Unleashing potentialWomen’s Initiative Annual Report

As used in this document, “Deloitte” means Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. To learn more about Deloitte Diversity & Inclusion and Women’s Initiatives, please visit: www.deloitte.com/us/diversity and www.deloitte.com/us/women

Did you know?

Here’s a look at Deloitte’s Women’s Initiative by the numbers. See if you can match each with its corresponding description, and then check out how you did on the inside back cover. You might be surprised with what you know.

1. Number of women partners, principals, and directors at Deloitte

2. Percentage of Fortune 100 companies we’ve been invited to talk to about WIN

3. Number of Deloitte professionals who have attended the Women as Buyers workshops

4. Professional development, networking, and mentoring events hosted by WIN each year

5. Consecutive years Deloitte has been on Working Mother’s 100 Best Companies for Working Mothers list

6. Percentage of Deloitte professionals who are women

7. Number of Deloitte women surveyed for our in-depth Women of Color study

8. Number of Big Four women chairmen of the board

9. Percentage of newly admitted or promoted Deloitte partners, principals, or directors who are women

10. Percentage of accountants and auditors in the U.S. who are women

11. Percentage of Fortune 500 companies with women on their boards of directors

12. Higher return on equity for companies with more women board directors

35

16

53

45 90

1000+

500

46

4000

61.8

400

1

Women’s Initiative Annual Report Introduction 3

When we started the Deloitte Women’s Initiative (WIN) in 1993, we didn’t have a revolution in mind; it was simply to accelerate the retention and advancement of women at Deloitte. But when transformational change takes place, it can lead to a cultural revolution — one that unleashes the potential of our women, our men, and our entire organization.

Today WIN is evolving and accelerating on every front. It has created a sea change — a transformation that has affected not only the women and men at Deloitte, but talented people everywhere in our profession. That is why, despite its successes, WIN continues. We intend to anticipate and respond to the continuing changes we face in the talent arena.

Our own performance improvements have been nothing short of remarkable. In 1993, we had fewer than 100 women partners, principals, and directors (P/P/D). Today we have more than 1,000. Our gender turnover gap has virtually disappeared. And people outside Deloitte are taking notice: The Shriver Report: A Woman’s Nation Changes Everything recently named us a model employer, and we received our second Catalyst Award, an annual award that recognizes innovative, effective, and measurable initiatives from organizations that support and advance women in business.

Along the way, we have transformed the Deloitte talent experience. We’ve created a new model for how careers are built and how women and men progress in our organization. WIN works closely with our Diversity & Inclusion initiative, and together our ethic is woven deep into the fabric of our organization. Everyone experiences the value, because everyone plays a part in creating it.

Barry SalzbergChief Executive OfficerDeloitte LLP

Accelerating on every front

Barbara Adachi Women’s Initiative National Managing Principal Deloitte LLP

TalentExperience

A Career Enhancer

Ethical Leaders

Strengthened by Our Collective Spirit

Invested in Total Rewards

A Corporate Lattice Organization

Impassioned Community Citizens

An Inclusive Environment

Celebrating and harnessing strength from diversity of all kinds – backgrounds, experiences, and perspectives – to the benefit of our clients and ourselves

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53%

It’s hard to spend much time talking about women in the workforce without hearing the cliché: “Fifty-one percent of the population.” There’s something else worth remembering: Clichés get to be that way because they’re true.

Businesses prosper by making the best use of available resources. Setting half of any resource aside for less-than-optimal use is just poor management. At Deloitte, our people’s time, talent, and intelligence are the wares we sell. We view attracting, retaining, and developing women as more than the right thing to do — it is a business imperative that fuels our growth.

But when WIN began almost two decades ago, too many women were leaving Deloitte. Not enough of the women who stayed were advancing to senior levels. Harnessing and retaining that talent was, and is, an urgent business imperative.

“Women have a huge amount of power in the marketplace. Companies that employ more women actually make more money.”

Katty Kay, co-author Womenomics1

Reality

Companies with women leaders perform better.

The top 20 organizations in the BusinessWeek Best Companies for Leaders are twice as likely to have more women in senior leadership positions3

Higher return on equity for companies with more women board directors2

Higher return on invested capital for companies with more women board directors2

Higher return on sales for companies with more women board directors2

x266%

42%

Women’s Initiative Annual Report Reality 5

“The fewer female managers a company has, the greater drop in its share price since January 2008. The facts couldn’t be clearer: Smart women equal stronger companies.”

Sylvia Ann Hewlett, founding president, Center for Work-Life Policy11

More women are entering the workforce and getting advanced degrees.

Increasingly, more women are in leadership and decision-making positions.

Fortune 500 companies with women on their board or directors4

Women ranked higher than men in five of eight character traits valued in leaders5

5of8

10.1 million firms are at least 75% women-owned6

10.1

Women in the workforce7

49.9%

MBAs earned by women8

36.3%

Newly hired accounting graduates who are women9

55%

Bachelor’s degrees in accounting granted to women9

56.2%

Accountants and auditors who are women9

61.8%

Undergraduate degrees granted to women10

57.5%

Master’s degrees in accounting granted to women9

54.1%

90%

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Over the past 17 years, our commitment to advance and retain women has only gotten stronger. And along the way, we’ve learned that our persistence has had a much broader impact — a culture that attracts the best women attracts the best people.

Our sustained efforts are paying off, and we are proud of the accomplishments we can point to today.

Honored for our commitmentIt’s rewarding to see that people and organizations outside Deloitte are taking notice of this progress. We have been named to Working Mother’s “Best Companies for Multicultural Women” five years running and earned a top 5 spot in 2010, as well as a top 10 spot on its “100 Best Companies for Working Mothers” — a list we’ve made since the inception of WIN.

The Shriver Report, produced by former journalist and current California First Lady Maria Shriver and the Center for American Progress, cited Deloitte’s commitment to Mass Career Customization (MCC) when it named us a

Persistence

“model employer” for consistently building programs that recognize the vital role of women in our profession. According to that organization’s report, Deloitte is “an employer that has taken an aggressive leadership position in protean career approaches” whose model is helping to define “the new normal.”

