Second corporate responsibility report covers the 18-month period from 1 July 2009 to 31 December 2010. This report highlights our efforts to have a positive impact in our four main CR focus areas: Community, Environment, People and Marketplace.

1. www.pwc.ru
Our Future –
Our Responsibility
PwC Russia Corporate
Responsibility Report

2. 2 Corporate Responsibility Report

3. Content
Introduction 4
A letter from Peter Gerendasi, Managing Partner of PwC Russia 5
PwC Russia: A few facts and figures 6
Corporate responsibility 7
Our CR agenda 8
Four main CR focus areas 9
Our stakeholders 10
Management and governance of CR at PwC Russia 10
Our report 11
Community 12
Our objectives 12
Local communities 13
Universities 16
Challenges and plans for the future 17
Environment 18
Our objectives 18
Environmental standards in the new office 19
Our savings 20
The Green Team 20
Suppliers 21
Use of public transport 21
Challenges and plans for the future 21
People 22
Our objectives 22
Learning and development 23
Leadership programmes 24
Global Mobility 25
Well-being 25
Communication 26
Ethics 26
Diversity 27
Challenges and plans for the future 27
Marketplace 28
Our objectives 28
Shaping the public agenda 29
Working with regulators 30
Thought Leadership 30
Dialogue with clients 31
Professional and business associations 32
Dialogue with alumni 32
Dialogue with mass media 33
Challenges and plans for the future 33
Attachment 1. PwC Russia’s ratings and awards received in 2010 34
Attachment 2. Key stakeholders 35
Attachment 3. Non-governmental organisations 36
Attachment 4. Business associations 37
GRI Content Index 38
Glossary of terms 42
Contact information 44
Corporate Responsibility Report 3

4. Introduction
As in previous years, the concept of corporate responsibility (CR) continues to
be a vital element of the PwC 1 network’s strategy in Central and Eastern Europe.
This strategy is aimed at laying a strong foundation for our sustained competitive
advantage and covers the period up to 2016. It encompasses three key areas:
expanding our strategic capabilities, building value through our client
relationships, and bringing the One Firm concept to life across all the PwC firms
in CEE. The concept of sustainable development is the basis for our corporate
responsibility programme.
We continue to educate our employees, clients, suppliers, NGOs, government
authorities, local communities and other stakeholders about our approach to
sustainable development, which we see as the philosophy that drives successful
Lioudmila Mamet long-term business development. This is our second CR report, and we don’t aim
PwC CEE Corporate Responsibility to give a detailed description of all the CR projects that we’ve initiated here.
Leader Rather, our objective is to provide transparent and accurate information on the
most important aspects of PwC’s corporate responsibility programme, as well as
our key accomplishments and the tasks that still lay ahead.
We have a good understanding of our programme’s strengths as well as of those
areas where we still have work to do. But this understanding alone is not enough;
we also need active, constructive feedback from all stakeholders for whom this
report is intended. This helps us to obtain the fullest and most objective picture
of our role in society. We would be most grateful for your opinions and comments
about our report.
1
Terms in bold italics can be found in the Glossary on pg 42
4 Corporate Responsibility Report

5. A letter
from Peter Gerendasi,
Managing Partner of
PwC Russia
Dear readers,
I am pleased to present PwC Russia’s second corporate satisfaction with our corporate responsibility efforts,
responsibility report, covering the period 1 July 2009 through confirming that we are on the right track.
31 December 2010. In our previous report, we focused on the Many notable events have occurred since the publication
results achieved in our first year of implementing a regional of our first CR report. These include:
corporate responsibility strategy, with the aim of giving
readers a picture of our place in the business community, our • We celebrated PwC’s 20-year anniversary in Russia.
influence among our extensive circle of stakeholders, and our • We have continued to build up our strategic potential
overall mission and objectives. It’s time now for a new report, by creating new service offerings that reflect the needs
and looking back at the past year and a half, I am proud of of our clients, and by expanding our geographical
what we have succeeding in doing in the area of corporate footprint across Russia.
responsibility.
• In the aftermath of the crisis, we have succeeded in
I am especially proud of our local community outreach retaining a talented pool of employees and continued our
programme and all the diverse initiatives that it encompasses. investment in their professional and personal development.
Our focus has shifted away from simply providing assistance
in response to our partners’ requests towards a more • We have made a committed effort to participate in major
integrated strategic approach to selecting which programmes innovation-driven initiatives and projects on a national
to support. We have developed a policy that encourages scale, such as the Skolkovo Innovation Centre, the Sochi
volunteerism and tried to focus on putting the extensive 2014 Winter Olympics and the project to transform
knowledge and expertise of our people to work where they Moscow into an international financial centre.
are needed most. PwC Russia is already over 20 years old, and a significant
We’re continuing our efforts to reduce our environmental factor in our successful growth in the Russian market has
footprint. The move to our new office, where we have made been our commitment to corporate responsibility. It’s our
every effort to incorporate progressive international mission to fully integrate CR into our business model and
environmental standards, represents a qualitatively new stage decision-making processes, and to increase our influence
in this critical endeavour. We’ve retained our leadership within the broader society around us.
position in the market despite vigorous competition and Our initial steps and successes have given us the confidence
continue to work toward building value for our clients to believe that, working together, we can create a sustainable
through trust-based relationships. We contribute to the future for all of us.
development of responsible leaders of the future who will
have the experience, knowledge and ability to foster strong
relationships and build value for our clients.
We’re pleased that our CR initiatives enjoy the solid support Peter Gerendasi
of our people. According to a global survey conducted Managing Partner
in 2010, 84% of PwC Russia respondents expressed PwC Russia
Corporate Responsibility Report 5

6. PwC Russia:
a few facts and figures
PwC is the leading professional services network in the world. Our client base comprises 2,000 companies, including
PwC firms provide industry-focused assurance, tax and 166 companies from the Expert 400 list, accounting for
advisory services. More than 161,000 people in 154 countries 73% of the list’s revenue. Among our clients are:
across our network share their thinking, experience and
• 4 of the 10 largest ferrous metallurgy companies
solutions to develop fresh perspectives and practical advice.
• 7 of the 10 largest retail companies
Recently PwC celebrated 20 years in Russia. We keep
growing, with offices now in six cities: Moscow, • 9 of the 10 largest oil and gas companies
St Petersburg, Kazan, Ekaterinburg, Yuzhno-Sakhalinsk
• 10 of the 10 largest banks
and Vladikavkaz.
• 4 of the 5 largest telecommunications companies
PwC Russia highlights:
• More than 2,000 employees (as of 31 December 2010) working in six offices
• 188 hours of learning and development per employee were delivered
over the reporting period
• 119 professional qualifications were received by staff in 2010,
including 77 ACCA qualifications
• 55 of 158 top managers in PwC are women
• 1,550 hours of pro bono lectures were given in universities by PwC staff
• Over 200 volunteers contributed 3,000 hours for community needs
• 27 projects were carried out under our corporate philanthropy programme
Ratings and awards received in 2010 are listed in Attachment 1.
6 Corporate Responsibility Report

