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Making an impact that matters

2015 Global Report: Executive Summary
Contents
1

3
Deloitte is recognized by
clients, industry analysts, 4
service providers, and other
stakeholders as a global
leader in professional services
across the most diverse Making an impact Delivering service Building careers Having influence
set of capabilities. A few that matters that matters that matter that matters
of the many accolades we Global CEO and Chairman letter Cognitive computing = smarter, Developing leaders and their ideas Japan’s post-disaster economy
faster choices
have received can be read Strategy, outlook, and acquisitions
Global capabilities and China’s State Grid
Helping purpose-driven
professionals thrive
Strengthening humanitarian response
to crises
Leadership and governance
throughout the full version of Cyber resilience begins in the boardroom Keeping Deloitte’s people safe and secure Scaling innovative education solutions
Network structure
the 2015 Global Report and on HP completes largest Workday HCM The Edge: An office unlike any other
our Analyst Relations website. implementation
Regulatory and public policy engagement
Innovating the audit, attracting talent
Ethics: Delivering quality and integrity
Equipping clients to manage,
Independence: Preserving the
recover from crises
public’s trust
Norwegian oil company builds a platform
Reporting process and materiality
for growth
Irish pharma company’s
dramatic turnaround
“Deloitte”, “we”, “us”, and “our” refer to one or more of Drivers and the Internet of Things
Deloitte Touche Tohmatsu Limited, a UK private company
limited by guarantee (“DTTL”), its network of member firms, Data privacy and security
and their related entities. DTTL and each of its member firms are
legally separate and independent entities. DTTL (also referred to Risk-intelligent approach promotes quality
as “Deloitte Global”) does not provide services to clients. Please
see www.deloitte.com/about for a more detailed description of Promoting water stewardship
DTTL and its member firms.
in the paper industry
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2
Making an
Deloitte has long been a purpose-led organization.
In 2015, we put that Purpose into words to inspire
Deloitte professionals and help us achieve our global 3

impact that
strategy of being the undisputed global leader in
professional services. 4
Our Purpose statement is a clear and compelling declaration of why

matters we exist. It says:

Deloitte makes an impact that matters.
Our desire to make a positive, enduring impact every day for our
organization and its stakeholders requires that:
• We serve clients with quality and distinction, making a
measurable and attributable impact. A strong sense of purpose is closely linked to positive
• We inspire our people to deliver value—mentoring and organizational performance, as demonstrated in the
developing future leaders and colleagues for life.
Deloitte US “Core beliefs and culture survey” and
• We contribute to society, building confidence and trust, DTTL 2015 Millennial Survey.
upholding integrity, and supporting the community.
• We lead the profession by challenging ourselves to do what
matters most, delivering innovative ideas that reflect our
unique capabilities.

With a defined Purpose to lead us, Deloitte acts with courage

and conviction to make an impact that matters every day—across
our businesses and around the world—by serving the most
sophisticated clients, tackling the world’s most complex problems,
and promoting integrity and trust in the marketplace.
This is what we do. This is who we are. This is our Purpose.  

3
 require a high-quality audit of their financial statements;
seek experience on complex tax issues; or face a “bet-the-
company” challenge.

Building careers that matter 1

Deloitte member firms invest in their talented For more on how Deloitte is making an
professionals so they may deliver outstanding value to impact that matters, please view brief
clients. We mentor and develop future leaders, providing video messages from Deloitte Global
an exceptional career experience and an inclusive,
collaborative culture. Our network aims to be the premier CEO Punit Renjen on:
career destination for the best and brightest minds. Clients | Talent | Society
Deloitte Global Chief Executive Officer 2
and Chairman of the Board letter Having influence that matters
Deloitte contributes to society, building confidence
Making an impact that matters and trust in the markets, fostering the integrity of 3
Exceptional organizations that flourish over time are organizations, and supporting our communities. Our
defined by a purpose, and Deloitte’s purpose is to organization remains committed to sustainability and to 4
make an impact that matters—for member firm clients, supporting the U.N. Global Compact. We aspire to be
our people, and society. This purpose is embedded a role model of quality, integrity, and positive change,
throughout our global network. It defines who we helping to solve the toughest global challenges.
are. It lies at the heart of the work of our network’s In all we do, Deloitte aspires to be not necessarily the
225,400 people across more than 150 countries. biggest, but the best—the undisputed global leader in
Living our purpose is also at the foundation of the Deloitte professional services. Our network continues to leverage
network’s strong FY2015 performance. Despite global global scale, new technologies, and deep industry insights
economic and geopolitical challenges, Deloitte achieved to help member firm clients maximize opportunities and
aggregate global revenues of US$35.2 billion, representing manage risks in a borderless and uncertain environment.
growth of 7.6 percent in local currency terms. Deloitte We begin our respective terms this year—as Deloitte
hired approximately 62,000 new professionals last year Global Chief Executive Officer and Chairman of the
and invested more than US$200 million in community and Deloitte Global Board of Directors—honored to support
societal impact initiatives around the world. our member firm colleagues around the world as they
Deloitte professionals take great pride in the many ways build on the Deloitte network’s rich heritage of serving
the organization serves stakeholders around the world, member firm clients, our people, and our communities.
and our 12th Global Report highlights some of the best Sincerely,
examples from the past year through the lens of clients,
talent, and society.

Delivering service that matters

Deloitte member firms serve clients and markets with
quality and distinction, bringing trust and confidence to
the capital markets, delivering innovative insights, solving
complex challenges, and unlocking sustainable growth. Punit Renjen, Deloitte Global David Cruickshank, Chairman
Member firms strive to be the first choice of clients— Chief Executive Officer of the Deloitte Global Board
whether they need confidence to take decisive action; of Directors
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Note: Percentages represent year-over-year change. Revenue figures are in US$ billion. Percentage growth rates are in local currency. Figures are aggregated across Deloitte member firms.
Because of rounding, numbers may not tally with the total.

