1. CSR Action and Engagement in the workplace
Alec Bashinsky
National Partner – People & Performance

2. What is Corporate Social Responsibility within Deloitte?
Workplace
Governance,
Accountability,
Transparency
Environment
Human Rights
Community
Involvement
Marketplace
Economic
Development
Mission
Vision
Shared Values
Ethics
Shareholder Value
CSR within Deloitte globally describes how we manage our business processes to generate stakeholder value, while having a positive impact on the community and minimising any adverse impact on the environment.
CSR requires:
Commitment of senior leadership
Values-based behavior.

3. Defining Workplace
Employment policies related to: legislation, workplace diversity/non-discrimination, work/life balance, health & safety, workforce planning, training and development, compensation and benefits.
External focus: job creation/ HR development; support for education, training, & capability development; Inspiring Women program, Cultural Diversity education programs
Workplace
Governance,
Accountability,
Transparency
Environment
Human Rights
Community
Involvement
Marketplace
Economic
Development
Mission
Vision
Shared Values
Ethics
Key considerations . . .
evaluate performance in relation to our definition of workplace; implement continuous improvement
define Employer of Choice strategy and related programs
gather and use employee input
involve staff in changes that affect them
compare HR policies and practices to external standards to which we have committed.

4. Defining Community Involvement
Community Involvement refers to a wide range of actions companies can take to have an impact on communities with their invested or donated money, time, products, services, influence, management knowledge and other resources.
Workplace
Governance,
Accountability,
Transparency
Environment
Human Rights
Community
Involvement
Marketplace
Economic
Development
Mission
Vision
Shared Values
Ethics
Key Considerations
How we manage these activities
Strength of connections between community programs and firm’s business strategy
Processes are in place to determine the impact of these activities on the firm and community
Internal/external communications to promote community involvement
Contributions
Cash & in-kind giving annually
Number of pro-bono service hours
Firm sponsored volunteer targets/opportunities
Leadership involvement in non-profit boards, etc.
Employee giving programs

5. CSR in Deloitte
Deloitte Australia has supported not-for-profit organisations and initiatives within
our national, state and local communities for many years
to enhance CSR activities in the community to inspire our Deloitte people we set up ‘The Deloitte Foundation Limited’ in 2005
all of the firm’s CSR activities channelled through The Deloitte Foundation
we surveyed our people across Australia which CSR areas they wanted to support Five key areas:
- Community welfare
- healthcare and medical research
- education
- environment
- arts and culture.

6. What has and hasn’t worked?
supporting 1-2 major charities/ communities nationally
donations as a CSR response
genuine CSR response rather than ‘teflon’ strategy
lack of depth of understanding by leadership
leveraging CSR as marketing tool.
Low key communications to employees

7. CSR In Deloitte
67% of our people have been directly involved in Foundation activities
over 50 organisations have benefited from the work of The Deloitte Foundation
expenditure through pro bono and sponsorship in excess of $1.9M
The Deloitte Foundation provides support for these areas through donations, volunteerism, pro bono services and board appointments
In 2007 we held a competition inviting our people to nominate their particular charity for a financial grant. We received over 100 nominations and 30 organisations will be receiving varying grants via their Deloitte employee contact.
so far in 2007 financial year we donated almost $300,000 to worthy charities in every state and in Australia
our people have given freely of their own time through fund-raising activities and volunteer work eg: internal CSR through Red nose day, time off, your ‘personal’ charity. .

8. What has worked? Recruitment & Engagement Trends
gen X & Y clearly wanting to do things differently
employer branding is now key to recruitment
focus on an organisation’s culture and values
increased focus on CSR
leveraging alumni and ‘ambassadors’
interactive marketing using the internet
re-engineering roles and working styles
promise of global secondments, rotation programs, Time off in Lieu, 5 weeks annual leave

9. Graduate Recruitment - Trends to 2010

10. Rebranding to Deloitte’s EVP
Bright, striking new imagery,
aligned to Signals Culture
1. Culture
2. Work
3. Career
4. Leadership
5. Thinking
1. Signals
2. Work with top clients
3. Commitment to learning
4. Access to great leaders
5. Innovative thinking
6. Global opportunities
7. Corporate social responsibility

11. Integrating CSR with other people strategies . . .
Flexible Working Practises
Reward & Recognition
Inspiring Women strategy
Performance Management system
Wellbeing/ Family Forum
Work Activities
Wisdom Workers
Job Mobility – working across SL – new experiences