7. Corporate responsibility
Since 2008, when a corresponding programme was adopted Our idea of corporate responsibility is closely tied
by the Central and Eastern Europe (CEE) regional network, to what we refer to as the core of our corporate culture –
PwC Russia firms have regarded corporate responsibility as the PwC Experience. The PwC Experience underpins our
an integral part of their strategy. Prior to this, we had been business strategy and forms the basis for most of our internal
implementing a charity programme under the name learning and development programmes. Its core principles are:
Connected to Russia for a number of years. • We invest in relationships
• We share and collaborate
We detailed our first steps under the Connected to Russia
• We put ourselves in each others’ shoes
programme in our 2009 CR report. We still take pride in
the initiatives that grew beyond PwC to attract hundreds of • We enhance value through quality
collaborators (see 2009 PwC Corporate Responsibility Report, In many ways, the PwC Experience philosophy complements
Charity Instead of Gifts, Charity Club meetings). However, our goals in the area of corporate responsibility: both focus on
time goes on, and while we give the past its due, we’re making relations with stakeholders, be they internal or external, both
ambitions plans for the future, expanding our business and focus on increasing the positive impact we have, and both
shaping the public agenda, developing further our system derive their strength from our core values of leadership,
of key performance indicators. excellence and teamwork.
The PwC Experience
The PwC Experience is a reflection of
our efforts to ensure PwC’s sustainable
competitive edge and contribute to our
clients’ and employees’ success. Across
the whole of PwC’s international
network, bringing the PwC Experience
to life is one of our top priorities.
Corporate Responsibility Report 7

8. Our CR agenda
Globally, PwC is a signatory to the UN Global Compact. In 2010 the PwC Global Corporate Responsibility Board
In addition, in 2009 PwC signed up to the RSPP (Russian outlined a strategy for CR’s further development, centred
Union of Industrialists and Entrepreneurs) Social Charter on three key themes: climate change, education and
of Russian Business, which is a set principles for responsible social inclusion/diversity. These themes serve as the guiding
business practices. In doing so, the firm assumed a voluntary principles that focus our actions in each of the above
obligation to follow these principles in our interaction with four CR areas. PwC’s global sustainability programme
local communities, investors, business partners, emphasises the importance of coordinating our CR efforts
the authorities, workers and civil society. and the PwC Experience behaviours, maintaining dialogue
with stakeholders, and embedding these values and
behaviours in our core activity.
Our choice is to do good business, act responsibly vis-à-vis all In all of Russia’s regions where we operate, we implement
our stakeholders, have a long-lasting positive impact on the programmes under a common plan, with consideration for
community, lead the way, and articulate with confidence our regional specifics and stakeholder needs. In the reporting
vision of a sustainable future. We see our goal in making sure period we’ve achieved better coordination of CR activities in
that our corporate responsibility activities are aligned with our regional offices; they’ve become better aligned with our
our overall business strategy. strategy and organisational structure.
We have identified four key areas where
we measure our impact on stakeholders:
• Community
• Environment
• People
• Marketplace
8 Corporate Responsibility Report

9. Four main CR focus areas
Our main goal in the Community area is to be a good Our focus in the People area is promoting a culture that
corporate citizen and act responsibly. We take our share will help our employees realise their full potential by using
of responsibility for the well-being of the local communities progressive training methodologies and rewarding high
in which we operate. We continue to implement our performance. The economic downturn could not but affect
corporate philanthropy programme and engage with PwC’s business, but the company continued investing in
Russian universities. PwC actively encourages volunteering professional development and talent management programmes.
and supports disadvantaged social groups and NGOs. In particular, we have continued to improve our coaching
We describe our volunteering policy in detail in the system, have created new forums for active dialogue with
Community section of this report. In volunteering we try employees and have improved our communications with staff.
to maximise the impact of our main intellectual asset – The firm’s move to the new office provided new opportunities
the knowledge and expertise of our staff – and we’re working for taking better care of employees’ health.
to extend the educational component of our corporate
philanthropy programme. In the area of Marketplace we focus on innovation.
We never lose sight of our priority goal: the high quality
Our efforts in the Environment area are aimed at of our services, professional expertise and business conduct.
managing our environmental impact. The nature of our We understand that the world is changing and the knowledge,
business activity has not changed: we continue to consume business practices and solutions that have ensured our
electricity and paper, and our employees frequently travel leading market position in the past are no longer enough in
on business. We have carried on with our Small Steps the current environment. Market leaders today need to take
programme (please see the 2009 PwC Corporate innovative approaches to traditional services, and have
Responsibility Report for more details). But most importantly, an in-depth understanding of the client’s business and insight
we have achieved a much higher level of control over our into areas that traditionally were outside the focus of the
environmental footprint through concerted efforts to make business community. Our clients expect us to act in a fair
our new office at the White Square Office Centre progressive and ethical way, be transparent, provide high-quality services
and state-of-the-art in terms of technical facilities and in good faith, and play a leading role in shaping the public
amenities. agenda. The downturn has made us leave our comfort zone
and start working on challenging new projects, some of which
we have already started implementing.
Corporate Responsibility Report 9

10. Our stakeholders
Our stakeholders are groups or individuals who are affected
by PwC’s activities, or who can affect ours. Many diverse
stakeholders and stakeholder groups are important for us,
and our interaction with them forms the basis of our
corporate responsibility programme.
We’ve identified key stakeholders in each of the four CR focus
areas, and in the reporting period we engaged in a more
active dialogue with some of them (e.g., with PwC employees
and NGOs). We should be further improving our stakeholder
dialogue both in terms of its regularity and depth.
Stakeholder engagement is an ongoing process requiring
time and effort. Our aim is to systematise this process
and create communication channels that will ensure this
dialogue is ongoing. Attachment 2 summarises our main groups of stakeholders
and various communication channels with them.
Management and governance
of CR at PwC Russia
CR at PwC Russia is led by the CR steering group. The group, In 2004 we formed our Charity Committee,
led by a partner, includes four leaders responsible for
which currently has 13 members. Our charity
developing a corporate responsibility strategy in alignment
with the firm’s overall business strategy as well as for
focus remains on child welfare, education
overseeing its implementation. Each office in Russia has and culture.
a CR champion to help oversee project implementation In 2010 we completed 27 projects, managed
locally. On a quarterly basis, the CR leader reports to the
Operations Committee, made up of senior partners.
by three subcommittees. Our community work
is carried out along the following three lines:
The CR leader is on the regional CEE and Central Cluster funding, professional assistance and volunteering.
leadership teams.
In 2004 we formed our Charity Committee, which currently
has 13 members. Our charity focus remains on child welfare,
education and culture. In 2010 we completed 27 projects,
managed by three subcommittees. Our community work is
carried out along the following three lines: funding,
professional assistance and volunteering.
Please see the Community section for more details.
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11. Our report
This is our second report and we have tried to make it more concise and
interesting to read.
In 2010 we initiated a rebranding campaign (see the Marketplace section),
and we’re hoping that the reader will feel the difference our new style
makes in this report. We wanted the report to make for easy reading,
to not be overloaded with information and to feature real-live stories.
The report covers the period from 1 July 2009 to 31 December 2010.
We’ve chosen this reporting period in order to facilitate our transition
to calendar-year reporting in the future. The terms ‘reporting period’,
‘period covered by the report’ and the like used in the text mean
the 18 months from 1 July 2009 to 31 December 2010.
We’ve chosen to use the Global Reporting Initiative G3 Guidelines
(GRI G3) in order to present a balanced picture of our activities.
We believe that our report is at C level under the GRI reporting system.
Corporate Responsibility Report 11

