3. Social impacts

Introduction

­

This section covers the effects, risks, opportunities, governance, policies, actions, and results of Deloitte's identified material social impacts (refer to page 122 for a summary of our material impacts). Unless otherwise indicated, the information in paragraphs 3.1, 3.2, 3.3 and 3.4 pertains to all people in our own workforce.

In line with the ESRS, we will describe the processes to identify and assess material impacts, risks and opportunities for the social sustainability matters not in scope of our reporting due to a lack of materiality.

Materiality processes and considerations with regard to non-material social sustainability matters

General information

­

Table 13: Employee head count in 2024/2025

Table 14: Employees by contract type, broken down by gender (head count) in 2024/2025

Deloitte does not have non-guaranteed hours employees hence we marked this as not applicable (N/A) in the table above.

Table 15: Part-time and full-time employees by region and gender (head count) in 2024/2025

Table 16: Employee turnover

Next to the 7,702 direct employees listed above, Deloitte also uses contractors. Most of the contractors that we use are independent specialists who contribute their knowledge and experience to our service delivery to clients or are assigned to our Enabling functions. In 2024/2025, contractor hours for Deloitte excluding DDC amounted to approximately 517.000 hours, the equivalent of 283 FTE based on 1,824 hours per FTE.

Our Global Principles of Business Conduct define our behaviours, including on how we approach each other within Deloitte. They contain provisions on many areas relevant to our social impacts, such as respect, diversity and fair treatment, and professional development and support. They equally apply to our own workforce and to contractors and staff hired through employment agencies.

There are no collective bargaining agreements that pertain to employees of Deloitte. For social dialogue, we have a Works Council next to other forms of employee engagement, such as focus groups, surveys and one-on-one conversation. The Works Council of Deloitte represents the interests of Deloitte employees during discussions with the Executive Board. For topics related to, for example, privacy legislation or working conditions, the Executive Board seeks approval from the Works Council. Our CHRO is responsible for dialogue on employment matters.

3.1 Employee value proposition

­

Key results

­

Material impacts, risks and opportunities

In our Double Materiality Assessment as published on pages 117-123, we have identified the following material IROs for Employee Value Proposition:

1. Positive impact on employees by providing good reward packages, thus increasing employee wellbeing and satisfaction, physical and mental health;

2. Positive impact: Impact of (on the job) learning on employability of employees and their feeling of purpose;

3. Positive impact: Self-accomplishment of employees as a result of complex work in teams;

4. Risk: Inability to attract and retain talent due to inadequate compensation;

5. Opportunity: Higher levels of retention, a more beneficial impact on society, clients and people, higher employee satisfaction and engagement, higher productivity (profitability) and good recruitment practices;

6. Positive impact on employees of personal and professional development which enhances skills, develops careers and promotes a sense of purpose.

Our related activities contribute to the following SDGs:

Governance

The Talent Strategy FY27 serves as the foundation for our EVP, guiding Deloitte's approach to workforce planning, leadership development and inclusion. The strategy is built on the following core pillars:

1. Strategic Workforce Management: Building a future-ready workforce with the right skills and talent mix (local staff, contractors, and Global Delivery Network professionals), integrating AI innovations to enhance agility and efficiency;

2. Diverse & Inclusive Talent Base: Embedding DEI strategies through targeted recruitment, Executive Committee sponsorship for underrepresented talent, RiseUp mid-career programmes, and reversed mentoring;

3. Leadership Development: Empowering employees at all levels to develop people leadership capabilities, aligning with Deloitte’s 3C leadership model: Courage, Compassion, and Curiosity.

4. Purpose Ambition: Driving our leaders and employees to embed a purpose-driven mindset in their daily work. In addition, create congruence in our story, style and substance as an organisation to make a sustainable change.

The employee experience enables the Talent Strategy by enhancing end-to-end employee journeys through digital innovation and process optimisation. Key priorities include fostering a culture of wellbeing, ensuring a fair and transparent performance management cycle, and embedding continuous learning opportunities that support growth and career development.

The execution of this EVP is led by the CHRO in collaboration with Talent teams such as: Talent Acquisition, Performance & Rewards, Learning & Development, and DEI & Leadership Development, ensuring structured and measurable impact.

The Talent Strategy is periodically evaluated to ensure alignment with sustainability objectives and workforce needs. The CHRO is accountable for implementation, with regular oversight by the Executive Committee.

Policies

Deloitte’s EVP addresses all six IROs mentioned above. It comprises of the following main policies:

• Compensation, benefits and pension policy (addresses IROs 1, 4 and 5 as included on page 144);

• Performance, development and reward policy (addresses IROs 2 - 6);

The EVP and its supporting policies are available to al employees via our intranet site MyDeloitte. The EVP is structured around three core pillars that define our people experience:

Passion for Purpose | At Deloitte, work goes beyond business – it creates positive impact for clients, colleagues, and society. Employees contribute to solving complex challenges and driving meaningful change. This shared purpose fosters ambition, innovation, and a commitment to making a difference.

Be the True You | Deloitte values individuality, ensuring that every employee’s strength, perspectives, and ideas are recognised. A culture of inclusion, psychological safety, and wellbeing enables people to thrive, contribute meaningfully, and feel supported in their professional and personal growth.

Never Stop Growing | Growth and development are at the core of Deloitte’s talent experience. Employees gain technical expertise, leadership skills, and global exposure through meaningful work, collaboration, and world-class learning opportunities. Curiosity and ambition are encouraged, providing every individual with the support needed to achieve their career aspirations.

The EVP is supported by the Employee Ambition, which consists of seven elements:

1. Meaningful and challenging work

We approach meaningful work from multiple angles, ensuring all of our talent engages in challenging work, assignments or projects that also contribute to a greater purpose. Through Project Canvas sessions, we help employees understand and articulate the impact of their work on clients and society.

We also actively seek feedback on their experiences post-project, ensuring that assignments are both intellectually stimulating and personally fulfilling. Additionally, social hiring programmes, collaboration with UWV and the Refugee Hub reinforce our commitment to purpose-driven employment, providing meaningful career opportunities that create positive societal impact.

2. Supported performance

Our performance management cycle is designed to provide a fair, transparent, and supportive experience that enables employees to reach their full potential. We foster a strengths-based culture, where employees receive ongoing coaching, continuous feedback, and tailored development conversations rather than relying solely on annual appraisals.

To further strengthen our performance management approach, we introduced My Career Track, a virtual space where employees can capture their Growth Portfolio, track their progress, and request feedback. This platform ensures that performance conversations are structured, development-focused, and aligned with individual career aspirations. Our coaching toolkit equips managers to support employees in identifying and leveraging their strengths, while also maintaining a focus on wellbeing and long-term career aspirations.

Performance assessments at Deloitte track both qualitative and quantitative contributions, aligning with our strategic objectives, including project impact, quality, financial performance, and talent development. Our Shared Values and Talent Standards serve as a foundation, defining how we work together and ensuring that our approach to performance remains equitable, transparent, and aligned with Deloitte’s culture of integrity.

3. Positive work environment

We are committed to fostering an inclusive, flexible, and professional work environment that empowers employees to do their best work. Our approach ensures that employees can collaborate effectively, maintain a healthy work-life balance, and thrive in an engaging workplace.

We prioritise psychological safety and inclusive leadership, ensuring that all voices are heard and valued. Through reversed mentoring, senior leaders gain insights from employees of diverse backgrounds, strengthening cultural awareness and inclusion.

Deloitte's flexible work policies empower employees to decide where and how they work best. We encourage in-person connections where they matter most, provide modern collaboration spaces, and leverage innovative digital tools to support virtual working inclusively. Our approach to flexibility also contributes to employee wellbeing and sustainability, as we reduce unnecessary commuting and promote environmentally conscious work practices.

4. Wide ranged development and growth opportunities

The commissioning of Deloitte University EMEA in Paris marked a major milestone for both Deloitte North & South Europe and Deloitte Netherlands. It provides employees with unparalleled opportunities for leadership development, cross-border collaboration, and continuous learning through structured development programmes designed for long-term career success.

Beyond formal learning, we offer continuous development opportunities supported by talent mobility and personalised career pathways. Through learning platforms like Cornerstone , employees can access courses regarding professional, leadership, industry and technical learning, tailoring their learning journey to their career aspirations.

Employees are encouraged to design their growth trajectory through a Growth Portfolio, where they set career goals, identify key capabilities, and plan their development for the year. Regular coaching conversations foster a culture of continuous feedback and strengths-based development, ensuring employees receive the guidance they need to advance.

By integrating international development experiences, mentorship, and structured learning pathways, Deloitte ensures that career progression and skills development remain at the forefront of our Talent Strategy.

Please see paragraph 3.3 below for an overview of our approach to Learning and Development.

5. Leadership is trusted and transparent

At Deloitte, we expect leaders at all levels to lead with Courage, Compassion, and Curiosity (3C Model), ensuring transparency, trust, and accountability at all levels of the organisation.

To reinforce this, senior leaders and HR Business Leaders undergo focussed training on topics such as inclusive leadership, cultural awareness, and constructive feedback.

