Published on March 24, 2014
1 FY13 US Corporate Responsibility Report Corporate responsibility begins and ends with our people. So who better to share our story? “I firmly believe that PwC’s success requires each one of our 39,000 people to drive our vision.” Read more Watch now Our CR story We believe that corporate responsibility is an integral part of who we are as a firm. So, who better to tell our story than our own people? Our value chain As a professional services firm, we don’t have a typical value chain. Ours revolves around our people. Watch to learn more. Our CR blog Join the discussion and share your stories and strategies – on our CR blog Our CR blog Our performance Key performance indicators CR blog “” Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
2 Where we stand Operating responsibly is quite simply the right thing to do and is also the key to our long term success. In this section Chairman’s message Firm governance and management CR strategy and governance Materiality analysis Stakeholder engagement About PwC About this report “I couldn’t be more proud of our partners and staff for the impact they have made in our communities.” Chairman’s message CR strategy and governance Our CR strategy aligns with the firm’s priorities to differentiate our brand in the marketplace, drive operational efficiencies and engage our people. Read more About this report This report is aligned with the Global Reporting Initiative’s (GRI) G4 guidelines. Read more Read more Stakeholder engagement We see stakeholder engagement as a vital element of continuous improvement. Read more Materiality analysis We look at our entire value chain and assess and prioritize our material topics. Read more About PwC The U.S. operations of PwC comprise approximately 39,000 diverse, vibrant, and talented individuals working from 80+ offices across the country. Read more staff in 80+ offices across the U.S. 39,000+ Read more What does responsibility mean to us? Watch our video About this report Materiality analysis Stakeholder engagement Firm governance and management Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
3 Chairman’s message The world is changing rapidly. Accelerating urbanization. Demographic shifts. Climate change and resource scarcity. Shifts in global economic power. Technological breakthroughs. Each of these alone will push business and industry to adapt. Taken together, they require our firm and our clients to be more resilient and more flexible in the ways we operate. Uncertainty is the new normal. While these megatrends may pose substantial challenges, they also present big opportunities for our firm and for the stakeholders we serve. Our firm’s vision, however, has not changed. We are focused on making a difference for our clients, our people, the capital markets, and our communities by helping them unlock their potential and create lasting value. We push ourselves to set the standard in quality and lead the profession. We know being a responsible leader also provides us an opportunity to inspire our people through our actions, and we want them to be proud of the organization they chose to grow their careers. And we know the reputation we have built in the marketplace allows us to sustainably grow our firm, hire the very best people, and invest for tomorrow. This past year was a strong one for our business as well as for our efforts around Corporate Responsibility. For example, in FY13 we increased the number of volunteer hours our people are giving in our communities by 90%. Many of these volunteer hours were in support of Earn Your Future (EYF), our five-year commitment to improve financial literacy among young people and financial training for educators. In our first full year of this effort, our people generously gave of their time and skills, delivering close to 150,000 hours. We’ve worked hard in FY13 to establish an infrastructure and the relationships needed to succeed in our EYF efforts long term, and are looking forward to building upon those foundations in FY14 and beyond. Our FY13 efforts were solid and I couldn’t be more proud of our partners and staff for the impact they have made in our communities. The feedback from the students and educators has been tremendous. Our pro bono efforts continued to gain steam this past year, having exceeded our $10 million stated goal by nearly 40% and delivering nearly $2.3 million to organizations focused on youth education. In FY14, we are looking to find ways to increase the scale of our engagement so even more of our people can participate. We’re also making progress in managing our carbon footprint. This year, we met our FY16 30% absolute carbon footprint reduction goal with increased efforts on the part of our people and through the use of renewable energy certificates. Our next challenge is to continue building on our achievement as we seek to grow our business. “I firmly believe that PwC’s success requires each one of our 39,000 people to drive our vision. Getting everyone to understand what’s important to the firm – from our values and behaviors to our services and our approach to the marketplace – helps us serve our clients better. It also makes our people better at what they do. And developing better leaders is good for everyone.” Bob Moritz, Chairman Our commitments Find out what being responsible means to us in the words of our greatest asset – our people. Earn Your Future Our five-year commitment to youth education. Read more $10 million Committed in FY13 to supporting select non-profit organizations through our pro bono programs. Read more $50 million Our growth goal for the PwC Charitable Foundation by FY16. Read more Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
4 In the broader marketplace, FY13 saw the launch of our Investor Resource Institute, aimed at providing insights and perspectives on the capital markets. We are also seeing increased dialogue between our firm, our peer firms, and regulators on matters such as audit quality. Whether it’s EYF or delivering our expertise to the companies we serve, our people are at the heart of our strategy. We want to maintain a culture that attracts the top talent by providing them with the coaching and real-time feedback necessary to grow their careers, an inclusive and caring environment that supports their ambitions, and the flexibility and options they want at every stage of their lives and careers. As a result of our commitment to our people, our internal people engagement survey score in FY13 was the highest since we began tracking the engagement index in 2006. We’re doing well and improving, but we have a lot more work to do, especially around flexibility. I firmly believe that PwC’s success requires each one of our 39,000 people to drive our vision. Getting everyone to understand what’s important to the firm – from our values and behaviors to our services and our approach to the marketplace – helps us serve our clients better. It also makes our people better at what they do. And developing better leaders is good for everyone. I encourage you to read about these efforts and much more about Corporate Responsibility at PwC in the pages of this online report. I believe one of the most important attributes of a leader is the ability to listen. I welcome your feedback on how we could do even better. Sincerely, Bob Moritz, U.S. Chairman and Senior Partner, February 2014 100% We encourage 100% participation by our people in CR activities. Read more 30% Overall carbon reduction goal by FY16. Read more Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
