
23
Environmental
24
Overview
Deloitte’s traditional business model required travel. Lots of travel.
Before the COVID-19 pandemic, Deloitte had one of the largest
airfare spends in corporate travel. Our afnity for ﬂying wasn’t
unique; in recent years, half of the top-10 airline customers booking
travel in the US were professional services organizations.
Obviously, that changed last year. Deloitte signifcantly reduced all
forms of travel during the COVID-19 pandemic and replaced it with
virtual work. And because most business-to-business interactions
were conducted home to home, nearly every ofce that would
have hosted those meetings sat dormant. Our altered behaviors,
combined with proactive actions taken in FY2020, caused Deloitte’s
recorded carbon emissions from ﬂeet, buildings and business travel
in FY2021 to decrease 86% from prepandemic (FY2019) levels.
25
The changes necessitated by the COVID-19 pandemic—combined
with Deloitte’s ability to continue serving clients eﬀectively despite the
hurdles—caused us to reexamine how business operates. We know travel
is benefcial. We know many things can be done more efciently when
people are together in the same room. We now understand, though, how
Deloitte can operate diﬀerently and still maintain the same high levels
of service and quality.
Our commitment to smart, purposeful travel is good news for the
environment. But, it’s only part of the story.
26
WorldClimate
Engage ecosystems
Engage with ecosystems to
address climate change
Empower individuals
Educate and inspire Deloitte
people to act on climate change
Embed sustainability
Address internal policies
and practices
Cut emissions
Net-zero by 2030
Deloitte launched WorldClimate—our strategy to drive responsible climate
choices within our organization and beyond—in FY2020 to address the
world’s urgent climate crisis with achievable, measurable and science-based
actions. Deloitte leaders, including the Deloitte Global Executive, committed
to align with the 1.5°C decarbonization pathway because anything less
ambitious will not have the necessary impact. Deloitte’s WorldClimate carbon
reduction goals are validated by the Science Based Targets initiative.
WorldClimate recognizes it will take collective action to combat climate
change. That’s why we have adopted a three-pronged approach—actions we
take, actions we inspire our people to take, and actions we take with others
in our ecosystem.
Deloitte has committed to achieving net-zero greenhouse gas emissions by
2030 for its operations. To get there, we are embedding sustainability into
policies and practices throughout the organization. And we are empowering
our people to make climate-friendly decisions and inﬂuence others to do
the same.
Deloitte also is actively engaging ecosystems to increase demand for
responsible products and services, remove roadblocks that get in the way of
enacting change, and create innovative climate solutions. We help shape the
climate agenda through sponsorships and projects with organizations such
as the World Economic Forum; and through activities surrounding key events
such as the B7, the B20 and the United Nations General Assembly (UNGA).
27
Net-zero greenhouse
gas emissions by 2030
1 23 4
Reduce Deloitte’s business travel
emissions by 50% per full time
equivalent from FY2019 levels
Source 100% renewable energy
for Deloitte facilities
Switch fleets to 100% electric or
hybrid vehicles
Engage Deloitte’s supply chain to
set science-based emissions
reduction targets
5 Invest in meaningful market solutions to compensate for remaining emissions
Our WorldClimate strategy complements the ever-growing breadth of
sustainability services provided by Deloitte frms. Deloitte frms support
more than 90% of the companies committed to RE100, a global initiative
backed by the world’s most inﬂuential businesses to transition to 100%
renewable electricity.
During FY2021, Deloitte frms accelerated clients’ journeys to net-zero
through multiple engagements, including those that are helping design
decarbonization pathways for the chemicals industry across Europe and in
the US; working with retailers to eliminate food waste, design sustainable
food labels and adopt more sustainable supply chain practices; and helping
stakeholders understand and respond to growing climate risks. Deloitte’s
Center for ESG Solutions has applied decarbonization, hydrogen, electricity
and other quantitative energy models to support major sustainable energy
transformation projects in Asia, Europe and the Americas. And Deloitte
Consulting LLP in the US is working with the World Economic Forum to help
the world transition toward net-zero, nature-positive food systems
by 2030.
28
Published disclosure aligned
with TCFD recommendations
Joined the United Nations
Global Compact’s campaign
Business Ambition for
1.5°C
Deloitte continues to make signifcant investments in services and technology
that generate social and environmental benefts. Solutions developed
recently include:
• Deloitte Decarbonization SolutionsTM, a suite of interactive
modules that help accelerate the delivery of climate risk and strategic
decarbonization projects by assessing abatement opportunities, physical
risk, emission pathways and climate scenario models.
• ClimWise, a framework that combines global management and risk
identifcation via climate scenario modeling to help fnancial stakeholders
identify and manage economic risks related to the transition toward a
low-carbon economy.
• ESG Datalab, a web application with an embedded dashboard
that allows fnancial stakeholders to view environmental, social and
governance (ESG) scoring of their fnancial assets and portfolios.
It also allows simulations of mock fnancial portfolios to see how they
would score.
29
Deloitte is committed to addressing the urgent
climate crisis with achievable, measurable and
science-based actions.
In that spirit and with the determination to “drive
climate action fast,” Deloitte has joined the three
core initiatives of the Climate Group, supporting
renewable electricity (RE100), electric vehicles
adoption (EV100) and energy efciency/productivity
(EP100). Deloitte is one of only 13 organizations that
have made this triple commitment.
Aligned with Deloitte’s existing pledge to achieve
net-zero emissions by 2030 as part of our
WorldClimate initiative, we are constantly evolving
our business practices to meet new demands,
develop innovative solutions, and foster an
environment that leads by example in pursuit of a
low-carbon economy.
Our commitments to the Climate Group’s initiatives,
taken together, are an example of how we will hold
ourselves accountable and drive responsible climate
choices within our organization and beyond. In
addition to the commitments under the Climate
Group’s umbrella, Deloitte also formulated its goals
to reduce greenhouse gas emissions, goals which
were validated by the Science Based Targets
initiative (SBTi) as being in line with a 1.5°C carbonreduction pathway. And we are working with other
Environmental
priorities
Renewable electricity consumption
100%
FY2030
74%
FY2020
12%
FY2019
Notes
Figures are aggregated across the global Deloitte organization
30
governmental and nongovernmental actors to
leverage our size and scale as part of the Race to
Zero, building momentum for others to reach
net-zero emissions by 2050.
We already see the positive impacts of setting an
ambitious strategy. In FY2021, Deloitte’s renewable
energy usage increased signifcantly as compared to
its base year (FY2019).
Deloitte’s gross greenhouse gas emissions (Scopes
1, 2, and 3) decreased 41% compared to the
baseline of FY2019. This decrease is primarily the
result of signifcant reductions in business travel
and increased purchases of renewable energy.
The details of our greenhouse gas emissions and
performance against goals are included in the
Performance table.
While our current environmental strategy focuses
primarily on energy and greenhouse gas emissions,
we are actively working to improve management
systems for water, waste and single-use plastics.
Supply chain and ecosystems
Two years ago, we began to calculate supply chain
emissions beyond business travel. In FY2021,
purchased goods and services emissions are
estimated to constitute approximately 89% of
Deloitte’s aggregate emissions. Reducing these
emissions is a key component of our carbonreduction strategy.
To improve the quantifcation of
emissions from purchased goods
and services and understand our
suppliers’ engagement on climate,
Deloitte’s largest global suppliers
are being asked to respond to CDP’s
supply chain questionnaire. Ideally,
all Deloitte suppliers ultimately
should align with the 1.5°C carbonreduction pathway. Deloitte is actively working with
suppliers to pursue this ambition.
One example of collaboration with suppliers is the
Sustainable Aviation Fuel (SAF) initiative launched by
Deloitte LLP in the US. Deloitte LLP has entered into
SAF agreements with three US airlines—American
Airlines, Delta Air Lines and United Airlines. The
investment in SAF is one way for Deloitte to reduce
carbon emissions within our own value chain as
opposed to retroactively purchasing carbon oﬀsets
for emissions already generated.
People
Another important part of Deloitte’s strategy
focuses on our people. While their impact on
climate is not a part of Deloitte’s measured
footprint, we recognize that one of the most
powerful ways to promote action on climate change
is through our people. Our ambition is to enable
our people to make positive climate choices at
home and at work, and to amplify these actions
through their personal networks. Deloitte rolled out
the #iAct campaign in April 2021 to shed light on
the impacts of travel, food, home and purchasing
decisions, and to suggest positive climate actions
our people and their families and friends can take
today. During FY2021, we also created training that
will be rolled out to Deloitte professionals in FY2022
to learn about climate change impacts, Deloitte’s
actions and how they can aﬀect change. The training
is enhanced by a learning channel containing
additional curated content arranged along diﬀerent
pathways, allowing individuals to choose their areas
of interest for a bespoke experience.
Oﬀsets
Decarbonization using science-based approaches
is paramount. At the same time, when we set a goal
of net-zero emissions by 2030, we knew achieving
it would ultimately require the need for carbon
removal through market mechanisms. During our
transition, Deloitte has chosen to compensate
for unabated emissions through oﬀsets as a way
to promote the advancement of sustainability
solutions while also recognizing that it does not
31
replace the need to reduce emissions in line with
science-based approaches.
Planning is underway to oﬀset all of the network’s
FY2021 operational and business-travel emissions.
Additionally, the two largest Deloitte frms chose to
oﬀset all of their purchased goods and services for
the year. Deloitte will continue to evolve its carbon
oﬀsets strategy as a component of our overall
net-zero strategy, informed by external guidance
on carbon oﬀset best practices and changes in
the market. Oﬀset projects we support include
reforestation, preventing deforestation,
projects focused on health and livelihoods, and
sustainable infrastructure.
TCFD
Deloitte recognizes the recommendations of
the Task Force on Climate-related Financial
Disclosures (TCFD) as a useful framework for
assessing and reporting on climate-related risks
and opportunities. Deloitte issued its frst TCFD
report this year and anticipates building upon that
information in future reports.
Contact
Kathryn Alsegaf
Deloitte Global Internal Sustainability Leader
[email protected]
8% of suppliers (by emissions)
adopted science-based targets;
an additional 10% have committed to
setting targets
32
Percent reduction represents
FY2021 performance vs. FY2019 baseline
Oﬀset 100% of operational and business travel
emissions in FY2020; FY2021 oﬀsetting is underway
69%
Scope 1 and 2
emissions
reduction
92%
business travel
emissions per
FTE reduction
70% renewable electricity purchased toward
our 100% goal
41%
gross emissions
reduction
44%
emissions
reduction per FTE
Greenhouse gas emissions
Notes
Figures are aggregated across the global Deloitte organization
33
Greenhouse gas emissions by scope
1,158,739
1,168,728
754,133 1,134,395
584,732
60,866
201,771 54,544 49,195
61,901 48,586 32,677
Notes
Figures are aggregated across the global Deloitte organization
Greenhouse gas emissions by scope
Metric tons of CO2e
Scope 3
Purchased goods
and services
Scope 3
Business
travel
Scope 2
Electricity in
buildings and fleet
Scope 1
Fuel in buildings
and fleet
FY2019 FY2020 FY2021
34
Social
35
The past year gave the world more—more responsibilities, fnancial
uncertainty, extreme weather events, societal unrest and stress.
It also gave us less—less personal interaction, travel, entertainment,
communal events and volunteer opportunities.
It was, more or less, a strange and challenging period for
most people.
It also was an unusual year for organizations, like Deloitte, that
are committed to helping people fulfll their aspirations and
potential. To overcome the lack of in-person connections, we
found innovative ways of developing and supporting our people
to help them feel heard and valued. We also lent our professional
capabilities and resources to the fght against COVID-19, while
still advancing our goal of connecting underserved segments of
society to education and jobs.
Overview
36
This year created a perfect storm for women, and challenged society to
tackle tough conversations about racial equity. That’s why Deloitte’s global
diversity, equity and inclusion strategy—ALL IN—places a deliberate and clear
emphasis on the need for an inclusive everyday culture, underpinned at all
times by respect.
In pursuit of advancing gender balance, we’ve created consistent global
standards spanning the entire career lifecycle—from recruitment,
promotion and succession processes to development, mentoring,
sponsorship and ﬂexible working.
We’ve developed a range of resources, from inclusive leadership training
to practical tips and guidance, to help people feel more confdent having
conversations in the workplace about common diversity-related topics,
including gender, race, sexual orientation, gender identity and
disability. Deloitte Global’s award-winning “Can you see me?” flm series
was created to remind our people of the impact words and actions can have
on others and to highlight the power of visible and vocal allyship for all
underrepresented groups.
4.6M
applications received
across the organization
55
training hours
per individual
25%
female partners,
principals, and
managing directors