Leadership transparency is further reinforced through Deloitte Spotlight, our monthly ‘must-read’ newsletter where the Board shares key updates, strategic priorities, and business developments with all employees. This direct communication ensures that employees stay informed and connected to the firm’s direction

Our leadership principles prioritise psychological safety, ethical responsibility, and active listening, ensuring employees feel valued, heard, and empowered to contribute their best work. By embedding these values into leadership development programmes, Deloitte cultivates a work environment where trust and transparency drive success.

6. Prioritised health and wellbeing

Deloitte actively promotes employee wellbeing through mental, physical, social and financial health initiatives. Our bereavement policy, mental health initiatives, and financial wellbeing support ensure that employees receive the support they need throughout their careers. We are committed to creating an environment where wellbeing is integral to success.

Please see paragraph 3.4 below for an overview of our approach to Wellbeing.

7. Recognised and Rewarded Impact

Deloitte fosters a culture of recognition where contributions are valued and rewarded in a fair and transparent way. Our total rewards include base pay, allowances, variable pay, and benefits designed to support employees' financial, mental, and physical wellbeing.

To ensure fairness, Deloitte conducts annual benchmarking against other Big Four firms and market, evaluating salary ranges across job grades and reward groups. Base salary adjustments reflect individual development and performance, while variable pay is linked to achievements and impact.

By strengthening our Talent Strategy, EVP, and Employee Experience Ambition, Deloitte aims to remain an employer of choice - a place where people can grow, thrive, and make an impact.

Activities in 2024/2025

In 2024/2025, Deloitte NL continued to strengthen its Employee Value Proposition through actions across the areas of performance, learning, inclusion, and reward. These activities reflect only a selection of our ongoing efforts this year:

• EVP & employer branding | We further evolved the activation of our Employee Value Proposition and continued our focus on external positioning of our employer branding. This included the launch of a dedicated wellbeing campaign and stories about our diversity, equity & inclusion efforts, highlighting diversity communities and networks within Deloitte;

• Performance Management | We introduced My Career Track, a digital platform that enables employees to capture their Growth Portfolio, set performance goals, and monitor progress throughout the year. This development supports our ambition for a more structured and transparent performance experience;

• Learning & Development | Deloitte continued to invest in the use of Deloitte University EMEA and participation in milestone development programmes. A key focus this year was also on fostering a strong learning culture that encourages integrity, shared responsibilities and ethical decision-making;

• Diversity, Equity & Inclusion and Psychological Safety | In line with Deloitte’s 3C leadership philosophy, we advanced several initiatives that strengthen psychological safety and inclusive leadership. These included the ongoing roll-out of reversed mentoring and targeted actions in the area of recruitment and social hiring;

• Benefits, Recognition & Rewards | We introduced a new Bereavement Leave Policy, offering our people up to four weeks of paid leave in case of the loss of a first-degree relative and two weeks for a second-degree relative, reinforcing our commitment to wellbeing and care. We also continued our annual reward benchmarking to ensure fairness, transparency, and competitiveness in our reward approach.

Results

­Throughout 2024/2025, Deloitte has remained an attractive employer for graduates. Among business students, we are ranked #1 in the Universum's Employer Rankings (2023/2024: #1). For STEM students we rank #17 (2023/2024: #29 calculated on the basis of their new definitions: scope of study areas and changes in parameters within Universal's data platform).

Table 17: % of employees receiving regular performance & career development reviews*

* Our partners are not part of the regular employee performance cycle. For partners we maintain a performance management system that is also used to determine their annual profit share and that takes into account such aspects as quality, integrity, inclusive leadership, commercial performance and relationship management. Because partners have their own performance cycle, and are not defined as 'employees', they are not included in the table above.

Although we aim to have 100% of our employees receive regular performance and career development reviews, mainly due to employee turnover throughout the year, we will never achieve this. As a result we believe our EVP as such not to be suitable to establish targets. We track the effectiveness of our EVP mainly through engagement, such as dialogue with our Works Council and the outcomes of our Engage for change surveys through which we consitently monitor the sentiments among our employees.

3.2 Diversity, equity and inclusion

­

Key results

­

Material impacts, risks and opportunities

In our Double Materiality Assessment as published on pages 117-123, we have identified the following material IROs for Diversity, equity and inclusion:

1. Risk: Inability to attract and retain talent due to lack of inclusiveness;

2. Negative impact: Reduced social impact due to underrepresentation of women in senior positions;

3. Risk: Failure to include different perspectives into decision making due to monocultural bias;

4. Opportunity: Increased quality, productivity, profitability and innovation and enhanced company culture and recruitment;

5. Positive impact on society through the social mobility that is promoted by policies concerning gender equality, diversity and the employment of people with disabilities.

Our related activities contribute to the following SDGs:

Governance

With a committed Executive Board and Executive Committee, we believe in shared ownership and boosting entrepreneurship. Not only leadership, but all our colleagues play a role in a successful DEI strategy. Therefore, we encourage our talent base to speak up about DEI in keynotes, roundtable discussions, initiate internal activities and provide (upward) feedback. These gamechangers advocate DEI from intrinsic motivation, regardless of their job level or business unit. Next to that we have a strong and committed DEI governance model, with DEI ambassadors in councils and communities, contributing their time, energy and knowledge on a structural basis. This governance structure is led by our CEO and the Executive Board, and includes:

• Business Leads who are responsible for driving, amongst other initiatives, our gender diversity targets within their Business, and holding partners accountable for promoting Inclusive Leadership;

• DEI Councils, responsible to set and execute a Business specific DEI plan, aligned to our corporate ambition;

• Employee Resource Groups, including the Deloitte Women’s Network, Proud (LGBTQ+), Neurodiversity Network, the Cultural Diversity Network and our Young Board, who represent the employee voice, and provide subject matter guidance of topics relevant to their target audience. These groups provide valuable feedback and input on our progress and are a crucial voice to co-create an equal system.

• A dedicated central DEI Team committed to setting and executing a companywide DEI strategy and plan, by working in close collaboration with all relevant stakeholders.

Policies

Throughout 2024/2025, Deloitte Netherlands has remained steadfast in our commitment to fostering a culture that values diversity, equity, and inclusion (DEI). This dedication is not merely a response to local laws, regulations, or national government requirements, but rather a reflection of our core values and the ethical responsibility we hold to the society we serve. Our dedication for inclusive policies and programs remains unchanged, and our dedication to enhance the talent experience for all colleagues through a more inclusive culture is unwavering.

We understand that our commitment to DEI is vital for providing our clients with our best services, and for attracting and retaining top talent. We recognise that fostering an inclusive culture is not just a strategic initiative; it is an embodiment of our shared values. A diverse workforce not only mirrors the society we are part of but also serves as a catalyst for innovation and strategic advantage. As we operate in an increasingly competitive landscape, our clients expect us to demonstrate our dedication to these principles.

Moreover, as we align our corporate strategy with the United Nations Sustainable Development Goals (SDGs), we embrace our responsibility to address the growing inequalities that threaten societal stability. We must leverage our position to influence not only our internal culture but also the broader socio-political landscape in the Netherlands.

Our mission is to maintain an inclusive workplace ensuring that diversity, equity, and inclusion (DEI) are integral to our organisational processes. Our vision is clear: we strive to cultivate an inclusive culture that empowers every individual to be their authentic self and unlock their full potential. For us, DEI goes beyond gender alone; it encompasses the full spectrum of human identity and experience, including cultural background, ethnicity, age, sexual orientation, gender identity, neurodiversity, and disability.

In doing so, we are committed to a holistic and systemic approach to DEI, recognising that culture is shaped not only by people but also by the policies and processes that guide their behaviour. Together, we will continue to work towards an inclusive environment where every individual can thrive, thereby reinforcing our role as a leader in both the professional and societal spheres. Our DEI ambition is not just a goal; it is a reflection of our shared values and our unwavering commitment to creating a workplace where everyone is empowered to succeed.

Deloitte acknowledges that the consequences of neglecting DEI extend beyond moral obligations; they pose tangible risks to our business model. These include suboptimal decision-making due to a lack of diverse perspectives, talent attrition as a result of unappealing workplace culture, and potential mismatches between our teams and those of our clients. However, where there are risks, there are also opportunities. Research shows that organisations with diverse teams and inclusive practices are significantly more likely to outperform their competitors, capture new markets, and innovate.

Our DEI Strategy

It is our mission to have an inclusive workplace no matter which geopolitical developments arise. To this end, we need to keep on focussing on our culture, the way we interact with each other, whether being in teams, clients or in society. We take a holistic and systemic approach towards our DEI ambition, and make sure DEI is fully integrated across the organisation's internal and external business and talent processes.

Last year, Deloitte has formulated a new four-year strategy titled "Strong Roots Reach Far," which encompasses five key pillars. One of these pillars is our commitment to “being a preferred employer," defined by our dedication to building a diverse talent base, fostering an inclusive culture, and cultivating future leaders who embody inclusivity.

To measure our progress on these pillars, we have established three strategic quantitative Key Performance Indicators (KPIs):

• Building a diverse talent base & strategic workforce planning: Setting gender balance targets for managerial roles and above.

• Cultivating an inclusive culture: Assessing employee recognition through Net Promoter Score (NPS) questions in our Engage for Change survey.

• Developing future and inclusive leaders: Evaluating leadership effectiveness through employee recognition metrics integrated into the Engage for Change survey.

