Sustainability Report
PwC Singapore – Financial Year 2021
Towards a more sustainable future

About this report
Contents
PwC Singapore’s annual sustainability report 2021 presents the key aspects of our 
Environmental, Social and Governance (ESG) strategies and policies. This report 
covers our performance for the ﬁnancial year ended 30 June 2021 and is in 
accordance with the GRI standards - core option.
PwC Singapore has over 143 partners and a strength of more than 3,500 employees 
providing professional services, guided by our culture, values and purpose of 
building trust in society and solving important problems. This report has our story 
and in it, we share what we have done as a ﬁrm during the year for our people, 
clients, community and the environment. 
All data, statistics and information presented in this report are in relation to the 
Singapore ﬁrm’s operations, unless otherwise stated. There were no signiﬁcant 
changes to the size, structure, ownership or supply chain of PwC Singapore and its 
participating interests throughout FY21. This report has been internally assured. We 
have strong data collection controls and veriﬁcation processes that ensure the 
information presented is accurate and complete. 
Feedback
We are fully committed to listening and understanding our stakeholders’ points of 
view, and welcome feedback pertaining to this report as well as to any aspect of our 
sustainability performance. Please refer to the last page for our contact details. A 
soft copy of this report can be downloaded from our website, www.pwc.com/sg.
Sustainability Report  |  2

Marcus Lam
Executive Chairman  
PwC Singapore
Message from our Chairman
At the end of ﬁnancial year 2021, as a network, we launched our new 
global strategy - The New Equation. This new approach brings 
together PwC’s unique combination of people, powered by 
technology, to deliver on the intertwined needs of trust and sustained 
outcomes that our clients and wider society are seeking in this time of 
profound change and uncertainty. 
As competition and societal expectations grow more intense both in 
Singapore and around the world, environmental, social and 
governance (ESG) has assumed an increasingly important role as 
organisations seek to deliver sustainable outcomes more than just 
short-term solutions.
In a signiﬁcant step toward achieving our net zero greenhouse gas 
(GHG) emissions commitment by 2030, our climate targets and 
timeline have been validated by the Science Based Targets initiative 
(SBTi). In alignment with SBTi’s highest ambition level, PwC is 
committed to decarbonising the way we operate and decoupling our 
business growth from emissions. 
Sustainability Report  |  3
We are particularly proud to have launched our Asia Paciﬁc Centre for Sustainability Excellence (CSE) 
supported by the Singapore Economic Development Board, which aims to help organisations across Asia 
Paciﬁc achieve ESG excellence through decarbonisation, climate risk management, sustainable ﬁnance and 
investment, sustainability reporting and assurance, and other measures. Together with this Centre, we have 
also launched the Singapore Low Carbon Network (SLCN) to bring together organisations across Singapore 
that share ambitions to decarbonise, and advance the sharing of best practices and insights on key carbon 
measurement and decarbonisation topics. We look forward to sharing more on this in the next issue of our 
Sustainability Report.
In our 2022 ﬁnancial year, we will be setting new carbon emission reduction targets, taking much bolder 
steps in lowering our emissions, and boosting our performance in ESG through our ESG framework that 
involves six key strategies - focus on our net zero commitment, a circular supply chain, strategic 
partnerships, inclusion, diversity and wellbeing of our people, creating an ESG conscious workforce, and 
impact-driven community outreach. We are also upskilling our people in this area and empowering them to 
be part of our climate action journey. This will be an extension of our continued eﬀorts and progress 
achieved through initiatives such as using 100% renewable energy for electricity along with  oﬀsetting 
100% of our air travel for the past three years, while supporting our stakeholders with their ESG 
transformation journey. 
Our people are our biggest success factor and it is vital that we create a safe, inclusive and supportive 
environment for them - one which empowers them to be well mentally, physically, socially, emotionally and 
ﬁnancially. As we transition to endemic living, it is important that we continue to help our people remain 
resilient while ensuring that they have meaningful and sustainable careers.
The past year has also shone a spotlight on wellness. At PwC Singapore, while we were able to adapt to 
remote and ﬂexible work arrangements quickly and well, during this challenging year also saw us enhance 
our wellness programme through various initiatives that focused on making it easier for our people to get 
personalised care including  access to professional therapists, counsellor or psychologist support as well as 
ﬁnancial assistance.  
Overall, I am proud of the progress that we have made as a community of solvers. A big thank you to my 
fellow partners and all our people at PwC who, despite the challenges presented by COVID-19, continue to 
live our values and deliver on our purpose to build trust in society and solve important problems. As a 
result, we have grown more resilient and are now in a better position to continue to play an active part in 
realising a greener, more sustainable and low carbon future.
I hope you enjoy reading our Sustainability Report 2021 and glean some insights from our commitments, 
past contributions as well as collaborations with our stakeholders to create shared value for everyone.

About PwC
PwC Singapore
We provide organisations with the professional service they need, wherever they may be 
located. Our highly qualiﬁed, experienced professionals listen to diﬀerent points of view to 
help organisations solve their business issues and identify and maximise the opportunities 
they seek. Our industry specialisation allows us to help co-create solutions with our clients 
for their sectors of interest.
PwC Global
With offices in 155 countries and more than 284,000 people, we are among the leading 
professional services networks in the world. We help organisations and individuals create 
the value they are looking for, by delivering quality in assurance, advisory and tax services. 
Our people come from many different backgrounds and places, and they are the heart of our 
organisation. We invest significant resources in making PwC a great place to work. Guided 
by our purpose, culture and values, we work together to build trust in society and solve 
problems for clients and the communities in which we live and work.
Our key service oﬀerings
Assurance
●General assurance
●Financial services 
assurance
●Risk assurance
Advisory
●Deals
●Strategy and 
management consulting
●Risk consulting
●Technology consulting
Tax
●Corporate tax
●Global structuring tax
●Goods and services tax
●Global mobility services
●Corporate support 
services
Sustainability Report  |  4

About the report
2
Message from our Chairman
3
About PwC
4
Our Story
Overview
       8
Key highlights - FY 2021 
       9
Stakeholder engagement                                                                                  10
Our alignment with United Nation Sustainable Development Goals
11
Our achievements
13
People
Introduction and data table
15
Our Programmes
Wellbeing
16
Culture and Values
17
Inclusion and Diversity
18
Upskilling our people
20
Community investments
Introduction and data table 
22
Our community investments
23
PwC Singapore Foundation
26
Environment
Introduction and data table 
100% renewable energy and 100% carbon oﬀsets
28
Net Zero commitment
Our campaigns and programmes
Awareness
29
Sustainable habits and individual actions
29
Beyond PwC: Supporting ecosystem enablers 
29
Governance 
Our values 
31
Our network  
31
Local leadership and governance structure 
32
Ethics & compliance 
32
The way ahead
34
Appendix
35
Contents
Sustainability Report  |  5

Our story

Against the accelerated pace of technological 
advancements and the changes in our lives 
brought about by COVID-19, there is a greater 
need than ever to adapt and upskill ourselves 
and our communities. 
In light of the need to bridge the digital divide, 
we are driven by our global New World. New 
Skills initiative, where we focus on continually 
upskilling our workforce and the community to 
create sustained outcomes, in the 
increasingly digital world. 
We remain committed to leveraging our 
biggest asset - our people skills, to make a 
diﬀerence in our communities through 
virtual volunteering, amidst the challenges of 
social distancing and working from home. 
To address the climate crisis and enable the 
transition to a sustainable community, both 
socially and environmentally, we are driven by 
our worldwide science-based commitment 
to achieve net zero greenhouse gas (GHG) 
emissions by 2030. 
Overview 
We also strive to oﬀer an empowering journey 
for our people in areas of inclusion, wellbeing 
and culture to enable them to hold 
meaningful employment with us and 
support them towards sustainable high 
performance.  
All our eﬀorts are underpinned by our 
purpose-led and values driven culture, formed 
by our diverse community of solvers who 
work together to create sustained outcomes 
for our clients and communities. As part of our 
DNA, we continue to build trust and 
strengthen our collaborations with 
community partners and clients to collectively 
amplify the social values system, and address 
emerging global challenges the communities 
face today. 
Sustainability Report  |  7

