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Our Future – Our Responsibility


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Second corporate responsibility report covers the 18-month period from 1 July 2009 to 31 December 2010.
This report highlights our efforts to have a positive impact in our four main CR focus areas: Community, Environment, People and Marketplace.

Published in: Business, Economy & Finance
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Our Future – Our Responsibility

  1. 1. Our Future – Our ResponsibilityPwC Russia CorporateResponsibility Report
  2. 2. 2 Corporate Responsibility Report
  3. 3. ContentIntroduction 4A letter from Peter Gerendasi, Managing Partner of PwC Russia 5PwC Russia: A few facts and figures 6Corporate responsibility 7Our CR agenda 8Four main CR focus areas 9Our stakeholders 10Management and governance of CR at PwC Russia 10Our report 11Community 12 Our objectives 12 Local communities 13 Universities 16 Challenges and plans for the future 17Environment 18 Our objectives 18 Environmental standards in the new office 19 Our savings 20 The Green Team 20 Suppliers 21 Use of public transport 21 Challenges and plans for the future 21People 22 Our objectives 22 Learning and development 23 Leadership programmes 24 Global Mobility 25 Well-being 25 Communication 26 Ethics 26 Diversity 27 Challenges and plans for the future 27Marketplace 28 Our objectives 28 Shaping the public agenda 29 Working with regulators 30 Thought Leadership 30 Dialogue with clients 31 Professional and business associations 32 Dialogue with alumni 32 Dialogue with mass media 33 Challenges and plans for the future 33Attachment 1. PwC Russia’s ratings and awards received in 2010 34Attachment 2. Key stakeholders 35Attachment 3. Non-governmental organisations 36Attachment 4. Business associations 37GRI Content Index 38Glossary of terms 42Contact information 44 Corporate Responsibility Report 3
  4. 4. Introduction As in previous years, the concept of corporate responsibility (CR) continues to be a vital element of the PwC 1 network’s 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 successfulLioudmila Mamet long-term business development. This is our second CR report, and we don’t aimPwC CEE Corporate Responsibility to give a detailed description of all the CR projects that we’ve initiated here.Leader Rather, our objective is to provide transparent and accurate information on the most important aspects of PwC’s corporate responsibility programme, as well as our key accomplishments and the tasks that still lay ahead. We have a good understanding of our programme’s 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. 1 Terms in bold italics can be found in the Glossary on pg 424 Corporate Responsibility Report
  5. 5. A letterfrom Peter Gerendasi,Managing Partner ofPwC RussiaDear readers,I am pleased to present PwC Russia’s second corporate satisfaction with our corporate responsibility efforts,responsibility report, covering the period 1 July 2009 through confirming that we are on the right track.31 December 2010. In our previous report, we focused on the Many notable events have occurred since the publicationresults achieved in our first year of implementing a regional of our first CR report. These include:corporate responsibility strategy, with the aim of givingreaders a picture of our place in the business community, our • We celebrated PwC’s 20-year anniversary in Russia.influence among our extensive circle of stakeholders, and our • We have continued to build up our strategic potentialoverall mission and objectives. It’s time now for a new report, by creating new service offerings that reflect the needsand looking back at the past year and a half, I am proud of of our clients, and by expanding our geographicalwhat we have succeeding in doing in the area of corporate footprint across Russia.responsibility. • In the aftermath of the crisis, we have succeeded inI am especially proud of our local community outreach retaining a talented pool of employees and continued ourprogramme and all the diverse initiatives that it encompasses. investment in their professional and personal development.Our focus has shifted away from simply providing assistancein response to our partners’ requests towards a more • We have made a committed effort to participate in majorintegrated strategic approach to selecting which programmes innovation-driven initiatives and projects on a nationalto support. We have developed a policy that encourages scale, such as the Skolkovo Innovation Centre, the Sochivolunteerism and tried to focus on putting the extensive 2014 Winter Olympics and the project to transformknowledge and expertise of our people to work where they Moscow into an international financial centre.are needed most. PwC Russia is already over 20 years old, and a significantWe’re continuing our efforts to reduce our environmental factor in our successful growth in the Russian market hasfootprint. The move to our new office, where we have made been our commitment to corporate responsibility. It’s ourevery effort to incorporate progressive international mission to fully integrate CR into our business model andenvironmental standards, represents a qualitatively new stage decision-making processes, and to increase our influencein this critical endeavour. We’ve retained our leadership within the broader society around us.position in the market despite vigorous competition and Our initial steps and successes have given us the confidencecontinue to work toward building value for our clients to believe that, working together, we can create a sustainablethrough trust-based relationships. We contribute to the future for all of us.development of responsible leaders of the future who willhave the experience, knowledge and ability to foster strongrelationships and build value for our clients.We’re pleased that our CR initiatives enjoy the solid support Peter Gerendasiof our people. According to a global survey conducted Managing Partnerin 2010, 84% of PwC Russia respondents expressed PwC Russia Corporate Responsibility Report 5
  6. 6. PwC Russia:a few facts and figuresPwC is the leading professional services network in the world. Our client base comprises 2,000 companies, includingPwC firms provide industry-focused assurance, tax and 166 companies from the Expert 400 list, accounting foradvisory services. More than 161,000 people in 154 countries 73% of the list’s revenue. Among our clients are:across our network share their thinking, experience and • 4 of the 10 largest ferrous metallurgy companiessolutions to develop fresh perspectives and practical advice. • 7 of the 10 largest retail companiesRecently PwC celebrated 20 years in Russia. We keepgrowing, with offices now in six cities: Moscow, • 9 of the 10 largest oil and gas companiesSt Petersburg, Kazan, Ekaterinburg, Yuzhno-Sakhalinsk • 10 of the 10 largest banksand Vladikavkaz. • 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 • Over 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 1.6 Corporate Responsibility Report