A sampling of our other recent significant awards for gender and cultural diversity includes:

•2010 Catalyst Award — one of only a few companies to have won twice

•Working Mother’s “Best Companies for Multicultural Women,” five consecutive years and ranked in the Top 5 in 2010

•Working Mother’s “100 Best Companies for Working Mothers” — 16 consecutive years and ranked in the Top 10

•Fortune 100 Best Companies to Work For•100 percent rating for four consecutive years in the

Human Rights Campaign (HRC) Corporate Equality Index•DiversityInc’s “Top 50 Companies for Diversity”•BusinessWeek “Best Places to Launch a Career”•G.I. Jobs Top 100 Military Friendly Employers•Equal Opportunity magazine’s 2009 Reader’s Choice

list of Top 50 Employers (Top Five)•Black Collegian’s “Top 100 Employers of the Class of

2009”•2008 New Freedom Initiative Award from the Secretary

of Labor for work with disabled veterans•Profiles in Diversity Journal’s Diversity Leaders Award

Our primary focus is to make a daily difference to the people who work here. But recognition from outside Deloitte is a gratifying barometer. Judging by the very generous accolades Deloitte has received for WIN, it’s clear we are succeeding in this respect as well.

Deloitte LLP CEO Barry Salzberg and Deloitte LLP Chairman of the Board Sharon Allen accept the Catalyst Award.

Women’s Initiative Annual Report Persistence 7

Our women recognizedThe strength of our women leaders has led to a number of individual honors as well. Deloitte women continue to gain eminence and recognition for excellence in their fields and communities. A sample of recent awards received includes:

Sharon AllenChairman of the Board Deloitte LLPDirectorship’s 100 Most Influential People in Corporate GovernanceForbes Most Powerful Women in the WorldCrain’s New York Business Most Powerful Business Women in New YorkBeta Gamma Sigma 2009 International HonoreeNational Council for Research on Women Making a Difference for Women AwardPro Mujer’s 2009 Giving Women Credit Award

Barbara AdachiNational Managing PrincipalInitiative for the Retention and Advancement of WomenDeloitte LLPProfiles in Diversity Journal’s Women Worth Watching San Francisco Business Times Bay Area’s 100 Most Influential WomenAsian Women in Business Leadership Award

Tonie LeatherberryPrincipalDeloitte Consulting LLPSavoy Magazine’s Top 100 Blacks in Corporate AmericaProfiles in Diversity Journal’s Women Worth WatchingPennsylvania’s Best 50 Women in BusinessConsulting Magazine Top 25 Consultants

Rebecca AmorosoVice Chairman and U.S. Insurance LeaderDeloitte LLPExecutive Women of New Jersey Salute to the Policy Makers 2010 AwardBusiness Insurance Women to Watch in the Insurance IndustryAPIW Insurance Woman of the YearTop 50 Hispanic Women in Business Working Mother Magazine Top 10 Corporate Multicultural Women

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As part of its broad cultural imperative and continued commitment to building a strong pipeline of talented women leaders, WIN has created a number of development programs. Each brings a distinct value to the people who participate, which allows them to bring more value to the organization as a whole.

Leading EdgeTo build our pipeline of women leaders, Deloitte developed Leading Edge in collaboration with the Simmons School of Management more than 10 years ago. Since that time, this five-day course has provided nearly 300 high-performing women P/P/Ds with invaluable insight into their leadership capabilities, opportunities to strengthen negotiating and networking skills, and preparation to take on senior leadership positions.

Today, 100 of the Leading Edge graduates hold senior leadership positions, including three who are members of our U.S. board of directors.

Leading to WINDeloitte Tax LLP initiated this 18-month course, which addresses the needs of women P/P/Ds in that practice area as they work to develop senior leadership skills and advance their careers. Participants create their own Leadership Action Plan for the program, under which they meet once a month with an executive coach, receive feedback from senior leaders and peers, and shadow key leaders who also act as their career sponsors and provide them with development opportunities. They also visit one of the international offices of Deloitte Touche Tohmatsu to gain invaluable global experience.

We are taking this program to the next level in 2010 by launching Leadership Acceleration involving participants from our four businesses. This development program aligns with our focus on sponsorship as a key success factor to advancing more women into leadership roles.

Cornerstones

Entry Level/Seniors

Managers

Senior Managers

Partners, Principals, and Directors

Developing Extraordinary LeadersIMAGINE Mentoring Leading EdgeLeading to WINLocal BRG and WIN activitiesWomen as Buyers

Developing Extraordinary LeadersEllen Gabriel FellowsEmerging Leaders Development ProgramLocal BRG and WIN activitiesManagement Development Program Think Tank WINning New BusinessWomen’s Initiative Senior Manager Advisory Council (WISMAC)

Developing Extraordinary Leaders Emerging Leaders Development ProgramEXCELerated Development Program Local BRG and WIN activitiesThink TankWINning Career StrategiesWomen’s Initiative Manager Action Committee (WIMAC)

EXCELerated Development Program Howard University Leadership Development Program Leadership Development Program Local networking, professional development, and mentoring programs

Women’s Initiative Annual Report Cornerstones 9

Tonie Leatherberry: Paying it forwardDeloitte’s Women’s Initiative dates to 1993. By that time Antoinette (Tonie) Leatherberry, now a principal, had been with the organization about two years. “I’m starting to feel like part of the old guard,” she says, “and I have the advantage of seeing how WIN has matured.”

It isn’t just Deloitte that’s matured a lot during those years. Leatherberry has lived through her share of successes and challenges. But what she’s learned along the way is how important it is to be a part of an organization that stands by you.

Part of Leatherberry’s WIN experience was her 2006 participation in Leading Edge, an annual five-day course that helps promising Deloitte P/P/Ds gear up to assume leadership positions. Working on such themes as self-awareness and emotional intelligence appealed to her, but so did the simple opportunity to forge new relationships.

“I had just assumed this national Deloitte Consulting Diversity leader role, and Deloitte Consulting was going through significant growth. There was a lot to take in,” she says. “Leading Edge instantly expanded my network and my community at a time when those connections were invaluable.”

Tonie joined the Cleveland practice in 1991. As a new manager, she found her well-knit group of senior leaders breaking up to move on to broader responsibilities within the organization. She was without the frequent touchpoints with partners/principals whose guidance and coaching thus far had been key to her development. Longing to be closer to her family on the East Coast, she entertained offers from other firms. That’s when she learned her first lesson in support, Deloitte style.

Told that she might leave, Leatherberry’s engagement partner asked a simple question: “Why didn’t you ask us?” Soon she was in a new office — a Deloitte office — in Philadelphia, where she works today.

“A light bulb went off,” she recalls. “Why hadn’t I asked? And that’s what I share with women today: Have the conversation. Give Deloitte a chance to stand by you, and we will. I’ve dealt with life events every step of the way, and Deloitte has been by my side.”

