Inclusion unleashes the power of our diversity
Every day, more than 2,800 Deloitte talents do their utmost for the future success of our clients, society and their peers. For our employees to succeed and thrive in their work, our culture is our most valuable asset. Our culture reflects our Shared Values, which are at the heart of everything we do. We lead the way for each other and our clients by having strong role models. We take care and look out for one another and prioritise respect, fairness, development, and well-being. And we foster inclusion by embracing diversity in all forms and work dedicatedly to ensuring equality. We know this improves satisfaction, attracts top talent, enables innovation, and helps deliver great client solutions.
Building a diverse workforce
Fostering inclusion and embracing diversity comes with many perspectives. Gender equality is just one piece of the puzzle, however, it remains a must-win battle for Deloitte. While having a 45/55 gender distribution at junior levels, we still work on several initiatives to overcome the uneven gender balance at senior levels.
Our gradual progress on women in leadership positions is evident at partner level but insufficient. Nor is it satisfactory at senior manager and director level or when it comes to members of the management team. With Sharon Thorne leaving the Danish Board just before the very end of 18/19 we were delighted to welcome Therese Kjellberg to the Board in the beginning of 19/20. With Therese on board we got back on track and meet our target of having at least 25% represented on the Board. Our target is to always have minimum 25% of each gender represented at the Board in the future.
We fully recognise that we have a challenge and that we still have room for improvement with regard to gender balance. The limited progress at partner level will not make us rest on our laurels. Gender balance is our most important must-win battle and our goal is to reach 16.5% female partners next year and 25% in three years.
How will we reach our targets?
Achieving gender balance in senior leadership roles requires us to not only look isolated on partner promotions. We need to build pipelines from the bottom and increase female representation at the levels below partner. Sponsoring and inviting more women into commercial roles is just one initiative to mention in our work towards pipelines that progress in the right direction, at the right pace. We have a persistent focus on gender balance in all processes and structures we meet during the year, and gender balance is a natural focal point integrated into all of our three strategic talent focus areas.