Our businesses and industries
Since October 1, 2024, Deloitte is organised in four businesses: Audit & Assurance, Tax & Legal, Technology & Transformation, and Strategy Risk & Transactions Advisory. These businesses all work across various economic sectors that we consider as six industry groups: consumer; energy, resources and industrials; financial services; government and the public sector; technology, media and telecommunications; and the private sector. Our Support Organisation serves both the businesses and the industries and increasingly benefits from the services that NSE provides to geographies. Working with a matrix of businesses and industries that is identical in every geography where Deloitte operates, allows us to meet the needs of our clients by combining expertise with experience.In this section, we discuss the market developments of our four businesses and our Support organisation and explore their key challenges and opportunities. In addition, we discuss the main developments and activities within our industries.
Our strategic objectives are cascaded down to our businesses, which have plans in place to put our strategy into action by adding context and content to our five strategic pillars. The results of their activities feed back into our strategic dashboard.
Hear from our Business & Industry Leaders
The year 2024/2025 marked the midway point for Audit & Assurance's (A&A) four-year strategy. Looking back, I see a year in which much was learned and with much to be proud of, particularly our continued commitment to sustainability and our Diversity, Equity, and Inclusion (DEI) agenda. Furthermore, we witnessed significant growth in the Financial Services (FS) sector and our Assurance practice. Our professionals utilise GenAI and collaborate with international “extended teams” to better serve our clients.
As auditors, it is our role to provide trust to financial and non-financial organisations, enabling stakeholders to make informed decisions. Recognising this, over the past year, we have invested in our values of ethics and integrity. We engaged Partners and Directors in dialogues about what it means to live our shared values and protect Deloitte’s reputation. We also continue to develop our talent with the ethos of 'Never stop growing', equipping our professionals with the skills to adapt to rapid changes. These efforts ensure we remain resilient and continue to deliver high-quality audit and assurance services.
Environmental, Social, and Governance (ESG) audit and assurance services continue to be a focal point. Here, we have engaged in open conversations with our clients and the wider society to stimulate ESG adoption. Regarding DEI, while we have made progress in fostering a diverse and inclusive environment, we recognise that further improvement is needed, particularly in gender diversity.
A&A has seen significant growth in both our Financial Services and Assurance practices. The growth in FS is a result of years of investment and enhanced collaboration across EMEA. In 2024/2025, we have started our transition programme to onboard new auditing clients such as ING and Athora. Growth in Assurance has been realised by enhancing our offerings in Accounting & Reporting Assurance, Controls Assurance, and Sustainability Assurance. Alongside this, we are exploring new assurance areas such as AI and Algorithm Assurance.
GenAI is also transforming service delivery. Our A&A colleagues engage with GenAI, making it integral to our work. Another key milestone was the deployment of our advanced auditing platform, Omnia, which integrates analytics and AI solutions. GenAI has not been the only innovation; we also innovate our delivery by increasingly using “extended teams” from our Global Delivery Network and Africa Talent joint venture, which actively integrates colleagues from across the world into our client teams.
Moving forward, we will continue focussing on integrity, growth, and innovation. By working together and living our shared values, we enhance the quality of our work and deliver added value for our clients while safeguarding trust in society.
Last year, we set the mission to improve our performance in light of ongoing market challenges. This year, we can confidently say that we have achieved this goal, with T&T experiencing a significant improvement in performance. Part of this success is due to the progress we have made in transforming the delivery of our services and in leveraging our international network. The difficult decision to reassess and reduce our headcount also contributed to this improved performance, as we maintained our reduced headcount and aligned the number of partners accordingly. Overall, this result has been the product of continuous effort.
Within our updated business structure, T&T has clearly defined its role as a business: an end-to-end service with a digital component, focused on operations and implementation. We have also devoted considerable effort to redefining how we collaborate across businesses while maintaining our distinctive propositions. Our SAP and Oracle clients have already benefited from our joint market pursuits.
While our clients ultimately benefit from our new future-proof structure, managing internal changes alongside a tumultuous market has required vigilance. Now, more than ever, we need to maintain a laser focus on our clients. Our emphasis has been on continuing to be a long-term partner that can provide them with higher-quality, more competitively priced services.
To respond to a market that has not seen this much change in the last ten years, we need to be agile. Both organisationally and individually. AI technology and a more concerted effort towards utilising our international network have both been paramount in keeping pace with market demand. These efforts align with changes in the competitive landscape, where we observe increasing investments in AI and a move towards implementation for both ourselves and our clients.
