www.pwc.com/diversityjourney
The PwC
diversity
journey
Creating impact,
achieving results
Creating impact,
achieving results,
doing the right thing
Be yourself. Be different.
September 2016
Foreword
Introduction from
Bob Moritz
Around the world, the war for talent is only
becoming more competitive, with
opportunities emerging for all kinds of
talent pools. More diverse - and even
unexpected - talent is all around us,
coming from emerging and developed
markets, traditional and start-up
companies, and different kinds of
educational backgrounds. In today’s
ever-changing global economy,
acknowledging the changing landscape of
talent, understanding their different goals
and priorities, and shaping talent strategies
to include them, are key for any business to
succeed. Having a broad mix of diverse
talent in your organisation isn’t just
imperative to the future success of a
business or broader society, it’s simply the
right thing to do.
Focusing on the professional services
industry, our only asset is our people. Their
knowledge, their relationships in building
trust while serving our stakeholders and
clients, their ability to think differently to
solve important problems, it’s the people
who change the industry, the firms they
work in, and through that work, make an
impact on the communities and world
around them.
B
The PwC diversity journey
At PwC, diversity and inclusiveness are
huge priorities for us around the world. To
have impact and serve our communities,
our stakeholders and our clients, we need
diverse talent. To solve the problems our
stakeholders are facing, we need diverse
talent. To build trust across different points
of view, we need diverse talent. It’s
imperative we attract, retain and develop
diverse professionals to spur innovation,
drive growth and sustain competitive
advantage in the marketplace.
Our global diversity journey formally
began 12 years ago, when PwC first began
to focus on developing a globally
consistent approach to diversity as a
business imperative and enabler for our
strategy. During the years since then we’ve
experienced many high-points and
encountered just as many challenges. And
while we’re proud of the progress we’ve
made so far, we recognise that our journey
is not complete, and it has been slower
than we would have liked. We still have so
much more we want to do to foster an even
more diverse and inclusive workplace
culture.
We’ve also learned a lot along the way –
and we’ve applied these lessons to reshape
and accelerate our approach to our overall
human capital initiatives and processes,
including how diversity ties into our
overall business strategy, vision, and
purpose. In this report, we share with you
the story of our global diversity journey. I
hope that by sharing our experiences,
challenges and insights, we will learn from
and engage with others about their own
diversity and inclusion journeys. No one
organisation has the sole right answer -and we hope that by sharing our thinking,
we learn from others, knowing the best
ideas come from having many voices in the
conversation.
We also want more accountability, which is
another reason we wanted to share where
we are on our own journey. While we’ve
made some strides around our global
network, including appointing some more
diverse leadership teams at the global and
country levels, we have more work to do.
We believe transparency and
accountability are two key pieces to
driving better results, which is why we are
sharing more about the PwC Diversity &
Inclusion ecosystem and our Global
Inclusion Index. We’re also sharing some
case studies to highlight some practices
from many PwC firms1 around the world,
brought to life by many of our diversity
leaders, advocates, and role models.
As I said at the beginning, embracing
diversity and inclusion makes business
sense, and even more importantly, we
believe it’s the right thing to do. By sharing
our thoughts, ideas, and programmes, we
are hoping that we can contribute to a
broader discussion, one from which we
can all learn and benefit together, as we
work collectively to make an impact
around the world.
Bob Moritz
Chairman,
PricewaterhouseCoopers International
1
Introduction from
Agnès Hussherr
It was back in 2001, the year I was
appointed partner, that I was first asked to
think about how we might enhance gender
diversity at PwC. And if I’m completely
honest, before this I hadn’t realised there
was an important problem to be solved. Up
until this point, I had personally had a very
fulfilling career and personal life
throughout my 12 year career with PwC
France, including having three children on
my way to making partner. But when I
paused to look around me, both in PwC
France and Europe more broadly, it
clicked, and I agreed to lead our European
Women in PwC network.
This was just the start of my personal
diversity journey. With time it became
clear to me that our focus needed to go
beyond gender to centre more broadly on
valuing and embracing all types of
difference. And that it is only through such
a broad lens that we will be able to deliver
our ambitious network strategy for the
future. This was at the heart of the
Diversity and Inclusion (D&I) strategy I
focused on executing when appointed
Global Diversity & Inclusion leader in
2013.
Throughout my career with PwC I’ve held
various leadership roles, and whether they
were client, business, or people related
they’ve all made one thing clear to me:
progress does not happen overnight.
However, there are ways to move faster
and this is why, with the strong support of
the Global Leadership Team and our
tenacious territory diversity leaders, we’ve
been focused on applying accelerated D&I
action across the PwC network of firms.
During the course of our diversity journey
we’ve learned a lot and we’ve applied these
lessons to constantly reshape our
approach. As a result, we feel today that
we’ve reached a comprehensive and
efficient approach that lays the foundations
for the sustainable progress we aim to
achieve in the future. This approach
includes a number of milestone activities
such as better aligning D&I with our
network business strategy and enhanced
leadership accountability with the
introduction of our Global Inclusion Index.
We recognise a journey is what we’re on,
and we know there’s a lot more to do. I’m
excited to share externally the detailed
story of this journey to date, the progress
we’ve made and our many lessons learned.
As we have and continue to learn from
others, we hope this report will allow other
organisations to benefit from our
experiences.
This July, I was offered a new exciting
career opportunity with my appointment
as Global Human Capital Leader. D&I’s
influence on, and alignment with our
global people strategy was at the core of
the diversity legacy I’ve created over the
past three years and I will continue
embedding it into our fundamental people
strategy. To solve important problems we
need diverse talent, and to attract, develop
and engage that talent we must support
every one of our people to build a
rewarding career and achieve their full
potential.
Agnès Hussherr
Global Human Capital Leader
PwC refers to the PwC network and/or one or
more of its member firms, each of which is a
separate legal entity. Please see www.pwc.com/
structure for further details
Creating impact, achieving results
C
Contents
Page
The PwC diversity journey
Introduction
02
Setting the scene – Diversity & Inclusion at PwC
04
The PwC D&I ecosystem
07
Data-driven decision making
08
Leadership commitment and accountability
10
Awareness and education
18
Critical interventions that work
34
Embedding D&I within PwC’s DNA
48
Our lessons learned
54
Contact us
56
Creating impact, achieving results
At PwC6 we know that if we are to solve
important problems we need diverse talent
– and we are committed to turning these
talent challenges to business
opportunities. However, we do recognise
that there is no ‘quick-fix’’ response to
getting this right. Attracting, advancing,
developing, engaging and retaining a
diversity of talent while fostering an
inclusive culture – one where difference is
valued and embraced – is not easy.
An employer’s policy on diversity and inclusion is important to me when
deciding whether or not to work for them
Introduction
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