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1、Building trust in society and solving important problemsFY23 Purpose and Inclusion ReportPwC|FY23 Purpose and Inclusion Report2A letter to our stakeholdersOur purpose is to build trust in society and solve important problems.It is brought to life by our community of solvers,who help our clients,stak

2、eholders and communities build trust and drive sustained outcomes.All 75,0002 of us working together to make a difference is what drives our strategy,The New Equation,and efforts to bring equity and trust into every aspect of our business.As we reflect on the past three years since the inception of

3、our inaugural report,we are humbled by the invaluable learning we have experienced.Despite the challenges weve seen,we have continued to deliver for our people,drive impact for our clients and improve the way we operate our business.Yet,we know we have more we want to do.With each new insight we unc

4、over,our awareness of the complexities we must navigate deepens,revealing opportunities to refine our strategies and continue driving meaningful progress.Each story of successor failureis what shapes and propels us to continue overcoming challenges,maintaining momentum and pushing harder.We remain u

5、nwavering in our commitment to build on our culture of belonging,operate as a responsible business,maintain quality as a top priority and advance these issues with our people,our clients and the broader marketplace.As our business evolves,along with the market and legal environment,well continue to

6、assess our approach and strategy to meet the needs of our firm for today and tomorrow.Most importantly,we remain dedicated to upholding our commitment to transparency,openness and honesty.Thank you,US Leadership TeamPwC|FY23 Purpose and Inclusion Report304 Cultivating our culture of belonging31 Adva

7、ncing social equity42 Driving climate action and environmental equity52 Building trust through governance58 AppendixTable of contentsPwC|FY23 Purpose and Inclusion Report4Cultivating our culture of belongingOur bold global strategy,The New Equation,is helping our clients as they seek to build trust

8、and deliver sustained outcomes.From business model reinvention and a changing tax landscape to facing climate challenges head-on,we bring our clients a human-led,tech-powered approach.And while technology is an incredible enabler to everything we do,we recognize that our strategy is only as powerful

9、 as the people behind it.Our people are the heart and soul of our firm,and we remain committed to providing an exceptional experience to support,foster career growth and build on our culture of belongingboth within and outside of our organization.For more than two decades,our efforts have led to a f

10、irm that embraces DEI as an essential aspect of our purpose,values and culture.As our efforts continued to evolve and we focused further on our desired progress,in the summer of 2020,we committed to tracking and reporting annually on 14 indicators most material to our business.We added an additional

11、 four indicators in FY21.Several challengesnew and ongoingmarked the year,from increased climate regulation,continued social unrest and unpredictable economic market conditions to the Supreme Court ruling on affirmative action in higher education.While the world has moved in ways we never could have

12、 anticipated over the last few years,we remained focused on workforce representation,talent attraction and the makeup of our partnership as areas that guided our DEI strategy and reporting throughout FY23.Weve also reflected on the Supreme Court ruling and applied rigor to advance our diversity comm

13、itment in a way that fully accords with the changing legal landscape.In addition to sharing the data that helps inform our strategy,this report is also designed to help us hold ourselves accountable to support sustainable progress.Cultivating a diverse workplace and sustaining an inclusive culture i

14、s an ongoing endeavor.We continue to evaluate our indicators,and in the areas where we seek to do more to support the career trajectories of our people,we have guideposts for disciplined reflection,to evaluate and accelerate progress.PwC|FY23 Purpose and Inclusion Report5US Leadership Team/Extended

15、Leadership TeamUS employee workforceUS Board of Partners andPrincipalsLGBTQ+VeteransPeople with disabilitiesStart interns (early employee identification program)New joinersInternsPartners and principalsLead Client Partners(LCPs)of Significant Client RelationshipNew partnersSuppliersAverage hours of

16、trainingPromotionsPay equityPeople Engagement IndexRelative voluntary turnoverAs we continue to track and report on these 18 key indicators,our reflections on progress made,including what hasnt worked,are outlined throughout this report.See more on year-over-year progress of our key indicators.When

17、we began reporting expansively on our DEI data in FY20,we sought aspirations focused on workforce representation,talent attraction and the makeup of our partnership.These aspirations continued to guide us throughout FY23:-To attract a workforce in the US that better reflects the diverse makeup of US

18、 higher education enrollment:56.5%women,20.9%Latino/Hispanic and 14.7%Black3 -To aspire toward 35%Black and Latino/Hispanic representation among our experienced hires,entry level hires and interns -To aspire toward our overall partnership being made up of 50%women and 35%racially/ethnically diverse

19、individualsUsing these as guideposts,we have been tracking our progress since FY20 to measure the efficacy of our actions.-We aspired to increase our Black and Latino/Hispanic workforce and have made considerable progress.4 In four years,we have increased from 6,955 to 9,4945 a 37%growth in our Blac

20、k and Latino/Hispanic population.-We aspired to increase the female and racial and ethnic diversity within our partner pipeline.6 For women,we have seen a 15%increase from 253 to 290 in partner pipeline candidates,and we have more work we want to do.We have experienced a 41%increase in our racial an

21、d ethnic diversity partnership pipeline,going from 222 to 313.7 -We also aspired to increase the level that we award our reportable spend to certified diverse suppliers.We have gone from 22%to 35%,making significant progress.However,in FY24 we will experience the loss of a diverse supplier that will

22、 impact our progress and have us reevaluate other ways to keep our momentum.PwC|FY23 Purpose and Inclusion Report6Now that we have done this for three years,and with the changing external landscape and the shifts in demographics within our firm,we think its the right time to evaluate our initial asp

23、irations,which were focused on meeting certain milestones in FY26.This process will help to make sure our aspirations continue to be the appropriate guideposts to meet the evolving needs of our firm and our clients and drive us forward with purpose and determination.We remain committed to cultivatin

24、g a diverse environment that reflects the clients and communities we serve and that supports all of our people to be successful.We plan to release these new aspirations in our FY24 Purpose and Inclusion Report.Our DEI strategyDriven by a continued commitment from leadership,our DEI strategy guides o

25、ur actions to make progress toward our aspirations and to do whats right for our people and our business.Weve learned that individual programs alone wont enable the progress we seek.We know that one size doesnt fit all,and we need to continue to be precise in our actions.Successful recruiting,progre

26、ssion and growth for our diverse communities comes with the connection of continued,not episodic,experiences.Were activating intentional and multifaceted initiatives that help support progress and impact throughout our peoples career journeyfrom beginning to end.Additionally,we rolled out five inten

27、tional actions to help drive progress,supporting our people at key strategic interventions throughout their career.Each action is designed to help us recruit,retain and progress diverse employees as well as positively impact all of our people.This includes eliminating tiering for all entry level ass

28、ociates(while facilitating effective feedback through a tool called My Feedback),launching an enhanced connectivity partner pilot,supporting the segment/practice teams toward advancing their strategies and progress,increasing in-person networking opportunities and implementing an enhanced sponsor mo

29、del for Black and Latino/Hispanic partner pipeline participants.PwC|FY23 Purpose and Inclusion Report7Culture of belongingEstablishing and maintaining a fair,equitable and welcoming environment for all requires a shift from awareness to empathywhile demonstrating inclusive leadership that cultivates

30、 trust among our people and our clients.Talent attractionIncreasing opportunities for our people requires deliberate change in entry level and experienced recruiting.It requires that we rethink how we identify and draw talent to our opportunities.Pathway to partnershipA diverse and inclusive partner

31、ship requires cultivation of our candidate pipeline and intentionality in supporting career progression.Two-year experienceThe first two years of employment can predict success.During this time,its critical to support equity of experience for all of our employees and to foster workplace community an

32、d affinity.Our DEI strategy,driven by a continued commitment from leadership,guides our thinking and our actions.PwC|FY23 Purpose and Inclusion Report8Attracting talent to our firmIn FY23,we welcomed over 15,000 new employees to our firm in the US through entry level roles,internships,experienced an

33、d catalyst hiring.As our firm seeks out leading talent,we will continue to employ a forward-thinking diversity recruiting strategy to attract more diverse talent to our firm.Not only do our clients expect this of us,but we believe that we can deliver more value by having inclusive teams of people fr

34、om different cultures,perspectives and experiences.Joanyra is passionate about supporting Latino/Hispanic students at Hispanic-Serving Institutions(HSIs)through PwCs Access Your Potential,connecting with them on topics such as college-to-career transitioning,career exploration,planning and building

35、connections and serving the community.“As a Latina and first-generation college graduate,I understand the unique challenges these students often face,including language barriers,financial constraints,and cultural adjustments.This personal connection drove me to make a positive impact on their educat

36、ional journeys,aligning with my values of diversity,equity and inclusion.”Joanyra Mazur Business Services Manager As part of our strategy,were taking deliberate action to increase access and opportunity as well as remain competitive in the marketplace by recruiting from community colleges,Historical

37、ly Black Colleges and Universities(HBCUs)and Hispanic Serving Institutions(HSIs),encouraging interest in applying to our internships and opening new pathways into our firm.In FY23,we recruited entry level hires from over 36 HBCUs and 46 HSIs,leading to an 8%and 19%increase respectively in offer acce

38、ptances since FY22.We also held our Womens Consulting Experience for the sixth year,which brought together hundreds of talented and motivated undergraduate women from across the country to dedicate time to self-discovery,building relationships and understanding what it means to bring your authentic

39、self to work in order to thrive in the professional services industry.This year,we invited 550 participants from across 100+schools for the three-day event.Weve continued to grow the experience and as a result increased the number of women interning within our Consulting Solutions Segment.New Joiner

40、s-Entry Level Hires-FY23 Population:5,519Gender by%MaleFemaleRace/Ethnicity by%American Indian/Alaskan NativeAsianBlack or African AmericanLatino/HispanicNative Hawaiian or other Pacifi c IslanderElected not to provideTwo or moreWhitePrefer not to say8PwC|FY23 Purpose and Inclusion Report9Our work t

41、o create opportunity and dismantle societal obstacles to the profession extends specifically into how we support those who want to earn their CPA license.Public accounting plays a pivotal role in building trust in society and provides a rewarding career path for industry professionals.However,the Am

42、erican Institute of Certified Public Accountants(AICPA)reports that the number of people taking and passing the CPA licensing exam declined 36%between 2010 and 2021.9 More than that,historically,the requirements to obtain a CPA license have posed significant obstacles to entry for many,especially th

