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At Support (Group Support Centre), we aim to take care of supporting processes in an efficient and effective way so that our practitioners can fully focus on their client work and adding value to our strategy execution.

Oscar Snijders, our COO and Support Leader (GSC), on value creation and the priorities for the upcoming year. 

How does the Support Organisation create value?

We create value by being professionals for professionals. Our goal is to provide the best possible service to internal and external clients. And, given the rising complexity of service and quality requirements, we need to pick up our pace. Which is why we started the GSC 2.0 change programme last year. We discuss change topics regularly, challenging each other on how to work better together or how we can take the next step in an innovative way. A great example is the hybrid meeting floor pilot, which also attracted interest from other organisations wanting to learn from our experience.

The Deloitte Impact Foundation team, which is also based in the Support Organisation, enables our employees to use their knowledge and expertise to make an impact on society. For instance, following a huge flow of good ideas relating to the Ukraine conflict, some Deloitte assistants joined a work pool to support the Ukrainian embassy, which had almost no staff. They helped to manage the mailbox, to accommodate refugees in a holiday park and arrange telephones. A commitment we can all be proud of.’

‘Looking at the high workload and uncertainties caused by world events, I am extremely proud of the commitment and flexibility of our people. The resilience to deal with all the changes is enormous.’

- Oscar Snijders, Chief Operations Officer

What are your priorities for the coming year?

Every major cultural change takes time so our focus will be on the GSC 2.0 programme. Other priorities are the integration with other NSE countries and the introduction of new systems for client and engagement acceptance as well as talent processes, and state-of-the-art tooling. And, of course, attracting and retaining talent and ensuring the well-being of our people. After two years of working from home, it’s crucial to create the space to meet in person again and fuel the team spirit.