Deloitte Global Report 2020

Repair and
reshape
Creating a better normal
2020 GLOBAL IMPACT REPORT
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Message from By the numbers Transparency and sustainability

Deloitte Global CEO People ESG alignment
Total headcount Commitment to sustainable development
Stories of impact Headcount by gender Environmental sustainability
People Headcount by region Respect, inclusion and diversity
Performance Total new hires Leadership and governance
Planet Attracting top talent Responsible operations
Developing top talent Deloitte organization structure
Societal investments Confidentiality, privacy and cybersecurity
Community response to COVID-19 Ethics
Performance Independence
Total revenue Global security
Revenue by business Public interest
Revenue by industry Public policy
Revenue by region Risk management
Planet Reporting
WorldClimate Reporting process and materiality
Net-zero carbon emissions by 2030 Performance metrics
About us
Deloitte core services
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Message from
Message from
Deloitte Global CEO
Stories of impact
People
Performance
Deloitte Global CEO
Planet
By the numbers
People
Performance
Planet
Both our
About us In the 175 years since William Welch has an opportunity not just to help repair
Deloitte’s modest entry into professional the world, but also help reshape a better
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organization and
services, the world has faced a multitude world—and an established track record that
Transparency and sustainability
of threats and challenges. This past year, says we can make it a reality.
though, has been uniquely difficult. The
the world …
ESG alignment
Responsible operations confluence of the COVID-19 pandemic, Reflecting on fiscal year 2020
Reporting multiple instances of racial injustice and During times of great uncertainty, we look
the civil unrest that resulted, financial
uncertainty, and record-shattering extreme
to Deloitte’s Purpose and Shared
Values as our north stars. We remain
will do more than
climate events have exposed the deepest
cracks in society’s foundations and
committed to taking care of each other and
leading the way for our people, Deloitte simply return
compelled us to marshal our strength
and resilience.
clients and communities.
to normal.
What we’ve learned about the Deloitte
Deloitte—and other institutions—didn’t just organization this past year is that with scale
survive past crises, we emerged stronger comes strength. Financially, Deloitte posted performance—and also juggling personal
every time. Over and over, human ingenuity aggregate revenue of US$47.6 billion and and family obligations—has been a
has unfailingly demonstrated the ability 5.5% growth in local currency. That’s below demanding feat. Deloitte practitioners
to persevere, adapt and flourish. Knowing our pre-pandemic forecasts, but slightly have delivered for their clients. As Deloitte
that gives us confidence that both our better than we anticipated heading into the leaders, we’ve stood behind our people,
organization and the world will rally again; final quarter of our fiscal year, and proof prioritizing their well-being and providing
that we have a chance do more than return of Deloitte’s resiliency. resources and support to help ease
to normal. We can and should pursue a the burden as the lines between
better normal. Deloitte is our people. And our resilience, home and work blurred and societal
while a product of many factors, is primarily divisions intensified.
We need to examine what has worked and a result of our approximately 330,000
what has gone wrong on a global scale and professionals around the world. Overnight, Over the past five years, Deloitte has been
acknowledge where we all might need to Deloitte practitioners, who typically are on a transformational journey that has
listen more keenly, adapt our thinking and embedded with clients, traveling to meet given us a strategic advantage, particularly
change our actions. For Deloitte specifically, Deloitte clients or gathered in Deloitte in today’s environment. Deloitte has
we also need to assess how our strategy offices working for Deloitte clients, were told been able to deliver the multidisciplinary
fared, how our people and processes to stay home. Working remotely is nothing strategies and solutions businesses needed
adapted, and how quality and commitment new at Deloitte; both our technology and to respond and recover in the early
to Deloitte clients has helped them respond, culture enable it. But, doing it full time stages of the pandemic. And as the world
recover and thrive under the strain of while maintaining close relationships with reopens, Deloitte is helping businesses
extraordinary circumstances. Deloitte our clients and preserving high levels of adapt and thrive.
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Message from Deloitte’s Purpose, to make an impact these confluent crises; the chance to make business solutions, focusing on offerings
Deloitte Global CEO that matters, compels us to contribute business and society better than before. that organizations will need in this new
to the communities where we live and environment—transformation, cyber,
Stories of impact
work. This past year, that impact totaled Looking to fiscal year 2021 and building digital and cloud—while continuing to
People
US$265 million (including more than 1.5 a better normal deliver the full breadth and depth of our
Performance
Planet
million hours of volunteer and pro bono As Deloitte looks toward the coming decade, multidisciplinary model that Deloitte
work), and progress continued against a few things are certain. clients depend upon.
By the numbers our commitment to impact 50 million lives
People through WorldClass. We know that few businesses will do We are fortunate to build from a position
Performance things exactly the same way as before. of strength. Deloitte was named the most
Planet In a time of exceptional strain for our Organizations will learn from these valuable commercial services brand by
communities, it has been gratifying to see crises and implement changes that enhance Brand Finance for the second year in a
About us our people take it upon themselves to serve their resilience. row in FY2020. The most recent PCAOB
those on the front lines and communities in inspection results demonstrate Deloitte’s
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deep need of assistance. From the Deloitte We know some new ways of working and uncompromising dedication to audit quality.
professionals in Canada who developed living will continue, especially those And Deloitte has received several awards for
ESG alignment GroceryHero to match volunteers with busy offering greater convenience and at lower its sustained commitment to diversity and
Responsible operations front-line professionals in need of someone costs. And we know business will need to inclusion. However, we recognize there is
Reporting to shop for them, to the Deloitte Spain adapt to markets that have changed much more still to be done.
professionals who joined forces to make and are changing, technologies that are
and supply thousands of masks to COVID-19 rapidly evolving, and new societal attitudes The pandemic, the economy, social conflict
front-line workers, our people have been and values. and climate-related catastrophes will
motivated to use their skills to make a continue to test all businesses, including
difference. At an organization-wide Our commitment to building a better Deloitte. But we do not accept that our
level, Deloitte donated to the World Health normal begins with people. We are future is pre-ordained. It is ours to shape.
Organization’s COVID-19 Solidarity expanding opportunities at Deloitte—— The need for the kinds of problem-solving
Response Fund and invested about and throughout our communities with knowledge, skills and experience Deloitte
US$20 million toward COVID-19 related WorldClass—especially among traditionally offers has never been greater.
relief efforts. underrepresented and marginalized groups.
As a large organization, we can apply our In this report, you’ll read more about
Our commitment influence to promote equality and justice

throughout society, cultivate inclusiveness,
what Deloitte is doing to help create
a better normal for people, for Deloitte
to building a
and empower all people to grow personally clients and for the planet—guided by
and professionally. the same fundamentals, Shared
Values and Purpose that have helped us
better normal We are tackling the climate crisis head on.
Our new WorldClimate strategy articulates
overcome previous crises over our
175-year history and emerge stronger.
begins with people. Deloitte’s responsibility to make sure our
own house is in order, to inspire our people I have no doubt we’ll do that again.
to act, and to engage our ecosystems and
alliances in our cause. We will reduce our
Finding ways to serve clients with own footprint and grow our capabilities so
minimal disruption while supporting our we can deliver best-in-class solutions that
communities and keeping our people help Deloitte clients do the same.
engaged, productive and mentally healthy
the past several months has tested the From a business perspective, Deloitte Punit Renjen
Deloitte organization’s capabilities and spirit. will continue to make markets and create Deloitte Global CEO
At the same time, we see the silver lining in opportunities to grow alliance-enabled
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Stories of impact:
Message from
Deloitte Global CEO
Stories of impact
People
Performance
People
Planet
By the numbers
People
Performance
Planet
About us Through the many challenges of the past remote workers shared glimpses into When COVID-19 hit, organizations
several months, successful businesses their private lives while essential workers adopted technologies that enabled
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have focused on people—identifying ways vocalized their personal struggles. This has seamless collaboration; adjusted schedules
to support employees, clients and other elicited empathy during a time of crisis that to accommodate team, client and family
ESG alignment members of society during the COVID-19 advances understanding and helps create a obligations; and encouraged teaming and
Responsible operations crisis and helping them prepare for the deeper relationship between managers job sharing to meet changing
Reporting world after it. and team members. business needs.
People who can Everyone wants to feel they can be

themselves and to thrive in their careers.
In doing so, many business leaders
observed what Deloitte has long known:
work from
Deloitte’s culture is supported by its People who can work from any place
ALL IN diversity and inclusion strategy, at any time are more productive, creative
which is focused on providing all Deloitte and efficient. In Deloitte Global’s 2020
any place at any people with equal opportunities to
grow, develop and succeed.
Millennial Survey, two-thirds of millennials
said that working remotely enables a
time are more Through ALL IN, Deloitte aims to increase
better work/life balance. And half of all
respondents said they’ve felt more able to
productive, creative the recruitment, retention, promotion and
recognition of underrepresented groups
bring their “true selves” to work by having
their offices at home.
and efficient. and achieve gender balance across the

organization. The strategy also empowers There also are tangible cost and
LBGT+ colleagues to feel confident and environmental benefits to working remotely;
The pandemic accelerated new, more thrive at Deloitte. And it promotes mental reduced commuting, for example, can
flexible ways of working and increased health resources that are critical to creating save families money and time, and reduce
awareness of the importance of mental an inclusive workplace. CO2 emissions.
health in the workplace. But, perhaps more
notably, the dual health care and economic Enhancing flexibility is another way As an increasing number of Deloitte clients
crises heightened awareness among companies can address mental health and shift to alternative working arrangements,
business leaders of the importance of other improve their employees’ environments. practitioners have leveraged this know-how
issues—including trust, empathy, training The pandemic reinforced that some jobs, to offer valuable guidance to ensure these
and development, diversity and inclusion, often the most essential ones, cannot transitions are seamless. And as society
and having a purpose beyond profit. be done remotely. But teachers, doctors, reopens, Deloitte will continue to provide
consultants and others proved out of the insights they need to make flexible
Throughout the pandemic, employees necessity that many tasks can be more work not only a back-up option, but also a
have revealed more about themselves; flexible than previously imagined. valuable solution.
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Stories of impact:
Message from
Deloitte Global CEO
Stories of impact
People
Performance
People
Planet
By the numbers
People
Performance
Planet
The pandemic has