That being said, we operationalise our DEI activities via the following framework, driven by a wide variety of DEI ambassadors, to allow a broader definition of success. Culture may seem to be all about people, but it is the policies and processes that drive their behaviour. We have broken this down in the following pillars:

• Leading the way

• A diverse talent base

• Inclusion for and by all

• A psychological safe culture

• Equitable systems and processes

This will be achieved through a data-driven approach, supported by an extensive internal and external DEI communication plan, our dedicated DEI advocates, and clear structures around performance.

Inclusive Policies

To safeguard and enhance Diversity, equity and inclusion, Deloitte maintains - among others - the following policies:

• Deloitte leave policy outlining the different types of leave that our people can use (addresses IROs 1 - 5 as published on page 148);

• DEI Menu card holding all the programmes, trainings and interventions Deloitte offers on DEI (adresses IROs 1 - 5).

To support our DEI objectives, we have implemented several inclusive policies. Key to an inclusive culture is how these policies are being promoted and implemented.

Parent Support | Becoming a parent is a new chapter in life with many new experiences. We have multiple provisions for all parents, including part of rainbow families, to help them adjust their working life to the new private circumstances. Deloitte has introduced equal leave rights and inclusive leave policies, to create a more inclusive workplace. All parents at Deloitte are able to take leave to take care of their new child(ren).

Flexible Public Holidays | The freedom to swap one or two designated public holidays for holiday(s) that have meaning to our employees’ religious beliefs and/or cultural background, or another day that is important to them.

Gender Transition Support Policy | We recognise that not every individual identifies with the gender that they were assigned at birth and that for some, this may result in the decision to transition. At Deloitte, we want to support colleagues through this significant period in their life and our gender transition support policy has been designed specifically with this is mind.

Bereavement leave | In 2024/2025, we introduced bereavement leave, to allow colleagues to take off time to grieve the loss of a family member. Also, our care leave was extended, to support those who are caring for family members. These improvements directly connect to our shared values, specifically ‘taking care of each other’.

We are committed to the ongoing review of our Diversity, Equity, and Inclusion (DEI) policies to ensure that all individuals have the opportunity to thrive and to enhance our employee value proposition. This effort is undertaken in collaboration with our communities and external knowledge institutions. We prioritise regular communication regarding these policies and strive for their optimal implementation.

Activities in 2024/2025

As we moved into the 2024/2025 period, our commitment to revitalising our organisation around the established DEI pillars remained strong. Along the lines of our DEI framework, we performed the following activities, with a focus on transforming our ambition into actionable cross company initiatives:

Leading the way

We are launching the 3C awareness programme and associated learning initiatives tailored to various roles, incorporating the SCARF model to enhance our leadership development strategies. We remain committed to ensuring all managers complete an inclusive culture training programme. We remain committed to ensuring all managers complete an inclusive culture training programme.

Diverse talent base

A renewed gender balance approach

We are implementing a new succession planning framework for senior leadership roles to ensure balanced representation at the highest levels of our organisation. Additionally, we have launched women-in-leadership initiatives such as Inspire, SponsorME, and Rise Up!:

• Inspire: Women partner community to connect and support one another through sparring, mentoring and networking. This initiative optimises women partner development and potential and​ collectively increases women representation in senior leadership positions​;

• SponsorME: This programme facilitates sponsorship for women sponsees, pairing them with influential leaders who will advocate for their advancement both publicly and privately. Through this initiative, sponsees gain access to critical experiences, opportunities, and networks essential for career development and acceleration;

• Rise Up!: This is a five-month leadership development programme designed for mid-career women. It aims to support and empower participants in aligning their personal aspirations with Deloitte's mission, addressing potential gender-specific challenges encountered in their leadership journeys.

Social Hiring Initiative

This initiative seeks to connect our purpose with profitable growth by targeting individuals who face challenges in navigating traditional recruitment processes or require additional resources to succeed in a sustainable work environment. Last year, we successfully hired ten individuals with barriers to employment, with an aim to increase this to 2% of our workforce by FY30.

Inclusion for and by all

We are committed to fostering inclusion through our comprehensive policies, programs, and training initiatives that focus on mitigating bias, addressing microaggressions, and promoting psychological safety:

• We launched the next edition of our Reverse Mentoring program, with over sixty colleagues participating. In this programme, junior colleagues mentor senior leaders about DEI related topics;

• We created bias awareness within our recruitment and performance systems, focusing on mitigating bias and empowering people to speak up;

• Creating bias awareness in all decision-making bodies of our company;

• Reviewing and focus on use of inclusive policies.

A Psychologically safe culture

Psychological Safety is the foundation for a safe, inclusive and thriving work environment. Psychological Safety not only opens teams for an inclusive culture but also enhances employees’ wellbeing and performance. We work on a culture where people can thrive and are and remain innovative high performers. Deloitte aims to achieve this by advocating and further embedding psychological safety in a culture where people feel free to speak up and be themselves. We have introduced new psychological safety trainings and interventions that help teams to open the conversation and intervene when needed. Moreover, to increase accountability throughout the organisation and encourage 360 feedback for all employees, a refreshed feedback programme has embarked within the organisation, called Dialogue Feedback. This empowers leaders to reflect and continue to converse with their teams.

Equitable systems and processes

We have enhanced our operations by incorporating greater bias awareness and knowledge into our performance and recruitment processes, ensuring they are accessible and fair for everyone. Additionally, we have introduced a new approach to pay equity.

Enablers

­

DEI communication

Besides regular internal and external communication around moments that matter, we launched an employer branding campaign, #BreakingBias, aiming to raise awareness and challenge biases.

Data-driven DEI steering

We have established quarterly monitoring and accountability measures through a DEI scorecard, alongside the improvement of our diversity dashboard that provides evidence-based insights to inform our decision-making.

Results

­

Table 18: Employment by age in 2024/2025 (average for financial year)

Per May 31, 2025, our Executive Board consisted of two men and one woman (33%). Our Supervisory Board included two men and three women (60%), and the Executive Committee of 9 men and 6 women (40%). In total, top management consisted of 13 men and 10 women (43.5%).

On the basis of headcount, 32.6% of leadership roles (manager and above) were filled by women (2023/2024: 33.2%) and 24.6% of our partner population is women. Last year, we indicated that we seemed to have reached a plateau in our pursuit for 30% female partners in Financial Year 2026/2027. This trend has continued in 2024/2025. To pursue a target that is realistic yet ambitious, we have granted ourselves more time to achieve 30% female partners by setting this target for Financial Year 2029/2030.

At Deloitte, we are committed to fostering an inclusive workplace that champions gender diversity across all levels of the organisation. To this end, we have established specific internal gender targets tailored to each business unit and job level. These targets encompass key areas such as talent acquisition, promotion, and overall headcount.

To ensure accountability, track our progress, and create transparency towards our colleagues, we employ a comprehensive diversity dashboard that is intricately linked to our personnel database. This dashboard is updated on a monthly basis, allowing us to monitor actual performance against our set targets in real-time.

Furthermore, we conduct a thorough review of these metrics on a quarterly basis. These discussions involve our Executive Board (EB) and Executive Committee (ExCo), where we assess the current landscape of gender diversity within the firm. Based on these evaluations, we collaboratively define and implement mitigating actions aimed at addressing any disparities and enhancing our overall diversity efforts.

Gender Pay Equity Analysis

Deloitte is committed to ensuring gender pay equity, aligning with our core values of fairness, equality, and diversity. Furthering this commitment, Deloitte runs a comprehensive analysis to measure if male and female employees across Deloitte are paid equally. This analysis focuses on the unadjusted and adjusted pay gap.

The unadjusted pay gap is the difference in annual base pay, profit sharing and total cash pay between male and female employees across Deloitte, expressed as a percentage of the average annual base pay, profit sharing and total cash pay of male employees.

This unadjusted pay gap does not account for an employee’s job grade or any other justifiable drivers for pay differences. This means that a pay gap for example arises when there are more men at more senior positions in an organisation.

The adjusted pay gap considers justifiable drivers for pay differences. Through a multiple regression analysis, non-gender related characteristics are included into the gender pay equity analysis to evaluate if they have an influence on the pay gap. This is an adjustment that for example corrects for the fact that a director would get a different pay than an analyst.

The measurement moment for this analysis was December 2024. For the first time this year, this analysis allows us to voluntarily report on our gender pay beyond the statutory requirements of the European Sustainability Reporting Standards (ESRS).

Unadjusted Pay Gap

Across Deloitte, the unadjusted pay gap stands at 14.61% in favour of male employees, broken down as follows:

• Total Cash Pay: 14.61%

• Base Pay: 12.35%

• Profit Sharing: 29.48%

This figure is consistent with last year's results. These unadjusted pay gaps primarily arise from the unequal representation of women in higher job grades and, more specifically, in leadership positions. We recognise the importance of actively working towards equal representation of women in leadership roles to help alleviate the unadjusted pay gap.

To improve female representation across various levels within the firm and ensure equitable pay, Deloitte employs several strategic measures. These include targeted recruitment policies, career development programmes, leadership training, and mentoring initiatives specifically designed to enhance gender diversity in higher job grades. We are committed to taking measures to close any existing pay gaps.