  7. 7. Corporate responsibilitySince 2008, when a corresponding programme was adopted Our idea of corporate responsibility is closely tiedby the Central and Eastern Europe (CEE) regional network, to what we refer to as the core of our corporate culture –PwC Russia firms have regarded corporate responsibility as the PwC Experience. The PwC Experience underpins ouran integral part of their strategy. Prior to this, we had been business strategy and forms the basis for most of our internalimplementing a charity programme under the name learning and development programmes. Its core principles are:Connected to Russia for a number of years. • We invest in relationships • We share and collaborateWe detailed our first steps under the Connected to Russia • We put ourselves in each others’ shoesprogramme in our 2009 CR report. We still take pride inthe initiatives that grew beyond PwC to attract hundreds of • We enhance value through qualitycollaborators (see 2009 PwC Corporate Responsibility Report, In many ways, the PwC Experience philosophy complementsCharity Instead of Gifts, Charity Club meetings). However, our goals in the area of corporate responsibility: both focus ontime goes on, and while we give the past its due, we’re making relations with stakeholders, be they internal or external, bothambitions plans for the future, expanding our business and focus on increasing the positive impact we have, and bothshaping the public agenda, developing further our system derive their strength from our core values of leadership,of key performance indicators. excellence and teamwork. The PwC Experience The PwC Experience is a reflection of our efforts to ensure PwC’s sustainable competitive edge and contribute to our clients’ and employees’ success. Across the whole of PwC’s international network, bringing the PwC Experience to life is one of our top priorities. Corporate Responsibility Report 7
  8. 8. Our CR agendaGlobally, PwC is a signatory to the UN Global Compact. In 2010 the PwC Global Corporate Responsibility BoardIn addition, in 2009 PwC signed up to the RSPP (Russian outlined a strategy for CR’s further development, centredUnion of Industrialists and Entrepreneurs) Social Charter on three key themes: climate change, education andof Russian Business, which is a set principles for responsible social inclusion/diversity. These themes serve as the guidingbusiness practices. In doing so, the firm assumed a voluntary principles that focus our actions in each of the aboveobligation to follow these principles in our interaction with four CR areas. PwC’s global sustainability programmelocal communities, investors, business partners, emphasises the importance of coordinating our CR effortsthe authorities, workers and civil society. and the PwC Experience behaviours, maintaining dialogue with stakeholders, and embedding these values and behaviours in our core activity.Our choice is to do good business, act responsibly vis-à-vis all In all of Russia’s regions where we operate, we implementour stakeholders, have a long-lasting positive impact on the programmes under a common plan, with consideration forcommunity, lead the way, and articulate with confidence our regional specifics and stakeholder needs. In the reportingvision of a sustainable future. We see our goal in making sure period we’ve achieved better coordination of CR activities inthat our corporate responsibility activities are aligned with our regional offices; they’ve become better aligned with ourour overall business strategy. strategy and organisational structure. We have identified four key areas where we measure our impact on stakeholders: • Community • Environment • People • Marketplace8 Corporate Responsibility Report
  9. 9. Four main CR focus areasOur main goal in the Community area is to be a good Our focus in the People area is promoting a culture thatcorporate citizen and act responsibly. We take our share will help our employees realise their full potential by usingof responsibility for the well-being of the local communities progressive training methodologies and rewarding highin which we operate. We continue to implement our performance. The economic downturn could not but affectcorporate philanthropy programme and engage with PwC’s business, but the company continued investing inRussian universities. PwC actively encourages volunteering professional development and talent management programmes.and supports disadvantaged social groups and NGOs. In particular, we have continued to improve our coachingWe describe our volunteering policy in detail in the system, have created new forums for active dialogue withCommunity section of this report. In volunteering we try employees and have improved our communications with maximise the impact of our main intellectual asset – The firm’s move to the new office provided new opportunitiesthe knowledge and expertise of our staff – and we’re working for taking better care of employees’ extend the educational component of our corporatephilanthropy programme. In the area of Marketplace we focus on innovation. We never lose sight of our priority goal: the high qualityOur efforts in the Environment area are aimed at of our services, professional expertise and business conduct.managing our environmental impact. The nature of our We understand that the world is changing and the knowledge,business activity has not changed: we continue to consume business practices and solutions that have ensured ourelectricity and paper, and our employees frequently travel leading market position in the past are no longer enough inon business. We have carried on with our Small Steps the current environment. Market leaders today need to takeprogramme (please see the 2009 PwC Corporate innovative approaches to traditional services, and haveResponsibility Report for more details). But most importantly, an in-depth understanding of the client’s business and insightwe have achieved a much higher level of control over our into areas that traditionally were outside the focus of theenvironmental footprint through concerted efforts to make business community. Our clients expect us to act in a fairour new office at the White Square Office Centre progressive and ethical way, be transparent, provide high-quality servicesand state-of-the-art in terms of technical facilities and in good faith, and play a leading role in shaping the publicamenities. 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. Corporate Responsibility Report 9