(goal of 30% by 2025)
37
Diversity and inclusion sessions—and nearly all professional development
the past year—was conducted virtually. Without access to temporarily
shuttered Deloitte University (DU) facilities, we shifted to both formal online
courses and a self-directed digital learning platform, called CURA, that gave
Deloitte professionals access to a wide range of curated, customized content.
These training approaches will remain valuable even as DU locations begin to
reopen, post-pandemic.
Since the pandemic began, we have been particularly attuned to our
professionals’ health. Deloitte teams continue to work seamlessly and
tirelessly to protect and support our colleagues and their families in COVID-19
epicenters like Southeast Asia and South America. The pandemic has taken
both a physical and mental toll on people in these countries and around
the world. Accordingly, we have invested signifcant time helping Deloitte
professionals better understand mental health challenges and address
and reduce the stigma that’s often attached to poor mental health. Eﬀorts
to educate about and improve mental health have been delivered and
supported through virtual workshops, podcasts and other communications,
as well as additional chances to disconnect from work and reconnect
with others.
38
For our communities, Deloitte has devoted signifcant resources toward
fghting COVID-19. For example, Deloitte piloted an initiative with the
government of India’s Haryana state to help provide health care in rural
communities. The aim was to provide those impacted by the pandemic with
the information and support they needed to recover at home, thereby freeing
hospital capacity to treat the critically ill. Deloitte Africa is engaging with
international donor organizations, ministries of health, the private sector and
NGOs to understand local challenges and how Deloitte can help. And Deloitte
Brazil worked closely with community organizations to provide food for more
than 10,000 vulnerable families experiencing food security and hunger as a
result of the pandemic.
These eﬀorts will advance health equity in our communities and support
better health care outcomes where they are needed most.
Our pandemic response did not derail Deloitte’s ongoing focus on working
with leading education organizations to provide access to quality education
and opportunities. Through Deloitte’s WorldClass ambition, we have
impacted 20 million lives since 2018. More than 8.2 million individuals
were reached during FY2021, despite the ongoing pandemic and school
closures. The pandemic’s ripple eﬀect, however, caused education inequity,
unemployment and the skills gap to worsen. It also disrupted the education
of more than 1.6 billion students. It’s estimated 24 million of those children
may never return to school. Even before the pandemic, a ffth of all children
were not at school at all. Without action, the eﬀects of a year of lost learning,
development and employment opportunities could further widen social and
educational inequity for students and adults alike.
10,000+
families received food
relief in Brazil
1,000
oxygen concentrators
donated to India
39
With that in mind, we are committing to impact 100 million people
through WorldClass by 2030. That’s 50 million more futures we are promising
to change.
In May 2021, Deloitte announced the launch of The WorldClass Education
Challenge, an initiative inviting educators, entrepreneurs and innovators
to work alongside Deloitte professionals to advance solutions that support
access to a quality education for more of the world’s students. Solutions
in Africa and Asia, where the majority of the world’s children and youth will
live and learn over the next decade, are the primary focus. In collaboration
with the World Economic Forum’s UpLink platform, Deloitte aims to discover,
fund and scale novel educational approaches that have proven successful
at advancing learning during the pandemic. The cohort that’s ultimately
selected will receive up to US$1 million in professional services on a pro
bono basis, fnancial grants, a dedicated relationship manager to support the
organizations’ collaboration with Deloitte, and participation in selected Forum
and Deloitte events, projects and communities.
WorldClass
Expand opportunities
Reach 100 million individuals by 2030
Empower individuals
Support and inspire our 345,000+
people to lead in their communities
Engage ecosystems
Collaborate across sectors to create
education and skills opportunities
100
40
Societal investments
US$223M
Total societal
investments
1.1M
Hours of volunteer and
pro bono time
Notes
Total societal investments of US$222.6M include US$102.7M in donations, US$101.1M in value of volunteer and pro bono hours,
and US$18.7M in management costs. Global figures are aggregated across the Deloitte organization. “Individuals reached” refers
to the total number of people, external to Deloitte, impacted through support provided by Deloitte people to individuals (e.g.,
mentoring) and organizations (e.g., capacity building for nonprofit organizations) toward Deloitte’s goal of reaching 100 million
individuals by 2030. Because of rounding, numbers may not tally with the total.
WorldClass commitment
US$95.8M
WorldClass
investments
648,500
Hours of volunteer and
pro bono time
8.2M
Individuals reached
in FY2021
20M
Individuals reached
toward our 100M goal
US$1.15B
Total societal
investments from
FY2017 through FY2021
Through WorldClass, we seek to expand opportunities for 100 million
individuals by 2030 by providing access to education and job skills.
100
Societal investments
41
When the COVID-19 pandemic hit, it accelerated
the need for a diﬀerent approach to professional
development. Fortunately, prior to the lockdowns in
many places around the world, Deloitte had spent
years developing a digital learning platform that
enabled us to respond quickly.
That platform, called CURA, uses artifcial
intelligence to provide a customized, online learning
option that aggregates content from both internal
and external sources and personalizes learning
based on the learner’s needs and interests. CURA
democratizes learning, giving our people both a
voice and a choice in their learning while enabling
collaboration and individual contribution.
CURA was in beta testing when the pandemic
began. In response, Deloitte Global accelerated
its rollout to Deloitte frms globally. The learning
platform was completed, deployed and available to
every Deloitte professional by the end of January
2021. This provided a virtual solution to replace
in-person training classes. By the end of the fscal
year, nearly 200,000 Deloitte people had accessed
the platform.
As Deloitte ofces around the world closed, Deloitte
University (DU) and learning teams also pivoted
from in-person classroom activities to supporting
virtual delivery. DU is our cultural home and, after
the pandemic, will become an even more important
mechanism for Deloitte people to gather with
colleagues and leaders in a renewed context of
personal safety, inclusion, and physical and mental
well-being. DU aims to provide in-person moments
that matter—augmented by CURA—so that time
spent together in person is focused on capability
building, coaching and mentoring, role playing, and
making connections—providing a holistic, blended
development experience.
Deloitte’s total,
direct, global
investment in
learning for
FY2021 averaged
US$2,200
per person.
Learning and
development
42
The importance of DU to Deloitte’s future is
expressed by the continued investment in its global
footprint. DU EMEA is scheduled to move to a new
location in Paris in September 2022. DU Asia Pacifc
announced in March that it is building a second DU
in the region, this one in China. And an expanded
DU India facility will open as soon as circumstances
in that country permit.
Despite curtailed operations at DU, we estimate
Deloitte’s total, direct, global investment in learning
for FY2021 to average US$2,200 per person. This
does not include the “opportunity cost” of taking
professionals ofine for formal training, which—at
55 developmental hours per person per year, on
average—represents US$5.4 billion. That fgure
excludes informal learning hours logged by Deloitte
professionals using CURA.
Contacts
Stevan Rolls
Deloitte Global Deputy Talent Leader
[email protected]
Lieven De Groodt
Deloitte Global Learning Leader
[email protected]
Anila DeHart
Managing Director, Deloitte Global Talent
[email protected]
Note: Average annual direct training investment per individual represents a global estimate based on actual costs from reporting member frms.
43
Deloitte strives to make gender balance the norm
across our organization. We have set aspirational
goals across Deloitte against which Deloitte Global
leadership monitors progress and have developed
consistent global standards spanning the entire
career lifecycle—from recruitment, promotion and
succession processes to development, mentoring,
sponsorship and ﬂexible working.
The Deloitte Global Executive is composed of
23% women and the Deloitte Global Board of
Directors is made up of 29% women. Deloitte
Global is progressing toward our aspirational goal
of 30% female representation in both groups by
2023 and 40% by 2025. Since 2019, Deloitte frms
increased female representation in both member
frm partnership and other leadership roles.
Twenty-fve percent of member frm partners,
principals and directors are female, with the goal of
reaching 30% by 2025. Inclusive leadership training
is a requirement of all partners, principals and
managing directors (PPMDs) at Deloitte and, to date,
more than 90% have completed this learning.
Deloitte has a long-standing commitment to fair
and equitable pay. Deloitte UK has voluntarily
reported on its gender pay gap (the total average
diﬀerence between earnings for men and women)
since 2015, two years before it became required by
legislation. And the frm has reported its ethnicity
pay gap (the total average diﬀerence between
earnings for ethnic minority and nonethnic minority
employees) since 2017. In the US, where neither
public nor private reporting is required, Deloitte
LLP made a public commitment to pay equity in its
inaugural Diversity, Equity and Inclusion (DEI)
Transparency report, which contains a wealth of
detail on that frm’s DEI goals and progress to date.
Twenty-fve
percent of
member frm
partners,
principals and
directors are
female, with the
goal of reaching
30% by 2025.
Gender balance
44
Deloitte’s commitment to fairness and equity
goes beyond what is typically required by local
legislation. The Deloitte Global Executive adopted
a zero-tolerance approach to gender pay inequity
across Deloitte. To that end, Deloitte Global Talent
developed a methodology that provides the Deloitte
Global Executive with visibility and assurance
on gender pay equity on a like-for-like basis, and
highlights underlying factors that contribute to
diﬀerences so action can be targeted across the
talent lifecycle. Going forward, Deloitte is keen
to extend this work to include other historically
underrepresented groups, data quality and
population size permitting.
We believe Deloitte should be a force for good
and lead the way on the complex challenges facing
women and girls in wider society. Some of the ways
we are impacting lives outside our organization
were explored in Deloitte Global’s frst Global
Gender Impact Report. Launched on International
Women’s Day in 2020, the report likened the
fndings to the “butterﬂy eﬀect”—the concept
of seemingly small acts having a big impact—to
illustrate the power and impact of education,
sponsorship and mentorship. We evolved that
theme for International Women’s Day 2021 by
highlighting the positive change six pioneering
Deloitte women are creating through their acts of
allyship and empowerment.
Deloitte also conducts research into critical gender
equality-related issues. In October 2020, Deloitte
Global published Understanding the pandemic’s
impact on working women. Based on a survey of
nearly 400 women across nine countries, the report
explored the impact of the pandemic on working
women and oﬀered critical actions employers can
take to help women progress and thrive in the
workplace. In May 2021, Deloitte Global published
the Women @ Work: A global outlook report,
which surveyed 5,000 working women across 10
countries to hear directly from them about the state
of gender equality in the workplace and the impact
of the COVID-19 pandemic on their working lives.
Respondents varied across age groups and the data
from the survey has also enabled analysis through
the intersectional lenses of race and ethnicity and
sexual orientation and gender identity. The report
oﬀers ways that employers can support women
and create more high-trust, inclusive cultures as we
emerge from the pandemic.
Contacts
Emma Codd
Deloitte Global Inclusion Leader
[email protected]
Nhu Fabros
Managing Director, Deloitte Global Talent
[email protected]
45
LGBT+ inclusion
At Deloitte, we want our LGBT+ (lesbian, gay, bi,
transgender and more) people to feel confdent
in being who they are and empowered to thrive
at work and within the communities we serve.
Everyone should be able to be themselves, without
fear of discrimination or prejudice.
Deloitte oﬀers its LGBT+ colleagues a variety of
platforms from which to promote their visibility
and help them be heard. This includes StandOUT, a
LGBT+ and allies network which operates globally,
as well as more than 30 local employee resource
groups across Europe, Africa, the Americas and the
Asia Pacifc regions.
We also embrace and promote the power of
allyship to support our LGBT+ people, amplify their
messages and protect their rights and well-being.
And because allyship is such a critical element
of LGBT+ diversity, we have created a host of
resources, including digital learning and guides, to
support our LGBT+ and allies networks, as well as
people across the organization. These cover topics
such as microaggressions, LGBT+ and transgender
inclusion, and how to have respectful and inclusive
conversations on LGBT+ concerns, to name a few.
Externally, we have championed the transformative
power of allyship more broadly, focusing on
LGBT+ allyship as a key theme in our 2020 Pride
campaign. Our 2021 Pride celebration was also
centered around the themes of LGBT+ visibility
and allyship.
In January 2021, our award-winning Can you see me?
flm series—created for Deloitte people but rolled
out externally, too—featured the stories of Jackie,
a trans woman, and Alejandro, a gay man. While
the characters are fctional and are played by actors
with similar, lived experiences, the flms represent
Everyone
should be able to
be themselves
at work,
without fear of
