Annual report 2017: Our people

Empowering our people

In an interview, Laura Hinton, Head of People, discusses how we are responding to changing market conditions and ensuring the continued empowerment of our people.

View transcript
loading-player

Playback of this video is not currently available

Share
How diverse is our workforce?
We believe in being transparent about our progress towards becoming a fully diverse and inclusive organisation. Our Diversity Data Explorer allows you to compare our diversity performance on gender, age, ethnicity and working pattern by employment grade, with our overall firmwide performance as a benchmark.
Select a grade below to compare our diversity data
Partners
938
Gender
Female
144
Male
711
Age
Age <29
0
Age 30-39
75
Age 40-49
458
Age 50+
322
Ethnicity
BAME
48
Non-BAME
692
No Data 115
Working flexibly
Full time
48
Part time
692
Total UK employees
17,948
Gender
Female
8,387
Male
9,561
Age
Age <29
8,157
Age 30-39
5,368
Age 40-49
2,910
Age 50+
1,513
Ethnicity
BAME
3,968
Non-BAME
12,907
No Data 1,073
Working flexibly
Full time
16,408
Part time
1,540
Broadening access to our profession

As a major UK employer, we’re genuinely committed to broadening access to a career in professional services and being a part of creating a diverse workforce for the future.

We now hire graduates from 76 universities and our Back to School programme toured 178 schools.

We continue to see improvements in the results in the numbers of applicants from more diverse backgrounds:

39%
The proportion of applicants who are first generation graduates
74%
The proportion who attended a state rather than private school
14%
The proportion coming from homes eligible for income support
10%
The proportion who were eligible for free school meals
But there is still more we can do...
We want to lead by example as a social mobility employer – to be recognised as an inclusive organisation where people from all backgrounds are able to work, develop and succeed and we want to use our skills and resources to enable people from disadvantaged backgrounds to make the most of their potential, whether at PwC or elsewhere.
So, we’ve merged our Community Affairs Schools team and our Schools Recruitment team and have appointed a social mobility leader. And we have a new strategy which focuses on recruitment, development/progression, community and advocacy. We’ve also renewed our focus on social enterprise as a way to help social mobility of those who don’t work at PwC.
To find out more about social mobility at PwC go here or learn about our work with social enterprises here.

Hear from our higher apprentices

Three of our higher apprentices give you an insight into why they joined PwC and what they value about working here.

Hear from our higher apprentices

View transcript
loading-player

Playback of this video is not currently available

Share

Our stories: Our people

What's it like to work for a firm that puts their people first? In this section, meet some of them: Senior Manager Neale Graham, our Director of Political Relations Anna Wallace and Programme Director Abu Amin. And find out how initiatives like 'everyday flexibility' and the training of Mental Health Advocates support our people.

Find out more

Advancing diversity

We are committed to being open and transparent about our progress towards becoming a fully diverse and inclusive organisation.

For the second year running, we are publishing our senior management gender and ethnicity targets by grade, as well as how we're currently performing against those targets. These targets are to be achieved by 1 July 2020 and are supported by local action plans with progress against them reported to our Executive Board on a quarterly basis. We were the first professional services firm to publish our gender pay gap voluntarily in 2014 and this year we were again the first professional services firm to publish under the government’s new regulations.

You can view our gender targets, as shared with HM Treasury in support of the "Women in Finance Charter" , our ethnicity targets and gender pay gap by clicking through the pages of this carousel.

WIF Charter Mark
Our gender pay gap

We review pay and bonus by gender, ethnicity, sexual orientation and different working patterns (full time to part time).

We continue to take action to address any gaps and to make sure our policies and practices are fair. This includes actively reviewing decisions on out of cycle payments, pay for new hires and our annual pay and bonus rounds.

Under the Gender Pay Gap regulations, we report our mean gender pay gap and our mean bonus gap. Our analysis shows that the gap is largely driven by the fact that there are more men in senior higher paid roles and more women in junior and administrative roles. When these factors are removed, the mean pay gap drops to 2.9%.

Our gender pay gap 2017

13.7%

2016: 15.2%

Mean bonus gap

37.5%

Our BAME pay gap

We review pay and bonus by gender, ethnicity, sexual orientation and different working patterns (full time to part time).

For the first time this year we are publishing our mean BAME pay and bonus gaps, calculated using the same methodology as for gender based on the data we have available (a very small number of staff have opted not to disclose ethnicity). Our analysis shows that the pay gap is entirely driven by the fact that there are more non-BAME staff in senior higher paid roles and more BAME staff in junior and administrative roles. Our priority is thus to do all we can to retain our junior BAME talent and improve rates of progression to senior management levels.

PwC BAME pay gap 2017

12.8%

Mean bonus gap

35.4%

Our grade pool targets: gender

Our grade pool targets provide direction and drive the recruitment, promotion and retention activities that underpin them.

Select a grade from the drop down to see our gender 2020 targets and how we're currently performing against them.

2020 Target
Actual
2020 Target

July 2017

Our grade pool targets: ethnicity

Our grade pool targets provide direction and drive the recruitment, promotion and retention activities that underpin them.

Select a grade from the drop down to see our black and ethnic minority 2020 targets and how we're currently performing against them.

2020 Target

July 2017

What are we doing to improve?

We have recently reviewed our diversity strategy and believe that, although we have many initiatives aimed at improving our diversity, they were not having the impact we wanted due to the efforts being perhaps spread too thinly. We have therefore decided to focus on three priority areas identified as critical to the delivery of our targets by 2020:

Accountability

Driving accountability for target delivery right across our business, not just at the executive board level, but into the partnership at line of service and business unit level. Acceptance of accountability is a key output of our inclusive leadership activity.

Talent Pipeline

We’re taking a more prescriptive, detailed and consistent approach to managing gender and BAME diversity in the talent pipelines. This includes focusing on our short and medium terms pipelines to Director and Partner, ensuring our female and BAME candidates have the necessary sponsorship, coaching and development support. Progress against these pipelines are monitored quarterly by our Executive Board.

Work allocation

We’re ensuring our talented female and BAME staff are benefitting from the most stretching of client engagements, giving them the experience to position them for promotion. This is partly achieved by piloting the use of technology to resource people for projects based on their experience - removing any unconscious bias. We are also engaging with our BAME employees to better understand their sense of working at PwC and our culture as a positive or negative influence over their career aspirations.

Culture and values

Find out how our culture and values underpin our work and help us successfully deliver on our strategy.

Find out more
Share
Share
Share
Click here to explore how what we do brings our strategy to life
Our new strategy filter shows how our strategy has come to life in FY17.
The five key components of our strategy are: delivering exceptional client value; sustainable, profitable growth; empowering our people; technology enabled; leading by example.
This section explores each component individually to highlight the impact our client work has had in creating trust and respect in society to solve important problems.
Click an element of our strategy to see our client stories and reports from FY17 in detail.

Contact us

Corporate communications

Tel: +44 (0)20 7213 1768
Email

Follow us