43、ose from diverse and underrepresented backgrounds.The accreditation requires 30 additional credit hours beyond the 120 completed during a bachelors program a time and cost-intensive career path thats a major obstacle for many.To help break down these long-standing obstacles,three years ago,we launch

44、ed While You Work,a distinctive CPA acceleration program that enables high-potential college students to earn a tuition-paid masters of science degree in management from Northeastern University while they gain work experience.While You Work fellows work part-time at PwC while earning the additional

45、30 credit hours they need to meet the 150-credit hour requirement for a CPA license.Since the program launched,we have expanded our reach to 137 fellows this year,up from 40 in FY22,and 71 fellows have become full-time associates.We also saw a 130%increase in offers accepted by HBCU students who wer

46、e part of While You Work since FY22.Were also working in collaboration with Saint Peters University on a first-of-its-kind work for credit pilot that not only removes societal obstacles to entry but also supports greater flexibility and personalization for aspiring professionals.The pilot offers an

47、alternative path to earning the final 30 credits required for a CPA license in New Jersey through the state-approved work for credit option in which students receive academic credits for practical work experience and on-the-job learning through paid work experience at PwC.It establishes a template f

48、or other US states,academic institutions and companies to follow,and it has the potential to create widespread change in the profession.Traliza has been a champion for the HBCU 20 x20 Roadshow,representing the firms commitment to diversity,equity and inclusion.“Participating in this program has a wi

49、de-reaching impact,enhancing students sense of belonging as future business leaders and entrepreneurs,as well as their connection to the communities they will serve with innovative ideas.Knowing they have professional support significantly influences and inspires their careers.The HBCU 20 x20 Roadsh

50、ow provides a unique opportunity to intentionally build relationships among students,faculty,and our people.”TraLiza King Consulting Solutions Director PwC|FY23 Purpose and Inclusion Report10Weve also come together with the American Institute of CPAs in an advisory group representing a broad spectru

51、m of the accounting profession that will help shape a national strategy to address the professions talent shortage,including accounting students who go on to obtain a CPA license.Were collaborating with the Center for Audit Quality on its Accounting+initiative that aims to attract greater diversity

52、and representation within the profession through awareness of career opportunities and addressing obstacles to entry.As a next step,were proactively committing to a series of bold actions over the next several years to further enhance the quality and confidence in the information that drives the cap

53、ital markets.These actions fall into five areas:accountability,quality,independence,transparency and engagement,including committing one million hours for a multi-year campaign to raise awareness of careers in accounting and auditing.These actions will help build greater confidence in our firm and m

54、aintain our position as a leaderand first moverwhile shaping the future of the profession.As students move from potential talent to interest in joining our firm,we invite them to apply for internships in which they can immerse themselves in our culture.With close to 6,000 interns each year,were one

55、of the largest cultivators of entry level talent in our profession and the countrymore than 90%of our interns receive full-time offers,making internships a critical component in our DEI strategy.Our Start Internship is a career readiness and leadership development experience,uniquely designed for hi

56、gh-performing college sophomores and rising juniors looking to grow their business and professional acumen.Start is an early opportunity internship that attracts a diverse population of talent into the firm.As part of our commitment to equal employment opportunity,we encourage students who identify

57、as American Indian or Alaska Native,Native Hawaiian or other Pacific Islander,Black or African American,Latino/Hispanic,or two or more races,protected veterans and/or individuals with disabilities to apply.Following successful completion of a Start internship and maintaining academic standing,studen

58、ts are eligible for our Advance internship program.Start has grown over 200%since 2014,and we welcomed our largest class in the Summer of 2023.Our Advance Internship allows interns to develop their digital skills and business acumen through experiential training and client experiences.For the last t

59、wo years,85%of Advance interns have accepted full-time offers,the highest rate in the past five years.This past year,we had 715 Start interns return for an Advance internship at the firm.Malachi decided to pursue his CPA license with the support of the firm.Accounting and finance runs in his family

60、with his grandfather opening the first Credit Union of Barbados,and Malachi is proud to carry on that tradition at PwC.“Seeing people who have similar experiences and backgrounds in this firm and profession allows students to feel like they do have a place of belonging at a Big 4 firm.”Malachi Kirk

61、Trust Solutions Associate and former While You Work FellowPwC|FY23 Purpose and Inclusion Report11Julio is a Guatemala native with a passion for numbers who participated in the firms Start internship.He is also an active participant in the Latino Inclusion Network.“Even if our backgrounds are differe

62、nt,were still working towards the same goal.Ive learned that my input and personal experiences can make an impact for the people around me,especially in my community.”Julio SolaresTrust Solutions Senior Associate Start Interns(Early ID)-FY23 Population:1,196Gender by%MaleFemaleRace/Ethnicity by%Amer

63、ican Indian/Alaskan NativeAsianBlack or African AmericanLatino/HispanicNative Hawaiian or other Pacifi c IslanderElected not to provideTwo or moreWhiteLooking to the future,were enhancing the internship experience with further professional development,executive training and digital upskilling as wel

64、l as more opportunities for interns to connect in-person and establish strong relationships across the firm.These enhancements will help interns progress through our internships and succeed in a full-time role at the firm.8,10Advance Interns-FY23 Population:4,855Gender by%MaleFemaleRace/Ethnicity by

65、%American Indian/Alaskan NativeAsianBlack or African AmericanLatino/HispanicNative Hawaiian or other Pacifi c IslanderElected not to provideTwo or moreWhitePrefer not to say8PwC|FY23 Purpose and Inclusion Report12Enhancing the two-year experienceThe first 24 months are typically predictive of succes

66、s for entry level and experienced hires.Its also a formative time when critical relationships with colleagues are often built in-person.We learned that for some of our most recent new joiners,operating in an all-virtual environment during the global pandemic dramatically impacted their ability to fo

67、rm these types of relationships.Therefore,weve sought to increase the hybrid work experience for many roles.In addition,we continue to respond and support equity of experience for all of our employees,virtual,hybrid or in-person.Our approach is multifaceted,bringing together layered solutions to bui

68、ld trust,foster belonging,support opportunities for promotion,continue to maintain pay equity and provide personalized development and upskilling.Thrive is our innovative experience designed for Black and Latino/Hispanic new associates hired through our entry level and experienced recruiting channel

69、s.It helps establish a sense of belonging for participants,emphasizes the importance of building trust-based relationships,and equips participants with helpful career navigation strategies and skills.Thrives strategy is rooted in our intentional approach to two-way learning and engaging the majority

70、 to participate in the development and relationship-building of participants,while also providing access to diverse leaders.We bring together individuals from diverse cultures and backgrounds to learn from each other through workshops,coaching,networking and connectivity,aiding our 2,268 Thrivers in

71、 enhancing their leadership skills.In FY24,well build new program pathways that teach more tangible ways to make an impact as an associate.Well also collaborate further with leaders and partners across the firm to learn alongside our participants,encouraging active allyship and supporting Thrivers t

72、hroughout their first two years.Brady changed the trajectory of his career by leveraging contacts through Thrive.“I was working remotely as a new hire when I got the call offering me the chance to join Thrive.I joined to build meaningful relationships and develop my confidence and leadership skills.

73、The programs focus on building a sense of community helped me understand the value of self-advocacy and leveraging connections.Through Thrive,I had the remarkable experience of speaking in front of nearly 1,000 people on a panel,sharing my journey and offering advice to the next class of Thrivers.Th

74、is full-circle experience allowed me to build genuine relationships and strengthened my sense of belonging within the firm.”Brady Clemmons Trust Solutions Senior Associate Our approach is multifaceted,bringing together layered solutions to build trust,foster belonging,support opportunities for promo

75、tion,continue to maintain pay equity and provide personalized development and upskilling.PwC|FY23 Purpose and Inclusion Report13Additionally,weve recently launched Power of Choice,a unique professional development experience supporting our Asian associates and senior associates.Each of the four modu

76、les in the experience concentrates on developing potential by focusing on strategic choices to drive growth by examining cultural influences,increasing confidence and enhancing the ability to contribute and influence,all while fostering trust-based,two-way relationships and establishing a strong sup

77、port network with peers and leaders.But Thrive and Power of Choice by themselves arent enough.To further remove challenges to retention,development,progression and career success,all of our entry level associates in client-facing roles now experience their first year as a development year with the r

78、emoval of tiering at the year-end review.We made this decision for our associates to receive active coaching and real-time feedback without the pressure of a formal year-end review.And,in the spirit of our culture of care and belonging,this gives our new associates time and space to transition,learn

79、 about our firm and clients,build their networks and receive meaningful feedback to hone their skills.Maintaining a diverse workforce is not without challenges,and when people choose to leave the firm,its important that we understand the factors that influence those decisions.As we analyzed many cut

80、s of data,we learned a key contributor to turnover among professionals leaving early in their careers was the lack of partner advocates who knew our new professionals personally and influenced their experience.So,in FY23,through the Connectivity Partner Pilot,we aimed to evaluate whether establishin

81、g meaningful connections between a partner and an entry level or experienced associate would impact retention,engagement and a sense of belonging.Through its launch we equipped partners with the tools and resources to build empathy and trust-based relationships,understand and monitor key performance

82、 metrics of their assignees,and serve as advocates and allies supporting career success.Early data indicates positive signs that the diligence,outreach and leadership from our partners is making meaningful change.For Black and Latino/Hispanic individuals who participated in the pilot teams,turnover

83、was improved to nearly 0%in Trust Solutions.Were also seeing higher quality performance reviews(Snapshots)for pilot participants as compared to non-pilot participants,as well as those that measure connectivity,inclusion and belonging.These early results show us that having a multifaceted approach is

84、 yielding more impactful results.Gender by%MaleFemaleRace/Ethnicity by%Two or moreAsianBlack or African AmericanLatino/HispanicWhiteUS Workforce Relative Voluntary TurnoverOverall US Workforceturnover=08PwC|FY23 Purpose and Inclusion Report14Our commitment to equity spans all areas of our firm,and t

85、hat includes measuring and tracking our promotion rates and uncovering what may be affecting them(See Appendix for FY23 Promotion data by role level).As people consider what career progression looks like for them,its also in seeing themselves in the role of partner,which helps us progress toward our

