2022: a year of allyship

Allyship is incredibly important at Deloitte. Bringing together different people – with different voices, experiences and ideas – is essential to our success. Our goal is to create an inclusive firm that truly reflects our diverse society.  

As Richard Houston, senior partner and CEO of Deloitte UK, says, “There are 23,000 people at Deloitte in the UK – 23,000 different people with different lives. Every one of us can contribute to making our colleagues feel part of the organisation and able to be themselves, with the same opportunities to succeed as anyone else.” 

In 2021, to support inclusion, we launched our allyship toolkit, packed with information and ideas to help us all support colleagues from under-represented groups. This year, our Gender Balance Network created the Better Balance Framework to promote gender allyship with tips for leaders on how to be better allies.

And we’re gaining on our goal of having 40 per cent female partners by 2030; in 2022, 35 per cent and 39 per cent of our partner and director promotions were women. Deloitte was once again named a Times Top 50 Employer of Women.

One major allyship achievement this year was the launch of our Neurodiversity Network, supporting and celebrating neurodivergent colleagues. We now have 13 diversity networks with thousands of members.

Anthony Friel, Deloitte Neurodiversity Network lead, says, “I felt like I could never succeed anywhere people knew I was neurodivergent; the label always became a way to devalue my perspective and my contribution. Deloitte was the first place I had ever felt I could bring my entire self to work.” As part of the launch, we created two learning guides for recruiters, aimed at resourcing professionals and businesses. These workbooks will help recruiters develop a better understanding of neurodiversity and the benefits neurodivergent candidates can bring to business.

In November, our Workability Network – a network for anyone at Deloitte with direct experience of a physical disability, chronic ill-health or a mental health condition – as well as carers and allies, hosted a week-long series of events to mark International Day of Persons with Disabilities (#IDPWD – 3 December). This year, the focus was on how to be a better ally and the importance of having conversations around disability, visible or otherwise.

Julie Addis-Fuller, Deloitte Workability Network lead, says, “Our allies are incredibly supportive of people with disabilities, simply by seeing the human. With their help, we’re able to encourage a culture where everyone can thrive at work.”

Perhaps the best way to succeed at being an ally is by making an effort to understand the experiences of others. That’s why over 150 Deloitte people took part in the Fast and the Curious, our first fasting challenge during Ramadan in April.

The Deloitte Muslim Network invited colleagues to fast alongside Muslim co-workers from sunrise to sunset. And while the fasting challenge was only for a day, it gave everyone who took part a chance to experience something their Muslim colleagues do every year during the holy month of Ramadan.

Among the fellow fasters were Deloitte UK's Jackie Henry, managing partner, people & purpose, and managing partner Stephen Griggs. Jackie says, “This was my opportunity to not only walk in the shoes of others but to learn more. To understand a day in the life of my Muslim colleagues and help to make Deloitte as inclusive as possible.”

Following the fasting challenge, Jackie and the Muslim Network developed some recommendations for supporting Muslim colleagues during Ramadan, such as hosting meetings earlier in the day and being flexible around prayer breaks.

“Respect and inclusion are at the heart of Deloitte. All our people should feel able to be their true authentic selves, to be heard and supported and know they belong,” says Jackie Henry.  

“We can only achieve this by creating a workplace culture characterised by inclusive, everyday behaviours – that’s why allies are so important. Allies show solidarity and partnership with people from underrepresented groups, empowering them to reach their full potential. 

“It’s not an easy task, and there’s still a long way to go,” added Jackie, “but the past year proves we are capable of creating a fully inclusive culture. Over the next 12 months, we hope to build on this foundation and become a place where everyone can thrive.” 

And we all have a responsibility to make that happen. So, rather than asking ‘What has Deloitte done to increase allyship?’, we should also ask what YOU can do.