archive-com.com » COM » P » PWC.COM

Total: 2203

Choose link from "Titles, links and description words view":

Or switch to "Titles and links view".
  • Supporting the corporate responsibility network: PwC
    PwC territory sites Leadership ladders Firms in the PwC network have different priorities in relation to CR Our global CR strategy provides a common vision for leadership but allows for flexibility in the pace prioritisation and localisation of activities To provide practical yet flexible guidance on strategy implementation for PwC firms we have developed leadership ladders For each focus area the ladders provide practical guidance and inspiration to progress from foundation level CR activities to CR leadership Each of the steps of the ladder considers four dimensions behaviour change strategy and policy measurement and engagement and impact assessment All PwC firms are expected to fulfil key elements of the Foundation Level while our 21 largest firms are expected to achieve all Foundation level indicators All PwC firms are encouraged to progress further particularly in areas they feel are more locally relevant The leadership ladders work alongside our Global Code of Conduct to which all PwC firms adhere Below we provide a summary of the type of guidance included in the leadership ladders Leadership Good practice Moving further Foundations CR is integral to the business strategy and is embedded into operational policies Demonstrates leadership in public debates on relevant issues acts as a catalyst for broader action CR performance metrics cover direct and indirect impacts along the business value chain and are integrated into management information Programmes include strategic partnerships and reflect a multi stakeholder approach Robust stakeholder engagement is in place with clear communication of outcomes Regular engagement in public debate on relevant issues Measurement and data systems are further developed and reflect leading global good practice methodologies Demonstrable progress on CR targets is achieved Strategic rationale for all programmes is in place which considers the results of stakeholder engagement Programmes are in place to improve the PwC firm s

    Original URL path: http://www.pwc.com/gx/en/about/corporate-responsibility/leadership-ladders.html (2016-02-10)
    Open archived version from archive


  • Our commitment to the UNGC: A letter from our Chairman
    clearly demonstrates the PwC network s commitment to the UNGC For the PwC Network CR is about creating value for clients people and communities and increasing the impact of activities We express the PwC network s strategic intent as Doing the right thing by behaving responsibly on issues that are central to our business and to society and Being a catalyst for change in the world around us by helping to solve some of the world s most important issues The greatest asset of the PwC network is our people and we believe that encouraging and engaging them in local CR efforts and in their communities alongside the work they do with their clients is essential to both the success of their own development PwC s impact and the wider societal CR issues Every day I see examples of PwC people applying their skills in ways that deliver measurable outcomes and create both business and social value These include specific CR activities the benefits we bring to society through the services we provide to clients every day and our approach to supporting responsible business For example in addition to the specific work with the UN mentioned above the range and variety of projects is astonishing Using our skills to support social entrepreneurs with mentoring training and financing Breaking new ground with clients as they address environmental responsibilities and Supporting the economic development of young people by improving their financial literacy skills On a broader scale we respect and support fundamental human rights and we work to guard against complicity in human rights abuses We are committed to reducing our environmental impact by actively integrating principles of good environmental management into PwC workplaces around the world PwC firms focus on results understanding that we can only manage and improve what is

    Original URL path: http://www.pwc.com/gx/en/about/corporate-responsibility/our-commitment-to-the-ungc.html (2016-02-10)
    Open archived version from archive

