Australian Foundation Annual Report 2007

*connectedthinking

Why bother?*In our communities

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Contents

Why bother?

Conversation with Tony, Rick and Michael 3Why bother? 5Charity and strategic partner programs 13Our facts and figures 19What you can do 21

7 9 11 15 17Why bother with poverty issues?

Why bother with health issues?

Why bother with our environment?

Why bother with youth issues?

Why bother with our children?

Over the past five years, the PwC Foundation has developed sustainable and impactful partnerships with our charity partners. These partnerships have developed from the earlier days of charitable donations and individual actions, to deeper engagement of our staff and working together with our partners to impact on broader social issues.

To us, the relationship is not about just providing financial support, but expertise, resources and advice – leveraging the core competencies of PwC to make a sustainable difference. It is also about our staff developing as responsible leaders, and helping to make a tangible difference.

We now see the opportunity to take the next step looking at broader social issues and working with the not-for-profit sector with the aim of contributing to social change.

The aims and achievements of our Foundation continue to evolve. We have plotted our progress in the diagram below.

Some would suggest this amounts to a mere drop in the ocean, and question whether it really makes a difference. They ask us why we bother.

It’s a reasonable question. If you want to know the answer, then read on...

FY03 FY04 FY05 FY06 FY08

Time

Engagement

FY07

• Donations• Volunteering• Corporate Community Initiatives

• Recurring Giving• Elevate co coaching program • Social Ventures Australia (SVA) enterprises

• Transparency Awards• SVA Enterprise Sector• Australian Business Community Network

• Capacity Building – providing professional expertise• Statement of intents with charity partners

IndividualActions

FocussedActions

Impact onNot-For-Profit

Sector

Impact onCharity Partners

FY03 FY04 FY05 FY06 FY08

Time

Engagement

FY07

• Donations• Volunteering• Corporate Community Initiatives

• Recurring Giving• Elevate co coaching program • Social Ventures Australia (SVA) enterprises

• Transparency Awards• SVA Enterprise Sector• Australian Business Community Network

• Capacity Building – providing professional expertise• Statement of intents with charity partners

IndividualActions

FocussedActions

Impact onNot-For-Profit

Sector

Impact onCharity Partners

Cover photo: Patrick Zachmann/Magnum Photos

� �Michael: Certainly in terms of SVA’s work with PwC, one aspect that has been hugely valuable is the evolution from funding one-off projects to forming a strategic partnership. It has really enabled both of us to stop focusing on symptoms and tackle the actual cause of social problems. I hope that’s a shift we’ll start to see in other businesses working in the sector.

Tony: For businesses, it really is a fundamental shift in approach. You can only make so much of an impact financially, so the approach has to become more targeted and play off of your strengths. The richness of the talent and expertise in this firm certainly can, and is, adding a tremendous amount of value to community services.

Michael: And taking that talent to the community makes a huge amount of sense. While making an immediate impact, it also equips your people with a three-dimensional understanding of community issues. Sparking that interest in our future leaders can only pay dividends down the road.

Rick: And that’s why we really like our engagement with SVA, because all of those benefits really come through. Really, with all of our charity partners, these relationships are effective because we see each other as equals. We have a mutual agreement and statement of intent that clearly outlines what each of us expects to get out of the relationship. It flows both ways. That’s a real change in the thinking of how people approach this type of engagement.

Michael: The whole notion of that is very apparent in our work around social investment. I know from experience you can’t continue to support community organisations that don’t have a solid business foundation.

Tony: I like to think of it as social responsibility with rigour. It isn’t just a chequebook game plan any more; it’s how do you bring rigour to every aspect of how the organisation engages in the space.

Michael: And, with the SVA relationship I have to admit it was a bit of a risk; you brought us support at a very early stage…

Tony: Yes, we’re punters! [laughter]

Rick: Punters with an excellent record! [laughter]

Tony: But frankly Michael, we approached the relationship and risk no differently than the way we run the practice. We brought that same level of scrutiny and found SVA had the appropriate level of rigour and community benefit. Because your projects were aligned with where our thinking was, the three elements came together to produce some great outcomes.

Michael: Going back to SVA’s first contact with the Foundation in 2002, what struck me was how important you saw the Foundation being to the firm. I’m interested in how you see it sitting within the organisation now.

Tony: The Foundation really started off as an aspiration and has become a fundamental element of our strategic platform. When you look at the level of engagement that now exists among our people – 48 per cent involved in volunteering, 26 per cent involved in the giving program – it really demonstrates the enormous positive impact it is having on the firm and the community.

Rick: And, Michael, that engagement is almost to the extent that ownership has passed from us. We started it and invested in keeping it going, but it’s been so embraced by our people that if we wanted to do something different, the decision would largely be in their hands.

Michael: I often see corporate foundations eventually fading or drifting away from their organisations. It seems like PwC has successfully intertwined its community initiatives with the values of the business, but how do you think the firm’s relationship with the Foundation has changed in the past five years?

Rick: Well, in many ways the Foundation has actually started contributing to the practice. For example, it was the Foundation that started thinking about the impact the firm was having on the environment. We’ve always been environmentally conscious, but the Foundation’s initiative got the firm to consider the broader implications of climate change from a conservation and business perspective. It’s now evolved into one of our major drives for the next few years; it seems doing the right thing can also look like good business.

Tony: From very early in development, we took the view the Foundation was going to speak for itself and through its actions. It was built from the bottom around service teams and people. We’ve found the more people are involved in the decision-making processes – surprise, surprise – the more they feel involved in the entire equation. It fuels participation and passion.

Michael: And what does it mean to you personally, Tony?

Tony: Look, from a personal point of view it’s a reflection of the essence of the firm. Our people are full of talent, and giving them the opportunity to use that capability in a broader context is absolutely fabulous. When you are part of the firm you know what we have; you hear it, you feel it, you see it. The Foundation’s work really brings the heart of the firm into the community, giving other people the chance to see and benefit from the energy and commitment that I see every day.

Michael: Rick, where do you see the Foundation headed at this stage? When you’ve already accomplished so many of your goals, what is the next step?

Rick: As Tony often says, the Foundation has become something ingrained in the fabric of the entire organisation. Our people own it. That’s a great place to be, but there is now an entirely new set of opportunities. The position we’re in and level of staff engagement facilitates us going forward in a way that can have a real systemic impact. We can take on projects and initiatives in this space that we never had scope or momentum for initially.

Conversation with Tony, Rick and Michael

Tony HarringtonPwC CEO and Foundation Chairman

Rick MillenPwC Foundation Partner

Michael: Now, I still feel like there are gaps for many corporates between their rhetoric and actual Corporate Social Responsibility (CSR) activities, and from my perspective you are one of the few who has actually given your initiatives the investment they need. What are your points of view on that debate, and do you face any of those challenges?

Rick: I agree that in the community there is generally more focus on the process than the substance of corporate social responsibility. There’s often a lot done to facilitate people being able to report on what they’re doing without much thinking about what’s being achieved.

PwC has come from the opposite direction, and frankly we probably need to do more around the process end of things. We’re doing it all for the right reasons, but we certainly haven’t pulled it together in a fashion that enables us to demonstrate to our people and the market exactly how wide our impact has been. I hope going forward we’ll do more of that demonstrating and documenting so it can be used as a leverage point. Everyone usually works independently in the corporate world, but there are many opportunities for us to work with other businesses more cohesively in the sector.

Tony: That’s true, and I think the business community is coming to the realisation that you can’t just have a wish and sprinkle some dust on it. It’s a resource allocation issue and requires long and short-term investment.

