• Quality of governing bodies
    Leverage our governing bodies to properly integrate our Sustainability Framework.
  • Stakeholder engagement
    Communicate and seek internal and external people engagement on the 13 ambitions. Embed sustainability into the objectives of our leadership.
  • Ethical behaviour
    Foster an environment that allows ethical behaviours to reach highest standards.
  • Systemic transparency
    Monitor our Sustainability journey by defining and reporting on KPIs from all pillars.
Trust is built through authentic, transparent and credible actions that are aligned with our corporate purpose. Governance is the foundation of how we build that trust and continued long-term value with our stakeholders. 
We believe accountability, responsibility and stewardship principles are important governing values. They ensure that we execute our ambitions for the business, our clients, stakeholders, the planet and society. In today’s environment, we must remain transparent about our strategy and report on it — both formally in the Annual Review, and also to our People and clients.
We achieve this through good governance. It enables us to set, monitor and integrate our firm’s economic, social and environmental ambitions into action, and to navigate future risks and opportunities with resilient behaviour.

Ensuring our success: SUSTAIN@PwC

Defining our strategy and sustainable priorities is only the beginning. The roadmap to success is to now transform the organisation and measure and report on our progress.

Our committee, SUSTAIN@PwC, was established in April 2021 as the steering committee to execute on our sustainability strategy and ambitions. We’re now one year later. Under the leadership of our CEO, John Parkhouse, and supporting Vice Chair, Christophe Pittie, the committee includes four leaders, each running one of the four pillars: Governance, Prosperity, People and Planet. They are Senior Partners and are directly linked to sustainability topics. They bring expertise and experience to their respective themes, spreading our ambitions throughout their areas.


SUSTAIN@PwC: From strategy to transformation and reporting alignment is key

The committee is focused on ensuring success in three main areas:

  • Build the sustainability strategy: ensure that the strategy is aligned with The New Equation and our local PwC23 strategy.
  • Drive transformation: engage with management teams to align strategic objectives in all Service Lines and Industries. 
  • Setting ambitions into action: progress towards execution of strategic actions by setting up reporting and monitoring frameworks, reporting quarterly to our Country Leadership Team (CLT) and in the annual reporting to stakeholders.

Engagement and Accountability

Engaging with our internal stakeholders is a critical aspect in executing on our sustainability strategy. Since confirming our decision to align with the WEF-IBC 21 core metrics, it is essential for our stakeholders to be engaged for these ambitions and to be accountable for their actions through clear objectives.

In our journey of transforming our ambitions into action we have therefore to inform, engage, evaluate and compensate stakeholders with reference to objectives that apply to them starting internally with our leaders and leadership teams and cascading down to the wider Partners group, management and staff.

In 2022, we drew our transition Roadmap; in 2023, we will execute on it also including the external stakeholder engagement.


The continued communication, monitoring and evaluation of our values, standards and codes of conduct  enable us to remain trustworthy.

Our internal Ethics and Business Conduct committee is composed of an independent chairman and a college of Partners as well as an Ethics Officer. The committee oversees our values and ethical behaviour and is  devoted to creating an open culture where everyone feels respected, included and valued while being able to bring their whole self to work. 

In this context the Committee initiated a communication campaign around ‘Speak Up’. Beyond the Ethics Helpline, a whistleblowing platform, they also provided our workforce with other supporting channels such as Ethics Counsellors, selected with diverse backgrounds and proximity to our People and Ethics Committee Members. In addition, an ethics survey involving more than 100 employees and Partners was launched.

Our GPS Ethics index increased over the last two years, demonstrating the positive impact of our efforts in this area.


Why we included transparency

Following the 21 core WEF-IBC metrics foster transparency, consistency and comparability; and catalyse a systemic solution that integrates financial and ESG reporting for our stakeholders. We want to demonstrate our commitment to purpose as a measure of good governance and transparency, and as fundamental to long-term value creation. 

What we cover under this Annual Review

We are proud to announce that our 2022 Annual Review is aligned with the latest reporting disclosures and metrics proposed by the WEF and the IBC, “Towards Common Metrics and Consistent Reporting of Sustainable Value Creation”. The layout of our report mirrors that of the four pillars suggested by the WEF-IBC - Principles of Governance, People, Prosperity and Planet - and we have matched our corporate responsibility and sustainability topics with the metrics and disclosures proposed. 

Contact us

John Parkhouse

Audit Partner, PwC Luxembourg

Tel: +352 49 48 48 2133

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