About us Even with the temporary closure of all Impact Days, or annual days of service.
Deloitte University facilities in the wake We’ve reimagined our approach to giving
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amplified the need

of COVID-19, the organization continues back in response to COVID-19. Focusing on
to provide its professionals with training Impact Every Day, Deloitte has provided
opportunities, launching Cura, a virtual lifesaving supplies to essential workers on
for employers to
ESG alignment
Responsible operations platform to deliver customized learning the front lines; donated airline ticket balance
Reporting content instantly to approximately that enabled medical professionals to travel
330,000 Deloitte people. Deloitte has also
maintained its commitment to professional
actively invest in to treat patients; and provided additional
support to organizations with which Deloitte
development and promotion programs,
understanding that building leaders for the their people. collaborates through WorldClass to help
the 1.5 billion children whose educations
future is more important than ever. have been impacted by lockdowns.
Business leaders today, however, must Through WorldClass, Deloitte people are The pandemic has amplified the need for
do more than just prepare their own engaging in concentrated efforts to develop employers to actively invest in their people,
people for the workplace of tomorrow. job skills, improve educational outcomes support communities, uplift citizens and
Deloitte is committed to empowering and expand opportunities for 50 million tackle society’s most complex challenges.
people everywhere to think creatively, use people worldwide by 2030. During FY2020, It’s shown just how connected people
technology efficiently and communicate WorldClass touched the lives of more than are around the globe and how quickly
effectively so they can prosper in this 7 million people through nearly US$105 business leaders can respond in a crisis—
new world. million of investments in WorldClass lessons that can guide the development
activities, including almost 770,000 hours of of a better future.
In communities around the globe, access to volunteer and pro bono time.
quality education and job opportunities has
not been equal. This ultimately contributes We also encourage Deloitte people to
to less diversity in the workforce generally. mentor members of their communities,
At Deloitte, we believe we make the greatest connect with nonprofit organizations
societal impact when our professionals focused on education, and engage in candid
use their skills and knowledge to help conversations about the effects of
those from traditionally underrepresented systemic racism.
segments of society achieve their
aspirations and reach their potential. Deloitte launched a number of initiatives to
aid people in response to COVID-19. In the
past, Deloitte firms around the world hosted
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Stories of impact:
Message from
Deloitte Global CEO
Stories of impact
People
Performance
Performance
Planet
By the numbers
People
Performance
Planet
About us The phrase “new normal” has become shared interests, allowing them to be more measures implemented and subsequently
commonplace in 2020 as people globally try innovative and less vulnerable. relaxed by nearly 200 countries, in addition
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to imagine how a post-pandemic world will to traditional COVID-19 case and testing
look and function. In business, the evolution These changes already were in motion information from around the world, enabling
ESG alignment to a different kind of new normal—a result when the pandemic shifted them into leaders to identify trends and design data
Responsible operations of the marriage of physical assets and overdrive. Businesses of all stripes, driven recovery strategies. By connecting
Reporting advanced digital technologies known from family owned shops to the largest technology, cross-industry insights and
as the Fourth Industrial Revolution—has multinational conglomerates, were forced to deep domain knowledge, Deloitte is making
been transpiring the past few years. rapidly reevaluate and revamp every aspect a tangible contribution in the battle against
of their operations. Whether they were COVID-19 and the economic and societal
The future of work ready or not, the future of work arrived

ahead of schedule—and it is more layered
damage the pandemic has caused.
and complex than most had anticipated. In the wake of the pandemic, Deloitte
arrived ahead of Many shortcomings of business,
firms also helped many clients quickly
virtualize their operations and develop crisis
schedule—and it is government and society were exposed by
the crisis, faults that must be addressed
response plans using Deloitte’s resilient
leadership framework—a collection of
more layered and as lockdowns lift and commerce cautiously
resumes. Repairing the damage is critical,
recommendations CEOs can implement to
blunt the crisis’s impact and enable their
complex than most but the world cannot simply return to the
way things were. We have an opportunity
organizations to emerge stronger.
had anticipated.
to reimagine work—and reshape the As the world slowly reopens, it will do
world—so that future adversities are more so in a landscape that lives and works in
predictable and manageable. radically different ways. That will place
tougher demands on business, from how
Each concept of what someday may be Deloitte excels at helping businesses both and where they meet their customers, to
considered typical is driven by very different manage the unexpected and anticipate and safety measures that offer employees
considerations. But at Deloitte, we see adapt to long-term trends. One example and the public peace of mind. To embrace
significant overlap in these visions of the is the Deloitte COVID-19 Global Recovery and sustain nontraditional work
future. In both, there’s more reliance on Navigator, which consolidates and enables environments, organizations may need
technology, altering the ways people do analysis of key health, social, and economic to rethink real estate needs, employee
work and interact with their clients. There’s data to inform government and private benefits and incentives, staffing, culture,
more resiliency and flexibility built into sector decision making and activities based communication protocols and, of course,
planning and processes so that businesses on actions taken by others around the physical and cloud-based computing
can pivot quickly when needed. And there’s world. This unique dataset brings together requirements and cybersecurity.
greater cooperation among entities with
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Stories of impact:
Message from
Deloitte Global CEO
Stories of impact
People
Performance
Performance
Planet
By the numbers
People
Performance
Planet
Organizations
About us Deloitte’s job is to guide businesses through ability to address unanticipated situations
this journey—and make the case for and a steady commitment to address
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advanced technologies such as the cloud,
artificial intelligence, cyber and other digital that work together the needs of all stakeholders in the best
way possible.
transformations where and when they fit.
ESG alignment
Responsible operations
This applies as much to Deloitte firms as it
stand a much At Deloitte, we’re committed to applying
what we’ve learned—throughout our
better chance of
Reporting
does to their clients. 175-year history and especially during
the pandemic—to meet this moment and
Another lesson from the pandemic is just
how connected the global community is.
succeeding than help Deloitte clients emerge from it even
more resilient. When we do, in cooperation
It took less than eight months for a virus
borne in one city to infect more than 22 those that try to go with like-minded organizations, then a
reimagined world—one where organizations
it alone.
million people in nearly every part of the are adaptable and prepared for the next
world. Yet, while the rallying cry of “we’re all crisis; one where people and technology
in this together” swept the globe, countries bring out the best in each other; one where
found themselves competing against one alliances are built to solve problems; and
another for limited resources. Instead of services to ecosystems of problem solvers, one where organizations are trusted—won’t
cooperating to fight the virus effectively and relationships are even more critical to the just be possible. It will be a reality.
aggressively, they took independent, siloed world we now live in.
approaches that slowed progress.
The pandemic has highlighted in very stark
And so it is with business. As Industry 4.0 and real ways the importance of trust to
continues to evolve, organizations that building a strong economy and healthy,
work together stand a much better chance well-functioning society. In many countries,
of succeeding than those that try to go organizational trust was in decline before
it alone. For Deloitte clients to deliver for the pandemic hit because many people
their customers, and for Deloitte firms to don’t believe institutions have their best
deliver for their clients, we must continue interests in mind.
to emphasize and embrace a connected
approach. From alliances with the To rebuild businesses, it’s necessary to
hyperscalers operating big cloud platforms rebuild the trust in and of all stakeholders.
to government-backed programs and Trust is cultivated by demonstrating an
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Stories of impact:
Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
Planet
By the numbers
People
Performance
Planet
As we change
About us Among the many lessons learned during As we change ourselves, we will work to
the COVID-19 pandemic, none was more change the world by empowering
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ourselves, we will
affirming than the dramatic way the planet Deloitte people to take individual and
responded to curtailed human activity. collective climate action alongside
Typically obscured mountain tops were Deloitte clients and communities. Deloitte
work to change
ESG alignment
Responsible operations revealed. Murky waters cleared. Wildlife also will engage ecosystem participants
Reporting reclaimed habitats. to address responsible climate choices
The rapid rebound opened eyes and offered

at a systems level while we enhance
Deloitte’s reputation as a thought leader
the world by
hope. In research conducted by Deloitte
Global, a 17-point gap that existed before
and a foremost provider of climate-specific
professional services. empowering
the pandemic between millennials who
thought we’ve reached a point of no return Achieving net-zero emissions at Deloitte Deloitte people
regarding climate and those who didn’t by 2030 requires major changes to
virtually evaporated in just four months. how the organization conducts business.
We must reduce business travel in line with
to take individual
Society’s brief pause not only rekindled
optimism, but it also opened up new
science-based climate methodologies. and collective
avenues for climate action. Economic
recovery plans have provided opportunities
Already, Deloitte firms are considering how
service delivery models can be changed
climate action.
for advancing climate-friendly policies and building on what they have learned following
enabled lower-impact business models the global pandemic lockdown. By 2030, to the events Deloitte people attend,
to emerge. we also intend to source 100% renewable environmental impact will be considered.
energy for our buildings and convert the We will also be deepening internal
WorldClimate, Deloitte’s climate strategy, entire Deloitte-owned automotive fleet to conversations on Deloitte’s
will focus on creating awareness of personal low-emission vehicles. We’ll engage with role in supporting a just transition to a
choices and changing behaviors—both Deloitte’s major suppliers to promote their low-carbon economy.
within our organization and among those adoption of science-based targets.
we influence—to reduce greenhouse gas And we will make investments to address Business must lead and innovate
emissions. We recognize change starts unabated emissions. through sourcing responsibly, improving
within. Deloitte must set and meet higher efficiency, minimizing waste, designing for
standards for itself, including achieving “Operating green”—ensuring Deloitte reuse, and bringing new products to
net-zero emissions by 2030, and “operating policies and practices are aligned with its market that promote more responsible,
green” through new internal climate policies climate vision and strategy—is also a high sustainable lifestyles.
and practices. priority. From procurement processes
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Stories of impact:
Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
Planet
By the numbers
People
Performance
Planet
About us Deloitte understands this. We also requires teamwork on a massive scale. An couldn’t possibly have anticipated its
recognize the opportunity we have to equip outcome of one such example is UpLink—a unveiling would coincide with a global
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Deloitte people with knowledge and tools platform developed by Deloitte, Salesforce, pandemic and the need to rebuild so many
they need to become agents of change. So, the World Economic Forum and other facets of society.
ESG alignment starting in FY2021, we will inspire all 330,000 contributors that connects innovators and
Responsible operations Deloitte professionals worldwide to act to entrepreneurs with experts, mentors and Because it does, Deloitte has an opportunity
Reporting positively impact climate change. Our goal investors so that they can collaborate to to not only help protect the planet for future
is to have them understand the power and solve global challenges aligned with the generations, but also to lead the journey on
influence they have as individuals to make United Nations’ Sustainable Development a fundamentally different path forward—
responsible choices that address climate Goals. Initial focus areas for UpLink include one that addresses the long-term health
change and environmental impacts. Deloitte the Ocean Solutions Sprint, which has and resilience of planet Earth, its people
people ideally will be inspired to make better sourced almost 50 entrepreneurial solutions and its economies.
decisions about what they personally buy from more than 15 countries; and 1t.org,
and use every day—from technology to an initiative to ensure the conservation and The opportunity to create a more
restoration of 1 trillion trees within sustainable world is at our collective
Tackling the world’s

this decade. fingertips. We all are compelled to act.
In FY2021, Deloitte will be exploring other

most complicated ecosystem opportunities to identify where
we can have additional meaningful impact.
climate challenges Working together with Deloitte clients,
requires teamwork alliance cohorts, NGOs and industry
groups, we hope to increase demand for
on a massive scale. responsible products and services,

remove roadblocks that get in the way of
enacting change, and create innovative
climate solutions.
clothing to transportation choices—and
significantly reduce their individual and Deloitte’s WorldClimate strategy recognizes
household impacts on the climate. the potential an organization our size has to
affect the environment, and the influence
Deloitte also will actively lead, convene and Deloitte wields as a leading provider of
participate in ecosystems of like-minded professional services in the battle against
organizations, because tackling the world’s the defining crisis of this century. When
most complicated climate challenges development of the strategy began, we
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People:
Message from
Deloitte Global CEO
Stories of impact
People
Performance
By the numbers
Planet
By the numbers
People
Performance
Planet
About us
Locations

ESG alignment
Reporting
Notes
Global figures are aggregated across the Deloitte organization.
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Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
By the numbers
People
Performance
Planet
About us
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ESG alignment
Reporting
Notes
Because of rounding, numbers may not tally with the total.
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Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
Headcount by region
By the numbers
People
Performance
Planet Americas
Women Men
About us
44% 56%
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Transparency and sustainability 65,500 84,260

ESG alignment
Reporting
EMEA
45% 55%
49,106 60,234
Asia Pacific
48% 52%
36,138 39,562
Notes
Global figures are aggregated across the Deloitte organization.
Notes
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Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
By the numbers
People
Performance
Planet
About us
Locations

ESG alignment
Reporting
Notes
*New hires as a percentage of total headcount.
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Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
By the numbers
People
Performance
Planet
About us
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ESG alignment
Reporting
Notes
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Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
By the numbers
People
Performance
Planet
About us
Locations

ESG alignment
Reporting
Notes
Due to COVID-19, all Deloitte University sites were closed for the majority of Q4 in FY2020.
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Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
By the numbers
People
Performance
Planet
About us
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ESG alignment
Reporting
Notes
Total societal investments of US$264.8M include US$ 91.2M in donations, US$152.8M in value of volunteer and pro bono hours, and
US$20.8M 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 50 million individuals by 2030. Because of rounding,
numbers may not tally with the total. Total COVID-19 community investments and WorldClass investments are not mutually exclusive as
some COVID-19 community response investments (e.g., supporting virtual learning arrangements) also qualify as WorldClass.
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Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
By the numbers
People
Performance
Planet
About us
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ESG alignment
Reporting
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Performance:
Message from
Deloitte Global CEO
Stories of impact
People
Performance
By the numbers
Planet
By the numbers
People
Performance
Planet
About us
Locations