Michael: I think people are also waking up to the fact that aside from benefiting the community, these investments in the community are good for business in the long run.

Tony: We have found that aside from the community impact there is a very strong and valid business case for the work we’re doing. There is a talent war in Australia, and the fact we are offering these opportunities to our people and making it a priority has helped in attracting and retaining quality staff. You can do a variety of things to create a strong business environment and develop leadership, but why can’t you do all of that in a broader community context? It’s a win-win situation all round.

Rick: It’s also important to appreciate that the people coming out of university think differently than we did at their age. There has almost been a generational shift in talent with people in their 20’s and 30’s now saying ‘Yes I want a challenging career, yes I want a good package – but up there in my top priorities is the desire to have a meaningful role in the community’.

Tony: While community involvement is obviously only a piece in the puzzle, it’s proving to be a very significant one. Our offer acceptance rates in a very competitive market are in the mid-eighty percentile range; our competition lingers in the sixties. That is practical evidence of the diverse range of opportunities we’re offering our people.

Michael: As you look ahead to the next five to ten years in the context of the Foundation, where do you see things heading?

Rick: You can see a very consistent move in what we’ve been doing over the past five years. We have progressed from giving some money and volunteering on a piece meal basis. The focus is now on our charity partners and establishing relationships that span financial support, time donations and capacity building at highly discounted rates.

Tony: I think the next step for us is maximising the impact those relationships can have on the sector. In the next year, we’re looking at a few projects that will improve the sector as a whole. Our size and position in the community gives us a very privileged opportunity to step up to these broader challenges.

Michael: Definitely, and I know in your work with SVA we’ve already started focusing on those broader challenges. Such as with employment creation and social inclusion, it really involved starting with the headline and saying ‘that high unemployment number is just unacceptable’. Then as you take action you leverage it, like we have done with the Enterprise Hub roll-out, in terms of public debate and policy engagement so that major employers start talking about it and realising these people are highly motivated and employable. Then in five to ten years we can look back and say we’ve not only created a handful of opportunities, but that the country’s employment landscape has changed.

As you’re making these types of strategy shifts with your local Foundation partners, how do you think the Australian practice is affecting the firm’s global template for community engagement?

Rick: Well, on the greatest scale, our personnel have had a chance to establish Global Communities, which has been a very powerful tool in gathering and coordinating what we are doing around the world. We now have our Foundations in all countries talking to each other, and the amount you can learn from bringing all those ideas together is ground breaking. It’s also lending legitimacy to the whole thing and perpetuating progress. Our people should be very proud that their level of engagement in Australia is helping to fuel a very significant global impact.

CEO Tony Harrington and Foundation Partner Rick Millen sit down with Michael Traill, Chief Executive of Foundation strategic partner Social Ventures Australia, to discuss their partnership, the future of the Foundation and where the not-for-profit sector is headed.

Michael TraillCEO Social Ventures Australia

Tony: I like to think of it as social responsibility with rigour. It isn’t just a chequebook game plan any more; it’s how do you bring rigour to every aspect of how the organisation engages in the space.

Rick: Our people should be very proud that their level of engagement in Australia is helping to fuel a very significant global impact.

Tony, Rick and Michael start the conversation by discussing key changes in the way businesses support the not-for-profit sector...

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Here in the pages of the PwC Foundation’s fifth annual report you will discover the answer. Not only will you see what we have been doing this past year to make a positive imprint on our social and physical environment. You will understand why we’re doing it.

Sam DiPiazza, our Global CEO, has expressed part of what motivates us – the determination to be responsible leaders. He says: “PwC is not just a business but an influential member of global society. We are acutely aware that this membership brings its own responsibilities. As business leaders, we have a shared concern that we need to define our own role in society and recognise that leadership encompasses more than business skills – it requires broader social and emotional awareness.”

As our firm and the world around us have changed over the past five years, our commitment to social responsibility has taken on many new dimensions. No longer satisfied with one-off philanthropic gestures, our people are investing increasing amounts of their time, money, energy and skills in long-term community and environmental projects with an eye on sustainability.

In alliance with our not-for-profit partners, we have begun addressing some of the most challenging and deep-rooted problems in our society. Consider our Elevate program, operated in partnership with Mission Australia, an organisation that creates opportunities for the most vulnerable young people in our society. These are people who may be at the margins of society who often lack any kind of support network and therefore easily get left behind, even in times of economic prosperity.

Elevate is a co-coaching program that harnesses the leadership potential of young people, something very much in keeping with our own philosophy of optimising the talent within our organisation. Moreover, our intimate

involvement with programs such as Elevate gives us the chance to develop our own people’s coaching and responsible leadership skills.

Elevate advances the leadership potential of young people as they progress through key stages in their lives. There are many personal accounts of how the program has helped change young people’s lives by giving them the confidence to pursue their ambitions. You may have read in last year’s report, for instance, 18-year-old Sammi Booth’s moving story of how Elevate transformed her from a shy introverted person into a bold, confident individual. And you might recall Chris Gore’s journey that culminated in his speech to the 2006 Partner’s conference.

Those who attended will also find it hard to forget this year’s memorable Sydney Elevate Graduation ceremony, where young people from the program and their coaches performed the Ashford & Simpson song containing the apt lyrics: “Ain’t no mountain high enough…”

PwC’s partnership with Mission Australia makes sense because our values are in alignment. PwC’s approach to social responsibility, in fact, is very close to the outlook of Maimonides, the 12th-century scholar, who said: “Anticipate charity by preventing poverty.” Elevate itself fits well with that perspective, helping young people gain the skills, expertise and leadership qualities they need to be able to determine their own future.

Over the past five years, social awareness, social responsibility and community engagement have become an increasingly important aspect of the firm’s culture. This is the result of our people’s passion for worthy causes along with their willingness to give generously of their time and resources.

The wide range of activities our people are engaged in also demonstrates that social responsibility means a lot more than donating money. It means actively

participating and sharing in the sustainability of the community. What is more, we understand that there is no necessary contradiction between helping society and helping ourselves. As Michael Porter, a leading light on corporate social responsibility (CSR), once put it: “It is about creating a shared value – that is, a meaningful benefit for society that is also valuable to the business.”

As we have moved along the curve from individual charitable donations to working with the not-for-profit sector towards long-term, sustainable growth, our role has become more akin to a trusted business partner. A good illustration is our relationship with Social Ventures Australia (SVA).

When we launched our partnership with SVA five years ago, the PwC Foundation agreed to financially support the growth and development of three start-up social enterprises, OzGreen, Active and School Aid Trust. Our efforts helped these enterprises achieve financial stability, as well as to develop a diverse range of income sources to support their future growth. As a result, these enterprises are self-sustainable and continue to grow.

We also partnered with Brisbane City Council and SVA to fund and develop Australia’s first social enterprise hub. The idea was to move away from individual funding of enterprises to more broad-based funding and support for growth and development of the social enterprise sector as a whole in a model that we aim to replicate across Australia.

The first year of the Business Enterprise Hub has proven a huge success, with ten enterprises receiving support, resources and guidance. Not only are they now trading as social enterprises, these organisations employ many people who tend to be marginalised from society. PwC is proud to be at the forefront of this new business model that is shaping and defining the growth of Australia’s social enterprise sector.

Once again, there is a benefit to PwC too. Since our people act as mentors to the CEOs of these enterprises, we develop a richer understanding of wider social issues, which in turn adds significant value to our wider team and client relationships.