Overview

Key highlights - FY21
Our people
●Digital upskilling programmes
612 employees + partners involved
3,405 participant hours
●Digital Fitness Assessment app
2,168 users
33,000 learnings consumed in app
Sustainability Report  |  9
Our environment
100% renewable energy for Scope 2 electricity
100% oﬀset of Scope 3 business travel (air) emissions
Community investments
7,549 general and skills-based 
volunteering hours
6,018 skills-based volunteering hours
81%
increase in volunteering hours 
under New World. New Skills
2,086 beneﬁciaries reached

Stakeholder engagement
We maintained strong engagement with our stakeholders during the pandemic. Our communication with our 
stakeholders has enabled us to understand the issues that the society is facing today, and as we seek, we are actively   
addressing some of these through our business activities. 
Outlined below are the ways in which we engaged some of our key stakeholders. 
Sustainability Report  |  10
Stakeholder
How we engage them
Partners, employees, 
our global network
●
Up-to-date daily ﬁrmwide news portal, digital screens and bulletin boards 
-
Sharing business and social news, our people stories, upcoming campaigns, 
achievements, ways the ﬁrm supports our enabling environment (inclusion and 
diversity messages, coaching culture, wellbeing), other ﬁrmwide announcements 
including resources/tools to support our people, communication of leaders’ 
strategic directions.
●
Regular pulse surveys, annual global people survey, focus groups, conﬁdential ethics 
hotline as well as upward feedback programme -  enabling the ﬁrm to listen to voices 
on the ground and better understand the impact of our work on our people. 
-
Aims to drive collaboration across various lines of services and grades, to deliver 
on our purpose as one PwC 
-
Engage our staﬀ eﬀectively and support them to grow professionally 
-
Develop responsible and resilient leaders
-
Attract and retain talent
Clients
●
Building trust and oﬀering service excellence to our clients is a critical strategy. 
●
We regularly seek feedback from our clients on our services and build long-term 
relationships, including understanding of their values alignment with ours, through 
our client feedback review process.
●
Where possible, integrating ESG in our services oﬀerings and ensuring 
client satisfaction. 
Suppliers
●
Engage in regular conversations, through virtual meetings and calls
●
Perform anti-money laundering checks on our vendors
●
Ensure that they acknowledge and adhere to our third party code of conduct, which 
covers areas such as environmental stewardship, fair employment practices and 
modern slavery. 
Organisations in the social 
sector, supporting social 
enterprises, charities, 
non-proﬁt organisations
●
Capacity build social organisations and individuals through education, training 
and upskilling
●
Drive key collaborations with partners to bridge digital divide 
●
Play an active role in community engagement (through skills-based volunteering, 
general volunteering and donations)
●
Champion environmental stewardship
Regulators
●
Hold regular dialogues with regulatory bodies to ensure governance and 
transparency, independence, ethics and quality, and data security and strengthen 
them where possible
●
Enforce anti-corruption and anti bribery measures
●
Support government bodies in developing regulations, policies and standards

PwC Singapore integrates ESG into the ﬁrm’s business strategy and this has enabled us to align our values to the that of 
our of people, clients and communities we make a diﬀerence in. 
The following lists our key initiatives for the year and how our initiatives have contributed to the SDGs. Social impact of 
these initiatives can be found in the various segments of the report.
UN SDG and related targets 
Our initiatives/actions
Target 2.1- By 2030, end hunger and ensure access by all 
people, in particular the poor and people in vulnerable 
situations, including infants, to safe, nutritious and 
suﬃcient food all year round
Community Chest Fu Dai - Food donations, packing 
and distribution to low income households
Ramadhan on Wheels - Food distribution to low 
income households
Target 3.4- By 2030, reduce by one third premature 
mortality from non-communicable diseases through 
prevention and treatment and promote mental health and 
well-being
Target 3.8- Achieve universal health coverage, including 
ﬁnancial risk protection, access to quality essential 
health-care services and access to safe, eﬀective, quality 
and aﬀordable essential medicines and vaccines for all
Special Care Fund for mental wellbeing - 
Professional counselling/psychotherapy support 
for our people
COVID-Care Fund - Financial support for those in 
ﬁnancial distress
Wellbeing week 2021 
Mental Health Guide for People Managers
Monthly wellbeing webinars - focus on mental and 
physical
Spinal Health Webinar and Scan
Mapathon with Médecins Sans Frontières - mapping 
vulnerable places in developing countries to support 
access to humanitarian aid
Temasek: STMK StayMasked Volunteering - 
nationwide mask distribution 
Target 4.4- By 2030, substantially increase 
the number of youth and adults who have relevant skills, 
including technical and vocational skills, for employment, 
decent jobs and entrepreneurship
Target 4.5- By 2030, eliminate gender disparities in 
education and ensure equal access to all levels of 
education and vocational training for the vulnerable, 
including persons with disabilities, indigenous peoples 
and children in vulnerable situations
SG Women in Tech Company (SGWiT) Pledge - pledge 
made towards inclusion of women in STEM careers
STEM careers and skills for underprivileged youth  
TechWeCan - upskilling youths (50% females) in 
tech education 
Building digital/non-digital capabilities in the 
social sector 
Social entrepreneurship mentorship with Singapore 
International Foundation 
Series of four ‘A future ready social sector’ 
masterclasses for social sector  
Giving Week: Advisory clinics for social sector 
organisations
Ecological Week: ESG webinar
Target 5.1- End all forms of discrimination against all 
women and girls everywhere
Target 5.5- Ensure women’s full and eﬀective participation 
and equal opportunities for leadership at all levels of 
decision-making in political, economic and public life
PwC Singapore Lean In Network - support network of 
male allies and females 
TechWeCan - upskilling youths (50% females) in tech 
education 
Inclusion Week 2021: International Women's Day
Sustainability Report  |  11
Overview                      Our people                     Our community             Environment                    Governance

Overview                      Our people                     Our community             Environment                    Governance
UN SDG and related targets 
Our intiatives/actions
Target 8.2- Achieve higher levels of economic productivity 
through diversiﬁcation, technological upgrading and 
innovation, including through a focus on high-value added 
and labour-intensive sectors
8.4 Improve progressively, through 2030, global resource 
eﬃciency in consumption and production and endeavour 
to decouple economic growth from environmental 
degradation, in accordance with the 10-year framework of 
programmes on sustainable consumption and production, 
with developed countries taking the lead
Target 8.5- By 2030, achieve full and productive 
employment and decent work for all women and men, 
including for young people and persons with disabilities, 
and equal pay for work of equal value
Target 8.8- Protect labour rights and promote safe and 
secure working environments for all workers, including 
migrant workers, in particular women migrants, and those 
in precarious employment
PwC Singapore Lean In Network: support network of 
male  and female allies 
TechWeCan: upskilling youths (50% females) in tech 
Inclusion Week 2021: International Women's Day
Target 10.1- By 2030, progressively achieve and sustain 
income growth of the bottom 40 per cent of the population 
at a rate higher than the national average
Target 10.2- By 2030, empower and promote the social, 
economic and political inclusion of all, irrespective of age, 
sex, disability, race, ethnicity, origin, religion or economic 
or other status
Digital literacy and inclusion for elderly 
Care Corner Digital Befrienders
IMDA digital clinics for digital inclusion
Disability inclusion
Inclusion Week 2021: YMCA Special Needs Inclusive 
Challenge 2021
Target 12.2- By 2030, achieve the sustainable management 
and eﬃcient use of natural resources
Target 12.6- Encourage companies, 
especially large and transnational companies, to adopt 
sustainable practices and to integrate sustainability 
information into their reporting cycle
100% renewable energy
100% oﬀset of our air travel emissions
Annual sustainability report publication
Target 13.3- Improve education, awareness-
raising and human and institutional capacity on climate 
change mitigation, adaptation, impact reduction and 
early warning
Veganuary Challenge 2021
Webinar on circular and sharing economy
Earth Day 2021: Kayak Waterway Cleanup
Ecological Week: Solar light building for children 
in Cambodia
Médecins Sans Frontières movie screening and 
virtual reality, on their humanitarian and relief eﬀorts, 
in natural disaster stricken countries
Target 17.16- Enhance the Global Partnership for 
Sustainable Development, complemented by multi-
stakeholder partnerships that mobilise and share 
knowledge, expertise, technology and ﬁnancial resources, 
to support the achievement of the Sustainable Development 
Goals in all countries, in particular developing countries
Target 17.17- Encourage and promote eﬀective public, 
public-private and civil society partnerships, building on 
the experience and resourcing strategies of partnerships
100% renewable energy
100% oﬀset of our air travel emissions
Giving Week: Big Four Christmas Charity Bazaar - 
raise funds for social enterprises and charities 
All collaborations and partnerships that supports our 
Responsible Business activities
Sustainability Report  |  12