2
REVENUE HEADCOUNT
FY2015 FY2014 FY2013 FY2015 FY2014 FY2013
$35.2 $34.2 $32.4 225,400 210,400 202,885
REVENUE
FY2015 FY2014 FY2013
$35.2
(+8%) $34.2
(+7%) $32.4(+6%) (+7%) (+4%) (+5%)
(+8%) (+7%) (+6%)
3
BY BUSINESS BY INDUSTRY BY REGION BY GENDER GENDER BY REGION
BY BUSINESS BY INDUSTRY BY REGION
AMERICAS 4
99,400
$3.1 $3.1
$3.1 $5.0
$3.1
$3.2 $5.0
$3.5 $9.5
$12.2 $3.2
MEN WOMEN
$3.5
$12.2 $9.5 57% 43%
56,555 42,843
MEN WOMEN
$35.2 Bn $35.2 Bn $35.2 Bn
56% 44%
$3.9
$6.7
$6.7
$35.2 Bn $3.9
$35.2 Bn $11.9
$35.2 Bn
125,666 99,685
$4.4 $6.6 $11.9 EMEA
$18.3
$4.4 $6.6 79,900
$18.3
$9.8 $4.4
$9.8 $4.4
MEN WOMEN

Consulting Financial Services Americas

55% 45%
44,020 35,905
Consulting Financial Services Americas
Audit Consumer Business EMEA
Audit Consumer Business EMEA
Tax & Legal Public Sector Asia Pacific
Tax & Legal Public Sector Asia Pacific
Enterprise Risk Services Manufacturing
Enterprise Risk Services Manufacturing
ASIA PACIFIC
Financial Advisory Technology, Media & Telecom 46,000
Financial Advisory Technology, Media & Telecom
Life Sciences & Health Care
Life Sciences & Health Care
Energy & Resources
Energy & Resources MEN WOMEN

55% 45%
25,092 20,936

Note: Percentages represent year-over-year change. Revenue figures are in US$ billion. Percentage growth rates are in local currency. Figures are aggregated across Deloitte member firms.
Because of rounding,
Note: Percentages numbers
represent may not tally change.
year-over-year with theRevenue
total. figures are in US$ billion. Percentage growth rates are in local currency. Figures are aggregated across Deloitte member firms. Figures are aggregated across DTTL and its member firms. Because of rounding, numbers may not tally with the total.
Because of rounding, numbers may not tally with the total.

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NEW HIRES SOCIETAL IMPACT
FY2015 FY2014 FY2013 FY2015 FY2014 FY2013
62,000 54,000 51,400 $212M $190M $179M
SOCIETAL IMPACT
FY2015 FY2014 FY2013
(+28%*) (+26%*) (+25%*) $212M $190M $179M
(+11%) (+7%) (+9%)
(+11%) (+7%) (+9%)

TOTAL VOLUNTEER TOTAL DONATIONS

3
BY GENDER BY REGION
TOTAL VOLUNTEER TOTAL DONATIONS
AND PRO BONO WORK
AND PRO BONO WORK
$123M $78M
$78M 4
$123M
AMERICAS PRO BONO
343,000 HOURS ($48M)
DELOITTE
DONATIONS*

25,500
PRO BONO DELOITTE
$47M
343,000 HOURS ($48M) DONATIONS*
MEN WOMEN SKILLS-BASED VOLUNTEERING
$47M

55% 45%
496,000 HOURS ($45M) DELOITTE PEOPLE
SKILLS-BASED VOLUNTEERING
DONATIONS**
(+26%**) ASIA PACIFIC 496,000 HOURS ($45M) DELOITTE PEOPLE
13,700
TRADITIONAL VOLUNTEERING $30M
33,922 28,078 DONATIONS**
328,000 HOURS ($30M)
TRADITIONAL VOLUNTEERING $30M
(+30%**)
328,000 HOURS ($30M)
$212M
EMEA $212M
22,800
(+28%**)

MANAGEMENT
COSTS***
MANAGEMENT
$12M
COSTS***
$12M
All figures are aggregated across DTTL and its member firms. This data includes 35 member firms and DTTL representing 97 percent of the Deloitte network workforce. Figures for societal
contributions are lower than the actual amounts as not all types of donations can be tracked in our systems. Because of rounding, numbers may not tally with the total. DTTL and its member firms
observe reporting standards from the Committee Encouraging Corporate Philanthropy and the London Benchmarking Group. The monetary value of community activities was estimated according
All figures are aggregated across DTTL and its member firms. This data includes 35 member firms and DTTL representing 97 percent of the Deloitte network workforce. Figures for societal
to the type of service performed. The value of volunteer work was based on local member firms’ staff costs. Pro bono work, defined as work that the member firms have delivered to not-for-profit
contributions are lower than the actual amounts as not all types of donations can be tracked in our systems. Because of rounding, numbers may not tally with the total. DTTL and its member firms
organizations free-of-charge or at a significantly reduced rate, has been valued at fair market rates representative of the local member firms’ client service rates for comparable services.
Figures are aggregated across DTTL and its member firms. Because of rounding, numbers may not tally with the total. observe reporting standards from the Committee Encouraging Corporate Philanthropy and the London Benchmarking Group. The monetary value of community activities was estimated according
* Includes
to the typemonetary
of serviceand in-kind donations
performed. The valuefrom DTTL, member
of volunteer firms,
work was and on
based foundations.
local member firms’ staff costs. Pro bono work, defined as work that the member firms have delivered to not-for-profit
* Percentage of total headcount organizations free-of-charge
** Includes DTTL and member orfirm
at aprofessionals’
significantly reduced rate,
donations to has been valued
supported at fair market rates representative of the local member firms’ client service rates for comparable services.
organizations.
** New hires as a percentage of total headcount by region ****
Includes monetary
Includes and in-kind
DTTL, member firm, donations from costs
and foundation DTTL,for
member firms,
managing and foundations.
societal impact programs.
** Includes DTTL and member firm professionals’ donations to supported organizations.
*** Includes DTTL, member firm, and foundation costs for managing societal impact programs.

