What was the context?

It is estimated there are over five trillion pieces of plastic in the ocean accumulating in five rubbish patches. If left untouched, the environmental, health and economic impacts will be catastrophic. On 8 September 2018, The Ocean Cleanup organisation, supported by Deloitte Netherlands and an ecosystem of partners, gathered to launch a system targeted to eliminate 90 per cent of the Great Pacific Garbage Patch. The Ocean Cleanup, led by CEO and Founder, Boyan Slat, designed and built a history-making system that utilises advanced technologies and the ocean’s natural forces to catch the plastic, allowing the ocean to clean itself safely and sustainably.

What was the impact?

Making an impact that matters is what Deloitte is all about, which is why a partnership with The Ocean Cleanup was a natural fit for Deloitte Netherlands. The partnership is supported by the Deloitte Impact Foundation in the Netherlands, dedicated to making a positive impact on society. One year into the partnership, Deloitte has committed 3,000 pro-bono hours, including implementation of new Salesforce functionality, IT and cyber security support and strategy services to enhance their (sponsorship) business model. The firm has helped scale and transform The Ocean Cleanup into a professionalised business that remains focussed on their mission, with the necessary processes, strategies, and technologies to continue growing. On 8 September, The Ocean Cleanup recognised a significant milestone with the launch of System 001 under the Golden Gate Bridge towards the Great Pacific Garbage Patch. This is expected to be the first of many and after deploying a fleet of 60 systems, they hope to collect and repurpose 50 per cent of the garbage patch every five years and 90 per cent in 20 years. And Deloitte will continue to play an important role over the next two years by providing a broad range of services from tax and audit advisory to consulting.

Why does it matter?

The Ocean Cleanup embodies how the vision and passion of one organisation can make a lasting impact by collaborating with organisations from every corner of the world. With our support and collaboration, The Ocean Cleanup is refining and streaming its actions to grow a sustainable business focussed on cleaning our oceans. This means cleaner oceans for us—and over 600 marine species.

Deloitte is dedicated to helping The Ocean Cleanup solve their toughest challenges and it is just the beginning. There are many more opportunities to come as the team continues their transformational journey to rid the ocean of plastic.

Since the 1980s, Deloitte China has supported more than 500 IPOs globally, helping companies to raise over US$130 billion. For more than a decade, Deloitte has served the largest number of companies listed on the Hong Kong Stock Exchange.

By providing a broad spectrum of advisory services, Deloitte China was able to effectively help companies fund and implement global expansion plans, and make a valuable impact in helping to grow the global economy.

Our experience in guiding companies through the listing process enables them to more effectively adopt world-class best practices in transparency, management and corporate governance.

The impact of Deloitte China’s contribution has been global, contributing to strengthening employment and economic growth in the world. For over 30 years, we have supported the growth and transformation of China’s capital markets and the integration of China into the global economy.

Cancer remains the leading cause of mortality in Australia, directly affecting almost one-third of Australians. The Victorian Comprehensive Cancer Centre (VCCC) is an innovative and bold $1B initiative with the goal of saving lives through the integration of cancer research, education and patient care.

Two years ago, Deloitte Australia was invited to bid for the implementation of the information management and technology required to support this endeavour. Collaborating with other leading global vendors in their respective speciality fields, “The Deloitte Consortium” was formed, comprising Deloitte Australia, Deloitte U.S., ConvergeHealth by Deloitte, InterSystems, TransMed, IBM and the Moffitt Cancer Centre in Tampa, Florida.

Building a committed global team of more than 100 people with a cross-set of skills and expertise, with a shared client vision, the Deloitte Consortium team won the work to be the IT services provider to the VCCC.

The physical co-location of clinicians, researchers and educators, together with a new technology platform, will deliver improved patient outcomes while assisting cancer research.

The enabling technology platforms will be delivered in stages. The first stage will establish a portal and collaboration environment for researchers and clinicians, to be delivered in July 2015. Subsequent phases include a health information exchange to share matched patient data across multiple care settings and a research platform to enable patient cohort identification for clinical trials together with more sophisticated analytics and reporting.

