PwC’s community strategy covers Education, Employability, Environment and Social Enterprise and links to the firm's professional skills and core competencies. PwC's five-year strategy focuses on maximising the business and social impact of its activities, with clear targets for the future.
- Pupil feedback from supported schools last year shows that 67% say they feel more confident and motivated and 80% feel more job-ready.
- PwC’s £1 million of financial, logistical and business support to the School for Social Entrepreneurs (SSE) and its students has delivered around £10 million of benefits for the SSE.
- At Brigade last year, 235 vulnerable people received support to get them back on their feet through Beyond Food’s Freshlife programme, and 24 people started the year-long apprenticeship programme, bringing the total number of apprenticeships to 69 since Brigade opened in 2011.
- 67% of social enterprises mentored by PwC said their confidence in running their social enterprise had improved, and 50% thought their social enterprise would be more sustainable and successful because of the support they’d received.
- 69% of One Firm One Day beneficiaries said that the money PwC raised will make a big difference to their organisation.
- 96% of employees who volunteer in schools feel that their skills have improved, and 98% of volunteers feel more engaged with the firm.
- The environmental volunteering programme has also helped with team building and making new connections, especially for new recruits.
- As a result of the One Firm One Day programme, knowledge of and participation in other community investment programmes increased - after OFOD 2013 there was a 300% rise in the number of staff coming forward to volunteer with social enterprises.
- PwC’s support for social enterprises has generated incremental sales of over £1m and enhanced its relationship with clients.
PwC has a long history of working with local communities. The CommunityMark assessors felt that its main strengths were strategic planning approach, governance and impact measurement framework.
PwC’s five-year Next Generation Community Affairs strategy has a refreshed focus on igniting social entrepreneurship; improving the education and life-chances of young people; and raising awareness of social and environmental issues that will make Britain a more vibrant society.
“PwC demonstrate excellent strategic planning, are constantly looking to innovate and have provided best practice examples of collaborative working. We were particularly impressed by PwC’s impact measurement framework.”
PwC and education
Education has been at the heart of PwC’s involvement in the local community for many years. As part of its community strategy review, the firm confirmed a commitment to increasing the life chances of disadvantaged secondary school pupils with its whole school approach. This innovative initiative focuses on working with 25 schools across the UK, providing a holistic range of support from school leadership through to pupil development.
PwC’s social enterprise hub, the Fire Station, houses the School for Social Entrepreneurs (SSE), Social Enterprise UK (SEUK), Beyond Food and Brigade – its own social enterprise restaurant and venue, which helps people who have experienced homelessness to get a fresh start in life with qualifications and apprenticeships in the food industry.
Also housed in the Fire Station is PwC’s Centre for Social Impact (CSI), one of six across the UK created to foster social innovation, impact measurement and knowledge sharing. PwC employees share their skills through mentoring and delivering masterclasses for PwC Social Entrepreneurs Club members. PwC is well on their way to achieving its target of successfully supporting 250 social entrepreneurs through the Club by 2017.
"Without putting too fine a point on it, our relationship with PwC has been the catalyst for changes in our charity that have helped us grow and evolve more in the last year than we have in the decade before it.”
PwC’s One Firm One Day initiative engages some 3,000 staff in volunteering and fundraising activity on an annual basis, and aims to contribute to the PwC Foundation‘s Race for £3million to be distributed to their key charity partners.
PwC has an impressive volunteering policy, enabling employees to take 3.5 hours a month (six days per year) volunteering time. It has an ongoing target to deliver at least 50,000 volunteered hours every year, with at least 50% of this being skills-based volunteering.