discrimination
or prejudice.
46
the authentic stories of many people. They were
created to help viewers understand that everyone
is a sum of their parts and experiences, and that
words and actions have an impact on others.
To coincide with the 2021 International Day of
Transgender Visibility on 31 March, Deloitte Global
developed and rolled out transgender inclusion
guidance, providing a wealth of resources and
guidance to enable Deloitte frms to provide their
transgender colleagues the workplace support and
environment they need—both as they transition
and beyond. This guidance was followed in June
2021 with additional resources to enable all Deloitte
frms to review their internal policies from a LGBT+
inclusion lens and augment the transgender and
LGBT+ inclusion learning and support resources
available to Deloitte people worldwide.
Deloitte is a proud signatory of the UN Standards
of Conduct for Business in Tackling Discrimination
against LGBTI people (the UN Standards) and
continues to take actions to further LGBT+ inclusion
aligned with the fve core areas of these standards.
In line with the UN standard to act in the public
sphere, Deloitte is proud to be a member of
the Partnership for Global LGBTI Equality.
Deloitte has also joined the Brunswick Group’s
coalition, Open for Business, a network of major
businesses campaigning for LGBT+ inclusion
globally, which recently recognized Deloitte as
a Global Equality Champion.
Deloitte is also recognized by various other
organizations for its work to foster LGBT+ inclusion.
For example, Deloitte Australia is recognized as an
employer of choice for LGBT+ inclusion, achieving
Gold Employer Status in the 2020 Pride in
Diversity Annual Workplace Equality Index. And in
the US, Deloitte LLP has achieved a perfect score
on the Human Rights Campaign Foundation
Corporate Equality Index, for 14 consecutive
years. The Deloitte US frm also made the list of
Best Places to Work for LGBTQ Equality in 2021.
Contacts
Emma Codd
Deloitte Global Inclusion Leader
[email protected]
Nhu Fabros
Managing Director, Deloitte Global Talent
[email protected]
47
Deloitte believes that supporting mental well-being
is a critical element for attracting and retaining
the best people and helping them be their most
productive today and into the future. We recognize
the importance of mental health and the need for
Deloitte people to know where and how to seek
support when they are facing mental ill health. Our
leaders understand their roles in maintaining a
stigma-free workplace.
To advance mental health awareness and
support Deloitte people globally, our organization
introduced a mental health baseline in January
2021 that sets clear expectations in every country
in which we operate. This set of requirements
covers areas such as leadership education,
reducing stigma, providing learning and support,
and identifying causes of mental ill health and
corresponding actions to address them. Each
Deloitte frm has committed to meeting this set
of minimum requirements by 2022 and is being
supported by Deloitte Global on the journey
to compliance.
Deloitte oﬀers various resources to support its
people and help them take care of one another.
The Deloitte Global Mental Health Podcast Series,
featuring leaders from across and outside the
Deloitte organization, who share practical tips
and ideas to support well-being, is among the
most popular. Other materials include well-being
articles, videos and educational materials, as well as
information published on Deloitte’s Inclusion
Hub, an online resource accessible to Deloitte
people globally.
Deloitte aims to promote mental health beyond
our organization. Deloitte is a Founding Partner of
the Global Business Collaboration for Better
Workplace Mental Health (GBC), established in
Our organization
introduced a
mental health
baseline in January
2021 that sets
clear expectations
in every country in
which we operate.
Mental health
48
January 2021 to advocate for and accelerate positive
change in mental health in workplaces around the
world. Deloitte Global CEO Punit Renjen signed the
GBC pledge, was one of several leaders to publish
an open letter on the World Economic Forum
Davos Agenda blog, and participated in a panel
on mental health in the workplace during Davos
Agenda Week 2021.
Additionally, Deloitte conducts research and
publishes thought leadership regarding mental
health. Deloitte Global’s 2020 and 2021 Millennial
Surveys, for example, provide valuable insights into
the mental health of millennials and Generation Zs
both before and during the COVID-19 pandemic.
Research conducted for the 2021 report yielded
additional fndings that were shared in a research
paper on mental health in the workplace.
Contacts
Emma Codd
Deloitte Global Inclusion Leader
[email protected]
Tim Ackroyd
Senior Manager, Deloitte Global Talent
[email protected]
49
Deloitte stands against systemic bias, racism
and unequal treatment. We take seriously our
responsibility to listen, learn and lead the change we
wish to see in the world.
One way Deloitte is addressing systemic racism
in the US, for example, is by raising awareness
that racism is a public health crisis. To this end,
Deloitte LLP launched the Deloitte Health Equity
Institute to share its most signifcant learnings,
extend the eﬀorts of others, and meaningfully
contribute to broader health equity concerns
exposed by the global COVID-19 pandemic.
To foster racial inclusion, Deloitte US and Deloitte
Canada donated more than US$10 million in
contributions and pro bono commitments to
a number of organizations that are fghting for
social justice, tackling employment and wealth
inequality, and creating educational opportunities
for underserved communities. In the US, Deloitte’s
Making Accounting Diverse and Equitable (MADE)
has committed US$75 million to fuel greater
racial and ethnic diversity in tax and accounting.
Deloitte Canada professionals have donated
about US$400,000, raised through fundraisers
and various other events, to support Indigenous
organizations and communities. Deloitte Canada
recently published a Reconciliation Action Plan,
as did Deloitte Australia. Deloitte Australia’s plan
outlines the next stages in its tangible commitment
to further engage and collaborate with First Nations
People across Australia between 2020 and 2023.
Internally, Deloitte actively pursues global and local
recruitment, learning and development, career
progression and mentoring initiatives aimed at
increasing Black and ethnic minority representation
throughout the organization. For example, Deloitte
One way Deloitte
is addressing
systemic racism
… is by raising
awareness that
racism is a public
health crisis.
Racial and
ethnic inclusion
50
UK has committed to supporting the 10,000
Black Interns initiative. Some Deloitte frms—
including Deloitte US, Deloitte UK and Deloitte
South Africa—report on racial and ethnic
representation within their frms. Read more about
their eﬀorts in the Deloitte US 2021 Diversity,
Equity, and Inclusion (DEI) Transparency
Report, the Deloitte UK 2020 Ethnicity Pay
Report and the most recent Deloitte South Africa
Transparency Reports.
Among the resources we oﬀer Deloitte leaders to
help them address potential inequities faced by our
Black professionals and the disproportional impact
the COVID-19 pandemic is having on them are
Deloitte Global’s Support your Black workforce,
now toolkit and Deloitte Canada’s Black in Canada
report. The Deloitte US 2021 equity imperative
report addresses the need for business to take
bold action now. And in the UK—where Deloitte
UK is a Founding Partner of the Change the Race
Ratio campaign that focuses on increasing racial
and ethnic participation in business—Deloitte UK’s
Black Action plan outlines fve actions designed
to help develop Black professionals, including a “5
Million Futures” societal partnership with Blueprint
for All (previously known as the Stephen Lawrence
Charitable Trust). Deloitte UK is also working with
industry peers to launch the Black Professional
Services Collective (BPSC), whose focus is to
increase the representation and advancement of
Black talent in professional services.
Contacts
Emma Codd
Deloitte Global Inclusion Leader
[email protected]
Nhu Fabros
Managing Director, Deloitte Global Talent
[email protected]
51
Deloitte aims to provide an environment where
people with both visible and nonobvious disabilities
can actively and fully participate in the workplace
and society. Deloitte Global and Deloitte frms have
launched a number of awareness-building, coaching
and education programs to enable professionals
with disabilities to reach their full potential within
the organization, as well as supporting skills
development and career progression in society
at large.
This intentional action is complemented by
our global focus on fostering an inclusive
workplace culture underpinned by respect, and
by encouraging Deloitte people to put themselves
in the place of others in underrepresented
groups, such as those with disabilities, as
highlighted in our recent award-winning
Can you see me? campaign.
Our global focus on fostering an inclusive workplace
for our colleagues with disabilities has been
recognized by third-party organizations around the
world, including in the US where, in 2020, Deloitte
LLP achieved a perfect score in the Disability
Equality Index’s best places to work ranking.
Deloitte Global and many Deloitte frms have also
sought to advance the inclusion of professionals
with disabilities through the sharing of best
practices and resources, and via platforms and
networks such as Deloitte Global’s, Deloitte UK’s
and Deloitte Japan’s memberships in Valuable
500 and Deloitte Australia’s membership in the
Australian Network on Disability. Many Deloitte
frms also support community organizations, such
as Deloitte UK supporting the NOW Group and
Deloitte Russia supporting ROOI Perspektiva,
among others.
Contacts
Emma Codd
Deloitte Global Inclusion Leader
[email protected]
Nhu Fabros
Managing Director, Deloitte Global Talent
[email protected]
Supporting people
with disabilities
52
Deloitte has confronted the COVID-19 pandemic
as an organization that strives to take care of its
people, as a trusted adviser to clients, and as a
corporate citizen committed to making an impact in
the communities where we live and work. Around
the globe, our people continue to support health
care and humanitarian-response eﬀorts aimed at
recovering and rebuilding from this crisis. Since the
onset of the pandemic, Deloitte frms and their
people have donated money and time to nonproft
organizations, purchased and donated resources
and medical equipment to local hospitals, and
supported government responses. Our people’s
stories are not just inspiring, but they also are a
testament to how each of us can make an impact
every day.
Deloitte’s community outreach in India and Brazil—
two nations hit hard by the virus—illustrate the
breadth of our eﬀorts.
At its peak, India—where about 50,000 Deloitte
professionals live and work—witnessed more than
200,000 new cases daily, overwhelming its public
health system. In response, Deloitte launched an
innovative initiative called “Sanjeevani Pariyojana”
(The Life Project) to “expand the hospital ward.”
Developed by the state government of Haryana
in collaboration with Deloitte, this suite of
interventions provided those with mild-to-moderate
COVID-19 symptoms the care they needed to
recover at home. This helped to create capacity at
hospitals to treat critical-need patients. Based
on its success, the initiative was expanded
to multiple districts across India and may be
introduced in Africa.
Deloitte also collaborated with the US-India
Strategic Partnership Forum, US Chamber of
Commerce, Business Roundtable, and the CEOs
of large US companies to source and help deliver
Aiding communities
aﬀected by the pandemic
“Helping India in its hour of
need is not only the right
thing to do to address the
current surge of cases in
India, but also to address
health equity globally.”
– Deloitte Global CEO Punit Renjen
53
life-saving medical supplies and assistance to
India. Deloitte provided project management and
communications support and contributed 1,000
oxygen concentrators. More than 25,000 units were
delivered thanks to donations from Deloitte and
other multinationals.
Much of Deloitte’s charitable donations were
directed toward United Way in Hyderabad.
Donations supported critical-care infrastructure
at 10 charitable hospitals in Hyderabad, Delhi,
Bangalore and Mumbai, and helped create 250
additional hospital beds for COVID-19 patients.
Deloitte continues to work with United Way in
Hyderabad to support the lives and livelihoods of
families impacted by the crisis.
In Brazil, the pandemic has taken about 600,000
lives to date and amplifed the country’s food
insecurity and hunger crisis. Since the beginning
of the crisis, more than half of households have
experienced some level of food insecurity. In
response, Deloitte Brazil launched the “Impacto
Solidário” (Solidarity Impact) donation campaign,
collaborating with community organizations to
provide food for 13,200 families. Deloitte Brazil
extended the impact of this campaign by engaging
the Brazilian Institute of Independent Auditors
and the CEOs of other Brazilian audit frms to raise
awareness and donations to address the hunger
crisis. Our colleagues in Brazil also worked alongside
people representing more than 400 companies to
support the “United for the Vaccine” initiative.
Contact
Stasha Santifort
Deloitte Global Purpose and Social Impact Leader
[email protected]
54
Global figures are aggregated across the Deloitte organization.
Notes
Total headcount
FY2019 FY2020 FY2021
+9.0% +7.3% +3.2%
312,028 334,800 345,374
Global figures are aggregated across the Deloitte organization.
Age ranges are estimated based on data collected from Deloitte firms.
Because of rounding, numbers may not tally with the total.
Notes
Total headcount by gender and age
Age < 30 Age 30 – 50
45% 49%
Age > 50
6%
Men
55%
(189,634)
Women
45%
(155,740)
Our people
55
Global figures are aggregated across the Deloitte organization.
Because of rounding, numbers may not tally with the total.
Notes
Regional headcount by gender
Men
52%
(40,034)
Women
48%
(36,576)
Men
56%
(87,785)
Women
44%
(68,401)
Men
55%
(61,815)
Women
45%
(50,763)
Americas
Asia Pacific
EMEA
Global figures are aggregated across the Deloitte organization.
Age ranges are estimated based on data collected from Deloitte firms.
Because of rounding, numbers may not tally with the total.
Notes
Regional headcount by age range
Americas
Asia Pacific
EMEA
Age < 30 Age 30 – 50
44% 51%
Age > 50
5%
Age < 30 Age 30 – 50
45% 49%
Age > 50
6%
Age < 30 Age 30 – 50

