www.pwc.com/diversityjourney

The PwC diversity journey Creating impact, achieving results

Creating impact, achieving results, doing the right thing

Be yourself. Be different.

September 2016 Foreword

At PwC, diversity and inclusiveness are We also want more accountability, which is It was back in 2001, the year I was During the course of our diversity journey Introduction from huge priorities for us around the world. To another reason we wanted to share where Introduction from appointed partner, that I was first asked to we’ve learned a lot and we’ve applied these Bob Moritz have impact and serve our communities, we are on our own journey. While we’ve Agnès Hussherr think about how we might enhance gender lessons to constantly reshape our our stakeholders and our clients, we need made some strides around our global diversity at PwC. And if I’m completely approach. As a result, we feel today that diverse talent. To solve the problems our network, including appointing some more honest, before this I hadn’t realised there we’ve reached a comprehensive and stakeholders are facing, we need diverse diverse leadership teams at the global and was an important problem to be solved. Up efficient approach that lays the foundations talent. To build trust across different points country levels, we have more work to do. until this point, I had personally had a very for the sustainable progress we aim to of view, we need diverse talent. It’s We believe transparency and fulfilling career and personal life achieve in the future. This approach imperative we attract, retain and develop accountability are two key pieces to throughout my 12 year career with PwC includes a number of milestone activities diverse professionals to spur innovation, driving better results, which is why we are France, including having three children on such as better aligning D&I with our drive growth and sustain competitive sharing more about the PwC Diversity & my way to making partner. But when I network business strategy and enhanced advantage in the marketplace. Inclusion ecosystem and our Global paused to look around me, both in PwC leadership accountability with the Inclusion Index. We’re also sharing some France and Europe more broadly, it introduction of our Global Inclusion Index. Our global diversity journey formally case studies to highlight some practices clicked, and I agreed to lead our European began 12 years ago, when PwC first began We recognise a journey is what we’re on, from many PwC firms1 around the world, Women in PwC network. to focus on developing a globally and we know there’s a lot more to do. I’m brought to life by many of our diversity consistent approach to diversity as a This was just the start of my personal excited to share externally the detailed leaders, advocates, and role models. business imperative and enabler for our diversity journey. With time it became story of this journey to date, the progress strategy. During the years since then we’ve As I said at the beginning, embracing clear to me that our focus needed to go we’ve made and our many lessons learned. experienced many high-points and diversity and inclusion makes business beyond gender to centre more broadly on As we have and continue to learn from encountered just as many challenges. And sense, and even more importantly, we valuing and embracing all types of others, we hope this report will allow other Around the world, the war for talent is only while we’re proud of the progress we’ve believe it’s the right thing to do. By sharing difference. And that it is only through such organisations to benefit from our becoming more competitive, with made so far, we recognise that our journey our thoughts, ideas, and programmes, we a broad lens that we will be able to deliver experiences. is not complete, and it has been slower are hoping that we can contribute to a our ambitious network strategy for the opportunities emerging for all kinds of This July, I was offered a new exciting than we would have liked. We still have so broader discussion, one from which we future. This was at the heart of the talent pools. More diverse - and even career opportunity with my appointment much more we want to do to foster an even can all learn and benefit together, as we Diversity and Inclusion (D&I) strategy I unexpected - talent is all around us, as Global Human Capital Leader. D&I’s more diverse and inclusive workplace work collectively to make an impact focused on executing when appointed coming from emerging and developed influence on, and alignment with our culture. around the world. Global Diversity & Inclusion leader in markets, traditional and start-up global people strategy was at the core of 2013. companies, and different kinds of We’ve also learned a lot along the way – Bob Moritz the diversity legacy I’ve created over the educational backgrounds. In today’s and we’ve applied these lessons to reshape Throughout my career with PwC I’ve held past three years and I will continue Chairman, ever-changing global economy, and accelerate our approach to our overall various leadership roles, and whether they embedding it into our fundamental people PricewaterhouseCoopers International acknowledging the changing landscape of human capital initiatives and processes, were client, business, or people related strategy. To solve important problems we talent, understanding their different goals including how diversity ties into our they’ve all made one thing clear to me: need diverse talent, and to attract, develop and priorities, and shaping talent strategies overall business strategy, vision, and progress does not happen overnight. and engage that talent we must support to include them, are key for any business to purpose. In this report, we share with you However, there are ways to move faster every one of our people to build a succeed. Having a broad mix of diverse the story of our global diversity journey. I and this is why, with the strong support of rewarding career and achieve their full talent in your organisation isn’t just hope that by sharing our experiences, the Global Leadership Team and our potential. imperative to the future success of a challenges and insights, we will learn from tenacious territory diversity leaders, we’ve Agnès Hussherr business or broader society, it’s simply the and engage with others about their own been focused on applying accelerated D&I right thing to do. diversity and inclusion journeys. No one action across the PwC network of firms. Global Human Capital Leader Focusing on the professional services organisation has the sole right answer -- industry, our only asset is our people. Their and we hope that by sharing our thinking, knowledge, their relationships in building we learn from others, knowing the best trust while serving our stakeholders and ideas come from having many voices in the clients, their ability to think differently to conversation. solve important problems, it’s the people who change the industry, the firms they work in, and through that work, make an 1 PwC refers to the PwC network and/or one or impact on the communities and world more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/ around them. structure for further details

B The PwC diversity journey Creating impact, achieving results C Contents Page Introduction 02 Setting the scene – Diversity & Inclusion at PwC 04 The PwC D&I ecosystem 07 Data-driven decision making 08 Leadership commitment and accountability 10 Awareness and education 18 Critical interventions that work 34 Embedding D&I within PwC’s DNA 48 Our lessons learned 54 Contact us 56

The PwC diversity journey Creating impact, achieving results At PwC6 we know that if we are to solve An employer’s policy on diversity and inclusion is important to me when important problems we need diverse talent deciding whether or not to work for them – and we are committed to turning these talent challenges to business opportunities. However, we do recognise that there is no ‘quick-fix’’ response to getting this right. Attracting, advancing, developing, engaging and retaining a diversity of talent while fostering an inclusive culture – one where difference is valued and embraced – is not easy. Introduction Making progress is challenging, and we don’t claim to have all the answers or to 86% have yet achieved the progress we want. 74% But we are committed to maximising the diversity opportunity. And we feel we have Organisations the world over are of talent diversity for their business, with identified an approach that is accelerating currently facing myriad challenges 64% confirming they have a diversity and our progress, meaning we have an around talent – and becoming inclusion strategy in place and 13% interesting story to share. That’s our planning to adopt one over the next 12 intention with this publication: to share increasingly concerned about their <5% months.2 This suggests that many CEOs our journey, while recognising that it is potential competitive and financial are waking up to the fact that they have Organisations talk about diversity, but I do not feel opportunities are really ultimately just that – a journey. And that impacts. immense talent pools under their noses, equal for all we’ve done a lot but still have a lot more to They include challenges such as: which they may have failed to fully do. Our hope is that other organisations leverage for too long. And they’re can learn from what we are doing, albeit Currently less than • Responding to the vast numbers of identifying significant benefits arising 13% with the caveat that the right approach and 20% 5% of Fortune 500 millennials entering and reshaping the from diversity and inclusion in their solutions are always highly dependent on a workforce; organisations. In fact, 85% of CEOs whose particular organisation’s strategy, as well 16% CEOs are female • Addressing the low representation of organisations have a diversity and 17% as its operational and cultural context. Source: www.fortune.com/2016/06/06/ inclusiveness strategy say it has enhanced 2015 2011 women in management and leadership 54% We hope you find reading about our women-ceos-fortune-500-2016 business performance, 77% say it has positions; 26% diversity journey as interesting as it has enhanced customer satisfaction, and 55% 71% • Dealing with an aging workforce and been for us to experience for ourselves. say it has helped them compete in new Agree Neither Disagree talent pool; industries or geographies.3 • Finding the right talent to drive While it is clear that diversity has 6 PwC refers to the PwC network and/or one or more of its member firms, each of which is a expansion in, and collaboration with catapulted onto the CEO agenda in recent separate legal entity. Please see www.pwc.com/ Source: The female millennial: A new era of talent, PwC new geographical markets; years, the fact remains that many structure for further details • Overcoming the restrictions on organisations are struggling to make it a organisations’ growth resulting from reality – and few appear to be making the low availability of key skills; visible progress. This sentiment is voiced Over-65s are the loud and clear by the majority of over Percentage of CEOs that agreed their organisation has reaped the following benefits from its strategy to promote • Managing a multi-generational 10,000 working millennials across the diversity and inclusion fastest-growing workforce with evolving responsibilities globe, 71% of whom feel that, while for dependants (including employees organisations talk about diversity, the fact 55% Compete in new industries/geographies 75% Serve new and evolving customer needs population group with both children and elderly parents); is that opportunities are not really equal 77% Enhance customer satisfaction Source: Global Megatrends, PwC and for all.4 And organisational commitment to • Responding to the rising consumption diversity – along with visible progress 63% Leverage technology 78% Innovate 78% Collaborate internally/externally power of specific population segments towards it – is becoming ever more vital: 86% of female and 74% of male by recruiting talent that mirrors the 83% Strengthen our brand and reputation diversity of those customers. millennials say an employer’s policy on diversity, equality and workforce inclusion 85% Enhance business performance These talent challenges clearly bring risks 72% is important to them when deciding 90% Attract talent for businesses that fail to respond to them whether or not to work for an 50% 60% 70% 80% 90% 100% adequately. But at the same time they bring organisation.5 big opportunities for forward-looking organisations that position themselves to 72% of CEOs said capitalise on the potential of a diverse workforce to drive higher business availability of key performance. Across all these opportunities, the common thread is the 2 A marketplace without boundaries? Responding to disruption. 18th Annual Global CEO Survey, skills is a concern move to a more diverse world – and many PwC 2015 Source: 19th Annual CEO Survey, PwC 2016 organisations are already innovating to 3 Ibid respond to this shift. A growing number of 4 The female millennial, A new era of talent, PwC 2015 CEOs are concerned with the implications 5 Ibid

02 The PwC diversity journey Source: 18th Annual CEO Survey, PwC 2015 Creating impact, achieving results 03 the member firms of PricewaterhouseCoopers International Illustrated below are the PwC global D&I vision and business case, and how diversity, valuing difference and inclusion Limited (PwCIL) operate and provide are defined at PwC. Setting the scene – professional services. Together, these firms form the PwC network. The PwC network is not a global partnership, single The business case: Better business performance Diversity & firm or multinational corporation – and PwC member firms do not operate as a The Global D&I Vision corporate multinational. The PwC To position PwC as the leading and At PwC the business case for diversity and inclusion is very simple. Inclusion at PwC network consists of firms which are most innovative company for Firstly, we are absolutely convinced it is the right thing to do for our separate legal entities. For PwC,7 diversity is a priority across many successful interventions – all of diversity and inclusion, turning people and, secondly, we know it is critical we have diverse talent, views and thinking if we are to solve the world’s most important which you will learn about in this report. PwC’s Global Diversity & Inclusion Leader, diversity from a business challenge our network of firms because we need problems and be the world’s leading professional services network supported by a central D&I team, is into a business opportunity the best available talent to create value But first, let us set the scene so you can for our clients, people and communities. responsible for articulating our network for our clients, people and communities. understand a little bit more about how we D&I strategy and developing policies, currently approach D&I at PwC. We hire and nurture professionals who initiatives and support tools to achieve a take a variety of approaches to problem- common and coordinated approach to solving, who are willing to challenge the Diversity deep dives D&I across our individual firms. The status quo, who think differently from In 2010, we decided to take a step back, Global Diversity and Inclusion Leader Diversity, valuing differences one another, and who come from many take stock and ask ourselves the question: holds a seat on the Global Leadership Team, and we drive our network approach and inclusion - what does it all mean? different backgrounds and cultures. We “if we are doing all the right things and investing time, budget and energy, why to D&I aggressively with our 21 largest do this because to solve important are we not making more progress?” To PwC firms, which collectively represent problems we need diverse talent. help us answer this question we engaged just under 80% of our global headcount Diversity at PwC Our global diversity journey began 12 an objective third party to conduct and just under 90% of our global Bringing together the + = 8 years ago, when the PwC network of firms extensive deep dive diversity reviews in revenues. We also undertake a number of perspectives of individuals first began to focus on a globally consistent four PwC firms (from different continents, specific diversity activities with all PwC of all backgrounds, life firms – examples include PwC’s Global approach to diversity as a business and diverse in size). This was a two-year experiences, preferences Having diverse people Valuing differences A culture of inclusion imperative and enabler for delivering our process and included extensive interviews Diversity Week and our role as a UN and beliefs to create better 9 A PwC workplace that brings Collective and individual ability, An environment where people international business strategy. A lot has with PwC partners and people, data 10x10x10 HeForShe Impact champion – outcomes for our clients, together the perspectives of as PwC professionals, to thrive in can be their true selves, changed in the intervening years, analysis, and reviews of PwC people and encourage the adoption of our global our people and our individuals of all backgrounds, a talent-diverse environment sharing their unique particularly with regard to the decision- processes. D&I strategy and approach by all PwC communities life experiences, preferences where everyone’s perspectives perspectives while knowing firms. and beliefs are appreciated and respected their contributions are valued making that drives the operationalisation We were able to use the findings of these of our network approach and strategy. deep dives to enhance our thinking and While our structure may be very different Through this journey we have arrived at develop a fresh and accelerated approach from that of many of our readers’ to D&I. organisations, we feel that much of what the PwC Diversity and Inclusion (D&I) – We achieve another increase in we have learnt on our D&I journey is 2015 approach and story that we share with you our female partner admission numbers transferable, taking into account the in this report. It has resulted in advances Our D&I governance (to 26%) and female representation in including our thorough D&I analytics unique strategy, operational and cultural our partnership overall increases to process; the adoption of our Global structure context of each organisation. 18% (up from 11% in 2004). We appoint Inclusion Index; the evolution of our At PwC, our network approach to D&I a Global LGBT Board. strategy, priorities and governance aligns with our unique governance 2016 – Bob Moritz appoints 2013 – We accelerate our our most gender diverse structure; the PwC D&I ecosystem; and structure. PwC is the brand under which 2010 – We begin the two-year diversity focus, establish a Global Leadership Team process of conducting diversity new governance structure, to-date, with eight women 2008 – The first female deep dive analysis reviews in four appoint territory diversity represented on the leader is appointed to our PwC firms (diverse in size and leaders in all PwC firms and leadership team (44%) and Global Leadership Team. geographical location). 2004 - The PwC network of firms introduce our ‘2+1’ approach our people survey inclusion first began to focus on a globally to dimensions of diversity. score is 77%, an increase of consistent approach to diversity as a 2011 – We introduce the following 12% percentage points since 2009 – We evolve our business imperative and enabler of question as a core item in our annual we first introduced this diversity strategy to focus 2014 – We adopt our D&I our international business strategy. global people survey: “PwC is an question in 2011. Again we on broader dimensions of accountability framework, the 11% of our partners are female. 2007 – We launch the inclusive environment where Global Inclusion Index and host make progress in our PwC Gender agenda blog diversity and introduce individual differences are valued and our inaugural Global Diversity partner admissions, with (pwc.com/genderagenda). our Global Diversity & respected”, (we score 65%). 23% of 2005 – The Gender Week. Our female partner female representation Inclusion Council. our partner admissions are female. Advisory Council admission numbers climb 2 increasing to 27%. (GAC) is established. percentage points to 25%. Timeline our of

diversity journey 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

7 PwC refers to the PwC network and/or one or more of its member firms, each of which is a 8 Based on financial and people information at 30 separate legal entity. Please see www.pwc.com/ June 2016 structure for further details 9 Learn more at heforshe.pwc.com

04 The PwC diversity journey Creating impact, achieving results 05 Accelerating our 2+1 approach In addition, we ask each PwC firm to focus on at least one further dimension of approach Across the network, we have adopted a diversity that is important locally. Different In 2013, we activated an accelerated 2+1 approach to dimensions of diversity. parts of the world have different talent The PwC D&I approach to D&I and began to execute our This means we ask all our member firms to priorities, and this approach lends itself to strategy with the support of our territory focus on two common dimensions of supporting a global diversity strategy that diversity leaders and a 2+1 approach to diversity – which are 1) valuing differences makes room for a ‘local flavour’. ecosystem dimensions of diversity. and 2) gender. Here’s why: Specifically, it signals a recognition that a Valuing differences because every global diversity strategy must make Our network D&I strategy is Territory diversity single one of us is different – be that allowances for local and contextual factors, operationalised and brought to life Data-driven approach informed by the because of how we look, how we think, given that the challenges will be nuanced through our PwC D&I ecosystem. It is via leaders by geography. facts of today how we speak, how we act, or where we this ecosystem that we are able to The territory senior partners (chairpersons) come from. A fundamental element of the ecosystem is our data-driven approach. We make For example, in Australia the +1 channel our efforts so they are centred of each PwC firm in countries across the decisions that are informed by the facts of today, thus confirming that we are 1) Gender because 48% of our global dimension of focus is cultural diversity, world are firmly committed to diversity, on the areas deemed most important to focusing our efforts on the right areas (actual rather than assumed challenges), and workforce at all levels is female, but this specifically Asian culture, given the high and have each appointed a territory our network and lead to the desired 2) having an impact that creates sustainable progress. proportion is not yet reflected in our levels of Asian representation in the diversity leader (TDL) to take the lead on changes and impacts. As we noted leadership. Australian talent population and the Our D&I ecosystem also recognises that leadership commitment and this in their firm. The TDL reports directly influence that Asia has on PwC Australia’s earlier, there is no ‘quick fix’ solution for accountability, awareness and education, and critical interventions that work are to his or her respective member firm senior business growth ambitions. Australia also diversity, and to achieve sustainable all crucial to success. We drive explicit priorities and actions aligned with each of partner, and has responsibility for driving The PwC 2+1 approach to address focuses on LGBT and disability. In Brazil, progress it is vital to have a these areas. localised diversity and inclusion strategies dimensions of diversity the +1 focus is on disability, which comprehensive change management Also central to the ecosystem is embedding D&I within PwC’s DNA. We are driving that complement our global D&I strategy, responds to that country’s local talent and efforts with the intention that D&I becomes implicit and naturally embedded with a focus on implementing the actions regulatory landscape. In China, the +1 approach that tackles behavioural, within our business, people and client strategies and processes. needed to drive change locally. This focus is on generational diversity – process and cultural transformation. approach supports our aim to drive a more specifically millennials, who now make up Aligned with each section of our In the remainder of this report we will take a more detailed deep-dive into each robust and consistent approach to diversity 82% of the staff population in the PwC ecosystem we have put in place explicit component of the PwC D&I ecosystem. You will learn more about our diversity and inclusion across our network of China and Hong Kong firm, and who often priorities and actions to propel the journey, our shift to data-driven decision making, and many of the critical member firms. The TDLs of our 21 largest Gender value a modern Chinese organisational targeted behavioural, process and interventions that are having a tangible impact across our network. member firms, along with our Global culture that blends Chinese tradition and Diversity and Inclusion Leader, make up +1 cultural changes, as we focus on creating values with a more western approach and The PwC D&I ecosystem our global diversity leadership team. style. an even more diverse and inclusive leadership pipeline, workforce and Valuing culture. F TODAY differences S O CT A rship co F ade mm E Le count it ac abil m H & ity en + Ethnic heritage T t Y + LGBT B

+ Generational D E

+ Disability M Embed Create

R D&I within sustainable + Thought and skill diversity O

F progress PwC DNA s A

& l n N w

I a o

e a i

ic t H d r e t n

u ri C n e

c e C v A a s r

ti s e O o t

n in

R

P

P

A

N

E

V I

R D

D A A T

06 The PwC diversity journey Creating impact, achieving results 07 Lessons learned Case study 2 – Blinded by best practice Data-driven A PwC member firm beginning its diversity journey made a conscious decision to focus the bulk of its energy and resource on establishing a programme to support new mums returning to the workplace. This decision was taken based on external Through this journey we have arrived at decision making market trends, and the fact that a neighbouring PwC member firm recommended it the PwC D&I approach and story that we as one of its established practices. share with you in this report. We have established a rigorous D&I analytics In the 12 years since we initiated our However, when we looked at this programme through a data-driven lens, it quickly process that allows us to understand our Why were we not making more progress? became clear that the impact opportunity of such a programme in this PwC firm global focus on diversity a lot has D&I realities and pinpoint where we have Stepping back to take stock and answer that searching question resulted in us making a was very limited. In fact, the data told us that: explicit diversity challenges –showing us changed, especially with regard to the definitive transition from a ‘leading practices’ approach to a ‘data-driven’ approach. Case • Only a very, very small percentage (less than 2%) of its population were where to focus our energies and whether decision-making that drives the studies 1 and 2 demonstrate clearly why this shift was needed – and why decision post-maternity returners. we are making progress. operationalisation and focus of our making fuelled by data is now fundamental to, and at the core of, everything we do on diversity strategy. D&I at PwC. • More importantly, this population’s turnover rates were actually lower than the Without doubt, our switch to a data-driven wider employee population. approach has been one of our biggest Historically it is fair to say we took a lessons learned as we’ve travelled to this ‘leading practices’ approach. Under this Through these insights, the data-driven approach enabled us to debunk the myth point on our D&I journey. If your approach we would support our member Lessons learned that a recommended leading practice from one PwC firm (or an externally lauded organisation is just starting out on its firms with tools, guidance and practice) will automatically address another PwC firm’s unique challenges or create diversity journey, or is doing a lot but infrastructure, with a view to putting in Case study 1 – Blinded by assumptions the required impact. achieving little, a data-driven approach place programmes that were most widely and decisions informed by the facts Historically, there was a general perception at PwC that we needed to fix our The outcome has been that rather than driving a strategy which centres ‘leading advocated as leading practices in the specific to your organisation’s current state leaking pipeline of female talent by driving programmes focused on the retention practices’ at its core, we take an approach today under which we use data-driven external market, such as mentoring, may be the answer. Certainly this of women and on support for new mothers. insights to identify areas of focus and target resources to create the optimal impact employee resource groups/networks and and achieve the best results. We are also focused on transitioning from a culture of approach is at the very core of the PwC support for working mums. Five years ago, However, when we applied rigorous analytics the data told us something very sharing ‘leading practices’ to one of sharing PwC ‘proven practices’. At the heart of D&I ecosystem. we decided to step back, take stock, and different. In fact, it revealed that: this culture is a commitment to adopting critical interventions that achieve results, ask ourselves this question: “If we are • Across the network, more women leave than men at our most junior grades only and sharing only those critical interventions that have had an impact: proven doing all the right things and investing – and at this point in their lives very few of these women are at the stage of practices. time, budget and energy, why are we not starting a family. making more progress?” • At all other grades, more men actually leave than women. But we were replacing both our male and female leavers with predominately male experienced hires. This data-driven approach enabled us to debunk a common myth: that the equal gender representation at the graduate hire stage was not reflected at the top because, at some point during their career, our women were leaving to have families. In response to this insight, we have switched from a strategy focused on staunching a leaking pipeline of female talent, to an approach today under which we have identified diverse experienced hires as a critical KPI for global D&I acceleration.