5 Firm governance and management Board of Partners and Principals The Board of Partners and Principals (the “Board”) is the highest governance body of our firm. The Board is responsible for the overall strategic direction of the firm and approves the firm’s philosophy, policies, and direction. The Board’s authority generally extends to approving the firm’s long-range strategies and business plans, as well as major financial commitments, major transactions, and other matters that could significantly affect the scope or expansion of the firm’s practice and business, and oversight of management. The Board also has authority over other matters including firm governance, matters related to the firm’s partners and principals (referred to hereafter collectively as “partners”), and certain financial matters such as the firm’s capital and the manner in which partners participate in firm profits. The Board currently has nine standing committees: • Accounting and Auditing Practice • Admissions • Clients • Finance • Governance • Management Evaluation and Compensation • Partner Affairs • People • Risk Management, Ethics, and Compliance The Board and its standing committees receive regular presentations from management on all aspects of the firm’s operations, including its compliance with applicable laws, regulations, standards, and codes of conduct. The Board is comprised entirely of active partners. Under the firm’s Code of Conduct and in order to avoid possible conflicts, partners and employees are generally restricted from accepting directorships, other similar executive appointments, or membership in a supervisory or advisory board in for-profit organizations. In addition, the firm has implemented a number of policies and risk management standards that address conflicts of interest, and ethics and compliance. Reflecting the private nature of the partnership, there are no independent (i.e., external) Board members. As all Board members are partners, they are intimately familiar with the operations and business of the firm. Potential Board candidates are subject to a comprehensive nominating process that has as its goal the selection of candidates who possess the best qualifications, experience, and personal attributes to be Board members. The nominees are then subject to election by the entire partner group, who are able to make their own assessment of the qualifications and expertise of the various nominees to serve as Board members. Senior Partner and Board Lead Director The partners of PwC elect a Senior Partner. The Senior Partner manages the practice and business of the firm, and proposes strategic initiatives for the firm. The Senior Partner also appoints partners to assist in firm management. The roles of the Board Lead Director and Senior Partner are separate and filled by different people. The Lead Director functions as the lead director of the Board and the Senior Partner functions as the Chairman and chief executive officer of the firm. Neither the Lead Director nor any other member of the Board, other than the Senior Partner, may designate others to assist in the management of the firm. Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
6 U.S. Leadership Team (USLT) and Extended Leadership Team (ELT) In addition to the Senior Partner, the U.S. Leadership Team (USLT) consists of approximately 15 partners, who were appointed by the Senior Partner. The USLT has reviewed and approved this report. The Extended Leadership Team (ELT) is a broader set of market, sector, and business unit leaders who serve as an extension of the USLT in carrying out the day-to-day operations and strategy of the firm. Partners and principals Overall, partner profit allocation is based on firm performance, including the firm’s success in executing on its strategy, with particular focus placed on evaluating partner performance in four primary areas: people, quality, partnership and teamwork, and profitable growth. Corporate responsibility (CR) is not directly reflected as a separate component of an individual partner’s evaluation, but its priorities are embedded throughout the overall firm strategy. The “shareholders” of the firm are the partners. There are multiple two-way communications between the Board and the partners; for example, regular written communications to all partners on the Board’s ongoing activities and meeting proceedings, the Board Outreach program (i.e., meetings of individual Board members with smaller groups of partners, including sessions at partner meetings), and partner webcasts. Also, governance mechanisms such as Board elections and other partner voting events provide opportunities for partners to provide direction on firm matters. While our firm leadership and Board are responsible for approving certain major decisions, our people have an impact on the firm’s strategy and direction. Throughout the year, our employees provide feedback to leadership, using several different forums and vehicles to voice their questions, suggestions, comments, and concerns to various levels of management. We are committed to building a culture in which our people feel comfortable speaking up, and use their candid feedback to help guide our firm’s strategy. Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
7 CR strategy and governance We are all witness to the big shifts that our society must face – the issues have become more complex, becoming intertwined with global and economic challenges. To maximize the impact that the firm can have on these sizable issues, drive greater operational efficiencies and further define our brand in the marketplace, we focus our CR efforts on three societal themes – youth education, climate change and social inclusion. And in order to succeed on our strategy, we are marshalling our resources for greater impact through our core CR commitments – Earn Your Future, pro bono, and carbon reduction. By demonstrating the collective impact of all 39,000 partners and staff, we can meaningfully impact our people, clients and communities, and demonstrate that CR is not only the right thing to do, but part of what defines who we are in every facet of what we do. Our CR team To bring our commitments to life across the firm, we have a dedicated CR team of 12 professionals. The team develops strategy and initiatives, monitors key CR performance indicators, and reports progress to both market and firmwide leadership teams. Based on periodic reviews of progress, we readjust our goals and approaches to achieve greater impact. The CR team is led by a partner, who reports to the Markets, Strategy and Stakeholders leader, a member of the USLT. Globally, corporate responsibility at PwC is guided by the Global Corporate Responsibility Board (GCRB). The GCRB is comprised of the CR leaders from our largest member firms (the U.S. firm provides two participants), regional CR leaders, and sustainability subject matter professionals from our Assurance and Advisory practices. In keeping with standard industry practice and as a means of gaining additional insight, an external independent advisor also sits on the GCRB. The role of the GCRB is to provide governance, input, and direction to the global PwC CR strategy in alignment with PwC’s overall business strategy and to provide a forum for CR alignment across the network of member firms. The GCRB convenes quarterly and conducts one in-person meeting a year. “We need to challenge ourselves to think beyond incremental change. We need radical, breakthrough innovation that addresses trends impacting not only us, but generations to come.” Shannon Schuyler, Partner, U.S. Corporate Responsibility Leader Earn Your Future Delivering pro bono Carbon reduction Engaging our people PwC Charitable Foundation GRI G4 reporting Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