86、 partner pipeline aspiration.While we promoted fewer people in FY23 than in FY22,were seeing increased diversity in the makeup of those promoted.For example,our racially/ethnically diverse workforce metrics have increased nearly three percentage points,compared to FY22.Further,as more people engage

87、with programming that supports their career,connectivity and a sense of belongingsuch as Thrive,the Connectivity Partner Pilot and Enrichwere seeing an increase in our people who stay and are ready to advance in their careers.Employee Workforce-FY23 Population:45,785Gender by%MaleFemaleRace/Ethnicit

88、y by%American Indian/Alaskan NativeAsianBlack or African AmericanLatino/HispanicNative Hawaiian or other Pacifi c IslanderElected not to provideTwo or moreWhiteOur approach to supporting equity of experience for experienced hires is similar to that for new hires and is grounded in fostering inclusio

89、n and community.In FY23,we welcomed more than 3,500 experienced hires to the firm,of which,43%were women and nearly 56%were racially/ethnically diverse.Over the past several years,weve been proactive in implementing review systems to maintain pay equity.To support these continuing initiatives,we int

90、egrate pay equity technological tools that aid in data assessment and analysis.We will continue to take deliberate,consistent measures to maintain pay equity.This accomplishment sets us apart,further distinguishing us as an employer dedicated to inclusivity and fairness for all.See Appendix for Tota

91、l Workforce FY23 Population data by role levelOur approach to supporting equity of experience is grounded in fostering inclusion and community.11PwC|FY23 Purpose and Inclusion Report15In addition to pay equity,we know that providing more transparent opportunities for our people at all levels to grow

92、,to align their personal purpose with their work and to practice new skills on different teams and projects is critical to the PwC experience.Benchmark Average Salary=$1.00(female compared to male,racially/ethnically diverse compared to white)Pay Equity Ratio RemunerationGender by%MaleUnknownFemaleR

93、ace/Ethnicity by%American Indian/Alaskan NativeAsianBlack or African AmericanLatino/HispanicNative Hawaiian or other Pacifi c IslanderElected not to provideTwo or moreWhitePwC|FY23 Purpose and Inclusion Report16Enhancing our peoples experienceMy+our biggest and boldest reimagination of our people ex

94、perienceis changing the way we work by using technology to personalize careers at PwC while keeping client needs at the center.Were creating a people experience that matches what employees value,and we are passionate about the ongoing investment in our people.Our people are the heartbeat of our firm

95、,and that will never change.The future state will have increased emphasis on growth and development,customized rewards and benefits,well-being further stitched into the daily experience and the flexibility to support our people as their lives and needs shift over time.Jordan is a strong advocate for

96、 the firms My+strategy,which focuses on personal development as much as it does professional development.He believes in maintaining a consistent work/life balance and leverages the firms tools to create an environment where he and his colleagues can show up as their best selves.“We as a firm say I c

97、are about you rather than just saying heres the work,which really showcases our firms commitment to supporting our people.”Jordan Hensel Consulting Solutions Senior Manager MyMade just for you.future.We also measure training hours as an important indicator of how we provide equity in learning and de

98、velopment opportunities for all of our people.Additionally,our signature My+development series,Leaders in Action,features distinguished thought leaders talking about the human dimensions of leadership and coachingcourage,inclusion and resilience.Throughout the year,these leaders shared key insights

99、into how we can all lead differently and work together to turn these insights into action.As part of our AI upskilling journey,Season 2 of Leaders in Action is intended to help inspire and develop a more connected,trust-based community of human-led,tech-powered leaders.Our speakers this season will

100、discuss the intersection of leadership and technology.We launched a series of tools to simplify and tech-enable the learning experience for our employees.For example,we introduced My Learning,powered by Astro,our digital assistant.My Learning helps employees activate a personalized learning plan tha

101、t is tailor-made to their interests,aspirations and upskilling needs.To date,35%of our people have created personalized learning plans.We are making it easier and faster for everyone to have access to the learning they wantand needto be ready for their roles today and their ambitions for the PwC|FY2

102、3 Purpose and Inclusion Report17Equally as important as our commitment to learning is our focus on listening to feedback from our people.We understand that having a healthy ecosystem for feedback is how we can advance our culture of belonging and build trust at all levels.To that end,we launched My

103、Feedback,a peer and upward feedback tool to request or provide developmental insights.Recognizing that teammates and lead partners are an integral part of the employee experienceespecially in the first two yearsMy Feedback makes it easy to offer real-time,constructive feedback to identify areas for

104、improvement,as well as reinforce whats working and should continue.At the team level,we also introduced Team Polling,a tool for leaders to understand whats going well and where there are opportunities to enhance the teams experience.That feedback and other data points are collected in the Team Healt

105、h Index,a new data-driven dashboard that delivers actionable insights about a teams workload and daily experience.Team leaders can assess how well their business unit is performing around key metrics and can also help support workload balance,DEI,well-being and the overall people experience.Well con

106、tinue to enhance our suite of tools and identify opportunities for real-time feedback,building inclusive leadership and providing actionable insights at every level.My AI is our next upskilling and engagement program designed to supercharge our peoples knowledge and capabilities on the potential of

107、generative AI technology.Were committed to making sure everyone has the tools and resources needed to support their career and development.We are transforming our workforce,and our learning materials are designed to help our employees become knowledgeable,savvy and responsible users of GenAI.Average

108、 Hours of TrainingGenderMaleFemaleRace/EthnicityAmerican Indian/Alaskan NativeAsianBlack or African AmericanLatino/HispanicNative Hawaiian or other Pacifi c IslanderElected not to provideTwo or moreWhitePrefer not to sayPwC|FY23 Purpose and Inclusion Report18Building on our culture of belongingSocie

109、tal changes,political events and cultural shifts can influence how people feel they fit into their workplace.Because we understand this,we strive to listen to our people,to respond to their needs and to understand what matters to them,who they are and how they identify.This is a cornerstone of how w

110、e build trust,and it impacts how our people show up each day.For us,this starts with purpose.Through My+,all of our people can take an individualized Purpose Assessment,which has been completed by over 17,000 PwCers.Being able to articulate personal purpose helps drive the decisions they make and wh

111、ere they spend their energy,which can lead to greater fulfillment,well-being,performance and overall meaning.One action we encourage people to take once they understand their purpose drivers is an optional self-identification survey on our proprietary platform,My Story,Your Story.This year,72%12 of

112、our people have used our self-identification features and have voluntarily disclosed aspects of their identity,such as whether they are a veteran,have a disability and/or their LGBTQ+identity.By trusting us to treat their disclosures with respect and care,we can get a deeper understanding of the int

113、ersectional complexity of our people.Voluntary Self-ID ResultsFY21FY22FY23Total partners/employees 43,561 47,453 49,599 Veterans1.7%2.0%2.6%Disabilities/Accommodation4.0%4.3%5.4%LGBTQ+2.5%2.8%3.2%Straight or heterosexual58.2%58.2%58.9%Prefer not to share2.7%2.9%3.0%As we know more about how our peop

114、le identify and the true makeup of our workforce,we are better positioned to support them in meaningful ways.For example,we saw an increase to 5.4%of our people self-identifying as having a disability this past year,up from 4.3%in FY22.As more individuals have shared their disability status,we are w

115、orking to foster more inclusive teaming and developing more accessible technologies that include accommodation functionality and features.And in order to continue to positively impact our veteran representation at the firm(which increased again this year),we launched the new Veteran Transition progr

116、am,a 12-week fellowship opportunity to help better acquaint participants with the professional services industry.8PwC|FY23 Purpose and Inclusion Report19In FY23,our Inclusion Networks hosted over 1,000 local and 24 national events for our people to connect,which included candid conversations,guided

117、learning and community volunteering,including working with nonprofits on pro bono projects.In addition to offering career development and ways to align to a personal purpose,we rely on our networks as a source for insight and perspective,as well as for feedback on how the firm is doing when it comes

118、 to inclusion.Whether our people identify as a part of the community or an ally,our 12 Inclusion Networks are an important part of how we continue to build on our culture of belonging and are another way we listen to our people.These dynamic communities are open to all of our people based on shared

119、backgrounds,experiences or interests.Our Inclusion Network membership has grown nearly 21%since FY22,bringing the total to 23,000 members and nearly 40%of our US workforce.And we have welcomed more than 4,668 new members who identify as allies to various communities.Carolyn used My Story,Your Story

120、to tell her story as a neurodivergent professional and become an ally to several communities at the firm.“Something important Ive learned on my allyship journey is that representation mattersyou cant be what you cant see.PwC encourages people to bring their authentic selves to work,but it can feel i

121、ntimidating if you dont see anybody else like yourself,standing up to say,Here I am.Im hopeful that by visibly being my true,authentic self,I will encourage others to also share their authentic selves with our colleagues,creating a more inclusive work environment.”Carolyn De Melo Business Services M

122、anager Jennifer has spent her entire career at PwC,starting as an intern 13 years ago.As she continues to grow and evolve as a leader,the firm has supported her on her career path.When she became a new parent,the firm supported her to take on a new role and better integrate work and life.“With the c

123、ulture and the connection at PwC,I have the support to grow and change as I need to.”Jennifer Bannin Trust Solutions Director PwC|FY23 Purpose and Inclusion Report20The power of our wordsTo understand the preferred terminology when referring to and speaking about the collective Hispanic and Latin Am

124、erican community today,we asked our Latino Inclusion Network for input,coupled with insights from the external landscape.Because we seek to listen and build trust with our people by responding to their wants and perspectives,we thoughtfully began using Latino/Hispanic as the preferred language to be

125、tter represent the makeup of our workforce and society at large.As we strive to continue cultivating an inclusive workplace,we will actively listen and evolve as necessary to do whats right for our people.PwC|FY23 Purpose and Inclusion Report21Amandeep chose to co-lead the Sikh Chapter of the Inter-

126、Belief Inclusion Network(IBIN)when a group of passionate Sikh employees approached him to be the Partner champion.“Their enthusiasm and dedication to spreading awareness about Sikhism inspired me.Sikhism is a significant global religion,yet one that many know little about,and this chapter provides a

127、 platform to promote belonging and inclusivity within our firm.The opportunity to expand my professional network across the firm,connecting with Sikh partners,employees and members of other IBIN chapters has been incredibly valuable.Our Sikh chapter has allowed me to align more deeply with our firms

