Our current state: Updates on our progress


Deloitte’s Diversity, Equity, and Inclusion (DEI) strategy has three principles that are at the core of change: (1) systemic evolution of core processes and operations is pivotal to advancing equity, (2) both small and big shifts in individual hearts, minds, and behaviors are foundational to achieving equitable outcomes, and (3) accountability goes hand in hand with transparency and trust.

Deloitte reinforces our commitment to equity by holding ourselves accountable to openly sharing our progress against our aspirations. In the 2021 Deloitte DEI Transparency Report, we established 13 aspirational goals1 to increase diversity and inclusion in our workforce, catalyze the growth of diverse businesses, and advance equity in society by 2025. Since the launch of that report, we have made significant progress toward a number of these goals.

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Watch: Advancing Equity in the Marketplace

As of the end of FY2023,2 we surpassed our goals for increasing Black and Hispanic/Latinx3 headcount; increasing the racial and/or ethnic diversity of the partner, principal, and managing director (PPMD) population; and increasing female representation two years ahead of the 2025 estimated timeline. Our people doubled down on allyship and our inclusive culture—participating in conferences at historic rates, joining history and heritage month celebrations, and engaging in new DEI learning experiences about how to be an effective ally. We continued to exceed our annual total spend goals for diverse suppliers and to expand access to economic opportunity through workforce development and education opportunities.

While our progress has been encouraging, we must acknowledge where we still have work to do. We have anticipated that there will be variance in representation and other key metrics year over year. In FY2023, we saw drops (0.4% or less) in our Black, Asian, and Middle Eastern/North African/Near Eastern workforce representation. We believe these decreases were influenced by multiple factors. Changes to how professionals self-identify impact representation and are expected year to year as professionals reflect on their identities. Additionally, the balance of recruitment and attrition impacts both representation and total headcount of these identities within our organization. A continued focus on recruitment and retention of these cohorts will be critical to achieving our FY2025 goals.

Additionally, Black, LGBTQIA+, and nonbinary professionals reported feeling less likely to bring their authentic selves to work in FY2023. There are varied internal and external factors that may have influenced progress against our engagement goals, including workforce attrition rates, broader societal discourse on diversity, equity, and inclusion holistically, and an external social environment where LGBTQIA+ professionals may feel less secure about being themselves at work. While the drop in positive responses was small, we continue to monitor the difference between Black, LGTBQIA+, and non-binary professionals with the responses of the overall population. We believe we must continue instilling a sense of inclusion and belonging among these cohorts through vehicles like our national communities and allyship education for all team leaders and professionals, to reduce the variance between these groups and the total workforce.

Though we have made advancements with our diverse supplier goals, we continue to focus on efforts to help us grow our Black-led and Black-owned spend. Annual progress against this goal is as expected; however, to achieve our FY2025 goals, additional diligence will be needed to reach $200 million in two years.

As we strive to create the culture and systems that help ensure everyone is empowered to thrive, three of our internal focus areas in the coming year are:

  • Advancing equity: We are continuing to tackle potential challenges to inform system and process changes that support equitable recruitment, advancement, retention, engagement, and other experiences for our people.
  • Engaging allies and strengthening sense of belonging: Because the sum of individual actions and behaviors fuels an inclusive culture, we are empowering our people with expanded tools, resources, and programming to learn, grow, and make meaningful connections with each other and our organization.
  • Accelerating growth of diverse businesses: We continue to explore ways to expand support for diverse suppliers and businesses including growing our ecosystem of suppliers, helping to increase the capacity of our current suppliers, and monitoring the broader economic environment, which impacts Deloitte’s use of subcontractors.

We are committed to creating an environment that empowers, celebrates, and supports the unique backgrounds and identities of our people. For a full report on our progress against our 13 US goals, we invite you to explore this year’s update below.

