All of our partners and staff are required to complete annual training on PwC’s anti-corruption policies and procedures. For FY22, most of our largest firms reported 100% completion (or near completion with 99%), with every region reporting a minimum of 93%. Every firm is requested to develop a sanctions protocol to require 100% completion for training and institute appropriate follow up, completion and consequences for late completion.

During FY22 one individual reached a plea bargain agreement concerning a corruption allegation related to a previous year. The individual is no longer part of PwC. There were no other incidents of corruption in our 21 largest territories culminating in publicly reported regulatory or court adjudications, related to either the current or previous years. The figures provided do not include matters subject to ongoing legal or regulatory proceedings or appeals.

The PwC network has a robust anti-corruption programme and does not tolerate any form of bribery or corruption. This is clearly stated in PwC’s Code of Conduct [link to Code of conduct section of Risk chapter], in our policies and procedures, in all required training on anti-corruption and in regular messaging and communications by firm leaders. We also require our third parties to comply with our Third Party Code of Conduct which prohibits any form of bribery or corruption.

As part of our overall anti-corruption programme, PwC member firms prepare an annual risk assessment and action plan in order to conduct regular, continuous assessments of the firm’s compliance risk, tailored to the firm’s evolving business profile (including geographies in which we operate and clients we serve) to confirm that the programme is operating as designed and is meeting firm, legal and regulatory requirements and expectations.

Firms have also implemented monitoring programmes that include independent testing and reporting to prevent and detect compliance issues and to facilitate appropriate and timely responses to any risk identified. Testing includes review of a variety of expenses and other high risk areas for government and public sector clients. All partners and staff are required to complete the Annual Compliance Certification (ACC), whereby they must certify that they have read, understand and will comply with all internal policies and guidance related to anti-corruption. Each firm undertakes to follow up on any exceptions for the ACC responses. Finally, as part of our Speak up culture, partners and staff are encouraged to raise any questions or concerns about bribery or corruption and to consult with the anti-corruption subject matter experts or their engagement or firm leadership.

In addition, we have implemented the PwC Ethics Helpline and Case Management System across the network. Each member firm has a confidential tier of the PwC Ethics Helpline and supporting case management system. The Ethics Helpline is available for all PwC partners and staff as well as clients, third parties and any other external party. Callers can choose to remain anonymous when using the helpline.

As part of the helpline implementation, we implemented an overall Speak up campaign, encouraging all partners and staff to ask questions or report any issues or concerns about ethical behaviour or organisational integrity. In addition to the helpline, PwC firms have many other reporting channels including resources in Ethics, Human Capital, the Office of General Counsel and Risk & Quality teams, supervisors, coaches and relationship leaders or partners. Many firms have also developed Ethics Committees which meet regularly to review reported cases and trends, work with key stakeholders and firm leadership to address these issues, and develop proactive strategies to promote and maintain an ethical culture.

Examples of how our purpose is brought to life, what we do and how we behave can be found in the relevant chapters of our FY22 Global Annual Review such as the Chairman’s letter, Our community of solvers, Impact, Risk and Governance.

Progress against some of the objectives of that strategy such as talent acquisition, financial performance and net zero can be found in the relevant chapters of our FY22 Global Annual Review as well as in the Chairman’s letter.

Determining the remuneration of the NLT is based on performance against an agreed set of key performance indicators (KPIs) in line with the PwC strategy, including KPIs related to ESG factors. In addition the global board participates in the determination of the remuneration of PwC’s Global Leadership Team. The KPIs that the GLT is judged upon, depending on role, can include KPIs related to ESG factors.

• Standard-setter bodies such as the Global Public Policy Committee (GPPC), the International Ethics Standards Board for Accountants (IESBA), and the International Auditing and Assurance Standards Board (IAASB)
• Regulatory and other standard setter consultations and comments on exposure drafts and draft regulations and standards
• Multilateral organisations such as the Organisation for Economic Co-operation and Development (OECD)
• Forums for bringing stakeholders together to make progress on issues of importance to society such as the World Economic Forum (WEF)
• Development of a wide variety of thought leadership

As shared throughout our FY22 Global Annual Review, PwC supports policy development and thought leadership regarding important topical issues including climate, tax, financial reporting, accounting and auditing, broader business issues, future of work, sustainability reporting and assurance, independence, diversity and inclusion, and use of emerging technologies.

