Our Future - Our Responsibility

www.pwc.
ru
Our Future Our Responsibility
PwC Russia Corporate Responsibility Report
Corporate Responsibility Report
Content
Introduction A letter from Peter Gerendasi, Managing Partner of PwC Russia PwC Russia: A few facts and figures Corporate responsibility Our CR agenda Four main CR focus areas Our stakeholders Management and governance of CR at PwC Russia Our report Community Our objectives Local communities Universities Challenges and plans for the future Environment Our objectives Environmental standards in the new office Our savings The Green Team Suppliers Use of public transport Challenges and plans for the future People Our objectives Learning and development Leadership programmes Global Mobility Well-being Communication Ethics Diversity Challenges and plans for the future Marketplace Our objectives Shaping the public agenda Working with regulators Thought Leadership Dialogue with clients Professional and business associations Dialogue with alumni Dialogue with mass media Challenges and plans for the future Attachment 1. PwC Russias ratings and awards received in 2010 Attachment 2. Key stakeholders Attachment 3. Non-governmental organisations Attachment 4. Business associations GRI Content Index Glossary of terms Contact information
4 5 6 7 8 9 10 10 11 12 12 13 16 17 18 18 19 20 20 21 21 21 22 22 23 24 25 25 26 26 27 27 28 28 29 30 30 31 32 32 33 33 34 35 36 37 38 42 44
3
Introduction
As in previous years, the concept of corporate responsibility (CR) continues to be a vital element of the PwC 1 networks strategy in Central and Eastern Europe. This strategy is aimed at laying a strong foundation for our sustained competitive advantage and covers the period up to 2016. It encompasses three key areas: expanding our strategic capabilities, building value through our client relationships, and bringing the One Firm concept to life across all the PwC firms in CEE. The concept of sustainable development is the basis for our corporate responsibility programme. We continue to educate our employees, clients, suppliers, NGOs, government authorities, local communities and other stakeholders about our approach to sustainable development, which we see as the philosophy that drives successful long-term business development. This is our second CR report, and we dont aim to give a detailed description of all the CR projects that weve initiated here. Rather, our objective is to provide transparent and accurate information on the most important aspects of PwCs corporate responsibility programme, as well as our key accomplishments and the tasks that still lay ahead. We have a good understanding of our programmes strengths as well as of those areas where we still have work to do. But this understanding alone is not enough; we also need active, constructive feedback from all stakeholders for whom this report is intended. This helps us to obtain the fullest and most objective picture of our role in society. We would be most grateful for your opinions and comments about our report.
Lioudmila Mamet PwC CEE Corporate Responsibility Leader
Terms in bold italics can be found in the Glossary on pg 42
A letter
from Peter Gerendasi, Managing Partner of PwC Russia
Dear readers,
I am pleased to present PwC Russias second corporate responsibility report, covering the period 1 July 2009 through 31 December 2010. In our previous report, we focused on the results achieved in our first year of implementing a regional corporate responsibility strategy, with the aim of giving readers a picture of our place in the business community, our influence among our extensive circle of stakeholders, and our overall mission and objectives. Its time now for a new report, and looking back at the past year and a half, I am proud of what we have succeeding in doing in the area of corporate responsibility. I am especially proud of our local community outreach programme and all the diverse initiatives that it encompasses. Our focus has shifted away from simply providing assistance in response to our partners requests towards a more integrated strategic approach to selecting which programmes to support. We have developed a policy that encourages volunteerism and tried to focus on putting the extensive knowledge and expertise of our people to work where they are needed most. Were continuing our efforts to reduce our environmental footprint. The move to our new office, where we have made every effort to incorporate progressive international environmental standards, represents a qualitatively new stage in this critical endeavour. Weve retained our leadership position in the market despite vigorous competition and continue to work toward building value for our clients through trust-based relationships. We contribute to the development of responsible leaders of the future who will have the experience, knowledge and ability to foster strong relationships and build value for our clients. Were pleased that our CR initiatives enjoy the solid support of our people. According to a global survey conducted in 2010, 84% of PwC Russia respondents expressed satisfaction with our corporate responsibility efforts, confirming that we are on the right track. Many notable events have occurred since the publication of our first CR report. These include: We celebrated PwCs 20-year anniversary in Russia. We have continued to build up our strategic potential by creating new service offerings that reflect the needs of our clients, and by expanding our geographical footprint across Russia. In the aftermath of the crisis, we have succeeded in retaining a talented pool of employees and continued our investment in their professional and personal development. We have made a committed effort to participate in major innovation-driven initiatives and projects on a national scale, such as the Skolkovo Innovation Centre, the Sochi 2014 Winter Olympics and the project to transform Moscow into an international financial centre. PwC Russia is already over 20 years old, and a significant factor in our successful growth in the Russian market has been our commitment to corporate responsibility. Its our mission to fully integrate CR into our business model and decision-making processes, and to increase our influence within the broader society around us. Our initial steps and successes have given us the confidence to believe that, working together, we can create a sustainable future for all of us.
Peter Gerendasi Managing Partner PwC Russia
PwC Russia: a few facts and figures

PwC is the leading professional services network in the world. PwC firms provide industry-focused assurance, tax and advisory services. More than 161,000 people in 154 countries across our network share their thinking, experience and solutions to develop fresh perspectives and practical advice. Recently PwC celebrated 20 years in Russia. We keep growing, with offices now in six cities: Moscow, St Petersburg, Kazan, Ekaterinburg, Yuzhno-Sakhalinsk and Vladikavkaz. Our client base comprises 2,000 companies, including 166 companies from the Expert 400 list, accounting for 73% of the lists revenue. Among our clients are:
4 of the 10 largest ferrous metallurgy companies 7 of the 10 largest retail companies 9 of the 10 largest oil and gas companies 10 of the 10 largest banks 4 of the 5 largest telecommunications companies
PwC Russia highlights:

More than
2,000 employees (as of 31 December 2010) working in six offices
188 hours of learning and development per employee were delivered

over the reporting period
119 professional qualifications were received by staff in 2010, including 77 ACCA qualifications 55 of 158 top managers in PwC are women 1,550 hours of pro bono lectures were given in universities by PwC staff 200 volunteers contributed 3,000 hours for community needs 27 projects were carried out under our corporate philanthropy programme
Ratings and awards received in 2010 are listed in Attachment 1.
Over
Corporate responsibility
Since 2008, when a corresponding programme was adopted by the Central and Eastern Europe (CEE) regional network, PwC Russia firms have regarded corporate responsibility as an integral part of their strategy. Prior to this, we had been implementing a charity programme under the name Connected to Russia for a number of years. We detailed our first steps under the Connected to Russia programme in our 2009 CR report. We still take pride in the initiatives that grew beyond PwC to attract hundreds of collaborators (see 2009 PwC Corporate Responsibility Report, Charity Instead of Gifts, Charity Club meetings). However, time goes on, and while we give the past its due, were making ambitions plans for the future, expanding our business and shaping the public agenda, developing further our system of key performance indicators. Our idea of corporate responsibility is closely tied to what we refer to as the core of our corporate culture the PwC Experience. The PwC Experience underpins our business strategy and forms the basis for most of our internal learning and development programmes. Its core principles are: We invest in relationships We share and collaborate We put ourselves in each others shoes We enhance value through quality In many ways, the PwC Experience philosophy complements our goals in the area of corporate responsibility: both focus on relations with stakeholders, be they internal or external, both focus on increasing the positive impact we have, and both derive their strength from our core values of leadership, excellence and teamwork.
The PwC Experience

