Publications

Read our point of view on issues related to Corporate Responsibility, and see what PwC is doing to demonstrate responsible leadership.


Leveraging Technology in Education Leveraging Technology in Education
A roadmap to leveraging technology in the classroom with the goal of enhancing student achievement, empowering teachers and enriching the overall learning experience.  
 
PwC / Junior Achievement Millennials and College Planning PwC / Junior Achievement Millennials and College Planning
The rising cost of college is spurring many young adults to re-evaluate their post-secondary education options. See what Millennials are saying about it.
 
Planning for Impact: Measuring Business Investments in Education Planning for Impact: Measuring Business Investments in Education
Measuring the tangible and measurable impact of an organization’s investments in education—including the benefits for both business and for society—is critical to building a credible narrative that will build trust among its stakeholders. This report is intended to aid an organization in better understanding the impact it wants to achieve, specific investment opportunities, the beneficiaries it wants to reach, and how to communicate the impact to internal and external stakeholders.  
 
The keys to corporate responsibility employee engagement The keys to corporate responsibility employee engagement
What is employee engagement and why does it matter? Employee engagement is an evergreen topic for companies, a tool that can support their innovation goals, increase their bottom line, drive corporate responsibility efforts, and advance companies’ broadest missions.  
Talent mobility: 2020 and beyond Talent mobility: 2020 and beyond
The business world is in the midst of fundamental change and in the next decade the ability of organisations to manage their global talent efficiently will mark the difference between success and failure.  
 
Putting a price on value Putting a price on value
PwC’s PE responsible investment survey shows more opportunity for value protection and creation through Environmental, Social and Governance (ESG) management.
 
Point of view: Integrated reporting: Going beyond the financial results Point of view: Integrated reporting: Going beyond the financial results
This Point of view highlights how companies may benefit from integrated reporting in response to stakeholders’ calls for enhanced disclosure of environmental, social, governance and other nonfinancial information. It also outlines the benefits some companies are realizing as they explore integrated reporting.
 
Total Impact Measurement and Management Total Impact Measurement and Management
Is ‘good’ growth the expected norm? Looking at growth from a total impact perspective means decisions are made with more holistic information and ‘good’ growth becomes easier to spot.
 
Key sustainability trends driving business value in the real estate sector Key sustainability trends driving business value in the real estate sector
This article originally appeared in “US Real Estate Insights”, we highlight key drivers spurring action among real estate asset managers and how leaders are creating value for their funds.
 
Conflict minerals survey: How companies are preparing Conflict minerals survey: How companies are preparing
PwC surveyed companies to determine their level of understanding of and progress toward conflict minerals rule compliance. The results of the survey across several industries is included in this report.
 
Eco-efficiency Eco-efficiency
Eco-efficiency can reduce costs for your company. And there are broader benefits, too: a stronger brand, greater productivity, and mitigated risk. Still, opportunities to save money while reducing your company’s use of energy, transportation fuel, waste, water, forest products or chemicals are often short-changed. Why? It’s most likely due to overlooked-but-valuable information.
 
Conflict minerals Conflict minerals
10Minutes on conflict minerals provides insight into the strategic benefits and risks companies will want to focus on as they comply with the SEC's conflict minerals rule. The rule is effective for 2013 calendar year operations, so regardless of whether companies view conflict minerals as a supply chain opportunity, risk to their brand or another regulatory to-do, they should act now to prepare.
 
Sustainability valuation: An oxymoron? Sustainability valuation: An oxymoron?
Considering both direct and indirect valuation methods helps quantify sustainability's value and the impact it makes for shareholders.
 
Toward a common approach to reporting water issues: Corporate water disclosure guidelines Toward a common approach to reporting water issues: Corporate water disclosure guidelines
As companies face escalating risks related to water, these new guidelines and publication from the UN Global Compact CEO Water Mandate provide examples and tools for assessing water risks and opportunities, developing a corporate water profile, and better water management strategies and solutions.
 
Sustainability goals 2.0: An evolving landscape Sustainability goals 2.0: An evolving landscape
Setting sustainability goals are essential to a company’s sustainability strategy but they don’t always drive the change that’s needed. PwC reviewed goals set by 126 companies identified as top sustainability performers and presents and analysis and implications for setting effective sustainability goals.
 