To return to the question at the start: why bother? It’s simple. The world around us is changing fast. Each day we hear more about the damaging effects of climate change, that one in ten Australians live below the poverty line and the increasing strain on our health services, to name but a few significant challenges. These are things that, in some way or other, can affect us all. We have a choice: either we can stand by as they happen, or take responsibility and get involved.

It’s unlikely that we can effect big changes in the world overnight, or in some cases even in a year or decade. But we can look ahead and help define and shape the future, which is what PwC has started doing. In working closely with our not-for-profit partners, we get a better sense of what actions need to be taken, not only on the individual level but as an influential business. We can measure the impact of our efforts, and use this awareness to achieve more in partnership with community organisations, the government, the public and each other.

As you read this annual report, you will discover how we are already making a big difference in some areas. Look, for instance, at our work with Save the Children in Mozambique, or closer to home with Urban Seed in the backstreets of Melbourne, or how we’re supporting essential research at the Heart Foundation. These things matter a great deal to our people. And that’s exactly why PwC bothers.

Why bother?

By Kathryn Wightman-Beaven National PwC Foundation Director

“We ourselves feel that what we are doing is just a drop in the ocean. But the ocean would be less because of that missing drop…”Mother Theresa

If PwC’s long standing efforts to contribute to the community and promote environmental sustainability only scratch the surface of society’s problems and amount, as some believe, to no more than a drop in the ocean, then it’s fair to ask: why do we bother?

Why innovate?

Since joining The Australian Business and Community Network (ABCN) in 2006, our people have embraced the concept of collaborative action. ABCN was established to bring together business leaders to create positive social change through practical educational programs that engage students, educators and business people. The aim of this collaborative approach is to influence the development of our future workforce by increasing opportunities for disadvantaged schools and students.

In Sydney, Brisbane and Perth we have been actively involved in creating lasting change by utilising the business expertise of our people to add value to the students and teachers at a number of schools. Our focus is on improving training and literacy levels, supporting innovation, mentoring and broadening opportunities for students through two significant initiatives.

Partners in Learning matches business leaders one-on-one with school principals who are facing complex challenges, providing them with the

opportunity to share experiences, solve problems and explore leadership challenges together.

In Sydney, our CEO Tony Harrington is living the values of responsible leadership by mentoring Angela Lyris, the Principal of Granville Boys High School. Granville faces challenges including student retention and community engagement, and Tony and Angela have been working together over the last year to explore various solutions.

The pair identified that the school was in need of a marketing and communications strategy, and Tony engaged our communications team to help the school prepare a prospectus and develop a sound media strategy.

“The challenges faced by this culturally and linguistically diverse school in many ways contrast those we face working in the corporate world. Yet there are also similarities in dealing with challenges – by building strong relationships with our communities to achieve as much as we can with available resources” said Lisa Jervis, PwC’s Communications Director.

Following Tony’s lead, our senior leaders in Brisbane are actively involved in Partners in Learning relationships, and we are now expanding engagement to Perth and Melbourne.

A natural extension of our Partners in Learning relationships is engaging our people in supporting the school’s students. The GOALS mentoring program, targeted at Year 9 students, enables the students to meet people working outside their immediate community and consider wider vocational and education options. A call to action was sent to Sydney and Perth staff, with over 25 nominating to mentor students. In structured sessions, the students and mentors have private discussions, complete joint activities and participate in group discussions on issues such as goal setting and building rapport.

Sydney manager Richard Scenna didn’t hesitate to get involved and, while both Richard and his student match were initially apprehensive, they soon found ways to connect through common interests and laughter.

“The experience is really enjoyable, and the time always flies by leaving me looking forward to the next session. Such a little amount of my time means the world to these students, teachers and parents.”

Richard’s student ends each session with a reinforced confidence in his potential and what can be achieved; and Richard doesn’t leave empty handed.

“When we started Global Communities, our goal was to bring a central, collaborative focus to the many diverse community contributions that PwC people make around the world”, Tony Harrington, Global Communities Chairman.

Just under two years ago we established Global Communities to harness the collective energy and passion of our people across the globe – building on the fact that many of our people have developed strong relationships and connections with their local communities. Global Communities brings a central and collaborative focus to the many diverse contributions our people make in their community – whether it is giving time, resources, skills or money. Not only do we celebrate the impact of such contributions, we also share the story and inspire others to get involved. One year on we have a great story to tell.

The Global communities office is a small team based in Sydney. The team comprises Rick Millen, Global Communities Partner, Kathryn Wightman-Beaven, Global Communities Director, and Bronwyn Neeson, Global Communities Administrator.

Global Communities is made up of four pillars: providing professional services; volunteering in our communities; developing corporate community leadership; and giving. Our people work together across all four pillars, using their skills and expertise to maximum impact. Most importantly, our people are focusing on developing strong and sustainable communities; working together to develop communities that are aware and respond to social issues; recognising

that each community is made up of a diverse range of individuals, organisations and forums.

At the same time, we recognise that responsible business and success go hand in hand. Far from being an impediment to business performance, integrity and generosity very often underpin it. There is growing evidence that organisations that embrace responsible business as a core, strategic priority are also those that innovate, develop new products and services, access new markets, recruit and retain a more diverse and talented workforce and are better placed to minimise risk.

Our communities across the network are already having a considerable impact. In FY2006, for instance, the firm contributed globally an estimated 98,000 hours of volunteer time and donated more than US$19 million to the not-for-profit sector. We matched these numbers in the first six months of FY2007.

“Our people are focusing on developing strong and sustainable communities; working together to develop communities that are aware and respond to social issues”, Rick Millen, Global Communities Partner.

Transparency is of growing importance to the not-for-profit sector. It allows donors to make informed decisions about who they give to; it helps keep volunteers motivated; it lets directors demonstrate their organisation’s integrity; and it helps to build confidence among an often cynical public.

The inaugural PricewaterhouseCoopers Transparency Awards will give not-for-profit organisations a valuable opportunity to prove that they take the issue of transparency seriously. Through collaboration with our sponsor, The Institute of Chartered Accountants in Australia, the Australian not-for-profit sector, and our global PwC colleagues, the awards will aim to play a key role in the evolution of practical, best practice benchmarks for Australian charity reporting.

Assessment of transparency will involve reviewing readily accessible information published by not-for-profit organisations in 2006/07, such as their annual report, website and other publications.

The profile of the Awards and the provision of individual feedback and trend reports will encourage ongoing improvements in the completeness and quality of reporting in the sector. This has been demonstrated in other countries such as Germany and the Netherlands, where PwC has already launched Transparency Awards and seen significant improvements in reporting across the sector.

The Transparency Awards are an example of the evolution in our Foundation’s strategy, from not only supporting our individual charity partners achieve their objectives, but increasing the role the Foundation plays in positively effecting change more broadly in the sector. We recognise that this initiative is only a first step towards change, but it demonstrates an aspiration to ask some of the more challenging questions, engage with the sector, and innovate.

Placing our leaders at the head of the class

Global Communities

Encouraging transparency in the not-for-profit sector

“Ultimately, the important things are those experiences and moments you have with people. This is one of them, and I have an opportunity to give this student an angle that I wish I’d had at his age.”Richard Scenna, PwC GOALS mentor

Global Communities: A PwC Malaysia staff member involved in a mentoring program

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Why bother with poverty issues?