All member firms are expected to follow global policies regarding conduct and compliance with regard to any public policy development or lobbying. By way of example, PwC has put in place a set of principles that our network expects to be followed by all firms when hiring a former government official or when someone from PwC takes a senior post in government in order to avoid any potential for conflicts of interest. This covers not only organisations regarded as strictly governmental but also organisations that regulate or have public oversight of the professional services that we provide. The principles are intended to minimise potential conflicts and avoid the perception that confidences gained from one role could be used in another or for the advantage of a PwC firm. Having a set of principles for use across the PwC network helps us take a consistent approach.

In addition, territories are required to follow any additional local laws or regulatory requirements with regard to participation in public policy development.

Our Global Board approves our network budget which is set by the NLT in alignment with the network’s purpose and strategy and our net zero commitments (these commitments are detailed in our ESG chapter). The Board oversees PwC’s compliance with ESG-linked regulations. Key budget allocation decisions by the Board this year reflect its mandate. For example, the Board approved a US$1bn investment into enhancing PwC’s ability to deliver quality audits that build trust in the capital markets. The impact of the Board’s oversight can be seen in PwC’s work this year to help solve important problems from diversity (see People chapter) to climate change (see ESG chapter) to building trust in society.

Out of 695 PwC office locations, 22 offices were identified as being located within a protected area or a key biodiversity area, while 169 were identified as being adjacent to these areas (i.e. within 1km). All of the 22 are in urban areas. Some of our offices have specific biodiversity plans and we will continue to share their learnings more broadly across our network.

Region	Number of offices in or adjacent to key biodiversity areas and/or protected areas
	In	Adjacent (i.e. within 1km)
Americas	8	36
Asia Pacific	7	16
Europe, Middle East and Africa	7	117
Total	22	169

PwC offices include owned, leased or managed locations as of 30 June, 2022. Key biodiversity areas and protected areas were identified using the The Integrated Biodiversity Assessment Tool (IBAT). This tool combines three biodiversity datasets – the World Database on Protected Areas, the World Database of Key Biodiversity Areas, and The IUCN Red List of Threatened Species.

Region	Number of offices in water stressed regions	% of PwC’s total number of offices	% of PwC people
Americas	29	4%	5%
APAC	44	6%	17%
EMEA	112	16%	16%
Total	185	27%*	37%*

Baseline water stress measures the ratio of total water withdrawals to available renewable surface and groundwater supplies. Water withdrawals include domestic, industrial, irrigation, and livestock consumptive and nonconsumptive uses. Available renewable water supplies include the impact of upstream consumptive water users and large dams on downstream water availability. Higher values indicate more competition among users. Baseline water stress was determined using the WRI Aqueduct water risk atlas tool. Water stressed regions are those defined as arid, extremely high and high. *Figures may not equate exactly to numbers above due to rounding.

A number of our territories have set water consumption targets and track their progress against these targets. We will continue to share these findings and learnings more broadly across the network.

• Reduce absolute scope 1 and 2 GHG emissions by 50% by FY30 from a FY19 base year
• Reduce absolute scope 3 business travel GHG emissions by 50% within the same timeframe
• 50% of our suppliers of purchased goods and services (measured by emissions) will have science-based targets by FY25
• Use 100% renewable electricity in all our territories

Detailed progress on our commitment is available in our Climate Report.

Nonetheless we have summarised in the table below a range of values based on our total gross direct and indirect reported GHG emissions in FY22 using a number of market related carbon pricing scenarios.

