| What we said we would do in 2007/08 |
What we have done so far? | Are we there yet? |
What we are going to do in 2009 – 2012 |
Deadline |
|---|---|---|---|---|
| Leadership, governance and our approach to CR | ||||
| As part of our on going CR program we will continue to improve and identify new policies, practices and KPI's going forward. | We have established an Advisory Panel on CR to have oversight of our CR activities, appointed a CR Director, and created a specialist CR delivery team for the business. | In progress | Demonstrate high standards of governance, executive reporting and decision making with regard to CR and continue to improve our data collection systems across all of our CR agenda areas. | This is an ongoing project. |
| New | Ensure that our people recognise and celebrate the overall impact of what we do and their contribution towards it, and build ever greater levels of participation as part of our broader high performance culture. | 2009 | ||
| New | Continue to steer our CR programme towards more distinctive 'flagship' issues and activities, e.g. education, to increase our impact in communities that need our support. | 2009 / 2010 | ||
| New | Achieve platinum rating in the BITC ranking. | 2009 | ||
| New | Review how we engage with our various stakeholders with a view to having more stakeholder contribution to our CR programme and reporting going forward. | 2009 and ongoing |
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| Community agenda | ||||
| Total number of volunteers. | Our goal 2,600 |
Yes | Recognising that this will be a difficult year, delivering on Corporate Responsibility remains a key priority for our firm. We see this as a key differentiator for us in the challenging times ahead and commit to maintaining our Community Investment activities at the same level as FY08. | 2009 |
| Total hours contributed. | Our goal 30,000 Our performance 36,180 21% above our goal |
Yes | 2009 | |
| Total partner and employee charity contributions; a measure of contribution leveraged by the firm's community programme (£ million). | Our goal 1.340 Our performance 1.392 4% above our goal |
Yes | 2009 | |
| Total community contribution (£ million). | Our goal 7.303 Our performance 7.414 2% above our goal |
Yes | 2009 | |
| Disability Sport; number of TASS bursaries. | Our goal 100 Our performance 107 7% above our goal |
Yes | Our target is at least 100 TASS bursaries. | 2009 |
| Employability Trainers; a target to increase the availability of the Employability programme. | Our goal 135 Our performance 147 9% above our goal |
Yes | We will continue to increase the number of trainers across our FE college network. | 2009 and ongoing |
| New | Review our approach to volunteering to ensure it:
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2009 and ongoing |
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| New | Review and define a more consistent firm wide approach to pro bono work which reflects the talents of our people, reinforces the causes we are associated with and enhances our brand through the contribution we make. | 2009 | ||
| New | Establish a more visible and active relationship with our nominated charities. | 2009 | ||
| Green agenda | ||||
| To improve our data collection systems and processes working towards ISO14001 accreditation. | We have appointed an ISO14001 manager to take responsibility for our environment data and to help us achieve this internationally recognised standard in 2008/09. | In progress | We will achieve ISO14001 accreditation for our 4 major buildings (5,000+ employees) in 2009 and will seek to get the balance accredited over the next two years. | 2009 and ongoing |
| We have created a special project role within our CR team to focus on data collection across our CR program, with the initial focus of this project to look at improvements to our monthly environmental reporting thus allowing us to manage our impacts more proactively. | In progress | We will start a bi-monthly reporting process to enable us to focus and take actions much quicker than we have been able to do historically. | 2009 | |
| Keeping our 2007/08 CO2 level per employee at the same level as 2006/07, while growing our business during the same period. | Our business grew by 11.5% during 2007/08. Our footprint grew in absolute terms by 8% during this time but our per employee CO2 has decreased by 4%. | Partially | We are planning the following reductions in CO2; Scope 1 - to keep at the same level as 2008. Scope 2 - to reduce energy consumption by 2% per year for the next 5 years. Scope 3 - to reduce our travel impact by 2% per year for the next 5 years. |
2009 and ongoing |
| % of Waste Recycled. | Our goal for London 75% Our performance for London 74% |
Yes | Increase volume recycled across the UK and Switzerland to 70% for the firm as a whole by 2010. | 2009 and ongoing |
| % Reduction in paper consumption. | Our goal 20% Our performance 36% |
Yes | We will seek to get a further 5% reduction in stationery consumption. Where appropriate we will move our paper based stationery to recycled, or FSC accredited stock. | 2009 and ongoing |
| % of Business Travel offset through our Corporate Charge Card. | Our goal 50% Our performance 47.7% |
No | We will continue to aim for 50% of our travel offset through our Corporate Charge Card and will look at other options to offset in 2009. | 2009 and ongoing |
| Marketplace agenda | ||||
