Inextricably linked Talent Annuity Report

Did you know...?80 2,000+ 35 55,000+ 89 315,000 32,000 1,000+ 88 2.4 mil 10,000 107

Heres a look at Talent by the numbers. See if you can match each with its corresponding description, and then check out how you did on the back inside cover. You might be surprised with what you know. 1) Number of women partners, principals, and directors a milestone in our history 2) Percentage of new hire offers accepted 3) Number of learning hours logged by our people 4) Number of acres in Deloitte University campus 5) Number of Deloitte alumni using AlumNet 6) Percentage of our people who report flexibility around where they work 7) Resumes received for positions at Deloitte 8) Average total days earned for holidays, vacation, illness, etc. 9) Number of our people who hold nonprofit board positions 10) Percentage of U.S. and India offices with videoconferencing facilities 11) Average number of monthly visitors to D Street 12) Number of our people who volunteered on IMPACT Day

*Numbers are approximate and represent calendar year 2009.

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.

Introduction

High performance culture. Extraordinary growth and development opportunities. Sustainable career-life fit. Our signature Deloitte Talent Experience lies at the intersection of these three distinct, yet inextricably linked and mutually reinforcing attributes: High performance which speaks to consistently exceeding expectations for quality delivery and to the outstanding suite of rewards and benefits we offer our people; Growth and development which represents our commitment to a culture of learning; And career-life fit which is exemplified by varying options for career development, by being cared for as an individual, and by collaborating on ways to fit life into work and work into life over time.

High performance

Career-life fit

Growth & development

Together these attributes sharpen our focus and serve to inform our talent investments and activities, which we share in the pages that follow. The year in review This past year has proven to be one of extremes. Navigating the economic down cycle has been challenging, yet strategic investments in critical areas are positioning us well in both the client and talent marketplaces. Highlights included the acquisition of BearingPoints North American Public Services business, which brought more than 4,200 highly skilled professionals into our Deloitte family and has already greatly enhanced our federal capabilities. We warmly welcome each of you.

Talent Annuity Report Introduction 1

Other highlights included breaking ground on Deloitte University while transforming our curriculum to create world-class development opportunities. In addition, we continued to foster rich career discussions and robust career-life fit options by completing our rollout of Mass Career Customization across the U.S. Firms and further embedding the notion of the Corporate Lattice into the fabric of our organization. Yes, we have a lot to be proud of. In the past year, Deloitte was recognized by BusinessWeek as both the No. 1 place to launch a career and the No. 1 to place to intern. FORTUNE magazine once again included us among the 100 Best Companies to Work For. A TIME magazine cover story showcased Deloitte as a leader in workplace innovation. And to top it all off, Maria Shriver and the Center for American Progress dubbed Deloitte the model employer in conjunction with the release of The Shriver Report. We were also honored by organizations such as the American Heart Association, which recognized Deloittes leadership in promoting health and wellness for all our professionals. And we received the nations highest award for corporate civic engagement the Points of Light Institutes 2009 Corporate Engagement Award of Excellence. And it was a historic year in strengthening Deloittes inclusive environment, including a milestone within our profession being the first to reach 1,000+ women partners, principals, and directors (P/P/Ds). And we continued to gain prestigious external recognition for our efforts. DiversityInc once again named us as one of its Top 50 Companies for Diversity and most recently Catalyst honored us with the 2010 Catalyst Award for innovative organizational approaches that address the recruitment, development, and advancement of all women. A time to be proud We are now the largest professional services organization in the U.S. and our Deloitte Touche Tohmatsu network is the largest across the globe. We trust you will take great pride as you read though this report and walk with a hint of swagger for all we have accomplished. But swagger doesnt mean complacency. There is still much to do to further distinguish ourselvesto further bolster Deloittes mission to be the standard of excellencefor our clients and our people. Our greatest opportunity, and therefore our strongest focus within Talent, is to increase the level of consistency in how our people experience Deloitte. Third party research concludes that we are in a truly elite class when it comes to our programs, initiatives, benefits, and the like. But we also know that, while very good, we are not yet elite when it comes to the level of consistency with which our people experience who we are and what we stand for.

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A look back and a look forward The following pages serve as a look back on the past year, as well as a reference source of our key activities, results, and learnings. But more than just a record of what has occurred, this is a Talent Annuity Report because we regard our talent as an investment that generates an annuity, rather than a cost to be controlled. The actions and achievements described in these pages therefore serve to inform and provide a basis from which we will further enhance the Deloitte Talent Experience now and into the future. We look forward to our continued shared journey, to the difference each of you makes, and to the extraordinary results our collective actions deliver as we work to stay always one step ahead.

Barry Salzberg Chief Executive Officer Deloitte LLP

Cathy Benko Chief Talent Officer Deloitte LLP

Talent Annuity Report Introduction 3

Talent Annuity Report

Talent Annuity Report 6 Talent Experience

9 Talent Agenda

10 Year in Review

68 Summary 58 In the Marketplace

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Contents

Talent Annuity Report 6 9 10 Talent Experience Talent Agenda Year in Review 12 16 18 22 24 28 30 34 38 40 44 48 50 52 56 58 60 62 66 68 Acquisition Alumni Community Involvement Corporate Responsibility Development Ethics Health & Fitness Mass Career Customization Our Inclusive Environment Diversity & Inclusion Womens Initiative Communities Talent Specialties Total Rewards Workplace of Tomorrow Rankings & Recognitions Awards & Achievements Media Mentions

In the Marketplace

Summary

We have an opportunity and an obligation to continue to develop ideas that help us attract, develop, and retain talent. Being innovative within the framework of our Talent Experience is a great way to bring the right talent to Deloitte. Sharon Allen, Chairman of the Board, Deloitte LLP

Talent Experience

We compete in two inextricably linked markets: In order to attract great clients, we must continue to attract great talent. And to provide a high performance culture with opportunities for this talent to grow and thrive, we must continue to serve great clients Our commitment to our clients is embodied in The Deloitte Client Experience. Its about delivering the right team with the right experience at the right time to provide innovative and effective solutions to crucial business issues. Its a commitment to excellence. And while the Deloitte Client Experience encompasses the ways we deliver excellence to our clients, the Deloitte Talent Experience embodies how we fulfill the equally vital commitment of delivering excellence to our people. Its about increasing each individuals market value while enriching our collective journey along the way. Its an understanding that our people are multi-dimensional. And its about providing a customizable experience that allows them to develop along each of these dimensions. Together, our client and talent experiences represent the best of Deloitte. They bring to life our shared values of integrity, outstanding value, mutual commitment, and diversity the values that distinguish Deloitte as a company of the greatest talent serving the greatest clients.

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Value to Our ClientIn In du st ry

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The Deloitte Talent Experience represents our commitment to delivering a defining experience in the ways that matter most to our people a commitment which we similarly make to our clients as part of The Deloitte Client Experience. Bill Freda, Managing Partner, Clients and Markets, Deloitte LLP

A Career Enhancer

A Corporate Lattice Organization

Strengthened by Our Collective Spirit

Talent ExperienceInvested in Total Rewards

An Inclusive Environment

Ethical Leaders

Impassioned Community Citizens

Talent Annuity Report Talent Experience 7

Talent Experience

The attributes of The Deloitte Talent Experience collectively represent our value proposition to our talent, and in many ways, are the voice of our culture. Our Talent Agenda is the way we bring the Talent Experience to life. It encompasses the strategic priorities we set, the focused investments we make, and the extraordinary actions we take to deliver on our commitment to our people.

A Career EnhancerContinually increasing the value of our talent by providing compelling development and growth opportunities

A Corporate Lattice OrganizationOffering a customized model for how careers are built, how work gets done, and how participation is fostered

Strengthened by Our Collective SpiritThriving in the cumulative benefits of a collaborative and collegial environment

Invested in Total RewardsSharing in our collective success through recognition of performance and potential

Talent Experience

An Inclusive EnvironmentCelebrating and harnessing strength from diversity of all kinds backgrounds, experiences, and perspectives -- to the benefit of our clients and ourselves

Ethical LeadersUncompromising in our values and insistence that we each exhibit the highest standard of integrity

Impassioned Community CitizensContinually making positive and meaningful differences in the local and global communities in which we live and serve

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Talent Agenda

Our commitment to The Deloitte Talent Experience is unwavering. And while we still have much to accomplish, the focused priorities of our Talent Agenda provide a clear strategic direction for moving forward - one that will benefit our professionals by creating the Talent Experience each desires. James Jaeger, Managing Partner, Talent, Deloitte LLPTalent AgendaCreate a Distinct Leadership & Development ExperienceContinuously strengthen our peoples skillsfrom P/P/Ds to entry-level staffthrough leading-edge learning and challenging assignments, delivering on the unprecedented opportunity Deloitte University presents to enrich our culture and create an enduring learning sense of place.

