Corporate Responsibility Inaugural Report

Corporate Responsibility Inaugural ReportWe are defined by our responsibilities

Audit.Tax.Consulting.Corporate Finance. 2007/2008

Table of Contents

Corporate Responsibility Policy 3

About this Report 4

Note from the Chief Executive Officer: Barry Salzberg 5

Interview with the Corporate Responsibility Officer: Tom Dekar 6

Corporate Responsibility at Deloitte—We are defined by our responsibilities 8

The Right Thing—Responsibility to: our Values--Ethics & Compliance 9 our People--Talent 10 our Clients--Enterprise Sustainability Integrated Market Offering 12 our Community--Community Involvement 14 our World--Sustainability 16 The Right Way Internal Operations and Technology 18 Global Collaboration 20

Year in Review 22

Note: • As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.

• “Internal Operations and Technology” includes Field Operations, Information Technology Services (ITS) and other internal support areas

P Please consider the environment before printing

Corporate Responsibility Policy

As a leading professional services organization, the Deloitte US Firms have much to contribute to the political, economic, and social structures in our communities and throughout the world. As such, we will promote human dignity and ethical behavior, advance learning and culture, and advocate the sustainable use of natural resources and the environment.

We will demonstrate this through: • Investments in our people • The advice and services we provide to our clients • The way we run our internal operations • Commitment to our communities.

Deloitte US Board of Directors, August 29, 2007

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About this Report

This report covers essentially the first year under the Board-approved Corporate Responsibility Policy for Deloitte, from August, 2007-July, 2008. The scope of the Corporate Responsibility Policy includes Ethics, Talent, Client Service, Community Involvement, Internal Operations and ITS. Each of these major components of Corporate Responsibility at Deloitte is reviewed.

These expressions of corporate responsibility are closely aligned with our culture which has guided our actions for more than a century. We are recognized leaders in most of these areas. However, our focus on better understanding the impact we make on our environment, and the steps we are taking to incorporate the principles of sustainability in all that we do, is a direct result of the recently proclaimed Corporate Responsibility Policy of August 29, 2007.

This report describes our approach and major accomplishments in each of the areas of corporate responsibility. It does not cover every activity, every accomplishment, and every award. Accordingly, this report does not speak to progress against a formal reporting standard, but rather provides highlights.

This report has been reviewed by leadership and we believe it is a faithful representation of our achievements and aspirations as we proceed down the path of being a responsible corporate citizen--determined to make the world a better place for our people, our clients, our communities and for generations to come.

We recognize that there are significant challenges ahead, requiring the wisdom, participation, collaboration, and responsible leadership of all stakeholders. We pledge to do our part, and more.

We welcome your thoughts about this report as well as any insights or perspectives that might be helpful. Please email your comments to [email protected].

In deference to the sustainability principles we respect, this report is meant to be viewed online, although a pdf version is available. Resources consumed in the preparation of this report have been deliberately minimized, using only existing materials and visuals.

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Note from the Chief Executive Officer: Barry Salzberg

We show who we are by what we doIt’s tempting to think that corporate responsibility is so ingrained in Deloitte’s culture that it happens on its own. Our corporate responsibility commitment has endured since our business began, but I believe that truly successful organizations don’t leave such important issues to chance. Last year we formalized that commitment with a corporate responsibility policy and created the position of Corporate Responsibility Officer to drive it forward.

The way we behave is more than a matter of reputation for us. Like all businesses, we’re shaped by the world around us. We can’t think about our success without considering the society and economy that give us the two markets in which we compete: for clients and for talent.

If we follow responsible business practices, invest in our current and future talent, respect the environment, and commit to local communities, we know that society and the economy will benefit and so will we. Nothing about corporate responsibility is marginal to our business; it drives to the health and heart of who we are and how we grow.

These pages demonstrate that, when we serve our communities, we use the same skills, focus and integrity that make us successful with our clients. We show the world who we are by what we do.

We know we are most effective as a responsible organization when we make investments that drive value both for us and for society. When we help low-income youth make it to and through college, we’re building the skilled, diverse workforce that our country needs, just as we do. Our investment in ethics, talent, and improvement of our environmental impact are similarly valuable to society, and to our future growth and success.

This report celebrates our achievements and I hope conveys our optimism for the future--a better future because we intend to be better and even more involved. Our shared values bring us together to work with each other and our communities to solve problems and drive value. We’ve taken our commitment to the next level and I’m excited to know there’s so much more to come.

Regards,

Barry SalzbergChief Executive Officer, Deloitte LLP

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Interview with the Chief Responsibility Officer: Tom Dekar

Q: How far along is Corporate Responsibility at Deloitte?

A: The formal policy establishing Corporate Responsibility at Deloitte was approved by the Board the morning of August 29, 2007. At that time we presented our Corporate Responsibility Organization, outlined our next steps, and appointed our Corporate Responsibility Officer (CRO).

Corporate responsibility is not new at Deloitte, but is consistent with long-standing values and the highly acclaimed culture of the member firms of Deloitte Touche Tohmatsu (DTT). For example, in 2000 DTT was among the first signatories to the United Nations Global Compact, which is an initiative of leading global businesses to support a set of environmental and social prin-ciples.

Our sense of corporate responsibility is reflected in our strategic decisions and the choices our people make every day. We support the dignity of the individual, act with the highest of ethics and integrity, and are mindful of our impact on our clients, the environment, and the community at large. The principles and values that underpin corporate responsibility have alwaysbeen present at Deloitte. Being accountable is a core attribute of our profession, and being responsible is at the center of our culture.

Over the years we have developed excellent programs pertaining to our people, ethics & compliance, and community involvement. More recently, we serve clients through our fast-growing Enterprise Sustainability group, and are currently rolling out our internal greening initiative which is being enthusiastically embraced by leadership and our people at the grassroots level.

Q: During its inaugural year, what have been your greatest corporate responsibility accomplishments...greatest challenges?

A: The mature areas of Corporate Responsibility are led by some of our best and most dynamic leaders. They and their teams have had outstanding success during the past year from having Deloitte judged to be the “Best Place to Launch a Career” to having our organization described by President Bush as an exemplary corporate citizen.

For the Corporate Responsibility team, a major accomplishment was the launch of our greening initiative, marked by extraordinary engagement by our people. We developed an Office Greening Program under the banner “Greening the dot.” This program encompasses a broad range of activities to improve our environmental footprint within each office. At the same time, we have established sustainability criteria for consideration of suppliers in addition to sourcing more eco-friendly travel and other product options for our employees. We continue to evaluate and, where prudent, apply sustainable business practices for the selection, deployment, and maintenance of our real estate, information technology, and all aspects of internal operations.

Our greatest challenges are in the area of sustainability as well. Not so much in terms of changing behavior—as a rule our people have been eager to “go green”--but to determine baselines and metrics in a thoughtful and credible way that appropriately fits with our circumstances, yet is consistent with accepted standards.

