Corporate Responsibility Inaugural Report - Deloitte

Corporate ResponsibilityInaugural ReportWe are defined by our responsibilitiesAudit.Tax.Consulting.Corporate Finance. 2007/2008

Table of ContentsCorporate Responsibility Policy 3About this Report 4Note from the Chief Executive Officer: Barry Salzberg 5Interview with the Corporate Responsibility Officer: Tom Dekar 6Corporate Responsibility at Deloitte—We are defined by our responsibilities 8The Right Thing—Responsibility to:The Right Wayour Values--Ethics & Compliance 9our People--Talent 10our Clients--Enterprise Sustainability Integrated Market Offering 12our Community--Community Involvement 14our World--Sustainability 16Internal Operations and Technology 18Global Collaboration 20Year in Review 22Note:• As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries.Please see www.deloitte.com/us/about for a detailed description of the legal structureof Deloitte LLP and its subsidiaries.• “Internal Operations and Technology” includes Field Operations, InformationTechnology Services (ITS) and other internal support areas

Corporate Responsibility PolicyAs a leading professional services organization, the Deloitte US Firms havemuch to contribute to the political, economic, and social structures in ourcommunities and throughout the world. As such, we will promote humandignity and ethical behavior, advance learning and culture, and advocatethe sustainable use of natural resources and the environment.We will demonstrate this through:• Investments in our people• The advice and services we provide to our clients• The way we run our internal operations• Commitment to our communities.Deloitte US Board of Directors, August 29, 20073P Please consider the environment before printing

About this ReportThis report covers essentially the first year under the Board-approved CorporateResponsibility Policy for Deloitte, from August, 2007-July, 2008. The scope ofthe Corporate Responsibility Policy includes Ethics, Talent, Client Service,Community Involvement, Internal Operations and ITS. Each of these majorcomponents of Corporate Responsibility at Deloitte is reviewed.These expressions of corporate responsibility are closely aligned withour culture which has guided our actions for more than a century. We arerecognized leaders in most of these areas. However, our focus on betterunderstanding the impact we make on our environment, and the steps weare taking to incorporate the principles of sustainability in all that we do, isa direct result of the recently proclaimed Corporate Responsibility Policy ofAugust 29, 2007.This report describes our approach and major accomplishments in each ofthe areas of corporate responsibility. It does not cover every activity, everyaccomplishment, and every award. Accordingly, this report does not speak toprogress against a formal reporting standard, but rather provides highlights.This report has been reviewed by leadership and we believe it is a faithfulrepresentation of our achievements and aspirations as we proceed down thepath of being a responsible corporate citizen--determined to make the worlda better place for our people, our clients, our communities and for generationsto come.We recognize that there are significant challenges ahead, requiring the wisdom,participation, collaboration, and responsible leadership of all stakeholders.We pledge to do our part, and more.We welcome your thoughts about this report as well as any insights orperspectives that might be helpful. Please email your comments touscorporateresponsibility@deloitte.com.In deference to the sustainability principles we respect, this report is meant to beviewed online, although a pdf version is available. Resources consumed in thepreparation of this report have been deliberately minimized, using only existingmaterials and visuals.4P Please consider the environment before printing

Note from the Chief Executive Officer: Barry SalzbergWe show who we are by what we doIt’s tempting to think that corporate responsibility is so ingrained in Deloitte’sculture that it happens on its own. Our corporate responsibility commitmenthas endured since our business began, but I believe that truly successfulorganizations don’t leave such important issues to chance. Last year weformalized that commitment with a corporate responsibility policy andcreated the position of Corporate Responsibility Officer to drive it forward.The way we behave is more than a matter of reputation for us. Like allbusinesses, we’re shaped by the world around us. We can’t think aboutour success without considering the society and economy that give usthe two markets in which we compete: for clients and for talent.If we follow responsible business practices, invest in our current and futuretalent, respect the environment, and commit to local communities, we knowthat society and the economy will benefit and so will we. Nothing aboutcorporate responsibility is marginal to our business; it drives to the healthand heart of who we are and how we grow.These pages demonstrate that, when we serve our communities, we usethe same skills, focus and integrity that make us successful with our clients.We show the world who we are by what we do.We know we are most effective as a responsible organization when wemake investments that drive value both for us and for society. When wehelp low-income youth make it to and through college, we’re building theskilled, diverse workforce that our country needs, just as we do. Ourinvestment in ethics, talent, and improvement of our environmental impactare similarly valuable to society, and to our future growth and success.This report celebrates our achievements and I hope conveys our optimismfor the future--a better future because we intend to be better and even moreinvolved. Our shared values bring us together to work with each other and ourcommunities to solve problems and drive value. We’ve taken our commitmentto the next level and I’m excited to know there’s so much more to come.Regards,Barry SalzbergChief Executive Officer, Deloitte LLP5P Please consider the environment before printing

Interview with the Chief Responsibility Officer: Tom DekarQ: How far along is Corporate Responsibility at Deloitte?A: The formal policy establishing Corporate Responsibility at Deloitte wasapproved by the Board the morning of August 29, 2007. At that time wepresented our Corporate Responsibility Organization, outlined our next steps,and appointed our Corporate Responsibility Officer (CRO).Corporate responsibility is not new at Deloitte, but is consistent withlong-standing values and the highly acclaimed culture of the member firms ofDeloitte Touche Tohmatsu (DTT). For example, in 2000 DTT was among thefirst signatories to the United Nations Global Compact, which is an initiative ofleading global businesses to support a set of environmental and social principles.Our sense of corporate responsibility is reflected in our strategic decisionsand the choices our people make every day. We support the dignity of theindividual, act with the highest of ethics and integrity, and are mindful of ourimpact on our clients, the environment, and the community at large. Theprinciples and values that underpin corporate responsibility have alwaysbeen present at Deloitte. Being accountable is a core attribute of ourprofession, and being responsible is at the center of our culture.Over the years we have developed excellent programs pertaining to ourpeople, ethics & compliance, and community involvement. More recently,we serve clients through our fast-growing Enterprise Sustainability group,and are currently rolling out our internal greening initiative which is beingenthusiastically embraced by leadership and our people at thegrassroots level.Q: During its inaugural year, what have been your greatest corporateresponsibility accomplishments...greatest challenges?A: The mature areas of Corporate Responsibility are led by some of our bestand most dynamic leaders. They and their teams have had outstandingsuccess during the past year from having Deloitte judged to be the “BestPlace to Launch a Career” to having our organization described byPresident Bush as an exemplary corporate citizen.For the Corporate Responsibility team, a major accomplishment was thelaunch of our greening initiative, marked by extraordinary engagement byour people. We developed an Office Greening Program under the banner“Greening the dot.” This program encompasses a broad range of activities toimprove our environmental footprint within each office. At the same time, wehave established sustainability criteria for consideration of suppliers in additionto sourcing more eco-friendly travel and other product options for ouremployees. We continue to evaluate and, where prudent, apply sustainablebusiness practices for the selection, deployment, and maintenance of our realestate, information technology, and all aspects of internal operations.Our greatest challenges are in the area of sustainability as well. Not so muchin terms of changing behavior—as a rule our people have been eager to “gogreen”--but to determine baselines and metrics in a thoughtful and credibleway that appropriately fits with our circumstances, yet is consistent withaccepted standards.6P Please consider the environment before printing