Our people
56
Global figures are aggregated across the Deloitte organization.
*New hires as a percentage of total headcount.
Notes
Total new hires
FY2019 FY2020 FY2021
90,540 88,820 83,730
29%* 27%* 24%*
Our people
Global figures are aggregated across the Deloitte organization.
Notes
Attracting top talent
4.6 million
Applications
received
20,105
Internships
57
Two additional DU locations under construction.
Notes
Training hours do not include on-the-job digital learning hours that are a core aspect of
development at Deloitte. Average annual direct training investment per individual represents
a global estimate based on actual investment from reporting Deloitte firms. Indirect
training investment is the opportunity cost based on estimates from reporting Deloitte firms.
Revenue figures are in US$. Global figures are aggregated across the Deloitte organization.
Notes
Developing top talent
Locations of Deloitte University facilities
55 average training hours
per individual
$726M direct training investment;
average of $2,200 per individual
$5.4B indirect training investment
5.9M e-learning courses completed
US
Westlake
Canada
Toronto
Belgium
La Hulpe
India
Hyderabad
Singapore
Sentosa Island
Mexico
Mexico City
Our people
58
Governance
59
Leaders lead by example.
That’s essential, especially when you’re in the business of auditing
and advising other organizations. Credibility and trust are earned
by practicing what we advocate; by consistently demonstrating
Deloitte’s Purpose—to make an impact that matters for our
people, Deloitte clients and communities; and by living our
Shared Values.
Good governance and strategy are foundational to our ability
to meet our obligations, deliver on our promises and serve the
public interest.
All Deloitte stakeholders need us to run a sustainable and
responsible enterprise that successfully manages risks and
behaves ethically.
Deloitte clients count on us to maintain independence and
confdentiality. They expect us to protect their information while
leveraging innovative technologies to conduct high-quality audits or
bring the best solutions possible.
Overview
60
“Deloitte Global continues to be
committed to supporting
the UN Global Compact and
advancing the Sustainable
Development Goals. We are
optimistic about the future we
are helping to build and excited
to continue our shared quest
of advancing business, people,
communities and the world.”
– Deloitte Global CEO Punit Renjen
Society depends on us to act in the public interest, to fght corruption and
provide opportunities for those seeking a better life.
And our people expect us to promote their safety, enable their
advancement, and create a fair and equitable workplace.
We measure and report on our progress in these areas not only to hold
ourselves accountable, but also to transparently demonstrate the
connection between responsible governance, conscientious management and
operational success.
Deloitte is a leader because our leaders are committed to
exemplary governance.
61
The Deloitte organization comprises Deloitte
Touche Tohmatsu Limited (Deloitte Global), member
frms of Deloitte Global and each of their related
entities in more than 150 countries and territories
and has governance and management structures in
place at the Deloitte Global, member frm and
local levels.
The Deloitte Global Board of Directors
The Board of Directors addresses Deloitte’s most
important governance issues, including approval
of the global strategy, major policies, major
transactions and the selection of the Deloitte
Global CEO.
Board composition is diverse in terms of geography,
with Board members living in 14 countries, and
has proportionate representation of Deloitte
member frms. Gender and business background
are considered by member frms as they designate
individuals to these positions. The Global Board has
21 members, with women making up 29% of the
Board. Deloitte Global Chair Sharon Thorne began
her four-year term of ofce on 1 June 2019.
Except for the Deloitte Global CEO and Deloitte
Global Chair, all Deloitte Global Board members
are active member frm partners. No Deloitte
Global Board members hold any other signifcant
positions and commitments in other commercial
organizations. More information about Deloitte
Global Board members is available here.
The Board has several committees to support its
oversight and governance work, including:
• CEO Nominating (cyclical)
• Compensation
• Finance & Audit
• Risk & Ethics
• Stewardship
• Succession Planning
• Technology & Transformation Ad Hoc
Committee
The Board and Chair receive input from the Deloitte
Global Independent Non-Executive (INE) Advisory
Council. The group provides advice and insights on
a variety of matters, including strategy, planning,
public policy, quality, risk and regulatory matters,
and broader stakeholder engagement.
The Deloitte Global Executive
The Deloitte Global Executive, currently composed
of 22 senior leaders from Deloitte Global and
select Deloitte member frms, is responsible for
embedding Deloitte’s Purpose and advancing its
strategic business priorities. The Executive also sets
Leadership and
governance
62
policies and champions initiatives that help
Deloitte make an impact that matters for
Deloitte clients, Deloitte people, communities
and other stakeholders.
Deloitte Global Chief Executive Ofcer Punit Renjen,
who began his second four-year term on 1 June
2019, leads the Executive. Women comprise 23% of
the members of the Executive.
The Deloitte Global Operating Committee
The Deloitte Global Operating Committee provides
a vital link between strategy and execution that
helps Deloitte perform eﬀectively and efciently.
Deloitte Global Chief Operating Ofcer Mike
Dougherty leads the Operating Committee.
Its members include Deloitte Global business
operations and enabling area leaders, and the
largest Deloitte member frms’ chief operating
ofcers. Women comprise 18% of the Operating
Committee’s membership.
Member frm leadership
Deloitte member frms, and in some cases their
related entities, have their own leadership and
governance bodies. To foster eﬀective and
responsive management within member frms,
member frm management and governance
bodies are required by policy to include:
• A formal management structure, including an
elected chief executive ofcer or managing
partner who is responsible for managing the
member frm and working with the member
frm’s leaders to align its strategies with those
of the Deloitte organization; and
• A governing body, such as a board of
directors, to facilitate sound governance.
Contacts
Em Sendall
Chief of Staﬀ,
Ofce of the Deloitte Global Chair
[email protected]
Michelle Varney
Chief of Staﬀ,
Ofce of the Deloitte Global CEO
[email protected]
Jenn Price
Chief of Staﬀ,
Ofce of the Deloitte Global COO
[email protected]
63
Deloitte is made up of frms that are members
of Deloitte Touche Tohmatsu Limited (“Deloitte
Global”), a private company limited by guarantee,
incorporated in England & Wales. These member
frms and each of their related entities (each a
“Deloitte frm”), along with Deloitte Global and its
related entities, form the Deloitte organization.
This structure allows Deloitte to be an industry
leader at all levels—locally, nationally and globally.
Individual Deloitte frms have access to the skills and
knowledge of, and the ability to consult within, the
Deloitte organization. They also enjoy the beneft
of Deloitte’s market recognition and reputation.
Deloitte Global itself does not provide services to
clients, nor does it direct or control the decisions
Deloitte frms make with respect to the clients
they serve.
The member frms are primarily organized on
an individual country or regional basis, and each
operates within the legal and regulatory framework
of its particular jurisdiction(s). They are separate
and independent frms that have come together
to practice under a common brand and shared
methodologies, client service standards, and other
professional protocols and guidelines.
Deloitte frms are not subsidiaries or branch
ofces of a global parent, but instead comprise
separate and distinct legal entities. The Deloitte
organization is not a partnership, single frm or
multinational corporation.
This structure confers signifcant strengths,
including a deep understanding of local markets
and a sense of responsibility among Deloitte frm
professionals, who have direct stakes in the integrity
and growth of their local practices.
The Deloitte organization achieves economies of
scale with centers of excellence, global delivery
centers and other network approaches that are
designed to deliver a consistent level of excellence
around the world.
Global approach
As part of the Deloitte organization, Deloitte frms
beneft from shared values, investments and
resources that enhance their individual abilities to
provide core services to key local and global clients
and development opportunities for their people.
They also are able to leverage Deloitte’s brand,
eminence and intellectual property.
Deloitte organization
structure
64
Deloitte frms support and adhere to the purposes
and policies of Deloitte Global by:
• Conducting themselves in a manner that
sustains the reputation of the Deloitte
organization;
• Aligning local plans, strategies and operations
with those of Deloitte Global, as appropriate;
• Adhering to Deloitte Global’s professional
standards, shared values, methodologies and
systems of quality control; and
• Advising Deloitte Global of proposed joint
ventures, mergers and other cooperation
arrangements with other Deloitte frms.
Contacts
Susan Yashar
Deloitte Global Deputy CEO and General Counsel
[email protected]
Danielle Almagor
Deloitte Global Deputy General Counsel, Corporate
[email protected]
65
Deloitte’s reputation is one of our most
cherished assets. It distinguishes Deloitte in the
marketplace, diﬀerentiating us from the
competition and enabling us to attract the
world-class talent that is our hallmark. That’s why
Deloitte’s Ethics teams work diligently to proactively
strengthen the culture of integrity across the
organization. Deloitte is committed to conducting
business with transparency, honesty and the
utmost professionalism.
Our Global Principles of Business
Conduct (“Global Code”) outlines Deloitte’s
ethical commitments and expectations for
more than 345,000 Deloitte people globally,
giving the organization a strong foundation built
upon indelible principles. At Deloitte, we have
placed ethical culture and values at the heart
of our agenda, and we understand the critical
responsibility Deloitte has to serve the public
interest. Driving a proactive approach to ethics and
building and sustaining a culture of integrity helps
Deloitte professionals make the best professional
decisions every day.
The Deloitte Global Ethics team and Deloitte
frms’ Ethics ofcers continue to work closely with
senior Deloitte leaders to build and enhance the
organization’s ethics program, which is composed of
the following elements:
• The Global Code and Deloitte frms’ codes
of conduct, which provide additional local
guidance, detailed expectations, consultation
channels, links to policies and guidelines, and
further support for professionals;
• A global ethics policy that sets out the
requirements for Deloitte frms’ ethics
programs, and an Ethics Ofcer Playbook to set
clear expectations and reinforce the strategic
role and responsibilities of Deloitte frms’
Ethics ofcers;
• Ethical due diligence processes for Deloitte
frm CEOs and board chairs, and enhanced
expectations for frms’ boards of directors in
governing ethical culture, ethical risks and ethics
program agendas;
• A global anti-discrimination and antiharassment (including discrimination on the
grounds of sex, gender identity, or sexual
orientation, and sexual harassment) policy that
sets out the requirements for Deloitte frms’
own individual policies, subject to local laws.
The global policy requires anti-discrimination
and anti-harassment training for all Deloitte
professionals upon joining and every two
years thereafter;
Ethics
66
• Deloitte ethics training programs—including
online courses, classroom and virtual programs
and facilitator-led interactive case discussions—
and communications campaigns. Ethics training
is required for all new hires upon joining
Deloitte, upon promotion to manager (specifc
to their roles) and for all Deloitte professionals
every two years. Additional ethics training is also
delivered to members of the Deloitte Global
Board of Directors and Deloitte frm boards on
a periodic basis. This training emphasizes how
boards can inﬂuence organizational ethics and
the importance of setting a strong tone from
the top;
• Channels for consultation and reporting ethics
concerns that emphasize confdentiality and
nonretaliation—directly to Ethics or Talent
teams; via managers, team leaders or partners;
or using the third-party ethics helpline
Deloitte Speak Up and similar, third-party local
services—that are supported by training and
communications;
• A global nonretaliation policy that articulates
Deloitte’s commitment to a nonretaliatory
workplace, with retaliation-monitoring
procedures to support this;
• Support activities—including communications,
webinars and continuing education—to facilitate
the sharing of best practices among Deloitte
frm ethics teams;
• An annual ethics survey, guidance on conduct
risk assessment, and other tools (such as
guidance for running focus group sessions) to
measure the eﬀectiveness of ethics programs
across Deloitte;
• An annual confrmation by all Deloitte
professionals that they have read, understood
and are in compliance with the Global Code; and
• Detailed review programs to measure and
monitor compliance with the global ethics policy
and drive improvement in Deloitte frm ethics
programs over time.
External commitments
Further to our internal commitments, programs
and approaches—and in support of the principles
of Deloitte’s Global Code—Our Commitment to
Responsible Business Practices and Supplier
Code of Conduct codify Deloitte’s long-held beliefs
and principles around these key areas.
• Deloitte’s commitment to responsible
business is rooted in our Purpose—more than
175 years of making an impact that matters
for our people, society and Deloitte clients. It
outlines the responsible business principles we
believe in and the commitments we have made.
These are embedded in our policies and inform
our decision-making.
• Deloitte’s Supplier Code of Conduct
(“Supplier Code”) outlines our expectations of
suppliers—that they support our commitment
to doing not only what is good for business,
but also what is good for the communities in
which we operate. The Supplier Code focuses
on human rights by requiring suppliers to
treat workers with dignity and respect and not
subject them to demeaning conditions. This
includes prohibiting child and forced labor.
Human rights and the supply chain
The professional services industry has a lower risk
of incidents of child, forced or compulsory labor
in direct operations relative to other industries
given the type of work performed and its delivery
methods. Deloitte’s commitment to protecting
these human rights is expressed in Deloitte’s
Global Principles of Business Conduct. Deloitte
67
is not aware of any instances of child, forced or
compulsory labor in our operations.
Deloitte’s supply chain crosses multiple industries
and all regions of the world. The Deloitte Supplier
Code of Conduct includes prohibitions on forced
or involuntary labor. It also requires that work
be conducted based on freely agreed terms;
that documents relating to workers’ identities
or immigration status may not be withheld or
destroyed, concealed, confscated or otherwise
made inaccessible by the supplier; and that there
be no exploitation of child labor or employment
of workers under the age of 15 (or the minimum
legal working age, whichever is greater). Suppliers
are expected to apply standards comparable to
those set forth in the Supplier Code of Conduct
throughout their own supply chains.
Deloitte has conducted a human rights assessment
regarding the risk of child, forced and compulsory
labor in our supply chains. We have determined
that our highest risks exist in the areas of ofce
construction, IT hardware, facilities management
and hospitality services. Risks are more likely to
occur deeper in our supply chains, beyond those
suppliers from which we procure directly. Increased
transparency from direct suppliers will be
helpful in continuing to understand and address
human rights issues.
Multilateral initiatives
Deloitte plays a role in various external eﬀorts to
promote ethical conduct in the business world.
These include:
• University of Notre Dame Deloitte Center
for Ethical Leadership. Members of the
advisory board include retired Deloitte LLP (US)
leaders and the Deloitte LLP Chief Ethics and
Compliance Ofcer.
• Ethics Research Center (the research arm
of Ethics and Compliance Initiative). Deloitte
US is represented on its board of directors.
• Center for Professional Responsibility
in Business and Society, University of
Illinois College of Business. Deloitte US is
represented on its advisory board.
• The Ethics Centre (Canadian Centre for
Ethics and Corporate Policy). Deloitte Canada
is represented on its board of directors.
• Cercle Ethique des Aﬀaires (French
European Business Ethics Network
member). Deloitte France is represented.
Contact
Deborah Rheder
Deloitte Global Ethics Leader
[email protected]
68
Deloitte actively supports multiple eﬀorts to
eradicate corruption throughout the world. Deloitte
Global was an early signatory to the United Nations
Global Compact (UNGC) and to the World Economic
Forum’s Partnering Against Corruption Initiative
(PACI).
Deloitte Global’s anti-corruption policy includes
requirements for Deloitte frms’ own anti-corruption
programs and addresses matters such as bribery,
facilitation payments, political and charitable
contributions, and gifts and entertainment.
The Deloitte Global Anti-Corruption team and
Deloitte frm anti-corruption leaders work closely
with senior Deloitte leaders to build and enhance a
globally consistent, internal anti-corruption program
across the Deloitte organization, which includes the
following elements:
• Annual Deloitte frm anti-corruption selfassessments, guidance and tools (such as
guidance on anti-corruption testing and
monitoring) to measure the eﬀectiveness of
anti-corruption programs across Deloitte;
• A globally consistent process to perform anticorruption due diligence on nonclient third
parties including subcontractors, marketplace
alliances, vendors and suppliers;
• A globally consistent methodology and process
for Deloitte frms to perform corruption risk
assessments;
• Support activities—including communications,
workshops and webinars—to facilitate the
sharing of best practices; and
• An annual confrmation from each member
frm to Deloitte Global that all of its people have
read, understood, and agree to comply with
the local anti-corruption policy and are not
in violation of this policy, and understand their
obligation for reporting actions that do not
comply with this policy.
Additionally, Deloitte Global has a written policy
requiring member frms to escalate corruption
incidents meeting established criteria to the
appropriate Deloitte Global executive. In FY2021, no
incidents of corruption were reported to Deloitte
Global under this policy.
Anti-corruption
commitment
69
All Deloitte people are required to complete
anti-corruption training—after being hired
and every other year thereafter—that includes
applicable policies, corruption red ﬂags and
case scenarios.
Deloitte Global conducts a review program to
assess compliance with anti-corruption policies and
drive continuous improvement in Deloitte frm
anti-corruption programs.
Contact
Mohammed Ahmed
Deloitte Global Anti-Corruption Leader
[email protected]
70
Independence and quality are essential to Deloitte’s
objectivity, integrity, impartiality, responsibility to
the investing public, and ability to attract and retain
clients. Standards for independence are shaped by
legislation, regulations, professional requirements
and public expectations. Maintaining independence
in fact and appearance is a professional obligation
to which all Deloitte professionals must adhere.
Protecting the public interest
The Deloitte Global Board of Directors has adopted
robust independence policies and procedures
(including around global systems and tools) to help
Deloitte and its people safeguard their objectivity.
All Deloitte people are required to follow the
independence policies and procedures, which
address professional and regulatory requirements
related to the provision of services, business
relationships, employment relationships and
fnancial relationships.
These independence policies and procedures are
designed to help Deloitte professionals understand
and meet independence standards and regulatory
requirements to achieve excellence in service
delivery. These policies and procedures are based,
for the most part, on the International Code of
Ethics for Professional Accountants (including
International Independence Standards) issued
by the International Ethics Standards Board for
Accountants (IESBA) and on the independence
standards of the US Securities and Exchange
Commission (SEC) and the Public Company
Accounting Oversight Board (PCAOB). When
applicable national or regional requirements
are more restrictive than the requirements in
Deloitte Global’s policies, Deloitte frms and their
professionals and practitioners must meet those
jurisdictions’ requirements as well.
Maintaining independence
Deloitte frequently serves the same clients
in multiple jurisdictions. Each Deloitte frm,
considering whether to accept a new client or a new
engagement at an existing client, must consider
the independence requirements in all applicable
jurisdictions. For existing audit clients, a Deloitte
frm must evaluate the independence implications
of other Deloitte frms’ relationships with that client,
including the provision of non-audit services.
Each Deloitte frm has a director of independence
who is responsible for overseeing independence
matters, including the design, implementation,
operation and monitoring of independence quality
controls. On an annual basis, all Deloitte frms
Independence
71
report to Deloitte Global that they have conducted
procedures for determining that their frm and
professionals are in compliance with Deloitte
Global’s independence policies. Deloitte Global
performs ongoing monitoring activities of Deloitte
frms, enabling continuous enhancements to global
policies, quality controls, tools and practice-support
activities.
Elevating the focus
Deloitte faces dynamic regulatory environments
in which national rulemaking often has broadreaching global implications. Deloitte Global
Independence leaders continually engage with
external professional bodies and regulators
to advance the development of independence
requirements around the world. Internally, Deloitte
Global provides Deloitte professionals worldwide
with information and guidance on independence
issues, as well as enabling technologies to raise
awareness and help them comply with rapidly
changing and increasingly complex requirements.
Deloitte leadership reinforces the importance of
compliance with independence and related quality
control standards, thereby setting the appropriate
tone at the top and instilling its importance into the
professional values and culture of Deloitte.
Contacts
Denise Canavan
Deloitte Global Independence Leader
[email protected]
Melissa Langlois
Managing Director, Deloitte Global Independence
[email protected]
72
Deloitte has a robust process for identifying,
assessing, managing and monitoring risks and
opportunities, both at the Deloitte Global level and
at the member frm level through their respective
Enterprise Risk Frameworks (ERFs).
The Deloitte Global ERF sets out the Deloitte Global
Executive’s assessment of the priority risks facing
Deloitte—specifcally, those that could impact the
ability of Deloitte to meet its strategy and public
interest obligations, as well as those that could
impact the reputation of the organization. The
member frm ERFs are managed in coordination
with the Deloitte Global ERF.
There is ongoing and frequent dialogue between
the Deloitte Global ERF team, which facilitates
the operation of the ERF, the risk owners and
other Deloitte Global teams to help ensure early
identifcation and escalation of any matters
requiring consideration by the risk owner or the
Deloitte Global chief risk ofcer (CRO). This is
complemented by a regular cadence of meetings
between the Deloitte Global CRO and each risk
owner at which the exposure to each risk is
assessed. Emerging issues also are discussed, and
any necessary mitigation actions are agreed upon.
The Deloitte Global CRO reports on Deloitte’s
priority risks on a regular cadence to the Deloitte
Global Executive, enabling discussion of risk
exposures and mitigation actions. Priority risks
are also regularly reviewed by the Risk and
Ethics Committee of the Deloitte Global Board
of Directors.
In addition to assessing priority risks, the Deloitte
Global ERF process identifes emerging risks. For
example, in the last two years, climate change has
been identifed as an emerging risk. As such, it has
been assigned an executive sponsor (the Deloitte
Global deputy CEO and chief people and purpose
ofcer). The environmental section of the
Deloitte 2021 Global Impact Report has more
information about Deloitte’s climate-related
commitments and initiatives.
Priority risks and opportunities
Listed are the enterprise risks and opportunities
that, as of August 2021, are considered to have
the most potential for signifcant impact on
Deloitte’s ability to realize its strategy and public
interest obligations and on its ability to protect its
reputation, should they materialize.
These risks and opportunities have been
considered based on the primary impact, including
those where the impact is a loss of opportunity. The
risks and opportunities have been categorized into
the following impact dimensions:
Risk and opportunity
management
73
• Risks impacting our brand, reputation and/or
public interest obligations;
• Risks impacting our strategic success or market
diﬀerentiation; and
• Risks impacting our people, Purpose and
Shared Values.
It is recognized that risks don’t operate in
discrete categories and they may have more than
one impact. However, for the purposes of the
categorization, it is focused on the primary impact.
Each of Deloitte’s enterprise risks and opportunities
have been linked to one or more ESG categories
included in Deloitte’s materiality matrix.