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Q: What have been the key factors in the success of Corporate Responsibility at Deloitte?

A: In my view, there have been two related factors that account for our success: the strength of our culture and the response of our people.

The values that are the foundation of our culture align directly with the principles of corporate responsibility; and these values are brought to life through the decisions and actions of our people. It has been the enthusiastic engagement of our people—from top to bottom at Deloitte—that sets us apart. Q: Based on your experience during the first year of being CRO, what has been a key learning or insight?

A: We decided at the start that for our greening effort to be truly transformational, it must tap into the existing passion of our people, and be embraced on an opt-in/voluntary basis. People have to want to do the right thing for greening to be sustainable. This was also a practical decision since greening happens at the local level.

Small steps, when multiplied by our approximately 44,000 colleagues in the U.S. organization, can make a huge difference. To raise awareness among our people, the Corporate Responsibility team has disseminated a number of tips for them to reduce their personal carbon footprint—or more positively, increase their green footprint—by acting in a more environmentally responsible manner both in and out of the office.

Our national team provided tools, direction, and consistent messaging, but it was our office managing partners, local green champions, and our people who made it happen.

Although we had a lot of confidence in our people, it required trust to put this important program in their hands. We were not disappointed.

Q: What are some areas of progress that we can expect in the year ahead?

A: We recognize that corporate responsibility is a never-ending journey, so we expect to make progress in all key areas. Since other aspects of corporate responsibility have their own dedicated teams, a great deal of our attention will be focused on continuing to make gains in sustainability. Areas of immediate opportunity include meeting the challenges of establishing a carbon baseline and targets in the US; and collaboration with other member firms of Deloitte Touche Tohmatsu, our global organization, to magnify our positive impact worldwide.

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Corporate Responsibility at Deloitte: We are defined by our responsibilities

It’s been said that “no man is an island.” The same applies to organizations. We understand that we have a responsibility not only to our people and our clients, but to the world beyond our workplace.

We believe that we are defined by our responsibilities—that they signify what we are and what we aspire to be. We believe that what we do and don’t do matters. Accordingly, we hold ourselves accountable for our actions and their impact.

Corporate responsibility at Deloitte starts with the Shared Values that form the foundation of our culture: integrity, outstanding value to markets and clients, commitment to each other, and strength from cultural diversity.

We expect to be judged by the degree to which our actions reflect our values; and, more specifically, our ability to integrate corporate responsibility into all of our operations and the choices we make.

The year 2007 marked an inflection point in our commitment to corporate responsibility, as we created the position of Corporate Responsibility Officer and instituted a Board-approved Corporate Responsibility Policy.

Backing up this admirable statement of intent is highly committed leadership from our Talent, Community Involvement, Ethics and Compliance, Internal Operations and ITS groups, all of which work closely with the national Corporate Responsibility team.

Over the past year, a major corporate responsibility initiative has been our determination to contribute toward sustainability both in our own processes and operations, and the technology we deploy. Of course, sustainability and greening is not just an activity within the borders of Deloitte. Many of our clients want to be at the forefront of this vital issue; and we’ve found that we can leverage our experience and skills to bring them value. In 2007, we introduced a new Integrated Market Offering known as the Enterprise Sustainability group, which helps clients measure, improve, and sustain their environmental performance. Good for the environment, good for our clients, good for us.

Finally, we recognize that for all of our success, we can do better. For our mature areas of corporate responsibility, we will continue to build on what we have achieved thus far. For our recent sustainability initiative, we are currently in the process of establishing baseline metrics, determining near-term targets, and soon proclaiming long-term goals. In the meantime, we will continue to share ideas and learn from each other and our stakeholders.

IntegrityOutstanding value to markets and clients

Commitment to each otherStrength from cultural diversity

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Responsibility to our Values: Ethics & Compliance

Integrity is one of Deloitte’s Shared Values; and the Deloitte Touche Tohmatsu (DTT) Member Firms include Honesty and Integrity on their list of Ethical Principles. Deloitte’s focus on “doing what’s right” is a core element of our culture and a focus of our corporate responsibility initiatives. An ethical mindset supports the values-based decision-making that we believe is essential for success.

As an organization, we have always sought to act in a way that sustains the public trust, fulfills our client obligations at a high standard of quality, and lives up to our commitments to our stakeholders and each other.

Code of Ethics and Professional Conduct We also believe that, individually and collectively, we have a duty to be aware of the influence our choices and actions have on the relationships we have with society and, more broadly, the world we share. As is written in our Code of Ethics and Professional Conduct, “We recognize and respect the impact we have on the world around us.”

Everyone at Deloitte is expected to know, understand, and act in a manner consistent with our Code of Ethics and Professional Conduct; which is reinforced through mandatory “Ethics in Action” training.

Helpline and Dr. DilemmaThere is also a 24/7 Integrity Helpline our people can contact for assistance with an ethical dilemma or to report a potential ethics violation.

To help our people navigate murky waters in an engaging yet informative way, we introduced the popular and highly acclaimed bi-monthly “Ask Dr. Dilemma” column in 2007—singled out as a best practice by the Great Places to Work Institute in the “speaking the truth” category.

The “Doctor is always in” to address questions on how to deal with situations that may not be made clear in policies or other formal communications. In support of Earth Day 2008, Dr. Dilemma’s “Some Like It Hot” column examined the issue of using energy-depleting personal fans and heaters that are discouraged by our office greening initiative.

Ethical FrameworkWorking with the Corporate Responsibility team and areas across the organization, our Ethics and Compliance group seeks to provide the framework to help our people discern the right direction within our constantly changing world.

“Deloitte’s commitment to corporate responsibility builds upon the success of the ethics and compliance program. During its first year, the Corporate Responsibility program has proven to be a great vehicle for demonstrating how many of the organization’s initiatives fit together to achieve a larger goal.”

—Michael Zychinski, Chief Ethics & Compliance Officer, Deloitte LLP

People at Deloitte who are expected to take “Ethics in Action” training

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Responsibility to our People: Talent

At Deloitte, it is impossible to overestimate the importance of our people. They are the voice of our culture and living examples of the values by which we judge ourselves, and welcome others to judge us by.

Whether as an organization known by the collective actions of our colleagues or the everyday actions of each person, corporate responsibility at Deloitte is manifested by our people. We consider ourselves to be citizens within a community, which we define as broadly as the world we share, now and in the future, and as singularly as each individual.

As a professional services organization, our people are the value we offer to our clients. We believe that we serve great clients--with great talent. We know that we cannot have one without the other.