Q: What have been the key factors in the success of CorporateResponsibility at Deloitte?A: In my view, there have been two related factors that account for oursuccess: the strength of our culture and the response of our people.The values that are the foundation of our culture align directly with theprinciples of corporate responsibility; and these values are brought to lifethrough the decisions and actions of our people. It has been the enthusiasticengagement of our people—from top to bottom at Deloitte—that sets us apart.Q: Based on your experience during the first year of being CRO,what has been a key learning or insight?A: We decided at the start that for our greening effort to be trulytransformational, it must tap into the existing passion of our people, and beembraced on an opt-in/voluntary basis. People have to want to do the rightthing for greening to be sustainable. This was also a practical decision sincegreening happens at the local level.Small steps, when multiplied by our approximately 44,000 colleagues in theU.S. organization, can make a huge difference. To raise awareness among ourpeople, the Corporate Responsibility team has disseminated a number of tipsfor them to reduce their personal carbon footprint—or more positively,increase their green footprint—by acting in a more environmentallyresponsible manner both in and out of the office.Our national team provided tools, direction, and consistent messaging, butit was our office managing partners, local green champions, and our peoplewho made it happen.Although we had a lot of confidence in our people, it required trust to putthis important program in their hands. We were not disappointed.Q: What are some areas of progress that we can expect in theyear ahead?A: We recognize that corporate responsibility is a never-ending journey, sowe expect to make progress in all key areas. Since other aspects of corporateresponsibility have their own dedicated teams, a great deal of our attention willbe focused on continuing to make gains in sustainability. Areas of immediateopportunity include meeting the challenges of establishing a carbon baselineand targets in the US; and collaboration with other member firms of DeloitteTouche Tohmatsu, our global organization, to magnify our positive impactworldwide.7P Please consider the environment before printing

Corporate Responsibility at Deloitte:We are defined by our responsibilitiesIt’s been said that “no man is an island.” The same applies to organizations.We understand that we have a responsibility not only to our people and ourclients, but to the world beyond our workplace.We believe that we are defined by our responsibilities—that they signify whatwe are and what we aspire to be. We believe that what we do and don’t domatters. Accordingly, we hold ourselves accountable for our actions and theirimpact.Corporate responsibility at Deloitte starts with the Shared Values that form thefoundation of our culture: integrity, outstanding value to markets and clients,commitment to each other, and strength from cultural diversity.We expect to be judged by the degree to which our actions reflect our values;and, more specifically, our ability to integrate corporate responsibility into all ofour operations and the choices we make.The year 2007 marked an inflection point in our commitment to corporateresponsibility, as we created the position of Corporate Responsibility Officerand instituted a Board-approved Corporate Responsibility Policy.Backing up this admirable statement of intent is highly committedleadership from our Talent, Community Involvement, Ethics andCompliance, Internal Operations and ITS groups, all of which workclosely with the national Corporate Responsibility team.IntegrityOutstanding value tomarkets and clientsCommitment to each otherStrength from cultural diversityOver the past year, a major corporate responsibility initiative has been ourdetermination to contribute toward sustainability both in our own processesand operations, and the technology we deploy. Of course, sustainability andgreening is not just an activity within the borders of Deloitte. Many of ourclients want to be at the forefront of this vital issue; and we’ve found that wecan leverage our experience and skills to bring them value. In 2007, weintroduced a new Integrated Market Offering known as the EnterpriseSustainability group, which helps clients measure, improve, and sustain theirenvironmental performance. Good for the environment, good for our clients,good for us.Finally, we recognize that for all of our success, we can do better. For ourmature areas of corporate responsibility, we will continue to build on what wehave achieved thus far. For our recent sustainability initiative, we are currentlyin the process of establishing baseline metrics, determining near-term targets,and soon proclaiming long-term goals. In the meantime, we will continue toshare ideas and learn from each other and our stakeholders.8P Please consider the environment before printing

Responsibility to our Values: Ethics & ComplianceIntegrity is one of Deloitte’s Shared Values; and the Deloitte Touche Tohmatsu(DTT) Member Firms include Honesty and Integrity on their list of EthicalPrinciples. Deloitte’s focus on “doing what’s right” is a core element of ourculture and a focus of our corporate responsibility initiatives. An ethicalmindset supports the values-based decision-making that we believe isessential for success.As an organization, we have always sought to act in a way that sustains thepublic trust, fulfills our client obligations at a high standard of quality, and livesup to our commitments to our stakeholders and each other.Code of Ethics and Professional ConductWe also believe that, individually and collectively, we have a duty to be awareof the influence our choices and actions have on the relationships we have withsociety and, more broadly, the world we share. As is written in our Code ofEthics and Professional Conduct, “We recognize and respect the impact wehave on the world around us.”Everyone at Deloitte is expected to know, understand, and act in a mannerconsistent with our Code of Ethics and Professional Conduct; which is reinforcedthrough mandatory “Ethics in Action” training.Helpline and Dr. DilemmaThere is also a 24/7 Integrity Helpline our people can contact for assistance withan ethical dilemma or to report a potential ethics violation.“Deloitte’s commitment to corporateresponsibility builds upon thesuccess of the ethics and complianceprogram. During its first year, theCorporate Responsibility programhas proven to be a great vehicle fordemonstrating how many ofthe organization’s initiatives fittogether to achieve a larger goal.”—Michael Zychinski,Chief Ethics & Compliance Officer,Deloitte LLPPeople at Deloitte who are expectedto take “Ethics in Action” trainingTo help our people navigate murky waters in an engaging yet informative way,we introduced the popular and highly acclaimed bi-monthly “Ask Dr. Dilemma”column in 2007—singled out as a best practice by the Great Places to WorkInstitute in the “speaking the truth” category.The “Doctor is always in” to address questions on how to deal withsituations that may not be made clear in policies or other formal communications.In support of Earth Day 2008, Dr. Dilemma’s “Some Like It Hot” columnexamined the issue of using energy-depleting personal fans and heatersthat are discouraged by our office greening initiative.Ethical FrameworkWorking with the Corporate Responsibility team and areas across theorganization, our Ethics and Compliance group seeks to provide theframework to help our people discern the right direction within ourconstantly changing world.9P Please consider the environment before printing