Since that early episode, Leatherberry’s Deloitte career and WIN have grown up together. “I believe we’ve taken something that began as a ’fix this problem’ initiative and fused it into our DNA,” she says. “Deloitte has made a big investment in its professionals, and since I’ve benefited from a lot of that, I am on a mission to pay it forward.”

As she’s moved into leadership roles, her mentorship of younger female colleagues also draws upon her 2006 Leading Edge experience. One centerpiece of that session was a focus on personal branding. “That was a career altering concept for me. We as women have to get comfortable with applying our unique style to selling our ideas and capabilities. I’ve been able to help other women get comfortable with personal branding,” she says.

Another thing Leatherberry has taken from Leading Edge was the concept of emotional intelligence — a subject life has led her to master. And after so many years on her Deloitte journey, she’s ready to help her colleagues understand that each daily interaction is a journey as well.

“We look at things through our own set of lenses,” she says. “We should strive to look at them through others’ lenses. This way, you minimize conflict and bring others along the journey with you. This lesson is key in being an effective leader.”

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Ellen Gabriel FellowsNamed in honor of our first WIN leader, the Ellen Gabriel Fellows program provides an opportunity for high-performing women and men senior managers to increase their understanding of our businesses, while strengthening client service and leadership skills. We

received more than 170 applications for the 24 available positions in the most recent class, during which Fellows spent five months evaluating how to better execute or deploy the One Deloitte strategic initiative and developing recommendations to present to CEO Barry Salzberg.

The program provides deep immersion into projects that focus on Deloitte’s organizational strategies, operations, and culture. It also exposes participants to our top leaders, giving them a better understanding of how decisions are made at the highest levels of our organization. Since 2001, 166 senior managers have used this opportunity to take that important step, and today 50 of our Ellen Gabriel Fellows are now partners, principals, or directors.

WIMAC/WISMACIn 2005 we created two new committees — the Women’s Initiative Manager Action Committee (WIMAC) and the Women’s Initiative Senior Manager Advisory Council (WISMAC). Since then, nearly 80 participants have had the opportunity to sharpen their leadership skills, build relationships across the organization, and undertake key projects to advance WIN’s priorities.

Each year, these committees, comprised of high-talent women and men, are assigned a special project to promote elements of our WIN strategy and priorities. For instance, the 2008–2009 WIMAC was asked to investigate ways to connect Generation Y professionals to WIN, and the 2009–2010 WIMAC developed and executed the implementation plan which focused on communication including redesigning the national WIN intranet site and expanding WIN communities through new bloggers and news flashes. Meanwhile, the 2009–2010 WISMAC completed a study on the role of sponsorship in career advancement.

The benefits of WIMAC and WISMAC flow both ways: The organization gains new perspectives and ideas, while the participants get a chance to help drive our innovation engine and gain visibility with senior leaders.

In May 2010, WIMAC (shown here) and WISMAC met live to present recommendations and progress on their projects to leadership.

“I’m inspired by our next generation of women leaders. Synchronizing skills to our clients’ demands and those of the marketplace is critical to our future success. We must continue to invest in our women and fill the pipeline with a versatile group that will be prepared to lead our most challenging roles at Deloitte.”

Maritza G. Montiel, Managing Partner, Deloitte University, Leadership Development and Succession, Deloitte LLP

Women’s Initiative Annual Report Cornerstones 11

WINning New BusinessWINning New Business is a year-long program designed to give high-potential senior managers the tools they need to build strong relationships, powerful negotiation skills, and solid personal brands. This year, over 70 women from our client service business units received one-on-one support from external coaches and consultants in the areas of leadership, business development, executive presence and image, professional networking, negotiating, conflict management, and personal brand development. These programs boast high retention rates and promotion and admission rates for participants. As an example, 73% of Deloitte & Touche LLP WINning New Business active alumni are now partners, principals, or directors.

WINning Career StrategiesWINning Career Strategies builds on the success of WINning New Business for managers. Each year, over 200 high-talent professionals are chosen to participate in this program that gives them the opportunity to build skills for career management, strengthen their relationships with other women in the practice, and take charge of their careers.

Client deploymentOne of the keys to a successful Deloitte career is exposure to top accounts and key assignments. Another is the chance to build valuable relationships — with the Deloitte leaders who manage these key accounts, and also with influential counterparts at client organizations. These experiences and connections will pave the way for greater responsibility as professionals’ careers advance.

That is why all of our business units conduct periodic assignment reviews confirming that our women and minority professionals are staffed equitably on top accounts. We also emphasize a client deployment approach that enhances career advancement opportunities for people of all backgrounds. For example, in one business unit, all first-year professionals are assigned to at least one of our largest clients during their first year.

“Businesses restrict their own growth potential when women are unintentionally excluded from key training and advancement opportunities. Whether the economy is up or down, who gets promoted — and who gets left behind — has substantial consequences for business success.”

Ilene H. Lang, President & Chief Executive Officer, Catalyst12

Coming soon...We recognize that not all women experience the workplace the same. To more deeply understand the challenges women of color might face and determine how we can retain, develop, and advance these professionals, we conducted an extensive study. The result — a pilot apprentice program geared toward manager level women of color to be launched in fall 2010. During the one-year apprenticeships, each participant will be paired with a P/P/D to provide sponsorship and support as well as skill building opportunities.

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“Sponsorship — which goes beyond the responsibilities of development, mentoring, coaching of our people — is the advocacy of individuals in order to prepare and support them to achieve the next level. I consider it our mission critical in order to serve our clients tomorrow.”

Kerry Francis, Chairman, Deloitte Financial Advisory Services LLP

Career sponsorship and coachingThose who reach the top can almost always point to someone else who took an interest in them along the way. Sponsorship is critical to success. While Deloitte has a strong mentoring culture, research shows that some individuals are less likely to take advantage of informal networks and would benefit from a structured program. So we offer a variety of sponsorship and coaching opportunities that go well beyond the typical mentoring relationships. Each sponsor acts as an advocate for the professional they are paired with, helps them get the assignments they need to move to the next level, and connects them with other leaders in the organization.

These sponsorship and coaching relationships — where the sponsors and coaches are held accountable for the success of the professionals assigned to them — help our rising leaders navigate the pathways of Deloitte — and of their own careers. They help our professionals develop leadership skills, build effective networks, and draw the right assignments. Understanding what it takes to reach the next level is only half the battle — successful advancement takes active preparation as well.

Career coaching and sponsorship programs are offered through our business units and channels. The many options include sponsors for managers and senior managers, programs that help P/P/Ds build and execute career plans to prepare for leadership positions, executive committee exposure for senior managers, and career guidance for junior-level professionals.