Adjusted Pay Gap

Across Deloitte, the adjusted pay gap is -0.07% in favour of female employees, broken down as follows:

• Total Cash Pay: -0.07%

• Base Pay: -0.54%

• Profit Sharing: 0.46%

This is a positive result, demonstrating that Deloitte pays equitably across the organisation, and illustrates the effectiveness of our rewards structure and equal pay strategy.

Key Pay Drivers

Pay Drivers are the demographic characteristics that influence someone’s pay level. These drivers can be divided into:

• Objective: legally justifiable reasons for pay differences, such as the nature of work, seniority, tenure, experience, performance, education and training qualifications.

• Subjective: other reasons for pay difference, such as gender, that are not legally justifiable and should be remedied.

We analysed which demographic characteristics have most effect on pay within Deloitte. Our key pay drivers are objective and include someone’s job grade, the specific business they work in (for example Audit & Assurance or Tax & Legal) and their performance rating.

The effect of a number subjective or not legally justifiable pay drivers has been analysed as well. These include being a parent, gender, nationality, and leave of absence history. The effect of these pay drivers is minimal / neglectable, with the notion that as a result, the subjective and not legally justifiable drivers have been removed in the adjusted pay gap analysis mentioned above.

Remuneration ratio

In addition to the gender pay equity analysis, we have reviewed our remuneration ratio. Our remuneration ratio is defined as the annual total cash pay ratio of the highest paid individual to the median annual total cash pay for all employees (excluding the highest paid individual). Deloitte’s remuneration ratio currently stands at 22.6 (2023/2024 23.9).

Our comprehensive approach to pay analysis reflects our commitment to achieving pay equity and enhancing transparency around pay practices at Deloitte Netherlands. We will continue to monitor these metrics closely and take action as necessary to ensure fairness of our compensation structures.

Going forward

In 2025/2026, we will continue our dedication to enhancing our talent pool to better reflect the diversity of society. We are committed to ensuring equal access to opportunities for all individuals and cultivating a culture where everyone can express their authentic selves. Our approach will be firmly data-driven, characterised by improved monitoring of employee diversity and our gender targets.

Over the next few years, our goal is to evolve from a programme-centric and leader-led model to one that is fully integrated into our operational framework, in alignment with Bersin’s DEI Maturity Model. This transition will involve the responsibility and participation of all colleagues at Deloitte Netherlands.

We will uphold our commitment to achieving a sustainable gender balance and further integrating our Diversity, Equity, and Inclusion (DEI) strategy into our daily practices. This will encompass fostering an environment of psychological safety, addressing unconscious bias, and promoting inclusive leadership, alongside the implementation of inclusive processes and policies.

Through consistent effort and collaboration in fostering inclusion, we aim to secure a strong position in the future of work. We look forward to creating an even more diverse and inclusive workplace, where every individual feels valued and empowered.

​We are empowering our leaders to be the role models and inspire our colleagues to lead the way via authentic leadership. By voicing different views, encouraging people to speak up and share their perspective in a safe environment, Deloitte Netherlands will continue to live by our shared values, and be the truly diverse, inclusive and equitable employer for all.

3.3 Learning and development

­

Key results

­

Material impacts, risks and opportunities

­

In our Double Materiality Assessment as published on pages 117-123, we have identified the following material IROs for Learning and development:

1. Risk: Failure to meet statutory training demands for specific groups of professionals;

2. Opportunity: Increased productivity due to high level of training.

Our related activities contribute to the following SDGs:

Governance

The Learning & Development (L&D) team, which falls under the responsibility of our CHRO, consists of around 30 employees organised in business and cross-business teams assisted by two FTEs from our Global Delivery Network (GDN). We collaborate with many stakeholders, such as the Global Learning teams (per Business), Deloitte University EMEA, NSE Learning Team, local Talent teams, local Business stakeholders and external vendors.

We have adopted a continuous learning model in which we treat learning and development as a continuous process that combines (virtual) classroom experiences, with learning on-the-job from projects and assignments, as well as exposure to different sources like communities of practice or conferences. ‘Never Stop Growing,’ an important pillar within our Employee Value Proposition, underlines the importance of offering continuous learning and development opportunities with varied career options supported by talent mobility for our professionals.

Our vision is to grow leaders for the future, build world class capabilities for maximum client impact and consistently deliver an exceptional development experience for our people. The opportunity for the future is to improve the impact on our client engagements, to enhance the talent experience of our professionals and optimise learning investments and resources.

Deloitte University is one of the most visible and tangible investments in our people, a powerful lever to help deliver Deloitte’s global strategy. A cornerstone of our culture, supporting our shared purpose: to make an impact that matters on our clients, our people, and society. Deloitte University EMEA (with its new Home in Paris) opened its doors in the summer of 2024, welcoming Global, EMEA and NSE (Executive) leaders. In its first month, this state-of-the-art facility served as seat to a "first of its kind" Global Leadership Development Programme (Reach Higher), a programme that was joined by a global cohort of 525 managers, senior managers and talent leaders and that was conducted in the spirt of Deloitte's global strategic partnership with the International Olympic and Paralympic Committee (as Worldwide Olympic and Paralympic Partner) and the 2024 Paris Olympics and Paralympic Games. The participants, which included a delegation of Deloitte Netherlands, engaged in eight to ten hours of interactive learning exploring the power of the enduring human capabilities. They had behind the scenes interactions highlighting the work Deloitte is doing with the IOC and IPC, and were brough to the heart of the Games to witness elite athletes' competing on the worldwide stage. Next to these delegates, talent hosts and facilitators, in 2024/2025, Deloitte Netherlands has seen the participation of 1633 employees in programmes of Deloitte University EMEA programmes and has provided 23 facilitators.

As stated in our vision, we are passionate about empowering our people through a culture of continuous learning. Our latest employee learning culture survey sparked a transformation of the digital learning experience at Deloitte through which we have launched business-specific learning paths, each tailored to our professionals’ level and team. This has provided our professionals with the clarity and structure that they indicated to require from the organisation to be successful.

Our learning technology ecosystem has undergone an innovative redesign, optimising our usage of Saba and EdCast as our global learning platforms, creating an intuitive and tailored learning experience. The new experience ensures our people not only fulfil their mandated training requirements, but also are recommended development opportunities to advance the skills required for their roles to remain successful in our ever-evolving professional landscape. These development opportunities are powered by the digital learning libraries of LinkedIn Learning and Udemy for Business that provides our employees with access to skill development programmes on a broad scale of technical, leadership and soft skills.

Looking ahead, Deloitte is excited by the prospects of GenAI and will initiate experiments and pilots to further personalise the (digital) learning experience at Deloitte. In the past year, we have experimented with the use of GenAI to support our Learning Needs Analysis process, from structuring interview questions to analysing the output and suggesting recommendations for learning solutions. Additionally, we introduced a GenAI powered virtual reality avatar in our commercial and business acumen curriculum to allow employees to engage in simulations to hone their commercial skills with a conversation tailored to their domain and industry. Looking ahead we will further mature this capability and scale it to our broader curriculum.

Policies

Deloitte is a knowledge rich firm. The value we create is driven by our talent, using their intellect. We acquire knowledge and experience by recruiting top graduates and experienced hires. To be able to offer outstanding value to our clients, we further develop their knowledge and skills, and aim to keep our talent’s skills and knowledge up to standards through our formal and informal learning curriculum. We actively share our insights to elevate public knowledge and understanding of the complex challenges that we work on. By engaging in continuous learning, our professionals are able to develop themselves further, advancing their careers and strengthening their employability, elevating their impact.

Deloitte relies on renowned academic institutions to educate our future and current professionals and business leaders. Our external investment in learning and development amounts to €4.1 million. In addition to the time spent on learning activities by our people, the organisation invests an additional €12.6 million in leader led learning & development interventions. These investments help our workforce to develop and prepare themselves for their current and future careers at Deloitte or beyond. From our Strategic Impact Assessment, we know that the social impact from our learning & development activities is significant, making it a material topic. In addition, we see it as our role to participate and actively contribute to the academic world and lead the debate: 198 of our professionals are internally registered to hold additional positions in educational institutions, like universities and colleges.

Knowledge is not only a key input for our business model, but it is also a key output. As an organisation, we partner with knowledge centres on a variety of complex topics. Examples of such partnerships are our associations with Singularity University Eindhoven and Nyenrode University Breukelen. Through our partnerships, we are able to further develop learning experiences that are mutually beneficial to both the universities involved as well as for Deloitte.

Deloitte actively participates in knowledge groups such as the Knowledge Group on Environmental Taxes of the Dutch Tax Authority and Dutch Association of Tax Advisors (de Nederlandse Orde van Belastingadviseurs or NOB). Furthermore, we cooperate with universities to jointly develop and transfer valuable academic insights to our client base.

To stimulate learning and personal development, Deloitte has adopted - among others - the following policies:

• Deloitte University Policy (addresses IROs 1 and 2 as published on page 154);

• Deloitte Responsible and ethical learning practices (addresses IRO 1);

• Mandatory learning targets (addresses IROs 1 and 2).

