2024 Global
Impact Report
Together makes progress
At Deloitte, we’re helping advance inclusive and
sustainable progress across the issues that matter most.
Discover our impact over the past year.

2024 GLOBAL IMPACT REPORT
2
Table of contents
Global Impact Report
Message from leadership
03
Business
04
Our people
12
Environmental
17
Social
24
Governance
29
ESG highlights
32
Metrics and frameworks
Performance metrics table
35
Stakeholder engagement and materiality
52
Basis of reporting
57
Task Force on Climate-Related
Financial Disclosures report
70
Stakeholder capitalism metrics reference table
92
Global Reporting Initiative (GRI) index
96
Environmental Performance Data
Limited Assurance Report FY2024
115

3
2024 GLOBAL IMPACT REPORT
Global Impact Report
Business

Our people
Environmental
Social
Governance
ESG highlights
Metrics and frameworks
Message from leadership
This has been a year of challenges for many around the world—from rising
geopolitical tensions and multiple conflicts, uncertainty in key economies, and the
imperative to address climate change, to the need to transform in response to rapid
advancements in areas like artificial intelligence (AI).
These are complex challenges that no organization can solve alone. However, as we
collaborate with business, governments, nonprofits, and innovators, we see reason
for optimism. We’re reminded how together we can make progress on some of the
most critical, complicated matters.
Shaping technology-led transformations and
sustainable growth
It is time for organizations to make important decisions around integrating new
technologies, evolving their operational models, adapting to regulatory changes,
and planning their workforce strategies. The decisions made now by leaders in
business and government around the world are likely to ripple across society for
decades to come.

integrating new
technologies, evolving their operational models, adapting to regulatory changes,
and planning their workforce strategies. The decisions made now by leaders in
business and government around the world are likely to ripple across society for
decades to come. In critical areas like AI and sustainability, the actions that leaders
take could lead to a range of outcomes—net job growth or job losses, greater global
cooperation or increased geopolitical tension, and broader economic opportunity
or widening inequality. We believe we all have a responsibility to help steer these
dynamics in a direction that will create a more sustainable environment in which
all can thrive.
Deloitte is leading the way, helping clients refine and scale trusted Generative AI (GenAI)
solutions through Deloitte’s global GenAI incubator network, while also using AI-powered
tools to enhance our people’s experiences of work and transform the way Deloitte
serves clients. And we are working with organizations to advance their climate-led
transformations, as we accelerate toward Deloitte’s net-zero by 2040 goal. Throughout
this report, we share how we are working around the world to take positive action and
make meaningful progress with purpose.
Delivering impact for our stakeholders
Deloitte serves the public interest in all that we do. We recognize that we can make a
significant impact through the high-quality services Deloitte professionals provide every
day—and we understand that business growth and success are inextricably linked with
societal progress, a thriving natural environment, and economic growth. We measure
our impact to hold ourselves accountable and help stakeholders evaluate our progress.
We draw strength from Deloitte’s 460,000 people and multidisciplinary model, bringing
together our tremendous breadth of experience to address the forces shaping
business and society.

impact to hold ourselves accountable and help stakeholders evaluate our progress.
We draw strength from Deloitte’s 460,000 people and multidisciplinary model, bringing
together our tremendous breadth of experience to address the forces shaping
business and society. Our ability to sustain a growth trajectory reflects this, as does
Deloitte’s continuing recognition as a leader across capabilities, industries, and regions.
In addition, we are proud to have again been named the world’s most valuable and
strongest commercial services brand and among the world’s best places to work.
Advancing progress in a changing world
Deloitte’s size and scale place us in a unique position to help change the world for the
better. Our distinctive culture is built on a foundation of quality, ethics, and integrity—it
is at the core of each decision we make. As we continue to expand on Deloitte’s nearly
180-year legacy of making an impact that matters, we see a future that is bright.
Joe Ucuzoglu
Deloitte Global CEO
Anna Marks
Deloitte Global Chair

Global Impact Report
Business

Our people
Environmental
Social
Governance
ESG highlights
Metrics and frameworks
4
Business

Global Impact Report
Business

Our people
Environmental
Social
Governance
ESG highlights
Metrics and frameworks
2024 GLOBAL IMPACT REPORT
5
Revenue by business
Total revenue
FIGURE 1
Revenue by business
FIGURE 3
Revenue by region
FIGURE 4
Revenue by industry
FIGURE 2
See endnotes
$67.2B
FY2024
$67.2B
FY2023
$64.9B
FY2022
$59.3B
Consumer
$13.0B
Energy, Resources & Industrials
$10.3B
Financial Services
$18.

B
FY2023
$64.9B
FY2022
$59.3B
Consumer
$13.0B
Energy, Resources & Industrials
$10.3B
Financial Services
$18.3B
Government & Public Services
$12.4B
Life Sciences & Health Care
$5.8B
Technology, Media & Telecom
$7.5B
$5.0B
Financial Advisory
$8.1B
Risk Advisory
$11.3B
Tax & Legal
$12.8B
Audit &
Assurance
$30.2B
Consulting
$67.2B
Total
Americas
$36.4B
Asia Pacific
$9.5B
EMEA
$21.5B

Global Impact Report
Business

Our people
Environmental
Social
Governance
ESG highlights
Metrics and frameworks
2024 GLOBAL IMPACT REPORT
6
The pace of change and disruption keeps
accelerating—from the rapid adoption of GenAI
and other breakthrough technologies to the
complexities of the climate crisis and continuing
shifts in the economic and geopolitical landscape.
As organizations around the world
seek to navigate this volatility, many are
challenged to change and transform the
ways they do business to stay agile and
competitive.
In this dynamic environment, Deloitte
works with clients to build trust and
confidence in business and markets,
turn deep insights into strategic action,
responsibly create and protect value,
and deliver innovative services and
solutions for the critical opportunities
and challenges organizations face.
Shaping sustainable growth
and climate-led transformation
The climate crisis and sustainability
challenges the world faces are urgent,
defining topics for business leaders—
and navigating this complex landscape
requires sophisticated solutions that
bring together business acumen and
technological innovation.

and climate-led transformation
The climate crisis and sustainability
challenges the world faces are urgent,
defining topics for business leaders—
and navigating this complex landscape
requires sophisticated solutions that
bring together business acumen and
technological innovation. Deloitte
Sustainability works with organizations
across industries and regions to help
drive meaningful advances in their
climate-led transformations. We assist
clients as they embed sustainability into
their strategies and operations, develop
new sustainable products and services,
re-engineer their supply chains, consider
tax implications, measure and report
on their progress, and manage evolving
sustainability regulation requirements.
Deloitte has been recognized as a leader
in the Verdantix ESG & Sustainability
Consulting Green Quadrant 2024.
Over the past several years, Deloitte
teams have helped thousands of clients
set and accelerate toward their net-zero
and sustainability goals. We deliver a
broad range of sustainability services that
help clients move beyond compliance
to transform their organizations and
realize sustainable growth using
Deloitte’s GreenSuite technology.
Through GreenSuite, which includes
GreenLight Solution and GreenSpace
Tech, organizations have the ability
to track progress in real time against
decarbonization targets and develop
actionable pathways, the means to
engage with ecosystems and alliances
in a collaborative space, and tools and
resources to help them navigate a
complex array of sustainability and climate
regulations. In addition, we collaborate
across ecosystems to drive tangible impact
in the market and help realize a clean
energy future. Deloitte’s Global Hydrogen
Center of Excellence supports clients
in scaling up low-carbon hydrogen and
driving large-scale decarbonization.

ross ecosystems to drive tangible impact
in the market and help realize a clean
energy future. Deloitte’s Global Hydrogen
Center of Excellence supports clients
in scaling up low-carbon hydrogen and
driving large-scale decarbonization.

Global Impact Report
Business

Our people
Environmental
Social
Governance
ESG highlights
Metrics and frameworks
2024 GLOBAL IMPACT REPORT
7
Accelerating GenAI solutions
and digital transformation
GenAI has captured the popular
imagination—and in just one year,
we have seen booming adoption and
development of GenAI applications
across business, government, and
society. Yet Deloitte’s State of Generative
AI in the Enterprise report found that
while almost 80% of business leaders
globally expect GenAI to drive substantial
transformation within their organizations
and industries over the next three years,
only 8% feel “very highly” prepared for its
integration into their business strategy.
Deloitte practitioners bring together
deep technical knowledge and business
acumen to help organizations bridge that
gap. We are harnessing the potential
of GenAI to drive tangible benefits
and value creation for companies
across industries, helping to turn their
ambitions into reality by scaling up
GenAI deployments beyond pilots and
proofs of concept. Deloitte’s global
GenAI incubator network helps enable
clients to experiment with GenAI tools—
then develop, deploy, and scale GenAI
solutions within their organizations. Over
the past year, Deloitte has helped clients
deliver more than 700 projects to provide
process efficiency, cost reduction,
elevated customer experience, and
greater value in the form of new insights,
faster innovation, and accelerated
growth.

Deloitte has helped clients
deliver more than 700 projects to provide
process efficiency, cost reduction,
elevated customer experience, and
greater value in the form of new insights,
faster innovation, and accelerated
growth. We work with Deloitte’s alliance
and technology collaborators across
our GenAI engagements, and Deloitte
employs its Trustworthy AITM
framework to help manage GenAI-related
trust and safety risks, as part of how we
consider trustworthy ethics in everything
we do.
We recognize that AI computing’s large
energy footprint is a challenge that is
widely acknowledged across industries.
Although advancements in energy-
efficient processors, chips, hardware,
and software are being developed, along
with innovations in cooling technology
and energy grid management, Deloitte
believes that business leaders deploying
AI use cases in their organizations should
understand the energy consumption
requirements and be intentional about
how AI can help accelerate business
outcomes, while at the same time not
impeding our collective path to net-zero.
Deloitte is committed to a sustainable
future and is working with clients and the
broader technology ecosystem to advise
on and implement strategies on the
energy mix, efficiency of AI data centers,
and optimal GPU usage.
In a world where technology underpins
almost everything, Deloitte draws on
its strong ecosystem of alliances and
technology relationships with many of
the world’s leading technology providers,
as well as emerging and innovative tech
companies, to guide clients through these
times of change. These relationships are
vital to help address some of Deloitte
clients’ and society’s most complex
challenges. Deloitte’s GenAI incubator
network works directly with Deloitte’s
alliance and technology relationships,
including leading enterprise software,
hardware, and cloud vendors.

te
clients’ and society’s most complex
challenges. Deloitte’s GenAI incubator
network works directly with Deloitte’s
alliance and technology relationships,
including leading enterprise software,
hardware, and cloud vendors.
Using GenAI to deliver an enhanced digital
customer experience
As a dedicated online brokerage, Rakuten
Securities understands the importance of
delivering an outstanding digital experience
to its customers across Japan. The
company’s leaders recognized that emerging
technologies could help Rakuten Securities
provide a more innovative, human approach,
particularly given GenAI’s ability to leverage
large language models and essentially
“speak” a human language.
In 2023, Rakuten Securities released its
GenAI-enabled Investment AI Assistant chat
service. In parallel, Deloitte Tohmatsu and
NVIDIA had each built a deep understanding
of how GenAI could augment human
capabilities, and both were eager to help
Rakuten Securities explore how the new
technology could further enhance the
customer experience. They collaborated on a
new system that would build upon the client’s
Investment AI Assistant, using NVIDIA ACE,
a suite of digital human technologies that
bring digital humans to life, as its foundation
and Deloitte’s Quartz Frontline AI™, an avatar-
based digital agent, as the next generation of
customer experience. The result was Rakuten
Securities’ Investment Consultation AI Avatar,
a new Japanese speech recognition and text-
to-speech function which enables the avatar to
recognize a customer’s investment questions
and deliver a response. This is accompanied
by human-like gestures from the avatar, as
well as synchronized mouth movements and
voice to facilitate realistic conversation-based
communication.
The AI implementation for Rakuten Securities
was built as part of Deloitte’s multi-year
alliance relationship with NVIDIA.

-like gestures from the avatar, as
well as synchronized mouth movements and
voice to facilitate realistic conversation-based
communication.
The AI implementation for Rakuten Securities
was built as part of Deloitte’s multi-year
alliance relationship with NVIDIA. After
developing the investment consultant AI
avatar in just two months, Rakuten Securities
provided an opportunity for customer
engagement at its New Year Conference 2024.
More than 90% of the Rakuten Securities
customers who had the chance to engage in
conversation with the avatar said they were
interested in using it in the future.

Global Impact Report
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Our people
Environmental
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ESG highlights
Metrics and frameworks
2024 GLOBAL IMPACT REPORT
8
Embedding continuous
advantage
Times of disruption can create
operational challenges, from expanding
adoption of digitalization to evolving
regulatory requirements, to the need for
increasingly specialized skill sets. Deloitte
practitioners work with organizations
to design, build, and run their critical
business functions through Deloitte’s
Operate services and our global delivery
center network. Through Deloitte’s
deep industry knowledge, leading-
edge technology, automation, and data
insights, Deloitte helps clients increase
operational efficiency and agility, add
value, and embed continuous advantage
into their operations.
Over the past year, Deloitte continued to
expand its Operate services with new
industry-specific solutions. For example,
Operate’s Future of Travel service
is designed to make travel more
seamless and secure by modernizing
the enterprise systems and operational
processes that facilitate travel with
digital issuance and arrival solutions—
unlocking a future where passengers can
secure necessary travel documents and
complete their journeys more swiftly and
smoothly.

and secure by modernizing
the enterprise systems and operational
processes that facilitate travel with
digital issuance and arrival solutions—
unlocking a future where passengers can
secure necessary travel documents and
complete their journeys more swiftly and
smoothly.
The Software-Defined Vehicles
end-to-end platform helps
manufacturers to send secure updates,
accelerate time to market, and integrate
third-party applications, while reducing
manual inputs. Operate teams are also
incorporating new and emerging
industry disruptions, such as GenAI.
Deloitte’s AI Factory as a Service helps
enterprises unlock value from this
new technology in a rapid, scaled, and
cost-effective manner across multiple
industries and businesses.
Providing enhanced cyber resiliency
through Deloitte’s Operate services
When Dhanani Group, a large US food
services company with hundreds of
locations, sought a recipe for enhanced
cyber resiliency, the company turned to
Deloitte. Dhanani Group wanted a solution
that would help detect potential cyber
attacks and support business continuity
amid ongoing cyber threats—and do it in
a way that did not require the company to
invest heavily in internal cyber capabilities
and tools. Instead, an “always-on” turnkey
solution—continuously managed by an
experienced services provider—sounded
ideal.
Dhanani Group considered that Managed
Extended Detection & Response (MXDR)
by Deloitte could meet its requirements,
helping the company take advantage
of managed cybersecurity services and
a Software-as-a-Service (Saas)-based
approach to incident management.

Detection & Response (MXDR)
by Deloitte could meet its requirements,
helping the company take advantage
of managed cybersecurity services and
a Software-as-a-Service (Saas)-based
approach to incident management. In
addition to endpoint protection, MXDR
by Deloitte is providing the company
with proactive threat detection,
24x7x365 monitoring, and response and
remediation—through an integrated suite
of cloud-hosted SaaS offerings managed
by Deloitte US practitioners in cyber
threat intelligence, security engineering,
and operations.
MXDR by Deloitte has helped enable
Dhanani Group to avoid creating a new
security operations center, investing in
on-premises solutions, or acquiring in-
house cyber talent. Instead, the company
can focus more on its core business. With
a single integrated set of leading cyber
technologies—provided turnkey and as
a managed Operate service by Deloitte
US—Dhanani Group has boosted its cyber
resiliency and confidence and improved
its ability to prevent and recover from
business-disruptive events. Moreover,
MXDR by Deloitte helps to better position
the company to embed continuous
advantage and address future needs,
including new cyber demands created by
business expansions.

