PwC - WWF

www.pwc.com 

Creating shared value 

The 2011 PwC China, 

Hong Kong, Singapore and 

Taiwan Corporate 

Responsibility report

Message from the 

Chairman 

Governments, businesses and 

individuals all have a role to play in 

making sure we function in a 

sustainable way. The way to achieve this 

is by creating shared value. We put 

corporate responsibility (CR) at the 

heart of our business and strive to do 

even more every year. 

This is our third annual publication 

focusing on PwC’s CR efforts. The 

previous two reports covered the PwC 

China, Hong Kong and Singapore firms. 

With the recent addition of PwC Taiwan 

to our group, this report now covers the 

PwC China, Hong Kong, Taiwan and 

Singapore firms. In line with PwC’s 

internal reporting procedures, this 

report covers the Financial Year 2011 

(1 July 2010 – 30 June 2011). 

During this reporting period, PwC made 

significant progress in our CR 

programmes across our four CR focus 

areas. Our community and environment 

programmes have expanded. We 

engaged many of our people in 

community volunteering for education 

and the environment, while also 

continually raising awareness of 

responsible behaviour towards our 

environment and our local communities. 

PwC continues to measure its carbon 

footprint. This allows us to better 

understand our impact on the 

environment and how we can make 

significant reductions. 

As part of our CR reporting process, we 

held significant dialogues with key 

Stakeholders, including representatives 

of our staff and partners, clients, 

suppliers and non- government 

organisations (NGOs). The results from 

these dialogues helped shape the 

content of this report, ensuring we 

produce a relevant document that 

accurately addresses our Stakeholders’ 

key priorities and issues. 

This report addresses how PwC operates 

in the marketplace, treats its people, 

protects the environment and supports 

the community. 

I am very grateful to all our 

Stakeholders who have contributed to 

this report and look forward to your 

feedback. I hope you will find it an 

enjoyable and informative read. 

Silas Yang 

PwC CaTSH Executive Chairman 

Corporate Responsibility Report 2011 1

About PwC – China, Hong Kong, 

Singapore and Taiwan 

PwC Hong Kong 

3,147 

Partners & Staff 

Caring 

Company 

Award 

Hong Kong Council of 

Social Services 2010-2011 

PwC China 

7,007 


Top accounting 

firm in China 

for 8 years 

Ranked by The Chinese Institute of 

Certified Public Accountants (CICPA) 

Beijing 2,768 Shanghai 2,611 

Chongqing 109 Suzhou 67 

Chungli 46 Shenzhen 454 

Dalian 94 Taichung 104 

Guangzhou 504 Tianjin 161 

Hsinchu 128 Tainan 74 

Kaohsiung 69 Taipei 1,860 

Nanjing 2 Xian 76 

Ningbo 18 Xiamen 25 

Qingdao 118 Macau 54 

PwC Taiwan 

2,281 


2010 Green 

Procurement 

Award 

Taipei Municipal Environmental 

Protection Bureau 

PwC firms help organisations and individuals 

create the value they’re looking for. We’re a 

network of firms in 158 countries with close to 

169,000 people who are committed to delivering 

quality in assurance, tax and advisory services. 

Our business is divided into three lines of service, 

Assurance, Tax and Advisory, plus Internal Firm 

Services. 

Within this network, PwC China, PwC Hong Kong, 

PwC Taiwan and PwC Singapore work together on 

a collaborative basis, subject to local applicable 

laws. Collectively, we have a strength of 14,358 

people with 583 partners and 13,775 staff. We are 

able to serve a broad range of clients from large, 

publicly-listed multinationals and small, private, 

domestic companies. 

PwC China, PwC Hong Kong, PwC Singapore and 

PwC Taiwan are made up of a number of separate 

legal entities, subsidiaries and joint ventures, all of 

which have been taken into consideration and are 

together referred to as PwC CaTSH in this report. 

Our combined revenues for Financial Year 2011 

were US$ 1,388 million. 

There have been no major changes to the structure 

of PwC during this reporting period. 

Our major regional locations are in Beijing, Hong 

Kong, Shanghai, Singapore and Taipei. 

Partners 

We have 

583 

partners 

13,775 

staff 

PwC Singapore 

1,923 


Most popular 

employer 

PwC Singapore was ranked as the 

most popular among professional 

services firms in Singapore at the Top 

100 Leading Graduate Employers 

event 

Board of Partners 

Executive Board 

Territory Management Boards 

Service Lines Support Functions 

See Appendix 1 for information about each role. 

2 Corporate Responsibility Report 2011 


Our corporate responsibility 

performance 

This table represents our progress against priorities we identified for 2011 and 

defines our key priorities moving forward. 

Quadrant FY 2011 Priorities FY 2011 Update FY 2012 Key Priorities 

Marketplace 

People 

Environment 

Community 

Develop a framework 

for robust, transparent 

public reporting on our 

CR programme 

Integrate CR themes into 

graduate recruitment and 

talent management 

programmes 

Measure our carbon 

footprint for FY 2011 

Encourage people to be 

environmentally aware 

Continue to engage 

communities in green 

initiatives 

Expand on existing 

volunteer programme 

Pilot skilled 

volunteering projects to 

give our people the 

opportunity to use their 

skills while volunteering 

for charities 

Continue to support 

charity partners to 

better impact their own 

target groups 

ONGOING 

Reporting in line with GRI 

G3.1 guidelines 

ONGOING 

Links to community and 

environment programmes 

were made during 

graduate recruitment and 

on-boarding process 

ACHIEVED 

ONGOING 

A number of interactive 

awareness raising 

campaigns carried out 

ONGOING 

Environmental messages 

embedded into 

community programmes 

ACHIEVED 

The number of volunteers 

participating in our 

programmes grew to 

2,500 in FY 2011 

ACHIEVED 

Two programmes were 

piloted in partnership with 

Talent Management 

ONGOING 

Increased funding 

amounts to key charity 

partners and offered more 

volunteer and professional 

support 

• Continue to improve CR reporting standards 

• Continue to link relevant UN Global Compact 

principles to our CR and business strategy 

• Showcase examples where PwC is active on 

thought leadership and debate in broad CR issues 

locally and globally 

• Identify and implement CR related opportunities for 

talent management and responsible leadership 

programmes 

• Support the expansion of well-being initiatives 

within PwC 

• Integrate deeper CR themes into the Graduate 

Recruitment process 

• Driving carbon reductions by enhancing the 

understanding of environmental issues and 

implementing possible carbon reduction initiatives 

• Raising awareness and encouraging actions 

through people’s engagement in green initiatives 

• Identify and develop opportunities to engage the 

student community in environmental initiatives to 

encourage more green action 

• Increase our volunteer participation rate to 20% 

• Launch a formal skilled volunteering programme for 

our staff and partners 

• Continue to provide support (including professional 

services) to our charity partners to better impact 

their own target groups 

CR KPIs for FY2011 

Quadrant KPI Unit FY2011 

Marketplace 

Compliance Completion of annual compliance confirmation % 100 

People 

Workforce Partners No. of Partners 583 

Staff No. of Staff 13,775 

Diversity & Inclusion Female partners % Female partners 29 

Gender ratio of newly admitted partners % Female partners 36 

Employee satisfaction “I would recommend PwC as a great place to work” % favourable 49 

“I am proud to work at PwC” % favourable 60 

Learning & Development Hours in training time for staff & partners through Learning and 

Development 

Hours 1,570,068 

Average number of training hours per person Hours 109 

Environment 

Energy consumption Indirect energy consumption kiloWatthours 19,874,047^ 

Air travel Total distance travelled km 143,675,706^ 

Purchased paper Total purchased paper tonnes 728^ 

People perception 

“I am satisfied that PwC is responding appropriately to address the 

impact of our business activities on the environment” 

% favourable 64 

Community 

Giving Charitable donations by staff and partners US$ 337,655 

Charitable donations from PwC US$ 650,730 

Volunteering Participation in volunteering events No. of staff & partners 2,528 

Time spent by partners and staff in volunteering events Hours 14,000 

People perception 

“I am satisfied with the actions PwC is taking to be socially 

responsible” 

% favourable 74 

(^) Please refer to page 31 



Corporate Responsibility 

Governance 

PwC 

CaTSH 

The PwC 

Network 

The Corporate Responsibility 

Committee 

Environmental Sustainability 

Steering Group 

PwC member firms operate locally in 

countries around the world. But by working 

together, member firms also comprise a 

vigorous global network. This structure 

provides PwC firms with the flexibility to 

operate simultaneously as the most local 

and the most global of businesses. 

Corporate responsibility (CR) at PwC is 

similarly governed at global and local 

levels. It runs right to the top of local and 

network leadership. Responsibility for local 

CR rests with the Territory Senior Partner 

in each territory and at a global level, CR is 

led by the Global Corporate Responsibility 

Board (GCRB). The GCRB is chaired by 

Moira Elms, member of PwC’s Network 

Executive Team. 

The GCRB membership includes CR 

function leaders from our largest PwC 

member firms, regional CR leaders and 

sustainability subject matter experts 

from our Assurance and Advisory 

practices. In keeping with best practice, 

an external independent advisor also 

sits on the GCRB. 

The GCRB meets quarterly. Its role is to 

provide governance, oversight, input 

and direction to the global PwC CR 

strategy in alignment with PwC’s overall 

business strategy and to provide a forum 

for CR alignment across our network. 

The Corporate Responsibility 

Committee oversees our overall CR 

strategy and meets regularly to provide 

guidance on implementing CR policies. 

It also reviews the progress of CR 

including the PwC Foundation and the 

Environmental Sustainability Steering 

Group. The CR Committee reports 

periodically to the Territory 

Management and Executive Boards. 

PwC Foundation 

The PwC Foundation is governed by 

eight partners across PwC CaTSH. These 

PwC Foundation Trustees meet regularly 

to oversee the Foundation’s strategy, 

progress and use of funds. The Trustees 

report to the CR Committee. 

The Environmental Sustainability 

Steering Group reports to the CR 

Committee. It’s responsible for 

developing and implementing 

programmes and initiatives aimed at 

reducing our operational carbon 

footprint and creating an 

environmentally conscious working 

culture. 



