UK Impact Report

Stories of our impact

What happened behind the scenes at Gaucho to secure its future

When the high-end Argentine-themed Gaucho restaurants fell on tough times in summer 2018, their future, plus the jobs of more than 700 people, looked in doubt. Owned by private equity firm Equistone, the Gaucho group operated two separate entities: its 16 premium Gaucho steakhouses and casual dining chain CAU. The first was successful but CAU, set up in 2011 to offer a flavour of Buenos Aires, was losing money and cross-guarantees to landlords meant the ripples were felt by Gaucho. In July 2018, the group was facing insolvency. When Deloitte was appointed as administrator, the challenge was threefold: close the unsustainable CAU chain, restructure the group’s head office and sell Gaucho to protect the legacy brand. Links in the supply chain With an opportunity for Gaucho to remain a going concern, a Deloitte team was set up to keep the restaurants operating. “When a company faces insolvency, the suppliers are usually put on hold. However, you can’t do that with a restaurant chain because there isn’t a warehouse full of stock,” explained Restructuring Services Director Laurence Morgan. “We had to call suppliers and get them on board. And we had to resolve it immediately as we couldn’t risk a dip in quality.” Employee turnover was another issue as, inevitably, some people chose to move on. “We were faced with the additional challenge of having to hire staff while in administration to ensure operational stability,” added manager Tsvi Lewis. While the supply chain was taken care of, the business itself had to be stabilised and restructured, ready for a new buyer. It was also important to manage the vacated CAU leasehold estate, getting as much value from it as possible. Once everything was in place, our Special Situations M&A team, led by Ben Hughes, ran an accelerated sale to secure a buyer.A new future When an investor was found for Gaucho, it presented another challenge. The team needed to clean the Gaucho business of the CAU lease guarantees so the sale could go ahead. They proposed a Company Voluntary Arrangement (CVA) – a process normally used to help organisations avoid administration – which has to be approved by creditors. Under the arrangement, landlords would get what they were owed while others would receive less, although still more than the alternative if Gaucho folded. The CVA was backed by 99 per cent of creditors. In October, the chain was bought by South African bank Investec and Hong Kong fund SC Lowy. It had been a high-pressure situation – and often difficult work – in the media’s glare, but the rescue had gone to plan. “We kept the brand alive, protected livelihoods and the supply chain behind Gaucho and avoided more empty units on the high street, which wouldn’t have been good for anyone,” said Laurence. Tsvi concluded, “This process brought together people from across Deloitte, as well as blue-chip clients. It was a demonstration of what we can do as a firm.”

Hackathon competition for students as part of UK Cyber Risk

When you’re young and talented, competing to be named among the UK’s best ethical hackers and score a job as a cyber expert sounds pretty good. In November 2018, our Cyber Risk practice ran its annual Capture the Flag competition to find top talent from across the country. Fourteen university teams fought it out in a qualifying round a month earlier, with eight making the grade. Let the games begin Invited to our London offices to pit their wits in the final were students from Bournemouth, De Montfort, Durham, Edinburgh, Edinburgh Napier, Kent, Kingston and Lancaster. Using the Hackazon portal, developed by our Dutch colleagues, teams of between four and six tackled challenges designed to test even the most experienced cyber minds. New for 2018 was an advisory challenge, where students pitched their services to an imaginary client facing a massive cyber attack. After two years as runners-up, Edinburgh claimed a well-deserved victory, with Durham and Kent securing the second and third spots. “We had PhD and bachelor’s degree students from all years and backgrounds,” said organiser and senior consultant Ryan Vickers. “The challenges ranged in difficulty and there was fierce competition, with teams rapidly moving up and down the rankings as the day progressed.” “To see Deloitte hosting these kinds of events proved how invested the firm is, and that really inspired me.” A talent for tech Launched four years ago, Capture the Flag is more than a fun contest that stokes university rivalries – it’s a valuable recruitment tool. It showcases our cyber credentials, offers a glimpse into life at Deloitte and helps future talent meet professionals doing the job they aspire to. “It allows us to reach the most technically-capable recruits and show that our skills go way beyond consulting and audit,” explained Ryan. “Some of the competitors have already gone on to apply for roles in our Cyber Risk practice and will hopefully be joining us soon.” From inspired to hired On average, we hire two to three Capture the Flag competitors each year. Senior consultant Gavin Hull took part in 2016 with the University of Kent. As a result, he applied for a permanent position in Cyber Risk and, in September 2017, he took up his new role. Gavin said, “I applied purely because of the competition. To see Deloitte hosting these kinds of events proved how invested the firm is, and that really inspired me. It also showed Deloitte was at the cutting edge of providing solutions to improve cyber security worldwide.”

An honest conversation about imposter syndrome

The Green Room by Deloitte is a podcast that tackles a tricky question about the world around us every two weeks. Hosted by our employees, The Green Room calls on experts and research from across the firm and beyond to find the answer. From automation to sustainability to the future of our cities, we delve deep into the issues that matter most to our people, our clients and broader society. This story is about the most popular episode so far. Will I ever feel good enough for my job? Have you ever questioned whether you’re good enough? Been afraid people will find out you’re not capable? Felt like a fraud? You’re not alone. Imposter syndrome affects 70 per cent of people at some point in their lives. Maya Angelou, Meryl Streep, Michelle Obama, Albert Einstein and many more successful people have expressed feeling like imposters. In this episode, two special guests opened up about their own experiences of imposter syndrome: Sharon Thorne, our Global Chair, and Poppy Jaman, CEO of the City Mental Health Alliance. So what does it feel like to have imposter syndrome? Why is it so prevalent in a high-performance culture? Who's most likely to have imposter feelings? And most importantly, what can we do about it? You are not an imposter For Poppy, one of very few female Bangladeshi chief executives, imposter syndrome presents itself in the form of fear and anxiety. She once criss-crossed London at 3am just to find a print room to have a document printed in a different format before a big presentation at Number 10 Downing Street. Poppy has since learnt tricks that help her manage the feelings when they present themselves. Despite the suffering imposter syndrome can bring, Poppy also describes it as an incredibly powerful force driving her forward. As the first female on our UK Executive, in the role of talent partner, Sharon knows this feeling only too well and said it's been important to find ways of dealing with the symptoms. The issues that matter Listen in to hear Poppy and Sharon reflect on their experiences with imposter syndrome, how to manage it and why we should be discussing the issue more. If you like what you hear, The Green Room by Deloitte has covered many other topics, from automation anxiety and the future of cities to side hustles and zero waste, so do join us.

Two partners talk about their mental health

It takes courage to talk openly about our mental health, especially at work. So when leaders share their own experiences, it sends a powerful message – it’s okay to be yourself and to speak up. Two of Deloitte’s mental health champions, partners Steve Larke and Rhys Cartledge, have done exactly that. Their openness has led to them being named among the 42 corporate role models on the first InsideOut leaderboard. Published in The Sunday Times in March 2019, the leaderboard lists senior executives who are making the workplace more inclusive by being ‘out’ about their struggles. It was created by Rob Stephenson, founder of social enterprise InsideOut, who lives with bipolar disorder. He hopes the momentum behind the initiative will ensure disclosing mental ill heath at work becomes no different to reporting a physical condition. Here, Steve and Rhys tell their stories. What are your experiences of mental ill health? Steve: “It was about four-and-a-half years ago that I was diagnosed with depression and started to get treatment. It had been there on and off but wasn’t something I felt able to deal with because of fear of the unknown and denial. How could I be depressed when I had a good life, happy family and successful career? “I was waking up about 4am most mornings, feeling dreadful but very good at hiding it. Eventually, my wife was able to persuade me to go to my GP. I’ve generally been a lot better since and now accept it is part of who I am.” Rhys: “My experience has been a combination of OCD, anxiety and depression. Initially, I didn’t do anything about it as I thought ‘that’s just the way it is'. “When I was in my twenties, two people I knew passed away and that triggered health anxiety and OCD about my heart – I was convinced it was going to happen to me. When my family and friends noticed how much I was struggling, I started to get help.” Was it a difficult decision to speak out? Rhys: “It’s happened over time and I’ve gradually become more comfortable talking about it, which led to me becoming a champion. It’s never been an easy thing, but now I’m all in.” Steve: “It’s similar for me. I think greater public awareness around mental health, with even the Royal Family openly addressing it, has helped. Being confident and open has had quite a powerful impact.” Why is it important to be open? Steve: “We should be more open, transparent and human as leaders in general. If there’s a culture that makes people unwell, we’ve got to do everything we can to end it. "I also believe we should be open with our clients. When the InsideOut leaderboard was published I shared it on LinkedIn and had a great response, including from clients. We can learn from each other and also ensure that our client project environments are healthy places for our teams to work.” Rhys: “Sharing my story has allowed me to develop the skills to support people – I think I’m a better leader because of it. I’ve had the opportunity to meet colleagues who are going through this and who may have different perspectives or found other things that work.” Rob Stephenson at InsideOut says there can be positives to mental illness. Do you agree? Steve: “It can be difficult to see positives in depression, but I certainly feel it’s helped me with empathy. The insight it’s given me has enabled me to become a more effective leader and has taught me not to take things at face value. Now I’m more aware of my depression, I’m more productive and have a better understanding of how I work.” Rhys: “I agree that it’s changed my approach to dealing with other people and I’m probably more empathetic than I used to be.” What would you say to anyone who is afraid to open up? Steve: “Everybody’s situation is unique to them, but if you talk to someone and get help you’ll have a better outcome. There aren’t consequences; being open about mental health is now part of our culture.” Rhys: “It’s hard and the impact of being open about mental health shouldn’t be underestimated. However, for me, it wasn’t as hard as struggling with it on my own, day in and day out, for many years. “There are lots of possibilities in terms of support and I would encourage people to understand more about them and work out which one might be best for them. There is no right answer for everybody; I have done everything from medication and exercise to cognitive behavioural therapy and acupuncture, and at different times these have all had a positive impact.” “The 42 people on the leaderboard are trailblazers and the first to put their names to it. The aims are threefold – to reinforce that our leaders are open in the workplace, to encourage role models to post on LinkedIn as part of our Smashing the Stigma campaign, and to create a ripple effect so more leaders follow suit.” Championing wellbeing at Deloitte We are committed to building a culture that encourages our people to be open about their experiences. As two of our 20-plus mental health champions, Rhys and Steve each meet between 30 and 35 people a year who are looking for support. Rhys also co-sponsors our wellbeing network Thrive. “One in four of our people are likely to struggle with mental health issues at some point,” says Steve. “We owe it to them to be role models and to show we’re doing all we can to provide a safe, inclusive and respectful workplace.” Rhys adds: “I think we’re doing very well at Deloitte, although we still have further to go. We’re doing a huge amount to get the message out and have lots of things in place to support what we’re saying. “The launch of the new Thrive network around general wellbeing is a big and important step forward, as I would like to see us move away from providing support when people have an issue to making sure they don’t arise in the first place. This isn’t always possible, but we can certainly limit any negative impact that the working environment has on our people and their health.”

Leeds volunteers raise aspirations with IntoUniversity

Our One Million Futures ambition is all about helping the talent of tomorrow raise their aspirations and overcome barriers to employment. Volunteers from our Leeds office have been working with IntoUniversity, which provides local learning centres where young people from disadvantaged backgrounds are inspired to achieve and attain either a university place or another chosen aspiration. We hear from Dr Rachel Carr OBE, Chief Executive and co-founder of IntoUniversity and Sienna, a student who has benefitted from the programme. From lecturer to leader How has the partnership with Deloitte supported you to make an impact? “The partnership has provided consistent and incredibly high-quality support for our students and staff in Leeds, as well as driving IntoUniversity’s growth as a national charity. Deloitte volunteers have provided a wealth of support, from a pro bono project looking at our KPI analysis and reporting, to providing inspiring mentors and volunteers for our student programmes. "A key success has been our application to the Deloitte One Million Futures Fund, resulting in £100,000 grant to support our Primary Academic Support Programme and a pro bono project to create our first ever student Virtual Learning Environment (VLE). Over 1,500 students will have access to the VLE and the materials created, with more courses due to be added across the year.” You were a university lecturer before co-founding IntoUniversity. How did that come about? “The seeds of IntoUniversity were sowed in 2000 at a small community centre in North Kensington. I was concerned that the students in my lecture theatre were not representative of the young people from the housing estate near to where I lived. "IntoUniversity pioneered the ‘early and often’ approach to university access. We start in primary school, so young people develop aspirations to go to university at a young age, stay on track academically and make subject choices that do not constrain their educational options at a later stage.” With so many opportunities to inspire young people, can you tell us about the best bit of your job? “Undoubtedly, seeing the lives of so many young people transformed through their own hard work and the support they receive at our centres. Formal launches of new centres, where I get to meet children and their families already enjoying the benefits of a centre in their local community, are always a highlight!” Reaching for the stars Sienna first attended IntoUniversity in 2016 after her parents heard about it through a family friend. From her first sessions it was clear that Sienna was very able academically. Attending IntoUniversity has helped Sienna develop her confidence by taking on extra leadership responsibilities. Sienna has also been encouraged to challenge herself by learning about subjects that she doesn’t study at school, like Psychology. “Last year IntoUniversity paired me with my mentor Maria from the University of Leeds, who was really positive and helped me with my maths work. I want to be a lawyer so Maria helped me research the steps I need to take to become one and the different types of lawyer I could be. Maria was great at helping look into my future goals.” Launched in 2016, One Million Futures is our ambition to help one million people get to where they want to be through access to education and employment. We’re supporting over 60 inspiring social enterprises, charities and schools with pro bono, volunteering and fundraising. One Million Futures is part of our Global WorldClass commitment to help 50 million futures prepare for a world of opportunity.

