Enabling our workforce for today and tomorrow

This pillar has guided numerous initiatives designed to attract, retain, and develop our talent, ensuring that our workforce is prepared to meet both current challenges and future opportunities. A great focus was placed on equipping our people with the skills, tools, and opportunities they need to thrive in the present while preparing them for future challenges. By fostering a culture of continuous learning, innovation, and adaptability, we ensure that our workforce remains agile and capable of meeting the evolving demands of our industry. We have worked on this commitment by:

Attracting and retaining top talent

Our ability to attract and retain top talent has been bolstered through several targeted initiatives:

The Introduction of a new psychometric tool helps us better understand candidates' cognitive abilities and competencies, aligning talent acquisition with our firm's values and culture. By identifying individuals whose skill sets and mindsets match our needs, we continue to build a workforce that thrives in a fast evolving business environment.
Attending career fairs such as the University of Malta Freshers’ Week, MCAST Freshers’ Week and the KSU Careers Expo allows us to engage with emerging talent directly, strengthening our brand presence and securing future talent pipelines.
The continued review of our salary structures ensures that we remain competitive and an employer of choice. This structure rewards both performance and potential, supporting the retention of high-performing individuals across all Lines of Service.
In an increasingly competitive market, recognising the contributions of our people and creating mechanisms for retention are critical. These initiatives foster a sense of belonging and commitment, ensuring that our talent remains engaged and motivated.

These efforts not only support the immediate needs of the firm but lay a foundation for sustainable talent management, positioning PwC Malta as a leading employer committed to growth and professional development.

Providing talent mobility opportunities

This year, we introduced the Gateway Programme, which facilitates talent swaps between different territories. This initiative offers our people the opportunity to:

Develop a global mindset by working across different geographies and cultures, fostering a more inclusive and adaptable workforce.
Build agility as people experience new business environments, driving innovative thinking and problem-solving.
Strengthen engagement by offering career development opportunities that extend beyond our local market, enhancing job satisfaction and personal growth.

Talent mobility not only enhances our peoples’ skill sets but also equips them with authentic leadership and people management skills. These opportunities enrich both the individual’s professional journey and the collective expertise of our workforce. We are committed to continue to offer this programme for the foreseeable future.

Focusing on onboarding for better integration

As we continue to grow in size and complexity, we recognised the need to improve our onboarding processes to ensure new talent feels supported and integrated from the start. These efforts have led to:

Smoother transitions for new joiners, enabling them to adapt quickly to their roles and the firm’s culture.
Improved engagement at an early stage, which helps retain talent in the longer term.

By investing in a robust onboarding experience, we ensure that every new team member is set up for success, fostering a strong connection to the firm and its people from the very beginning of their journey.

Embracing technology through automation

Embracing technology and automating processes has become essential to improving efficiency and supporting more strategic work. This year, we introduced a People Dashboard, providing instant access to centralised data. This tool has enhanced our capacity to make informed decisions, grounded in real-time insights and has enabled more meaningful performance conversations. These advancements in technology allow us to future-proof our approach to people management, ensuring that we remain agile, responsive, and strategic in a rapidly changing business landscape.

In tandem, we also embarked on automating and revamping our Learning & Development (L&D) processes. By making full use of the capabilities of our Learning Management System, we have streamlined and standardised L&D operations, making training more accessible and aligned with the firm's strategic goals. Our Digital Upskilling sessions addressed knowledge gaps in critical tools like Excel, Alteryx, and PowerBI, empowering our people to work more efficiently while enhancing cross-functional collaboration.

By integrating technology into both talent management and skill development, we have not only improved operational efficiency but also equipped our workforce with the skills and tools needed to adapt to the changing demands of the business.

The initiatives introduced under this pillar of our strategy have significantly contributed to our growth, both in terms of the talent we attract and the development of our existing people. We remain committed to continuously building on these efforts, ensuring that the firm is well-positioned to meet the challenges and opportunities of the future.

Creating a resilient foundation for change

Ensuring our firm is well-equipped to navigate the evolving landscape while prioritising the wellbeing and development of our people remains paramount. Designed to foster a supportive, flexible, and forward-thinking workplace we continued to focus on the following initiatives:

Fostering a “wellbeing first” culture

We continued to build on our strong foundation of employee wellbeing, recognising that physical and mental health are critical to sustaining a high-performing workforce. Ongoing efforts to promote physical health through our fitness initiatives encouraged our people to stay active and healthy. Now in its fourth successful year, our Employee Assistance Programme provides confidential and voluntary support services to help our people navigate personal and professional challenges. Given the positive response, we remain committed to offering this service.

This year, we expanded our wellbeing focus to include financial wellbeing, offering a series of talks on key topics such as Money and Mental Health, Personal Finance Management, Personal Taxes and Property Taxes. These sessions helped our people make informed financial decisions aligned with their personal goals and values. By continuing to invest in physical, mental, and financial health, we are building a resilient workforce capable of adapting to the challenges ahead.

Supporting flexible work arrangements

Recognising that our firm is built on relationships and people, we believe that long lasting relationships are built through face-to-face interactions. Despite this, we understand the importance of offering flexible work arrangements that support our peoples’ diverse needs. When this flexibility is applied alongside initiatives that focus on relationship building, it enables our people to balance their professional and personal lives, fostering greater job satisfaction and productivity. As we continue to operate in a dynamic business environment, providing flexible options remains essential, allowing us to retain top talent while promoting a healthy work-life balance.