  10. 10. Our stakeholdersOur stakeholders are groups or individuals who are affectedby PwC’s activities, or who can affect ours. Many diversestakeholders and stakeholder groups are important for us,and our interaction with them forms the basis of ourcorporate responsibility programme.We’ve identified key stakeholders in each of the four CR focusareas, and in the reporting period we engaged in a moreactive dialogue with some of them (e.g., with PwC employeesand NGOs). We should be further improving our stakeholderdialogue both in terms of its regularity and depth.Stakeholder engagement is an ongoing process requiringtime and effort. Our aim is to systematise this processand create communication channels that will ensure thisdialogue is ongoing. Attachment 2 summarises our main groups of stakeholders and various communication channels with them.Management and governanceof CR at PwC RussiaCR at PwC Russia is led by the CR steering group. The group, In 2004 we formed our Charity Committee,led by a partner, includes four leaders responsible for which currently has 13 members. Our charitydeveloping a corporate responsibility strategy in alignmentwith the firm’s overall business strategy as well as for focus remains on child welfare, educationoverseeing its implementation. Each office in Russia has and culture.a CR champion to help oversee project implementation In 2010 we completed 27 projects, managedlocally. On a quarterly basis, the CR leader reports to theOperations Committee, made up of senior partners. by three subcommittees. Our community work is carried out along the following three lines:The CR leader is on the regional CEE and Central Cluster funding, professional assistance and volunteering.leadership teams.In 2004 we formed our Charity Committee, which currentlyhas 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 iscarried out along the following three lines: funding,professional assistance and volunteering. Please see the Community section for more details.10 Corporate Responsibility Report
  11. 11. 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 we’re 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. We’ve 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. We’ve 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. Corporate Responsibility Report 11
  12. 12. CommunityOur objectivesThis section outlines our engagement programme with two main stakeholdergroups: local communities in Moscow, St Petersburg, Ekaterinburg and Kazan;and universities. Because human capital is PwC’s most valuable asset, we gearour programme towards developing intellectual potential, enhancing professionalexpertise, active participation in growing tomorrow’s responsible leaders andengaging our employees in our community programme. NGOs that PwC supports are provided in Attachment 3.12 Corporate Responsibility Report
  13. 13. Local communitiesLast year we set ourselves the following major goals:• effectively collaborating with the community at large, with a focus on the educational element (using PwC’s intellectual potential);• actively involving PwC employees in volunteer work;• identifying key projects and making concerted efforts to ensure their successful implementation.We’ve identified projects that are in line with our strategy and A number of volunteers have taken the initiative to takehelp change life for the better through our volunteers’ direct charge of certain projects. For example, all our orphanagesinvolvement. We focus on the educational element in virtually have volunteers-in-charge who visit the children togetherall projects, as this is where we feel we can make the biggest with their colleagues. Our volunteers themselves organiseimpact. During the reporting period we carried out 27 charity visits for kids from children’s homes to the Moscowprojects. We’ll continue to work at selecting those projects International House of Music, the theatre or the bowling alley.have a real positive impact on our stakeholders.To increase volunteer involvement, in early 2010 we adopteda policy based on CR best practices that provides staff with Anna Sotskova, PwC volunteer:one working day per year to do charity work, be it organised “Natalya Sats Theatre is one of my favourite childhoodby our Charity Committee or chosen individually. In our memories, a place where we were once taken as childrenestimate, in the reporting period over 200 volunteers gave and where we’d like to take our own kids. The childrenapproximately 2,900 hours to various charity activities. 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 won’t be the last time we meet up. We’re 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 PwC’s 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. Corporate Responsibility Report 13
  14. 14. In August 2010 a PwC team participated in the Kaluga- Our cooperation with NGOs has taken on a new flavour.Moscow Downside Up Charity Bike Ride for the first time For the first time in our history, we celebrated February’sand became one of its prize-winners. PwC’s football International Corporate Philanthropy Day by running jobteam participated in three Downside Up Charity Football motivation training for NGOs. This opened up a seriestournaments in the reporting period. These are just some of of training sessions on topics selected by NGOthe examples of our long-term cooperation with Downside Up, representatives.which began in 2008 with our Mt Elbrus climb that raisedUSD 100,000 for the foundation. Elena Gorbylyova, senior specialist in businessIn response to a desire expressed by our employees to donate development at the Leo Tolstoy Estate Museumfunds to help sick children, we developed a donation at Yasnaya Polyana, says:distribution policy. In the past year and a half, we raisedover RUB 500 thousand for this cause. “We were happy to take part in the time management training. I would like to note the event’s 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 it’s like having a child with Down’s. Today Chris’s daughter Sonya is a shop assistant in a local supermarket, but 30 years ago Chris didn’t even imagine that Sonya would ever walk on her own. “Sonya has Down’s 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 Corporate Responsibility Report
  15. 15. Lyudmila Khomutova, teacher at the Udelnya Boarding School, said:We organised drawing lessons called Every Child “A huge thank you to Marina Dreznina, who developed and runs theis an Artist for people who work in rehabilitation Every Child is an Artist programme. Apart from the underlying theory,centres for children with special needs. The theory at each lesson we studied plans for running individual and classroomand practical tips they take away help the teachers lessons and projects. I greatly enjoyed getting to know otherfoster their kids’ artistic talents. 