Tim Costello, CEO World Vision

Tim Costello CEO World Vision

“We cannot win a war on poverty

without innovation”

Social Ventures Australia (SVA) has been investing in social change in Australia since 2002, and PwC is working closely with the not-for-profit to identify new techniques for tackling social issues. Social enterprise is one way of tackling some of society’s more challenging social issues. It is a term that is increasingly used, but not always clear in meaning. Is it businesses operating in a social and responsible way, or is it charity with an entrepreneurial edge?

The UK’s Social Enterprise Coalition explains the confusion, crucially, social enterprises compete in the marketplace like any other business, but they use their business skills to achieve social aims. Whereas many voluntary organisations and community groups may be involved in some kind of trading activity for goods and services, social enterprises see trading as a significant and defining part of their business. Although some commentators like to use the term ‘non-profit’ when referring to social enterprises, this is misleading. Social enterprises aim to sustain their business and make profits – it is what they do with these profits that is different. Surpluses are principally reinvested for the community, rather than being driven by the need to maximise profit for shareholders and owners.

Social Ventures Australia (SVA) has been developing the social enterprise model in Australia for the past few years, developing opportunities for people who often find themselves marginalised in society due to conditions such as mental health deterioration.

Brisbane’s first ever Social Enterprise Hub (Hub) is a joint venture of SVA, the Brisbane City Council and PwC. The Hub supports the growth and capacity of Brisbane’s emerging social enterprise sector. It offers services and support networks to social enterprises that provide employment and training to disadvantaged people excluded from the mainstream workforce.

The Hub’s Accelerator Program provides access to a range of skills, expertise and resources that would otherwise be unavailable or too costly for a single enterprise. This has been achieved through the establishment of several key partnerships – including corporate mentors and pro bono support – as well as strong links with product and service buyers. The goal is to help each enterprise make the successful transition from government-funded community organisation to sustainable trading entity.

SVA initiated the project as the pilot of what will be a national roll-out of Social Enterprise Hubs in each Australian state. The partnership’s ability to create an environment of support, growth, learning and engagement has made the Hub a success story.

As a business leader in the community, PwC felt it was important to be involved in the shaping and development of the emerging social enterprise sector. Our PwC mentors are constantly listening and engaging in dialogue on matters of social concern. They assist each social enterprise leader with planning, vision, financial management and operational plans to maximise the impact and efficiency of their business.

James Lye, Director of Performance Improvement Advisory in Brisbane has worked closely as a mentor to Hub participant FoodConnect. “Social enterprises exist because individuals take leadership in our community,” he said. “I am both guiding and learning from FoodConnect. I continue to discover new ways my personal and professional leadership can deliver sustainable change and transformation to their organisation.”

PwC wishes to define the role we play in society, and recognises that leadership encompasses more than business skills; it requires broader social and emotional awareness. Through the work with SVA, we are gaining a greater understanding of our nation’s current social challenges, while working towards addressing them.

“Corporates are the real generators of wealth. They create the jobs, the economic opportunities and the markets. We cannot win a war on poverty – in Australia or beyond our shores – without the drive, innovation and problem solving of businesses. World Vision partners with Australian companies to tackle poverty in a sustainable way that focuses on economic, social and cultural initiatives. In Australia our work with Indigenous communities emphasises building the capacity of communities and leaders.”

Cultivating innovative social change

PwC has long supported Urban Seed’s work with marginalised individuals in Melbourne’s CBD, but over the past year we have moved beyond free tax clinics and funding support. The relationship has blossomed into a full-blown partnership – greatly benefiting both organisations and the community.

PwC has been taking a ‘OneFirm’ approach to working with Urban Seed, understanding where the not-for-profit organisation wants to go, supporting its sustainability as a provider in the community, and identifying who in the firm can help. The firm is no longer focusing on individual participation, but on the collective momentum needed to build capacity and ultimately bolster Urban Seed’s services.

As an example initiative, the PwC Foundation Director Kathryn Wightman-Beaven presented Urban Seed with guidance and training in fundraising and identifying sustainable revenue streams. “We assisted them with establishing a long-term view of Urban Seed’s requirements and growth areas. It has been great to watch the income grow and ultimately enhance their services in the community.”

PwC has not only improved the bottom line but helped Urban Seed establish a broad network of community and corporate relationships. An educational DVD to raise awareness in the community was also developed and will be used throughout schools across the state. The project was funded by a $10,000 donation from the PwC Foundation Café.

On the ground, our Melbourne people have become the first corporate volunteers at Urban Seed’s Credo Café, sharing meals and experiences with those who attend. The interactions have been a huge success and spilled over into group cricket matches with Credo guests, and having their artwork displayed in the foyer of the Melbourne office.

“Volunteering for Urban Seed really opens my eyes to the outside world, especially those less fortunate than me” said PwC Accountant Wes Knight. “I feel immediately out of my comfort zone at the Credo Café, however I’ve learned how to apply my skills in this completely different work environment. Working with the organisation has definitely pushed my boundaries in a way that has benefited everyone.”

Growing Urban Seed from the inside out

“Volunteering for Urban Seed really opens my eyes to the outside world, especially those less fortunate than me.”Wes Knight, PwC Accountant

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Why bother with health issues?

Q. Have you been involved with the World’s Greatest Shave prior to this year? A. Never. Somebody once suggested I should and people have put me up before but this is my first time.

Q. Have you sponsored other people before or attended the event? A. I have attended but at that time I said I wouldn’t cut my hair for less than $10,000. They only got to about $7,000 so I agreed to get my hair coloured.

Q. What was the deciding factor for you to participate this year? A. Basically, they bullied me again so I said I’m doubling my price. It’s now $20,000.

Q. Who was involved in the bullying? Can you mention names? A. No, but it rhymes with Martyn Mitchell.

Q. So was it mainly your team who made you do it? A. I used to have nice long hair so I suppose I’m a bit of a trophy scalp to many people.

Q. Did you pick $20,000 because you thought you could raise it or you thought it was too high to be achieved? A. I was convinced I was safe at that number.

Q. You were the top PwC supporter, raising almost $60,000. How does that make you feel?

A. I was surprised it got that far. I always thought it was a good cause because most people have experienced cancer in their family. My five-year-old niece had a tumour bigger than a softball. She got treated and she’s now running around as a happy seven-year-old.

Q. What did your niece think about you shaving your head? A. You won’t believe what she said. It was probably the best line I’d ever heard from a seven-year-old. She said I was a “really cool dude.”

Q. Were colleagues, friends and family supportive of your decision to get involved? A. It was a bit of a struggle for my wife. She’d never seen me hairless. We’ve been married more than 20 years and we lived together five years before that, but she’d never seen my chin or me without long hair.

Q. How long did you have the beard for? A. I stopped shaving when I was 17, and I hadn’t shaved until a couple of weeks ago. So that’s 35 years! [laughs].

Q. How did you feel the moment before the shaving commenced? A. Terribly sick to be honest with you [laughs]. There was some shouting and screaming and an awful lot of tension as to whether I would go through with it. I was still working out ways to escape but

I couldn’t find one. I had organised my own hairdresser to do it. She was late arriving, so I started to get worried. People were getting a little edgy as the minutes ticked by and it added a bit of spark to the event.

Q. And after? A. It was surprisingly quick; scary, but quick. Once it was over I thought: “Oh God, what have I done?” All my directors and immediate reports came up and said: “We’ll do it next year”. A lot of people were inspired by the event.

Q. Did they give you a mirror to see yourself? A. There were mirrors everywhere, but people weren’t letting me near them. I had to get a mobile phone camera, take a photo of myself quietly and look at my own photograph, which nearly made me collapse.