  • Corporate responsibility: Governance: PwC
    Mexico Middle East Netherlands Russia Singapore South Africa South Korea Spain Sweden Switzerland United Kingdom United States Complete list of PwC territory sites Governance PwC is a global network of separate firms owned and operating locally in countries around the world This structure provides PwC firms with the flexibility to operate simultaneously as the most local and the most global of businesses Find out more about how we re structured how we conduct business and govern ourselves Corporate responsibility at PwC is similarly governed at global and local levels and it runs right to the top of local and Network leadership Responsibility for local corporate responsibility ultimately rests with each Territory Senior Partner At the network level it is led by the Global Corporate Responsibility Board GCRB which is chaired by our Network Vice Chairman Richard Collier Keywood Our global corporate responsibility team works with local teams in each territory to provide support where required These corporate responsibility representatives collaborate with their local colleagues and others in similar roles across the world For example in PwC US Green Teams have been formed to drive behaviour change among employees in the application of environmental best practices at the individual office and market level Global Corporate Responsibility Board GCRB The GCRB comprises leaders from across the business corporate responsibility leaders from our Network and PwC sustainability subject matter experts In keeping with best practice the board also includes an external independent advisor The Board comes together every quarter to review performance and provide governance oversight input and direction to PwC s corporate responsibility global strategy in alignment with the overall business strategy and to be the forum for alignment across our network The Board also plays an important role in reviewing and setting the direction of Network CR reporting The Board members

    Original URL path: http://www.pwc.com/gx/en/about/corporate-responsibility/governance.html (2016-02-10)
    Open archived version from archive

  • Corporate responsibility: Stakeholders & materiality: PwC
    All and CR Reporting and Transparency We also co created the R SE Initiative together with the UN and participate in the UN CEO Water Mandate which launched the Corporate Water Disclosure Guidelines in 2014 We continue to work closely with the World Business Council for Sustainable Development WBCSD and were co chairs of Action 2020 the WBCSD s primary platform for helping businesses work towards a sustainable future Through these relationships PwC firms gain inspiration and insight from the work of others and share the wide experience of their people Engaging with stakeholders is also essential for each of the firms in the Network to understand their stakeholders needs and create the value they re seeking Below are some examples of how PwC firms are listening and responding to their stakeholders Clients A growing number of PwC firms clients are taking significant steps to incorporate the consideration of risks and opportunities related to CR into their business strategies and some are starting to make CR policy and performance a condition of doing business This is a trend we expect to continue and grow in the future Many PwC firms use relationship management processes and programmes of client activity including participation in industry and client forums satisfaction surveys and dedicated interviews to understand their clients needs and views on the CR agenda Employees Every year PwC conducts its Global People Survey to gauge our employees views on a range of issues including CR In FY14 77 of our people believed that PwC was taking appropriate steps to be socially responsible a small increase in the score from FY13 In terms of environmental stewardship the favourable responses increased from 68 to 69 However there is still progress to make here even though many individual firms do very well in this area

    Original URL path: http://www.pwc.com/gx/en/about/corporate-responsibility/strategy/stakeholder-engagement.html (2016-02-10)
    Open archived version from archive

  • Corporate responsibility: How we engage: PwC
    further examples of these activities Stakeholder group Types of engagement examples of activities undertaken by PwC firms Why we engage Examples of issues relevant to stakeholder group Partners our people potential recruits alumni Annual Global People Survey Employee focus group discussions Leadership meetings with our people Global Diversity Week PwC Professional leadership framework Supporting personal development through training e g leadership training CR specific training annual independence risk quality and ethics training CR communications e g CR newsletters hot topic webinar sessions Annual individual performance reviews Collecting feedback from the volunteering opportunities available to staff Graduate recruitment fairs CR specific speaking opportunities Alumni events and newsletters Annual reporting e g Global Annual Review CR website Internal and external social media platforms such as Spark Twitter Facebook LinkedIn Partners and employees Inform our talent strategy Greater wellbeing of our people Create a diverse and inclusive workplace Understand attitudes and change behaviours relating to corporate sustainability Set direction for business Confirm major Decisions Potential recruits Understand career motivations and job search behaviours of students perceptions of PwC Informing candidates about career choices to widen talent pool access to our professions Alumni Help alumni build professional and personal networks and keep up to date with business insights Part of broader relationship building Trust Governance and transparency Independence ethics and quality Enabling professional development of staff Staff engagement and retention Attracting the best talent Developing responsible leaders Integration of CR issues into core services Diversity and inclusion Community engagement Environmental stewardship Clients Management of ongoing client relationships Client satisfaction surveys Delivery of client engagements and proposals Audit committee meetings Participation in industry and client forums and events CR specific events and presentations Annual reporting e g Global Annual Review CR website Thought leadership reports publications and surveys Joint community and volunteering activities Understand client industry and business challenges Identify opportunities to improve our service and products Understand the role that corporate sustainability plays for clients Trust Governance and transparency Independence ethics and quality Client satisfaction Data security Embedding and delivering CR services Reputation Governments and regulators Management of ongoing public sector relationships Delivery of engagements and proposals to public sector clients Participation in expert forums advisory groups and standard setting bodies Responses to government consultations Thought leadership reports publications and surveys Conferences and speaking opportunities Annual reporting e g Global Annual Review CR website Ensure compliance with existing regulations Help shape new policies regulations and standards to co create a better regulatory landscape Trust Governance and transparency Independence ethics and quality Development of regulations policies and standards Tax reform Suppliers Regular dialogue with suppliers Supplier tendering process Supplier surveys and assessments Supplier workshops Local procurement policies CDP Supply Chain program Annual reporting e g Global Annual Review CR website Understand supplier concerns Mutual support to enhance quality of service in our supply chain Identify opportunities to collaborate Data security Anti corruption and anti bribery Human rights Diversity and inclusion Responsible ethical sourcing Employee health and safety Environmental stewardship NGOs NPOs Ongoing relationships and strategic