Our achievements
We recognise the importance and need to continually progress, and maintain and improve the 
standard of our business. 
Sustainability Report  |  13
Overview                      Our people                     Our community             Environment                    Governance
Universum Singapore 2021: 
PwC Singapore ranked 9th in the Singapore's Top Employers Award by 
Business students
Singapore’s Best Employers 2021:
PwC Singapore ranked 187 out of more than 1,700 companies in 
Singapore
Singapore's 100 Leading Graduate Employers Awards 2020 
PwC Singapore was awarded Top 
Employer in the Accounting and Financial Management sector for the 
tenth consecutive year and 17th for the Overall Graduate Employer of the 
Year in Singapore.
Champion of Good 2018 - 2020
Champions of Good was launched in 2017 as a national recognition 
initiative under the Company of Good. It recognises organisations that 
are exemplary in doing good and have also been a multiplier by 
engaging their partners and stakeholders on a collaborative journey.

Our people

To build trust in society and solve important 
problems, we need diverse talent. PwC 
Singapore believes in bringing together the 
perspectives of individuals of different 
backgrounds, preferences, abilities and beliefs 
to help create better solutions and sustained 
outcomes for our clients and communities. The 
firm is committed to supporting our people in 
building rewarding careers and achieving their 
full potential. 
While we come from various backgrounds and 
cultures, our values are what we have in 
common. This shared vision has enabled us to 
make a difference and care for each other 
while the Covid-19 pandemic disrupted our
Introduction
ways of working together. We moved from 
face to face connections to 100% virtual ones, 
and now towards a hybrid working 
environment. As we progress together as one 
firm, we have leveraged technology to 
reimagine the various ways we work and 
collaborate. 
Additionally, we believe in building a culture of 
holistic wellness and inclusivity that starts at 
the leadership level. Our leaders have 
spearheaded and empowered our people to 
stay agile and adaptable - much needed to 
navigate this uncharted new world. 
PwC will continue to strengthen our unique 
culture, through a dedicated responsible 
business team. 
FY20
FY21
Total headcount
> 3,300
> 3,500
Average training 
hours per staﬀ grade
Partner 
51
28
Manager & Director
45
31
Non-managerial staﬀ
73
44
Digital Upskilling 
programmes + 
Digital Academy
Total staﬀ + Partners involved
2,400
612
Classroom runs
79
16
Total participant hours
19,000
3,405
Digital Accelerators 
Lift Oﬀ event
People involved
21
83
Projects involved
24
59
Digital Fitness 
Assessment 
Application (DFA)
Users 
2,100
2,168
Number of learnings consumed in app
 25,000
33,000
Gender split 
(% female)
In leadership team
13
13
Senior management and leaders
(directors and partners)
33
38
Partners in PwC Singapore
29
32
Number of international 
assignments
Inbound 
54
22
Outbound
38
9
1 Refer to page 33 for PwC values
Data table
Sustainability Report  |  15
Overview                       Our people                    Our community             Environment                    Governance

Wellbeing
In conjunction with World Mental Health Day, 
PwC Singapore hosted our Wellbeing Week 
campaign that aims to raise awareness about 
the importance of good mental health in the 
workplace and merits of a healthy workforce. 
Through the week, we encouraged and 
empowered our people to champion their 
total wellbeing with ﬁve actions to promote 
personal and professional care.  
Over 230 staﬀ joined the weeklong activities, 
including webinars on nutrition, purpose, 
sleep, resilience, and conﬂict resolution. 
Additionally, our people were oﬀered 
complimentary ﬂu vaccinations, health 
screening and incentives to gather in small 
groups to play sports. 
In light of the COVID-19 pandemic, sustained 
support for our peoples’ wellbeing has never 
been more important.  Throughout the year, 
we organised personal and professional 
wellbeing programs, hosted by experts, 
covered physical, mental and even ﬁnancial 
wellbeing topics.  These were specially 
curated speciﬁcally to help staﬀ learn, accept 
and manage the uncertainties due to the 
pandemic and taking direct actions to make a 
diﬀerence in their everyday care.
A large part of our wellbeing strategy 
continues to focus on mental health resilience 
of our workforce and to destigmatize 
engagement in mental health conversations.  
Mental health challenges come in diﬀerent 
forms and degrees of severity, from feeling 
burnt out or overwhelmed at work, to anxiety 
or depression.  Several targeted programmes 
were thus launched this year to further 
support our investment in this strategy.  
Our EAP hotline was put in place to enable 
our people to seek help anonymously from 
certiﬁed professionals for their personal 
mental wellbeing.
To supplement the hotline, a special fund 
was launched, dedicated for our people to 
seek face to face conﬁdential support from a 
professional therapist, counsellor or 
psychologist. In just the ﬁrst three months of 
piloting the program, about 68 unique 
participants attended about 217 sessions.
In further destigmatising mental health 
matters, we continue to build a culture where 
our people feel safe to talk about their mental 
health with their teams.  To enable this, we 
had 60 of our managers go through mental 
wellbeing capacity building workshops. 
This helped our people understand what 
mental health is, what mental illness looks 
like, and how to recognise and respond to 
sensitive situations in the workplace involving 
ourselves as well as our colleagues, 
coachees, and our leaders. 
As part of eﬀorts to support our people who 
are facing ﬁnancial diﬃculties due to the 
pandemic, a COVID Care Financial 
Assistance Fund was also set up. More than  
$24,500 was disbursed under this fund. 
Sustainability Report  |  16
Overview                       Our people                    Our community             Environment                    Governance
Special Care Fund for mental 
wellbeing 
217
68
 sessions
 participants
PwC Singapore staﬀ playing tennis, as part of the 
our Sports Club initiative in line with Wellbeing 
Week, October 2020

Sustainability Report  |  17
Overview                       Our people                    Our community             Environment                    Governance
“Today I have a better perspective on 
workplace mental wellbeing. From the 
various programmes organised by the 
ﬁrm I have learned new ways of 
supporting my team, especially during 
the pandemic. I also beneﬁted from the 
various wellness talks hosted by 
professionals such as counsellors and 
psychotherapists on topics around 
nutrition to ﬁnancial health to mental 
wellbeing. The ﬁrm places great 
emphasis on our wellbeing and is 
committed to supporting us in staying 
well.”
-
Ang Kah Yee
Senior Manager, PwC Singapore 
Bottom left: Ang Kah Yee, participating in food 
packing activity with The Food Bank Singapore
Culture and Values
Our values deﬁne our culture, who we are and 
what we stand for. They guide us to focus on 
reimagining the possible while we moved our 
planned activities online due to the COVID-19 
pandemic. Our events highlighted the 
importance of valuing diﬀerent cultures when 
working across territories. Our people were 
also educated on how to lead global teams 
authentically and inclusively guided by our 
PwC values.
Cultural awareness helps us value diﬀerences 
when working together in diverse teams. 
Understanding global trends and how they 
impact the way we work, play and operate in 
various territories is extremely important. 
To build on our people’s global and inclusive 
skills and learn from one another, we 
organised cross-territory collaboration and 
sharing sessions. This includes cultural
. 
team and personal interests 
and professional growth of the team 
members. The complexities around it were 
exacerbated by the shift to remote working.  
 