Women’s Initiative Annual Report Cornerstones 13

Staying connected

WIN BlogWhat started as an internal-only forum generated such a water-cooler following that we took it public in 2007. A vibrant conversation about life, work, and everything in between, the WIN Blog creates a flourishing virtual community where people can connect on issues that are important to them. Since then we’ve had more than 200,000 visits from men and women in Deloitte and around the world. And with the launch of the new WIN intranet site and regional community sites, we anticipate having more than 20 new bloggers sharing their views. Visit the WIN Blog at www.deloitte.com/us/winblog.

Office visitsNational WIN leader Barbara Adachi makes regular office visits across the country to discuss WIN’s vision and goals with the local professionals and leaders. She arrives armed with current metrics for the region, so those conversations can be as specific as possible. In the last 12 months, she has visited over 20 U.S. and India locations to continue the WIN dialogue with internal groups and clients.

Virtual communitiesIn a complex and large organization like Deloitte, it might not be easy to see how our professionals could feel like they are a part of a family. In fact, there are many ways to gain a sense of community: in offices, business units, industries, and the client teams on which they work. It could even be said that WIN was our first community with its multitude of networking events across the country. But it’s not always possible to connect with one another in person, so we have created online WIN communities and a collaborative site, WIN Share, to allow our 300+ WIN leaders and committees to share best practices, experiences, and perspectives. The 2009-2010 WIMAC launched a newly designed WIN intranet site with more direct access to WIN, the latest WIN news, links to regional WIN community sites, and a national WIN calendar.

“Taking the time to sponsor someone’s success can be one of the most rewarding things you can do. I’ve had others sponsor me and I will pay it forward; one colleague at a time.”

Mark Edmunds, Regional Managing Partner-Northern Pacific, Deloitte LLP

National WIN leader Barbara Adachi recently spent a week in our U.S. India offices where she took part in over 30 WIN-related meetings and events.

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As a result of our thought leadership and innovative programs, WIN has had an impact well beyond our four walls. Our sponsorships and market-facing events demonstrate our continued commitment and serve as a beacon that attracts the most talented women to our doors.

Leading the wayWIN continues to garner attention from the marketplace. Deloitte leaders have been invited to speak to many of our clients, including 46% of the Fortune 100 companies, about WIN and MCC; testify and participate in other ways with governmental agencies, committees, and councils on issues related to workplace flexibility; present at large conferences and events; and write or be interviewed for articles on women’s issues in the workplace.

Fortune Magazine’s Most Powerful Women SummitDeloitte has sponsored the Fortune Most Powerful Women Summit since 1999, reinforcing our focus on women’s workplace issues. At the 2009 summit, Deloitte LLP Chairman of the Board Sharon Allen opened up a session on social media. The summit is also a

significant opportunity to connect with clients: 40 percent of last year’s delegates were Deloitte clients.

Working Mother Magazine EventsWe are proud to sponsor Working Mother magazine’s 100 Best Companies Work Life Congress, and its Best Companies for Multicultural Women National Conference. This deep relationship provides a variety of opportunities for women to focus on leadership issues, network with top leaders and colleagues, learn about programs that address challenges working families face in the workplace, and increase their personal and professional growth. Last year, WIN National Managing Principal Barbara Adachi co-chaired the Multicultural Women’s National Conference, and Adachi and Mass Career Customization: Aligning the Workplace with Today’s Nontraditional Workforce co-author Anne Weisberg facilitated an interactive workshop on MCC at the Work Life Congress.

CatalystThis year, we enhanced our sponsorship of Catalyst, an organization that works with businesses to build inclusive workplaces and expand opportunities for women in business, by becoming a Catalyst Research Partner. Collaborating with Catalyst on leading-edge research further demonstrates our shared commitment to advancing women in the workplace. As part of our support, we are pleased to have sponsored recent studies on “Women of Color in Accounting,” “Unwritten Rules: What You Don’t Know Can Hurt Your Career,” and “Sponsorship of Senior Women.”

White House Forum on Workplace FlexibilityWe were invited to attend the White House Forum on Workplace Flexibility in March 2010 at which 100 selected organizations gathered to discuss the importance of flexibility in meeting the needs of our current and future workforce. The discussion with President and Mrs. Obama raised the visibility and importance of addressing this issue in the workplace. We continue to innovate in this arena with our focus on the corporate lattice and MCC.

Engagement

Deloitte LLP WIN National Managing Principal Barbara Adachi co-chaired the 2009 Working Mother Multicultural Conference with Working Mother Media President Carol Evans.

Women’s Initiative Annual Report Engagement 15

Center for Work-Life Policy’s Hidden Brain Drain Task ForceThe Center for Work-Life Policy has invited us to join its Hidden Brain Drain Task Force, which is focused on policies that help produce women and minority talent. We sponsored and participated in two recent studies: one that explores the barriers to advancement for Asians in corporate America, and The Sponsor Effect, which investigates the role of sponsors in advancing women’s careers and why senior women executives continue to experience difficulty acquiring sponsors.

Women of Color in Management ConsultingWith the cooperation of the Association of Management Consulting Firms and the League of Black Women, which provides a venue at its annual conference, Deloitte helps bring together women from several consulting organizations at a two-day conference where they can network with their peers and attend workshops on enhancing their personal brands and strengthen mentoring strategies. This year the event was followed by an intimate reception for Deloitte women and the event speakers.

International Women’s Day WebcastOur global organization hosted an International Women’s Day Webcast during which roughly 700 participants from 23 countries explored how current economic stress is affecting gender diversity and the focus on women’s workplace issues. Panelists represented Japan, Saudi Arabia, and Europe, and Deloitte LLP Chairman of the Board Sharon Allen provided the U.S. perspective.

WIN Champion ProgramOur Northeast region has taken an innovative approach to taking WIN outside of Deloitte. Pioneered in 2008, the WIN Champion Program assigns a WIN leader to each major client, who is then responsible for managing the relationship with the leader of the client’s own women’s initiative. This creates another connection point and gives us the opportunity to share our WIN best practices with our clients.

The initiative has already led to a large financial services engagement, an invitation to speak at a national healthcare meeting, and the strengthening of relationships with many key clients.