    Original URL path: http://www.pwc.com/gx/en/about/corporate-responsibility/stakeholder-engagement-how-we-engage.html (2016-02-10)
    Open archived version from archive

  • Quality, ethics and anti-corruption
    technical updates on fraud prevention and detection issues as well as the opportunity to meet periodically with other PwC Fraud Academy members to exchange knowledge ideas and experiences Our Global Code of Conduct our approach to ethics within the Network PwC s Global Code of Conduct nurtures a culture that supports and encourages all PwC people to behave appropriately and ethically especially when they have to make tough decisions The foundational elements of our culture are independence practices and compliance Our Code of Conduct demonstrates our values in action and includes a strict anti bribery standard that it is unacceptable for our people to solicit accept offer promise or pay bribes This is further supported by our Global Anti bribery policy and a confidential facility to allow our people to raise any concerns about ethics and business conduct We operate in a highly regulated environment and are ever diligent to make sure we remain compliant with the rules and regulations of our industry and our clients industries in the 157 continues in which we operate This is no small task and requires large teams that focus solely on compliance issues Our policies practices and culture support transparency within our business Each PwC firm s Territory Senior Partner signs an annual confirmation of compliance with certain Network standards These cover a range of areas including Independence Ethics and business conduct Assurance Advisory and Tax risk management Governance Anti bribery Data protection and privacy These are reviewed by others independent of the PwC firm in question and firms are required to develop a remediation plan if they are not in full compliance There are some common principles and processes to guide PwC firms in applying the PwC network standards Major elements include the way we do business sustainable culture policies and processes and quality reviews In particular objectivity is the hallmark of our profession at the heart of our culture and fundamental to everything we do Independence underpins objectivity and has two elements independence of mind and independence in appearance PwC firms reinforce both of these elements through a combination of setting the right tone from the top independent consultation on judgemental issues detailed policy requirements including prescribed processes to safeguard independence regular training and careful observance of independence requirements PwC s Global Independence Policy based on the International Ethics Standards Board for Accountants Code of Ethics for Professional Accountants contains minimum standards with which all PwC firms have agreed to comply These relate to assurance clients including the adoption of processes and safeguards designed to maintain independence from such clients PwC firms impose supplementary independence restrictions and processes by reference to local regulatory and ethical requirements when necessary Each PwC firm is required to have a partner responsible for independence matters supported by adequate and trained resources to support the relevant PwC firm and its people in complying with policy requirements This includes providing a resource to consult on policy interpretations and practice matters Training programmes on the PwC Global Independence

    Original URL path: http://www.pwc.com/gx/en/about/corporate-responsibility/ethics-and-quality.html (2016-02-10)
    Open archived version from archive