128、 purpose and values.”PwCs first Sikh US Board Member,Gurpreet,feels fortunate and inspired to co-lead and work with a passionate team of professionals that are dedicated to sharing what it means to be Sikh at PwC.“What is great about PwC is that we have the opportunity,no matter what level or role,t

129、o create something and foster purpose for ourselves and for our people,”says Gurpreet.During the launch of the Sikh chapter of the Inter-Belief Inclusion Network,over 500 members of the community and allies tuned in virtually or came into their local offices to celebrate.As Gurpreet shared in the fi

130、reside chat,“When I was growing up,we didnt celebrate differences,we just wanted to fit in and wanted to look and act the same.Now with the Inclusion Networks,we have the ability to support our community,build awareness,and celebrate both our differences and similarities.”Amandeep LambaConsulting So

131、lutions Principal Gurpreet SinghConsulting Solutions Principal Introducing two new Inclusion Network communitiesOur firm added two new Inclusion Network communities to the firm as a result of feedback from our people and self-ID resultsthe Sikh chapter of the Inter-Belief Inclusion Network(IBIN)and

132、the Secondees,Expatriates and Immigrants Inclusion Network(SEIN).PwC|FY23 Purpose and Inclusion Report22Philipp leads the new Secondees,Expatriates and Immigrants Inclusion Network.I grew up in Belgium and later moved to the US as a PwC secondee and transferee from PwC Luxembourg,and Ive been a part

133、 of the community since its inception.As this community evolved,becoming the Partner champion felt like a natural decision.Having worked for PwC in four different countries,my commitment to supporting this community at PwC and in the broader US context is deeply ingrained.Im privileged to lead this

134、initiative and thrilled by the enthusiasm and dedication shown by our leaders and members.I am excited to see this Inclusion Network continue to flourish and contribute to positive change as we collaboratively strive to foster an inclusive firm.”Philipp Schumacher Consulting Solutions Principal Our

135、Inclusion Networks also help to drive a strategy to educate ourselves and celebrate key cultural days and months as well as important religious observances throughout the calendar year.From Black History Month and Womens History Month to Asian Pacific American Heritage Month,Pride Month and Hispanic

136、 Heritage Month,among others,we recognize the moments that our people have indicated matter most to them.During these times,firmwide and local programming shine a light on communities and the intersectional nature of how some identify through speakers,interactive classes,in-person gatherings and vol

137、unteering opportunities in order to foster a culture of understanding and allyship.PwC|FY23 Purpose and Inclusion Report23Marching with prideTo celebrate Pride month this year,our Shine Inclusion Network for LGBTQ+employees and allies took marching for pride to new technological heights by harnessin

138、g the power of PwCs metaverse campus to host Shines first virtual Pride march.In addition to the virtual metaverse march,local Shine chapters hosted 23 local Pride events and celebrations,including charity 5k races,in-person marches at cities across the country,as well as various volunteer and educa

139、tional/professional development opportunities throughout June.And with heritage month speakers like fashion designers/entrepreneurs and activists,our people were able to participate in uplifting virtual events that not only centered the voices of the LGBTQ+community,but also reinforced to our people

140、 that they are seen and their wants and perspectives are valued at the firm.Success in our DEI efforts requires all of our people not only to raise their awareness of potential unconscious biases,but also to advocate for and support people in less advantaged positions.Everyone can play a role as an

141、ally to someone else,making it critical to invite,engage and inspire our entire population with opportunities to enhance their inclusive leadership and elevate self-awareness.PwC|FY23 Purpose and Inclusion Report24Mironda says her experience with Lev Holubec has had an invaluable impact on her caree

142、r journey and professional development at the firm.“Through this relationship,Ive learned to continue to be authentic,just as I was when Lev first met me.It has allowed me to lead by example and pay that allyship forward,emphasizing the importance of wellbeing,both physical and mental.Ive completed

143、marathons and triathlons while working full-time and traveling extensively,demonstrating that its possible to manage the demands of work while taking care of oneself.Additionally,Ive shared my commitment to giving back to the community.By sharing my experiences,including mistakes and learnings,Ive f

144、ostered a culture where employees feel comfortable being themselves.Ultimately,this human approach empowers individuals to feel comfortable and belong and in turn they work smarter and harder,and everyone wins.”Mironda Ross Consulting Solutions Principal Lev demonstrated inclusive leadership and gre

145、w a trust-based and authentic relationship with Mironda Ross,leveraging his influence to advocate for her professional and personal growth.Mironda is a newly admitted Consulting Solutions Principal.“My journey into active allyship began five years ago,spurred by a colleagues candid discussion about

146、not being able to bring her authentic self to work.I encouraged her to be herself,and from that moment,we became active allies.Being an active ally is not just the right thing to do;its a way of giving back and paying it forward.The firm,guided by our leadership,provides us with opportunities to ref

147、lect,think and decide how to offer allyship in various forms.This commitment to allyship also connects me to my familys history as immigrants who received support in their pursuit of success.”Lev Holubec Consulting Solutions PrincipalHarnessing the power of allyshipPwC|FY23 Purpose and Inclusion Rep

148、ort25One way were inviting everyone to be an active ally is through our Inclusive Mindset badge,which gives our people the opportunity to build and practice inclusive leadership skills through curated and interactive trainings.Simulated work experiences in the badge training deepens our understandin

149、g of how inadvertent effects can stem from day-to-day interactions,which is an important part of our DEI strategy.Over 35,000 of our people have engaged with the Inclusive Mindset badge since its launch in FY22,and were seeing positive signs,such as a two-point decrease in turnover among employees w

150、hose Relationship Leaderthe individual responsible for leading discussions on progression,development and impacthas completed the badge.Direct Admit Partners and Internal Admissions to Partner-FY23 Population:313Gender by%MaleFemaleRace/Ethnicity by%American Indian/Alaskan NativeAsianBlack or Africa

151、n AmericanLatino/HispanicNative Hawaiian or other Pacifi c IslanderElected not to provideTwo or moreWhiteIn the summer of 2022,Courtney and her team decided to pursue the Inclusive Mindset badge.They shared leading practices,developed work plans,and hosted group debrief sessions,making sure that eve

152、ry team member had the opportunity to participate.“The badge served as a catalyst for fostering safe and open discussions on complex and essential topics,says Courtney.“Through these conversations,I gained a deeper understanding of my team,allowing me to tailor my support based on their preferences

153、and needs.It also bolstered connectivity and enhanced our coaching and real-time feedback.Ive become a more effective ally and leader by making sure my team members voices are heard,even when theyre not present in the room,and actively working to break away from familiarity biases.”Courtney OckwoodT

154、rust Solutions Director Supporting the pathway to partnershipWe have nearly 4,000 partners and principals who are not only owners,but also leaders who shape the strategy and culture of our firm.During FY23,we admitted 313 direct and internal admit partners in the United States.Thirty-one percent of

155、the new partners are women,up one point from FY22.Twenty-eight percent are racially/ethnically diverse,a four-point decrease from FY22,but we saw a one-point increase among Black and Latino/Hispanic new partners since FY22.This isnt where we want to be,and were identifying areas of focus in our part

156、nership pipeline and introducing ways to counter effects of how the pandemic and other obstacles have decelerated progress for some.In the summer of 2022,Courtney and her team decided to pursue the Inclusive Mindset badge.They shared leading practices,developed work plans and hosted group debrief se

157、ssions,making sure that every team member had the opportunity to participate.“The badge served as a catalyst for fostering safe and open discussions on complex and essential topics,”says Courtney.“Through these conversations,I gained a deeper understanding of my team,allowing me to tailor my support

158、 based on their preferences and needs.It also bolstered connectivity and enhanced our coaching and real-time feedback.Ive become a more effective ally and leader by making sure my team members voices are heard,even when theyre not present in the room,and actively working to break away from familiari

159、ty biases.”Courtney Ockwood Trust Solutions Director 8PwC|FY23 Purpose and Inclusion Report26One way were looking to expand the pipeline is by adding new sponsorship opportunities to our Partner Candidate Leadership Development Experience,PCLDE,which is critical on the pathway to partnership.In FY23

160、,we aligned our underrepresented PCLDE participants with a Super Sponsor,to provide guidance during their first year in the program,including helping develop a strong partner business case in a growing area of the business.Additionally,our Consulting Segment introduced a Board of Advisors program to

161、 connect women directors in PCLDE with a group of partner advisors to help support their growth and development.Another way were increasing diversity of the partnership pipeline is through Enrich,which launched in FY21 to provide high potential women and racially/ethnically diverse senior managers a

162、nd directors with professional and leadership development opportunities to support their progression.FY23 marked the graduation of our first Richard is a second-year Enrich participant who joined the program as another way to support his leadership development and connect regularly with other collea

163、gues who were at a similar milestone in their careers.“I began working at PwC right after college,and quickly discovered my passion for problem solving,”says Richard.“Through Enrich,Ive come to better understand how were all coming together to achieve a similar objective across various segments.Rega

164、rdless of the type of work we deliver,we all share the common goal of providing the best client service as we work to solve important problems.While each team member brings different complementary skill sets to the table,we all share the same end goal,and that greater understanding and increased emp

165、athy has helped me make a stronger impact as a leader.”Richard CorreaTrust Solutions Director Partners and Principals-FY23 Population:3,814Gender by%MaleFemaleRace/Ethnicity by%American Indian/Alaskan NativeAsianBlack or African AmericanLatino/HispanicNative Hawaiian or other Pacifi c IslanderElecte

166、d not to provideTwo or moreWhite13PwC|FY23 Purpose and Inclusion Report27class,made up of 242 individuals.The completion of this first three-year cycle has provided us with a clearer understanding of what our people need to advance in their careers and meet the expectations we have of becoming a par

167、tner.Weve learned that Enrich should be taking place earlier in the career journey to drive meaningful change within the partnership pipeline.As such,were looking into ways to adjust this moving forward,along with concentrating on additional levers like strategically deploying these potential candid

168、ates on key client accounts to better position them for PCLDE.Overall partner admissions is driven by a pipeline of strong talent,which is why were looking at other ways to support the growth and development of our highest potential future candidates.Our senior leadershipWe know that creating divers