Q. So you felt like you were looking at a stranger? A. I had no idea who it was!

Q. Did you find the new look a good talking point with colleagues and clients? A. It seems to be quite amusing. I was actually quite impressed with the reaction from people. A lot of my work colleagues wrote me very nice letters, which I hadn’t expected, but they realised it was a big thing for a long-haired hippie who had never been seen without hair on his face.

Q. Were you surprised, and I’m sure no doubt proud, of how much you raised? A. It’s a good cause and a great amount of money. But I’m not sure whether I personally feel proud about that. I think the pride should be with the people who donated, not with me for losing my hair.

Q. And now… have you grown the beard back? A. The beard was brilliant; it came back within a week. I think my face was so scared it covered itself in remarkably quick time. The hair is a lot slower returning but I’ll let it come back. I’m a hippie at heart.

Greater recognition of depression as a serious national health problem is the first step towards alleviating its impact on Australian families and workplaces, and this is the work of beyondblue: the national depression initiative.

This year the PwC Foundation supported beyondblue’s workplace program – a depression awareness training program, which beyondblue provides to organisations across Australia. PwC contributed to the production of tip sheets which provide advice for

managers and supervisors, and for employees experiencing depression, tips on how to help a colleague with depression, and legal obligations for employers and employees.

The PwC Foundation was keen to provide an opportunity for our staff to engage with the issues and have access to support, as mental health is a concern that will affect many, either personally or through friends and family. “The PwC Foundation wanted to recognise not only physical health as important, but also

mental health” says Kathryn Wightman-Beaven, Director, PwC Foundation.

“Mental health issues still aren’t talked about much within the workplace. The Foundation hopes the tip sheets will help to change this stigma and recognise the importance of supporting each other as we work together.”

Keen to support awareness of mental health issues and depression, the Sydney Friends of the Foundation hosted an information lunch to discuss the

symptoms of depression and how to look out for them, and raised over $2,000 for beyondblue’s essential research.

beyondblue Deputy CEO Dr Nicole Highet said: “We know that more than six million working days are lost each year in Australia as a result of untreated depression alone. It’s great to have the PwC Foundation on board to help us raise awareness of the signs and symptoms of depression in the workplace – and most importantly, where and how to get help.”

Margaret Sneddon PwC Functions Manager

“As Functions Manager at PwC, I know healthy options are

important to our well being”

Dr Lyn Roberts AM, CEO National Heart Foundation

“Around 90 per cent of Australians have at least one risk factor for cardiovascular disease that they can eliminate, and 25 per cent of us have three or more. There is a lot we can do at a personal level, as well as through our communities and workplaces. Aside from research funding, companies like PwC are creating supportive environments that make it easier for employees to adopt healthier lifestyles. Companies are made up of people, and positive changes in the workplace are positive changes in the community.”

All for a good causeWhat’s a full head of hair worth? For self-confessed hippie Graham Andrews – PwC Partner and Chief Information Officer – the answer was $20,000. But Graham had no idea his colleagues would part with almost $60,000 to see him go bald as part of the World’s Greatest Shave. We ask Graham what went down when his locks came off.

Keeping depression in its placeThe statistics are chilling. On average, one in five people will experience depression at some point in their life. In Australia, depression is second only to heart-related illness in terms of associated disabilities.

Before… and after

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Why bother with our environment?

Changing global perceptions one light switch at a time

“Tackling global climate change, and coping with the present local impacts, will be the most significant environmental challenge facing Australians in coming years. Businesses that can create products and services relevant to a carbon-constrained world will be winners; those who fail to adapt will face extinction. As we adapt and modify to a more variable climate, we will begin to understand that we must invest in our environment on which our quality of life depends. PwC is ideally placed to continue its leadership role, both in reducing its own carbon footprint and providing professional climate advice for its clients.”

PwC’s announcement was the first by any professional services firm in Australia and we were also one of the first in the PwC global network to take such action.

With global warming already having an impact at home and abroad, the firm’s goal isn’t to find an easy solution to being carbon neutral. Instead we are focussing on reducing environmental impact and permanently changing the behaviours of our business and employees. This gives us higher accountability, while at the same time perpetuating lasting changes in the community.

We are measuring our carbon emissions in accordance with ISO 14064, which means monitoring the impact of our electricity consumption, airline travel, land transport and all standard business operations. Carbon accounting is still an emerging discipline and ensuring accuracy can be difficult. By going through the process first hand, our staff are learning how to address these challenges in ways that establish sound systems and best practice for our clients.

Australian Climate Change Services Partner Andrew Peterson sees the initiative as a logical step. “We have started the process of becoming carbon neutral, and clients are already asking us about our approach and how it can be applied to their own footprint. We are literally leading by example.”

A formal carbon management plan has been developed and current emissions gauged against previous years. Some initiatives are already underway:

• Energy efficiency programs instituted in all Australian offices;

• Power consumption in the Sydney office reduced by 15 per cent;

• Target to reduce internal air travel by 30 per cent;

• Moving to increase the proportion of renewable energy consumption;

• Maximising the use of video and teleconferencing to avoid transportation.

In 2006, long-time environmental champion Al Gore personally trained 75 Australians to become Climate Project Ambassadors, including one of our Melbourne Partners, Ben Wheaton. Ben is now certified to deliver Al Gore’s acclaimed lecture, and has been travelling across Australia to discuss the issues with staff (over 1000 of whom have heard him speak) and clients.

This year has also seen the commencement of initiatives such as firm-wide double-sided printing, distribution of Al Gore’s DVD An Inconvenient Truth and Tim Flannery’s book We are the Weather Makers and responsible printing reminders added to firm signature blocks.

“The Foundation has been heavily involved in promoting the adoption of this encompassing policy by the firm, and it is intended that we will continue to play a key role going forward, especially in respect to ways we can further engage our people and the community on the subject,” said Foundation Partner Rick Miller.

Leading the way to carbon neutrality

Greg Bourne CEO WWF

“We must invest in our environment, on which our

quality of life depends”

Greg Bourne, CEO WWF

As a long-term partner of WWF-Australia, the PwC Foundation was dedicated to the organisation’s push to make the first Earth Hour a reality. Three employees were seconded for two months to WWF to provide expertise in project planning, collaborative partnerships and event management. The assistance not only bolstered Earth Hour’s impact but supported WWF’s broader mission to counter climate change; a mission PwC has adopted as a shared responsibility.

“Earth Hour gave people the chance to convert their concerns about climate change into practical actions at work and home. They weren’t only discussing it but actually reducing their carbon footprint in the process,” said secondee Eric Coonan, who acted as the corporate engagement officer at WWF.

When the evening arrived, the city made a powerful and unprecedented display of darkness. The resulting 10.2 per cent drop in energy use saved 24.9 tonnes of carbon dioxide emissions – the equivalent of taking 48,613 cars off the road for an hour. The team’s media work generated more than 500 references to the event in foreign media as far away as Bolivia, China, Croatia and Iceland. Discussions with the Earth Hour partners and international cities have already begun to explore the potential for a global event.

Eric and team mates Sonya Divall and Gavin Riddell, enabled WWF to focus on their main objectives, avoiding the costly and lengthy process of hiring and training specialists. The result was Sydney’s example of the collective impact of individual actions.

“The overwhelming support for Earth Hour from Sydneysiders and communities across the country amazed us and shows the willingness of both business and individuals to start cutting emissions,” said WWF-Australia National Communications Manager, Andy Ridley.