The PwC Experience is a reflection of our efforts to ensure PwCs sustainable competitive edge and contribute to our clients and employees success. Across the whole of PwCs international network, bringing the PwC Experience to life is one of our top priorities.
Our CR agenda
Globally, PwC is a signatory to the UN Global Compact. In addition, in 2009 PwC signed up to the RSPP (Russian Union of Industrialists and Entrepreneurs) Social Charter of Russian Business, which is a set principles for responsible business practices. In doing so, the firm assumed a voluntary obligation to follow these principles in our interaction with local communities, investors, business partners, the authorities, workers and civil society. In 2010 the PwC Global Corporate Responsibility Board outlined a strategy for CRs further development, centred on three key themes: climate change, education and social inclusion/diversity. These themes serve as the guiding principles that focus our actions in each of the above four CR areas. PwCs global sustainability programme emphasises the importance of coordinating our CR efforts and the PwC Experience behaviours, maintaining dialogue with stakeholders, and embedding these values and behaviours in our core activity. In all of Russias regions where we operate, we implement programmes under a common plan, with consideration for regional specifics and stakeholder needs. In the reporting period weve achieved better coordination of CR activities in our regional offices; theyve become better aligned with our strategy and organisational structure.
Our choice is to do good business, act responsibly vis--vis all our stakeholders, have a long-lasting positive impact on the community, lead the way, and articulate with confidence our vision of a sustainable future. We see our goal in making sure that our corporate responsibility activities are aligned with our overall business strategy.
We have identified four key areas where we measure our impact on stakeholders:
Community Environment People Marketplace
Four main CR focus areas

Our main goal in the Community area is to be a good corporate citizen and act responsibly. We take our share of responsibility for the well-being of the local communities in which we operate. We continue to implement our corporate philanthropy programme and engage with Russian universities. PwC actively encourages volunteering and supports disadvantaged social groups and NGOs. We describe our volunteering policy in detail in the Community section of this report. In volunteering we try to maximise the impact of our main intellectual asset the knowledge and expertise of our staff and were working to extend the educational component of our corporate philanthropy programme. Our efforts in the Environment area are aimed at managing our environmental impact. The nature of our business activity has not changed: we continue to consume electricity and paper, and our employees frequently travel on business. We have carried on with our Small Steps programme (please see the 2009 PwC Corporate Responsibility Report for more details). But most importantly, we have achieved a much higher level of control over our environmental footprint through concerted efforts to make our new office at the White Square Office Centre progressive and state-of-the-art in terms of technical facilities and amenities. Our focus in the People area is promoting a culture that will help our employees realise their full potential by using progressive training methodologies and rewarding high performance. The economic downturn could not but affect PwCs business, but the company continued investing in professional development and talent management programmes. In particular, we have continued to improve our coaching system, have created new forums for active dialogue with employees and have improved our communications with staff. The firms move to the new office provided new opportunities for taking better care of employees health. In the area of Marketplace we focus on innovation. We never lose sight of our priority goal: the high quality of our services, professional expertise and business conduct. We understand that the world is changing and the knowledge, business practices and solutions that have ensured our leading market position in the past are no longer enough in the current environment. Market leaders today need to take innovative approaches to traditional services, and have an in-depth understanding of the clients business and insight into areas that traditionally were outside the focus of the business community. Our clients expect us to act in a fair and ethical way, be transparent, provide high-quality services in good faith, and play a leading role in shaping the public agenda. The downturn has made us leave our comfort zone and start working on challenging new projects, some of which we have already started implementing.
Our stakeholders
Our stakeholders are groups or individuals who are affected by PwCs activities, or who can affect ours. Many diverse stakeholders and stakeholder groups are important for us, and our interaction with them forms the basis of our corporate responsibility programme. Weve identified key stakeholders in each of the four CR focus areas, and in the reporting period we engaged in a more active dialogue with some of them (e.g., with PwC employees and NGOs). We should be further improving our stakeholder dialogue both in terms of its regularity and depth. Stakeholder engagement is an ongoing process requiring time and effort. Our aim is to systematise this process and create communication channels that will ensure this dialogue is ongoing.
Attachment 2 summarises our main groups of stakeholders and various communication channels with them.
Management and governance of CR at PwC Russia