Our guiding principles and policies are key enablers in the achievement of the aforementioned vision, strategies and ambitions. As a knowledge-intensive organisation, we believe in knowledge-sharing amongst our professionals and leaders through our leader-led principle. Thus, most of our learning and development interventions are facilitated by our own professionals, showing not only the highest level of knowledge mastery but also sharing their unique Deloitte perspective. We also recognise, however, that in certain cases our professionals may benefit from a different perspective and invite external experts and speakers to inspire and challenge our way of thinking.

Our delivery methods policy on the other hand is rooted in the right mix and balance of modalities; offering best in class online and digital learning whilst capitalising on the moments that matter during live-in-person session. Depending on the learning outcomes and experience required, these sessions may be facilitated at one of our offices or the Deloitte University EMEA facility in Paris. In accordance with our location and venue policy, these are the preferred locations, yet other venues or third-party locations may also be used as long as these comply with our sustainability criteria.

In the design and curation of learnings, the Deloitte’s Continuous Learning Model guide the L&D team. This model divides learning experiences into the following four contexts: Education, Experience, Exposure and Environment. These contexts are carefully implemented in the learning journeys of our employees. In addition, our model classifies the learning needs into the three major learning journeys for our employees:

• Immediate: performance support and other tools for point-of-need learning;

• Intermediate: current job development and competency expansion

• Transitional: development of skills and relationships that will help to meet long-term business goals.

Deloitte makes a considerable annual investment in the external (professional) education of our employees and leaders through our Study Facilities Scheme. This policy provides Deloitte employees with the opportunity to receive study- and time budget required to participate in development programmes of renowned (academic) institutions.

Learning culture

Serving with integrity is one of our shared values and non-negotiable in the culture we nurture. In light of the investigation into our internal learning culture, we want to emphasise that integrity extends to how seriously we take our professional development, our learning programmes and related assessments. We have now settled an order with the PCAOB and are moving forward with enhanced supervision around our culture with the AFM. From 2023 onwards, we have had no significant learning non-compliance issues. We will continue to foster an environment of integrity and open communication within a performance-driven organisation. This involves embedding cultural and change interventions into daily activities, with a focus on continuously improving our learning environment. At Deloitte, learning and growth are fundamental. The curiosity of our professionals, combined with a commitment to integrity, drives our efforts to redesign and elevate our professional learning environments.

Activities in 2024/2025

The Learning & Development team had several strategic ambitions supporting our Employee Value Proposition, specifically the Never Stop Growing pillar:

• Improving our Learning / Development / Growth culture to support the Employee Value Proposition;

• Improve the learning experience supporting the accessibility and searchability of growth opportunities, by implementation of new learning technology;

• Develop (future) leaders, by building future leadership capabilities at all levels. We leverage Global and NSE/ EMEA offerings;

• Support optimal usage of Deloitte University EMEA as a differentiator in attraction and retention. We ensure a transparent and efficient nomination process;

• Execute our impact & measurement strategy: we define and develop clear KPI’s for L&D, we review our reporting structure & governance, and we plan for improvement of data quality;

• Further professionalise our L&D team: upskilling, capability building, increased use of our Global Delivery Network and execution of our branding & marketing strategy;

In 2024/2025, the Learning & Development products and services towards our business include, amongst others:

• Learning needs analysis and strategic advice to the business on the best-in-class learning solutions;

• Curricula management (i.e., keeping our professional, leadership, industry and technical curricula up to date);

• Design, development and deployment of high impact learning interventions, including faculty development;

• Yearly L&D process, such as the DU EMEA nominations and L&D budgeting process;

• Delivering strategic Learning & Development plans per business for 2024/2025.

Results

­

Table 19: Average training hours based on headcount

* As a result of the new common storefront, which has led to employees being transferred between businesses, it is not possible to report comparable figures. Therefore, the table presents the figures at the end of the financial year based on the business in which the employee was working at that time, and no comparative figures for 2023/2024 are reported.

As the amount of learning needed varies from year-to-year, we have not and will not set targets for the amount of hours spent on learning and development programmes. We monitor the effectiveness of our programmes through systematic feedback. Every business has dedicated L&D specialists who support the learning needs of their business. In addition, feedback is collected through surveys both at the end of a course and, more broadly, in the periodic Engage for Change survey cycle.

3.4 Wellbeing

­­

Key results

­

Material impacts, risks and opportunities

In our Double Materiality Assessment as published on pages 117-123, we have identified the following material IROs for Wellbeing:

1. Negative impact: Social costs of burn-outs;

2. Negative impact on employees due to lack of work-life balance could lead to decreased employee satisfaction, mental and physical health issues;

3. Opportunity: Increased health and wellbeing leads to reduced costs for sick leave, and higher levels of production, (job) satisfaction and retention.

Our related activities contribute to the following SDGs:

Governance and policies

In our pursuit of excellence, we are working towards the philosophy of amplitude to support our people. This approach focuses on recognising and strengthening the individual qualities of each team member, allowing us to collectively enhance our service delivery to clients. By investing in our employees' unique strengths, we create an environment where everyone can thrive and contribute meaningfully to our shared goals. This creates a culture of growth and collaboration, empowering our teams to innovate and excel in their roles. Through amplitude thinking, we aim to cultivate a sustainable and supportive workplace that nurtures talent and drives success, ultimately reinforcing our position as a leader in our field.

The responsibility for wellbeing lies within our Talent organisation that is headed by our CHRO. Our approach to wellbeing has three main focus areas:

To enhance the wellbeing of our people, Deloitte has adopted the following (main) policies:

• Deloitte leave policy outlining the different types of leave that our people can use (addresses IROs 1 - 3 as published on page 157);

• Absenteeism policy (addresses IROs 1 and 3);

• Working Conditions Policy (addresses IROs 1 and 3 );

• Access to a number of provisions and services (addresses IROs 1, 2 and 3)

Mental health

Mental health remains a significant challenge that requires our utmost attention. As we strive to foster a healthy and supportive work environment, we are committed to investing in accessible and comprehensive mental health resources for our employees. We offer support that is easily accessible, anonymous, and available in multiple languages. Our aim is to create an environment where every individual feels comfortable seeking help and guidance on various mental health topics.

To ensure that our employees and managers are well-informed about the support options available to them, we continuously provide updates and resources. This ongoing communication is crucial in promoting awareness and encouraging a culture where mental health is prioritised and openly discussed.

Physical health

This year, a key area of focus for us is women's health. We recognise that attention to women-specific health issues has historically been surrounded by taboos, often leading to unmet needs and inadequate support for our female colleagues. To address this, we have initiated meetings and online learnings centred around menopause, a topic that has long been overlooked in workplace discussions. The positive response from our female employees has been encouraging, as many express feeling seen and supported regarding their health concerns for the first time.

We also made changes to our physical fitness events to ensure participation on all levels. By diversifying our offerings, we create inclusive opportunities that cater to a range of interests and abilities, fostering a culture of health and wellness within our organisation. We have also restructured the geographical distribution of these events, making it easier for colleagues to participate in activities near their homes.

Additionally, we started offering coaching on lifestyle topics such as nutrition, sleep, and exercise. By focusing on these essential aspects of health, we empower our employees to make informed choices that contribute to their overall wellbeing.

Financial health

In today's rapidly changing economic landscape, financial health has become a critical concern for individuals and organisations alike. As economic uncertainties rise, prioritising financial health is essential for our employees' well-being in the face of challenges. Financial health is not a static state, it can differ largely over time, often driven by external factors (for example, the energy crisis) and life events (for example, illness in the family, divorce, change in employment). It is therefore important to build awareness, resilience, and confidence around financial health.

Deloitte is committed to supporting employees in maximising their financial health by creating an environment where financial stress and health are approachable subjects. The firm provides support for colleagues experiencing financial uncertainty or stress, and offers resources to those seeking information or interventions.

Illness and recovery

We are dedicated to promoting health and wellbeing among our employees. However, we recognise that, inevitably, some of our team members may face illness and absence from work. This year, we engaged in a new partnership with an occupational health service that aligns with our vision of empowering both managers and employees to take charge of the recovery process in the workplace.

Our approach is rooted in the concept of the self-management model, which emphasises collaboration between managers and employees in navigating the necessary steps towards returning to work.

This change reflects our commitment to not only addressing absence, but also promoting a healthier and more resilient workforce. We believe that by enabling our employees to actively participate in their recovery journey, we can enhance overall wellbeing and productivity within our organisation. Together, we look forward to creating a more supportive and effective absence management process.

Working from home

The opportunity to work hybrid and flexible, choosing the timing and location is highly valued by our employees. This flexibility has become an essential aspect of our workplace culture, allowing individuals to balance their professional responsibilities with personal commitments.

However, we recognise that for development and growth, the connection between colleagues is crucial. Interactions and collaborations foster a dynamic learning environment, enabling us to achieve the desired growth together.

To facilitate this, both employees and managers are encouraged to establish agreements that ensure everyone has the opportunity to meet in person. By prioritising these live interactions, we strengthen our connections

Activities in 2024/2025

­

Occupational health service

We are proud to announce a new partnership with De Nieuwe Arts, an occupational health service dedicated to promoting health and wellbeing within our organisation. This collaboration stems from our ongoing commitment to creating a safe and supportive working environment for all our employees. De Nieuwe Arts brings a fresh and innovative approach to workplace healthcare, focusing on prevention and sustainable employability. Through this partnership, we expect to not only enhance the support for our employees in their recovery processes but also optimise the overall work environment.