08 The PwC diversity journey Creating impact, achieving results 09 PwC global case study 223,468 people Appointment of territory diversity leaders One of the many steps we took to The TDL is a representative of the business, Successful TDLs engender and embed a accelerate our D&I journey during 2013 with the ability to influence and leverage: diverse and inclusive culture in their firm: was to re-engineer our diversity one where all talent have the opportunity • Market, Industry and Business Unit governance. To create a framework that to reach their career potential, and where Leaders on a cross-Line of Service basis; would enable greater levels of leadership continual reinforcement of this culture Leadership commitment commitment and accountability for D&I, • Finance from a budgeting perspective; creates an enhanced experience for our we asked the territory senior partners people and clients. The TDL is expected to • Resourcing management (or the local (chairperson of each PwC network firm) to lead on diversity locally in line with PwC’s equivalent) from a workforce planning and accountability appoint a territory diversity leader (TDL). network D&I strategy, and the TDLs of our perspective; and We knew that establishing these roles 21 largest member firms play an active role To drive change and make real diversity implementation in each PwC firm. At the The Global D&I Leadership Team meet in across the PwC network would enable us • Human Capital from a diversity and on our Global D&I Leadership Team. and inclusion progress, our experience same time, the transition from a Global person every nine months, with virtual to have a common diversity leadership role inclusion perspective. D&I Council (made up of senior leaders meetings held every six weeks. At the shows it’s imperative to have the right in each of our firms, together with the The role requires a minimum of 10% of the and diversity SMEs), to our Global D&I in-person meetings we take the levels of leadership commitment and opportunity to drive a global strategy that TDL’s time, and each TDL has territory Leadership team (made up of the 21 TDLs opportunity to refocus our global strategy was more closely aligned with objectives for the role incorporated into accountability. This is why this is a from our largest PwC firms), gave us the and identify annual priority actions, while implementation on the ground in each their annual performance plan. central component of our D&I ecosystem. opportunity to be more inclusive and the virtual meetings focus on continuing territory. Over the past three years we’ve considered in establishing our network the execution of our D&I strategy to create Each senior partner was asked to identify priorities and actions. This, in turn, and sustain our energy and momentum. accelerated efforts in this area an influential partner to take on the critical strengthened our ability to align our D&I dramatically, undertaking milestone role of supporting their firm’s D&I strategy, actions at a global and local level, with a Voice of the activities including 1) an overhaul of our with a focus on implementing an action focus on driving effective action in PwC plan. To ensure the TDLs can make as big a governance structure, 2) standing firms. diversity leader leadership updates, and 3) the adoption difference as possible, they report directly to their firm’s senior partner and make Bernice Kimacia, Country Senior of our Global Inclusion Index. standing updates to its leadership team. Partner, PwC Rwanda and TDL, PwC Africa Getting diversity Having set up PwC’s office in Kigali six years governance right ago, more recently I assumed the roles of We began by overhauling our governance Territory Human Capital Leader and the structure through a systematic three-step Territory Diversity Leader for Africa. process. First, we identified a stand-alone It’s also important to remember that diversity goes beyond gender. global diversity and inclusion leadership Throughout my professional life I’ve sought opportunities to help colleagues position that holds a seat on the Global – women and junior talent in particular - achieve their full potential. As Leadership Team. Second, we identified Territory Diversity Leader I support our member firms in Africa to identify territory diversity leaders (TDLs) in all and remove potential barriers to all dimensions of inclusiveness, a critical firms in our global network. And third, we business imperative for a region in which skills are scarce. A record 38% of replaced our existing Global D&I Council partner admissions in 2015 in PwC Africa were women. with a newly created Global D&I In my journey to partnership I have appreciated the fact that PwC does not Leadership team. have a ‘one size fits all’ approach to our talent agenda, and has been A position similar to the TDL already supportive of my unique personal circumstances and career aspirations. I existed in many PwC firms, with notable want all our people to feel the same about every aspect of their lives. We’re examples including the UK and US. all different – and all included. However, for many network firms this represented the first time they had appointed a dedicated diversity leader. The creation of these roles across the PwC network allowed for a common diversity leadership role in each of our firms, and opened up the opportunity for us to drive a global strategy more closely aligned with

10 The PwC diversity journey Creating impact, achieving results 11 Global Inclusion Index. And to further Voice of the diversity leader support this element of our D&I ecosystem, PwC Australia case study we agreed to add a new question – “I’m Marcus Laithwaite, Assurance Partner and TDL, PwC Australia satisfied with territory leader actions to 6,058 people build a diverse and inclusive work As a straight, Australia senior partner Luke Sayers on unique position when it comes to shifting environment” – to our annual global Diversity Advisory Board (DAB) white male, it’s our diversity strategy and its progress. mindsets in this regard. Bringing our people survey in 2015. Diversity dimension of focus: Thought diversity fair that some Being on our executive board means I people with us on this inclusion journey people ask, can embed diversity and inclusion as a is both immensely rewarding and a Building on our network leadership PwC Australia launched our external Meetings of the DAB are held every two “Why is Marcus central component in all our strategic necessary ingredient for success. updates, PwC firms initiate leadership Diversity Advisory Board (DAB) in early months. They are chaired by the CEO of responsible for decision-making. engagement and commitment activities 2015. Its creation underlines our firm’s PwC Australia, Luke Sayers, and This is a leadership role that I truly relish. the firm’s diversity and inclusion locally that fit with their own local culture deep commitment to creating a more attended by our Diversity Leader, Marcus Part of my role is enabling our people, It provides me with constant strategy?” My appointment in July 2014 and structure. In PwC US, for example, the diverse and inclusive workforce and our Laithwaite. As well as taking part in the who may previously have viewed opportunities to be more open-minded, was a conscious decision by our executive TDL – Mike Dillon – sits on the US determination to approach the diversity DAB’s regular meetings, each member of diversity as a ‘nice-to-have’, to recognise and throws up experiences very different board. The reality is that 80% of our Leadership Team. The US firm has also opportunity in an innovative and the DAB coaches a member of our firm’s it’s actually a critical business imperative from those I’ve had in my previous Australian partnership are male, and identified partners to lead on diversity in differentiated way. The DAB is made up Executive Board. The DAB provides us – one that provides our firm and the PwC leadership positions: experiences like mostly heterosexual and Anglo-Saxon. each Line of Service, who report directly to of seven individuals who are all with an ‘outside-in’ perspective, bringing network with a significant opportunity. pushing through our gender and cultural their respective Service Leaders. This independent of PwC, come from diverse the right levels of thought diversity to By adopting the Male Champions of When people from different backgrounds partner admission targets, and bringing enables the execution of action plans that backgrounds, and are acknowledged as challenge accepted thinking and hold us Change methodology, we believe our and with different points of view work in outside thinking and accountability are fully aligned with each business area. leading diversity experts from the accountable for our actions. firm will have a greater opportunity to together, we can create the highest value through our external Diversity Advisory Australian marketplace. effect change, with a senior straight, – for our people, our clients and society. Board. Meanwhile, PwC UK has established a Going forward, the focus in FY17 will be white, male partner bringing the rest of firm-wide Talent & Diversity Council that The remit of the DAB is to hold PwC on expanding the remit of the DAB and I feel that my passion for diversity, I’m extremely proud of the progress the partnership on board and along the includes two UK Leadership Team Australia’s Executive Board accountable working more closely with our Business combined with being a straight, white we’ve made to date. However, there is journey. As diversity leader of our members – Head of People Laura Hinton, to the firm’s D&I Strategy. The DAB does Leadership Teams. DAB member Paul male who is the global relationship more we can and want to do. That’s why Australian firm, I sit on our executive and Managing Partner Warwick Hunt. this by working closely with our Diversity Zahra, the openly gay former Chief partner for one of our firm’s most we continue to work towards making our board, and report directly to PwC They are joined by the Head of Partner Leader and providing advice and Executive and Managing Director of important audit clients, puts me in a firm an even more inclusive workplace. Affairs and the three Line of Service People guidance on all aspects of D&I. The David Jones Limited, has said that he Partners. Each Line of Service has external members are: wants to “get PwC to a place where the established its own framework on D&I Diversity Advisory Board is no longer • Paul Zahra, former Chief Executive Standing leadership governance, with many business units necessary.” –Advisory Deals, for example – choosing to and Managing Director of David Jones Voice of the diversity leader updates Limited set up a business unit-focused Diversity Tangible impacts: Karen Loon – Banking and Capital Markets With the wholehearted support of our Council. • Graeme Innes AM, former Disability The DAB has been instrumental in Leader and TDL, PwC Singapore Global Chairman, we set out to create a Discrimination Commissioner and D&I framework that would ensure the And in PwC Australia, the TDL – Marcus enhancing our leadership’s Making assumptions based on someone’s gender or Australian Human Rights frequent engagement and constant Laithwaite – sits on the Australian understanding of – and commitment appearance is a mistake. I should know: while some people Commissioner attention of our most senior leaders across Leadership Team, as he notes in his profile to – diversity and inclusion. It also assume I was born in Asia, I’m actually a third-generation, the network. A key aspect of this (see previous page). Together with the • Dawn Hough, Director, Pride in pushes our firm to be bolder: for Australian-born Chinese. That’s why my interest in framework is the provision of regular Senior Partner, he has also taken the Diversity example the DAB rejected our initial diversity runs deeper than just gender. I’m passionate about ground-breaking step of establishing the gender and culture targets, resulting standing global D&I updates to our Global • Prof. Robert Wood, Director, Centre creating an environment where women and people from culturally diverse firm’s Diversity Advisory Board comprised in our making commitments in Leadership Team and Strategy Council. for Ethical Leadership backgrounds are given the opportunity to thrive. The Strategy Council is made up of the of members external to PwC. The Board’s August 2015 to 40:40:20 gender mission is to support the PwC Australian • Nareen Young, Director PwC Twenty-nine per cent of our partners in Singapore are female, and as Territory senior partners of our 21 largest member targets and 20% culture* targets for Leadership Team with their diversity and Indigenous Consulting and former Diversity Leader I was especially proud of the diversity mix of our new partner firms – and it allows us to take a two- partner admissions going forward. inclusion commitments and accountability. CEO of Diversity Council Australia admissions this July. We had eight new partners in total, representing five different pronged approach to leadership You can learn more about the Diversity The impact of these targets was cultures and nationalities – Australia, India, Myanmar, the Netherlands and engagement, under which we report out to • Julie McKay, Former Executive Advisory Board in the accompanying case evident this July, in our first Singapore. And six of the eight are female. the Council at a network level while the Director, UN Women Australia admission cycle since they were set. TDLs report directly to their senior partner study. As a Global Relationship Partner for one of our network’s global accounts, my • Tim Soutphommasane, Australian We’re pleased to report that 40% of at a firm level. experience has underlined for me how critical it is that we meet the diversity needs Race Discrimination Commissioner at our partner admissions in this cycle of our clients. The capability to understand the importance of Asian values and These standing leadership updates go Australian Human Rights Commission are female, an increase of 23% on culture is a critical priority for this client. In my view, being open to diversity is how beyond standard report-outs, and are previous year admissions, and that businesses can retain talent. And the broader issue facing all organisations is how focused on stimulating action and 19% are culturally diverse. talent diversity, including cultural and not just gender diversity, will continue to commitment from our leaders. For *Culturally diverse is defined as anyone dominate the discussion. example, it was during our initial update to who identifies with any combination of the Strategy Council three years ago that Here at PwC we know it’s critical that we don’t view the world within the confines of cultural-ethno backgrounds with the we achieved agreement from each senior a western lens – and that diversity in all its aspects is a crucial imperative when we exception of American, Canadian, partner that they would champion the consider our business, people, client and globalisation strategies. Creating a British, Irish, Australian (non undertaking of rigorous diversity analytics development culture where all our leaders and people possess and continually indigenous), New Zealander (non in each of their firms. Today this process enhance their cultural intelligence, global acumen and inclusiveness is vital. It’s also Maori). continues to be conducted annually, and something I am personally very passionate about. played a pivotal role in the creation of our

12 The PwC diversity journey Creating impact, achieving results 13 PwC global case study 223,468 people Global Inclusion Index The critical year-end performance Our gender diversity score focuses on The final measure in the gender score is indicators that we at PwC calculate pipeline structure, pipeline management, people perception. For this we look The Global Inclusion Index annually have long included our revenue, and any differences in the perceptions of specifically at whether our women and People Engagement Index and Brand women and men at PwC. Pipeline men score differently on their levels of Having put in place the structure we While the Index focuses broadly on Health Index. For the past three years structure specifically measures changes in engagement and the core D&I questions needed to build the right leadership inclusion, gender measures account for these have been joined by our Inclusion the shape of our pyramid through three included in our annual global people commitment and engagement, we turned half of the overall Index score. This is Index scores, as we focus on driving people data measures, such as the survey. The inclusion score also features a the focus onto accountability. During a because, with 48% of our people globally leadership accountability and executing a percentage of female partners. people perception measure, through carefully planned process lasting six being female, gender remains an absolute diversity strategy centred on data-driven which we measure our people’s perception Pipeline management puts a laser focus on months, we established an innovative diversity priority for PwC. Also, legal decisions and measurable progress. of our diversity efforts. The overall PwC our impact throughout the pipeline, ‘full-circle’ framework that would provide complexities mean gender is the only partner and people survey results for the The PwC Global Inclusion Index is a measuring a total of seven KPIs. These a clear picture of our current diversity dimension of diversity that can be following questions are included: 1) PwC composite index comprised of two core KPIs have been methodically selected from reality, our annual diversity progress, and measured globally – resulting in the is an inclusive work environment where buckets – a gender diversity score and an among the 28 measures used in our where we should be focusing future action. gender component of the Index being more individual differences are valued and inclusion score – each accounting for 50% comprehensive annual diversity analytics This framework, based on a combination heavily based on data than the inclusion respected, and 2) I’m satisfied with of the total Index score. Based on a process, as those which we feel are most of quantitative and qualitative measures. While this constraint might territory leader actions to build a diverse combination of quantitative (people instrumental to driving change at a measurements, was scrutinised and limit our global focus, we strongly and inclusive work environment. approved by our Global Leadership Team encourage our network firms to put analytics and annual global people survey network level. They include the percentage and Strategy Council. The result was our processes in place to replicate the gender results) and qualitative measures (namely of female partner admissions and Global Inclusion Index. diversity metrics across other dimensions the maturity model), the Index provides a experienced hires. of diversity, provided this is legally allowed score out of 100 for each of PwC’s 21 During the task of identifying the in their countries. largest member firms. These scores are components that should go into our Global then averaged to generate our Global Inclusion Index, a key influence on our Using the measures available at firm level, Inclusion Index score. decision-making was the rigorous annual Inclusion Index scores are identified diversity data analytics process that we annually for our 21 largest PwC firms, and referred to earlier. This process involves the combined average of these scores PwC Global Inclusion Index: A composite index with two buckets measuring a total of 28 gender data points provides our annual Global Inclusion Index every year, across the full gamut from score. The Inclusion Index scores are also campus hires to attrition and from mobility used as a performance indicator during the annual performance reviews of the senior Gender diversity score 50% Inclusion score 50% to partner admission. Using a detailed (50% of the index) (50% of the index) analysis of three years’ worth of data partners of the 21 network firms that across all these measures, we identified produce them. Overall scores are available seven key metrics that we felt were the globally and at the territory level, and this most critical for network-wide focus on is then mirrored for each of our three core Pipeline Pipeline Female/Male People Maturity Model D&I. These seven measures formed the Line of Service areas. Our focus in the Structure Management Perception Perception (40% of the index) basis of what was to become the pipeline coming years will be to operationalise the (15% of the index) (25% of the index) (10% of the index) (10% of the index) management component of our Global Index in all PwC firms. Inclusion Index. Find out more about the PwC Global To assess the actions To measure the To measure if there To measure the Inclusion Index in our featured case study. To measure what we do undertaken by the change in the shape is a difference of perception of our to monitor the pipeline territories = firm of our pyramid perception between people about what we = the efforts programmes and = the results women and men do action plans

3 KPIs - for example 7 KPIs - for example 3 KPIs - for example 5 core categories 2 KPIs - for example • % female partners • % female partner • % difference • Territory self- • People survey results admissions female/male assessment tool of 36 to D&I core questions engagement D&I measures

People analytics

People survey results

Self-assessment tool

14 The PwC diversity journey Creating impact, achieving results 15 The final component of the inclusion score provide quantitative examples verifying firm. Firm action plans should respond to and overall Index is our maturity model. their alignment ranking and illustrating the learnings unearthed via the annual PwC Maturity Model ranking classifications This is a self-assessment tool which progress in each of the areas. Once this Inclusion Index and our rigorous data requires TDLs to self-assess against process has been completed, an analytics process. In this way, we make measures identified under five core independent assessment review takes sure that core priorities centre on a categories, which we have identified as place to ensure the objectiveness, accuracy data-driven approach aligned with current Developing 100% critical to driving cultural transformation and consistency of the maturity scores realities, and that energy and resources are Inclusion strategy absent many of the and being distinctive with regard to D&I at across our 21 largest PwC firms. Each targeted where they will have greatest elements required PwC. member firm is then allocated a maturity impact. to drive cultural classification and score. 67% TDLs complete this self-assessment using Finally, the average results of all five transformation & an online tool. It asks them first to self- In essence, the maturity model assesses components are calculated to provide a D&I distinction assess their alignment against each the elements and action plans in the percentage value Inclusion Index score. sub-category of the model, and then to diversity programme within each PwC