PwC partners and managers are committed 
to improving inclusivity with support from 
the central Culture and Values team, we 
implemented a Team First approach. We 
shifted our resourcing and planning 
meetings from including Senior associates 
and above only to including everyone in the 
team. 
 
The feedback has been positive, with junior 
team members appreciating the new 
platform to express their views. Senior and 
middle management appreciate hearing 
directly from the team, instead of relying on 
data inputs and reporting on behalf of the 
associates.”
-
Christopher KE Tan, Partner
exchange with PwC Indonesia, targeted at 
understanding the values of working in 
diﬀerent environments and the culture 
diﬀerences across the territories. On World 
Culture Day in May 2021, PwC Australia, 
PwC AC Manila, PwC Japan and PwC 
Singapore came together and had leaders 
inspire and share about what unconscious 
bias meant to them, the importance of cultural 
inclusion for our people, our clients and 
society and tips on how to lead teams 
authentically through the PwC values.
Apart from our global collaborations, we also 
continued to ensure connectivity and drove 
values through our Values Challenge. Values 
Challenge 2020 included 25 teams, 
comprising 125 people, taking part in a 
ﬁve-week long challenge ﬁlled with fun and 
engaging activities, where the participants 
demonstrated our PwC values within and 
outside of the ﬁrm.
. 
. 
“One of the key 
tasks that we face 
is how best to 
allocate our team 
members to 
projects. It’s a 
diﬃcult balancing 
act between the 
requirements of the

Inclusion and Diversity
We know that just having a diverse workforce 
is not enough to achieve the best, sustained 
outcomes. Our annual Inclusion Week aims 
to educate how to leverage on diﬀerent 
backgrounds and raise awareness for the 
importance of including all perspectives. 
This year we focused on gender, diverse 
abilities, and people across diﬀerent cultures. 
We successfully kickstarted the week with 
International Women’s Day celebrations, 
including the launch of cross territory Lean In 
Circles with PwC New Zealand. Six intimate 
circles were formed, attracting over 66 staﬀ 
from the two countries. Other activities 
included the “We are all human” virtual 
exchange with PwC Australia and Japan. 
Over 110 people across territories from 
diverse backgrounds gathered to exchange 
conversations about bias and stereotypes. We 
organised a Young Men’s Christian 
Association special needs inclusive 
challenge. About 32 staﬀ went for walks with 
8 unique special needs individuals, for four 
consecutive weeks, around Singapore. 
Currently, we have 32 participants joining the 
circles monthly. They indicated the main 
takeaways from these sessions: building their 
internal network (93%), external network 
(78%) and mentorship (77%).
Lean In is a global community with many of 
our client organisations with their own Lean In 
circles - this is also an opportunity for our 
organisation to connect with clients and other 
organisations through a wider Lean In network 
to promote women achieving their ambitions 
toward creating a more equal world.  
Sustainability Report  |  18
#mymindmatters - 
‘Let's talk about 
the elephant in the 
room’ was the 
theme for World 
Mental Health Day 
Overview                       Our people                    Our community             Environment                    Governance
Studies have shown that women are more 
likely to succeed when they have access to a 
women’s network where they can build their 
social capital, share their experiences and 
access mentorship and sponsorship 
opportunities. To provide access to such a 
network, we established Lean In circles 
across our various operating units that 
provide a community for support, 
networking and mentorship through events 
and workshops tailored to support this 
network. 
The virtual Lunch With a Stranger sessions 
oﬀered a platform for our people to network 
and connect with each other. The sessions 
were held via Google Hangouts, where 2-3 
colleagues from diﬀerent LoS and grades 
were grouped to discuss the theme of each 
session and get to know each other. The 
sessions received great response with a total 
of 143 registrations. Themes included lunch 
with a leader, parenting and hidden talents.
Lunch With a Stranger has been recognised 
by the National Integration Council Award as 
an initiative that fosters diversity and inclusion 
among people from diﬀerent nationalities, 
cultures and generations and the ﬁrm will 
continue to ride on its successes. 
PwC volunteers, on a hike with special needs 
children, April 2021
Virtual  Lunch with a Stranger, 2021

“Covid-19 has fuelled mental health 
challenges and burnout, especially for 
working mothers. Sharing experiences and 
diﬃculties in the Lean In Circles have 
helped them realise that they were not 
alone. In fact, mothers are actually 
the most creative and 
resilient people around.
Returning mothers in IT webinar
PwC Singapore, alongside SGInnovate, 
IMDA and SG Women in Tech, hosted an 
event on 8 July 2020 on inclusive practices 
to enable reentry of women into the  
workforce, particularly focussing on 
returning mothers in the IT space. The 
webinar was presented by PwC, 
SGInnovate and IMDA, in support of SG 
Women in Tech. It addressed how 
organisations, leaders and individuals can 
promote inclusive hiring practices that 
recognise diverse talent and facilitate return 
to the workforce. 
Overview                       Our people                    Our community             Environment                    Governance
Celebrating cultural diversity is embedded in 
our company’s culture. We pride ourselves on 
our mixed racial workforce with people 
representing 47 diﬀerent nationalities. As we 
celebrate our cultural diﬀerences, we also see 
ourselves supporting the vulnerable 
communities during this period. PwC 
Singapore supported the Ramadan on 
Wheels programme, an initiative to provide 
food for the less fortunate families by 4PM 
during the season. Our volunteers reached out 
to 300 families in need. During Chinese New 
Year, our people also volunteered for the Fu 
Dai activity, organised by Community Chest, 
where they delivered gift bags allocated for 
families in need. 
On the right, 
second from the 
back -Nur Ashikin 
Ahmad having 
lunch with her 
peers from her 
Lean In circle
Participants from PwC Singapore,SGInnovate, IMDA and SG Women in Tech, 
showing the International Womens’ Day 2020 hand sign
Sustainability Report  |  19
With limited child care options available 
during the pandemic, the network shared 
creative ways we’ve each used, such as 
scheduling client calls during nap times 
and or setting up game sets to keep kids 
busy for at least half an hour. The mothers 
in her Circles are determined to normalise 
ﬂexibility at work and emerge as winners.” 
-
Nur Ashikin Ahmad, Director, PwC 
Singapore