Double Down in InclusionIntensify our efforts through bold plays, broadening career opportunities and strengthening alignment with leadership.

Lead by Example in Career CustomizationReinforce our commitment to career-life fit by scaling a tailored model for how careers are built.

Strengthen Rewards & RecognitionRecognize and reward our talent in ways they value most.

Reinvent the WorkplaceCreate tomorrows workplace today, reinventing how we communicate, collaborate and connect with one another.

Strengthen Alumni Relationships & ConnectionsEnhance the alumni experience while strengthening relationships and creating business and placement opportunities.

Talent Annuity Report Talent Agenda 9

Year in Review

This past year was one of tough business decisions, but it was also a year of great action and advancements in delivering on our Talent Experience. From the groundbreaking of Deloitte University to the completion of our Mass Career CustomizationTM rollout, we continued to push toward the convergence of high performance, career-life fit, and world-class opportunities for growth and development. Its what sits at the heart of the daily commitment we make to each other to create and sustain a workplace that brings out the best in each of us. But major initiatives are only one way we enhance our collective journey. Our Talent Experience is also shaped by a wide range of everyday activities some big, some small. So now lets take a look back at the past year.

10 Year in Review

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Contents

Year in Review 12 16 18 22 24 28 30 34 38 40 44 48 50 52 56 Acquisition Alumni Community Involvement Corporate Responsibility Development Ethics Health & Fitness Mass Career Customization Our Inclusive Environment Diversity & Inclusion Womens Initiative Communities Talent Specialties Total Rewards Workplace of Tomorrow

The Talent Experience is our true north guiding the decisions we make around our people-focused programs and initiatives. With each year, we create a more consistent and meaningful experience for all our professionals, at every level of the organization. Joe Echevarria, Managing Partner, Operations, Deloitte LLP

Year in Review:

AcquisitionWhen it comes to recruiting new talent, every organization talks about the great opportunities and offerings it provides. But only one can put the proof behind it by again being named as BusinessWeeks #1 place to launch a career, and as an added recognition this year, the #1 place to intern. In 2009, more than 8,900 new full-time hires joined Deloitte. While this number was lower than previous years due to the challenging business climate, we strategically chose to continue to invest in the acquisition of new talent. By maintaining a strong presence on campus, continuing to sponsor and present at professional conferences, and welcoming more than 1,800 summer interns in addition to the full-time hires mentioned above we not only gained through the acquisition of new talent, but also uniquely positioned ourselves for the upturn. The number of individuals seeking positions at Deloitte last year showed a steady increase. In total, we received more than 315,000 resumes, invited nearly 18,000 of these candidates to interview, and conducted nearly 22,000 interviews to identify and recruit the best of these candidates. Nearly 30% of our professionals were directly and personally involved in the search for talent, which translated to more than 12,500 Deloitte colleagues dedicating nearly 650,000 hours. While the overall availability of candidates went up, there were a number of unique skill sets that we seek for which supply remained constant and demand continued to be high. We therefore spent additional time this year identifying and proactively targeting talent with these particular skills in high-tech to high-touch ways. An innovative approach to campus recruiting The talent acquisition process starts well before a candidate comes in for an interview or even decides to submit a resume. Weve therefore designed a customizable approach for todays students highly-skilled consumers of information to not only connect with and learn about Deloitte, but to experience what it would be like to join our organization. The innovative ways we accomplished this in 2009 included: Complementing traditional on-campus presentations with business-case competitions, class lectures by Deloitte experts, Deloitte-sponsored faculty symposia, interview days at practice offices across the country, and other high-touch elements Inviting students to participate in hands-on development programs like the annual Deloitte National Leadership Conference where 400 top college sophomores were invited to a four-day event in Phoenix Reaching out to students in highly mobile ways including:

We continue to evolve our approach to Talent Acquisition. Through new technologies and increased levels of communication, candidates can experience Deloitte long before they ever walk through our doors. Patty Pogemiller, National Director, Talent Acquisition, Deloitte Services LP

- Campus recruiting interactive microsite thats all about our people telling our story, each in a unique and authentic way. Using the dynamic visual navigation, students can connect with individuals through stories and videos about the interesting choices theyve made at work and in life. To personalize their experience, students can select Deloitte professionals who

January 2009

Honored by American Heart Association - Start! Fit-Friendly Gold level

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Alternative Spring Break graduated from their same school, studied their same major, or even share similar musical or TV tastes. - @lifeatdeloitte on Twitter features a different Deloitte partner or principal each week tweeting about life on and off the job to give prospective talent a number of different takes on who we are and what life here is really like. - Your Future at Deloitte group on LinkedIn offers prospective talent the opportunity to connect with Deloitte professionals who share their diverse personal interests. Whether the recruit is interested in greening or Olympic gold, theyre bound to find someone at Deloitte who shares the passion. - Your Future at Deloitte fan page on Facebook offers its more than 5,000 fans (and growing) thoughtprovoking videos, extraordinary stories and photos of our people, and the option to sign up for customized text alerts such as when the next Deloitte event will take place on their campus. - Your Future at Deloitte on YouTube features our people in a variety of videos sharing what its like to launch a career, work, develop, advance, and make an impact at Deloitte. Inviting recruits to experience Deloitte by providing opportunities to work side-by-side with our professionals, servicing a constituent that both parties care about a great deal our communities. - Deloittes Alternative Spring Break (ASB) held in conjunction with the United Way allows students to act on their passion for community involvement while experiencing the culture of Deloitte. In 2009, 79 students from top universities joined 35 Deloitte professionals for a 7-day ASB community service project working to rebuild the Houston, Texas communities impacted by Hurricane Ike. And were pleased to report that more than 95% of participants gave the program a highly favorable rating. In addition to our varied approaches to connecting with potential recruits, weve also identified some innovative sources of potential talent to help us attract the broadest range of backgrounds, experiences, and perspectives. In 2009, we began partnering with historically Black universities (HBUs) to offer events such as the Deloitte-sponsored Southeast Case Study. This competition offers HBU students a unique opportunity to vie for placement in Deloittes National Student Case Study Seminar. And to reach top minority talent even earlier in the process, we began working with a select group of community colleges, which many minority students attend before transferring to four-year institutions.

# of Resumes Received: 315,000 # of Candidates Interviewed: 18,000 # of Offers Extended: 12,000 % Offers Accepted: 88% # of Campus Hires: 3,000 # of Experienced Hires: 5,900 # of Interns: 1,800 # of Deloitte Professionals Involved: 12,500 # of Hours Dedicated: 650,000

Numbers

By the

Recognized on FORTUNEs 100 Best Companies to Work For

MCC a buzz at World Economic Forum in Davos

Talent Annuity Report Acquisition 13

Bringing experience to the table Campus recruiting is essential to fueling our talent pipeline, but its only part of our talent acquisition equation. Were also engaged in a continual search for the most qualified experienced candidates with specific skills to round out our workforce. While our needs for experienced hires were lower than in previous years, we nonetheless hired more than 5,900 experienced professionals in 2009, including more than 4,200 former BearingPoint professionals in a single day. Acquisition of BearingPoints North American Public Services business allowed us to significantly expand our reach in the growing market of federal services. But more importantly, it added a significant number of new members to our Deloitte family with unique skills and competencies from which we can all learn. And as a further bonus, the external M&A Advisor Network recognized Deloitte for both the Professional Services Deal of the Year and the Middle Market Deal of the Year.

In addition to this group of high-performing colleagues, we brought in talent with specific skills in the fields of technology, healthcare, financial services, and other segments. And were proud to say that nearly 8% of those were boomerang professionals who had previously worked at Deloitte and 44% were referred by our existing talent, proving once again that the Deloitte experience is one not easily duplicated. While our experienced hire efforts focused on a more specific set of skills this year, we remained committed to drawing this talent from the broadest range of candidates. We therefore continued to invest in six national diversity conferences: ALPFA, NABA, Ascend, NBMBAA, NSHMBA, and Out & Equal. Through lead sponsorship of events and engagement of our leaders in key speaking opportunities, we steadily enhanced our ability to identify and connect with high-performing, diverse talent. Aided by these and other targeted efforts, minorities comprised more than 34% of our 2009 experienced hires.