The Talent ExperienceOver the past year we have benefited from a new, unified Talent organizational structure to both harness and liberate the energy and capabilities of our people; and to further enhance Deloitte as a rewarding choice to begin, build and advance a successful career. Coupled with thoughtful understanding and collaborative efforts, this unified structure has resulted in The Deloitte Talent Experience, which defines the unique value proposition we offer our people. Accompanying the Deloitte Talent Experience is the Talent Agenda which outlines strategic priorities and investments we’re making to continually enhance that experience.

The transformation that is happening in the way we relate and connect to our people reflects a changing world. It is a “moveable feast” that is impossible to describe in one “sitting” as it continues to shift along each individual’s journey. Within the context of corporate responsibility, we’ll mention a few examples that demonstrate the range of our commitment to our people.

Changing WorkforceWe recognize that the workforce has changed. The marketplace is beginning to catch up, but in many instances the traditional workplace is still the norm. We are adapting our workplace to our workforce.

For example, women are now the majority of entrants to the knowledge talent pool; and younger generations place greater emphasis on family and personal time. Also a diverse workforce has become a market imperative, because it is simply better—more creative, more dynamic, and more connected with our world. As the market becomes more global and challenges more complex, the value of different experiences and perspectives increases.

At Deloitte, 40 percent of our new hires in 2007 were minorities. Also in 2007, 16 percent of new partners, principals and directors were minorities and 30 percent of them were women.

“One of the key attributes of our Talent Experience defines us as impassioned community citizens—continually making positive and meaningful differences in the local and global communities in which we live and serve. Deloitte’s commitment to corporate responsibility is a clear and powerful embodiment of that philosophy in action.”

—Cathy Benko, Chief Talent Officer, Deloitte LLP

“The Talent Annuity”an annuity because we view talent as an investment to grow, rather

than a cost to be controlled.

Aligning the Workplace with Today’s Nontraditional Workforceby Cathleen Benko and Anne Weisberg

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We are adapting our organization to the new realities of our people. An innovative approach to our talent, largely developed by leadership at Deloitte and currently rolling out within our organization, is Mass Career Customization (MCC). Replacing the “up, down & out” corporate ladder, the MCC framework resembles a Corporate LatticeTM--a living platform that allows for customized movement in many directions to build careers and develop talent. Also, from a facilities standpoint, plans are underway to build a $300 million, state-of-the-art Deloitte learning and leadership center.

Another new enhancement to the Talent Experience is D Street, a networking tool with a repository of online colleague profiles that is changing the way our people connect with each other. As a demonstration of the level of interest in the environment, the “Go Green!” personal description on D Street was cho-sen by more people than all other affiliation options combined.

An initiative that truly captured the spirit of our people was the Deloitte Film Festival. More than 2,000 individuals offered their talent to the project, submitting 372 short films. The festival site attracted nearly 410,000 hits in just 22 days. Want to know more about the people of Deloitte? As they say on the street “Check it out.”

Recruits to AlumniOur Talent Agenda extends from campus recruits to alumni and beyond. As part of our efforts to relate to prospects in new ways, the Alternative Spring Break Program featured in BusinessWeek fostered relationship-building within the context of community service. We stay in touch with our alumni through an extensive alumni network, now numbering more than 100,000 members. In 2007, we hosted 83 alumni events to relive memories, share ideas and experiences, and also to maintain relationships that could result in us once again working together.

Deloitte alumni are in leadership positions at many of our current clients; and more than 1/3rd of our experienced hires in 2007 were “boomerang” professionals who returned to Deloitte. For retired alumni, there are other ways to actively connect through support of the Deloitte Foundation. Now in existence for more than 80 years, this nonprofit organization funded by Deloitte and retired partners, principals and directors has contributed more than $40 million over the last decade to support quality education for future professionals. The Foundation continues to develop new and innovative initiatives to address critical issues facing our profession and the academic community through student and faculty development programs, financial grants and awards, and thought leadership.

RecognitionWe are proud of our people, through the challenges and the triumphs. And although we like to think our work and the character of our people speak for themselves, it is gratifying to warrant third-party recognition. Last year, Deloitte received more than 80 significant talent-related awards—from ranking #1 as best place to launch a career from BusinessWeek, to being one of the “100 Best Places to Work For” from FORTUNE®, to other prestigious awards for diversity, training and communication.

Significant talent-related awards received by Deloitte over the last year

2007 WIN Annual Report

2007 Diversity Report

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Responsibility to our Clients: Enterprise Sustainability Group

Following its first full fiscal year, the Enterprise Sustainability Integrated Market Offering has emerged as one of the most dynamic, fast-growing initiatives within Deloitte. In addition to an ever-expanding base of service to clients, Enterprise Sustainability professionals collaborated to create more than 35 pieces of thought ware.

Enterprise Sustainability ResourcesThe Enterprise Sustainability group attracts expertise from every region, function, and industry within Deloitte. These practitioners are not only passionate about sustainability, but also have the educational and professional backgrounds, talent, and desire to make it their professional career. They share their skills with our clients while providing a core understanding and expertise that is applied within our own organization. Accordingly, the practice strives to demonstrate within Deloitte and the marketplace that the issues of corporate responsibility, sustainability, and climate change are real, complex, and worth addressing in a meaningful way.

ConferencesTwo major conferences reflect a commitment to build the group by bothleveraging the broad resources of Deloitte, as well as collaborating within the business community. In December ’07, the inaugural “Sustainability, Corporate Responsibility, and Climate Change Conference” brought Deloitte leadership together with Enterprise Sustainability professionals to review strategic direction and share insight. Plans are underway for the first annual “Connecting the Green Dots” conference which will go beyond the borders of Deloitte to engage outside corporate leaders and authorities.

Externally, a number of practitioners spoke at various sustainability events and conferences including the Urban Land Institute, NAIOP Research Foundation, SAP Insider, the Uptime Institute and various trade associations. Our practitioners were also sought out by the media to provide insightsregarding sustainability. Publications where Enterprise Sustainability professionals were quoted included CFO, US Industry, CRO Magazine, and Green Real Estate News to name just a few.

Understanding and InsightDuring the course of the past year, in addition to providing cross-functional, industry-specific, end-to-end client services for environmental, social, and financial sustainability, the Enterprise Sustainability group also contributed to increased understanding within the marketplace. Along with articles, participation at events, podcasts, and Dbriefs, several white papers were published and distributed, including: • Green Lean Six Sigma: Using Lean to help drive results in the wholly sustainable enterprise • The Evolution of Green: Managing for Performance • The Dollars and Sense of Green Retrofits, The Risk Intelligent approach • The Risk Intelligent Approach to Corporate Responsibility & Sustainability • Managing Renewable Energy Projects • Sustainability on the Store Shelf

“Deloitte’s strong performance is a reflection of our ability to leverage competencies across our four businesses. So we can offer end-to-end services, and sensitivity to sustainability risks and opportunities, which vary byindustry. Our organization is truly the differentiator – no other firm has the depth or breadth of delivery capabilities.”