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2
Strategy, outlook, and acquisitions New leaders establish a path forward Deloitte network structure 3
Business choices aim to separate Network governance approach Local knowledge, global capabilities
Deloitte from the pack reinforces commitment to quality The Deloitte member firm structure is a source of great 4
Deloitte’s aspiration is to be the undisputed global leader in and integrity strength for the organization, allowing us to deliver deep
local market knowledge, capabilities, and relationships to
professional services. This means being the first choice for Punit Renjen became Deloitte Global Chief Executive global clients, virtually anywhere in the world.
clients; being the premier career destination for top talent; Officer on 1 June 2015, succeeding Barry Salzberg.
being a role model of quality, integrity, and positive change; Renjen served most recently as chairman of the board, Deloitte member firms are independent, with local
and helping solve the toughest global challenges. We are Deloitte LLP (US), and prior to that, chairman and CEO of ownership and management that are accountable for
intent on being the best, not necessarily the biggest. Deloitte Consulting LLP. their member firms’ success. As members of the Deloitte
network, these firms benefit from shared activities,
Within the context of our Purpose—making an Also on 1 June 2015, David Cruickshank began his term as investments, and resources that enhance their individual
impact that matters—five strategic business priorities Chairman of the DTTL Board, succeeding Steve Almond. abilities to provide core services to key local and global
define our path forward: client leadership, business Cruickshank had served as Chairman of Deloitte UK clients. They also are able to leverage Deloitte’s brand,
leadership, geographic leadership, talent leadership, since 2007. Prior to that, he led the UK member firm’s eminence, and intellectual property.
and network leadership. tax practice.
The Deloitte organization continues to reinforce this
Deloitte’s strategy is all about strengthening our Renjen’s and Cruickshank’s leadership appointments differentiating structure and achieve economies of scale
businesses, empowering our talent, and backing them are part of a rigorous, comprehensive nomination and with new centers of excellence, global delivery centers,
with an exceptional network to serve the world’s most member firm partner-ratification process that occurs every and other network approaches that are designed to
important organizations. We are executing these choices four years and includes all member firms of the Deloitte deliver a consistent level of excellence around the world.
with passion and rigor against an ever-evolving external worldwide network. The network also is adopting new models for sharing
backdrop that continues to challenge Deloitte and our
During FY2015, Cathy Engelbert assumed the role of CEO leading practices, technologies, back-office investments,
competitors in each of our businesses.
for Deloitte US, and Cindy Hook was elected Deloitte and costs.
Guided by past strategic choices, Deloitte has thrived in the Australia’s new chief executive. Each became the first Learn more about Deloitte’s global structure.
midst of economic adversity and dramatic market changes. woman in her country’s history to lead a Big Four firm.
Deloitte is confident our current strategy and Purpose-led
approach position the organization to accelerate its success Strong governance and leadership structures help Deloitte
and achieve its goal of undisputed leadership. member firms maintain high levels of quality and integrity,
allowing them to sustain the trust of their clients, their
Learn more about Deloitte’s strategic choices people, the capital markets, and the public.
and the external disruptions that shape them.
Learn more about Deloitte leadership and governance.

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Delivering
We serve clients with quality and distinction, making a
measurable and attributable impact.
3
Deloitte is a strong, global brand. Our member firms have

service that relationships with four out of every five Fortune Global 500®
companies. That includes 92 percent of all technology, media, and
communications companies, and 87 percent of the world’s financial
Watch Deloitte Global CEO
Punit Renjen explain how
4

Deloitte member firms

matters
service and consumer business companies. Member firm clients
know us, trust us, and express extremely high satisfaction with the
service they receive. Many would call that “success.” We call it “a
deliver service that matters.
good place to start.”

390+
Deloitte wants to be potential clients’ first choice when they’re
looking for an auditor’s auditor; when they need the confidence to
take decisive action and achieve transformative results; when they
require deep knowledge on complex tax issues; when they are facing FORTUNE GLOBAL 500®
a bet-the-company challenge. COMPANIES SERVED BY
To ensure their global clients receive consistent, high-quality, DELOITTE MEMBER FIRMS*
distinctive, world-class service wherever in the world they want

100+
it, Deloitte member firms are investing in and strengthening our
network by:
• Equipping lead client service partners with the resources and
authority they need to succeed; NATIONAL GOVERNMENTS
• Deepening our insight into industries and sectors to bring SERVED BY DELOITTE
valuable and actionable perspectives to bear on clients’ business MEMBER FIRMS
challenges; and
• Promoting “hyper collaboration” among our businesses and * Includes all companies where Deloitte member firms served as external auditors and those
member firms so that Deloitte’s multidisciplinary model delivers companies where Deloitte member firms earned > US$500K in revenue during FY14 (non-audit).

exceptional results.