169、e and inclusive teams can influence and inspire a culture of belonging from within and ultimately drive greater representation at the highest levels.Our firms leadership consists of three groups,our US Board of Partners and Principals,which oversees managements determination of our philosophy and st

170、rategic direction;our US Leadership Team(USLT),the senior management team responsible for running the business;and our Extended Leadership Team(ELT),representing a cross section of PwC leaders responsible for running the business and executing our strategy.US Leadership Team-FY24 Population:21Gender

171、 by%MaleFemaleRace/Ethnicity by%American Indian/Alaskan NativeAsianBlack or African AmericanLatino/HispanicNative Hawaiian or other Pacifi c IslanderElected not to provideTwo or moreWhiteExtended Leadership Team-FY24 Population:87Gender by%MaleFemaleRace/Ethnicity by%American Indian/Alaskan NativeAs

172、ianBlack or African AmericanLatino/HispanicNative Hawaiian or other Pacifi c IslanderElected not to provideTwo or moreWhite148PwC|FY23 Purpose and Inclusion Report28Our Board is unique in that its composed of both internal partners and principals as well as external directors.The internal Board memb

173、ers are not appointed to their rolerather,theyre nominated and elected by our partners.The Board of Partners and USLT both meet or exceed our aspirations for racial/ethnic diversity.While our most senior governance and leadership bodies are more diverse than they were three years ago,were not yet wh

174、ere we want to be for gender diversity and will continue to look at our data to drive efforts toward further diversifying our ELT,USLT and Board.Recognizing our leaders are in their roles for more than one year,significant year-over-year changes are not expected,but it is still a priority and a key

175、focus,specifically on succession planning.Our Lead Client Partners(LCPs)of our focus accounts make up another important leadership group and pipeline to future firm leadership roles.These individuals oversee some of our largest and most complex client engagements,and these roles serve as opportuniti

176、es for partners to further credentialize themselves.Building diverse representation among our LCPs is not only instrumental to supporting equity on our client teams but a key building block in developing a diverse pipeline of candidates for future senior-level roles within PwC.While weve maintained

177、progress year-over-year with both male and female partners and principals leading these high potential and important client accounts,the diversity of our LCPs has not changed as much as we hoped.Were actively working to change that as we continue expanding opportunities on the pathway to partnership

178、 and positioning our partner pipeline candidates within these high profile engagements.US Board of Partners and Principals-FY24 Population:21Gender by%MaleFemaleRace/Ethnicity by%American Indian/Alaskan NativeAsianBlack or African AmericanLatino/HispanicNative Hawaiian or other Pacifi c IslanderElec

179、ted not to provideTwo or moreWhiteLead Client Partners of Focus Accounts-FY24 Population:710Gender by%MaleFemaleRace/Ethnicity by%American Indian/Alaskan NativeAsianBlack or African AmericanLatino/HispanicNative Hawaiian or other Pacifi c IslanderElected not to provideTwo or moreWhite158PwC|FY23 Pur

180、pose and Inclusion Report29Engaging diverse suppliers Fostering diversity in our workforce isnt limited to our peoples experience.It also extends into how we do business,and another area where we are intentionally engaging to create and diversify opportunity is in our supply chain.We believe that wh

181、en a large organization like ours awards a large contract to a certified diverse supplier,underrepresented communities benefit from a multiplier effect,creating economic opportunities and developing stronger,inclusive,prosperous communities.While we always look to engage the most qualified supplier,

182、as we hope to increase our spend with diverse suppliers,our approach is multifaceted.We look to source increased opportunities for diverse suppliers to compete for work as part of the RFP pipeline,and build capacity to help support the development of diverse suppliers in our unique marketplace.Weve

183、awarded 35%of reportable spend to diverse-owned companies and communities they support,a two-point increase from FY22.In FY23,we executed 77 contracts with diverse-owned businesses,and for the last two years,weve increased our spend by 81%with three key women-owned businesses.This year,weve increase

184、d our pipeline for new contract opportunities with more than 100 women-owned businesses,50+new LGBTQ+suppliers,80+new minority-owned businesses and at least a dozen businesses owned by people with disabilities.We also work with a national supplier diversity council supporting veteran-owned businesse

185、s.Since 2021,our firm has spent more than$12 million with 26 veteran-owned businesses.We also launched a PwC Supplier Diversity page,which shares our diversity insights.We continue to look at the suppliers we work with as well as identify possible relationships we can build to expand our pipeline fo

186、r future RFPs.We promote supplier diversity directly(contracting with)and indirectly(Tier II,contracting with non-diverse suppliers who are committed to equal opportunity and report their spend with diverse suppliers).We report our Tier II spend to over 150 clients each quarter in order to help them

187、 meet their diversity aspirations.In addition,120 of our suppliers are reporting their Tier II spend to us.We developed a Tier II toolkit to help educate and train both our non-diverse clients and suppliers on ways they can increase,track and report their spend with diverse-owned businesses.We also

188、kicked off our supplier development program earlier this year with diverse-owned businesses that are not current suppliers with the firm.The program,administered by a third-party,aims to provide the participating companies with coaching,mentoring and resources to better position them to win opportun

189、ities with large professional services organizations.In sum,we remain deeply focused on building on our culture of belonging.We will continue to attract diverse talent from new places and work towards creating career opportunities that break down the societal obstacles to entry in the public account

190、ing practice through pathways like While You Work.Were doubling down on supporting our people in their first two years by enabling a better sense of belonging,development and community through Thrive,Power of Choice and the Connectivity Partner Pilot,alongside diligent partner and promotion support

191、and providing what our people need to develop and grow through My+.Were listening to who our people tell us they are through self-ID and translating that into tailored opportunities and a strong culture of belonging.We continue to foster a more diverse partnership at the firm.And were furthering our

192、 efforts to promote supplier diversity in our business practices.Our purpose continues to guide us in all of these actions,underpinned by our conviction to do whats right for our people.PwC|FY23 Purpose and Inclusion Report30FemaleRacially/Ethnically DiverseBlack+Latino/HispanicStrategic KPIFY23FY22

193、FY21FY20FY23FY22FY21FY20FY23FY22FY21FY20US Board of Partners and Principals138.1%40.0%36.4%36.4%33.3%40.0%36.4%18.1%23.8%25.0%22.7%14.3%US Leadership Team138.1%38.1%35.0%31.6%38.1%38.1%40.0%31.6%23.8%23.8%25.0%21.1%US Extended Leadership Team135.6%35.6%34.5%27.7%27.6%26.4%25.3%19.3%14.9%14.9%12.6%9.

194、2%Employee Workforce49.3%48.4%48.8%48.2%41.3%39.2%36.0%35.2%15.6%15.3%13.7%13.2%Advance Interns49.5%48.1%50.1%50.2%51.9%51.0%47.5%44.6%24.2%22.6%24.2%22.4%Start Interns(Early Identification)44.9%44.1%48.4%48.6%90.9%92.0%91.8%95.8%68.7%70.9%71.8%83.6%New Joiners Entry Level Hires47.7%47.3%46.9%46.5%4

195、6.3%45.1%40.0%39.6%20.2%20.8%19.6%16.4%New JoinersExperienced Hires43.4%42.7%37.9%43.6%55.5%51.9%51.0%47.6%19.2%19.0%16.8%17.5%New PartnersInternal Admissions33.3%33.2%30.2%30.9%29.0%32.1%26.3%28.7%8.3%9.0%9.3%8.1%New PartnersDirect Admit21.3%20.9%15.1%10.3%23.0%32.4%34.0%31.0%4.9%4.1%3.8%1.7%Partne

196、rs and Principals24.7%23.7%23.0%22.5%19.7%18.2%17.2%15.4%5.8%5.5%5.3%5.0%LCPs of Focus Accounts1,223.1%22.4%22.0%14.6%13.8%13.7%13.0%9.4%4.9%5.4%5.0%4.0%All promotions50%48.6%48.6%47.0%38.6%35.8%35.2%34.4%15.6%12.6%12.3%12.0%Average Hours of Training54.145.146.946.155.542.547.046.657.647.347.346.2Vo

197、luntary TurnoverRelative Attrition-0.5%-1.4%-1.6%-1.0%-0.2%1.2%1.0%0.7%-0.7%-0.6%-1.0%-0.7%Pay Equity$1.01$1.01$1.00$1.00$1.00$1.00$1.00$1.00$1.00$1.00$1.00$1.00Average PEI Score838282Not reported868281Not reported888584Not reportedStrategic KPIFY23FY22FY21FY20People with Disabilities5.4%4.3%4.0%2.6

198、%LGBTQ+3.2%2.8%2.5%2.2%Veterans2.6%2.0%1.7%1.5%Supplier Diversity35%33%31%22%1 Reported as incoming class 2 FY20 reported as GEP of Fortune 500 Year-over-year progress of key indicatorsPwC|FY23 Purpose and Inclusion Report31Advancing social equityAs a purpose-led firm,were using our influence,capabi

199、lities and resources to drive equity in the communities where we live and work.Widening economic disparities are exacerbating gaps in education and access to quality,living wage jobs.Technological advancements further reinforce these divisions.As a firm,were investing in addressing a complex ecosyst

200、em of issues spanning education,economic empowerment and community resilience.With no one solution,each requires multidimensional,incremental progress to drive sustainable change.And that change involves leveraging the resources,dollars and experience of our firm,our people and invaluable external c

201、ollaborative relationshipsboth non-and for-profitincluding the PwC Charitable Foundation.Our 75,000 solvers have the opportunity to help nonprofits address major societal challengesfrom access to food,education,healthcare and workforce opportunities to supporting female undergraduates in STEM,buildi

202、ng tech platforms that advance equity,accelerating diverse founders and much more.As we aim to address the root cause of these complex issues,were taking an interconnected approach where all of our efforts can build on one another,requiring both unwavering commitment and purpose.PwC|FY23 Purpose and

203、 Inclusion Report32Driving deliberate and multifaceted programs The existence of equitable pathways to well-paying,stable jobs with quality benefits is critical to help close opportunity and employment gaps in society,and we believe access to these opportunities should be a right for everyone,not a

204、privilege.Access Your Potential,our$125 million investment to support 25,000 Black and Latino/Hispanic college students by FY26,aims to create more opportunities for students by providing access to high-demand digital and career readiness training and upskilling,mentorship and pathways to start thei