ESG alignment
Reporting
Notes
Revenue figures are in US$billion. Global figures are aggregated across the Deloitte organization.
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Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
By the numbers
People
Performance
Planet
About us
Locations

ESG alignment
Reporting
Notes
Due to rounding, sum of revenue by business may not equal total.
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Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
By the numbers
People
Performance
Planet
About us
Locations

ESG alignment
Reporting
Notes
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Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
By the numbers
People
Performance
Planet
About us
Locations

ESG alignment
Reporting
Notes
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Planet:
Message from
Deloitte Global CEO
Stories of impact
People
Performance
By the numbers
Planet
By the numbers
People
Performance
Planet
About us
Locations

ESG alignment
Reporting
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Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
By the numbers
People
Performance
Planet
About us
Locations

ESG alignment
Reporting
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About us
Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
By the numbers
People
Performance
Planet
About us
Locations

ESG alignment
Reporting
Notes
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 varioius professional and regulatory standards.
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Message from
Deloitte Global CEO
Stories of impact
People
Performance Geographies with at least one Deloitte office in operation
Planet during FY2020 are listed below. These are listed for ease in
identifying locations where Deloitte has a presence.
By the numbers They are not intended as statements on political sovereignty.
People
Performance Please visit www.deloitte.com/GlobalOfficeDirectory and contact
Planet an office near you to inquire about Deloitte capabilities to provide
services in locations not listed below.
About us
Locations

ESG alignment
Albania Colombia Isle of Man New Zealand Switzerland
Responsible operations Algeria Congo (Brazzaville) Israel Nicaragua Taiwan (China)
Reporting Andorra Congo (Democratic Italy Nigeria Tajikistan
Angola Republic of) Ivory Coast North Macedonia Tanzania
Argentina Costa Rica Japan (Republic of) (United Republic of)
Armenia Croatia Jordan Northern Mariana Islands Thailand
Aruba Curaçao Kazakhstan Norway Timor-Leste
Australia Cyprus Kenya Oman Togo
Austria Czech Republic Korea (Republic of) Pakistan Trinidad and Tobago
Azerbaijan Denmark Kosovo Palau Tunisia
Bahamas Dominican Republic Kuwait Palestinian Territories Turkey
Bahrain Ecuador Kyrgyzstan Panama Turkmenistan
Bangladesh Egypt Lao PDR Papua New Guinea Uganda
Barbados El Salvador Latvia Paraguay Ukraine
Belarus Equatorial Guinea Lebanon Peru United Arab Emirates
Belgium Estonia Lithuania Philippines United Kingdom
Benin Finland Luxembourg Poland of Great Britain and
Bermuda France Malawi Portugal Northern Ireland
Bolivia Gabon Malaysia Puerto Rico United States
Bosnia-Herzegovina Georgia Malta Qatar Uruguay
Botswana Germany Marshall Islands Romania Uzbekistan
Brazil Ghana Mauritius Russian Federation Venezuela
British Virgin Islands Gibraltar Mexico Rwanda Vietnam
Brunei Darussalam Greece Micronesia Saudi Arabia Yemen
Bulgaria Greenland (Federated States of) Senegal Zambia
Cambodia Guam Moldova (Republic of) Serbia (Republic of) Zimbabwe
Cameroon Guatemala Monaco Singapore
Canada Honduras Mongolia Slovak Republic
Cayman Islands Hungary Montenegro Slovenia
Chad Iceland Morocco Solomon Islands
Channel Islands India Mozambique South Africa
( Jersey and Guernsey) Indonesia Myanmar Spain
Chile Iraq Namibia Sri Lanka
China Ireland Netherlands Sweden
26
Commitment to
Message from
Deloitte Global CEO
Stories of impact
People
Performance
sustainable development
Planet
By the numbers
People
Performance
Planet
About us Addressing the complex challenges society service to Deloitte clients. Deloitte providing access to opportunities.
faces today has become an expectation for continued to evolve and innovate offerings Since launching three years ago,
Locations
business. Deloitte’s purpose-driven agenda to address current and emerging client WorldClass has reached approximately
has focused on creating societal impact— needs, and maintained its focus on serving 11.7 million people.
ESG alignment primarily through our WorldClass ambition the public interest and working to restore
Responsible operations that connects people with skills-building trust in capital markets. Deloitte launched a number of initiatives
Reporting opportunities—and preparing business for to aid people in response to COVID-19. In
Industry 4.0. Deloitte’s success is driven, in part, by the past, several Deloitte firms hosted
alliance relationships with many of the Impact Days, or annual days of service.
In 2020, we broadened our commitment world’s most powerful and innovative We’ve reimagined our approach to giving
to society with the introduction of our companies that help Deloitte clients solve back in response to COVID-19. Focusing on
WorldClimate strategy, which will focus their most complex problems, shape new Impact Every Day, Deloitte has provided life-
Deloitte on making responsible climate markets and create sustainable value. saving supplies to essential workers on the
choices and becoming a leader in the effort frontlines; donated airline ticket balances
to mitigate climate change. And through our Moving forward, Deloitte will continue to that enabled medical professionals to travel
ALL IN diversity and inclusion strategy, we make markets and create opportunities to treat patients; and provided additional
continue to provide Deloitte people with to grow alliance-enabled business support to WorldClass contributors to help
equal opportunities to grow, develop and solutions. Deloitte will focus on offerings the 1.5 billion children whose educations
succeed in an environment where we hold that organizations will need in this new have been impacted by lockdowns.
each other accountable at all times. environment—transformation, cyber and
cloud—while continuing to deliver the full Diversity and equal
The success of these priorities, together breadth and depth of the multidisciplinary opportunity
with our aspiration to be the undisputed model that Deloitte clients can depend on. At Deloitte, we want everyone
leader in professional services, is measured to feel they can be themselves
using a “triple bottom line” of people, Community engagement and to thrive at work—
performance and planet. Deloitte is committed to in every country, in everything
helping millions of people we do, every day. This
Strategy and alliances around the world find can only be achieved by
Deloitte’s strategy and multidisciplinary meaningful work in the new providing a workplace culture
business model continued to drive success economy. Through Deloitte’s characterized by inclusive
in FY2020. All five business areas—Audit & societal impact initiative, everyday behaviors and built on a
Assurance, Consulting, Financial Advisory, WorldClass, we aim to foundation of respect and appreciation
Risk Advisory, and Tax & Legal—grew during empower 50 million people by for diversity in all its forms.
this time, a validation of Deloitte’s strategy 2030 by improving education
to deliver high-quality, globally consistent outcomes, developing job skills and
27
Message from Deloitte stands against systemic bias, working with ecosystems for collective Even with the temporary closure of all
Deloitte Global CEO racism and unequal treatment. We take impact. These ambitions were agreed to Deloitte University facilities in the wake
seriously our responsibility to listen, by the Deloitte Global Executive and Board of COVID-19, the organization continues
Stories of impact learn and lead the change we wish to see in early FY2021 and will serve as Deloitte’s to provide its professionals with training
People
in the world. roadmap for the coming decade. opportunities, launching Cura, a virtual
Performance
platform to deliver customized learning
Planet
Deloitte’s ALL IN diversity and inclusion Ethics and integrity content instantly to approximately 330,000
By the numbers strategy is focused not only on ensuring that Our Global Principles of Deloitte people. We’ve also maintained our
People all Deloitte people live the organization’s Business Conduct (“Global commitment to professional development
Performance values and understand the importance Code”) outline Deloitte’s and promotion programs, understanding
Planet of an inclusive culture empowered by ethical commitments and that building leaders for the future is more
inclusive leadership, but also on designing expectations for Deloitte important than ever.
About us and implementing specific interventions people globally, giving
Deloitte core services designed to achieve Deloitte’s diversity the organization a strong Responsible business and
Locations
goals. We are focused on providing foundation built upon supply chain
everyone with equal opportunities to grow, indelible principles. Deloitte introduced Our
develop and succeed in an environment At Deloitte, we have placed ethical culture Commitment to Responsible
ESG alignment
Responsible operations where we hold each other accountable at and values at the heart of our agenda, and Business Practices and
Reporting all times. we understand the critical responsibility Supplier Code of Conduct in FY2020,
Deloitte has to serve the public interest. codifying Deloitte’s long-held beliefs and
Climate change principles around these key areas. Deloitte’s
Environmental sustainability Deloitte actively supports multiple efforts commitment to responsible business
continues to be a C-suite to eradicate corruption throughout the outlines the responsible business principles
level priority for Deloitte and world. Deloitte Global was an early signatory we believe in and the commitments we have
advancing Deloitte’s progress to the United National Global Compact made. These are embedded in our policies
on sustainability and climate (UNGC) and to the World Economic and inform our decision making. Deloitte’s
change has been prominent Forum’s Partnering Against Corruption Supplier Code of Conduct outlines our
on the agenda of the Deloitte Initiative (PACI). expectations of suppliers—that they
Societal Impact Council, a support our commitment to doing not only
senior leadership group Professional training and education what is good for business, but also what is
focused on Deloitte’s social impact Deloitte combines common curricula, good for those with whom we deal and the
and responsible business agenda. technology and innovative learning communities in which they live and work.
During FY2020, one of the council’s facilities—such as Deloitte University
main activities was to define Deloitte’s (DU)—to provide Deloitte people with Public policy engagement
commitment to addressing climate the opportunity to build their leadership, Deloitte Global’s public policy program
change. As a result, WorldClimate, a new industry and technical capabilities. focuses its attention on priority topics
climate change strategy, was formulated Deloitte’s significant long-term investment shaping the debate, including: advocating for
to focus the organization on making in the Deloitte University system enables a corporate reporting ecosystem that’s safe,
responsible climate choices. Deloitte people to advance their careers transparent and accountable; preparing
and participate in leadership development tomorrow’s diverse workforce with the
The four pillars that support Deloitte’s programs in a world-class learning appropriate skills and qualifications to find
WorldClimate strategy include: achieving environment. In FY2020, approximately meaningful jobs and purpose; informing
net-zero greenhouse gas emissions by 114,000 Deloitte people around the world the future of regulation in an era of
2030; addressing Deloitte’s internal policies experienced DU. exponential technological advancement;
and procedures to align with its climate and supporting a holistic approach to
ambitions; educating and inspiring Deloitte measuring social progress.
people to act on climate change; and
28
Message from Privacy and data security