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.” We’re looking for new ways to engage our clients, business partners and alumni (former employees) in charity projects. For several years now we’ve supported the Spivakov International Charity Foundation, and for three years we’ve sponsored concerts by the foundation’s 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.We’ve also taken another step in providing professional We’ve significantly improved internal communications byassistance to help NGOs work more effectively by developing creating a special section on PwC Russia’s intranet portalan NGO support policy. This policy states that we apply the where employees can find our charity policies, donationsame quality and risk management standards to NGOs as to distribution reports and information about foundationsall of our other clients. supported by PwC, and learn more about various projects and how to join them. PwC employees receive announcementsFinally, we continued to hold meetings between NGOs and of upcoming events by email, through which they can confirmour volunteers, and together with our long-standing CR their attendance immediately. Calendars with projectpartner Charity Aid Foundation, arranged Charity Club information for the next three months hang on each floormeetings. The Charity Club meetings held in the reporting of the PwC office. There is a new, regularly updated displayperiod addressed issues like assessing charity programme case in the PwC Club with information on communityand project efficiency, corporate philanthropy, government activities and our environment programme. Our corporaterelations, supporting state-funded institutions and CR TV features updates on PwC’s charity and environmentalmanagement. For volunteers, we held three meetings with campaigns.representatives from the not-for-profit organisations PodariZhizn, Liniya Zhizni and Big Brothers Big Sisters. We continue to monitor our people’s opinion about our programmes. The 2010 Global People Survey shows that 84% of Russian respondents are satisfied with PwC’s corporate responsibility activities. Over the last year and a half, PwC Russia’s 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
  16. 16. UniversitiesPwC continued to expand its cooperation with Russian • We’ve opened a PwC classroom at MSU to be used foruniversities through active involvement in educating regular classes and extracurricular activities run by PwCtomorrow’s responsible leaders. professionals. At the Ministry of Education’s request, we carried out an expert assessment of the FinanceIn addition to our traditional means of cooperation, we’ve University’s master’s degree programmes, a testimonydeveloped new formats aimed at consolidating successes to our good reputation in the educational community.and attaining better results. In particular: Our stakeholders recognise PwC’s engagement in the• Our leading specialists from different departments put educational process, awarding the firm with certificates together and delivered lectures for master’s and bachelor’s of merit on behalf of Moscow State University, the Finance programmes at Moscow State Institute of International University and Moscow State Institute of International Relations, the Higher School of Economics (HSE), Relations. Moscow State University (MSU), and the Finance We’ve continued our project to provide university students University. Our employees gave about 1,550 hours with the opportunity to study for an ACCA qualification of lectures. upon graduating from Moscow, Ekaterinburg, St Petersburg• We engaged with student organisations, such as HSE’s and Kazan universities. Over the past year and a half Business Club and the Students League of Plekhanov we signed documents on cooperation in the area of University. Together with the HSE Business Club we qualification exam preparation, including an agreement delivered two master classes. We also held Economics with Gorky Ural State University and letters of intent Department Day at MSU and organised workshops and signed with the Finance University and Kazan (Privolzhsky) round tables with students as part of PwC Week. Federal University. The Rectors Club continues to be an effective platform for maintaining dialogue between universities and employers. The club’s five meetings in the period were attended by representatives of seven leading Moscow and St Petersburg universities.16 Corporate Responsibility Report
  17. 17. We’re also expanding the geography of our cooperation as of the Graduate School of Management at St Petersburg Statepart of our regional expansion programme. In the reporting University. In 2009 we helped support the creation of theperiod we formed strong relationships and outlined Graduate School of Management’s Centre for Corporate Socialcooperation plans with a number of regional universities: Responsibility in order to conduct more extensive researchKuban University, Kuban Agrarian University, Novosibirsk into the topic and help prepare specialists in the field. PwCUniversity, Novosibirsk University of Economics and also actively supports the work of the New Economic School.Management, North Ossetia State University and The Rectors Club continues to be an effective platform forKazan (Privolzhsky) Federal University. maintaining dialogue between universities and employers.Our cooperation with business schools has also continued. The club’s five meetings in the period were attended byIn 2010 PwC global network President Dennis M. Nally spoke representatives of seven leading Moscow and St Petersburgat a meeting of the Skolkovo International Advisory Board, universities.and also participated in a meeting of the Advisory BoardChallenges and plans for the futureRecognising the importance of our active involvement in educating and developingtomorrow’s leaders, the firm will continue building mutually beneficial, long-termrelationships with the country’s universities and aligning these relationships withour business strategy.Our next objective is to increase PwC’s volunteer involvement, which shouldstrengthen the culture of corporate responsibility not only at PwC, but in thecommunities in which our employees live and work. We want to focus our efforts onseveral major projects so that we can achieve greater results. We’re seeking to betteruse our intellectual resources, engage volunteers in the Charity Committee’s workand implement a single programme in all the regions where we operate, while stilltaking into consideration local specifics. Corporate Responsibility Report 17
  18. 18. EnvironmentOur objectivesReducing our environmental impact continues to be one of our primary goals.PwC’s 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 Stepssection, as well as information about other initiatives in our 2009 CorporateResponsibility Report).18 Corporate Responsibility Report