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2024 GLOBAL IMPACT REPORT
9
Building trust in corporate
reporting
As a leader in quality, Deloitte Audit &
Assurance (A&A) is committed to our
vital role in building trust and confidence
in corporate reporting ecosystems—
upholding integrity, independence,
and transparency across 180,000+
engagements worldwide over the
past year.

urance (A&A) is committed to our
vital role in building trust and confidence
in corporate reporting ecosystems—
upholding integrity, independence,
and transparency across 180,000+
engagements worldwide over the
past year. Through our independent
assessment of an organization’s financial
and non-financial statements and
controls, Deloitte instills confidence that
an organization’s corporate reporting
is an appropriate reflection of its
impact to society and a sustainable
environment, the risks and opportunities
of its business model, and its financial
performance, position, and prospects. As
the evolution from traditional financial
reporting to broader corporate reporting
continues, Deloitte is helping companies
ready themselves for new or enhanced
disclosure requirements and engaging
stakeholders in meaningful, transparent
conversations.
Over the past year, Deloitte A&A
has made significant progress on
transforming how we deliver our services
through our innovative platforms,
Deloitte Omnia and Deloitte Levvia,
including developing additional GenAI-
enabled capabilities and solutions.
Deloitte has won multiple awards
recognizing leadership in technology
innovation, including the AI Innovation
Initiative of the Year at the 2024
International Accounting Forum and
Awards, Top Excellence Award at the
2024 Malaysian Institute of Accountants’
Digital Technology Adoption Awards,
and selection as the Top Finalist for the
Digital Innovation of the Year award at
The International Accounting Forum &
Awards 2023.
Navigating ongoing evolution
Taxation continues to be used as a
valuable tool to address major societal
concerns, from climate change initiatives
to inflation control measures, while the
emergence of new business models,
particularly those leveraging GenAI,
emphasizes the need for a dynamic
tax function.

to address major societal
concerns, from climate change initiatives
to inflation control measures, while the
emergence of new business models,
particularly those leveraging GenAI,
emphasizes the need for a dynamic
tax function. Deloitte’s Tax practices
have remained at the forefront of
these changes, advising clients as they
traverse the rapidly evolving business,
regulatory, and economic landscape. The
implementation of the Organisation for
Economic Co-operation and Development’s
two-pillar approach to tax challenges
catapulted tax up the corporate board
agenda, making it a regular part of C-suite
conversations as adaptation and action are
required. Deloitte’s Pillar Two services and
technology are helping clients with impact
assessment and response, provisioning,
compliance, and reporting. We are
continuing to innovate with our Intela tax
technology platform, which delivers an
integrated tech ecosystem for tax work
planning, management, data collection,
analysis, and transformation. In addition,
we have advised Deloitte clients on the
potential tax implications of AI, along
with the rapid emergence of GenAI, and
provided AI-powered tools that automate
processes, expedite response times, and
enhance accuracy.
During the past year, Deloitte continued to
provide comprehensive Operate services,
including implementation, and where
permissible outsourcing, including a focus
on addressing emerging e-invoicing and
e-reporting requirements mandated
globally. Deloitte teams help clients
with their continuous compliance and
operational efficiency through seamless
integration of business systems and
processes. Deloitte also enhanced its
Global Employer Services (GES) and
Mobility offerings, helping organizations
manage complex global workforce
challenges, cross-border tax compliance,
and remote working policies amid market
turbulence.

processes. Deloitte also enhanced its
Global Employer Services (GES) and
Mobility offerings, helping organizations
manage complex global workforce
challenges, cross-border tax compliance,
and remote working policies amid market
turbulence. In addition, Deloitte’s new
alliance with Payslip offers clients a
comprehensive global payroll solution
in an integrated Payroll Operate offering
across GES and Business Process Solutions
using advanced technology integration
capabilities.
As general counsels increasingly become
hybrid business and legal advisors, Deloitte
Legal1 stands committed to guiding clients
through these complex responsibilities,
providing strategic insight and legal
solutions across M&A, people law,
contracts, data privacy, ESG management,
tax regulations, cybersecurity, and more.
Deloitte Legal’s continuous efforts to
respond to escalating regulatory, business
model, and environmental changes have
been instrumental in transforming the
operating models of Deloitte clients’ legal
departments. As digital transformation
becomes ever more pivotal to business
strategy, Deloitte Legal practitioners
continue to guide businesses in integrating
legal considerations into core business
operations—enhancing the accuracy and
speed of processes, realizing efficiencies,
mitigating legal risk, and uncovering new
insights using advanced analytics.

Global Impact Report
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2024 GLOBAL IMPACT REPORT
10
Creating and protecting value
in a changing environment
Our Consulting services: Strategy, Risk
& Transactions and Technology &
Transformation provide a full suite of
solutions to help empower organizations
to thrive in a complex and constantly
shifting environment, from creating
and protecting value, to managing
and mitigating risk, to advancing their
transformation through strategic advice
and technology solutions.

of
solutions to help empower organizations
to thrive in a complex and constantly
shifting environment, from creating
and protecting value, to managing
and mitigating risk, to advancing their
transformation through strategic advice
and technology solutions.
Deloitte Strategy, Risk & Transactions
(SR&T) practitioners act as trusted
C-Suite and board advisors, equipping
clients to create and protect value,
manage risk, and support compliance
for the benefit of business, society,
and the global economy. Over the past
year, our end-to-end M&A practice
advised companies on driving growth,
rebalancing portfolios, building
resilience, and developing new or deeper
capabilities in sustainability and AI.
Deloitte’s Strategy and Business Design
practices provided insights and impartial
economic analysis and research;
quantified economic and social impacts
of net-zero targets and iconic global
sporting events; supported decisions to
deliver social and economic objectives;
and developed the first-of-its-kind clean
hydrogen energy model, which will be
instrumental as countries continue to
transition energy sources.
Through our SR&T services, Deloitte
practitioners helped organizations
build trust, resilience, and security for
enduring success. Deloitte has combined
its Risk and Regulatory consultancy with
the latest technologies and tailored
strategies in areas such as sustainability,
strategy, policy, regulation, compliance,
and controls, to enable clients to
remain resilient in the face of complex
challenges. Deloitte’s Risk, Regulatory,
and Forensic practices worked with
public and private sector organizations
to help address global financial crime;
navigate fraud, waste, and abuse matters;
and manage large-scale litigations and
regulatory responses
with proprietary AI solutions.

and Forensic practices worked with
public and private sector organizations
to help address global financial crime;
navigate fraud, waste, and abuse matters;
and manage large-scale litigations and
regulatory responses
with proprietary AI solutions. Deloitte
also continued to grow its Financial
Crime Operate capabilities to drive
solutions in areas such as fraud,
technology, and insurance.

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11
Advancing clients’
transformation journeys
In a world of exponential change,
organizations turn to Deloitte Technology
& Transformation practitioners to deliver
exponential impact to advance their
transformations. Deloitte continues to
invest in future-facing capabilities—
including GenAI—to power its strategic
advice and technology solutions and
help clients navigate the future. Drawing
on the breadth of our market-leading
multidisciplinary capabilities, Deloitte
co-innovates with clients at each stage
of their transformation journey, tailoring
our services to the outcomes they seek.
Over the past year, we introduced
Deloitte AscendTM, our leading-edge
delivery platform. By integrating
industry experience with innovative
technologies, Deloitte is transforming
our packaged-technology clients’ user
experience with a consistent best-in-class
approach, reduced project timelines,
and real-time data insights. In addition,
Deloitte US launched the Center for
Controllership, a research, resource,
and collaboration center designed to
guide clients through the changing
role of the controller. In today’s rapidly
evolving digital landscape, organizations
need a robust cybersecurity strategy
that not only addresses the complexity
of modern threats but also supports
key business objectives.

designed to
guide clients through the changing
role of the controller. In today’s rapidly
evolving digital landscape, organizations
need a robust cybersecurity strategy
that not only addresses the complexity
of modern threats but also supports
key business objectives. Through an
updated Global Cyber Strategy, Deloitte
has formed strategic relationships with
top technology providers, including the
introduction of ConvergeSECURITY in
collaboration with Amazon Web Services
and the introduction of a CyberSphere
offering with NVIDIA Morpheus, all
aimed at delivering enhanced value
to Deloitte clients.
Find out more
Artificial intelligence and innovation
Core services
Locations
Analyst recognition
Metrics and frameworks
Digitizing the patient experience
How closely do patients read the
printed information provided with
their medicines? Data from the US and
UK suggests that many people who
take medicine don’t read the patient
information leaflets (PILs) that come
with their medication. Those that do can
find it hard to understand or want more
information.
In a digital economy, this system is
outdated. Innovators in the life sciences
and health care sector are exploring
a fresh approach through the use of
electronic product information (ePI).
Recognizing the potential benefits for
patients, health care systems, and
the planet, AstraZeneca is laying the
groundwork for change: the company’s
goal is to introduce ePI across all products
by 2030, while ensuring flexibility for
patients to access product information
through alternative ways, if needed.
Since 2021, Deloitte North and South
Europe (NSE) has worked alongside
AstraZeneca to build a robust ePI digital
solution, creating a platform that enables
access to ePI by scanning a QR code
found on the packaging of AstraZeneca
medicines.

NSE) has worked alongside
AstraZeneca to build a robust ePI digital
solution, creating a platform that enables
access to ePI by scanning a QR code
found on the packaging of AstraZeneca
medicines. Scanning the QR code will
bring up a digital version of the paper PILs
found in medicine packs. AstraZeneca’s
ePI digital solution has been implemented
across a wide range of medicine products,
with pilot programs rolled out across 24
markets, including Australia, Canada,
Japan, Portugal, Singapore, and Spain.

12
Our people
Global Impact Report
Business

Our people
Environmental
Social
Governance
ESG highlights
Metrics and frameworks

2024 GLOBAL IMPACT REPORT
13
Global Impact Report
Business

Our people
Environmental
Social
Governance
ESG highlights
Metrics and frameworks
Our people by the numbers
Total headcount vs new hires
FY2024
FY2023
FY2022
Total headcount
New hires
460,300
456,830
92,910
132,700
411,950
460,300
156,430
FIGURE 1
Developing top talent
46
average annual training
hours per individual
$647M+
direct training
investment
21M
formal training hours
delivered for our people
6
Deloitte University
facilities around the world
FIGURE 2
Headcount breakout - Gender by region
45%
47%
46%
55%
53%
54%
Men
Women
Americas
Asia Pacific
EMEA
FIGURE 6
Attracting top talent
7.

URE 2
Headcount breakout - Gender by region
45%
47%
46%
55%
53%
54%
Men
Women
Americas
Asia Pacific
EMEA
FIGURE 6
Attracting top talent
7.23M
applications received
across the organization
31,300
internships
92,910
new hires
FIGURE 3
Headcount breakout - Overall by gender and age
By gender
Women
Men
54%
46%
Age < 30
Age 30 - 50
Age > 50
46%
48%
6%
By age
FIGURE 5
See endnotes
Headcount breakout - Age by region
48%
48%
48%
45%
47%
7%
5%
Age 30 - 50
Age < 30
Age > 50
Americas
Asia Pacific
EMEA
45%
7%
FIGURE 4

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ESG highlights
Metrics and frameworks
As a global network powered by human intellect
and breakthrough thinking, Deloitte is dedicated to
creating enduring career value for our people.
In 2024, the annual Deloitte Global Gen
Z and Millennial Survey connected with
nearly 23,000 (non-Deloitte) respondents
across 44 countries to track their
experiences and expectations at work
and in the world more broadly. As the
results of the survey make clear, while
these generations’ overall optimism is
rising, they continue to be concerned
about their futures, especially when
it comes to financial security, climate
change, and the social and political
outlook. They seek purpose-driven
careers that align with their values
and prioritize mental well-being and a
healthy work/life balance.

, especially when
it comes to financial security, climate
change, and the social and political
outlook. They seek purpose-driven
careers that align with their values
and prioritize mental well-being and a
healthy work/life balance. With 80% of
our workforce comprised of Gen Z’s
and millennials, Deloitte is focused on
supporting the professional and personal
growth of all of our 460,000 people
around the world—from the meaningful
and challenging work we provide, to the
world-class learning and development we
offer, to our competitive, market-based
compensation and benefits.
We seek to foster an inclusive, supportive
workplace where our people can thrive
throughout their career journeys. Our
distinctive Deloitte culture is built on a
foundation of quality, ethics, integrity, and
purpose. It shines through in all the ways
we help enable our people to maximize
the contributions they make to Deloitte
clients and the communities in which
they live. And we have been recognized
for bringing these commitments to life.
Deloitte was named among the World’s
Best Workplaces in 2023 by Great Place
To Work®, rising to No. 6.
Fostering an inclusive,
supportive culture and
a diverse workforce
Deloitte is committed to providing an
inclusive and equitable workplace where
everyone can thrive. Guided by
Deloitte’s Shared Values, we strive to
empower our people to achieve their full
potential and make an impact that matters
every day.
Deloitte’s global diversity, equity, and
inclusion (DEI) strategy is core to our
business strategy.

strive to
empower our people to achieve their full
potential and make an impact that matters
every day.
Deloitte’s global diversity, equity, and
inclusion (DEI) strategy is core to our
business strategy. It is founded on six
core pillars—disability inclusion; LGBT+
inclusion; mental health; neurodiversity;
race, ethnicity, and indigenous
communities; and women’s equity—
underpinned by a focus on a respectful
and inclusive culture. Deloitte firms focus
their DEI efforts around these pillars,
alongside any specific DEI priorities
relevant to their countries.
We also bring our DEI priorities to life
internally and externally through thought
leadership and insights, such as the annual
Deloitte Global Women @ Work: A Global
Outlook report. Now in its fourth year, the
report is built on a survey of approximately
5,000 working women (outside Deloitte)
across 10 countries that asks about their
experiences in the workplace and factors
that can impact them. According to the
findings of the 2024 report, rising stress
levels and poor mental health persist, and
fewer women report feeling supported
by their employers to balance work
responsibilities with their commitments
outside of work—a trend that is leading
some women to switch employers. At
Deloitte, we also study the results of this
and our other thought leadership reports
to incorporate leading practices in our
organization. For example, we continue
to offer flexible work arrangements that
benefit all genders, alongside taking action
on critical elements such as women’s
health and mental health.

our other thought leadership reports
to incorporate leading practices in our
organization. For example, we continue
to offer flexible work arrangements that
benefit all genders, alongside taking action
on critical elements such as women’s
health and mental health.

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Additionally, aligned with our global focus
on women’s equity and our commitment
to the UN Women’s Empowerment
Principles, we were proud to support the
UN-sponsored campaign, 16 Days of
Activism Against Gender-Based Violence,
a global call for action for the prevention
and elimination of violence against
women and girls. The Deloitte Global
Executive Committee comprises 20
members, 35% of whom are women
(down from 38% in FY2023), and the
Deloitte Global Board has 17 members,
with women making up 41% of the Board
(up from 35% in FY2023). Since 2019,
Deloitte firms have increased women’s
representation in both member firm
partnership and other leadership roles.
We continue to make progress toward
the 2025 goal of 30%; in FY2024, 27% of
member firm partners, principals, and
managing directors (PPMDs) are women.
As leaders, we know it is important to
set bold goals as a galvanizing force to
help motivate change across Deloitte.
As such, while this is not the 30% goal
we were aiming for by next year, we
are confident we will reach this soon.
Progress against this aspirational goal
and other measurements is monitored
and reported to the Deloitte Global
Executive Committee and Deloitte Global
Board of Directors twice per year.

year, we
are confident we will reach this soon.
Progress against this aspirational goal
and other measurements is monitored
and reported to the Deloitte Global
Executive Committee and Deloitte Global
Board of Directors twice per year.
In 2018, Deloitte Global proudly signed
up to the UN Standards of Conduct
for Business in Tackling Discrimination
against LGBTI people (the UN Standards).
In line with the UN standard to act in
the public sphere, we launched the
Deloitte Global 2023 LGBT+ Inclusion
@ Work report based on a survey of
approximately 5,500 (non-Deloitte)
LGBT+ respondents from 13 countries,
further exploring the experiences of
the LGBT+ community in the workplace.
In addition, in support of International
Transgender Day of Visibility (TDoV)
2024, we produced a short film featuring
transgender Deloitte colleagues
highlighting what TDoV—and visibility
and allyship—means to them. Where
permitted under local data privacy and
employment laws, we enable Deloitte
people to voluntarily and anonymously
disclose whether they identify as LGBT+
through Deloitte’s annual Global Talent
Experience survey. This data is just one
of the ways that we seek to understand
the views of our LGBT+ people on their
talent experience at Deloitte and it plays
a key role in helping to identify both
the impact of Deloitte’s global LGBT+
inclusion strategy and future areas of
focus.
We are also focused on conducting
research and publishing thought
leadership on the importance of mental
health in the workplace and have
published a deep dive based on the
mental health findings of our annual Gen Z
and Millennial Survey each year since 2020.

conducting
research and publishing thought
leadership on the importance of mental
health in the workplace and have
published a deep dive based on the
mental health findings of our annual Gen Z
and Millennial Survey each year since 2020.
Demonstrating our commitment to
supporting people with disabilities and
those who are neurodivergent, Deloitte
Global is a proud signatory of the
International Labour Organization’s Global
Business and Disability Network Charter.
Given that a significant focus of the charter
is to raise awareness around disability
inclusion and neurodiversity, Deloitte has
developed videos in the “Can you see me,
do you hear me?” series featuring two of
our Deloitte people, Matt and Rebecca,
sharing their experiences with disability
and neurodiversity, respectively. Where
permitted under local data privacy and
employment laws, we enable Deloitte
people to voluntarily and anonymously
disclose whether they identify as LGBT+
through Deloitte’s annual Global Talent
Experience survey. This data is just one
of the ways that we seek to understand
the views of our LGBT+ people on their
talent experience at Deloitte and it plays
a key role in helping to identify both the
impact of Deloitte’s global LGBT+ inclusion
strategy and future areas of focus.
Developing and supporting
lifelong learners
With market realities and client needs
evolving rapidly, it’s important for Deloitte
people to be lifelong learners. We develop
our people throughout their careers, with a
focus on accelerating agility and leadership
skills and strengthening capabilities around
critical challenges facing Deloitte clients
and our global society. We also deliver
tech-focused reskilling in response to the
rapid pace of innovation.

careers, with a
focus on accelerating agility and leadership
skills and strengthening capabilities around
critical challenges facing Deloitte clients
and our global society. We also deliver
tech-focused reskilling in response to the
rapid pace of innovation. This includes
hot skills training around AI, cloud, and
cyber, as well as “hire to train” programs,
which help enable Deloitte to diversify
our recruiting pipeline and where future
Deloitte people have the opportunity
to gain the credentials and on-the-job
experience they need to help them
succeed in future roles. Our deep learning
and development offerings include
programs at Deloitte University (DU), as
well as virtual and on-demand,
always-on learning.