Responsibility to our People: TalentAt Deloitte, it is impossible to overestimate the importance of our people.They are the voice of our culture and living examples of the values by whichwe judge ourselves, and welcome others to judge us by.Whether as an organization known by the collective actions of ourcolleagues or the everyday actions of each person, corporate responsibilityat Deloitte is manifested by our people. We consider ourselves to be citizenswithin a community, which we define as broadly as the world we share, nowand in the future, and as singularly as each individual.As a professional services organization, our people are the value we offerto our clients. We believe that we serve great clients--with great talent. Weknow that we cannot have one without the other.The Talent ExperienceOver the past year we have benefited from a new, unified Talentorganizational structure to both harness and liberate the energy andcapabilities of our people; and to further enhance Deloitte as a rewardingchoice to begin, build and advance a successful career. Coupled withthoughtful understanding and collaborative efforts, this unified structure hasresulted in The Deloitte Talent Experience, which defines the unique valueproposition we offer our people. Accompanying the Deloitte Talent Experienceis the Talent Agenda which outlines strategic priorities and investments we’remaking to continually enhance that experience.The transformation that is happening in the way we relate and connect to ourpeople reflects a changing world. It is a “moveable feast” that is impossible todescribe in one “sitting” as it continues to shift along each individual’s journey.Within the context of corporate responsibility, we’ll mention a few examplesthat demonstrate the range of our commitment to our people.Changing WorkforceWe recognize that the workforce has changed. The marketplace is beginningto catch up, but in many instances the traditional workplace is still the norm.We are adapting our workplace to our workforce.For example, women are now the majority of entrants to the knowledge talentpool; and younger generations place greater emphasis on family and personaltime. Also a diverse workforce has become a market imperative, because itis simply better—more creative, more dynamic, and more connected with ourworld. As the market becomes more global and challenges more complex,the value of different experiences and perspectives increases.“One of the key attributes of ourTalent Experience defines us asimpassioned community citizens—continually making positive andmeaningful differences in thelocal and global communities inwhich we live and serve. Deloitte’scommitment to corporateresponsibility is a clear andpowerful embodiment of thatphilosophy in action.”—Cathy Benko,Chief Talent Officer,Deloitte LLPAligning the Workplace withToday’s Nontraditional Workforceby Cathleen Benko and Anne Weisberg“The Talent Annuity”an annuity because we view talentas an investment to grow, ratherthan a cost to be controlled.At Deloitte, 40 percent of our new hires in 2007 were minorities. Also in 2007,16 percent of new partners, principals and directors were minorities and30 percent of them were women.10P Please consider the environment before printing

We are adapting our organization to the new realities of our people. Aninnovative approach to our talent, largely developed by leadership at Deloitteand currently rolling out within our organization, is Mass Career Customization(MCC). Replacing the “up, down & out” corporate ladder, the MCC frameworkresembles a Corporate Lattice TM --a living platform that allows for customizedmovement in many directions to build careers and develop talent. Also, from afacilities standpoint, plans are underway to build a $300 million, state-of-the-artDeloitte learning and leadership center.Another new enhancement to the Talent Experience is D Street, a networkingtool with a repository of online colleague profiles that is changing the way ourpeople connect with each other. As a demonstration of the level of interest inthe environment, the “Go Green!” personal description on D Street was chosenby more people than all other affiliation options combined.An initiative that truly captured the spirit of our people was the DeloitteFilm Festival. More than 2,000 individuals offered their talent to the project,submitting 372 short films. The festival site attracted nearly 410,000 hits injust 22 days. Want to know more about the people of Deloitte? As they sayon the street “Check it out.”Recruits to AlumniOur Talent Agenda extends from campus recruits to alumni and beyond. Aspart of our efforts to relate to prospects in new ways, the Alternative SpringBreak Program featured in BusinessWeek fostered relationship-building withinthe context of community service. We stay in touch with our alumni throughan extensive alumni network, now numbering more than 100,000 members.In 2007, we hosted 83 alumni events to relive memories, share ideas andexperiences, and also to maintain relationships that could result in us onceagain working together.Significant talent-related awardsreceived by Deloitte over the last year2007 WINAnnual Report2007 DiversityReportDeloitte alumni are in leadership positions at many of our current clients;and more than 1/3rd of our experienced hires in 2007 were “boomerang”professionals who returned to Deloitte. For retired alumni, there are otherways to actively connect through support of the Deloitte Foundation. Nowin existence for more than 80 years, this nonprofit organization funded byDeloitte and retired partners, principals and directors has contributed morethan $40 million over the last decade to support quality education for futureprofessionals. The Foundation continues to develop new and innovativeinitiatives to address critical issues facing our profession and the academiccommunity through student and faculty development programs, financialgrants and awards, and thought leadership.RecognitionWe are proud of our people, through the challenges and the triumphs.And although we like to think our work and the character of our people speakfor themselves, it is gratifying to warrant third-party recognition. Last year,Deloitte received more than 80 significant talent-related awards—from ranking#1 as best place to launch a career from BusinessWeek, to being one of the“100 Best Places to Work For” from FORTUNE ® , to other prestigious awardsfor diversity, training and communication.11P Please consider the environment before printing

Responsibility to our Clients: Enterprise Sustainability GroupFollowing its first full fiscal year, the Enterprise Sustainability Integrated MarketOffering has emerged as one of the most dynamic, fast-growing initiativeswithin Deloitte. In addition to an ever-expanding base of service to clients,Enterprise Sustainability professionals collaborated to create more than 35pieces of thought ware.Enterprise Sustainability ResourcesThe Enterprise Sustainability group attracts expertise from every region,function, and industry within Deloitte. These practitioners are not onlypassionate about sustainability, but also have the educational and professionalbackgrounds, talent, and desire to make it their professional career. Theyshare their skills with our clients while providing a core understanding andexpertise that is applied within our own organization. Accordingly, the practicestrives to demonstrate within Deloitte and the marketplace that the issues ofcorporate responsibility, sustainability, and climate change are real, complex,and worth addressing in a meaningful way.ConferencesTwo major conferences reflect a commitment to build the group by bothleveraging the broad resources of Deloitte, as well as collaborating withinthe business community. In December ’07, the inaugural “Sustainability,Corporate Responsibility, and Climate Change Conference” brought Deloitteleadership together with Enterprise Sustainability professionals to reviewstrategic direction and share insight. Plans are underway for the first annual“Connecting the Green Dots” conference which will go beyond the borders ofDeloitte to engage outside corporate leaders and authorities.Externally, a number of practitioners spoke at various sustainability eventsand conferences including the Urban Land Institute, NAIOP ResearchFoundation, SAP Insider, the Uptime Institute and various trade associations.Our practitioners were also sought out by the media to provide insightsregarding sustainability. Publications where Enterprise Sustainabilityprofessionals were quoted included CFO, US Industry, CRO Magazine,and Green Real Estate News to name just a few.Understanding and InsightDuring the course of the past year, in addition to providing cross-functional,industry-specific, end-to-end client services for environmental, social,and financial sustainability, the Enterprise Sustainability group also contributedto increased understanding within the marketplace. Along with articles,participation at events, podcasts, and Dbriefs, several white papers werepublished and distributed, including:• Green Lean Six Sigma: Using Lean to help drive results in the whollysustainable enterprise• The Evolution of Green: Managing for Performance• The Dollars and Sense of Green Retrofits, The Risk Intelligent approach• The Risk Intelligent Approach to Corporate Responsibility & Sustainability• Managing Renewable Energy Projects• Sustainability on the Store Shelf“We have started down the path ofhelping our clients improve social andenvironmental performance in thesame way we have advised them forover a century on improving financialperformance.”“We directly supported Deloitte’sefforts to ‘green’ the firm, too. Wehelped design and implement theOffice Greening program, Greeningthe dot, and the Green Footprint,as well as other efforts designed to‘walk the talk’ on sustainability.”—Chris Park,Co-Lead Enterprise Sustainability,Principal, Deloitte Consulting LLP“Deloitte’s strong performance is areflection of our ability to leveragecompetencies across our fourbusinesses. So we can offerend-to-end services, and sensitivityto sustainability risks andopportunities, which vary byindustry. Our organization is trulythe differentiator – no other firmhas the depth or breadth of deliverycapabilities.”—Katie Pavlovsky,Co-Lead Enterprise Sustainability,Principal, Deloitte Financial AdvisoryServices LLPThought ware created throughcollaboration by EnterpriseSustainability professionals12P Please consider the environment before printing