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Artificial intelligence, real results High-voltage expansion Cybersecurity is a team sport Biggest implementation ever? No
Cognitive computing capabilities State Grid’s landmark acquisitions send Former public-sector professionals problem!
can help member firm clients make a jolt through global electricity industry help clients integrate resilience Hewlett-Packard human capital project 3
smarter, faster choices This past year, Deloitte China was engaged by State Cybersecurity has become a strategically important is one for the record books
How can cognitive computing be used to benefit member Grid Corporation of China (SGCC)—the seventh largest business risk issue, and companies need to be “secure, Hewlett-Packard’s (HP) human resources team wanted
4
firm clients and our network? A software application company in the Fortune Global 500®—to provide a vigilant, and resilient” to effectively manage risks. “Our to foster a culture of self-service among its 300,000-
suite of advisory services—including financial and tax Cyber Risk Services professionals are dedicated to helping
developed by the Deloitte US Innovation group, in plus employees and managers, but there was a problem.
due diligence, valuation and structuring services, and organizations protect information assets, be aware of the
close collaboration with the Audit and Consulting M&A The global technology giant had a dated and highly
negotiation support—to inform and facilitate SGCC’s rapidly evolving threat landscape, and respond to and
practices of Deloitte US, already is helping organizations customized legacy human capital management (HCM)
purchase of a 35 percent stake in an Italian energy recover from incidents that are becoming increasingly
save time and money. Yet, to those who dream the platform that was so unwieldy, some critical human
company, CDP Reti, from Cassa Depositi e Prestiti (CDP). inevitable,” says Ted DeZabala, Deloitte Global Cyber Risk
future, it may be but an early step in a long journey. resource processes were actually handled offline because
A year earlier, Deloitte China provided similar support Services leader. it was simply easier that way. What’s more, because
“We’re at the beginning of a true paradigm shift. Instead for the purchase of a 19.9 percent stake in Australian
How damaging breaches become can depend, in part, on HP operated in 106 countries, its HR department was
of merely querying structured data, we are demanding electricity supplier SP AusNet, as well as SGCC’s purchase
how rapidly the situation can be analyzed, how decisively forced to juggle a multitude of regional laws and
insights from unstructured data that will inform decision of 60 percent of SPI Australia’s energy infrastructure.
leaders take action, and how effectively teams interact customs. Since HP’s HCM services were not configured to
making,” says Forrest Danson, Deloitte US Principal and
“These transactions demonstrate the impact and value of with customers, media, legal counsel, law enforcement, support regional needs, many employees and managers
Analytics Integrated Market Offering Leader. “Deloitte
Deloitte’s multidisciplinary model, our cross-border reach, and industry peers. maintained shadow systems. The cumulative result was
US is among the vanguard in this arena because we
and our knowledge of the energy and resources industry,” poor data integrity and rampant management issues.
understand how artificial intelligence (AI) and human know- Deloitte understands cyber breaches aren’t just a
how can combine to achieve better outcomes for clients.” says Eric Leung, Southern Region Functional Leader of technologist’s problem. Our approach is designed to A new, cloud-based HCM system provided by software
Financial Advisory Services, Deloitte China. “We not only prepare and validate an organization’s overall cyber vendor Workday, Inc., offered what HP was seeking to
Many third parties are developing cognitive computing are well positioned to meet the complex needs of large resilience from the boardroom, to the war room, to the support: the re-engineering of its business processes, but
and AI solutions. Deloitte US is working with several of organizations such as State Grid, but we also have a solid individual employee, to the organization’s stakeholders and HP knew the implementation would be tremendously
these developers, including IBM. Its cognitive system, track record of helping Chinese companies achieve the customers. When Cyber Risk Services tailors wargames for complex. So, HP turned to longtime service provider
Watson, currently provides a comprehensive cognitive foreign expansion they desire.” clients—which are customized to each client’s industry and Deloitte US for help. Together, HP and Deloitte US
computing platform—one that is specifically designed
Learn more about the impact of Deloitte’s global build in probable scenarios, drawn from real-life experiences successfully executed the world’s fastest, biggest, and
to support the development of a broad range of
reach and multidisciplinary model. and client situations—the entire client organization most complex Workday implementation in just 15 months.
enterprise solutions.
is brought to the table and their response plans and Learn more about why Deloitte is a global leader in
Learn more about Deloitte is using cognitive communications channels are tested aggressively. Workday HR and Finance consulting services.
computing as a positive disruptor.
Learn more about Cyber Risk Services’ Secure.
Vigilant. Resilient. approach.

