About this report

About the firm

Find out about PwC Malaysia through these links:

Locations and markets served here.
Services we provide here
Legal entities
Awards and recognition for our work

Note: We are unable to report revenue numbers for competitive reasons.

About our people

Our numbers have grown steadily over the past three years, as we broaden and diversify our services in line with client needs and global megatrends.

Overall attrition rate at PwC Malaysia decreased by 2% in the last three years and we have been consistently lower than the industry average of 25.7% (Audit Oversight Board report, 2016).

Find out about our People, Diversity & Inclusion efforts here. Read about our Leadership Team and their roles here.

Helping to solve important problems

Many of our Partners and Directors serve as board/committee members in various professional bodies and industry organisations. In Malaysia, these include:

30% Club
Financial Reporting Foundation
Malaysian Accounting Standards Board (MASB)
Malaysian Institute of Accountants (MIA)
Malaysian Institute of Certified Public Accountants (MICPA)
Islamic Finance for Labuan Offshore Financial Services Authority
Association of Chartered Certified Accountants, Malaysia (ACCA)
CPA Australia
Institute of Chartered Accountants in England and Wales (ICAEW)
American Malaysian Chamber of Commerce (AMCHAM)
Association of Chartered Islamic Finance Professionals in Malaysia
International Accounting Standards Board (IASB) Committee on Islamic Finance

Key appointments

Executive Chairman, Dato’ Mohammad Faiz Azmi - present or past appointments held:
- Chair of Islamic Finance Consultative Group (IFCG), which is part of the International Accounting Standards Board (IASB).
- Appointed President of the Malaysian Institute of Accountants (MIA) in July 2015. He has previously served as a Council Member of MIA and was also the chair of the MIA Capital Market Advisory Committee. He was also past Chairman for MASB from 2009 to 2012.
- Represents PwC on Peneraju Professional Akauntan, a programme by the Government to increase the number of accountants in Malaysia.
- Chairs the Asian-Oceanian Standard-Setters Group (AOSSG) on Islamic Finance.
People Partner, Pauline Ho is a member of the Steering Committee of Malaysia’s 30% Club launched in May 2015 to increase the number of women holding top decision-making posts in the private sector.
Chief Risk Officer, Lee Tuck Heng was appointed Chairman of the Auditing and Assurance Standards Board (AASB) (MIA) in July 2013.

Our report covers PwC’s Purpose, where we want to be in 2020¹ and how we will reach it.

We have been reporting our Corporate Responsibility activities since 2009 and began reporting against the Global Reporting Initiative (GRI) framework since 2012. This year we used Integrated Reporting <IR> principles to guide our content which has been prepared in accordance with the GRI Standards: 'Core option’.

We have the support of our Sustainability & Climate Change Consulting Team in verifying the report in line with GRI guidelines; as well as our Integrated Reporting team’s advice on <IR>.

This full report and the summary which highlights achievements in FY17 covers the operations of PricewaterhouseCoopers Malaysia (PwC Malaysia) during the firm’s 2017 financial year - 1 July 2016 to 30 June 2017.

There is no re-statement of information from earlier reports, issued from 2009 to 2016.

It covers the operations for PwC Malaysia across all entities and lines of services outlined here.

There was a new entity formed in 2018 ie PricewaterhouseCoopers PLT (LLP0014401-LCA & AF 1146) was registered on 2 January and with effect from that date, PricewaterhouseCoopers (AF1146), a conventional partnership was converted to a limited liability partnership.

This entity was formed due to structural changes within the firm and does not affect overall reporting boundaries.

¹ 2020 has been a focus for our network. Given the pace of change in the world, we need to focus on the next few years in order to build our longer-term view. As we draw closer we will adapt our focus areas as a business accordingly.

Our stakeholders are people or organisations whom we have worked closely with or who have an interest in our business. We actively engage them to obtain feedback on issues that are of shared interest, from issues on accounting development to corporate governance and talent attraction. We do this through the following channels:

Our people through the annual Global People Survey, townhalls and focus groups.
Our people who volunteer for our Corporate Responsibility (CR) programmes - throughout the volunteering programme, via email and face-to-face interactions.
Our clients through client satisfaction surveys.
Regulators and professional associations through our participation as board or committee members
Our potential recruits through social media, via their campus advisor and initiatives such as the Trust Builders Challenge
Charity partners who benefit from our CR programmes at the end of each volunteering programme through personal feedback and survey forms.

Not only does feedback from our stakeholders help determine topics of interest for the report; more importantly, it helps us improve our services and programmes to further add value to our stakeholders.