Communities and CollaborationCommunities of Practices have been established for the national EnterpriseSustainability group. Additionally two regions have launched intranet pageson DeloitteNet with the remaining six regions soon to follow. Thesecommunities provide Deloitte professionals with opportunities to getinvolved with the Enterprise Sustainability group as well as developsustainability-related skills and knowledge.In the year ahead, we see significant growth as the Enterprise Sustainabilitygroup builds on its strong foundation and impressive momentum. A key partof the expected expansion will trace to increased collaboration among globalmember firms of Deloitte Touche Tohmatsu, as well as with clients andstakeholders, including academia and governments.Wholly Sustainable EnterpriseThe Enterprise Sustainability group offers a broad array of services thatcontribute toward organizations becoming a Wholly Sustainable Enterprise--thereby generating growth, profitability, and value by applying principles ofsustainability across their entire base of activity.Enterprise Sustainability Group Services• (Alternative) Energy as Strategy • Governance & Organizational• Capital EfficiencyStructure• Carbon Trading• Green Buildings• CleanTech Integration• Green IT• Compliance Reporting & Integration • Green Supply Chain• Corporate Reputation/Brand• Green Sync CommunicationManagement• Internal Assurance• Economic Impact Assessment • Internal Audit• Employee Engagement• Marketing & Branding• Enabling Technology Solutions • Performance Management• Energy Efficiency• Product & Service Strategy• Environmental Liability Assessment • Product Lifecycle• Environmental Program Evaluation • Safety Analytics• Ethics Compliance• Sourcing & Procurement• Food & Product Safety• Stakeholder Engagement• Forensic & Dispute Services• Sustainability and CR Strategy13P Please consider the environment before printing

Responsibility to our Community: Community InvolvementAt the heart of community involvement at Deloitte is a genuine desire todrive change and improvement where the needs are most critical in ourcommunities. As a professional services organization, the most effectiveway for us to make an impact in the community is to leverage the knowledgeand experience of our people.Rather than focusing on a single social issue, we take a competency-basedapproach, intended to advance operational excellence among leading localand national nonprofits that addresses a range of community concerns –from poverty to education to environmental sustainability.By putting our business skills to work in the nonprofit sector, we givenonprofits the resources they need to manage their business challengesand, in turn, more effectively address pervasive social issues.How do we know nonprofits need our skills? According to the 2006 Deloitte/Points of Light Foundation Volunteer IMPACT Survey, most nonprofits (77percent) agree that they would benefit from skills-based volunteerism, butbarely more than one in ten (12 percent) actually align their volunteerassignments with workplace skills. This discrepancy is indicative of thetremendous opportunity we have to help nonprofits drive impact in thecommunity.“Our innovative leadership in thearea of corporate communityinvolvement is an important measureof our overall commitment toresponsible corporate citizenship.By engaging the talent of our peopleto drive operational excellenceacross the nonprofit sector, ourcommunity involvement programdoes more than provide temporarysolutions to community concerns.It enables us to achieve significantand sustainable social change ina manner that strengthens ourcommunities, our people, andour business.”—Evan Hochberg,National Director,Community Involvement,Deloitte Services LPOur community involvement strategy is manifested through our manycommunity programs and alliances. Below are some examples of howour strategy was realized over the past year:IMPACT Day 2008On June 6, 2008, 32,500 Deloitte professionals engaged in more than 700projects in over 70 communities across the United States and India. Of thoseprojects, nearly one third (30 percent) were skills-based.Deloitte professionals whoparticipated in IMPACT Day 2008In keeping with Deloitte’s focus on skills-based volunteerism, we launchedan innovative new program model in cities across the country that enabled usnot only to head out into the community to make a difference, but to open ourdoors to the community and welcome them into our offices. Bringing togethermore than 800 nonprofit executives, representing close to 500 organizations,we hosted a series of business training workshops designed to provide nonprofitleaders with the critical knowledge needed to run effective organizations.Based on its success, the program will be expanded during 2008.Problem Solvers FundThe Deloitte Problem Solvers Fund invests in local community initiativeswhere our people are deeply engaged to expand capacity of the nonprofitsector. In its first two years, the fund invested in strategic initiatives rangingfrom developing mentorship programs and national expansion plans to forgingnew links between competing nonprofits in challenging urban environments.Among the projects supported by the fund in 2007 was the Roadmap toPreparedness: Connecting Nonprofits in Times of Disaster, in which Deloitte’sfederal practice led nonprofits in the Greater Washington, D.C. area to identifygaps in disaster preparedness. Extensive research and disaster simulationsessions will culminate in 2008 with a strategic emergency response planfor the nonprofit sector.14 P Please consider the environment before printing

New Pro Bono ProgramOn June 1, 2008, Deloitte launched a new pro bono program that provides aformal budget, as well as policies and procedures to support up to $50 millionin cross-functional pro bono engagements over the next three years.One of the first of its kind in the marketplace, the new program builds projectsinto our annual planning and budgeting to ensure that pro bono engagementsreceive the same level of service excellence as Deloitte’s traditional businessclients.Thanks in large part to the new program, President Bush recently recognizedDeloitte as an exemplary corporate citizen and presented Barry Salzberg,Chief Executive Officer, Deloitte LLP, with the President’s VolunteerService Award.College SummitIn 2008, we continued our commitment to College Summit, a nationalnonprofit that helps high schools in low-income communities raise theircollege enrollment rates. Through an integrated mix of philanthropy, pro bono,skills-based volunteerism, and leadership, we have committed $2 million tohelp College Summit achieve its mission. Some of our most notableachievements to date include:• Our College Summit pro bono team launched a new College EnrollmentData Warehouse in April 2008. Reports that previously took 15 hours tocomplete, now take less than a quarter of the time to process; enablingCollege Summit staff to spend more time conducting the critical analysisnecessary to make a college education more attainable forlow-income students.• We more than doubled the number of Deloitte volunteers who participatedin College Summit’s summer workshops, making Deloitte College Summit’slargest corporate volunteer contributor for the past two years.• Barry Salzberg, Chief Executive Officer, Deloitte LLP, joined the CollegeSummit National Board of Directors, and a number of other senior leadersserve on the local College Summit boards.These are just a few of the many ways community involvement at Deloitte isredefining corporate community involvement and digging deep in our localcommunities to deliver sustainable social change.15P Please consider the environment before printing