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2
© Edvard Grieg

Fresh perspectives enhance the audit Crises are certain, survival is not Transforming Lundin’s Shelf interests Just what the doctor ordered
Innovative techniques and tools appeal Equipping clients to prepare for Deloitte Norway helps oil explorer Deloitte Ireland-aided restructuring
to younger, tech-savvy professionals disasters, bounce back strong build a platform for growth program key to client’s turnaround, 3
Advancements of cognitive technologies, including Businesses can expect a value-destroying catastrophe Three years after it was founded, Lundin Norway struck oil growth
artificial intelligence, are presenting new opportunities to once every five years. Not only are the frequency in its first exploration well on the Norwegian continental In 2011, the combination of loan debt and high overhead
4
enhance audit quality, automate processes, and ultimately and magnitude of crises increasing, but the array of shelf. In the eight years since then, Lundin can take credit was making it difficult for Uniphar Group, a leading
transform how an audit is performed. “Natural-language emergencies also continues to expand and evolve. for half of the resources found on the shelf. Its stunning provider within the pharmaceutical and health care sector
processing, advanced data analytics, and machine- success rate and growing resource base fueled an idea in Ireland, to capitalize on growth opportunities. Just three
Research shows that companies that have navigated
learning technologies are examples of how we are among the company’s leaders, who recognized an years later, against a challenging economic backdrop, its
effectively through crises before are best equipped to
automating and streamlining labor-intensive processes,” opportunity to blossom into a full-scale exploration and annual revenues increased almost 60 percent, earnings
lead when disaster strikes next, embarking more quickly
explains Jon Raphael, Audit Chief Innovation Officer, production company. were up 75 percent, and debt decreased by about a third.
on a strategic plan to regain control. “When the moment
Deloitte US. “This provides more opportunities to allocate It also completed a major acquisition and initiated an SAP
arrives, experience matters,” says Peter Dent, Deloitte Lundin management turned to Deloitte Norway for
time to higher value-added areas, enabling auditors implementation across the organization.
Global Crisis Management Leader. “If a company doesn’t guidance in building its offshore operations organization.
to apply their professional judgment and uncover new
have it, there is tremendous value in teaming up with “We had the industry knowledge they needed, along with Along the way, Deloitte Ireland has played a key role
insights to deliver value beyond compliance.”
a leader like Deloitte.” With decades of crisis-fighting Deloitte Norway personnel who have years of operational in Uniphar’s resurgence. “Our corporate finance team
Deloitte is actively enabling widespread and consistent use experience, Deloitte member firm professionals have experience on the shelf,” says Svenn Erik Edal, Nordic Oil was hired in 2011 by two Irish banks to complete an
of audit innovations among its member firms to enhance played a crucial role helping clients over the years prepare & Gas Industry leader, Deloitte Norway. “We also had extensive review of Uniphar’s financial health and assist
both audit quality and consistency in engagements, create for, respond to, and recover from their darkest hours. done similar work with other operations, developed a with negotiating a restructuring of the company’s existing
effectiveness for audit practitioners, and provide clients methodology based on leading practices, and offered loans to harness growth opportunities in the market,”
This support was amplified in FY2015 when Deloitte
with the deeper understanding they want and expect. Lundin new ways of thinking to help ensure a culture with explains David Carson, Deloitte Ireland’s lead client
collected its crisis specialists from across the globe into
strict focus on continuous improvement.” service partner for Uniphar. “By 2013, those banks were
“Our focus on innovation has produced a more exciting a multidisciplinary market offering. “By creating a close-
work environment, one that is engaging tech-savvy knit community of crisis management specialists in nearly The Deloitte Norway team was immersed in all phases willing to fund Uniphar’s US$54.3 million acquisition of
millennials. They relish the challenge of using technology 150 countries across our member firm network, Deloitte of the process, from helping Lundin identify regulatory pharmaceutical wholesaler Cahill May Roberts (CMR). That
to solve problems and reinvent processes,” adds Chris can more easily provide end-to-end business support requirements and analyze occupational risks to developing speaks volumes about the progress Uniphar made and the
Thatcher, Deloitte Global Audit Innovation Leader. “Just as before, during, and after a crisis with the industry-specific workflows and key performance indicators. Lundin’s first trust the banks had in its management team.” Deloitte
importantly, they bring fresh perspectives to a traditional and functional skills needed in each case,” explains Rhoda manned offshore facility is projected to begin producing Ireland corporate finance provided due diligence services
field and add value that member firm clients maybe didn’t Woo, Enterprise Risk Management director and crisis its first barrels of crude oil in late 2015. on the acquisition.
expect, but really appreciate.” management leader, Deloitte US. Learn more about Uniphar’s remarkable turnaround
Learn more about Lundin Norway’s journey.
Learn more about why new audit technologies are Learn more about our crisis management and Deloitte Ireland’s role in it.
attracting young professionals. multidisciplinary market offering.

