Our people are at the heart of our business strategy and success. In an environment defined by rapid change and increasing complexity, from digital disruption to climate challenges and geopolitical tension, we remain committed to building a workforce that can thrive today and in the future. Our people strategy is built upon our network people strategy and focuses on leveraging the collective strengths of our teams, technology, and diverse capabilities to build trust and deliver sustained outcomes. To achieve this, we must cultivate the right skills at scale, foster inclusive leadership, and ensure our people experience a supportive, dynamic environment that evolves with the demands of tomorrow.
Together, these provide the foundation for our continued success as a firm.
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:
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.
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:
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.
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.
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.
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.
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.
