Metrics has been saved
Impact Report 2018
Alongside our broader impact and contribution sit the key metrics through which we measure our ongoing performance.
This section is split into:
- Marketplace metrics
- Workplace and diversity metrics
- Community metrics
- Environmental metrics
Click on the tabs below to explore the data.
|Profit (£m) (restated for corporation tax)||583||581||584|
|Average profit per equity partner (£k) (restated for corporation tax)||802||827||832|
|Average effective tax rate per equity partner % 2||49.0||49.8||50.8|
|Tax paid to HMRC (£m) 3||396||399||419|
|The average number of equity partners and employees, on a full time equivalent basis, during the year:|
|Total Revenue (£m)||3,040||3,380||3,580|
|Service line revenue (£m)|
|Audit & Risk Advisory||824||932||1,027|
|Industry revenue (£m)|
|Consumer & Industrial Products||786||904||986|
|Technology, Media & Communications||298||324||378|
|Healthcare & Life Sciences||221||247||252|
|Energy & Resources||170||184||210|
|Additional financial information|
- 1 This figure relates to the revenue generated across industries outside our main industry groups shown above.
- 2 Includes National Insurance contributions as well as income tax.
- 3 Includes corporate tax, income tax and NI
All figures represent UK and Swiss operations (and exclude CIS and Financial Advisory Middle East operations)
Workplace and diversity metrics
|Workplace and diversity|
|Investment in learning and development||£35.3m||£39.2m||£36.2m|
|Total number of graduates, school leavers and interns recruited 1||1,765||1,667||1,704|
|Number of school leavers hired through Deloitte's apprenticeship scheme, BrightStart 1||105||205||267|
|Standard voluntary attrition rate||15%||15%||16%|
|Number of partner and director promotions||281||296||215|
|Number of promotions across the business||4,574||4,928||5,108|
|Women - executive roles||23%||23%||33%|
|Women - board roles 2||25%||25%||21%|
|Women - partners 3||17%||18%||19%|
|Women - employees||44%||44%||44%|
Gender pay gap
|Mean gender pay gap across Deloitte 4||17.8%||18.2%||18.1%|
|Median gender pay gap across Deloitte 4||--||15.3%||16.1%|
|Average gender pay gap within grade pools||2%||2.5%||2.2%|
|Mean bonus pay gap across Deloitte||--||50.9||52.3%|
|Median bonus pay gap across Deloitte||--||39.1%||37.5%|
|Equity partner mean earnings gap||--||13.8%||11.8%|
|Equity partner median earnings gap||--||0%||8.3%|
|Total mean gender earnings gap||--||43.2%||41.1%|
|Total median gender earnings gap||--||15.2%||14.0%|
BAME - partners 5
|Mean BAME pay gap across Deloitte 6, 7||--||11.7%||12.9%|
|Median BAME pay gap across Deloitte||--||6.9%||7.9%|
|Mean BAME bonus pay gap across Deloitte||--||40.8%||45.0%|
|Median BAME bonus pay gap across Deloitte||--||30.0%||25.0%|
|BAME equity partner mean earnings gap||--||--||11.3%|
|BAME equity partner median earnings gap||--||--||16.7%|
|Total mean BAME earnings gap||--||--||43.9%|
|Total median BAME earnings gap||--||--||10.6%|
Prior year figures have been restated to exclude Switzerland.
- 1 Figures reported relate to those joining Deloitte UK in autumn 2017.
- 2 The FY18 figure relates to the NWE Board, the primary governance body since 1 June 2017. Additional geography governance bodies continue where required for local legal and/or regulatory purposes and to oversee local partner matters; therefore, a UK Oversight Board and UK/CH Partnership Council have been installed.
- 3 We are committed to a target of 25% female partners by 2020 and 40% by 2030.
- 4 Figures reported for FY17 and FY18 are not directly comparable to figures reported for FY15 and FY16, because the calculations required under The Equality Act 2010 (Gender Pay Gap Information) Regulations 2017 are slightly different to those we used in previous years. View full details of our gender pay gap.
- 5 This is the second year that we have measured and tracked the number of BAME partners. We are committed to increasing the number of BAME partners to 10% by 2021.
- 6 BAME pay gap calculations are based on the population who have voluntarily disclosed their ethnicity.
- 7 FY17 has been recalculated to align to the data set used for gender pay gap reporting which includes Northern Ireland and the Channel Islands.