While raising awareness and preventing further environmental harm is critical to sustaining life as we know it – correcting existing damage is just as important. PwC’s relationship with WWF encompasses both.

Species conservation is still at the foundation of WWF’s work in Australia. Climate change, ongoing habitat destruction and the threat posed by feral animals and weeds place our native plants and animals at high risk. WWF is tackling these challenges through a broad range of campaigns and programs, including the Shorebird Conservation Project, supported by PwC.

Twenty per cent of shorebird species that regularly migrate 20,000 km each year have been listed as globally threatened. While facing the effects of unbridled economic expansion in Asia, the birds must also confront life-threatening human disturbance, four wheel drives and domestic pets in their Australian nesting areas.

This year, the PwC People Giving program helped to fund a Shorebird Conservation Toolkit to assist residents of key conservation zones in understanding shorebird habitat and conservation needs, and how to support researchers in developing site surveys and monitoring programs. Several of PwC Melbourne’s staff attended a pilot shorebird monitoring and training program developed by WWF and Birds Australia to measure the effectiveness of the toolkit initiative around Victoria’s Cheetham Wetlands.

Shorebirds not only play an important role in global ecosystems but can be one of the first indicators of environmental damage from climate change. From broad international campaigns to groundwork in local habitats, PwC is working side-by-side with WWF to address climate change on all fronts.

At 7pm on 31 March 2007, an estimated 2.2 million Sydney residents and 30 per cent of ASX 100 businesses turned off their lights. PwC was not only the first firm to commit to the event but also played a vital role in making it a success.

After initiating an array of public discussions on the impacts of climate change, PwC Australia announced in December 2006 it would ‘walk the talk’ by moving to carbon neutrality by 1 July 2008 at the latest through the implementation of an emissions reduction program and the offset of any remaining emissions.

“We have started the process of becoming carbon neutral and our clients are already asking us about our approach... We are literally leading by example.”Andrew Peterson, PwC Australian Climate Change Services Partner

Environment co

nsci

ou

s

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Charity and Strategic Partner Programs

The PwC Foundation has 21 charity partners and two strategic partners. Outlined above are the specific programs (state based and national) we support through each partnership with volunteering, funding and professional expertise.

National Breast Cancer FoundationTwo research projects. Genome-wide gene copy number analysis, to identify genes involved in breast cancer predisposition and progression. Secondly, the effect that chemotherapy has on cognitive functioning (e.g. planning, attention, memory) in early breast cancer.

ReachHeroes’ Days program – interactive motivational forum, using popular culture where around 500 young people come together to discuss fears and aspirations, interact with peers, and look at purpose and place in life.

Heart FoundationResearch project developing and evaluating new clinical strategies to prevent cardiovascular events in high-risk individuals.

Youth Off The StreetsChapel School – an accredited high school providing short and medium term education to disadvantaged people (aged 13-18) who have been excluded from mainstream school. Offering a flexible approach, focusing on individual needs and strengths.

National Programs

Australian Red CrossThe Good Start Breakfast Club is a program that assists schools in need around Australia by using volunteers to serve a nutritious breakfast to primary school-aged children who would otherwise go hungry.

beyondblueWe are helping beyondblue raise awareness of depression and help available; specifically in rural areas where suicide rates are much higher.

Cancer CouncilProstate Cancer Radiotherapy project – a research project on the application of a Fibre Optic Dosimeter. This instrument measures and indicates the absorption of radiation – how it could more effectively target treatments providing cancer sufferers with a better quality of life with fewer physical side-effects.

Camp Quality‘Laughter is the best medicine’, Family Weekend Camping Program – where children living with cancer and their families focus on hope and happiness.

Guide DogsSponsorship of Guide Dogs – helping to reduce the disadvantage of being vision impaired by assisting people to achieve their optimal level of mobility.

Landcare AustraliaFunding for various environmental and sustainable resource management/restoration projects throughout Australia.

Leukemia FoundationThree year sponsorship and naming rights for the National Tissue Bank (storage facility for clinical tissue samples) and Patient Support Services (personalised family support program and patient accommodation).

Starlight FoundationWish Granting Program – granting wishes to brighten the lives of seriously ill and hospitalised children and their families.

Social Ventures Australia Social Enterprise Hubs support the growth and capacity of social enterprises to become sustainable trading entities.

WWF AustraliaThreatened Species Program – protecting shorebirds at key sites across Australia through a combination of on-ground work, community activities and management initiatives.

The Salvation ArmyThe Freeway Program is an adventure-based education initiative providing homeless teens with a ‘road to freedom’ from their tragic circumstances and self-limiting perceptions.

World Vision AustraliaArmadale Youth Experiential Training program – developed by the Aboriginal people of Armadale, this program will provide employability and vocational skills training for young people.

Urban SeedCredo Cafe program – weekly ‘open lunches’ incorporating assistance and referral services for marginalised people dealing with issues including homelessness, unemployment and substance abuse.

Endeavour FoundationEndeavour Business Services – helping to employ people with an intellectual disability to supply contracted goods and services. Latch-On Program – an electronic development program that provides literacy skills to young adults with an intellectual disability.

AnglicareThe ‘Watch Me Grow’ early childhood playroom and program, provides an early childhood worker to encourage and support adolescent parents to develop strong and positive relationships with their children through group work and one-on-one sessions.

Save the ChildrenVillage of Naherengue in Mozambique – working with the local community to build three classrooms, drill a well for clean water, construct latrines and provide training for the teachers.

Mission AustraliaVarious programs throughout Australia helping disadvantaged, marginalised and homeless young people to get their lives back on track. Australian Business

Community NetworkPartners in Learning and GOALS mentoring programs, which engage students, educators and business people.

The Smith FamilyLearning for Life Program – providing education support and financial assistance to teenagers from low income families.

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Why bother with youth issues?

“Today’s young Australians face a range of unique challenges. Drug and alcohol abuse, family conflict, homelessness, mental illness and long-term unemployment are just some of the issues causing young people to lose touch with their friends, family and the broader community. PricewaterhouseCoopers’ partnership with Mission Australia plays a crucial role in helping young people stay resilient while confronting these challenges.”

In Victoria and New South Wales, young people aged 15 to 19 who show leadership potential and come from mixed socio-economic backgrounds are matched with high performing PwC coaches. Through the course of the program, the youth develop their leadership, employability and enterprise skills. At the same time, the coaches, identified as having management potential, exercise their leadership skills and broaden their social awareness and impact. Elevate recently expanded to include other companies, including Vodafone.

Hard and soft outcomes are evaluated annually, and this year social evaluator Urbis conducted additional, independent evaluations of the program. The results speak for themselves.

Key impacts of the program on coaches include:

• development of a broader sense of perspective on their professional lives, social roles and personal challenges;

• enhanced capacity to see development of and caring for others as both worthwhile and a core responsibility;

• refreshed and renewed enthusiasm for their workplace.

Key impacts on the young participants include:

• developments in maturity, empathy and self confidence;

• development of communication and organisational skills.

As stated in the Urbis Longitudinal Evaluation of Elevate, 29 June 2007:

“An overarching goal of the Elevate program is contribution to the broader social good. This closely aligns with both the role of Mission Australia as a charitable organisation and PwC’s corporate responsibility goals.”

Where’s Sammi now?In 2006 we shared the story of 18-year-old Elevate participant Sammi Booth. Since her Elevate journey – including work experience with Virgin Atlantic – Sammi has finished her HSC, earned a scholarship for flying and a scholarship covering her HECS fees. She is now studying Aviation (Management) at the University of New South Wales in Randwick.