Enhancing Absence Management: New software solution and ensuring data privacy

In 2024/2025, we invested in our own software solution to enhance absence management in line with our policy. This tailored software provides our managers with greater insight into absence data and equips them with the necessary tools to effectively manage and support employee absences.

This year, we have also incorporated our current data privacy practices into the absence management policy in cooperation with RRL. This initiative aims to ensure a transparent framework that not only safeguards our employees' data but also fosters trust and confidence in our processes. This software solution is set to be rolled out across the organisation in the course of 2025. Together, these initiatives reflect our commitment to optimising absence management.

Preventive wellbeing initiatives

In 2024/2025, we have seen substantial engagement in our preventive wellbeing initiatives, reflecting our commitment to fostering a healthy work environment. A total of 1,561 employees actively participated in our Company Fitness programme, while 4,947 users engaged with the Deloitte FIT app, which has proven to be a popular tool for promoting physical activity. Additionally, 862 individuals took advantage of our Open Up 1-1 coaching and classes, demonstrating a strong interest in personal development and support. Our D.FIT programme attracted 2,563 unique participants, highlighting the effectiveness of our tailored offerings. Furthermore, our average Engage4Change score of 79.25% indicates a positive response to our wellbeing initiatives.

In addition, we have implemented two new facilities per January 1, 2025:

Bereavement Leave

We introduced bereavement leave as part of our commitment to supporting our employees during difficult times. Recognising the profound impact that the loss of a loved one can have, this policy allows employees to take the necessary time off to grieve and manage personal affairs without the added stress of work obligations.

Our bereavement leave policy reflects our understanding of the emotional challenges associated with loss, and we aim to provide a compassionate and supportive environment for those affected. By implementing this policy, we are reinforcing our commitment to employee wellbeing and ensuring that our team members have the space they need to heal and process their grief.

Extension Care Leave Policy

We recognise that employees need time to care for a sick family member or loved one while maintaining a healthy work-life balance. In response to this need, we extended the duration of paid leave of our care leave policy. Employees will now be entitled to three weeks of paid care leave, an increase from the previous two weeks, followed by five weeks of unpaid care leave. This change reflects our commitment to supporting our employees during times of need, allowing them to take the necessary time to care for their loved ones without added financial stress.

Results

­

Table 20: Sickness leave

We have a Deloitte Health and Safety management system in place. Thankfully, in 2024/2025, there were no fatalities as a result of work-related injuries and work-related illness.

All employees of Deloitte are entitled to family-related leave. This means that family-related leave is not open to self-employed persons, interns, secondees/temporary workers. The scheme also does not apply to expat outbounds sent on host package to a foreign member Firm and for expat inbounds sent on home package to Deloitte Netherlands. This means that 93.9% of our own workforce has access to our family-related leave options (2023/2024: 93.3%): 8% (6.7%) of male and 7.1% (6.1%) of female employees took family-related leave in 2024/2025.

We are working on developing metrics that better reflect our focus points for wellbeing. When we have developed these metrics, we also plan to set appropriate targets in line with our ambitions. We expect to develop these metrics and targets in the course of 2025/2026. We evaluate the effectiveness through our Engage for Change surveys and the feedback we get from our employees.

3.5 Social impact and social return

­­

Key results

­

Material impacts, risks and opportunities

In our Double Materiality Assessment as published on pages 117-123, we have identified the following material IROs for Social impact and social return:

1. Positive social impact through audit & advisory work;

2. Positive impact on society from engaging in societal partnerships to deliver diverse social projects in education, inclusion, entrepreneurship, and sustainability.

Due to the breadth of our projects, our related activities contribute to the all of the SDGs:

Deloitte Impact Foundation

­

Governance

The Deloitte Impact Foundation is part of the Executive Office (EO), which falls directly under the Executive Board of Deloitte the Netherlands (DNL). The Executive Office is led by the Chief of Staff to the Executive Board. As part of this team, the Deloitte Impact Foundation reports to the Executive Board. The ambition of the Deloitte Impact Foundation is a part of the Strategy of Deloitte the Netherlands.

The Deloitte Impact Foundation itself consists of various layers of responsibility and is organised in the following manner:

• On the highest level, the Foundation is led by the Deloitte Impact Foundation Board, comprising of a chair (a member of the Executive Board) and two members (partners within Deloitte). Together, they are responsible for defining and maintaining the strategic direction of the Deloitte Impact Foundation. They also grant approvals for employee-led initiative submissions. Each Board member is responsible for one of the three themes the Foundation focuses on (i.e., WorldClass, Sustainability, and Inclusive Society).

• The Advisory Board consists of colleagues from various levels and businesses across Deloitte. They advise the Deloitte Impact Foundation Board on the strategic direction of the foundation. Additionally, they provide advice on each initiative submission, after which the Deloitte Impact Foundation Board takes a final decision of approving or denying the submission.

The Deloitte Impact Foundation aims to allocate 1% of Deloitte Netherlands’ direct hours for pro bono work, translated in a target of 73,772 hours for this year. Every year, a new number of hours will be determined based on the 1% of Deloitte Netherlands’ direct hours. The Deloitte Impact Foundation likes to see an increase per year of employee involvement in its projects. This year, a target was set for 1,000 employees. These targets are set annually by the Board of Deloitte impact Foundation in consultation of the DIF Advisory Board.

Policies

In terms of reputation risk, pro-bono work does not differ from client projects. This means that pro-bono initiatives are assessed via the same process as other client engagements (addressing IRO 1 as published on page 160):

• All initiatives must have a sponsoring Deloitte partner involved, who is responsible for the execution and quality reviews;

• All initiatives and partnerships are checked for independence issues by the RRL before continuing the approval process of the initiative;

• An engagement letter is required. This has to be approved by the sponsoring partner of the function leading the initiative;

• The initiative contributes positively to the Deloitte reputation. For example, it does not aim to convert people’s faiths, does not involve any sort of activism, religious or political, and cannot fund any criminal or any illegal activity.

Pillars

To amplify the impact of our Deloitte Impact Foundation, we concentrate our efforts in three key areas and collaborate with partners in ecosystems (addressing IRO 2 as published on page 160):

• WorldClass | A global Deloitte initiative with the ambition of supporting 100 million people worldwide by 2030;

• Sustainability | Through our sustainability-related initiatives we protect our natural environment by addressing the root causes and effects of global warming and degradation of land, water, and air. This focus area aims to support future generations on our planet to live in a healthy and sustainable environment;

• Inclusive society | This such as concerning poverty, safety, financial and mental health and loneliness of Dutch inhabitants.

There is a two-way approach in place to run initiatives within these three key areas: via employee-led initiatives and via top- down programmes. The employee-led initiatives aim to encourage every Deloitte NL employee to get involved in causes that are close to their hearts. Each employee can spend 1% on average of their working hours to start or join initiatives that create societal impact. The top-down programmes are the WorldClass programme and the Financial Health programme, which are large programmes that run for a longer period of time and to which more employees across Deloitte can devote their time.

In the Netherlands, the WorldClass programme focuses on improving the equality of opportunity of vulnerable young people in education, especially in primary, secondary, and middle-level vocational education in the larger cities of the Netherlands.

The Financial Health programme, a top-down programme of the Deloitte Impact Foundation’s pillar ‘Inclusive Society,’ is working with SchuldenLabNL, ING, Her Majesty Queen Máxima and about 45 other organisations, and has launched a national coalition (on November 29, 2022) on financial health (Nationale Coalitie Financiële Gezondheid or NCFG). In this coalition employers (including Deloitte) vow to take a comprehensive approach to support their employees in their financial health. The common goal is that by 2030, the number of people who experience financial stress is reduced by 50% (compared to 2015), and people are in control of their finances, now and in the future.

Together with our partners (NIBUD "National Institute for Family Finance Information.", Leiden University and Tilburg University), we also provide annual insight into the financial health of Dutch households. We developed a methodology for measuring financial health to score Dutch households on a financial health scale.

We also measure the impact of various financial health initiatives to support their further scaling. Finally, for the third consecutive year, we are working on financially assisting vulnerable households with paying their energy bills through the “Tijdelijk Noodfonds Energie"

Process

Via the platform “Make an Impact,” the Deloitte Impact Foundation invites colleagues to either join an open vacancy, or to start their own initiative. To stimulate the involvement, we work together with a changemakers network that is represented in all of our businesses. The changemakers are the first point of contact for our colleagues.

To join an initiative, colleagues can search for vacancies in initiatives through the platform. Some vacancies require a motivation text that needs to be reviewed by the team or activity manager, who will get notified via the platform and will reach out to approve and share the DIF-hours code related to the project.

To start an initiative, colleagues are encouraged to find a cause they care about which fits the Deloitte Impact Foundation criteria (e.g., primary scope must be the Netherlands , alignment with the themes, impact should be clear) and to fill-out the Application Template with their project details in order to apply via the PMO team. All applications are assessed by the Advisory Board within 4-6 weeks. The applications are assessed during the monthly Advisory Board meetings in which the Advisory Board provides their preliminary advice, to be approved/disapproved by the Board.