Deloitte Global CEO Safeguarding confidential information is
core to the services Deloitte firms provide.
Stories of impact Deloitte is committed to protecting
People
confidential and personal information,
Performance
including that of Deloitte clients and
Planet
third parties, and to continually monitor
By the numbers regulatory and legal requirements to
People support compliance.
Performance
Planet Continuing momentum
“Deloitte Global continues to be committed
About us to supporting the UN Global Compact
Deloitte core services and advancing the Sustainable Development
Locations
Goals,” says Deloitte Global CEO Punit
Renjen. “Deloitte is optimistic about the
future we are helping to build and excited
ESG alignment
Responsible operations to continue our shared quest of advancing
Reporting business, people, communities and
the world.”
29
Environmental sustainability
Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
By the numbers
People
Performance
Planet
About us Environmental sustainability continues These ambitions were agreed to by the out expectations around issues of
to be a C-suite level priority for Deloitte Deloitte Global Executive and Board human rights, labor, the environment,
Locations
and advancing Deloitte’s progress on in early FY2021 and will now serve as the integrity, ethics and anti-corruption.
sustainability and climate change roadmap for the coming decade. Some of the environmental measures
ESG alignment has been prominent on the agenda the code encourages include improving
Responsible operations of the Deloitte Societal Impact Council, Client-focused capabilities resource efficiency, minimizing and
Reporting a senior leadership group focused on The WorldClimate agenda will complement eliminating waste, developing innovative
Deloitte’s social impact and responsible the growing sustainability services provided environmental practices, and measuring
business agenda. Council participants by Deloitte firms. Offerings currently include and reducing pollution and emissions.
are drawn from across geographies and environmental sustainability services
businesses and include members related to strategy, resource productivity, For the first time, Deloitte has formally
of the Deloitte Global Board of Directors, risk mitigation, attest services and supply outlined the responsible business
the Deloitte Global Executive and other chain. Renewable energy services are also principles in which it believes, and
senior leaders. The council is co-chaired by expanding as clients explore innovative the commitments Deloitte has made
the Deloitte Global CEO and Deloitte Global supply arrangements. And Deloitte firms via Our Commitment to Responsible
Board Chair, underpinning the importance have engaged with clients on a broad range Business Practices. This includes
of this agenda. of environmental sustainability topics, Deloitte’s commitments to reduce
including energy, water, greenhouse gas the environmental impact of its own
During FY2020, one of the main activities of emissions, plastics, circular economy and operations, achieve carbon-emission-
the Societal Impact Council was to define supply chain. reduction goals and support
Deloitte’s commitment to addressing sustainability initiatives as part of the
climate change. As a result, WorldClimate, Internal initiatives most-senior-level agendas.
a new climate change strategy, was While the WorldClimate strategywas
formulated to focus the organization on being developed in FY2020, sustainability Both statements reinforce Deloitte’s
making responsible climate choices. Four activities continued to be advanced dedication to actively combat
pillars support the strategic direction: across the organization, including some climate change.
• Achieving net-zero greenhouse gas notable accomplishments.
emissions by 2030; Carbon emissions
Supplier Code of Conduct While Deloitte pursues necessary changes
• Addressing Deloitte’s internal and Our Commitment to Responsible to achieve its 2030 net-zero goal, it is also
policies and procedures to align with its Business Practices taking steps to address its current level
climate ambitions; This year, Deloitte introduced a new of emissions through offset purchases.
• Educating and inspiring Deloitte people to Supplier Code of Conduct applicable Deloitte recognizes purchasing offsets is
act on climate change; and across the organization. The code not a final solution, but rather an interim
establishes a consistent baseline for doing action while it advances its broader
• Working with ecosystems for
business with Deloitte, and sets reduction goals. All carbon emissions
collective impact.
30
Message from resulting from air travel in FY2019 were blinds used to track the sun and reduce
Deloitte Global CEO offset through the purchase of third- electricity usage from air-conditioners,
party-verified carbon credits, and the a bottling plant in the basement of the
Stories of impact purchase of a combination of renewable building to ensure glass-bottled water
People
energy or offsets to address all travel- replaces plastic bottles, and composting
Performance
related (air, auto, hotel, etc.) and all other of wet food waste.
Planet
energy-related FY2020 emissions is
By the numbers underway. The emphasis and approaches Zero-waste meeting
People for addressing residual carbon In October 2019, nearly 750 new Deloitte
Performance emissions are evolving and Deloitte will firm partners attended Deloitte’s first
Planet continue to explore appropriate zero-waste event of its kind, in Rancho
options that align with its goals and Palos Verdes, California. Working together
About us strategic direction. with the venue and a waste management
Deloitte core services vendor, 92% of materials from the meeting
Locations
Deloitte’s carbon-reduction goals set in were diverted from landfill, resulting
FY2019 included an 11% reduction in in hundreds of pounds of waste being
business travel by FY2025. In the latter recycled, composted and donated. In
ESG alignment
Responsible operations half of FY2020, the COVID-19 pandemic addition to reducing carbon dioxide
Reporting resulted in the cessation of business emissions, the event offered valuable
travel for Deloitte professionals and for lessons that will be shared across the
many Deloitte clients. This unexpected organization to encourage more zero-
forced grounding has opened up new waste meetings.
examinations of how Deloitte does
business while continuing to serve clients Contact
effectively. As the world emerges from the Kathryn Alsegaf
pandemic, Deloitte is rethinking some of Deloitte Global Internal Sustainability Leader
the traditional ways in which it operates, kalsegaf@deloitte.com
particularly business travel. Deloitte
leaders anticipate continuing to serve
clients effectively and grow the business,
while also reducing travel below
pre-pandemic levels.
Office buildings
Deloitte Africa’s new headquarters
in Waterfall City, South Africa, which
opened in FY2020, achieved a LEED
(Leadership in Energy and Environmental
Design) Silver rating in recognition of
its sustainable design. It builds on a
legacy of Deloitte landmark locations
embracing sustainability in their designs
including The Edge in the Netherlands,
The Gateway in Belgium and 1 New Street
Square in London. Environmental features
incorporated in the South Africa building
design include solar panels, rainwater
harvesting and storage, electrical
31
Respect, inclusion and diversity
Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
By the numbers
People
Performance
Planet
About us At Deloitte, we want everyone to feel they Achieving gender balance more) people to feel confident in being
can be themselves and to thrive at work—in • Deloitte leaders strive to achieve gender who they are and empowered to
Locations
every country, in everything we do, every balance across the Deloitte organization. thrive within Deloitte and within the
day. This can only be achieved by providing Deloitte Talent has set aspirational goals societies Deloitte serves.
ESG alignment a workplace culture characterized by for all Deloitte firms and has developed • Deloitte has endorsed the UN’s Standards
Responsible operations inclusive everyday behaviors and built on a consistent initiatives spanning the entire of Conduct for Business in Tackling
Reporting foundation of respect and appreciation for career lifecycle—from recruitment, Discrimination against LGBTI people (the
diversity in all its forms. promotion and succession processes LGBTI Standards) and is taking actions to
to mentoring, sponsorship and agile further LGBT+ inclusion aligned with core
Deloitte stands against systemic bias, working. Deloitte firm CEOs have areas of these standards. This includes
racism and unequal treatment. committed to deliver on these initiatives a focus on “allyship,” reverse mentoring
We take seriously our responsibility to listen, and report progress to the Deloitte and ensuring that Deloitte professionals
learn and lead the change we wish to see Global CEO, Deloitte Global Executive and are enabled to “walk in the shoes” of
in the world. Deloitte Global Board of Directors on a LGBT+ colleagues. In line with the UN
regular basis. LGBTI standard to act in the public sphere,
Deloitte’s ALL IN diversity and inclusion Deloitte is proud to be a member of the
strategy is focused not only on ensuring that • Deloitte’s focus on gender equality does Partnership for Global LGBTI Equality.
all Deloitte people live the organization’s not end with our own organization.
values and understand the importance Through several of its WorldClass
societal impact projects, Deloitte aims Supporting mental health
of an inclusive culture empowered by
inclusive leadership, but also on designing to positively impact the lives of women • Deloitte believes that supporting mental
and implementing specific interventions and girls outside our organization. health is a critical aspect of inclusion and
designed to achieve Deloitte’s diversity Stories of Deloitte’s work around the is working to address the stigma that still
goals. We are focused on providing world comprised Deloitte Global’s first- too often exists within society on this
everyone with equal opportunities to grow, ever Global Gender Impact Report. The topic. The organization recognizes the
develop and succeed in an environment report’s theme—the “Butterfly Effect”— importance of Deloitte people knowing
where we hold each other accountable illustrated how small actions can have where and how to seek support when
at all times. widespread and lasting impact. The report they are experiencing mental health
was released on International Women’s challenges, and being comfortable
The three pillars of Deloitte’s inclusive talent Day 2020. they can raise such concerns without
culture—underpinned by respect—are fear of stigma. The COVID-19 pandemic
achieving gender balance, advancing LGBT+ LGBT+ inclusion prompted Deloitte Global to develop and
inclusion and supporting mental health. • At Deloitte, we want everyone to feel they roll out a series of podcasts focusing on
can be themselves at work, without ways in which Deloitte people can look
fear of discrimination or prejudice. We after their mental health, focusing on
want our LGBT+ (lesbian, gay, bi, trans and common challenges faced during periods
32
Message from where people may be feeling especially Contact
Deloitte Global CEO worried, isolated or overwhelmed. Emma Codd
• Deloitte is proud to be a founding member Deloitte Global Inclusion Leader
Stories of impact ecodd@deloitte.co.uk
People of the Global Business Initiative, a
Performance business-led coalition being established to
Planet both advocate for and accelerate positive
change for mental health in the workplace.
By the numbers
People Deloitte offers its people opportunities
Performance
through global business resource groups
Planet
(BRGs) to connect and build networks
within Deloitte with others on gender,
About us
Deloitte core services race, religion and sexual orientation.
Locations Some Deloitte firms have also established
councils that bridge gaps between single-
Transparency and sustainability identity workplace groups, recognizing the
ESG alignment importance of intersectionality among
Responsible operations individuals’ identities—not only their
Reporting demographic characteristics, but also their
unique experiences, skills and roles both
at work and away from it.
Deloitte’s focus on inclusion has been