Improving the delivery of services and outcomes for patients and their families is a priority for State and Federal governments in Australia and globally. The VCCC project provides Deloitte with an opportunity to be part of helping to make Victoria home to what is intended to be one of the top ten cancer centres in the world.

The world is in the midst of an unprecedented global refugee crisis, with more displaced people than after the Second World War. The International Organization for Migration (IOM) assists populations who have been displaced from their homes due to natural disaster or conflict. Deloitte’s Switzerland Consulting practice has been collaborating with the IOM to find solutions to better communicate, coordinate, and deliver help on the ground during humanitarian crises. Specifically, Deloitte is assisting the IOM to refine the way it collects and shares data with other agencies in order to ensure that the right information reaches the right agency at the right time in the chaotic aftermath of a crisis.

This pro bono project, delivered as part of the global Deloitte Humanitarian Innovation Program, focussed on enhancing the IOM’s ability to gather and share information on the locations and needs of displaced communities. Deloitte’s specialists employed their skills in business process mapping, working with the IOM to study, sequence and map current camp management processes. Together, they highlighted areas where collaboration between agencies could be improved, especially around information sharing. Deloitte’s data analytics professionals adapted knowledge acquired in the private sector to help create data collection tools for field staff working on the ground in emergency and crisis situations. These tools will help facilitate more efficient and consistent data collection across different crisis situations.

In emergencies, the situation on the ground can be chaotic and decisions must be made quickly to ensure people receive the vital support they need, especially in areas that have limited resources and capacities. The new tools created will enhance the IOM’s preparedness for crises. Data collection can be efficiently consolidated across different contexts and used to aid global level reporting and analysis. And ultimately, this means more effective aid delivery, to more people in need.

It’s no longer a question of when computers will be able to learn, “think,” and provide reasoned responses.

They already can.

The question now—from Deloitte’s perspective—is, “How can cognitive computing be used to benefit member firm clients and our network?” A software application developed by the Deloitte US Innovation group, in close collaboration with the Audit and Consulting M&A practices of Deloitte US, is already helping organisations save time and money.

“We’re at the beginning of a true paradigm shift,” says Forrest Danson, Deloitte US Principal and Analytics Integrated Market Offering Leader. “Deloitte US is among the vanguard in this arena ● ● ● With our deep industry understanding and experience integrating across our businesses, we are well-suited to harness the power of cognitive computing.”

Deloitte US is currently working with a broad group of vendors and start-ups that are developing specific solutions based on cognitive technologies. Early applications being piloted among select US clients include an app that uses machine learning to identify patients at risk of developing diabetes and offers insights tailored to specific individuals. Another offering is using cognitive capabilities to help a large health plan provider retain customers and reduce turnover.

As cognitive computing technology matures and Deloitte’s experience grows, the way member firms explore and deliver cognitive-related services will likely continue to evolve. To those who dream the future, this may just be an early step in a long journey of possibilities.

Check out the full article on how Deloitte is making an impact that matters in the world of cognitive computing in our Global Report.

In 2016, the UN Secretary-General, Ban Ki-moon, will convene the first World Humanitarian Summit (WHS) in Istanbul to find new ways to tackle humanitarian crises. To effectively address the growing scope and scale of crises, humanitarian actors increasingly recognise the need for innovation in the sector. Deloitte US’s Social Impact Service Line delivered two pro bono research papers (supported by the global Deloitte Humanitarian Innovation Program) for the WHS’s Innovation Thematic Working Group, which is tasked with proposing recommendations on humanitarian innovation. The research explored key bottlenecks in the humanitarian sector that would prevent it from realising the full potential of innovation.

Deloitte’s findings conclude that recognised impediments are not insurmountable; and that investment in research and development (R&D) in the humanitarian sector should yield results—as long as identified critical success factors are achieved. The report also focussed on determining the most effective models for creating incentives and governance mechanisms to facilitate and nurture innovation. The research provides valuable insights that will help shape investment and strategic priorities for humanitarian innovation.