PRIORITY RISK AND
OPPORTUNITY NAME
RISK/OPPORTUNITY DESCRIPTION
Risk impacting our brand, reputation and/or public interest obligations
Data confdentiality
and privacy
Unauthorized access to or loss of client and Deloitte data
Cybersecurity
Inability to protect and defend Deloitte clients, people, and assets from
cyber threats
Audit quality
Loss of public trust due to signifcant failure to execute high quality
audits across the organization
Conduct
Unethical behavior not aligned with professional standards, regulations
and/or Deloitte policies/Global Code
Regulatory and public interest
Inability to anticipate and rapidly adapt to regulatory and public policy
developments and to proactively engage with the relevant stakeholders
in order to meet Deloitte professional obligations and evolving public
interest expectations
Risk critical to strategic success or market diﬀerentiation
Advisory quality
Sustaining the delivery of high-quality advisory services, including new
services, assets and client delivery models
Multidisciplinary model
Limitations on our ability to source specialists that support audit quality,
and to be the scale and growth leader in all our businesses
Innovation
Insufcient investment in and deployment of software enabled
solutions to adequately address shifting market trends
Geopolitical uncertainty
Political and economic decoupling that undermines globalization and
impairs our ability to execute our global strategy
Risk critical to our people, Purpose and Shared Values
Talent
Inability to attract, develop and retain high-performing, diverse
professionals and leaders
Activism
Internal or external activism that impairs perceptions of Deloitte’s brand
and its reputation as a purpose-led organization