12. Community
Our objectives
This section outlines our engagement programme with two main stakeholder
groups: local communities in Moscow, St Petersburg, Ekaterinburg and Kazan;
and universities. Because human capital is PwC’s most valuable asset, we gear
our programme towards developing intellectual potential, enhancing professional
expertise, active participation in growing tomorrow’s responsible leaders and
engaging our employees in our community programme.
NGOs that PwC supports are provided in Attachment 3.
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13. Local communities
Last year we set ourselves the following major goals:
• effectively collaborating with the community at large,
with a focus on the educational element (using PwC’s
intellectual potential);
• actively involving PwC employees in volunteer work;
• identifying key projects and making concerted efforts
to ensure their successful implementation.
We’ve identified projects that are in line with our strategy and A number of volunteers have taken the initiative to take
help change life for the better through our volunteers’ direct charge of certain projects. For example, all our orphanages
involvement. We focus on the educational element in virtually have volunteers-in-charge who visit the children together
all projects, as this is where we feel we can make the biggest with their colleagues. Our volunteers themselves organise
impact. During the reporting period we carried out 27 charity visits for kids from children’s homes to the Moscow
projects. We’ll continue to work at selecting those projects
International House of Music, the theatre or the bowling alley.
have a real positive impact on our stakeholders.
To increase volunteer involvement, in early 2010 we adopted
a policy based on CR best practices that provides staff with Anna Sotskova, PwC volunteer:
one working day per year to do charity work, be it organised “Natalya Sats Theatre is one of my favourite childhood
by our Charity Committee or chosen individually. In our memories, a place where we were once taken as children
estimate, in the reporting period over 200 volunteers gave and where we’d like to take our own kids. The children
approximately 2,900 hours to various charity activities. really liked the theatre itself, especially the room with birds,
the music box and the clowns. The kids were of different
minds about the play. Some really liked it, some were tired,
and some of the older ones were a bit too old for it – but
everyone enjoyed getting out and getting to know each
other. There was ice cream waiting for
the children back on the bus, making
the ride home that much sweeter.
It won’t be the last time we meet up.
We’re looking forward to seeing the
kids again!”
We share our main capital, our knowledge and experience.
Together with Junior Achievement Russia, PwC volunteers
helped deliver classes on economics at Moscow schools and
held an Open Day featuring master classes and consultations
on various business projects at PwC’s Moscow office. They also
acted as judges of projects from the Enterprise without Borders
innovation camp and in the Be Entrepreneurial contest as part
of Global Entrepreneurship Week. PwC employees teach
English to children who have graduated from orphanages,
helping them to prepare for further studies.
Corporate Responsibility Report 13

14. In August 2010 a PwC team participated in the Kaluga- Our cooperation with NGOs has taken on a new flavour.
Moscow Downside Up Charity Bike Ride for the first time For the first time in our history, we celebrated February’s
and became one of its prize-winners. PwC’s football International Corporate Philanthropy Day by running job
team participated in three Downside Up Charity Football motivation training for NGOs. This opened up a series
tournaments in the reporting period. These are just some of
of training sessions on topics selected by NGO
the examples of our long-term cooperation with Downside Up,
representatives.
which began in 2008 with our Mt Elbrus climb that raised
USD 100,000 for the foundation.
Elena Gorbylyova, senior specialist in business
In response to a desire expressed by our employees to donate development at the Leo Tolstoy Estate Museum
funds to help sick children, we developed a donation at Yasnaya Polyana, says:
distribution policy. In the past year and a half, we raised
over RUB 500 thousand for this cause. “We were happy to take part in the time management
training. I would like to note the event’s excellent
organisation and the great job done by the trainers (this was
my second training with them). I believe that this subject is
extremely important, not only if you manage people, but
more importantly, to help you achieve an internal balance
in the age-old choice between life and work.
Thank you very much for organising
the training! I hope your company
will continue to deliver these
trainings for our grateful audience.”
One of the Downside Up bike ride participants was Partner Chris Barrett,
who knows first-hand what it’s like having a child with Down’s.
Today Chris’s daughter Sonya is a shop assistant in a local supermarket,
but 30 years ago Chris didn’t even imagine that Sonya would ever walk
on her own.
“Sonya has Down’s syndrome. When she was small, we received huge support
from charity institutions in England, and Sonya could even study in a normal
school with healthy children. People in my country have become more open, their
attitude to such children has changed, and now the same is happening in Russia.
And I just feel happy to be able to help somebody with it,” says Chris.
14 Corporate Responsibility Report

15. Lyudmila Khomutova, teacher at the Udelnya Boarding School,
said:
We organised drawing lessons called Every Child “A huge thank you to Marina Dreznina, who developed and runs the
is an Artist for people who work in rehabilitation Every Child is an Artist programme. Apart from the underlying theory,
centres for children with special needs. The theory at each lesson we studied plans for running individual and classroom
and practical tips they take away help the teachers lessons and projects. I greatly enjoyed getting to know other
foster their kids’ artistic talents. participants and working together. I am sure that the knowledge and
skills that I got from the training will help me in my future work with
orphaned children.
A special thank you to the training
organisers for the comfortable
working conditions, friendly
atmosphere, attention, and
understanding of the problems
facing employees of specialised
rehabilitation institutions.”
We’re looking for new ways to engage our clients, business partners
and alumni (former employees) in charity projects. For several years
now we’ve supported the Spivakov International Charity Foundation,
and for three years we’ve sponsored concerts by the foundation’s
scholarship holders, held in the Kremlin Armoury, at which we
award scholarships to the young talents. This year the initiative
was supported by ZHASO Insurance Company, and we awarded
scholarships to nine young musicians.
We’ve also taken another step in providing professional We’ve significantly improved internal communications by
assistance to help NGOs work more effectively by developing creating a special section on PwC Russia’s intranet portal
an NGO support policy. This policy states that we apply the where employees can find our charity policies, donation
same quality and risk management standards to NGOs as to distribution reports and information about foundations
all of our other clients. supported by PwC, and learn more about various projects
and how to join them. PwC employees receive announcements
Finally, we continued to hold meetings between NGOs and
of upcoming events by email, through which they can confirm
our volunteers, and together with our long-standing CR
their attendance immediately. Calendars with project
partner Charity Aid Foundation, arranged Charity Club
information for the next three months hang on each floor
meetings. The Charity Club meetings held in the reporting
of the PwC office. There is a new, regularly updated display
period addressed issues like assessing charity programme
case in the PwC Club with information on community
and project efficiency, corporate philanthropy, government
activities and our environment programme. Our corporate
relations, supporting state-funded institutions and CR
TV features updates on PwC’s charity and environmental
management. For volunteers, we held three meetings with
campaigns.
representatives from the not-for-profit organisations Podari
Zhizn, Liniya Zhizni and Big Brothers Big Sisters.
We continue to monitor our people’s opinion about our
programmes. The 2010 Global People Survey shows that
84% of Russian respondents are satisfied with PwC’s
corporate responsibility activities. Over the last year and
a half, PwC Russia’s offices donated over RUB 10.5 million
in cash and in gifts-in-kind. Our people donated almost
RUB 4.5 million of their own money to charitable projects
in the areas of child welfare, culture and education.
Corporate Responsibility Report 15