CR at PwC Russia is led by the CR steering group. The group, led by a partner, includes four leaders responsible for developing a corporate responsibility strategy in alignment with the firms overall business strategy as well as for overseeing its implementation. Each office in Russia has a CR champion to help oversee project implementation locally. On a quarterly basis, the CR leader reports to the Operations Committee, made up of senior partners. The CR leader is on the regional CEE and Central Cluster leadership teams. In 2004 we formed our Charity Committee, which currently has 13 members. Our charity focus remains on child welfare, education and culture. In 2010 we completed 27 projects, managed by three subcommittees. Our community work is carried out along the following three lines: funding, professional assistance and volunteering. Please see the Community section for more details.
In 2004 we formed our Charity Committee, which currently has 13 members. Our charity focus remains on child welfare, education and culture. In 2010 we completed 27 projects, managed by three subcommittees. Our community work is carried out along the following three lines: funding, professional assistance and volunteering.
10
Our report
This is our second report and we have tried to make it more concise and interesting to read. In 2010 we initiated a rebranding campaign (see the Marketplace section), and were hoping that the reader will feel the difference our new style makes in this report. We wanted the report to make for easy reading, to not be overloaded with information and to feature real-live stories. The report covers the period from 1 July 2009 to 31 December 2010. Weve chosen this reporting period in order to facilitate our transition to calendar-year reporting in the future. The terms reporting period, period covered by the report and the like used in the text mean the 18 months from 1 July 2009 to 31 December 2010. Weve chosen to use the Global Reporting Initiative G3 Guidelines (GRI G3) in order to present a balanced picture of our activities. We believe that our report is at C level under the GRI reporting system.
11
Community
Our objectives
This section outlines our engagement programme with two main stakeholder groups: local communities in Moscow, St Petersburg, Ekaterinburg and Kazan; and universities. Because human capital is PwCs most valuable asset, we gear our programme towards developing intellectual potential, enhancing professional expertise, active participation in growing tomorrows responsible leaders and engaging our employees in our community programme.
NGOs that PwC supports are provided in Attachment 3.
12
Local communities
Last year we set ourselves the following major goals: effectively collaborating with the community at large, with a focus on the educational element (using PwCs intellectual potential); actively involving PwC employees in volunteer work; identifying key projects and making concerted efforts to ensure their successful implementation. Weve identified projects that are in line with our strategy and help change life for the better through our volunteers direct involvement. We focus on the educational element in virtually all projects, as this is where we feel we can make the biggest impact. During the reporting period we carried out 27 charity projects. Well continue to work at selecting those projects have a real positive impact on our stakeholders. To increase volunteer involvement, in early 2010 we adopted a policy based on CR best practices that provides staff with one working day per year to do charity work, be it organised by our Charity Committee or chosen individually. In our estimate, in the reporting period over 200 volunteers gave approximately 2,900 hours to various charity activities. A number of volunteers have taken the initiative to take charge of certain projects. For example, all our orphanages have volunteers-in-charge who visit the children together with their colleagues. Our volunteers themselves organise visits for kids from childrens homes to the Moscow International House of Music, the theatre or the bowling alley. Anna Sotskova, PwC volunteer: Natalya Sats Theatre is one of my favourite childhood memories, a place where we were once taken as children and where wed like to take our own kids. The children really liked the theatre itself, especially the room with birds, the music box and the clowns. The kids were of different minds about the play. Some really liked it, some were tired, and some of the older ones were a bit too old for it but everyone enjoyed getting out and getting to know each other. There was ice cream waiting for the children back on the bus, making the ride home that much sweeter. It wont be the last time we meet up. Were looking forward to seeing the kids again!
We share our main capital, our knowledge and experience. Together with Junior Achievement Russia, PwC volunteers helped deliver classes on economics at Moscow schools and held an Open Day featuring master classes and consultations on various business projects at PwCs Moscow office. They also acted as judges of projects from the Enterprise without Borders innovation camp and in the Be Entrepreneurial contest as part of Global Entrepreneurship Week. PwC employees teach English to children who have graduated from orphanages, helping them to prepare for further studies.
13
In August 2010 a PwC team participated in the KalugaMoscow Downside Up Charity Bike Ride for the first time and became one of its prize-winners. PwCs football team participated in three Downside Up Charity Football tournaments in the reporting period. These are just some of the examples of our long-term cooperation with Downside Up, which began in 2008 with our Mt Elbrus climb that raised USD 100,000 for the foundation. In response to a desire expressed by our employees to donate funds to help sick children, we developed a donation distribution policy. In the past year and a half, we raised over RUB 500 thousand for this cause.
Our cooperation with NGOs has taken on a new flavour. For the first time in our history, we celebrated Februarys International Corporate Philanthropy Day by running job motivation training for NGOs. This opened up a series of training sessions on topics selected by NGO representatives. Elena Gorbylyova, senior specialist in business development at the Leo Tolstoy Estate Museum at Yasnaya Polyana, says: We were happy to take part in the time management training. I would like to note the events excellent organisation and the great job done by the trainers (this was my second training with them). I believe that this subject is extremely important, not only if you manage people, but more importantly, to help you achieve an internal balance in the age-old choice between life and work. Thank you very much for organising the training! I hope your company will continue to deliver these trainings for our grateful audience.
One of the Downside Up bike ride participants was Partner Chris Barrett, who knows first-hand what its like having a child with Downs. Today Chriss daughter Sonya is a shop assistant in a local supermarket, but 30 years ago Chris didnt even imagine that Sonya would ever walk on her own. Sonya has Downs syndrome. When she was small, we received huge support from charity institutions in England, and Sonya could even study in a normal school with healthy children. People in my country have become more open, their attitude to such children has changed, and now the same is happening in Russia. And I just feel happy to be able to help somebody with it, says Chris.
14
Lyudmila Khomutova, teacher at the Udelnya Boarding School, said: We organised drawing lessons called Every Child is an Artist for people who work in rehabilitation centres for children with special needs. The theory and practical tips they take away help the teachers foster their kids artistic talents. A huge thank you to Marina Dreznina, who developed and runs the Every Child is an Artist programme. Apart from the underlying theory, at each lesson we studied plans for running individual and classroom lessons and projects. I greatly enjoyed getting to know other participants and working together. I am sure that the knowledge and skills that I got from the training will help me in my future work with orphaned children. A special thank you to the training organisers for the comfortable working conditions, friendly atmosphere, attention, and understanding of the problems facing employees of specialised rehabilitation institutions.
Were looking for new ways to engage our clients, business partners and alumni (former employees) in charity projects. For several years now weve supported the Spivakov International Charity Foundation, and for three years weve sponsored concerts by the foundations scholarship holders, held in the Kremlin Armoury, at which we award scholarships to the young talents. This year the initiative was supported by ZHASO Insurance Company, and we awarded scholarships to nine young musicians.
Weve also taken another step in providing professional assistance to help NGOs work more effectively by developing an NGO support policy. This policy states that we apply the same quality and risk management standards to NGOs as to all of our other clients. Finally, we continued to hold meetings between NGOs and our volunteers, and together with our long-standing CR partner Charity Aid Foundation, arranged Charity Club meetings. The Charity Club meetings held in the reporting period addressed issues like assessing charity programme and project efficiency, corporate philanthropy, government relations, supporting state-funded institutions and CR management. For volunteers, we held three meetings with representatives from the not-for-profit organisations Podari Zhizn, Liniya Zhizni and Big Brothers Big Sisters.
Weve significantly improved internal communications by creating a special section on PwC Russias intranet portal where employees can find our charity policies, donation distribution reports and information about foundations supported by PwC, and learn more about various projects and how to join them. PwC employees receive announcements of upcoming events by email, through which they can confirm their attendance immediately. Calendars with project information for the next three months hang on each floor of the PwC office. There is a new, regularly updated display case in the PwC Club with information on community activities and our environment programme. Our corporate TV features updates on PwCs charity and environmental campaigns. We continue to monitor our peoples opinion about our programmes. The 2010 Global People Survey shows that 84% of Russian respondents are satisfied with PwCs corporate responsibility activities. Over the last year and a half, PwC Russias offices donated over RUB 10.5 million in cash and in gifts-in-kind. Our people donated almost RUB 4.5 million of their own money to charitable projects in the areas of child welfare, culture and education.
Corporate Responsibility Report 15
Universities
PwC continued to expand its cooperation with Russian universities through active involvement in educating tomorrows responsible leaders. In addition to our traditional means of cooperation, weve developed new formats aimed at consolidating successes and attaining better results. In particular: Our leading specialists from different departments put together and delivered lectures for masters and bachelors programmes at Moscow State Institute of International Relations, the Higher School of Economics (HSE), Moscow State University (MSU), and the Finance University. Our employees gave about 1,550 hours of lectures. We engaged with student organisations, such as HSEs Business Club and the Students League of Plekhanov University. Together with the HSE Business Club we delivered two master classes. We also held Economics Department Day at MSU and organised workshops and round tables with students as part of PwC Week. Weve opened a PwC classroom at MSU to be used for regular classes and extracurricular activities run by PwC professionals. At the Ministry of Educations request, we carried out an expert assessment of the Finance Universitys masters degree programmes, a testimony to our good reputation in the educational community. Our stakeholders recognise PwCs engagement in the educational process, awarding the firm with certificates of merit on behalf of Moscow State University, the Finance University and Moscow State Institute of International Relations. Weve continued our project to provide university students with the opportunity to study for an ACCA qualification upon graduating from Moscow, Ekaterinburg, St Petersburg and Kazan universities. Over the past year and a half we signed documents on cooperation in the area of qualification exam preparation, including an agreement with Gorky Ural State University and letters of intent signed with the Finance University and Kazan (Privolzhsky) Federal University.
The Rectors Club continues to be an effective platform for maintaining dialogue between universities and employers. The clubs five meetings in the period were attended by representatives of seven leading Moscow and St Petersburg universities.
16
Were also expanding the geography of our cooperation as part of our regional expansion programme. In the reporting period we formed strong relationships and outlined cooperation plans with a number of regional universities: Kuban University, Kuban Agrarian University, Novosibirsk University, Novosibirsk University of Economics and Management, North Ossetia State University and Kazan (Privolzhsky) Federal University. Our cooperation with business schools has also continued. In 2010 PwC global network President Dennis M. Nally spoke at a meeting of the Skolkovo International Advisory Board, and also participated in a meeting of the Advisory Board
of the Graduate School of Management at St Petersburg State University. In 2009 we helped support the creation of the Graduate School of Managements Centre for Corporate Social Responsibility in order to conduct more extensive research into the topic and help prepare specialists in the field. PwC also actively supports the work of the New Economic School. The Rectors Club continues to be an effective platform for maintaining dialogue between universities and employers. The clubs five meetings in the period were attended by representatives of seven leading Moscow and St Petersburg universities.
Challenges and plans for the future

Recognising the importance of our active involvement in educating and developing tomorrows leaders, the firm will continue building mutually beneficial, long-term relationships with the countrys universities and aligning these relationships with our business strategy. Our next objective is to increase PwCs volunteer involvement, which should strengthen the culture of corporate responsibility not only at PwC, but in the communities in which our employees live and work. We want to focus our efforts on several major projects so that we can achieve greater results. Were seeking to better use our intellectual resources, engage volunteers in the Charity Committees work and implement a single programme in all the regions where we operate, while still taking into consideration local specifics.
17
Environment
Our objectives
Reducing our environmental impact continues to be one of our primary goals. PwCs Moscow office has been running its Small Steps campaign for several years, and now our regional offices are taking part as well (please see the Small Steps section, as well as information about other initiatives in our 2009 Corporate Responsibility Report).
18
Environmental standards in the new office

