1. By: Jessica Makrinos, Samantha Melanson & Julienne Reis

2. Agenda Brief History Industry Overview Company Overview
Global
Domestic
Domestic Diversity and Inclusion Philosophy
Metrics
Analysis
Recommendations
Implementation Plan
Final Thoughts
Today I will start off giving a brief history and then give an industry overview. Sammie will then give Deloitte’s company overview both global and domestic. Julie will talk about the domestic diversity and inclusion philosophy. From there we will…

3. Deloitte’s History Established 1990 By 1990 Deloitte 132 countries
Professional services
Deloitte
Deloitte Touche Tohmatsu Limited (DTTL) - Global
Deloitte LLP United States - Domestic
Founded by: William W. Deloitte, George A. Touche, Charles W. Haskins and Elijah W. Sellsin 1990
From the merger of Deloitte, Haskins & Sells and Touche Ross International network -> Deloitte & Touche
1998: Name changed to Deloitte Touche Tohmatsu
Those services included accounting, auditing, and tax services; management consulting; and financial tax advice
By 1990 they were proving 132 countries worldwide with a host of professional services
fifth-largest accounting and business services firm in the world
one of the Big Five accounting firms that dominate public accounting
Specify between DTTL and Deloitte LLP. “We will first start off

4. Industry Overview Competitors Professional Services Industry
Net Worth: 391 Billion USD
Employs: ~1.1 Million
Competitors
The Big Four:
PricewaterhouseCoopers (PwC)
Ernst and Young (E&Y)
Klynveld Peat Marwick Goerdeler (KPMG)
Deloitte Touche Tohmatsu
The big four employs 690,000 staff

5. Industry Services Areas
Audit and Enterprise Risk
Consulting
Financial Advisory
Forensic
Growth Enterprise
Human Resources
IFRS Reporting
Tax
Bold is the services which Deloitte offers
Deloitte’s services are in bold. Companies in the professional services industry use these services to provide the best outcome for other companies in industries such as the banking and securities, consumer products and private equity

6. Industry Analysis Highly competitive Highly profitable Fast growing
Professional Services Industry Analysis
­ Highly competitive (Notes: the big 4 employs 64% of total employment in industry)
­ Highly profitable
(Notes: Large firms have advantages in marketing and in being able to offer wider ranges of services to meet the needs of major clients)
­ Fast growing (Notes: Growth through acquisition strategy­ acquire companies that will significantly accelerate our growth and profitability.)

7. Industry Revenue PwC – 31.5 Billion DTTL – 31.3 Billion
E&Y – 24.4 Billion
KPGM – 23 Billion

8. DTTL Overview Member Firms: 48 Countries: 140 Professionals: 193,359
Subsidiaries: 150
Countries: 140
Professionals: 193,359
Private Company
FY 2012 revenues: $31.3 billion USD

9. Vision & Mission Vision Mission: To be the standard of excellence
Be highly respected by their community of stakeholders
Be the first choice of the most coveted talent
Be the first choice of the most sought-after clients
Mission:
“To deliver measurable value to our clients through a global network of diverse professionals who bring unmatched depth & breadth of expertise”
Our vision is to be the standard of excellence. It is realized through being highly respected by our broad community of stakeholders, and being:
The first choice of the world’s most coveted talent… drawn by our eminence, culture and diversity.
The first choice of the most sought-after clients… attracted by the breadth and depth of our world-class service in each market segment.
Our mission is to deliver measurable value to our clients through a global network of diverse professionals who bring unmatched depth & breadth of expertise.
Vision and Mission is consistent throughout all of Deloitte’s subsidiaries and member firms

10. DTTL Financials In Billions od USD 2009 2010 2011 2012 Net Revenue
26.1
26.6
28.8
31.3
Growth
-4.74%
1.92%
8.27%
8.68%
Performance by numbers: FY2012 revenue results

11. Revenue Broken Down: BY REGION BY FUNCTIONAL AREA BY INDUSTRY
In FY2012, Deloitte grew across all of the organization’s major geographic regions, business lines, and industry sectors

12. DTTL Professionals Americas 84,855 Europe/ Middle East/ Africa 68,317
193,359 – total
84,855 – America
Asia Pacific
40,187

13. DTTL Gender Diversity BY REGION LEADERSHIP AND GOVERNANCE
BY LEVEL (GLOBAL)
NEW HIRE BY GENDER (GLOBAL)
People by gender

14. DTTL Women Representation
Global talent
Gender diversity
DTTL Women Representation
44%
Women as a percentage of total member firm personnel
18%
Women as a percentage of total member firm partners and directors
45%
Women as a percentage of total member firm hires
34%
Women as a percentage of total member firm managers
DO NOT READ-STATS

15. Deloitte LLP U.S.: Overview
Professionals: 56,827
37 States
FY 2012 revenues: Billion USD
Subsidiaries:
Deloitte & Touche LLP
Deloitte Consulting LLP
Deloitte Financial Advisory Services LLP
Deloitte Tax LLP