8 Materiality analysis Reporting on what is material to a company is the foundation for building a GRI report. As such, the contents of this report have been shaped by our materiality analysis, which satisfies the GRI principles for defining report content, sustainability context, materiality, completeness, and stakeholder inclusiveness. To determine which topics are material to stakeholders and the firm, we first defined PwC’s value chain, identified key stakeholders at each stage of that value chain, and then identified issues of concern to PwC’s stakeholders to develop an initial list of material topics. We reviewed the list for completeness and validated our assumptions by performing targeted engagement and research, applying the various “tests” provided by GRI. We then assessed the significance of the issues to determine which sustainability topics passed the materiality threshold and mapped those sustainability topics to the GRI aspects. Explore our interactive graphic to learn about our materiality analysis process and results: Business performance Creating economic value for our partners, staff, and other stakeholders. GRI aspect(s) • Economic performance Boundary The primary impacts of business performance occur within PwC. However, indirectly, stakeholders outside the organization including PwC’s clients, suppliers, regulators and communities where we live and work, can also be impacted. Key stakeholders • Partners and staff, current and prospective • Regulators, standard setters, and professional bodies • U.S. firm clients • Suppliers • Communities and NGOs • Retired partners and alumni • Investment community Hiring people Maintaining a steady pool of incoming talent to build our workforce today and for the future. GRI aspect(s) • Market presence Boundary The primary impacts of hiring people occur within PwC as we build our workforce, but our ability to attract high-caliber employees is relevant to the quality we are able to deliver to our clients. Key stakeholders • Partners and staff, current and prospective • U.S. firm clients • Communities Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
9 Growing people Cultivating a diverse workforce that has opportunities for professional and personal growth through learning and engagement. GRI aspect(s) • Employment • Training and education • Diversity and equal opportunity Boundary The primary impacts of developing our people occur within PwC and help us ensure we maintain the quality of our people. However, the knowledge, competence, and integrity of our workforce also have an impact outside the firm on our clients and on the investment community more broadly, as we develop people who are equipped to enter the workforce and are prepared for the challenges of an evolving marketplace. Key stakeholders • Partners and staff, current and prospective • Regulators, standard setters, and professional bodies • Retired partners and alumni • U.S. firm clients • Investment community Communities Engaging our people to create meaningful, long-term value for our local communities and society more broadly. GRI aspect(s) • Local communities Boundary The impact of this topic is largely felt outside our organization in the communities in which we live and work as we strive to impact the workforce of tomorrow through our Earn Your Future commitment. We also find helping our people engage in meaningful community activities has positive impacts in our organization because it deepens the commitment of our employees to our firm. Key stakeholders • Communities and NGOs • Partners and staff, current and prospective Customer privacy Protecting and securing confidential information of our clients. GRI aspect(s) • Customer privacy Boundary The impact of this topic occurs primarily outside our organization, where breaches in confidentiality can affect our clients. Such breaches also negatively affect the firm’s brand, and confidence of the investment community. Key stakeholders • Investment community • U.S. firm clients • Partners and staff, current and prospective Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
10 Compliance Setting a tone and providing the systems needed for consistent ethical behavior, independence, and compliance with all legal and firm requirements. GRI aspect(s) • Compliance • Anti-corruption Boundary Providing services in compliance with all requirements is essential to the success of our business and integrity of our brand and therefore, to our employees. The integrity with which we conduct our business, in turn, is important to our clients; investment community; and regulators, standard setters, and professional bodies. Key stakeholders • Partners and staff, current and prospective • U.S. firm clients • Investment community • Regulators, standard setters, and professional bodies Greenhouse gas (GHG) emissions Understanding and managing our emissions as a way to contribute to addressing the challenge of climate change. GRI aspect(s) • Energy • Emissions • Transport Boundary Some of our GHG emissions occur under our operational control and others under the control of our employees. Our primary areas of impact are air travel, commuting and energy consumption in our offices. In each of these areas, we aim to manage between reducing our impact while maintaining the level of service and quality for our clients. The boundary of our GHG emission footprint is discussed here. Key stakeholders • Partners and staff, current and prospective • Suppliers • Communities and NGOs Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
11 Stakeholder engagement Stakeholder engagement is an important part of what we do as a professional services firm, as an employer, and as a member of broader society. In each of these roles, we use stakeholder engagement to help us seek continuous improvement. We are working to identify the important issues for our stakeholders, assess the effectiveness of our approach to engagement, and improve our impact over time. We have identified our primary stakeholders as those who have a significant interest in the actions and views of the firm, and whose actions and views are, in turn, of significant interest to us. Explore our interactive graphic to learn about our stakeholder engagement: Investment community Select engagement methods • Launched PwC’s Investor Resource Institute, which focuses on sharing PwC’s views on the many issues of interest to the investment community, including industry perspectives, reporting, accounting, auditing, corporate governance, and sustainability. • Conducted investor roundtables, focusing on sector-specific financial reporting issues and how the role of the auditor might be enhanced. • Hosted an annual conference for investors, aimed at providing a forum to exchange perspectives on a wide variety of topics. • Launched our first investor survey in order to learn more about what corporate reporting and governance topics are top of mind from an investor standpoint. • Engaged in dialogue with organizations that represent investors, including CRUF and CII. Value and outcomes achieved • Provided the information and perspectives of interest to the investment community. • Enhanced PwC’s understanding of investors’ views on a variety of topics. • Delivered “Our Focus on Audit Quality” report, to provide greater transparency about our audit practice and our focus on quality. CRUF: Corporate Reporting Users’ Forum CII: Council of Institutional Investors “Following the Golden Rule – do unto others as you would have them do to you – is both the right and the smart thing to do. And making the effort to consider different viewpoints and treating those views with respect goes a long way toward establishing and keeping trust.” Tim Ryan, Vice Chairman and Markets, Strategy and Stakeholders Leader Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