“My life has changed a great deal due to the Elevate program. I was initially extremely shy and lacked confidence in myself,” she said. “I definitely changed for the better because the people from PwC believed in me.

“I have always wanted to be a pilot, but for a long time I thought I wasn’t capable of becoming one. This new confidence helped me apply for scholarships and start flying – basically stop dreaming about it and make it happen.”

Sammi hopes to move to the outback after university to log the many flight hours required to join the commercial

aviation industry. Her career expectations before the Elevate program hadn’t exceeded working as a cashier at a supermarket.

“Even though my time in the program has ended, I still have a strong relationship with my coach Wendy. A few weeks ago she even came out to watch me fly.

“I would tell anyone thinking about doing Elevate to try it and not be afraid. It taught me a lot about my abilities and helped me move from being a young, maybe immature person, to a more mature, understanding and patient adult.”

Elevate continues to build a legacy of leadership

Toby Hall, CEO Mission Australia

“Young people need our support in confronting a range of challenges”

Toby Hall, CEO Mission Australia

Many programs offer courses on the theory of responsible leadership, but few provide a chance to strengthen those skills by simultaneously helping others. Elevate, a joint project of PwC and Mission Australia, does just that through a dynamic 12-month program that uses co-coaching to build the skills of young people and their corporate coaches.

Providing professional expertise is something PwC has been assisting more and more of our charity partners with. Described by PwC as ‘capacity building’, it provides an opportunity for staff to utilise their skills and make a tangible impact.

Youth Off The Streets (YOTS) needed a business plan to develop a clear strategy, institute change, identify its challenges, and develop the leadership skills required to better support chronically homeless and drug-addicted young Australians.

PwC staff ran three workshops designed to identify the organisation’s mission statement and corporate values.

The impacts have been profound. It has identified new core values; developed an overarching strategy to drive the charity’s focus; bolstered team spirit; created new cost efficiencies by making better use of its limited resources; and added further value in each business unit by revealing what other parts of the organisation do.

“The result is a team enthused about knowing where it is going and how it will get there,” says YOTS Chief Operating Officer, Vittoria Borazio. “The strategic plan will drive the organisation’s direction for the next two years and has developed new cohesion among our staff.”

For Mission Australia, the task was to improve the quality and efficiency of its community services by selecting a new information management system focused on clients and employees. PwC helped the organisation design a request for tender document for IT vendors. This involved a detailed definition of how Mission Australia could optimise and standardise its back office processes, including data capture, processing and reporting.

“By applying our team’s commercial expertise and discipline with Mission Australia, we have put them in a much stronger position when they go to market for a solution, and empowered them to make the right decisions,”

says PwC Senior Manager Glynn Austen-Brown.

Each project helped Youth Off The Streets and Mission Australia to build their internal business capacity, allowing them to enhance their work with disadvantaged young people. The engagements have also had a profound effect on PwC staff. “It was fantastic to work with people who were committed and passionate about the services they provide,” says PwC Manager Stephanie Pogue. “Working with a team motivated by things other than salary, often working long hours but driven by what they want to achieve with young people, provided us with a whole different perspective.”

Helping those who help othersTwo of Australia’s distinguished not-for-profit organisations, Youth Off the Streets and Mission Australia, recognised that achieving great outcomes for those in need can require an injection of hard-nosed business acumen.

Sammi at a flying lesson

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Why bother with our children?

“Fewer than 25 per cent of Australian children eat the daily recommended serve of vegetables and less than 50 per cent eat enough fruit. Research indicates that about 25 per cent of our children are overweight or obese. At the other end of the spectrum, some children within disadvantaged communities suffer severe hunger and malnutrition, contributing to stunting, hearing problems and other health issues. Australian Red Cross is working daily to address these kinds of food-related issues. Financial, in-kind and volunteering support from the corporate sector is critical to ensure the ongoing sustainability of programs working to address the health and wellbeing of Australian children.”

The tiny fishing village of Naherengue in Mozambique has very little. Like most of the country, it has been battered by years of colonial rule, civil war and famine. But the spirit of locals and the generosity of others have combined to give Mozambique something it has lacked for too long – a future.

In Naherengue, that future is starting in the most fitting of places. The village’s only school is about to get a makeover. The PwC Foundation has partnered with Save the Children and the local community to build three classrooms, drill a well for clean water, construct toilets for the students and provide training aids for teachers. The work will cost about $60,000.

Sarah Moors, National Manager of The PwC Foundation, says Save the Children’s focus on involving whole communities in implementing solutions is an ethos PwC applauds.

“By supporting children through education, you can positively impact a whole community and create lasting change,” says Sarah. “We recognise the importance of education in building sustainable communities and we’re proud to be supporting Save the Children in Naherengue.”

Throughout the third world, school communities are an indispensable tool for reaching the greater community and bringing home important messages about hygiene, disease prevention and sustainable practices.

The long-term goal of the project in Naherengue is to increase the

participation of children in primary school, especially girls, so they can learn new behaviours and generate positive change.

Some benefits are obvious; improved classroom facilities and resources will mean better learning conditions for students and teachers.

Other benefits are more subtle. The learning that goes on in the school will generate positive change in the values held by the greater population. To support this process, parents will be encouraged to participate in community plans to foster girls’ retention and good performance in schools.

Having access to clean water at school means children will be spared a long and sometimes dangerous walk to traditional water holes to fetch water for their family, leaving them with more time to dedicate to their studies.

“Save the Children appreciates the invaluable support provided by The PwC Foundation, it is pleasing to know that our vision and values are shared by PwC, a strong member of the Australian corporate community, and its staff. Together, we will make brighter futures a reality for many generations to come in Naherengue”, Margaret Douglas, CEO, Save the Children Australia.

Lessons for life start at school

How full tummies make for hungry minds

Melanie Sheekey, Foundation Champion and

Events Co-ordinator

“Supporting the Foundation in

my role is really rewarding and I am

proud to tell my family about it”

Shaun Hazeldine, National Manager Good Start Breakfast Club, Australian Red Cross

The results of such a poor start to the day are inevitable: hungry, disorganised and irritable kids who – more than being unwilling to learn – are simply unable to.

To help more children jump into their day, the PwC Foundation raises ongoing funds for the Good Start Breakfast Club; an initiative of The Australian Red Cross that helps schools in disadvantaged communities throughout Australia provide nutritious breakfasts for primary school-aged children.

The PwC Foundation recently gave an additional $10,000 to establish Good Start Breakfast Clubs for a year in two Melbourne schools – Noble Park and Southvale Primary. Appropriately, the money came from sales at the PwC Foundation Café in the foyer of the firm’s Melbourne office, where 40 cents go to Foundation charities per hot beverage sold. At schools across the nation, tales of better nutrition, more camaraderie, less truancy, enhanced concentration

and improved classroom behaviour have become commonplace.

“To say the Breakfast Club has been successful so far is an understatement,” says Iain Luck, Principal, Victorian P-12 College of Koori Education. “Already, we have noticed much higher levels of concentration, energy and enthusiasm across all year levels. Classroom behaviour has improved out of sight, and relationships are flourishing between students and teachers, as well as among students themselves. One thing is abundantly clear – kids who are appropriately nourished are much easier to teach.”

Peter Hancock, Principal of a school in western New South Wales, agrees. “We have found the Breakfast Club to be an excellent program that directly benefits all students at our school and has positively impacted on the learning environment provided for students,” he says.

