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'Make an impact that matters'

Introduction from our Executive Board

This is our second fully Integrated Annual Report. It contains information about our impact, value creation and related performance, and provides insight into the execution of our strategy in our financial year June 1, 2016 through May 31, 2017.

Deloitte is led by a single purpose: to make an impact that matters. This purpose guides our ambitions and strategic objectives. It also defines who we are as an organisation. In enabling us to achieve this wider purpose, we have defined a clear strategy to 2020 with six strategic pillars. In the interviews below you read more about three of these pillars.

From disruption to innovation-led growth

It has never been more important for companies to have agile innovation systems at the centre of their strategy. Innovation speeds have increased exponentially among Deloitte’s clients in recent years, with almost every market sector undergoing some form of disruption by digital technologies. According to Deloitte Chairman of the Executive Board Peter Bommel, keeping pace with Deloitte’s fast-moving innovative clients and helping them lead has become one of his greatest imperatives.

Investing in a culture that ensures quality

Culture defines the kind of organisation we are and enables it to live its purpose. For Deloitte Chief Quality Officer, Engelhardt Robbe, appointed on June 1 2016, having the right culture is a necessary condition for Deloitte’s core purpose of making an impact that matters.

Driving internationalisation that works

Businesses the world over are looking to address the complex challenges of an increasingly globalised world. At Deloitte, our strategic priority is to seek internationalisation by intensifying seamless cross-border cooperation. According to Deloitte Chief Operating Officer Mario van Vliet, internationalisation meets the needs and aspirations of a broad range of stakeholders, including clients, employees, regulators and society at large. 

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