Reverse mentoring scheme gives senior leaders fresh perspectives

Mentors are typically the more experienced among us who can counsel, guide and advise the next generation. But sometimes, it’s good to turn ideas on their head. When we launched our Black, Asian and Minority Ethnic (BAME) action plan back in 2017, we wanted to support retention and progression across the firm. One of the most successful ways of doing this has been our reverse mentoring programme, which was piloted in 2018. Our group of 30 mentors comprised women and those from BAME backgrounds. All mentors were junior staff, paired with senior-leader mentees. Designed to give mentors an opportunity to share insights and experiences, the initiative also offered mentees a fresh perspective on the firm’s business, strategy and culture. A trusted adviser Lerato Marema is from our Real Estate Planning and Development team in Manchester. She has been at the firm for two years and was among the first to sign up to the programme. “When I saw an email asking for volunteers to take part in reverse mentoring I knew I wanted to be involved,” said Lerato. “I thought this would be a great opportunity to understand what the firm and its leadership were doing to hit their ethnicity and gender diversity targets. I also wanted to better understand the challenges they faced.” Her mentee was Rick Lester, a senior partner in our Risk Advisory practice in London. The pair met monthly and covered a range of issues including respect and inclusion at work, recruiting and retaining BAME people and the importance of resilience. “I really enjoyed being able to give my personal perspective on what can hold women back in the workplace, and in particular BAME women,” continued Lerato. “It could be something as simple as not getting the recognition you deserve because of your age or gender, or just comments in a meeting that make you feel uncomfortable.” The programme has been a huge eye-opener. “I’ve loved having honest conversations with such a senior leader in the firm and giving my views on how to progress and retain young female talent,” she added. “It has given me a greater sense of empowerment and helped my confidence – both of which will support me in my own career progression.” Partner Rick thought it was a worthwhile experience and he felt he gained from the regular insights Lerato shared, saying: “She has given me real food for thought on how we can improve the likelihood of hitting our ethnicity and gender diversity targets.” Positive impact Feedback shows this was a valuable and insightful experience, with all mentors committing to keeping in touch with their mentee. For many, it will continue to have a positive impact as almost half have been promoted since the pilot began. Our mentors and mentees have helped make this one of our most powerful initiatives yet and, for 2019, we’ve been able to double the size of the programme and extended it to include LGBT+ employees. Hopefully, this means double the impact. “The programme has given me a greater sense of empowerment and helped my confidence – both of which will support me in my career progression.”

New technology helps Save the Children mobilise emergency teams faster

Save the Children works in more than 60 countries around the world to improve the lives of young people, their families and communities. The charity is made up of Save the Children International and numerous member organisations, each acting independently. In 2017, it asked our consulting team to help them improve communication, access real-time analytics and make it easier to deploy its workforce. Times of need We implemented Oracle HCM Cloud – a cloud-based HR system – to help Save the Children to track current assignments and highlight where best to send resources during a humanitarian crisis. The advantages were confirmed when a devastating earthquake and tsunami hit the Indonesian island of Sulawesi in September 2018. Prior to the project, many of the organisation’s HR functions had been operating completely offline and did not work across borders. With Oracle already live in 21 countries, it could swiftly pinpoint anyone with vital skills. Richard Symonds, project manager at Deloitte said, “Oracle offers strong reporting capabilities, so very quickly we could run a report and identify people who would be useful to deploy to Sulawesi, for example anyone with a medical background or who spoke Indonesian.” Real-time analytics Introducing a state-of-the-art HR system to many of these countries has revolutionised business processes and brought them into the digital age. “The programme has enabled us to identify what skills we have and where they are,” said Michael Koutstaal, the High Performance Organisation Executive Lead and Director of Transformation at Save the Children. “We selected Deloitte as an implementation partner because of the trust we had in the leaders, the value for money proposed and the expertise. Have they delivered? Yes, they have.” By the end of 2020, the charity aims to have Oracle HCM Cloud live in almost 100 countries. “It’s great to know that the work we’re doing is indirectly having such an impact on children.”

‘Best decision ever’: two dads on taking shared parental leave

Becoming a family, adapting to new routines, navigating sleepless nights: balancing parenthood and a career can be tough, especially at the start. Shared parental leave offers greater flexibility over how, when and who takes time off after a birth or adoption. It allows parents to split the leave, enabling them both to have a greater involvement in their child's upbringing. We introduced shared parental leave in April 2015 and, since then, nearly 300 of our people have benefited. We continue to encourage more people to explore our parental leave policies and this year we’ve increased our focus on support for fathers. Two Deloitte dads share their experiences with us here. Best decision Ed Greig is our Chief Disruptor. He took four months of shared parental leave between June and October 2018, immediately after the birth of son Osip (Oz for short). During that time, with his wife also off work, Ed built a special bond with Oz. He occasionally checked in with his team, but otherwise had his projects covered while he was out of the office. “It was easily the best decision I’ve made,” he said. “Shared parental leave was really helpful for figuring out our routines and how we were going to be parents together.” Once-in-a-lifetime opportunity Jim Bloomfield, a chartered accountant from our Leeds office, shares a similar story. After the birth of son Seb in 2017, he took nine months of shared parental leave. Both he and his wife spent six months off work together. Jim then used accrued holiday to spend a further three months with Seb while his wife Louise returned to her role as a partner in a law firm. Deloitte pays the same for maternity and shared parental leave – sixteen weeks at full pay then a further ten at half pay. “We were lucky our employers gave us a financial reward for taking shared leave,” Jim said. “I wanted to help Louise achieve her balance with work. Plus, I wanted to spend as much time with Seb as possible.” He believes this was a once-in-a-lifetime opportunity for his family to have valuable time together. They travelled to Texas when his son was eight weeks old and spent almost a month driving round national parks, enjoying the outdoors and watching live sports. “Supporting our working parents has long been a key priority and focus for Deloitte,” said Emma Codd, our Global Special Advisor on Inclusion. “When shared parental leave was introduced into UK law we embraced it. We knew that this meant both paying it at enhanced rates and ensuring that we always provided an inclusive culture in which all our parents felt able to take it without any concerns that it could adversely impact their career.” What is shared parental leave? Eligible parents can share up to 50 weeks of leave to care for their child in the first year following a birth or adoption. They can choose how to split it – enabling them to take time off together for up to six months, or stagger it so that one parent is always with the baby during that initial year. The millennial dad at work In May 2019, Deloitte teamed up with DaddiLife, the UK's leading platform and community for millennial dads. They surveyed more than 2,000 working fathers between the ages of 24 and 40 and found that more dads than ever (58 per cent) are now actively involved in day-to-day parenting. But their employers don’t always make it easy for them. Working fathers want more flexible arrangements and almost half say that improving parental leave is a vital priority. Despite this, many of those surveyed said they are not getting the support they need. Almost 40 per cent of working dads requested a change in hours, but nearly half were unsuccessful (44 per cent).

Banking combines with co-working and yoga to redefine high street presence

With one in five banking transactions now carried out online, fewer people need the security of their local branch. For brands like CYBG, owner of Clydesdale and Yorkshire Bank, this has meant going back to the drawing board to rethink what their high street presence should look like. After working with Market Gravity, our proposition design consultancy, to launch a digital banking platform called B, CYBG resurrected the partnership for an adventure that would take the brand in a whole new direction. B imaginative… CYBG wanted to open a digital banking space with a difference. Something that had never been seen before. A place that proved B didn’t think, act or talk like a typical financial services brand. Market Gravity helped CYBG open Studio B, their banking innovation lab on London’s Kensington High Street. A creative, interactive, hi-tech space that mixes finances with the future, it’s where the next generation of banking is designed by the next generation of customers. Within the space, people share ideas, get feedback and, most importantly, innovate. And, of course, there are the usual facilities for those who also want to manage their money. Studio B has shown that physical spaces still have an important role to play for both banks and customers. In fact, 81 per cent of consumers would still want to speak to someone, or visit a branch, no matter how advanced technology becomes. B innovative… After London, the next stop was Manchester and B Works. Part branch, part creative hub, the pioneering space on Market Street allows both customers and non-customers to learn, work and bank in one place. B Works gives visitors everything you’d expect from a digital bank, plus a few things you wouldn’t. There are co-working spaces and hot desks; a social studio with a camera, tripod, lighting and props; free WiFi and charging points. There’s even complimentary yoga and fitness classes, plus a programme of events and masterclasses. Or people can simply drop by for a free cup of coffee. Together, Studio B and B Works are redefining what it means to pop to the bank. You can still deposit a cheque or make a withdrawal… but you can also connect, collaborate and help shape the future of financial services. As Helen Page, CYBG Group Brand and Marketing Director, explains: “The role of the bank is changing, and the reality is that more customers are choosing to bank digitally. We’re confident that by creating an informal space that encourages innovation and co-creation and supports growth for local consumers, entrepreneurs and SMEs, we’ll transform the way our customers interact with us.” Eighty-one per cent of consumers would still want to speak to someone, or visit a branch, no matter how advanced technology becomes.

Connecting homeless people in Bristol with local employers

85 per cent of young people who have been homeless or in care lack any qualifications above GCSE level. One in two never had anyone supporting them at sports days or parents’ evenings. Many lack confidence and feel lonely. 1625 Independent People (1625ip) is the One Million Futures charity partner of our Bristol office and supports young people who are homeless or at risk of homelessness to lead happy and independent lives. Creating a bridge with potential employers can be a big step in transforming lives. See how the charity went about this with a little help from our volunteers. Knocking on ambition’s door Deloitte volunteers recently helped 1625ip develop a scheme called Young Ambition which links young care leavers and homeless people with employment opportunities. Thanks to the One Million Futures Impact Foundation Fund, they secured £100,000 in funding and £50,000 in pro bono services to find opportunities for 30 new people and hire two new staff members. Local employers quickly saw the benefits of Young Ambition, and a wide range of placements started rolling in. They were accessing a new pool of talent to meet their recruitment needs while helping the local community tackle an important issue. The Bristol team’s involvement with the scheme continues. They’re exploring ways of making the scheme self-funding and are helping 1625ip to bring together everything that they’ve learnt in a toolkit which can be passed on to other organisations so they can run similar schemes in their local areas. Accessing opportunities Tymara used to be an intensive support worker at 1625ip. Now she is a housing adviser at Bristol City Council. Tymara knows first-hand the barriers to employment that youth homelessness can present. “103,000 young people asked for help with homelessness in 2018, according to the charity Centrepoint. And there are many more people who do not show up in official figures, who find a temporary solution by staying with family members or friends or in other insecure accommodation. This is known as hidden homelessness. "Like me, they often find themselves homeless through no fault of their own – because of family breakdown, mental health issues, after leaving care or because they have moved away from home to work or study but then found rents are unaffordable. "I grew up in Dorset with my mum, but then our relationship broke down due to mental health issues. After that, I moved to Bristol to live with my aunt, however this relationship also broke down. After sofa surfing for a couple of months, a chance referral to the 1625ip Bristol Foyer changed everything.” A transformational time “Living in supported housing was one of the best years of my life. It was difficult at times, and at first I was so nervous, but I had the best support worker in the world who was thorough and professional. It encouraged my stability and personal growth to ensure I could achieve my full potential. "I went on to graduate with a BA (Hons) in Psychosocial Studies from Goldsmith’s University. I then returned to 1625ip, this time as a support worker helping other young people facing homelessness, and was accepted to complete a Master’s in Social and Public Policy at the University of York. "I am writing this because my story could have been very different without this support. Deloitte has supported 1625ip with a range of pro bono services, including Gift Aid, VAT, GDPR and implementing a new human resources system. "Through the partnership with Deloitte, 1625ip can provide a higher quality of support to vulnerable young people, helping them to live independently and thrive. It’s helping to change lives, the same way I was helped to change mine.” One Million Futures Launched in 2016, One Million Futures is our ambition to help one million people get to where they want to be through access to education and employment. We’re supporting over 60 inspiring social enterprises, charities and schools with pro bono, volunteering and fundraising. One Million Futures is part of our Global WorldClass commitment to help 50 million futures prepare for a world of opportunity.