16. Leadership Team Joe Echevarria, CEO Frank Friedman, CFO
Jennifer Steinmann, Chief Talent Officer
Michael Zychinski, Chief Ethics and Compliance Officer
Mary Ellen Rogers, Corporate Responsibility Officer
Larry Quinlan, Chief Information Officer
Punit Renjen, Chairman of the Board of Directors
John Zamora, Chief Diversity Officer
Deborah L. Haas, Chief Inclusion Officer

17. Deloitte LLP: Professionals
2011
All Deloitte U.S. Entities
Personnel mix
Percent women
41%
Percent minorities
35%
Women partners/principals/directors
1,016
Minorities partners/principals/directors
461

18. Deloitte LLP: Stakeholders
Key Stakeholders:
Clients
Alumni
Deloitte staff and their families
Government and regulators
Professional associations
Non-profit organizations and community organizations
International multi-stakeholder organizations
Suppliers
Analysts
Educational institutions/academia

19. Philosophy on Diversity & Inclusion
“Our mission is ambitious: Deloitte will be recognized as the leading professional services organization with diversity at all levels contributing a variety of perspectives to achieve our vision to be the standard of excellence”

20. The Case for Diversity

21. Commitment to Diversity & Inclusion
Build our talent pipeline
Improve talent acquisition
Strengthen inclusive behavior within Deloitte
Enhance our brand Eminence

22. Business Resource Groups
Ability First & Allies
Armed Forces & Allies
Asian-American Alliance & Allies
Black Employee Network & Allies
GLBT Employees & Allies
Hispanic/Latino(a) Employee Network & Allies
International Business Resource Groups & Allies
7 Nationally recognized BRGs
****MAKE SURE ALL US******

23. Women’s Initiatives Women of Ascend Women of ALPFA Women of NABA
Women in Leadership
Women’s Initiative (WIN)

24. Programs Emerging Leaders Development Program Think Tank
Leadership Development Program
Imagine Mentoring
Inclusion Advisory Council (IAC)
Deloitte University
Deloitte University Leadership Center for Inclusion (DULC4I)

25. Awards and Recognition
100% rating in the Human Rights Campaign Corporate Equality Index
Ranked #3 on G.I. Jobs 2013 Top 10 Best Military Friendly Diversity
One of the 202 Top Twelve LATINA Style Companies of Year
American Woman’s Society of Certified Accountants Lead by Example Award
Included as one of Diversityinc’s “Top 50 Companies for Diversity,” ,
Why is bolded so important??
1). For 7 consecutive years
2).

26. Metrics External Advisory Council
58% increase in minority representation in 10 years
Reduced turnover rate by 9% since 1990s
Increased women in leadership by 9% since 1995
Reduced gender turnover gap from 7% to <1%
50% minority business unit CEOs
Only company out of the big four to have an external advisory counsel

27. Strengths Weaknesses Strong diversity programs Continuous innovation
Diversity as a driver for increasing bottom line
Commitment to professionals
Inclusive culture
Lower level diversity
Too many programs
Metrics do not measure up to the diversity programs
Advancing women to upper level management

28. Advancing women to upper level management
Analysis
Problem #1
Problem #2
Advancing women to upper level management
Measuring Metrics
Why?
Does not follow Deloitte’s philosophy
Gender Diversity
Broad
Programs only geared toward lower-level employees
Does the following still apply?
Problem 1: Lack of communication of diversity practices between senior­level executives and lower­level management team
(According to a survey:
Problem 2: Women make up 0% of the DTTL Executive, only 6% of the board of directors and 19% of the leadership team. (Although Deloitte has numerous BRGs, alliances and awards, many employees still believe that it is not succeeding in the area of women in the workplace. According to a 2012 survey given to employees:)

29. Recommendations Solution to Problem #1 Solution to Problem #2
Shift diversity practices
Upper level positions
Strengthen Sponsorship
More effective use of company resources
Employee Survey
Deloitte’s Diversity and Inclusion Analytics Tools (DDIAT)
Cost: promoting more women: Choosing diversity over qualification -> Pepsi case
Another recommendation -> add more about diversity to the employee survey - (i.e. more about gender and minorities)
Benefits: instead of just developing random diversity campaigns ask employees what they want Pepsi the employees were able to form their own BRG’s which allowed them to feel comfortable and happier at their job – leading to happier employees

30. Implementation Plan Problem #1 Problem #2 “Make a Match”
Start sponsorship early
Personality Profiles
DDIAT Annual Reports
Firm-wide satisfaction survey
Tool for comparison
work with the inclusion advisory council (IAC) -
Continuous learning
Requirement as part of the leadership program – part od deloitte university have a person part of BRG go to a different BRG meeting

31. Final Thoughts Developing diversity
Improvement with metrics
Integration of lower level programs
Will accomplish D & I goals

32.
Deloitte is Diversity