SponsorshipsWe are fortunate to work in an industry that prizes diversity and celebrates it with a galaxy of organizations and events — many of which we help support.•Ascend (formerly known as the National Asian American

Society of Accountants) and Women of Ascend •Association of Latino Professionals in Finance and Accounting

(ALPFA) including the Women of ALPFA and Women of ALPFA Summit

•Catalina magazine’s Groundbreaking Latina Award•Catalyst – “Unwritten Rules: What You Don’t Know Can Hurt

Your Career,” “Women of Color in Public Accounting Report,” “Sponsorship of Senior Women”

•Center for Work-Life Policy’s Hidden Brain Drain Task Force “Accelerating Top Asian Talent," “The Sponsor Effect”

•Fortune magazine’s Most Powerful Women’s Summit•Forté Foundation•Gay & Lesbian Alliance Against Defamation (GLAAD)•Human Rights Campaign•Management Leadership for Tomorrow •National Association of Black Accountants (NABA) including

Women of NABA•National Black MBA Association (NBMBAA) •National Society of Hispanic/Latino MBAs (NSHMBA) •Out & Equal Workplace Advocates•Simmons School of Management Women’s Leadership

Conference•Working Mother magazine’s 100 Best Work Life Congress

Working Mother magazine’s Best Companies for Multicultural Women Conference

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Women as Buyers Recognizing the growing number of women executives in the marketplace, Deloitte developed our half-day Women as Buyers (WAB) workshops to give our professionals a better understanding of how women executives make corporate buying decisions. Because a growing number of our clients’ decisions are made by women, this knowledge is essential to achieving our business development goals.

The development of the workshop began with a year-long study focused on how executive women make decisions. We conducted our own primary and secondary research including interviews with dozens of women buyers of professional services, academics, and experts on gender differences.

Although Deloitte initially developed WAB to deepen the understanding of and relationships with women executives and give Deloitte an advantage in the marketplace, the workshops delivered other benefits we didn’t expect: a greater appreciation for women colleagues and more men identifying with WIN.

Each workshop includes roughly 30 P/P/Ds, with a ratio of two men to each woman. Since the pilot in 2007, more than 500 of our professionals have completed the workshop. They report increased confidence, improved success in selling to women executives, and better understanding of female colleagues and the contributions of WIN.

Alike but different: Lessons from WAB•Women executives tend to use a method of discovery as

they shop for business and professional services. As new information is presented, they may reevaluate or modify their original request, or even ask for additional services.

•Women clients want to know and trust their consultants on a personal as well as a professional level, so sharing personal information can help build trust.

•Women buyers value meeting the people who will actually do the work. So it may be appropriate to bring team members rather than just partners to the proposal meetings.

•Body language tends to differ by gender. While men may nod to signify that they understand, women are said to be empathetic listeners and may nod as an encouragement to the speaker to keep talking, even if they do not yet understand.

•Men tend to seat themselves beside a male client as their “right-hand man,” whereas women tend to be more comfortable when seated face-to-face.

Imagination

Women’s Initiative Annual Report Imagination 17

Deloitte shattered the glass ceiling 17 years ago with the Women’s Initiative, an initiative for the retention and advancement of women.That initiative has helped make us an employer of choice, and given us the intellectual capital to succeed for our clients and ourselves.

To see how we help women reach for the stars, visit www.deloitte.com/us/womensinitiative.

There is no ceiling, glass or otherwise

As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of legal structure of Deloitte LLP and its subsidiaries.

Copyright © 2009 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu.36USC220506

Official Professional Services Sponsor

Professional Services means audit, tax, consulting and financial advisory services.

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Changed approach to non-work invitations

Modified group or one-on-one live meetings

18%Indicated better staff, male and female, interactions in general

Modified their follow-up behavior

15%

WAB changed participants’ behavior selling to or engaging women clients in the following ways:

Impact of Women as Buyers

Indicated that rapport with their Deloitte women colleagues was enhanced

Noted better counselee/counselor relationships — with both men and women

Attribute the acceleration of development of their relationships with women clients to WAB

$1.5Participants credit WAB as a significant element in the success of winning new business, averaging approximately $1.5M each

42% 42%

20%

27%

56%

Women’s Initiative Annual Report Imagination 19

Joe Zier: Hearing the callJoe Zier is a partner in Deloitte Financial Advisory Services LLP technology practice and now he’s also a teacher. How he took on that dual role is a testament to the organization’s “Women As Buyers” workshops — because his experience as one of the program’s earliest participants was so powerful it led him back. Today he’s a WAB instructor, and one of the program’s greatest champions.

“Most people have been trained to treat everyone equally, but equal shouldn’t mean exactly the same. Men and women think differently,” Zier says. “People need to be respectful and aware of that. They need to take that understanding back to the workplace.”

When he stepped into his first WAB session a few years ago, Zier had a more abstract sense of those differences. “I heard these nuggets of wisdom, and they resonated with me,” he recalls. ”But it wasn’t until I tried them that what I’d learned really hit home.”

What nuggets?

“First of all, there are different pressures on women executives that men don’t appreciate,” Zier recounts. “Even though times are changing, women are still most often the primary caregivers. Going for drinks would cut into time with their families. So, maybe you suggest a breakfast meeting instead.”

“There are a few other things to keep in mind. For instance, a woman is often multitasking, even if only in her head, while you’re talking to her,” he says. “And at the outset of a conversation, women are more interested in establishing a relationship. They want to go on a journey. Guys tend to go in, beating their chests and listing out their accomplishments. But women prefer getting to know the person first and not his resumé.”

Taking these insights into the work environment can yield more productive relationships, Zier says. And he’s found there’s a bonus: “It’s changed the way I listen to my wife!”

Better communication is a key to marketing Deloitte’s services, Zier notes. “Women think of the buying process differently,” he says.”They’re buying the person, not just the product or service. And this isn’t just about selling things to women. It helps women relate to men, too. Knowing the ways we hear each other isn’t patronizing; it’s about raising the tide for all boats.”

Now that he’s one of the people leading WAB sessions, Zier relies on the same eye-opening technique that made his own first class so effective. He makes every point as concrete as possible. “People really get drawn in from the examples,” he says. “That’s where the learning happens — where the ’aha moments’ happen. And there’s always something unexpected.”

20

Deloitte’s continually evolving culture has redefined how careers are planned and addresses flexibility and career-life fit for women and men at different points in their careers. Through numerous programs, many developed within WIN, as well as a general attitude shift related to how careers are built and defined, Deloitte’s message is that career-life fit is not just a theory.

Our journey to the latticeThe corporate workforce isn’t what it used to be, becoming increasingly diverse in terms of backgrounds, experiences, perspectives, and other characteristics. In response, the traditional, one-size-fits-all model of career progression — typified by the corporate ladder — must also evolve to align with a workforce that, more than any time in the past, seeks to nimbly fit life into work and work into life.