UK transport operators use tech to improve journeys

According to The Office for National Statistics, 3.7 million workers travel for two hours or more every weekday. While many of us rely on public transport, getting from A to B on buses and trains isn’t always an easy ride. Here are two examples of how we got onboard with transport operators, using data science and advance analytics to rethink customer journeys. On the right track On 21 May 2018 'Meltdown Monday’ made national headlines as rail passengers were hit by an unprecedented number of cancellations and delays due to the introduction of a new timetable system. This disruption prompted Network Rail to look for more ways to test timetables that schedule more than 22,000 trains carrying four million passengers a day across 19,000 miles of track. We were asked to look for ways to improve customer journeys and performance on the UK railway, with a specific focus on the Transpennine Route, which links the north west and north east of England. Using gaming simulation software, artificial intelligence (AI), machine learning, data integration and analytics, we built a digital replica of a critical section of the route. The virtual world mirrors signals, stations, trains and other infrastructure, providing a near real-world environment to test different scenarios. We also designed an interactive dashboard that visualises the simulation results. “The digital replica harnesses technology and analytics to shape and improve the everyday commuting experience of people around the country,” explains project manager Bolly Williams, from the Deloitte Transport Analytics Team.   “We can test timetables before putting a single train on a track. This can potentially save millions of pounds worth of delay minutes or cancellations, and make a marked improvement on customer satisfaction metrics.” “The project has the potential to revolutionise the entire rail industry. It brings structure and simplicity to what is complex and messy. And it shows how industry can work together to plan and make critical changes, with passengers front of mind.” How do I catch a bus? Bus companies are also facing significant challenges. Changing work, retail and travel habits are impacting traditional markets while technology-led start-ups are disrupting the industry. Operator Stagecoach needed to do something to maintain customer loyalty and increase passenger numbers. In early 2018, it made a request to our Deloitte Digital team in Scotland: “We think it’s quite hard to catch a bus, can you go and catch one?” Alongside representatives of Stagecoach, our team members took different journeys across the region to identify quick wins and remove barriers to travel. Fact-finding, design and testing involved both the client and customers. As well as on-board observations, the team conducted interviews, diary studies, labs and workshops. In all, they looked at 128 ideas across three areas – culture, signage and service. The aim was to develop those that would deliver value the quickest. Gareth Edwards from Deloitte Digital said “We focused on what was most obvious and what we could fix. It was very much about creating the right environment for people to feel comfortable travelling.” A range of initiatives went live as part of the "How do I catch a bus?" campaign, including clearer signage at stops. Positive passenger tweets were displayed on information screens to boost driver morale and, in turn, customer service. The team also redesigned timetables with the help of Edinburgh University students, aware that printed versions are still a vital part of bus travel. Now live in Dunfermline, Chichester and Banbury, they are clearly marked as experiments, with the public invited to tweet their thoughts. Early social media interaction has proved positive, and our work with Stagecoach received recognition at the 2018 UK Bus Awards. Gareth added: “Of all the things we did together, remembering the customer was the most important. It was about really simple stuff that had been forgotten; things that helped people on their way.”

Start-up bets on blockchain to disrupt global energy commodities market

Launched in January 2018, VAKT is an independent company formed by nine major names including energy giants Shell, BP, Equinor, Mercuria and banks ABN Amro, ING and Société Générale. It has since expanded its shareholder base to include Total, Chevron, and Reliance. VAKT’s blockchain solution is digitising post-trade processing – everything that happens after a physical commodity trade is agreed. It’s one of the world’s first enterprise blockchain platforms to be in production. The link in the chain As VAKT’s strategic ecosystem partner, we have supported the start-up from formation through an accelerated scaling phase, to product launch and beyond. Deloitte Ventures’ Blockchain Studio pulled together expertise from across several areas of the firm, including Risk Advisory, Tax and Consulting. The challenge? To help VAKT tackle everything from product strategy to customer onboarding, creating market interest before launch, advising on the regulatory environment and helping a new company with no employees to build teams from scratch. Our cyber security specialists also tried their best to break the platform before it went live – thankfully, without any luck. Their security report was made available to increase customer confidence. UK Blockchain Lead Tyler Welmans said, “It was a challenge bringing together a cross-business line team and we had to keep pace with a start-up that needed to move at 150 miles an hour. But doing that meant we were able to help launch something that has the potential to be extremely powerful in the future.” A joint UK and US team also supported key members joining the consortium, putting our connections with VAKT and detailed knowledge of the platform to good use through the implementation and onboarding process. Shaking things up The blockchain platform went live in its first market in November 2018. By managing energy transactions on a distributed ledger that no single party controls, companies can transact in a more secure, standardised and efficient way. It also signals the end of paper-heavy processes and the discrepancies they inevitably create. VAKT and its pioneering tech are grabbing global headlines and shaking up a trillion-dollar market. This success is also shining a light on what Deloitte can do to get large-scale consortium ventures off the ground. “If you have a group of clients who want to do something but don’t know the right route, we have access to every capability you might need, as well as the experience. Very few companies can turn ideas into reality at this scale” continued Tyler. “It is rare to be given the opportunity to work alongside a consortium of leading global companies to bring breakthrough innovation to an industry of this size and scale.” VAKT’s Head Business Development, Lyon Hardgrave continued, “Deloitte was instrumental in bringing us to this place. Each new customer we are adding benefits from Deloitte’s insights, and our success validates Deloitte’s faith in the shared ledger model.”

A new approach to tax returns to simplify digital requirements

1 April 2019 saw the launch of Making Tax Digital for VAT (MTDfV), the biggest change in indirect tax compliance in a generation. The first step in the Government’s journey to digitise tax returns was introducing new rules for VAT, with businesses required to keep digital records and file entries using compatible software. The solution We built a solution to simplify this new environment for our clients. The VAT Return Filer app, available on our myInsight tax platform, allows them to submit and manage their filings and use additional features like trend analyses. Almost 900 clients have signed up to use the Filer, including 87 that are new to Deloitte. Together, they are responsible for more than 7,000 filings a year. Making Tax Digital (MTD) will impact businesses and individuals across a range of taxes. It’s designed to make the tax compliance process more accurate and help people get tax payments right. Latest figures show avoidable mistakes cost the Exchequer £9 billion a year. Getting it right “We could have just gone for a sticking-plaster approach with a simple Excel plug-in, but that’s not robust or forward-thinking,” said Chi Yip, associate director within Tax Management Consulting and one of our MTD leads. “We wanted to get this right for our clients.” By creating a unique solution that caters to the whole market we are able to support our current clients, win new ones and drive adoption of other services. For one financial services client, the Filer app provided a straightforward path to MTDfV compliance and gave them time to deal with the next phase of the MTD mandate: ‘digital links’. We have now worked with them to automate their ‘end-to-end’ compliance process and reduced time spent on this, while improving the ease of use, robustness and accuracy. Serious games Games are not just for kids. They can break down barriers, bring people together and allow them to explore options, making better decisions as a result. Tax is just one area in which we are using games to help our clients meet big and often unknown future challenges. We decided to see if we could harness the mainstream popularity of escape rooms to bring our research to life and deepen understanding of complex issues. Players are asked to solve puzzles and challenges around three broad tax themes in the shortest possible time to escape the room, while considering solutions to challenges facing the tax function. Hundreds of senior contacts at our largest clients have now been through the tax room and the concept is being scaled globally.

Building the workplace of the future at Deloitte London

Building a sustainable future Healthy building… healthier planet… healthier, happier people. That was the thinking when we opened the doors at 1 New Street Square in July 2018. Our efforts were rewarded as our London HQ has been recognised as a model of sustainable design and has received awards for environmental performance and promoting wellbeing. Leading the world In 2018, our new London HQ became the largest office in the world to achieve prestigious certifications recognising its sustainability and employee wellbeing credentials. We began our environmental programme back in 2011, focusing on reducing our environmental impacts. We were making considerable progress, in particular around our buildings. We had delivered a number of green refurbishments and these, plus our investments in energy efficiency, had put our real estate on track for a huge reduction in carbon emissions – by 2019, these had dropped by 73 per cent. We were very proud of the journey we were on, but when the once-in-a-decade opportunity arose to consolidate part of our campus within a new head office, we wanted to see how much further we could go. Under the green-building scheme BREEAM, it achieved a record 94 per cent, far exceeding the ‘outstanding’ threshold of 85 per cent. It makes it the highest scoring BREEAM 2014 refurbishment and fit-out project anywhere in the world. Alongside that came a WELL Certified™ Gold – a distinction from the International WELL Building Institute™ awarded to workplaces that enhance people’s health and wellbeing. 1 New Street Square became the world’s largest building to be given this rating for a ‘new and existing interiors project’, and it was the first to achieve both certifications. It’s easy to see why. LED lights throughout, sensors that check how the building’s running, solar panels, a huge wastewater recycling tank – all designed to reduce our environmental footprint. Gavin Harrison, Head of Internal Sustainability, says: “In achieving these certifications, we’ve shown environmental performance and user-focused design can go hand in hand, and redefined our blueprint for the workplace of the future.” Well, well, well Plants reduce stress levels. Sensors monitor 10 different environmental conditions to keep people comfortable and provide real-time data on available workspaces. There is a new 1,100 metre square gym on campus, a 365-bay cycle facility, 12th floor terrace dedicated to our colleagues and an occupational/mental health suite. New leading-edge video-conferencing facilities also offer an alternative to business travel. Flexible, relaxing environments, tech-free havens and client areas help more than 5,500 colleagues work when and how they need to. Gavin continues: “The future of work is about people. How we connect, collaborate and be the best we can be. With this building we’ve given our people the spaces to do just that, while being aware of our wider environmental impacts.” Putting paid to plastics Our move to 1 New Street Square was the perfect opportunity for us to make an effort in reducing plastic use. There are no plastic cups, straws, sachets or cutlery – canteens and coffee bars stock the wooden variety. Metal cutlery can be borrowed and returned to collection boxes around the building. Colleagues have also been given reusable KeepCups and water bottles. Environment Manager Nick Robinson heads up the zero-waste team behind these successes and has subsequently helped initiatives go UK-wide. The aim is to eliminate avoidable plastic waste from our buildings in the UK by 2020, with an aspiration to eliminate all single-use plastics by 2024. “In 2018, The Blue Planet brought shocking footage of the damage caused by the discarded plastic items that we use in our everyday lives,” says Nick. “Our response can be a gateway to having a greater impact on sustainability. Already, it’s greatly increased engagement – in the past year, I’ve been approached by more people about our activities than in the previous five years put together.”

Empowering our people to balance work and life

For the past five years, we have embedded agile working practices across our firm. The business case is simple; the people we want to attract and retain are looking for employers that encourage career progression but understand the importance of a life away from work. Agile practices can encompass informal requests, for instance working from home or flexible hours, as well as formal arrangements such as a permanent annualised days contract, which we introduced in 2018. It also covers Time Out, our award‑winning programme that allows people to take a four‑week block of unpaid leave each year. “Consistent feedback from our people shows that work-life balance is critical to them when making career choices - we know that failure to enable them to achieve this will lead them to consider options outside the firm,” said our Global Special Advisor on Inclusion Emma Codd. “We also know there is a direct link between happy, engaged colleagues and good performance.” Liz Neate is an assistant director in our Financial Advisory practice. Having joined Deloitte as a graduate in 2012, she has used a variety of agile working arrangements and moved to an annualised days contract so she could dedicate her spare time to volunteering in Uganda. Here she tells her story. How have you balanced working at Deloitte with volunteering? I have volunteered for the Land and Equity Movement of Uganda (LEMU) for a number of years. Initially, I supported them by working evenings, weekends and taking annual leave, while also working at Deloitte. I also took a four-month career break so that I could volunteer full-time for a few months. The partner I work for at Deloitte has been incredibly supportive throughout my career here and we regularly discuss my charity work. After returning from my career break, I raised the prospect of taking a Time Out and we discussed a number of other formal agile working arrangements, including annualised days. I had never thought of working part-time. However, the introduction of annualised days – spending 80 per cent of my time working for Deloitte and 20 per cent of my time supporting LEMU – has made it possible to do two things that I am passionate about. I now take occasional days away from Deloitte to work on LEMU matters throughout the year, as well as taking an extended break over the summer so that I can travel to Uganda. What made you want to volunteer in Uganda? I had travelled a lot in East Africa and Uganda always held a special appeal for me. Ahead of one of my trips, I contacted the Executive Director of LEMU and asked if I could offer my time and support to them. The question of ‘land’ (the subject of my work in the UK as well) is a contentious topic in Uganda. Many Ugandan families have been farming a particular plot of land for decades - it is recognised that whoever farms the land owns it. However, there is often no paperwork to support this. LEMU supports people who own land in this 'customary' way, by working with the community to map the land and document who is allowed to use it. I'm currently working with a community displaced from their land to make way for an oil refinery. I’m making sure they have received what they are entitled to by way of help from the government. How would you sum up the impact this has had on you? It's been an incredible experience, providing me with a huge amount of perspective and I'm proud to have made the leap to balancing two roles. I think it definitely refreshed my approach to work. The feeling of coming back to Deloitte projects after some time away, almost with new eyes, was really beneficial. What are permanent annualised days? An employee works an agreed number of days, ranging from 150 to 184 a year. This can include an irregular pattern, for example, working on a term-time or seasonal basis. It means the total reward package (including the salary and benefits) is pro-rated. Before a request is accepted, consideration is given to whether it works for Deloitte. Should the applicant be successful, they will have their contract amended and reviewed after a 12-month trial period to ensure it continues to suit both them and the firm. Since we introduced agile working in 2014, the number of people on formal arrangements has risen to more than 1,200.A 2018 firmwide survey showed that nearly 70 per cent of respondents were taking advantage of informal working arrangements.91 per cent of our people have told us they feel trusted to choose when, where and how they work.