16. Universities
PwC continued to expand its cooperation with Russian • We’ve opened a PwC classroom at MSU to be used for
universities through active involvement in educating regular classes and extracurricular activities run by PwC
tomorrow’s responsible leaders. professionals. At the Ministry of Education’s request,
we carried out an expert assessment of the Finance
In addition to our traditional means of cooperation, we’ve
University’s master’s degree programmes, a testimony
developed new formats aimed at consolidating successes
to our good reputation in the educational community.
and attaining better results. In particular:
Our stakeholders recognise PwC’s engagement in the
• Our leading specialists from different departments put educational process, awarding the firm with certificates
together and delivered lectures for master’s and bachelor’s of merit on behalf of Moscow State University, the Finance
programmes at Moscow State Institute of International University and Moscow State Institute of International
Relations, the Higher School of Economics (HSE), Relations.
Moscow State University (MSU), and the Finance
We’ve continued our project to provide university students
University. Our employees gave about 1,550 hours
with the opportunity to study for an ACCA qualification
of lectures.
upon graduating from Moscow, Ekaterinburg, St Petersburg
• We engaged with student organisations, such as HSE’s and Kazan universities. Over the past year and a half
Business Club and the Students League of Plekhanov we signed documents on cooperation in the area of
University. Together with the HSE Business Club we qualification exam preparation, including an agreement
delivered two master classes. We also held Economics with Gorky Ural State University and letters of intent
Department Day at MSU and organised workshops and signed with the Finance University and Kazan (Privolzhsky)
round tables with students as part of PwC Week. Federal University.
The Rectors Club continues to be an effective platform
for maintaining dialogue between universities and
employers. The club’s five meetings in the period were
attended by representatives of seven leading Moscow
and St Petersburg universities.
16 Corporate Responsibility Report

17. We’re also expanding the geography of our cooperation as of the Graduate School of Management at St Petersburg State
part of our regional expansion programme. In the reporting University. In 2009 we helped support the creation of the
period we formed strong relationships and outlined Graduate School of Management’s Centre for Corporate Social
cooperation plans with a number of regional universities: Responsibility in order to conduct more extensive research
Kuban University, Kuban Agrarian University, Novosibirsk into the topic and help prepare specialists in the field. PwC
University, Novosibirsk University of Economics and also actively supports the work of the New Economic School.
Management, North Ossetia State University and
The Rectors Club continues to be an effective platform for
Kazan (Privolzhsky) Federal University.
maintaining dialogue between universities and employers.
Our cooperation with business schools has also continued. The club’s five meetings in the period were attended by
In 2010 PwC global network President Dennis M. Nally spoke representatives of seven leading Moscow and St Petersburg
at a meeting of the Skolkovo International Advisory Board, universities.
and also participated in a meeting of the Advisory Board
Challenges and plans for the future
Recognising the importance of our active involvement in educating and developing
tomorrow’s leaders, the firm will continue building mutually beneficial, long-term
relationships with the country’s universities and aligning these relationships with
our business strategy.
Our next objective is to increase PwC’s volunteer involvement, which should
strengthen the culture of corporate responsibility not only at PwC, but in the
communities in which our employees live and work. We want to focus our efforts on
several major projects so that we can achieve greater results. We’re seeking to better
use our intellectual resources, engage volunteers in the Charity Committee’s work
and implement a single programme in all the regions where we operate, while still
taking into consideration local specifics.
Corporate Responsibility Report 17

18. Environment
Our objectives
Reducing our environmental impact continues to be one of our primary goals.
PwC’s Moscow office has been running its Small Steps campaign for several years,
and now our regional offices are taking part as well (please see the Small Steps
section, as well as information about other initiatives in our 2009 Corporate
Responsibility Report).
18 Corporate Responsibility Report

19. Environmental standards in the new office
At the end of 2009, PwC’s Moscow office moved to a new • The building’s WCs are stocked with 100% recycled paper
building in the White Square Office Centre. This was the final products.
stage of a major operation that began with the PwC project
• A smart lighting system allows us to reduce our electricity
team taking part in the design and construction of the new
use. In addition to having a positive environmental effect,
building. One of our top priorities was making sure that the
it has also reduced our average monthly electricity bills
new office complied with the world’s most advanced
(by sq m) by 47% thanks to the following:
environmental standards.
– Traditional light bulbs account for only 10% of all light
PwC took its cue from the world’s best examples of modern, bulbs in the office. The luminescent bulbs in the office
environmentally friendly business centres: are of the latest generation of energy-saving bulbs.
• The office’s floors are made of recycled materials. – In some parts of the office, we use automated
illumination control systems that include photo relays,
• Our office furniture is made of PVC-free
motion sensors and presence detectors.
(polyvinylchloride-free) materials.
– The office is also equipped with seasonal lighting
• We do not use chemicals containing chlorine or
(the lights automatically go off at a pre-set time,
chloroorganic compounds for office cleaning.
but can be turned on manually).
• We reduced plastic cup use by 90% by replacing them
with paper ones made from recycled materials.
In 2010, our office won an award for
implementing innovative technologies, including
those meant to protect the environment. About
80 offices in Moscow, St Petersburg, Kyiv
and Samara participated in the competition.
Corporate Responsibility Report 19