Community Metrics 1
|One Million Futures strategy 2||FY16||FY17||FY18|
|Total 'Futures' impacted as part of One Million Futures Strategy||N/A||133,882||342,576|
|‘Material’ impact as proportion of total Futures impacted 4||N/A||9%||11%|
|One Million Futures - total number of society partnerships||N/A||54||61|
|Community contribution 5|
|Total firm contribution 6||£6.8m||£4.7m||£5.7m|
|Number of community volunteers||3,753||3,449||5,444|
|Community volunteering hours||46,801||31,258||35,756|
Deloitte Access - est. number of students directly supported
- 1 The introduction of a new 5-year One Million Futures (OMF) strategy in FY17 has meant a step-change in how we measure and report on our wider contribution. This year we are presenting a range of new community metrics forming the basis for how we will report progress towards the overall OMF goals.
- 2 Our social impact strategy ‘One Million Futures’ aims to support a million people get to where they want to be - raising aspirations, improving skills and developing leaders. The strategy launched on 1st June 2016 and will continue for five years.
- 3 The Basis of Reporting for calculation of Futures is available here.
- 4 Our approach to the measurement of OMF takes account of the variety of programmes, activities and interventions across the strategy by tracking whether impacts are (1) short-term and limited to a moment (e.g. delivery of interview skills training), or (2) longer-term, material impact (e.g. direct employment). More details on the OMF measurement approach is contained within the OMF Basis of Reporting.
- 5 All community contribution data is reviewed as source by the Deloitte Responsible Business team. Our external evaluation partners Social Enterprise UK and Renaisi test and challenge the reported information and the underlying processes. We act upon any recommendations and lessons learned in informing our future Responsible Business activity.
- 6 The historical reporting process for community activity at Deloitte followed an externally assured Global CR reporting framework. As part of this framework we reported ‘discounted work’ to UK-based clients with public service outcomes and / or charitable status – this included the value of services delivered beyond a benchmarked “break-even” point with other professional service firms. As part of the new approach to measurement and reporting for OMF we have decided to remove this methodology from our process – this ensures the contribution and impact reported is that directly provided through our OMF strategy and programmes. For comparative purposes previous year’s community contribution have also been restated to reflect this methodological change.
Scope of community data is UK only.
Carbon Emissions (tonnes CO2e)
||FY11 / Baseline||FY17||FY18|
|Scope 1 emissions 1||4,014||2,685||3,484|
|Scope 2 emissions 2||14,200||3,230||3,535|
|Scope 3 emissions 3||36,526||47,441||52,671|
Total emissions per FTE
- 1 We measure our carbon footprint using the GHG Protocol methodology. Scope 1 refers to all direct GHG emissions, in which we include gas consumption, generator fuel, fugitive refrigerant emissions and our owned-vehicle fleet.
- 2 Scope 2 are indirect GHG emissions from our consumption of purchased electricity, heat or steam within our buildings.
- 3 Scope 3 are all other indirect emissions that we feel are significant to our operations, including our travel covering reimbursed private cars, rental cars, air travel, rail travel, bus travel, taxi travel and hotel stays; waste disposal from our offices; and transmission and distribution losses from our procured electricity.
Performance against Our Green Journey targets
|FY17||FY18||Progress (1-yr)||Progress vs. target||Target date|
|GHG emissions||Reduce scopes 1, 2 and 3 emissions (tonnes CO2e) by 35% per FTE||4.29||3.03||3.26||7%||-24%||FY21|
|Energy efficiency||Reduce emissions intensity from energy usage (tonnes CO2e)by 40% per FTE||1.51||0.38||0.43||11%||-72%||FY21|
|Green electricity||Procure ‘green’ electricity (where management is under our direct control)||0%||100%||100%||-||-||FY21|
|Water consumption||Reduce potable water consumption (m3) by 30% per FTE||8.91||7.83||7.46||-5%||-16%||FY21|
|Waste production||Reduce quantities of waste production (tonnes) by 20% per FTE||0.16||0.12||0.12||0%||-25%||FY21|
|Paper usage||Reduce paper consumption (kg) by 50% per FTE||58.13||22.96||17.51||-24%||-70%||FY21|
|Travel||Reduce travel-related GHG emissions (tonnes CO2e) by 25% per FTE||2.76||2.63||2.81||7%||2%||FY21|
These metrics include the UK and Switzerland.