Upskilling our people
We upgraded and ﬁne tuned our existing 
growth framework, and rolled out various 
ﬁrm-wide initiatives to support our people, 
including campaigns like  “New world. New 
skills.” and “Reimagine Digital”.
Despite the pandemic, the ﬁrm continues to 
deliver a wide array of training programmes, 
covering subjects on technical skills, digital 
skills, leadership skills and mental well-being. 
The idea is to upskill and reskill our people 
and ensure they are equipped with the right 
skillset and mindset to meet the increasing 
demands of the new world, while delivering 
high quality work to our clients.
Digitising learning experience
Our agile team of learning and development 
(L&D) professionals have explored new ways 
of conducting training with digital tools that 
heighten the eﬀectiveness of training sessions 
and enrich our people’s learning experiences. 
Collaborative tools such as Google 
Jamboards were used extensively during 
virtual classroom training sessions that 
enabled our people to work together in real 
time, thereby boosting their engagement 
levels as session attendees. 
Reimagine Digital – putting digital ﬁrst for 
growth
Since the start of PwC Singapore’s Digital 
Academy in 2019, the ﬁrm has successfully 
raised awareness and trained over 610 
employees on data automation, visualisation 
and robotic process automation (RPA) tools 
this ﬁnancial year. With the outbreak of the 
pandemic, the previously run classroom 
sessions have been transformed into a hybrid 
training model consisting of a 13-hour elearn 
suite followed by a 5-hr virtual classroom 
session for our learners.
Digital Accelerator programme
To date, the ﬁrm has conducted 3 waves of 
the Digital Accelerator programme, with 79 
individuals per session. The programme 
targeted at training individuals with advanced 
digital skills who would then eventually 
‘graduate’ as digital accelerators to help 
teams across the ﬁrm utilise insights, 
automate processes, develop solutions and 
improve overall user experience digitally. The 
79 digital accelerators have worked on a total 
of 59 projects.
PwC’s Network Badging programme - 
Digital Quests
Global PwC has rolled out a set of four 
elearns (i.e. Digital Quests) relating to digital 
subjects. Learners who complete all four 
Digital Quests will get to earn a Digital 
Acumen badge under PwC’s Network 
Badging Programme. This is just one of the 
many badges that will be available to the 
Network. PwC Singapore will be onboarding 
this badging programme in FY 22. 
In a ﬁrmwide ESG upskilling eﬀort, in the 2022 
next ﬁnancial year, we will raise awareness 
and train our people to integrate ESG into our 
existing oﬀers, and create new 
cross-competency services to support our 
clients. By upskilling our people, we can help 
our clients transform their organisations more 
eﬀectively and achieve an overall sustainable 
ecosystem.
Sustainability Report  |  20
Overview                       Our people                    Our community             Environment                    Governance
Over 3,400  hours 
spent on employee trainings 
on data automation, 
visualisation 
and RPA tools.
3 sessions. 79 
individuals per session. 
59 projects worked on.

Our community

Introduction
PwC Singapore is committed to delivering 
sustained outcomes for our community, 
through our various initiatives including,  
dedicated weeklong Annual Giving week 
campaign, continuous skills based 
volunteering, general volunteering as well as 
ﬁnancial contributions.
This year, the ﬁrm saw 81% increase in our 
skills based volunteering hours, associated 
FY20
FY21
Hours of 
volunteering
Skills based
8,449
6,018
New.World.New.Skills (NWNS)
560
1,015
General
8,791
1,531
Total volunteering hours
17240
7549
5.2
2.1
Beneﬁciaries 
reached
Under NWNS
877
416
Total beneﬁciaries reached
23,618
2,086
Staﬀ volunteers
Number of volunteers
1,546
545
Not-for-proﬁt 
board seats
Number of boards
187
190 
Number of partners on boards
71
78
Data table
with upskilling the community to be ready for 
the digital world, that is a more resilient, more 
capable and more inclusive place.
While there was a decline in the general 
volunteering hours, due to restrictions placed 
on in-person volunteering, we continued our 
engagements with our community partners 
and contributed to the community by 
enhancing our virtual volunteering.
Sustainability Report  |  22
Overview                       Our people                     Our community            Environment                   Governance

Our community investments
PwC Singapore takes pride in the dedication 
of our people - a community of passionate 
solvers who are promoting upskilling and 
digital inclusion in some of our underserved 
communities. 
This year, we launched our Giving Week 
campaign, aimed at showcasing our 
commitment towards making a diﬀerence in 
the society. We adopted a holistic giving 
approach through skills based volunteering, 
general volunteering as well as donating to 
those in need.
As part of our global strategy “New World. 
New Skills.”, we aim to  to prepare Singapore 
for the digital future, while maximising the 
potential of underprivileged or 
underrepresented individuals.
Throughout the year, we delivered multiple 
upskilling programs creating sustained 
outcomes in the community.  
The programmes were categorised into 3 
buckets -  (i) Upskilling youth from vulnerable 
communities (ii) Upskilling elderly (iii) 
Upskilling social organisations.
Sustainability Report  |  23
Upskilling youth to support 
vulnerable communities:
1. TechWeCan
In an increasingly technology driven world, the 
gender and class gap in STEM education is 
widening the social and economic inequality 
as well as missing out on creating a pipeline 
of future talent. 
PwC Singapore piloted the TechWeCan 
programme in Singapore in partnership with 
GLYPH, a social enterprise, making 
technology education accessible and 
aﬀordable to 25 students (50% females), aged 
11-16, exposing them to diﬀerent 
technologies, STEM careers and diverse role 
models. Our 44 volunteers facilitated the 
program over a period of 6 months, 
contributing more than 150 hours of 
skills-based volunteering 
2. Singapore International Foundation (SIF) 
runs the Young Social Entrepreneurs (YSE) 
programme
From across all Lines of Services, our 15 
volunteers completed over 70 hours of 
skill-based volunteering to coach social 
entrepreneurs from APAC, on their business 
models and general business fundamentals 
prior to preparing them for their pitches. By 
capacity building and upskilling the young 
entrepreneurs on business skills, we were 
able to reach out to 19 social enterprises in 
the region. 
Overview                       Our people                     Our community            Environment                   Governance

Upskilling elderly in digital literacy: 
1. IMDA Digital Clinics
PwC Singapore worked with the Infocomm 
Media Development Authority (IMDA), to run 
Virtual Digital clinics for adults, seniors and 
marginalised communities. This was in 
support of IMDA’s digital readiness eﬀorts, to 
ensure the elderly have access to basic digital 
skills and are included in the digital economy, 
government services and the society. 
The digitally behind, were able to book online 
‘consultation’ sessions with our volunteers to 
receive help for their digital needs from the 
comfort of their homes. A total of 87 seniors 
were reached through the sessions, over a 
period of 6 months and were conducted in 
English, Chinese, Malay or Tamil depending 
on the language needs of the seniors.
2. Care Corner Digital befrienders
Seventeen of our people became digital 
befrienders, spending 17 hours of skills based 
volunteering to curated curriculums and 
delivered lessons to educate seniors on topics 
such as online safety, basic YouTube 
functions, and a recap of how to browse the 
internet, reaching out to 20 seniors referred by 
Care Corner Singapore. 
Upskilling social organisations: 
1. MSF Missing Maps Mapathon
Our top mapper from Singapore, who mapped 
556 buildings
The mapathon was a digital volunteering 
activity where PwC Singapore volunteers 
made a diﬀerence by digitally connecting and 
mapping the most vulnerable unmapped 
places in the developing world. Local and 
international non-governmental organisations 
can then use these maps and data to better 
respond to crises aﬀecting these areas. 
Twenty of our staﬀ volunteered over 90 hours 
to map these unmapped places, mapping a 
total of 4,226 buildings in just one week. We 
collaborated with PwC Hong Kong and PwC 
Myanmar to amplify the impact, and mapped 
more than 21,250 buildings together. 
Sustainability Report  |  24
Overview                       Our people                     Our community            Environment                   Governance
Kenneth Loh, participating in our Virtual MIssing 
Maps Mapathon initiative, Aug 2021.

