that quality is the responsibility of everyone at PwC. approach to transformation, PwC focuses on the Such a culture begins with setting the tone at the outcomes that our efforts are seeking to achieve. top and creating an environment of quality and high To deliver the agreed outcomes, we then mobilise our performance. Over the past year, we have focused on expertise in areas including – among many others – fostering the right tone at the top at all our member strategy, digital and cloud services, value creation, ifrms around the world, striving to drive a quality people and organisation, tax, sustainability reporting, mindset that extends beyond compliance. deals, business recovery services, legal and compliance. ...right across all our businesses To support the delivery of our strategy, each member The foundation of the strategy is our ifrm is required to have in place a Quality Management multidisciplinary model. This allows us to help System (QMS), to complete an annual assessment of clients build trust with their stakeholders and deliver the performance of its QMS, and to communicate the sustained outcomes, by bringing together deep results of this assessment to the network leadership. “We are constantly looking for ways both expertise and the right technologies across a broad These results are then discussed in detail with the to enhance the quality of our work and range of much-needed capabilities. leadership of each PwC member ifrm. If they are not to meet and exceed the expectations of at the level expected, a remediation plan is agreed, our stakeholders. We don’t always meet PwC’s approach to building trust is designed to meet with local leadership taking personal responsibility those expectations nor the high standards rising expectations of transparency, accountability for its successful execution. we set for ourselves. But when our work and stakeholder engagement. It combines expertise is not at its best, we strive to learn the in audit, tax and compliance activities with a drive During FY21, the Network Leadership Team continued lessons and improve in the future.” to expand specialist capabilities in areas such as to make driving quality improvement a key priority, with cyber security, data privacy, ESG and AI. It also speciifc actions being agreed and implemented such Richard Oldifeld, recognises the importance of quality - and that as making more consistent use of certain metrics in Global Markets Leader reporting and compliance represent just one link in our Strategy Council member ifrms. a chain that includes organisational culture, executive mindset, aligned standards, certiifed professionals, As such initiatives underline, the quality of our work stringent controls, tailored technologies and across the full range of our services has remained a appropriate governance. core focus for us – both in terms of how best to test, measure and enhance quality, and also around Similar to building trust, delivering sustained prioritising the levels of investment we need to make outcomes requires us to work in an integrated way. to achieve and maintain the expected levels of quality. Instead of taking a traditional technology-driven Each member ifrm is expected to address key