[The move from BearingPoint to Deloitte] has been a very graceful transition, a very welcoming approach. Deloitte has done everything possible with the least amount of anxiety for us. There was a lot of effort to ensure a smooth transition. Every person from Deloitte that weve met has been extremely responsive and gracious. The effort that went into welcoming the BearingPoint individuals showed. Aditya Padha, Principal, Deloitte Consulting LLP; Former Managing Director at BearingPointChairman Sharon Allen addresses potential talent at Out & Equal Workplace Summit

February 2009

Celebrated Black History Month

Announced Extended Parental Leave

Presented MCC at coveted Authors@Google series

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Campus Recruiting Microsite Taking us out for a test drive While we aim to provide campus and experienced candidates with a clear and realistic view of the Deloitte experience, theres still no replacement for the real thing actually working at Deloitte. In 2009, our hands-on summer internship program introduced more than 1,800 potential future hires (both undergraduate and graduate) to working at Deloitte. Participants had the chance to experience our businesses and culture firsthand along with opportunities to learn and lead with direct support from our professionals. Of those who participated in the intern program, more than 65% accepted offers to join Deloitte full time. Charting a course for the future Internships, campus hiring, and experienced recruiting are all essential to fill our talent pipeline, but our efforts dont end, or more appropriately dont begin, there. Through pre-college outreach programs, we educate younger students and enable them to try on careers in professional services. For example, building on a program initiated in 2007 the Virtual Team Challenge for High Schools we teamed with the United Way to offer a unique experience for more than 6,000 high school students from nearly 250 schools across the country. Through a series of online business simulations for which Deloitte was recently recognized as a best practice by the Society for Human Resource Management (SHRM) participants used games, music, and the Internet to solve real business issues. And while only a small subset of these students may choose to pursue a career with Deloitte, our pre-college efforts serve to widen the talent pool overall and help open the eyes of potential top-performers who might not otherwise have a lens into a field of opportunities available to them.

[My intern experience] exceeded my expectations. I did not expect to learn as much as I did. It taught me more than just audit procedures. It taught me how to interact with clients, research accounting standards and work as a team. Jeff, Intern, Deloitte & Touche LLP

This year, our focus for campus recruiting was simple bring the passion for what we do into how we brand and market ourselves on-campus to ensure we bring in the best talent. It was not just about marketing brochures and presentations, it was about leveraging our brand in every single interaction we had with candidates, from the information session to the interview and everywhere in-between. The result of this approach? Higher quality talent excited about joining Deloitte; a campus recruiting team remembering with pride why they joined and stay with this organization; and proof that Deloitte is truly where the best want to be. All in all, a very successful campus recruiting season. Erica Volini, Principal, Deloitte Consulting LLP

Achieved another recordbreaking year for United Way giving

Announced Deloitte Foundation Fellowship Grants

Talent Annuity Report Acquisition 15

Year in Review:

Alumni

From the moment a new hire walks through our doors, they become part of a dynamic network of professionals. And even if they choose to pursue opportunities beyond Deloitte, they remain a part of our community what we refer to as colleagues for life. As with any collegial relationship, our connection with our alumni is a two-way street we strive to deliver value to them just as they provide ongoing value to Deloitte. Its all about connecting We take continually delivering value to our alumni very seriously. We invest in their ongoing growth by providing educational webinars and seminars, help cultivate their networks, and seek out new ways to enhance their careers. One of the primary ways we keep in touch is through our online alumni community, AlumNet. More than 55,000 of our alumni use AlumNet to locate former colleagues, access job listings, and learn about upcoming alumni events taking place in their area and there are many events to choose from. In 2009, we hosted 45 live events across the U.S., which were attended by more than 4,000 alumni.

We aspire to create a culture of colleagues for life, one where principals and directors mentor and apprentice each other and all our professionals our most important asset. This distinction helps define us and helps solidify our identity. Punit Renjen, Chairman & CEO, Deloitte Consulting LLPAnd as an added way to stay connected, we launched The Network. In addition to publicizing opportunities to connect with fellow alumni, this national newsletter provides access to thought leadership, news headlines, and stories of former colleagues from innovative career moves to climbing the highest peak in South America. We also provide alumni with the opportunity to stay up-to-date with technical training and receive credit toward meeting Continuing Professional Education (CPE) requirements. Among the sessions we offered this year were Carl Steidtmann, director and chief economist, Deloitte Services LP, providing a robust perspective on the future of our economy; Bill Ezzel, partner and leader of our legislative and regulatory relations practice, Deloitte Consulting LLP, presenting a Washington update; and senior leaders of our Retail practice sharing the results of Deloittes Annual Holiday Mood survey. Approximately 1,200 alumni/retired partners/principals participated in our technical webcasts and feedback has been excellent. As one alum commented: It is great to remain connected to the outstanding professionals at Deloitte, and continue to be trained by them. Thank you so much for arranging this training.

A strong Deloitte network has always been a part of our culture. And its growing stronger every day as we embrace new ways to connect with colleagues for life from across the country and around the world. Lucy Attner, National Director, Alumni Relations, Deloitte Services LP

March 2009

Celebrated Womens History Month

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In 2009, we extended our portfolio of online learning opportunities to include webinars that explore the latest in Deloitte research as well as function- and industry-specific events. Feedback from participants has been consistently very positive. The Deloitte Transition Assistance (DTA) program is another way we show our commitment to our alumni colleagues. DTA functions as a robust outplacement service, combining individual, customized transition and career coaching with online job resources and a variety of webinars on job search strategies, resume development, effective networking, and other offerings. An additional enhancement made this year was our Job Development Taskforce. Leveraging the capabilities of our recruiting professionals and transition assistance coaches, we aggressively searched for job opportunities to highlight on our alumni board more than doubling the number of postings available for access by our alumni. We also stayed in touch with retired partners, principals, and directors in a variety of impactful ways, including quite fittingly an annual invitation to participate in IMPACT Day.

Mutually reinforcing relationships Just as we aim to further the success of our alumni, so too do our alumni play an important role in the success of our organization. Not only do they further expand the Deloitte network by connecting us to fellow alumni, but they facilitate strong connections to more great talent. Sometimes this means referring new people to Deloitte, while other times its alumni themselves who decide to return as boomerangs. Alumni also make great clients and ardent ambassadors in the marketplace because they have first-hand experience with the quality of our work and the commitment of our project teams. They are familiar with our capabilities and culture, and often play a key role in passing this message on to others.

Deloitte helped me to learn both the art and science of problem solving. Always begin with the end in mind by asking What problem are we trying to solve? David Denton, CFO, CVS Caremark and Deloitte Consulting LLP alumnus

55,000+(and growing) Number of Alumni on AlumNet

Launched How green is your other footprint?TM

Ranked #1 on Accounting Todays Top 100 Firms

Talent Annuity Report Alumni 17

Year in Review:

Community InvolvementThe people of Deloitte have a long history as impassioned community citizens, committed to making positive and meaningful differences in our communities. And, thanks to the support of our leadership, we were able to continue this commitment over the past year despite the challenges facing our nation and our businesses. It was in recognition of this continuing commitment and our collective efforts that we were honored this year with the nations highest award for corporate civic engagement the Points of Light Institutes 2009 Corporate Engagement Award of Excellence. Deloittes approach to community involvement puts the talent of our people at the heart of our commitment to driving social change. By leveraging our best thinking to help nonprofits address their strategic, financial, and operational challenges, we empower the social sector to help more people and communities, faster and better. But we dont stop there. We complement our best thinking with strategic investments through substantial grants and regional donations, and offer new research, content, and insights to advance the field of corporate community involvement. Its a unique, blended approach that serves as the foundation for all of our community involvement programs, from year-round skills-based volunteerism to cutting-edge research initiatives to one of the first formal pro bono programs in the marketplace. And this strategic approach is delivering real value for our businesses, while setting a new standard for corporate philanthropy that enables the business community to play a more significant role in driving social progress. A focus on skills-based volunteerism On June 5, 2009, we celebrated our 10th annual IMPACT Day Deloittes national day of service. Having grown significantly from the small group of Atlanta-based consultants who launched this event a decade back, IMPACT Day 2009 saw more than 32,000 professionals volunteering on 800 projects (nearly 40 percent of which were skills-based) in 252 communities. From the rain-soaked U.S. East Coast to the crowded streets of Mumbai and Hyderabad, India, Deloitte volunteers engaged in projects from HR consulting and strategic planning to school painting and park clean-up.