Learn more about our data definitions and methodology

  1. Goals are aspirations and not quotas. The policy of Deloitte US is to recruit, employ, train, compensate, and promote without regard to race, color, religion, creed, citizenship, national origin, age, sex, gender, pregnancy, gender identity or expression, sexual orientation, marital status, disability (including neurodivergence), genetic information, veteran status, or any other legally protected basis, in accordance with applicable federal, state, or local law. 
  2. FY2023 spans from May 29, 2022, through June 3, 2023. Note: For more on Deloitte fiscal years and our broad data methodology, please visit our Data methodology page. 
  3. In this report, we are using the gender-inclusive term Latinx, an alternative to Latino or Latina, referring to anyone born in or with ancestors from Latin America, regardless of whether that person speaks Spanish. We recognize this isn’t a term everyone favors for themselves. The way each person describes their identities is personal, and we encourage everyone to use the terms that most effectively capture their own identities, experiences, and cultures. 

A refresh on our goal progress

Goal 1: Increase the number of Black and Hispanic/Latinx professionals in our US workforce by 50% by 2025

54.2% increase in the number of Black and Hispanic/Latinx professionals since FY2020

Since FY2020, we have increased the number of Black and Hispanic/Latinx professionals by 54.2%, surpassing our FY2025 headcount goal of 50% two years ahead of the 2025 estimated timeline. While growth has slowed in FY2023 as compared to FY2022, both Black and Hispanic/Latinx net headcount increased in FY2023.

Goal 2: Increase the overall racial and/or ethnic diversity of our US workforce to 48% by 2025

47% overall percentage of racial and/or ethnic diversity in Deloitte US workforce

We are on track to achieve our FY2025 goal for overall racial and/or ethnic diversity in the US workforce. We increased racial and/or ethnic diversity from 46.8% at the end of FY2022 to 47.0% at the end of FY2023.

While we have sustained forward momentum on overall racial and/or ethnic diversity, cohort-specific representation has varied. We saw increased representation among multiracial professionals (up from 4.5% to 5.1%), professionals who identify as Indigenous to the Americas (up from 1.0% to 1.2%), and Hispanic/Latinx professionals (up from 7.4% to 7.8%).

These increases were partially offset by decreases in Asian (27.1% to 26.9%), Black (8.6% to 8.2%) and Middle Eastern/North African/Near Eastern representation (0.9% to 0.8%). We believe this decrease was influenced by multiple factors. Changes to how professionals self-identify impact representation and are expected year to year as professionals reflect on their identities. Additionally, the balance of recruitment and attrition impacts both representation and total headcount of these identities within our organization. A continued focus on recruitment and retention of these cohorts will be critical to achieving our FY2025 goal.

Goal 3: Increase US workforce female representation to 45% by 2025

45.3% female representation in the Deloitte US workforce

Female4 representation increased 1.2 percentage points from 44.1% to 45.3% in FY2023, surpassing our FY2025 goal of 45% two years early. This is the combined result of increased female recruitment representation (from 43.2% in FY2022 to 46.0% in FY2023) and higher retention rates compared to male professionals. We will continue to work toward maintaining momentum in overall female representation, while supporting increased female representation at the senior levels through efforts to support retention, recruitment, and advancement.

Goal 4: Increase the representation of racially and/or ethnically diverse5 US partners, principals, and managing directors (PPMDs) to 25% by 2025

25.2% of our US PPMDs are racially and/or ethnically diverse

The representation of racially and/or ethnically diverse US PPMDs increased from 23.0% in FY2022 to 25.2% in FY2023, surpassing the FY2025 goal of 25% two years early. The racial and/or ethnic diversity of the PPMD advancement class6 increased from 35.6% in FY2022 to 41.3% in FY2023. Additionally, 43.5% of those directly admitted as partners or principals or directly hired as managing directors in FY2023 identify as racially and/or ethnically diverse. Although we are already surpassing the FY2025 goal, we will continue to focus on supporting the advancement of professionals who identify as racially or ethnically diverse to strengthen the racial and ethnic diversity of the PPMD pipeline.

