While the issue of the gender pay gap
saw increasing public attention in 2015,
at Deloitte we have been focused on
this for some time.
Gender diversity at
leadership levels remains a challenge for
many businesses, albeit there is an ever increasing
understanding of the issues that
hold women back in the workplace and the
ways in which to tackle them.
Deloitte support the Prime Minister’s
proposals to require larger employers to
publish their gender pay gap and published
our data in 2015 in our annual Impact
We must be open and transparent
about the gender issues that face our
business; reporting our gender pay gap was
a way we could achieve this.
Our gender pay gap results did not surprise
us, instead serving to confirm what we knew
– that the challenge for us as a business is
increasing the number of women we have
at senior levels. When we look across our
organisation as a whole our gender pay
gap stands at 17.8% (around 1.3% below
the national figure); however, the pay gap
between male and female employees at each
grade is significantly lower, at 1.5% on average.
In FY14, we set an ambition that 25% of our partner group would be
women by 2020 and 30% by 2030.
We understood achieving this ambition
would require sustained and meaningful
action and where needed, cultural change.
Since this time we have implemented a
range of actions to increase the number
of women we recruit (at both an entry
and experienced-hire level), ensured that
development opportunities for women
are clear, relevant and bespoke to the
individual, and worked hard to provide a
working environment that truly enables all
employees, men and women to balance a
successful career with family life.
This focus has been critical to the progress
we are now making – we have embraced
agile working as a business priority,
ensuring our people are able to work in a
way that suits them and the business, and
have introduced our award-winning Time
Out scheme, which enables all our people to
take a month’s unpaid leave each year, for
Our relentless focus on respect and
inclusion, of which our ”Ask Yourself” film
is a part, has also helped to ensure that we
provide the working environment needed
– one where our people are judged on the
value they can bring to our firm. Alongside
this, our new return-to-work placement
programme for women who have been out
of the workforce for more than three years
is enabling women who had not previously
considered re-starting their career to do so.
In addition, our re-designed Working
Parents’ Transition Programme has enabled
those returning from maternity, paternity,
parental, and adoption leave to do so with
the support needed.
We recognise it is only through a combination
of culture change and targeted actions that
we will achieve greater gender diversity. This
change must be meaningful and sustainable
over the long term. We are mid-way through
our journey, but are absolutely clear that
reporting our gender pay gap has played a
key role in accelerating progress.