recognized by prominent organizations
around the globe with recent awards,
including: the 2020 Catalyst Award
for advancing women in leadership;
Universum’s first Global Diversity &
Inclusion Index; Working Mother & Avtar
Best Company for Women (India); Times Top
50 employers for Women (UK); Business
in the Community (BiTC) Gender Equality
Award in Business (UK); 2020 Careers & the
disABLED Top 50 Employers (US); Working
Mother 100 Best Companies; and more.
Providing an inclusive culture for all Deloitte

people is a long-term commitment. Deloitte
is dedicated to supporting and empowering
all of its practitioners and professionals to
achieve their full potential, and to delivering
Deloitte’s Purpose to make an impact that
matters, each and every day.
33
Leadership and governance
Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
By the numbers
People
Performance
Planet
About us Deloitte includes Deloitte Touche Tohmatsu execution that helps Deloitte perform On 1 June 2020, the Board had 21 members,
Limited (Deloitte Global), Deloitte member effectively and efficiently. seven of whom were women.
Locations
firms and each of their related entities in
more than 150 countries and territories, Deloitte Global Chief Operating Officer Deloitte Global Chair Sharon Thorne began
ESG alignment and has governance and management Mike Dougherty leads the Operating her four-year term of office on 1 June 2019.
Responsible operations structures in place at both the global and Committee. Its members include Deloitte
Reporting member firm levels. Global business operations and enabling Member firm leadership
area leaders and the largest Deloitte firms’ To foster effective and responsive
The Deloitte Global Executive chief operating officers. The group meets management within member firms, Deloitte
The Deloitte Global Executive, currently either in person or via video conference at Global has adopted standards describing
composed of 25 senior leaders from least seven times during the year. leadership and governance structures to be
Deloitte Global and select Deloitte firms, implemented by member firms, including:
is responsible for embedding Deloitte’s The Deloitte Global Board of Directors • A formal management structure, including
Purpose and advancing its strategic The Board of Directors is Deloitte Global’s an elected chief executive officer or
business priorities. The Executive also highest governing body and addresses managing partner who is responsible for
sets policies and champions initiatives its most important governance issues, managing the member firm and working
that help Deloitte make an impact that including approval of the global strategy, with the member firm’s leaders to align its
matters for Deloitte clients, Deloitte people, major transactions and the selection of strategies with Deloitte Global; and
communities and other stakeholders. The the Deloitte Global CEO. The Board has a
group meets either in person or via number of committees to support its • A governing body, such as a board of
video/conference calls at least 10 times oversight and governance role, including a directors, to facilitate sound governance
during the year. Risk and Ethics Committee and a Finance of the individual practice.
and Audit Committee.
Deloitte Global Chief Executive Officer Contacts
Punit Renjen, who began his second Board composition is diverse in terms Emily Sendall
four-year term on 1 June 2019, leads the of geography, with a proportionate Chief of Staff, Office of the Global Chair
Executive. Renjen appoints the members representation of member firms. Board emsendall@deloitte.co.uk
of the Executive, subject to approval by members are designated by individual
the Governance Committee of the Deloitte member firms that are themselves selected Michelle Varney
Global Board of Directors. based on size, the number of significant Chief of Staff, Office of the Global CEO
clients they serve and other factors. mivarney@deloitte.com
The Deloitte Global Operating
Committee Gender and business background are Jenn Price
The Deloitte Global Operating Committee considered by member firms as they Chief of Staff, Office of the Global COO
provides a vital link between strategy and designate individuals to these positions. jlprice@deloitte.com
34
Deloitte organization structure
Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
By the numbers
People
Performance
Planet
About us Deloitte is made up of firms that are Deloitte firms are not subsidiaries or • Aligning national plans, strategies and
members of Deloitte Touche Tohmatsu branch offices of a global parent, operations with those of Deloitte Global,
Locations
Limited (“Deloitte Global”), a UK private but instead comprise separate and distinct as appropriate;
company limited by guarantee. These legal entities. The Deloitte organization • Adhering to Deloitte Global’s professional
ESG alignment member firms and each of their related is not a partnership, single firm or standards, shared values, methodologies
Responsible operations entities (each a “Deloitte firm”), along multinational corporation. and systems of quality control; and
Reporting with Deloitte Global and its related entities,
form the Deloitte organization. This structure confers significant strengths, • Advising Deloitte Global of proposed joint
including a deep understanding of local ventures, mergers and other cooperation
This structure allows Deloitte to be an markets and a sense of responsibility arrangements with other Deloitte firms.
industry leader at all levels—locally, among Deloitte firm professionals, who have
nationally and globally. direct stakes in the integrity and growth of Contacts
their local practices. Danielle Almagor
Individual Deloitte firms have access to the Associate General Counsel, Deloitte Global
skills and knowledge of, and the ability to The Deloitte organization achieves dalmagor@deloitte.com
consult within, the Deloitte organization. economies of scale with centers of
They also enjoy the benefit of Deloitte’s excellence, global delivery centers and other Susan Yashar
market recognition and reputation. Deloitte network approaches that are designed General Counsel, Deloitte Global
Global itself does not provide services to to deliver a consistent level of excellence syashar@deloitte.com
clients, nor does it direct or control the around the world.
decisions Deloitte firms make with respect
to the clients they serve. Global approach
As part of the Deloitte organization,
The member firms are primarily organized Deloitte firms benefit from shared values,
on an individual country or regional basis, investments and resources that enhance
and each operates within the legal and their individual abilities to provide core
regulatory framework of its particular services to key local and global clients and
jurisdiction(s). They are separate and development opportunities to their people.
independent firms that have come together They also are able to leverage Deloitte’s
to practice under a common brand and brand, eminence and intellectual property.
shared methodologies, client service
standards, and other professional protocols Deloitte firms support and adhere to the
and guidelines. purposes and policies of Deloitte Global by:
• Conducting themselves in a manner that
sustains the reputation of the Deloitte
organization;
35
Confidentiality, privacy
Message from
Deloitte Global CEO
Stories of impact
People
Performance
and cybersecurity
Planet
By the numbers
People
Performance
Planet
About us Safeguarding confidential information is • Understanding the risk environment; • Create a cohesive, worldwide cyber
core to the services Deloitte firms provide. • Implementing policies, procedures and program with consistent, high-quality
Locations
Deloitte is committed to protecting controls designed to protect confidential security services;
confidential and personal information, and personal information; • Extend security tools worldwide
ESG alignment including that of Deloitte clients and for advanced protection of highly
third parties, and to continually monitor • Responding to potential confidentiality
Responsible operations distributed data;
Reporting regulatory and legal requirements to and privacy incidents in a timely manner;
support compliance. and • Implement and sustain leading practice
• Actively monitoring the effectiveness of technology safeguards to protect
Confidentiality and privacy confidentiality and privacy requirements confidential and personal information;
The Deloitte Global Confidentiality and across the Deloitte organization. • Prepare and implement plans to promptly
Privacy Office helps foster a culture across recover from and restore any systems that
Deloitte that emphasizes the importance Deloitte is dedicated to ensuring compliance may be adversely impacted by a cyber
of protecting confidential and personal with applicable privacy laws and regulations incident; and
information. This office sets guidelines, around the globe, including the European • Reduce the risk of unauthorized exposure
develops procedures, provides consultation Union (EU) General Data Protection of confidential or personal information.
and training, and assesses the effectiveness Regulation (GDPR) legal requirements
of controls relating to confidentiality and relating to the transfer and processing of Contacts
privacy. The Deloitte Global Confidentiality personal information. Deloitte regularly Cees de Boer
and Privacy Office works with Deloitte monitors for changes in privacy laws and Deloitte Global Chief Data Security and
Global Technology Services, including the regulations, and adjusts policies and Confidentiality Leader
Deloitte Global Cybersecurity organization, procedures when appropriate. Additionally, cedeboer@deloitte.nl
and the Deloitte Global Office of General across all business areas Deloitte has
Counsel, to understand, prepare for instituted an annual review process to verify Bethany Larson
and respond to known and reasonably compliance with our privacy policy and Deloitte Global Chief Privacy Officer
anticipated risks and threats facing our procedures. belarson@deloitte.com
environment.
Cybersecurity David Mahon
Consistent with industry leading practices The Deloitte Global Cybersecurity Deloitte Global Chief Information
for protecting confidential information, organization works with the Deloitte Global Security Officer
Deloitte has taken steps to remain secure, Confidentiality & Privacy Office, as well damahon@deloitte.com
vigilant and resilient, including: as Deloitte confidentiality, privacy and
cybersecurity professionals around the
world to execute an aggressive strategy
designed to:
36
Ethics
Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
By the numbers
People
Performance
Planet
About us Deloitte’s reputation is one of our most • The Global Code; and nonretaliation, including the third-
cherished assets. It distinguishes Deloitte • A global ethics policy that sets out the party ethics helpline Deloitte Speak Up, as
Locations
in the marketplace, differentiates Deloitte requirements for Deloitte firms’ own well as similar, third-party local services;
from the competition and enables us to ethics programs, and an Ethics Officer • A global nonretaliation policy that
ESG alignment attract the world-class talent that is our Playbook to set clear expectations articulates Deloitte’s commitment to a
Responsible operations hallmark. That’s why Deloitte’s Ethics teams and reinforce the strategic role and nonretaliatory workplace, with retaliation-
Reporting work diligently to proactively strengthen the responsibilities of Deloitte firms’ monitoring procedures to support this;
culture of integrity across the organization. Ethics officers;
Deloitte is committed to conducting • Support activities—including
business with transparency, honesty and • Ethical due diligence processes for communications, webinars and continuing
the utmost professionalism. Deloitte firm CEOs and board chairs, and education—to facilitate the sharing of
enhanced expectations for firms’ boards best practices among Deloitte firm ethics
Our Global Principles of Business Conduct of directors in governing ethical culture, teams;
(“Global Code”) outlines Deloitte’s ethical ethical risks and ethics program agendas; • An annual ethics survey, a self-assessment
commitments and expectations for • A global anti-discrimination and anti- questionnaire and other tools (such
approximately 330,000 Deloitte people harassment (including sexual harassment) as guidance for running focus group
globally, giving the organization a strong policy that sets out the requirements sessions) to measure the effectiveness of
foundation built upon indelible principles. for Deloitte firms’ own individual ethics programs across Deloitte;
At Deloitte, we have placed ethical culture policies, subject to local law. The global • An annual confirmation by all Deloitte
and values at the heart of our agenda, and policy requires anti-discrimination and professionals that they have read,
we understand the critical responsibility anti-harassment training for all Deloitte understood and are in compliance with
Deloitte has to serve the public interest. professionals upon joining and every two the Global Code; and
Driving a proactive approach to ethics and years thereafter;
building and sustaining a culture of integrity • Detailed review programs to measure and
• Deloitte ethics training programs— monitor compliance with the global ethics
helps Deloitte people make the best
including online courses, classroom policy and drive improvement in Deloitte
professional decisions every day.
programs and facilitator-led interactive firm ethics programs over time.
case discussions—and communications
The Deloitte Global Ethics team and
campaigns. Ethics training is required for External commitments
Deloitte firms’ Ethics officers continue to
all new hires upon joining Deloitte, upon Further to our internal commitments,
work closely with senior Deloitte leaders
promotion to manager (specific to their programs and approaches, and in support
to build and enhance the organization’s
roles) and for all Deloitte professionals of the principles of Deloitte’s Global
ethics program, which is composed of the
every two years; Code, we introduced Our Commitment to
following elements:
• Channels for reporting ethics issues and Responsible Business Practices and Supplier
concerns that emphasize confidentiality Code of Conduct in FY2020, codifying
37
Message from Deloitte’s long-held beliefs and principles • Support activities—including Deloitte LLP Chief Ethics & Compliance
Deloitte Global CEO around these key areas. communications, workshops and Officer Glenn Stastny.
• Deloitte’s commitment to responsible webinars—to facilitate the sharing of • Ethics Research Center. Glenn Stastny is
Stories of impact best practices;
People
business is rooted in our Purpose—175 a member of the board of directors.
Performance years of making an impact that matters for • Annual Deloitte firm anti-corruption
• Center for Professional Responsibility
Planet our people, society and clients. It outlines self-assessments and guidance and tools in Business and Society, University of
the responsible business principles we (such as guidance on anti-corruption Illinois College of Business.
By the numbers believe in and the commitments testing and monitoring) to measure the Glenn Stastny is a member of the
People we have made. These are embedded effectiveness of anti-corruption programs
Performance advisory board.
in our policies and inform our across Deloitte;
Planet decision making.
• A globally consistent process to Contacts
About us • Deloitte’s Supplier Code of Conduct perform anti-corruption due diligence on Deborah Rheder
Deloitte core services (“Supplier Code”) outlines our nonclient third parties, including Deloitte Global Chief Ethics Officer
Locations expectations of suppliers—that they subcontractors, marketplace alliances, drheder@deloitte.com
support our commitment to doing not vendors and suppliers;
Transparency and sustainability only what is good for business, but also Mohammed Ahmed
• A globally consistent methodology and
ESG alignment what is good for Deloitte people and the Deloitte Global Anti-Corruption Leader
Responsible operations process for Deloitte firms to perform
communities in which they live and work. mahmed@deloitte.com
Reporting corruption risk assessments;
Anti-corruption commitment • An annual confirmation from each Jasmine Tsang
Deloitte actively supports multiple efforts member firm to Deloitte Global that all Deloitte Global Deputy Chief Ethics Officer
to eradicate corruption throughout the of its people have read, understood jatsang@deloitte.ca
world. Deloitte Global was an early signatory and agree to comply with the local anti-
to the United Nations Global Compact corruption policy and are not in violation
(UNGC) and to the World Economic of this policy; and
Forum’s Partnering Against Corruption • A review program to assess compliance
Initiative (PACI). with Deloitte Global anti-corruption
policies and drive continuous
The Deloitte Global Anti-Corruption team improvement in Deloitte firm anti-
and Deloitte firm Anti-Corruption leaders corruption programs.
work closely with senior Deloitte leaders to
build and enhance a globally consistent Multilateral initiatives
anti-corruption program across the Deloitte plays a role in various external
Deloitte organization, which includes the efforts to promote ethical conduct in the
following elements: business world. These include:
• A Deloitte Global anti-corruption policy • Business and Industry Advisory
that includes requirements for Deloitte Committee (BIAC) to the Organization
firms’ own anti-corruption programs for Economic Corporation and
