Our people

"Our people are at the core of everything we do, driving our firm’s efforts into markets that are consistently being reshaped. That is why, at PwC, we’re focused on creating an inclusive, distinctive people experience and investing in the skills, leadership, and adaptability needed for the future. In doing so, we continue giving our people the confidence to grow and to shape what comes next."

Lisa Pullicino, Partner

Staff complement as at 30 June 2026

675

total employees

907

including students, trainees, and interns

As technology and client expectations reshape the market, our people remain our most valuable asset, and this year, we invested accordingly, in the talent, culture, and capabilities needed to thrive today and lead tomorrow.

Our people agenda has centred on two strategic priorities: delivering a distinctive people experience that redefines how we engage and support our workforce, and shaping a future-ready workforce through learning, adaptability and technology.

The following sections set out the key initiatives and milestones that have brought these priorities to life - reflecting our commitment not only to attracting, retaining, and supporting talent, but to cultivating a future-ready workforce that is agile, resilient, and inspired.

Delivering a distinctive people experience

We believe that a differentiated, consistent, and inclusive people experience is central to strengthening advocacy, retention, and client impact across the employee lifecycle. This year's focus was activating a consistent and meaningful People Value Proposition across critical moments in the employee journey. From attracting and onboarding talent, to ongoing development, recognition, and career progression. At PwC, we are building an environment where every individual feels valued, supported, and empowered to thrive.

Strengthening attraction, selection, and early employee experiences

Throughout the past year, we have made significant progress in strengthening how we attract, select, and integrate talent, supporting a robust pipeline for future growth.

Beyond continuing our long-standing collaboration with student organisations, we established new partnerships that expand our reach and open fresh avenues for engagement. Having redesigned our student programmes, we also completed the first year under the refreshed programme. While its full impact will take time to assess, we maintained a strong focus on integrating students into the firm and shaping meaningful early-career experiences.

To attract the right talent across different levels, we also developed targeted recruitment campaigns tailored to diverse audiences and have sharpened our messaging to better reflect our culture, our commitment to diversity, and the breadth of opportunity available at the firm.

We also expanded our centralised talent acquisition team, building key capabilities while progressing towards smarter ways of working to help make our recruitment processes more efficient. Our focus also included a stronger emphasis on data-led decision-making, allowing us to spot inefficiencies, refine our approach, and improve outcomes across the recruitment lifecycle.

To ensure recruits align with our values and culture, we introduced a candidate assessment based on our core professional framework, complementing existing assessment tools and helping us better identify the behaviours and values we seek. We also invested in developing our hiring managers, through dedicated training aimed at enhancing their recruitment capabilities in applying our professional framework to candidate assessments, standardising interviews, mitigating unconscious bias, and navigating compliance and ethical considerations during recruitment.

In line with our commitment to bringing the People Value Proposition to life, we recognise that first impressions matter. We have embarked on a redesign of our onboarding experience to create a smoother, more engaging introduction for new hires, alongside a tailored onboarding journey for new managers to set them up for success from day one.

A shared understanding of our purpose and values is equally central to a distinctive people experience. This year, we launched a firm-wide communication plan to introduce the People Value Proposition, clarifying what they can expect from PwC and reinforcing the principles that guide us. Our internal communications site was refreshed to reflect this clearly, and targeted app notifications kept our people connected to its key messages in everyday work life, reinforcing a shared sense of purpose and identity across the firm.

Finally, inclusion is a big part of what we stand for. We believe that when people feel genuinely included, they are empowered to bring their whole selves to work, driving both individual growth and collective success. We remain committed to embedding inclusion at every stage of the employee lifecycle, from the way we design our recruitment campaigns and conduct interviews, to onboarding and beyond. Through our recently launched Green Light to Talk programme, 12 inclusion champions have been appointed across the firm to foster open conversation and support diversity, ensuring every voice is heard. We have also invested in equipping selected managers with specialised neurodiversity training, strengthening our ability to attract, select, and support individuals with different abilities. Together, these initiatives reflect our belief that a truly inclusive workplace begins with how we attract and welcome talent and continues throughout every stage of the employee journey.