Approaching corporate 

responsibility the PwC 

way 

Successful organisations are those which fully 

integrate CR into their business strategy and 

operations, treating it as a serious channel for 

creating and delivering value. PwC’s management 

is committed to working across our teams to 

continuously push the boundaries of what CR 

means to us, so we can keep creating value and 

building our brand as a responsible organization. 

Joanne Oswin 

PwC CaTSH Operations Leader, CR Committee Co-Chair 

At PwC, we use a "four quadrant" model 

to take a broad view of what it means to 

be a responsible corporate citizen and 

help embed behaviours associated with 

CR across our entire organisation. 

In each of these quadrants, our CR 

efforts are linked to the goal of creating 

a distinct PwC Experience through our 

actions and behaviours, enabling us to 

do the right thing for our clients, people 

and communities. By promoting trust in 

the capital markets, developing our 

people as responsible leaders, positively 

impacting the communities in which we 

operate, and lessening our impact on the 

natural environment, we demonstrate 

the social relevance of our business and 

set ourselves apart as a truly distinctive 

organisation. 

About our report 

This report adheres to Global 

Reporting Initiative (GRI G3.1) 

reporting principles, and AA1000 

principles for our stakeholder 

engagement process. We believe 

this report to be GRI G3.1 level C. 

In order to determine a 

Greenhouse Gas (GHG) inventory 

that is accurate and complete, we 

adopted the Greenhouse Gas 

Protocol, for the preparation of our 

GHG inventory. In order to ensure 

that the GHG data we present is 

reliable, the data has been 

reviewed by an independent 

internal assurance team – please 

refer to page 31 for further details. 

Our two previous CR publications 

covered calendar years 2008 and 

2009 respectively. This report 

covers the Financial Year 2011 

(1 July 2010 – 30 June 2011). 

There are no restatements to issue 

concerning our previous reports. 



Marketplace 

Contributing to the debate on 

corporate responsibility and 

promoting sustainable practices 

and good governance 

PwC Experience 

Environment 

Becoming an environmentally 

responsible organisation that 

inspires its people, clients and 

business partners to engage in 

sustainable business practices, 

and drives positive change in the 

community 

Approaching 

corporate 

responsibility 

the PwC way 

The PwC Experience is our commitment to 

make PwC distinctive through consistent 

behaviours that enable the success of our 

clients and people. This means that... 

Our clients feel as if PwC 

understands and cares about them, will 

deliver results to them, and can 

contribute to their success. They seek us 

out, want to be associated with the PwC 

brand, and ask us to be involved in an 

expanding number of projects. 

Our people see PwC as a great place 

to work — one that offers them 

unparalleled opportunities for 

development. They believe that our 

culture is strong, healthy, and geared 

toward high performance and 

innovation, and that their ideas are 

welcomed and their contributions are 

valued. 

Our firm is widely recognised as the 

profession's leader. Our Stakeholders see 

PwC as the firm that sets the 

professional standard, and on matters of 

public policy our opinions are sought 

and highly regarded. 

Community 

Harnessing the skills, goodwill 

and compassion of our people to 

support our charity partners and 

positively impact society 

People 

Creating a workplace environment 

in which our people are well 

supported and encouraged to 

develop to their fullest potential 

and perform their best 

We share and 

collaborate 

We are 

focused on 

client value 

We put 

ourselves in our 

clients’shoes 

Value 

Ownership 

and 

accountability 

Robust dialogue 

We are focused 

on enhancing the value 

of our people 

We put 

ourselves in each 

others’shoes 

We share and 

collaborate 

We invest in 

client relationships 

Trust based relationships 

We invest in 

teams and 

relationships 



Defining our corporate 

responsibility agenda 

Listening to, and engaging our 

Stakeholders about what it means for 

PwC to be a responsible corporate 

citizen, helps us do the right thing by 

our people, clients and our communities. 

An open dialogue helps build trustbased 

and transparent relationships, 

and that is what we at PwC highly value 

– this is our PwC Experience. 

We defined our most important internal 

and external stakeholder groups and 

engaged them through interactive 

dialogue sessions, written 

questionnaires and one-to-one feedback 

sessions. In addition, we looked at our 

internal employee satisfaction survey 

results for further insight into how our 

employees view our corporate 

responsibility efforts. 

Our main objectives for initiating a 

dialogue with our Stakeholders were: 

• to improve our understanding of what 

our Stakeholders would like PwC to do 

in the area of CR, 

• to gather comments and feedback to 

help us review our CR strategy, 

• to encourage an open, honest and 

constructive discussion, and 

• to determine the issues our 

Stakeholders most want to read about 

in this report. 

When defining our approach and 

methodology for the Stakeholder 

engagement process, we followed 

AA1000 Accountability Principles of 

Inclusivity, Materiality and 

Responsiveness. For defining the report 

content we followed the GRI G3.1 

Reporting Principles for Defining 

Content – Materiality, Stakeholder 

Inclusiveness, Sustainability Context, 

and Completeness**. 

Listening to our 

Stakeholders 

• 149 representatives gave us their 

feedback 

• 83 attended group dialogue 

sessions 

• 66 participated by telephone or 

by submitting a completed 

questionnaire 

We find the two standards 

complementary and by applying both we 

have been able to gain a better 

understanding of our Stakeholder’s 

expectations, adding value to our CR 

agenda. 

** Global Reporting Initiative http://www. 

globalreporting.org/ReportingFramework/ 

G31Guidelines/ 

We would like to extend our 

appreciation to our partners and 

employees, our clients and our business 

partners, and other groups and 

individuals who have contributed to the 

dialogue. Your input was invaluable. 

We hope you enjoy reading the report, 

which has taken your feedback and 

comments into consideration, in 

addressing our plans for the future. 

Our 

Stakeholders 

• Academia and researchers 

• Business and industry organisations 

• Clients 

• Governmental agencies 

• Graduates 

• Industry peers 

• Media 

• NGOs 

• People (staff and partners) 

• Vendors and suppliers 

Key areas of 

interest 

Based on the outcomes of the dialogue, 

we have developed a materiality index, 

using the top three issues identified by 

each group of Stakeholders. The 

‘importance of issues to external 

Stakeholders’ is based on the 

stakeholder dialogue analysis, and the 

‘materiality of issues to business’ is 

based on internal Stakeholders’ 

feedback. This has been additionally 

verified by the CR Committee and PwC’s 

senior management. 

Our stakeholder dialogue in 2011 was 

the first one conducted to this scale. 

Next year we plan to involve more 

Stakeholders - especially governmental 

agencies - in discussions around the 

further development of our CR agenda 

and the way in which we report on this. 

We are committed to sharing more 

information and continuing a 

constructive dialogue on a regular basis 

with our Stakeholders. 

Importance of issues to external stakeholders 

CLIENTS 

NGOs 

Client feedback survey 

Brand health index 

Regular meetings 

Charity events 

Volunteering 

PEOPLE 

Global People Survey 

Pulse survey 

Internal corporate intranet (rise) 

PwC 

Feedback & debriefing 

meetings 

Carbon footprint 

Environmental strategy 

VENDORS & 

SUPPLIERS 

Pro bono services 

Recycling 

Paper consumption 

Community investment 

Water use 

Active involvement in working 

groups and committees 

MEDIA 

Training and workshops for 

journalists on business hot topics 

Press conferences 

Media luncheons and roundtables 

BUSINESS & 

INDUSTRY 

ORGANISATIONS 

How we engaged with Stakeholders 

CR strategy & targets 

Employee volunteering 

People engagement 

in CR activities 

Materiality of issues to business 

Employee security & wellbeing 

Talent attraction & retention 

Training & development 

Anti-corruption, 

anti - bribery measures 

Data security 

Behavioural change 

- PwC Experience 

Client satisfaction 

Inclusion & diversity 

Maintaining 

exceptional 

ethical 

standards 



At PwC, being a good corporate citizen 

means being responsible in everything 

we do in the marketplace. This includes 

the key issues that our Stakeholders 

have highlighted such as maintaining 

exceptional ethical standards, having 

sufficient anti-corruption and antibribery 

measures in place to meet client 

expectations and regulatory 

requirements, and ensuring that we 

handle data in a secure way. We ensure 

that our relationships with our 

Stakeholders in the marketplace give 

them the value they are looking for. 

Having a strong CR strategy, including 

related targets, which we hold ourselves 

accountable to, is an important part of 

this. 

Without our strategy and its targets, we 

wouldn’t be able to grow and progress 

our programme to a higher level. Please 

see our CR Performance for details of 

our strategy and targets. 

Marketplace 

Marketplace Strategy 

PwC is committed to responsible 

business practices, contributing to 

the debate on CR and promoting 

sustainable practices and good 

governance. 

• Engage in the public agenda on a 

sustainable economy 

• Provide sustainability solutions 

for our clients 

Our future is dependent on the speed at which we are 

able to adapt to socio-economic changes caused by the 

world’s rapid development. We need to invest in business 

approaches which create shared value for society by 

enabling the economy to thrive and to bring positive 

change to the environment. PwC wants to play an active 

part in facilitating this process. 

Ernest Ip 

China & Hong Kong Territory Senior Partner 

• Encourage a sense of CR 

amongst the business 

community 

STAKEHOLDERS ISSUES 

Our Stakeholders identified the 

following key marketplace issues 

• Maintaining exceptional ethical 

standards 

• Anti-corruption and anti-bribery 

measures 

• Data security 

• CR strategy and targets 

• Client and supplier satisfaction 



Our commitment to being a responsible 

corporate citizen led PwC to be among 

the first corporate signatories of the 

United Nations Global Compact 

(UNGC). We adhere to its principles on 

human rights, labour standards, the 

environment and anti-corruption. 

Through the development of UNGC 

LEAD, a select group of UNGC 

signatories that addresses the UNGC 

Principles individually in different 

regions, we look forward to deepening 

our partnership globally and throughout 

our region. 

Corporate citizenship Global Code of Conduct 

We express support for fundamental human rights and avoid participating in 

business activities that abuse human rights. We act in a socially responsible 

manner, within the laws, customs and traditions of the countries in which we 

operate, and contribute in a responsible manner to the development of 

communities. We aspire to act in a manner that minimizes the detrimental 

environmental impacts of our business operations. We encourage the support of 

charitable, educational and community service activities. We are committed to 

supporting international and local efforts to eliminate corruption and financial 

crime. 