2. Masterclasses for the social sector 
In July and August 2021, PwC Singapore 
conducted a webinar series - ‘A future-ready 
social sector‘ to equip charities, social service 
organisations and social enterprises in 
Singapore with knowledge and skills to 
navigate a rapidly changing world. PwC’s 19 
employees from across three lines of services, 
came together to develop and facilitate these 
virtual sessions, upskilling 195 leaders and 
practitioners from the social sector. Our 
people spent about 190 skills based 
volunteering hours to capacity build the 
sector. Topic covered were:
I.
Cashﬂow management and forecasting
II.
Measuring impact and the SDGs
III.
Workforce of the future
IV.
Data ethics and bias
In addition, our Strategy& team worked with 
Deutsche Bank's dbSkillsPlus programme to 
put together a two day workshop that takes 
charity organisations through what strategy is 
and how to apply this to drive success in their 
organisations. Our volunteers developed and 
delivered the Strategy and Leadership webinar 
segment. 
3. Advisory clinics
To complement the virtual webinars, we also 
hosted a 2-hour advisory clinics for the social 
sector as part of Giving Week 2020. We had 
28 volunteers over 56 hours to help the 14 
organisations in the social sector to address 
real business challenges they are facing 
today. 
Beyond these, we continued with our 
focus on developing thought leadership 
content on topics supporting inclusion in 
the community. We are glad to share that 
we saw 10% more partners take on 
non-proﬁt board seats this year, across 
190 boards in the social sector. 
In the past year, our people participated in 
general volunteering towards supporting 
vulnerable communities including those 
from low income families and those 
who are diﬀerently-abled.  
Sustainability Report  |  25
Overview                       Our people                     Our community            Environment                   Governance
Other general volunteering: 
1. Distribution of necessities and supplies
Our 113 people volunteered almost 835 hours 
in distributing supplies to the communities in 
need, including packing food from Food bank 
Singapore and Food from the Heart 
Singapore, aside from mask distribution with 
Temasek StayMasked volunteering initiative.
2. SGX Bull Charge Run
Given our annual participation in this annual 
charity run, 89 PwC Singapore staﬀ spent 178 
hours in support of this two-week virtual 
fundraising event. 
The ﬁrm aims to journey through challenging 
times together with the community and play 
its part in bridging the widening digital divide 
in our communities. 
 
Our volunteers packing food at the Food Bank Singapore, as 
part of our Giving Week campaign in December 2020.

Our programmes
PwC Singapore Foundation 
PwC Singapore Foundation strives to create 
sustained social impact and make a diﬀerence 
in the lives of those in need. Along with the 
generous support from our people through 
skills-based and general volunteering, the 
Foundation also oﬀers ﬁnancial support to 
maximise and create sustained impact in the 
community. 
Apart from the usual business, the Foundation 
extended its support to the more pressing 
needs in the wider community, helping 
countries like Myanmar and India.
"I always grew up wanting to give back to 
the society and make an impact. Today, I’m 
an active volunteer in community activities.
Personally, I found three events really 
meaningful:
●
At Seniors Go Digital, organised by IMDA 
& NLB I spent time with the elderly 
guiding them through their Facebook, 
emails, etc. I realised that one just needs 
to put in eﬀort and be patient and is 
never too old to learn. 
●
For STAYMASKED activity, organised by 
Temasek Foundation we supported in 
the distribution of mask, including 
guiding people on the right mask size 
and reﬁlling the vending machines 
accordingly such 
Overview                       Our people                     Our community            Environment                   Governance
Myanmar meal support program
The ﬁrm raised SGD28,450 to support families 
through the purchase of food supplies. While 
these funds have not been transferred to 
Myanmar, given the political situation, we have 
ringfenced this and would be releasing these 
funds as soon as we can. 
India fundraiser
PwC Singapore Foundation, together with the 
funds raised from our people internally, 
donated SGD36k to augment hospital 
infrastructure in Kosi Kalan in Uttar Pradesh to 
address the lack of x-ray facilities that aids in 
detection of respiratory issues. At the moment, 
people have to travel an estimated 50km to 
have access to these facilities. The donation 
of x-ray machines and accessories will enable 
its 70,000 population (low-medium income 
group) to have access to medical aid more 
eﬃciently. 
We work with Sustainable Environment and 
Ecological Development Society (SEEDS), a 
not for proﬁt organisation that supports 
communities to build resilience in disaster 
readiness, response and rehabilitation, to not 
only install the machine in Kosi, but also to 
provide the necessary trainings for the users 
of the machines as well support the 
maintenance of the equipment. 
that there is constant stream of mask 
sizes. Learned that in order to overcome 
big challenges like Covid-19, everyone 
needs to work together as a community.
●
For the Young Social Entrepreneurs 
activity, organised by Singapore 
International Foundation (SIF), I 
mentored a startup developing a 
business in sustainable aquaculture. I 
reviewed their end-to-end solution, 
business pitch and prepared them to 
face tough questions...  Proud to share 
that the team won Thought For Food 
(TFF) 2020. Learned that complex 
businesses like ﬁsh farming need 
innovative thinking  and even small 
changes may potentially create a huge 
domino eﬀect leading to more 
sustainable outcomes.
-
Tan Ren Hao, 
Senior Manager, PwC Singapore
Bottom of image: 
PwC volunteer, 
Tan Ren Hao, in a 
virtual mentorship 
session with social 
entrepreneurs, from 
Indonesia
 August 2021
Sustainability Report  |  26
Education
Elderly
Disability

Environment

Sustainability Report  |  28
Overview                       Our people                     Our community              Environment                 Governance
There is also a reduction in our net carbon 
emissions intensity per employee of  
0.075tCo2e, each year, in FY20 and FY21. 
The ﬁrm purchased Energy Attribute 
Certiﬁcate,depicting its commitment as a 
RE100 member. It’s a global movement by 
businesses committed to going 100% 
renewable. 
As part of our ongoing eﬀorts to invest in 
oﬀset portfolios that support the vulnerable 
communities, the ﬁrm distributed free solar 
cookers to low income households in China 
and India, bringing health and ﬁnancial 
beneﬁts to them. Other initiatives include 
planting of mangroves around the Rimba Raya 
biodiversity reserve in Indonesia - a nature 
based climate solution protecting the habitat 
of critically endangered orangutans. 
Introduction
100% renewable energy and 100% 
carbon oﬀsets
For the third consecutive year, PwC Singapore 
achieved its target of 100% renewable 
electricity for Scope 2 emissions and 100% 
carbon oﬀsets for Scope 3 Business travel - 
air. The ﬁrm saw a 13% reduction in emissions 
from electricity and 99% reduction in 
emissions from business air travel, as we 
continue to invest in upskilling our people to 
deliver sustained outcomes while working 
from home. From FY22, the ﬁrm will oﬀset 
Scope 3 Business travel - taxi too.
Data table
tCO2e
                              tCO2e
453
395
650
464
3031
23
Gross carbon emissions
Net carbon emissions
Business 
travel - Taxi 
(Scope 3)
Electricity 
emissions 
(Scope 2)
Business 
travel - Air 
(Scope 3)
Total net carbon 
emissions 
(Scope 1,2,3)
FY20
FY21
650
464

