At Deloitte, people are at the heart of everything we do. We rely on the knowledge, creativity, and passion of our workforce to deliver high-quality solutions and lasting value to our clients and society. To sustain this, we prioritise attracting and retaining top talent, ensuring fair and supportive working conditions, and offering continuous development opportunities. Lifelong learning forms the foundation for growth, and we actively support our people in expanding their skills and knowledge throughout their careers. Recognising that diverse teams perform better, we are dedicated to fostering an inclusive workplace where everyone feels respected and empowered to succeed. Our commitment is to provide a meaningful and rewarding work experience for all our people. 

We are proud to be an attractive employer and remain dedicated to fostering an inclusive, engaging environment that attracts and retains a diverse talent pool. In FY25, we averaged a headcount of 3,366 people (FY24: 3,393) and welcomed 625 new colleagues (FY24: 663). We received 28,091 applications (FY24: 22,650), of which 2.2% (FY24: 2.9%) joined Deloitte. We work to maintain a workforce size congruent with our business’s demands and strive to create the best experience as we continue to navigate our existing and emerging markets. 

We are pleased to see an improved gender balance among our new hires and that our efforts to attract a more gender-diverse group of people have paid off.  

The share of new hires welcomed this year includes 9.2% rehires, spanning all levels of the organisation from early career to senior leadership. Their decision to return reflects the strength of our culture, the opportunities we provide, and the meaningful connections built within Deloitte.  

We continue to maintain a balanced talent pool in our more junior roles, and we have successfully increased the share of female Senior Managers from 38% to 43%. This is an important step in our efforts to secure a strong pipeline for the Partner level and, over time, achieve better gender balance in top management. Read more about these efforts in our Gender Equality section below.  

Within Deloitte Denmark,13% of our people are international, representing 59 different nationalities, up from 12% and 56 nationalities in FY24. We are delighted to continue attracting so many colleagues from around the world, and we believe that this dimension of our workforce brings an invaluable diversity of experience and thought to our teams and clients. 

We closely track retention data and report it at both the business unit and national levels as part of our Talent KPIs. These reports are presented to senior management biannually, enabling us to promptly investigate causes and take action to address challenges that might be contributing to any decline in retention. 

Our Culture Ambassadors include 23 diverse representatives from all our business units, Employee Resource Groups, various levels of seniority, and international backgrounds. They are representatives from across the firm who work to strengthen our workplace culture by providing insights on important topics related to our culture and driving progress. This group meets regularly to discuss challenges and initiatives, reports to the Executive team, and shares new initiatives across the firm.  

At Deloitte, we are steadfast in our commitment to the highest standards of ethics, integrity, and quality. Our culture is built on respect, inclusion, and professionalism, and is dedicated to fostering a workplace free from discrimination, harassment, and any form of unethical behaviour. These principles are at the heart of our Global Principles of Business Conduct (Global Code) and the NSE Code of Conduct. 

To support these values, we have a 'Speak Up' whistleblower mechanism that allows employees, clients, and others to report concerns confidentially and securely. This system ensures that all reports are thoroughly investigated and addressed. Last year, we revised our 'Speak Up' setup to make it more transparent, effective, and independent of business leadership. To learn more about how we handle ethics cases, please see the Governance section in the Impact Report. 

At Deloitte, we support all parents and co-parents by offering equal parental leave terms, providing 24 weeks of fully paid leave. We encourage everyone to take full advantage of this benefit. During FY25, 256 of our talents 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 15 weeks of leave, up from nine weeks in 2020/21. Additionally, over 80% of our employees who took parental leave have returned to their careers at Deloitte and remained with us for at least one year. 

We persistently strive to be the best place to work, not just by creating a great environment but by helping our people grow both professionally and personally. We know that careers span decades, and the idea of completing education once and never revisiting formal training no longer makes sense. As Denmark’s largest professional services firm, we are committed to reshaping the traditional model by fostering a culture of continuous learning that helps our people stay relevant, expand their potential, and contribute meaningful work throughout their careers. 