and addresses matters such as bribery, Development. Gerrie Lenting, partner,
facilitation payments, political Deloitte North and South Europe, is vice
and charitable contributions, and gifts chair of the BIAC task force on anti-bribery
and entertainment; and corruption.
• Anti-corruption training that includes • University of Notre Dame Deloitte
applicable policies, corruption red flags Center for Ethical Leadership.
and case scenarios; Members of the advisory board include
several Deloitte LLP (US) leaders, including
38
Independence
Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
By the numbers
People
Performance
Planet
About us Independence and quality are essential to issued by the International Ethics Standards global policies, quality controls, tools and
Deloitte’s objectivity, integrity, impartiality, Board for Accountants (IESBA) and on practice-support activities.
Locations
responsibility to the investing public, the independence standards of the US
and ability to attract and retain clients. Securities and Exchange Commission Elevating the focus
ESG alignment Standards for independence are shaped (SEC) and the Public Company Accounting Deloitte faces dynamic regulatory
Responsible operations by legislation, regulations, professional Oversight Board (PCAOB). When applicable environments in which national
Reporting requirements and public expectations. national or regional requirements are more rulemaking often has broad-reaching
Maintaining independence in fact and restrictive than the requirements in Deloitte global implications. Deloitte Global
appearance is a professional obligation to Global’s policies, Deloitte firms and their Independence leaders continually engage
which all Deloitte professionals must adhere. professionals and practitioners must meet with external professional bodies and
those jurisdictions’ requirements, as well. regulators to advance the development of
Protecting the public interest independence requirements around the
The Deloitte Global Board of Directors has Maintaining independence world. Internally, Deloitte Global provides
adopted robust independence policies and Deloitte frequently serves the same clients Deloitte professionals worldwide with
implemented procedures (including global in multiple jurisdictions. Each Deloitte information and guidance on independence
systems and tools) to help Deloitte and its firm considering whether to accept a new issues, as well as enabling technologies to
people safeguard their objectivity. client or a new engagement at an existing raise awareness and help them comply with
client must consider the independence rapidly changing and increasingly complex
All Deloitte people are required to requirements in all applicable jurisdictions. requirements. Deloitte leadership reinforces
follow the independence policies and For existing audit clients, a Deloitte the importance of compliance with
procedures, which address professional firm must evaluate the independence independence and related quality control
and regulatory requirements related implications of other Deloitte firms’ standards, thereby setting the appropriate
to the provision of services, business relationships with that client, including the tone at the top and instilling its importance
relationships, employment relationships provision of non-audit services. into the professional values and culture
and financial interests. of Deloitte.
Each Deloitte firm has a partner responsible
These independence policies and for independence quality controls, including Contacts
procedures are designed to help Deloitte monitoring compliance with those controls. Wallace Gregory
professionals understand and meet On an annual basis, all Deloitte firms report Deloitte Global Independence Leader
independence standards and regulatory to Deloitte Global that they have conducted wgregory@deloitte.com
requirements to achieve excellence procedures for determining that their
in service delivery. These policies and firm and professionals are in compliance Denise Canavan
procedures are based, for the most with Deloitte Global’s independence Managing Director, Deloitte Global
part, on the International Code of Ethics policies. Deloitte Global performs ongoing Independence
for Professional Accountants (including monitoring activities of Deloitte firms, decanavan@deloitte.com
International Independence Standards) enabling continuous enhancements to
39
Global security
Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
By the numbers
People
Performance
Planet
About us Threats come in many sizes and forms, resources, delivered by a leading emergency include location-specific security briefings to
including geopolitical instability, crime, medical and security provider, to respond in hotel and transportation recommendations,
Locations
natural disasters, and most recently, such situations. on-the-ground project logistics, and direct
global pandemics. The Deloitte Global security support, as needed. In doing so,
ESG alignment Security Office (GSO) works with Deloitte Risk awareness for travelers and an external network of specialized security
Responsible operations firms worldwide to help keep Deloitte Deloitte firms providers based in high-risk locations is
Reporting professionals safe, particularly during Response to the COVID-19 pandemic available to assist.
times of emergency or when Deloitte firms was a primary focus area during the latter
are called upon by clients to work in half of FY2020. The GSO tries to make sure all Deloitte
higher-risk areas. people are aware of particular risks before
The GSO team directly supported Deloitte they travel. Deloitte professionals have
An ongoing GSO focus is increasing firms and all Deloitte travelers during the access to a comprehensive travel security
Deloitte’s resiliency by working with initial virus outbreak and subsequent website containing the latest security
Deloitte firms to formulate and implement declaration of a global pandemic. Efforts bulletins, assessments, country risk ratings
effective business-continuity programs. included issuing travel restrictions for areas and other resources.
The GSO’s regional managers help enhance hardest hit by the virus, apprising Deloitte
Deloitte’s security and crisis response firms of the latest developments, monitoring In FY2020, the GSO team responded to
capabilities through on-site visits, meetings potential impacts to Deloitte people, multiple natural disasters, geopolitical
with Deloitte firm managing partners working with Deloitte firms on return to threats and more than 405 medical cases
and working with the Global Security physical premises strategies, and assisting involving traveling Deloitte professionals.
Council made up of security officers from lead client service partners globally in The team also:
each Deloitte firm. reviewing Deloitte’s business continuity and • Implemented new global security
response plans with clients. standards and policies with all Deloitte
Keeping Deloitte safe firms completing an initial self-assessment
The GSO team tracks world events on a Regular calls were held with Global process and developing specific mitigation
daily basis for potential impacts on Deloitte Security Council members to provide plans to increase consistency the globe.
people and offices. Whenever a crisis occurs, updated medical and public health
the GSO responds swiftly to help Deloitte recommendations, as well as to share best • Operationalized the Deloitte Global
firms account for the safety of their people, practices across the Deloitte organization. Emergency Communications system
provide necessary relief and resume normal to provide enhanced capabilities to
business operations as soon as possible. Prior to the COVID-19 pandemic impact on quickly locate and account for the
international travel, the GSO team assisted safety of Deloitte people during times of
Health emergencies also can affect Deloitte more than 960 engagement teams around emergency. During FY2020, the
professionals while traveling or assigned the world. Such support can range from system was used in response to multiple
overseas, so Deloitte maintains 24-hour designing comprehensive security plans that world events.
40
Message from • Developed a Global Security mobile app
Deloitte Global CEO to put the latest security alerts, country
risk ratings, security advice and other
Stories of impact resources in the hands of Deloitte people.
People
This new app complements Deloitte’s
Performance
existing emergency medical and travel
Planet
security mobile app.
By the numbers
People Contacts
Performance Ted Almay
Planet Deloitte Global Chief Security Officer
talmay@deloitte.com
About us
Deloitte core services Sean Toohey
Locations
Deloitte Global Deputy Chief
Security Officer
ESG alignment
stoohey@deloitte.com
Reporting
41
Public interest
Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
By the numbers
People
Performance
Planet
About us What people expect of business is operating model and internal controls. are some examples of how these services
fundamentally changing, as is the definition Deloitte understands that while this remains benefit the public interest.
Locations
of what it means to act in the public interest. a critical component, its public interest
In a world of uncertainty, business must responsibilities have expanded to include Audit
ESG alignment help address society’s most intractable issues such as sustainability and societal Deloitte provides audit and assurance
Responsible operations problems. Serving the public interest impact. Consistent with its commitment services that serve the public interest by
Reporting requires going beyond the economic to purpose and to act in the public enabling trust and transparency across
context to include the interplay among interest, Deloitte aims to be transparent and between stakeholders in the financial
business behavior, financial markets, and about nonfinancial measures of business reporting ecosystem. Deloitte’s independent
the long-term health and sustainability of performance and provides disclosure of auditors help the capital markets system
society and the planet. wider environmental, social and governance function with greater confidence, attesting
(ESG) metrics. Deloitte shares these public to or expressing opinions as to whether
Today’s business organizations should see interest metrics through the lens of its financial statements, internal controls
themselves as serving ends that go beyond services, people and operations, as well as and regulatory reports are prepared
financial success. Deloitte advocates for its impact on society. in accordance with identified financial
every company to define its overarching reporting frameworks.
purpose and offer a clear explanation Services
of how it makes a positive impact in Deloitte’s commitment to responsible Deloitte is committed to constant
society, not only for shareholders, but business underlies everything we do. It’s enhancement of relevant and reliable audit
also for customers, employees, suppliers, more than just doing the right thing; processes that are increasingly essential
communities and the planet. This reflects it’s about using our spheres of influence to investor confidence and to the ongoing
Deloitte’s own purpose-led approach, one to foster respect and illustrate how we vitality of capital markets. Audit quality
that’s shared increasingly throughout the live our Purpose and Shared Values through remains a top priority and key focus for
business community and articulated by the the company we keep to make an impact. Deloitte. Ongoing investments in audit
US Business Roundtable’s statement on the This is articulated in Our Commitment quality, transformation, innovation and
purpose of a corporation. It is important to Responsible Business Practices technology demonstrates Deloitte’s
that companies track and report on the statement, which outlines our beliefs and commitment to fulfilling its public interest
results of their efforts to live up to the the commitments we have made. role and enhancing trust.
purposes they define for their enterprises.
Traditionally for organizations that provide Deloitte provides audit, tax, consulting, Tax
audit and assurance services, the concept of risk and financial advisory services Deloitte helps businesses be compliant by
public interest focused on providing reliable around the world—always striving to act guiding them through rapidly changing
information for capital markets, specifically in the public interest, exercise the and complex domestic and international
around a company’s management, its highest ethical standards and deliver tax laws.
the highest-quality services. Following
42
Message from Deloitte practitioners’ advice is subject People • Educating and inspiring Deloitte people to
Deloitte Global CEO to high ethical standards, rigorous Deloitte hires someone new every eight act on climate change; and
quality control and technical reviews, the minutes around the world. Once hired, we • Working with ecosystems for
Stories of impact Deloitte Global Code of Conduct, and local go to extraordinary lengths to support our
People collective impact.
professional standards. As part of ensuring people, and are especially committed to
Performance
the quality, consistency and integrity of making efforts toward increasing gender View environmental sustainability goals
Planet
our advice, Deloitte has developed global representation at all levels across Deloitte.
By the numbers tax principles that are adhered to by our tax We believe that working with people of Contact
People practitioners around the world. different backgrounds, cultures and thinking Kyra Kaszynski
Performance styles helps our people grow into better Associate Director, Deloitte Global
Planet Deloitte tax practitioners also contribute to professionals and leaders. Public Policy
the public interest by providing pro bono tax kkaszynski@deloitte.com
About us services to charitable organizations globally View talent metrics
Deloitte core services that support poverty relief, humanitarian
Locations
efforts, refugee mentoring, higher education Society
and many other critical areas. For example, Deloitte is committed to making an impact
Deloitte Canada practitioners prepared tax that matters on society. Through Deloitte’s
ESG alignment
Responsible operations returns for approximately 300 front-line WorldClass ambition, we are focusing on
Reporting health care workers on a pro bono basis. developing job skills, improving educational
outcomes, and creating opportunities for
Financial advisory those left behind in the Fourth Industrial
Deloitte forensic advisers help companies Revolution. Our ambition is to empower 50
and governments combat the trillions million people worldwide by 2030.
of dollars of damage wrought by fraud,
economic and financial crime. In the last View societal investment metrics
five years, Deloitte has handled more
than 15,000 fraud, waste and abuse Operations
(FWA) investigations and financial crime Deloitte’s commitment to sustainability
engagements to help clients proactively drives us to manage our operations
identify and respond to malfeasance; responsibly and champion environmentally
implement systems to monitor and detect sustainable initiatives across the
issues; and quickly and efficiently address organization globally. We believe we must
incidents. By stopping bad actors from lead the way to build a better, stronger
accessing illegal funds, Deloitte helps stem and more sustainable world. WorldClimate,
the tide of terrorist financing, drug and Deloitte’s climate change strategy, was
human trafficking, wildlife exploitation, formulated in FY2020 to focus the
counterfeit goods manufacturing and abuse organization on making responsible climate
of the health care system. choices. Four pillars support the
strategic direction:
In the Infrastructure and Capital Projects • Achieving net-zero greenhouse gas
sector, Deloitte oversees billions of dollars emissions by 2030;
of construction projects, assists clients on
green-energy transformation efforts, and • Addressing Deloitte’s internal
works side-by-side with public and private policies and procedures to align with its
clients to develop infrastructure needed to climate ambitions;
support COVID-19 testing to improve the
health, infrastructure and environmental
impact in the world.
43
Audit public interest metrics
Message from
Deloitte Global CEO Commitment to quality and excellence
Continually and relentlessly raising the standards of quality to deliver trust on the questions
Stories of impact that matter most to the public interest and to all stakeholders.
People
Performance
Planet Deloitte’s investments in quality
Deloitte is committed to making ongoing investments that improve audit quality across the Deloitte organization. The
By the numbers Global Center of Excellence for Audit Quality has 720 people supporting consistent execution on PCAOB and other
People engagements worldwide.
Performance
Planet
Holding ourselves accountable
About us
Deloitte core services Ongoing investments in a holistic quality monitoring and measurement program helps ensure that internal monitoring
Locations of engagement quality and systems of quality control is at least as stringent as the most rigorous inspections conducted
by regulators.
ESG alignment Investing in robust monitoring programs
Reporting
Single global platform More than 1,500 engagements
for consistent monitoring 350,000 hours spent on reviewed annually in accordance with
and measurement of reviews of engagements and the globally mandated monitoring
audit quality activities systems of quality control. program covering all Deloitte firms
across Deloitte. and more than 150 geographies.
60 engagements subject to 88 independent Deloitte 170,000 engagements subject to in-