Net Zero commitment
In line with PwC’s Net Zero commitment by 
2030, announced in September 2020, the ﬁrm 
has established a clear governance structure 
to remain accountable for driving net zero in 
Singapore. This team is led by a leadership 
oﬃce holder, with the support of our corporate 
responsibility and ESG leaders and teams, as 
well as members from the chairman’s list 
program. The team is responsible for the 
development of a credible net zero strategic 
plan and the execution of campaigns and 
policy changes to make this a reality. 
This year the ﬁrm also embarked on the 
development of a more in-depth greenhouse 
gas inventory, aligned to the science based 
initiative targets. 
Our campaigns and 
programmes
This year, the ﬁrm invested in raising 
awareness to supporting people in taking 
actions to reduce their individual carbon 
footprints. This was done through a series of 
campaigns, including our Annual Ecological 
Week.
Increasing awareness
We ran an ESG webinar for 86 of our people 
and practitioners from the social sector, 
unwrapping topics like climate change risk 
assessments to disclosure and 
decarbonisation eﬀorts to robust exploration 
of the UN Sustainable Development Goals (UN 
SDGs). We also ran fun climate change trivia 
and invited Terra SG, a local social enterprise, 
to conduct a workshop on driving sustainable 
behaviour through a circular economy.
Acceptance
With the acquired understanding and 
knowledge, over 250 of our people pledged an 
action towards reducing their carbon footprint 
this year, as part of our annual Ecological 
Week campaign which runs in the ﬁrst week of 
June and leading to World Environment Day.
Our people demonstrated their willingness to 
make a diﬀerence in the community and the 
environment by proactively participating in our 
campaigns. This includes working with World 
Wide Fund for Nature Singapore (WWF), to 
build solar lights for children in Cambodia to 
support them in their education, who 
otherwise are using kerosene lamps to study 
at night, leading to potential health issues due 
to pollution. 
With the assembly and gifting of 50 lights, we 
impacted 250 lives, 80% reduction in 
kerosene exposure, 7,750 Co2e kg of carbon 
emissions oﬀset over the lifespan of the light, 
as well as an estimated 109,500 study hours 
opportunity created over three years. 
Sustainability Report  |  29
Overview                       Our people                    Our community             Environment                 Governance
Children in Cambodia, showcasing their solar light buddies that 
was built by PwC volunteers, June 2021
PwC volunteers cleaning up the waters, during the kayak 
waterway cleanup,Earth Day 2021 
We also partnered with Waterways Watch 
Society and undertook kayak waterway 
cleanups.
In the upcoming year, we seek to build on this 
foundation and continue to upskill our people 
on the topic of ESG, set up a centres of 
excellence within our ﬁrm on ESG and 
incorporate ESG into the work we do with our 
suppliers, clients and communities. We will 
also set carbon emission reduction targets for 
the longer term, to achieve our net zero 
ambition, as well as enhance our existing 
policies and processes to demonstrate our 
commitment.
Our annual 
Veganuary Challenge 
(Vegan + January) 
campaign which 
attracted dedicated 
individuals who committed 
to a vegan lifestyle for the 
parts or the whole month 
of January.

Governance

A. Our values 
Our ﬁve values deﬁne who we are and what 
we stand for. They guide our behaviours in 
working together with each other, our clients 
as well as the community to create sustained 
outcomes that make a diﬀerence. We now 
have a stronger connection between our 
Purpose, values and the work we do every 
day, driven by the trust that we continue to 
build with all our internal and external 
stakeholders. 
B. Our network
At PwC, our purpose is to build trust in society 
and solve important problems. We are a 
network of ﬁrms in 155 countries with over 
284,000 people who are committed to 
delivering quality in assurance, advisory and 
tax services. PwC Singapore is a member ﬁrm 
of this network and is responsible for its own 
risk and quality performance.
PwC ﬁrms are members of 
PricewaterhouseCoopers International Limited 
and have the right to use the PwC name. Each 
ﬁrm member is a separate legal entity 
operating locally in countries around the 
world. As members of the PwC network, PwC 
ﬁrms share knowledge, skills and resources. 
This membership facilitates member ﬁrms to 
work together to provide quality services on a 
global scale to international and local clients, 
while retaining the advantages of being local 
businesses – including being knowledgeable 
about local laws, regulations, standards and 
practices.
●The CaTSH network
PwC China, Hong Kong, Macau, Singapore 
and Taiwan (jointly known as “CaTSH”) work 
together on a collaborative basis, subject to 
local applicable laws. Collectively, we have 
around 1082 partners and a strength of more 
than 26,000 people.
 
Sustainability Report  |  31
Overview                       Our people                     Our community             Environment                   Governance

C. Leadership and  
    governance structure
Global Board is responsible for the 
governance of PwC International Limited, 
oversight of the Network Leadership Team and 
approval of network standards. The Board 
does not have an external role. Board 
members are elected by partners from all PwC 
ﬁrms around the world every four years.
Network Leadership Team is responsible for 
setting the overall strategy for PwC Network 
and the standards to which PwC Firms agree 
to adhere.
Strategy Council, comprising leaders from 
the largest PwC Firms and Regional Networks, 
agrees on the strategic direction of the 
network and facilitates alignment for the 
execution of strategy. The Executive Chairman 
of PwC Singapore is a member of the Strategy 
Council and maintains our relationships with 
the Network Leadership Team.
Global Leadership Team is appointed by and 
reports to the Network Leadership Team and 
the Chairman of the PwC Network. Its 
members are responsible for leading teams 
drawn from network ﬁrms to coordinate 
activities across all areas of our business.
Local governance structure
PwC  Singapore has a management team 
referred to as the Leadership Team (“LT”). 
Members of the LT are appointed by the 
Singapore Executive Chairman and are 
Sustainability Report  |  32
responsible for the management of the ﬁrm’s 
operations and partnership matters. The LT is 
led by the Executive Chairman who is 
responsible for leading and managing the ﬁrm, 
including the setting and implementation of 
the overall ﬁrm’s strategy. The LT members 
meet monthly, with additional meetings called 
when required.
The Extended Leadership Team (“ELT”) serves 
as a crucial sounding board to the LT. ELT 
meets up with the LT on a quarterly basis and 
provides important advice to the LT on 
management and operational matters. 
Members of the ELT are appointed by the 
Executive Chairman. 
The Governance Board (“GB”) represents the 
partners with respect to the business and 
operations conducted. The GB is also 
responsible to the partners on internal 
partnership matters (including partnership 
admissions and withdrawals), acts as a 
sounding board for early discussions of 
strategic matters aﬀecting partners, provides 
feedback and advice to the management on 
issues of concern to the partners, and 
advises the management on policies which 
may aﬀect the rights, responsibilities, beneﬁts 
and obligations of partners. The current GB 
comprises of three partners who are elected 
by the ﬁrm’s partners for a four-year term.
The responsible business team also remains 
accountable to the partners it reports to - our 
Inclusion & Diversity leader, our Culture and 
Values leader, our Corporate Responsibility 
leader as well as our Wellbeing leader.
D. Ethics and compliance
At PwC, we adhere to the fundamental 
principles of the International Ethics 
Standards Board for Accountants (IESBA) 
Code of Ethics for Professional Accountants 
which are integrity, objectivity, professional 
competence and due care, conﬁdentiality and 
professional behaviour. Partners and staﬀ 
uphold and comply with the standards 
developed by the PwC Network and 
leadership in PwC Singapore monitors 
compliance with these obligations.
If there are concerns over a breach of our 
high ethical standards, we can reach out to 
one of the Ethics Champions, Business 
Conduct Leader, Human Capital or trusted 
manager or partner to discuss the issue, or 
raise it through the Ethics Helpline via phone 
or writing in.
Overview                       Our people                     Our community             Environment                   Governance