  • Corporate responsibility: Diversity and inclusion: PwC
    and inclusive business To be the number one professional services firm we need the best available talent to serve our clients and that means attracting developing and retaining a diverse set of skilled professionals Sponsored by Chairman of PwC International Dennis Nally our Global Diversity and Inclusion Leadership Network includes members from PwC firms around the world who are influential partners and subject matter experts We re encouraging open minds At PwC we start from the simple premise that talent has no age race gender or nationality Being open minded means one can adjust to different types of working styles Studies show that people make approximately 11 judgments within the first seven seconds of meeting someone new We all have blindspots we make assumptions often unconsciously that lead to conclusions that influence our behaviour We can get things wrong Blindspots are bad for business Our global diversity office implemented Open Mind a network wide training programme using innovative e learning video and face to face discussion sessions to help partners and staff reflect on how open minded they are We re creating career opportunities Our Global Mobility Programme not only boosts the delivery of increasingly high quality services to clients but also develops the cultural skills and international perspective of people across the PwC network We re reaching out to our communities Aspire to Lead our leadership series for women but open and useful for both women and men arms graduates with the skills they ll need to begin their careers with aspirations towards leadership PwC is also a signatory to the United Nations Global Compact UNGC principles on human rights labour environment and anti corruption Finally as a founding corporate sponsor of UN Women s HeforShe PwC is leading the conversation about getting men engaged in women s advancement We re creating leaders Genesis Park established in 2001 is an accelerated leadership development programme that turns top talent Senior Managers Directors into future global leaders It focuses on expanding creativity problem solving skills and an aptitude for working across cultures through real work and real life experiences supported by real time coaching We re creating better workplaces for our people starting with an ethical framework that helps us maintain trust across the PwC network supporting a culture that upholds integrity objectivity professional ethics and competence We re working with our people to build and promote diversity of thought which goes beyond visible differences such as gender race and age Many PwC firms also support their people in to achieve work life balance and offer support for personal charities or community activities through programmes such as matched giving See also International Women s Day Find out about our activities for 2015 UN HeForShe Movement Created by UN Women HeForShe is a global effort to engage men and boys in removing the social and cultural barriers that prevent women and girls from achieving their potential PwC is a proud support of this movement A great place to work in the UK

    Original URL path: http://www.pwc.com/gx/en/about/corporate-responsibility/diversity.html (2016-02-10)
    Open archived version from archive

  • Corporate responsibility: PwC Network Environmental Statement: PwC
    PwC network is not a corporate multinational and member firms don t and can t operate as if it were The firms that make up the Network are committed to working together to provide quality services to clients throughout the world By working together member firms comprise a vigorous global network with the flexibility to operate simultaneously as the most local and the most global of businesses Corporate Responsibility CR at PwC is similarly governed at global and local levels and it runs right to the top of local and global network leadership Responsibility for local CR ultimately rests with each Territory Senior Partner and at a global level CR is governed by the Global Corporate Responsibility Board GCRB which is chaired by our Network Vice Chairman In line with the Global CR strategy we have identified minimum suggested guidance for effective environmental management which member firms in the PwC network are encouraged to adopt to minimise the direct and indirect environmental impacts of their operations Many member firms perform well beyond the suggested minimum requirements and demonstrate leading environmental stewardship in their local markets PwC member firms are expected to comply with all regulations and any other environmental requirements to which they are subject and are encouraged to make the following commitments Continuously improve their performance and aspire to integrate environmental management good practice in business operations Use resources efficiently and minimise the generation of waste Consider environmental and social issues in the procurement of goods and services Consider environmental issues and energy performance in the acquisition design refurbishment location management and use of buildings Consider how to reduce the environmental impact of business travel PwC member firms are encouraged to Develop and implement a local environmental policy Provide Board level oversight and review of their environmental policies and

    Original URL path: http://www.pwc.com/gx/en/about/corporate-responsibility/environment/pwc-network-environmental-statement.html (2016-02-10)
    Open archived version from archive



  •