Building sustainable workforce foundations

We recognise that a distinctive people experience depends on the strength of the foundations underpinning one’s experience at the firm. This year, we took important steps to strengthen these foundations, ensuring our workforce remains resilient, engaged, and set up for long-term success.

We began piloting strategic workforce planning in our Assurance line of service, to better anticipate the firm’s future needs and the skills and capacity to be able to meet them. The pilot is intended to give employees greater visibility of future opportunities and clearer pathways for growth, as we build a more proactive approach to match talent with the firm's evolving needs. Insights from this initial phase will help lay the foundation for a longer-term approach to workforce planning that may be expanded across the firm.

We also introduced a targeted initiative to manage retention risk in critical roles, helping us retain key skills and experience, while giving those individuals greater incentive and recognition for the value they bring. This was complemented by a tailored people support programme designed to help individuals address development needs and reach their full potential within the firm. Our recognition and accountability framework also continues to be reviewed and refined in line with evolving firm-wide needs, ensuring that how we recognise contribution and hold ourselves accountable stays relevant and meaningful.

The PwC Professional Framework remains embedded at every stage of the employee lifecycle, from recruitment and promotion decisions to how we interact with and develop our people, helping to align expectations and reinforce the values and behaviours that define our culture. By consistently applying this framework, we not only deliver a distinctive employee experience, but also lay a stable foundation for our workforce as it continues to grow and evolve.

We also remain committed to supporting our people through secondment and gateway programmes, offering employees the opportunity to work from other territories and gain valuable international experience. These experiences help shape a memorable part of an employee's career journey and growth, whilst also contributing to a more resilient, globally minded workforce.

This year, we also advanced our commitment to fairness and openness in compensation by taking key steps to align with the EU Pay Transparency Directive, further reinforcing trust and confidence among our people.

Finally, recognising that wellbeing underpins sustainability, we introduced new fitness and nutrition initiatives for our people, launched mental health first aid training for selected managers and continued offering our employee assistance programme for the sixth consecutive year, supporting an environment that values both physical and mental health. These efforts help us to ensure that our people feel supported not just in their careers, but in every aspect of their wellbeing.

Strengthening leadership behaviour and trust

As part of our commitment to delivering a distinctive people experience, we continued to prioritise the development of trusted, ethical leadership. We believe this plays a critical role in shaping how employees experience our culture day-to-day, and this year we deepened our focus on the behaviours that drive transparency, accountability, and trust.

Building on last year's foundations, we continued to deliver firm-wide tailored training that promotes transparency around how employee concerns are addressed within the firm, reinforcing a culture of openness and accountability. Recognising the importance of ethics at every level, we also provided specialised ethics training for our leadership team in partnership with our global ethics team, equipping leaders to navigate complex ethical decisions and lead by example. Insights from our annual global people survey also informed targeted action plans addressing ethics-related feedback, demonstrating our commitment to continuous improvement.

We also rolled out training on the importance of effective feedback, equipping our people with practical tools to deliver real-time, constructive communication that supports growth. By encouraging more frequent and meaningful feedback conversations, we aim to build stronger trust between leaders and their teams, while creating a culture where employees feel empowered to develop and improve.

Together, these efforts are cultivating a leadership community defined by transparency, integrity, and trust. Qualities essential to a high-performing organisation.

Shaping a future-ready workforce through learning, adaptability and technology

A significant part of our strategic focus this year has been equipping our people and leaders with the skills, mindset, and capabilities to deliver high-quality, technology-enabled outcomes in a rapidly evolving market. This meant not only investing in new tools and ways of working but also embedding a culture of continuous learning and adaptability across the firm.

Central to building a future-ready workforce is ensuring our people have the skills, tools, and flexibility to adapt quickly in a changing market.

This year, we continued to implement a skills-based approach that recognises the distinct capabilities of everyone. We progressed development of a new digital tool designed to enable more dynamic team formation. This tool uses technology to match people's skills and experience to project needs more efficiently, helping us build the right teams faster, reduce reliance on manual processes, and strengthen collaboration across the organisation. By making it easier to identify and deploy talent where it's needed most, we're building a workforce that is not only more agile but better equipped to seize new opportunities as they arise.

