Make a difference.
But we know that you're increasingly looking for an employer that goes beyond that, and takes environmental and social responsibility seriously, contributing to making our world a better place. These are just some of the ways we're being greener and more responsible, collaborating for a better future. You can find out more about our wider corporate sustainability agenda, and watch video case on our Corporate Sustainability website.
We provide a range of ways for you to get involved and be part of it. Some of you might work on projects relating to sustainability, and everyone can attend our sustainability events and training. Or you could help create social change for disadvantaged people in the communities near our offices through our extensive social and environmental volunteering programmes. We know that many of our people want to give something back to society, so we offer up to six days per year - for any of our staff or partners to volunteer during working hours. We’ve mapped our volunteering activities to PwC’s core competencies, to help staff identify how volunteering can be part of their overall development, and encouraged them to consider it as they set their annual objectives. Our portfolio of support also includes financial contributions, alongside discounted work and our staff vote for the charities our PwC foundation supports.
The greenest building in the country: Our London Embankment Place office was the first retrofit office to achieve the highest rating available by BREEAM, the world's foremost environmental assessment method and rating system for buildings. The office now emits 40% less carbon than one typical of its size; while producing 20% of heat and 60% of its energy needs on-site. Pioneering better types of business: We’ve created a network of Centres for Social Impact (CSIs), the first being launched in 2011 at the Fire Station and five others recently being opened in Scotland, Midlands and North. We’ve also extended our Social Entrepreneurs Club and nearly 300 members are now benefiting from support from the firm by way of learning how to quantify the impact of their work, having a mentor or coach and access to business related master classes.
A first step was to reduce waste and eliminate all landfill, something we did back in 2012. Since then we’ve moved to recycling and reusing as much of our waste as possible. We no longer just focus on our used paper and recycled glass, metal and plastics. We are also composting our food waste, refurbishing and reselling our used laptops and mobile phones. We have substituted our disposable coffee cups with compostable ones, so we can recycle those too and we donate our unwanted office furniture to worthy causes. We have even introduced a take back programme for our uniforms, worn by suppliers based in our offices to divert these textiles away from landfill. Why do we do it? Mostly this is about doing the right thing, and reducing the environmental impact of our business but it is also because we like to pioneer new more sustainable ways of working to show that they are possible and to share our lessons with others, helping to accelerate change at a market level.
Matched giving: We also run a Matched Giving Programme which matches the first £250 per PwC person each year which is actively raised for voluntary organisations and registered charities. Helping boost employability: From student mentoring to running workshops on employability, CV and interview skills, we support secondary schools across the country to help young people boost their employability. Our one-to-one mentoring supported over 5,300 students last year across 25 schools. Measuring business impact: We’ve identified five key megatrends, which are shaping our world. Together they show we live in a world of significant change, where a growing global population is placing increasing and unsustainable demands on finite resources, while society’s expectations of business have heightened. But current business models and traditional accounting practices are ill equipped to deal with many of these new challenges. We need ways to better understand what ‘good growth’ is.
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