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Impact Report 2019
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.
|Average profit per equity partner (£k)||827||832||882|
|Average effective tax rate per equity partner % 2||49.8||50.8||48.6|
|Tax paid to HMRC (£m) 3||399||419||419|
|The average number of equity partners and employees, on a full time equivalent basis, during the year:|
|Total Revenue (£m)||3,380||3,580||3,969|
|Service line revenue (£m)|
|Audit & Risk Advisory||932||1,027||1,110|
|Industry revenue (£m)|
|Consumer & Industrial Products||904||986||1,092|
|Technology, Media & Communications||324||378||428|
|Life Sciences & Healthcare||247||252||298|
|Energy & Resources||184||210||254|
|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||£39.2m||£36.2m||£31.1m|
|Total number of graduates, school leavers and interns recruited||1,667||1,704||1,679|
|Number of school leavers hired through Deloitte's apprenticeship scheme, BrightStart 1||205||267||257|
|Standard voluntary attrition rate||15%||16%||15%|
|Number of partner and director promotions||296||215||273|
|Number of promotions across the business||4,928||5,108||5,300|
|Women on the UK Executive||23%||33%||33%|
|Women on the North West Europe Board 2||25%||21%||29%|
|% of female partners 3||18%||19%||19%|
|% of female employees||44%||44%||45%|
Gender pay gap
|Average mean gender pay gap across Deloitte||18.2%||18.1%||18.7%|
|Average median gender pay gap across Deloitte||15.3%||16.1%||16.1%|
|Average mean gender pay gap within grade pools||2.5%||2.2%||3.5%|
|Average mean gender bonus pay gap across Deloitte||50.9%||52.3%||51.1%|
|Average median gender bonus pay gap across Deloitte||39.1%||37.5%||35.1%|
|Equity partner mean earnings gap||13.8%||11.8%||12.0%|
|Equity partner median earnings gap||0%||8.3%||12.6%|
|Total mean total gender earnings gap||43.2%||41.1%||39.3%|
|Total median total gender earnings gap||15.2%||14.0%||14.4%|
All figures are UK only (excluding Switzerland)
- 1 Figures reported relate to those joining Deloitte UK in autumn 2018. After significant growth of the scheme over the past three years we have used this year to refine the scheme and thus did not increase our target entry number.
- 2 FY19 figure relates to the North West Europe Board. This was replaced on 1 June 2019 by the North and South Europe Board as the primary governance body. Additional geography governance bodies continue where required for local legal and/or regulatory purposes and to oversee local partner matters. This includes a UK Oversight Board and UK/CH Partnership Council.
- 3 We are committed to an ambition of 25% female partners by 2020 and 40% by 2030. Of the 78 partners promoted in the UK on 1 June 2019, 41% were women. This takes Deloitte’s female partners to 21%.
Community Metrics 1
|One Million Futures strategy 2||FY17||FY18||FY19|
|Total 'Futures' impacted as part of One Million Futures Strategy 3||133,882||342,576||417,023|
|‘Material’ impact as proportion of total Futures impacted 4||9%||11%||11%|
|One Million Futures - total number of society partnerships||54||61||63|
|Community contribution 5|
|Total firm contribution||£4.7m||£5.7m||£5.9m|
|Number of community volunteers||3,449||5,444||5,267|
|Community volunteering hours||31,258||35,756||28,735|
- 1 Our social impact strategy ‘One Million Futures’ aims to support a million people to get to where they want to be by raising aspirations, improving skills and developing leaders. The strategy launched on 1st June 2016 and will continue for five years.
- 2 The Basis of Reporting for calculation of Futures is available here.
- 3 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.
- 4 All community contribution data is reviewed as source by the Deloitte Responsible Business team. Our external evaluation partner, Social Enterprise UK, 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.
- 5 FY19 marked the end of a three-year commitment to many of our One Million Futures charity and school relationships. A dip in volunteer engagement as we concluded these relationships and invested time in selecting our new partner organisations was anticipated. Details of the charities, schools and social enterprises we support are available here.
Scope of community data is UK only.
Carbon Emissions (tonnes CO2e)
||FY11 / Baseline||FY18||FY19|
|Scope 1 emissions 1||4,014||3,484||3,623|
|Scope 2 emissions 2||14,200||3,535||2,827|
|Scope 3 emissions 3||36,526||52,671||57,049|
Total emissions per FTE
- 1 We measure our carbon footprint using the Greenhouse Gas (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||3.26||3.32||2%||-23%||FY21|
|Energy efficiency||Reduce emissions intensity from energy usage (tonnes CO2e)by 40% per FTE||1.51||0.43||0.37||-12%||-75%||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||7.46||7.55||1%||-15%||FY21|
|Waste production||Reduce quantities of waste production (tonnes) by 20% per FTE||0.16||0.12||0.14||14%||--14%||FY21|
|Paper usage||Reduce paper consumption (kg) by 50% per FTE||58.13||17.51||14.86||-15%||-74%||FY21|
|Travel||Reduce travel-related GHG emissions (tonnes CO2e) by 25% per FTE||2.76||2.81||2.94||5%||7%||FY21|
These metrics include the UK and Switzerland.