At the end of 2009, PwCs Moscow office moved to a new building in the White Square Office Centre. This was the final stage of a major operation that began with the PwC project team taking part in the design and construction of the new building. One of our top priorities was making sure that the new office complied with the worlds most advanced environmental standards. PwC took its cue from the worlds best examples of modern, environmentally friendly business centres: The offices floors are made of recycled materials. Our office furniture is made of PVC-free (polyvinylchloride-free) materials. We do not use chemicals containing chlorine or chloroorganic compounds for office cleaning. We reduced plastic cup use by 90% by replacing them with paper ones made from recycled materials. The buildings WCs are stocked with 100% recycled paper products. A smart lighting system allows us to reduce our electricity use. In addition to having a positive environmental effect, it has also reduced our average monthly electricity bills (by sq m) by 47% thanks to the following: Traditional light bulbs account for only 10% of all light bulbs in the office. The luminescent bulbs in the office are of the latest generation of energy-saving bulbs. In some parts of the office, we use automated illumination control systems that include photo relays, motion sensors and presence detectors. The office is also equipped with seasonal lighting (the lights automatically go off at a pre-set time, but can be turned on manually).
In 2010, our office won an award for implementing innovative technologies, including those meant to protect the environment. About 80 offices in Moscow, St Petersburg, Kyiv and Samara participated in the competition.
19
Our savings
We use large volumes of paper, but we have considerably reduced our consumption in recent years thanks to the Small Steps campaign. PwC has started sending documents electronically and introduced double-sided printing. The new office also has a controlled printing system. This means that when an employee sends a printing request to a network printer, they need to swipe their security pass card before the job will print. If the job has not been printed within a certain amount of time, the print request is automatically cancelled. This simple step has not only allowed the office to prevent large numbers of unclaimed documents from piling up near the printers and being sent straight to recycling, but has also provided for additional document security. Weve set another ambitious goal for ourselves: 100% recycling of all paper purchased by PwC Russia offices. In the St Petersburg office, paper is collected for confidential shredding and then sent for recycling. In Kazan, the firm is in negotiations with companies who collect paper for recycling. The Moscow office has special recycling bins for paper collection and further utilisation, with separate boxes provided for confidential and publicly-available documents. Lastly, we continue to pursue a policy of on-line subscription instead of distributing printed publications, where possible.
Implementing a pass-card printing system has reduced paper consumption by about 12%. The volume of our paper purchases went down by 12.72% as compared to the monthly average in the prior reporting period (FY09). We saved around 2,278 trees by recycling 132,934 tonnes of paper. Our average monthly electricity consumption was reduced by 7.87%.
Unfortunately, plastic recycling at PwC was discontinued due to the loss of the vendor. Currently, together with the landlord and other major tenants of the business centre, were looking for a reliable vendor to set up separate collection of packing materials and plastic. Were actively exchanging ideas and contacts and are looking for environmentally friendly solutions in cooperation with more than 30 other companies. The firm continues to measure the CO2 emissions of all its offices in Russia. A single methodology is being developed at the CEE regional level that would allow the entire regions overall emissions to be measured, and PwC Russia is taking an active part in discussions.
The Green Team

PwC employees play an active role in the firms environmental initiatives and are willing to go above and beyond for environmental protection. The Green Team has outlined several directions to pursue, including delivering lectures on environmental issues for students and schoolchildren as part of PwCs educational programmes, as well as providing informational support for green initiatives in the office.
The Green Team was established in 2010 and has had its first meeting to discuss areas of further activity.
20
Suppliers
The procurement policy, meant to streamline all significant purchases through the firms procurement team, is being reviewed for compliance with Russian legislation and internal PwC procedures. Such a review was carried out twice in the last period, in August 2009 and in June 2010. When we request quotes from suppliers and service providers, we also ask the biggest bidders about their corporate responsibility/environmental protection programmes. PwC works with 21 suppliers with whom contracts have been signed for RUB 10 million or more per year. We have signed appendices regarding corporate responsibility with eight of them and are negotiating signing such appendices with others.
We also carried out more detailed reviews of contacts with 42 major suppliers (with contracts per supplier worth more than RUB 2.5 million per year). We have reviewed or are currently reviewing 18 contracts (42%), and this process will continue.
Weve initiated the process of reviewing contracts with all existing suppliers with whom weve signed framework agreements. In the last 18 months, we received documents of incorporation from counterparties for 435 out of 553 contracts (79%), as compared to 23% during the previous period.
Use of public transport

PwC recommends using express trains to travel to and from the airport. A reminder of this pops up each time a car booking is made, and train timetables are available on our internal website. During summer of 2010, PwC organised bicycle and scooter parking in the buildings garage.

Some of our specific environmental goals have been described above (e.g., 100% recycling of all paper, selection of a reliable vendor for plastic collection and recycling, separate waste collection). Another goal is to have the amount of paper waste sent for recycling (directly or after shredding) match the amount of paper purchased as closely as possible. Well continue to develop a single methodology for measuring CO2 emission. We also aim to bolster the Green Teams activities and get more people involved. As yet, we have been unable to make regular visits to orphanages to talk to the children about environment protection, but these trips are still very much on our agenda.
21
People
Our objectives
The main premise of this part of the report remains unchanged: at PwC Russia, our people are our most valuable asset. The corporate responsibility mindset as far as people are concerned is about considering the impact of management decisions on employee morale and motivation, treating all people with respect in a fair and transparent way, promoting diversity, creating a safe, cutting-edge working environment and, finally, developing the skills and competences required from responsible leaders.
22
Learning and development

Its our responsibility to both our clients and our people to train and develop PwC employees so that they can realise their full potential and provide excellent service. A survey of university graduates who joined PwC in August 2010 shows that learning and development options provided by an employer tend to be a deciding factor in choosing a future job.
Why did you choose PwC? (August 2010)

Random choice More opportunities to learn and develop Reviwed the rating PwC ranks higher than other firms I considered I like the new office More high-profile clients Outbound secondments I liked the people better 0 5 10 15 20 25
Highlights of the past 18 months:

We built up a team of 98 tutors from among our most experienced and high-performing professionals. In 2010, our internal training programmes were accredited by the Russian Audit Chambers Institute of Continuing Professional Education. According to ACCA, our training programmes for ACCA qualification are regarded as the most successful in Russia: we achieved a pass rate of 64% during the most recent examination period.
In 2010, 25 people joined a new training programme developed by the In 2010, over 850 employees were studying Institute of Chartered Accountants for an ACCA qualification. After the 2010 summer in England and Wales for the Certificate examination session, 45 employees became new in Finance, Accounting and Business. affiliates or licence holders, which is a record-high Some 80% of the students passed pass rate. In 2010, a total of 77 employees their first exams under this programme obtained an ACCA qualification. successfully.
PwC Russia implements innovative learning techniques and maintains its status as a learning management expert. We make extensive use of interactive distance learning (e-learning), which allows us to easily keep learning materials up to date and save time on training activities. The proportion of formal classroom training to e-learning is 5:1. Apart from the internal training programmes across the three lines of service Assurance Sunny Academy,
Tax Academy and Business Consulting University PwC offers its employees training programmes aimed at developing their management and leadership potential. All employees that received a promotion in 2010 were embraced by our milestone programmes. For these programmes, experienced PwC partners and external experts act as tutors, sharing their knowledge of best practices in international and Russian business, as well as their own personal experiences.
23
Leadership programmes
PwC applies innovative leadership development methodologies. One of the most effective technologies is the programme of personal coaching and development aimed at improving performance and increasing peoples potential. Coaching is an integral part of team management. We organise special training programmes to improve the coaching culture and carry out annual assessments of coaches performance. On the CEE regional level we have programmes targeted at developing the leadership potential of high-performing managers. In the reporting period, 20 employees from Russia joined the Apollo and Leadership Challenge programmes. Genesis Park also continues to bear fruit. We described these programmes at length in our previous report.
Nadezhda Merkusheva, auditor, Genesis Park participant in 2010: Genesis Park is not just another PwC leadership programme; its a three-step process for developing PwCs future leaders. The process includes 1) raising self-awareness and developing authentic leadership qualities and skills, 2) building a network of global contacts and developing a strategic mindset, and 3) understanding that PwC is full of opportunities and a place where you can truly realise your potential!
24
Global Mobility
Creating opportunities for people to gain experience working in other offices, regions and territories is an important area of PwC Russias people development strategy. Staff mobility is one of the firms success factors. Over the last period, 15 people relocated to work in other PwC offices in Russia, while 49 went on outbound secondments.
Well-being
You can find detailed information about the firms efforts in this area in the relevant section of our 2009 CR Report. In the reporting period, the firm continued to focus on encouraging the healthy, balanced lifestyle of its employees. The move to the new office brought new efforts to improve staff well-being. Significant office space is allocated to leisure, with a special Wellness Area equipped with massage chairs, an office for a GP and specialist doctors, as well as a shower room, a relaxation room and space for yoga classes.
25
Communication
A robust feedback cycle is critical to being a responsible employer. Were continually analysing and improving our communication channels. The most important and comprehensive of these is the Global People Survey (GPS). The response rate for the 2010 GPS in PwC Russia was 83%, which is higher than in 2009, when we had a response rate of 62%. The People Engagement Index a combination of perceptions including satisfaction, commitment, pride, loyalty, a sense of personal responsibility, and willingness to be an advocate for the organisation was seven percent lower than the 2009 level, but higher than the PwC CEE regional result by five percent. Undoubtedly, this index was influenced both by the economic climate in general and by the fact that the employee response rate rose by a quarter against the prior year. However, the firms management is not inclined to simply write this off to the economic downturn and sees improving the People Engagement Index as one of its aims. One of the main areas for improvement based on the 2009 GPS results was the development of clear, honest and transparent communications at all levels. Weve created new communications forums, including open meetings between partners and staff to discuss topical issues like the firms strategy and its implementation, priority projects, career development and the reward system. Our whole system of internal communications has become more dynamic. With the help of our internal TV screens we deliver information to employees live via interviews with staff and prompt posting of the latest news. Based on the 2010 GPS results, weve identified three priority areas for improvement. These are: developing a coaching culture; promotion and reward of high performance; developing leadership skills at all levels of our organisation.
Ethics
PwC Russia prides itself on its reputation for doing business with integrity. Our ethics policy and Code of Conduct help us strengthen our clients and our peoples trust in us. In late 2010, we organised an Ethics Week that addressed, among other things, building effective and respectful relationships in teams. During Ethics Week, our in-house TV featured six interviews with the firms employees on issues related to team work and coaching. The week ended with an open meeting at which PwC Russias Ethics leader answered questions on ethics and business conduct. We engage staff who were nominated as Ethics Champions in ethics and business conduct-related workshops, communications and consultations. Our Ethics Champions held 16 mandatory ethics and business conduct workshops targeting employees promoted to senior consultant and manager positions. In the 2010 GPS, 79% of employees agreed with the statement People in my group display and actively promote high standards of business conduct in accordance with the PwC Code of Conduct. This is higher than last year. We have a whistleblower system in place and employees can report potential ethics violations by contacting an Ethics Champion, calling the internal Ethics Helpline or using an anonymous email address. Complaints are reviewed and appropriate actions are taken in response. The Ethics Committee leader reports to the Operations Committee on a quarterly basis.
26 Corporate Responsibility Report
Diversity
PwC Russias commitment to achieving diversity is reflected in our recruitment policy and learning and development curriculum. We continue to recruit from a wide range of faculties and universities. For example, in 2010 we recruited graduates for our Assurance line of service from 74 Russian universities and some overseas institutes. The share of graduates from regional universities is growing; in 2010 half of the young auditors beginning their career in PwC Russias Assurance practice were graduates from Moscow universities, while the other half came from regional ones. We regard team work and cultural exchanges between people from different backgrounds as one of our priorities. Graduates training and professional integration is one of our priorities for the next 2-3 years. We continue to focus on helping women progress to leadership positions. In 2010, two female partners were elected to the PwC Russia Operations Committee, and one female partner was elected to the regional CEE Operations Committee.
As of 31 December 2010, we had 150 expatriate staff members from 36 different countries (6.79% of our workforce).

The firms strategic focus as far as its people are concerned is turning PwC into a distinctive firm where each and every one of its staff can say with confidence, My relationship with PwC helps create the value Im looking for. In 2010 we set ourselves a number of tasks: to improve our reward system, internal communications, coaching culture and professional development, and to achieve greater consistency in management actions. We are changing for the better in a process of continuous improvement this is the way of life at PwC.
Apart from Russian partners, PwC Russia has partners from 10 countries: Australia, Canada, France, Germany, Ireland, New Zealand, South Africa, Switzerland, the United Kingdom and the USA.
27
Marketplace
Our objectives
In this area, our goals remained the same: to build and sustain long-term relationships in order to maintain our leading position in the marketplace. We deliver high-quality services, develop innovative solutions and support the development of sustainable business practices that help our clients to grow and strengthen their business. PwC contributes to shaping a competitive economy by facilitating the greater transparency and effectiveness of companies in Russia. In 2009, PwC celebrated 20 years in Russia. We marked this anniversary with an official reception for clients and by occupying the top position in ratings of audit and consulting companies. In the spring of 2010, we received the results of the Big Four brand health survey, conducted by an independent agency, which confirmed that our brand was the most highly recognisable and differentiated in Russia. .
28
Shaping the public agenda

We retained our leadership position, though the last 18 months were difficult for Russian business. The economic slowdown forced companies to adjust their demand for professional services. Where the total demand for our services did not change significantly, we experienced price pressure. However, the market pressure didnt affect our approach to the quality of our services or make us less attentive to client needs. To a certain extent, it prompted us to look for new solutions and services. As such, why our work during the past 18 months was marked by innovations, which corresponds with general economic trends in the country. The Russian government has set a new strategic direction in the countrys development: modernisation and putting the economy on the road to innovation. In July 2009, in response to this initiative Dennis M. Nally, President of PwCs global network, announced the opening of a PwC Centre for Technology and Innovation (CTI) in Russia during a meeting between Russian President Dmitry Medvedev and US President Barack Obama about business issues. The PwC Centre for Technology and Innovation in Silicon Valley has been around for over 20 years and is known for providing expert knowledge on new technologies. We held a number of meetings with stakeholders to ensure that our Russian CTI becomes an integral part of Russias innovation programme. As a result of these meetings, we identified several areas of work: publishing a Russian edition of our Technology Forecast, conducting research and issuing reports, taking part in forums on innovation and providing advice on innovative development. At the request of the Russian Presidential Administration we published a report on tax, financial and legal incentives for innovation in 11 countries. Together with the Russian Venture Corporation (RVC), ROSNANO and the Russian New Economic School we conducted a survey on the major barriers to innovation and modernisation in Russia. PwC works with Russias regions to develop innovation clusters. The firm has become the coordinator of the Expert Group for Reforming Russian Legislation to Promote Innovation for the State Dumas Committee for Economy and Entrepreneurship. In November 2010, PwC signed a Memorandum of Cooperation with RVC on training programmes for start-ups (fast-growing new companies, primarily in high-tech sectors). Were advisors on the Skolkovo project and have engaged top international experts for it. In our estimates, our total investments in developing Russias innovation economy amounted to about 1 million US dollars in the reporting period.
29
Working with regulators

In its dialogue with regulators, PwC uses different channels of communication, from participating in their briefings, surveys, delegations and projects to providing advice and sharing global best practices. Were active members of the committees and commissions of the Council for Audit Activities at the Russian Finance Ministry and the Russian Audit Chamber. One of the innovative plans of the past year was to create an International Financial Centre (IFC) in Moscow. PwC joined this activity by developing a road map and engaging our professionals in the Working Group at the Russian Federation Presidential Council on Developing Russias Financial Markets. Dennis M. Nally has joined the International Advisory Council on Establishing and Developing an International Financial Centre in the Russian Federation.
Thought Leadership
In June 2010, in cooperation with the St Petersburg International Economic Forum, we implemented an innovative marketing project. Especially for the forum, PwC developed the Deep Dive website (deepdive.forumspb.com), a unique intellectual product providing delegates with real-time access to analytical information. PwC also set up knowledge cafes for forum participants where they could find materials on the key forum topics. PwC continues to issue Thought Leadership reports to sustain knowledge sharing with the business community and monitor industry trends. During the past period, we issued about 130 such publications. PwC also supported an international conference celebrating the 20th anniversary of the Federal Tax Service in November 2010. In the last 18 months, PwC has organised and participated in more than 500 events.
30
Dialogue with clients