Humanitarian crises are occurring with increased frequency around the world and the needs of affected populations are growing in scope and scale. R&D as a driver for innovation could potentially have a significant impact in helping to meet this demand. Deloitte US delivered information and insights that could impact how the WHS innovation working group addresses these humanitarian challenges and build support for future research to catalyse innovation.

Three years after it was founded, Lundin Norway struck oil in its first exploration well on the Norwegian continental shelf. The 2007 discovery revealed a substantial reservoir, kick-starting Lundin’s Edvard Grieg development. Five subsequent finds followed on the shelf for Lundin and since its first strike eight years ago, Lundin can take credit for half of the resources found on the shelf.

Lundin’s leaders recognised an opportunity to blossom into a full-scale exploration and production company and put a plan into action. In 2012, the company was set to become the operator of a manned offshore installation.

With a small, yet highly experienced team, Lundin set out with a goal of commencing production by late 2015. This was extremely ambitious, explains Svenn Erik Edal, Nordic Oil & Gas Industry leader, Deloitte Norway. "But, they didn’t want to take any shortcuts. They had an opportunity to build an operating model that was process-oriented, cost-effective and promoted safety from day one."

Lundin management turned to Deloitte Norway for guidance in building its offshore operations organisation. "We had the industry knowledge they needed, along with professionals with years of operational experience on the shelf," Edal says. "We offered Lundin new ways of thinking to help ensure a culture with strict focus on continuous improvement."Â

The Deloitte Norway team was immersed in all phases of the process, from helping Lundin identify regulatory requirements and analyse occupational risks to developing workflows and key performance indicators. "We have gone to great lengths to help Lundin ensure that when production commences, risks will be mitigated and Lundin will achieve its goal of being a best-in-class operation."

With the help of Deloitte Norway, Lundin’s first manned offshore facility is projected to begin producing its first barrels of crude oil in late 2015. The company’s management team, however, already considers the project a tremendous success.

Check out the full article on how Deloitte made an impact that matters for Lundin Norway in our 2015 Global Report.

Tanzania Social Action Fund (TASAF) is a government–led programme aimed at improving the income and opportunities of households living in extreme poverty. The programme provides the poorest one million households in Tanzania with conditional cash transfers that are contingent on families sending their children to school and undertaking health checkups. The World Bank contracted Deloitte Tanzania Consulting to conduct a human–centred design study to better understand the best ways to share relevant information with the poorest portion of Tanzania’s population and improve service delivery.

By embedding themselves directly into the environment where the families live, Deloitte Tanzania professionals were able to effectively identify gaps in the service–delivery model. Deloitte Tanzania’s findings have identified opportunities for TASAF to distribute the cash transfers to beneficiaries more quickly and to gain a better understanding of the needs and aspirations of the poor, particularly focussing on health, education, access to WASH services (i.e., water, sanitation and hygiene) and level of technology use. To provide more effective support, the study indicated the immediate need to strengthen connectivity and improve methods to get cash transfers to beneficiaries.

Based on the findings, TASAF and the Commission for Science and Technology, with World Bank support, conducted an expert roundtable workshop to generate ideas and services to help serve the unmet information needs for this segment. They recognised opportunities to enhance their services through better design solutions and services for poor households, including an increase in the number of opportunities for knowledge exchange with beneficiaries and promoting private sector partnerships. Armed with this knowledge, TASAF is positioned to not only enhance the effectiveness and impact of their services, but also to have a transformative influence in supporting and improving the quality of life for those suffering from poverty in Tanzania.

The daily operations of organisations in asset–intensive industries such as energy & resources or manufacturing depend strongly on the performance of their physical assets. These organisations continuously strive to optimise asset performance, while regularly dealing with the myriad challenges associated with asset ownership and operation. This presents asset managers with the challenge of allocating scarce budgets in the most optimal way. Furthermore, the volume of asset data is rapidly increasing for the added pressure of turning massive amounts of data into insights and insights into actions.

To address these challenges, the Deloitte Asset Analytics team—a collaboration between Belgium, UK, US, Canada and Australia—developed the “intelligent Asset Control Center.” This innovative solution enables asset intensive companies to use a data-driven approach to make better decisions, gather deeper insights, enhance strategic asset investments and drive a more effective operations planning process.