Activities in 2024/2025

Below, we describe three initiatives that are illustrative for the activities of DIF in the year 2024/2025.

Stichting Oranje Fonds:
Via the Deloitte Impact Foundation, Deloitte has supported Oranje Fonds in increasing awareness of the role of data in societal impact. By mapping the current situation, identifying priorities, and providing tools for change, they have taken the initial steps towards a renewed data strategy. This strategy will enable the Oranje Fonds to better measure and manage its impact in the future. A significant lesson learned from this collaboration is the importance of having access to relevant data for thorough analysis. With Deloitte's advisory plan, Oranje Fonds has clarified which data elements are crucial for its initiatives. Moving forward, they aim to enhance their data-driven approach and have recently begun establishing a dedicated data team. The partnership exemplifies the importance of sharing knowledge and skills to achieve meaningful societal impact.

JINC:
Deloitte's collaboration with JINC significantly enhanced the organisation’s capability to support its mission of providing equal opportunities for young people. By developing a cost-price model, Deloitte empowered JINC with precise insights into project costs, facilitating improved decision-making and operational effectiveness.

­­

The integration of these cost prices into the existing Management Dashboard, initially developed in a prior Deloitte Impact Foundation (DIF) project, further strengthens JINC's strategic oversight. This comprehensive dashboard, now expanded with additional functionalities, equips JINC to efficiently allocate resources, ultimately allowing the organisation to assist more young people in their career journeys. This indirect impact ensures JINC's ability to address the diverse needs of its beneficiaries with greater agility and precision, fostering a future where every child has an equitable start in the workforce.

The Ocean CleanUp
This fiscal year, the Deloitte Impact Foundation has strengthened its commitment to The Ocean Cleanup, reinforcing our shared goal of eliminating plastic from the ocean. Our partnership has been pivotal in supporting The Ocean Cleanup's scale-up plans, with a particular focus on their ambition to rid 90% of ocean plastics by 2040.

Our most significant contribution was assisting in the creation of a comprehensive research document to underpin their funding pitches to governments and organisations. This document is crucial for securing the necessary resources to fulfil their ambitious environmental targets. Additionally, we conducted a cyber security workshop, equipping The Ocean Cleanup team with the necessary skills and knowledge to safeguard their operations in an increasingly digital world. Our expertise also extended to building a robust data strategy, facilitating workshops, and visualising data processes to empower their strategic decision-making.

Project management training was another key initiative, enhancing their team's capability to manage complex operations effectively. We constructed a Camera and Data Collection Framework, vital for capturing and analysing environmental data that drive impactful insights. Further support included developing a spare part management strategy, ensuring operational continuity by optimising stock levels and lead times for critical components. Deloitte also aided in renewing their pension plan and addressed various tax-related questions, ensuring financial stability and compliance.
Lastly, our assistance in refining their organisational structure and Target Operating Model, through process design and RACIs, has been instrumental in their readiness for expansion.

Together, these initiatives underscore the Deloitte Impact Foundation's unwavering dedication to applying our expertise to advance The Ocean Cleanup's mission, fostering a cleaner, sustainable future for marine environments.

Results

­

Table 21: Performance metrics Deloitte Impact Foundation

The role of the ambassadors within the Deloitte Impact Foundation (DIF) has evolved over time. The designation of 'ambassadors' has been changed to 'changemakers', and they now play a prominent role within their respective business lines. Their responsibilities include actively promoting DIF and supporting colleagues in setting up their initiatives.

Furthermore, we would like to indicate that the Advisory Board provides advice to the Board of Directors regarding the submitted projects. This occurs alongside their regular commercial work. The members of the Advisory Board contribute to the development of high-quality projects that fall within the scope of DIF.

As a result of these changes, the hours attributed to the Deloitte Impact Foundation will significantly increase. The number of employees involved will also be higher, as we will include both the hours and the colleagues connected to the changemakers network and the Advisory Board of the Deloitte Impact Foundation starting from 2024/2025.

The change in our metrics affects the comparability of the figures with the previous year. Consequently, we clarify the impact on the comparative statistics. The number of hours spent on DIF projects reported last year would now be 6.8% higher, while the number of employees involved in DIF projects would be 9.1% higher than what was actually reported last year. These adjustments reflect our commitment to promoting impactful initiatives within our organisation.

Social return

­

Governance

Since 2011, the public sector has been using its purchasing power to help people with a distance to the labour market to find work. This means that as a supplier to the government, in appropriate tenders for work and services in excess of €250,000, we must also involve people with a distance to the labour market when performing the engagement or initiate initiatives for this target group. This is called Social Return on Investment 1.0 (SROI 1.0). Since early 2018, in order to create more social impact, there has been greater flexibility within the social return obligation, and the new working methodology ‘Maatwerk voor Mensen’ (Tailor-made for People) has taken effect: social return obligations can now also be fulfilled in other places than directly through the engagement concerned, and under different circumstances. We see more government parties accepting this way of working as the new standard. Most parties agree that maximum social impact can be created with customisation, cooperation and leveraging existing supplier initiatives. This is called SROI 2.0 which meanwhile has become the norm, whilst SROI 1.0 is still valid mainly for older contracts.

Central and local governments encourage linking social return as much as possible with the contractor's own objectives and those of the government. The reasoning is that in this way, suppliers can shape social return from their own strengths and skills, and hence are better equipped and motivated to do so with enthusiasm. At the same time, there is a trend within governmental organisations to increasingly pursue specific wishes and requirements on this topic, with a greater focus on accountability. Additionally, there is a growing number of tenders that include social return as a specific performance condition. In these cases, suppliers are often required to specify the social return percentage they will apply, which can be up to 10%. Furthermore, we are observing a trend towards larger Master Service Agreements, where Deloitte acts as the lead contractor, overseeing complex initiatives in collaboration with subcontractors.

Deloitte has a longstanding commitment to addressing societal issues and actively embraces the goal of social return, which is integral to its corporate strategy and purpose aimed at making a meaningful impact. To support this commitment, Deloitte established a dedicated programme several years ago, consisting of four pillars, each with distinct characteristics and managed by a programme director and a sponsoring partner from the G&PS industry. This year, additional support has been allocated for two days per week. As of 2025/2026, this support will increase from two to five days per week because of further complexity and scale of social return (related) activities.

The programme director plays a crucial role in ensuring the effective implementation of social return initiatives. This includes determining which contracts will incorporate social return, strategizing with business units when social return is a criterion for awards, and ensuring compliance with requirements after contracts are awarded. The director also promotes relevant internal activities that can generate social return and consults with clients to ensure their budgets align with their specific social return goals.

This governance framework, supported by our updated, future-proof social return dashboard and programme, provides a strong foundation for Deloitte to meet upcoming social return obligations.

Policies and activities in 2024/2025

Two pillars of the programme—social buying and social hiring—also focus on enhancing our organisational social footprint. In particular, for social hiring, which is aligned with our Diversity, Equity, and Inclusion (DEI) strategy (see section 3.2 above) and our goal of building a more diverse talent pool, we aim to increase this to 2% of our workforce bij FY30.

Currently, approximately 12% of our total social return obligations, as of the end of 2024, are met through social hiring, which is consistent with last year’s figures. We anticipate that this will increase to 20% if the AVG requirements are agreed upon with clients, allowing us to fully leverage our achievements in social hiring.

As a result of contracts secured through 2024, a minimum of €2.0 million must be allocated for social return obligations in 2025 (2024: €1.5 million). Based on historical data and pending proposals, the estimated maximum allocation for 2026 is €2.5 million.

To effectively manage our current and future obligations alongside our various social initiatives, we have developed an integrated cross-functional dashboard. This dashboard allows us to track our progress and achievements at both the client and contract levels, and we report our status internally twice a year. We have also updated our dashboard to ensure it remains future-proof, enabling us to proactively manage our social return obligations.

Programme Scaling Social Enterprises

This year, we celebrate the fifth anniversary of our programme, which began with seven social enterprises that we supported pro bono with our full range of services to help them achieve their strategic growth objectives. The rationale behind this initiative is that as these enterprises scale up, they will increase their workforce. Since a minimum of 30% of their employees come from groups facing barriers to employment, we are collectively contributing to a more inclusive society. Additionally, some of these enterprises operate based on circular economic principles.

Currently, the programme includes 16 enterprises (the same number as last year), with plans to expand to 20 over the next two years. To date, approximately 150 Deloitte colleagues have contributed their expertise to one or more of these enterprises, utilising around 75% of our annual hourly budget this year. A survey of the participating enterprises indicates that they have experienced an average revenue growth of +15% and a headcount increase of +5%. In total, these enterprises have hired approximately 150 new people and have assisted approximately 500 individuals in finding employment.

Building on the booklets we launched in 2021 and 2023, which featured inspiring stories, we are now developing a new booklet scheduled for release in the second half of 2025.

City Deal Impact Ondernemen

The City Deal, initiated by Agendastad (part of the Ministry of Internal Affairs), aims to address barriers within the ecosystem that hinder the growth of impact entrepreneurship. Its goal is to promote developments that enhance 'brede welvaart' (broad prosperity) by focusing on labour participation and sustainability. We have been involved since the inception of this initiative four years ago, which has now grown to include over 100 participants. The City Deal is set to conclude in 2026, and until then, Deloitte will continue its role as the national coordinator for one of the key tracks, known as 'impactful purchasing'. For more information, please visit City Deal Impact Ondernemen.