20. • Implementing a pass-card printing system has
Our savings reduced paper consumption by about 12%.
• The volume of our paper purchases went down
We use large volumes of paper, but we have considerably
by 12.72% as compared to the monthly
reduced our consumption in recent years thanks to the average in the prior reporting period (FY09).
Small Steps campaign. PwC has started sending documents
• We saved around 2,278 trees by recycling
electronically and introduced double-sided printing. The new
office also has a controlled printing system. This means that 132,934 tonnes of paper.
when an employee sends a printing request to a network • Our average monthly electricity consumption
printer, they need to swipe their security pass card before was reduced by 7.87%.
the job will print. If the job has not been printed within a
certain amount of time, the print request is automatically
cancelled. This simple step has not only allowed the office to
prevent large numbers of unclaimed documents from piling up
Unfortunately, plastic recycling at PwC was discontinued due
near the printers and being sent straight to recycling, but has
to the loss of the vendor. Currently, together with the landlord
also provided for additional document security. We’ve set
and other major tenants of the business centre, we’re looking
another ambitious goal for ourselves: 100% recycling of all
for a reliable vendor to set up separate collection of packing
paper purchased by PwC Russia offices. In the St Petersburg
materials and plastic. We’re actively exchanging ideas
office, paper is collected for confidential shredding and then
and contacts and are looking for environmentally friendly
sent for recycling. In Kazan, the firm is in negotiations with
solutions in cooperation with more than 30 other
companies who collect paper for recycling.
companies.
The Moscow office has special recycling bins for paper
The firm continues to measure the CO2 emissions of all its
collection and further utilisation, with separate boxes
offices in Russia. A single methodology is being developed
provided for confidential and publicly-available documents.
at the CEE regional level that would allow the entire region’s
Lastly, we continue to pursue a policy of on-line subscription overall emissions to be measured, and PwC Russia is taking
instead of distributing printed publications, where possible. an active part in discussions.
The Green Team
PwC employees play an active role
in the firm’s environmental initiatives
and are willing to go above and beyond
for environmental protection.
The Green Team has outlined several
directions to pursue, including
delivering lectures on environmental
issues for students and schoolchildren
as part of PwC’s educational
programmes, as well as providing
informational support for green
initiatives in the office.
The Green Team was
established in 2010 and has
had its first meeting to discuss
areas of further activity.
20 Corporate Responsibility Report

21. We also carried out more detailed reviews
of contacts with 42 major suppliers
Suppliers (with contracts per supplier worth more than
RUB 2.5 million per year). We have reviewed
The procurement policy, meant to streamline all significant or are currently reviewing 18 contracts
purchases through the firm’s procurement team, is being (42%), and this process will continue.
reviewed for compliance with Russian legislation and internal
PwC procedures. Such a review was carried out twice in the
last period, in August 2009 and in June 2010.
When we request quotes from suppliers and service providers, We’ve initiated the process of reviewing contracts with all
we also ask the biggest bidders about their corporate existing suppliers with whom we’ve signed framework
responsibility/environmental protection programmes.
agreements. In the last 18 months, we received documents
PwC works with 21 suppliers with whom contracts have been of incorporation from counterparties for 435 out of
signed for RUB 10 million or more per year. We have signed 553 contracts (79%), as compared to 23% during
appendices regarding corporate responsibility with eight of them
the previous period.
and are negotiating signing such appendices with others.
Use of public
transport
PwC recommends using express
trains to travel to and from the airport.
A reminder of this pops up each time
a car booking is made, and train
timetables are available on our internal
website. During summer of 2010, PwC
organised bicycle and scooter parking
in the building’s garage.
Challenges and plans for the future
Some of our specific environmental goals have been described above (e.g., 100% recycling of all paper,
selection of a reliable vendor for plastic collection and recycling, separate waste collection). Another
goal is to have the amount of paper waste sent for recycling (directly or after shredding) match the
amount of paper purchased as closely as possible. We’ll continue to develop a single methodology
for measuring CO2 emission. We also aim to bolster the Green Team’s activities and get more people
involved. As yet, we have been unable to make regular visits to orphanages to talk to the children
about environment protection, but these trips are still very much on our agenda.
Corporate Responsibility Report 21

22. People
Our objectives
The main premise of this part of the report remains unchanged: at PwC Russia,
our people are our most valuable asset. The corporate responsibility mindset as far
as people are concerned is about considering the impact of management decisions
on employee morale and motivation, treating all people with respect in a fair
and transparent way, promoting diversity, creating a safe, cutting-edge working
environment and, finally, developing the skills and competences required from
responsible leaders.
22 Corporate Responsibility Report

23. Learning and development
It’s our responsibility to both our clients and our people A survey of university graduates who joined PwC in August 2010
to train and develop PwC employees so that they can realise shows that learning and development options provided by an
their full potential and provide excellent service. employer tend to be a deciding factor in choosing a future job.
Why did you choose PwC? (August 2010)
Random choice
More opportunities to learn and develop
Reviwed the rating – PwC ranks higher
than other firms I considered
I like the new office
More high-profile clients
Outbound secondments
I liked the people better
0 5 10 15 20 25
Highlights of the past 18 months:
• We built up a team of 98 tutors from among • According to ACCA, our training pro-
our most experienced and high-performing grammes for ACCA qualification are
professionals. regarded as the most successful in Russia:
we achieved a pass rate of 64% during
• In 2010, our internal training programmes were
the most recent examination period.
accredited by the Russian Audit Chamber’s Insti-
tute of Continuing Professional Education.
• In 2010, 25 people joined a new
• In 2010, over 850 employees were studying training programme developed by the
for an ACCA qualification. After the 2010 summer Institute of Chartered Accountants
examination session, 45 employees became new in England and Wales for the Certificate
affiliates or licence holders, which is a record-high in Finance, Accounting and Business.
pass rate. In 2010, a total of 77 employees Some 80% of the students passed
obtained an ACCA qualification. their first exams under this programme
successfully.
PwC Russia implements innovative learning techniques Tax Academy and Business Consulting University –
and maintains its status as a learning management expert. PwC offers its employees training programmes aimed
We make extensive use of interactive distance learning at developing their management and leadership potential.
(e-learning), which allows us to easily keep learning
All employees that received a promotion in 2010 were
materials up to date and save time on training activities.
embraced by our milestone programmes. For these
The proportion of formal classroom training to e-learning
programmes, experienced PwC partners and external experts
is 5:1.
act as tutors, sharing their knowledge of best practices in
Apart from the internal training programmes across international and Russian business, as well as their own
the three lines of service – Assurance Sunny Academy, personal experiences.
Corporate Responsibility Report 23

24. Leadership programmes
PwC applies innovative leadership development On the CEE regional level we have programmes targeted
methodologies. One of the most effective technologies is at developing the leadership potential of high-performing
the programme of personal coaching and development managers. In the reporting period, 20 employees from Russia
aimed at improving performance and increasing people’s joined the Apollo and Leadership Challenge programmes.
potential. Coaching is an integral part of team management. Genesis Park also continues to bear fruit. We described these
We organise special training programmes to improve programmes at length in our previous report.
the coaching culture and carry out annual assessments
of coaches’ performance.
Nadezhda Merkusheva, auditor, Genesis Park participant in 2010:
“Genesis Park is not just another PwC leadership programme;
it’s a three-step process for developing PwC’s future leaders. The process
includes 1) raising self-awareness and developing authentic leadership
qualities and skills, 2) building a network of global contacts and
developing a strategic mindset, and 3) understanding that PwC is full
of opportunities and a place where you can truly realise your potential!”
24 Corporate Responsibility Report

25. Global Mobility
Creating opportunities for people to gain experience
working in other offices, regions and territories is an
important area of PwC Russia’s people development
strategy. Staff mobility is one of the firm’s success factors.
Over the last period, 15 people relocated to work in
other PwC offices in Russia, while 49 went on outbound
secondments.
Well-being
You can find detailed information about
the firm’s efforts in this area in the
relevant section of our 2009 CR Report.
In the reporting period, the firm
continued to focus on encouraging
the healthy, balanced lifestyle of its
employees. The move to the new office
brought new efforts to improve staff
well-being. Significant office space
is allocated to leisure, with a special
Wellness Area equipped with massage
chairs, an office for a GP and specialist
doctors, as well as a shower room,
a relaxation room and space for
yoga classes.
Corporate Responsibility Report 25