Successful mentoring relationship unlocks untapped potential

Both University of Nottingham economics graduates, both musicians and both colleagues at Deloitte. As mentors and mentees go, Daniel Lister and Tom Burgess have more than a little in common. They met in 2017 through the non-profit organisation upReach, one of our One Million Futures partners. upReach works with universities and employers to provide students from less-advantaged backgrounds with opportunities to explore different career pathways, gain skills and pursue graduate careers. For mentee Tom, the partnership has been fundamental in helping him unlock his full potential. He secured a graduate role in consulting at Deloitte and, after being nominated by upReach and his mentor, was honoured during the 2018 Student Social Mobility Awards at the House of Lords, where he won the Outstanding Achievement in Consulting award. Here, they share their experiences. Tom Burgess, analyst, Consulting. “At university I didn’t have any idea about how to secure a role at a firm like Deloitte. I went to a state comprehensive and neither of my parents work in professional services, so I wanted to learn more. Then I found out about upReach. upReach matched Daniel and me based on our shared interests. The day we met I’d just attended the Spring into Deloitte career insight programme and was excited by the idea of a future in consulting. Working with a mentor who had over ten years of experience in the career I was interested in was fantastic. It was hard to know what to expect at first but we worked together to create a project plan to prepare me for a career as a consultant. We talked about my achievements so far, and what I could do to develop myself personally and professionally. And then we set goals together that would help me to achieve my ambitions. Although the official time commitment was a one hour-long call once a month, we talked, Skyped and exchanged emails regularly. Daniel helped me prepare for my future career by working through practical case studies, research projects and presentations, and really boosted my confidence. And it all paid off when in 2018 I secured an internship with Deloitte on the Summer Vacation Scheme and was then offered a graduate role in the Strategy and Operations Consulting team. The mentoring programme played an important part in helping me achieve all this. Our partnership was featured in an article in the Evening Standard earlier this year, which I hope has encouraged others to explore the benefits of a mentor relationship. I’ve also been working as a mentor myself, helping sixth-formers from less-advantaged backgrounds with their university applications and I’m proud that all my mentees received offers from their chosen universities.” Daniel Lister, senior manager, Risk Advisory “I became involved with upReach shortly after joining the firm. I love working with people at the start of their careers, helping them realise their ambitions and grow their skills. The upReach mentoring programme plays an important role in allowing students from less-advantaged backgrounds to broaden their network and access a range of careers. Ever since I first read Tom’s CV, I have seen how driven he is to make the most of opportunities. When we met, I was hugely impressed by his commercial awareness and his enthusiasm for Deloitte and the work we do. We spent time together to develop his consulting skills, but also prepare for interviews and presentations. Some people ask what makes for a successful mentoring relationship, but there is no blueprint. We tried some innovative approaches… for example, Tom and I are both really into music so we used some musical arrangements and discussed how we would tell their stories in new ways for various audiences – an unusual task but a good way to think differently and to prepare for working with wide range of people. The thing that I’m most proud of is how our story has inspired others to get involved. Three people in my team have signed up as mentors and one of their mentees has also secured a role at Deloitte. Tom has already mentored school students and will become a great mentor and role model for the next generation of upReach associates and Deloitte colleagues. I hope we have started a virtuous circle!" Never out of reach Founded in 2012, upReach is working to improve social mobility in the UK. Its six-year partnership with Deloitte has so far helped 55 graduates from less-advantaged backgrounds to join the firm. The mentoring programme is one of several initiatives designed to give our future talent the best possible opportunities. Others include Professional Experience Weeks and the Professional Services Career Academy, the Spring into Deloitte insight course and the Summer Vacation Scheme internship scheme. “This partnership has allowed both organisations to identify and support university students who have untapped potential,” explains Stephanie Lieber, upReach’s Head of Programmes and Impact. “It has helped to build students’ knowledge and networks in the sector. It also gives them the chance to talk to professionals who know what it’s like to be in their position.” 55 graduates hired since the partnership began65 participants in Spring into Deloitte and Summer Vacation Scheme87 students have joined Deloitte Professional Experience WeeksUp to 50 Deloitte mentors matched with graduates each year

Helping BAFTA to increase TV’s action on climate change

The TV and film industries – like many sectors – can play a crucial role in helping to preserve the future of our planet. And while reducing the carbon footprint of TV programmes is important, the content we watch can make an even greater impact. Collectively reaching millions of people every day, production companies have an unprecedented opportunity to influence the viewing public’s behaviours. As UK Data Analytics partner George Johnston explained, "Arguably, in the United States 25 years ago, drink driving was much more socially acceptable. The media grasped this and started to influence production houses to use the phrase ‘designated driver’ in TV shows – suddenly there was a reduction in incidents. From this, we’ve learnt that if you can drop ideas into TV, they quickly become normalised.” Turning to science The British Academy of Film and Television Arts (BAFTA) wanted to understand what the industry was doing to tackle climate change. The charity decided to look at how often environmental terms were mentioned on TV and was keen to see whether data science could help. Our Data Analytics team began examining environmental coverage over a year’s worth of programmes, excluding the news. This meant taking subtitling data from September 2017 to 2018, across four broadcasters, 40 channels and 128,719 shows. The team searched for specific terms to determine their frequency. This also helped to identify common themes and understand the sentiment used when climate change was referenced. The results were surprising. Words associated with ‘energy’ were only mentioned six per cent of the time, even though it represents 24 per cent of the average person’s carbon footprint. More commonly used terms were ‘vegan’ and ‘vegetarian’, although food only accounts for 12 per cent of an individual’s footprint. By delving deeper into the data, the team could see how often terms such as ‘carbon emissions’, ‘recycle’, ‘hybrid car’ or ‘wind power’ featured compared with, for example, ‘cake’, cheese’, ‘Christmas’ or ‘Brexit’. “This enabled us to draw comparisons and bring our findings to life,” said George. Screen but not heard Combined, the 25 environment-related terms that were tracked appeared 17,884 times. This was less often than ‘beer’ (21,648 instances), ‘dog’ (105,245) or ‘tea’ (60,060). ‘Rhubarb’ (1,948), ‘goldfish’ (2,284), ‘zombie’ (2,488) and ‘pizza’ (13,027) were all mentioned more times than any individual word or phrase. The research showed there was a tendency to talk about issues rather than solutions, as mentions of climate change and global warming far outweighed terms like ‘electric cars’ and ‘solar power’. “The results highlight that the industry’s current coverage of the topic is out of step, with terms such as ‘Shakespeare’ and ‘gravy’ receiving more mentions over the past year than those related to climate change,” continued George. “Now we’ve created this benchmark, there is a huge opportunity for broadcasters to address this by developing strategies to further communicate messages on sustainability.” Over a 12-month period, the project covered: 4 broadcasters40 channels Subtitles from 128,719 programmes “Reducing our impact is a given. But our real opportunity lies in the programmes we make, and in our ability to use powerful human stories to connect audiences with the world around them.”

New app helps keep Britain’s roads safe

Every year, assessors from the Driver and Vehicle Standards Agency (DVSA) test the safety of more than one million commercial vehicles. Traditionally a clipboard and paper process, it has been revamped with the help of a new app we created and built in the cloud. The app is the first step in the DVSA's digital transformation project, devised to make life simpler for customers and staff. Here’s how it’s making jobs easier, processes smoother and, ultimately, Britain’s roads safer. An end to testing times The app, added to DVSA mobile devices, allows assessors to check and record all aspects of a vehicle’s safety digitally. They can scan licence plates for immediate access to its test history and take and upload photos of any faults. When a vehicle passes, it is certified instantly. Besides making the process more efficient, it improves data accuracy and reduces certificate errors. It also makes the test more transparent for customers. “Previously, if a truck failed a test because of faulty brakes, only the paperwork would tell a new tester what the problem was. Staff no longer have to rely on the customer to provide the paperwork, as the digital record will be accurate and available in real time,” explained Jamie Turner from Deloitte Digital. It also means enforcement teams out on the roads have up-to-date data at their fingertips, so they can more easily identify unsafe and non-compliant vehicles. Start of a journey The app, launched in early 2019, is the first stage of the journey. Using only server-less technologies means it’s infinitely scalable and cost effective. The transformation will include a new website that allows customers to manage their accounts, track their test history and top up credit balances. Other new products will redesign and rebuild back-end services. “We’re making sure we’re helping all types of users – back-office employees, frontline staff and customers – through new technology,” continued Jamie. “We’re giving the DVSA access to better information to help people do their jobs and ensure safety on our roads.” “DVSA’s partnership with Deloitte will see a total transformation of our heavy and specialist vehicle testing service, reaping many benefits for our staff and our customers while giving us the foundation to continually improve upon. This all contributes to our strategic objective of keeping Britain’s roads safe.”

Supporting the UK’s first 24/7 text service for anyone in crisis

Helping to launch The Clean Kilo: the UK's largest zero-waste supermarket

It all began with a simple question: “Why isn’t there a supermarket without packaging?” They didn’t know it at the time, but for menswear designer Jeanette Wong and her scientist partner Tom Pell, this sparked an adventure that would see them named as a retail trend to watch less than a year later. “Back in 2017 we were watching Plastic Ocean and saw what was going on. We’d heard of plastic pollution before but didn’t realise it was that bad,” says Tom. “Our lifestyle was already quite zero-waste, but we wanted to cut down on plastic use and found it hard. Jeanette said she had a vision of a supermarket without packaging selling food like hotels serve breakfast cereals. And The Clean Kilo was born.” Talking shop To get the supermarket up and running, Tom and Jeanette turned to crowdfunding and corporate sponsors. “I was looking online at local companies that were interested in corporate social responsibility issues to see if they would sponsor us and Deloitte Birmingham came up. I sent them an email and got put in touch with their Green Champion," explains Tom. Our Birmingham team provided the start-up with pro bono business advice and initial sponsor funding. But because of the Clean Kilo’s potential, and its alignment with our own thinking, we went on to provide ongoing pro bono support from Propel, our business start-up team, plus Real Estate and Tax. Jeanette was still working as a designer while the supermarket was being set up and used her creative flair on the interior, 90 per cent of which is recycled. Jeanette and Tom turned scaffold boards into shelves and brought in wood cladding from an old school gym. We helped by commissioning illustration agency Scriberia to develop a large wall mural. Waste not, want not In June 2018, The Clean Kilo opened its doors in Digbeth, Birmingham. On its first day, hundreds of people queued for up to an hour to experience zero-waste shopping for themselves. “There’s no packaging, so customers bring their containers with them,” explains Tom. “These are weighed, filled with ingredients and weighed again before they pay.” As much as their produce as possible is locally sourced from farmers, artisans and bakers. Tom and Jeanette are working hard to make their supply chain waste-free too. “With local suppliers, like those who provide our milk, ice cream, honey and oil, we ask to exchange containers,” says Jeanette. “The process is longer, but that’s the logistics of zero-waste shopping. It’s more labour-intensive when there’s no packaging, but we can’t live by convenience anymore.” And staying true to their zero-waste ambitions, the Clean Kilo team even use spillages for bird feed. “People like the shop the moment they come in,” continues Tom. “It almost becomes addictive and kids love it. I think of it as back to basics shopping.” Clean and green Jeanette and Tom are keen to raise awareness of plastic pollution in mainstream culture. Besides working with local schools and groups, they hold regular workshops and talks in the hope that The Clean Kilo can become a community base for environmental issues. They have plans to open another store and are looking into creating a food hub so customers can order online and collect later. They also want to help other zero-waste shops get up and running. The couple credit Deloitte as the driving force behind their success. “To have advice and funding from the start has been hugely beneficial to us,” says Tom. “Also, because of our association with Deloitte, we think we have been taken more seriously by the big supermarkets and the corporate world in general.” This was particularly apparent at a retail trends event earlier in 2019, when they were presented to industry leaders as a trend to watch. They’ve also become the UK’s largest zero-waste supermarket. And now Jeanette and Tom have got people’s attention, who knows where their clean journey will take them next. “It’s more labour-intensive when there’s no packaging, but we can’t live by convenience anymore.” Banner image courtesy of Dominika Kubalova

Tackling online harassment with Zipit: our pioneering social media chatbot

Seventeen-year-old Anna said she feels safer outside than online. Enter Zipit: our pioneering social media chatbot. In April last year we asked the attendees of a Deloitte GovLab training course in Amsterdam to solve a complex problem – helping people feel safe in the modern world. To find out more about the safety issues affecting us today, London-based financial advisory manager Victoria Mulreany and colleagues from Deloitte Digital in the Netherlands and Technology Consulting in Ireland spoke to people they knew before taking to the streets of Rotterdam to ask further questions. Their findings, including Anna’s comment, were shocking and made clear that online sexual harrassment can be a very real problem for those leading increasingly connected lives. Of the young women questioned in Rotterdam, 76 per cent said they’d experienced online sexual harassment, while 70 per cent had recently received unsolicited explicit images. Even more worryingly, 40 per cent of those interviewed had felt their physical safety to be under threat while online, while six in ten felt there were no consequences for online sexual harassment. The team’s response was to develop Zipit. Appropriate responses to online harassment Its aim is to improve online safety by giving users advice on appropriate responses to online harrassment, from keeping personal profiles secure to escalating issues to the police if the situation requires it. Victoria said “We have a massive opportunity to educate people. When you go out, people talk about having your keys in your hand, your phone, staying in busy areas… online, Zipit is your safety toolkit. The ultimate goal is to have an impact on the toxic behaviours happening in the online world.” User testing for the bot is proving extremely positive and the team continues to develop Zipit as an interactive add-on for Facebook Messenger. Victoria and the team have also spoken to children’s and mental health charities to make sure the bot provides the right advice and are working closely with the police to develop it. Originating from our GovLab initiative, which encourages public sector innovation by bringing a range of experience to solve long-standing problems, Zipit could have multiple benefits for society. For young people, improving online safety is vital. For law enforcement, effective triage and reporting routes can free up valuable time. And for social media platforms, it promises a better user experience. “We’ve already made a significant impact in opening up the conversation around online harassment.”

