Viewing offline content

Limited functionality available

Dismiss
Deloitte UK
  • Services

    Highlights

    • Major Programmes

      Connecting people and technology to anticipate and respond to ever-changing conditions, and solve for society’s greatest challenges.

    • Deloitte Ventures

      Connecting our clients to emerging start-ups, leading technology players and a whole raft of new Deloitte talent.

    • Towards net zero together

      Discover the people leading the change and what could be possible for your business.

    • Audit & Assurance

      • Audit
      • Audit - IASPlus
      • Assurance
    • Consulting

      • Core Business Operations
      • Customer and Marketing
      • Enterprise Technology & Performance
      • Human Capital
      • Strategy, Analytics and M&A
    • Financial Advisory

      • Mergers & Acquisitions
      • Performance Improvement
    • Legal

      • Legal Advisory
      • Legal Managed Services
      • Legal Management Consulting
    • Deloitte Private

      • Family Enterprises
      • Private Equity
      • Emerging Growth
    • Risk Advisory

      • Accounting and Internal Controls
      • Cyber and Strategic Risk
      • Regulatory and Legal
    • Tax

      • Global Business Tax Services
      • Indirect Tax
      • Global Employer Services
  • Industries

    Highlights

    • Ecosystems & Alliances

      An engine to embrace and harness disruptive change

    • Resilience Reimagined

      Resilient organisations thrive before, during and after adversity. How will you become more resilient?

    • Consumer

      • Automotive
      • Consumer Products
      • Retail, Wholesale & Distribution
      • Transportation, Hospitality & Services
    • Energy, Resources & Industrials

      • Industrial Products & Construction
      • Mining & Metals
      • Energy & Chemicals
      • Power, Utilities & Renewables
      • Future of Energy
    • Financial Services

      • Banking
      • Capital Markets
      • Insurance
      • Investment Management
      • Real Estate
      • FinTech & Alternative Finance
    • Government & Public Services

      • Health & Human Services
      • Defence, Security & Justice
      • Central Government
      • Infrastructure, Transport and Regional Government
    • Life Sciences & Health Care

      • Health Care
      • Life Sciences
    • Technology, Media & Telecommunications

      • Telecommunications, Media & Entertainment
      • Technology
  • Insights

    Deloitte Insights

    Highlights

    • Deloitte Insights Magazine

      Explore the latest issue now

    • Deloitte Insights app

      Go straight to smart with daily updates on your mobile device

    • Weekly economic update

      See what's happening this week and the impact on your business

    • Strategy

      • Business Strategy & Growth
      • Digital Transformation
      • Governance & Board
      • Innovation
      • Marketing & Sales
      • Private Enterprise
    • Economy & Society

      • Economy
      • Environmental, Social, & Governance
      • Health Equity
      • Trust
      • Mobility
    • Organization

      • Operations
      • Finance & Tax
      • Risk & Regulation
      • Supply Chain
      • Smart Manufacturing
    • People

      • Leadership
      • Talent & Work
      • Diversity, Equity, & Inclusion
    • Technology

      • Data & Analytics
      • Emerging Technologies
      • Technology Management
    • Industries

      • Consumer
      • Energy, Resources, & Industrials
      • Financial Services
      • Government & Public Services
      • Life Sciences & Health Care
      • Technology, Media, & Telecommunications
    • Spotlight

      • Deloitte Insights Magazine
      • Press Room Podcasts
      • Weekly Economic Update
      • COVID-19
      • Resilience
      • Top 10 reading guide
  • Careers

    Highlights

    • Hear from our people

      At Deloitte, our people are at the heart of what we do. Discover their stories to find out more about Life at Deloitte.

    • Careers Home

  • UK-EN Location: United Kingdom-English  
  • UK-EN Location: United Kingdom-English  
    • Dashboard
    • Saved Items
    • Content feed
    • Profile/Interests
    • Account settings