Achieving a balance of purpose and profit remains essential. As an organisation of this size, we reflect the society in which we operate. It is our responsibility to leverage the depth and breadth of our knowledge and expertise to focus on where we can make a positive impact and influence our clients for the better.
Our mission for next year: to make a big step forward on delivery transformation. To integrate AI and our networks into the way we work. Not only for a good year, but for our future.
Strategy Risk & Transactions Advisory
Baldwin Kramer
Strategy Risk & Transactions Advisory Business Lead
In a year marked by market uncertainties and global economic challenges, the SRTA team has consistently demonstrated its resilience and adaptability. Throughout these challenges, we have upheld our reputation by delivering solid, consistent results, including several high-stakes M&A transactions that have strengthened our clients’ market positions. A prime example is our Deloitte Real Estate team, which served as the exclusive sales advisor to BEMOG.
Agility has never been more important. The recovery from the pandemic and ongoing geopolitical tensions have emphasised the need for swift responses. Our client interactions have adopted a more strategic focus, centring on growth while addressing value protection, risk management, and corporate resilience. Executives are increasingly eager to grasp the fine details and implications of their decisions.
Our commitment to professional development has been essential in enhancing our team’s capabilities, helping us stay updated on industry trends and remain agile in serving our clients. With our new business structure, we can collaborate more effectively and deliver integrated solutions that combine strategy, M&A, risk management, and forensic services. This means we can assist our clients from discussion to execution, enabling them to unlock value and manage associated risks.
This focus is particularly important in the current volatile European business climate, which faces challenges related to the energy transition, technology, and geopolitics. Our teams are actively working on these challenges, such as seeking solutions for affordable energy prices post-decarbonisation and accelerating investments in technology and AI throughout Europe. By adopting a long-term perspective and taking a ‘whole of society’ approach, which we share with our clients through industry-leading eminence, we can create growth opportunities for our clients and ultimately contribute to a more resilient society.
For the year ahead, our ambition is to evolve into a more strategic advisory role, enhancing our capabilities and connections with strategic decision-makers. Through these strategic discussions, we can help our clients identify value opportunities that will enable them to achieve their ambitions.
In the last financial year, I am particularly proud of how we have grown our Tax & Legal practice in a profitable way. This growth indicates that we are on the right track with our strategy, doing the right things for our clients, with the right people to perform the work.
Having the right people and continuing to attract the right talent has been one of two key learnings this year. To do so, we have diversified our approach to getting talent in. From leveraging our international expertise with our Global Delivery Networks (GDN) to looking beyond the title of Tax professional and deeper into transferrable skills, we have gone outside the box to find talent equipped to tackle the increasing regulatory complexity and importance of technology.
Technology has become crucial to keeping competitive in today’s market. Our solutions help us deliver better work at a better cost to our clients. One example is the success has led us to consider scaling TrackOnTrade, a platform for trade compliance. An initially Dutch offering, that we see can have large benefits for our clients to be compliant in global trade.
Our clients are faced with more and more regulatory complexity. The push for deregulation in the EU, the continued importance of sustainability compliance, the clamour for more transparency in the digital age. We also see an increasing push on tax audits, with tax authorities and governments requesting more and more of our clients data, leading to potential public scrutiny but also more transparency. This complexity brings significant opportunities for growth in tax and legal. To establish ourselves as the largest tax and legal practice in the Netherlands, we will continue to look for ways to collaborate across business sectors, to improve the quality of our services to our clients.
We have the ambition to be recognised by the market as the undisputed leader in tax and legal services. This recognition should reflect not only our size but also the quality we bring to our work as we navigate the competitive landscape.
Enabling Functions provides crucial services to our client facing professionals. In 2024/2025, we continued to adapt and support the business in an increasingly complex external environment and through the transformation of our service delivery.
Our transition to a new storefront on October 1, was a major achievement, requiring collaboration and coordination across different teams, departments, and capabilities. This effort ensured that we could maintain smooth operations while enhancing service delivery during this time.
We critically evaluated how we can continue to transform and deliver our services effectively, and this has led to increased cost discipline. We are also very focused on our own sustainability initiatives and have made significant progress on these, for example we now source 100% green energy for our offices and our emissions from travel have fallen 55% from our base year in 2019. We are currently exceeding our path toward net zero by 2040.
This year, we continued exploring digital tools that boost our productivity. With an adoption rate of 82%, our own GenAI tool, Headstart, has been a great success and is begun piquing the interest of our clients. Now, its success is leading it to expand its horizons. In the coming year, we expect Headstart to be leveraged out to other firms in Europe.