Approach	Carbon price ($/tCO2e)	PwC cost of carbon ($USD)
Carbon pricing schemes are already implemented across 68 national or sub-national jurisdictions. These provide a number of market price benchmarks for the cost of direct emissions. The minimum and maximum prices during the FY22 financial year (July 1st 2021 - June 30th 2022) in the emissions trading schemes (ETS) in the EU, California and China are used to calculate the ranges shown here.	EU ETS $ 55-103	$ 74M-140M
	California ETS $ 20-72	$ 29-105M
	China (national) ETS $ 6-9	$ 9-13M
The IMF proposed an international carbon price floor (ICPF) in order to accelerate emissions reductions through such policy action. This advocates reaching a global tax of $75/tCO2e by 2030 from $15/tCO2e in 2022. PwC analysis found that implementing this ICPF could pay for itself while cutting emissions by 12%. These proposals are used to calculate the range shown here.	$15-75	$ 22M - 109M
In sectors not subject to a regulated carbon pricing scheme, carbon credits in the Voluntary Carbon Market (VCM) are available. The 2021 global weighted average VCM price, and the average price of nature-based removals over that period are used to estimate the range of costs shown here.	$ 4-8	$ 6M-11M
Methodologies have emerged to estimate the Societal Cost of Carbon. One such methodology, developed by the Institute for Policy Integrity and referenced in the WEF IBC guidance, estimates a Social Cost of Carbon of $129/tCO2e in 2022, applying a 2% average discount rate.	$129	$187M

We are starting to explore the degree to which this is relevant within our supply chain, and plan to carry out an assessment of whether those impacts would be considered material in this regard.

We are starting to explore the degree to which this is relevant within our supply chain and plan to carry out an assessment of whether those impacts would be considered material in this regard.

For example, PwC Netherlands has set an ambition to be fully circular by 2030 with zero waste and optimal (re)use. An update on their most recent activities can be found here. PwC UK has a strategy to decouple material consumption from business growth and move towards a circular economy. More information about their programme can be found here.

Representation of women, particularly at the director and partner levels, remains lower in Advisory, partly due to intense competition for this talent and a relatively low number of senior female leaders in this field. To improve the representation of women in Advisory specifically, some member firms are introducing initiatives to ensure they consider a diverse range of candidates, for example by requiring that all interviews include at least one female candidate. Many member firms are also working with recruitment firms that specialise in finding women and/or minorities to fill more senior Advisory roles.

Our aspiration is to achieve balanced overall gender representation. We also continue to maintain our focus on being recognised as an inclusive employer of choice by developing policies and benefits to attract and retain female and diverse talent at all levels. We recognise the role we play in supporting our people with both their work and personal lives, at all stages of their careers. Please see our community of solvers chapter to learn more.

Employee Category by Line of Service, Management Level & Gender
Line of Service	Aggregated Management Level	Female %	Male %	Not declared %
Advisory	Intern/Trainee	46.3%	53.6%	0.16%
	Associates	43.3%	56.6%	0.09%
	Managers	34.9%	65.0%	0.08%
	Directors	24.9%	75.0%	0.14%
	Partners	16.4%	83.5%	0.02%
Advisory Total		38.8%	61.1%	0.09%
Assurance	Intern/Trainee	47.1%	52.8%	0.10%
	Associates	54.5%	45.4%	0.03%
	Managers	49.0%	51.0%	0.04%
	Directors	40.2%	59.8%	0.06%
	Partners	24.1%	75.9%	0.00%
Assurance Total		51.2%	48.7%	0.04%
Internal Firm Services	Intern/Trainee	48.7%	51.2%	0.14%
	Associates	62.7%	37.3%	0.04%
	Managers	58.6%	41.3%	0.09%
	Directors	52.6%	47.2%	0.13%
	Partners	26.7%	73.3%	0.00%
Internal Firm Services Total		59.8%	40.2%	0.07%
Tax and Legal Services	Intern/Trainee	51.3%	48.4%	0.22%
	Associates	57.8%	42.2%	0.09%
	Managers	52.1%	47.8%	0.08%
	Directors	40.0%	60.0%	0.00%
	Partners	27.1%	72.9%	0.07%
Tax and Legal Services Total		52.8%	47.1%	0.09%
Total		48.7%	51.2%	0.07%

