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#Deloitte touche tohmatsu limited full#
to be based on the time they spent working and not on the full year and contribution they “could have made”Įncouraged women with young children to work from home – with no negative backlash – and offered the necessary technologyĮncouraged men to take paternity leave as one step toward improved work-life balance Revised performance evaluations for women returning from maternity leave, sick leave, etc. In creating greater flexibility and equal measures for all employees, Taj:AARedefined old measures of success making everyone is eligible for part-time work, and they introduced part-time partners and encouraged men to take time with their families – with the CEO leading by example and bringing his children to school Taj took these steps, among others, from design to implementation:ĭemonstrated a CEO-down commitment to gender diversity, inclusion and flexibility AaaEnsured near 50/50 representation of women and men at the table when important hiring, promotion and strategy decisions were made.
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Taj made the business case for gender diversity clear – fairness and respect are consistent with making a profit – and gained top management’s commitment to culture change, including greater work-life flexibility, career and marketplace coaching for women, and tracking gender equality progress by top leadership.
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The lobbying firms included Barbour, Griffith and Rogers, Clark & Weinstock, and Mayer, Brown et al.Taj is a leading French law firm specializing in tax and legal strategies. In-house lobbyists along with seven outside lobbying firms were used. The company spent $2,840,000 for lobbying in 2006. Quigley, Chief Executive Officer of Deloitte Touche Tohmatsu, is a Bush Pioneer having raised at least $100,000 for Bush in the 2004 presidential election.ĭeloitte gave $1,638,627 to federal candidates in the 2006 election through its political action committee - 25% to Democrats and 74% to Republicans.