During interviews that we conducted in parallel with our brand research, our clients (CEOs and CFOs of major companies) told us how useful they find seminars and conferences organised by PwC. The same survey showed that we need to talk to our clients in simple and comprehensible language, and at the same time understand their expectations and explain how we can achieve their goals together with them. PwCs rebranding, launched in October 2010, was to a large extent brought about by client feedback. We changed not only the visual component of our brand; now our communication with clients is becoming simpler and clearer, were trying to listen more, and were more than ever focused on achieving the results our clients expect. Were doing a lot within the firm in order to comply with the new brand standards. In order to have an objective picture of our strengths and weaknesses with regard to our client service, five years ago we introduced an annual client feedback programme. In 2010, we sent 161 feedback requests to our key customers; of the 58 responses received, 86% gave PwC a positive appraisal. According to our Client Feedback Survey, in 2009 PwC Russias loyalty score was 8.3 out of 10, which, as in the previous period, falls in the good range. This information has helped us to proactively respond to the market, and we did not reduce the intensity of our communication with clients in this difficult economic period. We focused our efforts on areas of key importance for the country and business, coming forward with innovative ideas and solutions.
Z.F. Garaev, First Deputy Board Chairman, AK BARS Bank: Workshops devoted to IFRS theory and practice raised our staffs qualification to a qualitatively new level and the new knowledge was implemented in our work.
O.M. Konovalova, Deputy Director of the Department, head of control division of NOMOS Bank: I highly appreciate and respect the work done by you and your colleagues. I always go through your materials with interest (including the marketing materials you presented at the forum). Thanks to your efforts we have a chance not only to network, but to discuss the hot topics raised in research materials and publications issued by banking sector experts.
31
Professional and business associations

You can find detailed information about this in the Marketplace section of our 2009 Corporate Responsibility Report. Following our five-year collaboration with the Independent Directors Association, in 2010 PwC has started to develop its own programme for independent directors. Economic recovery after the recession required businesses to become more transparent and comply with stricter corporate governance standards. Regardless of the downturn, we were no less active in promoting corporate responsibility. In collaboration with the newspaper Vedomosti and the Donors Forum we continued to support the corporate philanthropy rating. Last year the rating attracted more companies, we held a preliminary training for participants, and the final conference brought together over 150 people.
Business associations of which PwC is a member can be found in Attachment 4.
Dialogue with alumni

We maintain an active dialogue with former PwC staff and the mass media. We launched the PwC Connect website, a social network developed to provide former and current staff with a simple and convenient way of communicating about work and other topics of interest.
32
Dialogue with mass media

During the past 18 months, we held 15 press events, and our share of voice among the Big Four was more than one third. PwC attracted 329 positive publications, making us the highest rated of the Big Four.

In making plans for the next period, we will continue to focus on building the new innovation economy, developing the financial market and creating an International Financial Centre in Moscow. Well continue to engage international specialists to help solve important issues in Russia. Without lowering the quality of services for our major clients, we plan to develop an approach for working with medium-size private companies to provide them with access to top-quality services. Well continue to contribute to regional development and plan to open offices in two more Russian cities.
33
Attachment 1
PwC Russias ratings and awards received in 2010
Leader in audit and consulting services in Russia by revenue, Expert RA rating agency, March 2010 PwC Russias legal practice, PricewaterhouseCoopers Legal CIS B.V., was recommended by the Legal 500 rating of leading Russian law firms Russian Transfer Pricing Firm of the Year 2010 and Transfer Pricing Firm of the Year in Europe 2010, International Tax Review magazine, May 2010 Best tax practice in Russia, World Finance magazine, 2009 Russian lead financial advisor of 2009, Acquisitions Monthly magazine, 2009 No. 1 in the IPO Auditor rating in terms of number and volume of deals for 2009, the ReDeal analytical group within the offerings.ru project The Femida Award in the category Audit for high standards of legal practice in the Russian Federation, professional independence and its contribution to the development of the business community and rule of law Russian Lead Insurance Auditor and Advisor for the 2009 All-Russia Gold Salamander insurance award The largest employer of young professionals 2009 in the first Business and Higher Education Partnership rating by the Russian Rectors Union (RRU) No. 1 in the rating TOP 50 Dream Employers for young professionals among audit and consultancy firms based on 2010 results, published by the newspaper Aktsiya
34
Attachment 2
Key stakeholders
Stakeholder Areas for cooperation Channels for cooperation Global People Survey Internal corporate intranet Focus groups Coaching Ethics Committee Alumni Club events Client feedback survey Brand health index Senior partner review visits Regular meetings People (current, former and potential Job and retention guarantees employees) Career growth and prospects Ethics issues
Clients
Business practices: challenges and opportunities Satisfaction with PwC service quality
Suppliers
PwCs CR strategy and requirements for suppliers Supplier challenges CR knowledge exchange Legal and regulatory framework New or revised legislation
Workshops Regular meetings
Government authorities and regulators
Regular meetings Work groups (led by PwC) Participation in professional organisations Rectors Club Lectures
Universities
Assistance to students in obtaining professional qualifications Education of tomorrows responsible leaders Opportunities for graduates Local communities needs Use of PwC staffs knowledge and experience to meet community needs Issues of mutual interest Shaping the public agenda Need for relevant information Importance of understanding business issues and PwCs position
Local communities, NGOs
Charity events Volunteering Enhanced efficiency of NGOs Active involvement Lead role in working groups and committees Training for journalists on business hot topics Press conferences on business trends
Business and professional associations
Mass media
35
Attachment 3
NGOs that PwC supports
Name Big Brothers Big Sisters of Russia Marias Children Art Center Description A one-to-one mentoring programme for at-risk children Helping orphaned children with special needs become full members of society by supporting their social, psychological and intellectual rehabilitation through various creative activities Creating and developing a system for helping people with autism in Russia Children's sport club Developing tolerance and cooperation in children and adults Providing financial, medical and educational support for physically and mentally disabled children in Russia Restoring the unique cultural milieu of Leo Tolstoy's life and times
Dobro Autistic Children's Aid Society Yuny Spartakovets The Circle Diema's Dream Leo Tolstoy Museum-Estate Yasnaya Polyana (including the town of Krapivna) The Vladimir Spivakov International Charity Foundation Tchaikovsky Symphony Orchestra of Moscow Junior Achievement Russia Partners in Hope - Big Change project Downside Up Charities Aid Foundation Russia
Supporting talented young musicians, artists and dancers Supporting cultural education projects and talented children Developing and promoting JA's business and economic educational programmes for youth through partnership between the business and educational communities Supporting Russian NGOs that work with vulnerable children and their families Supporting families and state and non-profit organisations in teaching, raising and integrating children with Down syndrome into society Working to raise donations, create favourable conditions for philanthropy's development, and provide assistance to charity organisations and their supporters Providing graduates of children's homes with high-quality education free of charge (both academic and life skills) Helping our neighbours and promoting society's spiritual traditions Helping children with cancer, blood diseases, and other serious illnesses Reducing the rate of child death from illnesses that could be treated with modern medicine Providing 18 to 28 year-olds that graduated from children's homes with basic training in non-commercial organisations as well as practice in companies that participate in the project
Russian Orphan Opportunity Fund Sofia Foundation Podari Zhizn Liniya Zhizni A Chance to Work project
36
Attachment 4
Business associations of which PwC is a member
Association of European Businesses (AEB) Canada Eurasia Russia Business Association (CERBA) BUSINESS ASSOCIATIONS American Chamber of Commerce (AmCham) Independent Directors Association (IDA) Russian Managers Association (AMR) U.S.-Russia Business Council (USRBC) Russo-British Chamber of Commerce (RBCC) Russian Union of Industrialists and Entrepreneurs (RSPP) Russian-German Chamber of Commerce (AHK) Japanese Business Club American Chamber of Commerce St Petersburg Chapter (AmCham) BUSINESS ASSOCIATIONS IN REGIONS St Petersburg International Business Association (SPIBA) Association of Businesses and Entrepreneurs of the Republic of Tatarstan Chamber of Commerce and Industry of the Republic of Tatarstan Leningrad Region Chamber of Commerce St Petersburg Audit Chamber Russian Private Equity and Venture Capital Association (RVCA) Russian Audit Chamber (RAC) PROFESSIONAL ASSOCIATIONS Institute of Internal Auditors (IIA) Association of Certified Fraud Examiners (ACFE) Association of International Pharmaceutical Manufacturers (AIPM) Association of Russian Banks (ARB) Cambridge Energy Research Associates, Inc. (CERA) International Business Leaders Forum (IBLF) Mining Advisory Council (MAC) Russian Insurance Association (All) Urban Land Institute (ULI) Guild of Actuaries
37
GRI Content Index