The sustainability executive: Profile and progress The sustainability executive: Profile and progress
The role of the Chief Sustainability Officer (CSO) is evolving based on input from CSOs in 25 leading sustainability companies. The research identifies trends on how companies organize sustainability, the work agenda, key success factors, and the challenges ahead.
 
Resilience: Sustaining the supply chain Resilience: Sustaining the supply chain
Companies need to protect the integrity of their supply chains to avoid damage to their reputations. In this report, we outline strategies for environmental and social issues in the supply chain. A resilient supply chain requires combining both ‘play not to lose’ and ‘play to win’ strategies.
 
Driving CO2 out of the supply chain and off retailers’ shelves Driving CO2 out of the supply chain and off retailers’ shelves
This publication examines what large, global retailers are doing to reduce carbon emissions from their supply chains. Energy is a major indirect cost for retailers ― which gives them a stake in how their suppliers design and develop products.
 
Five management principles from companies modernizing our vehicles, buildings and electric grids Five management principles from companies modernizing our vehicles, buildings and electric grids
AutoDesk, Cisco Systems, Facebook, General Electric, IBM, Johnson Controls, Microsoft, General Motors, PG&E, Boeing, CBRE, FedEx, Ford, and Jones Lang LaSalle talk to PwC about their roles in accelerating efficiency in our energy, information, building and transportation systems. Stressing the importance of systems thinking, collaboration skills, and innovation capabilities needed for growth, these companies are capitalizing on both technology change and business model innovation to achieve breakthroughs in business and environmental performance.
 
Do investors care about sustainability? Do investors care about sustainability?
A review of investor research reveal a trend that more investors are using corporate sustainability reporting to inform investment strategies. Sustainable investing outpaces the growth rate of conventional investment assets under professional management.
 
Puma’s reporting highlights global business challenges Puma’s reporting highlights global business challenges
This PwC case study discusses Puma’s ground-breaking approach to costing its use of all kinds of capital could be a catalyst for radically different reporting by companies. Alan McGill shares his insights.
 
The Carbon Disclosure Project (CDP) The Carbon Disclosure Project (CDP)
Sector insights: what is driving climate change action in the world’s largest companies?

FY13 US Corporate Responsibility Report FY13 US Corporate Responsibility Report
At PwC, responsibility includes each and every one of us – and we’re proud of the progress we’ve made together towards our Corporate Responsibility commitments. This report aims to provide insight into our CR perspective, progress, and performance while also guiding readers to other relevant content on pwc.com.  
 
2013 Houston Corporate Responsibility Value Report 2013 Houston Corporate Responsibility Value Report
PricewaterhouseCoopers LLP (PwC) Houston is excited to celebrate 75 years of dedication to our local clients and charitable organizations. Since opening our doors in 1938, we have demonstrated leadership and commitment to our four corporate responsibility areas of focus—marketplace, people, community, and environment. PwC Houston is privileged to collaborate alongside a broad variety of clients and community organizations which gives our people an opportunity to not only work on challenging projects but interact and learn from these leading organizations.
 
US Corporate Responsibility Update 2012 US Corporate Responsibility Update 2012
PwC plays a transformative role in addressing today’s social, business, and environmental challenges. This document covers our most significant accomplishments, recent public commitments, and select Corporate Responsibility performance metrics from the past fiscal year. Please read this in tandem with our FY11 report to gain a full understanding of our strategy and the value it creates for our firm and for our stakeholders.  
 
US Corporate Responsibility Report 2011 US Corporate Responsibility Report 2011
At PwC US our Corporate Responsibility strategy focuses on three societal issues (or cause areas): youth education, climate change, and social inclusion. These act as our guiding principles that focus our actions and serve as a consistent global framework to organize our expanding efforts. This is the executive summary to our latest full report, which uses the Global Reporting Initiative (GRI) G3 Guidelines. We are reporting at a self-checked application level of B. For more on our CR strategy, refer to our 2011 CR report and for our most recent progress, refer to our 2012 CR Report update.