Apart from a more nutritious start to the day and the multitude of scholastic benefits, volunteers say they have noticed many positive social changes in the students who regularly attend. Manners, cooperation and consideration towards others have improved; self-confidence is on the rise in quiet students; many are developing leadership qualities and life skills; and others have even learnt how to use a tea towel. One child was overheard to say: “You don’t hit each other at Breakfast Club”. Says another Good Start Breakfast Club coordinator: “The children seem to have an innate understanding of the need for a calm and relaxed environment that is free of negativity, name-calling and bullying.

“This they seem to regulate mostly by themselves. Many children come into the club as bullies and within a very short space of time become a cohesive member of the Good Start Breakfast Club.”

In fact it is hard to keep the kids away according to Good Start Breakfast Club Coordinators. “One child who had been suspended from school asked the principal if it was still okay if he could come to the Breakfast Club in the mornings.”

Napoleon famously said an army marches on its stomach, an adage not lost on the country’s schoolteachers. They know that too many Australian children still set out on their conquest of education each morning with an empty tummy.

“One thing is abundantly clear – kids who are appropriately nourished are much easier to teach.”Iain Luck, Principal, Victorian P-12 College of Koori Education

“Together, we will make brighter futures a reality for many generations to come in Naherengue.”Margaret Douglas, CEO, Save the Children Australia.

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5,600 staff across nine sites

200 foundation champions

21charity Partners

5cause areasFunds distributed

to charity partners

Percentage of staff participating in recurring giving

Number of hours spent on community activities

Number of community activities undertaken

Percentage of staff participating in community activities

FY2007 Staff and Partner donations % by cause area

Funds distributed by cause area FY2003 – FY2007

Our facts and figures

Why bother? The previous pages discussed how we have worked with our partners to impact on broad social issues, and measuring this is crucial. We recognise that we are only at the start of a journey to develop relevant and meaningful measures. However, as demonstrated in the figures below, we do know that the combined impact of PwC can be quite incredible.

FY2003 Staff and Partner donations % by cause area

Foundation achievements FY2003 to FY2007

As shown in the diagrams above, staff engagement with cause areas has altered over time. In particular, support for health related charities has grown from 25 per cent in FY2003, to 49 per cent in FY2007.

† Excludes $1million for Tsunami Appeal

$2.6mdistributed to charity partners

26%staff participation in recurring giving

$880kfunding towards capacity-building with charity partners

$1.2mdonated over last four years as No 1 corporate sponsors of the Leukaemia Foundation

15,666hours spent on 301 community activities

48%staff participating in community activities

03 04 05 06 07

$0.7m

20% 24% 24% 25% 26%$1.5m $1.8m† $2.3m $2.6m

40%115 176 185

8,800 11,580 13,680 15,666

23248%

44%

6,800 301

24% 33%

58 x 9Foundation Week 2007 – 58 events across nine sites profiling 12 charity partners

228children living with cancer attended a Camp Quality program

13Starlight wishes granted to seriously ill children

$40kraised for various charities in Foundation Cafe, Melbourne

2 dogssponsorship of two guide dogs (Flack in Brisbane and Joey in Sydney

1stinaugural Champion of the Year Awards to recognise champion efforts

30Elevate FY07 graduation of 30 young people and PwC coaches

3,300trees planted with Landcare

27%Poverty

25%Children

5%Environment/Conservation

25%Health

18%Youth

12%Poverty

20%Children

6%Environment/Conservation

48%Health

14%Youth

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Why bother? What you can do

poverty issuesGive your change to charityDonate $5 a month through PwC People Giving. PwC matches your contribution, meaning your small change can go a long way.

So, you have read all about why PwC bothers... but what can you do as individuals to make change happen?

You may feel like you are one tiny drop in the ocean, but the power and impact of 5,600 individual PwC staff is potentially enormous. The little things all add up, so why not take up some of the actions suggested below to start creating change and inspire others.

Or you could…Think green at home and save For just $30 a full energy audit can be conducted on your home. Sign up for Green Power. On average it costs $5 per week. Buy appliances with one extra star to save emissions and money.

Install an energy efficient light globe † Change a light bulb to save the planet and your pocketbook. An energy efficient light bulb might not seem cheap, but over it’s lifetime it can reduce electricity consumption by 75 per cent.

Use less! For every dollar you spend 1.6 kg of CO2 was produced in making and delivering your goods, so consume less, buy second-hand items or repair old ones. Using less is good for you and the environment. Switch off lights, switch off appliances at the wall and put a jumper on.

health issuesGet fit, feel better † Why not get off the train one stop early, or take the stairs instead of the lift? The better the food you eat, the healthier and happier you are. Why not grab an apple now?

the environmentTurn off the tap † Leaving the tap running while brushing your teeth wastes up to nine litres of water a minute. The waste from your street alone could fill an Olympic-sized pool each year.

† Thank you to for allowing PwC to adopt some actions from ‘Change the World 9 to 5’ and ‘Change the World for Ten Bucks’. To learn more visit www.wearewhatwedo.com.au

I want to bother about…

Or you could… Learn to save a life † Did you know you can learn and practice the lifesaving skills of cardiopulmonary resuscitation (CPR) in the comfort of your own home? St John Ambulance Australia offers a 123 Personal Learning Program. www.stjohn.org.au

Take breaks and time out for you † Stress is infectious. Stop the cycle from starting by staying calm. Take breaks or time out to maintain perspective. Go for a walk, make some tea or have a chat.

Register online to become an organ donor † After you’ve died, let your heart beat inside someone else’s chest. Australia’s 10.4 per cent organ donor rate is the second lowest in the developed world. Tell your wishes to all your next of kin and ask about theirs. www.hic.gov.au.

Or you could…Pay more at op shops † Confuse the wonderful people who volunteer in op shops. Pay them more than they bargained for.

Hug someone † Children do it instinctively, but as grown ups we don’t. Show someone you care.

Recycle your clothes or donate your glasses † Make sure you drop off old clothes, blankets and household goods to op shops. Your old goods could mean the world to a family in need.www.salvos.org.au. Many of us have old pairs of glasses that we don’t use. Find the nearest place to donate and send those old specs to a developing country.www.optometrist.com.au/ donateyouroldglasses.htm

Or you could…Read a story with a child † When kids ask you to read a story to them, it’s because they know something you don’t. They know you’ll both feel richer for the experience.

Make the holidays warm and fuzzyReclaim the true Christmas spirit this year by donating a toy for the PwC Smith Family Toy & Book appeal. Get your kids to buy the present; it’s a great way for them to learn to appreciate what they have.

Learn one good joke † It’s proven that laughing tones your stomach, lowers your blood pressure, and makes you healthier.

youth issuesChange someone’s life Mentoring can change a young person’s life; it can also change yours. Speak to the Foundation team for more information or learn more about mentoring programs across the country online. http://www.youthmentoring.org.au/

our childrenTurn off the TV and play a game †

We all know we spend too much time in front of the TV. Get outside and play a game with your kids.

Or you could…

Share the knowledge Recycle your old books; education fuels ambition.

Spend time with someone from a different generation † Spend time with someone from a different generation – you never know what you both might learn.

Donate your old home computer Donate your old computer to a local school. http://www.ourcommunity.com.au/giving/

Talk to your family, friends and clients about what can be done and what you are doing. Together we can make change happen!

pwc.com/globalcommunities pwc.com/au/foundation© 2007 PricewaterhouseCoopers. All rights reserved. *connected thinking is a trademark of PricewaterhouseCoopers LLP (US).

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