Goal 5: Increase the number of female US PPMDs by 25% by 2025

23.4% increase in the number of female US PPMDs since 2020

Since FY2020, US female PPMD representation has increased 23.4%, which puts us on track to surpass our FY2025 goal. Female professionals accounted for 37.9% of the FY2023 PPMD advancement class and 32.1% of partners or principals directly admitted and managing directors hired in FY2023. We will also continue to monitor female PPMD representation, which has grown from 29.4% at the end of FY2022 to 30.3% at the end of FY2023. A key priority for the coming year is supporting the advancement of female professionals with a focus on strengthening the future pipeline for female PPMDs.

Goal 6: Address talent experience inconsistencies so that Black, Hispanic/Latinx, nonbinary, and LGBTQIA+ professionals feel they can be their authentic selves in the workplace at a rate consistent with the overall workforce by 2025

Percentage of professionals responding favorably to “I am able to bring my authentic self to work”

The percentage of Hispanic/Latinx professionals who responded favorably to this question increased 1 percentage point in FY2023 and is consistent with the overall workforce. The percentage of Black, nonbinary, and LGBTQIA+ professionals who responded favorably has improved since FY2021 despite a decrease in FY2023.

Status: On track

Results from our annual talent survey help us better understand the Deloitte talent experience. Like previous years, we consider any question rated 80% or above to be positive. For the overall population, favorable responses to the statement “I am able to bring my authentic self to work” increased to 84%, from 83% last year. We also saw an increase in favorable responses from Hispanic/Latinx respondents, a focus area from last year, though results since 2021 remain flat.

We saw a decrease in favorable responses among our Black, nonbinary, and LGBTQIA+ professionals in FY2023 after meaningful improvements in FY2022. While we have made progress since our baseline year, this is a trend that requires us to maintain momentum so that our professionals can be authentic at work. Our continued priority is to celebrate identity from an organizational level, provide opportunities to build community based on shared identity, and develop a deeper understanding of authenticity barriers and enablers to provide our professionals tools for inclusive behavior that encourages their colleagues to bring their authentic selves to work.

To celebrate the diversity of our workforce, this past year we:

  • Convened 2,100+ Deloitte professionals at external conventions hosted by organizations such as the National Association of Black Accountants (NABA), Association of Latino Professionals For America (ALPFA), Ascend, Out & Equal, and Disability:IN to further build a sense of community and foster connection.
  • Commemorated the lived experiences of transgender and nonbinary people during a virtual celebration of Transgender Day of Visibility featuring an external speaker and a panel of Deloitte parents celebrating their transgender and nonbinary children.
  • Provided our professionals opportunities to learn about others' lived experiences, cultures, and contributions to society through eight organization-wide history and heritage month events that featured special guest speakers, Deloitte leaders, and our professionals’ stories. These events promoted a strengthened sense of belonging, empowered authenticity, and encouraged allyship for the nearly 30,000 virtual attendees and thousands of others through 140+ in-person watch parties in Deloitte offices.
  • Continued to foster connection based on shared identity and allyship by engaging our people through our national communities (open to all with allies actively encouraged), including Black & Allies Community; Asian & Allies Community; Hispanic/Latinx & Allies Community; LGBTQIA+ & Allies Community; Middle Eastern/North African & Allies Community; People with Disabilities & Allies Community; Veterans, Military, Spouses & Allies Community; and Women & Allies Community.7

Goal 7: Develop an understanding of fundamental anti-racism concepts, and cultivate allyship and advocacy by providing DEI education across all levels by 2025

Allyship icon
of Deloitte PPMDs and professionals have completed the “An Introduction to Deloitte's Commitment to an Anti-racist Culture” training
Deloitte professionals participated in virtual and in-person allyship sessions, including Art of Allyship
PPMDs participated in an embedded allyship experience
Deloitte professionals trained to facilitate Say This Not That (a series that encourages more inclusive language use and allyship behaviors) for broader groups of Deloitte colleagues
Status: On track

Allyship continues to be an intrinsic part of our organizational culture. We continued our Year of Allyship programming with the Allyship Speaker Series, which played a pivotal role in sparking organization-wide dialogues on inclusivity. Through this series, we hosted several renowned thought leaders. We also launched an internal allyship microsite, serving as a one-stop shop for our professionals, offering tools and resources to support their ongoing allyship journeys. Initiatives such as Art of Allyship and Allyship in the Metaverse empowered our professionals to gain a deeper understanding of what effective allyship is and the power we all have to make an impact.