205、r careers.While our firms investments and resources play an important role,its also critical that we define clear roles for our people as well as strong external players in the space.We work directly with HBCUs,HSIs,community colleges and other schools that have programs focused on diverse and socio

206、-economically disadvantaged students.We also foster deep relationships with trusted organizations like Paragon One,CareerVillage and Junior Achievement to identify,expand and support the pool of highly qualified talent.Over the last two years,our people worked alongside trusted organizations to serv

207、e over 9,000 Black and Latino/Hispanic college students.As part of our effort to attract more diverse college students to our profession,we aspire to attract at least 10,000 students who will seek opportunities to be part of our inclusive organization.And since FY21,6,739 Black and Latino/Hispanic e

208、ntry level professionals and interns chose PwC as their preferred place to work.This past year,we worked with nonprofits like INROADS,Posse and Year Up to expand our reach and supplement their existing work in preparing students for careers that align with their interests and majors.With involvement

209、 from the people of PwC and grants from the PwC Charitable Foundation,we aim to help to support the career progression and job placement for students over the next three years.These types of investments,sharing of resources and relationships are critical to the communities of students we aim to prov

210、ide more equitable opportunities to living wage jobs.We understand that the road to equitable pathways is complex and challenging,and thats why were doubling down on connected solutions that are consistent,intentional and measured for success.Our Access Your Potential commitment is supported by a fo

211、ur-pronged approachEngage,Upskill,Support and Future Careersto help students gain the skills they need to thrive in todays workforce.PwC|FY23 Purpose and Inclusion Report33EngageOne way we support student development and growth is through our HBCU campus spring roadshow in collaboration with HBCU 20

212、 x20.We hosted lunchroom takeovers and a pitch competition at four HBCUsBethune-Cookman University,Jackson State University,Dillard University and Morgan State University.We also held emotional intelligence workshops,resume reviews,interview preparation and career advice sessions with students from

213、Howard University,the ALPFA chapter at Rutgers University and students who attended the national NABA and ALPFA conventions.Through these sessions,we also captured invaluable insights to better understand the intersectional identities and complex needs of these students so we can recalibrate as need

214、ed to continually improve how we support them in their growth and development.UpskillAs we aim to upskill tomorrows workforce,our self-guided curriculum generates individualized learning plansacross career readiness and digital skills curriculato help Black and Latino/Hispanic students determine the

215、 skills they need to be competitive in school and in their future careers.The Access Your Potential Career Readiness Curriculum helps students identify their strengths,values,passions and purpose,while the Digital Skills Curriculum offers a 30-hour immersive learning path where students learn in-dem

216、and technological skills through hands-on activities in simulated work environments.Looking ahead to FY24,were continuing to work with nonprofit Junior Achievement to further use tech to upskill students by developing a forthcoming career app that provides information on the educational and financia

217、l paths needed to pursue different careers.SupportAs with all of our efforts to help drive sustainable social impact,we must collaborate with third-party organizations and truly meet students where they are.In working with CareerVillage,college students are able to ask questions directly to PwC prof

218、essionals about their own experiences entering the workforce,what worked and what didnt.These quick but extremely meaningful exchanges are critical mentorship opportunities for students who may not have other insight into the workforce.Over the course of the year,more than 7,500 Black and Latino/His

219、panic college students have submitted questions about career opportunities and increased their self-efficacy through advice provided by PwC professionals.Future careersTo help students find a career path and ultimately get hired,we offer programs to support the life cycle of a career search,includin

220、g skill building,interview techniques and professional networking.Opportunities like our Paragon One externships,through Access Your Potential,continue to be one of our most successful programs through which we achieve that goal.Since launching the program,weve doubled the number of Black and Latino

221、/Hispanic students participating to 2,000,and nonprofits participating to 48.By enabling work-based learning experiences,college students are able to build consulting and problem-solving skills,put those skills into action by evaluating organizational challenges at nonprofits and gain real-world exp

222、eriences that can be converted into career opportunities.PwC|FY23 Purpose and Inclusion Report34Just as we do for our clients,we help nonprofit organizations address societal inequities and address complex,operational and strategic challenges.Solving them requires skills,dollars,technologies and pas

223、sion to make progress and influence change.As a professional services firm,we are in a unique position to help organizations address those challenges using our greatest resourceour people.Our people are the engine behind our strategic social investment programs.Importantly,the skills they have honed

224、 and developed at the firm coupled with the purpose they share to address important problems in society set us apart as a community of solvers.Reinvesting in our communities is not merely a recommendation or siloed extracurricular at the firm,rather its core to our culture and a career at PwC.Unders

225、tanding our people are passionate about using their skills to drive meaningful societal progress,we are continuing to expand skills-based volunteering opportunities by providing all of our professionals with 40 paid/utilized hours each year.Skills for Society scales the way our people provide and vo

226、lunteer their professional skills to support nonprofits,whether that be through challenge diagnosing workshops,mentorship,projects or board seat service.Our fundamental belief is that there isnt one solution to these problems and the reason we provide an intentional,interconnected ecosystem of suppo

227、rt to nonprofits.These purpose-led activities are helping organizations confront challenges while also building on our culture of belonging and providing our people with experiences that further their learning and career development.Our Skills for Society strategy is inclusive to meet nonprofits whe

228、re they are and give our people multiple entry points depending on their skills and schedule.In FY23,our people invested over 340,000 hours in skills-based volunteering,up from 290,000 in FY22,to help to address compounding challenges community organizations are focused on.Yadira became involved wit

229、h Access Your Potential through a PwC Externship.Powered by Paragon One,PwC and the non profit organization Southern Scholarship Foundation(SSF)collaborated to create the Non-Profit Consulting Remote Externship.“As a first-generation Mexican-American university student,I highly value the community o

230、f mentors and coaches that Ive found through this program,offering guidance and collaboration in both my professional career and personal life.One significant aspect of the program is the exposure to PwCs diverse talent and their commitment to diversity,equity and inclusion initiatives.Access Your P

231、otential helped me realize my vision of myself as a working professional at a reputable firm like PwC.The impact Ive gained is reflected in the transformative perspectives and guidance provided by my mentor and coach,alleviating anxiety and reshaping my outlook on various scenarios.”Yadira Alvarado-

232、Martinez Access Your Potential participant PwC|FY23 Purpose and Inclusion ReportOur people can start with ScopeAthons and half-day diagnostic workshops in which small teams of PwC professionals meet and dig in to understand an operational challenge faced by a nonprofit.In FY23,we helped more than 15

233、0 nonprofits understand the root cause of issues they face,including in areas of data collection/management,strategic communications,value proposition and organizational growth.Through this approach,a nonprofit can then determine if it can address the underlying issue on its own or if they would lik

234、e PwCs support through a pro bono project.We build on these diagnostic workshops with projects that are 8-12 weeks long as a way to help address the challenge and go even deeper in support of an organization.Project teams on these longer engagements are made up of professionals from across the firm

235、leveraging a cross section of skills and experiences to deliver value to the nonprofits we work with.Through Skills for Society projects,weve helped nonprofits address concerns in areas ranging from strategy,data and technology systems to marketing and operations.3,500 PwCers used their skills to su

236、pport nonprofit challenges through workshops and projects in FY23 alone.Another prong in our rounded approach to community investment is facilitating opportunitiesat scalefor professionals with important skills and experiences to join nonprofit boards overseeing their goals,policies,operations and p

237、rograms in order to be sustainable.Our board placement program offers two tracksone that matches professionals with nonprofits that are seeking specific skills and background and the other in which nonprofits submit requirements and PwC professionals opt-in to their own matches on Impact Space,our v

238、olunteering and giving platform used by 35,000 of our people.Were proud to have over 3,500 PwC professionals serving on nonprofit boards,local and national.To further support them,we offer Dollars for Boards through our charitable giving program,intended to augment the financial commitment that is o

239、ften an expectation of a board member.Through this,we acknowledge the time spent on board service by offering a donation credit to a nonprofit of the professionals choice,up to$1,500 per fiscal year.Were continuing to scale opportunities for our people to act on their purpose.As a result,our people

240、are participating at a higher rate than last year,with 18%of PwCers engaging in skills-based volunteering,up several percentage points from prior years.Weve found that when employees engage with volunteering giving efforts,it can yield a stronger sense of belonging and a richer sense of purpose.Skil

241、ls for Society volunteers also report that their participation enabled them to build meaningful professional relationships(90%),better communicate with impact(87%)and develop their technical skills(35%).And were not letting up.In FY24,we plan to expand our Skills for Society offerings to further mee

242、t the needs,wants and interests of our people and the organizations they serve.We will launch a nonprofit junior board matching program that will build on our culture of giving back by engaging employees earlier in their careers.And,as climate justice and sustainability are increasingly important to

243、 our people,we plan to deepen volunteer opportunities,including the launch of a Climate Week initiative with large-scale environmental skills-based volunteering projects.35PwC|FY23 Purpose and Inclusion Report36While Skills for Society scales delivery of skills-based volunteering,our firm is also in

244、vesting millions of dollars in large-scale,strategic pro bono engagements to help build nonprofit business strategies and develop technology transformation plans that will help to also address complex issues spanning education,economic empowerment and climate.Pro bono engagements are approached and

245、staffed in the same manner we use with full-fee clients,starting with scoping the challenge,providing an outline of services to be delivered and leveraging new and emerging technologies to address nonprofit needs.And like our client work,pro bono engagements leverage the spectrum of our firms techni

246、cal acumen,proprietary frameworks and platforms and deep experiences across industries to provide deliverables and implement services that result in measurable progress.In FY23,delivered services included developing a value proposition along with a process to assess high-potential relationships,rede

247、signing an app to improve user experience,data collection and strategies to scale DEI practices,actions and policies among a coalition for 100+leaders with hundreds of thousands of employees.Pro bono investments of this depth,quality and nature are hugely impactful.Among projects focused on increasi

248、ng stakeholder engagement,nonprofits forecast a 48%average increase in the number of people served,according to a PwC survey.Furthermore,80%of nonprofits surveyed told us that PwC helped them transition,adapt and improve their use of digital technology,utilizing technologies such as SAP,Salesforce,M

249、icrosoft Azure,Mural and XBRL software.By applying a client-centered delivery model to nonprofits,our pro bono engagements set nonprofits up to help increase efficiency and effectiveness,better define and track key performance indicators and deliver on their goals and mission.This helps them serve t