Welcome back

Still not a member? Join My Deloitte

Mitigating bias in performance management

by Nehal Nangia, Kathi Enderes
  • Save for later
  • Download
  • Share
    • Share on Facebook
    • Share on Twitter
    • Share on Linkedin
    • Share by email
Deloitte Insights
  • Strategy
    Strategy
    Strategy
    • Business Strategy & Growth
    • Digital Transformation
    • Governance & Board
    • Innovation
    • Marketing & Sales
    • Private Enterprise
  • Economy & Society
    Economy & Society
    Economy & Society
    • Economy
    • Environmental, Social, & Governance
    • Health Equity
    • Trust
    • Mobility
  • Organization
    Organization
    Organization
    • Operations
    • Finance & Tax
    • Risk & Regulation
    • Supply Chain
    • Smart Manufacturing
  • People
    People
    People
    • Leadership
    • Talent & Work
    • Diversity, Equity, & Inclusion
  • Technology
    Technology
    Technology
    • Data & Analytics
    • Emerging Technologies
    • Technology Management
  • Industries
    Industries
    Industries
    • Consumer
    • Energy, Resources, & Industrials
    • Financial Services
    • Government & Public Services
    • Life Sciences & Health Care
    • Tech, Media, & Telecom
  • Spotlight
    Spotlight
    Spotlight
    • Deloitte Insights Magazine
    • Press Room Podcasts
    • Weekly Economic Update
    • COVID-19
    • Resilience
    • Top 10 reading guide
    • UK-EN Location: United Kingdom-English  
      • Dashboard
      • Saved Items
      • Content feed
      • Profile/Interests
      • Account settings
    11 minute read 22 June 2020

    Mitigating bias in performance management ACT now!

    11 minute read 22 June 2020
    • Nehal Nangia United States
    • Kathi Enderes United States
    • Save for later
    • Download
    • Share
      • Share on Facebook
      • Share on Twitter
      • Share on Linkedin
      • Share by email
    • What does bias do?
    • Unconscious bias requires conscious action
    • Awareness
    • Calibration
    • Technology
    • ACT now!

    Organizations can mitigate bias before it distorts objectivity and decision-making.

    Several social, behavioral, and neurological studies validate that humans are biologically conditioned to be biased. Although biases themselves aren’t good or bad, right or wrong, benevolent or malicious, they often result in unfair and irrational decisions.1 Especially in the workplace, biases can cause decisions that are unfair and irrational,2 lead to systemic discrimination, limit innovation, and create a negative brand perception.3 Particularly within performance management, biases can lead to inconsistencies in goal difficulty and evaluation, coaching and feedback, development opportunities, and rewards. Given the potential negative impact of biases on workers, organizations cannot just accept that bias is only human and natural. They need to mitigate bias proactively and intentionally, before it penetrates work processes.

    Learn more

    Explore the human capital collection

    Making sense of the human side of business. Experience Insights2Action™

    Go straight to smart. Get the Deloitte Insights app

    In this article we’ll discuss how bias can impede performance, why bias needs to be addressed, and a threefold approach for mitigating bias in performance management.

    What does bias do?

    Unmitigated biases can dilute the perception of objectivity and fairness in an organization and can negatively impact employee productivity, engagement, and well-being. Findings of Deloitte’s 2019 State of inclusion report, which surveyed 3,000 individuals in the United States from organizations with 1,000 or more employees, give a direct insight into how employees experience bias.4

    • Sixty-eight percent respondents reported that bias had a negative effect on their productivity
    • Seventy percent believed the bias they experienced negatively impacted how engaged they felt at work
    • Eighty-four percent said that bias negatively affected their happiness, confidence, and well-being

    Bias also impacts an organization’s ability to pay for performance. Several studies indicate that women frequently earn less than men for the same work, and some studies even have found that body size or hair color can often impact women’s pay. However, bias is not prevalent with just male business leaders—a study of university scientists found that both men and women leaders were more likely to hire men, rank them higher in competency, and pay them significantly more per year than women.5

    Bias, as well as the potentially negative environment it can create, presents a real risk for organizations—nearly 40% of respondents in Deloitte’s Unleashing the Power of Inclusion research6 reported they would leave their current organization for a more inclusive one, where they are valued, feel valued and empowered, and are treated with objectivity and fairness.7

    Unconscious bias requires conscious action

    Unconscious biases are instinctual shortcuts—inherent tendencies or learned associations that are based on an individual’s experiences and circumstances, often unknown to the conscious mind (figure 1).8

    As organizations move toward human-centered performance management approaches that catalyze development and growth, bias can adversely affect the fairness and integrity of these approaches and impact overall business and talent outcomes. As such, organizations need to mitigate biases and build an ecosystem where behaviors and decisions are rooted in facts, input from various sources and conscious reflection. We propose an approach—that we call ACT—to mitigate biases in performance management and manage the consequences of biases (figure 2).