Grouping	Includes
Intern/Trainee	Intern/Trainee
Associates	Senior Associate, Associate, Administrative, Specialists
Managers	Senior Manager, Manager
Directors	Managing Director, Director, Salaried Partner
Partners	Equity Partner

Grouping	Includes
Intern/Trainee	Intern/Trainee
Associates	Senior Associate, Associate, Administrative, Specialists
Managers	Senior Manager, Manager
Directors	Managing Director, Director, Salaried Partner
Partners	Equity Partner

We report ethnicity data for nine of our larger territories that together employ 42% of our global workforce. (We are unable to report ethnicity data for our other larger territories because either the territories do not collect this data or local laws prohibit sharing the data.)

Each of the nine reporting territories has mapped the majority/minority ethnicity of its workforce.

All of the reporting territories have unique ethnic minority classifications and populations. What is consistent however is the higher representation of minorities in more junior grades. Our focus is on minority talent progression/improving representation in more senior grades.

Employee Category by Line of Service, Management Level & Ethnicity
Line of Service	Aggregated Management Level	Major (%)	Minor (%)
Advisory	Intern/Trainee	50.1%	49.9%
	Associates	66.1%	33.9%
	Managers	60.4%	39.6%
	Directors	64.7%	35.3%
	Partners	76.4%	23.6%
Advisory Total		63.9%	36.1%
Assurance	Intern/Trainee	62.9%	37.1%
	Associates	56.1%	43.9%
	Managers	61.0%	39.0%
	Directors	75.7%	24.3%
	Partners	82.7%	17.3%
Assurance Total		60.5%	39.5%
Internal Firm Services	Intern/Trainee	30.9%	69.1%
	Associates	66.4%	33.6%
	Managers	69.6%	30.4%
	Directors	80.3%	19.7%
	Partners	87.8%	12.2%
Internal Firm Services Total		66.5%	33.5%
Tax and Legal Services	Intern/Trainee	54.3%	45.7%
	Associates	59.3%	40.7%
	Managers	65.8%	34.2%
	Directors	72.5%	27.5%
	Partners	81.1%	18.9%
Tax and Legal Services Total		63.8%	36.2%
Total		63.3%	36.7%

Grouping	Includes
Intern/Trainee	Intern/Trainee
Associates	Senior Associate, Associate, Administrative, Specialists
Managers	Senior Manager, Manager
Directors	Managing Director, Director, Salaried Partner
Partners	Equity Partner

Grouping	Includes
Major	Defined locally by territories
Minor	Defined locally by territories

Our gender pay gap has increased slightly year over year for all management levels. Our pay gap is measured using the World Economic Forum definition as the ratio of the average woman's pay to the average man's pay at each staff level. The calculation is based on the weighted average of gender pay gaps at each staff level in our 21 largest territories.

Global Pay Gap by Management Level
Grouped Management Level	Ratio of basic salary: Female to Male (%)	Ratio of basic salary and bonus: Female to Male (%)
Associates	95.0%	94.7%
Managers	93.7%	93.2%
Directors	91.8%	91.8%

Grouping	Includes
Associates	Senior Associate, Associate, Administrative, Specialists
Managers	Senior Manager, Manager
Directors	Managing Director, Director, Salaried Partner

This is our first year of reporting the gender pay gap by Line of Service.

Assurance has the lowest pay gap for both base only and base + bonus. The gap for Advisory is the widest of our Lines of Service. This is largely driven by the relative seniority of employees in Advisory and the high proportion of men in these senior roles.

Global Pay Gap by Line of Service
Line of Service	Ratio of basic salary: Female to Male (%)	Ratio of basic salary and bonus: Female to Male (%)
Advisory	83.9%	82.5%
Assurance	93.3%	92.6%
Tax and Legal Services	88.0%	87.5%
Internal Firm Services	89.0%	88.1%

An additional data point is our global gender pay gap which is 86.4% for base pay only and 85.2% for base pay + bonus.