250、heir beneficiaries and can provide donors with a higher level of confidence in the organizations operations.In addition to the meaningful progress for nonprofits,our people have also shared the benefit they gain from participating in pro bono work.92%of team members have reported that participating

251、in an engagement allowed them to express more of their authentic selves,building on our culture of belonging.More than that,supporting nonprofits with pro bono efforts helps to strengthen our business by developing more trusted relationships with organizations,building our capabilities and providing

252、 another way for us to share our experience and learnings.Pro bono value and hours deliveredFY21FY22FY23Value delivered$47.4m$40.0m$57.6m Hours deliveredFee-waived engagements46,08553,28857,556Board seat participation79,50871,95366,380Skills for Society pro bono66,57581,984121,105Total hours192,1682

253、07,225245,041PwC|FY23 Purpose and Inclusion Report37Our firm and peoples giving From a firm perspective,despite the economic headwinds,we remain steadfast in our commitment to giving and investing in our communities to foster more opportunities to drive societal equity.In FY23,our firm donated$82.4

254、million to causes important to our firm,our clients and our communities with over 50%of our investment allocated to addressing equity and opportunity gaps in education.As we move forward in FY24,we want to be even more intentional about where and how our firm dollars are spent.We plan to invest even

255、 more strategically to help close the opportunity gap and create a more skilled and diverse workforce,a key part of our longstanding commitment to build more resilient communities that can thrive for years to come.Camila has volunteered for over ten years with an organization empowering Latino/Hispa

256、nic individuals in her local Northeast Ohio community.Leveraging several of the firms pathways to give back,Camila has helped the organization receive over$100,000 in Reimagine grants(See page 39)from the PwC Charitable Foundation.She has volunteered hundreds of hours as a volunteer and now sits on

257、the Board.She has organized a pro bono project for the organization through the firm,started a crowdfunder that raised thousands of dollars and helped to connect over 40 PwCers to volunteer with the organization.“I have witnessed the incredible hope they continually give my local Latino/Hispanic com

258、munity.The way they have empowered families and individuals is incredible,and I am proud and thankful that I can continue to give back.”Camila NegretBusiness Services Director 58%Participation18%Engagement344,736Total service hours68%Participation21%Engagement326,757Total service hours78%Participati

259、on34%Engagement364,138Total service hoursFY21FY22FY23Employee EngagementPwC|FY23 Purpose and Inclusion Report38Enabling our people to give to causes that matter to them is another way our professionals build on how they give back and how we support nonprofit organizations.Nearly 70%of our people gav

260、e$29 million to nonprofits in 2022.By providing easier ways for our people to give to the causes they care about,and during key moments such as in-person events like Promotion Day and holiday parties,we saw a 15-point increase in giving from our people compared to 2021.Impact Space,our internal givi

261、ng and volunteering platform,is one of the ways we make it easy for our people to give back.In addition to using it to find volunteer opportunities,our people can choose from more than 1.5 million charities and give to causes that matter to them throughout the year.Another meaningful way we see our

262、peoples purpose activated through giving is through crowdfunders they create on the platform following disasters or to support other causes that matter to them.By coming together with colleagues to give,our people are actively supporting one another and advancing our culture of belonging and allyshi

263、p.In FY23,over 530 crowdfunders were created,which engaged nearly 5,000 people in support of causes that matter most to them,whether in times of crisis or to support social justice and equality.Additionally,in FY23,we expanded our University Matching program to match donations to any US college or u

264、niversity from active and retired partners and principals,as well as active and retired employees without a minimum gift requirement.We expanded the program in response to feedback from our people and a desire for the firm to broaden the number of colleges and universities within the program.This en

265、hancement also bolsters and aligns with our growing entry level recruiting strategy,helping the firm continue to build and maintain strong relationships with an increasingly diversified footprint of universities and schools.Supporting our communities:Turkey and Syria earthquake reliefDuring humanita

266、rian crises,our community of solvers consistently comes together to make an impact,fueled by our shared purpose.To support those impacted by the Turkey and Syria earthquakes,our people collectively raised$52,000 through seven crowdfunders,with our Inter-Belief and Pan Asian Community Inclusion Netwo

267、rks playing a pivotal role in raising awareness and donations.Our firm also established a humanitarian aid cause portfolio that raised$65,000 from 472 donors.The PwC Charitable Foundation provided an initial$300,000 in disaster relief and a subsequent$200,000 grant,all aimed at aiding recovery effor

268、ts,including the reconstruction of a school,achieved through collaborative efforts with other member firms.Together,we are continuing to make a meaningful difference in the face of adversity.Charitable contributionsFY21FY22FY23Our fi rm$85.3m$84.4m$82.4mOur people$33.4m$28.0m$29.0mEmployee and partn

269、er participation58.0%55.0%68.0%Partner participation81.0%69.0%79.0%161639Giving back through the PwC Charitable Foundation For over 20 years,the PwC Charitable Foundation has invested in emerging solutions to societys greatest challenges in education and humanitarianism as well as the people of PwC

270、in times of need.These continued efforts to drive equity at scale enabled the Foundation to reach a major milestone this year:Nearly$210 million in grants and investments given since 2001.17 Of the$37 million granted during FY23,$10 million was allocated to help strengthen career pathways for underr

271、epresented community college students as part of PwCs Access Your Potential.Through Reimagine grants,the Foundation enables PwC US partners and principals to support local charities that are driving greater educational equity for historically under-resourced communities.In FY23,a record 355 Reimagin

272、e grants distributed over$8 million to charities,bringing the lifetime total awarded through these grants to more than$44 million to more than 800 local organizations whose work is promoting access and opportunity for low-income and underrepresented groups.In FY23,the Foundation also committed more

273、than$3.5 million to support disaster relief and expand efforts to help communities prepare for and recover from disasters in collaboration with organizations like Direct Relief,Save the Children and World Central Kitchen.As part of our commitment to supporting PwC military veterans,spouses and famil

274、ies,in FY23,the Foundation gave$4 million to support veterans service organizations,including Per Scholas,Bunker Labs and the United Service Organizations(USO).These collaborations support expanding and accelerating access to educational and career opportunities and equip veterans and the military-c

275、onnected with the tools they need to successfully transition to the civilian workforce.Supporting the people of PwC in times of financial hardship through the People Who Care Fund has always been a unique aspect of the Foundations focus.This fund delivers emergency,tax-free financial assistance in t

276、he form of grants directly to the people of PwC and their immediate family members when impacted by natural disasters or unexpected medical or family emergencies,among other crises.Scaling impact through collaborationThese major societal challenges are incredibly complex,and we know that business co

277、mmunity collaboration is vital to driving change at scale.Thats why weve joined coalitions to support business leaders in taking action to advance progress.Co-founded by PwC in 2017 on a shared belief that DEI requires bold action from the business community to drive measurable change at scale,CEO A

278、ction for Diversity&Inclusion continues to be the largest business-led coalition to advance DEI in the workplace.Across 2,500+CEOs and 21+million employees,our collective organizations pledge to drive meaningful changeby understanding and addressing the complex challenges and issues that impact our

279、workplaces and communities.The coalition provides tools,resources,events and thought leadership to support business leaders in taking action and advancing progress.PwC|FY23 Purpose and Inclusion Report40In FY23,we engaged more than 1,000 signatories in new offerings,including over 200 Chief Human Re

280、sources Officers(CHROs)and Chief Diversity Officers(CDOs)who collaborated in CEO Actions Design Thinking Workshops to create practical solutions for DEI challenges.Additionally,more than 300 signatory organizations,including PwC,engaged in CEO Actions Collective Perspectives,featuring influencers to

281、 promote representation,intersectionality and authentic self-expression at work.Furthermore,around 500 C-suite and emerging executives took part in the Mentoring Initiative,aiming to foster diversity and develop a robust pipeline for leadership positions within signatory organizations.CEO Action wil

282、l remain steadfast in its commitment and,now in its seventh year,will aim to continue finding new opportunities that increase engagement and collaboration to help drive change at scale.As we look forward to FY24,CEO Action will launch an exclusive CHRO and CDO dinner series,continue Design Thinking

283、Workshops and Mentoring Initiative and expand the Signatory-Led Communities,which have offered delegates a forum to connect and engage in meaningful and strategic conversations on DEI topics and challenges.We believe the business community has a responsibility to help build a more equitable future.F

284、ollowing the tragic murder of George Floyd,we recognized the role the business community can play in supporting policiesat the federal,state and local levelsthat advance racial equity,address social injustice and improve societal well-being.In FY21,PwC and hundreds of other organizations came togeth

285、er to launch CEO Action for Racial Equity,a first-of-its-kind,business-led initiative that mobilizes top talent and resources from CEO Action for Diversity&Inclusion signatory organizations to advance public policies and corporate engagement strategies designed to improve the lives and circumstances

286、 of the 47M+Black Americans across the country.The fellowships agenda is built around four platformseducation and opportunities,economic empowerment,healthy communities and public safetythat disproportionately and systemically impact Black Americans.By working with nonprofit organizations,academics,

287、community leaders and decision-makers,were able to share,co-create and improve policies that represent us all and can improve well-being in the Black community.With more than 100 fellows from across industries and regions,CEO Action for Racial Equity continues to serve as an example of how purposefu

288、l,sustained collaboration from business leaders can drive progress in making our country more just and equitable for all.To date,the fellowship has engaged nearly 700 organizations,including policy think tanks,community-based organizations,academia,business-led coalitions and advocacy groups to rais

289、e awareness and amplify our mission.The Focus Report shares insights,progress and thought leadership so business leaders can learn how to take action and continue to help drive change.Alifia is a champion for diversity,equity,and inclusion within the firm,and served as a CEO Action for Racial Equity

290、 fellow.“Its nice to have connections and make an impact outside of my client work.It makes me proud to work here.”Alifia continues to give back in many of the firms reinvest opportunities with the commitment to improve the local community where she lives and works.Alifia DholkawalaConsulting Soluti

291、ons Senior Manager PwC|FY23 Purpose and Inclusion Report41While we believe business has a responsibility in driving social progress,none of this can happen if theres no trust between employees,institutions and in the business itself.To help embed trust-based principles into the business practices of