Responsibility to our World: SustainabilityAt Deloitte we have always tried to act responsibly and apply common senseto all that we do, including consideration of the consequences of our actions.Local sustainability initiatives at Deloitte have taken place sporadically overtime, consistent with increased awareness within our society, with varyingdegrees of impact for limited periods of attention.Sustainability LaunchAt the start of 2008--following establishment of a formal CorporateResponsibility Policy which stated in part the intent of Deloitte to “advocatethe sustainable use of natural resources and the environment”-- ad hocactions were replaced with a strategic, national greening program.The “Greening the dot” launch changed forever the way we think aboutthe environment and our responsibility and role in contributing to a moresustainable future.Our “top/down bottom/up” approach to sustainability recognized twofundamental truths: first, for environmental considerations to be sustainablethey must be integrated into everyday processes and behaviors; and second,that success depends on our people deciding for themselves that theywant to fully invest their energy and leadership in supporting sustainability.Therefore, although we provided programs and tools, it was the grassrootsengagement with our people on an opt-in/voluntary basis that has fueled thegreen transformation at Deloitte.Greening ProgramsWe recognize that there is still much to do, but we are off to a strong start.In January, we supplied all of our managing partners with tools andcommunication templates, and set up the hub of communications with arobust corporate responsibility/greening intranet site. Green championswere appointed and green teams were formed in every office.People at Deloitte who haveregistered their footprint thus farIn February, we started the “How green is your footprint?” TM campaignfeaturing a proprietary online mechanism to not only measure each person’s“green-ness” but to compare their score to others in their office and region,and, importantly, to offer tips on how to improve their score.In March, the Green Dot Scorecard was introduced to measure progressoffice-by-office in completing the sustainability projects contained in thegreening toolkit.16P Please consider the environment before printing

EngagementHow have the people of Deloitte responded? By the end of the summer,virtually all of our approximately 44,000 employees have visited the site; andas we enter the fall, more than half or 24,500 have registered their footprint.Further, during the first six months more than 1/3rd or over 1,000 greeningprojects have been completed at the office level.Driving engagement with our people has been a high level of collaborationamong our Ethics, Talent, Community Involvement, Field Operations and ITSteams—all of whom have incorporated sustainability into their programs.Green CouncilWe have also established the Deloitte Green Council, which is comprisedof partners and directors from each of the regions and augmented byrepresentatives from Internal Operations, ITS and Talent. The role of theCouncil is to:• Assist in implementing a sustainable green culture at Deloitte• Develop and share green ideas across regions• Participate in the development of greening goals• Track and monitor our performance in implementing ideas and achievingour goals• Identify and address challenges and opportunities related togreening DeloitteOn the horizon, is the continued integration of sustainability throughoutthe organization, generation of baseline metrics of our carbon footprintand increased communication and involvement with our people.17P Please consider the environment before printing

The Right Way: Internal Operations and TechnologyLike corporate responsibility, for sustainability to succeed it must be integratedinto the ongoing processes of our organization and the ongoing behaviors ofour people. At Deloitte, we recognize that sustainability is consistent with ourlong-held and enduring values, a significant part of our ingrained culture; andwe are seeking to make it a natural part of our everyday actions.The way we create awareness, provide direction and encourage engagementis as important as the desired outcome—to “walk the talk” not only in doingwhat we say but in how we do it. Green execution of green initiatives andobjectives reinforces our message; and often serves as an exercise ininnovation as we strive to do things in new, more environmentallyresponsible ways.Over the last year, a major factor in the greening of Deloitte has been ourinternal operations programs focusing on Green Offices, Green Real Estate,Green Meetings, Green Travel, Sustainable Supply Chain, and Green IT.Green OfficesThe office greening program, under the heading “Greening the dot,” includedthe appointment of green champions leading green teams in nearly 90 officesthroughout the United States and India. The program featured a proprietarygreening toolkit containing more than 35 office projects that cover reductionof daily energy, paper and product consumption, waste reduction, recyclingand awareness building. A Green Dot Scorecard online measurement devicetracks progress. Within the first six months of launch, over 1/3rd or more than1,000 projects in total were completed.Green Real EstateSince nearly all of our office facilities are leased, our ability to influenceour physical surroundings is often indirect. Wherever possible andwithin the scope of financial reasonableness, we strive toward alignmentwith LEED (Leadership in Energy and Environmental Design) standardsthroughout our workplace. A major opportunity to exercise LEED principleswill be incorporated into the building of a state-of-the-art learning andleadership development center.Green MeetingsThe first question we ask ourselves, especially when travel is involved, iswhether a physical meeting is necessary. If a meeting is required, we aimto follow green protocols. From venue sourcing/selection, to the choices wemake for transportation, food and beverage, to on-site execution, we areworking toward a smaller environmental footprint for each meeting.“The greening of Deloitte haschanged the way we think about ourworkplace environment, resulting ina significant transformation of ouroffice operations.”—Mary Ellen Rodgers,Managing Partner,Field Operations,Deloitte LLP“I am excited about the opportunityto reduce our carbon footprintthrough green technologies. TheGreen IT initiative is alreadymaking a significant impact interms of energy and cost savings,efficiencies and recycling. ITS isproud to support corporateresponsibility through greentechnology.”—Larry Quinlan,Chief Information Officer,Deloitte LLPProjects completed during firstsix months of office greening programGreen TravelWe are required by the nature of our business to travel—it is unavoidablefor a professional services firm. We recognize the impact of travel on theenvironment and have developed programs and guidelines to provide greenoptions, encourage use of virtual meetings, teleconferencing, and employgreen practices while on the road. This is a serious challenge for ourprofession that we are determined to deal with responsibly.“Internal Operations and Technology” includes Field Operations, Information Technology Services(ITS) and other internal support areas.18P Please consider the environment before printing

We recognize that many organizations that value sustainability secureenvironmental off-sets to counter the impact of activities, such as travel, thatare a practical necessity. Our current focus is on addressing the challengeof our environmental impact at the source rather than compensating for it.Going forward, we may consider legitimate off-sets as appropriate but neveras a standalone solution.Sustainable Supply ChainOur responsibility extends to wherever we have a relationship. We aimto do business with suppliers whose values, regarding respect for humanrights ideals, the environment, and ethical business practices, are consistentwith our own.Our efforts over the past year have been to further embed sustainability intoour strategic procurement process, including supplier selection and dialoguewith existing suppliers, leading to plans and actions, and cultivating “greenerchoice” product and service options.Green ITWhen combined with internal operations processes geared towardsustainability, and the greening actions of our people, technology providestools that reduce operational costs, and boost productivity throughenvironmentally sustainable practices.The Green IT initiative at Deloitte seeks to reduce waste, and increaseefficiency and recycling by focusing on four key areas:• Data Center Computing, including power and cooling reduction• End-user Computing, including laptop and printing protocols• Practice Office, including video teleconferencing• Education & Awareness, including an intranet site and campaignsThe Green IT Council manages these efforts by providing governance,oversight, measurement and reporting.TeleconferencingAn initiative that has the potential to significantly impact our travel footprint isour substantial investment in video teleconferencing facilities. The comprehensiveteleconferencing program is shaped to the needs of the offices andincludes state-of-the-art immersive conferencing. This programis already underway. As it rolls out, we expect to see several benefitsincluding: higher productivity as well as reduced meeting related travel,reduced wear and tear on our people, and more visual communicationamong our professionals.19P Please consider the environment before printing

