1.
Wellbeing at Deloitte
The case for investment and Deloitte’s approach to wellbeing
May 2019

2.
A moment in time on the journey…
Workplaceawareness
Time
Actual engagement

3.
Deloitte’s organisational journey
2014-2017
• Mind was one of Deloitte’s charity
partner and this led to developing
the Workplace Wellbeing Index
• 2016/17 launch, Deloitte awarded a
Silver medal 2017, 2018 & 2019
March 2017
Publication of report on
the challenges faced by
employers
Feb 2019
Launch of ‘Thrive
programme’
20162013 2014 2015 2017 20192008 2018
October 2017
• Provided support for the
Independent Review
‘Thriving at work’
• Publication of supporting
report
Oct 2013
CEO signs the ‘Time to
change pledge’
Nov 2016
‘This is me’
videos
2008
John Binns starts
Mental Health
champions

4.
4
Thriving at work

5.
Deloitte support to the ‘Thriving at work review’
Building on the support previously given to Mind, we were asked
three questions to support the Stevenson / Farmer review
Note: In this document, ‘mental health’ is used to represent ‘mental ill health and wellbeing’ – i.e. including both
mental health disorders and stress
Question 1
What is the cost of
mental health to
employers?
Canada and Australia
are the most advanced
countries with very
robust
mental health intervent
ion frameworks and
resources.
Question 2
What is the ROI
from mental health
interventions?
Question 3
What can we learn
from international
examples?
We have estimated
the cost of mental
health to be between
£33bn - £42bn.
Our research has
found that ROI
for mental health
interventions
ranges from
0.4:1 to 9:1.

6.
© 2017 Monitor Deloitte. Private and confidential.6
Costs to businesses
Absence cost
£8bn
Presenteeism cost
£17bn - £26bn
Turnover cost
£8bn
Total cost to employers of £33bn - £42bn (including £1bn self-employed absence cost)
20142009 2010 201620122011 2013 2015
Reported days lost due to
mental ill health, rising at a
CAGR of 2.5% 2009-2016
The average cost per employee per annum, of
presenteeism, is higher and has grown faster than
that of absenteeism
2014201220082006 2010 2016
Absenteeism
Presenteeism
20142004 2006 20122008 2010 2016
The median rate of labour
turnover (%) rose to
16.5% in 2016
Sickness absence days lost per worker,
per year (ONS and CIPD data)
2005 2010 2015 2020
ONS
CIPD
19%17% 37%26%
Yes - and took time off
Yes - but haven’t taken time off
Other
No
Absenteeism due to Poor Mental Wellbeing
- % of total respondents (N = 15,022) - 6%
0%
2%
4%
GAD Depression
20142007
Prevalence of common
mental health problems

7.
Whilst the private sector drives the majority of costs, mental health is
more costly per employee in the public sector
© 2017 Monitor Deloitte. Private and confidential.7
Cost to employers by sector
Public Sector: £8.4bn - £10.2bnPrivate Sector: £24.2bn - £32.0bn
£ 1,483
Public
administration,
defence,
social security
£ 2,174
£ 1,795
Other
public
services
Health
£ 1,794
£ 1,590
£ 1,316
£ 1,501
Education
£ 1,817
Public Sector - High Estimate
Public Sector - Low Estimate
Information &
communication
£ 1,421
£ 989
£ 1,313
£ 841
Hotels,
catering
and leisure
Transport,
distribution
and storage
Other
private
services
£ 1,172
£ 1,439
£ 1,531
Retail and
wholesale
£ 777
£ 932
£ 497
£ 2,564
£ 2,017 £ 1,998
Professional
services
Finance,
insurance
and real
estate
£ 1,473
Private Sector - Low Estimate
Private Sector - High estimate
Per-employee cost – private sector
Average cost per employee:
£1,119 - £1,481
Per-employee cost – public sector
Average cost per employee:
£1,551 - £1,877
Total cost: £33bn - £42bn
£1300
£1,714

8.
Return on investment
Based on a systematic review of the available literature, the return on investment for mental health
interventions range from 0.4:1 to 9:1, with an average ROI of 4.2:1

9.
9
0
8.4
0.8
AwarenessROI
9
0
6.0
1.4
ProactiveROI
9
0
5.0
0.4
ReactiveROI
An employee journey
A health, life or
work event
impacts the
employee
Mental health
awareness
Decision to
present
Proactive
mental health
support
Reactive mental
health support
Employee
leaves
Employee stays
£17.6bn –
£27.2bn
£7.9bn
Decision to
absent
£8.1bn

