At PwC Malta, we recognise that data creates value when it is trusted, accessible, and protected. Over the past two years, we’ve strengthened each of these areas while putting technology to work where it makes the biggest difference: improving the quality of what we deliver and giving our people more time to focus on work that matters.
Transformation isn’t a single project for us. It’s a disciplined, firm-wide programme, governed at leadership level, measured against outcomes, and built on the PwC’s global platforms. Here’s what we’ve achieved, and where we’re heading next.
Governing digital transformation with discipline
Our Transformation, Innovation, and Data Governance Board oversees the Firm’s digital transformation and data strategy. It brings every line of service together in one forum. That way, investment decisions reflect the needs of the whole Firm, not a single team.
During the year, we introduced a structured prioritisation framework for all transformation initiatives that need approval at board level. Every proposal is now assessed against defined cost and benefit criteria, including its impact on risk management, data, and security, before it enters our delivery pipeline. This gives us a clear, defensible basis for deciding where to invest. It also makes sure each initiative is linked to measurable outcomes.
Putting AI to work, responsibly
We’ve made secure, enterprise-grade AI platforms available across the firm, including but not limited to ChatPwC, Microsoft 365 Copilot, and Harvey. Adoption is broad and growing. In April 2026, more than 640 colleagues across all lines of service were actively engaging with AI or AI-enabled technology regularly as part of their day-to-day work.
Adoption only builds trust when it’s governed well. Our GenAI business rules set clear expectations for how AI may be used with client and firm data. An AI champions network helps colleagues apply these tools confidently and appropriately.
In 2026, we set up a dedicated AI Strategy Forum and developed a risk-based framework for governing the AI assets we build and adopt. The framework is designed to align with applicable laws and regulations as well as PwC network standards. It covers the full lifecycle of each asset, from approval and human oversight through to monitoring and decommissioning.
Making our data trusted, governed, and AI-ready
AI is only as good as the data behind it. That’s why data governance sits at the heart of our transformation agenda. Our data strategy has a clear mission: make our data trusted, governed, and ready for use, then make it widely available to support the firm’s delivery of value to our clients.
Our achievements over the past two years include:
Sustaining data quality above 97% across key master data domains, including client, employee, opportunity, finance and risk, and independence data.
Strengthening our data classification and handling policy, aligned to our global network standards, together with a maintained inventory of the firm’s data assets.
Assessing our practices against the PwC Network Data Policy and acting on the results.
- Taking part in the network’s transition to a revamped global master data platform for people data, which improves the accuracy and consistency of core records across our systems.
Growing a dedicated data team with specialist data governance, stewardship, data engineering, and business insights capability.
Automation that frees our people for higher-value work
We’ve delivered more than 60 digital transformation projects covering process automation, data integration, and business insight. Each one is designed to redeploy manual effort to more value-adding initiatives and strengthen control. Highlights include:
Building an AI-ready workforce
Technology creates value only when people use it well. Our cross-line-of-service digital upskilling curriculum covers data analytics, automation, data governance, and generative AI. We’re updating it continuously in line with our global learning pathways.
In 2026, 36 colleagues completed an intensive programme on designing AI agents. Our internal firm services are following a role-based AI upskilling model that runs from foundational AI literacy to champion and builder level. We also share what we’ve learnt beyond the firm. In line with this, we designed and delivered a technology-for-accountants study unit at the University of Malta.
Looking ahead
Our priority now is moving from adoption to value at scale. In the year ahead, we’ll put our AI strategy into action through dedicated workstreams covering client value, operations, data and platforms, responsible AI, and people. We’ll also adopt the network enterprise data catalogue, and we’ll introduce integrated planning and performance management to support better-informed decisions.
Throughout, our commitments are the same. We’ll invest in trusted data, responsible AI, and skilled people, so our clients can rely on the quality of our work, and our people can focus on the judgements that matter most.
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