Enabling Functions will continue to enhance its role as a vital support system within Deloitte. By understanding the challenges faced by our evolving team members, we can keep being the essential enablers who support our colleagues and help them thrive in a challenging market.
A challenging market characterised by uncertainty and fluctuating consumer demands were the backdrop of the Consumer industry last year. Clients struggled to find growth and maintain prices amidst inflation and the recent ongoing discussions on tariffs. Yet, our strong relationships have enabled us to achieve an impressive conversion rate of over 80%. This success reflects our dedication to our clients during prosperous and challenging times.
The most significant learning from this period has been agility. We must respond more quickly to changing circumstances by providing innovative services and solutions that anticipate market shifts. An area where we’ve seen and still foresee a significant number of opportunities is in AI. As AI has become more commonplace in our work life, we couldn’t have imagined the degree of adoption and interest it still holds. For us and for our clients. An example of this is the proliferation of AI agents.
Sustainability has evolved significantly since previous years. We have seen it shift from mere compliance to value creation. Clients are now focusing on integrating sustainability into their core strategies, and we are proud to guide them in this transition.
The collaboration across services stemming from our updated business structure has made our services more efficient and effective. Examples include the "Dining to Net Positive" initiative and "Retail Safaris," where we connect clients with successful market players to foster engagement and loyalty.
The energy sector continues to be a key player in tackling climate change and fostering economic growth. We have established ourselves as a leading service provider, assisting the industry in its transition to a low-carbon future. One of our key achievements this year has been the development of our market-leading Hydrogen Centre of Excellence. I am also particularly proud of the Sustainable Aviation Fuel (SAF) roadmap, which we presented at our Future of Energy event in April. This roadmap demonstrates how the sector can unite to decarbonise and achieve an energy transition that is both feasible and profitable.
Industrial policies, risk regulations, and the need for resilience are compelling our clients to adapt to challenges related to environmental, social, and governance (ESG) concerns. Compliance with new regulations is high on the agenda for many organisations. As a result, there is a growing demand for technology-led transformations that incorporate sustainability. This trend presents us with an opportunity to serve as strategic advisers, offering a range of interconnected services. The regulatory compliance market is expanding, aligning well with our core strengths. In the future, we envision this growth extending beyond compliance.
Our clients have been grappling with financial uncertainty and rising costs due to global tensions and changes in geopolitical dynamics. These factors have created a need to devise strategies to protect their profits and survive in increasingly complex and uncertain markets. Over the past year, we have been assisting our clients in enhancing their resilience by implementing cost-reduction programmes, supply chain digitalisation, smart operations, and asset management—all aimed at improving operational productivity and efficiency.
We recognise that our industry is facing heightened market volatility in an already unstable sector. Our goal for the coming year is to bolster our clients’ business resilience, focusing on physical security, business continuity, and cybersecurity. To achieve this, disruptive technologies and AI will facilitate the transition and enhance industrial competitiveness. By building resilient and agile supply chains, we can empower our clients to thrive in an unpredictable environment.
In 2024/2025, Deloitte’s Financial Services Industry (FSI) strengthened its position as a market leader by guiding clients through complex transformations. By leveraging cross-border collaboration, deep (regulatory) industry expertise, and digital innovation, we delivered value where it matters most—from scaling AI solutions to building cyber-resilient systems and driving measurable social impact. This year has marked a pivotal turning point in how we help clients adapt - and - lead in a rapidly changing world.
As technology and regulatory driven transformation partner, we continued to expand our role as a trusted advisor to our clients navigating fast-paced change. Collaborations with leading cloud and data providers enabled the delivery of scalable, sector-specific solutions—such as our Converge BankingSuite and our CESOP solution. In parallel, we supported clients in exploring and responsibly implementing generative AI in the core of their business processes, e.g. across compliance, client onboarding, and fraud detection. With a focus on both innovation and control, we ensured that new technologies delivered tangible value without compromising on governance or trust.
Our work this year also responded directly to rising societal expectations and growing regulatory demands by embedding regulatory strategy, sustainability, and technology risk expertise across multidisciplinary teams. Through the Deloitte-led Financial Health coalition, we collaborated with public and private sector partners to improve the financial well-being of more than 600,000 employees across the Netherlands. At the same time, we strengthened our clients’ ability to manage operational disruption and evolving cyber threats—laying the groundwork for long-term institutional resilience.