—Katie Pavlovsky, Co-Lead Enterprise Sustainability, Principal, Deloitte Financial Advisory Services LLP

“We have started down the path of helping our clients improve social and environmental performance in the same way we have advised them for over a century on improving financial performance.”

“We directly supported Deloitte’s efforts to ‘green’ the firm, too. We helped design and implement the Office Greening program, Greening the dot, and the Green Footprint, as well as other efforts designed to ‘walk the talk’ on sustainability.”

—Chris Park, Co-Lead Enterprise Sustainability, Principal, Deloitte Consulting LLP

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Thought ware created through collaboration by Enterprise Sustainability professionals


Communities and CollaborationCommunities of Practices have been established for the national Enterprise Sustainability group. Additionally two regions have launched intranet pages on DeloitteNet with the remaining six regions soon to follow. These communities provide Deloitte professionals with opportunities to get involved with the Enterprise Sustainability group as well as develop sustainability-related skills and knowledge.

In the year ahead, we see significant growth as the Enterprise Sustainability group builds on its strong foundation and impressive momentum. A key part of the expected expansion will trace to increased collaboration among global member firms of Deloitte Touche Tohmatsu, as well as with clients and stakeholders, including academia and governments.

Wholly Sustainable EnterpriseThe Enterprise Sustainability group offers a broad array of services that contribute toward organizations becoming a Wholly Sustainable Enterprise--thereby generating growth, profitability, and value by applying principles of sustainability across their entire base of activity.

Enterprise Sustainability Group Services • (Alternative) Energy as Strategy • Capital Efficiency • Carbon Trading • CleanTech Integration • Compliance Reporting & Integration • Corporate Reputation/Brand Management • Economic Impact Assessment • Employee Engagement • Enabling Technology Solutions • Energy Efficiency • Environmental Liability Assessment • Environmental Program Evaluation • Ethics Compliance • Food & Product Safety • Forensic & Dispute Services

• Governance & Organizational Structure • Green Buildings • Green IT • Green Supply Chain • Green Sync Communication • Internal Assurance • Internal Audit • Marketing & Branding • Performance Management • Product & Service Strategy • Product Lifecycle • Safety Analytics • Sourcing & Procurement • Stakeholder Engagement • Sustainability and CR Strategy

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Responsibility to our Community: Community Involvement

At the heart of community involvement at Deloitte is a genuine desire to drive change and improvement where the needs are most critical in our communities. As a professional services organization, the most effective way for us to make an impact in the community is to leverage the knowledge and experience of our people. Rather than focusing on a single social issue, we take a competency-based approach, intended to advance operational excellence among leading local and national nonprofits that addresses a range of community concerns – from poverty to education to environmental sustainability.

By putting our business skills to work in the nonprofit sector, we give nonprofits the resources they need to manage their business challenges and, in turn, more effectively address pervasive social issues. How do we know nonprofits need our skills? According to the 2006 Deloitte/Points of Light Foundation Volunteer IMPACT Survey, most nonprofits (77 percent) agree that they would benefit from skills-based volunteerism, but barely more than one in ten (12 percent) actually align their volunteer assignments with workplace skills. This discrepancy is indicative of the tremendous opportunity we have to help nonprofits drive impact in the community. Our community involvement strategy is manifested through our many community programs and alliances. Below are some examples of how our strategy was realized over the past year: IMPACT Day 2008On June 6, 2008, 32,500 Deloitte professionals engaged in more than 700 projects in over 70 communities across the United States and India. Of those projects, nearly one third (30 percent) were skills-based. In keeping with Deloitte’s focus on skills-based volunteerism, we launched an innovative new program model in cities across the country that enabled us not only to head out into the community to make a difference, but to open our doors to the community and welcome them into our offices. Bringing together more than 800 nonprofit executives, representing close to 500 organizations, we hosted a series of business training workshops designed to provide non-profit leaders with the critical knowledge needed to run effective organizations. Based on its success, the program will be expanded during 2008. Problem Solvers FundThe Deloitte Problem Solvers Fund invests in local community initiatives where our people are deeply engaged to expand capacity of the nonprofit sector. In its first two years, the fund invested in strategic initiatives ranging from developing mentorship programs and national expansion plans to forging new links between competing nonprofits in challenging urban environments.

Among the projects supported by the fund in 2007 was the Roadmap to Preparedness: Connecting Nonprofits in Times of Disaster, in which Deloitte’s federal practice led nonprofits in the Greater Washington, D.C. area to identify gaps in disaster preparedness. Extensive research and disaster simulation sessions will culminate in 2008 with a strategic emergency response plan for the nonprofit sector.

“Our innovative leadership in the area of corporate community involvement is an important measure of our overall commitment to responsible corporate citizenship. By engaging the talent of our people to drive operational excellence across the nonprofit sector, our community involvement program does more than provide temporary solutions to community concerns. It enables us to achieve significant and sustainable social change in a manner that strengthens our communities, our people, and our business.”

—Evan Hochberg, National Director, Community Involvement, Deloitte Services LP

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Deloitte professionals who participated in IMPACT Day 2008


New Pro Bono ProgramOn June 1, 2008, Deloitte launched a new pro bono program that provides a formal budget, as well as policies and procedures to support up to $50 million in cross-functional pro bono engagements over the next three years. One of the first of its kind in the marketplace, the new program builds projects into our annual planning and budgeting to ensure that pro bono engagements receive the same level of service excellence as Deloitte’s traditional business clients. Thanks in large part to the new program, President Bush recently recognized Deloitte as an exemplary corporate citizen and presented Barry Salzberg, Chief Executive Officer, Deloitte LLP, with the President’s Volunteer Service Award. College SummitIn 2008, we continued our commitment to College Summit, a national nonprofit that helps high schools in low-income communities raise their college enrollment rates. Through an integrated mix of philanthropy, pro bono, skills-based volunteerism, and leadership, we have committed $2 million to help College Summit achieve its mission. Some of our most notable achievements to date include: • Our College Summit pro bono team launched a new College Enrollment Data Warehouse in April 2008. Reports that previously took 15 hours to complete, now take less than a quarter of the time to process; enabling College Summit staff to spend more time conducting the critical analysis necessary to make a college education more attainable for low-income students.

• We more than doubled the number of Deloitte volunteers who participated in College Summit’s summer workshops, making Deloitte College Summit’s largest corporate volunteer contributor for the past two years.

• Barry Salzberg, Chief Executive Officer, Deloitte LLP, joined the College Summit National Board of Directors, and a number of other senior leaders serve on the local College Summit boards. These are just a few of the many ways community involvement at Deloitte is redefining corporate community involvement and digging deep in our local communities to deliver sustainable social change.