The Right Way: Global CollaborationCorporate responsibility is by nature expansive. In an increasinglyinterconnected world, we are all global citizens. We face common challenges,and the solutions to them are most effectively addressed when they are theresult of collaboration among stakeholders. For Deloitte, foremost amongthose stakeholders are the other member firms of Deloitte ToucheTohmatsu (DTT).Deloitte Touche TohmatsuDTT coordinates a globally connected network of member firms in 140countries, which together employ 165,000 professionals. The DTT memberfirms’ approach to corporate responsibility is shaped by the recognition that,because they are a professional services organization, their impact onsociety comes in large part from the way they serve clients. Accordingly,the DTT member firms seek to achieve excellence and continuousimprovement in three ways:• Conduct—responsible business practices in how the member firms are runand how they serve clients.• People—investing in the talent and diversity of the member firms’ currentand future workforce.• Communities—commitment to local communities and shared global challengesTo sustain trust and best serve member firm clients, integrity and qualityare the foundation that defines the approach to the operation of member firmbusiness and the delivery of multidisciplinary professional services to clients.The people of the DTT member firms are also committed to the global SharedValues, which create a culture of trust across all of the member firms.“Every day, in actions and decisionsbig and small, our professionalsprove themselves to be ethicalleaders. It’s a fundamental part ofwho we are. We act with integrityand a sense of responsibility, bothindividually and collectively ineverything we do.”—Jim Quigley,Chief Executive Officer,Deloitte Touche TohmatsuCountries where Deloitte ToucheTohmatsu member firms serve clientsDTT HeritageWith the formal establishment of the Corporate Responsibility Policy, Deloittehas sought to benefit from the experience of other DTT member firms. In thisregard, Deloitte is fortunate to be part of DTT’s rich heritage of publicengagement in the corporate responsibility agenda:• As participants in the 1992 Earth Summit (formally known as the UnitedNations Conference on Environment and Development), DTT was amongthe first organizations to acknowledge the importance of environmentalsustainability to the financial success of global organizations.• DTT became a founding signatory of the United Nations Global Compact,an initiative seeking to promote responsible global citizenship by advancinguniversal values in business operations, at its inception in 2000, and hasbeen actively involved since that time.The Global Compact askscompanies to embrace, supportand enact, within their sphereof influence, a set of corevalues in the areas of humanrights, labour standards, theenvironment, and anti-corruption• A member of the World Business Council for Sustainable Developmentsince 1995, DTT has taken part in many working groups and projectsthrough the years.• DTT joined the International Business Leaders Forum (IBLF) in October2003. In November 2007, John Connolly, chairman of the DTT Board ofDirectors, Deloitte U.K.’s chief executive and senior partner, and the DTTcorporate responsibility leader became a trustee of the IBLF’s Boardof Trustees.20P Please consider the environment before printing

• A Strategic Partner of the World Economic Forum, DTT became afounding signatory of the Forum’s Global Corporate Citizenship Initiative(GCCI) in 2002, and is a signatory to the Forum’s Partnering AgainstCorruption Initiative, which was formally launched in January 2004. DTTalso signed the Forum’s CEO Climate Policy Recommendations to G8Leaders, presented in July 2008.• DTT supports the efforts of the Global Reporting Initiative (GRI) to developa common framework for sustainability reporting and has been involved withit since its inception. DTT member firms participated actively in GRI’s 2002guidelines review process, and member firm professionals play—and haveplayed over time—key roles in the GRI governance and stakeholder bodies.AssociationsIn addition to our initiatives with global associations via DTT, Barry Salzberg,Chief Executive Officer, Deloitte LLP, is a member of the IBLF AmericasAdvisory Group. Further, Frank Piantidosi, Chairman and CEO of DeloitteFinancial Advisory Services LLP, serves on the board of directors ofTransparency International-USA, the American chapter of the Berlin-basednon-profit/non-partisan organization founded to curb corruption in internationalbusiness and development. Lastly, Deloitte is a participant in the BusinessRoundtable Climate RESOLVE (Responsible Environmental Steps,Opportunities to Lead by Voluntary Efforts) project, an initiativeencouraging commitment to reduce greenhouse gas intensity.21P Please consider the environment before printing

Year in ReviewAugust ’07: Corporate Responsibility Policy approved by Board of Deloitte US Firms“We have made a long-term commitment. This new policy establishes the philosophy that will be an integral part ofour business going forward. We’ll be looking to all of the people of the US organization for their input and active participationas our programs take shape.”- Tom Dekar, Corporate Responsibility Officer, Vice Chairman, Deloitte LLPAugust ’07: Enterprise Sustainability group helps clients go green“The fact is we’re looking at a carbon-constrained future, and clients are beginning to recognize the strong linkagesbetween enterprise value and improved social and environmental performance.”- Chris Park, Co-Lead Enterprise Sustainability, Principal, Deloitte Consulting LLPAugust ’07: College Summit Volunteers: Helping Dreams come true““Having an opportunity to create a social shift is not an everyday experience...College Summit creates that shift formany inner-city students.”- Barry Salzberg, Chief Executive Officer, Deloitte LLPAugust ’07: Joe Echevarria named “Executive of the Year” by the Association of LatinoProfessionals in Finance and Accounting“Growing up I understood the challenges that face minorities first hand. But the world is changing. In oursearch for the most talented people to advance our business, Deloitte recognizes the broad range of talentin this diverse world.”- Joe Echevarria, Managing Partner, Operations, Deloitte LLPAugust ’07: Frank Piantidosi elected to board of directors of Transparency International-USA“Shining the light of truth and bringing transparency to the world’s business and accounting practices has been theunderlying theme of my entire career.”- Frank Piantidosi, Chairman & CEO,Deloitte Financial Advisory Services LLPSeptember ’07: Deloitte US Firms top list of “Best Places to Launch a Career”by BusinessWeek magazine“It’s an honor to be ranked No. 1 and a testament to the work each and every one of us is doing to create a workplaceof the future that speaks to the multiple generations in today’s workforce.”- Cathy Benko, Chief Talent Officer, Deloitte LLPSeptember ’07: Mass Career Customization: The future of how careers will be built“Today’s career journey is no longer a continuous, straight climb up the corporate ladder but rather a series of risingand falling phases of engagement that can involve climbs, lateral moves, and planned descents.”- Cathy Benko, Chief Talent Officer, Deloitte LLP, and co-author of Mass Career Customization:Aligning the Workplace with Today’s Nontraditional Workforce22P Please consider the environment before printing