Central Government method ‘Maatwerk voor Mensen’

Since the launch of this innovative programme, Deloitte has taken a pioneering role and has successfully implemented several initiatives that have helped more than 40 individuals. The responsible ministry acknowledges our sustainable collaboration as a best practice, as highlighted on their website.

However, a new initiative that was set to begin in Q3 2024 did not come to fruition due to the political climate. We are currently in discussions with the ministry to explore alternative options. Additionally, we anticipate that by the end of 2025, the political landscape may change, allowing us to initiate a new project in close collaboration with three other suppliers aimed at creating jobs for approximately 50 individuals.

Social Buying

In the area of purchasing, increasingly we consciously select social impact enterprises in our procurement choices and further embed this in our social return programme. Together with the purchasing department, we will develop a social buying approach with a focus on enterprises with a strong footprint in labour participation and sustainability. The current process will be optimized and aligned with the NSE Responsible Procurement Policy. This will also lead to a more diverse and inclusive vendor base. So far approximately 15% (last year 10%) of our total social return obligations are fulfilled via social buying.

Cooperation between caterer and impact entrepreneur

In November 2023, a long-term cooperation officially started between an impact entrepreneur and our caterer to create learning positions at our office restaurant in ‘The Edge’ for 15-25 people per year, giving them a head start to find a regular job. It is too early to report final results, but the first insights are positive.

Cooperation between social impact enterprise and Deloitte business

The European Commission is encouraging collaboration between social enterprises and corporations, and Deloitte is actively engaged in several partnerships in this area. One notable collaboration involved our client working closely with a social enterprise as a subcontractor for the services we provided. This partnership has been recognised by ENSIE (European Network of Social Integration Enterprises) as a best practice within the Buy WISEly project and has been featured in a booklet highlighting successful B2B partnerships.

At the closing conference titled "Partnering Up for Increased Social Impact," held in November 2024, we presented our approach to creating both direct and indirect social impact, as well as our efforts to strengthen the WISEs ecosystem. For more information, including the booklet and slides from our presentation, please visit https://www.ensie.org/projects/buy-wisely.

Other contributions

On the request of Rijkswaterstaat, the government organisation responsible for the design, construction, management and maintenance of the Netherlands’ primary infrastructure facilities, we contributed to the article ‘Social return: of great importance, but also a great responsibility’ about successes and challenges suppliers face whilst fulfilling social return obligations. https://www.rijkswaterstaat.nl/nieuws/archief/2024/11/social-return-van-groot-belang-maar-ook-een-grote-verantwoordelijkheid

At the request of Workcenter Veluwe Stedendriehoek, we have been invited for the third consecutive year to chair the jury for the annual SOW event. This event aims to highlight socially entrepreneurial employers who are making a significant impact by providing opportunities for individuals for whom employment is not a given. The awards presented at this event emphasise the importance of fostering an inclusive labour market where everyone has the chance to participate. For more information, please visit https://sow-event.nl/.

On the request of Amsterdam Impact (City of Amsterdam), we contributed to the working conference ‘Purchasing with impact’ by sharing experiences and lessons learned of our collaborations with social enterprises and how other mainstream businesses can benefit by doing the same.

Client example: Social Return fulfilment City of Rotterdam and Deloitte; social return as mechanism to jointly achieve social value.

The City of Rotterdam is recognised as a leader in effectively implementing social return through its contractors. By using social return as a means to generate social value, the city encourages suppliers who are motivated to enhance labour participation for individuals facing barriers to employment, to promote equal opportunities for young people, and to foster a more inclusive and equitable society. The focus is particularly on vulnerable citizens in the Rijnmond region.

As a proud supplier for many years, and involved in several long-term contracts for various professional services to the City of Rotterdam, we appreciate the way in which the City of Rotterdam fulfils its role and responsibility regarding social return. Every six months, initiated by Deloitte, we engage in constructive and transparent discussions to explore how to fulfil the requirements of social return within the policies of their regional partnership WSPR (WerkgeversServicepunt Rijnmond), while integrating them into Deloitte’s four-pillar social return programme. These conversations also consider legal and regulatory constraints related to privacy, and aim to streamline administrative processes through the online platform WIZZR.

Both parties have confirmed that the four pillars of Deloitte’s programme align with the City of Rotterdam's contractual obligations. The fulfilment of these obligations primarily relies on local social initiatives, alongside ongoing coordination regarding how to account for employed individuals hired by Deloitte. Additionally, we have agreed to recognise initiatives aimed at sharing knowledge to increase the social impact of impact entrepreneurs in general, and for social entrepreneurs recognised by the City of Rotterdam specifically. In line with Deloitte’s social buying strategy, we are also processing invoices from impact entrepreneurs as an option. The total social return obligation for the Rijnmond region amounted to €190,000 for the calendar year 2024, while the estimated social return value for 2025 stands at €150,000 based on current contractual obligations. Based on the long-term collaboration and the results achieved to date, the City of Rotterdam has indicated to have sufficient confidence that current and future obligations will proceed smoothly.

In addition to our partnership on social return, both Deloitte and the City of Rotterdam participate in the national initiative ‘City Deal Impact Ondernemen’ (see above). We believe that such collaborations create significant opportunities for impactful change, and help strengthen our long-term relationship.

­

3.6 Workers in the value chain

­

Key results

­

Material impacts, risks and opportunities

In our Double Materiality Assessment as published on pages 117-123, we have identified the following material IROs for Workers in the value chain:

1. Positive impact on suppliers / contractors and their employees (especially in Deloitte's delivery centres) from the implementation of Deloitte-standard training and development programmes.

2. Positive impact on supplier/ contractor employees (especially in Deloitte's delivery centres) from implementation of effective supplier requirements relating to gender diversity.

Governance

In our value chain (see page 118), we distinguish three categories of workers in the value chain:

• People who work for our suppliers | Risk assessment and due dilligence activities are performed by Procurement;

• People who work for a Deloitte Global Delivery Centre (GDC) | These entities are part of Deloitte and are governed by the policies of DTTL;

• People who work independently and are contracted by Deloitte | Contractors are independent companies - often sole proprietorship - that are used by Deloitte for qualified work such as service delivery to our clients. While working on behalf of Deloitte, their activities are subject to Deloitte's policies and standards.

Employees of our clients are not in scope of this section due to the absence of material IROs that relate to them. In case they want to bring any wrongdoing by Deloitte to our attention, they can use the Deloitte complaints procedure.

Policies

To safeguard the rights of workers in the value chain, Deloitte maintains the following policies:

• Supplier Code of Conduct (see section 5.2 below);

• NSE Responsible procurement policy (see section 5.2 below);

• Deloitte NL Human rights policy statement (see section 5.3 below);

• Deloitte NSE Code of Conduct (see section 4.2 below);

• DTTL Human rights statement.

Together, these policies address the material IROs described above for the three categories of workers in the value chain that we have identified.

Activities in 2024/2025

For an overview of our relevant activities in 2024/2025, please also refer to the sections of this report that are mentioned above under ‘Policies'.

Given that employees of Global Delivery Centres and contractors work shoulder-by-shoulder with Deloitte Netherlands’ professionals, there is ongoing interaction between them. Our NSE Code of Conduct applies to all people working for or on behalf of Deloitte, hence also to our contractors and employees in Global Delivery Centres, including the obligation to raise ethical concerns and the non-retaliation policy. For suppliers and their employees, the NSE Responsible Procurement Policy provides ways to report suspected violations of the Responsible Procurement Policy by mail or using Deloitte Speak Up, if desired by the reporter, safeguarding anonymity.

As our DMA process has not indicated material negative impacts from our interaction with suppliers, GDC or with contractors, we have not designed fixed processes for engaging with value chain workers and their representatives about actual and potential impacts on them. Should our continuous risk assessments in the areas of integrity, environmental management and human rights show any material risks or impacts in any given instance, we will act accordingly.

Employees of GDCs are subject to all the trainings offered to them by the Deloitte Member Firm under which responsibility they operate. This means – for instance – that they will have to comply with all the mandatory training programmes that DTTL rolls out in the area of financial crime and ethics. Contractors are subject to a specific mandatory training programme prior to them being able to perform work for Deloitte.

The absence of material negative impacts on value chain workers in our DMA process, also means that we do not have processes in place to provide for or cooperate in the remediation of negative impacts on value chain workers that Deloitte is connected with. As described above, we do have reporting channels available to value chain workers to report any misconduct.

In the NSE Responsible Procurement Policy that came into effect on January 1, 2025, we invited all our suppliers to work with us to: i) create jobs and facilitate opportunities for people from underrepresented groups and with a distance to the labour market, and ii) encourage increased participation of enterprises championing and supporting diversity, social enterprises and small-and-medium-sized enterprises (SMEs) in our supply chain.

Results

As this is the first year that we report on this material topic, we have not yet designed and implemented metrics to measure the effectiveness of our policies and activities. During 2025/2026 we will assess which metrics and targets are most suitable to this end.