Corporate Responsibility Inaugural Report - Deloitte

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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
Page 1 and 2: Corporate ResponsibilityInaugural R
Page 3 and 4: Corporate Responsibility PolicyAs a
Page 5 and 6: Note from the Chief Executive Offic
Page 7 and 8: Q: What have been the key factors i
Page 9: Responsibility to our Values: Ethic
Page 13 and 14: Communities and CollaborationCommun
Page 15 and 16: New Pro Bono ProgramOn June 1, 2008
Page 17 and 18: EngagementHow have the people of De
Page 19 and 20: We recognize that many organization
Page 21 and 22: • A Strategic Partner of the Worl
Page 23 and 24: September ’07: Sharon Allen named
Page 25 and 26: February ’08: Deloitte Foundation
Page 27 and 28: April ’08: “Maximum Impact”:
Page 29: July ’08: Deloitte honored as No.

Corporate Responsibility Inaugural Report - Deloitte

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