  19. 19. Environmental standards in the new officeAt the end of 2009, PwC’s Moscow office moved to a new • The building’s WCs are stocked with 100% recycled paperbuilding in the White Square Office Centre. This was the final products.stage of a major operation that began with the PwC project • A smart lighting system allows us to reduce our electricityteam taking part in the design and construction of the new use. In addition to having a positive environmental effect,building. One of our top priorities was making sure that the it has also reduced our average monthly electricity billsnew office complied with the world’s most advanced (by sq m) by 47% thanks to the following:environmental standards. – Traditional light bulbs account for only 10% of all lightPwC took its cue from the world’s best examples of modern, bulbs in the office. The luminescent bulbs in the officeenvironmentally friendly business centres: are of the latest generation of energy-saving bulbs.• The office’s floors are made of recycled materials. – In some parts of the office, we use automated illumination control systems that include photo relays,• Our office furniture is made of PVC-free motion sensors and presence detectors. (polyvinylchloride-free) materials. – The office is also equipped with seasonal lighting• We do not use chemicals containing chlorine or (the lights automatically go off at a pre-set time, chloroorganic compounds for office cleaning. but can be turned on manually).• We reduced plastic cup use by 90% by replacing them with paper ones made from recycled materials. 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. Corporate Responsibility Report 19
  20. 20. • Implementing a pass-card printing system hasOur savings reduced paper consumption by about 12%. • The volume of our paper purchases went downWe use large volumes of paper, but we have considerably by 12.72% as compared to the monthlyreduced our consumption in recent years thanks to the average in the prior reporting period (FY09).Small Steps campaign. PwC has started sending documents • We saved around 2,278 trees by recyclingelectronically and introduced double-sided printing. The newoffice also has a controlled printing system. This means that 132,934 tonnes of paper.when an employee sends a printing request to a network • Our average monthly electricity consumptionprinter, they need to swipe their security pass card before was reduced by 7.87%.the job will print. If the job has not been printed within acertain amount of time, the print request is automaticallycancelled. This simple step has not only allowed the office toprevent large numbers of unclaimed documents from piling up Unfortunately, plastic recycling at PwC was discontinued duenear the printers and being sent straight to recycling, but has to the loss of the vendor. Currently, together with the landlordalso provided for additional document security. We’ve set and other major tenants of the business centre, we’re lookinganother ambitious goal for ourselves: 100% recycling of all for a reliable vendor to set up separate collection of packingpaper purchased by PwC Russia offices. In the St Petersburg materials and plastic. We’re actively exchanging ideasoffice, paper is collected for confidential shredding and then and contacts and are looking for environmentally friendlysent for recycling. In Kazan, the firm is in negotiations with solutions in cooperation with more than 30 othercompanies who collect paper for recycling. companies.The Moscow office has special recycling bins for paper The firm continues to measure the CO2 emissions of all itscollection and further utilisation, with separate boxes offices in Russia. A single methodology is being developedprovided for confidential and publicly-available documents. at the CEE regional level that would allow the entire region’sLastly, we continue to pursue a policy of on-line subscription overall emissions to be measured, and PwC Russia is takinginstead of distributing printed publications, where possible. an active part in discussions.The Green TeamPwC employees play an active rolein the firm’s environmental initiativesand are willing to go above and beyondfor environmental protection.The Green Team has outlined severaldirections to pursue, includingdelivering lectures on environmentalissues for students and schoolchildrenas part of PwC’s educationalprogrammes, as well as providinginformational support for greeninitiatives in the office. The Green Team was established in 2010 and has had its first meeting to discuss areas of further activity.20 Corporate Responsibility Report
  21. 21. We also carried out more detailed reviews of contacts with 42 major suppliersSuppliers (with contracts per supplier worth more than RUB 2.5 million per year). We have reviewedThe procurement policy, meant to streamline all significant or are currently reviewing 18 contractspurchases through the firm’s procurement team, is being (42%), and this process will continue.reviewed for compliance with Russian legislation and internalPwC procedures. Such a review was carried out twice in thelast period, in August 2009 and in June 2010.When we request quotes from suppliers and service providers, We’ve initiated the process of reviewing contracts with allwe also ask the biggest bidders about their corporate existing suppliers with whom we’ve signed frameworkresponsibility/environmental protection programmes. agreements. In the last 18 months, we received documentsPwC works with 21 suppliers with whom contracts have been of incorporation from counterparties for 435 out ofsigned for RUB 10 million or more per year. We have signed 553 contracts (79%), as compared to 23% duringappendices regarding corporate responsibility with eight of them the previous period.and are negotiating signing such appendices with others.Use of publictransportPwC recommends using expresstrains to travel to and from the airport.A reminder of this pops up each timea car booking is made, and traintimetables are available on our internalwebsite. During summer of 2010, PwCorganised bicycle and scooter parkingin the building’s garage. Challenges and plans for the future 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. We’ll continue to develop a single methodology for measuring CO2 emission. We also aim to bolster the Green Team’s 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. Corporate Responsibility Report 21
  22. 22. PeopleOur objectivesThe 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 faras people are concerned is about considering the impact of management decisionson employee morale and motivation, treating all people with respect in a fairand transparent way, promoting diversity, creating a safe, cutting-edge workingenvironment and, finally, developing the skills and competences required fromresponsible leaders.22 Corporate Responsibility Report
