People-driven DEI
Reflecting our people in our data
As a human-centered, data-driven organization, we leverage metrics to help understand those we are serving and the work we need to do. Data alone does not dictate our path forward; equally important are the perspectives and experiences of individuals directly affected by our work. We look to both quantitative and qualitative data to inform our strategy, as reflected in this report. It’s critical that all our people see themselves in our DEI strategy and have a role in advancing it forward.
We all have multiple identities that influence the way we think about ourselves and the way we are viewed by the world. At Deloitte, we are committed to recognizing—and celebrating—all types of personal identity. In the fall of 2020, we added new self-identification (self-ID) options to our internal Talent portal beyond those necessary for federal reporting purposes, as a way to encourage authenticity, to strengthen sense of belonging, and to provide deeper insight into our people.
Self-ID data is not used for hiring, staffing, promotion, or other employment-related decisions, but rather provides observations and insights to better understand and engage our workforce and inform our Talent and DEI strategy. With these enhanced self-ID options, Deloitte professionals can see a more meaningful reflection of themselves in our data and systems. We gain valuable insights that can inform DEI goals and program decisions and help drive equitable outcomes across the talent lifecycle. Self-ID data also allows us to tailor communications (when consent for communication is given) and provide more custom programming.
Since the last report, self-ID continued to evolve through a comprehensive process, including researching identity categories used worldwide and connecting with academics who study identity. We also relied heavily on Deloitte professionals, engaging them in dialogue around what their identities mean to them, how they see themselves, and how to define or restructure new or current categories. Changes to the self-ID selections included expanded race options, updated options associated with sex and gender, refined options for sexual orientation and veteran status, and a new option to identify military spouse status.
Introducing Middle Eastern, North African, Near Eastern
As we continue to evolve self-ID, we are also hearing from our people that they wanted to see a more detailed view of the intersectional identities within their communities. Based on this feedback, we are sharing aggregated views of race, ethnicity, and sex, as well as distribution by career level for LGBTQIA+, veterans, and people with disabilities in this report.
The evolution of self-ID allows our professionals to identify in ways they see themselves. In fact, 7.6% of our Deloitte US workforce changed how they identify their race in self-ID as new options were introduced. These expanded options also provide a more accurate view of our workforce representation. For example, we introduced Middle Eastern, North African, Near Eastern as a new option for race. Individuals in this cohort, many of whom may have selected White previously, represent 0.9% of our US workforce.
Deloitte US workforce representation (%)
Total FY2022 US Workforce: 80,146
FY2022
2021 Report
Deloitte US workforce headcount
| Race | FY2022 | 2021 Report |
|---|---|---|
| 2+ Races | 3,592 | 2,326 |
| Asian | 21,720 | 18,598 |
| Black | 6,869 | 4,296 |
| Indigenous to the Americas | 839 | 157 |
| Middle Eastern/North African/Near Eastern | 700 | NA |
| Native Hawaiian/Other Pacific Islander | 98 | 80 |
| White | 42,131 | 38,296 |
| Prefer not to say | 3,895 | NA |
| Unavailable | 302 | 1,563 |
| Ethnicity | FY2022 | 2021 Report |
|---|---|---|
| Hispanic/Latinx | 5,931 | 4,239 |
| Sex | FY2022 | 2021 Report |
|---|---|---|
| Female | 35,372 | 28,691 |
| Male | 44,774 | 36,617 |
Professionals Indigenous to the Americas and South Pacific
Language is important, especially given the complexity of identity and lived experience. When using terms that impact professionals who are Indigenous to the Americas and South Pacific, we reference the guidance provided by the Smithsonian and National Museum of the American Indian:
“American Indian, Indian, Native American, or Native are acceptable and often used interchangeably in the United States; however, Native Peoples often have individual preferences on how they would like to be addressed. To find out which term is best, ask the person or group which term they prefer. When talking about Native groups or people, use the terminology the members of the community use to describe themselves collectively. There are also several terms used to refer to Native Peoples in other regions of the Western Hemisphere. The Inuit, Yup'ik, and Aleut Peoples in the Arctic see themselves as culturally separate from Indians. In Canada, people refer to themselves as First Nations, First Peoples, or Aboriginal. In Mexico, Central America, and South America, the direct translation for Indian can have negative connotations. As a result, they prefer the Spanish word indígena (Indigenous), comunidad (community), and pueblo (people).” 1
After our initial self-ID campaign, we learned some professionals did not necessarily identify with the options available and were apprehensive about selecting American Indian or Alaskan Native. There was a perception that the existing option included only those whose origins were from the original peoples of North America, but not including those from Canada, Mexico, Central America, and South America. Others believed they were not eligible to select this if they did not know their tribal affiliation or were not recognized by the Bureau of Indian Affairs. Members of the community also shared that the language Indigenous peoples identify with is a dynamic conversation; terms, names, and styles continue to evolve.