This is our first year reporting the pay gap by ethnicity (minor to major). Similar to our gender pay gap, the main driver of our ethnicity pay gap is the lower representation of ethnic minorities at more senior levels - which we are working to address.

We report ethnicity data for nine of our larger territories that together employ 42% of our global workforce. (We are unable to report ethnicity data for our other larger territories because either the territories do not collect this data or local laws prohibit sharing the data.) Each of the nine reporting territories has mapped the majority/minority ethnicity of its workforce.

Global Pay Gap by Ethnicity
Ratio of basic salary: Minor to Major (%)	Ratio of basic salary and bonus: Minor to Major (%)
91.8%	92.8%

Grouping	Includes
Major	Defined locally by territories
Minor	Defined locally by territories

We do not have data on standard-entry wage level by gender compared to the local minimum wage. However, our member firms are required to comply with all applicable local laws, and we have confirmed with all our member firms that they have processes and controls in place to comply with all applicable local wage laws. PwC member firms regularly conduct comprehensive reviews of compensation data to understand any differences between and among staff.

Territory Senior Partner / Employee Pay Ratio - Results
Ratio of the Global Chairman Compensation to the median FY22 employee pay	142

Similar to last year, we are disclosing the ratio of our Global Chairman’s compensation to the median FY22 employee pay (including base pay and bonus).

In FY22, our Global Chairman Bob Moritz earned 142 times the median average remuneration (basic salary and bonus) of PwC people (excluding partners) in our 21 largest territories.

Mr Moritz’s remuneration is determined by the PwC global governance board. It includes a performance component assessed by the global governance board based on the achievement of his and the Network Leadership Team’s (NLT’s) annual priorities, progress against the NLT shared strategic goals, and input collected from relevant leaders. The increase from the FY21 ratio of 130 is due to an increase in our Global Chairman’s compensation combined with a decrease in average remuneration across the network, driven in large part by our significant hiring in lower cost jurisdictions (e.g., our headcount growth in Asia Pacific was >20%, including significant growth in our Acceleration Centres and Service Delivery Centres, vs 6% in the rest of the world). The strengthening US dollar relative to many of the currencies in the countries where we operate also contributed to the decrease in average remuneration (expressed in US dollars) across the network.

The safety and wellbeing of our people is a top priority. The community of solvers chapter of our Global Annual Review shares information on how we support our people’s wellbeing.

Average Learning & Development Hours
Fiscal year	Average training hours per employee (global)
FY22	69.7
FY21	56.3
FY20	57.9
FY19	52.3

Average training hours by Line of Service
Line of Service	Average hours
Advisory	48.3
Assurance	114.1
Internal Firm Services	27.1
Tax and Legal Services	48.3

Average training hours by Gender
Gender	Average hours
Female	70
Male	69.2
Not declared	52

This increase holds true for PwC people across all lines of service and management levels.

Our average learning completions per month have increased to 1.87 million (up from 1.46 million in FY21) showing our people are doing more learning overall.

All Lines of Service (and within this all management levels) have increased their average learning hours compared to FY21. Our Assurance line of service spends the most time on learning, which is expected as they study to achieve their qualifications. While our average learning hours have increased, we have identified some instances in which the requirements have not appropriately been met. We continue to focus on that important issue and are taking measures to address the reliability of training completion and assessment with our people.

Our average learning & development expenditure per full time employee for our largest 21 territories is US$2,088. This includes internal training expenditure only. We do not collect external training costs which, if included, would raise this figure.

Please see the community of solvers chapter in our Global Annual Review to learn more

Where concerns about discrimination or harassment are raised internally, a wide variety of responses are utilised to prevent or sanction potential or actual misconduct, depending on the nature and severity of the concern raised. These measures may include but are not limited to formal warnings, training and coaching, impact on evaluation, compensation and promotion, impact on title, role and client assignments, and impact on continued employment from suspension to termination.