  23. 23. Learning and developmentIt’s our responsibility to both our clients and our people A survey of university graduates who joined PwC in August 2010to train and develop PwC employees so that they can realise shows that learning and development options provided by antheir full potential and provide excellent service. 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 • According to ACCA, our training pro- our most experienced and high-performing grammes for ACCA qualification are professionals. regarded as the most successful in Russia: we achieved a pass rate of 64% during • In 2010, our internal training programmes were the most recent examination period. accredited by the Russian Audit Chamber’s Insti- tute of Continuing Professional Education. • In 2010, 25 people joined a new • In 2010, over 850 employees were studying training programme developed by the for an ACCA qualification. After the 2010 summer Institute of Chartered Accountants examination session, 45 employees became new in England and Wales for the Certificate affiliates or licence holders, which is a record-high in Finance, Accounting and Business. pass rate. In 2010, a total of 77 employees Some 80% of the students passed obtained an ACCA qualification. their first exams under this programme successfully.PwC Russia implements innovative learning techniques Tax Academy and Business Consulting University –and maintains its status as a learning management expert. PwC offers its employees training programmes aimedWe make extensive use of interactive distance learning at developing their management and leadership potential.(e-learning), which allows us to easily keep learning All employees that received a promotion in 2010 werematerials up to date and save time on training activities. embraced by our milestone programmes. For theseThe proportion of formal classroom training to e-learning programmes, experienced PwC partners and external expertsis 5:1. act as tutors, sharing their knowledge of best practices inApart from the internal training programmes across international and Russian business, as well as their ownthe three lines of service – Assurance Sunny Academy, personal experiences. Corporate Responsibility Report 23
  24. 24. Leadership programmesPwC applies innovative leadership development On the CEE regional level we have programmes targetedmethodologies. One of the most effective technologies is at developing the leadership potential of high-performingthe programme of personal coaching and development managers. In the reporting period, 20 employees from Russiaaimed at improving performance and increasing people’s joined the Apollo and Leadership Challenge programmes.potential. Coaching is an integral part of team management. Genesis Park also continues to bear fruit. We described theseWe organise special training programmes to improve programmes at length in our previous report.the coaching culture and carry out annual assessmentsof coaches’ performance. Nadezhda Merkusheva, auditor, Genesis Park participant in 2010: “Genesis Park is not just another PwC leadership programme; it’s a three-step process for developing PwC’s 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 Corporate Responsibility Report
  25. 25. Global MobilityCreating opportunities for people to gain experienceworking in other offices, regions and territories is animportant area of PwC Russia’s people developmentstrategy. Staff mobility is one of the firm’s success factors.Over the last period, 15 people relocated to work inother PwC offices in Russia, while 49 went on outboundsecondments. Well-being You can find detailed information about the firm’s 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. Corporate Responsibility Report 25
  26. 26. CommunicationA robust feedback cycle is critical to being a responsible One of the main areas for improvement based on theemployer. We’re continually analysing and improving our 2009 GPS results was the development of clear, honest andcommunication channels. transparent communications at all levels. We’ve created new communications forums, including open meetings betweenThe most important and comprehensive of these is the Global partners and staff to discuss topical issues like the firm’sPeople Survey (GPS). The response rate for the 2010 GPS in strategy and its implementation, priority projects, careerPwC Russia was 83%, which is higher than in 2009, when we development and the reward system.had a response rate of 62%. The People Engagement Index –a combination of perceptions including satisfaction, Our whole system of internal communications has becomecommitment, pride, loyalty, a sense of personal responsibility, more dynamic. With the help of our internal TV screens weand willingness to be an advocate for the organisation – deliver information to employees ‘live’ via interviews withwas seven percent lower than the 2009 level, but higher than staff and prompt posting of the latest news.the PwC CEE regional result by five percent. Undoubtedly,this index was influenced both by the economic climatein general and by the fact that the employee response rate Based on the 2010 GPS results, we’ve identified threerose by a quarter against the prior year. However, the firm’s priority areas for improvement. These are:management is not inclined to simply write this off to the • developing a coaching culture;economic downturn and sees improving the People • promotion and reward of high performance;Engagement Index as one of its aims. • developing leadership skills at all levels of our organisation.EthicsPwC Russia prides itself on its reputation for doing businesswith integrity. Our ethics policy and Code of Conduct helpus strengthen our clients’ and our people’s trust in us.In late 2010, we organised an Ethics Week that addressed,among other things, building effective and respectfulrelationships in teams. During Ethics Week, our in-house TVfeatured six interviews with the firm’s employees on issuesrelated to team work and coaching. The week ended with anopen meeting at which PwC Russia’s Ethics leader answeredquestions on ethics and business conduct.We engage staff who were nominated as Ethics Championsin ethics and business conduct-related workshops,communications and consultations. Our Ethics Championsheld 16 mandatory ethics and business conduct workshopstargeting employees promoted to senior consultant andmanager positions.In the 2010 GPS, 79% of employees agreed with thestatement “People in my group display and actively promotehigh standards of business conduct in accordance withthe PwC Code of Conduct”. This is higher than last year.We have a whistleblower system in place and employeescan report potential ethics violations by contactingan Ethics Champion, calling the internal Ethics Helplineor using an anonymous email address. Complaints arereviewed and appropriate actions are taken in response.The Ethics Committee leader reports to the OperationsCommittee on a quarterly basis.26 Corporate Responsibility Report
  27. 27. DiversityPwC Russia’s commitment to achieving diversity is reflectedin our recruitment policy and learning and developmentcurriculum.We continue to recruit from a wide range of faculties anduniversities. For example, in 2010 we recruited graduates forour Assurance line of service from 74 Russian universities andsome overseas institutes. The share of graduates fromregional universities is growing; in 2010 half of the youngauditors beginning their career in PwC Russia’s Assurancepractice were graduates from Moscow universities, while theother half came from regional ones.We regard team work and cultural exchanges between peoplefrom different backgrounds as one of our priorities.Graduates’ training and professional integration is one of ourpriorities for the next 2-3 years.We continue to focus on helping women progress toleadership positions. In 2010, two female partners wereelected to the PwC Russia Operations Committee, and onefemale partner was elected to the regional CEE OperationsCommittee. As of 31 December 2010, we had 150 expatriate staff members from 36 different countries (6.79% of our workforce). Challenges and plans for the future The firm’s 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 I’m 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. Corporate Responsibility Report 27