Working closely with those who identify as Indigenous, we expanded the identity options and created a way for people to share their tribal affiliation or community attachments. The new, more inclusive approach presents choices that support multiple identities of professionals Indigenous to the Americas: 1) Native American, Alaska Native, or First Nations, 2) Indigenous Mexican or Central American, and 3) Indigenous South American. Throughout this report, these options are grouped and reported as Indigenous to the Americas.
Professionals also expressed that a single option for “Native Hawaiian or Other Pacific Islander” assumes a singular lived experience across many different individual identities. Members of the community asked for options that empower individuals to identify in a more specific way as either Native Hawaiian or Other Pacific Islander, or both. In this report, we share the detailed breakdown of representation of Native Hawaiians and Other Pacific Islanders.
Honoring the ancestors
Expanding recruiting efforts
- Native Knowledge 360°, “The impact of words and tips for using appropriate terminology: Am I using the right word?,” accessed June 2022. ↵
- “n” represents the denominator in the calculation for representation. Learn more about how we calculate representation in the data methodology section. ↵
- Percentages can add up to more than 100% because professionals can select more than one identity. ↵
Gender identity
Recognizing that not everyone’s gender identity matches their sex assigned at birth, we continued to expand self-ID options, actively looking for ways to capture gender as a spectrum and honor all gender identities. Since the last report, we added seven options for gender as well as an additional question to identify as cisgender4 and transgender.5 Of the 11,321 professionals who responded to the additional question, 0.5% identified as transgender.
- Cisgender refers to a person whose internal sense of gender identity matches their sex assigned at birth. ↵
- Transgender refers to a person whose gender identity is different from the sex that was assigned at birth. ↵
- Representation reflects the number of professionals that responded to the self-identification question. ↵
Sexual orientation
We want LGBTQIA+ (lesbian, gay, bisexual, transgender, queer or questioning, intersex, or asexual and more) professionals to feel confident being themselves within Deloitte and the communities we serve, and part of that is acknowledging the various identities within the community. In addition to providing an option to identify as LGBTQIA+, in 2020, we added multiple sexual orientation categories to reflect more accurately how individuals see themselves: asexual, bisexual, gay, lesbian, queer, pansexual, and heterosexual or straight. In 2021, we further expanded those options to include demisexual.
Representation of those who identify as LGBTQIA+ decreased from 5.6% in our last report to 4.6%. We are working with the National LGBTQIA+ & Allies team to evaluate quantitative and qualitative data to inform a strategy focused on recruitment and retention.
FY2022 Deloitte US LGBTQIA+ workforce representation: Overall and by race, ethnicity, sex, and gender (%)
4.6% (3,033) of professionals identify as LGBTQIA+
FY2022 Deloitte US LGBTQIA+ workforce distribution by level (%)
FY2022 US workforce representation by sexual orientation (%)
Veterans
Through a yearlong process of gathering input and socializing categories with the Deloitte uniformed services community, we broadened options beyond veteran to fully capture the identities of current and former service members. Having a deeper understanding of the uniformed services community allows us to provide better support, such as helping prepare Reservists and Guard members for transition to active duty. Recognizing that military service can impact and be a source of pride for the entire family, we also now provide a self-ID option for military spouse.