This integrated end–to–end risk solution delivers in the new and emerging area of risk–based asset management by more effectively leveraging technology and risk and reliability analytics. The implications of this approach are making an impact in a number of industries, with the potential to recognise such benefits as reduced downtime costs due, greater accuracy in detecting potential equipment failures and reduced maintenance costs. The numbers tell the story, with the opportunity for: a 49 per cent decrease in average inventory; 45 per cent reduction in unplanned maintenance interventions and up to 90 per cent reduction of costs from unexpected downtime; and 87 per cent accuracy about potential equipment failures within 48-hour warning. By turning infrastructure into data into insights, asset management will be the main driver for improved efficiency in asset intensive industries, increasing reliability and extending useful life at optimised life cycle cost. This maximises value for the company and its stakeholders.

This is a truly global solution that directly results in improved performance and significant cost-savings, effectively transforming the whole business.

Aerolíneas Argentinas is Argentina‘s largest commercial airline, covering North and South America, Europe, Australia and the Pacific Islands. Over the decades, the airline has moved through different stages in its lifecycle, from being a publicly owned company to privately–owned and then public once again. It is currently owned by the government of Argentina. Through this, the company has lost any form of consistent operations and documentation, along with institutional prestige. Change was needed.

Looking toward the future, including an ambitious renovation of 77 aircraft, Aerolíneas embarked on a complex SAP implementation. To do this, they needed someone with expertise and industry knowledge in aerospace and defence, but also in the public sector—Deloitte Argentina was able to bring to the table the necessary global skill sets and capabilities to get the job done right.

In a cross–border collaboration with the Portuguese and US member firms consulting practices, Deloitte Argentina guided Aerolíneas through its SAP implementation to deliver a technology transformation that integrates the company‘s architecture and processes. By implementing tools to help Aerolíneas effectively and efficiently track all flights and passengers in the system, Deloitte has equipped the airline with access to accurate and timely information—recording not only direct and indirect flight costs but also streamlining information management, supplier invoicing control and fuel stock management. Information is centralised and digitalised, including purchases, supplier payments and client invoicing. With all company financial statements integrated and reliable in real time, Aerolíneas can better control costs, expenses and budgets.

The Deloitte team helped Aerolíneas Argentina deploy an end–to–end technology solution that significantly impacted its daily operations with transparency and clear process. Seventeen legacy systems have been replaced to date, improving the tools and processes available to its 12,000 employees. The airline company has better data to manage its overall fleet, guiding its flight cost structure and enabling it to make informed decisions—and ultimately, to focus on providing a better experience to fliers.

Aerolíneas makes 300 daily domestic and international flights, carrying more than 32,000 passengers each day. As Argentina‘s largest commercial airline, that‘s an impact that matters for millions of airline passengers.

Approximately 60 per cent of Africa’s total population is below the age of 35. Recognising that this surge of young people holds the continent’s next generation of leaders, President Barack Obama launched the Young African Leader’s Initiative (YALI) to help shape the future of African entrepreneurship, civic leadership and public management. A key part of YALI are four regional leadership centers, established by Obama to serve as hubs that encourage transformational learning and enhanced leadership skills.

What was the impact?

Deloitte East Africa was selected as the implementing partner for the East Africa centre–the only private–sector company to lead a centre implementation. Working with USAID and other funders from a consortium of private sector companies, Deloitte East Africa was the first to launch its programme, offering state–of–the–art technology and an immersive leadership environment. President Obama visited the centre shortly after its opening to see firsthand the manifestation of his vision for Africa’s youth.

Why does it matter?

More than 560 young leaders have now completed the centre’s leadership programme and are actively giving back to their communities and countries.

Deloitte’s effective implementation and stewardship has made the centre a showplace for leadership development that will play an important role as Africa takes its place on the global stage. As Joshua Oigara, Kenya Commercial Bank CEO, states: “Investment in this centre is an investment in the youth who will drive Africa’s transformation.”