  28. 28. MarketplaceOur objectivesIn this area, our goals remained the same: to build and sustain long-termrelationships in order to maintain our leading position in the marketplace.We deliver high-quality services, develop innovative solutions and support thedevelopment of sustainable business practices that help our clients to grow andstrengthen their business. PwC contributes to shaping a competitive economy byfacilitating the greater transparency and effectiveness of companies in Russia.In 2009, PwC celebrated 20 years in Russia. We marked this anniversary withan official reception for clients and by occupying the top position in ratings of auditand consulting companies. In the spring of 2010, we received the results of the BigFour brand health survey, conducted by an independent agency, which confirmedthat our brand was the most highly recognisable and differentiated in Russia..28 Corporate Responsibility Report
  29. 29. Shaping the public agendaWe retained our leadership position, though the last 18 we identified several areas of work: publishing a Russianmonths were difficult for Russian business. The economic edition of our Technology Forecast, conducting researchslowdown forced companies to adjust their demand for and issuing reports, taking part in forums on innovationprofessional services. Where the total demand for our services and providing advice on innovative development.did not change significantly, we experienced price pressure. At the request of the Russian Presidential AdministrationHowever, the market pressure didn’t affect our approach to we published a report on tax, financial and legal incentivesthe quality of our services or make us less attentive to client for innovation in 11 countries.needs. To a certain extent, it prompted us to look for newsolutions and services. As such, why our work during the past Together with the Russian Venture Corporation (RVC),18 months was marked by innovations, which corresponds ROSNANO and the Russian New Economic School wewith general economic trends in the country. conducted a survey on the major barriers to innovation and modernisation in Russia. PwC works with Russia’sThe Russian government has set a new strategic direction regions to develop innovation clusters. The firm has becomein the country’s development: modernisation and putting the coordinator of the Expert Group for Reforming Russianthe economy on the road to innovation. In July 2009, Legislation to Promote Innovation for the State Duma’sin response to this initiative Dennis M. Nally, President Committee for Economy and Entrepreneurship. In Novemberof PwC’s global network, announced the opening of a PwC 2010, PwC signed a Memorandum of Cooperation with RVCCentre for Technology and Innovation (CTI) in Russia on training programmes for start-ups (fast-growing newduring a meeting between Russian President Dmitry companies, primarily in high-tech sectors). We’re advisorsMedvedev and US President Barack Obama about business on the Skolkovo project and have engaged top internationalissues. The PwC Centre for Technology and Innovation experts for Silicon Valley has been around for over 20 years and isknown for providing expert knowledge on new technologies. In our estimates, our total investments in developing Russia’sWe held a number of meetings with stakeholders to ensure innovation economy amounted to about 1 million US dollarsthat our Russian CTI becomes an integral part of Russia’s in the reporting period.innovation programme. As a result of these meetings, Corporate Responsibility Report 29
  30. 30. Working with regulatorsIn its dialogue with regulators, PwC uses different channelsof communication, from participating in their briefings,surveys, delegations and projects to providing advice andsharing global best practices. We’re active members of thecommittees and commissions of the Council for AuditActivities at the Russian Finance Ministry and the RussianAudit Chamber.One of the innovative plans of the past year was to createan International Financial Centre (IFC) in Moscow. PwCjoined this activity by developing a road map and engagingour professionals in the Working Group at the RussianFederation Presidential Council on Developing Russia’sFinancial Markets. Dennis M. Nally has joined the International Advisory Council on Establishing and Developing an International Financial Centre in the Russian Federation.Thought LeadershipIn June 2010, in cooperation with the St Petersburg Especially for the forum, PwC developed the Deep DiveInternational Economic Forum, we implemented an website (, a unique intellectualinnovative marketing project. 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 Corporate Responsibility Report
  31. 31. Dialogue with clientsDuring interviews that we conducted in parallel with In order to have an objective picture of our strengths andour brand research, our clients (CEOs and CFOs of major weaknesses with regard to our client service, five years agocompanies) told us how useful they find seminars we introduced an annual client feedback programme.and conferences organised by PwC. The same surveyshowed that we need to talk to our clients in simple and In 2010, we sent 161 feedback requests to our keycomprehensible language, and at the same time understand customers; of the 58 responses received, 86% gave PwCtheir expectations and explain how we can achieve their a positive appraisal. According to our Client Feedback Survey,goals together with them. in 2009 PwC Russia’s loyalty score was 8.3 out of 10,PwC’s rebranding, launched in October 2010, was to which, as in the previous period, falls in the ‘good’ range.a large extent brought about by client feedback. We changednot only the visual component of our brand; now our This information has helped us to proactively respondcommunication with clients is becoming simpler and clearer, to the market, and we did not reduce the intensity of ourwe’re trying to listen more, and we’re more than ever focused communication with clients in this difficult economic period.on achieving the results our clients expect. We’re doing a lot We focused our efforts on areas of key importance for thewithin the firm in order to comply with the new brand country and business, coming forward with innovative ideasstandards. and solutions. Z.F. Garaev, First Deputy O.M. Konovalova, Deputy Director of the Board Chairman, Department, head of control division of AK BARS Bank: NOMOS Bank: “Workshops devoted to IFRS “I highly appreciate and respect the work done by you theory and practice raised and your colleagues. I always go through your our staff’s qualification materials with interest (including the marketing to a qualitatively new level materials you presented at the forum). Thanks to and the new knowledge was your efforts we have a chance not only to network, implemented in our work.” but to discuss the hot topics raised in research materials and publications issued by banking sector experts.” Corporate Responsibility Report 31