It’s nothing short of a sea change, one in which Deloitte is leading the way by adopting a more contemporary model we call the corporate lattice. Borrowing from the discipline of mass product customization, lattice organizations personalize experiences in three core areas: how careers are built, how work gets done, and how participation in the organization happens, to the mutual benefit of companies and employees.

We began crafting this response in 2005 through innovation incubated within WIN, and have continued our drive toward building a “lattice” culture ever since. Mass Career Customization™ enables this transformation by providing both a tool and scalable means to engage our heterogeneous workforce in today’s more individualized views of success related to how careers are built and talent is developed.

Our leadership in this area underscores our point of view that a high-performance culture and pursuit of sustainable career-life fit can no longer be viewed as opposing, paradoxical forces. Instead, addressing career-life fit over time is now key to building a sustainable high-performance culture.

Our continuing MCC journey We continue to make significant progress both toward completing the initial rollout of MCC to all businesses and services across the Deloitte U.S. Firms, including our India operations, and toward weaving it into the fabric of our culture. To date, nearly 90 percent of our people — from partners, principals, and directors to client service professionals and staff in our enabling areas — have established and collaborated with their managers on the development of their initial MCC profiles. These

“Deloitte’s Mass Career Customization program began as a way to keep talented women in the workforce, but it has quickly become clear that women are not the only ones seeking flexibility.”

Laura Fitzpatrick, TIME magazine13

Agility

Women’s Initiative Annual Report Agility 21

profiles record each individual’s current career-life choices and become a basis for conversations as career and life circumstances change over time.

MCC creates customizable options that provide our people with choices about what is important to them in their work experience. Ultimately, one of MCC’s greatest benefits is the option value it creates — the comfort of knowing there is a process and structure in place for individuals to customize their careers as their priorities change over time.

How lattice thinking differs from ladder thinking

Lattice

•Flatter, often matrixed structure

•Distributed authority; broad information access

•Multidirectional career paths

•High workforce mobility; loyalty is based on continuing opportunity

•Work is what you do

•Team and community driven

•Integration of career and life

•Competencies define the job

•Many workers are different from each other

Ladder

•Traditional, hierarchical structure

•Top down authority; limited information access

•Linear, vertical career paths

•Low workforce mobility; loyalty is based on job security

•Work is a place you go to

•Individual contributor driven

•Separation of career and life

•Tasks define the job

•Many workers are similar to each other

“MCC results drop right to our bottom line. Client satisfaction, revenue, retention, productivity — all are impacted by how our people are able to fit life into work and work into life.”

Joe Echevarria, U.S. Managing Partner, Operations, Deloitte LLP

22

MCC continues to steadily move the needle. Results from multiple internal and external measures show that the career-life fit of our people has trended upward over time from pre-MCC until now. Moreover, asking our people about their experiences with MCC has confirmed the impact of certain cultural characteristics and practices on our people’s career-life fit. Among the factors with the greatest influence are:

•The perception that leaders support MCC

•The quality of career conversations that occur

•Assignment of projects in line with people’s career-life choices

•The belief that various MCC profiles are respected options at Deloitte

With this deeper understanding of the mechanisms through which MCC works, we are continuing the process of embedding MCC more deeply into our organizational culture and introducing key enhancements to support our people’s career-life choices. Leadership, starting at the top with CEO Barry Salzberg and the CEOs of each of our businesses, is committed to MCC’s success and has set goals for continued improvement, including additional gains in career-life satisfaction, improved definition and communication of career-life options, and improved quality of career counseling conversations.

Percentage improvement in number of individuals who agree with the following statements:

I am satisfied with my current career-life fit

+12%

+11%

+24%

+33%

I am confident that my future career-life fit will work for me

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

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

“The extended [parental leave] benefit allowed me to help with the additional responsibilities of a newborn as well as get accustomed to our new family life. It provided invaluable time with our daughter at a very special point in our lives.”

David Rains, Senior Manager, Deloitte & Touche LLP

In 2009, we significantly enhanced our parental leave policy, giving new parents additional paid time off. This leave can be taken any time within the first year after the birth or adoption of a child.

Personal PursuitsEven with options to dial down workload, some individuals still need to take a break from the workforce for extended periods of time. Realizing this need and wanting to stay connected to our talent, we created Personal Pursuits.

Personal Pursuits enables our professionals to leave the workforce for up to five years while staying connected to Deloitte. During this leave, they are supported in maintaining the skills and networks they’ll need when they are ready to return. The program provides a host of resources so people can stay “plugged in,” such as access to mentors and training to keep their skills and professional licenses up to date.

“Personal Pursuits allowed me to do something I’ve always dreamed of doing, and I didn’t have to wait 30 to 40 years from now when I retire. It definitely reinforces that Deloitte is a place where you have control over your career.”

David Joe, Senior, Deloitte & Touche LLP

Women’s Initiative Annual Report Agility 23

Coming soon…Scheduled for a late Summer 2010 release, The Corporate Lattice: Achieving High Performance in the Changing World of Work, by Cathy Benko and Molly Anderson, delves into the shift toward a corporate lattice structure, fully exploring its contours and applying it to real-life practice. It’s another in a series of thought leadership contributions that Deloitte is making to continue to move the needle for our own organization and for the marketplace as a whole.

24

Deloitte’s top executives lead by example. That commitment extends from daily tasks to a large-scale undertaking like WIN — and everyone here is expected to pitch in. Because talent diversity is so important to the strength of our business, WIN is a priority, starting at the very top, and it shows. WIN National Managing Principal Barbara Adachi and Chief Diversity Officer John Zamora report directly to CEO Barry Salzberg, and Salzberg holds himself and everyone else accountable for the initiative’s performance.

Holding our own feet to the fire

Talent DaysThis year we began an innovative approach to accountability — a series of open forums in which Salzberg meets with the CEOs of each of our client service business units as well as the leaders of our enabling services areas (which include IT, Operations, Finance, Talent, Marketing, and Communications) to agree to a set of goals and actions for specific strategic areas. The first Talent Days forum focused on our progress against goals for WIN, Diversity & Inclusion, and Mass Career Customization and gave the business unit CEOs an opportunity to discuss their successes and challenges.