10.
10
The Future of Work

11.
7
Disruptors
Technology is everywhere
6.0 billion+
smartphones in the world by 20201
AI, Cognitive
Computing, Robotics
$500,000 in 2008
$22,000 today5
Exponential increase in
data
9x more in last 2 years2
Major enabler of machine learning
Jobs vulnerable
to automation
35% UK
47% US
77% China6
Diversity and
generational change
Millennials 50%3
25% global pop in Africa by 2050 5
Longevity Dividend– 50 year careers4
Explosion in
contingent work
US Contingent workers
40% by 20207
Change in nature of a career
2.5 – 5 years: Half-life of skills
4.5 years: Average tenure in a job8
1. https://www.cnbc.com/2017/01/17/6-billion-smartphones-will-be-in-
circulation-in-2020-ihs-report.html
2. https://www-01.ibm.com/software/data/bigdata/what-is-big-data.html
3. Annual Global Millennial Study,
https://www2.Deloitte.com/uk/en/pages/about-Deloitte-
uk/articles/millennial-survey.html
4. https://www.newscientist.com/article/mg23130810-800-the-100year-life-
how-should-we-fund-our-lengthening-lives/
5. https://www2.deloitte.com/content/dam/Deloitte/il/Documents/human-
capital/Thriving_in_times_of_digita_disruption.pdf
6. http://www.oxfordmartin.ox.ac.uk/downloads/reports/Citi_GPS_Technology
_Work_2.pdf
7. Intuit 2020 Report: Twenty Trends that will Shape the next Decade
https://http-
download.intuit.com/http.intuit/CMO/intuit/futureofsmallbusiness/intuit_20
20_report.pdf
8. https://www2.deloitte.com/content/dam/Deloitte/global/Documents/Huma
nCapital/dttl-hc-english-opentalenteconomy.pdf
The future of work & resilience | Deloitte | November 2018
Unprecedented change is driving new opportunities for how work
gets done – and new challenges to resilience

12.
Problem Sensitivity
The ability to tell when
something is wrong or is
likely to go wrong
Deductive reasoning
The ability to apply general rules to
specific problems to produce answers
that make sense
Critical Thinking
Using logic and reasoning to identify
the strengths and weaknesses of
alternative solutions, conclusions or
approaches to problems
Monitoring
Monitoring/assessing performance of yourself,
other individuals or organisations to make
improvements or take corrective action
Active Listening
Giving full attention to what other people are
saying, taking time to understand the points
being made, asking questions as appropriate,
and not interrupting
Social perceptiveness
Being aware of others' reactions and
understanding why they react as
they do
Judgement and decision-
making
Considering the relative costs
and benefits of potential actions
to choose the most appropriate
one
Customer service
Knowledge of principles and
processes for providing customer
and personal services
Complex problem-solving
Identifying complex problems and
reviewing related information to
develop and evaluate options and
implement solutions
64
The future of work & resilience | Deloitte | November 2018
Due to the changing nature of work, some skills will become
more important in the future

13.
• Conceptualising possibilities in a
virtual world
• Adapting to constantly shifting power
and influence
• Tolerating an environment of risk
and ambiguity
• Handling ever-increasing cognitive
complexity
• Collaborating with ease across many
different teams
• Showing resilience in the face of
constant change
• Thinking divergently about new
ways of doing things
• Valuing the contribution of new work
partners and different interest groups
• Being brave in challenging how
things are being done
• Making decisions quickly without all
of the information
• Investing huge amounts of energy
into getting things right; try, fail, try
again
• Having the confidence to take the
lead in driving change
THINK Differently
Cognitive Behavioural Emotional
REACT DifferentlyACT Differently
The future of work & resilience | Deloitte | November 2018
Leaders will need to think, act and react differently

14.
14
Resilience

15.
What the statistics tell us…
 61% of employees have generally felt happy at work in the last month
 Half have felt anxious on several occasions
 66% of employees have experienced a mental health problem
 73% of employees have experienced poor mental health at their current job, but only half
of them have disclosed this
 Physical and mental health are not at parity – 60% of employees said they would
always go to work when experiencing poor mental health, but 27% of employees said
they would always go to work if they were experiencing poor physical health
*Statistics above are taken from the 2017/2018 workplace wellbeing index, which included 43,00 employees across 74 organisations
The future of work & resilience | Deloitte | November 2018

16.
But when employees disclose a mental health problem, 43% said
it led to their situation getting better, while half said it remained the
same….which means there is a case for supporting mental
health and wellbeing for that matter in the workplace.
The future of work & resilience | Deloitte | November 2018

17.
Information from EAP (Advice Line) reporting
16
20
12
37
292
12
14
22
66
270
398
941
30
122
109
233
19
370
36
12
18
475
Anger
Disciplinary
Mid Life
Addiction
Tax
Bullying/Harassment
Self-esteem
Debt
Other Diagnosed Mental Health…
Concern of Other
Individual Event
Separation/Divorce
Impact of Mental Health of…
Family
Concerns Over Own Health
Partner
Low Mood
Bereavement
Service Enquiry
Depression
Work Related Stress
Anxiety
Work Trauma Service Enquiry Self Identity Relationships
Physical Health Mental Health Life Event Financial
Top 20 Counselling Call categories (firm-wide) 2017
What do our staff tell us they are dealing with?