However, our member firms are required to comply with all applicable local laws, and we have confirmed with all our member firms that they have processes and controls in place to comply with all applicable local wage laws.

Our global L&D functions cover the costs of learning platforms such as our Learning Management System and Learning Experience Layer, attendance tracking, evaluation and assessments, and curated learning, as well as global development and delivery of key talent programmes.

In FY22 we invested 3.3% of payroll costs on training. In addition, our people are given time away from their daily roles to learn or teach. Beyond formal training, they also learn on the job, from coaching and through various other development activities.

Effectiveness of the training and development
L&D effectiveness question	FY22 Score	FY21 Score
“The Learning & Development I have used at PwC, including classroom/virtual classroom, digital assets, webcasts, reading, job aids, eLearns and other digital learning has helped me prepare for the work I do”	70%	68%

In this year’s Global People Survey, 70% of our people agree that PwC training helps to prepare them for the work they do, an increase of 2 points compared to prior year.

We do not use child, forced or compulsory labour in any of our own operations. Our suppliers have to abide by our Global Third Party Code of Conduct, or its equivalent, which is explicit in our opposition to and intolerance of any form of child labour, human trafficking and modern slavery.

Despite the challenges of a year overshadowed by the pandemic, our recruiting efforts significantly increased in FY22 and we increased our headcount by 32,576 to a total of 327,947.

Similar to last year, we are disclosing our hires and total turnover broken out by region, LoS and gender. Additionally, this year we are also providing headcount, hires and total turnover by ethnicity.

Overall, our hiring is quite balanced from a gender perspective: 48.4% of our FY22 hires are female. However, consistent with the underrepresentation of women in our Advisory business, we continue to hire more men than women in Advisory across all regions. To improve the representation of women in Advisory specifically, some member firms are introducing initiatives to ensure consideration of a diverse range of candidates. For example, some firms require that all interviews include at least one female candidate. Many member firms are also working with recruitment firms that specialise in finding women and/or minorities to fill more senior Advisory roles.

Hires by Region, Line of Service, Management Level & Gender
Region	Global Line of Service	FY22 Hires	Rate of New Hire	Female (%)	Male (%)	Not Declared (%)
Americas	Advisory	10,374	49.7%	39.2%	60.4%	0.41%
	Assurance	11,008	45.0%	49.5%	50.3%	0.21%
	Internal Firm Services	4,473	34.6%	56.2%	43.4%	0.41%
	Tax and Legal Services	6,138	38.4%	51.2%	48.3%	0.48%
Americas Total		31,993	43.1%	47.4%	52.2%	0.36%
Asia Pacific	Advisory	27,259	69.1%	39.6%	60.4%	0.03%
	Assurance	28,205	61.6%	58.4%	41.5%	0.03%
	Internal Firm Services	5,212	48.1%	56.7%	43.3%	0.04%
	Tax and Legal Services	6,385	40.1%	57.7%	42.2%	0.03%
Asia Pacific Total		67,032	59.9%	50.4%	49.5%	0.03%
Europe, Middle East and Africa	Advisory	15,576	46.7%	38.4%	61.5%	0.04%
	Assurance	20,538	39.4%	47.0%	52.9%	0.04%
	Internal Firm Services	6,431	31.1%	54.5%	45.5%	0.05%
	Tax and Legal Services	7,223	31.9%	54.3%	45.6%	0.07%
Europe, Middle East and Africa Total		49,768	38.6%	46.3%	53.7%	0.05%
Grand Total		148,822	47.3%	48.4%	51.5%	0.11%

This is the first year that we are reporting hires by ethnicity.

The minority representation of our hires (32.9%) is slightly less than the minority representation of our overall staff (36.7%) and our focus has therefore been on attracting and recruiting ethnic minority talent through targeted programmes and recruitment campaigns.

Note on ethnicity data: We report ethnicity data for nine of our larger territories that together employ 42% of our global workforce. (We are unable to report ethnicity data for our other larger territories because either the territories do not collect this data or local laws prohibit sharing the data.) Each of the nine reporting territories has mapped the majority/minority ethnicity of its workforce.