360 Develop – Centre for Lifelong Learning 
Launched last year, 360 Develop has become the cornerstone of formal training activities at Deloitte Denmark. As our central hub for learning and development, it supports the delivery of a comprehensive, personalised experience designed to foster lifelong learning in close collaboration with the business units. Through tailored learning journeys, we empower our people to advance their careers while strengthening their technical, professional, and leadership capabilities. This is supported by an online platform that is continuously updated as we develop and identify new relevant training. During FY25, we had 2,797 unique users visiting our platform. The learning journey approach is highly relevant to the goal-setting process, and we will continue our work on strengthening the link between learning journeys and our talents’ development plans to ensure high-quality training aligned with business goals, Deloitte Global Talent Standards, and societal impact.  

We are committed to significantly investing in our talents’ learning over the coming years, focusing on continuous development to meet evolving needs and maintain excellence in learning outcomes. 

During FY25, we invested an average of DKK 14,533 in training per talent, resulting in a total investment of DKK 49,805,234, in addition to the total of 124,542 working hours spent on training by our people. 

During FY25, 421 leaders chose to participate in one or more of our Leadership & Management courses offered locally (totalling 649 leadership training sessions), an increase from 321 leaders in FY24. 

We remain committed to fostering a diverse, equitable, and inclusive environment that drives innovation and represents the varied perspectives of our clients and communities. Our overall gender balance is 44% women and 56% men; however, we continue to face challenges with a skewed gender balance at the manager level and above.  

We are dedicated to providing equal opportunities in recruitment, development, and promotion, with a focus on increasing the representation of women in leadership roles. This commitment is reflected in the steady but slow rise in the proportion of female Partners. In FY25, 30.6% of the new Partners who joined the Partner group were women (11/36), bringing the total to 20% female Partners. Our ambition is to elevate this share to 27% by FY27. To achieve this, we are continuing our efforts and creating action plans at the business unit level with a focus on talent development, leadership, and sponsorship. By improving our share of female Partners, we are also strengthening our pipeline to Equity Partner, where today 11% are women.  

Our promotion pipeline data continues to indicate a higher proportion of men than women expected to be promoted. However, upon examining the actual promotions, we are pleased to see that the gender disparity is narrower than anticipated and does not consistently favour men. We remain committed to mitigating biases within our Talent Review processes, and our analysis reveals no significant difference in average performance ratings between male and female talents.

We continue to closely monitor our promotion pipeline data and have included the ‘expected share of promotions from the talent pool’ in our Talent KPIs this year. We have set renewed gender targets for the Partner level and introduced targets for senior and junior levels. This approach enables us to better track and monitor our gender balance and implement targeted initiatives to achieve our goals. 

Our goal is to maintain a gender balance of at least 40/60 on our Board, and we are pleased to have exceeded our target this year, with 50% of our partner-elected board members being women. Our target is for our Executive team to be 33% female in FY27. Although we started the year with 33% women, as 4 out of 12  Executive members were women, we ended the year with 25% women. This decrease is due to one of our female leaders being promoted to a role within Nordic leadership. 

Putting pay equity into practice
At Deloitte, we are committed to equal pay for equal work. This year, we have focused on enhancing our pay equity processes and methodologies to ensure that our commitment to pay equity is reflected in our remuneration practices.

Our analaysis show a total adjusted pay gap of 1.3% in favour of men. This comprises a 0.5% gap for junior staff and a 2.5% gap for senior staff. We are committed to continuously improving our processes, policies, data foundation, and reporting to ensure pay equity in the years to come. 

At Deloitte Denmark, we are dedicated to building a culture where everyone feels recognised, valued, and empowered to make a meaningful contribution. Our commitment to diversity, equity, and inclusion (DEI) is at the heart of our success. These principles are not merely actions we take; they define who we aspire to be. We understand that diversity fuels innovation, equity ensures fairness, and inclusion brings these values to life. Our goal is clear: to create a workplace where every voice is heard, and every individual has the opportunity to thrive. 

These employee-driven communities bring together people with shared interests and experiences, creating space for connection, dialogue and advocacy. They reduce the risk of exclusion and disengagement, offer networking and development opportunities for underrepresented groups, challenge traditional perspectives and provide critical insights to tackle diversity, equity, and inclusion challenges. 

For more information on our ERGs and how they contribute, explore the Social section in our Impact Report.