New Government authority to secure fair trade for the UK

One of the most significant issues in the Brexit debate has been the UK’s future global trading relationships and what this means for UK business, particularly manufacturers. We worked with the Department for International Trade (DIT) on the creation of a new authority designed to protect domestic manufacturers from unfair global trading practices, such as dumping and subsidies. Just the remedy The new Trade Remedies Authority (TRA) is a key aspect of the Government’s work to ensure the integrity of the global rules-based trading system. It will play a vital role in maintaining the UK’s economic interests abroad. Amongst its powers are recommending new measures for the protection of domestic industries, and investigating cases of unfair trading practices and unforeseen surges in imports that could hurt UK businesses. Our responsibility was to ensure the TRA’s staff are comprehensively trained to conduct trade remedies investigations. Working alongside a team from the DIT, we developed and delivered an intensive technical training programme and wide range of process and guidance materials to support the new organisation’s operations. Intensive training The six-week programme we designed for newly recruited TRA staff covers core technical skills and insights in trade remedies as well as wider accounting, legal and economic skills. The feedback from the participants was positive, with 100 per cent of the cohort rating the training as “good” or “excellent”. To make it all happen, the team brought together subject matter experts from multiple disciplines across the our UK network in the UK and further afield. Ben Powell, our lead partner for the TRA, said: “This is the model Deloitte project to lead – a massively diverse set of skills brought to solve the client’s challenge, an intensive timeframe within which to deliver and the whole team working highly collaboratively towards a common purpose.” Amanda Brooks, the DIT's director for trade remedies, access and controls said "From the outset, the Deloitte team threw itself into the project and made it happen. They were highly collaborative, totally dedicated and focused, very flexible and adaptable, and innovative in meeting challenges along the way.” “Well done – you have taken an anxious and demanding group, converted them to your knowledge and style and taught us all a huge amount. Thank you.”

The rise of the cyberwomen: improving gender diversity in one of the fastest-growing fields in tech

Named one of 2018’s top 50 women in UK cyber security, Lisa Hamilton is encouraging other women into one of the fastest-growing fields in tech, dispelling myths as she goes. Faceless hackers or military men at war – neither stereotype reflects life in cyber security here, and misconceptions like these could be one of the reasons why few women choose it as a career. Lisa, a director in our London-based Cyber Risk practice, is changing that. Four years ago, she set up our UK Women in Cyber (WiC) initiative to increase gender diversity in the field. Now having also taken it to Europe, the Middle East and Africa (EMEA), she has the rest of the world in her sights. With a predicted worldwide deficit of 1.8 million cyber security professionals by 2022, WiC is building a network of committed professionals, across our firm and beyond, that could help bridge this gap. Its mix of events, research, coaching, mentoring and link-ups with clients and communities are inspiring future talent to join a profession they may not otherwise have considered, boosting women’s representation in the process. Here, Lisa tells us more about why WiC is so important. Why did you set up WiC when you joined Deloitte? "There weren’t enough women in cyber security and I wanted to change that. It’s fantastic to get support from other member firms so we can raise the profile of Deloitte as an inclusive employer. Back when it all started, women accounted for 11 per cent of the industry – it’s now about 24 per cent, so we’re moving in the right direction." How would you describe WiC? "I have a fantastic team around me who have helped make WiC what it is today. It’s a close community of people with great skills and drive. Women offer a different perspective and one of our objectives is to develop a pipeline of female talent. We’re involved in programmes that highlight positive role models and engage girls while they’re still in education. We want to get to more schools and connect with even more young people." Do you have a vision for the future? "I’d love to see more women role models in senior positions. For WiC, the plan is to go global. We’ve received such a positive response and have had great support from our leadership team, so it feels like the next step." Would you recommend a cyber career to other women? "Absolutely, I’d encourage them to take a leap of faith and go for it. We’re not just hackers in hoodies, there’s a lot more to it than that. Perceptions are changing but we need to do more." “Gender diversity is imperative to the success of the cyber security industry. At Deloitte we want to spark change and address the low representation of women in the cyber security workforce.”

The Wave network supports junior LGBT+ professionals

Wave is a new LGBT+ network established with some of our biggest clients. Here two founder members of Wave answer questions about the group and its aims. Laurie Rutter is a consultant in Human Capital and co-chair of GLOBE, our existing internal LGBT+ network. For the past two and a half years, Laurie’s been involved with trans and non-binary inclusion work for the firm, as well as policy development. What is Wave? Wave is a new LGBT+ network group set up in February 2018. The initial 12 months were about getting clients onboard and running our first events. Since then, we’ve been creating a vision for the network; something that’s unique, with its own unique selling point. It’s been developed by junior employees for junior employees and provides opportunities for career development. It also gives people access to cross-industry role models and the tools to help them achieve their full potential." Do you have a role model? "I’m unique here as I identify as non-binary. I’m also gay. There is no one who is looks the same as me, but I still have role models around Deloitte. They help me to be myself and feel comfortable. I take a little from each of them." How have your experiences helped you to shape Wave? "If you hear individual stories of people coming out, everyone has some level of trauma… yes, even in 2019! Almost three quarters of LGBT+ people experience mental health problems relating to work, particularly young people, so if Wave can help minimise mental health issues then we’ve really achieved something. Many of the The LGBT+ spaces are can be dominated by white men, even the more recent networks – but we need to give a voice to the minority groups. All networks should be inclusive – open to everyone and there to celebrate everyone." Describe the Wave events "Each founding member hosts an event targeted at junior employees to create opportunities for them to develop their career and network. We want them to be creative. There are quite a lot of panels in the event space so we want to go a step further and use devices like storytelling. We’re also trying to cover more controversial topics, like relationships and sex education in schools, or intersectionality and what it really means." How have the events gone so far? "We’ve run three and all were sold out, so this tells us we’ve created something that people are calling for. There’s definitely a gap between what we are doing and other networking or social groups. We bring people together with purpose – to share thoughts and experiences, learn from one another, and progress their careers." Do you have any advice for people who feel they aren't able to be themselves in the workplace? A: "You don’t have to be like 'everyone else' at work. It's okay to question your assumptions about who you are meant to be. I would suggest that you try to build a support network and find your allies. Where you can, speak up, and encourage your allies to do the same." St John Hunter is an assistant manager in Risk Advisory. He got involved with the firm’s LGBT+ network GLOBE in March 2018, before focusing his attention on Wave. Why does there need to be an LGBT+ network aimed at young people? "Sixty-two per cent of graduates go back into the closet when joining the workforce and it’s often junior LGBT+ colleagues who lack the role models or tools to help them come out to clients and colleagues. We wanted to make a difference, both within Deloitte, with our clients and within society." How have your own experiences influenced you? "I feel privileged in my work life in coming out. Deloitte is such an open and inclusive workplace. I’ve had an easy ride so I want to make other people’s experiences better." Tell us about Wave’s mentoring programme "We’ve developed a pilot with each of the six founding members. Two or three senior people from each organisation will become mentors, so we can offer cross-industry mentoring. It’s very exciting. It’ll be open to other companies and their employees, and once you sign up as a member of the network you’ll have access." Do you have a mentor? "I don’t but the partner sponsoring Wave has been incredibly supportive. His advice has been very valuable to me." What impact has Wave had so far? A: "There are challenges in bringing together six very different, cross-industry companies, but this has been an incredible development experience for the team. Wave is a symbol of what client collaboration can mean for the firm and ultimately for society." Founding members of Wave AIGBarclaysBCLPBNY MellonDeloitteGoogle "The calibre of the panel and quality of insight was captivating and I’d attend it all over again in a heartbeat. What a refreshing, uplifting, enlightening evening. I was very, very proud to be a part of Deloitte and can’t wait until it’s our turn to host."

Broadening perspectives on Twitter with Diversify Your Feed

Maximising air traffic and minimising flight delays with F1 technology

Madrid, 1 June 2019: On the ground, tension builds ahead of the UEFA Champions League Final between Tottenham Hotspur and Liverpool. For UK airspace, the all-Premier League clash looks set to make it one of the busiest days on record. How does the aviation industry manage situations like this? One way is to draw inspiration from Formula 1, where state-of-the-art technology models thousands of scenarios every second to drive winning performances. From the racetrack to the skies, here's how a collaboration between McLaren, Deloitte and NATS, the UK’s main air traffic controller, is taking flight. A NATS-ural collaboration The McLaren Deloitte alliance, combining the racing giant’s advanced simulation techniques with our data analytics capabilities, teamed up with NATS, which manages around 25 per cent of European air traffic. Performance Optimiser is the product of that collaboration. The tool allows air navigation service providers – bodies which handle flight traffic – to model tactical decisions, both in the air and at terminals. Using vast amounts of data and a digital replica of their operations, they can simulate how different decisions would have changed the outcome on any given day, helping them to review performance and plan for the future. From managing weather conditions, to scheduling flights for major sports events, it can maximise air capacity and minimise delays. This is vital considering that, in 2018, the Airports Council International revealed that passenger traffic had increased by almost 30 per cent in the previous five years and is predicted to rise by 84 per cent by 2040. “As the UK airspace becomes more crowded, it will be increasingly difficult to manage. The McLaren Deloitte alliance is working in collaboration with NATS to provide a solution powered by the concept of a digital twin,” said Martin Bowman, director for aviation technology at Deloitte. “This product will enable NATS, as well as the global aviation community, to make the better decisions in managing the airspace.” When it comes to applying Formula 1 thinking to our airspace, the sky’s the limit. About NATS NATS is a leading air traffic management and solutions company, established in the UK in 1962 and now operating in countries around the world. NATS handled 2.5 million flights in 2018, covering the UK and eastern North Atlantic from its centres at Swanwick, Hampshire and Prestwick, Ayrshire. NATS also provides air traffic services at 14 UK airports, Gibraltar Airport and, in a joint venture with Ferrovial, a number of airport towers in Spain. “On the surface, aviation and Formula 1 might seem like an unlikely collaboration, but we are increasingly looking at opportunities to work with people outside of the traditional aviation industry to find new ways to help our customers. NATS has a world-class capability in managing busy and complex traffic flows, and we’re already seeing the benefits of combining that expertise with what the McLaren Deloitte alliance does so well. I’m excited to see where this will go next.”

Data analytics is helping the British Army save lives and money

A new centre of excellence, jointly delivered by Deloitte and the British Army, is using advanced analytics and artificial intelligence (AI) to enable the Army to harness the power of its data. Set up in April 2018 and based at its headquarters in Andover, the facility draws on skills from across the firm, from Risk Advisory to Supply Chain, as well as civil service experts and Army personnel. It’s driving a range of projects, with one supply chain initiative having a significant impact on both budgets and lives. Emergency response Often the vanguard of UK support during worldwide disasters, the Army wanted greater control over its supply chain and global inventory to accelerate response times in emergency situations. And as a public-funded body, it was keen to ease the burden on squeezed budgets. The multi-billion pound inventory had previously been managed separately by 614 units without a mechanism to centrally monitor and manage supply activity. It contained excess, and sometimes obsolete, stock and there were delays in processing requests. Experts from Consulting and Risk Advisory created a visual dashboard that sat on top of the disparate systems, then established new governance to support it. This enabled the Army to understand what the inventory contained, where it was held, the cost implications and how best to move it. Supply Chain Manager Zain Arora said, “We’ve used everything to do with analytics to help the client, from data visualisation to predictive analytics. But it hasn’t just been about developing a great dashboard, we’ve also looked at the people and procedures involved.” “One thing I’m really proud of is that the Army now has control over and understands how to use its data,” said Consulting Director Justin Siglow, who served in the US military before joining Deloitte. “We didn’t want this to be an ivory tower initiative; we wanted to give the individual soldier and units a voice and involve them.” The project was expanded to look at transport and movements, not just in the UK, but how stock is moved globally by road, sea, air and rail to become an all-encompassing support chain control tower. The benefits are now recognised across the military, with the RAF and Royal Navy following the Army’s lead and developing their own analytics capabilities. “The Army has a lot of latent value in its data, which they are using to better understand its resources and its people.” People first Our work with the Army isn’t just about managing assets – another project has helped to gauge motivation levels among its people. Using AI to analyse anonymised data from 11,000 employee survey responses, we’ve been able to determine how people feel about everything from food to travel and promotion opportunities. The centre of excellence’s work has strengthened our partnership with the Army and is resulting in more accurate, more informed decisions. The financial benefits of the supply chain work alone – more than £100 million and rising – prove the power of analytics, but it’s also having a direct impact on lives. Zain concluded, “The reason we’ve been working with the Army for so long is that it’s very much a collaboration. And in an increasingly constrained environment with fewer resources, it’s allowing our client to maintain its presence as one of the global leaders in military capability.” “We have an exciting future for the Army, exploiting the data revolution and driving real benefits into a wide range of Army Projects and of course to supporting our decision makers on operations.”