September ’07: Sharon Allen named one of “100 Most Powerful Women” by ForbesSeptember ’07: Deloitte Film Festival: And the winners are….October ’07: American Society for Training and Development recognizes US Firmsas among the “BEST”November ’07: Course available on corporate responsibility and sustainability“Increasing awareness and expectations among all stakeholders has brought sustainability front and center on theagendas of responsible companies. This e-learning course is an essential tool to make sure we have a fundamentalunderstanding necessary to meet the needs of our clients in the area of corporate responsibility.”- Chris Park, Co-Lead Enterprise Sustainability, Principal, Deloitte Consulting LLPNovember ’07: 2007 Deloitte & Touche USA Ethics and Workplace Survey reveals strongrelationship between work-life balance and ethics“People are inclined to act in an ethical manner. By offering our people an environment that supports flexibility andencourages personal fulfillment , we are focusing on key elements of job satisfaction.”- Harold Tinkler, first Chief Ethics & Compliance Officer, Deloitte LLPNovember ’07: The Deloitte US Firms donate $100,000 to California fire recovery“The fires were devastating to this community, not just in terms of the physical damage, but emotionally too.”- Theresa Drew, San Diego Office Managing Partner, Deloitte LLPDecember ’07: Junior Achievement/Deloitte Teen Ethics Survey: Nearly 40% of “Ethically Prepared”Teens Believe Lying, Cheating, or Violence Necessary to Succeed“The Junior Achievement-Deloitte training in ethical decision-making is the best investment we could make.”- Ainar Aijala, Global Managing Partner, Consulting, Deloitte Touche Tohmatsu, and Chairman of JA WorldwideDecember ’07: Directorship places Sharon Allen on list of 100 most influential people incorporate governanceDecember ’07: Going Green at inaugural Corporate Responsibility Conference: Helping ClientsImprove Social and Environmental Performance“We are at a unique time in the history of Deloitte in that we have acknowledged the growing importanceof environmental and social performance to our clients and our people, and, at the same time,have made significant commitments in terms of building our services and addressing internal issues.”- Chris Park, Co-Lead Enterprise Sustainability, Principal, Deloitte Consulting LLPJanuary ’08: Greening the dot at Deloitte: The National Sustainability Launch“Here at Deloitte, we’ve decided to take some big steps…big green steps.”- Barry Salzberg, Chief Executive Officer, Deloitte LLP23P Please consider the environment before printing

January ’08: New Corporate Responsibility site launches on DeloitteNetAs an organization and as individuals, we are defined by our responsibilities.”- Barry Salzberg, Chief Executive Officer, Deloitte LLPJanuary ’08: US Firms named one of top companies for undergrad internships by BusinessWeek“There’s limitless opportunity within the US Firms and multiple resources and programs to help our people excel.It’s an honor to be recognized for the opportunities we provide at all levels.”- James Jaeger, Managing Partner, Talent, Deloitte LLPJanuary ’08: Fortune Telling: Deloitte on list of “100 Best Companies to Work For”“This year’s ranking just motivates us to push even harder as we look to create an enhanced career experiencefor all of our professionals.”- James Jaeger, Managing Partner, Talent, Deloitte LLPJanuary ’08: Deloitte praised by American Heart Association as Fit-Friendly Company“As an organization, physical fitness and employee wellness are very important priorities, which is why we’ve made along-term investment in the National Health & Fitness Program. This investment benefits Deloitte as an organization,while also demonstrating our commitment to our people and their well-being.”- Barry Salzberg, Chief Executive Officer, Deloitte LLPJanuary ’08: Record United Way giving by Deloitte—all-time high $19.6M“We are proud that Deloitte once again has more givers at the Tocqueville level ($10,000+ donation) than any otherorganization in America.”- Holly Cook, Senior Manager, National Community Involvement, Deloitte Services LPJanuary ’08: Corporate Responsibility in our Supply Chain“We are committed to greening the Deloitte supply chain by leveraging our relationships with our suppliers to drivesustainability through our procurement process, ultimately benefiting our people, the organization, the marketplace,and the world.Our people have embraced ‘greening’ in ways we hadn’t even imagined and are proving that they require options thatallow them to choose to increase sustainability and decrease environmental impact. And we are committed to helpingdrive that choice throughout our supply chain.”- Mike McMahon, Chief Procurement Officer, Deloitte Services LPJanuary ’08: Independence, Ethics and Compliance 2007 Report Card“We introduced several new compliance tools in an effort to make it easier for you to know where you standwith your compliance requirements, as well as simplify what you must do to meet those requirements.”- Harold Tinkler, first Chief Ethics & Compliance Officer, Deloitte LLPJanuary ’08: New travel policy…videoconferencing strategy announced“High-end immersive video conferencing…this is not your father’s videoconferencing technology.”- Larry Quinlan, Chief Information Officer, Deloitte LLPFebruary ’08: See where you stand—How green is your footprint? TM24P Please consider the environment before printing

February ’08: Deloitte Foundation announces 2008 Doctoral Fellowship Program grants“The importance of supporting accounting doctorial education is not new to our foundation. Through the years,we have provided financial support to more than 900 doctoral fellows.”- Shaun Budnik, President of the Deloitte Foundation and Partner, Deloitte LLPFebruary ’08: Recruiting Team connects with student prospects via innovativetext messaging campaign“We decided to test a creative delivery channel students are very familiar with…and they responded positively.”-Missy Babcock, National Recruitment Marketing Leader,U.S. Brand & Reputation/U.S. Recruiting, Deloitte Services LPFebruary ’08: Celebrating Black History MonthPersonally and professionally, inclusion is not something that should be celebrated just in the month of February,but every day, throughout the year.”- Allen Thomas, Managing Partner, Partner Services & Chief Diversity Officer, Deloitte LLPFebruary ’08: Deloitte recognized for leading-edge learning on Training Top 125 List“This is just the beginning. As we continue to build a talent development strategy and raise our game indelivering world-class learning and development to our professionals, we will continue to differentiate Deloitte.”-Susan Burnett, National Director, Talent Development, Deloitte LPFebruary ’08: Problem Solvers Fund helps create solutions“We are sharing the integrated scope of our resources—including financial support, skills-based volunteerism,and leadership—to help local initiatives drive greater change within their communities.”-Evan Hochberg, National Director, Community Involvement, Deloitte Services LPMarch ’08: How green is your office? Introducing the Green Dot Scorecard“It’s important that we use clear and precise metrics to assess our corporate responsibility performance.Our proprietary web-based tools, along with the environmental baseline will enable us to get a true measureof our greening success.”- Brian Derksen, Deputy Chief Executive Officer, Deloitte LLPMarch ’08: Salzberg, senior leaders welcome Jackie Robinson Foundation scholarsSpeaking to the scholars: “I encourage you to work hard, take risks, be a team player, and apply youruniqueness and creativity. And always—do the right thing.”- Barry Salzberg, Chief Executive Officer, Deloitte LLPMarch ’08: Deloitte creates “JA Business Ethics” course for high school students“JA’s students are our future employees and clients—equipping them with the tools to make soundethical decisions is critical.”- Evan Hochberg, National Director, Community Involvement, Deloitte Services LP25P Please consider the environment before printing