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As we consider the continued rise of
technology and the profound changes it
brings, Deloitte is reaffirming our network’s
focus on our greatest asset—our people.
Through our Enduring Human Capabilities
programming, we seek to encourage
and strengthen the core capabilities—
from curiosity to resilience to divergent
thinking—that underpin our ability to
evolve and transform both ourselves and
our business.
In 2024, we also held Deloitte’s first global
AI and GenAI Fluency Month devoted
to business-, industry-, and geography-
specific impacts of AI, along with hands-
on training offered in collaboration with
our Ecosystems & Alliances relationships.

held Deloitte’s first global
AI and GenAI Fluency Month devoted
to business-, industry-, and geography-
specific impacts of AI, along with hands-
on training offered in collaboration with
our Ecosystems & Alliances relationships.
During our Sustainability & Climate (S&C)
Learning Week and Earth Month, we also
continued our efforts to upskill our people
around S&C, from delving into the impacts
of the climate crisis to understanding how
Deloitte is supporting clients’ sustainability
journeys as well as advancing our own.
In addition, we launched Deloitte’s
Reach Higher: Paris 2024 Leadership
Development program as part of our
“partnership with purpose” with the
International Olympic Committee (IOC)
and International Paralympic Committee.
More than 500 Deloitte people participated
in a bespoke leadership development
program hosted at DU EMEA and the
Deloitte France office in Paris. They also
experienced the Olympic and Paralympic
Games Paris 2024 and gained an
appreciation of how Deloitte works with the
IOC to support their mission of bringing
together the world through sports.
Bringing Deloitte people together for moments that matter
Our people are our most valuable
asset—and investing in and developing
them is our top priority. Deloitte’s focus
on continuous and inclusive learning
spans each individual’s career journey,
and Deloitte University (DU) is the
cornerstone of our commitment to
leadership development. Participating
in an immersive learning program at
DU is an exceptional and memorable
development experience, helping
our people reach their full potential
and offering them the opportunity
to create—and strengthen—the
connections that are so important to
making an impact in a global network
serving multinational clients.

is an exceptional and memorable
development experience, helping
our people reach their full potential
and offering them the opportunity
to create—and strengthen—the
connections that are so important to
making an impact in a global network
serving multinational clients.
In 2024, we celebrated the opening of
our newest DU location, DU EMEA, a
world-class facility located just outside
of Paris. DU EMEA promotes cross-
border collaboration by bringing
together Deloitte people from across the
region, enabling the exchange of ideas
and perspectives, leading practices,
and innovative solutions. This new DU
location will help us continue to attract
top recruits, as well as retain and further
develop our talented people across the
region.
From the early days, DU has shown us
the importance of being together for
the moments that matter, including
leadership development, career
milestones, signature learning programs,
and custom client experiences. Since
opening the first DU in Westlake, Texas,
in 2011, we have launched additional
facilities in Hyderabad, Mexico City,
Singapore, Toronto, and now Paris. We
also have a new site under construction
near Beijing and are significantly
expanding our original Westlake
campus. DU provides opportunities
for our people to learn collaboratively,
develop connections, and then take
those learnings and insights back to their
teams in their respective parts of the
world. It is also a place where Deloitte
leaders of today meet our leaders of the
future, through leader-led development
programs, fireside chats, and networking
conversations. While digital learning
is a vital part of the culture of a global
network of our scale, DU reflects our long-
term commitment to and investment in
in-person learning.

development
programs, fireside chats, and networking
conversations. While digital learning
is a vital part of the culture of a global
network of our scale, DU reflects our long-
term commitment to and investment in
in-person learning.
Find out more
Disability inclusion
Learning and development
LGBT+ inclusion
Mental health
Neurodiversity
Race, ethnicity, and indigenous
communities
Women’s equity
Metrics and frameworks

17
Environmental
Global Impact Report
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Our people
Environmental
Social
Governance
ESG highlights
Metrics and frameworks

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Metrics and frameworks
Environmental by the numbers
Greenhouse gas emissions by scope
FY2024
FY2023
FY2022
FY2019
1,445,809
1,608,085
919,150
1,513,192
Scope 1 Fuel in buildings and fleet
Business travel
Purchased goods
and services
Commuting
(including teleworking)
Scope 2 Electricity and district heating
and cooling in buildings and fleet
Scope 3
FIGURE 4
Electric fleet
FY2030 goal
FY2024
FY2023
FY2022
100%
50%
39%
24%
FIGURE 3
Renewable electricity consumption
FY2030 goal
FY2024
FY2023
FY2022
FY2019
100%
93%
94%
91%
12%
FIGURE 1
Validated science-based net-zero by 20401
Near-term targets
• Reduce absolute scope 1 and 2 GHG emissions 70% by 2030
• Reduce scope 3 GHG emissions from business travel 55% per
FTE2 by 2030
• Engage with Del

Reduce absolute scope 1 and 2 GHG emissions 70% by 2030
• Reduce scope 3 GHG emissions from business travel 55% per
FTE2 by 2030
• Engage with Deloitte’s suppliers to have 67% by emissions3 set
science-based targets by 2025
Long-term targets
• Reduce absolute scope 1, 2, and 3 GHG emissions 90% by 2040
FIGURE 2
See endnotes

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The accelerating effects of climate change,
along with the need to move swiftly to a
low-carbon economy, constitute one of the
greatest challenges facing society.
Communities and businesses around the
world are grappling with the physical risks
of extreme weather, the health impacts of
carbon pollution, and the economic
effects as industries transition to more
sustainable business models and
seek to comply with climate-related
regulation. These challenges require bold,
collaborative solutions.
Deloitte is helping to lead the way toward
a low-carbon future by guiding clients on
their sustainability journeys, as well as
advancing meaningful actions within our
own operations and business. Leading
significant and lasting change in the world
requires collective efforts. To that end,
we work with Deloitte clients, our people,
suppliers, and ecosystems to develop
solutions to a wide range of sustainability
and climate challenges.
Guiding clients on the path to
net-zero and beyond
Recognizing business leadership and
collective action are critical to addressing
the climate crisis, we have deepened our
collaborations with clients, technology
alliances, and non-profits.

on the path to
net-zero and beyond
Recognizing business leadership and
collective action are critical to addressing
the climate crisis, we have deepened our
collaborations with clients, technology
alliances, and non-profits.
From implementing technology solutions
to responding to changing regulations,
Deloitte Sustainability is uniquely
positioned to help organizations across
industries and around the world move
from commitment to action on their
climate and sustainability goals, even in the
face of competing priorities and complex
stakeholder pressures.
We use technology to help our clients
tackle some of the toughest climate-
related challenges they face and support
their strategic decision-making and
business decisions around sustainability
investment. For example, by combining AI,
data, and fire-fighting resources, Deloitte
practitioners are collaborating on solutions
to help mitigate wildfire risks around the
world. Deloitte teams are also working
with clients to model, pilot, and scale
the circular economy, as organizations
seek help to comply with regional zero-
waste regulations and reap the benefits
of circular business models. In another
notable example, Deloitte Asia Pacific
launched a digital tool to give Australian
farmers free personalized data to help
them stay resilient in the face of
climate change.

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Metrics and frameworks
Leading the transition to a more sustainable
future through technology and innovation
Deloitte is using the power of AI and
geospatial data to help organizations
make more sustainable decisions and
take action to mitigate the impacts of
climate change.

Leading the transition to a more sustainable
future through technology and innovation
Deloitte is using the power of AI and
geospatial data to help organizations
make more sustainable decisions and
take action to mitigate the impacts of
climate change. Launched in early 2024,
Deloitte’s Geospatial and AI Platform
for Scenario Planning and Monitoring is
powered by a flexible, scalable, modular
set of technologies and data, including
Google Earth integrations, Google Earth
Engine, and GenAI technology from
Vertex AI. This dynamic solution draws
on cutting-edge, advanced technologies
from Google Cloud, a key technology
relationship, as well as several niche
solution providers and academic
collaborators. This offering gives clients
new insights and digital capabilities
that transform how organizations
shape disaster response, infrastructure
development, and urban planning
processes.
By coupling Deloitte’s industry experience
and sustainability insights with Google’s
strengths in geospatial and GenAI platforms,
Deloitte teams are helping clients leverage
climate tech to proactively anticipate and
plan, create next-generation solutions, and
advance progress toward their sustainability
goals. For example, Broward Metropolitan
Planning Organization’s leaders are building
a scenario planning capability that could
bring together their planning and operations
partners to access a single source of truth
and help address priorities around climate,
resiliency, transportation planning, and
economic development. Deloitte US is
using this platform approach to enable
policymakers, planners, researchers, and
community leaders to collaborate and
transform their ability to deliver on their
mission and planning activities, informed
and prepared to help address the potential
climate impacts on their coastal community.
This new platform builds on past success
with other sustainability solutions that
help communities improve planning
operations.

ability to deliver on their
mission and planning activities, informed
and prepared to help address the potential
climate impacts on their coastal community.
This new platform builds on past success
with other sustainability solutions that
help communities improve planning
operations. Notably, Deloitte is using
a new integration in Google Earth
to create AI-enabled digital twins of
urban communities and land parcels—
enabling Deloitte teams to quickly
generate scenarios that blend metrics
on sustainability, carbon efficiency, and
community quality of life. This provides
urban communities with the foundation
to continually assess and improve
planned developments against changing
environmental, contextual, and market
conditions, and make informed decisions
to help shape a more resilient future.

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ESG highlights
Metrics and frameworks
Scope 1 and 2
GHG emission
reductions
Percent reduction of metric tonnes
CO2e vs. 2019 base year
70%
81%
2030 goal
2024 progress
Percentage of
suppliers with
science-based
targets
Percentage of suppliers by emissions covering
purchased goods and sercices and business travel
67%
30%
2025 goal
2024 progress
Scope 3 business
travel per FTE
GHG emission
reductions
2030 goal
2024 progress
55%
53%
Percent reduction of metric tonnes
CO2e vs. 2019 base year
Making progress on our
climate commitments
We continue to work across our global
network to advance WorldClimate,
Deloitte’s environmental sustainability
ambition, which includes both actions we
take and actions we inspire to promote
more sustainable choices.

progress on our
climate commitments
We continue to work across our global
network to advance WorldClimate,
Deloitte’s environmental sustainability
ambition, which includes both actions we
take and actions we inspire to promote
more sustainable choices. We are
embedding sustainability into processes
and practices throughout the network
through procurement, including how we
work and what we buy, and measuring
performance against our goals.
Deloitte has committed to reducing
absolute scope 1, 2, and 3 greenhouse
gas (GHG) emissions by 90% by 2040
from a 2019 base year and reaching
net-zero GHG emissions across our
value chain by 2040. Deloitte’s net-zero
by 2040 goal has been validated by
the Science Based Targets initiative in
September 2024. Our near-term 2030
goals remain to reduce absolute scope
1 and scope 2 GHG emissions by 70%
and reduce scope 3 GHG emissions
from business travel by 55% per full-time
equivalent employee (FTE) from a 2019
base year.
Deloitte continues to make progress
on our commitments to the three core
initiatives of the Climate Group supporting
the advancement of renewable electricity
(RE100), electric vehicle adoption (EV100),
and energy efficiency/productivity (EP100).
In FY2024, 93% of the electricity Deloitte
purchased was renewable electricity.
Additionally, Deloitte US has recently
contracted to bring new renewable energy
to the grid, through a renewable power
purchase agreement. Looking across
our global network, Deloitte’s fleet has
advanced from 39% electric and hybrid-
electric vehicles in FY2023 to 50% in
FY2024.

the grid, through a renewable power
purchase agreement. Looking across
our global network, Deloitte’s fleet has
advanced from 39% electric and hybrid-
electric vehicles in FY2023 to 50% in
FY2024. We have also advanced on our
ambition to have all leased and owned
assets within our real estate portfolio
operate at net-zero carbon by 2030.
While Deloitte is taking action across
our network to reduce our direct carbon
emissions, our largest source of carbon
emissions occurs indirectly through
our supply chain. We are working with
suppliers to make progress toward a goal
of having 67% of them, by emissions, set
science-based targets (SBTs) by 2025.
From FY2021 to FY2024, the number of
Deloitte’s suppliers with SBTs increased
from 8% to 30%. This translates to 30%
of our suppliers, by emissions, having set
SBTs. Based on this progress, we know
we will not meet our 2025 target, but we
have taken meaningful steps to begin
decarbonizing our supply chain: through
targeted supplier engagement efforts, we
continue to influence suppliers to set SBTs,
we collaborate with them on emissions
reduction, and we work together to
advance product-level emissions reporting.
Deloitte’s supply chain has thousands
of suppliers with a range of readiness in
their ability to set SBTs. Year-over-year
changes in emissions factors also affect
the measurement and tracking of this goal,
and we continually enhance our carbon
emissions reporting methods in-line with
external standards. In addition, we have
incorporated sustainability criteria into
our procurement processes to support
the selection of suppliers that are aligned
to our sustainability goals.

and we continually enhance our carbon
emissions reporting methods in-line with
external standards. In addition, we have
incorporated sustainability criteria into
our procurement processes to support
the selection of suppliers that are aligned
to our sustainability goals. We continue to
work actively with our suppliers to advance
progress toward our long-term goals, and
include expectations of suppliers as it
relates to topics such as sustainability in
our Supplier Code of Conduct.

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Metrics and frameworks
Collaborating across our
ecosystem
We are engaging the broader ecosystem
to help create solutions that can
facilitate the transition to a lower-
carbon economy. As part of Deloitte’s
commitment to the First Movers
Coalition, we participate in aviation sector
working groups to drive innovation in
practices that support increased use
of cutting-edge sustainable aviation
fuel (SAF). Given our network’s use of
air travel in serving Deloitte clients and
our commitment to achieving our long-
term net-zero goals, Deloitte prioritizes
collaborations to help expand the market
infrastructure to decarbonize travel and
support low-emission transportation
solutions. For instance, Deloitte US has
entered into agreements with several fuel
producers and US airlines to purchase
SAF which will cover a portion of its
business travel. Several other Deloitte
firms have made progress in scaling
investment in SAF globally. For example,
purchases of Sustainable Aviation Fuel
Certificates (SAFc) were made by Deloitte
Belgium and Deloitte Australia in FY2024.
In addition, Deloitte US participated in
the Sustainable Aviation Buyers Alliance’s
multi-year RFP process for SAF, executing
our first multi-year SAF transaction.

oitte
Belgium and Deloitte Australia in FY2024.
In addition, Deloitte US participated in
the Sustainable Aviation Buyers Alliance’s
multi-year RFP process for SAF, executing
our first multi-year SAF transaction. As
processes for reporting and accounting
of SAF purchases continue to evolve,
Deloitte Global has also helped to
develop a chain of custody framework
for transport decarbonization through
membership in the governing board of
the Book and Claim Community.
In addition to Deloitte’s own efforts,
we are also exploring how business
can help advance SAF. For example,
Aviation’s Ticket to Decarbonisation, a
report by Deloitte Asia Pacific, highlights
the potential of SAF to help drive
decarbonization by changing the way
airlines and industry interact across the
value chain and outlines what businesses
can do to help increase SAF uptake.
As part of the Alliance of CEO Climate
Leaders, Deloitte Global works
alongside other members from diverse
sectors to help accelerate net-zero
transition activities by setting SBTs,
disclosing emissions, and advancing
decarbonization efforts across global
value chains. Deloitte also serves
as a technical advisor for the First
Suppliers Hub, a global repository
that helps companies decarbonize
their supply chains. This first-of-its
kind platform facilitates procurement
and collaborations across emissions-
intensive sectors and advances the
market for critical, emerging technologies
needed to help achieve aggressive climate
goals within the next decade and meet
decarbonization targets by 2050.
In June 2023, the International
Sustainability Standards Board (ISSB)
published its first two standards
addressing general requirements for
disclosure of sustainability information
and climate-related matters.

carbonization targets by 2050.
In June 2023, the International
Sustainability Standards Board (ISSB)
published its first two standards
addressing general requirements for
disclosure of sustainability information
and climate-related matters. Deloitte
joined nearly 400 organizations from 64
jurisdictions in signing a statement of
support for the ISSB Standards to be used
to form the global baseline for reporting
on climate, released by the ISSB during
COP28.
Deloitte is also a contributor to the
Sustainable Markets Initiative (SMI) and
collaborates with SMI on its mission to
build a coordinated global effort within
the private sector to help accelerate the
achievement of global climate, biodiversity,
and Sustainable Development Goal targets.