PwC Maturity Model Distinctive Advanced inclusion 33% Emerging strategy addressing all Inclusion strategy of the necessary elements 5 core categories 13 subcategories 36 measures not yet focused on to drive cultural any of the elements transformation & D&I required for cultural Differentiated distinction transformation & Cohesive inclusion D&I distinction strategy addressing majority of elements Strategy & • D&I Strategy Example 1 - D&I Strategy measures: required to drive cultural Leadership • Leadership commitment • D&I strategy fully aligned and integrated with firm strategy transformation & D&I distinction Commitment • Adoption of Inclusion Index • Dimensions of focus clearly aligned with network ‘2+1’ model • Action plans centred on addressing findings unearthed in annual diversity data analysis process • All D&I programme and activities have associated KPIs to Leadership • Leadership team demonstrate progress Diversity & • Key roles selection process • Leverages network D&I tools Tangible impacts: • We have increased the proportion of our Pipeline • Partner admission process • Shares local best practices to support “build it once” approach female experienced hires to female campus As well as helping us to accelerate our diversity hires by 11 percentage points. 0% progress, the introduction of our Global Inclusion Index has had a powerful impact in • Our maturity model – the firm assessment to measure action in driving D&I cultural Example 2 - Talent progression measures driving leadership commitment and Attraction, • Talent attraction accountability for D&I at PwC. Since the index transformation towards a position of Progression & • Talent progression • HC processes (e.g. performance management process) are was established three years ago, we have seen: diversity distinction – has increased globally consistently reviewed with interventions established to Engagement • People engagement by 17 percentage points. mitigate for any potential blindspots • Formal integration of the Inclusion Index as • Our people perception scores have also • Monitoring processes in place to respond actively to network a performance measure in the annual increased: diversity acceleration KPIs (promotions, potential, ratings) performance process of the territory senior partners of our 21 largest member firms. • TDL sits on the firm Talent Council i. “PwC is an inclusive work environment • Leadership training where individual differences are valued and Learning & • Diversity lens applied to local in and outbound global mobility • Our Global Inclusion Index score has respected” – up by 2 percentage points over Development • Milestone training strategy increased by 6 percentage points, from 62% to 68%. During this time the Inclusion the three years. Index scores of 19 of our 21 largest member ii. “I’m satisfied with territory leader actions to firms have also increased. build a diverse and inclusive work • We have increased our female partner environment” – up by 1 percentage point External • External D&I profile admissions by 3 percentage points. since first asked in 2015. positioning & • Client focus Client Focus

16 The PwC diversity journey Creating impact, achieving results 17 PwC global case study 223,468 people Global Diversity Week – Creating wide-scale diversity awareness Diversity dimension of focus: Valuing difference In 2014 we took a significant step in our underlines our belief that global gender blindspots they may have, enhance diversity journey, as PwC firms worldwide equality unlocks everyone’s full potential, their inclusiveness and become more celebrated our inaugural Global Diversity everyone’s success is connected, and that fluent across difference. Week (GDW), PwC’s wide-scale inclusion real change happens at the individual Awareness and All these tools – and many more – are intervention that aims to touch every PwC level. Finally, we gave our people the housed on our Global Open Minds portal, professional across the PwC global opportunity to go public with their an online inclusion resource that helps our network. Two years on, we’re now about to commitments to personal and team education people understand, explore, engage and embark on our third annual GDW. inclusiveness actions via a live virtual commit to diversity and inclusion all year commitment wall. To drive change and foster an inclusive After this initial period of building insight GDW is about creating widespread round. with our mission critical leaders we felt we awareness of diversity as a PwC priority, To underpin our GDW themes and workplace we believe it is critical to The success of GDW springs from its had created the foundations for more demonstrating leadership commitment to activities – and help our people better create the right levels of D&I awareness powerful combination of activities at the wide-scale D&I awareness and education diversity, and having our people embrace understand, value and embrace difference and education. This is why these are a PwC network and firm level – so we ask all that would be buoyed with leadership inclusion and difference – including as they transition from personal PwC firms to complement the GDW central component of our D&I ecosystem. commitment and the right signals and tone committing to personal actions to help understanding to personal action – we resources and activities with territory Over the past three years we’ve from the top. So, in 2013, we began to make PwC an even more inclusive place to provide a wide range of global ‘valuing top-up initiatives. These range from local continued to accelerate our efforts in this focus on more wide-scale D&I awareness work. difference’ resources. These tools include: webcasts and online leadership discussions and education that would touch all our area as we focus on engaging the hearts, During GDW 2014 – whose core theme • PwC-specific implicit association to team workshops and much, much more, people. Our approach was to drive some minds and hands of all our people and was Creating value through diversity. Be tests. These tests improve our people’s supplementing our global campaign with critical interventions globally in inspire personal and team actions and yourself. Be different – our network and self-awareness, allowing them to gain a activities that reflect local culture and combination with the identification of territory leaders communicated and better understanding of their own nuances. On the next page you can learn accountability for change. awareness and education as key levers that engaged with all our people. A particular attitudes and preferences towards about some of the territory top-up would be implemented with appropriate focus was making the business case for different kinds of people with different activities that PwC Singapore and PwC interventions driven at the firm level. Building leadership diversity and inclusion real. We also attributes (for example women and Mexico delivered in alignment with GDW insight An annual Global Diversity Week (GDW) formally launched our PwC diversity men with family and career). 2015. campaign is a cornerstone element of these brand: Be yourself, be different. And in line Building leadership insight was a • Myth-busters quiz. This helps our activities, aiming to reach everyone across with this we invited our people across the fundamental step in this journey, and people learn about and debunk the PwC network and help them world to share what was different about between 2011 and 2013 we specifically common myths and stereotypes across understand, explore, engage and commit them. They also had an opportunity to engaged the Global Leadership Team and all dimensions of diversity. the Strategy Council in diversity awareness to diversity. We are excited to launch our contribute ideas to shape our future and education. Creating awareness of the third annual GDW in tandem with the diversity focus. • Global Open Minds eLearn release of this publication. You can learn programme. This learning tool diversity demographics within our For GDW 2015 we chose the theme of From more about GDW in our featured case provides our people with a greater network was a core component of this awareness to action, and set out once again study. understanding of what unconscious journey, and this was combined with to create wider understanding of the PwC biases are, and how they can potentially unconscious bias training. We mirrored D&I strategy and business case. We also manifest themselves in the workplace. this process in our firms, asking the asked our people to engage in supporting territory senior partners of each Strategy global gender equality, launching our • Annual inclusion planner. A Council PwC firm to commit to HeForShe microsite – heforshe.pwc.com personal tool made up of 52 inclusion undertaking unconscious bias training – which enables our people to pledge to ‘nudges’ – simple awareness or with their local leadership teams. become ‘HeForShes’ and sign up for behavioural actions that can help our individual actions to foster change. This people become more aware of any

18 The PwC diversity journey Creating impact, achieving results 19 GDW 2016’s theme is Valuing difference. Driving inclusion. And this year we’re excited at the prospect of generating greater energy, awareness and engagement than ever across the PwC network, as we highlight that valuing difference not only drives business success but also contributes to a vibrant, sustainable, and peaceful global community. However, we know that blindspots are PwC Mexico PwC Singapore resilient, and embracing difference is a muscle we must constantly flex. So during GDW 2016 we will not only encourage our (3,466 people) (2,742 people) people to continue to use our global valuing Here in PwC Mexico we wanted to make the most of the great The territory top-up approach to GDW here in PwC Singapore difference resources, but will also stream live GDW resources available globally, but we faced the issue that enables us to engage with many of the innovative global unconscious bias training across the globe many of our people are not fluent English speakers, particularly activities, while in parallel driving a more focused approach featuring one of the world’s leading experts in at more junior grades. So we worked alongside the global aligned with our local inclusion priorities. this area, Harvard neuroscientist and diversity team to translate many of the global resources and professor, Dr. Mahzarin Banaji. We’ve had great success with gender in Singapore, reaching videos in advance of GDW so we could use them with all our the milestone this year of 29% of our partnership being female. people. We then launched all of them on a Spanish PwC Tangible impacts: Mexico-specific online diversity portal during GDW, with the Culturally, Singapore is characterised by a unique ethnic, GDW is having a clear impact – including aim of helping our people understand, explore, engage and religious and linguistic mix, and we’re very proud of our providing PwC leaders with the commit to diversity and inclusion. heritage as a multi-ethnic society. Also, Singapore as a country opportunity to demonstrate their recognises the importance of its role as an international hub To create energy and get our people involved, we also launched commitment to diversity and inclusion and both in the region and globally, and works hard to promote this a Mexican-specific Diversity Challenge. Our partners and drive wide-scale awareness of D&I as a position. For this reason cultural diversity is paramount for our people were asked to illustrate how they live diversity at work PwC strategic priority. It has also brought a firm. or in their personal lives, and how their differences bring value number of further benefits, including: to the business. Over 1,800 people took up the challenge, with As a result it made perfect sense for our Singapore firm to • Engaging our people across the globe in 94 video submissions – including many from our partners. centre our GDW activities around cultural diversity. Creating a diversity. Beyond the network-wide culture where all our people embrace cultural diversity can We also wanted to create lots of awareness and discussion. So communications from our Global sometimes be a sensitive undertaking, and we’ve found it’s we hosted numerous panel events throughout our offices, Chairman that reach every one of our often best received when delivered through activities and focused on the following themes: people, we had 55,125 (in 2014) and events that are fun. 53,128 (in 2015) of our people actively • Female leadership For example, during GDW we hosted a lunchtime event engage or participate in our various • Diversity in business attended by 200 people to celebrate that we are all ‘same, same global GDW activities, while but different’. The event used humour to help people become • Confidence and generations additionally seeing lots of engagement more self-aware about stereotypes, with the invited speaker in territory top-up activities. • Closing the confidence gap being a comedian known as the ‘Master of Accents’. He • With the launch of our PwC HeForShe Valuing and embracing difference delivered an underlying message that people can often • HeForShe microsite in 2015, some 8,530 PwC unconsciously judge others based on their accent or the Being able to value and embrace difference is a critical skill that needs to be men and women made the HeForShe In total, 30 speakers – including 17 partners – were involved in country they’re from. developed in all our people. We recognise that being open-minded and aware of these panel events, and they were attended by almost 300 staff, pledge during GDW alone. personal preferences and blindspots are critical levers to the manifestation of Singapore is also a food-crazy nation with a unique culinary with many more joining via webcast. • While there is not necessarily a direct such behaviours and as such we drive a laser focus on awareness tools and culture, so we hosted a food festival as well, enabling our causal link, we have also noticed an education that centre on blindspots and unconscious bias. Examples include tools The corporate culture in Mexico has traditionally been very people to sample dishes from six countries during lunchtimes. improvement in the perceptions of our such as the PwC Implicit Association Tests and Mythbusters quiz referenced in male-dominated. With rising numbers of women entering PwC Additionally, staff from our Chinese, French, Indian and people across the globe: our GDW case study. In addition to rolling out our innovative global initiatives, and the workforce in Mexico at large, we wanted to make Japanese desks hosted cultural displays including samples of we have also seen PwC firms approach this challenge in creative and innovative supporting gender equality a cornerstone focus of GDW. food, drinks and activities for our staff to try. i. 77% of our people agree that “PwC is ways. A prime example is PwC UK’s Open Mind behavioural change programme, an inclusive work environment Carlos Méndez, our Senior Partner and Chairman, posted a The copious feedback we received from our people confirmed which you can learn more about in the featured case study. where individual differences are video introducing HeForShe and explaining why it is important that they’d thoroughly enjoyed all the events – and that these valued and respected” – up by 3 for PwC Mexico and our stakeholders and communities. In this had succeeded in shining a spotlight on the importance of percentage points since 2013. video he specifically urged our men and women to take the understanding, valuing and embracing difference. HeForShe pledge – and this was a great success, with 832 of ii. The proportion agreeing “I’m our people making the pledge during GDW alone. satisfied with territory leader actions to build a diverse and inclusive work environment” has increased by 1 percentage point since this was first asked in 2015.

20 The PwC diversity journey Creating impact, achieving results 21 In addition to fantastic adoption PwC UK case study statistics in the UK firm, a global version of the second Open Mind 18,397 people Tangible impacts: training was created, and this has Open Mind behavioural change programme been completed by tens-of-thousands Across the UK firm, Open Mind has of PwC professionals in the PwC Diversity dimension of focus: Valuing difference helped being open-minded and valuing network from over 110 countries. difference become part of people’s PwC UK launched our long-term Open The Open Mind programme has succeeded language and behaviour, prompting Furthermore, in combination with To make progress on gender diversity we Mind behavioural change programme with in supporting major behavioural change Engaging men through them to think more about how many other critical diversity know it is not enough to just engage our unconscious bias e-learning in March across and beyond PwC UK. The first Open HeForShe unconscious bias can potentially interventions on which the UK firm is women, but that we must also engage the 2011. The goal of Open Mind is to make Mind eLearn was made mandatory at its influence their decisions. One PwC focused, we’ve seen clear progress in Earlier in this report, we introduced you to other 52% of our global workforce: our individuals across the firm more aware of launch with a 100% completion rate. With person commented that the e-learning some of our most important diversity our 2+1 approach to dimensions of men. We know that the more men and the blindspots we all have when it comes to the launch of our second eLearn we “made me re-evaluate my thinking metrics since we set out on our Open diversity. We’ve identified gender as a women play an active role in each other’s our relationships and decision-making, transitioned from a mandatory approach process and I look forward to Mind change journey. These include: common priority across the PwC network, success, the greater the chance we all have and to reinforce the behavioural changes to one which asked business unit leaders to questioning my own assumptions and because while 48% of our global workforce to reach our full potential. And when required to drive an even more inclusive take personal ownership of driving • Female representation on the UK perceptions.” at all levels is female, this proportion is not everyone is at their full potential, we all culture at PwC UK. engagement of this training with their Executive Board has increased to yet reflected in our leadership. We are benefit, both as individuals and as an teams and people. This approach proved While there is not necessarily a direct 43% from 25% in 2012 – and the The Open Mind programme consists of a eager to encourage an inclusive rather organisation. In 2015, we engaged with very successful, with 92% of UK partners causal link, PwC UK has noticed a total number of female partners wide range of activities and interventions, than segregated approach in our inclusion the UN HeForShe solidarity movement for and staff completing the programme difference in some of our key D&I has increased from 15% to 18% including a film illustrating an open- efforts, as our experience has shown that global gender equality as a HeForShe within the first three months. We took a metrics since we launched our Open during the same period. minded conversation on performance interventions approached in this manner corporate IMPACT 10x10x10 partner. similar approach with our Open Mind: be Mind change programme: management; a film that traces the • Our internal partnership deliver better results. Furthermore, we Since then we have embraced HeForShe as yourself, be different training which was equality journey; leadership • We are seeing clear improvements in admissions are becoming listen to our people and this is what they one of the cornerstone activities of our launched in October 2015, and which 90% communications; an explanation from a the perceptions of our people across increasingly diverse. In 2016, 28% tell us they prefer. global gender diversity strategy, utilising it of PwC UK’s partners and staff have psychologist to show how unconscious bias the UK firm with 81% of our people of our new partners were female as a key vehicle to drive many of our global already completed. affects decision-making; and actions agreeing that “PwC is an inclusive and 7% were ethnically diverse awareness and education activities. You people can take to become even more At the heart of our Open Mind behavioural work environment where individual compared to 16% and 0% in 2012. can learn more about our activities in this area in our featured case study on open-minded. change programme is our ambition to differences are valued and respected” *Black, Asian and Minority Ethnic. engage all of our people on this journey. – up by 8 percentage points since we HeForShe. The messages, techniques and materials And to make sure this is the case, our Open first launched Open Mind. In 2016 from Open Mind have been integrated into Mind: diversity is good for growth eLearn is we also saw the engagement levels of the firm’s people management processes. a core element of our onboarding the firm’s gay/lesbian population rise For example, in briefings to prepare for the programme for graduate and experienced to levels surpassing our straight annual performance review, people hires. individuals. managers are reminded of their responsibility to lead by example in being • We have increased the diversity of open-minded and managing their own our graduate hires, with female and blindspots. BAME* representation reaching 43% and 34% respectively in 2016 A particular highlight of the change compared with 37% and 25% in programme has been the creation of three 2012. innovative e-learning modules. An Open Mind: overview of the three modules is outlined diversity is good for growth • Open Mind collateral has been below: Includes psychological tests and recognised as a leading practice, illustrative videos to create scenario winning the 2015 30% Club award based understanding of unconscious bias and its impact. for Everyday Inclusion. Many clients have purchased the licence to use the Laser focus on the PwC D&I business case. Open Mind collateral, demonstrating that the training has not only been impactful for PwC, but also that other organisations are now following our successful lead.

Open Mind Open Mind: be yourself, be different Includes psychological tests and awareness tools to create Includes behavioural judgement understanding of unconscious bias exercises to understand how and its impact. unconscious bias manifests in the workplace. Automated follow up actions to support our people become even Provides tailored action plans to more openminded. manage personal blindspots. Open Mind

22 The PwC diversity journey Creating impact, achieving results 23 PwC global case study 223,468 people HeForShe – Promoting gender equality around the world Dimension of diversity focus: Gender

Because we at PwC believe that gender Apart from PwC’s commitment to get inequality continues to be one of the Finding the right HeForShe 80,000 PwC men to take the HeForShe world’s most important problems, we pledge over three years, and to roll out a became a founding UN HeForShe drivers at PwC Japan globally consistent mechanism for Corporate IMPACT partner in 2015. progressing both talented men and women HeForShe’s mission is to engage men as 5,293 people (integrated firm) to senior leadership, PwC committed to agents of change in achieving global The corporate culture in Japan has traditionally been male-dominated. As a develop an innovative Gender IQ online gender equality. Gender equality has country, however, we are faced with a rapidly aging population, which means training module. In collaboration with the significant benefits to both women and boosting rates of female labour force participation is critical to Japan’s economic UN, the Gender IQ module was released in men – and therefore we all have a role to sustainability. This is why Prime Minister Shinzo Abe has brought the issue to the September 2016 to a global audience, and play, and we all benefit from working fore. His economic growth policy sets a goal to fill 30% of leadership positions in is now accessible and free to anyone in the better together. The more active a role that Japan with women by 2020. So it won’t come as a surprise that Shinzo Abe is one of world at heforshe.pwc.com or at heforshe. both men and women play in each other’s the ten heads of state who signed on as a UN HeForShe IMPACT champions. And org. In just over half an hour, participants success, the greater the chance we all have he is joined by Japan’s Nagoya University as one of the ten university IMPACT learn about how gender informs our to reach our full potential, benefiting both champions. identities, the societal and business costs of as individuals and as a business. gender inequality, and actions that can be These realities also ring true for PwC Japan: 30% of our workforce and 7% of our taken to become agents of change. The At PwC, we have used our HeForShe partners are female. Our alignment with HeForShe provides us with a fantastic online training is intended to educate and IMPACT partner role to drive education opportunity to engage our workforce and our leadership on this critical reality for empower everyone as advocates of and awareness activities both within PwC both our firm and our economy at large. However, we knew that we had to equality. and beyond, including with our clients, approach HeForShe in a way that would work for our culture. We began with an families and communities. awareness session with our collective leadership team of 15 men but we quickly

As part of this journey we’ve launched our realised that that we needed to find a more personalised and culturally sensitive Tangible Impacts The +1 in action PwC HeForShe microsite – heforshe.pwc. way to move forward. Through our partnership with the Our 2+1 approach to dimensions of diversity asks that each PwC com – which enables our people to pledge To do this, we held robust HeForShe and broader gender diversity one-on-one United Nations’ HeForShe initiative, we firm focus on at least one further dimension of diversity that is to become ‘HeForShes’, gain access to conversations with some of our leadership team. We let each conversation follow its are accelerating the global momentum important locally, in addition to gender and valuing difference. awareness and learning resources, and own path, so we were truly engaging on a personal and authentic level with each of toward gender equity in the workplace. Our experiences over the past three years have shown us this is a sign up to individual actions that will help powerful approach because it recognises that different parts of our leaders. The process was ultimately very powerful. While some leaders took • Already, 53,046 people (including foster change. We hosted a HeForShe the world have different talent priorities, meaning it lends itself just one conversation, with others the conversations were much harder and more 24,397 PwC men) have taken the awareness session with PwC’s territory to supporting a global diversity strategy that makes room for a frequent. But in the end the effort was worth it: some of the most challenging HeForShe pledge via PwC’s senior partners (TSPs) during the 2015 ‘local flavour’. Ultimately we feel it lays the foundations for a discussions led to the creation of some of our strongest HeForShe advocates. HeForShe microsite. This includes annual leadership summit in Tokyo, where more inclusive global approach to diversity, by affording PwC the Global Leadership Team and we also asked each TSP to take the Once we completed this process, we knew that we had created the right levels of firms the opportunity to drive diversity strategies that are senior partners of all PwC firms.10 HeForShe pledge. PwC firms use our leadership insight, commitment and tone at the top to bring HeForShe to all of our aligned with their unique business and talent challenges and central HeForShe resources to drive people in PwC Japan. As part of this journey we’ve created a translated version of Take a stand with us and pledge today opportunities. Read on for some examples of how this +1 activities and pledges in their firms in a the global HeForShe microsite, customised posters and awareness materials, and – heforshe.pwc.com. approach manifests in some of our firms from across the manner appropriate for local cultures. As launched a HeForShe video featuring many of our leaders speaking ‘from the heart’ network. an illustration, the following case study about the importance of HeForShe. This video has been shown to all of our people In PwC Netherlands, ethnic heritage is one of the +1 diversity describes PwC Japan’s approach to during our ‘All Staff Meetings’. We’ve also created a group of HeForShe Champions dimensions. In particular, this stream of the firm’s diversity HeForShe. in each of our business lines, focused on delivering tailored actions in their business areas and creating authentic awareness via their personal stories and programme responds to the growing numbers of non-Western experiences. immigrants in Dutch society. And PwC Netherlands has achieved significant progress in enhancing the attraction, engagement Building the right levels of leadership insight took time, but it was worth it. We are and retention of this talent population through the adoption of pleased that almost a quarter of our male staff have already made the HeForShe the Cultural Awareness change programme, which blends pledge and we are now preparing for the next phase in our HeForShe journey – awareness and education activities with other critical diversity building HeForShe insight with our clients and communities. levers. You can learn more about PwC Netherlands’ comprehensive change programme in our featured case study.