Accountability

Key Indicators Base FY08

FY09 P11 YTD Actual

Yr 1 Year End Goal

Yr 2 Year End Goal

Yr 3 Year End Goal

Yr 1Result

Percentage of women in leadership roles

Percentage of minorities in leadership roles

Increase in number of women P/P/Ds

Increase in number of minority P/P/Ds

Increase in number of experienced women hires

Increase in hiring in target segments

Decrease turnover of women

Decrease turnover of minorities

Yr 1 evaluated as of 12/31/2009

Overall Results:

Action Items

Status

Implement onboarding & deployment Bold Plays

Implement career sponsor/owner programs

Develop plan to engage middle ranks of P/P/D leadership

Identify leadership succession opportunities for diverse P/P/Ds

Monitor direct admit pipeline

Improve recruiting of women and minority candidates

Identify P/P/Ds who are doing an exemplary job with MCC or Inclusion

Monitor realignment process

Action Items Overall:

Sample metrics

Our leaders are accountable for monitoring the career pathways of our people so that everyone is exposed to the same opportunities for advancement. Using items similar to the one below, each of our functions and enabling services measures progress and tracks goals around career sponsorship, client deployment, and leadership succession.

Women’s Initiative Annual Report Accountability 25

WIN External Advisory CouncilOur WIN External Advisory Council, established the same year as WIN, regularly challenges us to “push the envelope” and to drive critical issues, action steps, and progress on our goals. This independent group of outside authorities, chaired by Dr. Sally Ride, conducts quarterly conference calls and meets twice a year with Deloitte leaders to review programs, results, and progress on key performance measures and goals. In 2008, the council held its first joint meeting with our Diversity External Advisory Council, allowing the groups to align their separate but complementary objectives.

Leading from the topCEO Barry Salzberg is personally involved in the success of WIN and ultimately accountable for its success. WIN Leader Barbara Adachi and Chief Diversity Officer John Zamora report directly to him. He is a true champion and dedicates much of his time and energy to WIN and Diversity & Inclusion as well as speaking and writing about our commitment to an inclusive environment. Within the organization, Salzberg shows his own personal commitment in many ways. He leads by example through active participation in WIN activities, including a recent Leading to WIN workshop — not as a guest speaker, but as a full participant like everyone else in the room.

This enthusiasm and commitment continues throughout the organization and is supported by an extensive network of WIN leaders — partners, principals, and directors representing each of the four businesses as well as our regions and channels. Many of the WIN leaders report to their business unit CEO, regional managing partner/principal, or channel leader. Collectively, their passion to retain and advance the women of Deloitte creates a groundswell of enthusiasm for WIN across the country. The WIN leadership team includes over 300 WIN leaders who are responsible for delivering programs, training, and activities throughout Deloitte, which results in over 400 professional development, mentoring, and networking WIN events each year.

“WIN continues to be a standard of excellence. Through innovative programs and commitment from the highest levels of the organization, WIN makes progress year after year, raising the bar for the industry and the marketplace.”

Dr. Sally K. Ride, Chair of the WIN External Advisory Council

Dr. Sally RideWIN External Advisory Council chair

Chairman and CEO, Sally Ride Science

First American woman to fly in space

Pamela GannPresident of Claremont McKenna College

Esther Silver-Parker President & CEO, The SilverParker Group

The Honorable Jane SwiftFounder of WNP Consulting, LLPFormer Massachusetts governor

Myra HartProfessor emeritus, Harvard Business SchoolCo-founder of Staples, the Office Superstore

Shelly LazarusChairman and CEO, Ogilvy & Mather Worldwide

Photo © 2007 Mark Schäfer

26

We pledge to keep moving the needle on four critical outcomes:

•Achieving greater representation of women in our advancement pipeline

•Improving talent acquisition

•Strengthening inclusive behavior within the organization

•Extending marketplace eminence

Monitoring our progress against those goals will involve hard numbers, but numbers will never be the point of WIN. The more important measure of our efforts will be found each time a group of people share ideas from different points of view … each time our diverse account teams make a lasting impression on a client … each time we draw upon our rich base of talent to create something no other organization can touch.

By these standards, we’re proud of everything WIN has accomplished — and ready to embark on a third decade, achieving even more.

“We are proud of what we’ve accomplished since the inception of WIN — we’ve increased the number of women P/P/Ds tenfold, developed innovative programs, and Deloitte is a place where our people can fit their work into their lives and lives into their work. Now we are looking forward to building on our successes and accomplishing even more.”

Barbara Adachi, National Managing Principal, Initiative for the Retention and Advancement of Women, Deloitte LLP

Commitment

Offering the best opportunities to women, as well as men, and getting the most from their talent, is more than just the right thing to do. It makes perfect business sense. Unleashing their potential improves our business and our ability to serve our clients and our people, which in turn drives marketplace growth and creates a culture where the best choose to be.

As we look back, we can point to a rich string of successes. But the workplace changes every day, and so do its demands. So the work of WIN continues, and will for as long as we can foresee. It’s natural in a report like this to focus on the terrain we’ve already covered, but Deloitte’s aim is to keep moving forward.

Women’s Initiative Annual Report Commitment 27

“It is extremely satisfying to see the tremendous progress we have made since launching our Women’s Initiative in 1993. Over the past 17 years, we have seen firsthand how having strong female leaders brings new perspectives and creates new approaches to business challenges, which in return helps us to provide the best possible solutions to our clients’ problems.”

Barry Salzberg, Chief Executive Officer, Deloitte LLP

28

Executive SponsorBarry SalzbergChief Executive OfficerDeloitte LLP

WIN National Managing PrincipalBarbara AdachiNational Managing PrincipalInitiative for the Retention and Advancement of WomenDeloitte LLP

Chief Diversity OfficerJohn ZamoraChief Diversity OfficerDeloitte LLP

Talent LeadersMaritza G. MontielManaging PartnerDeloitte UniversityLeadership Developmentand SuccessionDeloitte LLP

Cathy BenkoChief Talent OfficerDeloitte LLP

James JaegerNational Managing Partner, TalentDeloitte LLP

Beth RobertsDirector, InclusionDeloitte Services LP

National WIN Directors and Program DeansVen KocajSenior Client Partner National WIN DirectorDean of the Ellen Gabriel Fellows ProgramDeloitte & Touche LLP

Jeanne McGovernPartner, Audit ServicesWIN National DirectorDeloitte & Touche LLP

Paul SilverglateStrategic Client Services Partner WIN National DirectorDean of Women as Buyers training programDeloitte & Touche LLP

Dorothy L. AlpertDeputy Managing PartnerNortheast RegionLeading Edge DeanDeloitte LLP

Gina G. McLeodPrincipal WIN Manager Action Committee DeanDeloitte Tax LLP

Heather Gates-MassoudiDeputy Managing Director, Venture Capital ServicesWIN Senior Manager Advisory Council DeanDeloitte Services LP

Regional LeadersMary CassidyPrincipalFederal WIN LeaderDeloitte Consulting LLP

Lilly ChungPrincipal, Strategic Relationship ManagementNorthern Pacific & Hawaii WIN Leader Deloitte Services LP

Brenda DixonDirector, U.S. India U.S. India Executive WIN LeaderDeloitte LLP

Susan EsperPartner Northeast WIN LeaderDeloitte & Touche LLP

Julie GoldbergDirector, Document & Creative ServicesPractice Service Center WIN LeaderDeloitte Services LP Amita KasbekarWIN Lead U.S. Offices in IndiaDeloitte Consulting India Pvt. Ltd.