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Driving sensible solutions Guarding client confidentiality Acting ahead of change Making waves in water stewardship 3
Deloitte puts the Internet of Things to Advanced measures let Deloitte Risk-intelligent approach promotes Tailored tool helps Smurfit Kappa
work for motorists combat cybercriminals, protect data delivery of consistent, high-quality assess and mitigate risks from water 4
Deloitte Digital in the UK has been working with clients to A number of high-visibility cyberattacks on well-known client services scarcity
establish real-time analytics tools that give traffic managers global companies in FY2015 not only resulted in the In a world dominated by rapidly evolving technology, Water is an important resource input in the pulp and
the information they need to keep traffic moving. These very public dissemination of personal and confidential converging industries, and a shifting regulatory landscape, paper industry. Given the increasing importance of water
tools are built to understand dynamic changes in traffic information, but they also served as reminders to Deloitte we must be smart, agile, resilient, and forward-thinking to globally, companies are now developing strategies to
flows by mode. With the information they provide, traffic that data security begins at home. confidently confront risk, pursue opportunities, and gain manage this precious resource.
managers can make timely interventions to improve journey competitive advantage. Deloitte continuously assesses the
DTTL’s global policy on information security requires One of the organizations focused on addressing water
time reliability and alleviate congestion. adequacy of its risk management processes and programs
member firms to institute a wide range of security related risks is Smurfit Kappa, Europe’s leading corrugated
These tools build on current sensor capability provided by measures, covering areas such as virus protection, data to proactively address matters that may arise from the
packaging company and one of the leading providers of
cameras, counter sites, and strategically placed adaptive backup and recovery, encryption, password authentication, internal and external environment, and promotes a
paper-based packaging solutions in the world. “Smurfit
traffic control system loops. Data from millions of vehicle access to systems, and network security. These actions are lessons-learned culture where professionals can learn
Kappa, and companies like it, are seeking to implement
captures per day is processed continuously to provide critical to safeguarding and appropriately using confidential from each other’s experiences.
water stewardship strategies to evaluate operational risks
a holistic view of the traffic network. Data also can be information, confronting ongoing threats, and meeting To this end, during FY2015, we developed a new network and costs associated with disruptions to their water supplies
compared with vehicle databases, providing new insights member firm client expectations. quality and risk management strategy. This strategy and to identify actions to mitigate these risks,” says Olivier
into vehicle journeys. will continue to reinforce our quality and risk-intelligent Jan, partner, Deloitte France, Sustainability Services.
Confidentiality is an ongoing, evergreen process that must
Similar technologies are helping auto insurers adopt be done in a holistic way; an accountwide transformation culture, one of relentless commitment to Deloitte’s own
In May 2014, the manufacturer approached Deloitte
usage-based insurance (UBI) that more closely aligns that enhances member firms’ ability to deliver seamless, core and ethical values and the public interest.
France to conduct a water-related risk assessment across
premium rates with driving behaviors. With D-rive, a global client service. Deloitte also has developed and implemented an Smurfit Kappa’s global industrial operations throughout
telematics services business developed primarily by enterprise risk framework designed to identify, manage, FY2015. In the first phase of the project, 36 Smurfit
To this end, DTTL currently is rolling out a Confidential
Deloitte US, smaller insurers have access to a tremendous monitor, and respond to risks which, if materialized, Kappa mills were screened for water-related risks using
Information (CI) program to its member firms around the
amount of information they can use to determine could impact our ability to achieve our strategies and traditional tools and methods. In the second phase—
globe. It is a strategic initiative, driven by network leading
discounts and provide value-added services. This allows objectives—including the protection of our reputation where the scope is limited to mills which present a
practices and consistent standards, aimed at safeguarding
them to get in the UBI game quickly and cost effectively, and brand, and member firms’ delivery of consistent, significant potential risk of water availability—on-site
confidential information at the client account and
and helps level the field so they’re not crowded out of the high-quality services. assessments are being performed using a tool built and
engagement levels.
market. In pilot programs, D-rive is even helping people owned by Deloitte France that is designed specifically for
drive more safely. Learn more about how Deloitte protects data. Learn more about how Deloitte is sustaining a
Smurfit Kappa to use for its mills.
risk-intelligent culture.
Learn more about how ambient computing is Learn more about how Deloitte France is helping
enabling innovative solutions. Smurfit Kappa assess its water-related risk.

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Building
We inspire our people to deliver value—mentoring and
developing future leaders and colleagues for life.

At Deloitte, we have made the development of inspirational, world-

careers that class leaders, at all levels, the cornerstone of our global talent
strategy. Our vision is to develop purpose-led leaders who are
deeply committed to the ideal of making an impact that matters—
4

matter
with member firm clients, their colleagues, their communities,
and in our profession.
To achieve our vision, the Deloitte network continues to make
significant investments in the design and delivery of an inclusive,
world-class learning experience. Through Deloitte University, we
provide enriching experiences for Deloitte people and create a place
where leaders thrive and ideas prosper.
Deloitte encourages its people to take on experiences in new
markets or service areas to expand their expertise and leadership
skills. These diverse experiences not only enhance the quality and
consistency of clients’ experiences with Deloitte, but they also
reinforce the inclusive and collaborative culture that allows our
professionals to succeed.
Watch Deloitte Global CEO Punit
Renjen explain how Deloitte helps its
Deloitte’s leaders are driven to unlock people’s potential through
mentorship, lifelong learning, and flexible work and career solutions people build careers that matter.
that meet the changing needs of Deloitte’s businesses and people.
They are dedicated to creating truly distinctive client and talent
experiences that foster a strong sense of purpose and motivate
people to deliver beyond expectations.

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3
Investing in Deloitte people Helping purpose-driven talent thrive Protecting professionals near and far
An inclusive talent experience that “You can change the world and have From insurgency to medical urgency,
appeals to both the head and the heart a business career” Deloitte Global Security measures up 4
The Deloitte network is committed to helping its people A “sense of purpose” is part of the reason six in 10 young The primary focus of the DTTL Global Security Office
reach their full leadership potential—confident that professionals chose to join their current employers, (GSO) is to work with member firms to keep Deloitte
their professional experiences will spark innovations that according to DTTL’s 2015 Millennial survey. And people safe, particularly during times of emergency or
motivate others. New ideas are valued across Deloitte’s they’re not alone; Gen Xers and veteran talent also are when they are called upon by clients to work in higher-risk
member firms; the best ones are funded, cultivated, and increasingly seeking opportunities to make an impact on areas. A comprehensive program has been put in place to
allowed to mature. the world around them both through the work they do address ever-present threats around the globe.
and endeavors outside the office.
“Deloitte people aspire to make an impact that On an average day, Deloitte member firms may have
matters, and in return, they expect opportunities to One such career calling is cybersecurity. Many young more than 20,000 people traveling to serve clients. The
build leadership capabilities, develop new skills, and be job seekers see the havoc wreaked on society by cyber- GSO provided guidance and security planning support
challenged each and every day,” says Margot Thom, based terrorism, computer intrusions, and cyber fraud, in FY2015 to more than 912 member firm engagement
Deloitte Global Managing Director, Talent. “Our innovative and decide they can make an impact that matters for teams considering work in potentially troublesome areas
and flexible learning approaches span from the Deloitte consumers, economies, and even national security. of the world. As part of DTTL’s global travel security
University (DU) classrooms to the daily work experience. protocols, member firms are encouraged to incorporate
For those who want to have even more direct involvement
By promoting a culture of continual learning, Deloitte security into their travel programs and consult with the
in social-impact activities, Deloitte member firms have
enables its professionals to up their games in delivering GSO before undertaking travel to high-risk locations.
long histories of offering professionals the ability to mix
outstanding value to their clients.”
paid and pro bono assignments, be “seconded” to not- During the past year, the GSO continued efforts to further
During FY2015, close to 65,000 Deloitte professionals for-profits, take sabbaticals to help at social enterprises, integrate its regional security managers through member
across the regions experienced Deloitte University, and and perform other skill-based volunteering. Networkwide, firm visits, meetings with country leaders, and the
more than 2,000 member firm partners, principals, and during FY2015, Deloitte professionals dedicated more formation of local security councils made up of member
directors led DU programs. Member firms also have than 340,000 hours to pro bono assignments and more firm security officers in each region.
formalized mobility and international experience programs than 820,000 hours to volunteering.
Learn more about Deloitte’s global security efforts
that expose their professionals to new ideas and cultures
Learn more about what attracts purpose-driven and policies.
while they serve the needs of global clients. During
professionals to Deloitte.
FY2015, more than 6,000 Deloitte professionals gained
diverse, on-the-job experience through short- and long-
term mobility assignments and global client projects.
Learn more about how Deloitte develops leaders.