Hires by Line of Service, Management Level & Ethnicity
Line of Service	Aggregated Management Level	Major (%)	Minor (%)
Advisory	Intern/Trainee	63.3%	36.7%
	Associates	77.6%	22.4%
	Managers	62.9%	37.1%
	Directors	62.8%	37.2%
Advisory Total		72.8%	27.2%
Assurance	Intern/Trainee	61.5%	38.5%
	Associates	63.8%	36.2%
	Managers	57.2%	42.8%
	Directors	76.1%	23.9%
Assurance Total		62.8%	37.2%
Internal Firm Services	Intern/Trainee	24.7%	75.3%
	Associates	74.5%	25.5%
	Managers	64.7%	35.3%
	Directors	73.6%	26.4%
Internal Firm Services Total		64.0%	36.0%
Tax and Legal Services	Intern/Trainee	52.1%	47.9%
	Associates	64.2%	35.8%
	Managers	64.0%	36.0%
	Directors	70.8%	29.2%
Tax and Legal Services Total		61.9%	38.1%
Total		67.1%	32.9%

Grouping	Includes
Intern/Trainee	Intern/Trainee
Associates	Senior Associate, Associate, Administrative, Specialists
Managers	Senior Manager, Manager
Directors	Managing Director, Director, Salaried Partner

Grouping	Includes
Major	Defined locally by territories
Minor	Defined locally by territories

Like all organisations, we have been impacted by the great resignation. In FY22, 65,375 people left our member firms (FY21: 53,503), resulting in a total turnover rate of 23.5% (FY21: 20.9%).

We remain focused on improving retention and delivering a differentiated people experience to ensure that PwC continues to be a great place to work. We are in contact with many of our former colleagues via our strong and active alumni network.

While our overall turnover rate is higher in FY22 than in FY21, the ratio of female to male leavers has remained relatively consistent and proportionate to our overall headcount.

Total Turnover by Region, Line of Service & Gender
Region	Global Line of Service	Total Terminations	Turnover Rate (%)	Female (%)	Male (%)	Not Declared (%)
Americas	Advisory	4,210	22.4%	36.5%	63.4%	0.19%
	Assurance	6,352	29.6%	47.5%	52.3%	0.13%
	Internal Firm Services	1,735	14.0%	64.5%	35.3%	0.17%
	Tax and Legal Services	3,473	24.9%	49.9%	50.0%	0.09%
Americas Total		15,770	23.7%	47.0%	52.9%	0.14%
Asia Pacific	Advisory	8,590	24.1%	34.1%	65.8%	0.12%
	Assurance	11,322	28.0%	55.1%	44.9%	0.04%
	Internal Firm Services	1,660	16.8%	60.4%	39.6%	0.06%
	Tax and Legal Services	3,418	23.9%	55.0%	45.0%	0.03%
Asia Pacific Total		24,990	24.9%	48.2%	51.8%	0.06%
Europe, Middle East and Africa	Advisory	7,194	24.8%	37.5%	62.5%	0.03%
	Assurance	10,926	24.4%	46.0%	54.0%	0.04%
	Internal Firm Services	2,487	13.5%	56.5%	43.5%	0.04%
	Tax and Legal Services	4,008	20.9%	56.0%	43.9%	0.05%
Europe, Middle East and Africa Total		24,615	22.1%	46.2%	53.8%	0.04%
Total		65,375	23.5%	47.1%	52.8%	0.07%

The turnover of our minority staff is slightly lower than the overall reported minority population.

Note on ethnicity data: We report ethnicity data for nine of our larger territories that together employ 42% of our global workforce. (We are unable to report ethnicity data for our other larger territories because either the territories do not collect this data or local laws prohibit sharing the data.) Each of the nine reporting territories has mapped the majority/minority ethnicity of its workforce.