FY2022 Deloitte US veteran workforce representation: Overall and by race, ethnicity, and sex (%)
4.9% (3,128) of professionals identify as a veteran
FY2022 Deloitte US veteran workforce distribution by level (%)
FY2022 Deloitte US workforce by veteran status (%)
- Representation reflects the number of professionals that responded to the self-identification question. ↵
People with disabilities
We continue to provide an option for people to identify as a person with a disability or someone who has a history of a disability and encourage such individuals to do so. Because disability status can change over time, we ask Deloitte professionals to update this category regularly. Compared to our last report, representation of people with disabilities increased 3.9 percentage points to 5.7%.
How we think about identity and the process for gathering information from professionals through self-ID is foundational to our DEI transparency efforts and is a key enabler to the Deloitte DEI strategy. We continually challenge ourselves to refine the self-ID process and options, so people feel seen, valued, and their identities honored.
National communities
Each of us has multiple, intersecting identities that inform our unique lived experiences and how we show up in the world. This is at the heart of the human experience: The beauty—and strength—of individuality. These identities, which bring purpose to our lives and perspective to each other, should be honored and reflected in how we operate.
To continue fostering a culture in which people feel valued and heard, and identities are celebrated, we launched eight national communities in 2021. These communities offer Deloitte professionals more options to connect in ways most meaningful to them:
- Asian & Allies
- Black & Allies
- Hispanic/Latinx & Allies
- LGBTQIA+ & Allies
- Middle Eastern/North African & Allies
- People with Disabilities & Allies
- Veterans and Military & Allies
- Women & Allies
Creating belonging in local offices
Finding connection and affirmation in Deloitte’s communities
Although the primary purpose is to provide opportunities to connect and build support networks, our national communities also provide a cohort-specific lens to our DEI strategy through continuous feedback. They serve as a mechanism for people-driven DEI efforts. Deloitte professionals can see their identities reflected in the national communities and have their voices heard in actionable and meaningful ways. These communities are uncovering trends, exploring insights, and discovering areas of opportunity to develop a data-driven community strategy.
However, data is not the only basis for charting their path forward: It is through one-on-one conversations, listening sessions, and by leveraging virtual crowdsourcing platforms that the communities are gaining a better understanding of the human experience and sentiment behind the data. Based on the qualitative and quantitative analysis, we architect short-term actions and longer-term interventions to advance equity.
Communities enrich the Deloitte experience with programming and events that foster a sense of belonging and facilitate allyship through awareness and education. For example, the national communities make an impact by hosting organizationwide events to celebrate culture, honor community, and explore the lived experiences and unique challenges that people may be facing. These events feature Deloitte professionals and external speakers including authors, academics, activists, and household names such as José Andrés, Laverne Cox, Dr. Eddie Glaude Jr., Dr. Erika Lee, Marlee Matlin, and many others.
The national communities help identify the DEI-related organizations with whom we collaborate and how to make the biggest impact outside of Deloitte through those external relationships. For example, the People with Disabilities & Allies community is the driving force behind our enhanced collaboration with Disability:IN, a leading nonprofit resource for business disability inclusion worldwide. As part of this expanded relationship, Deloitte US CEO Joe Ucuzoglu signed the Disability:IN CEO letter, a collective commitment to disability inclusion from the business community. In addition, Deloitte leaders participate on Disability:IN committees—cross-business roundtables that share and drive leading practices on various disability-related topics including accessibility, mental health, and recruitment.
Building belonging through Disability Awareness Month
Normalizing disability and making accessibility mainstream
Our collaboration has extended to local markets as well. Deloitte cohosted two events with the Disability:IN Washington, D.C. affiliate, which focused on the veteran community and included panelists from the Wounded Warrior Project. These events reached more than 1,000 attendees from Deloitte and the Disability:IN community.
We recognize our power and believe we have a moral responsibility to affect meaningful change. As we witness social injustice and inequities, we challenge our people and activate our resources and networks to make a difference. We also recognize that we can most effectively deliver on our commitment to advancing equity by collaborating with and supporting community-led organizations already on the ground doing the work. In FY2022, Deloitte gave $57M in charitable donations, our people collectively donated approximately $18M to thousands of nonprofits and charitable organizations, and we provided 87,000 hours in pro bono services to nonprofits reaching a variety of communities. In addition, we have worked with our national communities to identify more than 100 organizations led by, and supporting, the Black, Asian American and Pacific Islander, and Transgender communities, donating $18M to help them achieve their missions since our last report.