26. Communication
A robust feedback cycle is critical to being a responsible One of the main areas for improvement based on the
employer. We’re continually analysing and improving our 2009 GPS results was the development of clear, honest and
communication channels. transparent communications at all levels. We’ve created new
communications forums, including open meetings between
The most important and comprehensive of these is the Global
partners and staff to discuss topical issues like the firm’s
People Survey (GPS). The response rate for the 2010 GPS in
strategy and its implementation, priority projects, career
PwC Russia was 83%, which is higher than in 2009, when we
development and the reward system.
had a response rate of 62%. The People Engagement Index –
a combination of perceptions including satisfaction, Our whole system of internal communications has become
commitment, pride, loyalty, a sense of personal responsibility, more dynamic. With the help of our internal TV screens we
and willingness to be an advocate for the organisation – deliver information to employees ‘live’ via interviews with
was seven percent lower than the 2009 level, but higher than staff and prompt posting of the latest news.
the PwC CEE regional result by five percent. Undoubtedly,
this index was influenced both by the economic climate
in general and by the fact that the employee response rate Based on the 2010 GPS results, we’ve identified three
rose by a quarter against the prior year. However, the firm’s priority areas for improvement. These are:
management is not inclined to simply write this off to the • developing a coaching culture;
economic downturn and sees improving the People • promotion and reward of high performance;
Engagement Index as one of its aims.
• developing leadership skills at all levels of our
organisation.
Ethics
PwC Russia prides itself on its reputation for doing business
with integrity. Our ethics policy and Code of Conduct help
us strengthen our clients’ and our people’s trust in us.
In late 2010, we organised an Ethics Week that addressed,
among other things, building effective and respectful
relationships in teams. During Ethics Week, our in-house TV
featured six interviews with the firm’s employees on issues
related to team work and coaching. The week ended with an
open meeting at which PwC Russia’s Ethics leader answered
questions on ethics and business conduct.
We engage staff who were nominated as Ethics Champions
in ethics and business conduct-related workshops,
communications and consultations. Our Ethics Champions
held 16 mandatory ethics and business conduct workshops
targeting employees promoted to senior consultant and
manager positions.
In the 2010 GPS, 79% of employees agreed with the
statement “People in my group display and actively promote
high standards of business conduct in accordance with
the PwC Code of Conduct”. This is higher than last year.
We have a whistleblower system in place and employees
can report potential ethics violations by contacting
an Ethics Champion, calling the internal Ethics Helpline
or using an anonymous email address. Complaints are
reviewed and appropriate actions are taken in response.
The Ethics Committee leader reports to the Operations
Committee on a quarterly basis.
26 Corporate Responsibility Report

27. Diversity
PwC Russia’s commitment to achieving diversity is reflected
in our recruitment policy and learning and development
curriculum.
We continue to recruit from a wide range of faculties and
universities. For example, in 2010 we recruited graduates for
our Assurance line of service from 74 Russian universities and
some overseas institutes. The share of graduates from
regional universities is growing; in 2010 half of the young
auditors beginning their career in PwC Russia’s Assurance
practice were graduates from Moscow universities, while the
other half came from regional ones.
We regard team work and cultural exchanges between people
from different backgrounds as one of our priorities.
Graduates’ training and professional integration is one of our
priorities for the next 2-3 years.
We continue to focus on helping women progress to
leadership positions. In 2010, two female partners were
elected to the PwC Russia Operations Committee, and one
female partner was elected to the regional CEE Operations
Committee.
As of 31 December 2010, we had
150 expatriate staff members
from 36 different countries
(6.79% of our workforce).
Challenges and plans for the future
The firm’s strategic focus as far as its people are concerned is turning PwC into
a distinctive firm where each and every one of its staff can say with confidence,
“My relationship with PwC helps create the value I’m looking for.”
In 2010 we set ourselves a number of tasks: to improve our reward system, internal
communications, coaching culture and professional development, and to achieve
greater consistency in management actions.
We are changing for the better in a process of continuous improvement – this is the
way of life at PwC.
Apart from Russian partners, PwC Russia has
partners from 10 countries: Australia, Canada,
France, Germany, Ireland, New Zealand, South Africa,
Switzerland, the United Kingdom and the USA.
Corporate Responsibility Report 27

28. Marketplace
Our objectives
In this area, our goals remained the same: to build and sustain long-term
relationships in order to maintain our leading position in the marketplace.
We deliver high-quality services, develop innovative solutions and support the
development of sustainable business practices that help our clients to grow and
strengthen their business. PwC contributes to shaping a competitive economy by
facilitating the greater transparency and effectiveness of companies in Russia.
In 2009, PwC celebrated 20 years in Russia. We marked this anniversary with
an official reception for clients and by occupying the top position in ratings of audit
and consulting companies. In the spring of 2010, we received the results of the Big
Four brand health survey, conducted by an independent agency, which confirmed
that our brand was the most highly recognisable and differentiated in Russia.
.
28 Corporate Responsibility Report

29. Shaping the public agenda
We retained our leadership position, though the last 18 we identified several areas of work: publishing a Russian
months were difficult for Russian business. The economic edition of our Technology Forecast, conducting research
slowdown forced companies to adjust their demand for and issuing reports, taking part in forums on innovation
professional services. Where the total demand for our services and providing advice on innovative development.
did not change significantly, we experienced price pressure.
At the request of the Russian Presidential Administration
However, the market pressure didn’t affect our approach to
we published a report on tax, financial and legal incentives
the quality of our services or make us less attentive to client
for innovation in 11 countries.
needs. To a certain extent, it prompted us to look for new
solutions and services. As such, why our work during the past Together with the Russian Venture Corporation (RVC),
18 months was marked by innovations, which corresponds ROSNANO and the Russian New Economic School we
with general economic trends in the country. conducted a survey on the major barriers to innovation
and modernisation in Russia. PwC works with Russia’s
The Russian government has set a new strategic direction
regions to develop innovation clusters. The firm has become
in the country’s development: modernisation and putting
the coordinator of the Expert Group for Reforming Russian
the economy on the road to innovation. In July 2009,
Legislation to Promote Innovation for the State Duma’s
in response to this initiative Dennis M. Nally, President
Committee for Economy and Entrepreneurship. In November
of PwC’s global network, announced the opening of a PwC
2010, PwC signed a Memorandum of Cooperation with RVC
Centre for Technology and Innovation (CTI) in Russia
on training programmes for start-ups (fast-growing new
during a meeting between Russian President Dmitry
companies, primarily in high-tech sectors). We’re advisors
Medvedev and US President Barack Obama about business
on the Skolkovo project and have engaged top international
issues. The PwC Centre for Technology and Innovation
experts for it.
in Silicon Valley has been around for over 20 years and is
known for providing expert knowledge on new technologies. In our estimates, our total investments in developing Russia’s
We held a number of meetings with stakeholders to ensure innovation economy amounted to about 1 million US dollars
that our Russian CTI becomes an integral part of Russia’s in the reporting period.
innovation programme. As a result of these meetings,
Corporate Responsibility Report 29