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Responsibility to our World: Sustainability

At Deloitte we have always tried to act responsibly and apply common sense to all that we do, including consideration of the consequences of our actions. Local sustainability initiatives at Deloitte have taken place sporadically over time, consistent with increased awareness within our society, with varying degrees of impact for limited periods of attention.

Sustainability LaunchAt the start of 2008--following establishment of a formal Corporate Responsibility Policy which stated in part the intent of Deloitte to “advocate the sustainable use of natural resources and the environment”-- ad hoc actions were replaced with a strategic, national greening program. The “Greening the dot” launch changed forever the way we think about the environment and our responsibility and role in contributing to a more sustainable future.

Our “top/down bottom/up” approach to sustainability recognized two fundamental truths: first, for environmental considerations to be sustainable they must be integrated into everyday processes and behaviors; and second, that success depends on our people deciding for themselves that they want to fully invest their energy and leadership in supporting sustainability. Therefore, although we provided programs and tools, it was the grassroots engagement with our people on an opt-in/voluntary basis that has fueled the green transformation at Deloitte.

Greening ProgramsWe recognize that there is still much to do, but we are off to a strong start. In January, we supplied all of our managing partners with tools and communication templates, and set up the hub of communications with a robust corporate responsibility/greening intranet site. Green championswere appointed and green teams were formed in every office.

In February, we started the “How green is your footprint?”TM campaign featuring a proprietary online mechanism to not only measure each person’s “green-ness” but to compare their score to others in their office and region, and, importantly, to offer tips on how to improve their score.

In March, the Green Dot Scorecard was introduced to measure progress office-by-office in completing the sustainability projects contained in the greening toolkit.

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People at Deloitte who have registered their footprint thus far


EngagementHow have the people of Deloitte responded? By the end of the summer, virtually all of our approximately 44,000 employees have visited the site; and as we enter the fall, more than half or 24,500 have registered their footprint. Further, during the first six months more than 1/3rd or over 1,000 greening projects have been completed at the office level.

Driving engagement with our people has been a high level of collaboration among our Ethics, Talent, Community Involvement, Field Operations and ITS teams—all of whom have incorporated sustainability into their programs.

Green CouncilWe have also established the Deloitte Green Council, which is comprised of partners and directors from each of the regions and augmented by representatives from Internal Operations, ITS and Talent. The role of the Council is to: • Assist in implementing a sustainable green culture at Deloitte • Develop and share green ideas across regions • Participate in the development of greening goals • Track and monitor our performance in implementing ideas and achieving our goals • Identify and address challenges and opportunities related to greening Deloitte

On the horizon, is the continued integration of sustainability throughout the organization, generation of baseline metrics of our carbon footprint and increased communication and involvement with our people.

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The Right Way: Internal Operations and Technology

Like corporate responsibility, for sustainability to succeed it must be integrated into the ongoing processes of our organization and the ongoing behaviors of our people. At Deloitte, we recognize that sustainability is consistent with our long-held and enduring values, a significant part of our ingrained culture; and we are seeking to make it a natural part of our everyday actions.

The way we create awareness, provide direction and encourage engagement is as important as the desired outcome—to “walk the talk” not only in doing what we say but in how we do it. Green execution of green initiatives and objectives reinforces our message; and often serves as an exercise in innovation as we strive to do things in new, more environmentally responsible ways.

Over the last year, a major factor in the greening of Deloitte has been our internal operations programs focusing on Green Offices, Green Real Estate, Green Meetings, Green Travel, Sustainable Supply Chain, and Green IT.

Green OfficesThe office greening program, under the heading “Greening the dot,” included the appointment of green champions leading green teams in nearly 90 offices throughout the United States and India. The program featured a proprietary greening toolkit containing more than 35 office projects that cover reduction of daily energy, paper and product consumption, waste reduction, recycling and awareness building. A Green Dot Scorecard online measurement device tracks progress. Within the first six months of launch, over 1/3rd or more than 1,000 projects in total were completed.

Green Real EstateSince nearly all of our office facilities are leased, our ability to influence our physical surroundings is often indirect. Wherever possible and within the scope of financial reasonableness, we strive toward alignment with LEED (Leadership in Energy and Environmental Design) standards throughout our workplace. A major opportunity to exercise LEED principles will be incorporated into the building of a state-of-the-art learning and leadership development center.

Green Meetings The first question we ask ourselves, especially when travel is involved, is whether a physical meeting is necessary. If a meeting is required, we aimto follow green protocols. From venue sourcing/selection, to the choices we make for transportation, food and beverage, to on-site execution, we are working toward a smaller environmental footprint for each meeting.

Green Travel We are required by the nature of our business to travel—it is unavoidable for a professional services firm. We recognize the impact of travel on the environment and have developed programs and guidelines to provide green options, encourage use of virtual meetings, teleconferencing, and employ green practices while on the road. This is a serious challenge for our profession that we are determined to deal with responsibly.

“Internal Operations and Technology” includes Field Operations, Information Technology Services (ITS) and other internal support areas.

“I am excited about the opportunity to reduce our carbon footprint through green technologies. The Green IT initiative is already making a significant impact in terms of energy and cost savings, efficiencies and recycling. ITS is proud to support corporate responsibility through green technology.”

—Larry Quinlan, Chief Information Officer, Deloitte LLP

“The greening of Deloitte has changed the way we think about our workplace environment, resulting in a significant transformation of our office operations.”

—Mary Ellen Rodgers, Managing Partner, Field Operations, Deloitte LLP

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Projects completed during first six months of office greening program


We recognize that many organizations that value sustainability secure environmental off-sets to counter the impact of activities, such as travel, that are a practical necessity. Our current focus is on addressing the challenge of our environmental impact at the source rather than compensating for it. Going forward, we may consider legitimate off-sets as appropriate but never as a standalone solution.

Sustainable Supply ChainOur responsibility extends to wherever we have a relationship. We aim to do business with suppliers whose values, regarding respect for human rights ideals, the environment, and ethical business practices, are consistent with our own.

Our efforts over the past year have been to further embed sustainability into our strategic procurement process, including supplier selection and dialogue with existing suppliers, leading to plans and actions, and cultivating “greener choice” product and service options.

Green IT When combined with internal operations processes geared toward sustainability, and the greening actions of our people, technology provides tools that reduce operational costs, and boost productivity through environmentally sustainable practices.

The Green IT initiative at Deloitte seeks to reduce waste, and increase efficiency and recycling by focusing on four key areas: • Data Center Computing, including power and cooling reduction • End-user Computing, including laptop and printing protocols • Practice Office, including video teleconferencing • Education & Awareness, including an intranet site and campaigns

The Green IT Council manages these efforts by providing governance, oversight, measurement and reporting.

TeleconferencingAn initiative that has the potential to significantly impact our travel footprint is our substantial investment in video teleconferencing facilities. The compre-hensive teleconferencing program is shaped to the needs of the offices and includes state-of-the-art immersive conferencing. This program is already underway. As it rolls out, we expect to see several benefits including: higher productivity as well as reduced meeting related travel, reduced wear and tear on our people, and more visual communication among our professionals.