Similarly, we also worked closely with our global network on a new model for how consulting teams are structured and deployed, moving towards a more collaborative way of working that brings together the right skills and expertise from across our global network to deliver greater value to clients.

Beyond these initiatives, we also continue to invest in a range of tools and initiatives across our different lines of service, reflecting the varied ways technology and artificial intelligence can accelerate how each part of the business works. This tailored approach ensures that adoption isn't a one-size-fits-all exercise, but one that responds to the specific needs, workflows, and opportunities within each service line. This helps every part of the firm move at the pace that works best for them, while contributing to a broader, firm-wide shift towards embracing new technology.

Our GenAI champions remain central to this transformation, acting as a driving force behind the cultural shift towards embracing new technology. They lead best-practice sharing across teams, support reverse mentoring to help bridge generational and experience gaps in digital fluency, and partner closely with service lines to embed artificial intelligence into everyday workflows. Through targeted upskilling and hands-on collaborative automation projects, our GenAI champions are helping teams move beyond simply understanding new technologies to actively using them, enhancing efficiency, sparking innovation, and building the confidence needed to make technology adoption a natural part of how we work.

Alongside adoption, we continue to reinforce responsible use of AI through relevant policies, learning, and human review. This helps our people use emerging technologies confidently while protecting quality, confidentiality, professional judgement, and trust.

Continuous learning remains integral to our culture, and as constant change continues to reshape how we work, it has never been more critical to ensure our people stay ahead of the curve. Building a genuinely future-ready workforce is not only about introducing new tools or ways of working, it also requires embedding a mindset of curiosity, adaptability, and lifelong learning at every level of the firm.

Critical to embedding a culture of learning is our learning journey which includes tailored business-skills training programmes for all levels of the firm, giving employees the flexibility to select sessions that meet their personal and professional development needs. We also placed greater emphasis on developing team-specific training plans, aligning learning with their unique needs and goals, ensuring that learning remains targeted and relevant. This is complemented by continued investment in sending our people to global training programmes abroad, broadening their perspectives, and exposing them to new ways of thinking from across our global network, further strengthening our people’s growth and collective ability to deliver innovative outcomes for clients.

To ensure high-quality training delivery, we introduced a trainer evaluation dashboard that provides valuable feedback to trainers and helps continuously improve the impact of training sessions, ensuring our learning investment translates into real capability gains.

Building on our investment last year and in line with our skills-based approach, we also continued to use digital tools to identify and develop the capabilities our workforce needs to stay ahead. This work goes beyond simply reacting to change, it's about proactively anticipating the skills our people will need as technology and client expectations evolve, and ensuring targeted learning is in place well before those needs become critical. This forward-looking approach is central to keeping our workforce resilient and future-ready in an increasingly complex landscape.

Finally, we plan to continue expanding our digital upskilling curriculum across the firm this year, using bootcamps, lunchtime learning sessions, and other interactive formats to build practical skills in accessible, engaging ways. By meeting our people where they are, whether through short, informal sessions or more structured programmes, we're lowering the barriers to learning and ensuring our people feel confident and equipped to work with new tools and technologies, rather than left behind by them.

Together, these efforts are helping to embed a culture where learning isn't an occasional event, but a continuous, everyday part of how our people grow, equipping them not just to keep pace with change, but to help lead it.

Developing leaders who combine strong human skills, digital fluency, and trusted behaviours remains critical to our future readiness. This ensures they can guide their teams with confidence through complexity, change, and rising client expectations.

We enhanced our development curriculum for partners and directors, to see that they are equipped with the skills and insight to lead effectively in a complex, evolving environment. Many of our leaders also benefited from targeted training opportunities within our global network, gaining exposure to diverse perspectives, emerging best practices, and fresh thinking from across the firm's international footprint. By continuously refreshing our leadership development offering, we're ensuring our leaders remain equipped not only to meet the demands of today, but to anticipate and shape what's needed for tomorrow.

Finally, recognising that great leadership strongly involves the ability to develop others, we continued to invest in coaching training, equipping our people with the skills to support, motivate, and inspire their teams. This focus on coaching is helping to build a leadership community that leads our people to feel supported to grow and perform at their best through times of change.