●Our code of conduct
PwC sets a clear standard of professional 
behaviour expected when interacting with our 
clients, competitors or colleagues, serving as 
a frame of reference as we go about our work. 
We adhere to our global code of conduct, 
which is based on PwC’s purpose and values 
and set out a common framework about how 
we are expected to behave and do the right 
thing. If we come across a situation which is 
inconsistent with our code of conduct, we 
speak up fairly, honestly, and professionally. 
We also take compliance with these ethical 
requirements seriously. All employees, 
including all members of our leadership and 
management teams, receive regular 
communications relating to anti-bribery and 
anti-corruption policies and procedures. All 
partners and staﬀ undertake annual 
mandatory training, as well as submitting 
annual compliance conﬁrmations, as part of 
the system to support appropriate 
understanding of the ethical requirements 
under which we operate. This is to strengthen 
the employees’ understanding and conﬁrm 
their compliance with the PwC Network 
Standards and Independence policies which 
cover a variety of areas including ethics and 
business conduct, independence, anti-money 
laundering, antitrust/fair-competition, 
anti-corruption, information protection, ﬁrm’s 
and partner’s taxes, sanctions laws, internal 
audit and insider trading.
Sustainability Report  |  33
1 Percentage excludes staﬀ on maternity and overseas secondment 
In FY21,100% of our employees completed 
the annual compliance and ethics training. 
This is to conﬁrm our employees’ 
understanding of the compliance with the 
ﬁrm’s Risk Management Standards and 
Independence Policies.
Information concerning anti-bribery and 
anti-corruption is also available to all clients 
and other business partners through external 
communications channels. PwC Singapore 
operates in a heavily regulated environment 
and conducts business within the framework 
of applicable professional standards, laws, 
regulations and internal policies. We are 
externally regulated by the Accounting and 
Corporate Regulatory Authority (ACRA), 
Singapore’s national regulator of business 
entities, public accountants and corporate 
service providers. A key part of our overall 
sustainability strategy is to integrate strong 
ethical and transparent business practices 
within our entire enterprise and all the work 
that we do.
●Our framework for deciding the right 
thing to do 
We are purpose led and values driven, and our 
purpose and values are our guiding principles 
in deciding the right thing to do. Our RADAR 
decision making framework helps us analyse 
ethical dilemmas, and decide on the right 
thing to do.
Recognising 
the event
Accessing
the situation
Deciding 
what to do
Agreeing the 
way forward
Reporting and 
communicating
Radar
Image from https://www.pwc.com/gx/en/about/ethics-business-conduct/code-of-conduct.html#8 
Overview                       Our people                     Our community             Environment                   Governance

The way ahead
In Dec 2021, an ESG strategic review was 
undertaken by the ESG practice and 
Leadership team, which together, refreshed 
our ESG priorities for PwC Singapore,  as 
seen in the diagram below.
As we move into FY22, to deliver on The New 
Equation and ESG strategy, we are focusing 
on three key areas:
■ Upskilling our workforce for today’s realities 
and tomorrow’s possibilities
■ Caring for our people as we create a 
resilient foundation
■ Making a diﬀerence in the environment we 
live, operate and play in, as we strive to 
accelerate the ESG agenda
At PwC, we enable our people to have – and 
deliver – a high-quality experience. To achieve 
this, we are building an environment and 
inclusive culture that comprises diverse 
talents, equipped with the right behaviours as 
well as a workforce that is consistently 
upskilled to solving important problems facing 
the society. 
Wellness will continue to be one of our 
leadership priorities, as we maintain a 
positive, healthy, and engaging workforce 
built upon a resilient foundation. We will work 
together to support our people in their 
personal and professional journey.
As a responsible business, we will work 
together with our network, clients, society and 
our people to navigate the climate situation 
better. Our recently launched SLCN serves to 
facilitate just that - dialogue and learning 
between both public and private sectors, and 
aims to advance the sharing of best practices 
and insights on key carbon measurement and 
decarbonisation topics based on the member 
organisations’ needs.
Sustainability Report  |  
34

Appendix

Appendix 1
This report has been prepared to “In accordance – Core” of the GRI Standards guidelines
Sustainability Report  |  36
Disclosure 
Number
Disclosure Title
Page Reference No. 
General Disclosures
102 - 1
Name of the organisation 
2
102 – 2
Activities, brands, products, and services
4
102 – 3 
Location of headquarters
2
102 – 4 
Location of operations
2
102 – 5 
Ownership and legal form
31
102 – 6
Markets served
4, 31
102 – 7
Scale of the organization
4, 31
As our entities are made up 
of limited liability 
partnerships and private 
limited companies, we are 
not required to disclose our 
ﬁnancial statements and this 
is in line with industry 
practice due to commercial 
sensitivity. As our entities are 
not listed, there is no 
capitalisation information 
102 – 8
Information on employees and other workers
15
102 – 9
Supply chain
The procurement system is 
decentralised for speciﬁc 
items and each business 
unit procures its own 
required items. PwC 
Singapore has an underlying 
Supplier Code of Conduct 
which guides us in the 
choice of suppliers that PwC 
Singapore chooses.
102 – 10
Signiﬁcant changes to the organization and its supply chain
2
102 – 11
Precautionary Principle or approach
7
102 – 12
External initiatives
11, 12
102 – 13
Membership of associations
31
102 – 14
Statement from senior decision-maker
3
102 - 16
Values, principles, standards, and norms of behaviour
31-32
102 – 18
Governance structure
32
102 – 40
List of stakeholder groups
10
102 – 41  
Collective bargaining agreements
PwC does not have 
collective bargaining 
agreements

Sustainability Report  |  37
Disclosure 
Number
Disclosure Title
Page Reference No. 
General Disclosures
102 – 42 
Identifying and selecting stakeholders
10
102 – 43 
Approach to stakeholder engagement
10
102 – 44 
Key topics and concerns raised
10
102 – 45 
Entities included in the consolidated ﬁnancial statements
We do not publish a public 
consolidated ﬁnancial 
statement.
102 – 46 
Deﬁning report content and topic Boundaries
7
102 – 47
List of material topics
5
102 – 48
Restatements of information
2
102 – 49
Changes in reporting
2
102 – 50
Reporting period
2
102 – 51
Date of most recent report
23 October 2020 
FY20 Sustainability Report
102 – 52
Reporting cycle
2
102 – 53
Contact point for questions regarding the report
2,38
102 – 54
Claims of reporting in accordance with the GRI Standards
2
102 – 55
GRI content index
35
102 – 56
External assurance
NA
Speciﬁc Disclosures 
GRI Standard: Energy and Emissions 
103 – 1/2/3
Management Approach 
28
302 – 1
Energy consumption within the organization 
28
302 – 2
Energy consumption outside the organization 
28
302 – 4
Reduction of energy consumption 
28
Speciﬁc Disclosures 
GRI Standard: Emissions 2016
103 – 1/2/3
Management Approach 
28
305 – 1
Direct (Scope 1) GHG emissions
28
305 – 2
Energy indirect (Scope 2) GHG emissions
28
305 – 3
Other indirect (Scope 3) GHG emissions
28
305 – 4
GHG emissions intensity
28
305 – 5
Reduction of GHG emissions
28
Speciﬁc Disclosures 
GRI Standard: Occupational Health and Safety 2018
103 – 1/2/3
Management Approach 
15
403 – 7 
Prevention and mitigation of occupational health and 
safety impacts directly linked by business relationships
15
Speciﬁc Disclosures 
GRI Standard: Training and Education 
103-1/2/3
Management Approach
15
404 – 1 
Average hours of training per year per employee
15
404 – 2 
Programs for upgrading employee skills and transition
assistance programs
15,20
Speciﬁc Disclosures 
GRI Standard: Diversity and Equal Opportunity 
103-1/2/3
Management Approach
17
405 – 1 
Diversity of governance bodies and employees
17-19
Speciﬁc Disclosures 
GRI Standard: Local Communities 
103-1/2/3
Management Approach
22
413 – 1 
Operations with local community engagement, impact 
assessments, and development programs
22-26

38
Contact us
Charlotte Hsu 
Corporate Responsibility Leader 
PwC Singapore 
+65 6236 7668 
charlotte.hsu@pwc.com
Fang Eu Lin 
ESG Leader 
PwC Singapore 
+65 6236 7798 
eu-lin.fang@pwc.com 
Trillion So
Culture and Values Leader
PwC Singapore 
+65 9660 0210
trillion.so@pwc.com
Jovi Seet
Wellbeing Leader
PwC Singapore 
+65 9816 1587
jovi.seet@pwc.com

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The materials contained in this publication were assembled on September 2021 and were based on information available at that time.