Standard disclosures: Profile disclosures
GRI Index 1.1 Description Commentary and/or cross references Reported1 Page in report 5 1. Strategy and analysis Statement from the most senior decision-maker of the organisation about the relevance of sustainability to the organisation and its strategy. Description of key impacts, risks, and opportunities. Name of the organisation. Primary brands, products, and/or services. Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures. Location of organisation's headquarters. Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report. Nature of ownership and legal form. Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries). Scale of the reporting organization. Significant changes during the reporting period regarding size, structure, or ownership. Awards received in the reporting period. Letter from the Managing Partner of PwC Russia Our CR agenda, Four main CR focus areas Glossary of terms PwC Russia: A few facts and figures Glossary of terms +
1.2 2.1 2.2 2.3
+ + +
8 42 6 42
2. Organisational profile
2.4 2.5
Contact information The report covers only Russia and cities in Russia: Moscow, St Petersburg, Ekaterinburg and Kazan Private, Glossary of terms PwC Russia: A few facts and figures; cities in Russia: Moscow, St Petersburg, Ekaterinburg and Kazan PwC Russia: A few facts and figures No significant changes in the reporting period Attachment 1
+ +
44 43
2.6 2.7
+ +
43 6, 43
2.8 2.9 2.10
+ +
34
3. Report parameters REPORT PROFILE 3.1 3.2 Reporting period (e.g., fiscal/calendar year) for information provided. Date of most recent previous report (if any). Our report Our previous report, covering the 2009 financial year (from 1 July 2008 to 30 June 2009), was published 31 March 2010 Our report Contact information + + 11
3.3 3.4
Reporting cycle (annual, biennial, etc.) Contact point for questions regarding the report or its contents. Process for defining report content. Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). State any specific limitations on the scope or boundary of the report.
+ +
11 44
REPORT SCOPE AND BOUNDARY 3.5 3.6 3.7 3.8 Our CR agenda, Four main CR focus areas Cities in Russia: Moscow, St Petersburg, Ekaterinburg and Kazan Cities in Russia: Moscow, St Petersburg, Ekaterinburg and Kazan + + + 8 6 6
Basis for reporting on joint ventures, subsidiaries, leased The report reflects the activities of PwC facilities, outsourced operations, and other entities that Russia can significantly affect comparability from period to period and/or between organizations.
+ Fully reported Partially reported Omitted
38
GRI Index 3.9
Description Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report. 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). Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. Table identifying the location of the Standard Disclosures in the report. Policy and current practice with regard to seeking external assurance for the report.
Commentary and/or cross references We used PwC Russias internal methods for collecting information, for example, HR policy, financial reporting, etc. No restatements of information
Reported1
Page in report
3.10
3.11
No significant changes
GRI CONTENT INDEx 3.12 GRI Content Index + 38
ASSURANCE 3.13 External assurance not planned
4. Governance, Commitments, and Engagement GOVERNANCE 4.1 Governance structure of the organization, including Not applicable committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight. Indicate whether the Chair of the highest governance body is also an executive officer (and, if so, their function within the organisations management and the reasons for this arrangement). For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members. Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization's performance (including social and environmental performance). Processes in place for the highest governance body to ensure conflicts of interest are avoided. Not applicable -
4.2
4.3
Not applicable
4.4
Communication
26
4.5
We have a set of KPIs for this
4.6
PwC Russia has procedures for checking and identifying potential conflicts (relationship checks) along with procedures to prevent and avoid conflicts of interest in projects (strict confidentiality, division of teams working on different projects, etc.) Introduction, Corporate responsibility, Our CR agenda, Four main CR focus areas, Community, Environment, People, Marketplace
4.8
Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation.
5, 8, 9, 12, 18, 22, 28
39
GRI Index 4.10
Description Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance. Explanation of whether and how the precautionary approach or principle is addressed by the organization. Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses. Memberships in associations (such as industry associations) and/or national/international advocacy organizations.
Commentary and/or cross references People section
Reported1 -
Page in report 22
COMMITMENTS TO ExTERNAL INITIATIVES 4.11 PwC Russias risk management procedures cover all aspects of PwCs activities and are aimed at mitigating various types of risk. PwC participates in associations and other organisations whose goals is to promote investment and economic development Attachment 4 PwC participates in associations and other organisations whose goals is to promote investment and economic development Attachment 2 Attachment 2 Attachment 2 +
4.12
4.13
37
STAKEhOLDER ENGAGEMENT 4.14 4.15 4.16 List of stakeholder groups engaged by the organization. Basis for identification and selection of stakeholders with whom to engage. Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. 35 35 35
4.17
Annual Client Feedback Programme, Global People Survey
5. Disclosures on Management Approach and Performance Indicators ECONOMIC Market presence EC6 Policy, practices, and proportion of spending on locallybased suppliers at significant locations of operation. Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement. Environment section 18
Indirect economic impacts 8 Community section 12
ENVIRONMENTAL Energy EN5 EN7 Energy saved due to conservation and efficiency improvements. Initiatives to reduce indirect energy consumption and reductions achieved. Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation. Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations. Environment section Environment section 18 18
Products and services EN26 Environment section 18
Compliance EN28 PwC did not incur significant fines or non-money sanctions for non-compliance with environmental laws and regulations in the reporting period. Not applicable, since PwC is not the owner of its office buildings +
Overall EN30 Total environmental protection expenditures and investments by type.
SOCIAL: LABOR PRACTICES AND DECENT WORK Employment LA1 Total workforce by employment type, employment contract, and region. Total number and rate of employee turnover by age group, gender, and region. 2031 permanent employees, 179 temporary employees, of which 7 work under service contracts People section
LA2
5, 22
40
GRI Index LA10
Description
Commentary and/or cross references
Reported1
Page in report 5, 24
Training and education Average hours of training per year per employee by employee category. Average hours of training per year per employee by employee category: Assistant managers and below 100 hours Managers and above - 84 hours Average hours of e-learning per employee - 17 Average hours of language study per employee - 4 Average hours of professional qualifications study per employee - 67
LA11
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. 100%
22
LA12
SOCIAL: hUMAN RIGhTS Non-discrimination hR4 Total number of incidents of discrimination and actions taken. People section + SOCIAL: SOCIETY Corruption SO4 Actions taken in response to incidents of corruption. No incidents identified in the reporting period. PwC did not incur significant fines or non-money sanctions for non-compliance with laws and regulations in the reporting period. +
Compliance SO8 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations. +
SOCIAL: PRODUCT RESPONSIBILITY Customer privacy PR8 Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data. As of the time of printing, not one of the PwC firms had received any complaints regarding breaches of customer privacy or losses of customer data. We have a system for receiving, considering and processing these kinds of complaints. We also have an internal department that implements solutions for protecting personal data and other confidential information. +
GRI Application Level