10 Pledges as at 29 August 2016

24 The PwC diversity journey Creating impact, achieving results 25 Meanwhile in PwC China and Hong Kong, contribute. The challenge for PwC China Hong Kong introduced a change PwC Netherlands case study the +1 focus is on generational diversity – and Hong Kong was to create an inclusive programme entitled The PwC Experience and specifically on millennials (born environment that would encourage – A Breakthrough. You can learn more 4,769 people between 1980 and 1995), who now make contributions from a wider range of our about this programme in our featured case up 82% of the staff population in China, people, in an environment where the study. Cultural Awareness change programme and who often value a modern Chinese ability and responsibility to contribute has Diversity dimension of focus: Ethnic heritage organisational culture that blends Chinese traditionally been aligned with seniority. tradition and values with a more western To achieve an environment where their The awareness element has had a In countries across the world, ongoing approach and style. We know that our millennial talent has the confidence and particularly powerful impact. The Tangible impacts: demographic and social change is millennial talent across the globe, no conviction to speak up within the nuance feedback on this training from both our constantly increasing the diversity of The Cultural Awareness change matter how junior or senior, have much to of their cultural landscape, PwC China and PwC’s workforce. A good example of this leaders and non-Western talent has been programme is already having a clear trend is in the Netherlands, where the very positive, indicating that our people impact on PwC Netherlands’ talent number of non-Western immigrants have gained a true understanding of ‘why pool, bringing a number of benefits: graduating from Dutch universities has we tend to misunderstand each other’. • We have seen a 3% increase in increased rapidly over the past few years. These insights have proven to be quite a retention rates of our non-Western This demographic shift in available talent strong building block in our journey from talent. led PwC Netherlands to introduce our ‘Awareness to action’. We have also learned Cultural Awareness change programme, that small factors can have a big impact on • Satisfaction levels with PwC as an PwC China and Hong Kong case study with the goal of creating a talent attraction cultural awareness. Examples include the employer among our non-Western strategy and culturally inclusive culture food we serve in our staff restaurant, talent, as measured through our 14,662 people that means we don’t miss out on or lose making prayer rooms available on office annual people survey, have The PwC Experience – A Breakthrough valuable talent. premises, and recognising all holy days increased by 8%. rather than just Dutch national holidays. Diversity dimension of focus: Valuing difference and generational diversity A simple starting point for us was • The past 2 years we achieved our All of these show how we’re ‘walking the understanding that the changes in the highest inclusion score to date, with Like all PwC firms worldwide, our China To deliver these objectives, The PwC With the programme’s success, we are talk’. Dutch talent mix created new cultural 77% of our people saying they and Hong Kong Assurance practice Experience – A Breakthrough includes looking to evolving it into a firm-wide challenges for our firm, and that we believe PwC is an inclusive operates in an increasingly challenging several strands. As a means of driving approach to communication and staff market environment, including a fiercely accountability, every partner has made engagement. needed to help our people become aware We helped build an external environment where individual competitive war for talent. These external personal commitments to start and stop that they are all relatively “unaware” of organisation that enables PwC differences are valued and respected forces translate into challenges in doing particular behaviours. A further non-Western cultures. professionals to coach multicultural – a rise of six percentage points since Tangible impacts: attracting, retaining, and engaging our element is our regular engagement forums students, drive reverse cultural 2013. In the six years since it was launched, Beginning in 2013, we introduced our people. When we asked our people what including online (‘Breakthrough Blog’) learning and create a future • In the past three years we have more The PwC Experience – A Breakthrough comprehensive Cultural Awareness change they wanted from us, they said they were and offline (‘Dialogue with Leaders’), campus pipeline of culturally than tripled the number of Non- programme has had a huge and highly programme with a view to achieving looking for an inclusive environment that which provide forums for our people to diverse talent. Western talent choosing PwC as beneficial impact on the Assurance better attraction, retention and embraces open, honest, and effective raise their own ideas and questions, and their employer of choice. practice at PwC in China and Hong engagement of non-Western talent. The communication. To create such an hear from leadership on a regular basis. Kong. While there is not necessarily a change programme has six components, as environment, we launched a broad This intervention has helped create a direct causal link here are some of the illustrated below. cultural transformation effort for all levels dynamic and engaged environment where key improvements we have seen in our of our Assurance practice. our millennial talent has the confidence people and diversity metrics since we Giving Established mechanisms to We called this programme The PwC and conviction to speak up. introduced the programme: In 2015 a pilot was launched Back understand the cultural Experience – A Breakthrough. In launching whereby partners and Alongside these elements, one of the • This year we achieved our highest demographic make-up of our it, our overall goal was to change and directors sponsor programme’s most impactful initiatives – inclusion score to date, with 76% of workforce and establish improve the way we interact and multicultural key talent; Cultural launched in 2012 – is ‘Breakthrough Ideas’, our people saying they believe PwC Sponsorship acceleration KPIs communicate with our people and our Analysis which took our interaction and is an inclusive environment where focused on building bridges clients, in order to turn an already very communication to the next level. This has individual differences are valued and and learning between good firm into a truly great one and prove Cultural enabled diverse teams of staff across all respected – a rise of 22 percentage cultures. This programme our distinctiveness in the market. First grade levels and geographical locations to points since 2011. has since been formalised. Awareness introduced in 2010, the programme is still provide proposals and solutions to our going strong today – and has had a • We’ve seen a 22 percentage point Programme Assurance Executives on some of our most From profound impact. rise in our People Engagement Index persistent challenges, thus engaging our Cultural Connected since 2010, with a 2015 score of 72%. Awareness Cultures While this transformation effort is broad in millennials more deeply in our decision Launched a connected The next evolution of this to Action scope, it has a number of more specific making and fostering innovative and • We have seen voluntary turnover cultures network for all of change programme sees us diversity objectives. One of the most diverse thinking. Their ideas have since levels decrease across our Assurance our people to support introduce a communications Awareness important is to engage more effectively then been brought to life across the practice, in particular for our Training cross-cultural awareness and campaign, providing our and increase the retention and Assurance practice and contribute to top-rated staff, and staff below relationship building. people with the tools to engagement levels of our millennial talent, successes such as improved people manager level compared with 2010. Established internally in who make up an ever-increasing engagement. The ‘Breakthrough Ideas’ progress from cultural • We’ve also seen the programme’s 2013 this is now open proportion of our workforce – 82%. members also continue to play a key role as awareness to inclusive success with clients reflected in externally to government Another is to create and embed a more the ‘sounding board’ for some of the major action. A successful pilot has higher Brand Health Index (BHI) and MCS professionals inclusive culture, through behavioural issues in the practice to make sure plans already taken place in 2016. rating and improved results from our Multicultural skills training was developed in shifts targeted at driving behaviour that is and actions are relevant to our people with Client Feedback Programme. conjunction with a third party provider and open to new ideas and embodies respect diverse backgrounds. rolled out to everyone in the firm during 2014 for each other. and 2015. This is now formally included in our 26 The PwC diversity journey standard L&D curriculum. Creating impact, achieving results 27 PwC Canada case study 6,334 people GLEE Circle Diversity dimension of focus: LGBT One of the most visible manifestations of In whatever way or context inequality At PwC Canada we have a wide array of GLEE’s growth is the annual Pride BBQ arises in our world, the economic cost to Employee Network Groups – which we Voice of the diversity role hosted in PwC’s Toronto office. Held in businesses and societies is always high. also call ‘circles’ – to help create an June to coincide with Pride month in And at PwC we know that we can only model inclusive work environment. The first of Toronto, this year’s barbecue attracted its solve the world’s most important problems these, set up back in 2006, was the Gay, – Partner, PwC Netherlands biggest attendance to date, with about and build trust in society if we use all the Janet Visbeen Lesbian and Everyone Else (GLEE) 125 client personnel and 75 PwC Toronto talent available to us, and act in ways that I honestly feel that “coming out” has been a positive driver network. As the pioneering network, team members. value each other’s differences. in my rise to partner with our Dutch firm. My orientation GLEE has collaborated closely with PwC colours how I think about the world, and gives me some Canada’s D&I team for almost a decade. In recent years, societies across the world depth. It also helps me be more visible and defines my This collaboration has enabled our GLEE Tangible impacts: have seen a growing culture of respect and mission to be clearly defined, and we Voice of the personal brand. While we can’t point to a direct causal inclusion for lesbian, gay, bisexual and focus on four key goals: transgender (LGBT) people – a positive In short, it makes me stand out – and I feel strongly that anything that helps you do link, PwC Canada has noticed that diversity role development evidenced in some cases by this in our industry is a blessing. This is an environment where self-confidence and 1. To provide a supportive environment GLEE’s growing momentum has model enhanced legal rights. We support this self-awareness are central to ensuring a sustainable level of wellbeing. The for lesbian, gay, bisexual and coincided with strong progress in trend, both because we believe in equality consulting business requires more than regular office hours, and why would anyone transgender (LGBT) partners, staff some of our key D&I metrics: and allies to network and develop Jennifer Johnson, Partner for all, but also because research shows want to work in an environment where they are wasting energy by not being their • We have consistently achieved a professionally; and National Leader Risk that the inclusion of LGBT people closely whole self? positive Inclusion score from our correlates positively with economic Assurance Services, PwC It has always been important to me that I work and lead in a culture where not only I, 2. To promote an inclusive, diverse, and people, with 83% saying they development.11 Canada but everyone else, feels they can be true to who they are. Our Dutch firm’s Gay, respectful work environment; believe PwC is an inclusive environment where individual However, there are still parts of the world Lesbian and Everyone Else (GLEE) LGBT support network is one of the ways we 3. To position PwC Canada as the As the partner sponsor for GLEE GTA differences are valued and where PwC and our clients do business in make sure that when our employees decide to be open about their sexual distinctive firm and employer of (Greater Toronto Area), and someone respected, a rise of four percentage which antagonism and codified orientation, they can do so in a supportive and safe environment with a culture of choice for the LGBT community; who’s been ‘out’ for fifteen of my discrimination towards LGBT people acceptance and inclusion. GLEE’s success says a lot about PwC. It is also a privilege to points since we first started to ask seventeen years at PwC, I want others 4. To identify business development persists. While PwC certainly does not hold a seat on the Global LGBT Board, and contribute to a culture where everyone this question in 2011. to see that you can be out and opportunities in the community at tolerate discrimination on any grounds feels they can be true to who they are – not just here in PwC Netherlands, but across • We’ve generated positive direct successful in the firm, and that it’s not large. – including based on LGBT status12 – we the PwC Network. client feedback and many great going to hold you back in any way. In believe in going further to actively value GLEE Canada has now grown to over 130 client relationships for our firm via fact it can have the reverse effect, the differences of our people and clients. members across Canada. the external reach of our GLEE because it lets you be more of who you Meanwhile a focus on LGBT is evidenced In PwC Canada, LGBT is one of the +1 With this in mind, PwC’s intention is to circle and GLEE pride event. truly are, and enables you to bring The efforts of the GLEE circle are having systematically increase the engagement as a +1 diversity dimension of focus in diversity dimensions of focus, with the your best and deliver a higher level of a significant positive impact on our • Many of our LGBT people have said and participation of LGBT people in the many PwC firms. For example, in 2014 firm’s GLEE (gay, lesbian and everyone confidence – meaning you perform people and brand, both internally and that the efforts of the GLEE circle global workforce. And while LGBT falls PwC Australia was one of the first private else) network forming a principal element better in your career. externally. From an internal perspective, inspired them to ‘come out’ at within the +1 category of our ‘2+1’ model, sector organisations to sign a corporate of the LGBT efforts. We have also GLEE has contributed to our inclusive work, (and in some cases before That’s certainly been my experience. I we have established a Global LGBT Partner letter of support for marriage equality in witnessed GLEE gain momentum in many culture, helping to create an they ‘come out’ in their personal think being out shows you have a Board to create global direction and Australia. This has now been signed by parts of the world, with similar networks environment where people can be their lives). certain level of courage as an energy behind this PwC intention. The over 800 large and small corporations in now in place in PwC Australia, Germany, full selves at work and feel comfortable individual, and people at PwC Board is comprised of openly gay partners Australia. Meanwhile, in the US, PwC US Ireland, the Netherlands, South Africa, • We now have better access to LGBT about coming out. appreciate that. My coming out and LGBT allies, and the partners on this was one of 379 employers and Switzerland, the UK, the US and Vietnam. talent and have received feedback organisations who signed an amicus brief These firms tell us the charm of GLEE is its process wasn’t easy, and wasn’t Board inform our global diversity policy, Meanwhile, from an external on campus that our GLEE network accepted by some people close to me engage with stakeholders to support the supporting marriage between same-sex inclusive approach with ‘everyone else’ perspective, GLEE has helped PwC and the experiences shared by our couples in all US states. The US Supreme standing for quite literally everyone else, at the time – so you develop a harder business case for LGBT inclusivity, and act Canada to become actively involved with ‘out’ people have been edge to stand up to adversity, and as role models for LGBT staff and allies. In Court ruled in favour of same-sex be they an LGBT ally or part of the LGBT several recruitment and business instrumental in many students’ marriage nationwide June 2015. community based on their sexual greater self-knowledge that gives you pursuing all of these goals, we continue to networking organisations focused on the decisions to select us as their confidence in yourself. foster a culture where everyone feels orientation or identity. You can learn more LGBT community. These include Pride at employer. included and where differences are valued about GLEE and the impact it is having by Work Canada, which provides support Given this experience, I want to lead – as evidenced by our policies and the reading our featured GLEE case study and networking for LGBT professionals. by example. Earlier this year GLEE culture we create. from PwC Canada. GLEE is also actively involved with a Canada was involved in several non-profit organisation that provides initiatives across and beyond the firm, networking and recruiting services for and four PwC people approached me undergraduate students and graduates. who were thinking of coming out and wondering if it would affect their careers. I told them it’s never had a negative impact for me – and it means 11 Open For Business: The economic and business case for global LGB&T Inclusion, J. Miller and Lucy I’m able to be my full self and not filter Parker, 2015 what I say to anyone. 12 PwC Global Code of Conduct

28 The PwC diversity journey Creating impact, achieving results 29 PwC Germany case study 9,967 people Up!Talk female mentoring programme Diversity dimension of focus: Gender and generational diversity At PwC Germany we work hard to Building relationships In individual PwC firms across the world, In PwC UK, a reverse mentoring Tangible impacts: You can’t be what you significant levels of mentoring and programme has been established pairing develop authentic and successful leaders. and advocacy sponsorship activities are in place as core partners in the Advisory practice with These efforts include our Up!Talk female In the seven years since it was can’t see mentoring programme, in which we take launched, Up!Talk has had a very Relationships are an important aspect of elements of local D&I programmes. For junior level staff who are different from Our people across the world tell us active steps to help our female positive effect on the career any work culture. And while cultivating example in PwC US, every partner is asked them in terms of gender or ethnicity. The consistently that one of the best things millennials refine and develop leadership progression and retention of our strong networks and having more senior explicitly to sponsor diverse talent towards programme aims to create reverse learning about working at PwC is the colleagues skills that both reflect their true selves high-potential women in PwC sponsors as advocates are critical steps to partnership as a core part of their people and understanding of the experiences and with whom they get to work and build and also resonate with colleagues of all Germany. In total it has directly foster progression and development in any development goals. Furthermore, challenges that both parties face in their relationships. Despite this positive ages and genders. benefited 150 of our key members of organisation, they are perhaps even more sponsorship activities are actively day-to-day activities, and more specifically reinforcement, we know it is critical that female talent since 2008. important in a partnership structure. embedded into critical succession planning to help both become more open-minded Established in 2008, Up!Talk is a we create a people environment where all Mentoring and sponsorship relationships interventions in other firms across the and understand difference. Meanwhile, firm-wide initiative for female senior • In 2015, 63% of our Up!Talk of our people can look up and around them occur in all business environments, but network, with examples including PwC PwC Germany has established the Up!Talk consultants, who are typically three to participants were promoted from and identify people who are like them, or neuroscience research suggests we all have UK’s Breakthrough programme (you can programme focused on providing high- four years into their career with PwC Senior Consultant to Manager, who resonate with them. As such we make unintentional natural preferences that learn more in the next chapter) and PwC potential female talent with personalised Germany. The programme aims to compared with an overall female it our business to actively role model often lead us to favour people who are Netherland’s Cultural Awareness change advice on how to advance their careers, provide our high-potential women with promotion rate from Senior diverse talent, partners and leaders across ‘most like ourselves’.13 And this can often programme (as featured in the previous from experienced partners in a different personalised advice on how to advance Consultant to Manager of 29%. the network so that all our people ‘can see mean that women and minority groups chapter). Line of Service from which they operate. their careers, with each of our female what they can be’. • We also see enhanced loyalty from can be left out of natural mentoring and You can learn more about PwC Germany’s participants allocated an experienced PwC Belgium, Pwc Germany and PwC our Up!Talk alumni with turnover These role-modelling activities form the sponsorship activities.14 Up!Talk programme in our featured case partner (male or female) from a different Netherlands have joined forces on a female rates as low as 4% after one year final pillar of our broad awareness and study. PwC Line of Service (LoS) for one year, As a result, it’s no surprise that mentoring mentoring programme which brings and 5.3% after two years. education goals and activities highlighted enabling them to share professional and sponsorship have become ‘trendy’ together high potential female senior in this report. We have featured many experiences, advice and feedback. • We are proud that one of the first interventions in the world of diversity. managers and directors. To further fantastic role models throughout this Senior Consultants who However, at PwC our global approach is enhance the cross-border mentoring that While Up!Talk is a mentoring publication, be they diversity leaders, participated in the programme was that we advocate for mentoring and takes place between the female mentees, programme, we decided to use the term diversity advocates, or diverse role models. promoted to Director in 2014. sponsorship to be a natural part of how we female board members at client ‘counselling’ to describe the relationship, The diversity role models profiled on the operate day-to-day. At the same time, we organisations are also identified to mentor in order to differentiate it from the Some of the best illustrations of the following pages – Ignacio, Pauline, Manoj also advocate more formal mentoring and the programme participants. The aim is to mentors assigned to employees as part of success of Up!Talk are to be found in and Marta – represent, respectively, sponsorship programmes as part of our enhance their profiles, business acumen, their career development or performance the comments from women who have thought and skill, female leadership, D&I education activities where they will relationships and provide them with evaluation. Each pairing of ‘counsellor’ undertaken the programme. One ethnic and cultural diversity. have the most meaningful impact. Our guidance and advice to support them to and ‘counsellee’ meet at least four times participant tells us: “I wished for a overall view is that mentoring is best proceed towards partnership. Similarly, within the programme’s one-year term. female mentor. Most of the time my utilised for more junior talent or ‘reverse- PwC India is one of four Indian-based As well as helping to develop the careers superiors were male, so I wanted the learning’ activities, while sponsorship is organisations taking part in a cross- and leadership skills of our high- chance to discuss and support my more critical for partner and leadership mentoring programme that engages potential junior women, the programme career with a female superior.” pipeline development. For example, a high-potential female talent with leaders also aims to improve communication Another adds: “It was an enriching sponsorship component is baked into the from other organisations as mentors, between different levels of seniority and experience. I would do it again right global succession planning process for providing specific guidance and advice to sharing of experiences across PwC away – and I would recommend it to mission critical network leadership roles. support them in reaching the next level in Germany’s LoSs. At the same time, the everyone.” And explicit gender and geographical their careers. participants develop and widen their targets set within this pipeline mean own personal networks across the firm. formal sponsorship activities are active for On top of these benefits, we have also a diverse group of our most senior level seen the partners involved in Up!Talk future leaders across the world. transform into committed diversity advocates and change agents. Their feedback often includes the message that their Up!Talk conversations have given them a much better understanding of the experiences of our female talent and the challenges they experience at work, both in terms of career progression and family life. This programme is just one of many interventions we undertake focused on 13 Blindspot: Hidden Biases of Good People, fostering an inclusive culture that Mahzarin R. Banaji and Anthony Greenwald, 2013 embraces and values difference. 14 The Promise of Future Leadership – Highly Talented Employees in the Pipeline, Catalyst, 2010