30. Working with regulators
In its dialogue with regulators, PwC uses different channels
of communication, from participating in their briefings,
surveys, delegations and projects to providing advice and
sharing global best practices. We’re active members of the
committees and commissions of the Council for Audit
Activities at the Russian Finance Ministry and the Russian
Audit Chamber.
One of the innovative plans of the past year was to create
an International Financial Centre (IFC) in Moscow. PwC
joined this activity by developing a road map and engaging
our professionals in the Working Group at the Russian
Federation Presidential Council on Developing Russia’s
Financial Markets.
Dennis M. Nally has joined the International Advisory
Council on Establishing and Developing an International
Financial Centre in the Russian Federation.
Thought Leadership
In June 2010, in cooperation with the St Petersburg Especially for the forum, PwC developed the Deep Dive
International Economic Forum, we implemented an website (deepdive.forumspb.com), a unique intellectual
innovative marketing project. product providing delegates with real-time access to
analytical information. PwC also set up knowledge cafes for
forum participants where they could find materials on the key
forum topics.
PwC continues to issue Thought Leadership reports to
sustain knowledge sharing with the business community and
monitor industry trends. During the past period, we issued
about 130 such publications.
PwC also supported an international conference
celebrating the 20th anniversary of the Federal Tax Service
in November 2010. In the last 18 months, PwC has organised
and participated in more than 500 events.
30 Corporate Responsibility Report

31. Dialogue with clients
During interviews that we conducted in parallel with In order to have an objective picture of our strengths and
our brand research, our clients (CEOs and CFOs of major weaknesses with regard to our client service, five years ago
companies) told us how useful they find seminars
we introduced an annual client feedback programme.
and conferences organised by PwC. The same survey
showed that we need to talk to our clients in simple and In 2010, we sent 161 feedback requests to our key
comprehensible language, and at the same time understand customers; of the 58 responses received, 86% gave PwC
their expectations and explain how we can achieve their a positive appraisal. According to our Client Feedback Survey,
goals together with them. in 2009 PwC Russia’s loyalty score was 8.3 out of 10,
PwC’s rebranding, launched in October 2010, was to which, as in the previous period, falls in the ‘good’ range.
a large extent brought about by client feedback. We changed
not only the visual component of our brand; now our This information has helped us to proactively respond
communication with clients is becoming simpler and clearer, to the market, and we did not reduce the intensity of our
we’re trying to listen more, and we’re more than ever focused communication with clients in this difficult economic period.
on achieving the results our clients expect. We’re doing a lot We focused our efforts on areas of key importance for the
within the firm in order to comply with the new brand country and business, coming forward with innovative ideas
standards. and solutions.
Z.F. Garaev, First Deputy O.M. Konovalova, Deputy Director of the
Board Chairman, Department, head of control division of
AK BARS Bank: NOMOS Bank:
“Workshops devoted to IFRS “I highly appreciate and respect the work done by you
theory and practice raised and your colleagues. I always go through your
our staff’s qualification materials with interest (including the marketing
to a qualitatively new level materials you presented at the forum). Thanks to
and the new knowledge was your efforts we have a chance not only to network,
implemented in our work.” but to discuss the hot topics raised in research materials
and publications issued by banking sector experts.”
Corporate Responsibility Report 31

32. Professional and
business associations
You can find detailed information about
this in the Marketplace section of our
2009 Corporate Responsibility Report.
Following our five-year collaboration
with the Independent Directors
Association, in 2010 PwC has started
to develop its own programme for
independent directors. Economic
recovery after the recession required
businesses to become more transparent
and comply with stricter corporate
governance standards.
Regardless of the downturn, we were Forum we continued to support the participants, and the final conference
no less active in promoting corporate corporate philanthropy rating. Last year brought together over 150 people.
responsibility. In collaboration with the the rating attracted more companies,
newspaper Vedomosti and the Donors we held a preliminary training for
Business associations of which PwC is
a member can be found in Attachment 4.
Dialogue with alumni
We maintain an active dialogue with
former PwC staff and the mass media.
We launched the PwC Connect website,
a social network developed to provide
former and current staff with a simple
and convenient way of communicating
about work and other topics of interest.
32 Corporate Responsibility Report

33. Dialogue with mass media
During the past 18 months, we held 15 press events, and our share
of voice among the Big Four was more than one third. PwC attracted
329 positive publications, making us the highest rated of the Big Four.
Challenges and plans for the future
In making plans for the next period, we will continue to focus on building the new innovation
economy, developing the financial market and creating an International Financial Centre
in Moscow. We’ll continue to engage international specialists to help solve important issues
in Russia. Without lowering the quality of services for our major clients, we plan to develop
an approach for working with medium-size private companies to provide them with access
to top-quality services. We’ll continue to contribute to regional development and plan to open
offices in two more Russian cities.
Corporate Responsibility Report 33

34. Attachment 1
PwC Russia’s ratings and awards
received in 2010
• Leader in audit and consulting services in Russia by revenue, Expert RA rating agency,
March 2010
• PwC Russia’s legal practice, PricewaterhouseCoopers Legal CIS B.V., was recommended
by the Legal 500 rating of leading Russian law firms
• Russian Transfer Pricing Firm of the Year 2010 and Transfer Pricing Firm of the Year in Europe
2010, International Tax Review magazine, May 2010
• Best tax practice in Russia, World Finance magazine, 2009
• Russian lead financial advisor of 2009, Acquisitions Monthly magazine, 2009
• No. 1 in the IPO Auditor rating in terms of number and volume of deals for 2009, the ReDeal
analytical group within the offerings.ru project
• The Femida Award in the category Audit for high standards of legal practice
in the Russian Federation, professional independence and its contribution to the development
of the business community and rule of law
• Russian Lead Insurance Auditor and Advisor for the 2009 All-Russia Gold Salamander
insurance award
• The largest employer of young professionals 2009 in the first Business and Higher Education
Partnership rating by the Russian Rectors’ Union (RRU)
• No. 1 in the rating TOP 50 Dream Employers for young professionals among audit and
consultancy firms based on 2010 results, published by the newspaper Aktsiya
34 Corporate Responsibility Report