PwC’s corporate citizenship code of 

conduct (see box) states our commitment 

to many of the key areas highlighted by 

our Stakeholders in this report, and 

aligns with the UNGC principles. 

Our overall code of conduct sets out the 

way we do business and interact with 

Stakeholders in our marketplace. Our 

three core values of excellence, 

teamwork and leadership, as well as the 

nine supporting attributes that define 

how we conduct ourselves and do 

business, all link to the areas expressed 

by our Stakeholders. 

Embedding 

sustainable 

values in the 

marketplace 

Reporting on social and environmental 

issues has become more important as 

consumers, investors and other 

Stakeholders increasingly demand 

greater transparency in all aspects of 

doing business. Besides new costs 

associated with legislation and 

sustainability risks, significant new 

opportunities are emerging for many 

sectors and companies, particularly as 

markets are created for lower-carbon 

and more sustainable goods and 

services. Through the services of our 

Sustainability and Climate Change 

(S&CC) team, we are able to provide our 

clients with sustainability-related 

services to help them deal with the 

significant sustainability challenges 

they face. 

Besides the provision of sustainability 

services to our clients, an important part 

of our strategy is the promotion of CR in 

the marketplace. We aim to achieve this 

through: 

• leading by example and sharing best 

practices, 

• contributing to strong thought 

leadership on sustainability-related 

issues, 

• hosting sustainability related events in 

partnership with relevant 

organisations, and 

• being members of organisations that 

share our goals of promoting better 

CR practices. 

Client satisfaction is important to our 

Stakeholders and essential to our 

business. We continue to deliver value to 

our clients through following the PwC 

Experience behaviours. 

We address client satisfaction in several 

ways, including formal client feedback 

and upfront conversations with clients 

to find out what they value most. 

Through wider surveys with both 

current and prospective clients, we aim 

to understand how PwC is perceived and 

how we can adapt our behaviour 

accordingly, in order to ensure we keep 

delivering value where it is needed. We 

consider the results from these surveys 

and develop plans to improve on areas 

that need attention. 

Our entire strategy is dedicated to 

delivering high quality services and 

creating value for our clients. 

Maintaining exceptional 

ethical standards 

Delivering the 

value our 

clients are 

looking for 

clients with the tools they need to 

implement strong anti-bribery and 

anti-corruption measures in their 

organisations, as well as to investigate 

any concerns they have surrounding 

corrupt and fraudulent activities. 

Working 

together to 

achieve more 

In addition to our membership to the 

UNGC, PwC is also a founding member 

of CSR Asia’s Community Investment 

Roundtable. Through this initiative, we 

are committed to promoting best 

practices for corporate community 

investment in the region. 

PwC has been global advisor and report 

writer for the Carbon Disclosure Project 

(CDP) since 2008. CDP acts on behalf of 

551 institutional investors, holding 

US$ 71 trillion in assets under 

management. CDP investors ask over 

3,000 publicly-listed companies around 

the world to disclose their carbon 

emissions, how they are changing their 

businesses to mitigate impacts on 

climate change and how they are 

adapting their responses to climate 

change. Increasingly, performance on 

such issues is seen as a proxy for 

effective management. PwC's role is to 

advise the CDP on developing strategies 

and actions to further enhance the 

quality of information disclosed. This 

year, PwC Hong Kong scored the results 

of participating companies in Asia. 

PwC China’s S&CC team partners with 

The Climate Group China on its Low 

Carbon Treasure Program to promote 

the development of low carbon 

strategies among Chinese companies. 

PwC China authored a low carbon 

strategy guideline for China's banking 

and insurance sector, and also organised 

a financial sector workshop to stimulate 

discussions among international and 

Chinese financial institutions on their 

current approach in dealing with 

climate change issues. 

PwC China continues to be the Major 

Strategic Partner of the China Greentech 

Initiative. This sponsorship includes 

hosting industry specific forums, as well 

as providing specialist advice and 

contributions to the China Greentech 

Report. 

Given the nature of our business, 

maintaining exceptional ethical 

standards is essential. Part of our impact 

on the marketplace is in promoting trust 

and transparency in the capital markets, 

and in order to do that our own ethical 

standards are always a top priority. 

We adhere to all Certified Public 

Accounting Institute regulations. 

Through active membership in these 

institutions in our markets, we 

contribute to the running and 

development of the accounting sector. 

All our staff and partners undergo 

regular compulsory training in 

compliance and ethics to ensure the 

integrity of PwC is upheld at all times. 

We have clear policies in all issues 

surrounding independence that relate to 

personal investments and the way we 

interact with clients and business 

partners. When ethical concerns do 

arise, staff are encouraged to use PwC’s 

confidential ethics hotline, which is 

available for them to talk through any 

issues, and obtain support with what, if 

any, action needs to be taken. 

Throughout our network of firms, PwC 

has strong anti-bribery and anticorruption 

processes in place. Related 

training is compulsory for all staff, and 

in 2011, close to 100% of staff and 

partners completed this training. In a 

region where the challenges of bribery 

and corruption are evident, we continue 

to ensure our people are well equipped 

to face these challenges, so that the 

integrity of PwC is maintained and trust 

in the marketplace is promoted. 

Our commitment to tackling corruption 

and bribery is reflected and reinforced 

through our commitment to the UNGC. 

The tenth principle of this Compact 

centres on anti-bribery and anticorruption. 

Through our forensic 

accounting services, we also equip our 

Data security is also of paramount 

importance to PwC. We have clear and 

strictly implemented policies around: 

• access to our office areas and IT 

systems, 

• safe storage of sensitive papers, 

• disposal of confidential materials 

(including recycling), and 

• dissemination of confidential 

materials. 

All new joiners undergo training in data 

security, and aspects of this training 

form part of the annual training 

requirements for all our people. During 

the reporting period no substantiated 

complaints regarding breaches of 

customer privacy or losses of customer 

data were recorded. 



People 

At PwC, it is demonstrably true that our 

people and the knowledge they possess 

are our most important asset. Ever since 

we opened for business 150 years ago, it 

has been vital for us to attract bright 

professionals, mentor and motivate 

them, and inspire them to high 

standards of quality and behaviour. 

With this is mind, our CR people 

strategy aims to create a workplace 

environment where people are 

supported through the challenges of a 

demanding industry, feel valued for the 

work they do and are provided with the 

opportunities to develop to their fullest 

potential. 

The people-related issues identified by 

our Stakeholders are all ones we take 

seriously. These issues give rise to 

opportunities to support our people so 

they can develop and grow with PwC, 

addressed through living the PwC 

Experience. 

People Strategy 

To create a workplace environment 

in which our people are well 

supported and encouraged to 

develop to their fullest potential 

and perform their best. 

• Equip our people with the skills 

to work effectively; invest in 

training and development 

• Establish a culture where 

inclusion, diversity and our 

corporate values make our 

people proud to be part of our 

organisation 

• Create a work environment that 

supports the health, safety and 

well-being of employees 

In today’s world, successful companies are 

distinguished from lesser ones by their capacity to deliver 

more value to more people in more ways. The PwC 

Experience captures our fundamental goals, to treat our 

clients like people and our people like clients, and to build 

trusted relationships so that we can create greater value 

for our clients and one another. 

This is what being a good corporate citizen means to us. 

Gautam Banerjee 

PwC Singapore Territory Senior Partner 



following key people issues 

• Employee safety and well-being 

• Training and development 

• Talent attraction and retention 

• Behavioural change linked to the 

PwC Experience 

• Diversity and inclusion 



We Care – PwC Cup 

We Care – StAR 

In 2011, the We Care Committee celebrated five years of 

their Staff Appreciation and Reward (StAR) Programme. 

The StAR programme aims to nurture an appreciation 

culture where senior staff use vouchers to award their 

people. Each award voucher is accompanied by a personal 

“thank you” message and staff can use their vouchers to 

redeem gifts. In the five years of the program, over 100,000 

appreciation messages and vouchers have been given out. 

PwC Cup 2010 took place at 12 office 

locations from September to December. 

Around 700 of our people competed in 

badminton and bowling competitions. As 

one participant commented, "[it’s] like one 

big family and we were just hanging out 

and having fun together..." 

PwC Taiwan wins creating employment 

award 

We Care – Family Day 

PwC Taiwan recently received the “Employment 

Creation Contribution Award” from Taiwan’s 

government. This honour follows another earlier in the 

year when PwC Taiwan was ranked number one among 

professional services organisations in the Nationwide 

College Survey of Private Companies Students Most 

Want to Work For survey by Cheers magazine. The 

award recognises PwC Taiwan’s contributions in job 

creation and sustainable management concepts, as well 

as its talent recruitment and retention initiatives. 

In 2011, we continued our tradition of 

Family Day, held before Chinese New Year. 

During Family Day, our people’s children 

are welcomed to the office for an afternoon 

of food, fun and games. 

WeValueYou Week 

To emphasise to our people that we value them, and we value their 

well-being, since 2008, PwC Singapore have been designating a 

week in April as the WeValueYou week. During the week, interesting 

activities are lined up, with the objectives of helping our people deal 

with stress, promoting healthy living, encouraging them to review 

their career development, as well as reminding them to have fun and 

indulge in themselves. In 2011, activities included self-improvement 

talks and complimentary health screening. The firm also arranged 

for express manicures, foot reflexology and head and shoulder 

massages at discounted rates. Yoghurt drinks and muesli bars were 

also distributed to staff to promote healthy living. 

Annual Dinner and 

Sports Day 

Every year PwC Taiwan hosts its 

Annual Party Night, and the 

following day, the firm holds a 

sports day for all staff and their 

families. 

Employee safety and 

well-being 

When we asked a sample group of staff 

and partners what were the CR-related 

topics they were most concerned about, 

the top issue was employee safety and 

well-being. We recognise that in the 

professional services industry, a great 

deal is demanded of our people. 

Particularly during peak work seasons, 

our people work long hours for extended 

periods of time. This is a major concern 

for our business and an important one to 

understand so that we can do something 

about it. 

Due to the nature of our industry, there 

are times when overtime is unavoidable. 