Given the importance of the team leader role in shaping the talent experience and influencing our professionals’ performance management outcomes, we set new standards for our leaders and developed a new, required training to help uncover unconscious biases that could impact performance assessments.

We also released TwoPointEight, an award-winning immersive digital learning experience comprising six short films on the topics of allyship, microaggressions, intersectionality, societal systemic inequities, equitable outcomes, and inclusive language nurturing empathy and reinforcing that each small act adds up to contribute to an inclusive culture.

Goal 8: Increase the amount of addressable spend on diverse suppliers to $1B by 2025


Total spend with diverse suppliers in FY2023—another year of surpassing our FY2025 goal ahead of plan
Status: On track

Our total spend with diverse suppliers8 in FY2023 was $1.47 billion, surpassing our goal of $1 billion for the second consecutive year. We have nearly doubled our diverse supplier spend from FY2019. Building on this momentum, our Office of Business Diversity is expanding our investment in increasing the capacity of diverse supplier organizations and leaders.

Goal 9: Increase our spend with Black-owned and Black-led businesses to at least $200M by 2025

$75M /$200M

Spend with Black-owned and Black-led suppliers is trending toward our goal, but continued progress against our FY2025 $200M goal will require significant diligence.
Status: In progress

Last year, we spent $75 million with Black-owned and Black-led businesses, exceeding FY2022 spend by 17%. Annual progress against this goal is as expected; however, to achieve our FY2025 goals, additional diligence will be needed to reach $200 million in two years. Continued progress will require expanding our ecosystem of suppliers, an increase in the capacity of our current suppliers, and is also dependent on the broader economic environment, which impacts Deloitte’s use of subcontractors. We will continue to increase exposure to and awareness of Black-owned and Black-led suppliers and our goals. Our Office of Business Diversity is also working with internal and external leaders to continue to diversify our supplier ecosystem and increase supplier capacity.

Goal 10: Collaborate with clients and industry leaders to drive workforce initiatives by 2025


$75M total investment in the Making Accounting Diverse and Equitable (MADE) initiative
Status: On track

Improving socioeconomic and racial and/or ethnic diversity and expanding access to high-value careers remains one of our key commitments. Two of our major initiatives saw a higher impact this year:

Making Accounting Diverse and Equitable (MADE)

Deloitte launched Making Accounting Diverse and Equitable (MADE) in 2021, with a multiyear, $75 million commitment to attract racially and/or ethnically diverse talent to accounting and support the careers of these professionals.

Over the past two years, MADE has:

  • Reached 6.4 million professionals through social engagement and 30,000+ high school and college students with on campus programming.
  • Collaborated with 34 institutions of higher learning (including 26 Historically Black Colleges and Universities and Hispanic-Serving Institutions).
  • Engaged 200+ accounting and finance professionals through Climb Fellowship Program, Board-Ready for MADE, and the Stride Certified Public Accountants (CPAs) readiness programs.
  • Obtained $5 million in Deloitte Foundation grant support for faculty, curriculum development, and student programs.
  • Funded 300+ Deloitte Foundation scholarships for college/university undergraduate and master’s degree students.

MADE will continue to strive toward generating more advisory, auditing, and tax career opportunities and leadership pathways for the next generation of CPAs.