Total Turnover by Line of Service, Management Level & Ethnicity
Line of Service	Aggregated Management Level	Major %	Minor %
Advisory	Associates	72.2%	27.8%
	Managers	58.5%	41.5%
	Directors	60.4%	39.6%
Advisory Total		67.3%	32.7%
Assurance	Associates	63.9%	36.1%
	Managers	62.6%	37.4%
	Directors	74.3%	25.7%
Assurance Total		64.0%	36.0%
Internal Firm Services	Associates	68.2%	31.8%
	Managers	67.1%	32.9%
	Directors	85.4%	14.6%
Internal Firm Services Total		69.1%	30.9%
Tax and Legal Services	Associates	64.6%	35.4%
	Managers	62.3%	37.7%
	Directors	72.8%	27.2%
Tax and Legal Services Total		64.5%	35.5%
Total		65.8%	34.2%

Grouping	Includes
Associates	Senior Associate, Associate, Administrative, Specialists, Interns (ML only)
Managers	Senior Manager, Manager
Directors	Managing Director, Director, Salaried Partner

Grouping	Includes
Major	Defined locally by territories
Minor	Defined locally by territories

Please see the Financials chapter of our Global Annual Review.

In addition, please see the Impact chapter for information on our pro-bono and volunteering work.

Across the PwC network, we invested over US$3.1bn during FY22 in areas such as strategic deployments, investments in critical markets, technology, risk and quality initiatives, and acquisitions. These investments collectively help PwC to drive innovation and be fit for the future.

Given this and the separate legal structure of PwC network member firms, we do not collect comprehensive information at a global level on taxes paid on income by each individual firm. However we are this year providing in our Financials chapter details of some of the taxes paid by PwC firms around the world.

Our New world. New skills. programme seeks to enable everyone to have the digital skills they will need to thrive in the workforce of the future. We’ve activated this programme by empowering our people in their communities, joining forces with others such as our collaboration with UNICEF in support of Generation Unlimited, and through our work with clients.

For more detail on how we are building trust, supporting the development of public policy in the public interest, working on ESG topics, and having a positive impact on society, please see our chapters on Trust, ESG, and Impact, plus our Community Report in our FY22 Global Annual Review.

We do undertake further work on ESG matters as part of larger, multi-disciplinary projects and we plan to reflect that ESG work in future versions of this report.
To learn more about the range of our work that provides social benefit, please see our ESG, Trust, and Impact chapters.

Currently, we collect data on our revenues in accordance with our lines of service. However we will look at the feasibility of analysing revenues in line with this metric and reporting information on services recently added to our portfolio.

Over the last year, the financial value of our community activities is US$222.5 million. This includes contributions for disaster and in-kind responses from our 21 largest territories totalling US$6,183,584.

Another of our key societal impacts is supporting our people’s learning and development. On average we spent US$2,088 per employee on internal learning and development activities. This translates to an average of 69.7 hrs per person, up from 56.3 hrs in FY21.
Across our network, 226,042 people completed one or more pieces of learning related to inclusion and diversity in FY22 (up from 210,201 in FY21). This includes our Inclusive Mindset training programme with 83,651 learning hours completed to date. The total investment in the Inclusive Mindset programme was US$684,403.

More information on our community activities can be found in the Impact chapter of our FY22 Global Annual Review.

However this year we are providing details of some of the taxes paid by PwC firms around the world including taxes such as VAT collected on behalf of others. To review this information, please see the Financials chapter of our Global Annual Review.

Given this and the separate legal structure of PwC network member firms, we do not collect information at a global level on taxes paid by each individual firm. We do provide some information on some taxes aggregated at a network level (see the Financials chapter of our Global Annual Review) and some of our individual firms do provide information on their total tax contributions.

Since PwC is a network of privately owned separate legal entities, the metric on financial investment contribution is not relevant to PwC.

As a professional services network, we make limited investments in infrastructure outside of renting property. However, our commercial work involves infrastructure-related work that serves to benefit communities. For example, see our ESG chapter for examples of how we are supporting the development of plastic recycling infrastructure in India and green energy infrastructure in Germany and Australia.