    A threefold approach to ACT on bias in performance management

    Awareness

    Biases are often blind spots for people, influencing decision-making and day-to-day interactions in a way that can deeply impact individuals and teams. As many biases are unconscious, awareness is of the essence; it’s important for all workers to have access to methods that help them understand—or be aware of—biases and how to mitigate them. Our research shows that highly inclusive organizations offer programs to their entire workforce—not just leaders or specific populations—that touch on a variety of diversity and inclusion topics (figure 3).9

    Programs and resources on topics critical to diversity and inclusion go a long way in increasing awareness

    What can you do

    Leaders

    • Understand your own biases. Question your behaviors and decisions to determine if they are influenced by bias.
    • Become a role model of objective behavior and share your experiences. For instance, share instances of decisions you may have made in the past that were influenced by preconceived notions—how they impacted people involved, how/when you realized that the decision was unintendedly biased, what lessons your learned, and what corrective actions you took.
    • Encourage authenticity and acceptance of a worker’s whole self.

    Human resources professionals

    • Offer workshops and other hands-on learning sessions to educate the workforce about how to identify and address their unconscious biases.
    • Move beyond focusing on only mandatory bias training by offering workers training on bias-related topics, such as ways to mitigate unconscious bias, integrate people with disabilities, manage cultural or any other kinds of differences, present one’s authentic self, and address gender inequality.
    • Integrate messages about unconscious bias into training for other knowledge or skills.

    Team members

    • Understand yourself first—leverage assessments and feedback to identify blind spots.
    • Make a conscious effort to cultivate relationships with individuals who aren’t naturally similar to you or who don’t exhibit similar traits or preferences.
    • Be curious to understand others’ perspectives and pause and reflect before you act.

    Busting the bias

    An American technology company with a significant presence in internet-related services and products took it upon itself to address unconscious bias in the technology industry. It started a “bias-busting” initiative to help its workforce identify and address unconscious biases. The initiative included workshops and hands-on learning sessions. As many as 2,000 employees participated in the workshops and more than half of the company’s workforce watched a 90-minute seminar online.

    The training helped workers feel more comfortable recognizing and calling out unconscious bias. In the very early stages, company executives started reporting progress as an outcome of this initiative. For example, when the company opened a new building at its headquarters, workers were quick to note that most of the conference rooms were named after men. The company promptly renamed several rooms after historically important women.

    Calibration

    Calibration is a deliberate and thoughtful process of making data-informed and fact-driven decisions as opposed to making decisions driven by groupthink or gut instinct. It can be used in any context of decision-making, especially in performance reviews and multisource feedback with real-time data to provide continuous developmental and coaching feedback throughout the year.

    In these contexts, calibration implies the conscious reliance on continuing conversations, real-time feedback, and credible multisource data—the very foundations of continuous performance management. Continuous performance management is one of the 10 dimensions of high-impact performance management, significantly differentiating business and workforce outcomes.10 Therefore, managers and leaders in particular will do well to shift gears from sharing opinions to interpreting data to improve performance through objective, meaningful, and unbiased feedback.

    What can you do

    Leaders

    • Seek and interpret data to offer objective, meaningful, and unbiased feedback.
    • Calibrate throughout the performance life cycle—check if goals are set at the same level of difficulty for people doing similar jobs, and define up front what successful or excellent performance will look like for each goal. Calibrate goals across managers to support equitable assignment of stretch assignments across people in similar roles and to set expectations on what different levels of accomplishments would look like.
    • Calibrate input from various sources who have first-hand understanding of the person’s performance, behavior, and contribution.
    • Pause and reflect. Every time you have a strong sentiment toward a worker—positive or negative—revisit performance criteria and validate that the sentiment is based on tangible evidence, not instinct or inclination.

    Human resources professionals

    • Enable the shift from opinion to facts/data by building unconscious bias concepts into the content that managers and workers leverage to provide performance feedback and providing tools and frameworks for influencing the decision-making thought process.
    • Introduce continuous multisource feedback mechanisms—and enable these assessments at all times and across levels.
    • Be the “bias disrupter.” Probe if you see patterns of behavior possibly influenced by unconscious bias. Watch out for and address what could be bias, groupthink, and subjectivity throughout the performance management life cycle—goal setting, feedback, performance evaluations, reward allocations, and talent calibration meetings—to drive objectivity and consistency in decision-making.