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Having
We contribute to society, building confidence and trust,
upholding integrity, and supporting the community.
4
Deloitte prides itself on doing not only what is good for clients, but

influence also what is good for our people and the communities in which we
live and work—always striving to be an organization that is held up
as a role model of quality, integrity, and positive change.

that matters Deloitte fills the vital role of the independent auditor, maintaining
the integrity of the financial reporting process and preserving the
public’s trust in our capital markets. Deloitte’s consulting services offer
innovative solutions that help businesses thrive, which is essential for
a healthy, vibrant economy and society. Through these and other
services, member firm professionals help their clients successfully
handle a broad range of risks, crises, and complex challenges,
strengthening their businesses and protecting their customers.
Governments, nongovernmental organizations, and other businesses
look to Deloitte for our knowledge, skills, and experience in tackling
increasingly difficult economic, regulatory, and social issues.
From delivering pro bono support to nonprofits and helping young Watch Deloitte Global CEO Punit Renjen talk
people develop employability skills, to strengthening communities about why Deloitte aspires to be a role model
in the wake of a disaster and driving measurement beyond gross
domestic product (GDP) to tackle social challenges, Deloitte is
of quality, integrity, and positive change,
focused on the issues that matter most. and works to help solve the toughest
global challenges.

14
 Photo credit: Ronald Tilleman

3
Investing in post-disaster innovation Reaching out with purpose A step in the right direction The edge of tomorrow
4
Promise of economic resurgence drives Deloitte professionals’ business skills Deloitte tackles youth unemployment Deloitte Netherlands’ showplace
Deloitte Japan’s social mission elevate global humanitarian efforts by scaling innovative education ideas hailed as the world’s greenest office
In March 2011, three connected disasters devastated the The South Pacific and Syria are separated by There are 75 million unemployed young people in the building
world’s third-largest economy, resulting in a recovery 16,000 kilometers and a long list of physical and social world, and the economic and social costs of this are The Edge is billed as the world’s most sustainable office
bill that could reach US$250 billion or more. Twenty contrasts. But, they have at least one thing in common— immense. So, since 2009, Deloitte has been committed building and has the certification to prove it. But, it’s
prefectures in Japan took a direct hit from the 2011 Great humanitarian needs that require innovative solutions. In to identifying and investing in innovative solutions that more than that. The place is, well, fun. And interesting.
East Japan Earthquake, tsunami, and Fukushima Daiichi the South Pacific, more frequent and intense cyclones are enhance access to education and employability. And inviting. So much so that professionals are actually
nuclear accident. But, the economic impact of the triple the culprit, disrupting livelihoods and upsetting a fragile applying for employment with Deloitte Netherlands
In FY2015, Deloitte contributed more than 380,000 hours
disaster was borne—and is still being felt—throughout infrastructure. In Syria, armed conflict is driving families because they want to work in the building. That it has
to education and skills activities, reaching more than
the country. from their homes to other parts of the nation and to become a recruiting tool is a satisfying side effect of a
390,000 young people. “The core capability we bring to
neighboring countries in search of safe haven. project designed to both redefine efficiency and change
Deloitte Japan, which played a broad and active the table is the ability to scale solutions. This is how Deloitte
humanitarian role in the wake of the disasters, continues Deloitte professionals are providing support in both crisis member firms can make the greatest impact,” says David the way people work.
to provide revival and restoration support for its clients situations. Deloitte New Zealand is working with Oxfam Pearson, Deloitte Global Chief Sustainability Officer. “We The innovative, connected lighting panels contain about
and pro bono services in disaster-affected areas. But, the New Zealand (Oxfam NZ) to co-create innovative solutions search the globe for great ideas, then we use Deloitte 28,000 sensors that detect motion, light, temperature,
firm’s focus has expanded to recognize the broader need to deliver post-cyclone relief to multiple countries in the resources and relationships to help expand those ideas and humidity, and even carbon dioxide levels. It’s these
to rebuild a national economy crippled by those events. Pacific region while Deloitte Middle East is supporting drive outcomes that reach the most people possible.” sensors, providing real-time data, which make The Edge
“We want to do more than simply help disaster-affected Syrian refugee response. possibly the smartest and most occupant-friendly office
The Deloitte US RightStep™ Innovation Prize, the
areas recover. Our goal is to help create a nationwide space in use today. The sensors allow facility managers
Elsewhere, following the Ebola outbreak in West Africa, Social Innovation Pioneers program at Deloitte UK,
economic rebirth by nurturing innovation,” says Masatoshi to assess how and when certain parts of the building are
DTTL made a significant donation to the U.N. secretary- and the Deloitte China Hubei Hope School Project are
Tanifuji, leader of the Deloitte Japan Reconstruction being used; and allow tenants—using a phone app—to
general’s Ebola Multi-Partner Trust Fund, which directed three successful initiatives that demonstrate what can
Support Team. control the brightness of the lighting above their work
support toward the greatest identified needs of the be achieved by working with innovative education
The assistance Deloitte Japan’s subsidiary, Tohmatsu United Nations Mission for Ebola Emergency Response organizations to scale imaginative solutions. surfaces, adjust the climate of their particular areas, and
Venture Support (TVS), offers entrepreneurs and new (UNMEER). DTTL and Deloitte member firms also donated find their way around the building.
Learn more about how Deloitte scales education
startups is an example of this commitment. To date, TVS more than US$760,000 to charitable organizations Upon its completion in late 2014, The Edge was
and employability solutions.
has helped more than 2,000 startups not only achieve working on relief efforts in the wake of the 25 April awarded the highest BREEAM accreditation score ever—
success, but also contribute to a local and national revival. tremor that ravaged Nepal and parts of northern India. 98.36 percent—by the Building Research Establishment
Some startups already have crossed into global markets. (BRE), the global assessor of sustainable buildings.
Learn more about Deloitte’s humanitarian initiatives.
Learn more about how Deloitte Japan is promoting Learn more about The Edge’s green technologies
economic recovery in its country. and sustainability across the Deloitte network.