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ESG highlights
Metrics and frameworks
Advancing societal net-zero by
helping to reduce emissions
beyond our value chain
In addition to reducing Deloitte’s own
emissions, Deloitte firms are investing
in solutions that can deliver carbon
emission reductions and help drive the
scale-up of early-stage clean-tech and
nature-based solutions to help accelerate
societal decarbonization.
Over the past two years, we have
developed a more proactive, forward-
looking approach where we look
beyond taking responsibility for our
own emissions to focusing on actively
contributing to reducing and removing
emissions beyond our value chain. This
means channeling investments (through
a combination of direct funding and
carbon credits) and providing pro bono
support to a diverse portfolio of high-
impact external climate projects and
solutions.

emissions beyond our value chain. This
means channeling investments (through
a combination of direct funding and
carbon credits) and providing pro bono
support to a diverse portfolio of high-
impact external climate projects and
solutions.
For example, combining our knowledge
and funding, Deloitte NSE and Deloitte
Africa have joined forces to help social
enterprise The Sanergy Collaborative to
scale its circular organic waste solution,
which turns human and other organic
waste into sustainable fertilizer. The
Deloitte NSE and Deloitte Africa teams
are also working with The Sanergy
Collaborative to help increase sanitation
in Kenya and engage more small-scale
farmers to use regenerative inputs by
innovating their commercial model.
Deloitte DCE2 is supporting WeForest’s
mission to conserve and restore forest
landscapes with local communities
to maximize the impact of trees for
people, nature, and climate. Deloitte
DCE is helping WeForest to strengthen
the resilience of pastoral communities
to climate change and prevent lands
from becoming desert by restoring a
biosphere reserve in Senegal within the
Great Green Wall.
Expanding our focus to nature
and biodiversity
We recognize that climate change is
not the only environmental crisis we
face. Nature—including land, fresh
water, oceans, and the atmosphere—
provides the essentials for individuals,
societies, and economies to thrive.
While our environmental sustainability
commitments have focused on climate
action for the past decade, over the past
year Deloitte has taken steps to better
understand nature-related risks, impacts,
and dependencies, and begun to address
the broader threats facing nature and
biodiversity.

climate
action for the past decade, over the past
year Deloitte has taken steps to better
understand nature-related risks, impacts,
and dependencies, and begun to address
the broader threats facing nature and
biodiversity. Deloitte’s Commitment
to responsible business practices
reflects our belief that business shares a
responsibility to address climate change
and preserve the planet and natural
resources for future generations.
Although Deloitte’s impacts on nature
are largely indirect, we are committed
to supporting nature-positive solutions
and addressing impacts throughout
our operations and supply chain. Water
stress is a growing problem, with 50%
or more of the world living under highly
water-stressed conditions for at least
one month each year, according to the
World Resources Institute. Given that a
number of Deloitte offices are located in
such areas, we have started to measure
our facilities’ water use annually in water-
stressed areas, as a way to focus on
improving water management.
We are also investing in projects that
support communities facing water
stress. For example, Deloitte Global
supports the Upper-Tana Nairobi Water
Fund, which aims to provide water
security to the communities surrounding
Kenya’s most important watershed. The
Fund does this by empowering farmers
and educating them about sustainable
land management and agricultural
practices that enhance water quality
and maintain biodiversity.
Find out more
Climate considerations in
financial statement audits
Responsible climate choices
Metrics and frameworks
Environmental performance data
limited assurance report FY2024
CDP response

24
Social
Global Impact Report
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Environmental
Social
Governance
ESG highlights
Metrics and frameworks

2024 GLOBAL IMPACT REPORT
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Social by the

Social
Governance
ESG highlights
Metrics and frameworks

2024 GLOBAL IMPACT REPORT
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Social by the numbers
WorldClass commitment
FIGURE 1
FIGURE 2
See endnotes
Through WorldClass, we seek to expand opportunities for 100 million
individuals by 2030 by providing access to education and job skills.
81M
Individuals reached toward our 100M goal
24M
Individuals reached in FY2024
$189M
WorldClass investments
957,900
Hours of volunteer and pro bono time
dedicated to WorldClass
Societal investments
$416M
Total societal investments
2M
Hours of volunteer and pro bono time

2024 GLOBAL IMPACT REPORT
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Environmental
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Metrics and frameworks
In the face of pressing societal challenges—
from education and health equity to equity and
inclusion at work—Deloitte is working to advance
progress across our global society.
Through the services Deloitte
practitioners provide, our investments,
and our portfolio of initiatives focused
on creating educational and skills-
building opportunities, we are helping to
create a more equitable future.
Recognizing that we can accomplish
more by working together, Deloitte
actively engages with public and private
organizations, Deloitte clients and
alliance relationships, and others in our
ecosystem to help create solutions to
complex societal challenges.

we can accomplish
more by working together, Deloitte
actively engages with public and private
organizations, Deloitte clients and
alliance relationships, and others in our
ecosystem to help create solutions to
complex societal challenges.
Over the past year, we have continued
to contribute our know-how and
resources as part of Deloitte’s worldwide
commitment to invest more than US$3
billion over 10 years (FY2023-FY2032) in
societal impact initiatives to help address
systemic problems in communities
around the world.
Impacting 100 million futures
In this quickly changing and increasingly
digital world, people need new skills in
order to meet the challenges of today and
tomorrow. Education and enhanced job
skills are critical for enabling opportunity
and progress—and helping more people
succeed. Since 2017, Deloitte has focused
our network’s collective resources on
investing in education, digital skills
development, and training opportunities.
Our WorldClass ambition is to positively
impact 100 million futures by 2030
through programs and collaborations with
leading educational organizations. With
Deloitte donating funds, and our people
volunteering their time and abilities, our
efforts have provided support to millions of
students, teachers, and education leaders
worldwide. We have impacted 81 million
individuals since 2017, including 24 million
during FY2024.
For example, through the Deloitte China
Children Care Program, Deloitte China
volunteers provide mentoring and
support to primary school students in
rural communities, helping to bridge the
opportunity gap between urban and rural
areas.

example, through the Deloitte China
Children Care Program, Deloitte China
volunteers provide mentoring and
support to primary school students in
rural communities, helping to bridge the
opportunity gap between urban and rural
areas. Taking advantage of improved
internet infrastructure in many rural
communities, Deloitte China volunteers
help to nurture students’ social and
emotional skills, provide educational
advice, and empower each child they
work with through regular video calls.
In collaboration with the Institute
of Environmental Management and
Assessment (IEMA), Deloitte NSE developed
a green skills training course to support
a fair transition to a green economy. In
2024, Deloitte NSE and IEMA piloted the
program in the Middle East and the UK. To
date, nearly 400 people have completed
the course, including students, university
professors, and under-represented
groups in society.

2024 GLOBAL IMPACT REPORT
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Metrics and frameworks
Working together to tackle
collective challenges
Over the past year, we have collaborated
with Deloitte clients, governments,
innovators, and nonprofits around the
world to help drive impact on some of
the challenges facing society. Working
together, we can draw on Deloitte’s
business acumen, technology, resources,
and global network to deepen the
societal impact of nonprofits and
community organizations.
In Indonesia, Deloitte Asia Pacific and
Barry Callebaut, a leading manufacturer
of high-quality cocoa and chocolate
products, have collaborated to create
a program that provides skill-building
education for women in remote regions
across Indonesia.

Deloitte Asia Pacific and
Barry Callebaut, a leading manufacturer
of high-quality cocoa and chocolate
products, have collaborated to create
a program that provides skill-building
education for women in remote regions
across Indonesia. The initiative supports
women as they work to develop their
entrepreneurial talents by improving
financial literacy, implementing marketing
strategies, and generating sustainable
income that contributes to their families
and strengthens their communities for
the better.
Established by the Princess of Wales, the
Business Taskforce for Early Childhood
aims to transform how society, and
business, prioritizes and supports
children during their early years. A
founding member of the taskforce,
Deloitte NSE joined with other
taskforce members to publish
The Royal Foundation Early Years report,
which makes the case for how investing
in early childhood can deliver up to
approximately US$58.6 billion (£45.5
billion) in value for the UK economy each
year and sets out the role businesses can
play in unlocking these benefits.
Collaborating across our ecosystem to advance
sustainable development
Deloitte is committed to driving long-
term, systemic change and creating more
equitable access to opportunity. As part of
that commitment, Deloitte US, the World
Economic Forum (WEF), Salesforce, Citi,
the San Francisco Chamber of Commerce,
and more than 20 other organizations
came together to launch the Yes San
Francisco (Yes SF) Urban Sustainability
Challenge. Yes SF is the first location-
based challenge launched through UpLink,
a WEF digital platform to foster innovation
and crowdsource solutions to global
challenges, to address the intractable
problems San Francisco has faced
following the COVID-19 pandemic.

first location-
based challenge launched through UpLink,
a WEF digital platform to foster innovation
and crowdsource solutions to global
challenges, to address the intractable
problems San Francisco has faced
following the COVID-19 pandemic.
A unique call to action, Yes SF invited
entrepreneurs and innovators from
around the world to submit sustainable
solutions that could contribute to the city’s
needs through scalable improvements
in its downtown area and to have the
opportunity to receive funding and
support. In October 2023, UpLink selected
and announced 14 Top Innovators
chosen for their potential to bring new
life and increased value to buildings,
infrastructure, and outdoor areas by
means of sustainable construction,
green energy, water conservation, waste
management, vertical farming, urban
forest management, and more. Each
of the Top Innovators have access to a
suite of resources to help them scale and
deploy their solutions in San Francisco
with the goal of supporting innovative
climate solutions through job creation and
reduction of CO2 and other climate-related
impacts.
As a founding collaborator, Deloitte US
played a key role in advancing the Yes SF
ecosystem by leveraging its experience to
engage with nonprofits, organizations, and
community leaders to help drive impact
in San Francisco. Deloitte US also donated
an additional US$1 million to select
Top Innovators to help them build and
scale their solutions to help sustainably
revitalize San Francisco. Based on the
success of this effort, Deloitte US aims
to assist other cities in revitalizing their
communities, helping to build ecosystems
that can stimulate local entrepreneurship.
Deloitte US is now looking forward to
supporting a second Yes SF Challenge and
leveraging this model to scale sustainable
development in three to five additional
Pioneer Cities around the world.

ecosystems
that can stimulate local entrepreneurship.
Deloitte US is now looking forward to
supporting a second Yes SF Challenge and
leveraging this model to scale sustainable
development in three to five additional
Pioneer Cities around the world.

2024 GLOBAL IMPACT REPORT
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Metrics and frameworks
Advancing health equity
around the world
Our focus on collaborating with like-
minded organizations for greater societal
impact also includes the work of the
Deloitte Health Equity Institutes (DHEIs),
which bring business, government,
and community leaders together to
help advance health equity. Each of
the DHEIs drives an array of cross-
sector collaborations, philanthropic
investments, and research activities
focused on the unique health challenges
in their respective regions.
For instance, in Spanish Latin America
(S-LATAM), the S-LATAM DHEI is engaged
in collaborative efforts to help improve
access to timely diagnosis and treatment
of breast and cervical cancer in Peru and
Mexico. During the past year, the India
DHEI continued to expand its initiative
to reduce air pollution (and its impacts
on health) caused by farmers burning
crop stubble, using a combination
of education, equipment supply
enhancements, and a digital solution to
connect farmers with end users of crop
residue. The US DHEI is collaborating
with the Joslin Asian American Diabetes
Initiative to help reduce diabetes
disparities for at-risk Asian American
populations through community
outreach initiatives. And the
European DHEI published a
landmark report, in collaboration
with Mind & Place2Be, on the cost of
mental health as well as the impact that
children’s mental health has on parents
and productivity.

. And the
European DHEI published a
landmark report, in collaboration
with Mind & Place2Be, on the cost of
mental health as well as the impact that
children’s mental health has on parents
and productivity.
In addition, Deloitte supports the
Global Health Equity Network (GHEN).
At the 2024 World Economic Forum
Annual Meeting in Davos, Deloitte
convened two high-impact sessions
to ignite action on health equity.
Alongside these efforts, more than
100 organizations, including Deloitte
Global and many of the world’s largest
employers, have signed the GHEN’s
Zero Health Gaps Pledge, demonstrating
a collective drive to close health equity
gaps and foster global change.
Measuring the transformative
impact of Olympic and
Paralympic Games firsts
During the past year, we also furthered
Deloitte’s “partnership with purpose” with
the International Olympic Committee
(IOC) and the International Paralympic
Committee, which applies Deloitte’s deep
management and business consulting
acumen to help the IOC realize the
possibilities of its Olympic Agenda 2020+5
and help drive initiatives as broad as digital
transformation, eGames strategy, and the
IOC AI Agenda. It also includes projects
related to sustainability and athlete career
transition and well-being. In addition,
Deloitte and the IOC launched The First
Effect, a co-branded campaign that sets out
to create a new metric for success beyond
the podium, measuring the transformative
impact of firsts that happen at the Olympic
and Paralympic Games.

the IOC launched The First
Effect, a co-branded campaign that sets out
to create a new metric for success beyond
the podium, measuring the transformative
impact of firsts that happen at the Olympic
and Paralympic Games. The campaign
features the stories of trailblazing athletes
from around the world—including Sarah
Attar, the first female to represent Saudi
Arabia in athletics at the Olympic Games,
and South African swimmer Natalie Du Toit,
the first amputee swimmer to qualify for
the Olympic Games.
Following the Olympic and Paralympic
Games Paris 2024, the IOC and Deloitte
announced an expansion of their
Worldwide Olympic Partnership. For the
Olympic Winter Games Milano Cortina
2026 through to the Olympic Games
Brisbane 2032, Deloitte will take on the role
of Games Technology Integration Partner
for the Olympic Games, the Paralympic
Games, and the Youth Olympic Games.
Deloitte will help advance the IOC’s vision
of establishing a new integrated technology
infrastructure and Games platform to
enhance and secure the Olympic and
Paralympic Games’ technology operations
for the future.
Find out more
Metrics and frameworks

29
Governance
Global Impact Report
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Environmental
Social
Governance
ESG highlights
Metrics and frameworks

2024 GLOBAL IMPACT REPORT
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Trust is at the heart of everything we do. Our
commitment to ensuring stakeholders’ confidence
dates back to 1845, when Deloitte was founded
to help build trust in the private sector by creating
a transparent way to understand companies’
financial performance.

everything we do. Our
commitment to ensuring stakeholders’ confidence
dates back to 1845, when Deloitte was founded
to help build trust in the private sector by creating
a transparent way to understand companies’
financial performance.
As the largest professional services
network serving organizations in nearly
every industry and region around the
world, Deloitte understands that trust is
critical to clients’ businesses—as well as to
ours. We strengthen Deloitte clients’ and
society’s trust in us by keeping our Purpose
and Shared Values at the center of the
work we do each day. We embed effective
governance—encompassing oversight,
challenge, and support—throughout our
organization.
Strong, consistent governance helps
enable us to uphold ethical standards,
serve the public interest, build trust, and
deliver on that trust. As a purpose-driven
organization, Deloitte is guided by our
commitment to responsible business
practices which includes being thoughtful
about the decisions we make about
who we work with and the nature of the
work we do. In addition, Deloitte’s Global
Principles of Business Conduct outline the
commitments that each of us make based
on our core belief that, at Deloitte, ethics
and integrity are fundamental and not
negotiable.
Bringing our stakeholders’
expectations to life
Deloitte stakeholders expect us to
operate a responsible and sustainable
business, behave ethically, and manage
and mitigate risks.
Clients turn to Deloitte for sophisticated
business strategies, breakthrough
solutions, and innovative services. They
trust us to address complex challenges,
conduct high-quality audits, maintain
independence, and safeguard their
sensitive information.