30 The PwC diversity journey Creating impact, achieving results 31 Voice of the diversity role Voice of the diversity role model model Ignacio Madrid, Risk Assurance Services Manoj Santiago, Private Clients Partner, PwC Principal, PwC Mexico Australia When I joined PwC Mexico in February 2015 as a Data I’ve been with the Australian firm for 21 years and a partner Analytics Partner in Risk Assurance Services, I was the first for nearly ten – and during that time I’ve had the candidate that the firm’s Assurance practice had recruited at opportunity to work in a wide range of areas, from partner level for over 20 years. This combined with my educational background in management consulting to tax to audit. I’m now a Private Clients Partner and have Industrial Engineering and vast work experience with technology firms, means I recently become managing partner for our thriving Greater Western Sydney office. have very different skills and experience from my colleagues – but I’ve found them I was born in Sri Lanka, and my family migrated to Australia when I was 11. As a very welcoming and ready to value the contrasting perspectives, skills and result I support Australia at cricket against anyone except Sri Lanka. As a leader and relationships that I bring. diversity advocate at PwC, what I find most encouraging is that it’s an environment Currently, I’m undertaking the exciting task of building a team of diverse skills to where people are willing to learn and not afraid to challenge – which is a really good grow our data analytics assurance business. In my view, diversity of skills is a major combination. I’m a strong believer that when you’re trying to drive change, it’s strength for any business – and diversity itself is about respect and openness. We all important to give voice to people who have questions as much as those who are ‘on know that when you encounter something new or different, it’s all too easy to feel board’ and eager to motor ahead. afraid or defensive. We need to control those feelings. I remember on my first day with the firm, I was one of 44 18-year-olds in a room, and My approach is to stay focused on the objectives, listen closely, and give people the they showed us a chart of how we could all get from where we were (on the bottom chance to demonstrate value through delivery. And as I build my career in PwC’s left corner of the chart) all the way to partner. It never occurred to me that I wouldn’t Assurance practice, I hope to be a role model to talent outside PwC’s usual scope, by make it there if I wanted to. I want it to be the same for everyone, including my kids: demonstrating there are different pathways to success here. we need to be the place where anyone can achieve their potential – whether as partner or anything else. Voice of the diversity role model Voice of the diversity role model Pauline Ho – People Partner, PwC Malaysia and Vietnam Marta Milewska, Transfer Pricing Partner, PwC Mexico As the first female PwC Assurance Leader in PwC Malaysia for the past four years, and recently taking on the role as the As a 35-year-old Polish woman, it’s fair to say that I’m a little first People Partner for PwC Malaysia and Vietnam coupled unusual among the PwC partners in Mexico. I’m the with being a mother of triplets under the age of 10, I’m keenly aware of the need to youngest partner in the firm, the only Pole, and the first strike the right balance between my work and family life. And I’ve been helped to do woman to become a partner in Transfer Pricing. But the fact that I’ve risen to this this by the firm’s outstanding support and mentoring programmes. level at such a young age says a great deal about PwC’s readiness to recognise and promote talent – regardless of background and gender. Here, you can make it to the Not that being a working parent is ever easy. All women need to understand that top wherever you’re from – and I’m living proof of that. they have opportunities, but that there will be sacrifices along the way. For example, you might have to give up your “me” time to be with the family, or you may have to My route to PwC was also unusual. Having studied Spanish at University in Poland, I take a back seat in your career for a short while before returning to focus on it. went to Spain for a scholarship programme. After that ended I was eager to work in a Spanish-speaking country, and managed to get a six-month placement with PwC I’ve always made an effort to share my experiences of the challenges involved in Mexico, providing services to expats. balancing work priorities, leadership responsibilities and family life – and I strive continually to create a culture where others can do the same. It’s only through this My department was next to Transfer Pricing, and I asked if I could move across. type of environment that we as parents can make the best possible decisions at work, Twelve years later –including the past two years as a partner – I’m still here. One of while also enabling ourselves to have the most fulfilling possible family life at home. the things I love about Transfer Pricing is its international nature makes it such a diverse area of the practice, with team members from all over the world and with a wide array of skills.

32 The PwC diversity journey Creating impact, achieving results 33 Voice of the diversity role model Caio Carvalho, Senior Consultant, PwC Brazil I’ve been with PwC for eight years, and when I came to the There are also extensive programmes to firm in 2007 I was the first person with visual disability to attract minority talent at campus and Critical interventions join the technical team. I was about to finish law school, experienced hire levels. Examples include and with PwC’s support I also got a degree in accounting. PwC US’s Start internship, which targets When I joined the firm there wasn’t a specific hiring process for people with racial and ethnic minority students; PwC that work disabilities. But the firm interviewed, evaluated and hired me anyway, based solely Netherland’s explicit attraction activities as on my capabilities. I was told: “We still don’t really know how to work with people part of its Cultural Awareness change To drive change and make real progress The importance of data the remainder of this chapter you will find with disabilities, but we’re eager to learn.” programme to attract non-Western talent case studies featuring proven practices (see the case study in the previous on diversity and inclusion, our As soon as I arrived, I could tell that PwC’s culture was very inclusive. While other at all stages from many PwC firms that illustrate just chapter); and PwC UK’s Financial Services experience shows it is imperative that we organisations are still sensitising their professionals to develop an inclusive culture, While feedback and data are fundamental this. Risk and Regulation experienced hire marry the right levels of leadership PwC is professionalising this culture that was already there. Not only do we now in identifying what these critical recruitment drive, focused on the have a formal process for hiring people with disabilities, we also have a diversity commitment and accountability and interventions should be, they are also vital attraction of female and minority recruits. Talent brand and committee that is proof of the progress made. The next step will be to welcome awareness and education with process in identifying that they are critical attraction people with disabilities onto the management board and at partner level. You can learn more about some of these interventions that work. This is why interventions that work. We are focused on activities in our featured case studies. critical diversity interventions form a creating a diversity programme culture in Having a talent brand that is attractive to a core component of the PwC D&I which aligning and measuring core KPIs is broad diversity of talent is paramount to an inherent part of the introduction or achieving diverse workforce ecosystem. existence of any diversity intervention. To demographics. This means we pay Critical interventions have long been a part reinforce this, we have made a focus on attention to the language, imagery, of PwC’s diversity efforts at both the KPIs one of the explicit measures profiles, benefits, and people programmes network and firm levels. But over the past associated with the D&I strategy category we incorporate in our attraction PwC France case study three years we have redefined our of PwC’s D&I Maturity Model, a core campaigns, in addition to highlighting our approach, reflecting the fact that feedback component of our Global Inclusion Index explicit diversity activities. For example, 4,422 people and data are now essential in identifying as featured in the ‘Leadership commitment many gay and lesbian recruits have told us where critical interventions need to be and accountability’ chapter of this report. that our GLEE efforts played a part in them Female partner shadowing programme established. This means listening to the deciding to apply to or accept an offer with In cases where the KPIs do not identify Diversity dimension of focus: Gender needs, expectations and feedback of our a PwC firm. We often reinforce these progress, our ethos is to performance people and utilising data analytics – for efforts still further with more closely- At PwC France we have been focused on During the pilot phase we brought a mix of improve, or, disband the efforts concerned, Tangible impacts: example our Global Inclusion Index focused attraction interventions targeting gender diversity for several years with five Science Po female Bachelor and so that all valuable resources are laser- metrics – to identify where we may have the specific recruitment of diverse talent at many of our efforts centred on creating an Master level students onboard for an We have been very pleased with the focused on D&I activities that do or will challenges, and where we can have the the intern, campus, experienced and attractive talent brand and workplace for immersion week during which they results of this pilot and from next year have an impact. Where they do show most impact to foster progress. catalyst (senior-level) hire levels. women. In 2015, we decided to pilot a observed and shadowed a female partner. will introduce it as a formal progress, we identify them as a PwC female partner-shadowing programme to This approach gave each of the students a programme, extended to a larger This is a step away from what was more ‘proven practice’ and share the Globally, the Aspire to lead programme that create clarity and exposure of what it real opportunity to understand ‘a week in number of universities and female traditionally an externally driven ‘leading- intervention more widely. This enables is discussed on page 53 – PwC’s university- means to be a female partner at PwC. Our the life of a partner’ and the realities of a participants. Other benefits include: practice’ approach to diversity PwC firms worldwide to learn more about based development series focused on aim is to attract female talent who join professional services business • We received exceptional feedback interventions. It also means that centrally what is working and creating impact in leadership and gender equality – forms a PwC with aspirations towards partner environment. Students were also exposed from all female students who took we push for consistency and cohesiveness other firms, and hence adapt and leverage cornerstone of our early attraction efforts. from day one of their career. to female partners who combine part. in our approach to diversity analytics and these interventions rather than recreating Meanwhile, PwC firms across the world exemplary business performance with For the pilot programme we partnered feedback channels, while asking PwC the wheel. have established many, many fulfilling personal and family lives. • It proved to be a strong attraction firms to focus on tailored action plans that interventions focused on attracting a with Science Po, one of France’s most Throughout this publication you will note programme: we formally offered respond to these channels. This means we diverse range of talent. Just some prestigious universities. They were seeking that all of our featured case-studies have internship positions to two of the five no longer focus on driving a global examples are the efforts by the PwC firms to collaborate with companies to create associated tangible impacts. And this participants. programme that advocates that all PwC in Australia, Brazil, Poland, Spain, the UK mini-internships for their students with publication aims to share our D&I journey firms adopt the same interventions, but, and the US to attract people with the aim of introducing a stronger business externally, while also further reinforcing a instead, within their action plans, network disabilities, both visible and non-visible to focus to their curriculum. diversity culture of critical interventions firms adopt critical interventions that join PwC. Or the many programmes in that work and proven practices within the respond to the unique data findings, place to attract female talent, for example, PwC network. feedback and nuances of their local PwC France’s Partner shadow programme, environment and culture. Ultimately, we recognise that blending or PwC Germany’s Advisory Career lounge behavioural change with inclusive initiative. In 2015, PwC Sweden launched processes is fundamental to achieving an the PwC Include Mentor programme. PwC even more inclusive culture. And Include engages high school students from furthermore, we recognise that to develop disadvantaged areas in Stockholm, by this inclusive culture, diversity allocating them a PwC mentor and inviting interventions must be embedded within them to meetings, activities and events people and decision processes across all throughout their school years. stages of the talent lifecycle. Throughout 34 The PwC diversity journey Creating impact, achieving results 35 PwC US case study PwC Germany case study 46,913 people 9,967 people Connect: Ability Advisory Career Lounge Diversity dimension of focus: Disability Diversity dimension of focus: Gender According to the 2010 United States “Effective mentoring is a two-way street,” PwC firms across the world are committed students can ask our successful women Census, 56 million people – or nearly one says Connect: Ability mentor Jon DeFeo. Tangible impacts: to recruiting and developing the best any questions they like, and discuss Tangible impacts: in five of the US population – have a “As a leader of our Professionals with Our disability strategy in general – and graduate talent – including female talent. perspectives and topics around diversity Our Advisory Career Lounge disability. This means we all know Disabilities Network, I share how programmes such as Connect: Ability in This means engaging early with female and careers. intervention has had a positive impact someone with a disability, probably among individuals with disabilities have been able particular – have succeeded in students to give them an opportunity to in enhancing our talent brand with Students interested in attending a Career our immediate friends and family. to navigate the firm, explore career increasing awareness, understanding get to know our firm and our people from female students across Germany. Since Lounge apply in advance, and we then advancement opportunities and access the and inclusion of disability across the an inside perspective. Achieving this was the programme was established in PwC US knows that people with choose the participants based on their available resources. However, I’ve also firm. Another critical impact of our particularly important for PwC Germany’s 2013, we have seen: disabilities represent a critical talent pool. curriculum vitae. It’s proven to be a great gained valuable insights while listening to combined efforts is that partners and Advisory practice, which has traditionally And to continue to attract and retain them, way for PwC women and potential female • A rise in both female applications my mentees talk about their needs and the staff who have a disability feel found it easier to attract male graduates we also know that we need to raise joiners to get to know each other on both a (33%) and female campus hires innovative ways they’ve overcome comfortable bringing their whole selves than female. To redress the balance, our awareness about the broad diversity of professional and personal basis, and for (42%) in FY16. challenges in their lives.” to work every day. Further outcomes German firm’s Advisory practice launched abilities at our firm, and to continue to female students to visualise their own include: a ground- breaking concept called the • Overall, 539 female students have foster an environment of inclusion that Our disability strategy is driven by our career path. Internships and hires Career Lounge for female students. participated in Career Lounges across recognises and embraces differences. Disability Strategy Council, a group of • Connect: Ability has helped position frequently result from these evenings. Germany since 2013 – and in the partners and functional group leaders PwC as a sought-after employer for Since the launch of the programme in As part of PwC US’s diversity recruiting past 12 months, 189 women who focused on developing a strategic, college students who have a 2013, over 500 female students have taken efforts, we have established relationships have attended a Career Lounge have coordinated approach to hiring and disability. Over the past year, PwC part in various Career Lounge events in with the disability services offices on handed in an application to join our employment policies and tools to help US increased its hiring of candidates various PwC locations across Germany. college campuses across the nation, while firm. foster the PwC experience for people with who disclosed a disability by 43%. The format is simple. For one evening, the internally we have delivered disabilities. We have also developed an female students invited to attend the event • Within the past 12 months, 25 comprehensive in-person training to our • PwC is a top-scorer on the Disability ‘Ability reveals itself’ initiative to connect get the chance to meet and talk with women whom we first met via Career recruiting team. In 2014 we also Equality Index® for being one of the our professionals who have a disability female role models from across PwC’s Lounge have undertaken internships, established our Connect: Ability best places to work for disability with resources within and outside of the Consulting business. In a relaxed and 21 have joined our firm as programme. This connects individuals inclusion, as assessed by the firm, share their stories, and help those atmosphere with drinks and snacks, the graduate hires. who are participating in our internship or American Association of People with who do not have a disability learn about seasonal recruitment programmes, and Disabilities and US Business disability inclusion. who self-identify a disability status, with a Leadership Network®. full-time PwC professional who is willing to provide support and mentorship. PwC’s distinctive approach to diversity is based on a belief that we each have a personal accountability for contributing to our inclusive and high-performing culture. In line with this belief, the goal of Connect: Ability is to provide the participants in the programme with a connection to someone who can give them guidance, insights, or even just act as a sounding-board, as they navigate through the firm’s culture and the wider professional services industry. Participating as a mentor in Connect: Ability enables our partners and staff to act as role models, helping to influence future generations of professionals and leaders within the firm.

36 The PwC diversity journey Creating impact, achieving results 37 PwC UK Financial Services case study 18,397 people Financial Services Risk and Regulation recruitment actions to enhance diversity Diversity dimension of focus: Gender and ethnic diversity PwC UK’s Financial Services Risk and • Role descriptions and selection Regulation (FSRR) practice helps our for interview. To ensure that our Tangible impacts: clients across the financial services sector opportunities and initial applicant Our laser focus on gender and ethnic to redefine the way they respond to risk filtering process were attractive and minority diversity during this and regulation, and to stand out in their conducive to all talent, we undertook a recruitment drive has delivered clear industry for the right reasons. Our practice number of measures. These included pay-offs, and demonstrated that the in this area has been achieving strong reviewing the criteria for each role right process and behavioural growth, and to continue to achieve our through a ‘diversity lens’, and having interventions can deliver success in growth objectives we identified a the UK territory diversity leader review improving diversity in areas where it’s significant need for new talent. To meet and amend role descriptions to make often misconceived as unfeasible. Here this need, we launched a major sure they would be attractive to all are some of the key outcomes from this However, we know it is not enough to have recruitment drive aimed at attracting and talent and prevent potential talent from effort: a strong and inclusive talent brand and hiring significant numbers of experienced being unnecessarily deterred or • 13 lateral partner admissions, 15% attraction activities that lead to the hires and lateral partner admissions into rejected. For example to attract talent of whom were diverse. onboarding of more diverse employees. To our UK FSRR practice between January from industry we agreed that for certain engage, develop, progress and retain 2014 and June 2015. roles ‘selling experience’ was not • 247 experienced hires, 34% of whom diverse talent, the messages delivered at fundamental and removed it as a were from minority backgrounds This is an area of our profession that tends the attraction stage need to stand up in default criterion from many job specs. and 39% of whom were female. to be more male dominated than some reality – and must also be combined with We also removed masculine language others. So, in light of our long-term, • Furthermore, all 260 of the new inclusive talent systems and processes that and replaced it with language that is firm-wide efforts to drive greater diversity, hires have brought enhanced levels allow all talent to fulfil their full potential 98% more universally appealing. Such as we wanted to make sure such a large-scale of skill and thought diversity to our from day one with PwC. replacing the term ‘ambition’ with talent acquisition effort did not skew our firm and as our FSRR business ‘desire to develop’; and the phrase hard work in this area. To do this, we continues to grow we continue to Flexibility and family ‘building a business’ with ‘building and identified, developed and implemented a apply a diversity lens to all of our 98% of PwC millennials (male and Today’s working fathers experience as making a significant contribution to a support series of interventions at various stages of attraction efforts. female) said work-life balance was much or more work-family conflict than business’. 16 19 the talent acquisition process to make sure In recent years we’ve been focused on important to them their female counterparts talent diversity remained a critical • Interview. To help mitigate any creating a PwC work culture that imperative of this recruitment drive. potential blindspots during the recognises flexibility as a talent-wide

interview process, we took two explicit proposition. More than 80% of PwC’s Our interventions were applied to four key actions. Firstly, we carried out global workforce are millennials, and our stages of the recruitment process: 78% 68% 41% 37% unconscious bias awareness training extensive millennial research indicates loud and clear that work-life balance is • Accessing a diverse pipeline. with the entire interview panel, Female and ethnic minority candidates including all members of the FSRR important to nearly all millennial talent (97%), irrespective of their gender or were felt to be materially leadership team. Secondly, we ensured 78% of men and 68% of women at Millennials rank – My work and personal family status.15 This shift to understanding underrepresented in the initial long-lists our interviewing panels themselves PwC are part of a dual-career couple17 life are out of balance. I want a role with flexibility as a talent-wide proposition has put forward by headhunters. To help were diverse, by requiring that at least more flexibility – as the second-highest meant massaging mindsets to overcome address this, we clearly articulated our one female/ethnic minority partner was reason why they would leave a current typical stereotypes surrounding flexibility expectations to the headhunters so they included on each interview panel for a employer20 – and especially the perception that had a clear understanding of our talent set number of interviews. flexibility is predominately desired by expectations, and offered enhanced • Offer. To support offer-to-acceptance parents, most specifically mothers. commission payments on successful conversions from female and minority Creating awareness of data points female and ethnic minority candidates. candidates, we selected a ‘partner reflecting the perceptions and desires of

sponsor’ to discuss the offer and role PwC talent and the wider workforce, 58% 39% 63% 50% with the candidate. We made explicit together with the evolving work and

efforts to take account of diversity family trends of the modern workforce, during this process, for example pairing has been a key part of this journey. These a female partner with a female data points include findings such as: 58% of women and 39% of men at PwC 63% of male millennials said that while candidate. who are part of a dual-career couple are work-life balance and flexibility the primary earner in their relationship18 programmes exist in their organisations, they are not readily available to all21