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The Right Way: Global Collaboration

Corporate responsibility is by nature expansive. In an increasingly interconnected world, we are all global citizens. We face common challenges, and the solutions to them are most effectively addressed when they are the result of collaboration among stakeholders. For Deloitte, foremost among those stakeholders are the other member firms of Deloitte Touche Tohmatsu (DTT).

Deloitte Touche TohmatsuDTT coordinates a globally connected network of member firms in 140 countries, which together employ 165,000 professionals. The DTT member firms’ approach to corporate responsibility is shaped by the recognition that, because they are a professional services organization, their impact on society comes in large part from the way they serve clients. Accordingly, the DTT member firms seek to achieve excellence and continuous improvement in three ways:

• Conduct—responsible business practices in how the member firms are run and how they serve clients. • People—investing in the talent and diversity of the member firms’ current and future workforce. • Communities—commitment to local communities and shared global chal lenges

To sustain trust and best serve member firm clients, integrity and quality are the foundation that defines the approach to the operation of member firm business and the delivery of multidisciplinary professional services to clients. The people of the DTT member firms are also committed to the global Shared Values, which create a culture of trust across all of the member firms.

DTT HeritageWith the formal establishment of the Corporate Responsibility Policy, Deloitte has sought to benefit from the experience of other DTT member firms. In this regard, Deloitte is fortunate to be part of DTT’s rich heritage of public engagement in the corporate responsibility agenda:

• As participants in the 1992 Earth Summit (formally known as the United Nations Conference on Environment and Development), DTT was among the first organizations to acknowledge the importance of environmental sustainability to the financial success of global organizations.

• DTT became a founding signatory of the United Nations Global Compact, an initiative seeking to promote responsible global citizenship by advancing universal values in business operations, at its inception in 2000, and has been actively involved since that time.

• A member of the World Business Council for Sustainable Development since 1995, DTT has taken part in many working groups and projects through the years.

• DTT joined the International Business Leaders Forum (IBLF) in October 2003. In November 2007, John Connolly, chairman of the DTT Board of Directors, Deloitte U.K.’s chief executive and senior partner, and the DTT corporate responsibility leader became a trustee of the IBLF’s Board of Trustees.

“Every day, in actions and decisions big and small, our professionals prove themselves to be ethical leaders. It’s a fundamental part of who we are. We act with integrity and a sense of responsibility, both individually and collectively in everything we do.”

—Jim Quigley, Chief Executive Officer, Deloitte Touche Tohmatsu

Countries where Deloitte Touche Tohmatsu member firms serve clients

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The Global Compact asks companies to embrace, support and enact, within their sphere of influence, a set of core values in the areas of human rights, labour standards, the environment, and anti-corruption


• A Strategic Partner of the World Economic Forum, DTT became a founding signatory of the Forum’s Global Corporate Citizenship Initiative (GCCI) in 2002, and is a signatory to the Forum’s Partnering Against Corruption Initiative, which was formally launched in January 2004. DTT also signed the Forum’s CEO Climate Policy Recommendations to G8 Leaders, presented in July 2008.

• DTT supports the efforts of the Global Reporting Initiative (GRI) to develop a common framework for sustainability reporting and has been involved with it since its inception. DTT member firms participated actively in GRI’s 2002 guidelines review process, and member firm professionals play—and have played over time—key roles in the GRI governance and stakeholder bodies.

AssociationsIn addition to our initiatives with global associations via DTT, Barry Salzberg, Chief Executive Officer, Deloitte LLP, is a member of the IBLF Americas Advisory Group. Further, Frank Piantidosi, Chairman and CEO of Deloitte Financial Advisory Services LLP, serves on the board of directors of Transparency International-USA, the American chapter of the Berlin-based non-profit/non-partisan organization founded to curb corruption in international business and development. Lastly, Deloitte is a participant in the Business Roundtable Climate RESOLVE (Responsible Environmental Steps, Opportunities to Lead by Voluntary Efforts) project, an initiative encouraging commitment to reduce greenhouse gas intensity.

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Year in Review

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August ’07: Corporate Responsibility Policy approved by Board of Deloitte US Firms“We have made a long-term commitment. This new policy establishes the philosophy that will be an integral part of our business going forward. We’ll be looking to all of the people of the US organization for their input and active par-ticipation as our programs take shape.”- Tom Dekar, Corporate Responsibility Officer, Vice Chairman, Deloitte LLP

August ’07: Enterprise Sustainability group helps clients go green“The fact is we’re looking at a carbon-constrained future, and clients are beginning to recognize the strong linkages between enterprise value and improved social and environmental performance.”- Chris Park, Co-Lead Enterprise Sustainability, Principal, Deloitte Consulting LLP

August ’07: College Summit Volunteers: Helping Dreams come true““Having an opportunity to create a social shift is not an everyday experience...College Summit creates that shift for many inner-city students.” - Barry Salzberg, Chief Executive Officer, Deloitte LLP

August ’07: Joe Echevarria named “Executive of the Year” by the Association of Latino Professionals in Finance and Accounting “Growing up I understood the challenges that face minorities first hand. But the world is changing. In our search for the most talented people to advance our business, Deloitte recognizes the broad range of talentin this diverse world.” - Joe Echevarria, Managing Partner, Operations, Deloitte LLP

August ’07: Frank Piantidosi elected to board of directors of Transparency International-USA“Shining the light of truth and bringing transparency to the world’s business and accounting practices has been the underlying theme of my entire career.”- Frank Piantidosi, Chairman & CEO,Deloitte Financial Advisory Services LLP

September ’07: Deloitte US Firms top list of “Best Places to Launch a Career” by BusinessWeek magazine“It’s an honor to be ranked No. 1 and a testament to the work each and every one of us is doing to create a work-place of the future that speaks to the multiple generations in today’s workforce.”- Cathy Benko, Chief Talent Officer, Deloitte LLP

September ’07: Mass Career Customization: The future of how careers will be built “Today’s career journey is no longer a continuous, straight climb up the corporate ladder but rather a series of rising and falling phases of engagement that can involve climbs, lateral moves, and planned descents.” - Cathy Benko, Chief Talent Officer, Deloitte LLP, and co-author of Mass Career Customization: Aligning the Workplace with Today’s Nontraditional Workforce

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September ’07: Sharon Allen named one of “100 Most Powerful Women” by Forbes

September ’07: Deloitte Film Festival: And the winners are….