.
Clients turn to Deloitte for sophisticated
business strategies, breakthrough
solutions, and innovative services. They
trust us to address complex challenges,
conduct high-quality audits, maintain
independence, and safeguard their
sensitive information.
Our people count on us to foster an
inclusive and equitable workplace, support
their health and well-being, and provide
meaningful, engaging career opportunities
that can enable them to make an impact
through their work.
Society expects us to act in the
public interest. This includes how we
help promote ethics and integrity,
help eradicate corruption, advance
sustainability, and provide skill-building
opportunities to those within and
outside of Deloitte.
We measure and report on our progress
to help Deloitte clients, our people, and
society to evaluate our impact. Our
reporting also shows how putting our
Purpose at the center of everything we do
is inextricably linked with Deloitte’s ability
to deliver sustainable, long-term value,
year after year.

2024 GLOBAL IMPACT REPORT
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Metrics and frameworks
Enhancing effective oversight as we advance our Purpose
Across the Deloitte network, we are
working to embed our Purpose in
everything we do. As we advance
efforts to bring this ambition to life,
it is important to our stakeholders—
including Deloitte clients, our people,
regulators, and society—that we also
continue to evolve our governance
to provide appropriate oversight
and rigor around Deloitte’s strategic
priorities in this area and our progress
toward achieving them.

te clients, our people,
regulators, and society—that we also
continue to evolve our governance
to provide appropriate oversight
and rigor around Deloitte’s strategic
priorities in this area and our progress
toward achieving them. The Deloitte
Global Board established its Purpose,
Sustainability & Culture Committee
(PSCC) in FY2024 to provide dedicated
support to these areas as key strategic
topics that underpin so many other
aspects of our strategy. The PSCC is
the newest of several committees that
support the Deloitte Global Board’s
oversight and governance role.
With authority from the Deloitte
Global Board, the PSCC challenges and
supports the Deloitte Global Executive
in achieving Deloitte’s Purpose in a
differentiated and sustainable way.
The responsibilities of the PSCC include
overseeing matters pertaining to purpose
and shared values; sustainability; talent;
diversity, equity, and inclusion; and the
cultural aspects of ethics.
In its first year, the PSCC supported
Deloitte’s commitment to sustainability
and societal impact by reviewing and
recommending that the Deloitte network
set a long-term goal of achieving net-zero
by 2040. The committee also focused
on matters such as women’s equity and
our ethical culture. Looking ahead, the
PSCC will continue to offer challenge and
support as Deloitte makes meaningful
and measurable progress toward our
purpose, sustainability, and culture-
related priorities.

such as women’s equity and
our ethical culture. Looking ahead, the
PSCC will continue to offer challenge and
support as Deloitte makes meaningful
and measurable progress toward our
purpose, sustainability, and culture-
related priorities.
Find out more
Anti-corruption commitment
Confidentiality, privacy, and
cybersecurity
Deloitte organizational structure
Ethics
Global security
Governance and management of
sustainability impacts
Human rights
Independence
Leadership and governance
Public policy
Risk and opportunity management
Stakeholder engagement and
materiality
Metrics and frameworks

32
ESG highlights
Global Impact Report
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Environmental
Social
Governance
ESG highlights
Metrics and frameworks

2024 GLOBAL IMPACT REPORT
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Global Impact Report
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Environmental
Social
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ESG highlights
Metrics and frameworks
FY2024 ESG highlights
Governance
Economic contribution
Social
Societal investments
Environmental
Science-based net-zero targets:
The SBTi has verified Deloitte’s net-zero
science-based target by 2040
Progress toward near-term
science-based targets
81% reduction of scope 1 and 2
emissions (goal of 70% by 2030)1
53%
reduction of scope 3 business
travel emissions per FTE (goal of
55% by 2030)1
30%
of suppliers have science-based
targets (goal of 67% by 2025)2
Progress toward other
environmental sustainability goals
93%
renewable electricity purchased
(goal of 100% by 2030)
50%
of fleet converted to electric and
hybrid electric vehicles
(goal of 100% by 2030)
7,803
tonnes of Sustainable Aviation
Fuel certificates (SAFc) purchased
$416M
societal

)
50%
of fleet converted to electric and
hybrid electric vehicles
(goal of 100% by 2030)
7,803
tonnes of Sustainable Aviation
Fuel certificates (SAFc) purchased
$416M
societal
investment
24M
individuals
reached
through
WorldClass
81M
individuals
reached toward
our 100M
WorldClass goal
from FY2018 to
FY2024
Learning
46 average annual training
hours per individual3
$647M+ annual direct training
investment3
21M formal training hours
delivered for our people
6 Deloitte University facilities
around the world
Diversity and inclusion
460,300
Deloitte people
46%
women4
54%
men4
27%
women partners,
principals,
and managing
directors5
92,910
new hires
7.23M
applications
received
$67.2B
aggregate
global revenue
3.6%
aggregate revenue
growth from FY2023
Innovation investments
3.3%
of aggregate Deloitte
firm revenue6
Deloitte Global
Board of Directors7
17
members
representing
11 countries
41%
women
Deloitte Global
Executive Committee7
20
members
representing
8 countries
35%
women
Deloitte received a Positive
rating in the 2024 Gartner®
Sustainability Assessment:
Deloitte report. This rating is
based on three categories:
Environmental, Social and Governance
which are further broken down in to 17
criteria. Deloitte also received a Strong
rating, the highest possible rating, for
Greenhouse Gas Emissions, Community
Engagement and Talent Management.

Environmental, Social and Governance
which are further broken down in to 17
criteria. Deloitte also received a Strong
rating, the highest possible rating, for
Greenhouse Gas Emissions, Community
Engagement and Talent Management.
According to Gartner, “This assessment
measures two key facets of Deloitte’s
sustainability commitments — intent
and execution:
1. Intent to achieve specific sustainability
outcomes, as documented in publicly
available materials provided by Deloitte
2. Evidence that Deloitte’s plans to achieve
those sustainability outcomes are being
executed”
Gartner, Sustainability Assessment: Deloitte,
Craig Lowery, Kiyomi Yamada,
14 August 2024.
GARTNER is a registered trademark and
service mark of Gartner, Inc. and/or its
affiliates in the U.S. and internationally
and is used herein with permission.
All rights reserved.
Note: Monetary values are presented in US$ and used as the basis for revenue growth and innovation investment
percentages, unless otherwise specified.
See endnotes

34
2024 GLOBAL IMPACT REPORT
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Endnotes
Business
FIGURE1 Revenue figures are in US$ billion. Figures are aggregated
across the Deloitte network.
FIGURE2 Revenue figures are in US$ billion. Figures are aggregated
across the Deloitte network. Due to rounding, sum of revenue by
industry may not equal total.
FIGURE3 Revenue figures are in US$ billion. Figures are aggregated
across the Deloitte network. Due to rounding, sum of revenue by
business may not equal total. “Legal” means the legal practices of
member firms or their related entities that provide legal services.

$ billion. Figures are aggregated
across the Deloitte network. Due to rounding, sum of revenue by
business may not equal total. “Legal” means the legal practices of
member firms or their related entities that provide legal services.
For legal and regulatory reasons, not all member firms provide legal
services.
FIGURE4 Revenue figures are in US$ billion. Figures are aggregated
across Deloitte member firms in the relevant region. Due to
rounding, sum of revenue by region may not equal total.
Our people
FIGURE1 Figures are aggregated across the Deloitte network.
FIGURE2 Figures are aggregated across the Deloitte network.
Training hours do not include on-the-job learning hours that
are a core aspect of development at Deloitte. Indirect learning
and development investment is the opportunity cost based
on estimates of the value of time spent in formal learning and
development activities. The definition and calculation methodology
for this metric has been revised for FY2024 to include development
investment.
FIGURE3 Figures are aggregated across the Deloitte network.
FIGURE4 Figures are aggregated across the Deloitte network. Age
ranges are estimated based on data collected from Deloitte entities.
FIGURE5 Figures are aggregated across the Deloitte network. Deloitte
people align to gender identities beyond men and women. We are
on a journey to more accurately and completely capture gender
identity information across our network. The Talent data provided
is a mix of biological sex and gender identity data based on
information available at this time. In some cases where gender data
is not available, the data may not sum to 100%. Age ranges are
estimated based on data collected from Deloitte entities.
FIGURE6 Figures are aggregated across the Deloitte network.
1 Training hours do not include on-the-job learning hours that
are a core aspect of development at Deloitte.

estimated based on data collected from Deloitte entities.
FIGURE6 Figures are aggregated across the Deloitte network.
1 Training hours do not include on-the-job learning hours that
are a core aspect of development at Deloitte. The definition and
calculation methodology for this metric has been revised for
FY2024 to include development investment.
Environmental
FIGURES 1 Figures are aggregated across the Deloitte network. Where
possible, Deloitte entities procure and claim renewable electricity in
accordance with the Climate Group’s RE100 Technical Criteria and
Global Reporting Initiative (GRI) topic standard GRI 302: Energy 2016.
In certain markets where procuring renewable electricity is challenging
or is not possible, Deloitte entities may procure renewable electricity
from a neighboring country. This enables Deloitte to demonstrate
commitment to our renewable electricity target and signal market
demand. As this approach meets only one out of three market
boundary conditions included in the RE100 Technical Criteria, there
may be variances between renewable electricity amounts reported
in the Global Impact Report and within RE100 reports. Deloitte
anticipates increasing the alignment with RE100 Technical Criteria over
time as market availability of renewable energy increases.
FIGURES 2 Revenue figures are in US$ billion. Figures are aggregated across
the Deloitte network.
FIGURES 3 Figures are aggregated across the Deloitte network.
FIGURES 4 Figures are aggregated across the Deloitte network. Due to
rounding, sum of sections may not equal total. Deloitte reviewed
its scope 3 emissions category screening in FY2023 and identified
scope 3, category 7 – commuting (including optional emissions from
teleworking) as a material source of emissions.

sections may not equal total. Deloitte reviewed
its scope 3 emissions category screening in FY2023 and identified
scope 3, category 7 – commuting (including optional emissions from
teleworking) as a material source of emissions. Accordingly, in FY2024,
Deloitte developed a methodology to calculate emissions from
commuting and working from home, and has updated the reported
GHG emissions totals to include emissions from these sources. Due
to historical data limitations, performance tracking is included from
FY2024 onward only.
2 Deloitte DCE is a member firm bringing together seven Deloitte firms
(Austria, Central Europe, France, Germany, Luxembourg, Portugal, and
Turkey).
Social
FIGURES 1 Figures are aggregated across the Deloitte network. “Individuals
reached” refers to the total number of people, external to Deloitte,
impacted through support provided by Deloitte people to individuals
(e.g., mentoring) and organizations (e.g., capacity building for nonprofit
organizations) toward Deloitte’s goal of reaching 100 million individuals
by 2030.
FIGURES 2 Total societal investments of US$416M include US$164M in
donations, US$211M in value of volunteer and pro bono work, and
US$41M in management costs. Figures are aggregated across the
Deloitte network.
FY2024 ESG highlights
1 Percent reduction of metric tonnes of CO2e in FY2024 vs. FY2019
base year.
2 Suppliers by emissions covering purchased goods and services and
business travel; an additional 4% of suppliers have committed to
setting science-based targets.
3 Training hours do not include on the job learning hours that are a
core aspect of development at Deloitte. The definition and calculation
methodology for this metric has been revised to include development
investment.

to
setting science-based targets.
3 Training hours do not include on the job learning hours that are a
core aspect of development at Deloitte. The definition and calculation
methodology for this metric has been revised to include development
investment.
4 Deloitte people align to gender identities beyond men and women.
We are on a journey to more accurately and completely capture
gender identity information across our network. The Talent data
provided is a mix of biological sex and gender identity data based on
information available at this time. In some cases where gender data is
not available, the data may not sum to 100%.
5 Partners, principals, and managing directors refer to Deloitte firm
partners, principals and US managing directors.
6 Based on annual survey of Deloitte firms.
7 Board of Directors and Executive Committee membership is
presented as of 1 June 2024 to reflect composition as of the date
of report publication, thus does not align with composition during
the fiscal year which ended on 31 May 2024. If presented as of the
end of FY2024 on 31 May 2024, figures would be: percent of women
members on Deloitte Global’s Board of Directors: 35%; percent of
women members on Deloitte Global’s Executive Committee: 38%.
Return to prior page

35
Performance metrics table
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024

Revenue by business

Audit & Assurance
12.8
12.3
11.4
Consulting
30.2
29.6
25.

Environmental Performance Data
Limited Assurance Report FY2024

Revenue by business

Audit & Assurance
12.8
12.3
11.4
Consulting
30.2
29.6
25.8
Financial Advisory
5.0
5.1
5.3
Risk Advisory
8.1
7.8
7.0
Tax & Legal1
11.3
10.3
9.9
By region

Americas
36.4
35.9
30.7
Europe/Middle East/Africa
21.5
19.1
18.8
Asia Pacific
9.5
10.0
10.0
By industry

Consumer
13.0
12.6
11.9
Energy, Resources & Industrials
10.3
9.5
8.6
Financial Services
18.3
17.8
16.1
Government & Public Services
12.4
11.1
10.0
Life Sciences & Health Care
5.8
5.8
5.3
Technology, Media & Telecom
7.5
8.0
7.5
Revenue growth
Percentage growth in US dollars/local currency
Revenue growth
3.6% / 3.1%
9.3% / 14.9%
18.1% / 19.6%
Innovation investment
Percentage of aggregate Deloitte firm revenue

Innovation investment2
3.3%
3.8%
3.

% / 14.9%
18.1% / 19.6%
Innovation investment
Percentage of aggregate Deloitte firm revenue

Innovation investment2
3.3%
3.8%
3.6%
See endnotes
2024 GLOBAL IMPACT REPORT
36
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
FY2024 Performance metrics
Business
Total
(US$ Billion)
Note: Figures are aggregated across the
Deloitte network except where otherwise
noted. Due to rounding, sum of sections may
not equal total.
FY2024
67.2
FY2023
64.9
FY2022
59.3

Percent renewable electricity1

Percent electric vehicles
Reduction of scope 1 & 2 emissions from FY2019 levels

Reduction of scope 3 emissions from business travel per full-time equivalent
employee (FTE) from FY2019 levels

2030
2030
2030
2030
2025
100%
93%
100%
50%
70%
81%
55%
53%
67%
30%
Goal Description
Percent of suppliers with science-based targets (by emissions)
See endnotes
2024 GLOBAL IMPACT REPORT
37
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
FY2024 Performance metrics
Environmental
Goal year
Goal
FY

Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
FY2024 Performance metrics
Environmental
Goal year
Goal
FY2024 progress
Note: Figures are aggregated across the Deloitte
network except where otherwise noted. Due to
rounding, sum of sections may not equal total.
A detailed description of this report’s boundaries
and the performance measurement methods
used is available in the “Deloitte Global FY2024
Basis of Reporting” section.
Selected environmental data, indicated in this
table with the [#] symbol, has been subject to
independent limited assurance in accordance
with ISAE 3410. Further details are available
within the Environmental Performance Data
Progress toward goals — WorldClimate

2024 GLOBAL IMPACT REPORT
38
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
FY2024 Performance metrics
Environmental (continued)
Scope 1 GHG emissions by source

Fuel combustion in buildings
10,178
10,541
10,285
18,174
Vehicle fleet (internal combustion engine)
23,439
26,417
32,418
43,727
Total scope 1 emissions
# 33,618
# 36,959
42,703
61,901
Scope 2 GHG emissions by source

Purchased electricity - buildings and fleet (market-based)2
8,917
11,969
15,507
201,771
District heating and cooling
7,991
6,989
6,

by source

Purchased electricity - buildings and fleet (market-based)2
8,917
11,969
15,507
201,771
District heating and cooling
7,991
6,989
6,454
n/a3
Total scope 2 emissions

16,908

18,958

21,961
201,771
Scope 3 GHG emissions by source

Category 1 - purchased goods & services (PG&S)4
606,757
1,107,612
678,417
495,387
Category 6 - business travel
525,707
444,556
176,069
754,133

Business travel: air travel (tank-to-wake emissions)5,6
365,236
307,044
93,605
494,824

Business travel: other sources
160,471
137,512
82,464
259,309
Category 7 - commuting (including teleworking)7
262,820
n/a3
n/a3
n/a3
Total scope 3 emissions

1,395,284

1,552,169

854,486
1,249,520
GHG emissions totals

Gross GHG emissions

1,445,809

1,608,085

919,150
1,513,192
Beyond value chain mitigation: carbon credit purchases8
744,398
859,083
762,369
494,824
Environmental sustainability
FY2024
FY2023
FY2022
FY2019 (Base year)
GHG emissions by scope and source
Metric tonnes CO2e
See endnotes

2024 GLOBAL IMPACT REPORT
39
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality

year)
GHG emissions by scope and source
Metric tonnes CO2e
See endnotes

2024 GLOBAL IMPACT REPORT
39
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
Renewable electricity1
1,315
1,340
1,116
199
Non-renewable electricity
96
90
110
1,393
Natural gas
156
179
183
245
Gasoline
270
261
289
348
Diesel fuel
105
159
210
405
District heating and cooling
126
126
127
n/a3
Total energy consumed

2,068

2,155

2,036
2,590
Energy usage
Terajoules (TJ)
Electricity (market-based)
8,917
11,969
15,507
201,771
Scope 2 purchased electricity GHG emissions by methodology2

                            Metric tonnes CO2e

FY2024 Performance metrics
Environmental (continued)
GHG emissions per FTE

Business travel emissions
1.2
1.0
0.5
2.5
Operational and business travel emissions
1.3
1.2
0.6
3.3
Gross GHG emissions
3.2
3.7
2.5
4.9
GHG emissions per dollar of revenue
Operational and business travel emissions
8.6
7.7
4.1
22.0
Gross GHG emissions
21.

