Interview with the Chief <strong>Responsibility</strong> Officer: Tom DekarQ: How far along is <strong>Corporate</strong> <strong>Responsibility</strong> at <strong>Deloitte</strong>?A: The formal policy establishing <strong>Corporate</strong> <strong>Responsibility</strong> at <strong>Deloitte</strong> wasapproved by the Board the morning of August 29, 2007. At that time wepresented our <strong>Corporate</strong> <strong>Responsibility</strong> Organization, outlined our next steps,and appointed our <strong>Corporate</strong> <strong>Responsibility</strong> Officer (CRO).<strong>Corporate</strong> responsibility is not new at <strong>Deloitte</strong>, but is consistent withlong-standing values and the highly acclaimed culture of the member firms of<strong>Deloitte</strong> 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 <strong>Deloitte</strong>. 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 <strong>Corporate</strong> <strong>Responsibility</strong> are led by some of our bestand most dynamic leaders. They and their teams have had outstandingsuccess during the past year from having <strong>Deloitte</strong> judged to be the “BestPlace to Launch a Career” to having our organization described byPresident Bush as an exemplary corporate citizen.For the <strong>Corporate</strong> <strong>Responsibility</strong> 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 <strong>Corporate</strong><strong>Responsibility</strong> at <strong>Deloitte</strong>?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 <strong>Deloitte</strong>—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 <strong>Corporate</strong> <strong>Responsibility</strong> 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 <strong>Deloitte</strong>Touche Tohmatsu, our global organization, to magnify our positive impactworldwide.7P Please consider the environment before printing