CSR Action and Engagement in the workplace Alec Bashinsky National Partner – People & Performance

What is Corporate Social Responsibility within Deloitte? Workplace Governance, Accountability, Transparency Environment Human Rights Community Involvement Marketplace Economic Development Mission Vision Shared Values Ethics Shareholder Value CSR within Deloitte globally describes how we manage our business processes to generate stakeholder value, while having a positive impact on the community and minimising any adverse impact on the environment. CSR requires: Commitment of senior leadership Values-based behavior.

Defining Workplace Employment policies related to: legislation, workplace diversity/non-discrimination, work/life balance, health & safety, workforce planning, training and development, compensation and benefits. External focus: job creation/ HR development; support for education, training, & capability development; Inspiring Women program, Cultural Diversity education programs Workplace Governance, Accountability, Transparency Environment Human Rights Community Involvement Marketplace Economic Development Mission Vision Shared Values Ethics Key considerations . . . evaluate performance in relation to our definition of workplace; implement continuous improvement define Employer of Choice strategy and related programs gather and use employee input involve staff in changes that affect them compare HR policies and practices to external standards to which we have committed.

Defining Community Involvement Community Involvement refers to a wide range of actions companies can take to have an impact on communities with their invested or donated money, time, products, services, influence, management knowledge and other resources. Workplace Governance, Accountability, Transparency Environment Human Rights Community Involvement Marketplace Economic Development Mission Vision Shared Values Ethics Key Considerations How we manage these activities Strength of connections between community programs and firm’s business strategy Processes are in place to determine the impact of these activities on the firm and community Internal/external communications to promote community involvement Contributions Cash & in-kind giving annually Number of pro-bono service hours Firm sponsored volunteer targets/opportunities Leadership involvement in non-profit boards, etc. Employee giving programs

CSR in Deloitte Deloitte Australia has supported not-for-profit organisations and initiatives within our national, state and local communities for many years to enhance CSR activities in the community to inspire our Deloitte people we set up ‘The Deloitte Foundation Limited’ in 2005 all of the firm’s CSR activities channelled through The Deloitte Foundation we surveyed our 4500+ people across Australia which CSR areas they wanted to support Five key areas: - Community welfare - healthcare and medical research - education - environment - arts and culture.

What has and hasn’t worked? supporting 1-2 major charities/ communities nationally donations as a CSR response genuine CSR response rather than ‘teflon’ strategy lack of depth of understanding by leadership leveraging CSR as marketing tool. Low key communications to employees

CSR In Deloitte 67% of our people have been directly involved in Foundation activities over 50 organisations have benefited from the work of The Deloitte Foundation expenditure through pro bono and sponsorship in excess of $1.9M The Deloitte Foundation provides support for these areas through donations, volunteerism, pro bono services and board appointments In 2007 we held a competition inviting our people to nominate their particular charity for a financial grant. We received over 100 nominations and 30 organisations will be receiving varying grants via their Deloitte employee contact. so far in 2007 financial year we donated almost $300,000 to worthy charities in every state and in Australia our people have given freely of their own time through fund-raising activities and volunteer work eg: internal CSR through Red nose day, time off, your ‘personal’ charity. .

What has worked? Recruitment & Engagement Trends gen X & Y clearly wanting to do things differently employer branding is now key to recruitment focus on an organisation’s culture and values increased focus on CSR leveraging alumni and ‘ambassadors’ interactive marketing using the internet re-engineering roles and working styles promise of global secondments, rotation programs, Time off in Lieu, 5 weeks annual leave

Graduate Recruitment - Trends to 2010

Rebranding to Deloitte’s EVP Bright, striking new imagery, aligned to Signals Culture 1. Culture 2. Work 3. Career 4. Leadership 5. Thinking 1. Signals 2. Work with top clients 3. Commitment to learning 4. Access to great leaders 5. Innovative thinking 6. Global opportunities 7. Corporate social responsibility

Integrating CSR with other people strategies . . . Flexible Working Practises Reward & Recognition Inspiring Women strategy Performance Management system Wellbeing/ Family Forum Work Activities Wisdom Workers Job Mobility – working across SL – new experiences