2.5
4.9
GHG emissions per dollar of revenue
Operational and business travel emissions
8.6
7.7
4.1
22.0
Gross GHG emissions
21.5
24.8
15.5
32.8
GHG intensity measures
Metric tonnes CO2e / FTE
Kg CO2e / $000 USD
Environmental sustainability (continued)
FY2024
FY2023
FY2022
FY2019 (Base year)
See endnotes

2024 GLOBAL IMPACT REPORT
40
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
Sustainable aviation fuel (SAF)
SAF is a renewable or waste-derived aviation fuel that meets sustainability criteria. SAF is produced from sustainable feedstocks including
waste materials, such as used cooking oil, agricultural residues, and municipal solid waste, or potentially from purpose-grown crops.

Current reporting standards do not provide a methodology for reporting of environmental attribute certificate purchases such as Sustainable
Aviation Fuel certificates (SAFc) within the boundaries of scopes 1, 2 and 3 GHG emissions. Deloitte reports on these purchases and their
impacts separately in the table below to share with others an example of how SAFc can be included in environmental reporting. In addition
to purchasing SAFc, Deloitte supports efforts to develop and standardize robust physical tracking mechanisms and associated registries to
improve traceability of SAF.

with others an example of how SAFc can be included in environmental reporting. In addition
to purchasing SAFc, Deloitte supports efforts to develop and standardize robust physical tracking mechanisms and associated registries to
improve traceability of SAF.
Value chain mitigation
Tank-to-wake air travel emissions5,6
365,236
307,044
93,605
n/a3
Well-to-tank air travel emissions6
76,100
63,598
19,389
n/a3
Full life-cycle assessment (LCA) air travel emissions
441,336
370,643
112,994
n/a3

Less: Sustainable Aviation Fuel Certificates (SAFc) purchased9
7,803
5,358
4,617
n/a3
LCA air travel emissions with SAF
433,533
365,285
108,377
n/a3

Business travel emissions with LCA air travel emissions and SAF 594,004
502,797
190,841
n/a3

Total scope 3 emissions with LCA air travel emissions and SAF 1,463,580
1,610,409
869,259
n/a3
Gross GHG emissions with LCA air travel emissions and SAF
1,514,106
1,666,326
933,922
n/a3
Water consumption10
209,816
n/a3
n/a3
n/a3
Water consumption10
Cubic meters
FY2024 Performance metrics
Environmental (continued)
Environmental sustainability (continued)
FY2024
FY2023
FY2022
FY2019 (Base year)
See endnotes

2024 GLOBAL IMPACT REPORT
41
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial

Base year)
See endnotes

2024 GLOBAL IMPACT REPORT
41
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
As discussed in the Deloitte Global FY2024 Basis of Reporting, the methodology for calculating purchased goods and services (PG&S) emissions
was revised in FY2024 to (1) utilize activity-based calculations for emissions resulting from the use of contingent labor and (2) more precisely
identify and exclude supplier spend items that are deemed non-emission generating (e.g., taxes, intercompany transactions, etc.) from
spend-based PG&S calculations.

The revised methodology for calculating emissions from contingent labor results in emissions that were previously accounted for in scope 3,
category 1 - purchased goods and services being included in scope 3, category 6 - business travel and scope 3, category 7 - commuting (including
teleworking) from FY2024 onward, thus these emissions categories have been included in the comparative figures presented herein.

As this methodology change is possible due to improvements in data granularity, it cannot be applied retrospectively and thus emissions amounts
in the main GHG emissions inventory have not been restated for FY2023 and prior years. This limitation impacts the year-over-year comparability
of reporting emissions, thus the comparative metrics have been included below to approximate the impact to each relevant category of scope 3
emissions resulting from the change in methodology. FY2023 and prior values as presented using the revised methodology have been approximated
using intensity measures from FY2024 data.

included below to approximate the impact to each relevant category of scope 3
emissions resulting from the change in methodology. FY2023 and prior values as presented using the revised methodology have been approximated
using intensity measures from FY2024 data. Because commuting (including teleworking) has been included in the GHG inventory for the first time
in FY2024, emissions calculated under the FY2023 and earlier methodology are not applicable for this category of emissions. Approximation of the
amounts below is included solely for the purpose of reflecting the impact of the methodology update and is not meant for inclusion in the GHG
inventory for the reasons stated above.
Scope 3, category 1 - purchased goods and services
FY2024
FY2023
FY2022
FY2019
Emissions using FY2024 methodology
606,757
692,967
508,286
398,888
Emissions using prior methodology
939,291
1,107,612
678,417
495,387
Scope 3, category 6 - business travel
Emissions using FY2024 methodology
525,707
446,911
177,001
758,127
Emissions using prior methodology
522,923
444,556
176,069
754,133
Scope 3, category 7 - commuting (including teleworking)
Emissions using FY2024 methodology
262,820
249,603
217,297
177,924
FY2024 Performance metrics
Environmental (continued)
Supplementary table 1: Comparison of emissions by methodology
Metric tonnes CO2e
Environmental sustainability (continued)
FY2024
FY2023
FY2022
FY2019 (Base year)

2024 GLOBAL IMPACT REPORT
42
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis

2024
FY2023
FY2022
FY2019 (Base year)

2024 GLOBAL IMPACT REPORT
42
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
As discussed in the Deloitte Global FY2024 Basis of Reporting, emissions from commuting (including teleworking) have been added to the GHG
inventory in FY2024. Moreover, due to the revised methodology for calculating emissions from contingent labor, the emissions presented in the GHG
inventory for scope 3, category 6 - business travel and scope 3, category 7 - commuting (including teleworking) include emissions from both Deloitte
people and those related to contingent labor from FY2024 onward. The detail included herein presents the breakout of reported business travel and
commuting emissions between Deloitte people and contingent labor, and provides comparative information relative to prior-reported amounts that
considered Deloitte people only.

Supplementary table 2: Business travel and commuting by source
Metric tonnes CO2e
Scope 3 category 6 - business travel
FY2024
FY2023
FY2022
FY2019 (Base year)
Emissions from Deloitte people
522,923
444,556
176,069
754,133
Emissions from Deloitte contingent labor
2,784
n/a3
n/a3
n/a3
Scope 3 category 7 - commuting (including teleworking)
Emissions from Deloitte people
251,371
n/a3
n/a3
n/a3
Emissions from Deloitte contingent labor
11,448
n/a

7 - commuting (including teleworking)
Emissions from Deloitte people
251,371
n/a3
n/a3
n/a3
Emissions from Deloitte contingent labor
11,448
n/a3
n/a3
n/a3
FY2024 Performance metrics
Environmental (continued)
Environmental sustainability (continued)
FY2024
FY2023
FY2022
FY2019 (Base year)
See endnotes

Individuals impacted through WorldClass
24M
FY24 progress
81M
Cumulative progress FY2018-FY2024
100M
2030 Goal
2024 GLOBAL IMPACT REPORT
43
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
FY2024 Performance metrics
Societal impact
Progress toward goals — Societal impact including WorldClass
Note: Figures are aggregated across the Deloitte
network except where otherwise noted. Due to
rounding, sum of sections may not equal total. A
detailed description of this report’s boundaries
and the performance measurement methods
used is available in the “Deloitte Global FY2024
Basis of Reporting” section.

See endnotes
By source - donations
Firm and foundation donations (monetary and in-kind)
142
123
101
Donations by Deloitte people
(to Deloitte-supported organizations and fundraisers)
21
25
25
Total donations
164
148
126
By source - volunteer and pro bono work
Pro bono work1
82
83
67
Skills-based volunteering
59
56
41
Traditional volunteering

25
25
Total donations
164
148
126
By source - volunteer and pro bono work
Pro bono work1
82
83
67
Skills-based volunteering
59
56
41
Traditional volunteering
70
58
22
Total value of volunteer and pro bono work by Deloitte people
211
197
131
By source - program costs
Costs for managing societal impact
41
31
27
Monetary value of societal investments
Total societal investments
416
377
284
Societal impact
Monetary value of societal investments
US$ million
FY2023
FY2024
FY2022

2024 GLOBAL IMPACT REPORT
44
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
Societal impact (continued)
US$ million
FY2024 Performance metrics
Societal impact (continued)
Contributions aligned towards WorldClass
(education and skills-building)
45%
47%
39%
Value of pro bono and skills-based volunteering as
percentage of value of all volunteering and pro bono work
67%
71%
83%
Pro bono work
391
483
471
Skills-based volunteering
1,018
928
696
Traditional volunteering
631
482
204
Total hours of volunteering and
pro bono work by Deloitte people
2,041
1,893
1,371
Societal investments by contribution area
Hours of societal investments
FY2023
FY2024
FY2022

Percent of women among partners, principals, and managing directors1
Percent

,041
1,893
1,371
Societal investments by contribution area
Hours of societal investments
FY2023
FY2024
FY2022

Percent of women among partners, principals, and managing directors1
Percent of women members on Deloitte Global’s Board of Directors3
Percent of women members on Deloitte Global’s Executive Committee3
Goal Description
30%
40%
40%
27%2
41%
35%
2024 GLOBAL IMPACT REPORT
45
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
FY2024 Performance metrics
Our people
Note: Figures are aggregated across the Deloitte
network except where otherwise noted. Due to
rounding, sum of sections may not equal total.

By level

Partners, principals, and managing directors1
20,368
19,592
17,927
Professional staff4
374,792
372,448
336,754
Administrative staff5
65,143
64,786
57,270
By region

Americas
216,413
215,373
196,503
Europe/Middle East/Africa
139,774
142,805
127,764
Asia Pacific
104,116
98,648
87,684
Total workforce

Total workforce
460,300
456,830
411,950
Workforce
Number of individuals
Talent
FY2023
FY2024
2025 Goal
FY2024 progress
Progress toward aspirational goals — Talent
FY2022

300
456,830
411,950
Workforce
Number of individuals
Talent
FY2023
FY2024
2025 Goal
FY2024 progress
Progress toward aspirational goals — Talent
FY2022
See endnotes

2024 GLOBAL IMPACT REPORT
46
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
Percent of women in leadership and governance bodies
Percent of women members on
Deloitte Global’s Board of Directors3
41%
35%
38%
Percent of women members on
Deloitte Global’s Executive Committee3
35%
38%
23%
Percent of women by level

Partners, principals, and managing directors1
27%2
26%
25%
New partner, principal, and managing director admissions1
24%
30%
27%
Professional staff4
44%
44%
43%
Administrative staff5
62%
63%
63%
Overall
46%
46%
45%
Percent of women by region

Americas
45%
45%
44%
Europe/Middle East/Africa
46%
46%
46%
Asia Pacific
47%
48%
47%
Overall
46%
46%
45%
Talent by gender6
Percentage of total
Talent (continued)
FY2023
FY2024
FY2024 Performance metrics
Our people (continued)
FY2022
See endnotes

2024 GLOBAL IMPACT REPORT
47
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task

Our people (continued)
FY2022
See endnotes

2024 GLOBAL IMPACT REPORT
47
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
By age range - overall

Age <30
46%
47%
47%
Age 30-50
48%
47%
46%
Age >50
6%
6%
7%
By region and age range - Americas
Age <30
45%
47%
47%
Age 30-50
48%
46%
46%
Age >50
7%
7%
7%
By region and age range - Europe/Middle East/Africa

Age <30
45%
47%
48%
Age 30-50
48%
46%
45%
Age >50
7%
7%
7%
By region and age range - Asia Pacific

Age <30
47%
47%
48%
Age 30-50
48%
49%
46%
Age >50
5%
4%
6%
Talent by age range7
Percentage of total
Talent (continued)
FY2023
FY2024
FY2024 Performance metrics
Our people (continued)
FY2022
See endnotes

2024 GLOBAL IMPACT REPORT
48
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
By level

ity
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
By level
Partners, principals, and managing directors new hires1
618
830
835
Partners, principals, and managing directors new hire rate8
3%
4%
5%
Professional staff new hires4
81,849
115,110
139,565
Professional staff new hire rate8
22%
31%
41%
Administrative staff new hires5
10,439
16,755
16,025
Administrative staff new hire rate 8
16%
26%
28%
By region

Americas new hires
36,825
53,769
74,486
Americas new hire rate8
17%
25%
38%
Europe/Middle East/Africa new hires
29,216
47,349
46,321
Europe/Middle East/Africa new hire rate8
21%
33%
36%
Asia Pacific new hires
26,865
31,577
35,618
Asia Pacific new hire rate8
26%
32%
41%
By gender6

Men new hires
49,550
70,011
86,268
Percent of men new hires8
53%
53%
55%
Women new hires
43,090
62,649
70,061
Percent of women new hires8
46%
47%
45%
Total new hires
Total new hires
92,910
132,700
156,430
Total new hire rate8
20%
29%
38%
New hires
Number of individuals and percentage of

%
47%
45%
Total new hires
Total new hires
92,910
132,700
156,430
Total new hire rate8
20%
29%
38%
New hires
Number of individuals and percentage of total
Talent (continued)
FY2023
FY2024
FY2024 Performance metrics
Our people (continued)
FY2022
See endnotes

2024 GLOBAL IMPACT REPORT
49
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
By region

Americas turnover
34,544
32,259
34,508
Americas turnover rate
16%
15%
20%
Europe/Middle East/Africa turnover
27,408
29,207
29,942
Europe/Middle East/Africa turnover rate
19%
21%
25%
Asia Pacific turnover
20,883
20,589
21,953
Asia Pacific turnover rate
21%
22%
27%
By gender6
Men turnover
45,006
45,375
48,242
Men turnover rate
18%
19%
24%
Women turnover
37,635
36,501
38,150
Women turnover rate
18%
18%
23%
Total turnover

Total turnover
82,835
82,055
86,400
Total turnover rate
18%
19%
23%
Turnover
Number of individuals and percentage of total
Talent (continued)
FY2023
FY2024
FY2024 Performance metrics
Our people (continued)
FY202

Total turnover rate
18%
19%
23%
Turnover
Number of individuals and percentage of total
Talent (continued)
FY2023
FY2024
FY2024 Performance metrics
Our people (continued)
FY2022
See endnotes

2024 GLOBAL IMPACT REPORT
50
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
Hours of training per individual by level
Partners, principals, and managing directors1
33
38
34
Professional staff4
53
55
49
Average hours of training per individual by gender6
Men
46
48
40
Women
47
45
43
Average hours of training per individual
46
47
42
Other learning metrics
Annual direct training investment (US$)
$647M
$670M
$463M
Average annual direct training investment per individual (US$)
$1,400
$1,500
$1,150
Indirect learning and development investment11 (US$)
$8.4B
$8.0B
$7.1B
Number of Deloitte university facilities12
6
6
6
Learning10
Total applications
Total applications
7,234,000
7,927,000
5,720,000
Percentage of internships by gender6

Men
49%
44%9
44%
Women
51%
47%9
55%
Total internships
31,300
31,6009
32,000
Recruiting
Talent (continued)
FY2023
FY2022
FY2024
FY

Women
51%
47%9
55%
Total internships
31,300
31,6009
32,000
Recruiting
Talent (continued)
FY2023
FY2022
FY2024
FY2024 Performance metrics
Our people (continued)
See endnotes

2024 GLOBAL IMPACT REPORT
51
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
FY2024 Performance metrics
Governance
FY2024
Confirmed incidents of corruption1
0
0
0
FY2023
FY2022
FY2024
GOVERNANCE
Anti-corruption
Note: Figures are aggregated across the Deloitte
network except where otherwise noted.