October ’07: American Society for Training and Development recognizes US Firms as among the “BEST”

November ’07: Course available on corporate responsibility and sustainability “Increasing awareness and expectations among all stakeholders has brought sustainability front and center on the agendas of responsible companies. This e-learning course is an essential tool to make sure we have a fundamental understanding necessary to meet the needs of our clients in the area of corporate responsibility.”- Chris Park, Co-Lead Enterprise Sustainability, Principal, Deloitte Consulting LLP

November ’07: 2007 Deloitte & Touche USA Ethics and Workplace Survey reveals strong relationship between work-life balance and ethics “People are inclined to act in an ethical manner. By offering our people an environment that supports flexibility and encourages personal fulfillment , we are focusing on key elements of job satisfaction.”- Harold Tinkler, first Chief Ethics & Compliance Officer, Deloitte LLP

November ’07: The Deloitte US Firms donate $100,000 to California fire recovery“The fires were devastating to this community, not just in terms of the physical damage, but emotionally too.”- Theresa Drew, San Diego Office Managing Partner, Deloitte LLP

December ’07: Junior Achievement/Deloitte Teen Ethics Survey: Nearly 40% of “Ethically Prepared” Teens Believe Lying, Cheating, or Violence Necessary to Succeed “The Junior Achievement-Deloitte training in ethical decision-making is the best investment we could make.” - Ainar Aijala, Global Managing Partner, Consulting, Deloitte Touche Tohmatsu, and Chairman of JA Worldwide

December ’07: Directorship places Sharon Allen on list of 100 most influential people in corporate governance

December ’07: Going Green at inaugural Corporate Responsibility Conference: Helping Clients Improve Social and Environmental Performance “We are at a unique time in the history of Deloitte in that we have acknowledged the growing importance of environmental and social performance to our clients and our people, and, at the same time, have made significant commitments in terms of building our services and addressing internal issues.”- Chris Park, Co-Lead Enterprise Sustainability, Principal, Deloitte Consulting LLP

January ’08: Greening the dot at Deloitte: The National Sustainability Launch “Here at Deloitte, we’ve decided to take some big steps…big green steps.”- Barry Salzberg, Chief Executive Officer, Deloitte LLP


January ’08: New Corporate Responsibility site launches on DeloitteNet As an organization and as individuals, we are defined by our responsibilities.”- Barry Salzberg, Chief Executive Officer, Deloitte LLP

January ’08: US Firms named one of top companies for undergrad internships by BusinessWeek “There’s limitless opportunity within the US Firms and multiple resources and programs to help our people excel. It’s an honor to be recognized for the opportunities we provide at all levels.”- James Jaeger, Managing Partner, Talent, Deloitte LLP

January ’08: Fortune Telling: Deloitte on list of “100 Best Companies to Work For” “This year’s ranking just motivates us to push even harder as we look to create an enhanced career experience for all of our professionals.”- James Jaeger, Managing Partner, Talent, Deloitte LLP

January ’08: Deloitte praised by American Heart Association as Fit-Friendly Company“As an organization, physical fitness and employee wellness are very important priorities, which is why we’ve made a long-term investment in the National Health & Fitness Program. This investment benefits Deloitte as an organization, while also demonstrating our commitment to our people and their well-being.”- Barry Salzberg, Chief Executive Officer, Deloitte LLP

January ’08: Record United Way giving by Deloitte—all-time high $19.6M “We are proud that Deloitte once again has more givers at the Tocqueville level ($10,000+ donation) than any other organization in America.”- Holly Cook, Senior Manager, National Community Involvement, Deloitte Services LP

January ’08: Corporate Responsibility in our Supply Chain “We are committed to greening the Deloitte supply chain by leveraging our relationships with our suppliers to drive sustainability through our procurement process, ultimately benefiting our people, the organization, the marketplace, and the world.

Our people have embraced ‘greening’ in ways we hadn’t even imagined and are proving that they require options that allow them to choose to increase sustainability and decrease environmental impact. And we are committed to helping drive that choice throughout our supply chain.” - Mike McMahon, Chief Procurement Officer, Deloitte Services LP

January ’08: Independence, Ethics and Compliance 2007 Report Card “We introduced several new compliance tools in an effort to make it easier for you to know where you stand with your compliance requirements, as well as simplify what you must do to meet those requirements.”- Harold Tinkler, first Chief Ethics & Compliance Officer, Deloitte LLP

January ’08: New travel policy…videoconferencing strategy announced “High-end immersive video conferencing…this is not your father’s videoconferencing technology.”- Larry Quinlan, Chief Information Officer, Deloitte LLP

February ’08: See where you stand—How green is your footprint?TM

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February ’08: Deloitte Foundation announces 2008 Doctoral Fellowship Program grants “The importance of supporting accounting doctorial education is not new to our foundation. Through the years, we have provided financial support to more than 900 doctoral fellows.”- Shaun Budnik, President of the Deloitte Foundation and Partner, Deloitte LLP

February ’08: Recruiting Team connects with student prospects via innovativetext messaging campaign“We decided to test a creative delivery channel students are very familiar with…and they responded positively.”-Missy Babcock, National Recruitment Marketing Leader,U.S. Brand & Reputation/U.S. Recruiting, Deloitte Services LP

February ’08: Celebrating Black History MonthPersonally and professionally, inclusion is not something that should be celebrated just in the month of February, but every day, throughout the year.”- Allen Thomas, Managing Partner, Partner Services & Chief Diversity Officer, Deloitte LLP

February ’08: Deloitte recognized for leading-edge learning on Training Top 125 List “This is just the beginning. As we continue to build a talent development strategy and raise our game in delivering world-class learning and development to our professionals, we will continue to differentiate Deloitte.” -Susan Burnett, National Director, Talent Development, Deloitte LP

February ’08: Problem Solvers Fund helps create solutions “We are sharing the integrated scope of our resources—including financial support, skills-based volunteerism, and leadership—to help local initiatives drive greater change within their communities.”-Evan Hochberg, National Director, Community Involvement, Deloitte Services LP

March ’08: How green is your office? Introducing the Green Dot Scorecard “It’s important that we use clear and precise metrics to assess our corporate responsibility performance. Our proprietary web-based tools, along with the environmental baseline will enable us to get a true measure of our greening success.”- Brian Derksen, Deputy Chief Executive Officer, Deloitte LLP

March ’08: Salzberg, senior leaders welcome Jackie Robinson Foundation scholars Speaking to the scholars: “I encourage you to work hard, take risks, be a team player, and apply your uniqueness and creativity. And always—do the right thing.”- Barry Salzberg, Chief Executive Officer, Deloitte LLP

March ’08: Deloitte creates “JA Business Ethics” course for high school students “JA’s students are our future employees and clients—equipping them with the tools to make sound ethical decisions is critical.”- Evan Hochberg, National Director, Community Involvement, Deloitte Services LP

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March ’08: Deloitte.com rated best professional services website for 5th consecutive year in the 2008 Web Globalization Report Card

