On purpose: Making an impact that matters in New Zealand

Our Sustainability Snapshot FY20

A message from our Chief Executive

Over the last 12 months, Deloitte people, alongside everyone else in New Zealand and around the globe have had to find the resilience, determination and strength to meet the COVID-19 pandemic head on. The notion of sustainability has taken on multiple new dimensions as we confront the economic and societal challenges of this pandemic, and the reality of a future in which the effects of climate change are likely to cause greater hardship than we are experiencing today.

At the end of May 2020, 127 partners and over 1400 Deloitte New Zealand people across 7 offices generated more than $300m in revenue. We also contributed over 13,000 hours to non-profit organisations, social enterprises and initiatives focused on providing benefits to our communities and our environment.

The key point to note, of which I am personally most proud, is that the number of COVID-19 related redundancies or layoffs experienced by Deloitte New Zealand people is zero. As a leadership team and partnership, we held on to all our people through two lockdowns and a period of global economic uncertainty. We also contributed to the national pandemic response through our work at the borders, with New Zealand Police, the Ministry of Health, and in supporting international trade and tourism businesses.

What we were able to achieve was a direct result of the focus we put on our clients during this time and the commitment of the entire team around that aspiration. Anecdotally, we outperformed our market during this period, and continued to grow, thereby impacting the team as little as possible during what is hopefully the greatest economic uncertainty we will face.

Like many businesses, we are all pleased to have put 2020 behind us and look forward to 2021 which hopefully charts a path to greater normality – fingers crossed. Many businesses have suffered or worse closed as a result of the pandemic and its aftermath; particularly those most directly impacted by the border closures. But many others have made it through strongly. Often by quickly adapting and implementing strategies for resilience, at the organisational and personal level, many kiwi businesses are enduring. Deloitte’s purpose is to make an impact that matters. In FY20, the support we gave to our clients, our people and the broader business community was Deloitte’s most meaningful impact.

Our greenhouse gas emissions also declined significantly during this time, with no international business travel. The pervasive use of digital technologies allowed us to continue to do business with our clients during lockdowns and has resulted in changed business practices. In September 2020, Deloitte globally announced WorldClimate, including approved science-based emissions targets that will help us on our journey to net zero by 2030. We hope to lock in most of the gains we have made – particularly related to international travel where our greatest emissions lie.

During this last period, we have also made material gains in our commitment to increasing gender diversity at all levels of the firm. In FY20 we increased the number of women partners at Deloitte NZ to 21%, up from 15% in FY19, and we have worked hard to build pipelines of capable female candidates for Director and Partner roles across the business.

While during lockdown we shifted quickly to a flexible workplace, the reality of the increased pressure on working parents and the additional burden placed on primary caregivers cannot be understated. In addition, people without space or ability to set up any sort of home office also found lockdown stressful. Once the national situation eased and we were able to return to the office, we encouraged our team to maintain a healthy balance of remote and in-person work arrangements; with a view that “most of the people should be in the office / with clients most of the time”. We found this perspective helped support the positive mental health and wellbeing of our people. We really feel for our international colleagues whose exposure to lockdowns and associated issues is generally materially greater than our own and continues to date.

You may note that we refined our sustainability snapshot this year in order to reflect our key areas of focus. We divided the SDG targets into three main activity areas (across the top) – Inclusion and Diversity, Community Investment and Climate Action. The snapshot, like last year, sets out the key targets and the NZ response to them (the columns). Embedded throughout you will find stories and links to various initiatives and activities that we undertook during the FY20 fiscal year.

As we continuously improve our sustainability performance, these snapshots hopefully provide an easy reference for our people and clients to ‘take the journey’ with us and hold us accountable to progress toward meeting our commitments.

Before concluding, it is critical to recognise Deborah Lucas and the wider team for all the work and effort that they put into this topic, including this report. Their commitment keeps this topic at the top of our agenda – where it needs to be.

- Thomas Pippos

Thomas Pippos

Thomas Pippos -            Chief Executive

Our material issues

As a professional services network, understanding and engaging the interests and concerns of our stakeholders is embedded in our drive for excellence. Deloitte identifies key stakeholders as those who:

  • Help influence Deloitte’s success;
  • Are highly affected by what Deloitte does;
  • Affect the markets, regulations and industries in which Deloitte operates; or
  • Affect the supply of resources that Deloitte member firms need to serve clients, talent and society.

Continual engagement with key stakeholders by Deloitte people is supported by a periodic, in-depth materiality assessment. Please download our “Reporting Approach” 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.

Our material issues - infographic

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