The challenge for PwC, and for firms in 

our industry, is to assess this overtime to 

make sure we move towards a situation 

where only unavoidable overtime is the 

norm. 

We want to minimise any inefficiencies 

in project management, resourcing and 

scheduling that can lead to unnecessary 

overtime. Similarly, we do not want a 

culture where it is seen as negative to be 

the first to leave the office, or to leave 

before the manager. 

In the past year, we focused on 

eliminating unnecessary overtime and 

creating a better sense of well-being 

amongst our people. Partners are 

encouraged to: 

• allocate teams more efficiently 

throughout the year, 

• create better engagement plans, 

• communicate more with managers 

and staff to understand what the work 

needs are, and 

• to bring work forward when possible 

to alleviate workloads during the peak 

season. 

As part of this focus, all China and Hong 

Kong Assurance staff were encouraged 

to take one week off following the peak 

season. We also identified the 20 most 

time intensive engagements in Beijing 

and Shanghai and increased resources 

on those projects-secondees from other 

offices were brought in to ease the 

strain. 

In Singapore, there are different 

platforms to address the well-being of 

staff. Every Wednesday is timeout day 

-staff are reminded to leave the office 

on time to have more personal time for 

themselves, their families or their 

friends. Partners and managers are 

reminded not to arrange late meetings 

on Wednesdays so that staff can get 

away. 

In PwC Taiwan, employees still working 

at 9.30pm receive an automatic message 

on their laptops reminding them of the 

importance of maintaining work-life 

balance and suggesting they return 

home. This is coupled with a recorded 

announcement from Taiwan’s Assurance 

leader saying that employees’ health is a 

priority issue, reminding people to go 

home. During peak season, snacks and 

meals are provided for employees 

working overtime. 

Given that long hours will continue to be 

part of our business at times, we need to 

continue to provide good support for our 

people at work, and opportunities for 

our people to take care of themselves 

and to unwind outside of work. 

Our We Care programme was set up in 

2004 in China and Hong Kong and 

continues to reinforce and support 

PwC’s caring culture. Throughout the 

year, We Care offers health talks, health 

tips, flu vaccination and health checkups 

to help our people maintain their 

health. In July 2011, it also introduced 

an Employee Assistance Programme, 

allowing our people and their 

immediate family to obtain counselling 

and work-life resource support 24 hours 

a day, 7 days a week. We look forward to 

bringing you updates on the success of 

this programme in our next report. 

To encourage a healthy lifestyle, 

Wednesday is also designated as Fruits 

Day in Singapore-partners and staff get 

fruit delivered to their workstations. For 

exercise, the PwC Singapore Sports Club 

organises a variety of activities 

throughout the year (see break-out 

boxes p23). 

Similar initiatives exist in PwC Taiwan, 

including free or subsidised annual 

health checks, seasonal flu vaccination 

programme for all employees, and tips 

for maintaining a healthier lifestyle. 

Another way we offer our people more 

balance outside of the office is through 

engaging in our community programme. 

We know our people like to volunteer 

through PwC, and we have grown our 

community programme to meet this 

demand. 

We also share the plans and 

environmental commitments from our 

environment strategy, allowing 

employees to engage in our 

environmental initiatives. 

Employee satisfaction is very important 

to us. That’s why, every year, we 

encourage all our people to take part in 

our Global People Survey. This survey, 

carried out across the PwC network, 

helps us keep tabs on where our people 

think we are doing well, where we need 

to improve and where we need to take 

action. 



Investing in our people 

Attracting, and keeping hold of, the best 

and brightest people in our market was 

listed as a main priority by our partners 

and staff in our stakeholder dialogue, 

and is also a key objective of PwC. 

PwC CaTSH recruits from the top 

universities across China, Hong Kong, 

Taiwan and Singapore, as well as from 

the US, Canada, UK and Australia. 

When we talk to graduates, we want to 

make sure that we can share as much 

about PwC with them as possible, so 

they can make a well-informed decision 

when choosing their career path. 

Graduates repeatedly say a firm’s CR 

programme and credentials are of 

interest when exploring the job market. 

In engaging graduates in our CR 

programmes from their first encounter 

with PwC, we foster community 

engagement and hope the graduates will 

continue to be committed to social 

causes once they start working with us. 

PwC is committed to the professional 

careers of all its employees. Staff 

progress to different levels based on 

performance and capability as their 

experience and skills develop. We have 

clear career development models and 

associated progression procedures. 

PwC continues to increase its intake of 

new partners in line with medium and 

long-term growth projections for our 

firms. In 2011, 47 new partners were 

admitted across PwC CaTSH, increasing 

the total partner number by nearly 9%. 

Our Learning and Development 

programmes aim to ensure our people 

have the training they need to perform 

to their best, both in terms of business 

skills and soft skills. Last year PwC 

invested in 1,570,068 hours of training 

with an average of 109 hours per person, 

for our staff and partners across China, 

Hong Kong, Singapore and Taiwan. 

Staff are well-supported throughout 

their career with our Performance 

Coaching & Development (PC&D) 

approach, which offers professional 

coaching and timely feedback to support 

personal assessment, development and 

growth. In 2011, close to 100% of our 

staff received feedback and coaching 

through the PC&D system. 

Global mobility 

We continue to have one of the largest 

global mobility programmes in our 

profession, which allows us to offer our 

clients, wherever they are in the world, 

the right expertise at the right time. It 

also develops the skills and international 

perspective of our people. During 2011, 

180 people from China, Hong Kong, 

Taiwan and Singapore were deployed 

internationally on short-term and 

long-term transfers or assignments. We 

have welcomed 250 people into PwC 

CaTSH from PwC network firms around 

the world. An additional 116 people 

were deployed within the China, Hong 

Kong, Singapore and Taiwan firms. 

Sister cities 

Sister cities is a programme run 

throughout the PwC Asia Pacific 

network that gives high-performing 

junior staff international experience 

early in their careers. In 2011, there 

were 11 pairs of exchanges for highperforming 

junior staff between the 

China, Hong Kong, Singapore and 

Taiwan firms. 

Genesis Park 

Genesis Park is an intense, ten-week, 

residential global leadership programme 

that aims to accelerate the development 

of our best people from high-performing 

senior managers to outstanding business 

leaders and provide them a unique 

global perspective. The extended length 

and residential nature of the programme 

also allows for personal transformation. 

In 2011, 13 senior managers from 

China, Hong Kong, Singapore and 

Taiwan participated in Genesis Park 

projects in Boston and Singapore. 

Partnering with AIESEC throughout CaTSH 

There are 51 PwC territories in partnership with Association Internationale des Étudiants 

en Sciences Économiques et Commerciales (AIESEC) in an official capacity. 

PwC Taiwan sponsored AIESEC Taiwan’s Winter National Conference, an annual event 

attended by more than 200 AIESEC members in Tainan city. PwC Taiwan’s AIESEC 

coordinator presented awards to AIESEC’s local chapters that had achieved outstanding 

performance in running AIESEC operations in Taiwan. 

PwC Singapore partners with AIESEC to promote collaboration between PwC Singapore 

and AIESEC in corporate responsibility, talent development and employer branding. PwC 

Singapore ran two case challenges on CR and recruitment during AIESEC’s National 

Leadership Development Conference 2011. 

In China and Hong Kong, PwC has a long-term partnership with AIESEC. We support 

them through joint initiatives such as Developing Leadership Day. 

PwC recruiting for good in China and 

Hong Kong 

In 2010, every attendee at PwC campus talks held in 

Hong Kong and China universities was given a 

voucher to donate to our charity partner Half the Sky. 

Over RMB 110,000 was contributed by the 11,000 

graduates who donated their vouchers. PwC matched 

the donation, to raise a total of RMB 223,000, 

allowing 43 children to participate in Half the Sky’s 

programmes throughout the year. 

The PwC Experience Award 

The PwC Experience Award is an instant, year-round reward 

and recognition programme introduced in Singapore. It is 

structured to recognise and reward all staff who excel at 

demonstrating the four PwC Experience service behaviours 

consistently, or the skills and competencies that are necessary 

to bring the behaviours to life. Apart from a certificate, the 

award recipient receives a shopping voucher worth S$50. 

Most popular employer 

PwC Singapore was ranked as the most popular among 

professional services companies in Singapore. This was 

decided by popular student vote and announced at the 

Top 100 Leading Graduate Employers awards dinner in 

November 2010. 

PwC Singapore Sports Club – PwC Work Out 

In July 2010, the Sports Club organised an innovative 

event called the PwC WorkOut! The event featured a 

variety of activities where everyone could take part. The 

highlight of the day was an 11 a-side soccer 

friendly match featuring the partners/senior 

managers team taking on the PwC soccer team, 

where both teams put on a wonderful 

performance to entertain the crowd. 



Communicating 

with a diverse 

workforce 

The PwC Assurance Breakthrough Blog 

The diversity of our people, their 

backgrounds, talents and interests, that 

we have across our region, and globally, 

is one of the strengths that we must 

continue to harness in order to deliver 

value. 

Making sure that we are able to respond 

to the needs of people of all ages, in 

ways that make sense to them, is of 

great importance to us. In PwC CaTSH, 

Generation Y (Gen Y) now makes up 

over 70% of our workforce. So, we are 

focusing on how to communicate most 

effectively with our Gen Y people, 

according to their needs, aspirations and 

preferred communication medium. One 

milestone has been the PwC Assurance 

Breakthrough Programme. This drives 

organisation-wide behavioural changes, 

promoting interaction and 

communication between partners and 

staff at all levels, as well as bringing 

value to our people and clients through 

the PwC Experience. The programme is 

designed to encourage junior Gen Y 

associates to provide feedback on the 

behaviour of partners in the workplace. 

With this feedback, we can strengthen 

internal communications and 

interactions, while helping with staff 

retention. 

This programme has already had 

positive results. In 2011, retention in 

Assurance increased by around 2%, 

with an improvement of 7% in Hong 

Kong. 

With social media becoming an 

increasingly popular communication 

tool in all our territories over the last 

few years, we’re conscious of keeping 

up-to-date. We communicate regularly 

through sites such as Facebook in 

Singapore, Taiwan and Hong Kong, and 

Renren in China, but have more to 

achieve in this space. 