Looking ahead, we strive to maintain our position as the industry leader in Financial Services. We remain focused on helping our clients thrive in a world shaped by disruption, digital acceleration, and societal resilience. By scaling emerging technologies responsibly, expanding our portfolio of industry-specific solutions, and deepening partnerships across the financial ecosystem, we are committed to building the resilient financial organizations of the future.
If I had to summarise the year in one word, it would be ‘adaptivity’. Adaptivity in the way we help our clients, in how we use AI towards our clients, in how we chase priorities, and in how we can deliver value. This has been especially notable in the changing landscapes of defence and healthcare. The pace of change has shifted dramatically in these areas.
By committing to innovation and collaboration, we are addressing the pressing issues our clients face. The unprecedented change in shifting political sentiments, climate, safety, and health resilience, have only made it more important than ever that our clients are prepared for the future. This is where we can really make a difference for societal issues, in providing that longer-term perspective. Our work with the Ministry of Health exemplifies this. Here, we are redefining care for individuals with complex disabilities, demonstrating our ability to create meaningful change.
Our teams choose to work for the public sector because they have an impact on society. From projects that influence the day-to-day operations like implementing SAP for a municipality to working on a safer Netherlands, with the Dutch National Police and the Ministry of Defence.
As we move from a supporting role towards becoming more involved in our clients’ core processes, our commitment remains a key factor that our clients value. The successes we have experienced this year stem from our clients’ trust in us, our ability to stand by our values, to adapt, and to bring the depth and breadth of our expertise and services, across all industries.
In the coming year, we will drive initiatives that enhance our clients’ resilience and address emerging challenges. By focusing on continuous improvement and societal impact, we are ready to help our clients thrive in an increasingly fast-paced, complex environment. Our meaningful, long-lasting partnerships with our clients, commitment to innovation, and dedication to collaboration remain central to our strategy as we work towards a safer and healthier future.
This year, we have made notable progress in advising prominent Dutch business families on family governance and dynamics. We have demonstrated the understanding necessary to assist them with their unique challenges and opportunities in today’s complex business landscape. Our approach is built on trust and partnership, cultivated through ongoing dialogue and shared experiences. We have worked closely with these families on crucial issues such as succession planning, conflict resolution, and governance structures. This has helped to bring stability within their family units and support the sustainable growth of their businesses.
In addition to our work with family businesses, in 2024/2025, we have expanded our involvement with private equity portfolio companies. We recognise the role these companies play in the economy and are committed to helping them address the challenges they encounter, particularly in the areas of value creation and operational efficiency. By leveraging our expertise, we have ensured that they are well-equipped to thrive in a competitive market.
This past year has shown us, once again, that all companies, regardless of size or industry, are affected by global changes. Economic fluctuations, geopolitical tensions, and health crises have created uncertainty. One thing is for certain: resilience is more important than ever. Now more than ever, businesses are expected to respond to immediate challenges while also preparing for potential future disruptions.
In the year to come, we will continue to create value for these business families by drawing on the multidisciplinary capabilities within our teams. By offering services that protect their legacies and encourage growth, we can empower them to succeed in a complex world. This commitment to fostering resilience and adaptability will enable us to remain responsive to their evolving needs and aspirations.
Technology, Media & Telecommunications
Roën Blom
Technology, Media & Telecommunications Industry Lead
In a year of ongoing changes, our TMT practice focused on one thing: continuing to put our client first. This commitment has persisted despite navigating challenges such as changing business models and the impact of AI on ourselves and our clients.
We are moving past the initial phase of exploring what AI can do to exploring what real improvements it can make for our clients. However, as we move past the initial excitement, we see that while it is still prominent, clients are now more focused on its impact and on assessing the substantial changes it brings. This involves managing resilience, such as the growing ecological footprint of data centres and addressing the need for our clients to reskill their employees.
This year, our global network, coordination, and the strength of our global delivery centers have been instrumental in winning large projects with a wide-reaching impact. We experienced how valuable it is to bring the best of our global network to our projects, especially as our clients face increasingly complex challenges.
One such challenge has been the rising importance of data sovereignty, with companies reconsidering their dependence on major technology providers and exploring alternative solutions. Here, we are working with our clients to think through and find these alternatives. And where there aren’t any, then in protecting our clients’ data. As the trust in major technology providers wavers, data privacy has been another topic of increasing importance to our clients.
In an uncertain landscape, we will continue to bring trust to our clients. Especially in these turbulent times, what truly matters is that we keep our relentless focus on putting our client first, helping them achieve success throughout it all.