12 U.S. firm clients Select engagement methods • Interacted frequently with our clients throughout our engagements. • Conducted surveys and other outreach regarding PwC’s delivery of service. • Participated in regular meetings with audit committees during the course of our audit work. • Hosted periodic audit committee forums and roundtable discussions to engage in active dialogue around issues relevant to the group. Value and outcomes achieved • Valuable two-way dialogues during the course of our audit work with our clients and audit committees where we share our independent perspective on auditing, accounting, financial reporting, and regulatory developments. • Provided relevant insights to clients on how they can improve operations, controls, and other aspects of their business. • Developed thought leadership to inform audit committees and companies of matters important to their role, including corporate governance. • Enhanced our client service delivery based on feedback received. Regulators, standard setters, and professional bodies Select engagement methods • Participated and engaged in dialogue with regulators and standard setters such as the SEC, PCAOB, the FASB, and the EITF through meetings, seminars, and advisory groups. • Responded to feedback from regulators regarding our firm and the profession. • Contributed to various professional organizations such as the AICPA and the CAQ through leadership and membership roles in committees and subcommittees. Value and outcomes achieved • Obtained insights that help the firm to continuously improve audit quality. • Provided perspective on the various views and positions taken by these professional bodies with the objective of helping to improve financial reporting and audit quality. SEC: U.S. Securities and Exchange Commission PCAOB: Public Company Accounting Oversight Board FASB: Financial Accounting Standards Board EITF: Emerging Issues Task Force AICPA: American Institute of Certified Public Accountants CAQ: Center for Audit Quality Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
13 Partners and staff, current and prospective Select engagement methods • Issued leadership communications on our firm values and strategy, which actively solicited feedback. • Conducted our annual Global People Survey which provided an opportunity for our people to share their perspectives on the firm’s performance in various practice areas. • Encouraged and supported diversity by engaging partners and staff through involvement in affinity groups and external organizations such as NABA, ALPFA, and Ascend. • Interacted with students and faculty on campus and through various development programs. • Promoted an active dialogue during the interview process for both campus and experienced hires. Value and outcomes achieved • A high-performing employee population consistently focused on the values and goals of the firm, in particular with respect to quality in the performance of all professional services we provide. • Improved scores on our Global People Survey. • Improved attraction and retention, including diverse partners and staff. • Enhanced understanding by leadership of our people’s views. • Increased overall awareness of PwC on campus and acceptance rates of top candidates. NABA: National Association of Black Accountants ALPFA: Association of Latino Professionals in Finance and Accounting Retired partners Select engagement methods • Engaged in dialogue with a representative group of retired partners through the Retired Partner Committee. • Delivered periodic communications from our senior partner to our retired partner community. • Provided access to information and updates through a dedicated Retired Partner Portal. • Promoted connectivity between active partners and retired partners in local markets. Value and outcomes achieved • Received formal and informal input from retired partners on matters affecting them as a constituency. • Leveraged retired partners’ experience and skill sets on matters such as recruiting, business development, client relationship matters, and corporate responsibility activities. • Informed retired partners of firmwide matters. Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
14 Alumni Select engagement methods • Delivered monthly alumni electronic communications, providing updates on firmwide activities. • Offered access to continuing professional education (CPE) webcasts. • Provided seasonal networking opportunities for key alumni segments. Value and outcomes achieved • Informed alumni of firmwide updates and activities relevant to them. • Increased network opportunities for alumni. • Helped alumni maintain professional credentials. Suppliers Select engagement methods • Engaged with diverse suppliers at key conferences and events sponsored by organizations such as the National Minority Supplier Development Council and Women’s Business Enterprise National Council. • Conducted our annual supplier survey to understand their corporate responsibility performance and priorities. Value and outcomes achieved • Built relationships with minority- and women-owned business enterprises (MWBEs). • Assessed compliance with PwC’s vendor code of conduct and the United Nations Global Compact principles. Communities and NGOs Select engagement methods • Volunteered in our local communities through firm-sponsored programs, such as Earn Your Future. • Delivered pro bono services to select non-profit organizations. • Engaged with key organizations aligned with our areas of focus of youth education, diversity and inclusion and climate change. • Participation by our partners and staff on non-profit boards. Value and outcomes achieved • Established stronger relationships with key non-profit organizations, schools and community leaders. • Helped strengthen the mission of non-profit organizations. • Engaged 500,000 students and 18,000 educators through Earn Your Future efforts. • Participation of nearly 71% of our people in volunteer, charitable and other CR activities. Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
15 About PwC PwC is part of a global network of firms connected through membership in PricewaterhouseCoopers International Limited (PwCIL). Our firm has a longstanding history of delivering exceptional services to our clients and providing an incomparable professional experience for our people. Today, the PwC global network of firms is made up of over 184,000 partners, principals, and staff operating in 158 countries across the world. The U.S. operations of PwC, the focus of this report, comprise approximately 39,000 diverse, vibrant, and talented individuals working from 80+ offices across the country. Services Our firm is organized around our services, industries, and geographies. Nationally, we have partners who lead our sector concentrations and our three core lines of service for Advisory, Assurance, and Tax. At the market level – where we most directly impact our people and clients – we are organized into 20 strategic markets, each of which is led by a market council, comprised of leaders from each of our core lines of service and a market managing partner (MMP). Our people work closely with our clients to deliver solutions tailored to the unique needs of the diverse industry sectors that we serve. We combine our unique perspectives, skills, and backgrounds to create innovative solutions to today’s business challenges. Our industry-focused professionals in the fields of assurance, tax, human resources, transactions, performance improvement, and crisis management help to resolve complex client and stakeholder issues. We also bring our experience and talents to help educational institutions, the federal government, non-profits, and international relief agencies address their unique business issues. 184,235 staff in 158 countries. 39,000 staff in 80+ offices across the U.S. Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