FY2023 - FY2024
FY2021 - FY2022
Percentage of overall workforce who have completed
required anti-corruption training2

95%3
95%3
Required anti-corruption training completion by region

Americas

95%3
95%3
Europe/Middle East/Africa
95%3
95%3
Asia Pacific
95%3
95%3
See endnotes

52
Stakeholder engagement
and materiality
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024

See endnotes
2024 GLOBAL IMPACT REPORT
53
Global Impact Report
Metrics and frameworks
Performance

akeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024

See endnotes
2024 GLOBAL IMPACT REPORT
53
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
Reporting is fundamental
to Deloitte’s business. From
the assurance services
that Deloitte practitioners
provide to clients to the
research and insights our
network publishes across
industries and regions, the
importance of reporting
is deeply ingrained in our
network.
Our purpose is to make an impact that
matters. We recognize the need to be
transparent about our impact—not just
the ways in which we affect Deloitte
clients through the services provided,
but also the ways in which we impact the
economy, the environment, our people,
and human rights more broadly across
our activities and business relationships.
The Global Impact Report is the
primary way we communicate our
impacts and actions. By reviewing and
understanding topics material to Deloitte,
our stakeholders are provided with the
data and insights that are material to
them. These topics also serve as critical
guideposts in setting our strategy around
environmental, social, and governance
(ESG) matters. We prepare the reporting
of our network’s most significant impacts
in accordance with the Global Reporting
Initiative (GRI) Standards.
Identifying material topics
Deloitte’s approach to identify material
topics is embedded in the way we do
business.

of our network’s most significant impacts
in accordance with the Global Reporting
Initiative (GRI) Standards.
Identifying material topics
Deloitte’s approach to identify material
topics is embedded in the way we do
business. Continuous engagement with
our key internal and external stakeholders
helps inform our understanding of who
Deloitte impacts through our day-to-
day operations, along with analysis of
our industry and activities. Processes to
engage with stakeholders exist at multiple
levels within Deloitte. They enable us to
discuss Deloitte’s impacts on the economy,
the environment, people, and human
rights with those who have insights on
such impacts. These ongoing interactions
influence our reporting and shaping of
material topics. Internal stakeholders
include Deloitte leadership and Deloitte
people. Examples of external stakeholders
include suppliers, clients, regulators,
industry associations, academia, and non-
governmental organizations.
Periodically, Deloitte formally reviews
and revises our list of material topics and
impacts by obtaining stakeholder insights
about actual and potential, positive
and negative impacts on the economy,
the environment, people, and human
rights through direct interviews, desktop
research, and the use of proprietary social
listening tools. Deloitte further assesses
the actual and potential impacts identified
to better understand and rank these
impacts according to their magnitude,
severity, and likelihood. The preliminary
list of material topics is refined, scored,
and systematically evaluated to arrive
at the “significant,” “more significant,”
and “fundamental” topics for Deloitte to
prioritize in our strategy and reporting.
The formal materiality assessment
process was last undertaken during
FY2022. In FY2024, we assessed the
impacts through regular engagement,
consultation, research, and analysis.

prioritize in our strategy and reporting.
The formal materiality assessment
process was last undertaken during
FY2022. In FY2024, we assessed the
impacts through regular engagement,
consultation, research, and analysis. Our
ongoing identification and analysis has
led us to conclude that the material topics
and impacts listed remain unchanged for
FY2024. However, the relative significance
of the impacts has shifted in some cases.
For example, sustainable and responsible
supply chain has been reclassified as
a more significant topic for Deloitte in
FY2024.

2024 GLOBAL IMPACT REPORT
54
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
Management of material topics
and impacts
During FY2024, reporting of ESG matters
was overseen by the Purpose Executive
Leadership Team (PELT), chaired by
the Deloitte Global Chief People and
Purpose Officer. PELT membership
was drawn from Deloitte member firm
Purpose leaders. Several junior Deloitte
professionals, drawn from participants in
the One Young World program, were also
members of PELT.
The results of the FY2022 formal
materiality assessment, including
the prioritized list of material topics,
were presented to, and approved
by, the World Impact Council (WIC),
the predecessor of PELT, and were
embedded in Deloitte’s management
of ESG matters. The prioritized list of
topics does not specifically list human
rights as a material impact because
human rights considerations are
included in many other topics.

ELT, and were
embedded in Deloitte’s management
of ESG matters. The prioritized list of
topics does not specifically list human
rights as a material impact because
human rights considerations are
included in many other topics. For
example, sustainable and responsible
supply chain includes Deloitte’s impacts
on human rights in supply chain, while
the diversity, equity, and inclusion
topic addresses equality and non-
discriminatory treatment as human
rights. Please see our Human Rights
Statement for the list of human rights
Deloitte is committed to advancing.
When considering the actual and potential
risks and opportunities of material topics
identified throughout the assessment
process, Deloitte recognizes its positive
and negative impacts on the economy,
the environment, people, and human
rights. Deloitte leadership recognizes
the importance of the three ESG pillars
and has supported an increase in ESG-
related services provided to clients, ESG
programs such as WorldClimate and
WorldClass, and tools and trainings for
our people, with an emphasis on diversity,
equity, and inclusion (DEI).
Deloitte’s impact extends beyond our
direct operations and includes impacts
arising from the work we do with clients
and from our supply chain that may not
fully align with our Purpose and Shared
Values. Deloitte’s negative impacts from
its activities include greenhouse gas
emissions contributing to climate change
and the creation of electronic waste.
Deloitte acknowledges these negative
impacts and is actively working to mitigate
them through internal and external
programs, as discussed throughout the
2024 Global Impact Report.

emissions contributing to climate change
and the creation of electronic waste.
Deloitte acknowledges these negative
impacts and is actively working to mitigate
them through internal and external
programs, as discussed throughout the
2024 Global Impact Report.
As part of Deloitte’s WorldImpact
programs, including WorldClimate,
WorldClass, and our global DEI program,
Deloitte has established aspirational
goals that align with leading practices,
frameworks, and benchmarks to
help drive positive impacts and reduce
negative impacts on stakeholders.
Performance against these goals is
reported annually in the Global
Impact Report.

Board and corporate governance
Economic performance
Ethics and integrity
Climate change
Data privacy and cybersecurity
Diversity, equity and inclusion
Health and well-being
Impact of client services
Nature and biodiversity
Societal impact
Sustainable and
responsible supply chain
Talent experience
Public policy engagement
Sustainable operations
2024 GLOBAL IMPACT REPORT
55
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
SIGNIFICANT
MORE SIGNIFICANT
FUNDAMENTAL
Economy
Environment
Deloitte people
Society
List of material topics by significance and area of impact

2024 GLOBAL IMPACT REPORT
56
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
Fundamental
• Board and corporate governance:
Respons

Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
Fundamental
• Board and corporate governance:
Responsibility of the board of directors
and management to strategize and
respond to ESG matters. Includes
board structure and diversity, board
nomination process, frequency of
board membership changes, and skills,
experiences, and backgrounds of
board members.
• Economic performance: Generation
of revenue and the maintenance of
profitability, business continuity, and
market presence.
• Ethics and integrity: Commitment
to the highest standards of ethics
and business conduct, placing an
emphasis on professional integrity
and compliance, defined codes of
conduct and policies, risk assessment,
transparency, and compliance. This
topic includes reporting mechanisms,
anti-corruption measures, and anti-
retaliation policies.
More significant
• Climate change: The impacts of
greenhouse gas emissions generated
through operations and supply
chain activities. From a governance
perspective, this topic includes
management of climate risk, along
with strategies employed to identify
and act on physical and transition
risks presented by climate change.
This encompasses collaborating with
clients, alliance relationships, and
suppliers with the goal of reducing
carbon and ecosystem footprints.
• Data privacy and cybersecurity:
Maintaining the confidentiality,
integrity, and availability of the data
and information of Deloitte clients and
individuals through safe and secure
data collection practices, strong data
protection policies and procedures,
and measures designed to protect
Deloitte’s computers, technology, and
systems against unauthorized access
and maintain information integrity and
availability.

individuals through safe and secure
data collection practices, strong data
protection policies and procedures,
and measures designed to protect
Deloitte’s computers, technology, and
systems against unauthorized access
and maintain information integrity and
availability.
• Diversity, equity, and inclusion:
Creating a respectful and inclusive
culture for people and communities by
focusing on diversity in the workforce,
increasing gender representation,
furthering pay equity, advancing LGBT+
inclusion, and supporting mental
health.
• Health and well-being: Supporting
Deloitte people’s well-being by providing
programs, resources, and incentives
that enable informed decisions and
health; includes creating a culture that
promotes satisfaction and a safe, secure
work environment.
• Impact of client services: Services
provided by Deloitte to clients have
broader impacts on the economy,
environment, and people. This
topic focuses on the alignment of
stakeholders’ expectations and Deloitte’s
environmental and social strategies with
services delivered to clients.
• Nature and biodiversity: The impacts
on natural capital, such as deforestation
and biodiversity loss and ecosystem
destruction.
• Societal impact: Deloitte’s impact on
matters impacting society, including
education and skills opportunities,
response to humanitarian crises and
natural disasters, health equity and
pandemic response, and gender
equality; societal impact also includes
how Deloitte collaborates with local and
international nonprofit organizations,
provides volunteering and pro bono
services, and makes donations of cash
and in-kind goods.
• Sustainable and responsible supply
chain: Supply chain impacts related to
environmental and social aspects of
suppliers’ performance.

,
provides volunteering and pro bono
services, and makes donations of cash
and in-kind goods.
• Sustainable and responsible supply
chain: Supply chain impacts related to
environmental and social aspects of
suppliers’ performance. Human rights
impacts include but are not limited to
child labor, workplace rights, modern
slavery, rights of indigenous people,
conflict minerals, and equal access to
health and opportunity.
• Talent experience: Considers
the many aspects of the talent
experience including work-life balance,
compensation, benefits and recognition,
role satisfaction, career opportunity,
working conditions, advancement, and
learning and development; considers
how purpose-driven individuals can
expect to make an impact while working
at Deloitte.
Significant
• Public policy engagement: Regulatory
and public policy engagement,
development of public policy positions,
political contributions, and lobbying.
• Sustainable operations: The
environmental impacts associated
with operations including energy
consumption, resource consumption
(paper, plastics, recycled materials),
water use, and waste management.
Definitions of material topics

57
Basis of reporting
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024

2024 GLOBAL IMPACT REPORT
58
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
This document provides additional
details about the scope and calculation
methods used in

Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
This document provides additional
details about the scope and calculation
methods used in the 2024 Global Impact
Report (the “Global Report”), available
at www.deloitte.com/GlobalReport.
It should be read in conjunction with
the Global Report; all definitions used
therein also apply to this document,
unless otherwise stated.
Defining Global Report content
Deloitte adheres to widely accepted
standards in developing the Global
Report. These standards define a
systematic approach to understanding
the areas that the Global Report should
cover and measuring and documenting
performance with regard to those areas.
The Global Report uses the Global
Reporting Initiative (GRI) Standards in
defining report content. The FY2024
Global Report, covering the period 1
June 2023 through 31 May 2024, has
been prepared in accordance with the
GRI Standards. Specific GRI Standards,
including the version used, are
referenced within the GRI Index.
The Global Report includes information
about Deloitte’s most significant impacts
on the economy, environment, and
people, including impacts on human
rights. In the GRI Standards these are
referred to as material topics.
To identify material topics, Deloitte
periodically conducts materiality
assessments, and seeks input from
Deloitte people who engage regularly
with key stakeholders, both internal
and external.

referred to as material topics.
To identify material topics, Deloitte
periodically conducts materiality
assessments, and seeks input from
Deloitte people who engage regularly
with key stakeholders, both internal
and external. Deloitte stakeholders are
defined as those groups that:
• are highly impacted by Deloitte
operations;
• influence Deloitte’s success;
• impact capital markets;
• affect the supply of resources needed
for Deloitte’s operations; and
• regulate environments and industries
in which Deloitte operates.
For details of the materiality
assessment, please refer to the
Stakeholder engagement and materiality
section herein.
Scope and methods for
performance measurements
Performance measures for societal impact
and environmental impact are based on
widely recognized standards, as described
in detail herein.
Data relied upon in reporting on
performance is obtained from financial
reporting systems, time-tracking systems,
accounts payable records, other internal
records, and outside sources such as travel
agencies, utilities, and property managers.
In FY2024, Deloitte Global implemented
the GreenLight Solution by Deloitte
as the primary system for managing
environmental and societal impact
performance data. GreenLight Solution
replaces the previous systems and
methods used to compile environmental
and societal impact information in prior
years.
Restatement Policy
A material misstatement is deemed to be a
variance of greater than or equal to 5% of
the global amount of the relevant impacted
subject matter. As it relates to greenhouse
gas (GHG) emissions, subject matter refers
to the sum of scope 1 and 2 emissions
and, separately, scope 3 GHG emissions.
The restatement will be accompanied with
an explanation as to why the data was
updated.

) emissions, subject matter refers
to the sum of scope 1 and 2 emissions
and, separately, scope 3 GHG emissions.
The restatement will be accompanied with
an explanation as to why the data was
updated. This applies to the baseline year
and all subsequent reported years.
In instances where emissions become
materially misstated due to a change in
calculation methodology, a structural
change, or improvements in data accuracy,
Deloitte will update these figures in the
subsequent annual reporting, where
data allows. In some instances, more
accurate data inputs may not reasonably
be applied to, or available for, all prior
years. When this occurs, Deloitte estimates
the impacted data points retrospectively
without restating the figures, or
acknowledges the change in data source
without recalculation or restatement.

2024 GLOBAL IMPACT REPORT
59
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
Societal impact reporting
For reporting on societal impact, Deloitte
considers the reporting standards from
the Chief Executives for Corporate
Purpose (CECP) and the Business for
Societal Impact (B4SI) framework. The
monetary value of community activities
is estimated according to the type of
service performed.
Societal impact reporting encompasses
Deloitte’s community actions globally,
including investments toward Deloitte’s
WorldClass ambition to empower 100
million people with access to education
and skills globally by 2030. The boundary
for societal impact reporting includes
only Deloitte-led or facilitated initiatives.

including investments toward Deloitte’s
WorldClass ambition to empower 100
million people with access to education
and skills globally by 2030. The boundary
for societal impact reporting includes
only Deloitte-led or facilitated initiatives.
Societal impact data is directly collected
from across the Deloitte network
using the GreenLight Solution; no
extrapolations are made in determining
reported amounts.
Donations
Donations include all monetary
donations by Deloitte firms and
Deloitte foundations to qualifying
organizations. Monetary donations
made by Deloitte people (to Deloitte-
supported organizations and as part
of Deloitte-sponsored fundraisers) are
also included, such as donations made
through workplace giving campaigns. In-
kind donations, including use of facilities,
provision of supplies, and equipment are
also included as donations.
Volunteer and pro bono work
The value of volunteer and pro bono
work by Deloitte people is captured and
quantified using applicable rates in the
local market, and is quantified based on
the type of volunteer or pro bono work
performed.
Traditional and skills-based volunteering
Traditional volunteering encompasses
volunteering activities that use
Deloitte peoples’ time but do not
require professional skills. Skills-based
volunteering includes volunteering
activities that use professional skills,
but are not services for which Deloitte
firms normally charge a fee and/or
volunteering that uses professional skills
but lacks the complexity, duration, or
practitioner commitment of a pro bono
project.
Pro bono
Pro bono time includes professional
service engagements performed at
no cost (pro bono) or significantly
reduced cost (low bono) to qualifying
organizations (e.g., nonprofits) that
Deloitte would normally bill a client for
performing.

professional
service engagements performed at
no cost (pro bono) or significantly
reduced cost (low bono) to qualifying
organizations (e.g., nonprofits) that
Deloitte would normally bill a client for
performing.
Program management
Management of societal impact programs
includes both staff costs and program
expenses incurred in delivering societal
impact programs, including volunteer and
pro bono work. These costs are included
because they are integral to successful
execution of the programs.
WorldClass programs
Deloitte reports the total number of
individuals reached through its WorldClass
programs and initiatives. These programs
focus on developing job skills, improving
educational outcomes, and providing
opportunities for individuals from
underrepresented and marginalized
groups around the world.
To be included in the Global Report
metrics, WorldClass program
reporting must:
• Have a measurable and evidence-
based impact that can be reasonably
attributable to Deloitte’s support and
investments;
• Impact the beneficiaries of the
organization delivering the program
and be external to Deloitte; and
• Not involve paid client work.
Environmental impact reporting
Environmental performance data in the
Global Report is directly collected from
across the Deloitte network using the
GreenLight Solution. Extrapolations are
used to account for known reporting gaps
where emissions data is not available.
Deloitte Global aggregates activity data for
the emission sources across all relevant
scopes and categories of emissions, and
these activities are converted to metric
tonnes of carbon dioxide equivalent
(CO2e).

emissions data is not available.
Deloitte Global aggregates activity data for
the emission sources across all relevant
scopes and categories of emissions, and
these activities are converted to metric
tonnes of carbon dioxide equivalent
(CO2e).
GHG emissions figures are prepared
according to the GHG Protocol Corporate
Accounting and Reporting Standard
and the Corporate Value Chain (Scope
3) Accounting and Reporting Standard
created by the World Resources Institute
(WRI) and the World Business Council for
Sustainable Development (WBCSD), with
emissions accounted for on the basis of
operational control.

