Our Culture

It’s all about people 

People enable our business, which is why we treasure our culture. We deliver, we think, we lead, we include – we’re individuals, working together as a team. 

Latest Jobs

Our values are our culture

Ko o matau Matapono to matau Ahurea

Our Deloitte values inform and guide our wider collective behaviour as Deloitte member firms and unite us around the entire Deloitte network. They drive consistency in the way we behave, make decisions and go to market as we aim to make an impact that matters with our clients, our people and our wider communities. 

AratakiLead the way 

We are not only leading the profession, but also reinventing it for the future. We are committed to creating opportunity and leading the way to a more sustainable world. 

Mahi PonoServe with integrity 

By acting ethically and with integrity, we have earned the trust of clients, regulators and the public. Upholding that trust is our single most important responsibility. 

Manaaki Take care of each other 

We look out for one another and prioritise respect, fairness, development and well-being. 

Hapai TangataFoster inclusion 

We are at our best when we foster an inclusive culture and embrace diversity in all forms. We know this enables innovation and helps deliver well-rounded client solutions. 

Mahitahi Collaborate for measurable impact 

We approach our work with a collaborative mindset, teaming across businesses, geographies and skills to deliver tangible, measurable, attributable impact. 

Be respected

Kia kauanuanuhia

You can only be your best when you can be yourself. You are welcome here. And more importantly, you’re welcome to stay true to yourself here, because when our people get the respect they deserve, they get the chance to really make an impact. Respected employees are happier and more productive, and we see it’s also the right way to do business. At Deloitte, we cherish and value everyone’s individuality and we strive for an open and inclusive culture.

We view diversity and inclusion as central to our ability to execute on strategy. Through our extensive research conducted by our Human Capital Consulting business, we know that at the intersection of diversity and inclusion lies an area rich with fresh, innovative ideas and creativity – which drives a better employee experience and, ultimately, better outcomes.

We believe that creating and maintaining a culture of inclusion is the responsibility of all of us – “inclusion with us at the centre” – each of us brings something to diversity and equally, we all have a role to play in inclusion.

Respect and inclusion are core values at Deloitte and these are the responsibility of all our people from our CEO to our graduates.

Professional Development Opportunities

At Deloitte, we believe in empowering our employees through various avenues to fast track their professional development. Our coaching catch-ups provide regular one-on-one sessions with experienced mentors who guide and support our staff in their career progression. Additionally, our six-monthly reviews ensure that employees receive timely feedback and development plans tailored to their individual goals.  

We also support our team members to pursue relevant professional qualifications, enabling them to continuously enhance their skills and expertise. To foster a culture of continuous learning, we promote knowledge exchange within the organization both locally and internationally, giving you access to global expertise.  

Most importantly, our structured onboarding process ensures that new hires receive comprehensive training. Combining both in-person and virtual cohort learnings, we prioritise setting them up for success from day one. At Deloitte, we are committed to providing a nurturing environment where professional development is valued and supported. 

Women in leadership

Te Haututanga o te Wahine

Advancing women at all levels is a firmwide priority for Deloitte. We are taking a number of short and medium term positive actions to ensure that women are able to fulfil their potential and career goals. Our aims include: to increase the number of women at all levels through purposeful recruitment (from students to partners); to increase the pipeline of women for leadership positions through targeted development; to build an inclusive culture within which success is measured and lack of success is addressed.

To help support all our staff we:

  • Are actively addressing the gender pay-gap.
  • Review performance every 6 months, as well as when on primary caregivers leave
  • Provide 20 weeks paid primary caregivers leave
  • Provide eight weeks Partner leave to encourage shared care
  • Provide flexible working arrangements for our people
  • Offer Lifestyle Leave which is an opportunity to purchase 6-12 weeks leave annually
  • Offer Women in Leadership workshops & mentoring across the business
  • Are sponsors of ShadowTech & TechWomen
  • Are members of Global Women, providing mentors and mentoring
  • We are part of the Champions for Change and report on our Diversity

StandOUT - Deloitte's LGBTTI Rainbow Community

Te Hapori Moe Whakaeneene o Deloitte

This is our Gay, lesbian, bisexual, transgender, takataapui, intersex (LGBTTI) leadership forum and member community. Our Rainbow Community activities support our overall goal of building an environment in which all our people feel they can be themselves. We demonstrate our commitment to this community a number of ways;

  • A Sexual Diversity policy including gender transitioning
  • Dedicated intranet site for support and information
  • Pro-bono work for rainbow support groups; We had a team facilitate the first of a series of hui on behalf of Rainbow Youth, bringing together several organisations who work with LGTBI+ youth around New Zealand to share learnings and explore areas for future collaboration
  • We are a UN signatory for standards of Business supporting LGBTI

Hourua Pae Rau and Pås Peau

Kaupapa

To support and encourage our people in their cultural identities.

Our objective

We want to encourage people to be confident in their identity and to ‘take pride in their stride’. We want to do our bit to support the firm to be confident in its engagement with Maori and Pacific communities and customs. We want to bring new perspectives to the business and to help increase cultural competency. We want to create a support network for people and to encourage them to feel comfortable in their identities.

A place for wellbeing

Kiri Atkin, Manager, Tax & Business Advisory

I am a NZ triathlete competing on the International Triathlon circuit at a Continental Cup and World Cup level. As such, I have significant training commitments outside of work ( approx. 15-25 hours per week).

At Deloitte I have been fortunate enough to be able to flex my working hours in order to fulfil both my training and work commitments. Having this flexibility has allowed me to continue to train and compete at a high level in triathlon whilst also progressing and developing my career.

Jane Fitzgerald, Partner, Consulting

I’ve been with Deloitte for more than 7 years now, with four of these in a flexible working arrangement as I had my two children. This has meant two maternity breaks, and variations to my flexible working contract as I changed from two, to three, then to four days per week. During this time I was promoted. My flexible working has definitely not impacted my career trajectory.

My Coach and Service Area Lead were fantastic, they gave me the flexibility to choose how much I did and when. Resulting in what I have now, which is working four days and leaving the office in the afternoon to have quality time at home with my kids.

Anne Molineux, Director, Consulting.

In early 2016 I suffered concussion while cross-country skiing in Alaska. I was off work for 3 months, and have had a graduated return to work since May 2016. I currently work around 30 hours a week, being mornings until 2pm, and again in the early evening.

I try to keep regular hours, which means people know when they can expect to get hold of me, and we can plan in advance how many hours of my time can be sold to clients. I’ve found the flexibility works best when it goes both ways – the firm is flexible to meet my needs, but I’m also flexible to meet theirs.

It helps that my Partner, team and main client all know the reason why I don’t work full time. My Partner and I have a shared expectation of what the firm can expect from me and what I can expect from the firm. She is the first one to tell me to go home if I’m still at work after 2pm!

My top tips

  • Be clear about what people can expect from you and when you will be available.
  • Be prepared to flex your arrangement when required (but no more than 10% of the time!).
  • Don’t belittle the importance of your flexible work arrangement – if you don’t value it and stand up for it, others won’t either.