In terms of gender diversity, 64% of our 

total people are women, and women 

make up 29% of the partnership across 

our firms. In 2011, 36% of partners 

admitted to PwC CaTSH were female. 

Having equal opportunities for all staff 

and partners is an important part of 

PwC’s code of conduct. Created with 

women in mind but open to all staff and 

partners, PwC’s flexible working and 

career break policies are designed to 

allow greater flexibility for people when 

they need it. 

Celebrating International 

Women’s Day 

International Women’s Day was 

recognised by PwC Singapore with an 

appreciation lunch for women featuring 

speeches raising the profile of women in 

Singapore. Four inspiring female guest 

speakers from outside and within PwC 

shared their experiences. 

In China, where women are entitled to a 

half day national holiday, a group of 20 

women from the Shanghai office of PwC 

China used their half day to volunteer 

with the Shanghai Special-Care Foundation. 

Embracing Cultures 

Culturally, we’re also a diverse 

workplace. With the majority of our 

people coming from China, Hong Kong, 

Taiwan and Singapore, we already see a 

rich blend of cultures and nationalities, 

allowing us to work well with both 

international and local clients. This 

gives our people the opportunity to work 

with others from diverse backgrounds, 

while also increasing cultural sensitivity 

and understanding. 

Our commitment in Financial Year 2012 is to continue with the 

above initiatives to deliver the value that our people are looking 

for. From a CR team perspective, our efforts will focus on: 

• creating links between our community and environment 

programmes and our responsible leadership programmes, 

• supporting the expansion of well-being initiatives within 

PwC, and 

• integrating deeper corporate responsibility themes into the 

graduate recruitment process. 



Environment Strategy 

Environment 

Having 600 of our people participating in the PwC’s 

Forest project gave a true statement of how passionate 

they are about protecting the environment. We need to 

match this passion with PwC’s commitment to Think 

Green and Lead the Change. 

Think Green – Lead the Change 

Our vision is to be an 

environmentally responsible 

organisation that inspires its 

people, clients and business 

partners to engage in sustainable 

business practices, and drives 

positive change in the community. 

• To reduce our environmental 

impact 

• To inspire, educate and engage 

our people in creating a 

sustainable working 

environment 

• To raise awareness about 

sustainability with our clients 

and business partners 

• To engage communities to 

become more environmentally 

sustainable 

Albert Hsueh 

PwC Taiwan Territory Senior Partner 



following key environment issues 

• Environmental strategy 

• Carbon footprint 

• Paper consumption 

• Recycling 

• Water use 



Green 

journey 

Issues regarding climate change, water 

use, resource depletion and 

environmental degradation are now 

regularly laid at the door of the business 

community. Many of our clients need to 

adapt to the realities of climate change, 

and expect us to provide them with the 

expertise and advice to help them 

operate on a more sustainable basis and 

create the value they are looking for. At 

the same time it’s crucial that we also 

take responsibility internally for our 

own environmental performance. All 

our efforts in this area are voluntary as 

there are no specific environmental 

regulations for our industry to comply 

with across China, Hong Kong, 

Singapore and Taiwan. 

PwC remains committed to investing in 

our CR strategy. Minimising our impact 

on the environment is a key component 

of this strategy. Our green journey 

began in 2007 when we completed a 

high level estimate of our environmental 

impacts. We have since extended this 

Green Action in Taiwan 

assessment to include all of our 

territories – China, Hong Kong, 

Singapore and Taiwan, and created a 

more detailed analysis of our 

greenhouse gas (GHG) emissions. 

In 2008, recognising the importance of 

addressing our environmental impact in 

a more structured way, an 

Environmental Sustainability Steering 

Group was established to lead PwC’s 

sustainability agenda. We started 

measuring our environmental footprint 

and defined a framework for developing 

a comprehensive sustainability strategy. 

Following extensive research on GHG 

inventories and the various measuring 

and reporting methodologies, a more 

robust GHG footprinting exercise was 

undertaken at the beginning of 2009. 

GHG source data is collected across all 

major offices in China, Hong Kong, 

Singapore and Taiwan. Calculating our 

carbon footprint was the first step to 

developing a comprehensive 

environmental sustainability strategy, 

approved in 2010. 

Think Green – Lead the Change 

Making environmental sustainability 

central to how we do business is about 

more than “doing the right thing.” Our 

clients want to work with someone 

who’s committed to making a positive 

impact on the environment by setting 

the right example. Our Stakeholders 

want us to monitor our environmental 

footprint, as well as have a strategic, 

coherent approach to addressing our 

environmental impacts. 

Our “Think Green – Lead the Change” 

strategy is built on our long term 

commitment to managing our impact on 

the environment. Our efforts to reduce 

our GHG emissions are complemented 

by other environmental activities 

designed to raise awareness and 

empower our people and the local 

community to make environmentally 

responsible choices. We have established 

a number of partnerships with 

environmental organisations – such as 

WWF and Friends of the Earth. We 

support their conservation efforts and in 

turn, they help us promote 

environmental sustainability internally 

among our people. 

Growing PwC’s Forest 

Green Week Awareness Campaign 

Green Week was a five-day focus on the environment and how 

it’s becoming increasingly important for our clients, our 

people and our communities. How we treat the environment 

can have a direct impact on PwC’s revenue, containing costs 

and enhancing our brand. More importantly, we have an 

obligation to preserve the environment for future generations, 

so engaging our people to become more environmentally 

aware is one of our strategic priorities. During the Green 

Week campaign, we generated approximately 3,000 clicks on 

the various communications we have sent out. 

Nearly 40,000 trees were planted in 2011 

at ten tree-planting events across China, 

Taiwan and Hong Kong, by 600 PwC 

volunteers and our NGO partners. These 

trees will help remove around 900 tons of 

carbon dioxide on an annual basis. As we 

continue to grow PwC’s Forest across the 

region, this impact will also continue to 

grow. 

PwC Taiwan launched a three-year 

internal program, Green Action, which 

included a series of green events such as 

tree planting and wetland protection. The 

objective was to raise our people’s 

awareness of the need to protect our 

environment. To encourage the culture of 

reusing things, rather than buying new 

ones, the firm also developed a 

programme for exchanging second hand 

books. 



Our approach to 

managing our 

environmental 

impacts 

In managing GHG emissions we follow a 

six-step carbon management cycle. We 

are still at the beginning of our journey, 

and need to balance between best 

practice approach and what is feasible in 

the markets we operate in. 

Earth Hour – lights out across CaTSH 

Our offices across CaTSH once again switched off the lights for 

Earth Hour 2011. 

Following a communications campaign in China, Hong Kong 

and Singapore, around 1,500 PwC employees vowed to make 

at least one change to reduce their carbon footprint, ranging 

from using public transportation to bringing their own mug to 

work. PwC Taiwan sent out various internal communications 

to raise employees’ awareness of energy saving and 

environment protection. 

Ten colleagues in Hong Kong went the extra mile by designing 

and running a fun green thinking workshop for 60 children 

from the Tung Chung YMCA Centre. PwC Singapore also 

introduced the lunchtime lights out initiative, where staff 

volunteer to be green marshals and switch off the lights on 

their floors during lunch time. 

1 Measure 

We have a consistent strategic approach, 

applying a unified GHG emissions 

calculation method across China, Hong 

Kong, Singapore and Taiwan. 

In order to determine a GHG inventory 

that is accurate and complete, we have 

adopted the Greenhouse Gas Protocol, 

for the preparation of our GHG 

inventory. In order to ensure that the 

GHG data we present is reliable, the data 

has been reviewed by an independent 

internal assurance team – please refer to 

page 31 for further details. 

We measure various emission sources. 

However in this report, we only present 

the most significant – business travel 

(air travel, car travel and overnight 

accommodation), electricity 

consumption and paper consumption. 

Our Stakeholders listed water use as a 

key concern. We are aware of water 

scarcity issues in our region. Our plans 

for FY12 include water conservation 

projects. Our own use of water is 

minimal and as such is not covered in 

our environmental reporting. 

2 & 3 

Set objectives & Engage 

Reducing our environmental impact is 

the overarching objective of our 

environmental strategy. We understand 

that making our everyday work 

environmentally sustainable isn’t just 

about processes, goals and measures. 

Staff engagement is essential, so over 

the last year we’ve been working in 

parallel on gaining our people’s 

commitment as well as on identifying 

possible areas for reductions. 

4&5 

Reduce & Offset 

We’ve already undertaken a number of 

initiatives to reduce our carbon footprint 

and the next step will be to develop a 

comprehensive, robust carbon 

management plan. 

We are also monitoring our 

environmental impacts with the view to 

develop reduction targets and exploring 

options which would allow us to become 

carbon neutral. There are some 

operational limitations, such as a lack of 

renewable energy sources, or absence of 

alternative means of transportation, but 

we continue to invest in carbon efficient 

infrastructure such as videoconferencing 

and LEED certified office 

premises. We also plan to continue to 

grow PwC’s Forest, removing 

approximately 900 tons of carbon 

dioxide every year. 

6 Review 

Every year we review our approach to 

make sure our GHG inventory includes 

the most significant contributors to our 

overall footprint. These are also the 

areas we focus on the most, allowing us 

to make the most meaningful changes. 

Our greatest impact is CO 2 

emissions 

from business travel, and from the use 

of our premises. 

Aggregated total emissions by source for China, Hong Kong, 

Singapore, Taiwan 

Air Travel 

41% 

8% 

Overnight 

Accommodation 

Total emissions per territory, by emission source 

Car Travel 

5% 

7% 

Purchased 

Paper 

39% 

Energy 

Consumption 

CO 2 

Emissions (t) China Hong Kong Singapore Taiwan 

Energy Consumption 8,385 4,963 1,226 2,075 

Purchased Paper 1,533 968 279 274 

Overnight Accommodation 671 217 251 733 

Air Travel 10,372 3,224 1,823 2,128 

Car Travel 2,323 235 819 198 

Total per territory 23,284 9,607 4,399 5,408 

TOTAL 42,698 

The GHG data in the table above and environmental related data identified with a (^) throughout this report, 

have been subjected to certain limited procedures by the Firm’s Sustainability & Climate Change assurance 

practitioners, who were not involved with the preparation of this report. Nothing has come to their attention that 

causes them to believe that the GHG data and environmental related data is not properly prepared, in all 

material respects, in accordance with the Reporting Criteria as set out on page 47. 