292、 today and tomorrow,we launched Tomorrow Takes Trust in 2021.With that came the PwC Trust Leadership Institute,an immersive learning experience in which a diverse community of executives come together to explore our quickly changing world and embrace new opportunities to build trust and drive change

293、.The Trust Leadership Institute has engaged more than 7,300 leaders from our clients organizations,giving them tools and insights to make a lasting,positive impact on both their businesses and society.Of the Trust Leadership Institute Trust Academy participants,56%are C-suite and board directors,and

294、 61%are women and racially/ethnically diverse executives.The collaboration that takes place during the Trust Leadership Institute is resulting in stronger relationships for our client teams and positively influencing how executives lead.FY23 was a strong year of giving,not only for our firm and the

295、PwC Charitable Foundation but on behalf of our dynamic community of solvers.By responding to the needs of our people and providing opportunities for collaboration around causes and moments in time important to them,we saw our people give more,volunteer more and activate their purpose in more meaning

296、ful ways than ever before.We know that the biggest societal problems were facing cannot be remedied by any one action or any one cause.But when we combine our resources,skills,experience and dollars to make a difference,we canand arechanging outcomes and leaving a lasting impact.PwC|FY23 Purpose and

297、 Inclusion Report42Driving climate action and environmental equityAs a firm,we recognize the significant role we play in addressing environmental sustainability and equity.Guided by our purpose,we embrace the obligation and responsibility to help reduce the environmental impact of our operations,bui

298、ld resilience in communities disproportionately impacted by climate change and to use our knowledge,people and industry experience to address these problems in society.Climate change is arguably one of the most complex challenges we face as a global community.It cannot be solved by any one tactic,st

299、rategy or behavioral shift.Our multifaceted approach allows us to make an impact on multiple levels and help us realize true societal systemic change.This includes examining and reimagining how we travel and use our office space to volunteering for environmental causes with nonprofit organizations t

300、o strengthen existing climate and environmental equity-focused relationships.Our environmental strategy is a core component of our business operations,from our daily practices and supply chain to our social investments and the individual actions of our employees.Guided by our desires to be more envi

301、ronmentally conscious and our commitment to sustainability,we are compelled to address climate equity with the same vigor as our other purpose activations.To that end,were investing in long-term strategies to build knowledge across our entire value chain,and were working to expand our reporting capa

302、bilities to enhance the speed and accuracy of our data.PwC|FY23 Purpose and Inclusion Report43PwCs climate action timeline2002PwC Global Network signs the United Nations Global Compact promoting sustainable development2014PwC US reaches 100%renewable energy2012First GHG emissions inventory published

303、 in PwC US corporate responsibility report2021First purchase of Sustainable Aviation Fuel(SAF)by PwC USPwC US Began supporting the World Economic Forum in the creation of a SAFc framework through pro bono workPwC Global Network joins the LEAF CoalitionPwC Global Network becomes signatory on WEF Clea

304、n Skies for Tomorrow 2030 Ambition Statement2020 PwC Global Network commits to net zero emissions by 2030PwC US business growth is decoupled from energy consumption2023Published fi rst PwC US TCFD Report2011First public carbon emissions reduction commitment made by PwC US2015PwC US signed President

305、Obamas American Business Act of Climate Pledge to support action on climate changePwC US began purchasing carbon offsets for Scope 3 emissions(air travel)2007PwC US began measuring carbon footprint for our operations2008PwC US began supporting CDP with global carbon disclosure reporting through pro

306、bono workPwC|FY23 Purpose and Inclusion Report44Progressing against our net zero strategy As part of the PwC Global Networkand because its critical to how we aim to drive systemic change when it comes to sustainabilitywe strive to achieve net zero greenhouse gas(GHG)emissions.This is supported by 20

307、30 near-term science-based targets validated by the Science Based Targets initiative(SBTi).Well achieve our 2030 aspirations in the same deliberate and measured way as we address our other commitmentsby implementing a series of consistent and connected actions that are collaborative with our client,

308、supplier and community stakeholders.We continue to build trust through transparency and drive impact through how we measure and disclose progress in our reporting.As we continue to intentionally collect more data and use that to influence our actions,we have developed two new toolsthe Travel Carbon

309、Footprint and Net Zero Dashboardswhich allow our leadership to more dynamically monitor our emissions data and drive thoughtful,data-informed decisions throughout the organization.Just as we strive to deliver industry leading,sustainable results for clients and work with them to disclose their GHG e

310、missions accurately,our strategy is aligned to our own guidance so we can elevate the ways we measure and disclose our impact.Six net zero focus areasMeasuring and disclosing impactUsing FY19 levels as a base year,PwC will regularly and transparently report on progress against its commitments,enhanc

311、ing its greenhouse gas(GHG)emissions reporting to align with our network wide net zero targets.Reducing direct emissionsReduce absolute Scope 1 and 2 emissions by 50%from a FY19 baseline by 2030.Continuing to use 100%renewable electricityConfirm that our operations in the US,Mexico and our Accelerat

312、ion Centers continue to source 100%renewable electricity.Managing business travel impactReduce absolute business travel emissionsworking with the airline industry and other business leadersby 50%from an FY19 baseline by 2030.Engaging suppliersCommit that 50%of our purchased goods and services suppli

313、ers(by emissions)have set science-based targets to reduce their own climate impact by 2025.Offsetting emissionsContinue to offset our emissions through high-quality carbon credits,transitioning our carbon offset portfolio to 100%carbon removals by2030.PwC|FY23 Purpose and Inclusion Report45Four pill

314、ars of TCFD disclosuresPhysical risk assessmentPotential risks and opportunities for resiliency in key geographic locations(our peoples locations,our offices and our data centers)under various climate scenarios.This included our offices in the US and Mexico as well as our Acceleration Centers in Arg

315、entina,China,India,the Philippines and Malaysia.We leveraged a proprietary PwC US tech-enabled solution developed by in-house climate scientists to model various weather perils globally and to determine how climatic shifts may affect our business and the communities where we operate.Transition risk

316、assessmentThe potential impacts on our business model,clients and the broader economy under various climate scenarios.We used another PwC tech-enabled solution to model impact on our clients and thus our firms earnings.These results help us identify our most at-risk clients while simultaneously prov

317、iding a view on how our own business might transform in the future.GovernanceStrategyRisk managementMetrics and targetsIn April 2023,we released the US Task Force on Climate-related Financial Disclosures(TCFD)Reportthe first disclosure of its kind for PwC USwhich provides greater transparency into t

318、he types of climate-related risks and opportunities PwC US faces and how we manage them.The report focuses on the firms climate change governance,strategy,risk management and metrics and targets across our operations in the US,Mexico and overseas Acceleration Centers so that we can strategically pla

319、n and respond to how climate change impacts our business and our people.Weve made significant progress,but we still must address specific risks and opportunities to continue to build trust among our stakeholders and secure the future of our business.PwC|FY23 Purpose and Inclusion Report46In addition

320、 to reporting,we also aim to progressively reduce our direct emissions.We have remained on track to achieve a 50%reduction of emissions from our offices,compared to the FY19 baseline,which is a significant achievement,but we see the possibility of a post-pandemic increase in emissions as the share o

321、f in-person work increases.Despite this shift in how our people work,we remain confident that we can continue to make progress against our aspiration.We will continue to monitor our progress and take action to reduce our emissions as we work toward achieving our near-term emissions reduction targets

322、.When we cant reduce emissions ourselves,we can seek out alternative and renewable sources to power our business and continue to use 100%renewable electricity.Weve been doing this in our US offices since FY13,when we started purchasing Renewable Energy Certificates(RECs)to cover our electricity cons

323、umption.RECs enable us to certify that the energy we use comes from renewable sources,but they dont create additional benefits for the environment or society.As a result,were actively pursuing other options for sourcing renewable energy that can have a greater impact,such as virtual power purchase a

324、greements(VPPA).VPPAs result in additionality,meaning that they add new renewable energy facilities to the grid and result in better environmental and social outcomes for communities.Our sustainably-minded practices go beyond our four walls and extend into how we manage business travel impact for ou

325、r people as they continue serving our clients.Travel will always be integral to our business,as it allows us to deliver value to our clients while enabling our employees to pursue developmental experiences.As the effects of the pandemic continue to recede,our business travel has rebounded significan

326、tly from the near-zero levels in 2020.The good Climate and environmental equity-focused relationshipsWeve been working with the broader corporate and nonprofit communities to build new climate and environmental equity-focused relationships.As part of the Global Network,PwC has signed The Climate Ple

327、dge to reinforce our pledge to produce net zero GHG emissions and enable a more sustainable planet.The Climate Pledge was co-founded by Amazon and Global Optimism and is a commitment to reach net-zero carbon by 2040.Sustainability continues to be a top priority at PwC and a driving force of how we o

328、perate our business and advise our clients.Signing The Climate Pledge reinforces our practice of regular reporting,GHG reduction,and neutralizing emissions with credible offsets.Additional key collaborations include:-The LEAF Coalition,a public-private effort to protect tropical forests.-Carbon Call

329、,to uncover and address gaps in the existing global carbon accounting systems.-The World Economic Forums First Movers Coalition,a coalition of companies using their purchasing power to create early markets for innovative clean technologies across eight hard-to-abate sectors.-The World Economic Forum

330、s Clean Skies for Tomorrow Coalition,to help the world transition to sustainable aviation fuels.PwC|FY23 Purpose and Inclusion Report47news is that,in FY23,this travel rebound has remained below our 50%reduction goal compared to our FY19 baseline.We continue to encourage virtual and hybrid working w

331、hen it makes sense,and were still on track for our Scope 3 reduction goals.Still,we anticipate further increases in travel and,with that,an increase in our GHG emissions peaking over the next year or two before decreasing toward our target.Our new Travel Carbon Footprint Dashboard will help our peop

332、le make lower-impact travel decisions.Were also continuing to pursue other actions that help us further reduce emissions,such as investing in Sustainable Aviation Fuel(SAF)with our airline suppliers to reduce the impact of our emissions.In addition to spending more and engaging with diverse supplier

333、s,we are focused on helping our supplier network operate sustainably and reduce their own emissions to align with the same standards we have for ourselves.This is an integral aspect of our sustainability efforts,as we work with an extensive,global supplier network that has wide-reaching impacts beyond our own operations.Last year,we began a process to encourage our largest suppliers to set science