74
The way forward
In Deloitte’s journey of continuous improvement,
additional focus will be placed on understanding
the ESG implications on Deloitte’s risks and
opportunities. In addition, we are considering ways
we can enhance transparency in reporting going
forward, including through providing additional
disclosure regarding the trending of our key risks
and opportunities, our response to those trends,
and our appetite in respect of our risks.
Contacts
Susan Yashar
Deloitte Global Deputy CEO and Chief Risk Ofcer
[email protected]
Sarah Otte
Deloitte Global Senior Deputy Risk Ofcer
[email protected]
75
Safeguarding confdential and personal information
is core to the services Deloitte frms provide.
Deloitte is committed to protecting confdential
and personal information, including that of Deloitte
clients and third parties, and to continually
monitor regulatory and legal requirements to
support compliance.
Confdentiality and privacy
The Deloitte Global Confdentiality and Privacy
Ofce helps foster a culture across Deloitte
that emphasizes the importance of protecting
confdential and personal information. This ofce
sets guidelines, develops procedures, provides
consultation and training, and assesses the
eﬀectiveness of controls relating to confdentiality
and privacy. The Deloitte Global Confdentiality and
Privacy Ofce works with Deloitte Global Technology
Services, including the Deloitte Global Cybersecurity
organization, and the Deloitte Global Ofce of
General Counsel, to understand, prepare for and
respond to known and reasonably anticipated risks
and threats facing our environment.
Consistent with industry leading practices for
protecting confdential information, Deloitte
has taken steps to remain secure, vigilant and
resilient, including:
• Understanding the risk environment;
• Implementing policies, procedures and controls
designed to protect confdential and personal
information;
• Responding to potential confdentiality and
privacy incidents in a timely manner; and
• Actively monitoring the eﬀectiveness of
confdentiality and privacy requirements across
the Deloitte organization.
Deloitte is dedicated to complying with applicable
privacy laws and regulations around the globe,
including the European Union (EU) General
Data Protection Regulation (GDPR). Deloitte
regularly monitors for changes in privacy laws and
regulations, and adjusts policies and procedures
when appropriate. Additionally, Deloitte has
instituted an annual review process to verify
compliance with our privacy policy and procedures.
Cybersecurity
The Deloitte Global Cybersecurity organization
works with the Deloitte Global Confdentiality and
Privacy Ofce, as well as Deloitte confdentiality,
privacy and cybersecurity professionals around the
world to execute a strategy designed to:
• Create a cohesive, worldwide cyber program
with consistent, high-quality security services;
• Extend security tools worldwide for advanced
Confdentiality, privacy
and cybersecurity
76
protection of highly distributed data;
• Implement and sustain technology safeguards
to protect confdential and personal
information;
• Prepare and implement plans to promptly
recover from and restore any systems that may
be adversely impacted by a cyber incident; and
• Reduce the risk of unauthorized exposure of
confdential or personal information.
Contacts
Cees de Boer
Deloitte Global Chief Data Security, Confdentiality
and Privacy Leader
[email protected]
David Mahon
Deloitte Global Chief Information Security Ofcer
[email protected]
77
Threats come in many sizes and forms, including
geopolitical instability, crime, natural disasters
and, most recently, global pandemics. The Deloitte
Global Security Ofce (GSO) works with Deloitte
frms worldwide to help keep Deloitte professionals
safe, particularly during times of emergency or
when Deloitte frms are called upon by clients to
work in higher-risk areas.
The COVID-19 pandemic highlighted the importance
of eﬀective business continuity planning. The
GSO’s primary focus throughout FY2021 continued
to be on our COVID-19 response, providing guidance
to Deloitte frms in supporting their professionals,
and implementing appropriate travel guidance
and return-to-work strategies. In turn, Deloitte frms
were able to demonstrate these capabilities to
their clients.
The GSO team supported Deloitte Global leadership
through daily monitoring of COVID-19 cases—both
in general and among Deloitte people—and the
pandemic’s impact on our professionals around
the world. Regular calls were held with the Global
Security Council, made up of Deloitte frm security
ofcers, to review virus developments and travel
guidance, and share best practices to support
consistent response approaches across the
organization. These calls featured one of Deloitte’s
medical experts, who would review the latest public
health recommendations.
Deloitte was awarded the 2021 Business Continuity
Institute (BCI) America’s Award in the “Collaboration
in Resilience” category for its global eﬀorts in
responding to the COVID-19 pandemic. The award
recognized the coordinated response between
Deloitte Global and Deloitte frms.
Keeping Deloitte safe
The GSO team tracks world events for potential
impacts on Deloitte professionals and ofces.
Whenever a crisis occurs, the GSO responds swiftly
to help Deloitte frms account for the safety of their
people, provide necessary relief and resume normal
business operations as soon as possible.
Throughout the COVID-19 pandemic, the GSO
team responded to multiple other crisis events
including natural disasters—such as earthquakes
and hurricanes/typhoons—and incidents of
geopolitical instability potentially impacting Deloitte
professionals around the world.
Health emergencies can also aﬀect Deloitte
professionals who are traveling or assigned
overseas. Deloitte maintains 24-hour resources,
delivered by a leading emergency medical and
Global security
78
security provider, to respond in such situations.
Although travel was signifcantly reduced during
the year, the GSO team responded to more than
200 requests for medical assistance, including
emergency evacuations, when required.
Additional highlights for FY2021:
• As part of our continuous improvement
process, the GSO coordinated with Deloitte
frms to review lessons learned during the
COVID-19 response.
• The GSO completed eight virtual webinars
and training programs for Deloitte internal
security and resilience professionals to raise
the awareness and understanding of business
continuity planning.
• The GSO and Deloitte frms implemented
additional capabilities of the Deloitte Global
Emergency Communications system, which is
used to quickly locate and account for the
safety of Deloitte professionals during times
of emergency. During FY2021, the system
was used during fve major events to reach
nearly 16,500 professionals in potentially
impacted areas.
Contacts
Ted Almay
Deloitte Global Chief Security Ofcer
[email protected]
Sean Toohey
Deloitte Global Deputy Chief Security Ofcer
[email protected]
79
Deloitte participates in policy discussions focused
on some of today’s most important socioeconomic
challenges, helping to shape the debate and seeking
outcomes that serve the public interest.
Deloitte Global’s public policy program engages
meaningfully with policymakers, regulators and
many other key policymaking inﬂuencers to
make a positive impact for the planet, people and
global prosperity.
Deloitte Global’s public policy program focuses its
attention on select topics, including: advocating
for a fnancial reporting ecosystem that’s safe,
transparent and accountable; championing the
long-term health and sustainability of the planet;
underscoring diversity, equity and inclusion to
empower greater economic and social prosperity
for all; informing the future of regulation in an era
Public policy
80
of exponential technological advancement;
and supporting a holistic approach to measuring
social progress.
The unique breadth of Deloitte’s businesses and
the perspectives gained by working with clients, our
talent and the communities in which we live and
work inform Deloitte’s voice and channel our eﬀorts
to foster dialogue for a public policy agenda that
anticipates tomorrow. This breadth also informs
Deloitte’s transparency about our public interest
role, judged by the company we keep.
Deloitte professionals help advance our public
policy agenda by working with key stakeholders
within economies and supranational organizations,
such as: Group of 20 (G20), including the B20;
Organization for Economic Co-operation and
Development (OECD) including Business at OECD
(BIAC); Asia-Pacifc Economic Cooperation Forum
(APEC); International Organization of Employers
(IOE); Social Progress Imperative (SPI); and the
World Trade Organization (WTO).
Deloitte Global’s public policy program is
complemented by Deloitte frm public policy
programs active at both local and regional levels.
Together, Deloitte Global and Deloitte frms
coordinate public policy activities, engagement
and positions across geographies and businesses,
amplifying impact and inﬂuence.
Contacts
Simon Cleveland
Deloitte Global Public Policy Leader
[email protected]
David Gruner
Director, Deloitte Global Public Policy
[email protected]
81
Annual reporting is an opportunity to provide
stakeholders with a big-picture view of the Deloitte
organization, Deloitte client service work, and
Deloitte’s ongoing commitments to our people and
society. As a professional services organization,
understanding and engaging the interests and
concerns of stakeholders is embedded in Deloitte’s
drive for excellence. Deloitte identifes key
stakeholders as those who, among other things:
• Are highly aﬀected by what Deloitte does;
• Help inﬂuence Deloitte’s success;
• Aﬀect the markets, regulations and industries in
which Deloitte operates; or
• Aﬀect the supply of resources that Deloitte
frms need to serve clients, talent and society.
Continual engagement with key stakeholders by
Deloitte people is supported by a periodic, in-depth
materiality assessment. Please see the “Basis of
reporting” section for additional details on the
materiality assessment process.
In the context of this report, material topics are
those that reﬂect Deloitte’s signifcant economic,
environmental, social and governance-related
impacts, or substantively inﬂuence the assessments
and decisions of stakeholders. Topics were classifed
into three categories according to their relative
rankings on a materiality matrix.
Topics can be material either within Deloitte, outside
of Deloitte or both. They also can be geographically
bound. Except as noted below, all topics shown in
the matrix are material to Deloitte Global, Deloitte
frms or both. Client satisfaction is clearly a topic of
importance to Deloitte clients. Other topics material
to regulators, suppliers and Deloitte clients include
privacy and data security, ethics and integrity,
supply chain management, and labor conditions.
Several issues are also material to society at large,
such as diversity, equity and inclusion; community
engagement; public policy engagement; and climate
change. Water is predominantly material outside of
Deloitte (e.g., water used by suppliers in producing
products or services Deloitte consumes) and is
primarily material to society in geographic locations
with water scarcity issues. In light of the COVID-19
pandemic, health and safety have become elevated
concerns both internally and externally.
Reporting process
and materiality
82
Important to stakeholders
Significance of Deloitte’s economic, environmental and societal impacts
Client satisfaction
Climate change
Community engagement
Diversity, equity and inclusion
Ethics and integrity
Health and safety
Privacy and data security
Training and education
Compensation and benefits
Energy management
Public policy engagement
Supply chain
Work/life fit
Labor conditions
Paper management
Waste management
Water management
Issue is of critical strategic interest to Deloitte
and stakeholders
Issue is actively managed
Frequent interaction with key stakeholders occurs
Issue actively managed by Deloitte and discussed with
constituents that have a direct stake
Issue of concern to select Deloitte firms and stakeholders
Generally managed through local programs

