Be yourself. Be different.

We strive to achieve an inclusive culture in which we embrace diversity. Inclusion means that everyone feels involved and valued - not in spite of but thanks to their differences.

Part of our purpose at PwC is to solve important problems. We strongly believe that only diversity and a blend of opinions can lead to valuable, future-proof decisions and solutions. This includes diversity of any kind such as culture and beliefs, age, national origin, social background, religion, gender identity, disabilities or sexual orientation.

Building gender balance has always been critically important. For years already, we have had an extensive diversity programme including training and coaching trajectories, network support and balanced recruitment. But we want to do more and therefore PwC strives to achieve a better gender parity by increasing the number of female partners to 30% by 2030.

Two women and one men outside talking
Two women and one men outside talking

For the other diversity dimensions, we have set up a Diversity and Inclusion (D&I) ambassadors network to discuss the next steps and define clear KPIs.

Being a diverse and inclusive company is closely linked to having inclusive leaders. Inclusive leaders walk the talk and are people-oriented, great listeners and tap into the talents and motivations of people - both internal and external. They are patient, curious, bias-averse, understanding and genuinely interested in others. This has been embedded in our key milestone training.


A purpose-led and values-driven organisation embraces the SDG’s. Diversity and Inclusion is linked to Good health and well being (SDG 3), Gender equality (SDG 5) and Reduced inequalities (SDG 10)

Diversity & Inclusion is not a nice to have but a must have for PwC

To solve important problems, we need diverse talent and we want to attract the best talents from the market Our diversity and inclusion model is merit based

Why Diversity & Inclusion?

A purpose-led and values-driven organisation embraces Sustainable Development Goals (SDGs).

D&I is linked to the following SDGs:
  • Good health and well-being (SDG 3)

  • Gender equality (SDG 5) 

  • Reduced inequalities (SDG 10)

Diversity & Inclusion is not a nice to have but a must for PwC since to solve important problems we need a diversity of talent and approach. The success of our organisation depends on the quality and diversity of our employees. Surprising insights and innovative and unconventional solutions for our clients come from a mix of views, cultures, knowledge and experiences. At PwC, we want to acknowledge and appreciate those differences and we want to fully embrace our employees’ diversity, in terms of background and focus area, simply because it results in the best solutions for all.

If we are not inclusive, we are not diverse and we cannot attract the best talent from a business and organisation perspective. 


Ambassadors choose our D&I focus areas

Diversity & Inclusion is not a nice to have but a must for PwC since to solve important problems we need a diversity of talent and experience. Together with our ambassadors - a group of more than 180 employees who represent all levels, gender, ages and business and who come together on a regular basis), we have defined seven key focus areas.

  • Inclusive leadership

  • Inclusive recruitment

  • Nationalities/ethnicity and race

  • LGBTQ+

  • Language

  • Different career tracks

  • Gender

Naturally this list is far from exhaustive, but represents a starting point as defined by our ambassadors.


Our approach to D&I

We look at Diversity & Inclusion from different perspectives:

  • Top down through discussions with our leadership and network

  • Bottom-up via our ambassador group

  • Bringing the outside in by working with external organisations, such as Women on Board, MolenGeek and Cavaria

We also focus on data. In areas where we already have data we set targets on intake (both applications and hires), promotions and the percentage of female colleagues. We monitor progress on a quarterly basis and, depending on the causes, consider additional measures when these targets are not met. For areas where we do not yet have data, we are working to have it embedded in our systems, taking into account local laws and regulations.

D&I in practice

Our diversity policy focuses on establishing an inclusive workforce where differences are valued. This policy is supported by a diversity programme, which includes the setting of targets, training and coaching trajectories and network support for our ‘target groups’. Overall, we focus on the following:

  • Measuring and monitoring: we have set targets on intake (both applications and hires), promotions and percentage of female colleagues. We monitor progress (on a quarterly basis) and, depending on the causes, consider additional measures when these targets are not met.

  • Third party observers: adding an outsider to the evaluation process, who is specifically trained in and focused on avoiding biases, to increase objectivity for employee reviews.

  • Key female talent programme, powered by Women on Board: this links key talent directors to female partners. The goal of this programme is to share experience and coaching, both with PwC female partners and with female members of Women on Board.

  • Inclusive leadership training including key milestone programmes during the employee lifecycle which focus on the impact of individual behaviour on the development of an inclusive culture.

  • Networks: we have various networks in place within the PwC network, such as SHINE for LGBTQ+ and the Global, PwC Europe and EMEA D&I communities. These networks organise various activities to create an inclusive culture, such as participating in events.

Gender balance programme

We are striving to increase the percentage of women within our organisation and to ensure that they progress to managerial positions more easily. To this end we have developed a broad gender programme. We regularly measure the equality of men and women regarding annual evaluation, promotion, intake, turnover and throughflow to partner level. For this, we have a data driven approach informed by the facts of today. Baseline measurement has been made as of 1 July 2020. 


We have put in place 5 KPIs to strengthen gender balance.
  • Applications should be gender balanced

  • Hires should represent the application gender ratios

  • Turnover should be a reflection of the current population ratio

  • Gender ratio of promoted employees should be proportional to the population of the previous grade (proportional promotion)

  • Gender should be balanced throughout the different management levels with the aim of increasing female partners

What action will we take to achieve this?


We will focus on accountability by sharing our ambitions both internally and externally and by monitoring quarterly progress via our dashboards. 


Awareness training is also needed, both in our key milestone programmes but also in the entire firm by refreshing unconscious bias for the entire firm by the end of March 2021. As of April 2021 this e-learning (Open Minds) is mandatory for all new joiners. Partners and Directors also undergo unconscious basis training in an extensive workshop to be better prepared for employee reviews.

Building the Pipeline

We are Building the Pipeline, which means meeting equal application KPIs. In the case of direct entries at Partner and Director level, all lists must contain at least two candidates who are not male. 

Monitoring of proportional promotion in terms of gender and the participation of a third party observer during employee reviews.


External image

Regarding our External Image, we will work with a D&I charter to ensure that our employer branding, including communication and marketing, sets the same standard in terms of stereotyping awareness. We also celebrate diverse events throughout the year.



For all our D&I focus areas, we work together with different parties like MolenGeek, Cavaria and Women on Board.

  • Women on Board diamond sponsorship working with female directors in our firm, who are linked to female partners and who will together attend the events of WOB and have moments to connect/mentor. Together with WOB and the WOB network, PwC organises bi-yearly content workshops on current topics such as Cyber Security.

  • Cavaria: knowledge sharing and training material available for our firm and participation to events related to LGBTQ+

  • MolenGeek: growing partnership that started with pro-bono services of our expertise and knowledge sharing on D&I. More to come

Contact us

Griet Helsen

Griet Helsen

Partner, Entrepreneurial & Private Business, Culture & Innovation, PwC Belgium, PwC Belgium

Tel: +32 475 89 16 21

Connect with PwC Belgium