To celebrate this milestone, we launched Deloitte to the 10th ten weeks to reflect on how we come together to make a difference for each other and our communities. Delivered via the online Deloitte News Network (DNN), Deloitte to the 10th offered tips, animations, and a multi-way dialogue on topics from finance and fitness to career development and charitable giving. Sharing what were all about

March 2009

Hosted International Womens Day webcast honoring our global women

Inducted into Training magazines Hall of Fame

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In addition to IMPACT Day, our people volunteered their skills by serving on more than 2000 nonprofit boards. Among those involved was U.S. CEO Barry Salzberg who, in 2009, was named College Summit National Board Chair. This nomination was a fitting culmination to a great year of College Summit achievements that included securing Deloittes representation on 60 percent of College Summits local boards and providing the highest number of corporate volunteers at College Summit workshops for the third consecutive year. We also contributed pro bono support to help College Summit develop and implement a new college enrollment data reporting system, which increased productivity by 87 percent and enabled 300 percent more schools to receive the data they need to track their students progress toward college. Our people also helped to improve the effectiveness of the nonprofit sector by running business-focused workshops for more than 700 nonprofit executives across the country through The Deloitte Center for Leadership & Community, an intensive nonprofit executive training program. Walking the talk with pro bono commitments Over the last year, weve delivered ground-breaking outcomes in our communities through our national pro bono program a three-year $50 million commitment that enables our practices to build pro bono into their annual planning and budgeting processes and credit their people as they would for client work. Projects have ranged from our work with College Summit as described above to developing a framework for integrating volunteers into Californias emergency management system. Since launching the program in 2008, our people have engaged in more than 100 pro bono projects.

When it comes to community involvement, we cant be satisfied with good intentions. We must be focused on results. The key is not just getting people to care but also helping them figure out how they can make the greatest difference given their time and their skills. Evan Hochberg, National Director, Community Involvement, Deloitte Services LP

32,000 $50 MNonprofit Boards with Deloitte members:

# of IMPACT Day Participants:

Three-year Pro Bono Commitment:

2,000

Nonprofit Executives at Deloitte Center for Leadership & Community:

700+

Annual Donation to United Way:

$20 M $5 M

Annual Matching Gift Contributions:

Recognized again on DiversityIncs Top 50 Companies for Diversity

Sponsored Houston recovery project as Alternative Spring Break

Talent Annuity Report Community Involvement 19

Putting our skills to good use on IMPACT Day

On behalf of Special Olympics Southern California, I am writing to thank you and your staff for providing an innovative and challenging inaugural class for the Deloitte Center for Leadership and Community. Four of our executives were among your class of approximately 50 not-for-profit leaders from the Los Angeles area, and our team came away impressed and energized from what we learned. The Deloitte teaching team provided us with a very practical how-to in the areas of executive coaching and feedback. The information was concise and logical, and provided in a manner that was easily absorbed. I cannot thank you enough for Deloittes commitment to the not-forprofit community. We are very excited about the future of our relationship. Bill Shumard, President/CEO, Special Olympics Southern California

In 2009, we also launched a new pro bono fellowship program to enable some of our top performers to lend their skills to a local nonprofit on a full-time basis for up to six months. Among our Fellows are: A Deloitte Tax LLP senior and disabled veteran working with U.S. Paralympics, a division of the U.S. Olympic Committee, to build out the presence of Paralympic Sports Clubs A Deloitte Consulting LLP manager working with Chicago Scholars to analyze the organizations strategic plan and develop a framework for identifying, establishing, and sustaining strategic relationships A Deloitte & Touche LLP senior working with the CFO of College Summit to conduct the analysis needed to measure the efficiency and effectiveness of the organization A Deloitte Financial Advisory Services LLP manager working with the Robin Hood Foundation to help its priority grantees identify and assess the impact of funding cuts on their effectiveness and identify options for cost-reduction planning A new record for philanthropy As well as volunteering their professional skills, our people also supported communities in 2009 through financial contributions. During the 2008/2009 United Way campaign, Deloitte professionals nationwide contributed more than $20 million a new record. In addition, we had the highest number of Tocqueville givers ($10,000+) of any U.S. corporation for the 7th year in a row. And as an organization, we continued to finance a number of local community initiatives where our people are deeply engaged in nonprofit capacity-building through the Deloitte Problem Solvers Fund.

April 2009

Hosted Health & Fitness Stress Management Seminars across U.S. offices

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Their future is our future Deloitte is stepping up its involvement in an issue that has long been a priority education. While we currently support several education-focused programs, we took our commitment to education a step further this year. In keeping with the countrys goal of having the highest percentage of college graduates in the world by 2020, we deepened our alliances with City Year, College Summit, and United Way. Working with these organizations, we aim to build a college-going culture in America. We are also leveraging our resources to support education in India, so that students in both countries are prepared to become tomorrows leaders. Additionally, we support future talent and our profession through programs and funding provided by the Deloitte Foundation, a nonprofit organization funded by Deloitte LLP and the retired partners/principals of Deloitte. The Foundation, which has been a strong supporter of education for more than 80 years, fosters excellence in teaching, research, and curriculum innovation in accounting, business, and related fields within the U.S. Total giving over the past decade has amounted to more than $50 million with more than $5 million in matching gifts awarded to colleges and universities in 2009 alone. Deloitte Foundations 2009 programs focused on addressing faculty and talent shortages, including funding new accounting doctoral candidates through the Doctoral Fellows Program and the Accounting Doctoral Scholars Program; creating opportunities for accounting faculty to gain practical knowledge through the Trueblood Seminars and Deloitte IFRS University Consortium; and providing career exploration and awareness resources for middle and high school students through the LIFE, Inc. program, which have reached more than 500,000 students across the U.S.

Advancing the Field Our leaders are frequently sought out to share Deloittes perspective and research on community involvement across sectors, at leading industry conferences, through bylined articles, and with citations in national publications. 2009 highlights included: Thought Leadership Deloitte co-chaired the Reimagining Service Task Force, the Points of Light Institutes SkillsBased Volunteerism Committee, and the Taproot Foundations Pro Bono Action Tank leadership group. Media Recognition Deloittes unique approach to community involvement was profiled in the Wall Street Journal and 14 bylined articles appeared in major dailies and business journals. Prestigious Speaking Opportunities Deloitte spoke at a number of major events this year including ServiceNation Summit, National Conference on Volunteerism & Service, Committee Encouraging Corporate Philanthropys Corporate Philanthropy Summit, and the White House Office of Faith-Based and Community Initiatives Roundtable on Corporate Citizenship.

Launched Deloitte10 to reflect on ways we support each other

Two principals complete ultra marathon to raise funds for cancer research

Talent Annuity Report Community Involvement 21

Year in Review:

Corporate ResponsibilityWe are committed to making a positive impact on the world around us. From the community involvement of our 32,000 professionals during IMPACT Day, to our role as founding sponsor of the Center for Professional Responsibility in Business and Society, to the outpouring of volunteers serving as Green Champions and on green teams in our practice offices, we take corporate responsibility (CR) seriously. In 2009, we continued to serve as a recognized leader in all key areas of corporate citizenship giving back to our communities, developing the standard of ethical leadership, supporting excellence in education which youll learn about in other sections of this report. One of our greatest strides this year came from our focus on Greening the dot as we continue to further embed sustainability with our people, our clients, and our fellow Deloitte Touche Tohmatsu member firms around the world. Driving the message home We understand that greening is most impactful at the local level where the efforts of each individual and office combine to create tangible results. To better connect with the grassroots in shaping national programs, we formed the Green Leadership Council with senior representatives from each of the eight regions in the U.S. and India as well as representatives from from across our businesses and enabling areas. Working with green team members in each region, council members solicit feedback, identify issues, and address them. We also understand that the green journey is largely personal, which is why we introduced the How green is your other footprint? self-measurement survey. Building on the successful office greening assessment tool, the home footprint version offers a way to measure and take actionable steps to change the behaviors of our 45,000 individuals outside of the office. To date, more than 10,000 professionals have completed the self-test. And to further promote greening beyond the walls of Deloitte, we provided our people with a toolkit of additional actions and projects they may choose to undertake within the community. Additionally, we made significant progress this year in determining our collective carbon footprint. Baseline and performance metrics have been calculated, and we are now in the process of confirming these results. This data helps clarify the relative impact of our carbon emissions sources and will be used to create future emissions reduction targets.

