Chris Benguh: Your leadership emphasizes trust and a sense of belonging. In a year full of corporate dilemma news, your concern has always been the dilemma of these corporate employees. Can you talk to us about these values?
Tim Ryan: A few years ago, I wrote an article about How employers and employees work to trust each otherAt the time, I wrote, “Regardless of background, every employee feels an environment of’attention'” is essential to the trust that brings employers and employees together to help them achieve great results. This kind of trust has never been more important to me. My goal is that PwC cares about our employees more than ever.
these years Edelman Trust Barometer Tell us what many CEOs already know: business is The most trusted institution Now. In the context of economic uncertainty and unclear guidance on the pandemic, many people expect their employers to provide them with personal safety, financial security and peace of mind-at the same time, the world relies on companies to make vaccines and bridge remote work And learn and keep our economy moving forward.
Chris: What is PwC’s contribution to this?
Tim: Needless to say, the past year has been extremely challenging. Throughout the process, my partner and I’s top priority has always been our employees-as a company, our goal has always been to become a stable promoter in an otherwise chaotic world.This includes taking action to protect the safety of our people and finding Layoffs as a last resort, But this is also to do our best to ease people’s minds, provide them with resources and enhanced benefits to help support their physical and mental health, and equip them with tools to help them manage the blurred line between work and family life .
When we look back at the sacrifices made by our people in the past year, we must also look forward to how we share the successes we have achieved together. Although there is still a long way to go to fully recover from the pandemic, we have recently implemented some exciting initiatives.
We have been giving back to the economy by raising salaries, expanding bonus pools, and enhancing benefits. This is part of our commitment to be a company that creates new opportunities for people to grow, learn, take care of their families, and secure their personal future.
We have also been helping our employees continue to learn and grow by personalizing the learning experience of our employees.
In this summer, we have been discouraged from calling and meeting on Friday afternoon to encourage and reward our employees to lead a good life Their Ways to recognize that our employees are at the core of our organization and their well-being is our most important concern.
Starting in September, as we continue to promote our culture of care and belonging, we will transition to a mixed work model.
I am very encouraged by the resilience, commitment and empathy shown by our employees this year. They seamlessly migrated to remote work almost overnight, helping our clients deal with some of the biggest challenges and business transformations, participating in meaningful discussions about our society and values, taking care of their loved ones, supporting each other, and appearing in them The community. As individuals and companies, our goal is to solve the world’s biggest problems, and these problems have never been so within reach.
Chris: This brings us directly to another hot topic today: diversity, fairness and inclusiveness. Tell us how you solved this problem at PwC.
Tim: We released the first D&I Transparency Report in August 2020. We want our company to be a workplace that supports all employees so that everyone has the same opportunity to fully realize their career development potential.
As a leader of PricewaterhouseCoopers, my desire and commitment is to lead purposefully, including how our company prioritizes diversity and inclusion. More than five years ago, when I became the chairman and senior partner of the United States, I told my partners and leaders that if all I had achieved was PwC’s financial growth, then my job would have failed. With the strong participation of our partners who help us define and promote our success, we are expanding our diversity at all levels and enhancing our company’s sense of belonging culture.
Chris: Discuss with us what you think is the role or responsibility of the company-to employees, to the community it belongs to.
Tim: 2020 is a crash course for digital transformation. We have seen that companies really need to speed up staff skills upgrading and retraining, find new ways to increase revenue, reduce risks in our supply chain, promote net zero emissions, and redouble our efforts to diversity and fairness Sex and inclusiveness, and make other investments to protect our organization from irrelevant and global disasters.
The business world is becoming a driver of stability and progress in our chaotic world-our goal at PwC is to help the community make bigger and better decisions, and at the same time we promote social progress together.
We recently launched New equation Due to two basic and urgent realities: First, the world is changing at an unimaginable speed, and no entity is immune to destruction. Secondly, trust is the foundation of everything we do and everything our society builds. These realities will inevitably continue to be intertwined, and our mission is to help our customers solve these two problems-and, as the risk of earning and maintaining trust increases, we know that it will only continue to gain value. Helping customers control these concurrency forces, just like we control them ourselves, so that we can better achieve our goals-to build trust in society and solve important problems.
What we do know is that trust will be This The decisive factor in how companies achieve their profits and goals-therefore, in the United States, we integrate our people, capabilities and technology into two parts to help our customers simplify the way they build trust: trust solutions and consulting solutions Program.
Chris: This is part of the reason why we recognize you as our “Leading CEO” Family matters: 10 CEOs who support our most important institutions “Characteristics-not only looking at employees in the work environment, but also in the broader family background, and ultimately in the larger society. What do you think is most important in helping to achieve these results?
Tim: We always follow the purpose of our company-to build social trust and solve important problems. It is our North Star.The new equation is a moment when we continue to achieve our goals in significant ways, such as what we call a bold new venture Need trust tomorrow . This is a three-year, $300 million commitment by our American company to help embed goals in today’s and tomorrow’s business leaders to promote responsible decision-making and ultimately build trust. It includes the PricewaterhouseCoopers Trust Leadership Academy, which will help more than 10,000 business leaders acquire the right skills to build trust as they respond to tomorrow’s challenges and realities, and Access Your Potential, a program for 25,000 blacks and Latinos Educational funds for college students to help them narrow the gap in opportunity (which is the basis of the gap between rich and poor)-and finally complete the cycle of building trust and fostering a sense of belonging. Last year, we learned more about the personal lives of colleagues, their families, and the things that matter to them beyond the four walls of the office. This has prompted business leaders to rethink how they present themselves to the people and communities, promote them to continue to cultivate a culture of belonging, and find new ways to have a positive impact on society.