practice review by a partners and professionals flight monitoring via automated
Deloitte Global team supervise and review diagnostics.
annually. monitoring activities across the Almost 6,000 focus area reviews (or
Deloitte organization to ensure "health checks") conducted per year
independence, objectivity and on “live” engagement files.
global consistency.
A program of continuous quality improvement
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.
Internal and external engagement review outcomes:

In the final year of IFIAR’s inspection
15% of engagements 64% reduction in non-US findings improvement target, Deloitte’s
reviewed were rated PCAOB engagements with Part rate of in-scope engagements with 1+
noncompliant for 2019. 1 findings from 2015-2018. finding was 27%. The GPPC* networks’
aggregate rate was 31%.
**The Global Public Policy Committee (GPPC) is the global forum of representatives from the six largest accounting networks: BDO, Deloitte, EY, Grant
Thornton, KPMG and PwC, which has as its public interest objective the enhancement of quality in auditing and financial reporting.
44
Public policy
Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
By the numbers
People
Performance
Planet
About us Deloitte participates in policy discussions Deloitte professionals help advance these Contacts
on some of today’s most important issues by working with key stakeholders Rik Vanpeteghem
Locations
socioeconomic challenges, seeking within economies and supranational Deloitte Global Public Policy Leader
outcomes that serve the public interest. organizations, such as: rvanpeteghem@deloitte.com
ESG alignment Deloitte Global’s public policy program • Group of 20 (G20), including the Business
Responsible operations engages meaningfully with policymakers 20 (B20); David Gruner
Reporting and key influencers to make an impact Associate Director,
that reinforces trust and confidence in the • Organization for Economic Co-operation Deloitte Global Public Policy
capital markets and promotes growth and Development (OECD), including davgruner@deloitte.com
and opportunity for all. Business at OECD (BIAC);
• Asia-Pacific Economic Cooperation Forum
Deloitte Global’s public policy program (APEC);
focuses its attention on priority topics
• International Organization of Employers
shaping the debate, including: advocating for
(IOE);
a corporate reporting ecosystem that’s safe,
transparent and accountable; preparing • US Council for International Business
tomorrow’s diverse workforce with the (USCIB); and
appropriate skills and qualifications to find • World Trade Organization (WTO).
meaningful jobs and purpose; informing
the future of regulation in an era of Deloitte Global’s public policy program
exponential technological advancement; is complemented by Deloitte firm public
and supporting a holistic approach to policy programs active at both local
measuring social progress. and regional levels. Together, Deloitte
Global and Deloitte firms coordinate
The unique breadth of Deloitte’s businesses public policy activities, engagement
and the perspectives gained by working and positions across geographies and
with clients, communities and other businesses, amplifying impact and influence.
key stakeholders—including investors,
regulators and professional bodies—inform
Deloitte’s voice and channel our efforts to
foster dialogue for an inclusive, consistent
and forward-looking public policy agenda.
45
Risk management
Message from
Deloitte Global CEO
Stories of impact
People
Performance
Planet
By the numbers
People
Performance
Planet
About us Because the risk landscape continues to Globally consistent and scalable Promoting trust, confidence
be volatile, uncertain and complex—with policies and processes and value
Locations
increasing demands from clients and greater The Deloitte Policies Manual (DPM) is the During FY2020, Deloitte Global
scrutiny from regulators, legislators and central repository for policies applicable implemented a number of strategic actions
ESG alignment other governmental authorities—Deloitte to Deloitte firms. It provides the basis for to further enhance its risk-intelligent culture
Responsible operations continues to focus relentlessly on quality Deloitte member firms to establish and and drive continuous improvements in QRM.
Reporting and risk management (QRM), actively implement globally consistent and rigorous They included:
monitoring, strengthening and improving its QRM processes and sets forth policies for • Working closely with Deloitte firms to
risk management processes and procedures, which compliance is mandatory. The DPM identify, assess and mitigate the risk
and promoting a consistent risk-intelligent also includes a specific policy requirement impact of COVID-19 on Deloitte clients,
culture where Deloitte professionals learn for each member firm to appoint a senior people and operations, and overall,
from others’ experiences. and experienced “reputation and risk leader” how these risks impact Deloitte Global’s
(RRL) who is responsible for leading their risk profile;
Many risks, if they materialized, could impact member firm’s QRM program and structure,
Deloitte’s ability to achieve its business with full support from senior risk leaders • Conducting an annual ERF refresh
strategies—including the protection and in each of the member firm’s businesses. assessment of the top strategic risks
preservation of Deloitte’s reputation and The RRLs are part of the member firms’ facing Deloitte Global and launching new
brand, and delivery of consistent, high- executive leadership teams. activities to continue to mature the ERF,
quality services across the organization. including emerging-risk scanning; the
That’s why Deloitte Global’s vigilant Practice reviews development of proactive risk dashboards;
enterprise risk framework (ERF) is designed Practice reviews serve as a critical and improving the alignment of Deloitte
to proactively identify, manage, monitor inspection and monitoring mechanism and businesses’ and member firms’ ERFs with
and respond to risks. The ERF includes are a critical component of Deloitte’s system Deloitte Global’s ERF;
processes to analyze both the internal and of quality control and risk management. • Further enhancing member firms’ QRM
external environments for developments Each Deloitte firm is responsible for structures to enable proactive risk
that could impact Deloitte’s risk exposure conducting its own practice reviews under identification, mitigation and reporting;
and identify and respond to new and the guidance and oversight of Deloitte
• Developing and issuing to the Deloitte
emerging trends that could affect the Global. Held at least once every three years,
organization a number of new policies
Deloitte organization’s resiliency to these reviews assess whether Deloitte firms
covering various key topics, including
those risks. comply, at a minimum, with DPM policies;
anti-discrimination and anti-harassment;
if DPM policies are operating effectively in
COVID-19—serious communicable
practice; and the quality of work performed
diseases; and revising privacy, anti-
and services delivered by Deloitte firms.
corruption and ethics policies to align
to recent changes in regulation and
requirements and evolving risks; and
46
Message from • Continuing to mature member firm
Deloitte Global CEO crisis management capabilities via
reinforcement of Claims and Events
Stories of impact Management Policy (PM30) requirements,
People
implementation protocols/guidance for
Performance
Deloitte Global and member firms, and
Planet
conducting war gaming exercises.
By the numbers
People Contacts
Performance Patricia Reda
Planet Associate Director, Deloitte Global Risk
preda@deloitte.com
About us
Deloitte core services Erika Schmidt
Locations
Senior Managing Director, Deloitte
Global Risk
ESG alignment
erschmidt@deloitte.com
Reporting
47
Reporting process
Message from
Deloitte Global CEO
Stories of impact
People
Performance
and materiality
Planet
By the numbers
People
Performance
Planet
About us Annual reporting is an opportunity to Topics can be material either within Deloitte,
provide stakeholders with a big-picture outside of Deloitte, or both. They also
Locations
view of the Deloitte organization, can be geographically bound. Except as
Deloitte client service work, and Deloitte’s noted below, all topics shown in the matrix
ESG alignment ongoing commitments to our people and are material to Deloitte Global, Deloitte
Responsible operations society. As a professional services network, firms, or both. Client satisfaction is clearly a
Reporting understanding and engaging the interests topic of importance to Deloitte clients.
and concerns of stakeholders is embedded Other topics material to regulators,
in Deloitte’s drive for excellence. Deloitte suppliers and Deloitte clients include
identifies key stakeholders as those who: privacy and data security, ethics and
• Help influence Deloitte’s success; integrity, supply chain management, and
labor conditions. Several issues are
• Are highly affected by what Deloitte does; also material to society at large, such as
• Affect the markets, regulations and community engagement, public policy
industries in which Deloitte operates; or engagement and climate change. Water is
predominantly material outside of Deloitte
• Affect the supply of resources that
(e.g., water used by suppliers in producing
Deloitte firms need to serve clients, talent
products or services Deloitte consumes)
and society.
and is primarily material to society in
geographic locations with water scarcity
Continual engagement with key
issues. In light of the global pandemic,
stakeholders by Deloitte people is
health and safety have become elevated
supported by a periodic, in-depth
concerns both internally and externally.
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 significant
economic, environmental and social impacts,
or substantively influence the assessments
and decisions of stakeholders. Topics
were classified into three categories
according to their relative rankings
on a materiality matrix.
48
Materiality
Message from
Deloitte Global CEO
Stories of impact
People
Performance
matrix
Planet
By the numbers
People
Performance
Issue is of critical strategic interest to Deloitte
Planet
and stakeholders
Issue is actively managed
About us Frequent interaction with key stakeholders occurs
Locations Client satisfaction
Climate change Issue actively managed by Deloitte and discussed with
Community engagement constituents that have a direct stake
ESG alignment Diversity, equity and inclusion
Responsible operations Ethics and integrity Issue of concern to select Deloitte firms and stakeholders
Reporting Health and safety Generally managed through local programs
Privacy and data security
Important to stakeholders
Training and education
Category Areas included
Community Corporate responsibility commitment

engagement and a range of humanitarian and societal
Compensation and benefits impact such as pro bono, volunteerism
Energy management and philanthropy, and focused collaborations
Public policy engagement
Supply chain Ethics and Anti-corruption, protection of public
Work/life fit integrity interest, transparency, professional
performance, corporate responsibility
commitment, compliance, governance
Labor conditions and risk management
Paper management
Waste management Privacy and Deloitte client and people data retention
Water management data security and cybersecurity
Public policy Public policy positions, professional

