Finance Monthly - January 2022

20 Finance Monthly. Bus i ne s s & Economy adopting technology solutions to enable seamless collaboration; and adapting to meet fluctuating business needs. It also may encompass other approaches, such as abbreviated or flexible work hours or working longer, but fewer days each week. The Deloitte approach to flexible working puts trust in our people to manage the actual day-to-day balance of where work is done while ensuring quality andmeeting clients’ needs. We understand that in-person connections are important in building long-term relationships with our people and our clients. So, we are intentional about how we meet to accelerate personal growth, development, and wellbeing, build our culture, and allow us to harness the power of collaboration. We will also continue to leverage our diverse workspaces and investment in world-class Deloitte University campuses to facilitate in-person moments that matter. What benefits has Deloitte seen since making the change? We’ve seen many benefits to our flexible working approach, including a positive impact on the attraction, retention, and advancement of women and also, more widely, parents and caregivers of all genders; it also includes a positive impact on the well-being of our professionals, better enabling them to balance priorities inside and outside work. But we know that the benefits of getting flexible working right go beyond this. Over the past few years, our Millennial and Gen Z Survey has shown that younger generations are overwhelmingly in favour of having more flexibility. And the pandemic has only accelerated this trend—a quarter of millennials and 22% of Gen Zs said they would like to work in the office “a little to a lot less often” than they did pre-pandemic. Flexible work can also help advance progress towardDeloitte’s environmental sustainability