The Black & Allies Community and Hispanic/Latinx & Allies Community both hosted inaugural organizationwide leadership summits this spring. Each of these two-day events brought together approximately 500 managers and senior managers to hear directly from Deloitte US CEO Joe Ucuzoglu, Deloitte US Board Chair Janet Foutty, and CEOs from our businesses. The events, which provide opportunities for attendees to connect across businesses and prepare for the next phase of their careers, are designed to foster a sense of belonging and empower authenticity.
Celebrating diversity at the Hispanic/Latinx Leadership Summit
Building connection at the Black Leadership Summit
Acknowledging the Asian American experience
While the term “Asian” is intended to cover a vast group of people representing nearly 30 countries and encompassing many unique cultures and experiences, this single category does not accurately reflect the diversity of the people it is intended to represent. To help address this, we provided expanded options in 2020 so that professionals can now identify with any of three geographies: East Asian, Southeast Asian, and South Asian.
Although we recognize each geographic option represents a diverse group of people and cultures, they do provide a better understanding of the lived experience people within each group may share or how societal events may impact them. For example, East Asian professionals were predominantly affected by the rise in anti-Asian sentiment and violence during the pandemic as many feared for their own safety and the safety of their loved ones.
Celebrating the Asian American and Pacific Islander community
Deloitte provided a space to help these individuals process emotions and provide mutual support, hosting more than 50 Brave Space for Dialogue sessions. These small group forums provided an opportunity for participants to share experiences and feelings, hear each other’s stories, and listen and learn. Engaging the Asian & Allies community, we hosted discussions with advocates such as author and activist Helen Zia and actor, author, and activist George Takei to build awareness of the history of anti-Asian racism in the United States, discuss how that history continues to inform experiences today, and honor the contributions and key roles Asian Americans have played in US growth and prosperity.
FY2022 Deloitte US workforce decomposition of Asian professional representation (%)
The national Asian & Allies Community has developed a comprehensive strategy that takes into consideration the diversity within the Asian population and varied lived experiences by geographical identity. Through short-term actions related to education and awareness, sense of community, and development, as well as long-term transformational efforts related to sponsorship, mentorship, coaching, recruitment, and deployment, they are enhancing the talent experience of Asian professionals at Deloitte.
Making an impact for Black professionals and communities
In 2020, the Black Action Council was launched with a mission to architect and execute Deloitte’s long-term strategy to support the advancement of Black professionals and communities by developing and sustaining a culture of anti-racism for our people, our organization, and communities. By challenging orthodoxies, opening the dialogue around racism and inequity, representing the interests of Black professionals, and driving data transparency, the council has been a critical accelerator of Deloitte’s collective efforts to further our DEI strategy, leading to positive outcomes for all professionals of all identities.
With an intentional focus on improving equitable outcomes to support the advancement of Black professionals and the Black community, we’ve made meaningful progress, including:
- Increased Black representation from 6.6% to 8.6% through a combination of increased recruitment, hiring (12.4% of FY2022 new hires were Black professionals), and retention since the publication of our last transparency report.
- Developed and rolled out mandatory anti-racism training for all Deloitte US professionals and leaders.
- Elevated and centralized supplier diversity efforts through the creation of the Office of Business Diversity resulting in increased spend with Black-owned/Black-led businesses by nearly 60%.
- Contributed $16.1M in donations and pro bono in FY2022, including $1M in Deloitte professional contributions during the Black Action Council matching campaign, to organizations advancing Black equity.
Deloitte remains committed to embedding anti-racism into the fabric of our culture and advancing racial equity within our systems, policies, and processes. We will continue to build on the strong foundation laid by the Black Action Council, through the Black & Allies community, which will work to connect, inform, and empower Black leaders, Black professionals, and allies in our organization.