Corporate responsibility aligns directly with our collaborative culture. As highlighted by the theme of this years CR Report, our success has been accomplished through the actions of many. Tom Dekar, Corporate Responsibility Officer, Deloitte LLPApril 2009 Published results of Volunteer IMPACT Survey Opened doors for Take Our Daughters and Sons to Work Day

22

Walking the talk We also made great strides this year to model green behaviors for our people and our clients to follow. Reducing travel through virtual meetings, increasing our energy efficiency by consolidating IT data servers, and incorporating LEED design requirements into our Workplace of the Future offices have all led to a significant reduction in our environmental impact.

A Policy of Commitment As a leading professional services organization, Deloitte has 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 demonstrate this through: Investments in our people Advice and services we provide to our clients The way we run our internal operations Commitment to our communities

Leading the way We are proud to report that U.S. leadership on the Deloitte Touche Tohmatsu Corporate Responsibility Council resulted in the adoption of a global CR policy based on the U.S. model. And we got the message out this year via The Greenway our quarterly client newsletter through presentations at nearly 40 enterprise sustainability and corporate responsibility external events, and in the creation of close to 50 pieces of sustainability thoughtware. Findings from our study, The Dollars and Sense of Green Retrofits, were even quoted in testimony before Congress. Our model is also helping our clients achieve similar results through our Enterprise Sustainability group. By the end of 2009, this group benefited from the contribution of more than 500 practitioners delivering services in the areas of CR and sustainability strategy and reporting, energy investment, climate change and sustainability risk management, health and safety, CR organization and development, green IT, green supply chain, and other related services.

10,000+Deloitte professionals have asked themselves How green is your other footprint?

Launched external Enterprise Greening blog

Hosted 14th annual National Student Case Study Seminar

Talent Annuity Report Corporate Responsibility 23

Year in Review:

DevelopmentOur commitment to talent development is non-negotiable. Barry Salzberg, CEO, Deloitte LLPAs demonstrated by the 2.4 million learning hours logged in 2009, our dedication to the continued growth and development of our people is strong. And its getting stronger. This past year marked the groundbreaking of Deloitte University, our single largest investment to date in talent development. A state-of-the-art facility, Deloitte University will enable us to create a learningcentered community; strengthen our culture; and enhance our brand with our clients, our people, the academic community, and potential recruits. While the doors of Deloitte University are not expected to open until 2011, we are well along in transforming our approach to development; in effect, building the Deloitte Learning Experience today. Its an experience that redefines the Deloitte learning environment to be wherever our people learn at the Deloitte University campus, in live local classrooms, during virtual and online sessions, and through their daily on-the-job experiences. From static to interactive The new direction represents a next-generation shift in the way we grow our people and enhance their careers. In 2009, our businesses began the process of transforming their curricula, replacing static lectures with interactive and dynamic learning sessions that reflect our guiding talent development principles: Employ an outside-in perspective, making sure we look to the external world of clients, regulators, and others to identify the capabilities our professionals need to be successful. Provide customized opportunities that can be tailored to our peoples individual needs. Employ leading-edge techniques experiential learning, simulations, and other innovative tools to maximize learning effectiveness. Make sure learning is integrated into professionals daily experiences on the job. Offer development that is synchronized into a cohesive whole where all the parts in the organization work together seamlessly. Gauge our effectiveness by measuring the outcomes for our people and our clients. One example of the new strategy in action is the complete redesign of our milestone schools. These transition acceleration programs for new managers and senior managers have been recrafted to better develop not only technical and industry skills, but professional and leadership capabilities as well. Through use of simulations that mimic the contexts of our professionals daily lives, these programs aim for greater knowledge transfer from classroom learning to on-the-job application. Simulationbased schools were introduced this year in each of our client service businesses and will soon be expanded to our enabling areas.

I can think of no more important step Deloitte can take than to continue to raise the bar on our peoples development. Its an investment not only in their individual careers, but in the reputation, strength, and long-term stability of our entire organization. Bill Pelster, Chief Learning Officer, Deloitte LLP

May 2009

Celebrated Asian/Pacific American Heritage Month

Welcomed more than 4,200 new colleagues from BearingPoint

24

Expanding our reach As part of our investment, we continue to evaluate new delivery methods and technologies that will allow us to expand our reach beyond the physical campus and offer a greater level of flexibility for our people to customize their individual development. For example, a virtual classroom and e-learning catalog of more than 12,000 learning hours allows our people to learn at their own speed and at their own pace. Among the additions in 2009 were our new Industry Briefing Rooms, unique online environments that leverage photorealistic illustrations and interactive simulations to build knowledge of a particular industry sector. Briefing rooms are up and running for both the Chemicals and Gaming industries, with an array of additional industries and sectors on the way. And while our primary use of new technology is to enhance what were doing online, it also provides a catalyst to revolutionize the way we conduct learning in person. Supporting our goal of moving from a roughly 75% live/25% virtual learning mix in FY09 to a 60%/40% split over the next two years, we are investing in building a number of dedicated TeleClassrooms in locations across the U.S. and India. Similar to our existing TeleSuites in their ability to connect offices across Deloitte, TeleClassrooms will have a unique physical configuration designed to best support collaborative learning. By providing a synchronized virtual learning experience, we will bring together learners in separate locations for live classroom experiences, thereby strengthening our learning-centered community while reducing the overall cost of our development efforts.

Situated on 107 acres in Westlake, Texas, Deloitte University will feature leading-edge technology and classrooms where our people will gain the capabilities they need to succeed, along with space for leadership forums, industry conferences, and networking events.

To deliver quality, achieve our strategy, and reach our growth goals, each of us needs to be active participants in our developmental culture through continuous improvement of ourselves and others. Nick Tommasino, CEO, Deloitte & Touche LLP

It may seem counterintuitive to invest in a physical university facility while also moving to greater reliance on virtualearning. Why would these things happen in tandem? The answer lies in creating the greatest number of learning opportunities possible and matching capabilities to the most appropriate learning method. Some skills are best suited to live learning situations, and some are not. For instance, virtual learning is ideal for increasing knowledge and building foundational skills; a great deal of the technical knowledge our people need can be delivered quickly and effectively using virtual tools. At Deloitte University and in other live sessions, advanced social learning methods can help strengthen the Deloitte culture and build more complex and sophisticated capabilities like accelerating productivity in new roles when people are promoted to manager or senior manager.

Conducted Ethics & Workplace survey on social networking implications

Featured in TIME cover story as leader in workplace innovation

Kicked off I Am Fit challenge

Talent Annuity Report Development 25

Leading the Charge We take pride that Training magazine acknowledged our ongoing commitment to talent development earlier this year by inducting Deloitte into its Hall of Fame. Were also proud to have been recognized by the American Society for Training & Development (ASTD) with their prestigious BEST Award for 2009.

Creating moments that matter Development requires two conditions the appropriate moments and the moves to turn them into Moments that Matter for our people. The Deloitte Client Experience Labs are a great example of putting this into action. These physical spaces, piloted in several offices in 2009, provide an immersive, interactive one-day experience where Lead Client Service Partners and client teams can address challenges, seize new opportunities and develop stronger, more sustainable client relationships. But to truly create Moments that Matter, it takes more than just dynamic physical spaces or even world-class curriculum. It requires instructors of the same caliber. Its why we introduced the new cross-functional Deloitte Faculty Excellence (DFX) program in 2009, creating rigorous standards for the selection and preparation of Deloittes deans and facilitators. Sessions have been delivered in each of the three DFX delivery methods Classroom Facilitation, Coaching Simulations, and Virtual Classroom and certified participants are beginning to apply what theyve learned in programs across Deloitte.

