Progress begins with people

This year, we welcomed 610 new colleagues (FY25: 625). We received 24,332 applications (FY25: 28,091), and 2.5% (FY25: 2.2%) of applicants joined Deloitte.

Each year, we hire a substantial number of new graduates and strive to remain one of Denmark’s most attractive employers.

We continue to maintain a balanced talent pool across junior roles and have increased the share of female managers to 44% and of senior managers to 45%. However, the gender balance at the director level remains unchanged at 31% female. We remain committed to building a strong partner pipeline and improving gender balance in senior roles.

At Deloitte Denmark, 13% of our people are internationals, representing 59 different nationalities. We are delighted to continue attracting so many colleagues from around the world, as our international colleagues bring experience and perspectives that strengthen our collective capabilities and add real value to our teams and clients. 

We closely track retention data and internally report figures at both the business unit and national levels as part of our talent KPIs. These reports are presented to our People Committee biannually, enabling us to promptly investigate causes and take action to address any challenges that may be contributing to increased turnover.

We acknowledge the nature and demands of our industry, particularly during peak season periods. Employees’ work-life balance is part of ongoing dialogue with their immediate manager, and we closely monitor the reported working hours, providing time reports for our leaders.

We also track our people’s response to the statement ‘I feel I have a satisfying balance between work and other commitments’ in our engagement survey. This year, we scored 68%, with a target of 75% in FY27, indicating that we need to continue focusing on balancing work and other commitments. To support the wellbeing of our people and ease pressure on our talent pipeline, we continue to focus on flexibility in how, where, and when work happens. Our Work Agility Policy is central to this commitment. It offers adaptable working arrangements and structured options for taking time off, recognising that balance looks different for everyone.

At Deloitte, we support all parents and co-parents by respecting and encouraging our employees’ legal rights to family-related leave. We also offer 24 weeks of fully paid parental leave to all parents who have been with Deloitte for at least three months at the time of their child’s birth. All employees have access to our Happy Parents package, which includes initiatives before, during, and after parental leave. In FY26, 243 employees benefited from our Happy Parents package as they welcomed a child into their family.

We actively encourage fathers and co-parents to take more parental leave, and we are pleased to see that they now take an average of 18 weeks, up from nine weeks in FY21. In FY25, 80% of employees who took parental leave and returned to their job at Deloitte remained with us for at least one year.

Deloitte Denmark is committed to providing fair and adequate wages to all employees. This year, we launched our new Compensation Policy, further strengthening our commitment to fair and transparent compensation practices across the organisation. The policy sets out our compensation practices and clarifies performance review criteria, in line with our principles of competitive, performance-based rewards for all employees.

At Deloitte, health and safety are prioritised by creating the conditions our people need to feel supported and safe across all aspects of their wellbeing – physical, mental, and emotional. We are committed to continually fostering a work environment where employees can grow and thrive in line with our Mental Wellbeing Policy. This year, we updated the policy and added a toolkit for conversations on ways of working. This toolkit equips leaders to start conversations about wellbeing, focusing on tasks, responsibilities, and opportunities for flexibility within the specific role.

We actively monitor our progress in this area by engaging directly with employees through our annual engagement survey. This year, 79% of our employees are confident that Deloitte would support them if they were experiencing challenges with their mental health and wellbeing.

We strive to be the best place to work, not only by creating a great environment, but also by helping our people grow professionally and personally.

Formal training remains a cornerstone of learning and development at Deloitte Denmark. Serving as our central hub for learning and development, it supports the delivery of a comprehensive, personalised experience that fosters lifelong learning, in close collaboration with our business units. Through tailored learning journeys, we empower our people to advance their careers and strengthen their technical, professional, and leadership capabilities. This is supported by an online platform that is regularly updated as we develop and identify new, relevant training content.

At Deloitte, we use a performance management approach called Performance Experience, which is grounded in individual strengths and continuous development and aligned with Deloitte Nordic. We conduct annual performance reviews to ensure fair evaluation, foster career development, and drive performance excellence. At the beginning of each financial year, every employee, together with their people leader, sets performance and development goals as part of their development plan. The plan emphasises career progression, role expectations, and sustainable work-life balance. In FY26, 85.4% of employees had a development plan in SuccessFactors, our HR system, that included at least one documented performance or development goal.

Our performance depends on effective teamwork fostered by strong leadership. We invest in leaders who develop others, build trust across teams, and raise the standard for those around them – thereby building the collective strength the organisation depends on. Sustaining that strength requires a continuous, year-round focus on development. We measure this in our engagement survey by asking employees whether they feel that ‘Someone at Deloitte is invested in my growth and development’. Our target is a favourability score of 75% by FY26 and 85% by FY27 and beyond. This year, we reached 77%, surpassing our target by 3 percentage points compared with FY25.  

We remain committed to fostering a diverse, equitable, and inclusive environment that drives innovation and reflects the varied perspectives of our clients and communities. 85% of our female employees report that ‘My work environment is respectful, supportive, and inclusive’ compared with 88% of our male employees. This exceeds our original FY26 target favourability score of 85% and puts us on track to reach our target of 90% by FY27. We also aspire to eliminate significant differences in talent experience between our male and female employees. 

Our overall gender balance is 44% women and 56% men. However, we continue to face challenges with a skewed gender balance at the leadership level. We are dedicated to providing equal opportunities in recruitment, development, and promotion, with a focus on increasing women’s representation in partner and leadership roles. In FY26, we made significant progress towards a more balanced partnership, with 40.7% of new partners being women (11 of 27). Amongst our internal partner promotions, we achieved a 50/50 gender balance (8 of 16).  

Retention is equally critical. We remain committed to eliminating bias from our talent review processes. Our pay equity analysis shows no significant difference in performance evaluations between male and female colleagues. 

This year, we further strengthened our pay equity processes and methodologies to ensure this commitment is reflected in our remuneration practices. Our Compensation Policy sets out clear principles of non-discrimination, transparency, and equity that underpin our pay equity framework.

Our year-end salary review uses multivariate regression analysis to examine the gender pay gap, adjusting for factors that legitimately explain pay differences between individuals. If gaps are identified, we assess them carefully and take action to justify or close them.