Areas included
Corporate responsibility commitment
Category
Community

and a range of humanitarian and societal
impact such as pro bono, volunteerism
and philanthropy, and focused collaborations
Anti-corruption, protection of public
interest, transparency, professional
performance, corporate responsibility
commitment, compliance, governance
and risk management
Deloitte client and people data retention
and cybersecurity
Public policy positions, professional
standards
engagement
Ethics and
integrity
Privacy and
data security
Public policy
engagement
Materiality matrix
83
At a glance
84
FY2021 Environmental, Social and Governance (ESG) highlights
Greenhouse gas (GHG) emissions
Percent reduction represents
FY2021 performance vs. FY2019 baseline
Societal investment
Learning
Diversity and inclusion
Economic contribution
Deloitte Global Board of Directors
Ethics and anti-corruption
Oﬀset 100% of operational and business travel
emissions in FY20; FY21 oﬀsetting is underway
55 training hours per individual1
$726M direct training investment;
average of $2,200 per individual2
$5.4B indirect training investment3
6 Deloitte University facilities
2 additional locations under construction
345,374
employees
25% female principals, partners and
managing directors (goal of 30% by 2025)
83,730 New hires
4.6M applications received
45%
female
55%
male
5.5%
annual
revenue growth
21 members living in 14 countries
29% female
Innovation investment
3.5% of aggregate global revenue4
69%
Scope 1 and 2
emissions
reduction
92%
business travel
emissions per
FTE reduction
8% of suppliers (by emissions) adopted
science-based targets; an additional 10% have
committed to setting targets
22 members living in 11 countries
23% female
3.5 hours of mandatory training
upon hire and one-hour refresher
every year thereafter
Deloitte Global Executive Committee
1Training hours do not include on the job digital learning hours that are a core aspect of development at Deloitte
2Average direct training investments per individual represent a global estimate based on actual costs from reporting member frms
3Indirect training investment is the opportunity cost based on estimates from reporting member frms
4Based on 2021 sampling of the largest Deloitte member frms
$223M societal investment
$1.15B total societal investments from
FY2017 to FY2021
8.2M individuals reached through WorldClass
20M individuals reached toward our 100M
WorldClass goal from FY2018 to FY2021
$50.2B
aggregate
global revenue
TCFD implementation
Published disclosure aligned with TCFD recommendations
Net-zero commitment
Net-zero emissions by 2030
GHG reduction goals (1.5°C) validated by the Science Based
Targets initiative
Note: Monetary values are presented in $USD and used as the basis for revenue growth and innovation investment percentages, unless otherwise specifed.
70% renewable electricity purchased toward
our 100% goal
41%
gross emissions
reduction
44%
emissions
reduction per FTE
85

Theme
Metric
Response
Principles of governance
Governing purpose
1. Setting purpose
Refer to Governance overview
Quality of governing body
2. Governance body composition
Refer to Leadership and governance and Deloitte Global Board
of Directors
Stakeholder engagement
3. Material issues impacting stakeholders
Refer to Reporting process and materiality and Stakeholder
engagement summary
Ethical behavior
4. Anti-corruption
Refer to Anti-corruption commitment and Performance metrics
5. Protected ethics advice and reporting
mechanisms
Refer to Ethics
Risk and opportunity oversight
6. Integrating risk and opportunity into
business process
Refer to Risk and opportunity management
Planet
Climate change
7. Greenhouse gas (GHG) emissions
Refer to Environmental overview and Performance metrics
8. TCFD implementation
Refer to TCFD report
Nature loss
9. Land use and ecological sensitivity
Land use is not relevant as Deloitte’s real estate footprint primarily
consists of leased ofce space.
Freshwater availability
10. Water consumption and withdrawal in
water-stressed areas
Water consumption is not relevant as Deloitte mainly uses water
for sanitation purposes in leased ofces, and the amount of
water used is not considered signifcant based on Deloitte’s latest
materiality assessment.

Deloitte is committed to the principles of stakeholder capitalism as the most eﬀective means of creating long-term enterprise value and addressing the societal
priorities enshrined in the United Nation’s Sustainable Development Goals. In 2021, Deloitte signed the “Commitment to Adopt and Implement the Stakeholder
Capitalism Metrics,” sponsored by the International Business Council (IBC) of the World Economic Forum (WEF). Deloitte helped lead the eﬀort to identify a set
of universal, comparable stakeholder capitalism metrics focused on people, planet, prosperity and principles of governance that organizations can report on
regardless of industry or region. This table represents our reporting against the 21 core metrics for the fscal year ending 31 May 2021. We continue to look for
opportunities for further transparency on the topics which are material to our business.
Stakeholder capitalism metrics reference table
86

Theme
Metric
Response
People
Dignity and equality
11. Diversity and inclusion (%)
Refer to Social overview and Performance metrics
12. Pay equality (%)
Refer to Gender balance
13. Wage level (%)
Information on wage ratios is not relevant to Deloitte given its
organizational structure.
14. Risk for incidents of child, forced or
compulsory labor
Refer to Ethics and Deloitte’s Supplier Code of Conduct
Health and well-being
15. Health and safety (%)
Refer to Mental health and Global security
Workplace injuries and fatalities are extremely rare in the professional
services industry. Deloitte oﬀers its professionals health care
insurance plans that meet or exceed the requirements governed by
the country they live in.
Skills for the future
16. Training provided (#, $)
Refer to Learning and development and
Performance metrics
Prosperity
Employment and wealth generation
17. Absolute number and rate of employment
Refer to Performance metrics
18. Economic contribution
Refer to Business overview, Societal investments and
Performance metrics
Information on certain economic contribution indicators
is considered confdential to Deloitte given its organizational structure.
19. Financial investment contribution
This metric is not relevant to Deloitte given its organizational structure.
Innovation of better products
and services
20. Total R&D expenses ($)
Refer to Innovation and Performance metrics

Theme
Metric
Response
Prosperity
Community and social vitality
21. Total tax paid
Each Deloitte member frm and/or related entity is organized as a
separate and independent legal entity and is subject to the tax
laws applicable to it in the jurisdictions in which it is formed and
otherwise operates. For this reason, tax reporting obligations will
vary across Deloitte frms. Certain Deloitte frms are structured
as partnerships or other legal entities that are “ﬂow-through” for tax
purposes, and as such, income tax is not paid at the entity level,
but by individual partners or members. Certain Deloitte frms
report their tax strategies, which may include taxes paid, under local
statutory requirements.

Business
FY2021
FY2020
FY2019
Revenue
US$ billion
Total revenue1
50.2
47.6
46.2
Revenue by business
Audit & Assurance
10.5
9.9
10.2
Consulting
20.8
19.8
18.7
Financial Advisory
4.3
3.8
3.8
Risk Advisory
5.9
5.6
5.3
Tax & Legal2
8.9
8.7
8.3
By region
Americas
25.2
25.3
24.2
Europe/Middle East/Africa
16.7
15.0
15.0
Asia Pacifc
8.5
7.5
7.1
By industry
Consumer
10.4
10.6
10.8
Energy, Resources & Industrials
7.5
7.9
7.7
Financial Services
13.3
12.7
12.4
Government & Public Services
8.4
6.8
5.3
Life Sciences & Health Care
4.7
4.3
4.3
Technology, Media & Telecom
6.0
5.3
5.6
Revenue growth
Percentage growth in US dollars/local currency
Revenue growth
5.5%/2.7%
3.9%/5.5%1
6.9%/9.4%
Innovation investment
Percentage of aggregate Deloitte frm revenue
Innovation investment3
3.5%
n/a4
n/a4

Business
Business overview
Note: Global fgures are aggregated across the
Deloitte organization except where otherwise
noted. Due to rounding, sum of sections may
not equal total.
A detailed description of this report’s
boundaries and the performance
measurement methods used is available in
the “Basis of Reporting” section.
1 5.5% total revenue growth (local currency)
is based on continuing operations. Revenue
from businesses sold in FY2019 have been
excluded from FY2019 numbers which have
been adjusted from the fgure published
in September 2019 ($46.2B). Without this
adjustment, FY2020 total revenue growth (local
currency) is 4.7%.
2 “Deloitte Legal” means the legal practices of
member frms or their related entities that
provide legal services. For legal and regulatory
reasons, not all member frms provide legal
services.
3 Based on 2021 sampling of the largest
Deloitte member frms
4 Performance tracking for this indicator is
reported for the most recent year(s) only.
Performance metrics
89