Shannon KramerPrincipal Pacific Southwest WIN LeaderDeloitte & Touche LLP

Gina G. McLeod PrincipalPacific Southwest WIN LeaderDeloitte Tax LLP

Nancy MillettPartnerSoutheast WIN LeaderDeloitte Tax LLP

Beth MuellerPartnerMidwest WIN LeaderDeloitte Tax LLP

Sandy RotheManaging Partner, DenverMid-America WIN LeaderDeloitte & Touche LLP

WIN Leaders

Women’s Initiative Annual Report WIN Leaders 29

Melissa JagstPartnerNorth Central WIN LeaderDeloitte & Touche LLP

Functional LeadersNicky HoltPrincipal, Global Employer ServicesTax WIN LeaderDeloitte Tax LLP

Suzanne Kounkel MacGibbonPrincipalConsulting WIN LeaderDeloitte Consulting LLP

Marlene MotykaPrincipalFAS WIN LeaderDeloitte Financial Advisory Services LLP

Lissa PerezPartnerAudit & Enterprise Risk Services WIN LeaderDeloitte & Touche LLP

Sandy Pundmann PartnerAudit & Enterprise Risk Services WIN LeaderDeloitte & Touche LLP

Channel and Industry Leaders Rebecca AmorosoVice Chairman, US Insurance LeaderIndustry and Clients & Markets WIN LeaderDeloitte LLP

Meenu AroraFederal Talent DirectorTalent WIN LeaderDeloitte Services LP

Bert FortneyDirector, Strategic Relationship ManagementStrategic Relationship Management WIN LeaderDeloitte Consulting LLP

Tim Jones Regional Operations DirectorField Operations WIN LeaderDeloitte Services LP

Mary McDonagh National Technology LeaderInformation Technology Services WIN LeaderDeloitte Services LP

Lori MillerDirectorFinance WIN LeaderDeloitte Service LP Russ RudishPrincipal and Vice ChairmanIndustry WIN LeaderDeloitte LLP

Women of ColorTonie LeatherberryPrincipalWomen of Color WIN LeaderDeloitte Consulting LLP

WIN External Advisory CouncilDr. Sally RideChairPresident & CEOSally Ride Science

Pamela GannPresidentClaremont McKenna College

Myra HartProfessor emeritusHarvard Business SchoolCo-founder of Staples,the Office Superstore

Shelly LazarusChairman & CEOOgilvy & Mather Worldwide

Esther Silver-ParkerPresident & CEO The SilverParker Group

The Honorable Jane SwiftFormer Governor of MassachusettsManaging Partner WNP Consulting LLC

A special thanks to our outgoing WIN leaders for their passion and commitmentTerry FeitPartner Deloitte & Touche LLP

Elise GautierUS India AERS Talent LeaderDeloitte & Touche LLP

Robin MatzaDirectorDeloitte Tax LLP

Heidi Soltis-BernerTalent DirectorDeloitte Services LP

Silvia Smyth PrincipalDeloitte Financial Advisory Services LLP

Tina WheelerPartnerDeloitte & Touche LLP

30

Endnotes

Page 41. Katty Kay, in discussion moderated by Chris Matthews.

The Chris Matthews Show. NBC News. June 14, 2009.

2. Joy, L, Carter, NM, Wagner, HM, Narayanan, S. “The Bottom Line: Corporate Performance and Women’s Representation on Boards.” Catalyst. 2007.

3. “Women Leaders: The Hard Truth About Soft Skills.” BusinessWeek. February 16, 2010.

Page 54. Soares, R, Carter, NM, Combopiano, J. “2009 Catalyst

Census: Fortune 500 Women Board Directors.” Catalyst. 2009.

5. Wilson, M. “Our Leadership Crisis: Where are the Women,” Washington Post On Leadership blog. Nov 20, 2009.

6. “Key Facts About Women Owned Businesses 2008-2009 Update.”Center for Women’s Business Research. 2009.

7. Boushey, H, O’Leary, A. “The New Breadwinners.” The Shriver Report: A Woman’s Nation Changes Everything. Page 33. 2009.

8. “Women MBAs.” Catalyst. March 2010.

9. “Women in Accounting.” Catalyst. April 2010.

10. “U.S. Labor Force, Population, and Education.” Catalyst. March 2010.

11. Hewlett, SA. “Are Your Best Female Employees a Flight Risk?” Harvard Business Review Blogs. October 5, 2009.

Page 1112. “Talent Management Systems Unwittingly Biased

against Women, According to Latest Catalyst Research.” www.catalyst.org. February 25, 2009.

Page 2013. Fitzpatrick, L. “We’re Getting Off the Ladder.”

Time Magazine. May 14, 2009.

How did you do?

Here are answers to the WIN by the numbers quiz found inside the front cover.

35

53%

1000+

500

46

4000

61.8

400

Percent of newly admitted or promoted

Deloitte partners, principals, or directors

who are women

Percentage of Deloitte professionals who are women

45

Percentage of Fortune 100 companies we’ve been invited to talk to about WIN

16

Consecutive years Deloitte has been on Working Mother’s 100 Best Companies for Working Mothers list

Higher return on equity for companies

with more women board directors

1

Number of Big Four women

chairmen of the board

Deloitte LLP Chairman of the

Board Sharon Allen

Number of women partners, principals, and

directors at Deloitte

Percentage of Fortune 500 companies with women

on their board of directors

90Number of Deloitte women interviewed for our in-depth Women of Color Study

Number of Deloitte professionals

who have attended the Women as Buyers

workshops

Percentage of accountants and auditors in the U.S. who are women

Professional development, networking, and mentoring events hosted by WIN each year

Copyright © 2010 Deloitte Development LLC. All rights reserved.Member of Deloitte Touche TohmatsuPublication #100107