March ’08: Deloitte Life magazine: The true greening of life “One of the great things about Deloitte is that if you’ve got an area that you are passionate about, the sky’s the limit. I was given a platform to pursue a passion.”- David Linich, first chief of staff of the Corporate Responsibility team and Senior Manager, Deloitte Consulting LLP

March ’08: DNN Magazine: Filing and Smiling—more than 300 tax professionals help low-income families prepare returns ““I get emotional just thinking about it, because many of these families have so very little. I’m just so glad and so thankful we’re here.” - Brevard Fraser, Volunteerism Leader, Community Relations, Deloitte Services LP

March ’08: IMPACT Day offers more skills-based volunteer opportunities “This year we’ll demonstrate our level of commitment to corporate responsibility by ‘greening’ IMPACT Day through its execution as well as the skills-based services we provide.”- Frances Kennedy, National Senior Manager, Employee Involvement, National Community Involvement, Deloitte Services LP

March ’08: New book on “Decoding Generational Differences” written by Stan Smith, National Director of our Cross-generation Initiatives, Deloitte LLP “Stan has assembled a great deal of research on young people’s attitudes toward big business, their expectations of employers and careers, and the role technology plays in all facets of their lives.”- Cathy Benko, Chief Talent Officer, Deloitte LLP

April ’08: President Bush recognizes Deloitte as an exemplary corporate citizen “I believe corporate America has a responsibility to give back to their community. Barry Salzberg understands that corporate giving is an essential part of being a good citizen.” - President George W. Bush

April ’08: Dr. Dilemma: Some Like it Hot On Thermostat control, Dr. Dilemma responded to this issue: “I’m all for saving planet earth, but the inconvenient truth is that on a cold day I can see my own breath and on a hot day it’s like being in a sweatbox.”

April ’08: Enterprise Sustainability IMO co-sponsors conference focusing on Green IT “The focus of our session was to address green IT topics that are typically not on IT’s radar but should be … we communicated takeaways for tax benefits as a way for IT to fund their new green IT projects, and tips for IT to be proactive, and in some cases, be the catalyst for a company’s green compliance and CSR reporting.”- Lynda Pak, Director, Deloitte Consulting LLP

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April ’08: “Maximum Impact”: Deloitte Alternative Spring Break Program“Instead of partying on the beach in Florida, a small group of students is spending spring break building houses in Biloxi as part of consulting company Deloitte’s job recruiting process” - BusinessWeek web site

April ’08: D Street highlights individuals whose profiles feature “Go Green”

April ’08: Deloitte celebrates “Take our Daughters and Sons to Work Day”

May ‘08: Senior ethics professionals at Deloitte contributed in authoring the Ethics and Compliance Officers’ Association’s “The Ethics and Compliance Handbook: A Practical Guide for Leading Organizations.”

May ’08: Al Gore at the Deloitte Touche Tohmatsu 2008 Annual World Meeting Mr. Gore expressed his optimism for our ability both as a profession and as individuals to make a difference for the planet: “We should be optimistic. If we wake up and really take action, we can solve this. We really can.”

May ’08: Deloitte Touche Tohmatsu 2008 Annual World Meeting goes Green

May ’08: Working Mother magazine selects Deloitte senior manager for cover story…Deloitte honored as one of the Best Companies for Multicultural Women “Utilizing the wealth of talents and viewpoints that people with varied backgrounds bring to the table enables us to sustain continued growth in an increasingly competitive and global marketplace.”- Cathy Benko, Chief Talent Officer,Deloitte LLP

May ’08: Deloitte responds to China earthquake crisis with Red Cross Donation

May ’08: Deloitte selected for the “Companies that Care” Honor Roll “Our commitment to our talent and our community go hand-in-hand. A fundamental pillar of our Talent Experience is to continually make positive and meaningful differences in the local and global communities where we live and serve.”- James Jaeger, Managing Partner, Talent, Deloitte LLP

June ’08: IMPACT Day 2008 turns out record numbers—3 out of every 4 of the people of Deloitte participate “IMPACT Day is unique in that it’s the one day when we can all come together and demonstrate not only what we stand for, but the powerful impact we can have when we engage as one organization focused on one goal.”- Evan Hochberg, National Director, Community Involvement, Deloitte Services LP

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June ’08: IMPACT Day goes green “When it comes to giving of themselves, our people are consistently outstanding. The impressive efforts to green 2008 are the foundation for all of the IMPACT Days to come.”- Tom Dekar, Corporate Responsibility Officer, Vice Chairman, Deloitte LLP

June ’08: Deloitte among top 10 of Fortune’s list of 100 most desirable MBA employers

June ’08: Ellen Gabriel Fellows provide recommendations to CEO“The learning opportunities provided as part of the Ellen Gabriel Fellowship are very valuable, not only to my Fellowship project, but to everything I do at Deloitte. I find myself much more aware of future trends, actively questioning what I could be doing differently today to make sure we’re prepared for tomorrow.”- Julie Ehrens, National HR for Talent Leader, Deloitte Services LP, and Ellen Gabriel Fellow ’08

June ’08: New $50 million pro bono program is one of the first of its kind “This is a very exciting time for our organization, as we seek to demonstrate corporate responsibility in all that we do. With our approach to pro bono, we are setting a new standard for corporate community involvement.”- Barry Salzberg, Chief Executive Officer, Deloitte LLP

June ’08: Deloitte announces $300 million investment in its people “As our industry evolves faster than ever before, Deloitte’s learning and leadership development center will enable our people to take the lead in shaping the future of our profession. We expect this facility to become the heart of our organization — the place where we meet, learn and develop our next generation of leaders.”- Barry Salzberg, Chief Executive Officer, Deloitte LLP

July ’08: A Green thumbs up for our first 180 days “We’ll soon welcome the Green Leadership Council whose role is to represent regional interests, concerns and ideas; and bring together the perspectives of the people of Deloitte.”- Tom Dekar, Corporate Responsibility Officer, Vice Chairman, Deloitte LLP

July ’08: Deloitte Consulting receives prestigious diversity award “Together, we all are collectively challenging, and ultimately changing, the status quo among us—and impacting the larger business community in the process. Together, we are striving to better understand, embrace, and promote diversity and inclusion.”- Doug Lattner, Chief Executive Officer and Chairman, Deloitte Consulting LLP

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July ’08: Deloitte honored as No.1 most prestigious accounting firm by Vault.com career web site

July ‘08: Enterprise Sustainability on “The Dollars and Sense of Green Retrofits”

July ‘08: Podcast--Traveling Green: Why hotels are becoming Eco-friendly

July ‘08: Salzberg chairs diversity summit at United Nations “If you want to be a competitive company, you have to be a diverse company.”- Barry Salzberg, Chief Executive Officer, Deloitte LLP

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Corporate Responsibility Inaugural Report

Documents

Transcript of Corporate Responsibility Inaugural Report