Another learning initiative piloted this year focused on an attribute that many partners, principals, and directors felt pivotal for long-term career success upstream business development skills (i.e., building client relationships and generating opportunities). During an intensive, hands-on Upstream Boot Camp, partner/principal/director participants work individually and in cross-functional platoons with highly experienced 5 Star General senior partners/ principals. Surveys indicated an increase in key marketplace and teaming activities and an increased level of confidence in developing new business, with a direct positive impact on revenue results. In 2009, the Boot Camp program was launched in both the Northeast and Southeast regions, with further regional rollouts planned for this year. Growth and development on the job We recognize that there are multiple ways to develop our people and that each individual reacts to a different blend of opportunities. Thats why we are taking a comprehensive approach to our talents development that goes far beyond formal classroom learning. The Talent Development strategy encompasses effective performance management processes, robust succession planning models, and stretch assignments. In fact, while classroom and other types of curriculum-based learning are important parts of our approach, we are also cognizant that significant development occurs on the job. We are therefore especially careful in the projects we assign and the challenges we offer each individual to fulfill or stretch beyond his or her particular goals. To best support this on the job development, we moved to a new model of deployment/scheduling in 2009. Under the new model, each professional is aligned with a single Talent representative who is responsible for both talent delivery (HR) and resource management needs.

Ive been at Deloitte for ten years and still believe its the best place to work because, for me, as my life and career needs and aspirations changed Ive been able to move into new roles that served me, my clients, and Deloitte even better. Cynde Jackson Clarke, Senior Consultant, Deloitte Consulting LLP

June 2009

Celebrated Gay and Lesbian Pride Month

26

To enable our people to easily assess their progress, we implemented an organization-wide performance management platform, Deloitte Performance Management for Employees (DPME). The new platform is a first step toward enhancing the overall performance management experience and process for all our people. In addition to providing year-round access to goals and key metrics, DPME clearly identifies leadership and professional competencies based on each individuals role competencies that are consistent across our organization. Far beyond the classroom To further extend development outside the classroom, we offer a wide variety of opportunities for our people to grow and excel. For example, our Ellen Gabriel Fellows program and CEO Think Tank connect top performers with senior leadership and allow them to play a part in shaping our collective future. We also continue to offer opportunities for growth outside ones immediate specialization or location through our Management Development and DTT Select Deployment Programs: The Management Development Program (MDP) allows high-performing senior consultants through senior managers to enrich their leadership skills through challenging two-year assignments in U.S. locations outside their home office or practice. By engaging in technical or operational roles, participants develop a more complete understanding of our organizations mission, strategies, and resources, thereby benefiting our clients, practice offices, and the organization. In 2009, more than 200 professionals from across our businesses participated in the MDP.

DTT Select Deployment Programs provide top professionals with the opportunity to spend up to three years on international assignments to enhance client service skills, provide experiential learning, and develop global capability. In 2009, nearly 250 U.S.-based professionals participated in global assignments and more than 300 Deloitte Touche Tohmatsu member firm professionals came to the U.S. Our offices in India also create rich cross-cultural opportunities for colleagues in both locations. In 2009, nearly 1,700 professionals broadened their experiences through rotational programs, client assignments, and other developmental opportunities in the U.S. and India.

2.4 mil# of Learning Hours Logged in 2009

Launched Voluntary Sabbatical Program

Upgraded Learning Center to significantly enhance learning experience

Talent Annuity Report Development 27

Year in Review:

Ethics

On the surface, ethics may seem straightforward enough, but in todays world a reputation can be damaged with something as simple as an offhand sound bite or a single mouse click. While a simple litmus test may be to just do the right thing, there are many shades of grey. The integrity of Deloitte the very bedrock from which we serve our clients hangs in the balance, which is why we continue to place heavy emphasis on educating our talent and providing resources to assist our colleagues in making sound ethical decisions. The power of one To highlight the responsibility each of us has in maintaining our collective reputation, we kicked off The Power of One campaign in 2009. A video from our CEO, messaging from leaders throughout the organization, and new mandatory training served to underscore each individuals professional responsibility to act ethically and meet independence and other compliance requirements.

It makes me feel really good to know that if I have any concerns, I have a network of resources available to me, including my own HR manager, partners, informal mentors, the Integrity Helpline, and more. Tracy Mitchell, Manager, Deloitte Services LPSupporting the campaign is our 24/7 Integrity Helpline, which provides continuous availability for questions on our Code of Ethics and Professional Conduct or inquiries about how to handle daily interactions, as well as reporting potential violations of our Code. For new members of Deloitte, the focus on integrity starts in their first two months with an interactive training on our Code of Ethics and Professional Conduct an integral part of the onboarding experience. And, in a popular ethics column available to all professionals, our trusted advisor, Dr. Dilemma, continues to probe grey areas such as office romance, use of external blogs and social networking sites, and many others. Just as important as providing resources at the national level, we continue to encourage our people to speak with their local supervisors and colleagues about whatevers on their mind. And we reinforced this over the past year through regular emails and other communications. In our latest internal ethics survey, 88% of respondents said they are most likely to contact their direct supervisor with an ethical dilemma, and 92% indicated that their direct supervisor leads by example with respect to integrity and ethical behavior.

The danger in any professional services firm is that the organization may not practice what it preaches, hence the old saying about the shoemakers children having the worst shoes. But in our case, I am proud to say that, regarding our own Ethics & Compliance program at Deloitte, the shoemakers children really have good shoes. Tim Lupfer, Director, Deloitte Consulting LLP

June 2009

Announced new Pro Bono Fellowship Program

Celebrated 10th annual IMPACT Day with 32,000 strong

28

Dear Dr. Dilemma

Setting the standard Given the nature of our profession, we have a responsibility not only to model integrity, but to promote ethical decision making well beyond the walls of Deloitte. In 2009, our leaders presented regularly on ethical issues at universities across the U.S., including the University of Illinois College of Business where were proud to be the founding sponsor of the Center for Professional Responsibility in Business and Society.

In 2009, Dr. Dilemma continued to respond to grey area questions on a wide variety of topics: Im working 60 hours on my project and being told to charge only 45. Whats wrong with this picture? What do I do if the partner on my engagement team starts to cross the line after a few drinks? Is it ok for me to consolidate minimal travel expenses and include them, with say, the cost of a taxi ride?

We also have a responsibility to set the standard for the workforce of tomorrow by actively supporting the integration of ethics into high school curricula. For example, in support of this goal, our partners/principals again served as judges in the annual Junior Achievement essay contest. And we continued to participate in the development and analysis of the annual Deloitte and Junior Achievement teen ethics survey.

Were an organization of nearly 45,000 individuals, but our reputation as a whole is a responsibility that each of us must strive to uphold. Our unwavering commitment to demonstrating professionalism and trustworthiness is vital. Mike Zychinski, Chief Ethics & Compliance Officer, Deloitte LLP

Formed Deloitte Team in Training with The Leukemia & Lymphoma Society

Celebrated 1,000+ women partners, principals, and directors milestone

Talent Annuity Report Ethics 29

Year in Review:

Health & FitnessA 500-mile bike race in South Africa. Four solid years of everyday workouts. A life-changing transformation from monitoring high blood pressure to training for triathlons. These are just a few of the accomplishments our people have achieved this past year. We are committed to supporting their continued success and those outside Deloitte are taking notice. For the third year in a row, Deloitte has been named a Gold Level recipient of the American Heart Associations Start! Fit-Friendly Companies recognition program. The award celebrates Deloittes leadership in promoting health and wellness for all our professionals. A good investment in being well One of the most popular features we provide to keep our people physically fit and motivated to lead a healthy lifestyle is our Health & Fitness Subsidy Program. Through this offering, our people are eligible for 50% coverage of fitness/wellness memberships (e.g., gyms), participation fees, and fitness-related purchases up to $500 per individual each year. Well even subsidize purchases of the Wii Fit. In 2009, more than 16,000 professionals took advantage of the program. Each of our professionals chooses to approach health and fitness in different ways, so we offer a variety of customizable options that allow our people to find their fit. For example, through our National Sports and Recreation Program, we promote activity, encourage teamwork, and foster networking among Deloitte personnel. For example, we offer sponsorship of Deloitte teams interested in joining local sports leagues. All U.S. professionals are eligible to apply and alumni and significant others are welcome to join in as well. Additionally, Deloittes commitment to supporting the health of our professionals aligns well with our commitment to supporting important and life-saving organizations. Through biking, walking, running, and more, our people raised over $1.2 million in 2009 for a variety of worthwhile causes: Team In Training In response to the large number of Deloitte professionals interested in training for a marathon or participating in some other fitness or endurance event, we started a national Deloitte team for the Leukemia & Lymphoma Societys Team in Training. Participants have access to training plans, personal fitness coaches, virtual training clinics, and online fundraising tools and support to help turn

Deloittes Health & Fitness program provides opportunities for all of our professionals, regardless of their starting fitness level, to implement healthy lifestyle changes. With unique opportunities to participate in leagues, complete endurance events, attend health fairs or by simply checking out some of our online exercises our people are incorporating healthful activity into even the busiest of lives. Jed Dow, National Health & Fitness Leader, Deloitte Services LP

July 2009

Expanded MCC rollouts to cover 80% of U.S. Firms

30

their accomplishments into a way to give back. In 2009, Deloitte participants raised over $151,000 for the Leukemia & Lymphoma Society.