  32. 32. Professional andbusiness associationsYou can find detailed information aboutthis in the Marketplace section of our2009 Corporate Responsibility Report.Following our five-year collaborationwith the Independent DirectorsAssociation, in 2010 PwC has startedto develop its own programme forindependent directors. Economicrecovery after the recession requiredbusinesses to become more transparentand comply with stricter corporategovernance standards.Regardless of the downturn, we were Forum we continued to support the participants, and the final conferenceno less active in promoting corporate corporate philanthropy rating. Last year brought together over 150 people.responsibility. In collaboration with the the rating attracted more companies,newspaper Vedomosti and the Donors we held a preliminary training for Business associations of which PwC is a member can be found in Attachment 4.Dialogue with alumniWe maintain an active dialogue withformer PwC staff and the mass media.We launched the PwC Connect website,a social network developed to provideformer and current staff with a simpleand convenient way of communicatingabout work and other topics of interest.32 Corporate Responsibility Report
  33. 33. 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.Challenges and plans for the futureIn making plans for the next period, we will continue to focus on building the new innovationeconomy, developing the financial market and creating an International Financial Centrein Moscow. We’ll continue to engage international specialists to help solve important issuesin Russia. Without lowering the quality of services for our major clients, we plan to developan approach for working with medium-size private companies to provide them with accessto top-quality services. We’ll continue to contribute to regional development and plan to openoffices in two more Russian cities. Corporate Responsibility Report 33
  34. 34. Attachment 1 PwC Russia’s ratings and awards received in 2010 • Leader in audit and consulting services in Russia by revenue, Expert RA rating agency, March 2010 • PwC Russia’s 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 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 Aktsiya34 Corporate Responsibility Report
  35. 35. Attachment 2Key stakeholdersStakeholder Areas for cooperation Channels for cooperationPeople (current, former and potential • Job and retention guarantees • Global People Surveyemployees) • Career growth and prospects • Internal corporate intranet • Ethics issues • Focus groups • Coaching • Ethics Committee • Alumni Club eventsClients • Business practices: challenges and • Client feedback survey opportunities • Brand health index • Satisfaction with PwC service quality • Senior partner review visits • Regular meetingsSuppliers • PwC’s CR strategy and requirements for • Workshops suppliers • Regular meetings • Supplier challenges • CR knowledge exchangeGovernment authorities and • Legal and regulatory framework • Regular meetingsregulators • New or revised legislation • Work groups (led by PwC) • Participation in professional organisationsUniversities • Assistance to students in obtaining • Rectors Club professional qualifications • Lectures • Education of tomorrow’s responsible leaders • Opportunities for graduatesLocal communities, NGOs • Local communities’ needs • Charity events • Use of PwC staff’s knowledge and • Volunteering experience to meet community needs • Enhanced efficiency of NGOsBusiness and professional • Issues of mutual interest • Active involvementassociations • Shaping the public agenda • Lead role in working groups and committeesMass media • Need for relevant information • Training for journalists on business • Importance of understanding business hot topics issues and PwC’s position • Press conferences on business trends Corporate Responsibility Report 35
  36. 36. Attachment 3NGOs that PwC supports Name Description Big Brothers Big Sisters of Russia A one-to-one mentoring programme for at-risk children Maria’s Children Art Center Helping orphaned children with special needs become full members of society by supporting their social, psychological and intellectual rehabilitation through various creative activities Dobro Autistic Childrens Aid Society Creating and developing a system for helping people with autism in Russia Yuny Spartakovets Childrens sport club The Circle Developing tolerance and cooperation in children and adults Diemas Dream Providing financial, medical and educational support for physically and mentally disabled children in Russia Leo Tolstoy Museum-Estate Yasnaya Restoring the unique cultural milieu of Leo Tolstoys life and times Polyana (including the town of Krapivna) The Vladimir Spivakov International Supporting talented young musicians, artists and dancers Charity Foundation Tchaikovsky Symphony Orchestra Supporting cultural education projects and talented children of Moscow Junior Achievement Russia Developing and promoting JAs business and economic educational programmes for youth through partnership between the business and educational communities Partners in Hope - Big Change project Supporting Russian NGOs that work with vulnerable children and their families Downside Up Supporting families and state and non-profit organisations in teaching, raising and integrating children with Down syndrome into society Charities Aid Foundation Russia Working to raise donations, create favourable conditions for philanthropys development, and provide assistance to charity organisations and their supporters Russian Orphan Opportunity Fund Providing graduates of childrens homes with high-quality education free of charge (both academic and life skills) Sofia Foundation Helping our neighbours and promoting societys spiritual traditions Podari Zhizn Helping children with cancer, blood diseases, and other serious illnesses Reducing the rate of child death from illnesses that could be treated with Liniya Zhizni modern medicine A Chance to Work project Providing 18 to 28 year-olds that graduated from childrens homes with basic training in non-commercial organisations as well as practice in companies that participate in the project36 Corporate Responsibility Report
  37. 37. Attachment 4Business 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) ASSOCIATIONS IN St Petersburg International Business Association (SPIBA) BUSINESS REGIONS 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) Institute of Internal Auditors (IIA) PROFESSIONAL ASSOCIATIONS 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 Corporate Responsibility Report 37