Life after 20 years in the military

Following a 20-year career in the military, Pete Hodgkinson decided to embark upon a career change. He attended one of our Military Transition & Talent Insight Days and has now been at Deloitte for nearly a year, working as a senior manager in Risk Advisory’s public sector cyber team. Here he tells us how the skills he developed during his time in the military have set him up for his new career. Overseas operations “I signed up to the military aged 18, motivated by a desire for an outdoor lifestyle. I’ve served all over the world including operations in Iraq and Sierra Leone and a two-year assignment in Nepal, as well as military exercises in North America and throughout Europe. By the age of 21, I was leading a team of 30 in West Africa and by my mid-twenties, I was managing a team of 70 on combat operations in Iraq. One of my projects in Iraq was to lead an entire communications rebuild at the British military headquarters in Basra. At the time of the operation, there were 8,000 troops on the ground, all of whom had to pause their work for 48 hours while the rebuild of the headquarters took place. It was a situation which required excellent logistics planning, strong people management, communications skills and risk planning – all skills which are transferable to a career at a company like Deloitte.” Securing a future in cyber “After Iraq, I spent two years in Nepal. During my time there, I saw how important information systems and the internet were becoming – both for everyday life and in terms of the increasing risk of online warfare. Supported by the military, on my return I completed a three-year, part-time Masters in Cyber Space Operations. This qualification enabled me to take on some really interesting jobs with the military, including multi-national operations which required communication, strategy and analytical skills. My work on cyber security gave me an idea of what I wanted to do after retiring from the military. I would say that although everyone has a different career path during their time in the military, we all have the same core transferable skillset which is valuable for ‘civilian’ jobs. With a good understanding of what I wanted to do next and aware that I would soon retire from the military, I decided to attend one of Deloitte’s insight days run by the firm’s Military Transition and Talent programme. It was a five-hour snapshot of the firm, with information about each of the businesses. I found it fascinating and after the presentations I made a beeline for one of the speakers who talked about Deloitte’s work in the IT and cyber sector. Two weeks later, I attended an assessment centre for my current job. Since arriving at Deloitte, I’ve been leading a Security and Risk Management team to deliver multiple cyber security assessments to a large public sector client. This is part of a multi-million pound IT transformation programme. My experience working around the world has helped me navigate client relationships all over the UK. I’ve also been working on a project with my previous employer, conducting a number of cyber focused workshops for the Ministry of Defence. I’ve now been at Deloitte for nearly a year and from what I have experienced everyone is extremely professional, hard-working and motivated – it really is a great place to work. It is very different from the military though. For one, there’s a lot less equipment - now all I need is my work mobile phone and laptop and I can pretty much work from anywhere.” Veterans Work Pete’s story is featured in ‘Veterans Work: Moving On’, a report produced by Deloitte’s Military Transition and Talent Programme in collaboration with Forces in Mind Trust and the Officers’ Association. It is the latest in the ‘Veterans Work’ series, which also features the original ‘Veterans Work’ report and three short films. The Deloitte Military Transition and Talent Programme supports military personnel to identify their transferable skills and to support their transition once they’ve retired from the armed forces. One Million Futures The programme is aligned to One Million Futures, our ambition to help one million people get to where they want to be through access to education and employment. We’re supporting over 60 inspiring social enterprises, charities and schools with pro bono, volunteering and fundraising. One Million Futures is part of our Global WorldClass commitment to help 50 million futures prepare for a world of opportunity.

Northern Ireland’s first robotics academy develops new skills

Tanya Telford is carving out a new career in the fast-moving field of robotics. A former executive assistant, she was one of the first to enrol in our Robotic Process Automation (RPA) and Data Visualisation Assured Skills Academy. Now working in consulting at Deloitte, she’s helping clients to understand just what robots can do. “When I saw the advert for the robotics academy, I jumped at the chance,” she said. “I’ve always been interested in technology but didn’t study it at university, so to have an opportunity to retrain in such a new and exciting area, while learning core consulting skills, was amazing.” Leading the way With the rise of RPA – the use of software robots to automate repetitive processes – more clients are looking to us for solutions. The academy, which launched in January 2018, ensures a pipeline of specialist talent. Based at Belfast Metropolitan College, the 11-week course is part of the Assured Skills Programme, an employment initiative funded by Northern Ireland’s Department for the Economy (DfE). With no existing curriculum, we worked closely with the college and DfE to understand exactly what the market needed. Colin Mounstephen, who leads the team, said, “The goal was not only to gain skilled recruits, but to provide graduates in Northern Ireland with the opportunity to build the skills, knowledge and experience needed to gain high quality jobs in this in-demand area.” More than 80 people applied for the first cohort, with 25 proving successful. 20 were later offered full-time positions at Deloitte. A second wave, run in February 2019, welcomed 21 students, with 17 securing roles. There are plans for a third later this year. “We’re leading the way,” Colin continued. “We have collaborated with Belfast Metropolitan College to train and retrain people from all backgrounds. Our Belfast team now has analysts who can deliver complex RPA solutions and we’ve begun to see the impact in a number of projects.” Reaching out to Riyadh The academy is creating opportunities and bridging the digital skills gap, but the benefits haven’t only been felt in Northern Ireland. It has helped forge links with colleagues in Saudi Arabia. Jamie Mudge, manager in business operations explained, “We’ve been working with Deloitte Middle East for a while to help develop their RPA capability.” Jamie led the team which designed a bespoke RPA programme for a group of business analysts from our Middle East firm. They spent five weeks in Belfast in February 2019. “It was a great way to complement the skills they already had and they got a lot from working with colleagues who had been through the academy,” says Jamie. “It was quite a step for us to host another member firm in this way and a really positive experience.” “Technology transforms businesses,” Colin explains. “The academy has allowed us to be at the forefront of building RPA skills, which in turn is helping our clients realise the potential of automation. It’s something we’re pretty proud of.”

Coming out without fear - sound advice from LGBT+ network GLOBE

“It started about a year ago with a phone call from my 13-year-old son’s school. The teacher asked if Cameron had mentioned that she was going to call – he hadn’t. She explained that he had told a fellow pupil that he was bisexual and the pupil had broken his confidence, with the news getting out around school. Lots of things go through your mind when you receive a call like that. Is he okay? Are the kids being mean? Why didn’t he speak to us first? When I got home I talked with Cameron. Thinking back, I now fondly dub this as ‘the most awkward conversation in the world.’ He was hiding under the duvet asking me not to tell Granny, while I reassured him that we were totally fine with his news. We let him know that we love him for him, and this wasn’t the catastrophe I feared he thought it might be. If I’m honest, the news itself wasn’t much of a surprise and was something my wife and I had spoken about before. It was now a question of how we could be there for Cameron and support him the best way possible. Asking for support I’ve been a GLOBE ally since the programme was first introduced – our approach to respect and inclusion is one of the reasons I’m proud to be a partner at Deloitte. I decided to get in touch to see if there was anyone else who had gone through something similar and could offer advice. I must have drafted that email four or five times before hitting the send button. It felt like quite a personal thing to talk about with someone I didn’t know well, but the response I got couldn’t have been warmer. Tom Kohler, the network’s lead, wrote back to tell me that, surprisingly, he wasn’t aware of anyone, but offered to meet up for a coffee and a chat. We did – and it was good to talk. We spoke about Tom’s experience and it was great to get a different perspective and some guidance on the support available to teenagers who come out. Out and proud After speaking to Tom, we decided to attend Pride as a family. We joined the Deloitte float and celebrated all things inclusion with my colleagues and thousands of people on the streets of London. It was an incredible experience for all of us, but especially for Cameron. Pride came at a time when he was experiencing some bullying at school. Being surrounded by so many people saying "this is okay", "we’re supportive" and "this is who we are and we’re proud" was really powerful. I was also proud that I could say David Sproul, who was dancing next to Cameron on the float, was our CEO at the time. It says a lot about what we stand for as a firm. It said to Cameron that if a CEO of a big company is supportive of people like him, not everything would be the same as school. The workplace can, and should, be an inclusive environment. Since Pride, I’ve been to several more GLOBE events and found out more about programmes that support schools. I’ve had difficult discussions with our school as we’ve explored how they could challenge bullying, create a more inclusive environment and get input from others, such as the charities I’ve come across. Some of the tips and contacts that GLOBE members provided really helped. I’ve changed how I approach the topic in the office; small things like using my GLOBE water bottle and becoming more comfortable talking openly about my family, with Cameron’s sexuality being just another incidental fact in our lives. I used to think the bottles were just a bit of internal marketing, but now I realise that if people see partners and other colleagues using them, it sends a powerful signal. Being there for others I wanted to tell my story as a way of saying thank you to GLOBE and to highlight how they made a difference to me. Given we have more than 18,000 colleagues in the UK, I can’t be the only one with a family member who’s coming to terms with their sexuality. There are people at the firm they can speak to, and they can share, and learn from, each other’s experiences. GLOBE members have had really varied experiences of coming out to their family – some positive, some dreadful. While we’re totally supportive and proud of Cameron, I’m sure we could have done more to support him, even if it was just having better answers to some of the weird and wonderful questions you get from older members of the family! So, having someone to speak with who is in, or has been through, a similar experience helps. I’m also proud to sponsor GLOBE families. It’s something we’re doing with our Working Families Network to support colleagues with relatives or friends who, like Cameron, are coming to terms with their sexuality. As for Cameron. It’s been over a year since he came out. While it’s not always easy for him, he’s happier and we’re really proud of him. Whether it’s taking him to see Everybody’s Talking about Jamie or slightly nervously accepting he will wear make-up to school on casual dress day, we’re enjoying seeing him become more comfortable with who he is.”

How we’re helping companies get ready for Brexit

Our Global Brexit team is helping businesses prepare for the UK’s exit from the European Union (EU), whenever and however that happens. “Things are changing constantly in the Brexit and trade space. We help clients to think through what it all means for them,” says Amanda Tickel, Deloitte’s Global Brexit Lead. “We work to establish the facts and build from there. When there’s so much that’s unknown, you have to focus on what is certain.” A cross-firm service Set up shortly after the UK’s EU referendum in 2016, the Brexit team consists of secondees from across the firm, with expertise in Consulting, Audit & Assurance, Financial Advisory, Tax and Risk Advisory. It provides proactive assistance across UK operations and beyond. So far, it has worked on more than 300 projects. “Very quickly, clients wanted to understand what leaving the EU would mean for them,” Amanda continues. “Brexit encompasses everything – who you employ and how, the impact on complex supply, profound regulatory change, tax issues, data flows. I haven’t come across a single client that has just one risk, so we need to draw on expertise from all areas of the firm.” Business challenges created by Brexit include changing how groups operate across Europe, whether that’s relocating operations or staff. In life sciences, for example, there could be implications if the UK operates outside of the EU for approving and licensing medicines and medical devices. For manufacturers, there could be questions around how delays at the border could impact supply chains with critical components sourced from specific European locations. Risks are often not contained within a single function or country. The team is helping clients to prepare their operations for Brexit and, where possible, realise any benefits. Business without boundaries Deloitte has more than 1,500 EU nationals working for us in the UK, many with families, and we’re helping them to navigate the uncertainty. Everything that we’re doing for clients, we’re doing for ourselves – the team is heavily involved in our own Brexit planning. Its remit also covers advising the public sector, gatekeeping all things Brexit, updating our other member firms globally on developing insights and new propositions, and supporting the UK Government. We’re contributing to the debate on how the UK’s domestic and foreign policy needs to evolve to ensure the UK can compete outside the EU. Nick Owen, our UK Chair, is also Co-Chair of the Professional and Business Services Council, which represents areas including accountancy, legal, tax and consulting. Through this, we’ve been heavily involved in shaping how the professional and business services sector engages with the Government. We also chair the cross-governmental Trade Technical Group, which promotes the interests of the services sector in Brexit trade negotiations. The next chapter There’s one other certainty for our Global Brexit team – whatever the future holds, there will be a host of new challenges to tackle. “It doesn’t end on 31 October,” Amanda explains. “Any form of Brexit will mean a lot of hard work over the next few years. We want to support businesses to help them gain a strategic advantage as the UK’s interactions with the EU and other countries become clearer.”

Understanding what climate change means for business

Developed in collaboration with the Institute of Chartered Accountants in England and Wales (ICAEW), our climate change website is helping our clients to plant sustainable business practices firmly on the agenda. Scientists are unanimous in what they believe failure to reduce current levels of carbon dioxide emissions will mean for the planet. Yet while the dire effects of climate change on humanity and ecosystems are well known, the impact on business is less well understood. Since its launch in June, there have been over 5,000 visits to the Deloitte Climate Change website and learning programme, designed to help directors and finance professionals educate themselves on the issues. The problem This year, as it has for the past three years, the World Economic Forum's annual meeting at Davos cited climate change as the biggest threat to the global economy. With climate change driving some of the most profound changes to businesses in our lifetime, as trusted advisers, we have a duty to share our insight with the boards of companies and auditors who challenge the information they report. From disruption to our products, services, supply chains, markets and asset values, to the acceleration of policy and regulatory change, we are waking up to the drastic action necessary to protect humanity, our planet, and our livelihoods. Transition to a low-carbon economy will affect every single business and every one of our clients. Today, more than ever before, regulators need clarity, customers expect green standards to be met and employees choose to work for businesses that can demonstrate that their values and purpose are aligned. Consequently, companies will need to implement change, manage risk and exploit new opportunities to protect their value and businesses for the future. Leading the way Our website supports our clients ask the right questions about climate change at board level and understand its implications on financial statements and reporting. It is helping to plug the essential gaps highlighted by the Task Force on Climate Related Financial Disclosures (TCFD) Status Report 2019, to enhance climate-related financial disclosures, and provide better information to investors. Short videos, interviews with experts and other resources help them navigate challenges and build appropriate financial resilience in their business models to help them to withstand potential global shocks. Impact to date In the few weeks since it launched, high-profile organisations are supporting the project, include the Confederation of British Industry (CBI), Hughes Hall Centre for Climate Change Engagement, Sustainability Accounting Standards Board (SASB), Climate Disclosure Standards Board (CDSB), and The Prince’s Accounting for Sustainability Project (A4S). Hughes Hall's Chapter Zero: The Directors’ Forum is using the learning videos as its prime resource. Next steps The website is just the first step in raising awareness. Our plans include working with supporters, including CBI and ChapterZero, on workshops and seminars, working with clients to bring climate change onto the board agenda and applying a climate change lens to the way we conduct audits. We’re proud that, so far, more than 70 of our people have been inspired by the approach and volunteered their time to help our clients make the change we all want see.