Mandatory + Report Externally Assured B B+ Report Externally Assured A A+ Report Externally Assured
41
Self declared
Optional
Third party checked
GRI checked
Glossary of terms
ACCA Apollo Assurance Sunny Academy Association of Chartered Certified Accountants A modular programme for developing critical capabilities in areas such as leadership, client relationships, people management and market strategy Annual professional training for PwC auditors that have worked with the firm for over a year. This training is held abroad. Participants enrich their knowledge of accounting and audit, learn about amendments to IFRS, and receive a continuing education certificate A series of four or five international training events conducted in different countries. The university is the main training component for developing the specialised knowledge and skills required in advisory and consulting work. Each event includes more than 40 different courses run in parallel over the course of a week, as well as a number of meetings aimed at internal networking The CTI was created in 2009 to facilitate new technologies and innovations in the Russian market. An international team of leading PwC specialists help work out strategies and a system for stimulating innovation within companies, sectors and regions A division of the PwC global network that includes the UK, continental Europe, the Middle East, India, Pakistan, Sri Lanka, Africa, the Channel Islands, Gibraltar, Iceland and the Isle of Man A club established by PwC in 2008 to provide non-governmental organisations and members of the business community with a platform to discuss issues and share experiences in the area of corporate philanthropy PwC Russias committee that decides the firms CR strategy and which projects to support. It comprises three subcommittees: children, culture and education An initiative started by PwC and supported by the Russian business community under which funds that were originally allocated for corporate gifts to clients are instead donated to charity A programme aimed at encouraging meaningful conversations with clients in order to strengthen our relationships and improve the quality of services. The CFP focuses on measuring a client's loyalty to PwC via an online survey and senior partner review visits. This loyalty score is one of our KPIs PwC global guidance on standards of integrity and business conduct PwC Russias corporate philanthropy programme Deep Dive (deepdive.forumspb.com) is a website development by PwC as a knowledge resource for economic forums for which PwC is a knowledge partner. Through the Deep Dive website, forum participants can receive information about the sessions as well as learn about key trends and analysis in Fast Facts a short, easy to digest format presenting up-to-date information on the global economy A network of senior staff members who serve as role models and first points of contact for our people when they have questions about ethics or the Code of Conduct PwC Russias committee responsible for reviewing ethics complaints and building a strong corporate culture based on PwCs corporate values, integrity, respect and social responsibility Our whistleblower system: an internal telephone line and an anonymous e-mail address for partners and staff to raise ethical issues, report alleged improprieties, or seek guidance on ethics and business conduct
Business Consulting University
Centre for Technology and Innovation (CTI) Central Cluster
Charity Club
Charity Committee Charity Instead of Gifts
Client Feedback Programme (CFP)
Code of Conduct Connected to Russia Deep Dive
Ethics Champions Ethics Committee
Ethics Helpline
42
Genesis Park
An international project for developing leadership skills, enabling our best employees to develop their professional skills and become outstanding leaders more quickly. Thanks to the programmes length, the multinational make-up of the participants and the attention to matters of business and personal development, Genesis Park provides participants with unique opportunities to grow The United Nations Global Compact is a strategic policy initiative for businesses that are committed to aligning their operations and strategies with ten universally accepted principles in the areas of human rights, labour, environment and anti-corruption PwCs programme that finds global placements for talented staff to support career progression, personal development, cultural awareness, global networking and relationship building, as well as to provide the opportunity to live, work and travel abroad PwCs annual employee survey, which provides the firm with critical information about how our people feel about working at PwC and what their priorities are. It provides an opportunity for everyone to have their say and for the leaders to gain essential information upon which to act and base future decisions A set of reporting principles that organisations can use to measure and report on their economic, environmental and social performance A quantifiable measure or statistic that measures progress towards goals and helps to identify areas for improvement A specially designed long-term programme for developing future PwC leaders Committee consisting of senior partners of PwC PwCs approach to managing staff performance through regular coaching on an individual basis, as well as a process through which the top management can appraise its own performance in relation to the economic, environmental and social performance of the organisation PricewaterhouseCoopers and PwC refer to member firms of PricewaterhouseCoopers International Limited. There are several member firms operating in Russia for example, ZAO PricewaterhouseCoopers Audit and its affiliates PricewaterhouseCoopers Russia B.V. (the Netherlands) and PricewaterhouseCoopers Legal CIS B.V. (the Netherlands) A social networking website specially created for PwC employees and alumni where they can discuss professional and other matters The PwC Experience is our commitment to making PwC distinctive by consistently exhibiting behaviours that facilitate the success of our clients and people. It is one of the PwC networks most important priorities An open platform for dialogue between PwC and leading universities Ensuring the marginalised and those living in poverty have greater participation in the decision-making which affects their lives, allowing them to improve their living standards and their overall well-being Groups or individuals who affect or can be affected by PwCs activities: employees (past, present and future), clients, suppliers, the government and regulatory agencies, universities, local communities, NGOs, professional and business associations, the mass media A four-year development programme aimed at developing recent graduates into tax professionals that combines technical and soft skills modules and includes regular tests and assessments Surveys, reports, analysis and business forecasts presenting PwCs outlook on important market trends and business events PwC Russias internal intranet portal
Global Compact
Global Mobility
Global People Survey (GPS)
Global Reporting Initiative G3 Guidelines (GRI G3) Key performance indicator (KPI) Leadership Challenge Operations Committee (Ops Com) Personal Coaching and Development (PC&D)
PwC
PwC Connect PwC Experience
Rectors Club Social inclusion
Stakeholders
Tax Academy
Thought Leadership (TL) Your Connection (YC)
43
Contact information
Please send your feedback and suggestions to Lioudmila Mamet, PwC CEE Corporate Responsibility Leader, by e-mail: lioudmila.mamet@ru.pwc.com Or to Anna Aristova, CR Program Manager, at anna.aristova@ru.pwc.com Or to the address: 10 Butyrsky Val, Moscow, Russia, 125047
2011 ZAO PricewaterhouseCoopers Audit and PricewaterhouseCoopers Russia B.V. All rights reserved. In this document PwC refers jointly to ZAO PricewaterhouseCoopers Audit and PricewaterhouseCoopers Russia B.V. or, as the context requires, other member firms of PricewaterhouseCoopers International Limited, each of which is a separate legal entity.

Our Future - Our Responsibility

Enviado por

Dados do documento

Título original

Direitos autorais

Formatos disponíveis

Compartilhar este documento

Compartilhar ou incorporar documento

Opções de compartilhamento

Você considera este documento útil?

Este conteúdo é inapropriado?

Direitos autorais:

Formatos disponíveis

Our Future - Our Responsibility

Enviado por

Direitos autorais:

Formatos disponíveis

www.pwc.

Our Future Our Responsibility

PwC Russia Corporate Responsibility Report

Corporate Responsibility Report

Lioudmila Mamet PwC CEE Corporate Responsibility Leader

Terms in bold italics can be found in the Glossary on pg 42

Corporate Responsibility Report

Peter Gerendasi Managing Partner PwC Russia

Corporate Responsibility Report

PwC Russia: a few facts and figures

PwC Russia highlights:

2,000 employees (as of 31 December 2010) working in six offices

188 hours of learning and development per employee were delivered

Corporate Responsibility Report

The PwC Experience

Corporate Responsibility Report

Community Environment People Marketplace

Corporate Responsibility Report

Four main CR focus areas

Corporate Responsibility Report

Management and governance of CR at PwC Russia

Corporate Responsibility Report

Corporate Responsibility Report

NGOs that PwC supports are provided in Attachment 3.

Corporate Responsibility Report

Corporate Responsibility Report

Corporate Responsibility Report

Corporate Responsibility Report

Challenges and plans for the future

Corporate Responsibility Report

Corporate Responsibility Report

Environmental standards in the new office

Corporate Responsibility Report

The Green Team

Corporate Responsibility Report

Use of public transport

Challenges and plans for the future

Corporate Responsibility Report

Corporate Responsibility Report

Learning and development

Why did you choose PwC? (August 2010)

Highlights of the past 18 months:

Corporate Responsibility Report

Corporate Responsibility Report

Corporate Responsibility Report

Challenges and plans for the future

Corporate Responsibility Report

Corporate Responsibility Report

Shaping the public agenda

Corporate Responsibility Report

Working with regulators

Corporate Responsibility Report

Dialogue with clients

Corporate Responsibility Report

Professional and business associations

Business associations of which PwC is a member can be found in Attachment 4.

Dialogue with alumni

Corporate Responsibility Report

Dialogue with mass media

Challenges and plans for the future

Corporate Responsibility Report

Corporate Responsibility Report

Workshops Regular meetings