9,000 professionals participated in this years health fairs and more than 9,400 professionals obtained flu shots. But our efforts dont end with just the everyday health needs of our people. Recent occurrences, such as the spread of the H1N1 virus, underscored the importance of being ready for all eventualities. To prepare for the possibility of catching flu during a severe pandemic outbreak when critical medications are in short supply, we offered our professionals access to Tamiflu one of the antiviral medications used in treating influenza. Conducted by Affiliated Physicians, the program offered Deloitte professionals and their families subsidized onsite health care screenings and the option to purchase Tamiflu. Nearly 2,600 professionals and approximately 1,200 family members participated in the program.

Team for Kids Over 80 Deloitte participants took part in the New York City marathon to raise more than $330,000 for Team for Kids, a nonprofit organization battling childhood obesity, bringing our cumulative total for the last three years to more than $800,000. Biking and Walking to Find a Cure for Multiple Sclerosis Through bike tours and walks in 2009 alone, we had 786 participants representing 22 offices and raised over $440,000. In total, our professionals biked over 60,000 miles and walked over 450 miles. American Heart Association Support Through a variety of fundraising, networking, and physical activities, Deloitte professionals in over 25 offices raised nearly $320,000 in 2009. These funds help support the American Heart Associations commitment to research and education. In addition to our focus on fitness, we offer a number of ways to take care of mind and body such as flu shots, cholesterol and glucose screenings, body fat analysis, blood pressure screening, bone density screening, and even chair massages at our health fairs. In total, more than

Deloitte professionals took advantage of the Health & Fitness Subsidy to stay mentally and physically fit

16,000

Bill Pelster named Chief Learning Officer

Received Points of Light Institutes Corporate Engagement Award of ExcellenceTalent Annuity Report Health & Fitness 31

Getting the word out Whether its training to reach athletic goals or providing access to basic screenings, we are committed to providing a wide range of options to support the health and wellbeing of all our people. And, just as importantly, we want our people to know of the options available. Monthly newsletters with tips on how to lead a healthy lifestyle, as well as educational information about various medical conditions, are complemented by tele-seminars on topics such as career-life fit, stress management, and smart nutrition. At the same time, professionals are encouraged to share their own tips through our national Health & Fitness blog.

One of the best motivators is for our talent to see and read about the results our colleagues achieve from their commitment to health and fitness. This years I Am Fit Campaign Challenge generated more than 200 personal fitness stories from individuals across various levels, businesses, and regions. More than 2,500 votes were cast to select the top 10, which included stories of a brand new marathon runner who had never run more than a mile in his life and a 41-year-old mother of two competing in her first martial arts competition. Not only did these truly inspirational stories touch hearts, but they spurred the creation of additional personal goals.

Being part of the Deloitte team helped us realize that even 15 minutes of pedaling can make a difference. We are already talking about next years race. Todd Hjerpe, Principal, Deloitte & Touche LLP Team Participant in Bike MS

Team Deloitte Deloitte professionals and alumni formed Team Deloitte, as part of the Leukemia & Lymphoma Societys Team in Training to train for various endurance events including: Nike Womens Marathon & 1/2 Marathon Marine Corps Marathon University Medical Centers El Tour de Tucson

July 2009

Kicked off Future Leadership Apprenticeship Program

Hosted National Leadership Conference for highperforming college students

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Mine is a story of one married couples attempt to cure cancer and stay fit. My wife and I have both been personally affected by cancer. The Leukemia and Lymphomas Team in Training program is our weapon against cancer and our motivation to stay fit. In the course of only a couple of years, we have raised over $10,000, swam thousands of yards, cycled hundreds of miles, and ran more miles than we can count. To us, training and competing in triathlons is not a weekend hobby but a way of life. We tri because we love it. Ernest Hunter, Senior Associate, Deloitte Financial Advisory Services LLP

We tri because we love it.

Kicked off The Maverick talent contest in U.S. India

Recognized again on Working Mothers Top Companies for Multicultural Women

Invited to be focus of workplace innovation public service video

Talent Annuity Report Health & Fitness 33

Year in Review:

Mass Career CustomizationOne of the strongest external validations that we are a market leader when it comes to career-life fit came when we werent even looking. Through independent research, The Shriver Report jointly released in October, 2009 by Maria Shriver and the Center for American Progress named Deloitte as the model employer in conjunction with the report. In specific, they cited Deloitte as an excellent example of an employer that has taken an aggressive leadership position in protean career approaches with programs such as Mass Career Customization (MCC). Customization: a part of our fabric Initially launched as a pilot program in 2005, MCC was based on our observation that the one-size-fits-all corporate ladder was fitting fewer and fewer. Since that time, we have made steady progress toward both completing the initial rollout of MCC to all our businesses and services including our India operations and weaving it into the fabric of our culture. As of March, 2010, 100% of our people from partners, principals, and directors to client service professionals and staff in our enabling areas had collaborated with their managers on the development of their initial MCC profiles. These profiles record each individuals current career-life choices and become a basis for conversations as career and life circumstances change over time. MCC creates customizable options that provide our people with choices about what is important to them in their work experience. One of MCCs greatest benefits is the option value it creates. While approximately 10% may be dialing in a non-common direction at any point in time,

The workforce of the future requires a re-envisioned workplace, one that brings out the best in our individual talent. This is why MCC is so important. It reveals the many different paths to success in our corporate lattice organization and enables us to uncover the art of the possible. Chet Wood, CEO, Deloitte Tax LLP

Todays workplace: Whats changed? A number of trends are converging, resulting in a workforce that is diverse in terms of its backgrounds, personal circumstances, and aspirations, including: Dual-income and nontraditional families make up most of the working population. Technology is multiplying the ways work can get done. The roles and expectations of men and women are evolving. Variations across generations are proliferating. Careers are taking nonlinear paths within flattened hierarchies. Workers are more multicultural than ever before.

August 2009

Released Talent IMO study on managing in a down economy

34

all our people have the comfort of knowing that there is a process and structure in place to customize their careers as priorities change. Over time, we expect that closer to 90% of our people will have dialed up or down at some point in their careers. MCC continues to steadily move the needle. Results from multiple internal and external measures show that the career-life fit of our people has trended upward from pre-MCC baselines until now. Moreover, asking our people about their experiences with MCC has confirmed the impact of certain cultural characteristics and practices on our peoples career-life fit. Among the factors with the greatest influence are: the belief that varying MCC profiles are respected options at Deloitte the perception that leaders support MCC the quality of career conversations that occur assignment of projects in line with peoples career-life choices Over the past year, we experienced a nearly 24% improvement in the number of individuals agreeing that their counselors/managers offer helpful advice about career-life fit and a 33% improvement in those agreeing that their counselors/managers effectively communicate trade-offs. In addition, those groups that participated in our first wave of rollouts in FY08 have demonstrated the longer-term sustainability of these results, showing improvements of 26% and 19%, respectively, since their pre-MCC baseline surveys.

Percentage improvement in number of individuals who agree with the following statements:I am satisfied with my current career-life fit I am confident that my future career-life fit will work for me

+12%

+11%

My counselor/manager offers me helpful career-life fit advice

+24%

My counselor/manager describes clearly the trade-offs associated with my choices

+33%

Recognizing that full-scale transformation takes time, we continue to demonstrate strong commitment to further enhancing MCC and improving the consistency of the MCC experience across Deloitte. Amy Titus, National Director, Mass Career Customization, Deloitte Services LP

Launched Antiviral Medication Access Program

Talent Annuity Report Mass Career Customization 35

Since our initial introduction of MCC, we have seen continued progress in our peoples satisfaction levels with career-life fit. Overall, satisfaction with current career-life fit improved 12%, and an overall 11% improvement was seen in our professionals confidence in their future career-life fit. And results further confirmed that our people are already experiencing a high degree of flexibility in how they do their jobs. More than 88% now report having flexibility around when they work, and 89% report flexibility around where they work. While we are pleased with the progress made to date and the quantifiable results achieved, we are mindful that there is still work to be done to embed MCC more deeply into our organizational culture and introduce key enhancements to support our peoples career-life choices. Leadership, starting at the top with CEO Barry Salzberg and the CEOs of each of our businesses, is committed to MCCs success and has set goals for continued improvement, including additional gains in career-life satisfaction, improved definition and communication of career-life options, and improved quality of career counseling conversations.