The Black Action Council’s legacy extends beyond its initial objective and has left a lasting impact on Deloitte’s people, processes, and culture, including serving as a national community model for other cohorts. Groups like the Black Action Council and our national communities are the drivers and models for how we will achieve a more equitable organization for the people of Deloitte and the communities we serve.
What’s in a name?
Mia Pareek (she/her/hers)
Senior Manager, Deloitte Consulting LLP
Names are central to our identity, with deep ties to culture, family, and how we see ourselves. Taking the simple but meaningful action of learning to pronounce someone's name correctly can allow our colleagues to make more confident and authentic connections. PronounceIt is our new name pronunciation tool that enables users to share the name they prefer to be called, how to pronounce it, and their pronouns.
Ten years ago, as Mia was about to start at Deloitte, she changed her name professionally. Most people found her given name too difficult to pronounce, so the shift, from Smriti to Mia, made life “easier.”
“No one avoided making eye contact with me after looking at my name tag. I never had to say my name twice. People remembered my name easily. And, as a wonderful consequence, they remembered me. I was exactly the same person I had always been, but Mia seemed to fit in much more easily than Smriti ever did.”
Mia doesn’t regret her decision and encourages other professionals to do what “feels right and authentic.” Meanwhile, she’s proud of Deloitte for launching PronounceIt to help other professionals share the proper pronunciation of their name. “I never imagined that one day we would have tools at our disposal that can help people like me (born Smriti) feel seen and validated.”
Introducing Middle Eastern, North African, Near Eastern
Mike Daher (he/him/his)
Principal, Deloitte LLP
Mike Daher leads the new Middle Eastern North African group at Deloitte—the MENA & Allies Community. People with origins from this part of the world represent a diverse mosaic of cultures, ethnicities, languages, and religions. As Mike explains, offering expanded identity options under self-ID was a critical step toward launch.
“There is a long history of MENA Americans being asked to check ‘White’ on forms, but there are studies that show high percentages of people don’t identify that way.”
He says the identification option is “huge,” not just for Deloitte but for the business community. “We are one of the largest organizations with MENA as a category, and as Deloitte is an innovator and leader in DEI, we have an opportunity to shape the MENA conversation across the broader marketplace.”
The MENA & Allies Community’s four-tier strategy centers around data, equity interventions, community, and external relationships. But perhaps more immediately, they’re providing a sense of affirmation. “Many of our MENA colleagues have come to me with a great sense of pride in the opportunity to select an option that truly represents how they personally identify—pride in being seen, being heard and most of all, pride in working at Deloitte.”
Honoring the ancestors
Tania Mahealani duPont (she/her/hers)
Analyst, Deloitte Consulting LLP
The lived experiences of professionals Indigenous to the Americas and/or the Pacific are diverse and specific to the individual. For example, to some being Native American is not just a race or having DNA heritage, but also sometimes ethnicity and citizenship. Simultaneously, not all Indigenous peoples to the Americas identify as Native American. The expanded categories in self-ID have made room for these distinctions and accommodate for the fact that one’s identity doesn’t always fall neatly within the parameters of these criteria.
“There is no one ‘right’ way to be and navigate the world as an Indigenous person. Many of us are rekindling with our own histories, and accordingly, how we compose our identities is dynamic. As a Pacific Islander, one of the ways I honor and uphold my indigeneity is by asking myself: What am I doing to be a good ancestor, a good Mā’ohi (Tahitian)? What am I doing to honor the ancestors, both living and not, that walk beside me in life?”
Tribal identity and indigeneity can be tied to language, symbols, history, and traditions. And for those who are not Native American, being Indigenous can be tied to ontology, family relationships, and kinship to the people and land they belong to—especially in cases in which Indigenous communities are not recognized as sovereign entities (both across the Americas and the Pacific). “Self-ID has provided more opportunities to capture these nuances and allow practitioners to reflect their respective Indigenous identities in ways that better capture their own personal histories and ties to land. As Pacific Islander I am able to see my indigeneity represented and honored by Deloitte.”