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Informing the debate Ethics Independence Reporting process and materiality
4
Deloitte helps drive outcomes that Our network’s purpose-driven pursuit Preserving the public’s trust The report illustrates the many ways
benefit both business and society of quality and integrity Deloitte makes an impact that matters
Deloitte actively participates in dynamic regulatory Respected organizations around the world trust Deloitte For 170 years, objectivity and impartiality have been the The chief objective of the Global Report is to provide all
discussions around the world, proactively contributing to professionals to execute their most ambitious projects, cornerstones upon which our network is built. Without Deloitte stakeholders with a broad and balanced picture
the regulatory dialogue, promoting investor confidence, manage highly confidential information, and develop them, Deloitte could not cultivate confidence and trust of our network’s impact on society, our Purpose-driven
and emphasizing cross-border consistency. One of ideas and approaches that can alter the course of their in the markets, nor could we uphold the integrity of business activities, and the actions that exemplify our
Deloitte’s focuses remains on audit and audit quality. businesses. That trust has been and continues to be organizations. Our very Purpose would be beyond our aspiration to become the undisputed global leader in
Deloitte leaders continue to collaborate with relevant earned thousands of times each day by Deloitte member reach. There can be no margin for error. That’s why every professional services.
stakeholders, including regulators and policymakers, on firm people. Deloitte professional, from the newest assistant to the
We strive to address stakeholders’ interests and questions,
current hot topics that include audit of the future, audit most senior leader, must comply with well-established
Ethical behavior among Deloitte professionals is non- while explaining our motivations, priorities, and approaches.
quality indicators, auditor reporting, and strengthening policies and procedures to ensure his or her independence.
negotiable. That’s why DTTL Global Ethics and member We identify key stakeholders as those who:
the role of the audit committees. Regulators demand it. Clients need it. The public expects
firm ethics teams continue to aggressively integrate ethics
it. So, we deliver it. • Help influence Deloitte’s success;
Deloitte member firms continue to strengthen their into key initiatives and processes, stressing quality and
engagement with government and political leaders— consistency of approach across the network. Standards for independence are shaped by legislation, • Are highly affected by what we do;
contributing insights and experiences supporting regulations, professional guidance, and public expectations. • Affect the markets, regulations, and industries in which
During the past year, Deloitte enhanced its focus on anti-
economic success, growth, resilience, and sustainability—to Maintaining independence, therefore, is both a matter
corruption, appointing a DTTL anti-corruption officer and we operate; or
help address long-term economic challenges. For example, of compliance with rules and regulations and a matter
member firm anti-corruption champions who will work • Affect the supply of resources that we need to serve
Deloitte professionals have collaborated with the Business of appearance.
together to build and sustain effective programs. Deloitte our clients, talent, and society.
and Industry Advisory Committee to Organization for
Global Ethics launched a new classroom-based ethics Deloitte member firms comply with well-established
Economic Cooperation and Development (OECD) on the
training program for the network, and adapted its existing policies and implement appropriate procedures to help Deloitte professionals engage continuously with key
development of a women’s entrepreneurship report;
new-manager training session into four short e-learning safeguard their objectivity and independence. These stakeholders, both internal and external. In FY2015,
actively contributed to a number of B20 working groups,
modules for individuals whose travel schedules make policies and procedures help ensure member firms act in this continuous engagement was supplemented with
including those of employment and anti-corruption;
classroom training difficult. DTTL and member firm ethics the interests of both the public and their clients, as well a structured stakeholder engagement and materiality
worked with the UK and US governments to sponsor a
leaders also developed a new package of measurement as protect our brand and reputation. assessment.
forum to address human trafficking; and are engaged in
and communication tools to gauge and improve the
discussions that support a pro-growth international trade Learn more about the policies and procedures Learn more about our reporting process,
effectiveness of the network’s local ethics programs.
agenda fit for purpose, including via the Trade in Services Deloitte uses to help safeguard its objectivity stakeholders, and material issues.
Agreement negotiations. Learn more about how Deloitte integrates ethics and independence.
throughout the network.
Learn more about Deloitte regulatory and public
policy engagement.

16
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