18.
Individual Team
Organisation
Purpose
Connection & Fulfilment
Body
Physical Health & Wellness
Workplace
Organisational Context
Mind
Mental & Emotional Wellbeing
The future of work & resilience | Deloitte | November 2018
What is “Workplace Health & Wellbeing”?

19.
The future of work & resilience | Deloitte | November 2018
Identifying people within the
business that can support
wellbeing related initiatives –
most commonly used around
mental health. Training and
education such as mental
health & first aid provided to
support these roles.
Leadership led initiatives
Delivering a consistent
experience to support across the
business and set the tone from
the tone.
e.g., Mental Health Pledge
(CMHA, Deloitte), Wellbeing
pledges, education / training for
leaders, strategy setting, etc.
Education &
Engagement
Learning and development
that is focused on educating
and supporting employees on
all aspects of wellbeing.
Leveraging experts across
the various fields to deliver
courses on stress
management, resilience,
wellbeing, nutrition, etc.
Conducting open forum and
panel discussions, as well as
events on key and relevant
topics, e.g., Deloitte’s Life
café series.
Champions
Survey’s & data
collection
Leveraging various platforms
to take the pulse of the
business, understand the
current state, etc.
e.g., engagement survey’s,
data collection on EAP line
usage, happiness survey’s,
Mind Index and other industry
related survey’s, etc.
Technology & Tools
Apps, intranet hubs and other things
alike that engage our employees in
and around key wellbeing topics and
provide tools / support.
e.g., Company specific intranet hubs
and apps, headspace, CALM,
GYMPASS, Counselling Apps, Advise
lines, etc.
Campaigns
Campaigns that ask important questions,
bring prominent topics to light and open
conversations
e.g., This is Me (Deloitte), BE (Large
South African Bank), ME (Global
Professional Services Firm)
Our mechanisms to support a culture of workplace health and
wellbeing

20.
Deloitte wellbeing: Our core belief
“
”
When our people thrive, so does Deloitte and everyone we
work with.

21.
A snapshot of 2019 to date
c.1500 employees
reached through
curriculum
21 Courses delivered
11 Milestone programmes
delivered
240 books delivered through
#FlourishFinds
c.500 employees reached
through events
6 Life café’s
4 #FlourishFitness events
2 #FlourishFridays
9 Client Account
interactions (e.g.,
Burberry, Micro Focus,
Security & Justice, HM
Treasury, etc.
5 Internally focused discussions
resulting in supported
interventions
5 Externally focused
discussions where clients
were supported around their
wellbeing agenda
38 Champions
across Consulting
3 Training sessions provided
and 3 more to be delivered by
the end of FY19
5 Community sessions held
A growing number of
Communities within the
business
(e.g., Digital, Monitor, EA, Finance, HRT,
etc.)
On average participants of courses
feel 35% more confident in talking
about their mental health in the
workplace.
“What we are hearing in FY19”
Well done Deloitte. I am proud to tell
friends about how this company
cares about their employees.
There are still a high number of
people in the business who do not
feel supported from a wellbeing
stand point (about 50% of our
event and course participants say
that) – Working practices are still at
odds with wellness principles:
working through lunch, long hours,
after-work drinking.
Increased demand for equipping
practitioners with the skills to have the
conversations surrounding wellbeing (e.g.,
grade leads, project and team leaders,
coaches, QAPs, leadership, etc.), especially
with the challenges faced by our Junior
Talent pool.
This is so
great….I WANT
MORE!
This needs to be
compulsory for Leadership
– on average participants of
activity are Brightstarts
through to Manager, with
hardly any Partner and
Director participation.
We need access out in the regions.
Thanks for looking
after us!

22.
Other than as stated below, this document is confidential and prepared solely for your information and that of other beneficiaries of our
advice listed in our engagement letter. Therefore you should not, refer to or use our name or this document for any other purpose, disclose
them or refer to them in any prospectus or other document, or make them available or communicate them to any other party. If this
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apply to the details of that arrangement (for example, for the purpose of discussion with tax authorities). In any event, no other party is
entitled to rely on our document for any purpose whatsoever and thus we accept no liability to any other party who is shown or gains access
to this document.
© 2017 Deloitte MCS Limited. All rights reserved.
Deloitte MCS Limited is registered in England & Wales with registered number 1906410. Registered office: Hill House, 1 Little New Street,
London, EC4A 3TR.
Monitor Deloitte refers to Deloitte MCS Limited, a subsidiary of Deloitte LLP, the United Kingdom member firm of Deloitte Touche Tohmatsu
Limited (“DTTL”), a UK private company limited by guarantee, whose member firms are legally separate and independent entities. Please
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