Data is King: our LocationEdge technology helps businesses predict the future

Starting or growing a business, who wouldn’t want a crystal ball to see what’s in store?While we can’t predict the future, our LocationEdge solution comes close. But there’s no magic or mystery involved – this type of fortune telling is firmly rooted in science. An automated geospatial tool, LocationEdge combines data sources, visual analytics and forecasting models to identify market and consumer trends. Its ability to predict sales potential at sites across the UK means franchises looking to expand can use its insights to shape investment decisions. In 2018, Burger King was under new ownership after being bought by private equity firm Bridgepoint. It wanted to analyse its markets in more detail and identify opportunities for opening more restaurants. With food delivery becoming increasingly competitive thanks to the likes of Deliveroo and Uber Eats, it was keen to understand the impact on its own business. Looking for insights driven by data, the UK’s second largest quick-service brand approached Deloitte. Model behaviour Discussions with our LocationEdge team began in the summer of 2018. By January 2019, we had delivered our first bespoke iteration of the technology. Held in the cloud, it can be accessed from tablets and laptops and gives users a wealth of information at their fingertips. To tailor the solution for the client, we had to understand what drives success at Burger King. “We carried out detailed analysis of trading performance across all the company-owned and franchised restaurants,” explained Nielsen Harrop, LocationEdge lead within UK Consulting. He added, “The model was applied to towns and cities to prioritise location opportunities, creating the ability to predict sales for any site in the UK and carry out detailed micro-evaluations of the markets.” Not only can it offer insights on new locations, it can make predictions about different restaurant formats and how much money they might turn over. It can also provide analysis on market share and growth over time. Intelligent tech The solution will continue to evolve as markets change. New data sources will be added so LocationEdge can keep providing the most accurate analysis possible. Nielsen concluded, “More and more we’re looking at how intelligent tech can be used to answer client questions and this solution will grow as our client grows. It now forms the cornerstone of Burger King’s strategy, providing transparency in capital investment decision-making to minimise risk and maximise return on investment.” “In this new chapter of Burger King’s life, we wanted to challenge and analyse the market in much more depth and with a higher level of detail than ever before. We wanted new ideas and a fresh perspective, so it was extremely important that our new consultancy partner could make a real impact, both through new technology and unique data as well as being adaptable to our changing needs. “Deloitte’s LocationEdge team have delivered this and more providing us with both a partnership, and an analytical framework, to grow and achieve even greater success.”

Our BrightStart apprentices combine degree studies with on-the-job experience

Northern Ireland’s first Level 6 apprenticeship scheme was launched in 2015 with an intake of 19 successful applicants. Now, every year, it welcomes around 70 recruits, known as BrightStarts. And not only is it creating employment opportunities, it’s bringing new perspectives to our business. Zara Buckley, who was among that first intake, has been forging her career in consulting and is looking forward to graduating later this year. Here, she joins Belfast’s Head of Talent Karen Butler to explain what the programme is all about. Can you tell us a bit more about being a BrightStart recruit? Karen: “It’s a four-year structured programme for school leavers, or those who haven’t already received a university degree. They work at Deloitte four days a week while studying for a fully funded BSc in Business Technology. It’s a dynamic and innovative degree, designed in partnership with Ulster University Business School. “We see BrightStart as a career accelerator, but it also brings diversity to the business, as it allows us to welcome people with fresh ideas who challenge us.” Zara: “I took a year off after leaving school, as I didn’t know what I wanted to do. I went to a careers fair and the Deloitte stall stood out. The apprenticeship route offered the combination of learning and work experience that I was looking for and there were so many different opportunities.” What does the work element of the programme involve? Karen: “All our BrightStarts are on the same learning path, but they might take slightly different specialisms depending on the team they join. It’s not work experience; apprentices are full-time employees involved in live client projects. More teams in Belfast are taking on BrightStarts, so the scheme is growing in terms of opportunities, as well as the number of recruits.” Zara: “I’m an analyst now and when I graduate at the end of the year, I’ll be promoted to consultant. I’ve worked with software clients, retail clients and on lots of business transformation projects. Learning on-the-job has helped me to really narrow down what I want to specialise in. “The scheme also provides professional development opportunities. For instance, I’ve been able to work towards certification in business analysis practice from the British Computer Society.” What other benefits are there to learning on the job? Zara: “Being part of a big firm, seeing the theory in practice and working with so many clients. Also, it means my career can progress quicker; when I graduate I’ll have the same qualifications as if I’d gone to university, but I’ll have much more practical experience and you can’t put a value on that. “I’ve been to the US, Belgium and many more places. I’ve seen different cultures, worked with other member firms and met people from all over the world. I don’t think I would have got those experiences at university. “There are also the life skills you develop. When I went to America, I had to know what visas to get and how to book flights and hotels. I’ve become so organised – it can be difficult working four days a week while studying, so you learn to plan everything.” What would you say to anyone considering a BrightStart apprenticeship? Zara: “If you’re looking for an opportunity to get valuable first-hand experience and study at the same time, it’s brilliant. I’ve recommended it to so many people. Deloitte has been very supportive – we jumped from school to a corporate workplace, but the firm has looked after us. There’s nothing I would have changed.” Karen: “We prepare young people for the future and help them to gain some softer skills alongside core tech and consulting skills. They’re also able to learn creatively within a business school, whilst also experiencing the world of work together.”

Helping people Return to Work

Since blazing a trail by launching the first Return to Work initiative within professional services in the UK in 2015, our programmes for those re-starting their career after an extended break have gone from strength to strength. It’s about time When Mariyam Rawat wanted to return to work part-time after having her daughter in 2012, her ambition wasn’t supported by her employer at the time. As a result, Mariyam felt that unless she was prepared to work full-time, her career was dead in the water, with no options for a permanent role. “It just felt like I had to work full time before anyone would trust me; start full-time then, after about three years, it would be okay to ask for a different working pattern. But as far as I was concerned, it would be too late by then.” It seemed like her only options were to become a contractor, wait until her daughter started school to return to work full time, or continue her education. Whilst studying for a Master's degree, Mariyam began researching her next career move. She came across information about Return to Work online and attended an insight day at Deloitte to find out more. Mariyam said “At first I thought: it sounds too good to be true. Four days a week, agile working, flexible to my childcare needs… and you still have an interesting career? But, as I’ve found out, it’s all completely true.” A career breakthrough Open to anyone who has taken an extended career break, typically of two years or more, our initiatives give successful applicants the support they need to refresh their skills and boost their confidence with training in areas like IT and personal development. Now, to make Return to Work even more accessible, we’ve adopted a new supported hiring approach, accepting applications all year round, so that returners can join on a permanent basis at any time, while also getting the support they need. Building an inclusive culture Supporting people after a career break recognises the needs of people who are juggling demanding careers with commitments and interests outside of work, and is a critical part of our work to build an inclusive culture. It’s also an important element of our work to develop our female talent pipeline across the firm. Dimple Agarwal, Deputy CEO for Deloitte UK and Managing Partner for People & Purpose, commented: “Removing barriers to employment and providing support to people who have had time away from work is critical – that’s why we’ve opened up Return to Work opportunities throughout the year.” A new generation of tech talent This year, for those who want to do something completely different, we opened applications for our first Return to Work Retraining Programme. Aspiring returners with no experience, training or degree in software development or engineering were invited to apply to join the programme and become part of a new generation of tech talent. Successful applicants will train in coding, software development and more and, after gaining a fully funded professional qualification in partnership with Makers Academy, will have permanent job with us.

Using artificial intelligence to save money and improve patient care in an NHS Trust

A powerful artificial intelligence (AI) tool has helped redesign 'the rules' for booking operations within one NHS Trust, saving money and improving patient care. Hull and East Yorkshire Hospitals NHS Trust, one of the largest healthcare providers in the country, serves a diverse local population of 600,000 including some of the most deprived areas in England. Operating from two main sites, it had a problem meeting increasing patient demand. People were waiting longer than they needed to for operations, theatres were full and, as well as impacting on the Trust’s finances, added pressure was put on staff to meet unrealistic targets. In 2017, the Trust turned to our Advanced Theatre Optimisation Method (ATOM) team. Designed in conjunction with clinicians, the tool uses algorithms to estimate speciﬁc patient procedure times and had already successfully reviewed operating theatre schedules in 17 other hospitals. Tools of the trade “Using technology for ATOM provides us with a powerful tool,” said Adam Thwaites, a senior manager in Consulting. “The technology uses natural language processing when surgeons plan their operating list and do a pre-operative review – reading their notes and recognising words like ‘frail’, ‘elderly’ and ‘obese'. It then predicts operating times for patients based on their notes, the surgeon and the procedure. “ATOM even accounts for spelling mistakes and typos, and AI ensures it becomes more accurate every time it is run.” Using sophisticated algorithms, together with details of the procedure and timings based on the surgeons’ previous work, the tool can more accurately predict operating times than even the surgeons themselves. Operating theatres cost thousands of pounds an hour to run, so the more accurately the tool can predict timings, the better. Adam added: “Hospitals who don’t use this often have highly-paid staff waiting around and starting late because of delays and this can be expensive. “Importantly, it doesn’t try to get clinicians to work faster, it just eliminates unnecessary gaps and provides a less stressful working environment.” Clean bill of health This optimisation method has been used across the NHS for seven years but is continually being developed. It’s been helping Hull and East Yorkshire NHS Trust since summer 2018 and the results speak for themselves. The number of people being treated has increased by eight percent and theatre activity income has risen by £4.5 million a year (4.6 per cent). Theatre running costs have fallen by £600,000 a year. Adam added: “Typically the return on investment is upwards of 10:1 and this is really impactful, especially in Hull and East Yorkshire, where they’ve seen a return of 20:1.” Currently running at more than 98 per cent accurate, the technology improves as it learns and is creating a culture change. “Patients experience less frustration and stress, and the Trust has improved recruitment and retention,” said Adam. “It has happier staff.” Frontline feedback “The timetable has made it much easier to track kit; it has stopped theatres borrowing kit from one another and has helped to decrease turnaround times. We are no longer asked for more kit than is available, as patients are booked in a much more planned and structured way.” Sterile Services Manager “It’s so much better, now we know that almost 99 percent of the time we will finish on time.” Scrub Nurse “Staffing rotas are easier to manage, things just seem to run smoother, and we’re more likely to finish on time. Staff are more likely to say yes to an overrun, if we need it, because they are not being forced to stay every night.” Theatre Matron

Opening the door to opportunity in the north west

Our north west offices are opening the door to opportunity across the region - and encouraging our business contacts to get involved too. With more than 200 volunteers in the region playing their part in achieving our One Million Futures ambition, our north west team is tackling social mobility head on. As a result, in the past year, we have made an impact on over 1,500 futures in the region. And by encouraging our clients and contacts to join us in our important work, we’re making great progress on our targets to provide access to education and employment to those most in need. Life changing opportunities The team’s goal is to help the organisations we’re supporting create life-changing opportunities for disadvantaged or disaffected people, who may otherwise have chosen very different paths. Manchester-based partner Chris Rix, who leads the north west’s work on One Million Futures said “We are inspired by the scale of the social mobility challenge, combined with the appetite across the north west business community to have a positive impact. People choose to work for us because we give them the opportunity to make a difference. Clients choose to work with us because we lead the way on the issues that are important to them. Their desire to get involved in our initiatives is a clear vote of confidence.” Tackling the big problems The wide variety of our work, and that of our clients and contacts, means we can offer help in all kinds of ways. For example, support we’ve offered to youth homelessness charity Depaul UK has ranged from giving advice on the opening of its premises in the heart of Manchester, and heat mapping projects to help identify the areas of the country in greatest need of the organisation’s services. We’ve also given direct support to young people in need of help to get back on their feet after a crisis, running sessions for Depaul on employability and money matters. Through our links with Caritas Diocese of Salford, which provides educational and wellbeing support to asylum seekers and refugees in Greater Manchester, we supported a lunchtime English Conversation Club. Created so that refugee women can make connections and develop their language skills, it’s demonstrating the importance of small actions making a difference. Teach First Nationally, we have worked alongside Teach First for more than 10 years, supporting the organisation in its mission to ‘build a fair education for all’. Recognising the huge potential impact of more businesses building partnerships with schools, and through her membership of Teach First’s North West Business Leaders Council, Manchester-based Assistant Manager Lauren Clarke is among those who have introduced Teach First to other companies interested in forging partnerships. Lauren said, “We want students from all backgrounds to know that anyone can work for a firm like ours. We’ve found that when young people talk about their future with someone like us, who isn’t a teacher or family member, we can really have an impact.” To this end, our people and their clients are using their skills to mentor students in schools, colleges and universities. Their goal is to prepare young people for life after education, signposting initiatives like Deloitte’s Summer Vacation Scheme, general apprenticeships or other routes into work. One Million FuturesLaunched in 2016, One Million Futures is our ambition to help one million people get to where they want to be through access to education and employment. We’re supporting over 60 inspiring social enterprises, charities and schools with pro bono, volunteering and fundraising. One Million Futures is part of our Global WorldClass commitment to help 50 million futures prepare for a world of opportunity.

