Hear from
Jackie Henry

Inclusion has always been at the heart of our firm, and we are building a diverse workplace where everyone feels able to be their true selves.

We want our workplace to be reflective of society and to do this we need a better picture of the makeup of our firm. Over 9,000 of our people have shared their diversity information with us, allowing us to take our pay gap reporting one step further this year, publishing data showing disability, sexual orientation and social mobility representation. 

As we continue to build this inclusive culture, we’ve encouraged our people to explore allyship and what it means to them, through initiatives like the Fast and the Curious to mark Ramadan. And we’ve introduced our thirteenth diversity network: our Neurodiversity Network.  

Our purpose drives our decisions, from the work we deliver for our clients to how we support our society and our planet. 

In response to the invasion of Ukraine, our priority was the safety and wellbeing of our people.  In addition to the large donation Deloitte NSE made to aid agencies, in the UK we raised £113,000 through people donating one hour of their salaries. We set up our Homes for Ukraine matching scheme to support displaced Deloitte Ukraine colleagues and we also distributed over 1,000 laptops to those displaced from their homes and provided volunteers to support with mentoring, translation and volunteering. 

We’ve continued to support our local charity partners in the UK, through our 5 Million Futures programme, which aims to help people through access to education, skills and employment. In FY22, our colleagues spent over 40,000 hours volunteering or working on pro-bono projects, impacting the futures of 344,000 people.

And through our WorldClimate initiative, we’ve continued our journey to net zero, approaching everything we do with sustainability in mind. 

Our approach to transforming our firm means we are consistently listening to our people. That’s driven our approach to hybrid working, empowering them to choose where, when and how they work. We’ve also created and publicly shared a Ways of Working framework to encourage more open conversations about the future of work and make hybrid working inclusive to everyone.

As we emerge from the pandemic and face the ongoing cost of living crisis, we have invested in our pay bands to make sure that they reflect the movement in salaries externally, which adjust with the movement in inflation. Importantly, this review also ensured that those paid furthest away from their market rate were given the highest increases to realign their pay.

I’m very proud of everything we’ve achieved this year at Deloitte to make our firm a fulfilling and attractive place to work and to make an impact that matters for our clients and society – and I can’t wait to see what’s next.