Our commitment in Financial Year 2012 is to: 

Energy 

consumption 

As office-related electricity consumption 

is one of our more significant GHG 

triggers, we closely monitor our energy 

consumption. 

Our total energy consumption was 

19,874,047^ kWh, which constitutes 39% 

of our carbon footprint. At the end of 

June 2011, we had 21 office locations 

across China, Hong Kong, Singapore and 

Taiwan. These are buildings we either 

rent as the sole tenant or share with 

other tenants. In the shared office 

premises it can be difficult to obtain 

exact data on our energy consumption. 

We will continue working towards 

gathering the complete data, and plan to 

present a more complete picture of the 

base building shared areas energy 

consumption in the future. 

When choosing our office location, we 

do take the building’s environmental 

performance into consideration – two of 

our offices in China are LEED certified. 

After looking at possible reductions, we 

introduced the deLux programme. By 

disabling one out of three lighting tubes, 

deLux considerably decreased 

illumination levels without impacting 

working comfort, and still meeting 

appropriate office lighting standards. 

The initiative proved to be both 

environmentally and economically 

sound. 


Firm-related 

travel 

Air travel 

No more plastic bottles in Singapore 

PwC Singapore has continued to find ways to make their office 

more green, this year they replaced water bottles in meeting 

rooms with pitchers of water. At the same time around 600 

PwC Singapore staff took part in a fun on-line carbon footprint 

exercise as part of green thinking campaign. 

In FY’11 we travelled 143,675,706^ km, 

with firm related flights accounting for 

41% of our overall carbon footprint. Air 

travel is part of our business, and 

considering the nature of our work, and 

the geographical location of our offices, 

flights contribute heavily towards our 

environmental footprint. 

Over the past year we have looked at 

various technical solutions which would 

allow our people to travel less without 

compromising on the important 

relationship management aspect of our 

work. We already have a video 

conferencing system linking all of our 

major offices and we continue exploring 

the advantages of portable videoconferencing 

as well as personal video 

conferencing systems. 

Car travel 

Car travel accounts for 8% of our carbon 

footprint, and mainly comes from taxi 

travel – though in some locations we 

also have company cars and leased 

shuttle buses. Across our territories we 

have a limited number of company cars, 

which have also been taken into 

consideration. 

In 2010 we launched a car-pooling 

database for the Shanghai and Beijing 

offices, promoted regularly during the 

reporting period. The database allows 

for an efficient sharing of commuting 

information. There has been a relatively 

low uptake in using the database and we 

will continue looking for more engaging 

ways to promote the concept of sharing 

a ride, and to make a better use of the 

car-pooling database. 

We encourage less car travel by choosing 

office locations with easy access to 

public transportation. Most of our major 

offices are located in the city centre, 

making it easy for our employees and 

clients to use public transport. 

Purchased 

paper 

As an office-based organisation, PwC 

uses a significant amount of paper. In 

order to reduce our paper consumption 

per employee, we have continued to 

make changes. This includes replacing 

printers and copiers with 

multifunctional machines with standard 

double-sided copying, scanning and 

printing – a simple yet effective change. 

In FY 2011 we purchased 728^ tons of 

print and copier paper, as well as other 

stationery paper materials, representing 

7% of our carbon footprint. We’ve been 

recycling paper for quite some time now, 

and plan to report the data in our future 

reporting. 


How climate 

change may 

affect our 

business 

Business has to play a role in mitigating, 

and adapting to the effects of climate 

change and wider sustainability issues 

such as resource scarcity. Although the 

specifics of our industry and PwC’s 

direct operations require only a limited 

use of natural resources, our business is, 

and in the future will be even more 

influenced by the challenges brought by 

climate change, as well as through the 

emerging carbon regulations. This is 

happening through our clients and their 

dependency on natural resources and 

need to align with the new 

environmental regulations, which 

changes the nature of their business and 

affects the type of services they expect 

PwC to deliver. 

• Drive carbon reductions by enhancing the understanding 

of environmental issues among our people and 

implementing possible carbon reduction initiatives 

• Continue to raise awareness and encourage actions 

through PwC people engagement in green initiatives 

• Identify and develop opportunities to engage the student 

community in environmental initiatives to capitalise on 

the concern of Gen Y for fighting Climate Change and to 

encourage more green action 

Governments have also become 

increasingly more aware of the 

pressures the growing population will 

exercise on the environment, 

particularly as competition for finite 

resources increases. The urgency of 

governments and business to act 

together is greater than ever, as all the 

established assumptions about societal 

development and economic stability 

have to be redefined in the face of global 

climate change. 

We would like to play our part in 

fighting climate change not only by 

addressing our own environmental 

impacts, but also by using our 

knowledge and expertise to steer the 

public debate and raise awareness about 

the possible consequences and the 

actions required. We can also make a 

positive contribution to addressing 

environmental challenges by helping 

our clients mitigate their impacts and 

divert them towards more 

environmentally and socially 

sustainable business models. This, we 

see as part of our responsibility. 



At PwC we want to positively impact society. By further 

engaging our people as volunteers, facilitating giving, 

and building capacity for our charity partners, we can 

have a real impact on the communities we work in. 

Nora Wu 

Human Capital Partner, CR Committee Co-Chair 

Community 

PwC staff and partners feel a 

long-standing sense of responsibility to 

support the communities in which we 

operate. We believe that it is the right 

thing to do, and that it brings benefits to 

us as individuals and as an organisation. 

Our Stakeholders identified having a 

strong community investment strategy, 

employee volunteering and the 

provision of pro bono services as 

important factors in our community 

programme. These are all aspects that 

we take seriously and which have been 

developing since we began our CR 

programme. 

We’re continuing to move away from the 

piecemeal philanthropy of the early days 

of our community programme, towards 

strategic community investment that 

creates greater impact on the 

communities we work in and the NGOs 

that work with them. We also want a 

strategy aligned with our business 

needs, making the community 

programme sustainable. 

The active involvement of our people is 

critical for sustaining our CR activities. 

Over 2,500 PwC partners and staff 

participated in community activities 

during FY2011, contributing their time, 

skills and resources. In return, they gain 

new skills, achieve personal fulfilment 

and develop new relationships. 

We have seen great opportunities to 

engage and build relationships with our 

clients through community and 

environment-focused initiatives. In our 

client stakeholder dialogue, 90% of 

respondents said that they would like to 

be involved in or co-organise 

community events with PwC. 

Community strategy 

Leverage the skills, goodwill and 

compassion of our people to 

support our charity partners and 

positively impact society. 

• Engage our people as volunteers 

with our community partners 

• Facilitate giving and fundraising 

for our community partners, and 

in response to natural disasters 



following key community issues 

• Community investment strategy 

• Employee volunteering 

• Pro bono services 



PwC Foundation 

Charitable giving has long been an 

important part of our community 

strategy. 

Registered in Hong Kong since 2006, the 

PwC Foundation provides a channel for 

the firms in PwC CaTSH and our staff 

and partners to donate to charities. It 

also supports volunteer and fundraising 

events led by PwC people. US$988,385 

was donated through the PwC 

Foundation and the China, Hong Kong, 

Taiwan and Singapore firms in FY2011 

to fund charitable giving events. 

Beyond charitable giving, we focus on a 

small number of strategic partnerships, 

which make up the majority of our 

community investment activities. We 

support our strategic charity partners 

through financial contributions and 

both skilled and unskilled volunteering. 

While the majority of our contribution 

comes through unskilled volunteering, 

this year we’ve started to look at how we 

can support our key charity partners 

using our core skills where we are able 

to best impact their work. 

Employee volunteering 

Our people show great passion for 

volunteering in the community. In 

FY2011, a total of 2,528 people (17.6% 

of total PwC CaTSH headcount) 

committed 14,000 hours to volunteer in 

their communities, and further afield, 

too. 

We are committed to promoting 

volunteering among our people. At PwC 

Singapore, time off is offered in 

preparation for their flagship overseas 

community programmes as well as other 

volunteer initiatives. At PwC China and 

PwC Hong Kong, our people are each 

given 20 hours to offer to firm-organised 

volunteer events. 

Our staff and partners want to have 

more volunteering opportunities open to 

them. This is a strategic objective for 

FY12 and we have set ourselves a target 

volunteer participation rate of at least 

20% of all staff in China, Hong Kong and 

Taiwan, and 40% in Singapore. 

Of the staff and partners surveyed in our 

stakeholder dialogue, 31% said they 

would like to use their core business 

skills while volunteering for NGOs 

through capacity building projects. Next 

year, we’ll aim to further support our 

charity partners through skilled 

volunteering, helping to enhance the 

efficiency and transparency of NGOs, 

allowing them to grow more 

independent and in some cases, move 

towards being self-sustaining. 

We have new plans in place in order to 

achieve our targets for growing our 

community programme over the coming 

year. We’re creating a network of CR 

champions and upgrading our volunteer 

database to enable greater participation 

at our events, as well as promoting 

greater engagement in all our CR 

efforts. 

As we continue our path to more 

strategic community investment, we 

want to better understand the impacts 

of our programmes. Many of our 

community projects are still in their 

early stages so their impact is difficult to 

measure in a meaningful way. Through 

strengthening our relationships with our 

community partners, we intend to focus 

on the area where we can bring the most 

positive impact, and then report on that 

impact as the programmes develop. 

We are excited about the story we will 

tell in our next report. The next few 

sections share just some of the 

achievements made over the past year. 

Disaster relief 

When disasters strike close to home and around the 

world, our people have been generous in donating 

funds to aid the recovery where it is needed, and 

we have systems in place to facilitate the donation 

process. We react to disasters in line with the 

interests of our people, and in consideration of our 

responsibility as an international organisation. 

In 2011, PwC Foundation together with over 3,500 

partners and staff in China, Hong Kong, Taiwan 

and Singapore raised more than US$345,000 for 

relief of the Japanese earthquake and tsunami 

disasters. Funds were directed to the Japanese Red 

Cross Society. 



