About us

Metrics

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:

  1. Marketplace metrics
  2. Workplace and diversity metrics
  3. Community metrics
  4. Environmental metrics

Click on the tabs below to explore the data.

Finance metrics

FY16 FY17 FY18
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:


Equity partners 726 703 702
Employees 16,006 16,898 17,634
Total 16,732 17,601 18,336
Total Revenue (£m) 3,040 3,380 3,580
Service line revenue (£m)


Audit & Risk Advisory 824 932 1,027
Tax 654 692 732
Consulting 756 858 873
Financial Advisory 471 459 459
Switzerland 235 439 489
Industry revenue (£m)


Financial Services 1,203 1,285 1,297
Consumer & Industrial Products 786 904 986
Technology, Media & Communications 298 324 378
Healthcare & Life Sciences 221 247 252
Public Sector 188 211 227
Energy & Resources 170 184 210
Other 1 174 225 230
Additional financial information


  1. 1 This figure relates to the revenue generated across industries outside our main industry groups shown above.
  2. 2 Includes National Insurance contributions as well as income tax.
  3. 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


 FY16 FY17 FY18
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
--
5%
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. 1 Figures reported relate to those joining Deloitte UK in autumn 2017.
  2. 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. 3 We are committed to a target of 25% female partners by 2020 and 40% by 2030.
  4. 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. 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. 6 BAME pay gap calculations are based on the population who have voluntarily disclosed their ethnicity.
  7. 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
4,500 4,870 6,764
  1. 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. 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. 3 The Basis of Reporting for calculation of Futures is available here.
  4. 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. 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. 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.

Environmental metrics

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 54,740 53,356 59,690
Total emissions per FTE
4.29 3.03 3.26
  1. 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. 2 Scope 2 are indirect GHG emissions from our consumption of purchased electricity, heat or steam within our buildings.
  3. 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

View our GHG Emissions Statement

Area Target
 FY11/
baseline 		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.

View our GHG Emissions Statement

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