16 About this report This report is organized by our four CR areas of focus: Building Trust, Engaging our people, Impacting communities, and Managing our footprint. It aims to provide insight into our CR perspective, progress, and performance, and guide readers to other relevant content on pwc.com. To continue to advance our CR disclosure, we made significant progress in aligning our reporting with the Global Reporting Initiative (GRI) G4 Guidelines. The G4 Guidelines, issued in May 2013, represent a substantial step forward, helping organizations focus their reporting on their most material issues. We followed the guidance for reporting in accordance with G4 at the core level, including the preparation of a materiality analysis for the development of report content and indicator selection. However, because of a small number of omissions noted in the index here, we do not claim to be reporting in accordance with G4. More information on the GRI Guidelines and application levels is available at www.globalreporting.org. Reporting is an important way of strengthening ties with our stakeholders, and we welcome your feedback via our Contact Us page. Report boundaries PricewaterhouseCoopers LLP (PwC) is a Delaware limited liability partnership and is the U.S. member firm of the PwC global network of firms through its membership in PricewaterhouseCoopers International Limited (PwCIL). This report covers PwC’s U.S. operations in the U.S. It does not cover non-U.S. based operations that may be conducted by PwC subsidiaries, other members of the PwC network, or PwC U.S. operations outside of the U.S. This report covers our fiscal year 2013 (FY13), with some additional narrative around calendar 2013 initiatives, where appropriate. Our fiscal year runs from July 1 through June 30. During FY13, PwC completed a number of acquisitions, none of which were considered material to this report. Prior year data has not been adjusted to reflect the impact of entities acquired in FY13. The boundaries of the material aspects that drive our reporting are stated in the full GRI index. The boundary of our greenhouse gas footprint analysis is stated here. References in this report to “our firm” refer to the U.S. operations of PwC and references to “partners” include partners and principals. More information about PwC is available at www.pwc.com/us. You can read our FY13 CR summary in app or pdf Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
17 Building trust Despite shifts in our economy, the fundamental role our firm plays in the capital markets has not – and will not – change. For us, it is important to deliver quality, transparency, and integrity to the marketplace. In this section Demonstrating integrity Creating sustainable value Sharing insights Delivering pro bono Public policy Strategic collaborations Sharing insights Every day, we work with clients to tackle business issues, exchange ideas, and look ahead to new opportunities. Through our thought leadership, we share these diverse perspectives and continue the conversation. Connect with PwC thought leaders and their insights on the business issues that matter most. We purchase goods and services from approximately 6,500 direct suppliers that enable our people to carry out their work. 6,500+ suppliers “It’s great to be part of a team whose work with clients is helping to create a cleaner, more sustainable future for everyone.” Lauren Koopman, Director Creating sustainable value “We are trusted to bring quality and integrity to all that we do, especially in what we deliver to our clients and the marketplace every day.” Brian Ness, Partner Demonstrating integrity Delivering pro bono Sharing insights Strategic collaborations Public policy Read more Delivering pro bono PwC, and all the thousands of people who work with us, are part of a bigger, wider community. We have the opportunity to share our skills with non-profit organizations as a way of helping them make a real difference to society. Hours of pro bono delivered $10 million FY13 pro bono commitment Fee-waived projects 39,074 hours Loaned staff 3,116 hours Board seat participation 13,505 hours $14.0 million FY13 target exceeded Read more Creating sustainable value We’re a business that can make real difference in the capital markets. That’s why the quality of our work is paramount, and its accuracy and reliability crucial. Read more Strategic collaborations We collaborate with organizations aligned to our cause areas to deliver economic, social, and environmental value. Read more Public policy As a result of the diverse services we provide and the number of industries in which we operate, a broad array of public policy issues has the potential to impact the work we do. We work to educate and inform decision makers, as well as those who impact and shape public policy, on issues that directly impact our ability to bring value to the capital markets. Read more Demonstrating integrity Demonstrating integrity involves all facets of our business. Trust and transparency from our people, as well as our suppliers, are central to what we do and how we do it. Read more Read more Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
18 Demonstrating integrity In our business, trust is crucial. It is the foundation of every transaction, the backbone of every market, and speaks to reliability, confidence, and honesty. At PwC, demonstrating integrity is at the heart of everything we do – for the good of our business and for society as a whole. Our Codes of Conduct Our suppliers Breakdown of our suppliers by type Like many professional services firms, our supply chain consists of the goods and services needed to enable our people to carry out their work. We purchase major goods and services from approximately 6,500 direct suppliers. Human Capital 50% Property & Facilities 15% IT & Telecom 25% Marketing & Communications 5% Travel 5% 6,500+ suppliers In FY13, all of our partners and staff completed independence, ethics, and compliance training. Maintaining independence To promote trust in the marketplace, we must ourselves be trusted. In support of our commitment to integrity, we are governed by PwC’s global Code of Conduct and Our Standards, the U.S. companion to the global Code of Conduct. The Code is designed to guide us in upholding professional standards, mitigating corruption, and conducting our business responsibly and with integrity. Each of us at PwC has an obligation to know and understand not only the guidelines contained in the Code, but also the values on which they are based. We also have an obligation to comply with the letter and spirit of the Code and to help others do the same. All individuals are encouraged to ask questions and raise any potential concerns through appropriate channels, including the Ethics & Compliance HelpLine. Ethics training and compliance is an essential and mandatory part of the PwC experience, and, each year, all partners, principals, and staff must re-confirm their adherence to and knowledge and acceptance of PwC policies, including those pertaining to corporate responsibility. As our firm transforms how it delivers services to its clients and internally, we see a growing number of alternative labor sources (or non-U.S. firm employees) supplementing our teams. We created the U.S. firm Third Party Labor Code of Conduct to help govern and guide the work that these resources provide on behalf of the U.S. firm. We believe that these resources have an obligation to know, understand, and comply with the guidelines to handle firm and client information with the utmost care and conduct business within compliance with policies, regulations, and expectations that govern our work and professional conduct, as well as any contractually agreed upon arrangements. We also have a Supplier Code of Conduct that outlines the expectations we have of our suppliers. We see the Supplier Code as an opportunity to engage in a rich and sustained dialogue with our suppliers, helping us to leverage our purchasing power and encourage alignment of our corporate responsibility approach with theirs. Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
