Diversity & Inclusion

Stories of our impact

People Impact

Big leaps towards a more diverse and inclusive workplace

We exist to make an impact on clients, society and employees. However, critical to our success is our ability to nourish and foster diversity and an inclusive work culture where everyone can bring their unique contribution into play.

More than 230 partners and 2,500 people make a huge impact for our clients and each other every day, while developing the market and each other, challenging the status quo. Deloitte moved up the ladder to become the No. 3 best place to work in Denmark among business students in Universum’s ranking. Critical to our success is our ability to nourish and foster diversity and an inclusive work culture where everyone can bring their unique contribution into play.

Less talk, more action
In 2017, we introduced a new and improved national Gender Diversity & Inclusion plan. Our goal of having more women in the partnership is ambitious, but we believe that we will make substantial progress with our gender diversity and inclusion initiatives.

Today, women only represent 9.5% of the partnership, which is a modest increase of 1% from the previous year. However, we are happy to announce that in 2017/18 we managed to reach our S2020 goal of a 25% female share of equity partners elected board members, as Sharon Thorne from Deloitte UK has entered the board.

In order to increase the proportion of women in leadership at a faster pace, the Executive Management team identified four areas of improvement:

We need to:

•• Attract a proportionally equal share of female talent

•• Be an employer of happy working parents

•• Have more women in senior leadership (partners)

•• Be more inclusive leaders and foster aninclusive culture.

To address these four focus areas, we introduced ten new initiatives, of which the first three were rolled out in 2017/18.

Initiative #1: Positioning Deloitte towards female talent with “1-2-3 Attract”
Today, we recruit 40% of women at graduate level, but we aim to make it 50%. To succeed, we have changed our social media strategy and increased female engagement on all social platforms. In addition, we have launched two annual female-only events that offer talented female university students a strong network, a set of tools, and insights that will kick-start their career within or outside Deloitte. The Universum Student Survey shows that female business students found Deloitte more attractive in 2018 compared to 2017, indicating that “1-2- 3 Attract” has had a positive effect already.

Initiative #2: Work Agility – creating a flexible work culture
With Work Agility, we create more transparency around the options relating to where, when and how much employees would like to work. This initiative gives everyone the option of buying 10 extra holidays and taking up to 12 weeks of leave. Also, we have enhanced transparency around part-time options and entered deals on discounted home services. To be certain that leaders and employees discuss preferences for flexibility, we have added this new element to our career development process.

Initiative #3: Making working parents happy parents
Too many of our people struggle to balance work and life with children, and consequently choose to leave Deloitte. With the Happy Parents initiative, we have introduced a Parents Transition Programme, where women and men have increased leadership attention and dialogue before, during and after leave. Furthermore, they are offered coaching during leave and six group coaching sessions once they return to work. In addition, leaders will complete training in how to best support employees during this time of their career, and we have bumped up our benefits with a 2nd and 3rd child’s sick day.

The latter two initiatives were rolled out in late 2017/18 and results are, therefore, premature. However, Deloitte’s engagement survey clearly indicates that employees generally think of Deloitte as a fair, inclusive and diverse workplace (89% of respondents agree). In FY19, we will proceed with the work initiated in 2017/18, while introducing more new initiatives relating to diversity and inclusion.

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