Environmental sustainability
FY2021
FY2020
FY2019
GHG emissions by scope and source
Metric tons CO2e
Scope 1 GHG emissions by source
Fuel combustion in buildings
8,668
11,554
18,174
Vehicle ﬂeet (internal combustion engine)
24,009
37,032
43,727
Total Scope 1 emissions
32,677
48,586
61,901
Scope 2 GHG emissions by source
Electricity in buildings (market-based)1
44,923
53,625
201,333
District heating and cooling
4,270
n/a2
n/a2
Electricity used by vehicle ﬂeet (market-based)1
2
919
438
Total Scope 2 emissions
49,195
54,544
201,771
Total operational (Scope 1 and Scope 2) emissions
81,872
103,130
263,671
Scope 3 GHG emissions by source
Business travel: air travel3
17,731
383,002
494,824
Business travel: other sources
43,136
201,730
259,309
Total business travel emissions
60,866
584,732
754,133
Purchased goods and services (PG&S)4
1,134,395
1,168,728
1,158,739
Total Scope 3 emissions
1,195,261
1,753,460
1,912,872

Progress toward goals—WorldClimate
Goal description
Goal year
Goal
FY2021
progress
Percent renewable electricity1
2030
100%
70%
Reduction of Scope 1 and 2 emissions from FY2019 levels1
2030
70%
69%
Reduction of Scope 3 emissions from business travel
per FTE from FY2019 levels
2030
50%
92%
Percent of suppliers with science-based targets
(by emissions)
2025
67%
8%

1 Total market-based electricity emissions,
renewable electricity, and oﬀsets will
be updated to reﬂect transactions that are
in progress.
2 District heating and cooling emissions have
been included in the GHG inventory in FY2021
due to improved data availability.
3 Air travel emissions inclusive of radiative
forcing would be 33,537 metric tons
CO2e in FY2021, 724,432 metric tons CO2e in
FY2020 and 935,937 metric tons CO2e
in FY2019.
4 In FY2021, the methodology for calculating
PG&S emissions was revised to use more
precise data sources, such as supplier-specifc
data and proprietary emission factors for
applicable supplier industries and categories.
FY2019 and FY2020 PG&S emissions were
restated during FY2021 using the updated
methodology. FY2019 and FY2020 PG&S
emissions using the previous methodology
were 1,641,591 metric tons CO2e and
1,860,993 metric tons CO2e, respectively. We
expect our methodology to calculate PG&S
emissions to continue to mature during
future reporting cycles as actual supplier data
becomes more readily available. Please see
Basis of Reporting for additional detail.
Environmental
Environmental overview
90

Environmental sustainability
FY2021
FY2020
FY2019
GHG emissions totals
Gross operational and business travel GHG emissions
142,738
687,862
1,017,804
Gross GHG emissions
1,277,133
1,856,590
2,176,543
Less: Voluntary carbon oﬀsets (retired)1
pending
686,229
494,824
Net GHG emissions1
pending
1,170,361
1,681,719
GHG intensity measures
GHG emissions per individual
Metric tons CO2e /FTE
Operational and business travel emissions
0.4
2.1
3.3
Gross GHG emissions
4.0
5.7
7.1
GHG emissions per dollar of revenue
Kg CO2e/$000 USD
Operational and business travel emissions
2.8
14.4
22.0
Gross GHG emissions
25.4
39.0
47.1
Scope 2 GHG emissions by methodology
Metric tons CO2e
Electricity (market-based)1
44,924
54,544
201,333
Electricity (location-based)
137,605
197,413
210,997
Energy usage
Terajoules (TJ)
Renewable electricity1
812
1,119
199
Non-renewable electricity
341
403
1,393
Natural gas
159
200
245
Gasoline
226
320
348
Diesel fuel
168
271
405
Total energy consumed
1,706
2,312
2,590
Material usage
Percentage
Percent of recycled input materials used based on estimate
of recycled content paper
29%
22%
18%

Societal impact
FY2021
FY2020
FY2019
Monetary value of societal investments
US$ million
Total societal investments
223
265
2442
By source—donations
Firm and foundation donations (monetary and in-kind)
79
64
59
Donations by Deloitte people (to Deloitte-supported
organizations and fundraisers)
24
27
29
Total donations
103
91
89
By source—volunteer and pro bono work
Pro bono work3
48
57
47
Skills-based volunteering
37
50
44
Traditional volunteering
16
46
44
Total value of volunteer and pro bono work by
Deloitte people
101
153
136

By source—program costs
Total costs for managing societal impact
19
21
20

Progress toward goals—societal impact (WorldClass)
Goal description
2030 goal
FY2021
progress
Total progress
to date
Individuals impacted through WorldClass
100 million
8.2 million
20 million

Progress toward aspirational goals—Talent
Goal description
2025 goal
2023 goal
FY2021
progress
Percent of women among partners, principals
and directors1
30%
25%
25%
Percent of women on Deloitte Global’s Board of Directors
40%
30%
29%
Percent of women on Deloitte Global’s Executive Committee
40%
30%
23%

Societal impact
FY2021
FY2020
FY2019
Investments by contribution area
Contributions aligned toward WorldClass (education and
skills building)
43%
40%
36%
Value of pro bono and skills-based volunteering as
percentage of value of all volunteering and pro bono work
83%
70%
67%
Hours of societal investments
Hours
Member frm pro bono work
304,000
364,000
346,000
Skills-based volunteering
606,000
719,000
568,000
Traditional volunteering
138,000
455,000
444,000
Total hours of volunteering and pro bono work by
Deloitte people
1,048,000
1,537,000
1,358,000
Talent
FY2021
FY2020
FY2019
Workforce
Number of individuals
Total workforce4
345,374
334,800
312,028
By level
Partners and principals1
14,259
14,266
13,411
Professional staﬀ2
277,317
265,503
251,584
Administrative staﬀ3
53,798
55,031
47,033
By region
Americas
156,186
149,760
139,488
Europe/Middle East/Africa
112,578
109,340
102,614
Asia Pacifc
76,610
75,700
69,926
Talent by gender
Number of individuals
By region and gender—male
Americas
87,785
84,260
80,187
Europe/Middle East/Africa
61,815
60,234
57,710
Asia Pacifc
40,034
39,562
36,829
Total
189,634
184,057
174,725

Talent
FY2021
FY2020
FY2019
Talent by gender
Number of individuals
By region and gender—female
Americas
68,401
65,500
59,301
Europe/Middle East/Africa
50,763
49,106
44,904
Asia Pacifc
36,576
36,138
33,097
Total
155,740
150,743
137,303
Percent of women
Among partners, principals and directors1
25%
24%
23%
Among managers
36%
35%
34%
Among new hires
45%
47%
45%
Among new partners, principals and director admissions1
30%
29%
26%
Overall
45%
45%
44%
Percent of women in leadership and governance bodies
On Deloitte Global’s Board of Directors
29%
30%
16%
On Deloitte Global’s Executive Committee
23%
16%
17%
Talent by age range2
Percentage of total
By age range—overall
Age <30
45%
n/a3
n/a3
Age 30-50
49%
n/a3
n/a3
Age >50
6%
n/a3
n/a3
By region and age range—Americas
Age <30
46%
n/a3
n/a3
Age 30-50
48%
n/a3
n/a3
Age >50
7%
n/a3
n/a3
By region and age range—Europe/Middle East/Africa
Age <30
45%
n/a3
n/a3
Age 30-50
49%
n/a3
n/a3
Age >50
6%
n/a3
n/a3

1 “Partners” and “principals” refers to Deloitte
member frm partners and principals only.
2 Age ranges are estimated based on data
collected from Deloitte frms.
3 Performance tracking for this indicator is
reported for the most recent year(s) only.
Social
Social overview
94

Talent
FY2021
FY2020
FY2019
Talent by age range1
Percentage of total
By region and age range—Asia Pacifc
Age <30
44%
n/a2
n/a2
Age 30-50
51%
n/a2
n/a2
Age >50
5%
n/a2
n/a2
Turnover
Percentage
Turnover rate
21%
21%
21%
Rate by region
Americas
19%
18%
16%
Europe/Middle East/Africa
21%
22%
24%
Asia Pacifc
24%
24%
23%
Rate by gender
Male
21%
21%
20%
Female
21%
21%
21%
New hires
Number of individuals
Total new hires
83,727
88,822
90,540
Total new hire rate3
24%
27%
29%
By region
Americas new hires
36,593
33,232
35,910
Americas new hire rate3
23%
22%
26%
Europe/Middle East/Africa new hires
27,191
32,170
32,348
Europe/Middle East/Africa new hire rate3
24%
29%
32%
Asia Pacifc new hires
19,943
23,420
22,282
Asia Pacifc new hire rate3
26%
31%
32%

1 Age ranges are estimated based on data
collected from Deloitte frms.
2 Performance tracking for this indicator is
reported for the most recent year(s) only.
3 The rate is calculated using the total Deloitte
people at the end of the reporting period.
Social
Social overview
95

Talent
FY2021
FY2020
FY2019
New hires
Number of individuals
By level
New partners and principals1
462
574
426
New managers
8,133
9,613
10,244
New professional staﬀ2
67,478
67,790
70,166
New administrative staﬀ3
7,654
10,845
9,704
By gender
Male
55%
53%
55%
Female
45%
47%
45%
Recruiting and learning
Total number of applications
4,600,000
2,800,000
3,200,000
Number of internships
20,100
20,000
19,000
Hours of training per individual5
55
43
47
Number of e-learning courses completed
5.9M
5.5M
n/a4
Annual direct training investment6
US$726M
n/a4
n/a4
Average annual direct training investment per individual6
US$2,200
n/a4
n/a4
Annual indirect training investment7
US$5.4B
n/a4
n/a4
Number of Deloitte University facilities8
6
n/a4
n/a4

1 “Partners” and “principals” refers to Deloitte
member frm partners and principals only.
2 For purposes of this report, professional staﬀ
is defned as individuals spending at least 50%
of their time serving clients.
3 For purposes of this report, administrative
staﬀ is defned as individuals spending less
than 50% of their time serving clients.
4 Performance tracking for this indicator is
reported for the most recent year(s) only.
5 Training hours do not include on the job
digital learning hours that are a core aspect of
development at Deloitte.
6 Average annual direct training investment
per individual represent an estimate based on
actual costs from reporting member frms.
7 Indirect training investment is the
opportunity cost based on estimates from
reporting member frms.
8 Two additional Deloitte University facilities
are under construction.
Social
Social overview
96

Governance
FY2021
FY2020
FY2019
Anti-corruption
Confrmed incidents of corruption1
0
n/a3
n/a3
Percentage of overall workforce that has completed
required anti-corruption training2
>95%
n/a3
n/a3
Required anti-corruption training completion by region
By region—Americas
>95%
n/a3
n/a3
By region—Europe/Middle East/Africa
>95%
n/a3
n/a3
By region—Asia Pacifc
>95%
n/a3
n/a3

Note: Global fgures are aggregated across the
Deloitte organization except where otherwise
noted. Due to rounding, sum of sections may
not equal total.
A detailed description of this report’s
boundaries and the performance
measurement methods used is available in
the “Basis of Reporting” section.
1 Deloitte Global has a written policy requiring
member frms to escalate corruption incidents
meeting established criteria to the appropriate
Deloitte Global executive. In FY2021, no
incidents of corruption were reported to
Deloitte Global under this policy.
2 All Deloitte people are required to complete
anti-corruption training—upon being hired
and every other year thereafter—that includes
Global policies, corruption red ﬂags and
case scenarios. This fgure may not reﬂect
100% participation at any point in time, as
required, because it includes Deloitte people
on extended leave and those with recent start
dates who may still complete the training
before their designated due dates.
3 Performance tracking for this indicator is
reported for the most recent year(s) only.
Governance
Governance overview
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This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited (“DTTL”), its global network of member frms
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