March ’08: Deloitte.com rated best professional services website for 5th consecutive year in the2008 Web Globalization Report CardMarch ’08: Deloitte Life magazine: The true greening of life“One of the great things about Deloitte is that if you’ve got an area that you are passionate about,the sky’s the limit. I was given a platform to pursue a passion.”- David Linich, first chief of staff of the Corporate Responsibility team and Senior Manager,Deloitte Consulting LLPMarch ’08: DNN Magazine: Filing and Smiling—more than 300 tax professionals helplow-income families prepare returns““I get emotional just thinking about it, because many of these families have so very little. I’m just so gladand so thankful we’re here.”- Brevard Fraser, Volunteerism Leader, Community Relations, Deloitte Services LPMarch ’08: IMPACT Day offers more skills-based volunteer opportunities“This year we’ll demonstrate our level of commitment to corporate responsibility by ‘greening’ IMPACT Daythrough its execution as well as the skills-based services we provide.”- Frances Kennedy, National Senior Manager, Employee Involvement, National Community Involvement,Deloitte Services LPMarch ’08: New book on “Decoding Generational Differences” written by Stan Smith,National Director of our Cross-generation Initiatives, Deloitte LLP“Stan has assembled a great deal of research on young people’s attitudes toward big business,their expectations of employers and careers, and the role technology plays in all facets of their lives.”- Cathy Benko, Chief Talent Officer, Deloitte LLPApril ’08: President Bush recognizes Deloitte as an exemplary corporate citizen“I believe corporate America has a responsibility to give back to their community. Barry Salzbergunderstands that corporate giving is an essential part of being a good citizen.”- President George W. BushApril ’08: Dr. Dilemma: Some Like it HotOn Thermostat control, Dr. Dilemma responded to this issue:“I’m all for saving planet earth, but the inconvenient truth is that on a cold day I can see myown breath and on a hot day it’s like being in a sweatbox.”April ’08: Enterprise Sustainability IMO co-sponsors conference focusing on Green IT“The focus of our session was to address green IT topics that are typically not on IT’s radar but should be …we communicated takeaways for tax benefits as a way for IT to fund their new green IT projects, and tips forIT to be proactive, and in some cases, be the catalyst for a company’s green compliance and CSR reporting.”- Lynda Pak, Director, Deloitte Consulting LLP26P Please consider the environment before printing

April ’08: “Maximum Impact”: Deloitte Alternative Spring Break Program“Instead of partying on the beach in Florida, a small group of students is spending spring break buildinghouses in Biloxi as part of consulting company Deloitte’s job recruiting process”- BusinessWeek web siteApril ’08: D Street highlights individuals whose profiles feature “Go Green”April ’08: Deloitte celebrates “Take our Daughters and Sons to Work Day”May ‘08: Senior ethics professionals at Deloitte contributed in authoring the Ethicsand Compliance Officers’ Association’s “The Ethics and Compliance Handbook:A Practical Guide for Leading Organizations.”May ’08: Al Gore at the Deloitte Touche Tohmatsu 2008 Annual World MeetingMr. Gore expressed his optimism for our ability both as a profession and as individuals to make adifference for the planet:“We should be optimistic. If we wake up and really take action, we can solve this. We really can.”May ’08: Deloitte Touche Tohmatsu 2008 Annual World Meeting goes GreenMay ’08: Working Mother magazine selects Deloitte senior manager for cover story…Deloitte honored as one of the Best Companies for Multicultural Women“Utilizing the wealth of talents and viewpoints that people with varied backgrounds bring to the tableenables us to sustain continued growth in an increasingly competitive and global marketplace.”- Cathy Benko, Chief Talent Officer,Deloitte LLPMay ’08: Deloitte responds to China earthquake crisis with Red Cross DonationMay ’08: Deloitte selected for the “Companies that Care” Honor Roll“Our commitment to our talent and our community go hand-in-hand. A fundamental pillar of ourTalent Experience is to continually make positive and meaningful differences in the local and globalcommunities where we live and serve.”- James Jaeger, Managing Partner, Talent, Deloitte LLPJune ’08: IMPACT Day 2008 turns out record numbers—3 out of every 4 of the peopleof Deloitte participate“IMPACT Day is unique in that it’s the one day when we can all come together and demonstrate not only what westand for, but the powerful impact we can have when we engage as one organization focused on one goal.”- Evan Hochberg, National Director, Community Involvement, Deloitte Services LP27P Please consider the environment before printing

June ’08: IMPACT Day goes green“When it comes to giving of themselves, our people are consistently outstanding. The impressiveefforts to green 2008 are the foundation for all of the IMPACT Days to come.”- Tom Dekar, Corporate Responsibility Officer, Vice Chairman, Deloitte LLPJune ’08: Deloitte among top 10 of Fortune’s list of 100 most desirable MBA employersJune ’08: Ellen Gabriel Fellows provide recommendations to CEO“The learning opportunities provided as part of the Ellen Gabriel Fellowship are very valuable, not onlyto my Fellowship project, but to everything I do at Deloitte. I find myself much more aware of future trends,actively questioning what I could be doing differently today to make sure we’re prepared for tomorrow.”- Julie Ehrens, National HR for Talent Leader, Deloitte Services LP, and Ellen Gabriel Fellow ’08June ’08: New $50 million pro bono program is one of the first of its kind“This is a very exciting time for our organization, as we seek to demonstrate corporate responsibilityin all that we do. With our approach to pro bono, we are setting a new standard for corporatecommunity involvement.”- Barry Salzberg, Chief Executive Officer, Deloitte LLPJune ’08: Deloitte announces $300 million investment in its people“As our industry evolves faster than ever before, Deloitte’s learning and leadership development center will enableour people to take the lead in shaping the future of our profession. We expect this facility to become the heart of ourorganization — the place where we meet, learn and develop our next generation of leaders.”- Barry Salzberg, Chief Executive Officer, Deloitte LLPJuly ’08: A Green thumbs up for our first 180 days“We’ll soon welcome the Green Leadership Council whose role is to represent regional interests,concerns and ideas; and bring together the perspectives of the people of Deloitte.”- Tom Dekar, Corporate Responsibility Officer, Vice Chairman, Deloitte LLPJuly ’08: Deloitte Consulting receives prestigious diversity award“Together, we all are collectively challenging, and ultimately changing, the status quo among us—and impacting the larger business community in the process. Together, we are striving to betterunderstand, embrace, and promote diversity and inclusion.”- Doug Lattner, Chief Executive Officer and Chairman, Deloitte Consulting LLP28P Please consider the environment before printing

July ’08: Deloitte honored as No.1 most prestigious accounting firm by Vault.comcareer web siteJuly ‘08: Enterprise Sustainability on “The Dollars and Sense of Green Retrofits”July ‘08: Podcast--Traveling Green: Why hotels are becoming Eco-friendlyJuly ‘08: Salzberg chairs diversity summit at United Nations“If you want to be a competitive company, you have to be a diverse company.”- Barry Salzberg, Chief Executive Officer, Deloitte LLP29P Please consider the environment before printing