COVID-19: what we’re doing to ensure business continuity

We have had a response team in place since the initial stages of the COVID-19 outbreak, working with local health authorities and following government guidance at all stages. Since then, we have enacted our resilience and business continuity plans to mitigate the impact of COVID-19 across our operations. This includes provision of advice and support to our people, the development of response plans, and upgrades to our IT infrastructure to increase capacity for secure remote working.

To help guide our people, clients and other stakeholders, we have created a dedicated COVID-19 hub on our website, detailing important information and useful insights in relation to the pandemic, including guides for senior executives, government response, and sectorial analysis.

In addition, we have established a weekly webinar series, Responding to COVID-19: Updates and practical steps, offering insights on the impact of COVID-19 on the global economy. Chaired by Ian Stewart, Deloitte’s Chief Economist, a panel of industry experts discuss our insight on the challenges organisations are facing, how they are responding and recommendations on actions they can take today.

Here are some of the ways we have been ensuring business continuity in the UK:

Our people

  • We have been closely monitoring and managing the COVID-19 situation since its inception in order to be able to respond as necessary. The health and safety of our people and clients are our priority.
  • Throughout this period, our people have received regular communications from our CEO, Richard Houston. Our focus has been to communicate regularly and transparently, providing advice, support and assurance wherever possible.
  • Since 17th March our people have been working remotely and continue to do so in line with government advice.
  • We are fully supportive of agile working and trust that our people are able to complete their work around any commitments they have. We also have the technology and capabilities in place to enable our people to work remotely and securely. We recognise that in these unprecedented times some of our people may need to work in an agile way to support their family and friends.

Our clients

  • We have successfully moved more than 20,000 of our people to remote working ensuring they are able to continue to support our clients and deliver projects.
  • On an exceptional basis, there may be individuals or teams that need to continue on client sites or have access to a Deloitte office - for example those working on critical national projects, including supporting the NHS and helping maintain supply chains for supermarkets and pharmacies.
  • Where staff need access to client sites for critical reasons, we are working with clients to ensure the safety of our people and the continuation of business operations.

Our suppliers

  • We have a comprehensive Third Party Risk Management (TPRM) process based on a three lines of defence model. This process involves initial scoping, risk assessments, background checks and ongoing monitoring against multiple risk categories including resilience.
  • Since the inception of COVID-19, we have been working closely with our critical suppliers to review their contingency plans and integrate them as part of our response to ensure continuity of service where possible, across all aspects of our supply chain.


  • Our priority is to continue to support our existing society partners in helping them both in providing business resilience support and to continue to support them in achieving their aims. 
  • Our CEO has launched a firm wide fundraising campaign for all our One Million Futures charities. The money raised will fund a range of important initiatives, such as accommodation for homeless people, equipment to help schools move learning online and allow increased access to helpline calls to mental health charity Mind. Examples include:
    • One of our society partners, Social Bite, is working with the Scottish Government to help feed 3,000 socially isolated people every day – at a time when this will be more important than ever before.
    • We’re also helping the Trussell Trust, which supports a nationwide network of food banks, by providing financial donations and project management resource.
    • Alongside this, our schools programmes remain a key focus and we are working with Teach First to assess how we direct our efforts around online learning and tailored support.
Did you find this useful?