Expanding recruiting efforts
Jenna Knueppel (she/her/hers)
Analyst, Deloitte Consulting LLP
Continual efforts to acknowledge how Indigenous people self-identify is important to increase visibility and empower professionals at Deloitte. Another critical step is to ensure that there are meaningful efforts to uplift Native and Indigenous communities as well as engaged recruitment efforts to expand the Native and Indigenous workforce.
Jenna, a tribal member of the Sokaogon Community of the Mole Lake Band of Lake Superior Ojibwe, “feels empowered” with Deloitte's progress in acknowledging Indigenous peoples' intersectional identities, engaging with nonprofits and tribal education departments, and participating in recruiting events like those led by the American Indian Science and Engineering Society (AISES), which has a mission of advancing Indigenous People in STEM. “I hope that Deloitte will continue to expand the resources invested into recruiting and empowering Native and Indigenous people within our workforce and beyond the organization.”
New gender options and self-ID
Harrison Agnor (he/she)
Analyst, Deloitte Consulting LLP
Harrison Agnor just finished his first year at Deloitte, working in the Strategy and Analytics offering portfolio focused on Applied AI. Harrison appreciated the opportunity to identify his pronouns, beginning with Deloitte’s recruitment experience and continuing through to the expanded options in self-ID.
“In my experience, gender identity is very complex. You can have someone who identifies as nonbinary but uses he/him pronouns. It’s not simple to say he’s a man or trans man. Self-ID allows people to express those permutations, and that’s welcoming to me.”
Harrison is motivated to share his experience at Deloitte and let others know they don’t have to hide or suppress their identity to reach their career goals. “I hope to be someone who younger queer people can look up to, showing them you can succeed in a business environment as an openly queer professional.”
Creating belonging in local offices
Donté Apperwhite (he/him/his)
Senior, Deloitte Services LP
At one point in his career, Donté recalls coming to a fork in the road. “I had to decide if I was going to be a fulfilled version of who I was, or if I was going to fit in,” he says. He chose the former. “Thankfully, Deloitte has never shied away from welcoming me—who I am authentically.”
Who he is, is a leader and a connector. He does that through his work with Deloitte One Team and in his leadership role with the West Hub Inclusion Council. To Donté, connection means far more than making links and introductions. It means building a place where people feel like part of a community. “You can’t feel welcomed if you don’t feel like you belong.”
While Donté is based in LA, where he says his colleagues are “passionate about representing themselves and representing their colleagues,” he sees an opportunity to extend their work to the wider Deloitte community. “My vision is that no matter where you are, no matter where you’re traveling, you feel like you have a place, and that you belong.”
Finding connection and affirmation in Deloitte’s communities
Cristel Gomez (she/her/hers)
Manager, Deloitte Consulting LLP
What started out as a search to fulfill a creative need in her career led to a place of community. When a manager connected Cristel to the Hispanic/Latinx & Allies Community to create a presentation, Cristel describes finding her place. “The people I met came from different cultures and different businesses in Deloitte, but they became my people.” This diversity led her to embrace the intersectionality of her community.
A tech strategy consultant, Cristel eventually took on a leadership role with the Inclusion Council of New York where she consistently reinforces the importance of having a space to connect based on shared identity while also creating space for connection across identities. For her, DEI work is both “empowering” and “emotionally taxing.”
“As a woman of color, I feel this responsibility for representation. But it can be draining to be ‘the only’ or one of the few in a group,” she says. “There’s a certain weight in being tagged as a minority.”
Deloitte’s Communities have been a place where Cristel finds connection, strength to champion DEI, and a safe place to learn skills that translate to her client work. “I have a group of people who understand what it took to get here for someone with my background. That’s powerful.”
Building belonging through Disability Awareness Month
Christophe Quancard (he/him/his)
Manager, Deloitte Tax LLP
When Christophe acquired a disability, for a long time he did not feel comfortable sharing his story beyond his immediate family and friends. “After a partner asked me to share my story, I realized I wasn’t the only one who thinks my disability impacts the way people see me. I saw the benefit and opportunity of providing an example for others. Whether we have a disability or we’re a caregiver, we have similar challenges and can benefit from someone modeling the way.”