See endnotes
2024 GLOBAL IMPACT REPORT
60
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
Deloitte uses the operational control
boundary for the limited purpose of GHG
emissions reporting because Deloitte
believes it is the most appropriate
standard to use under the GHG
Protocol given the network’s unique
structure and stakeholder demands for
aggregate, network-wide reporting. Each
Deloitte entity is a legally separate and
independent entity. The Deloitte network
is a global network of independent firms
and not a partnership or single firm.
Use of the operational control boundary
is strictly for GHG emissions reporting
purposes to facilitate network-wide
reporting. Deloitte Global is not a parent
company, does not have any subsidiaries
and does not have actual operational
control over the other members of the
Deloitte network.

emissions reporting
purposes to facilitate network-wide
reporting. Deloitte Global is not a parent
company, does not have any subsidiaries
and does not have actual operational
control over the other members of the
Deloitte network.
Base year
Deloitte has established FY2019 as its
baseline year for use in tracking progress
toward GHG emission reduction goals
as it was determined to be sufficiently
representative of our business
operations with reporting practices
sufficiently evolved. Deloitte’s near-term
(2030) GHG reduction goals, validated by
the Science Based Targets initiative (SBTi)
as 1.5°C-aligned, science-based targets,
also use a FY2019 base year.
Changes in methodology in FY2024
Commuting and teleworking
Deloitte reviewed its scope 3
emissions category screening in
FY2023 and identified scope 3,
category 7 – commuting (including
optional emissions from teleworking)
as a material source of emissions.
Accordingly, in FY2024, Deloitte
developed a methodology to calculate
emissions from commuting and
teleworking, and includes emissions
from this source in GHG emission
totals as of FY2024. Further details on
the methodology are provided in the
“Commuting and teleworking” section.
Due to data limitations, data is included
in the emissions inventory from FY2024
onward and has not been retroactively
included in prior years’ data.

are provided in the
“Commuting and teleworking” section.
Due to data limitations, data is included
in the emissions inventory from FY2024
onward and has not been retroactively
included in prior years’ data.
Emissions from contingent labor1
(i.e., non-employee staff)
In FY2023, more than 25% of Deloitte’s
purchased goods and services (PG&S)
emissions were derived from the use
of contingent labor, as calculated using
the existing PG&S methodology which
applied a spend-based emission factor
to the contingent labor spend. Based
on further analysis of this category,
Deloitte determined the spend-based
approach likely overestimated the
attributable emissions and in FY2024
Deloitte transitioned toward obtaining
direct data for the most significant
sources of emissions for contingent
labor. Based on FY2024 analysis, these
sources were determined to be:
• Business travel;
• Commuting and teleworking;
• Use of office space (historically
included in scope 1 and 2 emissions
reporting); and
• Use of technology (historically
included in scope 3, category 1 –
PG&S emissions reporting).
Based on the revised methodology, the
FY2024 activity-based emissions from
contingent labor have been included
in their respective emission categories:
scope 3, category 6 – business travel
and scope 3, category 7 – commuting
and teleworking, respectively. No
additional adjustments have been made
with respect to the use of office space
or technology as these emissions are
captured in emissions totals for scope 1
and 2 and scope 3, category 1 – PG&S,
respectively, consistent with historical
reporting.

to the use of office space
or technology as these emissions are
captured in emissions totals for scope 1
and 2 and scope 3, category 1 – PG&S,
respectively, consistent with historical
reporting. This methodology change
is possible due to improvements in
data granularity, and therefore cannot
be applied retrospectively. Further
information on the year-over-year
emissions decreases resulting from this
change are included in the performance
metrics table.
Identification of exclusions for PG&S
methodology
As described in the “Purchased goods
and services (PG&S) emissions sources”
section, Deloitte Global’s methodology
uses supplier spend to calculate emissions
from PG&S. Prior to performing the
calculation, certain spend items that are
deemed non-emission generating (e.g.,
taxes, intercompany transactions, etc.) are
excluded from the source data. In FY2024,
Deloitte improved the methodology to
apply these exclusions, resulting in an
increase in non-emission generating spend
identified and excluded from calculations.
Further information on the year-over-year
emissions decreases resulting from this
change are included in the performance
metrics table.

2024 GLOBAL IMPACT REPORT
61
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
Scope 1 and 2 emissions
Fleet-related emission sources
Fleet-related GHG emissions include
emissions associated with Deloitte-
owned or leased vehicles under Deloitte
operational control.

Limited Assurance Report FY2024
Scope 1 and 2 emissions
Fleet-related emission sources
Fleet-related GHG emissions include
emissions associated with Deloitte-
owned or leased vehicles under Deloitte
operational control. This includes those
owned and leased vehicles provided
to Deloitte people for business-related
transportation and personal use
(where applicable), on-site vehicles
for organization use, security vehicles
and other vehicles used for Deloitte
operations and business activities.
Building-related emission sources
Building-related emission sources are
those associated with the consumption
of purchased electricity, district heating
and cooling, heating oil, natural gas, and
fuels in the office buildings and data
centers that Deloitte either owns or has
under its operational control. Deloitte
does not participate in the sale or re-sale
of any purchased energy sources.
Some of the activity data associated
with building-related emission sources
is available directly to Deloitte. For
example, some facilities have direct
utility meters or sub-meters from which
Deloitte obtains consumption readings.
For leased or owned facilities that have
no available meter data, activity data for
the entire building is typically allocated
on the basis of the percentage of total
building floor space (based on rentable
square meters) in Deloitte’s operational
control. Where building-specific data is
unavailable, Deloitte estimates energy
consumption using actual data from a
similar building, by using the most recent
data available for such building or an
average from a recognized source.
A simplifying assumption is used for
calculating the volume of diesel fuel
used for backup power generation. It
is assumed that diesel fuel purchased
during the fiscal year is used during
that fiscal year.

average from a recognized source.
A simplifying assumption is used for
calculating the volume of diesel fuel
used for backup power generation. It
is assumed that diesel fuel purchased
during the fiscal year is used during
that fiscal year. This method likely
overestimates actual emissions in some
years and underestimates them in others
but, over time, captures the related
emissions.
Scope 3 emissions
Purchased goods and services (PG&S)
emission sources
Deloitte includes multiple categories
of upstream scope 3 emissions in
the total amount reported as PG&S
emissions. Scope 3 PG&S emissions are
calculated using data collected from
select suppliers, combined with broad
estimations of emissions per amount
spent by purchasing category. As such,
the uncertainty around these reported
emissions is high.
Deloitte’s methodology for quantifying
value chain emissions does not
currently allow for the segregation of
certain emission sources into the distinct
categories of scope 3. As such, multiple
scope 3 emission categories are combined
into a single reported number that is
collectively referred to as PG&S. The
categories comprising the reported PG&S
number include:
• Category 1: Purchased goods and
services – upstream (cradle-to-gate)
emissions from the production of
products purchased by Deloitte in the
reporting year. Products include both
goods (tangible products) and services
(intangible products).
• Category 2: Capital goods – upstream
(cradle-to-gate) emissions from the
production of capital goods purchased
or acquired by Deloitte in the reporting
year. Deloitte purchases a limited
amount of capital goods.

Category 2: Capital goods – upstream
(cradle-to-gate) emissions from the
production of capital goods purchased
or acquired by Deloitte in the reporting
year. Deloitte purchases a limited
amount of capital goods.
• Category 4: Upstream transportation
and distribution – upstream emissions
from transportation and distribution
include the scope 1 and scope 2
emissions of third-party transportation
companies.
• Category 8: Upstream leased assets
– emissions associated with in-
use embodied carbon, including
maintenance, repair, and retrofit
measures during the fiscal year. Note
this excludes build-phase embodied
carbon (emissions from construction)
of leased buildings and operational
emissions from leased assets (included
in Deloitte’s scope 1 and scope 2
emissions).
These emissions have been calculated
using a tiered approach:
• Tier 1: Where primary emission
intensity data is available directly from
Deloitte suppliers (obtained through
CDP Supply Chain program or directly
from a supplier), this primary data
is used to calculate Deloitte’s PG&S
emissions.
• Tier 2: Where no supplier data is
available, average industry emissions
factors (obtained through CDP Supply
Chain program) are used to estimate
Deloitte’s emissions (representing
secondary data according to the GHG
Protocol, scope 3 Technical Guidance)
using a spend-based approach.
• Tier 3: In limited portions of the
Deloitte network where spend data is
not currently available, emissions are
estimated based on an average per
FTE figure, as calculated using Tier 1 or
Tier 2 approaches. These estimations
represent approximately 23% of total
PG&S emission reported in FY2024.

available, emissions are
estimated based on an average per
FTE figure, as calculated using Tier 1 or
Tier 2 approaches. These estimations
represent approximately 23% of total
PG&S emission reported in FY2024.

2024 GLOBAL IMPACT REPORT
62
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
PG&S calculations are based on the
environmentally extended input output
(EEIO) model which estimates GHG
emissions resulting from the production
and upstream supply chain activities of
different sectors and products/services in
an economy. The EEIO emissions factors
are used to estimate cradle-to-gate GHG
emissions for categories of spend.
Currently, all PG&S calculations utilize
a spend-based approach. Deloitte
acknowledges that spend-based
calculations have a higher degree
of uncertainty than product-level
calculations. A number of assumptions
are applied to the spend data, including
how spend is allocated into procurement
categories, how suppliers’ reported
emission intensity figures are treated,
the CDP sector emission factors
applied to each spend category, and
the extrapolation factors used. Deloitte
continually reviews the approach to
reduce the risks inherent in these
assumptions and the impacts of year-on-
year fluctuations.
Deloitte continuously seeks opportunities
to incorporate additional product-
level data (e.g., cradle-to-gate GHG
emissions for the product of interest)
in its PG&S calculations.

the impacts of year-on-
year fluctuations.
Deloitte continuously seeks opportunities
to incorporate additional product-
level data (e.g., cradle-to-gate GHG
emissions for the product of interest)
in its PG&S calculations. As availability
of such data increases and its quality
matures, Deloitte anticipates moving
toward product-level calculations for key
categories of goods and services.
Category 6: Business travel
Deloitte emissions from business travel
are calculated based on the type of
travel activity undertaken.
Air travel
Reported GHG emissions from air travel
are those resulting from Deloitte people
flying for business reasons in accordance
with Deloitte policies. GHG emissions
from flights taken by non-Deloitte
people are also reported in instances
where flight activity data are captured in
Deloitte travel systems and reimbursed
or paid for by Deloitte (e.g., travel by
family members in accordance with
policies, travel by prospective Deloitte
people, etc.).
Business air travel data is obtained
from Deloitte travel systems and travel
expense records. The UK Department for
Energy, Security and Net Zero (DESNZ)
emission factors used incorporate an
uplift factor to account for non-direct
routes, delays, and circling. Business air
travel and total emissions are exclusive
of radiative forcing; however, air travel
emissions inclusive of radiative forcing
are included in the footnotes to the
performance metrics table. Business air
travel and total emissions are calculated
using tank-to-wake emissions; however,
full life cycle air travel emissions (inclusive
of well-to-tank emissions) are calculated
and presented as a separate section in the
performance metrics table.
Air travel is reported using a hierarchy of
three available methods:
1.

however,
full life cycle air travel emissions (inclusive
of well-to-tank emissions) are calculated
and presented as a separate section in the
performance metrics table.
Air travel is reported using a hierarchy of
three available methods:
1. Reporting by haul (distance) and class:
Used when data is available. Accounts
for both distance traveled and the class
of travel.
2. Reporting by class only (haul/distance
unknown): Used when the class of
travel is available, but distance of flight
segment is not known.
3. Reporting by average class: Used when
both haul/distance and class of travel
are unknown. This applies the most
conservative (highest) emission factor
of the three methods.
To avoid double counting of activity data,
these methods are mutually exclusive.

2024 GLOBAL IMPACT REPORT
63
Global Impact Report
Metrics and frameworks
Performance metrics table
Stakeholder engagement
and materiality
Basis of reporting
Task Force on Climate-Related
Financial Disclosures report
Stakeholder capitalism metrics
reference table
Global Reporting Initiative
(GRI) index
Environmental Performance Data
Limited Assurance Report FY2024
Ground transportation
Reported GHG emissions from Deloitte
business travel by automobiles includes
reimbursed driving (Deloitte people
driving in personal cars for which they
are reimbursed), rental cars (Deloitte
people driving in rented/hired cars for
which Deloitte pays), and buses and
taxis (reimbursed personnel trips in
buses, taxis, car service, car sharing and
limousines).
For road travel, activity data is gathered
from expense reports, rental agency
reports, travel agency reports, Deloitte
accounting systems, fuel receipts,
odometer logs and receipts or other
records indicating distance and
location of trip segments.

travel, activity data is gathered
from expense reports, rental agency
reports, travel agency reports, Deloitte
accounting systems, fuel receipts,
odometer logs and receipts or other
records indicating distance and
location of trip segments. When fuel
consumption is available, GHG emissions
are calculated on the basis of mobile
combustion factors for the given fuel
type. When only distance information is
available, GHG emissions are calculated
on the basis of average emissions factors
(emissions per distance traveled) for
vehicles according to vehicle type (bus or
car), fuel type (diesel, petrol, conventional
hybrid or unknown) and location.
When only cost is available, distance is
estimated based on an average cost per
distance traveled.
Rail
Rail travel accounts for GHG emissions
from trips by Deloitte people on subways,
railways, and trams, with different GHG
emission factors used for each type of
rail system.
Activity data sources include travel
agency reports, travel expense reports,
Deloitte accounting systems, receipts and
other records indicating the distance and
location of trip segments. In cases where
actual distance is unavailable, estimates
are made using travel expense data and
average travel costs per unit of distance
traveled.
Accommodations
The GHG emissions inventory in
the report includes emissions from
accommodations at hotels, guesthouses,
and apartments for business reasons
and in accordance with Deloitte policies.
Data is collected from travel agency
reports, travel expense reports, and
other internal records. Where the
country of accommodation is known,
a country-specific emission factor is
applied. In instances where the country
of accommodation is not known, a
weighted-average global emission factor
is applied.

, and
other internal records. Where the
country of accommodation is known,
a country-specific emission factor is
applied. In instances where the country
of accommodation is not known, a
weighted-average global emission factor
is applied.
Category 7: Commuting and teleworking
Commuting represents the GHG emissions
from Deloitte people and Deloitte
contingent labor traveling to Deloitte
offices or local client sites. It does not
include any reimbursed business travel, as
this is accounted for in scope 3, category
6 – business travel. Teleworking represents
the energy used by Deloitte people and
Deloitte contingent labor who are not in
local offices or client sites and who are
not traveling. This includes the energy
required for technology devices such as
monitors, laptops, and smartphones, and
the incremental household energy used for
lighting, heating, and cooling.
Primary activity data, where available, is
used to inform commuting and teleworking
calculations. This includes the use of
office badging data and travel expense
reports to determine the number of days
Deloitte people and Deloitte contingent
labor have commuted to an office or local
client site, worked from home, or traveled
to remote worksites. Surveys are also
used to determine commuting and home-
working trends applicable to Deloitte (e.g.,
the frequency of travel to offices vs. client
sites, the methods of transit used, the
number of devices used when teleworking,
etc.). Where primary data is not available,
estimates are made using local working
patterns and publicly available datasets
such as census data, device energy data,
energy agency data, and other sources as
deemed appropriate.