16 PwC global sample of 4,828 millennials, January 19 The New Dad: Caring, Committed and Conflicted. 2015 Boston College Centre for Work & Family, 2011 17 PwC global sample of 1,141 cross generational 20 The female millennial: A new era of talent, PwC, 15 The female millennial: A new era of talent, PwC, employees, January 2016 March 2015 March 2015 18 Ibid 21 Ibid

38 The PwC diversity journey Creating impact, achieving results 39 An equally important part of this change days’ where people can choose to work Another example is PwC Brazil’s FlexMenu diverse region, so each country was journey, which is perhaps particularly their minimum standard hours in four programme, which allows people to provided with a menu of flexibility PwC Italy case study challenging in a work environment like days instead of five. And PwC Australia, choose where, when and how they work options that they could choose from so ours given our revenue model is centred on after a successful pilot in 2015, has and you can learn more about this that they are introducing the solutions 4,063 people billable hours, is creating a culture that introduced ‘All roles flex’ which extends the programme in our featured case study. which best respond to local needs. Just recognises impact and performance over choice of flexible working to all of its 6,000 one of these many options is the A Ribbon in the Company (Un Fiocco in Azienda) PwC Central & Eastern Europe has presence. Across the network we still have employees, trusting them to work the way opportunity of taking between one and introduced Flex@PwC, which includes a Diversity dimension of focus: Gender (specifically parents) a lot to do, but – as in other aspects of that suits them best while still delivering four months of unpaid leave annually menu of flexibility options centred on When a baby is born in Italy, it is a tradition diversity – we are making good progress. great client service. – on top of their annual paid holiday where, when and how their people work. to hang a ribbon outside the parents’ home Tangible impacts: For example, PwC US has introduced ‘flex entitlements – while receiving part of Central & Eastern Europe (CEE) is a their pay while they’re away. Offered in to announce the happy event to the world. Since we launched the programme, line with business needs, this option is At PwC Italy, we are delighted when one of more than 200 women have taken part expected to be particularly popular our people has a baby. We want to in it – with the direct result being that with parents and millennial employees. celebrate the birth but are also conscious of they have felt supported throughout Parents can use it to spend more time maintaining contact with the new parent their maternity leave, and their return PwC Brazil case study with their children during school and keeping them included in our talent to work was easier and smoother. Here holidays, while it presents millennials pool. With this in mind, PwC Italy was are some statistics about what the with a way to satisfy their urge to inspired to join an external collaboration programme has achieved: 4,048 people with other organisations in launching a travel. • 100% of the programme participants programme that would encourage women FlexMenu want to see it continue throughout PwC While it is clear that flexibility must be on maternity leave to return to their Italy and evolve further in the future. Diversity dimension of focus: Gender and generational diversity a talent-wide proposition, there will of employment and help them continue with course be stages during the careers of In 2013, PwC Brazil introduced our FlexMenu initiative. The wider culture in Brazil is very much one of long working hours; in addition, their career. The initiative is called, ‘Un • 76% of the women who have most of our people where important there is a strong expectation that employees – in particular, junior employees – be present in the workplace, especially when their Fiocco in Azienda’, (A Ribbon in the participated in the programme personal milestones and life events bosses or managers are there. Given the growing demand from the millennial generation for better work-life balance and flexibility, we Company). confirmed that they were satisfied with require additional support, especially knew the status quo would not suffice if we wanted to be a magnet for top millennial talent. We addressed this with the introduction of it, and that it assisted them in the lead-up for people with families. PwC firms PwC Italy first rolled out the programme in our FlexMenu programme – an innovative initiative that enables our people to combine four flexible options to create a custom model to going on maternity leave. across the world have extensive October 2013. Participation is voluntary that simultaneously meets the interests of the individual, our business and our clients: • There has been an increase in the programmes in place to support and and consists of a wide variety of activities, number of mothers that have benefit new and returning mothers, including the following: participated in the programme of such as maternity and paternity • As soon as the mother-to-be informs us approximately 52% since it was benefits. And PwC Nigeria and Ghana about her pregnancy, we make available launched. are just two of many locations, that to her specialist counselling that have introduced a Mentor mum’s provides all the information that is • An indirect outcome of the programme is programme. This programme offers likely to be needed in preparing the that there is increased awareness of one-on-one support in particular to required legal documentation for Italian maternity issues and sensitivity towards new mothers to help them integrate legislative purposes. the needs of women on maternity leave FlexTime: This option offers FlexWeek: Our people have FlexPlace: This option FlexLunch: Our people have their new role of motherhood with their and upon their return to work. • During maternity leave, we give our the possibility of starting a the option to apply a allows our people to work the option to reduce to one work in PwC. regular working day at a time compressed working week. outside the PwC office or hour or extend to two hours new mothers’ access to a number of ranging between 7 and 10am, They can take a 4- or 8-hour client site, up to twice a week. the standard 90-minute lunch In some parts of the world wider specific benefits, including: societal norms and pressures mean we and consequently of ending period off in a week by break, so long as the working i. a paediatric card with a doctor need to give greater support to help the same working day working nine or ten hours a day is maintained at eight available for calls 24x7; between 4:30 and 7.30pm. day. hours long. career-aspiring mums return to the workplace, while in others we are ii. the opportunity to attend a course The FlexMenu programme is all about placing growing emphasis on providing dealing with mother and child helping our PwC professionals make their Tangible impacts: more extensive paternity benefits for nutrition; and daily routine more flexible; it’s not about dads. With regard to the latter, PwC While there is not necessarily a direct causal link, we have noticed a difference in iii. access to a psychologist, if needed, to working more, or working less. It’s about South Africa and PwC US provide paid some of our key D&I metrics since we launched our FlexMenu programme: assist the mother in dealing with her working differently. paternity benefit to fathers far beyond • It has had a positive impact on the perceptions of our people, with a number of new role as a parent. In the programme’s inaugural year, 800 of the scope of what is legislated for locally scores in our annual people survey increasing since its adoption. • The aim is to make this programme our people (20% of our workforce in (if at all). Meanwhile, PwC Italy has inclusive to all parents therefore the Brazil) formally signed up, while hundreds i. Employee engagement is up to five points higher for those who indicate they use introduced the fittingly-named paediatric card and the opportunity to more benefitted informally from FlexMenu up to 50% of their time, compared to those who do not use flexible options in A Ribbon in the Company programme to participate in the nutrition course have programme elements. Millennials made their routines. support more mothers in returning to now been extended to fathers. up 90% of the professionals who signed up their careers. You can learn more about ii. “The people I work for support me in getting the flexibility I need” and “It is possible for this programme – and PwC US’s formally to the programme, and women • Before the new mother returns to her me to have both a healthy lifestyle and be successful at PwC” are up by 6 and 8 Parental Leave policy – in our featured 61%. A big positive of the programme is job at PwC Italy, we have a conversation percentage points respectively. case studies, in addition to hearing that our take-up demographics have with her about her future career from Julie Fitzgerald, an inspiring helped to shift mindsets away from the iii. Our Inclusion score has increased from 67% in 2013 to 70% in 2016. expectations and any needs she may female leader and mum from PwC traditional stereotypes that flexibility is have in terms of enhanced work • FlexMenu has also had a positive impact on retention. In particular, since 2014 we Switzerland. only desired by or for parents, particularly have seen turnover levels decrease by 6 percentage points at the Associate grade flexibility. mothers. This change also drove our level, and by 4.7 percentage points at the Senior Associate grade level. decision to abolish formal sign-up, making FlexMenu available to all of our people.

40 The PwC diversity journey Creating impact, achieving results 41 PwC US case study Performance Global case study management and 46,913 people career progression 223,468 people Parental leave policy In the initial years of our global Long leave policy toolkit approach to diversity, the majority of Diversity dimension of focus: Gender (specifically parents) our efforts centred on advancing Diversity dimension of focus: Gender (male and female) For many working people, the exciting women at the top. While this approach During the course of any professional’s ranked against their peers. Instead, their decision to start a family can come Tangible impacts: did deliver results, we felt that the career there are likely to be periods when prior year’s rating was rolled over hand-in-hand with concerns about In response to our parental leave progress it generated was not as fast as they choose or need to take time away alongside written and verbal feedback for timing, finances, career, health and a policy, PwC US has received Voice of the we would like and that it needed to from work, for example, for medical, the current performance year. And the long-term commitment to care for and feedback from new dads who say the diversity role change. We now recognise that to parental or personal leave. For process was designed so that all PwC US support another human being. extended time off helps them achieve sustainable change we must organisations across the globe, firm staff who qualified were made aware However, whether someone is planning connect better with their families model also focus on developing talented junior performance management is often of it. a family or coming back to work after a after the birth of a child, and lays a women and diverse talent for future approached through rating scales period of leave, PwC US believes it is foundation for successful work-life Julie Fitzgerald, Global leadership roles. Ultimately, we believe established in line with managed Tangible impacts: possible to be both a great parent and a management going forward. Priority Services & Critical it is critical that we drive parallel efforts distribution criteria. This can present The US policy was extremely well great professional – and we have that tackle enhanced leadership challenges, as it may be difficult to Here are some other positive Markets Leader received by partners and staff. In designed our family friendly policies diversity in conjunction with systemic evaluate high-performers and key talent outcomes of our parental leave When I joined PwC Switzerland’s particular it had a positive impact for programmes, benefits and supportive change efforts, targeting our workforce returning from extended leave compared policy: management board in 2013, I was the first women (with women who take culture with this belief in mind. from day one. against other key talent that have not woman ever to be appointed to the Swiss maternity leave the largest users of the • 100% of women and 45% of men taken extended leave. Our parental leave strategy covers the firm’s top leadership team. I’m also the This is why many of our formal diversity policy). One PwC high-performer who’ve taken parental leave since entire lifecycle of planning and having only engineer on the board, and the only measures – including recruits, For PwC, as part of our drive to foster a commented that “the Leave of Absence adoption of the policy have taken a family. We also provide our Anglo Saxon– there’s one other non-Swiss performance ratings, promotions and diverse and inclusive workplace, we are option is fantastic. It really put my mind advantage of the full six weeks of professionals with a wide range of person, who’s German. turnover – are formally measured at eager to introduce awareness and policy at ease at a time when I had plenty of leave. The other 55% of men took parenting and childcare programmes every grade level as part of our interventions that further foster a culture other things to think about as I was between one and five weeks of I’m originally from Bristol in the UK, and designed to take the stress out of being extensive annual diversity analytics which recognises impact and performance. heading back to work and figuring out leave. after taking a degree in electronic a working parent. These include a process. We have also conducted And with over 220,000 people working in my new normal” and another engineering and working in telecoms reimbursement programme for • During 2015, PwC moms and extensive research among our PwC firms across the world, we know commented “the policy meant I was less R&D, I joined PwC UK in 1990. In 1993 I emergency backup childcare; a Nursing dads used almost 1,900 days of population of PwC millennials, and – extended leave, such as parental and sick stressed with my transition back to came on a six-month PwC exchange Moms Program; networking events for childcare in PwC-funded Backup most recently – female millennials in leave will impact many of our people, male work after my first and second child”. programme to Switzerland – and never ‘PwC parents’; and access to Backup Childcare Centers. the wider workforce, including at PwC and female, each year. As a result we went back. 22 PwC US noticed a difference in some of Childcare Centers at over 250 locations firms. And we use the findings from created a global Long Leave Policy toolkit in • In 2015, over 1,200 mothers – their key D&I metrics since they across the US. I have four children aged between seven these research studies to shape both our 2014, to help high-performing talent who including both PwC moms and introduced the policy, including: and 13, and after my fourth child was people and diversity strategies. have worked significantly less time due to We took a particularly important step also the partners/spouses of PwC born in 2008 I took 20 months off. The an extended leave maintain their ratings • A higher percentage of top forward in September 2014, when we partners and staff – enrolled in Furthermore, this March we launched firm was great about it, and it was during a transition year. This provides a performers returning to work stopped drawing any distinction our Nursing Mom’s Program, one our ground-breaking research report fantastic being with the children for such level of comfort when the employee goes following an extended leave. between maternity and paternity leave. of the many benefits of which is a Moving women with purpose: Creating a long period. When I returned I worked on long leave and helps them return to Now it’s just ‘parental’ leave. free electric breast pump. gender inclusive mobility. Published to • Positive outcomes for the US firm’s 70% of the time, and over the years since work feeling more confident and valued as coincide with International Women’s career progression pipeline, policy Under our policy, new parents – • PwC US ranked in the top 10 in I’ve gradually moved up to 90%. Officially a person and a professional. Day, the study draws on a survey of participants have maintained high including adoptive and foster parents, the 2015 Working Mother 100 Best I can have Wednesday afternoons off, but almost 4,000 professionals from over 40 Inspired by the PwC US firm’s Leave of performance ratings and been and regardless of gender – receive Companies. We are proud to have instead I manage my time during the year countries to explore the modern Absence Policy, this is a great example of awarded a significant number of fully-paid time off that can be used any made the top 10 for the past 13 and take longer summer holidays. workforce’s international aspirations our ‘proven practice’ diversity ethos and promotions. time within the first year after the years in succession. The rest of the leadership team tell me and experiences. The research also culture. The toolkit provides guidance and child’s (or children’s) arrival. This time • Six years on, continued monitoring they have different conversations with me includes insights from 134 global a framework to support PwC firms seeking off can be either six weeks of of participants has also clearly on board, and the senior partner says it mobility executives. to introduce a policy similar to that consecutive leave, or three weeks (15 identified that a significant does bring business benefits. Rather than introduced in the US. days) of flexible, intermittent leave. We The findings reveal a yawning gap percentage of those who made use of because I’m a woman or British, I think also offer an additional two weeks of between the genders. Only 20% of Initially introduced in 2010, PwC US’s the policy maintain or increase their the difference is that I’m more able to fully-paid time off to parents who have international assignees are female – Leave of Absence Policy, offered high- high performance ratings in challenge and ask questions. Similarly, I more than one new child as the result of despite the fact that female demand for performers taking more than 16 weeks subsequent years. hear that some junior people see me as a the same pregnancy, adoption mobility is now at unprecedented levels, continuous leave the opportunity to roll role model, again not because of who I Results like these speak for themselves, placement or foster placement. with 71% of female millennials wanting over their rating from the previous year. In am, but because of how I’ve fit work so it was a ‘no-brainer’ to create our to work abroad during their careers. response to staff feedback and data trends, At a time when only 12% of US private around my personal life and still made it global policy toolkit in 2014. Since then The report also highlights a number of its aim was to help retain talent who take sector workers have access to paid to the board. It shows you don’t have to 11 PwC firms have already adopted it or diversity disconnects: for example, 60% extended leave, as well as to support family leave through their employer, take a standard head-down approach to are currently piloting the policy in line of multinationals use mobility to people and their teams during their PwC is proud to be offering generous get to the top. And this approach with local culture and processes. develop their succession pipeline of transition back to work following a leave of paid leave and a comprehensive suite of continues to work for me. I was very future leaders, but only 22% are absence. parenting resources. pleased to achieve another career actively trying to increase female highpoint this July, with my appointment mobility. To support and benefit the US practice, to the Global Leadership Team where I participants were taken out of the serve as Global Priority Services & Critical 22 PwC’s NextGen: A global generational study, managed distribution pool and were not PwC 2013, The female millennial: A new era of 42 The PwC diversity journey Markets leader. talent, PwC 2015 Creating impact, achieving results 43 Female leaders at PwC consistently cite an experience of international mobility PwC Netherlands case study as being one of the top three milestones in their own developmental journey. So, 4,769 people for many years now, we have applied a diversity lens to our global mobility Objective people decisions Talent management efforts, with a focus on increasing the Diversity dimension of focus: Gender and succession gender and geographical diversity of PwC Netherlands introduced a new While these steps have delivered planning our mobile population. For the past six two-part process to support our objective substantial progress, PwC Netherlands years we have also been focusing on We know that applying a diversity lens PwC Switzerland case study of achieving a more gender-diverse knows there is more to do. So, on top of the early mobility as a developmental to all key talent management and workforce and leadership pipeline. The mentioned KPIs, the firm also decided to component of our global mobility succession planning activities is quite approach includes establishing a set of introduce two new workforce diversity 2,986 people strategy. This reflects our recognition simply a must if we wish to move the specific key performance indicators (KPIs) targets from the start of FY15: first, a that, as a workforce predominately needle on D&I. At a global level, partner Partner pipeline process to measure gender diversity and track minimum of 25% female partner and made up of millennials, we need to admissions and key talent Diversity dimension of focus: Gender progress, while also involving a third-party director nominations every year; and respond to the unprecedented demand representation are two of the seven key observer during decisions about critical second, recruitment targets with respect to PwC Switzerland is fully committed to The LoS Leaders are given diversity for international experience from both metrics in the pipeline management people interventions. female talent at every level. inclusion – and to accelerate our D&I ‘nudges’ throughout the year, with the male and female millennial employees. component of our Global Inclusion efforts, our Swiss firm has created a council convening annually to discuss the We identified three key KPIs to achieve Index. At the same time, the partner We’re proud that, for the past six years, Diversity and Inclusion 2020 strategic partner pipeline for the next five years. Urs these goals: Tangible impacts: admission process, key role succession at least 44% of our long-term plan. This plan was debated and approved and the LoS leaders take personal The collective effort involved in this process and talent progression are all international mobility assignments • Promotion KPI: number of females by the executive leadership team in late responsibility for the individualised action intervention has led to clear progress: categories with associated measures on below manager level have consistently with a promotion as a proportion of the which PwC strategy council firms are 2015. Today, 10% of our current partner plans to create the development and been female, with over 1,300 of our total female population, compared with • For each of the past three years, the assessed, as part of the Maturity Model population is female. To increase that exposure needs required to make those in women deploying to, and from, 95 the number of males with promotion as three gender equality KPIs have component of the same Index. proportion, we have established specific the pipeline partner-ready. With the countries. And at a global level, 36% of a proportion of the total male been broadly in proportion across interventions and targets to achieve our groundwork in place, we look forward to our talent deployed on long-term population. the firm’s various Lines of Service. This means that we expect all PwC 2020 D&I vision, under which we hope to seeing visible results in our future partner international assignments across all Strategy Council firms to be moving increase our female partner numbers to at admissions. • Performance KPI: number of • As of 1 July 2016, the most recent grade levels are women, up by 2 towards, or to already be operating, a least 15% over the next four years. females with high performance ratings targets on promotions led to over a percentage points since 2010. talent and succession planning culture as a proportion of the total female third of all partner and director With the sponsorship of Territory Senior Tangible impacts: Approximately 20% of the respondents that: 1) identifies at least one diverse population, compared with the number appointments being female – a clear Partner (TSP) Urs Honegger and Territory to our Moving women with purpose successor for all key roles, for example This talent council approach to our of males with high performance ratings indication that we are succeeding in Diversity Leader, Joanne Burgener, one research were PwC men and women leadership positions; 2) applies a formal partner pipeline process is already as a proportion of the total male moving the needle. strategic intervention we’ve adopted is the with mobility experience or aspirations. diversity lens to the firm’s partner having a clear impact on PwC population. development of a firm-wide talent council Switzerland’s partner pipeline, bringing And we are currently using this cut of Most importantly, the new metrics have admission process; and 3) provides for to oversee the partner pipeline process. Urs a number of benefits: the research data to shape an even more • Leavers KPI: number of females helped us to create a more objective the TDL to hold a seat on the firm’s and Joanne are joined on the council by inclusive global mobility strategy for the leaving the firm as a proportion of the talent management system that Talent Council, with monitoring • A 25% increase in female pipeline our firm’s HC leader, our three Line of future. total female population, compared with mitigates the potential impacts of processes also in place to respond to representation in the first year of Service Leaders and their HC counterparts. the number of males leaving the firm as gender stereotyping. diversity acceleration KPIs, such as adoption. Another great intervention is PwC This is a shift away from our traditional a proportion of the total male potential ratings and promotions. Netherlands’ Objective People Decisions, approach to partner pipeline planning, • Greater visibility and awareness of population. which has been successful in achieving Placing an emphasis on the partner which was more segregated and wholly our female Senior Manager and its aim of creating a more objective At the same time as tracking and actively admission pipeline is one key lever for owned by each service line. Director key talent in the pipeline talent management system that monitoring these KPIs, we also sought to change that we consistently push with with our leadership across our firm. Urs and Joanne were keen to develop a mitigates the potential impacts of prevent ‘groupthink’ and challenge all PwC firms. And this is being more transparent and a consistent • Engagement of our female key talent gender stereotyping. You can learn unconscious gender stereotyping by managed in various ways across the firm-wide approach to partner pipeline in partner pipeline discussions more about this intervention in our bringing in an objective and independent globe. For example, the US firm’s Tax management, in addition to having a laser earlier in their career, and lending featured case study. third-party observer to attend all meetings Line of Service has a specific pipeline focus on female succession planning. more support to female (and male) where performance rating and promotion development programme in place to Taking a forward-looking approach, we key talent with their partner-ready decisions were being made. help women and minority talent in the pipeline navigate through the partner used predictive workforce analytics to development planning. admission process. Meanwhile, PwC identify what the pipeline needed to look Australia and PwC UK have publicly- like to achieve our female partner target. shared gender and ethnic minority This means we are able to monitor our partner admission targets. And in PwC annual progress towards our target. Switzerland, the Senior Partner and TDL have joined forces to champion a more transparent and consistent 20% 80% 71% 84% 80% pipeline process across the firm at the same time as increasing the future levels of female partner admissions. You can learn more about the Swiss Current international assignee population I want to work outside my I feel international My international approach in our featured case study. home country during my experience is critical to assignment has positively career further my career influenced my career Source: Moving women with purpose, PwC 2016 progression