    Team members

    • Acknowledge that all individuals are equally different. Understand diverse working styles and preferences of coworkers.
    • Frequently solicit and provide honest and real-time feedback from/to coworkers and peers on your performance—they are often the ones you work most closely with and they typically have more visibility into your work than your leaders/supervisors. When you ask for feedback, be receptive. While offering feedback, remember that the feedback should be about the work, and not about the person.
    • Even if you feel threatened or vulnerable in situations, interactions, or while receiving feedback, listen and reflect. Don’t defend and deflect.

    A framework to inform the performance decision-making process

    An American multinational technology corporation headquartered in California uses a framework approach to improve performance management. The framework assesses performance based on four key attributes—referred to as “the 4 Cs”:

    • Contribution: The business impact made by an individual
    • Career: The aspirations of an individual
    • Connections: The network an individual has cultivated in the workplace
    • Capabilities: The unique skills and capabilities an individual brings to work

    The framework defines a high performer. Importantly, it’s intended to allow for decision-making based on deep thought and reflection on what it means to be a high performer—not on favoritism.

    Technology

    Technology is a force that can drive the change forward, make it scalable, and embed bias mitigation in the very workflow of an organization. Technology can aid in providing trend summaries or decision patterns. Being able to identify the sources of bias in the performance management cycle can enable organizational equity and fairness. As such, many performance management solution providers are incorporating elements that help steer individuals and organizations toward objectivity in performance management.11 These elements include ongoing feedback and coaching, regular dialogue, collaboration, and goal agility. Various human capital technologies offer embedded analytics dashboards and reports to help identify bias. In our 2019 study, Performance Management Solutions: Market Capabilities and Differentiators, we found that 21 percent of the surveyed performance management solution providers offered bias-identification capabilities (such as highlighting different wording of feedback for workers of difference sexes).12 Pure-play performance management tools—those focused exclusively on performance management capabilities—are also starting to include capabilities around bias identification, objectivity, and inclusion as market differentiators.

    Additionally, artificial intelligence (AI) and nudging can help drive the behavior shift needed to address unconscious biases, and an increased number of AI tools will likely continue to emerge in the coming years to help people—and thereby organizations—make better and more informed people decisions.13 On the horizon is organizational network analysis (ONA), a new way of looking at people analytics data by studying informal information exchange patterns within an organization. In doing so, ONA generates valuable insights into workplace productivity and trust networks, which can be used to identify bias and lack of inclusion.

    So, while technology is available to support the pursuit of mitigating bias across performance management and other people processes, merely adding a layer of technology isn’t sufficient. The performance management scale also hinges on optimizing existing technologies and processes to help highlight behavior patterns and create specific summaries of talent-related decisions. It’s these attributes that allow validation and probing to enable fairness.

    What can you do

    Leaders

    • Embrace new technology. Build analytical skills to decipher and interpret trend summaries or decision patterns that could highlight, for example, if all members of your team who did not get a promotion got a high merit increase. Ask yourself if those individuals truly deserved the hikes or it was an unintended balancing act to avoid having a difficult conversation.
    • Use technology to help you with in-the-moment nudges to mitigate bias. For example, technology can highlight if there are differences in the nature of feedback provided to different genders and uncover any biases.

    Human resources professionals

    • Deploy technologies to help people uncover biases. Make the data collected in these assessments directly accessible to individuals for improving behaviors, and not just to human resources and leaders for penalizing individuals for their bias.
    • Establish standardized assessments to evaluate workers against defined criteria considered in talent reviews.
    • Consider automatic nudging to collect on-demand feedback and data at critical points in projects, as well as to modify behaviors when instances of bias surface.14
    • Make inclusion data and insights easily and continuously available to drive accountability and action.

    Team members

    • Leverage your organization’s social channels, collaboration platforms, and functional communication applications to communicate frequently and consistently.
    • Write up work-/project-related conversational inputs as they happen because goal posts can move and facts can get blurry over time.
    • Leverage assessments to identify blind spots.

    Gender bias in feedback: Analytics to the rescue

    Unconscious bias can manifest itself in the language used in feedback, potentially negatively influencing different groups.  Organizations can use technology and analytics to identify bias in feedback and uncover disparity iin the type of feedback. Personality-based feedback - is sometimes used more frequently for women, given men feedback primarily on the work they do. Text analysis and machine learning algorithms can surface these disparities.