Skills First Talent Initiatives

Increasing opportunities for professionals without a four-year college degree is an important lever to both meet skill and labor demands and enable our commitments to diversity, equity, and inclusion. We joined forces across our business and engaged our clients and other industry leaders to launch a series of workforce development initiatives, which resulted in the following:

  • Served as the employer co-lead for the OneTen Dallas market, spearheading business and community organization engagement to drive employment of OneTen talent in the Dallas-Fort Worth region.
  • Collaborated with Salesforce and OneTen to provide a free 12-week Salesforce training. Participants who successfully completed the program earned a Salesforce certification and were eligible to apply for open positions for which they qualified, including a six-month paid apprenticeship in Deloitte’s Salesforce practice.
  • As part of our commitment to the New York Jobs CEO Council, we hosted a cohort of City University of New York (CUNY) associate degree interns for a 12-week paid, rotational program in Consulting’s Innovation and Technology team. Students received 9 school credits for their time with Deloitte and graduated summer 2023, and all received and accepted full-time offers to rejoin the Innovation and Technology team in September 2023.

Learn more about our job opportunities that do not require a four-year college degree

Read our Impact Report to learn more about other equity commitments

Goal 11: Drive institutional and systemic change through policy initiatives by 2025

Justice scales icon
Engaged in policy discussions across a spectrum of important issues impacting our society and organization
Status: On track

This year, we engaged with policy stakeholders to inform their perspectives on a range of topics including paid family leave, caregiving, and workforce training. We participated in an Asian American and Pacific Islander (AAPI) policy roundtable on combatting anti-Asian sentiments and submitted comments to support the addition of Middle East and North Africa (MENA) as a minimum reporting category of federal data collection, which applies to the US Census. Our engagement in health equity earned us public recognition by the White House, and we participated in the Department of Health and Human Services’ Black Health Summit.

Goal 12: Reach 15 million individuals through education and workforce initiatives through WorldClass by 2030

Group of people icon
8.1M people in the United States were reached through our WorldClass programs by the end of FY2023—54% of our 2030 goal to reach 15 million people
Status: On track

Deloitte is committed to reach 15 million people in the United States through education and workforce initiatives by 2030 as part of Deloitte Global’s WorldClass commitment to positively impact 100 million people. The goal of 15 million people is an update made in 2022 to the original US WorldClass goal of 10 million, a change that reflects our progress against this commitment. We will continue to invest our people’s time, provide volunteers, and donate to support millions of students, teachers, and education leaders worldwide.

Read our Impact Report to learn more about other equity commitments

Goal 13: Expand and evolve our mental health programs and resources that help address the needs of our various populations by 2025

Knowledge icon
57,000+ PPMDs and professionals have accessed and engaged with the Integrated Mental Health Services (IMHS) site
19,000+ PPMDs and professionals were engaged via custom-designed IMHS learning and development experiences
10,000+ US professionals benefitted from clinical and performance psychology services
Status: On track

Our Integrated Mental Health Services (IMHS) employee benefit plan continues to offer tailored support for the full range of human experience in life and at work to help everyone grow and thrive in our high-performance culture. Our team of mental health professionals and performance psychology consultants meets or exceeds many markers of representation in the industry and represents the diversity, both visible and invisible, of our professionals. This year, we created and developed a range of distinctive services and solutions, with engagement and utilization at historic highs.

  1. On the use of sex and gender: In this report, our goals and workforce data reflect sex because gender self-identification was not available at the time we established the goals in 2020. We recognize that not all people’s gender identities match their sex assigned at birth. In 2021, we launched new gender fields in addition to sex, with expanded self-identification options to reflect a wider array of gender identities. Goals and associated workforce data will be revisited during the refresh process. 
  2. Diverse racial and/or ethnic groups include Asian; Indigenous to the Americas; Black; Middle Eastern/North African/Near Eastern; Native Hawaiian or Other Pacific Islander; multiracial; and professionals whose ethnicity is Hispanic or Latinx. 
  3. Includes professionals who were promoted to managing director or admitted as a partner or principal. Does not include direct hires/admits. 
  4. List of National Communities as of FY2023. 
  5. A diverse supplier is a business that is at least 51% owned and operated by an individual or group that is part of a traditionally underrepresented or underserved group. Common classifications are small-business enterprises (SBEs), minority-owned enterprises (MBEs), and woman-owned enterprises (WBEs).