44 The PwC diversity journey Creating impact, achieving results 45 PwC UK case study 18,397 people Breakthrough programme Diversity dimension of focus: Gender The selection process is robust for both Meanwhile, many of our network firms Like other PwC firms around the world, Stephanie Hyde, is one of the UK firm leaders who has shared her experiences with participants and sponsors –all of whom have established specific diversity PwC UK’s ambition is to have a diverse Tangible impacts: Breakthrough participants. And what better way to conclude this chapter of the report workforce, with senior leaders reflecting are explicitly asked to become advocates interventions to support diverse and Breakthrough is already having a clear than with Stephanie’s inspiring point of view? the diversity seen throughout our firm for change. Partners who have the most female talent who are identified as being impact on PwC UKs talent pool, and the societies in which we operate. influence in their businesses are selected high-performing-and-high-potential. In bringing a number of benefits: as sponsors. Alumni sponsors and this way, we can continue to develop, Recognising that we needed to act earlier Voice of the diversity delegates are impassioned by what they • While we can’t identify a direct engage, retain and support them as they to support a sustainable pipeline of learn and become ambassadors for causal link, we believe that both the role model navigate critical career progression female talent, we expanded and evolved inclusiveness through personal action, Women’s Leadership Programme and milestones such as making partner. An our former Women’s Leadership bringing what they learn to their daily Breakthrough have positively Stephanie Hyde, Global Middle excellent example of this is the PwC UK Programme (focused on Directors) into decision making – whether that involves impacted participants’ career Markets Leader Breakthrough programme. This our innovative Breakthrough taking on diversity leadership roles, progression. We now have 45 female programme goes beyond leadership programme. When I was appointed to the PwC UK Executive Board in changing the course of moderation partners who are WLP alumni and development and sponsorship to combine Breakthrough is a bigger, bolder, more 2011, I suppose I was unusual for two reasons. One was meetings, resourcing their teams 23 female directors from the 2014, both of these elements with an creative programme designed to focus on that I was one of two females joining a Board whose most differently or actively sponsoring those 2015 and 2016 Breakthrough organisational development approach our senior manager population, recent membership had been all male – although a woman had been on it in the who are different to them. cohorts. This number takes into designed to tackle systemic challenges. At recognising that women in this ‘middle’ past. The other reason was that, at the age of 38, I was possibly the youngest account three promotion cycles. To its core, the premise is to change the position have great opportunity to Furthermore, the career progress of the person ever to join the UK firm’s top leadership team. date, two cohorts have experienced system – not the women working within it. influence up and down the organisation. female participants is monitored the complete Breakthrough Looking back, my relative youth was probably more of a disruptive factor than my You can learn more about Breakthrough in throughout and after the formal This programme combines leadership programme, with a third cohort being female. Having joined the firm in 1995, I made partner in 2006 and then our featured case study from PwC UK. Breakthrough programme through a development and sponsorship with an currently experiencing it, totalling progressed to the Executive Board without my gender ever being an issue. And process called ‘career watch’. Our talent management and succession organisational development approach to 71 participants this July I experienced another career highlight with my appointment to the planning efforts are making a tangible tackle systemic challenges. At its core, Breakthrough is designed to increase the Global Leadership Team as Global Middle Markets Leader. • The career progression and difference at both the partner admission the premise is to change the system – not diversity of PwC’s future leadership and satisfaction of Breakthrough However, as a woman and parent working in an organisation like PwC, one thing and leadership levels. Since 2011, we have the women working within it. build an inclusive culture. In line with participants is tracked and reported that can be challenging is juggling work and parenthood. Working mothers often seen our numbers of female partner these goals, the success of the In the programme, both the female talent upon to the programme sponsors. give themselves a guilt trip over spending time with their children, and I think it’s admissions increase by four percentage programme is underlined by the ongoing and their sponsors are provided with This involves the sponsors’ proactive vital to be clear what your priorities are. I have boys of 7 and 11, and if one of points, from 23% to 27%. We are also feedback from everyone involved that it development opportunities and involvement in the local talent them is in a play and wants me to be there, then I just have to be organised and seeing rising female representation on enables them to go through a shared experiential learning which allows them conversations with the participants’ make sure it’s in my diary. many of our PwC firm leadership teams. learning transition from being gender to develop and enhance their inclusive home business. For example, for the first time, we now blind to gender aware. Significantly, the It follows that I don’t believe in work-life balance. I believe in life balance, because leadership mindset, skills and have Assurance female leaders in three of programme is no longer identified in the The programme receives my work – like my children – is an important part of my life. And for me diversity behaviours. The formal programme is our four largest firms – PwC Germany, business as a diversity programme – but overwhelmingly positive feedback from and inclusion aren’t about things like gender or race, but about valuing other structured around five face-to-face PwC UK, and PwC US. And this year the rather as an essential key talent pipeline both its sponsors and female people’s lives and what’s important to them. This is one of the many core modules and takes place each year over a senior partners of PwC UK and PwC US development programme. participants. For example, sponsor messages I champion through my role as a sponsor on the UK firm’s Breakthrough nine-month period from April to have both appointed their firms’ most feedback includes the following programme. I often get the feedback that because I can deliver this message November. Each cohort involves 24 gender diverse leadership teams to date, comments: “It has taught me more authentically based on my own experience, I inspire others. participants, 12 sponsors and three with 43% female leaders in the UK and about something I thought I facilitators. 35% female leaders in the US.23 understood, more than any course I 4. Systemic - drives actions from our sponsors and female have been on. It has left me talent who pledge commitments to interrupt patterns embarrassed, inspired and massively up and norms to create an even more inclusive PwC for trying to do something that might make a difference.” “As a sponsor I got 3. Awareness - It helps our female talent AND their partner sponsors to be more inclusive as much out of it as the participants.” leaders who are thoughtful about the shadow And participant feedback includes: they cast and the culture they create. “Breakthrough will truly have a huge Fostering gender blind to gender impact on the future leaders we conscious mind-set shifts and behaviour become.” “My key learning is that I can be a successful leader at PwC without having to change myself.” 2. Collective - it provides a valuable network and powerful sponsorship; it cultivates a female talent network and support group

1. Individual - helps talented women to stay resilient 23 Leadership teams effective 1 July 2016 in the face of systemic obstacles and provides targeted and bespoke development and experiential learning 46 The PwC diversity journey opportunities Creating impact, achieving results 47 Clients and markets We’ve also seen a number of important leadership appointments, including Vicki A further important aspect of our D&I Huff as Global New Business and efforts is working closely with our Global Innovation leader – you can learn more Clients, Industries and Sectors leader, about Vicki in her role model profile – as Robert Swaak, and our client relationship Robert drives a laser focus on leadership partners to improve diversity across and diversity. A further sign of progress is that beyond our business. These activities we’ve increased the proportion of our include inviting clients to share their global priority clients with female Examples of this investment include diversity priorities, holding diversity relationship leads from 6% to 11% in the working with our global leader for strategy awareness sessions, and focusing on past three years. We have also seen female Embedding D&I and leadership development, Blair and geographical representation grow in having more diverse panels at leadership Sheppard, and the wider leadership team, meetings where we bring together the 197 our Global Relationship Partner of the to draw out the critical diversity themes global relationship partners of our Future programme, a key leadership within PwC’s DNA that will underpin the sustainability and development programme. highest-revenue clients. success of our network in the future – thus To be successful, an organisation’s diversity strategy must be an integral part of its ensuring that our leaders and partners are DNA, clearly identified as fundamental to its success, and firmly embedded within aware that diversity and inclusion are Voice of the Voice of the diversity implicit in all we do, and fundamental to its business, people and customer strategies. A standalone or siloed approach to D&I diversity role model our long-term success. Our efforts also will not be enough to create change or visible progress. This is why embedding D&I reflect key themes, such as the need for advocate Vicki Huff, Global Innovation and New within PwC’s DNA is the final fundamental element of the PwC D&I ecosystem. more sophisticated global acumen in Business Leader We are on an active journey of engaging and influencing throughout our organisation, response to accelerated economic growth I joined PwC’s New York office over 25 years ago, and encompassing our strategy leaders, business line leaders, client and market leaders, and in the East and South, and the need for an moved to Silicon Valley in 1995 prior to the dot.com human capital leaders. Our long-term goal is that D&I will become an intuitive and inclusive culture that values difference as business cycle. Over the last 20 years, I have been implicit aspect of every discussion, activity, client interaction and people and business we attract and develop a broader variety of process that exists or takes place across the PwC network. To help us achieve this, we skillsets to support a growing mix and fortunate to represent the firm in the evolution of the Silicon Valley business invest time and effort in actively influencing critical stakeholders with a view to complexity of client offerings. community. When I arrived in Silicon Valley, we had about 200 people – now it’s embedding D&I within all our business activities. At the same time, diversity and inclusion 1,200. I started in our Audit practice and migrated to consulting in about 2000 and forms a critical part of the business eventually co-founded our Advisory practice in 2004. In the years since then I’ve Strategy and leadership planning process that the territory senior Robert Swaak, Global had the opportunity to hold many exciting leadership roles with PwC, most recently partners of our 21 largest member firms Clients, Industries and the global industry lead for our Technology, Information, Communications and complete annually. Each is specifically Sectors Leader Entertainment (TICE) sectors. And this July I experienced another career highlight Voice of the diversity advocate asked to identify how D&I supports their with my appointment to both the Global Leadership Team and US firm leadership Diversity and Inclusion drives our strategy and business plan, and their teams as New Business and Innovation leader. It’s a role I have taken on with relish. success. Blair Sheppard, Global explicit actions to support our global D&I I know from experience that diversity and inclusion are vital – not just for our own Strategy and Leadership priorities. Our Global Clients, Industries and people, but also for our client service and relationships, and therefore for our Development Leader Sectors leadership commits to We also work in alignment with these business. When I was global industry lead for TICE I saw first-hand just how developing and appointing Global Three years ago, PwC laid out five leaders to apply a diversity lens to our business-critical diversity is for us, because in the TICE sectors our clients at senior Relationship Partners who reflect the megatrends that we believed were succession planning for critical network levels – including CEOs – are extraordinarily diverse in all dimensions. And in my world around us. They, in turn, unarguable forces, impacting the world at roles, and ensure a healthy geographical new leadership role diversity is equally business-critical, as diverse points of view commit to lead diverse, high an increasing rate. These five forces – and female representation in our are fundamental to driving a differentiated innovation and new business strategy. performing teams. It is a measure of urbanisation, shifting economic power, succession pipelines. In the three years their success. I feel every day my own responsibility and impact as a role model for women in PwC demographic changes, resource scarcity & that we’ve been working together we are and business at large. To me it’s about three things. The first is demonstrating that as climate change, and technological advances – remain the most important factors at already seeing an impact. We have Client teams with a variety of talents a working mom you can be a successful leader in the firm and at home. The second play in the world today. Not only are these forces continuing to accelerate and identified – and are actively managing – a and experiences deliver higher-quality is being balanced about diversity: our male partners play a critical role in gender heighten the pressure on our already straining systems, but everyone – individuals, key talent population of 560 partners from solutions that our clients value. diversity, and a big part of my role is helping them translate that into what it really companies, NGOs and governments – are still failing to respond as fully as they across the PwC network, 26% of whom are Diversity helps us be more agile and means day-to-day. should to their impacts, thereby putting the societies in which we exist at risk. One female and 25% of whom are from the E7 keep pace with fluctuating market and The third thing is supporting and participating in all our discussions about our of the most important factors in responding to the threats, and the enormous or one of PwC’s critical markets.24 The client demands. At the same time, our commitment to inclusiveness. This means encouraging diverse teams by making opportunities, created by the megatrends is the diversity of people we are able to influence of our pipeline management diversity gives us a level of insight that diversity part of the strategic agenda, and making sure people are aware that it’s not assemble to deal with any given problem. Never has it been more important to seek approach has been especially dramatic on our competitors cannot equal. a nice-to-have but a business imperative. insight from people with vastly different approaches to science, policy-making, our global leadership team, which has Client teams rich in diversity are more innovation, and every other discipline. This is true in each of PwC’s engagements risen from zero female representation in innovative. Together, they come up Today, women continue to evolve their role as leaders in the business community. I with our clients and stakeholders, just as it is at every level of civil society. The 2013 to 20% in 2015 and 44% in 2016. with more creative ideas and methods am very proud of the progress we made at PwC and the number of accomplished people and organisations who are able to attract and work with the most diverse Eight women now hold positions on this of solving our clients’ biggest female leaders within the firm. For example, I joined the Global Leadership Team group of thoughtful talent will be the ones who are able to thrive in these team. problems. with seven other fabulous women who are all leading and catalysing change. Going challenging times, and our responsibility to foster that mindset at PwC has never forward, we need to intensify the focus, and keep showcasing female success. been more critical. In short, we are committed to diversity because we are committed to 24 The E7 was a term coined by PwC in 2006 and are considered the major emerging economies and our clients and to our people. include China, India, Brazil, Mexico, Russia, Indonesia and Turkey. PwC’s critical markets are China, India, Japan, the Middle East and Africa.

48 The PwC diversity journey Creating impact, achieving results 49 Be a global catalyst for local Global Financial Services action. We established a global FS diversity council, made up of 25 senior (FS) case study partners representing PwC firms across the network. The council shares best 55,000 people practices and ideas and its overall aim is Across the PwC network we have over Develop the pipeline. We’ve applied a to encourage leaders to take charge in 55,000 FS partners and staff providing diversity lens to managing succession driving concrete actions for change in We are also working closely with our Line services to clients in the Asset & Wealth and development. As well as targets for their local PwC firms. Human Capital day in every way. An example of the latter of Service and industry leaders to enable Management, Banking & Capital greater levels of representation of female is our work supporting the development of Diversity matters to our clients and it Influencing, aligning and collaborating them to own and drive diversity awareness Markets, Real Estate and Insurance and emerging market talent in our the PwC Professional, our framework for matters to us. Looking forward, we plan with our Human Capital Leaders are and accountability in both their business sectors. We’re proud of the increase in the critical leadership development defining and encouraging leadership at all to continue to have diversity and essential as we aim to embed D&I into areas and the external market. An example numbers of our female leaders taking up programmes, we’ve also identified ways levels. The PwC Professional supporting inclusion at the centre of our focus, PwC’s DNA. Building on previous of the latter is the Women&Energy network senior positions, but we recognised that to broaden the succession pools for our career progression framework sets out the build on and further accelerate these achievements, we have accelerated our founded in 2010 by PwC Germany. progress was too slow and we needed to leadership positions. We have already behaviours and expectations with regard efforts, drive progress across our global efforts in this area over the past three Women&Energy aims to build a network of put diversity and inclusion at the centre seen some positive outcomes, as to each capability for our various grade FS practice, and play our part with our years, forging stronger relationships and female industry executives through of our global FS people strategy. So in leadership has greater sight of all of our levels. We took pains to create a simple clients and stakeholders. working to embed D&I as an underpinning meetings and events and be a recognised 2012, the Global FS Leadership Team highest potential people. However, we framework that would mitigate the risk of factor across all PwC people priorities. Our component of the energy industry in decided to drive a more targeted D&I recognise that this is a long-term ‘cognitive overload’ during people Tangible impacts: Global Diversity Leader sits on the Global Germany. And it is making its mark, with strategy. This focus has generated greater commitment and we are confident that decisions, and that had, at its core, the Human Capital Leadership Team, and our representation from over 500 companies awareness of the issues and increased the measures we’ve put in place will While there is not necessarily a direct development of – and accountability for TDLs actively engage with their firms’ HC representing 142 utilities. understanding of the need for targeted achieve real and lasting improvement. causal link, we have noticed a – inclusive behaviours and mindsets that leaders to influence HC strategy and action. We are making progress. For difference in some of our key D&I value and embrace difference. You can Meanwhile, PwC Sweden, host two Grow diversity awareness. We priorities at a local level. example, we have seen a trebling (to over metrics since we initiated our global learn more in our case study on the PwC seminars annually as part of their Women recognise that increasing leaders’ 20%) of the number of our female leaders FS D&I action plan: Globally, we have engaged in a number of Professional. on the Board initiative. Founded in 2004, awareness is not enough. That’s why we being responsible for the services to our core activities which either have an impact these seminars bring together some of the have an awareness plan aimed at • Since 2012 our global FS largest global FS clients. And while we on our HC processes, or – in some cases – most senior female leaders represented on engaging all our FS people. This includes leadership has become more can celebrate such successes, we still are broader and touch our people every the boards of listed companies in Sweden, a diversity feature – Diversity Matters – in diverse. As well as a significant have a long way to go. where they engage on a broad range of our weekly FS newsletter circulated to all increase in the number of female critical business issues. And PwC Slovakia We recognise that by putting a sustained of our people by our global FS Leader, leaders responsible for our is a founding supporter of the “Top 10 focus on diversity and inclusion for all Nigel Vooght. Our aim is to create a services to our largest global FS Voice of diversity advocate Business Women in Slovakia” awards, clients (to over 20%), five our global FS people initiatives and key steady flow of content so that we embed Agnès Hussherr whose goal is to drive public debate on the decisions, we enhance the value for our D&I into mainstream thinking. For (Australia, Canada, India, gender issues and the Slovakian gender people and our clients. This has involved example, we include profiles of our Luxembourg and Sweden) of our Global Human Capital Leader leadership gap, while bringing greater a range of areas of focus and activities, diverse FS professionals across the largest 22 FS markets are led by visibility to successful businesswomen. female partners. With over 220,000 talented and diverse individuals which have included: network, and recently ran a series of working across the network of PwC firms, it is videos of our FS partners sharing their • Female and emerging market PwC Spain has undertaken extensive Build leadership insight. D&I is a important we recognise, that every single one of us has own journeys to highlight the diversity of research with 150 of the largest companies now a standing agenda item at our Global talent now account for over 25% our own experiences, expertise and skillset to bring to our leaders. For us, difference is as much in Spain to better understand diversity FS Leadership Team’s strategy meetings. and 33% respectively of partners the table. Developing our people in a way that works about thought, background, trends and strong practices in their market. During these sessions we have developed on our critical leadership for them is an important part of our global people competencies and experience as it is This research has been used to bring and committed to our global FS D&I development programmes. We strategy. We want to inspire our people to be the best they can be, both inside and about the visual dimensions, such as together the leaders of these organisations business case and strategy, agreeing the have already seen most of these outside of PwC. gender and ethnicity. We also highlight and create greater awareness of the D&I efforts we will focus on, held progress to leadership positions in our diversity activities including, for A key way in which we’re doing this is with real time development, which empowers business case for diversity, but particularly unconscious bias training for our their local markets or on the example, our corporate sponsorship of everyone to take control of their own progression anywhere and anytime, in a way to catalyse commitment to diversity action extended leadership team and invited global stage. in the Spanish market. OUT Leadership – a non-profit that suits them. It’s about having regular, honest conversations providing clear some of our largest FS clients to share • Perceptions of our FS people organisation seeking to enhance the insights on how our individual contribution is valued, helping us understand what their diversity challenges and across the globe are changing, Our featured Global Financial Services participation of LGBT people in the areas we need to develop to progress our careers with PwC. expectations of PwC. These activities with 75% agreeing that “PwC is case study shares more about how our global workforce. financial services leaders are driving a have helped raise awareness among our an inclusive work environment The uniqueness and diversity of our people has made PwC what it is today, building targeted financial-services-focused D&I leaders and keep D&I at the forefront of Spark wider debate. We recognise where individual differences are great teams and strong client relationships. That’s why we look for people from strategy and action plan with their sectors the leadership agenda. that diversity and inclusion matters to valued and respected” – up by 6 different backgrounds and with a wide range of experiences. Diverse teams and people across the PwC network. our clients, as well as mattering to us. percentage points since 2011. naturally have a multifaceted lens which means, new ideas, fresh perspectives, With this in mind, to create enhanced original approaches and a keen eye for opportunities and innovation. • The identification of over 25 awareness in our markets, we have passionate and active inclusion There is still a long way to go, but I’m proud of the progress we made in Diversity & developed a number of FS focused champions committed to driving Inclusion over the past three years. And, as Global Human Capital Leader, I look diversity research and thought leadership FS diversity and inclusion actions forward to continuing this momentum and further embedding diversity and publications, and encourage our people in their local PwC firms. inclusion into all of our people initiatives and PwC’s DNA. to use these to engage our clients and stakeholders in dialogue on diversity and inclusion issues and challenges.1