3 

7 

Volunteering 

activities at a 

glance 

Because of the passionate engagement 

of our people, we have over 2,500 

volunteer stories to share. We’d like to 

thank all our volunteers and those that 

supported them for their great work in 

projects throughout the year. Below we 

feature just some of the highlights. 

1 

2 

4 

5 

1 

China Rural School 

Volunteer Programme 

Through the Rural School Volunteer 

Programme (RSVP), we partner with 

different NGOs, sending small groups of 

volunteers to rural village primary 

schools for a week, leading fun, 

interactive classes in English, computer 

literacy, environmental awareness and 

physical education. A key focus is to 

share new ideas, inspiring students in 

rural areas to learn more. In 2011, five 

RSVP trips were arranged with 67 

participants contributing over 2,500 

volunteer hours. A total of 620 classes 

were delivered to 1,750 students. After 

the on-site visits, volunteers continue to 

keep links with the schools and students 

in their classes to provide support when 

requested. PwC also donated RMB 

77,000 worth of books, classroom and 

sports equipment in 2011 in response to 

specific requests from the schools. As we 

develop relationships with each of the 

schools we visit, we’ll continue to 

identify areas where we can focus our 

efforts and measure our impact. 

2 

Singapore Overseas 

Community Programme 

A partnership between PwC Singapore 

and the YMCA of Singapore, the 

Overseas Community Programme (OCP) 

is now in its fifth year. Every year, 

around 40 volunteers from PwC 

Singapore, often joined by volunteers 

from other firms, take part in the OCPs. 

This programme was further supported 

by our Singapore colleagues who raised 

funds to support the volunteers in their 

various activities. 

3 

6 

Growing PwC’s Forest 

To promote green thinking among 

our people and to play our role in 

protecting the environment, we 

launched PwC’s Forest project in March 

2011 in partnership with the China 

Green Foundation and the Agriculture, 

Fisheries and Conservation Department 

in Hong Kong. Nearly 40,000 trees were 

planted last year with the help of these 

partners and 600 PwC volunteers took 

part in ten events across China, Taiwan 

and Hong Kong. This will help remove 

around 900 tons of carbon dioxide on an 

annual basis. As we continue to grow 

PwC’s Forest across the region, this 

impact will also continue to grow. 

4 

Cleaning up our coastline 

In 2011, volunteers from PwC 

China and Hong Kong took part in 

coastal clean-up activities in their cities. 

Around 70 volunteers from PwC Hong 

Kong participated in the International 

Coastal Clean-up, the world’s largest 

volunteer effort to clean beaches around 

the world. A team of 20 volunteers from 

Shanghai partnered with Marinedream 

to clean Nanhui beach in Shanghai. 

While the immediate impact of these 

activities was the collection of 275kg of 

waste and a cleaner coastline, the longer 

term impact comes though the 

partnership with International Coastal 

Clean-up. Their mission is to analyse the 

waste that is collected by volunteers to 

better understand where it comes from 

and how the problem can be tackled at 

its source, rather than simply cleaning 

up the effects. 

5 

Lighting Banda Street – 

Singapore 

In December 2010, 300 PwC volunteers 

visited the elderly residents of Banda 

Street in Chinatown, Singapore. Staff and 

partners raised S$30,000, distributed 

400 hampers of daily necessities to the 

elderly residents and hosted them to a 

dinner and performance. 

6 

Using our skills 

PwC Taiwan has continuously 

provided assurance and tax services to 

more than 60 non-profit organisations 

(NPO). In 2009, the firm launched the 

Non-profit Organisation Financial 

Capacity Support Plan, a volunteer-based 

programme to help local charities 

strengthen their financial management 

systems. This year, 18 volunteers worked 

with seven NPOs representing a variety 

of worthy causes. PwC Taiwan also plans 

to collect related knowledge and 

information to publish a book for helping 

local charities strengthen their financial 

management system. 

7 

Running for Charity 

In 2011, 1,217 of our people across 

China, Hong Kong, Singapore and Taiwan 

took part in walks, runs and marathons 

to raise money for charity. Combining 

fundraising and leading examples of 

healthy lifestyles, our people collectively 

walked, ran and cycled thousands of 

miles, raising funds one kilometre at a 

time. Some of those runs included the 

UNICEF charity run in Hong Kong and 

the JP Morgan Corporate Chase 

Challenge in Singapore. 



In July 2010 a team from PwC 

Hong Kong joined forces with a 

team from Standard Chartered 

Bank to volunteer for visually 

impaired children at a school for 

the blind. 

In October 2010, 14 

volunteers from the Qingdao 

office spent a day 

volunteering with children at 

the Qingdao Half the Sky 

children’s welfare institution. 

On Women’s Day, 8 March, 20 

women from the Shanghai office 

volunteered with 100 intellectually 

challenged students from a 

vocational school aimed at helping 

young people to enter the 

workforce. 

To promote the spirit of giving for 

Christmas, a charity sale of 

desktop calendars and cookies was 

organised by a group of volunteers 

in PwC Singapore, with proceeds 

going to the Make-a-Wish 

Foundation in support of 

terminally ill children, and to the 

Girl Guides in support of their 

community services. 

Key Charity 

Partners – 

investing in our 

communities 

We remain conscious of the PwC 

Experience behaviours when choosing 

the charity partners we want to work 

with. We share and collaborate with 

them to address community needs that 

are in line with our CR strategy. We 

invest in relationships with our charity 

partners so that we can understand each 

other better and have a greater impact 

on the community. Conscious that the 

corporate and non-profit sectors can 

often approach the same issue from 

different angles, we put ourselves in the 

shoes of our key Stakeholders, and 

involve them in discussions to make sure 

we keep ourselves on the right track. 

Ultimately, we need to make sure that 

our mutual efforts create shared value 

for our Stakeholders, both in the 

community and at PwC. 

Our charity partners are important 

Stakeholders in our community 

programmes and we place great value on 

their input in our stakeholder dialogue 

process. The top four issues identified by 

the NGOs were: 

• Our community investment strategy, 

• Embedding sustainability into our 

client services, 

• CR reporting targets and strategy, and 

• Engaging our people in CR activities. 

For more details of our charity partners 

please see the community section of our 

CR website. 

http://www.pwccn.com/home/eng/cr_ 

index.html 

In December 2010, more than 40 

volunteers from the Macau office 

hit the streets for the 27th annual 

Walk for a Million charity event in 

Macau. With support from the PwC 

Foundation, they raised HK$ 

28,000 for charities in Macau. 

In November 2010, volunteers 

from the Dalian office helped out 

with a charity bazaar to raise 

money for orphans in a local child 

welfare institution. 

In January and February 2011, 

volunteers from PwC China’s 

Beijing office made a series of visits 

to a Beijing school where 16 

children orphaned in the Qinghai 

earthquake (April 2010) were 

living. The children, from seven to 

13 years old, enjoyed having fun 

with the PwC volunteers. 

In April 2011, volunteers from the 

Shanghai office continued to visit Yucai 

Migrant School where they played games 

with the children, and taught them 

various subjects, including English and 

mathematics. 

In February 2011, PwC 

China worked together 

with Shanghai Special- 

Care Foundation to 

organise a charity bazaar 

at the Shanghai office. 

Hundreds of our people 

attended to buy 

handicrafts made by 

mentally-challenged 

young people. A total of 

RMB 28,000 was raised 

and donated to the 

charity. 

More than 300 PwC Singapore colleagues, together with 

their family and friends, participated in the Habitat- 

Barclays Bare Your Sole Barefoot Charity Walk 2011. For 

this event, volunteers walked barefoot to raise funds in 

support of Habitat for Humanity, a non-profit Christian 

housing organisation with a mission to eliminate poverty 

housing worldwide by building simple, decent houses. 

Recognising our volunteers 

International Volunteer Day, which 

lands on 5 December every year, is a day 

designated by the United Nations. The 

day recognises the contributions 

volunteers make in promoting global 

development. 

Coordinated by the PwC China, Hong 

Kong, Singapore and Taiwan CR teams, 

the firms celebrated the day across the 

region. About 200 volunteers attended 

appreciation lunches and evening 

receptions across Beijing, Guangzhou, 

Hong Kong, Qingdao, Shanghai and 

Shenzhen. Representatives recalled 

their experiences on a range of 

education and environment-focused 

projects organised by the CR team and 

funded by PwC. 

PwC receives Caring Company 

Award 

PwC Hong Kong was presented with a 

Caring Company Award by the Hong 

Kong Council of Social Services in 2011. 

Caring Companies receive this award for 

their good corporate citizenship and 

ongoing contributions to the economic 

and social development of Hong Kong. 

PwC Taiwan black tea 

After a huge earthquake devastated the 

rural community of Hsianchajiao (in 

central Taiwan) in 1999, the survivors 

set out to rebuild and recover, despite an 

absence of support from public 

resources. Forest Black Tea – a 

community-run organisation, is now a 

source of inspiration to the people at 

PwC Taiwan. 

PwC Taiwan decided to support Forest 

Black Tea by “adopting” tea-growing 

land, providing assistance with 

elementary accounting, providing 

advice to help the community of 

Hsianchajiao with their business 

operations, and through regular 

purchases of tea. 



Appendix 1 

Governance 

The Board of Partners consists 

of twenty elected members, in addition 

to the Senior Partner. Members of the 

Executive Board shall not normally be 

eligible for election to the Board of 

Partners. The Board of Partners is a 

committee representing all 

shareholders with respect to the 

business and operations conducted by 

the firm. 

The Board has an oversight role and it 

serves as a link between the 

shareholders and the management of 

the firm. It reviews, approves and 

advises the Senior Partner and the 

Executive Board on many policy 

matters which may affect the rights, 

responsibilities, benefits and 

obligations of the shareholders. 

The principal role of the Senior 

Partner is to oversee the overall 

strategy and direction of the firm; to 

deal with matters relating to 

constitution, governance and partner 

affairs; to be the primary / country 

contact on international affairs / 

relationships; and to be primarily 

responsible for market positioning and 

overseeing lines of services and client 

service / delivery. 

The Executive Board consists of the 

Senior Partner and the partners 

appointed by the Senior Partner. 