19 Maintaining independence Independence is fundamental to our ability to serve our clients and the public interest. It gives our clients, regulators, and the public confidence that we act with integrity and objectivity. We provide our partners and staff with robust systems and tools to manage their independence responsibilities, including a dedicated team of full-time independence specialists. This team is responsible for developing independence policies and guidelines, and for helping our client service teams maintain independence according to regulatory rules and requirements. A U.S.- based call center is available for guidance on personal independence questions and other compliance requirements. Partners and staff are also required to complete comprehensive course work around independence, ethics, and compliance on an annual basis. Questions involving independence compliance are generally identified by the affected partner or other professional and through the firm’s audits of individuals’ personal independence compliance. When we determine a matter of noncompliance exists, we address and resolve the matter promptly. Resolution includes discussing the matter with the audit committees of companies for which U.S. Securities and Exchange Commission (SEC) and Public Company Accounting Oversight Board (PCAOB) independence requirements apply. In FY13, we concluded, and the respective audit committees agreed, that none of the noncompliance matters we identified involving SEC and PCAOB independence requirements compromised our objectivity. Accordingly, none of those instances was of a nature that required us to resign (or caused the audit committee to ask us to resign) as the auditor. We have a dedicated call center to provide compliance guidance to our people 24/7. Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
20 Creating sustainable value Our position as a leader in our profession affords us both the opportunity and responsibility to make a positive difference in the marketplace. We realize everything we do – from the smallest interactions to the most public of statements – has the potential to make an important and lasting impact. Each and every day we ask our 39,000 people to interact with our clients in a way that helps them enhance and sustain the value of their business, for the benefit of stakeholders. That is why quality work is fundamental to delivering value to our clients, capital markets, investors, and other stakeholders. It is the basis on which we’re built. Sustainable Business Solutions Just as we see our corporate responsibility strategy as key to our ability to achieve important objectives such as attracting and retaining talent, containing costs, and driving revenue, many of our client organizations do as well. Our Sustainable Business Solutions practice engages with leading U.S. companies every day, providing a range of services to help them create and protect business value by more efficiently using natural capital, and building resiliency as the effects of environmental change take hold. Accurate and reliable financial information is critical to capital markets and to investor confidence. We believe our firm plays a key role in enhancing the reliability of financial information through the performance of financial statement audits and, where appropriate and allowable, the delivery of non-audit services that leverage our technical expertise and provide added value. For a closer look at how we view and approach quality, refer to Our focus on audit quality and our Transparency Report. “It’s great to be part of a team whose work with clients is helping to create a cleaner, more sustainable future for everyone.” Lauren Koopman, Director Our focus on audit quality Our third annual audit quality report continues to advance our goal of being transparent about how we deliver on our commitment to perform high-quality audits. Read more Transparency Report This report describes our legal structure and ownership of the firm, the PwC Network, our governance structure, internal quality control system. Read more Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
21 Sharing insights Working with diverse clients every day, we have the benefit of thinking about business challenges and opportunities from different perspectives. Thought leadership is our way of starting a dialogue to share those insights. Whether through formal papers, articles, digital channels like our 365 app, or face-to-face interactions, thought leadership at PwC is about exchanging ideas and exploring the issues that matter most to our clients. “There is so much expertise at PwC, and I love the challenge of making this knowledge accessible to our clients, through apps, online briefings, videos and more.” Angela Pham, Senior Associate 2013 Issue 3 A quarterly journal 06 The future of enterprise apps: Moving beyond workflows to mindflows 28 Technologies that enable mindful apps The future of enterprise apps: Moving beyond workflows to mindflows Isaac Sacolick CIO McGraw Hill Construction 46 The mindful CIO Can your supply chain deliver both growth and efficiencies? Highlights Companies that excel in supply chain performance see better financial results. Leading companies share distinct supply chain characteristics that set them apart from their competitors. These companies mobilize their entire organizations, starting with their top management, around their supply chain strategy. Industry leaders’ supply chain transformation initiatives are successful because these companies focus on developing capabilities and processes, which means they’re constantly improving. Companies recognize that in today’s global economy, their supply chains are both critical to success and vulnerable to disruption. The latest research shows there is far more to the story. The recently published McGraw-Hill book Strategic Supply Chain Management, Second Edition1 provides concrete evidence that supply chain performance and financial performance go hand in hand. A high-performing supply chain can add bottom-line efficiencies and top-line growth. That sounds like a tall order, but there are things you can do now to manage your supply chain as a strategic asset to boost performance and profitability. If you get your supply chain right, it will move your business strategy forward and set you apart from the competition. 1 The book is co-authored by Joseph Roussel, a partner with PwC France, and Shoshanah Cohen, director of the Global Supply Chain Management Forum at the Stanford Graduate School of Business. How is your supply chain responding to these challenges? 1. Serve new customers via new channels. Companies must react to consumers’ preferences across new channels, like mobile devices. For example, offer point- of-purchase options based on personalized preferences ordered in a single touch. Increased purchasing power in emerging markets is also forcing companies to approach market segmentation differently. 2. Adjust operations for new economic trends. Changes like rising labor costs in China and the shale gas boom in the US are leading companies to rethink their manufacturing and sourcing strategies. Such shifts usually require redesigning the supplier network to ensure quality and on- time availability. 3. React quickly to disruptive events. More than 60% of survey respondents said their performance indicators, such as delivery lead times and inventory levels, had dropped by 3% or more as a result of supply chain disruptions in the past year.2 Be it the financial crisis or natural disasters, you must be able to respond to crises faster and better than the competition. 2 PwC and the MIT Forum for Supply Chain Innovation, Making the right risk decisions to strengthen operations performance, 2013. September 2013 10Minuteson strategic supply chain management June 2013 Sometimes it’s hard to get beyond corporate buzzwords and see opportunity. For many company leaders that’s been the case with eco-efficiency—an idea that’s been around for more than two decades. Why should you pay attention now? Today’s economic realities continue to make cost containment a high priority. And leading companies have demonstrated that eco-efficiency works: You can contribute to the bottom line while reaching environmental goals. Companies can save money while reducing use of energy, transportation fuel, waste, water, forest products, and chemicals. At the same time they are focusing on the customer experience, improving the workplace, and reducing risk. As with any priority initiative, eco-efficiency starts in the C-suite. Here’s what to consider if you’re questioning how to get more from your company’s existing efforts. Two priorities, one approach Senior executives plan to focus on both economic and environmental issues in the coming year, according to our most recent CEO survey.1 The time is right for eco-efficiency because it can help leaders meet both goals. 