| We have ethical and environmental standards for our procurements activities. We will engage regularly with our suppliers to identify opportunities for improvements and the implementation of good industry practice. | We have updated our Procurement procedures to include the CR credentials of our suppliers in the tendering process. | In progress | We will increase the volume of suppliers reviewed annually from 20% to 25% over 5 years. | 2009 and ongoing |
| Talent agenda | ||||
| Resourcing and Mobility Excellence Our recruitment process focused on attracting high calibre staff. |
We have worked hard to ensure that we attract the talent to Deloitte. This can be seen in the increased number of people accepting a graduate employment offer from us. Numbers have risen from 95% last year to 99% this year. This is reflected in our increased scores in The Times 'High Fliers Top 100 Graduate Employers' benchmark. | In progress | We will continue to be the employer of choice for high performing, talented people. | 2009 |
| Broader choices of secondment and overseas opportunities. | We have moved 494 People in and out of the UK on overseas postings and secondments. This adds richness to the culture at Deloitte whilst providing our people with great development opportunities at home and abroad. It also allows us to move talented individuals to developing markets. | In progress | In a challenging market we will operate globally to ensure all of our talent is developed effectively throughout the Deloitte network. | 2009 |
| Improved succession planning and broader range of opportunities for our employees. | 14% of our overall opportunities have been hired from our internal talent pool. This is an increase of 5% on the year before. We have promoted 226 of our people to Director, Partner and Assoc. Partner level. |
In progress | We will continue to maintain high standards and further opportunity for our people to move internally and realise their potential within Deloitte. | 2009 |
| Diversity, flexibility and choice Improved diversity performance. |
2,350 of our people have joined our main diversity networks. We have also began to introduce new networks, including social networks, which reflect the global nature of our UK firm. | Yes | We will continue to expand these networks as and identify and support the establishment of networks which reflect the cultural diversity of our firm. | 2009 and ongoing |
| Development of our respect and inclusion agenda. | We have agreed targets around the number of women we aspire to have at all levels in the firm and put processes in place to ensure we achieve them whilst engaging all of our employees. | In progress | All senior female candidates will be provided with a confidential peer level buddy to talk to about the reality of building a career at Deloitte. | 2009 |
| Diversity, flexibility and choice (cont'd) Development of our respect and inclusion agenda. |
More of our people are attending basic diversity awareness workshops and each person joining Deloitte receives an introduction to our diversity agenda. Our Women in Leadership strategy group continues to drive positive change at the very top of the firm. | In progress | We are going to replicate the Women in Leadership Group in moving our Black, Asian and Minority Ethnics agenda to the next level. | 2009 and ongoing |
| Best-in-class coaching and development Improved leadership development. |
We have extended our confidential 360 degree feedback scheme to include senior managers and above. This allows our employees at all levels to provide anonymous and constructive feedback to the management in the firm. | In progress | As appropriate, we will continue to rollout and respond as required to 360 degree feedback for our future leaders of the firm. | 2009 and ongoing |
| Operating a high performance culture. | We have launched a pilot mentoring programme which we will develop into a firm wide initiative in order to ensure we have a leading edge employee experience. The firm achieved a pass rate of 79% in the ICAEW's Professional Stage exam. This was 9.1% higher than the ICAEW pass rate of 70.1%. This summer we gave all our people a £1,000 thank you bonus for their part in delivering a superb performance, culminating in £2 billion of revenue in two years. | In progress | We will continue to recognise and reward high performing individuals at all levels | 2009 and ongoing |
| Improved management capability | Our connections programme links over 100 of our people to the 100 senior partners in a two-way mentoring programme. | In progress | We will improve the links to ensure our coaching practices are class leading and set us apart as employer. | 2009 and ongoing |
| Senior HR deployment Streamline HR processes to implement a more effective and efficient infrastructure. |
In the last year we have undertaken a thorough review of our HR processes and structures. We are creating an HR organisation which is enabled through technology, so our employees can better support themselves in HR matters. | In progress | We aim to achieve improved retention rates within HR, greater development operations for our HR colleagues and increased satisfaction scores from our internal clients. | 2009 and ongoing |
| Greater technology enablement. | We have set up an HR shared service centre and some of our HR team are currently being relocated to Milton Keynes. | In progress | A number of roles will move to Milton Keynes and a number of people will leave the firm. We are also creating a number of new roles as part of this process. |
2009 and ongoing |
| Our SAP HR system will be fully operational by the end of FY09. | 2009 and ongoing |
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