Achieving workload sustainability

This year, we took significant steps towards ensuring workload sustainability for our people. By exploring and piloting the use of different talent pools across the PwC network, particularly within our Assurance practice, we have found new ways to distribute work more effectively. These initiatives are aimed at managing capacity and reducing stress, allowing our teams to deliver high-quality work without compromising their wellbeing. We will continue to explore similar avenues across other Lines of Service in the coming year, enhancing our ability to manage workloads more sustainably.

Challenging legacy policies and processes

In line with our commitment to staying ahead of change, we have undertaken efforts to challenge legacy policies, processes, and systems. This continuous evaluation is key to ensuring that we are not only maintaining efficiency but also fostering innovation in how we work. By critically reviewing and adapting outdated practices, we are creating a more agile and responsive organisation, better prepared to meet the future needs of both our people and clients.

These efforts position PwC Malta as an organisation that not only adapts to the evolving business environment but also supports the holistic well-being and development of our people. As we look ahead, we remain committed to strengthening this foundation, ensuring that our firm and its people continue to thrive in the face of change.

Developing inclusive leaders for a shifting world

Developing inclusive leaders remains central to our People Strategy. We have continued to cultivate leaders and equip them with the skills to meet the evolving needs of our clients, our people, and society. Our focus on developing inclusive leaders for a shifting world reflects our commitment to foster integrity, diversity, and the skills necessary to thrive in a dynamic business environment.

Embedding the PwC Professional framework

At the core of our leadership approach is the PwC Professional framework, which defines the behaviours expected of all our people, regardless of level. This framework informs our decisions around performance, promotion, development, and recruitment, ensuring that we uphold the highest standards in how we interact with clients and teams. By aligning our expectations with this framework, we have been able to cultivate a consistent approach to leadership across the firm, creating a shared sense of accountability and excellence.

This year, we focused on building leadership capabilities that are agile, forward-thinking, and adaptable. Our approach to leadership starts with integrity—the foundation of trusted leadership and sustainable value. We are committed to developing leaders who can navigate this shifting landscape with confidence, while staying true to our core values.

Trusted Leadership: A top-down approach

This year, we placed a particular emphasis on Trusted Leadership, including it as the focus of our Partner development. We believe that by developing strong role models at the highest levels of the firm, we can cascade these leadership behaviours across all levels. Our top-down approach ensures that leadership, built on trust and integrity, is a defining trait of the entire organisation.

We have continued to embed the Trusted Leadership framework into our Leadership Journey Programme and within our recruitment processes to ensure we are attracting and developing individuals who demonstrate these qualities from the start.

By creating role models who exemplify these behaviours, we are not only strengthening our internal culture but also delivering distinctive outcomes for our clients, in line with our purpose and strategy. This leadership focus supports our broader mission of serving our clients and living our values in every interaction, every day.

Fostering diversity and inclusion

At PwC, Inclusion First remains our guiding principle for Diversity and Inclusion (D&I) across all areas, including gender equity, cross border, LGBT+, disability, and social inclusion. Our commitment to creating an environment where everyone can belong and succeed is reflected in all our D&I initiatives.

Among the initiatives launched this year, we are particularly proud of our car-pooling program, designed to support our growing expat community, which now represents 35% of our workforce. This program not only promotes environmental sustainability but also fosters inclusivity by making commuting easier and more accessible for a key segment of our people. As we continue to enhance our D&I efforts, our aim is to ensure that every individual feels valued and supported.

As we look towards the future, our mission remains clear: to empower our people to lead with confidence and agility in an ever-changing world. We are committed to continuing our investment in talent, focusing on retention, development, and the PwC Professional Framework that equips our people to navigate the digital and societal shifts ahead. While we have made significant progress this year, we recognise there is always more we can do. As we build on these strong foundations, we remain dedicated to achieving more for and with our people, ensuring PwC Malta remains a leader in developing inclusive, forward-thinking leaders for the future.

Our People Stories

Meet Mariah Connor
Meet Jude Schembri

Meet Mariah Connor

Being involved in theatre and acting has given me the confidence and team-work skills I need and which I translate into my work life. I believe that with open communication and time-management I am able to reach my goals in both my work as well as my passion.

As a Senior Associate in the Audit Line of Service (LOS) my role involves auditing local clients, but my passions extend beyond the office. Outside of work, I am involved in the theatre world, where I find joy and fulfilment in acting.

One of the key factors that has enabled me to pursue my passion for theatre is the understanding and support from my team managers. They have always been accommodating whenever I need to attend acting classes, rehearsals, or shows. This support has allowed me to balance my work commitments with my theatre activities effectively. I hope that my journey is an inspiring example of how personal interests and professional responsibilities can coexist harmoniously.

Meet Jude Schembri

PwC has provided me with the opportunity to balance my professional and personal life effectively through a flexible work arrangement, enabling me to be actively involved in raising my children. This flexibility has been advantageous not only for me but also for my family, allowing us to spend more quality time together and create cherished memories.

As a Senior Manager at PwC, my role involves overseeing various projects and ensuring their successful completion. However, my responsibilities extend beyond the office as I am a parent to two young children. Spending quality time with them is a priority for me.

PwC has provided me with the flexibility to balance my professional and personal life effectively, allowing me to be present in my children's upbringing, whether it's taking my daughter to school, assisting with breakfasts, or simply bonding with them. Additionally, I have a passion for cooking, and the flexible work arrangements enable me to pursue this hobby and cook together as a family. The support and understanding from my team have been instrumental in achieving a better work-life balance. I hope my experience serves as an example of how professional responsibilities and personal interests can coexist harmoniously.