1. Contain costs: Eight out of 10 respondents expect uncertain or volatile economic growth to persist, making cost containment high on the business agenda. With global demand for energy set to grow more than one-third between now and 2035, half of global CEOs (52%) say they are concerned about rising energy and raw material costs. 2. Reduce environmental impacts: 48% of global CEOs plan to increase their focus on reducing environmental impacts; 41% plan to increase their focus on measurement and reporting of sustainability and corporate responsibility performance. Lesscanbemore:betterforthe bottomlineandtheenvironment Eco-efficiencySustainability10Minutes series Eco-efficiency reduces costs. And there are broader benefits, too: a stronger brand, greater productivity, and mitigated risk. The C-suite decides how a business should value its eco-efficiency opportunities. Challenging your people and measuring what they achieve drives success. Metrics are the key to building stakeholder trust. Refining your company’s approach can help you scale up for greater success. Highlights 1 PwC, 16th Annual Global CEO Survey, January 2013. CEOs on sustainable growth: Five areas of focus through 2014 PwC’s 14th Annual Global CEO Survey www.pwc.com/ceosurvey Good to grow 2014 US CEO Survey 17th Annual Global CEO Survey, 2014 US Report CEOs on sustainable growth: Five areas of focus through 2014 Future of enterprise apps: Moving beyond workflows to mindflows 10Minutes on strategic supply chain management 2011 Issue 4 A quarterly journal 06 Sustainability: Moving from compliance to leadership 32 Closing the loop on sustainability information 56 The CIO’s next leadership opportunity: Sustainability Building sustainable companies Alan McGill Partner, Sustainability & Climate Change practice PwC 10Minutes on eco-efficiency Annual U.S. CEO Survey Technology Forecast: Building Sustainable Companies Point of view: Integrated reporting: Going beyond the financial results However you skin it, put 365 in it Download 365™ on your iPhone or iPad today! What matters in the boardroom? Depends on whose shoes you’re in 2013 2013 Annual Corporate Directors Survey & 2013 Investor Survey Comparison The roles and responsibilities of board members, shareholders, and company management shape their corporate governance perspectives and observations. Read more Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
22 Delivering pro bono Delivering pro bono services is an important part of how we help our communities thrive. By sharing the skills of our people, we help enable non-profits to achieve their missions and serve our communities. We provide our skills through three primary approaches: formal fee-waived engagements; loaned staff; and the time our partners and staff commit to board positions at non-profit organizations. Hours of pro bono delivered to non-profits in FY13 FY13 pro bono hours delivered $10 million FY13 pro bono commitment Fee-waived projects 39,074 hours Loaned staff 3,116 hours Board seat participation 13,505 hours Youth education organizations 6,662 hours Non-youth educations 49,033 hours $14.0 million $14.0 million FY13 target exceeded “I was humbled and inspired not only by the opportunity to help provide aid to the survivors and families, but also to witness the generosity and resilience of the global community. My time on the One Fund continues to be my most rewarding experience to date, both personally and professionally. I have never been prouder to work at PwC.” Abigail Laramee, Manager By cause area By type One Fund Boston In response to the Boston Marathon bombings on April 15, 2013, PwC provided the skills of our people to work with the management of One Fund Boston to create and implement processes to responsibly and efficiently receive, track, and process donations, ultimately contributing to the collection of over $60 million in donations by June 30, 2013. We also worked with the Fund’s claims administrator to assess and categorize claims filed to efficiently and equitably distribute the donations collected for the victims and families impacted by this tragic event. United Nations Global Compact CEO Water Mandate PwC is a signatory to this global coalition for water sustainability and has made a pro bono commitment to co-lead the CEO Water Mandate’s Corporate Water Disclosure Guidelines. We are working on this project with the UN and a range of stakeholders including NGOs, corporations, and water experts globally. We launched the Exposure Draft in 2012 and are soliciting feedback for the final draft. PwC recognizes the importance of water to environmental sustainability and business continuity and we are committed to helping protect and preserve this vital natural resource. Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
23 Public policy Through our Office of Government, Regulatory Affairs & Public Policy (GRA&PP), we seek to play a constructive role in public policy development. GRA&PP is responsible for developing and implementing strategies to engage policymakers, government officials, and others who influence public policy. Our primary goal is to deepen understanding of the value that PwC provides to the capital markets, as well as the varied means by which we deliver our services to clients. The approach requires continual outreach and relationship development with key decision makers at all levels of government and with a broad range of interested stakeholders. “Our team in Washington works extensively with policymakers, government officials, and others who influence public policy to deepen their understanding of the value that PwC provides to the capital markets.” Laura Cox Kaplan, Principal-in-Charge, U.S. Government, Regulatory Affairs & Public Policy Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
24 Strategic collaborations We view our strategic collaborations as another important opportunity to allow our people to share insights with organizations focused on important social and environmental issues affecting the marketplace. United Nations Global Compact As a global network of firms, PwC has committed to upholding the United Nations Global Compact (UNGC), which outlines “10 universally accepted principles in the areas of human rights, labor, environment, and anti-corruption.” We use the UNGC as a starting point for the Corporate Responsibility section of our Code of Conduct. We also apply the UNGC framework to our purchasing practices and have embedded the 10 principles into our Supplier Code of Conduct. World Resources Institute The Greenhouse Gas Protocol (GHG Protocol), a partnership between the World Resources Institute (WRI) and the World Business Council for Sustainable Development (WBCSD), “provides the accounting framework for nearly every greenhouse gas standard and program in the world.” It allows government and business leaders to understand, quantify, and manage GHG emissions. We have played a leading role in the GHG Protocol Initiative and in helping to create practical guidance for organizations seeking to measure, report, and ultimately reduce their carbon footprints. World Business Council for Sustainable Development PwC is a member of the WBCSD, a CEO-led organization of companies that works with the global business community to create a sustainable future for business, society, and the