    Human resources professionals can use these insights to bolster learning and toolkit for improving feedback. Leaders and individuals can benefit from personalized insights on their own feedback behaviors, raising awareness of biases, helping inform more thoughtful considerations of wording choices and eventually supporting behavior change to more inclusive language. When these insights are provided directly to leaders and workers, they can serve to raise awareness of bias, help inform more thoughtful consideration of words used in feedback, and eventually support changing behaviors to more inclusive language.

    ACT now!

    Our research shows that high-performing organizations—those that have the highest level of financial performance, customer satisfaction, workforce engagement, and agility—are 2.6 times more likely than low-performing organizations to have their performance evaluations perceived as fair.15 So, addressing bias in performance management presents an incredible opportunity. Organizations need to lead with a focus on elevating the human experience of their workforce, create a sense of belonging, and prioritize making everyone in the workforce feel valued and treated fairly. Despite the many people processes to elevate the workforce experience, bias can often get overlooked and be counterproductive to the experience organizations strive to create. ACT on bias, now!

    • Create Awareness—of not just biases but how to manage them
    • Calibrate continuously—to lead and act based on data and facts rather than instincts
    • Leverage the power of Technology—to filter biases in performance decisions.

    While it is impossible to eliminate bias from humans, bias in itself is not inherently bad. It’s a shortcut and it’s innate in humans.16 Mitigating it can improve organizations’ financial performance and generate superior business and workforce outcomes. Organizations can help people understand their biases and design processes that mitigate bias so that fair and objective performance management is not just the means to an end, but the end itself.

    Acknowledgments

    The authors would like to thank Jeff Mike, David Mallon, and Matthew Shannon for their contributions to this article.

    Cover image by: Traci Daberko

    Endnotes
      1. Juliet Bourke and Bernadette Dillon, The six signature traits of inclusive leadership: Thriving in a diverse new world, Deloitte Insights, April 14, 2016. View in article

      2. Ibid. View in article

      3. Candace Atamanik and Stacia Garr, Identifying and addressing unconscious bias in the workplace, Human Capital Platform: Research and Sensing, Deloitte Consulting LLP, 2017. View in article

      4. Terri Cooper and Eliza Horn, The bias barrier: Allyships, inclusion, and everyday behaviors, Deloitte, 2019. View in article

      5. University of North Carolina Executive Development, “The real effects of unconscious bias in the workplace,” October 8, 2018. View in article

      6. Deborah L. DeHaas, Brent Bachus, and Eliza Horn, Unleashing the power of inclusion: Attracting and engaging the evolving workforce, Deloitte, 2017. View in article

      7. Qualitative research for Human Capital Platform: Research and Sensing, Deloitte Consulting LLP's High-Impact Diversity and Inclusion Study. View in article

      8. Juliet Bourke et al., Inclusive leadership: Will a hug do?, Deloitte, March 2012. View in article

      9. Andrea Derler, Emily Sanders, and Stacia Garr, The power of D&I in business and leader growth, Human Capital Platform: Research and Sensing, Deloitte Consulting LLP, 2017. View in article

      10. Kathi Enderes and Matthew Deruntz, Seven top findings of enabling performance in the flow of work, Human Capital Platform: Research and Sensing, Deloitte Consulting LLP, 2018. View in article

      11. Josh Bersin, “HR technology disruptions for 2018: Productivity, design, and intelligence reign,” Human Capital Platform: Research and Sensing, Deloitte Consulting LLP, 2018. View in article

      12. Kathi Enderes and Matthew Shannon, Performance management solutions: Market capabilities and differentiators, Human Capital Platform: Research and Sensing, Deloitte Consulting LLP, 2019. View in article

      13. Zackary Toof, Nehal Nangia, and Janet Clarey, “Prediction: Organizations will use AI and behavioral nudges to reduce bias across the workplace,” Human Capital Platform: Research and Sensing, Deloitte Consulting LLP, 2019. View in article

      14. Kathi Enderes et al., Nudging for diversity and inclusion, Deloitte, 2020. View in article

      15. Data analysis ofHuman Capital Platform: Research and Sensing, Deloitte Consulting LLP's High-Impact Performance Management research. View in article

      16. Bourke et al., Inclusive leadership: Will a hug do?.  View in article

    Show moreShow less

    Topics in this article

    Talent , Performance management , Human Capital

    Download Subscribe

    Related content

    img Trending

    Returning to work in the future of work

    Article 2 years ago
    img Trending

    The postgenerational workforce

    Article 2 years ago
    img Trending

    Designing work for well-being

    Article 2 years ago
    img Trending

    Belonging

    Article 2 years ago

    Explore more on human capital

    • 2023 Global Human Capital Trends Interactive2 weeks ago
    • Staying grounded in uncertain times Podcast2 years ago
    • The future of work in manufacturing Article2 years ago
    • Women in the financial services industry Collection
    • Looping in your new sidekick Article2 years ago
    • Talent and workforce effects in the age of AI Article2 years ago
    Nehal Nangia