The Executive Board is the principal 

executive decision making body for 

firm-wide strategic and operational 

decisions. The board comprises the 

Territory Management Boards and other 

members. The Territory Management 

Boards are responsible for evaluating 

operation issues and determining 

appropriate actions for further 

consideration and approval by the 

Executive Board. Other members of the 

board represent a cross-section of 

partners from lines of services, 

industries and geographies who bring a 

range of different perspectives to the 

decision making process. 



GRI G3.1 Index Indicators description Reported Commentary and/or cross reference Page in report 

1. Strategy and Analysis 

1.1 Statement from the most senior decisionmaker 

of the organisation about the relevance of 

sustainability to the organisation and its strategy. 

fully Message from the Chairman 1 

2. Organisational Profile 

2.1 Name of the organisation. fully About PwC 3 

2.2 Primary brands, products, and/or services. fully About PwC 3 

2.3 Operational structure of the organisation, 

including main divisions, operating companies, 

subsidiaries, and joint ventures. 

fully About PwC 3 

2.4 Location of organisation’s headquarters. fully About PwC 3 

2.5 Number of countries where the organisation 

operates, and names of countries with either 

major operations or that are specifically relevant 

to the sustainability issues covered in the report. 


2.6 Nature of ownership and legal form. fully About PwC 3 

2.7 Markets served (including geographic 

breakdown, sectors served, and types of 

customers/beneficiaries). 


2.8 Scale of the reporting organisation. partially About PwC 

Our CR performance - KPIs table 

2.9 Significant changes during the reporting period 

regarding size, structure, or ownership. 

fully 

Message from the Chairman 

About PwC 

About this report 

2.10 Awards received in the reporting period. fully About PwC 4; 23 

3. Report Parameters 

REPORT PROFILE 

3.1 Reporting period (e.g., fiscal/calendar year) for 

information provided. 

fully 



3.2 Date of most recent previous report (if any). fully About this report 9 

3.3 Reporting cycle (annual, biannual, etc.) fully About this report 9 

3.4 Contact point for questions regarding the report 

or its contents. 

fully GRI Index 46 

REPORT SCOPE AND BOUNDARY 

3.5 Process for defining report content. fully Defining our corporate responsibility 

agenda 

3.6 Boundary of the report (e.g., countries, divisions, 

subsidiaries, leased facilities, joint ventures, 

suppliers). 

3.7 State any specific limitations on the scope or 

boundary of the report. 

3.8 Basis for reporting on joint ventures, 

subsidiaries, leased facilities, outsourced 

operations and other entities that can 

significantly affect comparability from period to 

period and/or between organisations. 

3.10 Explanation of the effect of any re-statements of 

information provided in earlier reports, and the 

reasons for such re-statement (e.g. mergers/ 

acquisitions, change of base years/periods, 

nature of business, measurement methods). 

fully 

fully 

fully 





Carbon footprint reporting criteria 



Carbon footprint reporting criteria 

fully About this report 9 

3; 5 

1; 3 ; 9 

1; 9 

13 

1; 3 

1; 3; 47 

1; 3; 47 


3.11 Significant changes from previous reporting 

periods in the scope, boundary, or measurement 

methods applied in the report. 

GRI CONTENT INDEX 

3.12 Table identifying the location of the Standard 

Disclosures in the report. 

4. Governance, Commitments, and Engagement 

GOVERNANCE 

4.1 Governance structure of the organisation, 

including committees under the highest 

governance body responsible for specific tasks, 

such as setting strategy or organisational 

oversight. 

4.2 Indicate whether the Chair of the highest 

governance body is also an executive officer 

(and, if so, their function within the organisation’s 

management and the reasons for this 

arrangement). 

4.3 For organisations that have a unitary board 

structure, state the number of members of the 

highest governance body that are independent 

and/or non-executive members. 

4.4 Mechanisms for shareholders and employees to 

provide recommendations or direction to the 

highest governance body. 

STAKEHOLDER ENGAGEMENT 

4.14 List of stakeholder groups engaged by the 

organisation. 

4.15 Basis for identification and selection of 

stakeholders with whom to engage. 

5. Management Approach and Performance Indicators 

Economic Performance Indicators 

Aspect: Economic Performance 

EC2 

Financial implications and other risks and 

opportunities for the organisation’s activities due 

to climate change. 

Environmental Performance Indicators 

Aspect: Energy 

EN4 

Indirect energy consumption by primary energy 

source. 

EN26 

Initiatives to mitigate environmental impacts of 

products and services, and extent of impact 

mitigation. 

Aspect: Compliance 

EN28 

Monetary value of significant fines and total 

number of non-monetary sanctions for noncompliance 

with environmental laws and 

regulations. 

EN29 

Significant environmental impacts of transporting 

products and other goods and materials used for 

the organisation’s operations, and transporting 

members of the workforce. 

fully 




1; 3; 9 

fully 44-46 

fully Appendix 1 3; 43 

fully Appendix 1 3; 43 

fully Appendix 1 43 

fully 

fully 

fully 

Defining our corporate responsibility 

agenda 

People 


agenda 


agenda 

fully Environment 33 


12-13 

24; 43 

12-13 

12-13 

partially Environment 28-31 






Labour Practices and Decent Work Performance Indicators 

Aspect: Training and Education 

LA10 

Average hours of training per year per employee 

by gender and by employee category. 

LA11 

LA12 

Programs for skills management and lifelong 

learning that support the continued employability 

of employees and assist them in managing 

career endings. 

Percentage of employees receiving regular 

performance and career development reviews 

per gender. 

Aspect: Diversity and Equal Opportunity 

LA13 

Composition of governance bodies and 

breakdown of employees per category according 

to gender, age group, minority group 

membership, and other indicators of diversity. 

Society influence indicators 

Aspect: Compliance 

SO3 

Percentage of employees trained in 

organisation’s anti-corruption policies and 

procedures. 

SO8 

Monetary value of significant fines and total 

number of non-monetary sanctions for noncompliance 

with laws and regulations. 

Product Responsibility Performance Indicators 

Aspect: Marketing Communication 

PR5 

Practices related to customer satisfaction, 

including results of surveys measuring customer 

satisfaction. 

PR8 

GRI Application Level 

Mandatory 

Optional 

Self 

Declared 

Third 

Party 

Checked 

GRI 

Checked 

Total number of substantiated complaints 

regarding breaches of customer privacy and 

losses of customer data. 

C C+ B B+ A A+ 

Report Externally Assured 



partially Our CR performance - KPIs table 5 

fully People 22 

fully People 22 

partially 

People 

Appendix 1 

fully Marketplace 17 




24; 43 

Carbon Footprint Reporting Criteria 

Our carbon footprint is reported in 

accordance with the World Resources 

Institute and the World Business Council 

for Sustainable Development 

Greenhouse Gas Protocol (2004, 

Revised Edition). 

The reporting period covers the twelve 

month period July 2010 to June 2011. 

We have defined all permanent premises 

as all those that PwC occupies for the 

purpose of conducting PwC activities, 

including all PwC owned and managed 

leased assets within our operational 

control. 

• Direct emissions (scope 1) – PwC 

measures and reports emissions 

resulting from the use of company 

cars. 

• Energy indirect emissions (scope 2) 

– PwC measures and reports scope 2 

emissions which includes all 

electricity consumed within offices 

deemed to be within its operational 

control. 

• Other indirect emissions (scope 3) 

– PwC measures and reports scope 3 

emissions relating to paper, business 

related travel, electricity 

transmissions and distribution losses. 

The scope of our carbon footprint 

calculations covers the following 21 

PwC China & Hong Kong, Singapore and 

Taiwan locations: 

Beijing, Chongqing, Chungli, Dalian, 

Guangzhou, Hong Kong, Hsinchu, 

Kaoshiung, Macau, Ningbo, Qingdao, 

Shanghai, Shenzhen, Singapore, 

Suzhou, Taichung, Taipei, Tainan, 

Tianjin, Xiamen and Xi’an. 

Sources and calculation 

methods 

PwC selected the calculation-based 

quantification methodology as there are 

appropriate emission factor guidelines 

that have been released by authoritative 

sources covering PwC’s activities. 

• 2010 Guidelines to Defra / DECC’s 

GHG Conversion Factors for Company 

Reporting 

• Environmental Defense Fund (EDF) 

Paper Calculator 

• China Electricity Grid Emission Factor 

2010 - Ministry of Environmental 

Protection of the People’s Republic of 

China, National Development and 

Reform Commission 

• Guidelines to Account for and Report 

to GHG Emissions and Removals in 

HK 2010 

• WWF Hong Kong Carbon Accounting 

Manual 2009 

• Singapore Ministry of the 

Environment and Water Resources 

- Key Environmental Statistics 

Limitations 

Office electricity consumption data was 

unavailable for four offices in China: 

Xian, Ningbo, Xiamen and Suzhou. In 

terms of headcount this represents 

approximately 1% across PwC CaTSH. 

Also, due to office renovations and 

relocations the list of specific office 

locations covered in this report is not 

provided. We will consider including 

this in the future. 

Shared base building electricity 

consumption represents electricity 

consumption in the common areas 

shared by all tenants in the buildings 

where PwC operates. PwC’s share of 

common electricity consumption is 

based on data controlled by the building 

owners; which we are unable to 

independently obtain or verify at this 

point . 

We will continue to look for ways to 

improve our data collection in the 

future. 

Scope Emission source CN HK Singapore Taiwan 

Scope 1 Company cars √ - - - 

Scope 2 Purchased Electricity √ √ √ √ 

Scope 3 Purchased Paper √ √ √ √ 

Overnight Accommodation √ √ √ √ 

Air Travel √ √ √ √ 

Taxi Travel √ √ √ √ 

Leased shuttle bus - √ - - 

Electricity Transmissions 

Losses 

√ √ √ √ 



Contact information 

For questions or comments on this 

publication, please contact: 

Callum Douglas 

callum.douglas@cn.pwc.com 

Aleksandra Nocon 

aleksandra.an.nocon@hk.pwc.com 

Anita Louis 

anita.louis@sg.pwc.com 

Ivan Liu 

ivan.liu@tw.pwc.com 


© 2012 PwC. All rights reserved. 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 http://www.pwc.com/structure for further details. 

This is printed on Revive 100 which is made with 

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