Today Christophe leads the Midwest hub for the People with Disabilities & Allies Community. “There’s a lot of diversity in the types of disabilities people have—visible and invisible—and how those disabilities affect someone’s life. It’s critical for us to understand a wide range of experiences and make those connections.”
He explained the impact that events like national Disability Awareness Month can have on the community: “So many people contacted the Midwest hub afterwards. It allowed people to know others are here for them, and it truly created a sense of belonging.”
Normalizing disability and making accessibility mainstream
Emily Yee (she/her/hers)
Senior Manager, Deloitte Consulting LLP
Emily’s work involves modernizing HR in complex government and public service environments. She is also an active leader in the People with Disabilities & Allies national community and has seen Deloitte’s commitment to people with disabilities grow in her 12 years here.
She points to industrywide equality benchmarking through Disability:IN, the organizationwide Disability Awareness Month celebration event, and disability awareness trainings as indicators of progress. “It’s important to speak publicly about our commitment in the community. When we don’t talk about the challenges we face, challenges don’t get solved.”
As someone who has lived with a disability since childhood, Emily says she’s been well supported at Deloitte. Still, she sees real opportunity to address systemic challenges, including accessibility of communications, offices, and workspaces. “We have a lot of room to grow in our culture to normalize disability and make accessibility and accommodations mainstream—not an afterthought.”
Celebrating diversity at the Hispanic/Latinx Leadership Summit
Alejandra Adarve (she/her/ella)
Manager, Deloitte & Touche LLP
Alejandra is a leader in the national Hispanic/Latinx & Allies Community, helping drive strategy, career activators, and community. She helped plan the Hispanic/Latinx Leadership Summit and emphasizes the value these events have on the organization:
“We were able to have real conversations with leaders, professionals, and board members on issues that are crucial for our community,” she says. “Attending these types of events is a huge part of why I stay at Deloitte. Being able to celebrate our diversity, educate others, and bring awareness to our experiences and values is priceless.”
Alejandra believes the national communities and hub structure will provide professionals with easier access and connection points so they can reach out and get involved. “I’m excited to build more DEI leaders and make DEI a conscious decision in everything we do.”
Building connection at the Black Leadership Summit
Shauna-Gae Davis (she/her/hers)
Managing Director, Deloitte Services LP
With more than 25 years at Deloitte, Shauna has seen a significant evolution in DEI work. As a Black woman in tech, she got used to being a “first” or “only,” and she can remember a time when there were limited options to connect with other professionals around inclusion. Today, however, she’s a leader for the National Black & Allies Community and the Chief Technology DEI officer. Most recently, Shauna helped bring together more than 530 Deloitte professionals for the first-ever organizationwide Black Leadership Summit (BLS) at Deloitte University.
“We approached the BLS from an equity and equality-based model choosing from roles and levels as we selected people throughout the organization. In all my years, I have never seen that many Black Deloitte people in one room—it absolutely took my breath away. The energy, the location, the leaders and the people all made it a very powerful and intentional experience for the Black & Allies community and something that we won’t lose sight of.”
As we move forward, Shauna believes that being transparent and keeping our leaders and ourselves accountable is only going to make the Deloitte culture better, rather than taking anything away. “Beautiful things are imperfect. All of the efforts—from increasing the diversity of our candidates and new hires, to our internal inclusion councils, to striving to achieve equitable outcomes in our communities—will make the experience of the next generation that much stronger.”
Supporting the AAPI community
Chris Chen (he/him/his)
Senior, Deloitte & Touche LLP
Like many Asian Americans and Pacific Islanders, Christopher was subjected to anti-Asian slurs and unjust blame during the COVID-19 pandemic. Experiences like those are why he’s glad to see “& Allies” in the title of each Deloitte community. “Allies are critical to identifying and preventing future hatred, stereotypes, and myths.”
Christopher knows that pandemic-fueled racism increased the anxiety and depression for people in the AAPI+ community, including East, South, and Southeast Asian Americans, and yet this community is least likely to access mental health care. “There are systematic and cultural barriers to seeking mental health treatment,” he says. “I’d like to see Deloitte do even more to encourage those seeking mental health treatment in my community. I don’t want people to be afraid in seeking help.”