35. Attachment 2
Key stakeholders
Stakeholder Areas for cooperation Channels for cooperation
People (current, former and potential • Job and retention guarantees • Global People Survey
employees) • Career growth and prospects • Internal corporate intranet
• Ethics issues • Focus groups
• Coaching
• Ethics Committee
• Alumni Club events
Clients • Business practices: challenges and • Client feedback survey
opportunities • Brand health index
• Satisfaction with PwC service quality • Senior partner review visits
• Regular meetings
Suppliers • PwC’s CR strategy and requirements for • Workshops
suppliers • Regular meetings
• Supplier challenges
• CR knowledge exchange
Government authorities and • Legal and regulatory framework • Regular meetings
regulators • New or revised legislation • Work groups (led by PwC)
• Participation in professional
organisations
Universities • Assistance to students in obtaining • Rectors Club
professional qualifications • Lectures
• Education of tomorrow’s responsible
leaders
• Opportunities for graduates
Local communities, NGOs • Local communities’ needs • Charity events
• Use of PwC staff’s knowledge and • Volunteering
experience to meet community needs • Enhanced efficiency of NGOs
Business and professional • Issues of mutual interest • Active involvement
associations • Shaping the public agenda • Lead role in working groups and
committees
Mass media • Need for relevant information • Training for journalists on business
• Importance of understanding business hot topics
issues and PwC’s position • Press conferences on business trends
Corporate Responsibility Report 35

36. Attachment 3
NGOs that PwC supports
Name Description
Big Brothers Big Sisters of Russia A one-to-one mentoring programme for at-risk children
Maria’s Children Art Center Helping orphaned children with special needs become full members of society
by supporting their social, psychological and intellectual rehabilitation through
various creative activities
Dobro Autistic Children's Aid Society Creating and developing a system for helping people with autism in Russia
Yuny Spartakovets Children's sport club
The Circle Developing tolerance and cooperation in children and adults
Diema's Dream Providing financial, medical and educational support for physically and
mentally disabled children in Russia
Leo Tolstoy Museum-Estate Yasnaya Restoring the unique cultural milieu of Leo Tolstoy's life and times
Polyana (including the town
of Krapivna)
The Vladimir Spivakov International Supporting talented young musicians, artists and dancers
Charity Foundation
Tchaikovsky Symphony Orchestra Supporting cultural education projects and talented children
of Moscow
Junior Achievement Russia Developing and promoting JA's business and economic educational programmes
for youth through partnership between the business and educational communities
Partners in Hope - Big Change project Supporting Russian NGOs that work with vulnerable children and their families
Downside Up Supporting families and state and non-profit organisations in teaching, raising
and integrating children with Down syndrome into society
Charities Aid Foundation Russia Working to raise donations, create favourable conditions for philanthropy's
development, and provide assistance to charity organisations and their
supporters
Russian Orphan Opportunity Fund Providing graduates of children's homes with high-quality education free of
charge (both academic and life skills)
Sofia Foundation Helping our neighbours and promoting society's spiritual traditions
Podari Zhizn Helping children with cancer, blood diseases, and other serious illnesses
Reducing the rate of child death from illnesses that could be treated with
Liniya Zhizni
modern medicine
A Chance to Work project Providing 18 to 28 year-olds that graduated from children's homes with basic
training in non-commercial organisations as well as practice in companies that
participate in the project
36 Corporate Responsibility Report

37. Attachment 4
Business associations of which PwC is a member
Association of European Businesses (AEB)
Canada Eurasia Russia Business Association (CERBA)
BUSINESS ASSOCIATIONS
American Chamber of Commerce (AmCham)
Independent Directors Association (IDA)
Russian Managers Association (AMR)
U.S.-Russia Business Council (USRBC)
Russo-British Chamber of Commerce (RBCC)
Russian Union of Industrialists and Entrepreneurs (RSPP)
Russian-German Chamber of Commerce (AHK)
Japanese Business Club
American Chamber of Commerce St Petersburg Chapter (AmCham)
ASSOCIATIONS IN
St Petersburg International Business Association (SPIBA)
BUSINESS
REGIONS
Association of Businesses and Entrepreneurs of the Republic of Tatarstan
Chamber of Commerce and Industry of the Republic of Tatarstan
Leningrad Region Chamber of Commerce
St Petersburg Audit Chamber
Russian Private Equity and Venture Capital Association (RVCA)
Russian Audit Chamber (RAC)
Institute of Internal Auditors (IIA)
PROFESSIONAL ASSOCIATIONS
Association of Certified Fraud Examiners (ACFE)
Association of International Pharmaceutical Manufacturers (AIPM)
Association of Russian Banks (ARB)
Cambridge Energy Research Associates, Inc. (CERA)
International Business Leaders Forum (IBLF)
Mining Advisory Council (MAC)
Russian Insurance Association (All)
Urban Land Institute (ULI)
Guild of Actuaries
Corporate Responsibility Report 37

38. GRI Content Index
Standard disclosures: Profile disclosures
GRI Description Commentary and/or cross references Reported1 Page in
Index report
1. Strategy and analysis
1.1 Statement from the most senior decision-maker of the Letter from the Managing Partner of PwC + 5
organisation about the relevance of sustainability to the Russia
organisation and its strategy.
1.2 Description of key impacts, risks, and opportunities. Our CR agenda, Four main CR focus areas ± 8
2. Organisational profile
2.1 Name of the organisation. Glossary of terms + 42
2.2 Primary brands, products, and/or services. PwC Russia: A few facts and figures + 6
2.3 Operational structure of the organization, including main Glossary of terms + 42
divisions, operating companies, subsidiaries, and joint
ventures.
2.4 Location of organisation's headquarters. Contact information + 44
2.5 Number of countries where the organization operates, and The report covers only Russia and cities in + 43
names of countries with either major operations or that are Russia: Moscow, St Petersburg,
specifically relevant to the sustainability issues covered in Ekaterinburg and Kazan
the report.
2.6 Nature of ownership and legal form. Private, Glossary of terms + 43
2.7 Markets served (including geographic breakdown, sectors PwC Russia: A few facts and figures; + 6, 43
served, and types of customers/beneficiaries). cities in Russia: Moscow, St Petersburg,
Ekaterinburg and Kazan
2.8 Scale of the reporting organization. PwC Russia: A few facts and figures ± 6
2.9 Significant changes during the reporting period regarding No significant changes in the reporting +
size, structure, or ownership. period
2.10 Awards received in the reporting period. Attachment 1 + 34
3. Report parameters
REPORT PROFILE
3.1 Reporting period (e.g., fiscal/calendar year) for Our report + 11
information provided.
3.2 Date of most recent previous report (if any). Our previous report, covering the 2009 +
financial year (from 1 July 2008 to 30 June
2009), was published 31 March 2010
3.3 Reporting cycle (annual, biennial, etc.) Our report + 11
3.4 Contact point for questions regarding the report or its Contact information + 44
contents.
REPORT SCOPE AND BOUNDARY
3.5 Process for defining report content. Our CR agenda, Four main CR focus areas ± 8
3.6 Boundary of the report (e.g., countries, divisions, Cities in Russia: Moscow, St Petersburg, + 6
subsidiaries, leased facilities, joint ventures, suppliers). Ekaterinburg and Kazan
3.7 State any specific limitations on the scope or boundary of Cities in Russia: Moscow, St Petersburg, + 6
the report. Ekaterinburg and Kazan
3.8 Basis for reporting on joint ventures, subsidiaries, leased The report reflects the activities of PwC +
facilities, outsourced operations, and other entities that Russia
can significantly affect comparability from period to period
and/or between organizations.
+ Fully reported
± Partially reported
– Omitted
38 Corporate Responsibility Report