Our people remain at the heart of our success. By combining a distinctive, inclusive people experience with shaping a future-ready workforce, we are building an agile, resilient organisation, equipped to lead change, deliver lasting value, and shape the firm’s next chapter.

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Our people stories

Meet Rachel Vella
Meet Peter Grech

Meet Rachel Vella

As a human capital business partner, I am passionate about helping people navigate change and reach their full potential. When I was invited to become a GenAI Champion, alongside my role within HC, I saw it as an opportunity to explore a topic that is rapidly transforming the world of work and to help others embrace it with confidence.

I have always been fascinated by how the workplace continues to evolve and believe that learning should never stop. Whilst AI was outside my usual area of expertise, I was eager to understand how it could enhance the way we work and support our people. Driven by curiosity, I invested time in online learning and continuously sought opportunities to deepen my understanding of AI and its practical applications.

Like many others, one of the first questions I considered was whether AI would eventually replace jobs. However, the more I learned, the more I saw AI as an enabler rather than a replacement. As someone who enjoys solving problems and understanding people, I became interested in how AI and data can help us better understand workforce needs, support decision-making, and allow teams to spend more time focusing on meaningful work.

One of the biggest challenges was helping people move beyond their initial concerns whilst also understanding the technology's capabilities and limitations myself. Through training, knowledge sharing, and ongoing support, I had the opportunity to guide colleagues as they explored new ways of working. It has been rewarding to see people become more confident using AI, identify opportunities to improve processes, and increasingly view it as a tool that complements their skills rather than competes with them.

What has made this journey especially meaningful is the support provided by PwC. Through access to learning resources, technology, and a strong network of colleagues willing to share ideas and experiences, I have been able to learn alongside others who are equally passionate about innovation. Looking back, my experience as a GenAI Champion has reinforced something I strongly believe in: a world that is constantly evolving. One of the most valuable skills we can develop is the willingness to keep learning. AI may have been the catalyst, but the real lesson has been the importance of curiosity, adaptability, and embracing change with confidence.

Meet Peter Grech

Joining PwC marked the beginning of a journey that has shaped me both professionally and personally. Looking back at my time with the firm, one of the biggest factors in my development has been the people around me. In particular, having Kyle as my coach has played an important role in helping me navigate challenges, build confidence, and continue growing throughout my career.

When I first joined PwC, it felt overwhelming at times. Not only was I learning the technical aspects of the job and how to build client relationships, but I was also balancing my studies as I worked towards becoming qualified. Juggling work, exams, and deadlines wasn't always easy, and like many people just starting out their careers, I often found myself outside my comfort zone. Looking back, those experiences were some of the most important moments in my development.

Throughout my time at the firm, Kyle's coaching helped me approach these challenges with a different mindset. Rather than simply focusing on finding the right answer, he encouraged me to think critically, take ownership of my work, and make the most out of my time at PwC. Those conversations helped me develop confidence in my abilities and pushed me to learn through experience, even when this felt challenging at times.

One of the things I've appreciated most is that our coaching relationship has never been limited to formal check-ins or discussions. Having someone who genuinely takes an interest in your development makes a difference, especially when you're taking on new responsibilities or facing unfamiliar situations. It's not just been about work either. Some of my best memories at PwC have come from the team events and experiences we've shared over the years. Those experiences have helped build a relationship that goes beyond the workplace, and today I see Kyle not just as a coach, but also as a mentor and a friend.

As I progressed from Associate to Senior Associate, I found myself becoming more involved in managing engagements, building client relationships, and supporting more junior team members. With each new challenge came opportunities to learn and develop. Looking back, what stands out most is how much my experience at the firm has been shaped by the people around me. Technical skills are essential, but the relationships I've built over the years are what I value most.

Today, I feel far more confident in taking ownership of my work, tackling new challenges, and stepping outside my comfort zone than I did when I first joined the firm. As I continue developing my career at PwC, I hope to carry forward many of the lessons I've learnt and provide the same support and encouragement to others that I've benefited from along the way.

People first