1 To access FS D&I publications visit: www.pwc.com/gx/en/industries/financial- 50 The PwC diversity journey services/people.html Creating impact, achieving results 51 Recognising that we need to sharpen our launched this toolkit with a series of peers on our Aspire to lead initiative. PwC’s PwC Global case study focus on strategic talent management and webcasts to our global talent, diversity and university-based development series how we can use it most effectively to drive HC professionals across the network last focused on leadership and gender equality. 223,468 people framework meant our people were not diversity, we have also worked closely with year, and repeated that process again this We look forward to supporting the global our global talent management leaders and June. It is a central effort that will inform talent team with their next Aspire to lead The PwC Professional - Building leaders who build the future naturally able to identify all ten competencies. Also, because so many peers to develop a talent diversity and inspire firms across the PwC network event and you can learn more in our case Our talent strategy focuses continuously In achieving this, our people are supported factors needed to be taken into account assessment toolkit: Driving diversity across to take action to make our talent cycle study on Aspire to lead. our talent cycle. This toolkit acknowledges processes more consistent, while still on attracting, nurturing and developing by our PwC Professional career progression during decision-making, the complexity of These are just some of the activities we’ve that there are opportunities across the taking local cultural nuances into account our people. The PwC Professional – our framework, which sets out the behaviours our approach created a risk of ‘cognitive been driving. And we will continue to entire talent cycle from talent brand and as we drive our inclusion agenda. framework for defining and encouraging and expectations with regard to each overload’ – a condition that neuroscience align with and influence PwC’s HC, recruiting, onboarding, talent leadership at all levels – is playing a capability for our different grade levels. research identifies as a catalyst for We recognise that as one of the world’s strategy, leadership, clients and markets, management to career mobility. It provides significant role in changing the way our This framework consists of a set of unconscious bias when making decisions. largest graduate employers, we have a and business areas as we continue our questions to consider and proven practices people think, learn and develop together observable and measurable behaviours The PwC Professional framework is much unique opportunity to impact externally, journey to embed D&I ever more deeply that will help drive greater diversity across while at PwC. that illustrate how the skills and simpler and easier to visualise, thereby so we also work with our global talent within PwC’s DNA. capabilities are brought to life in our daily mitigating the risk of cognitive overload. each phase of the talent cycle. We The PwC Professional leadership work and actions at PwC. It forms the basis framework, launched in 2014, describes Our second objective was to create a of our assessment decisions in our who we need to be and the behaviours we leadership framework that has at its core recruitment, performance and career need to adopt in order to meet the the development of – and accountability progression activities and is the lynchpin of expectations of our clients, colleagues and for – inclusive behaviours and mindsets our development culture. communities in today’s changing global that value difference. The language of the PwC Global case study marketplace. As PwC professionals, it is This pivotal role makes it critical that the PwC Professional framework and its important for our people to influence PwC Professional supports our Diversity & supporting career progression framework 223,468 people others constructively within and beyond Inclusion strategy – and the framework was devised with this imperative for Women and ambition Tangible impacts: Aspire to lead PwC, by demonstrating different forms of was created with this priority very much in inclusiveness front and centre. The PwC In April 2014, PwC was joined by Sheryl We believe the Aspire to lead leadership at various stages of their mind. During the development of the Professional defines what it means to be a Diversity dimension of focus: Gender Sandberg, COO of Facebook and author of programme is already making a careers. framework, diversity subject matter professional at PwC, and helps us develop Lean In: Women, Work and the Will to Lead difference, both for the men and experts from across the network were key our people into authentic and inclusive Last year, PwC firms worldwide hired a Within the PwC Professional framework, and Lean In For Graduates, and Rachel women who attend, and also for PwC. stakeholders in the design process, aiming leaders who inspire others. Some examples total of 26,780 graduates, of whom just there are five capabilities: whole leadership, Thomas, President of LeanIn.org, for a to help us achieve two clear objectives. of the measurable and observable over 50% were female – and as one of the • Over the course of the three Aspire to business acumen, technical capabilities, conversation on women and their behaviours required to bring each attribute world’s largest graduate employers, we feel lead campaigns, we have engaged global acumen and relationships. The The first was to support the creation of a aspirations. to life are outlined below. we have a unique part to play in the over 40,000 men and women on the combination of these attributes helps our simple framework. Prior to the PwC advancement of women as leaders. To help topics of leadership and gender people bring their best self to work – and to Professional we had a much more complex Closing the confidence Whole Leadership us fulfil this role, in 2014 we launched our equality through the combination of inspire their colleagues and clients to do competency model made up of ten distinct global Aspire to lead initiative, PwC’s gap the webcasts and PwC-hosted Aspire the same. areas. The complicated nature of this I manage the impact I have and adapt my university-based development series to lead events. One female attendee In February 2015, PwC was joined by Katty behaviour to bring out the best in others focused on leadership and gender equality. told us: “The themes covered during Kay and Claire Shipman, authors of The The series is focused on empowering the event made me think about The PwC Professional framework - leadership at all levels I take action to ensure everyone has a Confidence Code, and Eileen Naughton, women and men across the world to build career factors that – quite simply – I voice, inviting opinion from all, including Managing Director, Google UK and skills that will support their transition would not have considered had it not quieter members of the team Ireland, for a conversation on women and from the campus to the workplace, and been for the event.” their confidence to lead. C Profes help them develop their professional e Pw sion • Aspire to lead is also enhancing our Th al Global Acumen careers. Take your career to talent and diversity brand, and I learn about cultures and identify how Our aim with Aspire to lead is to supporting our efforts to attract they are different from my own demonstrate our commitment to female center stage B diverse talent at an early stage of s usi ip ne I expand my existing network of advancement and gender equality, while In February 2016, PwC was joined by their careers. Of the participants who sh ss n a relationships, beyond my immediate simultaneously providing students Geena Davis, award-winning actor and attended: io c t u worldwide – who are about to start their founder of the Geena Davis Institute on a m circle l • 91% said “I am inspired to embrace e e careers – with the knowledge and skills Gender in Media, Dawn Hudson, CEO of R n my ambitions and pursue my they need to help them anticipate and the Academy of Motion Picture Arts and Whole Relationships goals”, and, overcome any potential personal, societal Sciences (Academy), and Jennifer Yuh leadership I read situations and am sensitive to or organisational barriers they may face on Nelson, Academy Award nominee and • 95% said “I view PwC as a leading G others, modifying my behaviour to build the road ahead. At the same time, we look movie director, for a conversation that firm committed to diversity and l o b l quality, diverse relationships to encourage women and men to enter the examined the parallels between gender inclusion”. a a s l c e i i world of work with equal confidence and portrayals in the media, the role of women a n t I minimise the impact of my potential • And during our most recent c h i u c il aspirations, and fully equipped with the in the workplace, and how all students can m Te b blindspots by deliberately engaging with campaign we promoted eight short en a awareness and inclusiveness skills needed take action to support gender equality. ap people different from me Aspire to lead films that achieved c to support for all students to thrive. The Aspire to lead live webcasts alone have more than 10 million views. To date, we have hosted three Aspire to reached thousands of students from over You can visit www.pwc.com/aspire to lead events. Each event brings together a 100 countries across the world, all the way find out more, or watch our Aspire to panel of expert speakers who engage in a from Albania to Zimbabwe. Thousands lead webcasts. robust conversation on a chosen critical more have participated in the hundreds of theme. Here are details of each of the three PwC-hosted events held around the world events held so far: to support the webcasts.

52 The PwC diversity journey Creating impact, achieving results 53 programmes will need to be driven with action that drives an inclusive talent Lesson 4: allowances for local context, in recognition culture and talent systems from day one of the fact that the challenges and and from the ground up. This means Our lessons learned Use data analytics in appropriate change approach will be establishing critical interventions that planning the influenced by geography, and indeed by work throughout the whole talent lifecycle. the cultural norms in different parts of the Without tackling the systemic challenges programme… business. Given these requirements, the that arise earlier in the talent process, An approach driven by externally key is to focus on global consistency organisations will continue to face the PwC is committed to realising all the recognised leading practices might win underpinned by local delivery. At PwC we same diversity gaps in the succession opportunities that diversity presents Lesson 1: Lesson 2: diversity awards, but may not deliver try to get this right by encouraging pipeline at the top. to us and our people. We are proud of meaningful progress. Transitioning from a localisation of our global D&I activities, making the transition to our ‘2+1’ our approach to Diversity and Tailor the business Recognise there is no leading practice-driven approach to a data-driven approach is fundamental in approach to dimensions of diversity, and Inclusion (D&I) and of the progress we case, then make it ‘quick fix’ Lesson 9: creating a D&I programme that tackles the establishing a culture of local action are making in this area, but at the resonate With ever-increasing numbers of diverse actual rather than assumed barriers to planning and priorities in response to the Recognise performance talent entering the workforce, we have same time we recognise that we still It goes without saying that diversity is the diversity. And only when you understand realities of diversity in each PwC firm. over presence have a lot further to go. The right thing to do. But more than that, when seen diversity catapult its way onto the and confront the actual barriers do you lay CEO agenda in recent years. But despite experience of our D&I journey has optimised it presents the opportunity for the groundwork for subsequent success. It is important that approaches to flexible this rise in awareness, visible progress is working respond to the changing included many highlights, but also many business performance benefits. We Lesson 7: live in an era in which five global still not being achieved. In trying to demographic make-up, expectations and many challenges which have given us megatrends – urbanisation, shifting overcome this inertia, it is critical to Embed D&I within needs of the modern workforce. Outdated much food for thought. And along the understand that diversity has no ‘quick fix’ Lesson 5: economic power, demographic changes, organisational DNA views and approaches that associate way we’ve learned many valuable resource scarcity & climate change, and solution. Demonstrable and sustainable …and use data flexibility with traditional stereotypes and lessons that we’re using to shape our technological advances – are organically progress can only be achieved through a Sustainable progress will not be achieved don’t capitalise on technology must end. comprehensive change management journey going forward. As we reach reshaping societies and businesses analytics in executing if D&I is driven in a silo. D&I must be An organisational culture that recognises approach that tackles behavioural, process embedded within the DNA of an impact and performance over presence the end of sharing our D&I story and worldwide. Combine this with the fact the programme those organisations with the most diverse and cultural transformation. This is why organisation, identified as fundamental to and identifies flexibility as a talent-wide journey with you, we feel it fitting that To make real progress, it is not enough to groups of thoughtful talent will be the ones we at PwC approach D&I through our its success and naturally woven into the proposition is an organisation where all adopt what feel like creative and we conclude by providing an overview best placed to thrive in their responses to holistic PwC D&I ecosystem. fabric of its business, customer and talented people can thrive. innovative policies or programmes, or feel of what we believe are our most the challenges created by the megatrends, workforce strategies. This is not easy, and comfortable that you are getting things important lessons learned. Our hope and the message is clear. Achieving certainly won’t happen overnight. The right because those practices are lauded as diversity is a challenge – but also presents paramount aim should be to achieve an is that other organisations can also Lesson 3: leading practices externally. Lesson 10: active journey that engages and influences learn from these perspectives, so they an opportunity that no organisation can afford to ignore. No leadership Instead, it’s fundamental that you identify stakeholders across the organisation Engage the masses too can benefit from our own diversity and track robust, relevant KPIs to measure towards the goal of a business To make this message ‘real’, it’s essential to commitment, no journey and experiences. the success of any D&I intervention you environment where D&I is an intuitive and Commitment to diversity is becoming create a robust, organisation-focused accountability, no initiate. To make visible, credible headway, implicit aspect of every discussion, activity, increasingly important for organisations to With this aim in mind, here are our business case derived from, and positioned organisations must stay focused on and be people and business process, and customer attract talent – and today’s talent want to top ten lessons learned. to support success of the organisation’s progress confident that they are driving critical interaction. see both commitment to diversity and business strategy. It is only with this Without the right levels of leadership interventions that work. visible progress being made. Leadership approach that it will resonate with the commitment, and – even more importantly commitment and the dedicated leaders and people across a business. In – the appropriate accountability engagement of key stakeholders will take doing this, it’s also vital to recognise that infrastructure, it will prove very Lesson 8: the organisation a long way on its diversity one size does not fit all. What will motivate challenging to move the needle on Lesson 6: journey, but will not be enough to achieve one leader to sponsor and act – business diversity in a sustainable way. Put simply, A focus on inclusion true success. A D&I strategy needs to be results, for example – may be very different having leadership commitment to, and One size does not fit all from day one inclusive of everyone. So organisations from what will compel another, such as accountability for, D&I is critical. At PwC cultures It can be very tempting to focus all should engage every one of their people in diversity being the right thing to do. we achieve this through our established When driving a global D&I strategy, trying diversity energy and resource on those their diversity journey, empower all of D&I governance structure and the PwC to enforce a ‘one-size-fits-all’ approach to areas where the most significant diversity them to be agents for change, and share Global Inclusion Index. diversity will not work. In fact, pushing an gaps exist – which is typically at the top of progress with them at every step along the approach or programme that is not an organisation. However, this type of way. sensitive to local cultures may do more highly targeted approach may have limited To learn more about the PwC Diversity & harm than good. Instead, the D&I strategy long-term impact. Broad and sustainable Inclusion journey, please visit: must take account of the nuances and progress across the organisation will only www.pwc.com/diversityjourney variances that exist in business cultures be achieved by combining a laser focus on across the globe. And diversity leadership diversity with substantive

54 The PwC diversity journey Creating impact, achieving results 55 Contact us

Find out more about the PwC diversity journey and approach by contacting a member of the global Diversity and Inclusion team or the Territory Diversity Leader (TDL) in your respective location.

Bernice Kimacia Marcus Laithwaite Hoonsoo Yoon Michelle Orozco Emma Campbell TDL, PwC Africa TDL, PwC Australia TDL, PwC Korea TDL, PwC Mexico TDL, PwC Middle East [email protected] [email protected] [email protected] [email protected] [email protected]

Ana Malvestio Leigh Chalmers Alica Pavukova Jolanda Lamse Karen Loon Mar Gallardo TDL, PwC Brazil TDL, PwC Canada TDL, PwC CEE TDL, PwC Netherlands TDL, PwC Singapore TDL, PwC Spain [email protected] [email protected] [email protected] [email protected] [email protected] [email protected]

Zhou Xing Francois Jaumain Petra Raspels Katarina Roddar Joanne Burgener Sarah Churchman TDL, PwC China and Hong Kong TDL, PwC France TDL, PwC Germany TDL, PwC Sweden TDL, PwC Switzerland TDL, PwC UK [email protected] [email protected] [email protected] [email protected] [email protected] [email protected]

Asha Ramanathan Lia Turri Noriko Umeki Mike Dillon Dale Meikle Aoife Flood TDL, PwC India TDL, PwC Italy TDL, PwC Japan TDL, PwC US Global D&I Programme Office Leader Global D&I Programme Office [email protected] [email protected] [email protected] [email protected] [email protected] [email protected]

56 The PwC diversity journey Creating impact, achieving results 57 Acknowledgements and thanks Executive sponsors

Bob Moritz Chairman PricewaterhouseCoopers International

Special thanks to our We’d like to featured PwC diversity acknowledge the leaders, advocates and following PwC experts role models for their insights and Agnès Hussherr, Bernice Kimacia, Blair contributions to this Agnès Hussherr Sheppard, Caio Carvalho, Ignacio Madrid, publication. Global Human Capital Leader Janet Visbeen, Jennifer Johnson, Julie Fitzgerald, Karen Loon, Manoj Santiago, Dale Meikle, Bradley Deckert, Anne Freer, Marcus Laithwaite, Marta Milewska, Andrea Plasschaert, Adrienne Gilliver, Pauline Ho, Robert Swaak, Stephanie Alexis Jenkins, Angela Cooke, Ann Marie Hyde, Vicki Huff. Rosa, Anne Donovan, Anouk Dusee- Jansen, Birthe Stegmann, Bruna Douek, Lead author Connie HY Lau, Corina Merz, Dawn Pace, Special thanks to PwC’s Emily Davis, Goretti Hernandez, Jennifer TDLs and diversity Demirdjian, Joost Blankenspoor, Julie teams Gordon, Lucinda Miller, Lynn Rossouw, Marie-Astrid Bernard, Melanie Van We’d like to acknowledge the leadership Hemert, Mona Ghiami, Nancy Colasante, and contributions of our territory diversity Nazish Sardar, Nicola Cardwell, Patricia leaders and diversity teams across the Antonio, Rahimah A Rahim, Renata network of PwC firms without whom we Franco, Sharon O’Connor, Stephanie would not have such an interesting Caunter, Terence Guiamo, Victoria Park. diversity story to share. We’d like to thank the following Aoife Flood for support with report design Senior Manager – Global D&I Programme Office Mark Goggin at MG Creative [email protected]

58 The PwC diversity journey Creating impact, achieving results 59 At PwC, our purpose is to build trust in society and solve important problems. We’re a network of firms in 157 countries with more than 208,000 people who are committed to delivering quality in assurance, advisory and tax services. Find out more and tell us what matters to you by visiting us at www.pwc.com. This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers LLP, its members, employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it. © 2016 PwC. All rights reserved. ‘PwC’ refers to the PwC network and/or one of more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details.