environment. Together with its 200 members and 60 national and regional network partners, the council applies its respected thought leadership and effective advocacy to generate constructive business solutions. In addition to the efforts of the Global PwC Network to support the WBCSD, the U.S. firm participates actively in the WBCSD work programs and has supported key strategic initiatives. Carbon Disclosure Project (CDP) CDP is an international, not-for-profit organization providing the only global system for companies and cities to measure, disclose, manage, and share vital environmental information. CDP works with market forces to motivate companies to disclose their impacts on the environment and natural resources and take action to reduce them. CDP now holds the largest collection globally of primary climate change, water, and forest-risk information and puts these insights at the heart of strategic business, investment, and policy decisions. PwC was CDP’s global advisor from 2008–2013, providing advisory services for CDP’s climate change program regarding methodology, scoring of responses, developing the annual reports on behalf of CDP, and strengthening the link between business and CDP. Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
25 Clinton Global Initiative PwC made a Commitment to Action to the Clinton Global Initiative (CGI) to address challenges in our school systems, prepare Americans to be competitive global citizens, and rethink current models that shape our economy and society. We share the CGI’s vision of inspiring, connecting, and empowering the global leadership community to find solutions to the world’s most pressing challenges. In support, PwC has pledged to contribute 1 million volunteer hours and $60 million in charitable contributions towards youth education with a focus on financial literacy. The Clinton Global Initiative (CGI) convenes leaders to turn ideas into action. CGI Commitments to Action represent bold new ways that CGI members address global challenges—implemented through new methods of partnership and designed to maximize impact. Commitments can be small or large, global or local. No matter the size or scope, commitments help CGI members translate practical goals into meaningful and measurable results. United Nations Global Compact CEO Water Mandate PwC is a signatory to this global coalition for water sustainability and has made a pro bono commitment to co-lead the Mandate’s Corporate Water Disclosure Guidelines. We are working on this project with the UN and a range of global stakeholders including NGOs, corporations, and water experts. Read more Arbor Day Foundation PwC works with the Arbor Day Foundation to plant trees in our nation’s forests. We helped plant 45,000 additional trees in FY13, for a total of 185,000 trees planted since FY10. The trees we plant provide cleaner air and water, much-needed habitat for wildlife, serve as carbon sinks, and offer natural beauty for generations to enjoy. Earth Day Network PwC partnered with Earth Day Network to build a collection of sustainability curricula for Earn Your Future that link environmental sustainability with financial literacy. These lessons, with grade level targets from K-12, are available free of charge for classrooms nationwide and cover topics such as recycling, water conservation, energy use, carbon credits, and green advertising methods. Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
26 Engaging our people Our people are at the heart of the firm. We want them to be engaged in everything we do. In this section Recruiting talented people Developing our people Supporting our people Diversity and inclusion Supporting our peopleDeveloping our people Work is a huge part of many people’s lives and by recognizing that each individual comes from diverse backgrounds, perspectives and experiences and have different career aspirations, motivations and developmental goals, we can provide an array of programs, rewards and benefits, with a focus on flexibility that demonstrate our commitment to their success. Learning, training and coaching, including the development of cultural dexterity are all crucial parts of the PwC Experience. Our focus on leadership development, communicating with impact and the appreciation of diverse perspectives help shape the culture of our firm, allow our people to grow professionally and personally and prepare them for our increasing global client base. FY13 2.2 million hours of training provided to our people 9 years In 2013, for the ninth year in a row, PwC was included on FORTUNE® Magazine’s list of the “100 Best Companies to Work For.” Read more Read more “It’s important to work for an organization that challenges you to grow in your career, but also supports you as you grow as a person.” Kimberly Liu, Senior manager “The firm views learning as non-static events because learning happens best in the moment, on the job.” Kym Ward Gaffney, Director Supporting our people Learning and development “PwC is a business that’s full of great opportunities to grow your career, but it’s also deeply committed to supporting the needs and interests of our people.” Jim Flanagan, Partner Building careers and global mobility Hours of learning in millions FY13 2.2 FY12 2.2 FY11 1.7 in Diversity Inc magazine’s list of Top 50 Companies for Diversity Read more #2 Recruiting talented people As a professional services organization, our people and their insights are our business and our greatest asset in delivering high quality services. We cultivate a culture that is inclusive, flexible and connected; one that attracts and retains talent that differentiates us in the marketplace and offers unsurpassed professional growth. Read more participation in CR activities by our people (compared with 58% in FY12) 71% Read more individuals – about 16% of our workforce – were promoted in FY13 4,883 Read more Managing our footprintImpacting communitiesEngaging our peopleBuilding trustWhere we standOur story
27 Recruiting talented people In order to succeed and thrive today, and in the future, we must steadily recruit talented people. Although we frequently promote from within, we cannot meet the growing needs of our firm without a continuous drive around recruitment of both campus hires and experienced talent. We seek to identify individuals with a variety of cultural backgrounds and perspectives, as we believe individual differences and backgrounds enrich our dialogue and contribute to the strength of the firm. We look to expand our pipeline with talent that embraces responsible leadership demonstrated by an active commitment to a sustainable future for our communities and the marketplace. We sponsor a series of programs that introduce promising young talent to our profession. Our programs provide college students with opportunities to grow professionally while simultaneously getting to know the firm. These include PwC’s Personal Brand Experience, which offers an opportunity for individuals to focus on the unique characteristics that can make them stand out from the crowd, and Explore, which introduces talented first year and sophomore college students to the accounting profession while developing their teamwork, strategic thinking, problem-solving, and leadership skills. Colin’s story “PwC works hard to build a strong team of support around you as an intern, assigning you to an associate coach, a career coach, and a relationship partner. My summer at PwC not only made it clear to me that this is where I want to work, but also where I’m meant to work.” Colin Gerner, Intern Over 3,200 experienced hires Nearly 9,000 campus hires Nearly 600 people through acquisitions Over 400 short- and long-term assignments Over 100 new partners from outside the firm 1,000+ Interns, staff and partners have been to Belize City to lead financial literacy and entrepreneurship camps. Of fu
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