How Formula 1 technology is shaking up manufacturing sector

Take our analytics skills and industry expertise, then add advanced Formula 1 technology. That’s the thinking behind SupplyCycle and it’s shaking up the manufacturing sector. Completed in 2018 and developed together with McLaren Applied Technologies, SupplyCycle uses simulation and modelling techniques developed in the ultra-competitive world of motorsport. Digital scenarios SupplyCycle analyses clients’ data to create a digital model of their factories and warehouses, making it possible to test millions of scenarios to work out how best to balance high-volume production processes, stock holdings and changeovers – switching from making one item to another – to meet demand and achieve optimum service levels. “We’re using big data analytics to solve repeated problems that traditionally have been solved as a one off and where the output can’t be quickly updated and maintained,” said Jamie McCall, general manager for SupplyCycle at Deloitte. The solution helps stabilise and optimise supply chains, offering advantages in a world where consumer expectations are rising, business operations are complex and competitors disrupt the market. Finding balance For consumer goods manufacturers with large brand portfolios, achieving the right balance across their whole range can be difficult. SupplyCycle models scenarios for all products at once and determines the right production frequency for each one. So far, results suggest it could cut manufacturers’ changeover times by up to 20 per cent and reduce inventories by up to 30 per cent, freeing up storage space. One of the world’s largest spirits companies, became one of the first to use the solution to better manage its inventory and changeovers. It also wanted to make complicated production processes more efficient. “With customer service levels up, excess stock holdings down, and adherence to production schedules up, they are seeing the benefits of using SupplyCycle”, continued Jamie. Maximum performance Our relationship with McLaren Applied Technologies is helping companies to make sense of their data. And, just like on the racetrack, it’s all about high performance and fine margins. Jamie explained, “McLaren’s Formula 1 grade technology and thinking means we are constantly looking to go one step further and see what improvement can be achieved.” Ultimately, that means giving manufacturers greater control over their business operations – great news not only for our clients, but their customers too. To find out more visit www.deloitte.co.uk/mclaren

New technologies are changing the face of UK policing

From trolling to cyber attacks, the digital world has created new ways to break the law. But it also presents opportunities for those who uphold it. Police can engage with the public more efficiently, better predict and prevent crime and share evidence more seamlessly. Throughout 2018, we supported the Digital Policing Portfolio (DPP), which focuses on delivering digital capabilities to police forces across England and Wales. Together, we’ve been developing and delivering the technology to help UK policing tackle the issues – and opportunities – that they face. A platform for policing The first solution we’ve worked with the DPP to launch is ‘Single Online Home’ (SOH). SOH is a new national platform that offers the public a consistent way of engaging with their local force and accessing police services online, including reporting offences, applying for licences and finding details of crime in their area. SOH offers the public a clear way to interact with their force. For the police, it enables them to deal with low-level crime and incidents more efficiently and, in the longer term, help ease resource and funding pressures. Of the 43 forces in England and Wales, 41 have signed up to on-board to the service and, as at July 2019, 17 of those are already fully or partially live. This means 40 per cent of the population – more than 23 million citizens – can now use SOH to access their local force. 50,000 online forms are already being submitted per month by members of the public. Christy Hopkins, Deloitte Consulting senior manager, said, “Police forces continue to experience increases in demand for their services. Single Online Home is helping forces to manage that demand more efficiently and giving the public a modern way of contacting their local force.” The platform was originally developed by London’s Metropolitan Police Service, but UK policing saw an opportunity to spread the benefits wider – and we were able to quickly deploy a range of skills and expertise, from technical resources to commercial and business change. Liz Jones, technology partner within consulting, explained, “Our work with the DPP is about enabling policing to flexibly and efficiently improve and deploy solutions. Our approach has been based on big ambitions but starting small to see immediate improvements for the police and the public.” A vision of the future SOH is just one project that the DPP is delivering. There are more solutions in the pipeline for UK police forces, including improving the process for delivering evidence to court, how mobile technology can keep more police on the frontline, and equipping forces to deal with online crime. Also, on behalf of the DPP, we have helped to set up the Digital Policing Accelerator to rapidly develop and test solutions that make the most of technologies including artificial intelligence and robotics. The Accelerator is currently looking at automating high-volume, transactional tasks and freeing up staff and officers to spend more time on other important activities. Portfolio Director Hacer Evans said,“The Digital Policing Portfolio has a reputation for delivery in an environment where balancing transformational change with the operational realities of policing can be really challenging. Deloitte have been able to provide the technical skills and experience but, just as importantly, they understand policing and have been prepared to challenge their own thinking and adapt their approaches to fit into what is a complex, fast-moving space.” “We are ambitious about what we want to achieve on behalf of policing and the public, and Deloitte have been able to support us in achieving that. Helping describe the vision for digital policing and setting-up the Digital Policing Accelerator as a new delivery model, are two really exciting examples.’’

Abu Dhabi launches new support for low-income families

In June 2018, His Highness Sheikh Mohamed bin Zayed, Crown Prince of Abu Dhabi, tweeted to his 2.3 million followers that a new government authority – the Social Support Authority (SSA) – would offer financial assistance and employment support to low-income families. The authority had no name, no infrastructure, and no approved policy or budget. However, it did have an experienced leadership team with a clear vision, and a commitment to launch applications for eligible Abu Dhabi residents at the start of 2019. No time to lose In just two weeks, a combined SSA and Deloitte team from the Middle East, Portugal, and the UK was assembled with a clear mandate: launch the flagship programme in less than six months. To establish a new government entity within such a tight timeline, the combined team wrote the public policy, designed a new organisation, and developed its processes in parallel. To provide a simple, paperless application process, the SSA brought together a wide range of government partners to design a fully integrated digital platform, which we helped build and deploy. Recognising that we would be engaging with vulnerable families, the team worked closely with the cross-government customer service centre, equipping them with the guidance and tools required to support applicants. An exciting journey Between November and December 2018, the SSA successfully recruited more than 40 employees across all front, middle, and back office functions. We worked with the new staff to test the digital platform and ensure it was ready for public launch. In the first week of January 2019, the Social Support Authority launched the financial support programme across the Emirate of Abu Dhabi; within weeks, it received applications from thousands of families. The first payments were made in April 2019, and the programme is now expanding to provide non-financial support to working-age individuals to help them into employment. A number of the programmes are focused on supporting women and ex-convicts to gain employment, many for the first time, with the aim to enable all citizens to live a dignified life. This is the start of an exciting journey for the Social Support Authority, and we’re proud to have been part of it.

The audit debate

The audit profession has faced continued scrutiny over the course of 2019. External stakeholders – ranging from politicians and the media to regulators, industry bodies and investors – have each questioned the role of auditors in light of sustained and negative headlines concerning business failures, fraud and the ongoing perception that auditors’ independence is clouded by conflicts of interest. This has been compounded by firms receiving sanctions for audit work by the Financial Reporting Council (FRC), which included Deloitte being fined £4.2m over the firm’s 2011 and 2012 audits of Serco Geografix. We deeply regret our work at the time did not meet the professional standards expected of us, and we’ve taken measures to continuously improve our audit quality processes, all of which have evolved significantly since these audits were performed. While 75 per cent (79 per cent in 2017/18) of our FTSE 350 audits required no more than limited improvements, 84 per cent (76 per cent in 2017/18) of our overall audit engagements reviewed by the FRC this year were rated good or requiring limited improvement. However, it is not surprising that a number of inquiries were launched last year, including the Business, Energy and Industrial Strategy (BEIS) Select Committee Future of Audit study; the Kingman review of the Financial Reporting Council; Sir Donald Brydon’s examination of the scope of an audit; and, the Competition and Markets Authority (CMA) formal market study into the statutory audit sector. We are committed to supporting reform and meaningful change as part of these reviews and the wider audit debate. We are responding to all inquiries through written and oral evidence, whilst listening to and engaging with our stakeholders across the business, regulatory, political and industry communities. We have held a number of roundtables, and hosted discussions with many of the companies we audit, our wider clients, audit committee chairs, investors and other interested parties. We have had over 30 meetings with key officials and regulators. In addition, we held our Stakeholder Forum in October 2018, which saw opening remarks from Rachel Reeves MP, Chair of the BEIS Select Committee. This was followed by a panel discussion we hosted in June 2019 that brought together investors, policymakers, audit committee chairs and the FRC, among others. The guiding principle for our firm has always been that any changes introduced must enhance audit quality. Where we see that certain solutions could endanger this, we have put forward sensible, practicable and effective alternatives, such as a model of shared audits, stronger governance around the audit business and ending non-audit services to the companies we audit to tackle perceived conflicts of interest. We have also been resolute in our position about the unintended consequences of certain changes, such as joint audits and operational separation, and stressed that reforms must be proportionate and avoid damaging the reputation of the UK as a leading capital market and its position in the global economy. We’ve also been clear that we need to address the gap between what an audit currently does and what stakeholders and the wider public expect it to do. Sir Donald Brydon’s ongoing review is looking into this very question. Rather than simply waiting for others to suggest what future audit products should look like, we’re looking carefully at how we carry out our own audits; how we can improve and expand them; how we could broaden the scope of audit beyond existing auditing standards; and, evolve our audit product to provide a clearer narrative for a range of users of the accounts. With the UK Government now setting out the next steps to the ongoing audit reviews, this is a matter that will remain of significance in the months ahead. We are committed to playing a key part in this debate and engaging the widest possible group of stakeholders to ensure there is a holistic response to this debate.

Helping leaders tackle today’s business challenges

Leadership is one of the highest priorities on the executive agenda and the demands on today’s leaders have never been greater. Here are four stories that show how our leadership development programmes are making an impact. A new language for Maersk As A.P. Moller’s technology transformation partner, we have been helping Maersk’s technology department to set up for future success. Through this process Maersk production services leader recognised a siloed global workforce of 1,500 team members. They needed help to address this; a tool that codified behaviours and illustrated the team’s global diversity. They needed one common start point to break down barriers, listen to differing viewpoints and prevent siloed working practices. Our Business Chemistry experts were on hand to guide the company’s new IT executive team as it developed a plan for their future landscape. Importantly, it helped the team get to know one another and open up about their working styles. They were able to spot similarities and differences, identify gaps and acknowledge how their behaviours were perceived by others. It was so successful they wanted their teams to experience it too. Business Chemistry uses data to identify different patterns of behaviour, allowing people to shape their workplace relationships by acknowledging an individual’s or team’s traits and preferences. The right chemistry In May 2018, our chief chemist and eight accredited facilitators delivered Business Chemistry to 230 Maersk Production Services employees. The following month, workshops were run for a further 310 people across three continents, and over the following year Business Chemistry was made available to 500 new team members as part of their induction programme, making this the largest global delivery of the programme to date. Andy Laurence Head of Production Services at Maersk said: “We delivered this at a crucial time for Maersk. While planning for our ‘new future landscape’ in IT at Maersk and dedicating the majority of its resources to getting the strategy set up, the operations planned, and the engagement rolled out, there was the risk that we hadn’t addressed the siloed feeling in our workforce. Business Chemistry helped team members to connect, and work better together to protect our firm. Business Chemistry is now our behavioural language.” Ten years of Next Generation support Back in September 2008, ten clients attended our first Next Generation Chief Financial Officer (CFO) workshop. A decade later, there have been 66 cohorts, with 26 per cent of programme alumni now Group CFOs at FTSE 100 companies. The sessions have been the catalyst for other initiatives that support leadership development including Transition Labs, diversity programmes and the Deloitte Academy, which offers guidance to Boards, directors and company secretaries. In total, 800 FTSE 100 and FTSE 250 senior leaders have participated. In 2018, we marked the ten-year milestone with an alumni event at our headquarters in London. One guest commented: “I learnt a huge amount on the programme, it was the best development intervention I have ever benefited from and I use it, if not every day, at least every week.” Another said: “I found that every 10 or 15 minutes I was jotting down ideas that would help me in the future. As a FTSE 100 CFO now, I still have these ‘top tips’ by my desk.” A bright future Depaul UK, one of our One Million Futures partners, supports young people who are homeless or at risk of becoming homeless. When the charity hired new CEO Mike Thiedke our Transition Lab team, having worked with more than 700 clients, was only too happy to support him. Transition Labs allow recently appointed executives to hit the ground running and are an important part of our commitment to clients and their leaders. Before Mike took part in the lab, he completed the Business Chemistry assessment and our people interviewed his stakeholders to identify his priorities and understand his leadership qualities. . At the session, they helped him turn his aspirations into an action plan. In his own words, the lab gave Mike “the time and space to be ‘centre stage all day’, surrounded by competent critical friends who guide you through a structured, reflective yet not too stringent process.” Supporting the CEO has a ripple effect, benefitting employees, volunteers and, ultimately, the young people who Depaul helps every day. Building on excellence A new Nordics Centre of Excellence (CoE) is building on our UK blueprint and making our Transition Labs available to more people. In its first year, the CoE ran two facilitator training sessions in Oslo and Copenhagen involving 50 of our partners and directors from Denmark, Norway, Sweden, Finland and the UK. This enabled 30 Transition Labs to be delivered for clients across multiple industries. Martin Bryn, Nordics Clients & Industries Leader says: “In creating the Transition Labs CoE in the Nordics, we have opened up one of the most powerful relationship development tools across the region. We have created a community of lab ambassadors, managers and facilitators, which enables us to support clients at the most challenging times in their careers.”

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