In 2015, we ran a survey to engage our biggest group of stakeholders, our people, on issues that are important to them. In September 2017, we ran four focus groups with 55 participants across all lines of service and levels.

We found the qualitative feedback valuable and insightful and will consider engaging our people more consistently. The issues and feedback raised were analysed and validated at our highest governing entity, the Country Management Board team and were used to guide our CR strategy.

Engaging other stakeholders

Media: We engage the media regularly, providing thought leadership publications that are relevant to the public and points of view on key business topics e.g. economics, audit and tax matters and governance.

Clients: Through our client feedback programme, our clients tell us that we do well in bringing together committed people with relevant expertise and experience and in helping them work more efficiently. They recognise our professionalism and high quality of work. A key area that they think we can do more of is to give an added dimension to the work we do - for example, in the form of industry insights, out-of-the-box ideas or solutions.

What’s important to our stakeholders

We focus our Corporate Responsibility (CR) activities and reporting on the issues of importance to PwC and our stakeholders.

Feedback from regular engagement with our biggest stakeholders, our people, helps us identify the issues that are most significant – or ‘material’ – to PwC.

We use a ‘materiality matrix’ to map the issues that our stakeholders are most concerned about against those that have the biggest impact on our business.

You will read about topics that are significant to our stakeholders and to the business in this report.

We are cognisant that as we continue to engage our other stakeholders, the materiality matrix and reporting content may change.

Results of the survey helped us set directions, plan forward and make plans that would be meaningful and sustainable for our beneficiaries and our people. The strategy was validated with the Country Management Team and then shared with our people.

Please refer to the Corporate responsibility page for the CR strategy, flagship programmes, three year plan and how they fit into the three CR buckets.

We’ll continue our focus on Education and Capacity Building (helping people build skills to meet their goals) and aim to be more strategic and focused in our efforts.

No.	Global Standard Disclosures	Links	External assurance
102	GRI 102: General Disclosures: Organisational profile 102-1 Name of Organisation. 102-2 Activities, Brands, products and services. 102-3 Location of headquartes. 102-4 Location of operations. 102-5 Ownership and legal form. 102-6 Markets served. 102-7 Scale of organisation. 102-8 Information on employees. 102-9 Supply chain. 102-10 Changes to organisation and supply chain 102-11 Precautionary principle / approach 102-12 External initiatives. 102-13 Membership of associations	About this report, About the firm & About our people
102	102-14 Strategy: Statement from senior decision maker. 102-15 Key Impacts, risks and opportunities	Foreword, Main page
102	102-16 Values, principles, standards, and norms of behaviour	Leveraging on our foundation
102	102-18 Governance structure	About this report, Leadership team
102	102-40 List of stakeholder groups 102-41 Identifying and selecting stakeholders 102-42 Approach to stakeholder engagement 102-43 Key topics and concerns raised and approach to stakeholder engagement 102-44 Key topics and concerns raised	About this report, Stakeholder engagement
102	102-45 Entities	About this report
102	102-46 Defining report content and topic boundaries. 102-48 Restatement of information 102-49 Changes in reporting 102-50 Reporting period 102-51 Date of most recent report 102-52 Reporting cycle 102-54 Claims of reporting in accordance with the GRI standards	About this report, Reporting structure
102	102-47 List of material topics	About this report, Materiality assessment
102	102-53 Contact point	At the end of every webpage
102	102-55 GRI content index	About this report, GRI content index
203	GRI 203 – indirect economic impact 203-1. Describe work undertaken to understand indirect economic impacts at the national, regional, or local level. 203-2. Explain whether it conducted a community needs assessment to determine the need for infrastructure and other services, and describe the results of the assessment.	Influencer for business & societal issues Corporate Responsibility
305	GRI 305 – Emissions 305-1 Direct (Scope 1) GHG emissions 305-2 Energy indirect (Scope 2) GHG emissions 305-3 Other indirect (Scope 3) GHG emissions 305-5 Reduction of GHG emissions list activities	Corporate Responsibility, Planet
404	GRI 404: Training and Education 404-1 Average hours of training per year per employee 404-2 Programs for upgrading employee skills and transition assistance program 404-3 Percentage of employees receiving regular performance and career development reviews	Growth & Development Enhance flexible resourcing model Leveraging on our foundation, PwC Professional
413	GRI 413: Local Communities 413-1 Operations with local community engagement, impact assessments, and development programs CR programmes 413-2 Operations with significant actual and potential negative impacts on local communities	Corporate Responsibility