Continuing to push the envelope We are proud to say that Deloitte was the first to fully acknowledge and craft a solution to the increasing misalignment between todays workplace and the needs of its workforce. We continue to provide leadership and build external eminence in a wide variety of forums: Mass Career Customization: Aligning the Workplace with Todays Nontraditional Workforce, by Cathy Benko and Anne Weisberg, continues as a Harvard Business Press best-selling book An invitation by the United States Senates Working Group on Workplace Flexibility to testify on MCC and an invitation to join the National Advisory Commission on Workplace Flexibility 2010, which has been advising the Administration on these issues The TIME magazine cover story, Were Getting Off the Ladder that describes how Deloitte is using MCC as the model for how careers are built.

September 2009

Celebrated Hispanic Heritage Month

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A New York Times Sunday Business Section byline article titled Up the ladder? How dated, how linear that highlights our shift from ladder to lattice, along with more than 100 other media mentions Citations in a variety of best-selling business books, including Womenomics; Talent: Making People Your Competitive Advantage; and The Inclusion Paradox An invitation to the popular Authors@Google series to discuss the book Mass Career Customization: Aligning the Workplace with Todays Nontraditional Workforce with thousands of downloads requested, as well as more than 40 client meetings and workshops Numerous workshops and additional project-based work requested by our clients to address their workforceworkplace dilemma, as well as interest by dozens of our clients to better understand what we are doing and how they can adopt similar programs More than 100 external speaking engagements completed across a broad set of audiences including talks at prominent venues such as the World Economic Forum in Davos and the Conference Boards Work-life Conference Recognition with the 2009 Global Diversity Innovation Award from the World Diversity Leadership Summit for our innovation around MCC and its impact around the world

Ive been here five months now and Ive found the management to be more than helpful when I need assistance. It seems that they are very focused on making sure that everything is going well in your business life and your personal life. They really seem to care. Kelly, Audit Senior, Deloitte & Touche LLP

And were continuing to push the envelope in 2010. At the urging of prominent business book publisher, Harvard Business Press, were now putting the finishing touches on The Corporate Lattice: Achieving High Performance in the Changing World of WorkTM, by Cathy Benko and Molly Anderson. Scheduled for a Summer 2010 release, the book delves into the shift toward a corporate lattice structure, fully exploring its contours and applying it to real-life practice. Its another in a series of thought leadership contributions that Deloitte is making to continue to move the needle for our own organization and for the marketplace as a whole. Interested in learning more? Visit www.masscareercustomization.com or www.corporatelattice.com for more information.

Ranked #1 on BusinessWeeks Best Places to Launch a Career

Chairman Sharon Allen recognized on Forbes Worlds Most Powerful WomenTalent Annuity Report Mass Career Customization 37

Year in Review:

Our Inclusive EnvironmentThis was a historic year in strengthening Deloittes inclusive environment. We exceeded the 1,000 women partner, principal, and director mark; minorities now serve as CEO for two out of our four businesses; and we continued to gain prestigious external recognition such as DiversityIncs Top 50 Companies for Diversity and most recently the 2010 Catalyst Award. Together, these milestones and achievements stand as testament to our unrelenting commitment to celebrate and harness strength from diversity of all kinds backgrounds, experiences, and perspectives to the benefit of our clients and ourselves. Our progress is driven through three interconnected All Inclusive areas Diversity & Inclusion, the Womens Initiative, and our communities. Together they work to attract, retain, develop, and advance the broadest range of talent. And our people are eager to get involved. Demand for a recent online regional town hall which featured updates from all three All Inclusive leaders was so strong that additional seats were added well beyond the initial thousand available. Strengthening our inclusive environment is a priority that cascades throughout our organization. Each of the three All Inclusive areas is represented by regional, functional, channel, and industry leaders who work with teams of colleagues to drive our efforts. For example, a national partner, principal, or director champion leads each of our Business Resource Groups (BRGs) nationally sponsored communities that align with our business objectives. And they are backed by the leaders and members of our more than 100 local chapters. Our talent is truly at the heart of our All Inclusive efforts, serving to guide and shape our actions through their counsel and dedication. But we also know that internal responsibility, while vital, is not the same as being held accountable. Thats why Deloitte has created the WIN and Diversity External Advisory Councils, made up of respected business, academic, and community leaders. The members of these councils not only challenge our efforts, but provide a bridge to best practices from within their respective fields.

Its no secret that diversity of thought and experience greatly increases our value proposition in the marketplace. In fact, our future success will be determined in large part by our ability to maintain an inclusive environment one that allows us to attract, develop, and retain the best talent. David Williams, CEO, Deloitte Financial Advisory Services LLP

September 2009

Maritza Montiel named Managing Partner, Deloitte University, Leadership Development, and Succession

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More than a nice to have, continuing to strengthen our inclusive environment makes good business sense. First, it marks us as an employer of choice in attracting new talent with the broadest variety of skills. When asked to evaluate the organization, our people put inclusion at the top. In fact, inclusion ranks higher at Deloitte than in our industry overall. Second, it allows us to win new business by differentiating ourselves in the marketplace. And perhaps most importantly, it enables us to generate high-performing teams with a combined value thats greater than the sum of their parts.

93% of respondents in a recent survey of Fortune 500 companies indicate that diversity is a key business driver 1,000+ women are now partners, principals, and directors 50% of our business CEOs are minorities Nearly 50% of Fortune 100 companies have asked for Deloittes counsel on launching or improving their womens initiatives

Numbers

By the

Recognized in Top 10 on Working Mothers 100 Best Companies

Talent Annuity Report Our Inclusive Environment 39

Year in Review:

Diversity & InclusionAfter 16 years, our diversity efforts continue to gain top recognition: DiversityIncs Top 50 Companies for Diversity; Working Mothers Best Companies for Multicultural Women; 100% rating on the Human Rights Campaign (HRC) Corporate Equality Index; Black Collegians Top 100 Employers of the Class of 2009; and several others. We are proud of these honors, but we believe that bringing together people with varied backgrounds, skills, experiences, and perspectives, while providing them opportunities to grow, is a business imperative. The makeup of todays workforce is changing, and our ability to change with it will determine our ongoing success. The growth of three talent segments Asians, Blacks, and Hispanics/Latinos is projected to significantly outpace other groups between now and 2016. If this increase is compared to the U.S. labor forces expected growth of less than 1%, it is clear that attraction, retention, and development of the professionals in these segments will be increasingly vital to the future of our organization. And its not just the workforce that is changing. Our clients and the marketplace as a whole are putting diversity at the forefront as well. In a recent Harris Interactive survey of Fortune 500 companies commissioned by Capital H Group, 95% of respondents said that senior management views creating a diverse workforce as a major goal. And 93% said that diversity is treated as a key business driver, impacting business goals, strategies, and results at their organizations. This shows that not only is diversity important to our clients within their own organizations, but that it is also a major factor in selecting the teams with whom they choose to do business. In response to the changing environment, weve taken bold steps focused primarily on targeted segments. While some of our efforts concentrate on improving acquisition, perhaps our most important program which provides career-building opportunities through key client assignments and career sponsorship is a draw for both current and new talent alike. And our efforts are paying off with minorities making up 34% of 2009 staff promotions and 17% of new partner and principal admissions and director promotions. Were also proud to say that 50% of our business CEO roles are now held by minorities. Engaging top talent A key goal of Diversity & Inclusion is to improve our acquisition among target segments by widening our recruiting sources through close ties with historically Black and Hispanic colleges and universities. However, by previously focusing exclusively on four-year schools, we were missing out on an opportunity to connect with talented minority candidates, i.e., those who attend community colleges before transferring to a four-year school. We therefore launched our Community College Initiative. A key part

Deloitte makes strong showing at Ascend national convention

September 2009

Featured by NBC Nightly News for family-friendly culture

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of our early identification efforts, this initiative aims to reach potential candidates earlier in the process. For each of six targeted community colleges, we have named partner/principal champions and invited students from these schools to participate in Deloittes National Leadership Conference, an annual meeting for high-potential college students. We also continue to support a number of external programs that attract new minority tale