    Nehal Nangia

    Nehal Nangia brings in 12 years of professional experience in human capital, with a focus on diversity and inclusion, performance management, workforce transformation, and enabling talent capabilities. She specializes in enabling HR leaders across the globe to advance strategic business objectives and achieve talent outcomes, including increased employment value proposition and overall organizational effectiveness. She provides guidance to business executives and leaders regarding talent and functional strategies derived from our research, data-driven industry insights, and years of experience. Prior to joining Deloitte, Nehal worked at Gartner, where she led deployments of benchmarking and diagnostic products for Fortune 100 and Fortune 500 organizations across EMEA, APAC and ANZ. She strategized on product enhancements, helped clients assess gaps in EVP, and provided consultative guidance to HR executives. Nehal has a Masters in Psychology, and lives and works in India.

    • nnangia@Deloitte.com
    Kathi Enderes

    Kathi Enderes

    VP | Talent and Workforce Research Leader

    Kathi Enderes is the vice president, Talent and Workforce research for Human Capital Platform: Research and Sensing, Deloitte Consulting LLP. Enderes has more than 20 years of consulting and industry leadership across Austria, the United Kingdom, Spain, and the United States, affording her broad cultural competence. She is passionate about making work better. Enderes holds a doctorate and a master’s degree in mathematics from the University of Vienna, Austria, and currently lives in San Francisco.

    • kenderes@deloitte.com
    • +1 415 783 4195

    Share article highlights

    See something interesting? Simply select text and choose how to share it:

    Email a customized link that shows your highlighted text.
    Copy a customized link that shows your highlighted text.
    Copy your highlighted text.

    Mitigating bias in performance management has been saved

    Mitigating bias in performance management has been removed

    An Article Titled Mitigating bias in performance management already exists in Saved items

    Invalid special characters found 
    Forgot password

    To stay logged in, change your functional cookie settings.

    OR

    Social login not available on Microsoft Edge browser at this time.

    Connect Accounts

    Connect your social accounts

    This is the first time you have logged in with a social network.

    You have previously logged in with a different account. To link your accounts, please re-authenticate.

    Log in with an existing social network:

    To connect with your existing account, please enter your password:

    OR

    Log in with an existing site account:

    To connect with your existing account, please enter your password:

    Forgot password

    Subscribe

    to receive more business insights, analysis, and perspectives from Deloitte Insights
    ✓ Link copied to clipboard
    • Contact us
    • Careers at Deloitte
    • Submit RFP
    Follow Deloitte Insights:
    Global office directory Office locations
    UK-EN Location: United Kingdom-English  
    About Deloitte
    • Home
    • Press releases
    • Newsroom
    • Deloitte Insights
    • Global Office Directory
    • Office locator
    • Contact us
    • Submit RFP
    Services
    • Audit & Assurance
    • Consulting
    • Financial Advisory
    • Legal
    • Deloitte Private
    • Risk Advisory
    • Tax
    Industries
    • Consumer
    • Energy, Resources & Industrials
    • Financial Services
    • Government & Public Services
    • Life Sciences & Health Care
    • Technology, Media & Telecommunications
    Careers
    • Careers Home
    • About Deloitte
    • About Deloitte UK
    • Accessibility statement
    • Cookies
    • Health and Safety
    • Modern Slavery Act Statement
    • Privacy statement
    • Regulators & Provision of Services Regulations
    • Deloitte LLP Subprocessors
    • Supplier Standard Terms & Conditions
    • Terms of Use

    © 2023. See Terms of Use for more information.

     

    Deloitte LLP is the United Kingdom affiliate of Deloitte NSE LLP, a member firm of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”). DTTL and each of its member firms are legally separate and independent entities. DTTL and Deloitte NSE LLP do not provide services to clients. Please see About Deloitte to learn more about our global network of member firms.

     

    Deloitte LLP is a limited liability partnership registered in England and Wales with registered number OC303675 and its registered office at 1 New Street Square, London EC4A 3HQ, United Kingdom. A list of members of Deloitte LLP is available at Companies House.