Significance of Deloitte’s economic, environmental and societal impacts engagement standards
49
Performance
Message from
Deloitte Global CEO
Stories of impact
People
Performance
metrics
Planet
By the numbers All metrics shown below reflect aggregate performance across the Deloitte organization except where otherwise noted.
People REVENUE FY2020 FY2019 FY2018
Performance
Planet Revenue US$ billion
Revenue (1) 47.6 46.2 43.2
About us
Revenue growth Percentage growth in US dollars/local currency
Locations Revenue growth (1) 3.9%/5.5% 6.9%/9.4% 11.3%/8.2%
Revenue by business area
ESG alignment Audit & Assurance 9.9 10.2 10.2
Responsible operations Consulting 19.8 18.7 16.5
Reporting
Financial Advisory 3.8 3.8 3.6
Risk Advisory 5.6 5.3 5.0
Tax & Legal (2) 8.7 8.3 7.9
By region
Americas 25.3 24.2 22.1
Europe/Middle East/Africa 15.0 15.0 14.5
Asia Pacific 7.5 7.1 6.6
By industry
Consumer (3) 10.6 10.8 10.1
Energy, Resources & Industrials (3) 7.9 7.7 6.4
Financial Services 12.7 12.4 11.8
Life Sciences & Health Care 4.3 4.3 4.1
Government & Public Services 6.8 5.3 5.4
Technology, Media & Telecom 5.3 5.6 5.3
TALENT FY2020 FY2019 FY2018
Workforce 334,800 312,028 286,214
By level
Partners and principals (4) 14,266 13,411 12,250
Professional staff (5) 265,503 251,584 226,547
Administrative staff (6) 55,031 47,033 47,416
By region
Americas 149,760 139,488 125,180
50
Europe/Middle East/Africa 109,340 102,614 99,493
Message from Asia Pacific 75,700 69,926 61,541
Deloitte Global CEO
Talent by gender
Stories of impact By region and gender—male
People
Overall 184,057 174,725 161,228
Performance
Planet Americas 84,260 80,187 71,488
By the numbers
People Asia Pacific 39,562 36,829 34,310
Performance By region and gender—female
Planet
Overall 150,743 137,303 124,986
About us Americas 65,500 59,301 53,692
Locations
Asia Pacific 36,138 33,097 27,231
Transparency and sustainability Percentages of women
ESG alignment
Responsible operations Overall 45% 44% 44%
Reporting Among partners, principals and directors (4) (5) 24% 23% 23%
Among managers (5) 35% 34% 35%
Among new hires 47% 45% 44%
Among new partners, principals and director 29% 26% 25%
admissions (4) (5)
Percentages of women in leadership and governance bodies
On Deloitte Global's Board of Directors 30% 16% 16%
On Deloitte Global's Executive Committee 16% 17% 17%
Turnover
Turnover rate 21% 21% 20%
Rate by region
Americas 18% 16% 16%
Europe/Middle East/Africa 22% 24% 23%
Asia Pacific 24% 23% 23%
Rate by gender
Male 21% 20% 19%
Female 21% 21% 20%
New hires
Total new hires 88,822 90,540 77,390
Total new hire rate (7) 27% 29% 27%
By region
Americas new hires 33,232 35,910 29,417
Americas new hire rate (7) 22% 26% 23%
Europe/Middle East/Africa new hires 32,170 32,348 28,337
51
Europe/Middle East/Africa new hire rate (7) 29% 32% 28%
Message from Asia Pacific new hires 23,420 22,282 19,636
Deloitte Global CEO
Asia Pacific new hire rate (7) 31% 32% 32%
Stories of impact By level
People
New partners and principals (4) 574 426 457
Performance
Planet New managers 9,613 10,244 7,602
New staff 67,790 70,166 60,411
By the numbers
People New administrative staff 10,845 9,704 8,921
Performance Recruiting and learning
Planet
Total number of RMS (Recruitment and Mobility 2,800,000 3,200,000 2,280,000
About us
System) applications
Deloitte core services Number of internships 20,000 19,000 18,000
Locations
Hours of training per full-time equivalent (8) 43 47 46
Transparency and sustainability SOCIETAL IMPACT FY2020 FY2019 FY2018
ESG alignment Percentage of workforce covered by reported data. 99% 98% 99%
Responsible operations Extrapolations have not been made.
Reporting
Monetary value of community investments US$ million
Community investments (9) 265 244 218
By source
Total donations 91 89 78
Deloitte firm and foundation donations 64 59 51
(monetary and in-kind)
Donations by Deloitte people (to Deloitte firm- 27 29 27
supported organizations and fundraisers)
Costs for managing societal impact programs 21 20 14
Total value of volunteer and pro bono work by
153 136 126
Deloitte people
Deloitte firm pro bono work 57 47 43
Skills-based volunteering 50 44 42
Traditional volunteering 46 44 41
By contribution area
Contributions toward education and skills-building 40% 36% 33%
Value of pro bono and skills-based volunteering 70% 67% 67%
as percentage of value of all volunteering and pro
bono work (9)
Hours of community investments Thousand hours
Total hours of volunteer and pro bono work by 1,537 1,358 1,306
Deloitte people
Deloitte firm pro bono work 364 346 311
52
Skills-based volunteering 719 568 596
Message from Traditional volunteering 455 444 399
Deloitte Global CEO
ENVIRONMENTAL SUSTAINABILITY FY2020 FY2019 FY2018
Stories of impact Percentage of workforce covered by reported data. 94% 96% 94%
People Metrics are extrapolated to cover entire workforce.
Performance Greenhouse gas emissions Metric tonnes CO2e
Planet
Total GHG emissions with carbon offsetting
By the numbers Operations and travel (10) 1,633 522,980 941,555
People
Performance Operations, travel, and purchased goods & services 1,862,626 2,164,571 n/a
Planet (PG&S) (11)
Carbon offsets
About us
Voluntary carbon offsets (retired) 686,229 494,824 0
Locations Total GHG emissions without carbon offsetting
Operations and travel (10) 687,862 1,017,804 941,555
ESG alignment Operations, travel, and PG&S (11) 2,548,855 2,659,395 n/a
Responsible operations GHG emissions by scope and source
Reporting
Scope 1: Fuel combustion in buildings 11,554 18,174 16,354
Scope 1: Vehicle fleet (internal combustion engine) 37,032 43,727 46,102
Scope 2: Electricity in buildings (market-based) 53,625 201,333 186,996
Scope 2: Vehicle fleet (electric) 919 438 473
Scope 3: Business travel: air travel (12) 383,002 494,824 458,390
Scope 3: Business travel: other sources (13) 201,730 259,309 233,240
Scope 3: Purchased goods & services 1,860,993 1,641,591 n/a (11)
Intensity measures—GHG emissions per full time equivalent MT CO2e/FTE
Operations and travel 2.1 3.3 3.3
Operations, travel, and PG&S 7.9 8.5 n/a
Intensity measures—GHG emissions per dollar of revenue Kg CO2e/$000 USD
Operations and travel 14.4 22.0 21.4
Operations, travel, and PG&S 53.5 57.6 n/a
Scope 2 GHG emissions by methodology MT CO2e
Electricity (market-based) 54,544 201,333 186,996
Electricity (location-based) 197,413 210,997 186,996
Performance towards science-based GHG reduction goals
Scope 1 &2 reduction from FY2019 -61% Base year (14) n/a (14)
Goal: 70% reduction by FY2030 from FY2019 levels
Scope 3: Business travel reduction per FTE -25% Base year (14) n/a (14)
Goal: 50% reduction per FTE by FY2030 from
FY2019 levels
53
Scope 3: Suppliers of goods and services and Under evaluation Not evaluated Not evaluated
Message from business travel
Deloitte Global CEO Goal: 67% (by emissions) set science-based targets
by 2025
Stories of impact Energy usage Terajoule (TJ)
People
Energy consumption within the Deloitte organization
Performance
Planet Total energy 2,312 2,590 2,509
Renewable electricity 1,119 199 170
By the numbers
People Non renewable electricity 403 1,393 1,335
Performance Natural gas 200 245 232
Planet
Gasoline 320 348 326
About us Diesel fuel 271 405 447
Energy consumption outside the Deloitte organization
Locations
Gasoline 1,360 1,663 1,790
Transparency and sustainability Diesel fuel 7 13 28
ESG alignment
Responsible operations Material usage Metric tonnes
Reporting Paper usage 2,498 3,279 4,109
Percent of recycled input materials used based on 22% 18% 15%
estimate of recycled content paper
Non-renewable materials used 1,959 2,691 3,508
Renewable materials used 539 588 601
Note: Global figures are aggregated across the global Deloitte organization. Due to rounding, sum of revenue by business 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 is based on continuing operations. Revenue from businesses sold in FY2019 have been excluded from FY2019 numbers which have been
adjusted from the figure published in September 2019 ($46.2B). Without this adjustment FY2020 total revenue LC growth is 4.7%.
(2) “Deloitte Legal” means the legal practices of Deloitte Touche Tohmatsu Limited member firms or their affiliates that provide legal services. For legal and regulatory reasons,
not all member firms provide legal services.
(3) FY2018 values restated to align with FY2019 change to industry sectoral grouping.
(4) “Partners” refers to Deloitte member firm partners only.
(5) For purposes of this report, professional staff is defined as individuals spending at least 50% of their time serving clients.
(6) For purposes of this report, administrative staff is defined as individuals spending less than 50% of their time serving clients.
(7) Per the Global Reporting Initiative Indicator Protocol, the rate is calculated using the total Deloitte people at the end of the reporting period.
(8) Represents a lower bound for measures of learning because certain types of training are not tracked in the online learning platforms.
(9) FY2019 values restated due to data clarification.
(10) Electricity emissions were calcualted using market-based methodology.
(11) Purchased goods & services emissions were calculated starting with FY2019 to provide a complete baseline for science based carbon
reduction targets. FY2018 PG&S emissions data has not been calculated. We expect our methodology to calculate PG&S emissions to mature over
the next reporting cycles and shift towards using actual data from suppliers. Please see Basis of Reporting for additional detail.
(12) Air travel emissions inclusive of radiative forcing would be 724,432 metric tonnes CO2e in FY2020 and 935,937 metric tonnes CO2e in FY2019.
(13) FY2018 data includes a limited amount of emissions from employee commuting.
(14) Science-based goals were set with a FY2019 base year, therefore performance tracking is available starting from FY2020.
54
“Deloitte,” “us,” “we” and “our” refer to one or more of Deloitte Touche Tohmatsu Limited (“DTTL”), its global network of member firms, and their related
entities (collectively, the “Deloitte organization”). DTTL (also referred to as “Deloitte Global”) and each of its member firms and related entities are
legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL member firm and
related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see
www.deloitte.com/about to learn more.
Deloitte is a leading global provider of audit and assurance, consulting, financial advisory, risk advisory, tax and related services. Our global network
of member firms and related entities in more than 150 countries and territories (collectively, the “Deloitte organization”) serves four out of five Fortune
Global 500® companies. Learn how Deloitte’s approximately 330,000 people make an impact that matters at www.deloitte.com.
This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited (“DTTL”), its global network of member firms
or their related entities (collectively, the “Deloitte organization”) is, by means of this communication, rendering professional advice or services. Before
making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser.
No representations, warranties or undertakings (express or implied) are given as to the accuracy or completeness of the information in this communication,
and none of DTTL, its member firms, related entities, employees or agents shall be liable or responsible for any loss or damage whatsoever arising directly
or indirectly in connection with any person relying on this communication. DTTL and each of its member firms, and their related entities, are legally separate
and independent entities.
© 2021. For information, contact Deloitte Global.

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Repair and

Message from By the numbers Transparency and sustainability

Our commitment influence to promote equality and justice

People who can Everyone wants to feel they can be

and efficient. and achieve gender balance across the

The pandemic has

amplified the need

The future of work ready or not, the future of work arrived

Transparency and sustainability

The rapid rebound opened eyes and offered

Tackling the world’s

In FY2021, Deloitte will be exploring other

on a massive scale. responsible products and services,

Transparency and sustainability

Transparency and sustainability

Transparency and sustainability 65,500 84,260

Transparency and sustainability

Transparency and sustainability

Transparency and sustainability

Transparency and sustainability

Transparency and sustainability

Transparency and sustainability

Transparency and sustainability

Transparency and sustainability

Transparency and sustainability

Transparency and sustainability

Transparency and sustainability

Transparency and sustainability

Transparency and sustainability

Deloitte’s focus on inclusion has been

Providing an inclusive culture for all Deloitte

60 engagements subject to 88 independent Deloitte 170,000 engagements subject to in-

A program of continuous quality improvement

Internal and external engagement review outcomes:

In the context of this report, material topics

Training and education

Category Areas included

Community Corporate responsibility commitment

Public policy Public policy positions, professional

© 2021. For information, contact Deloitte Global.

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