Clyde & Co - Breaking Down Barriers Report

Breaking Down Barriers Report

Contents 0 Forewords

Rt Hon Justine Greening, Chair of the Purpose Coalition and Former Secretary of State for Education

Nick Forbes CBE, Former member of Keir Starmer’s Shadow Cabinet and Chair of the Breaking Down Barriers Commission Representative from Clyde & Co

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An Overview of Clyde & Co and its Purpose 1.1 An Introduction to Clyde & Co 1.2 Clyde & Co’s Purpose

2 Breaking Down Britain’s Barriers 3 Mapping Clyde & Co’s Activity Against the Purpose Goals 4 Analysis 5 Key Community Opportunity Barriers 6 Recommendations

01: Foreword recognising that extending their search for

talent will attract more diverse talent that better

reflects their clients and will bring fresh perspectives to their business. It makes good economic and social sense.

I launched The Purpose Coalition to ensure

that opportunity is available to all and we have gone from strength to strength, embracing a wide range of sectors from businesses, universities and other

organisations. Our partners are focused on sharing

their best practice and developing solutions in direct response to the challenges that we face today.

Rt Hon Justine Greening, Chair of the Purpose Coalition and Former Secretary of State for Education Opening up opportunity means opening it

up across sectors, even in those which have

traditionally been closed to people who don’t have

the family connections or networks to access them.

In a society where success is still too often

determined by your background, it is a social

and economic imperative that we look for talent everywhere, nurture it and ensure that everyone can achieve their full potential, regardless of who they are or where they came from.

The legal sector is an exciting one, challenging

and rewarding in equal measure, with a variety of

disciplines on offer in addition to the law. Business development, IT, finance and HR are just some of

the areas a person can work in in large law firms.

Measured against a set of 15 Purpose Goals

which identify the main barriers to opportunity, partners can assess how effectively they are

delivering a positive social impact and, crucially, where the gaps are. For a law firm, a key area of

focus will be in widening access to the profession, particularly for underrepresented groups, making it easier for them to get in and get on.

This report highlights the work that Clyde and Co is

doing to meet the Goals, making a difference to the lives of its colleagues and the local communities

it serves. It showcases the range of work it does to attract and retain colleagues, from initiatives that

inspire and inform those with little knowledge of the

sector, to schemes that offer advice and guidance on applying for a job and programmes that encourage the best talent to progress within the firm. It also

understands that wider issues like the health and wellbeing of its colleagues and the inclusivity of the sector as a whole are vital to a thriving and innovative firm.

But for too long, the fantastic opportunities that

I am proud of the partnership that the Purpose

has been seen as part of a wider closed shop

this work and I am confident that it will maintain its

it offers have not been widely accessible and it

of professional careers, especially in the City of

London. That is changing, with the best law firms

Coalition and Clyde & Co have developed through

strong sense of ambition to drive sustainable change for its colleagues and the communities it serves.

Forewords 3

These are the areas where those from disadvantaged or underrepresented

backgrounds face the biggest obstacles.

The work detailed in this report shows how

Clyde & Co are breaking down those barriers, with partnership being key to its success. It

collaborates with a wide range of organisations

on these key areas but also works in partnership with charities and community organisations to

help its colleagues make best use their talents to make a positive contribution to society, such as participating in legal advice clinics to increase access to justice in areas of need.

Nick Forbes CBE, Former member of Keir Starmer’s Shadow Cabinet and Chair of the Breaking Down Barriers Commission It is clear from our work at The Breaking

Down Barriers Commission that there is an

appetite for change. Society now has much

higher expectations of how businesses should operate, including professional services, and it is increasingly the case that those that

demonstrate the most effective social impact

evident in many of the wider activities Clyde & Co undertakes as a force for good, exploring challenging issues where practical action is

making a tangible difference. The firm’s work

with schools and children focuses not only on

academic and employability skills, but also on

young people’s wellbeing, for example with the Schools Consent Project where its lawyers visit

local secondary schools to teach pupils about

consent. Not Beyond Redemption is an initiative where its legal colleagues volunteer to support

female prisoners in the UK to retain links with their children during and after their prison sentence.

will also attract the largest talent pool.

The firm is also intentional in its approach to

The opportunity to be seen as a force for

to be more ambitious, particularly in leadership

good is one that purpose-led organisations are already pursuing across the country.

Identifying the barriers that stop people

diversity, equity and inclusion, reviewing its goals roles so that different cultures and backgrounds are represented at the highest levels.

getting on in life is key to effective action.

I hope that the best practice demonstrated by

where change is needed. Outreach, access,

to do even more - will inspire not just other law

For law firms, there are well-defined areas

recruitment and progression are all integral to creating career pathways beyond the traditional networks of the right family, school or university.

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The same commitment to partnership is

Forewords

Clyde & Co in this report – and the determination firms but others in professional services to review their own social impact ambitions. There is the potential for significant change and a more inclusive and fairer society.

Matthew Kelsall, CEO, Clyde & Co At Clyde & Co, we believe that a diverse

The principle that socioeconomic diversity is good

to delivering what our clients need in

whole. Unlocking and nurturing the potential that

and representative workforce is important today’s complex and fast-evolving business environment. For it is diverse perspectives

and skills that create a strong foundation for innovation and problem-solving.

for business extends to the UK economy as a

resides across the UK can play an important part in driving greater economic growth and injecting

much-needed dynamism into our economy. That’s why we’re happy to support The Purpose Coalition.

As such, anything that restricts access to a

Our outreach programmes seek to support

growth and standing. We are immensely proud

to the communities we serve. We celebrate our

career in law is detrimental to the profession’s of our efforts to break down socio-economic barriers to date with our initiatives reflecting

our commitment to opening up opportunities for all.

greater social mobility and contribute positively achievements thus far but recognise there is still work to be done. We look forward to continuing our collaboration with The Purpose Coalition to drive positive change.

Unlocking and nurturing the potential that resides across

the UK can play an important part in driving greater economic growth and injecting much-needed dynamism into our economy.

Forewords 5

1. An Overview of Clyde & Co and its Purpose 1.1. An Introduction to Clyde & Co Clyde & Co is a leading global law firm that

industries it operates within through its strong

regulatory advice to the sectors shaping our

and inclusion.

provides integrated disputes, transactional and economies and driving international growth. These include insurance, aviation, marine, construction, energy, trade and natural resources.

Through its 90-year history it has seen significant expansion, driven by its vision for a single global

partnership that offers rapid access to expertise

wherever businesses operate in the world. Today, it has more than 5,500 colleagues1 working in more than 60 offices across six continents.

The firm works with clients from multinational

corporations to government agencies, leading the

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emphasis on innovation, technology, diversity

1.2. Clyde & Co’s Purpose Clyde & Co helps its clients successfully

navigate risk and maximise opportunity in the

sectors that underpin global trade, commercial activity and prosperity.

It operates as one firm, with four core values –

to work as one, excel with clients, act boldly and celebrate difference. These values reflect its

commitment to delivering innovative legal and technological support and services to clients.

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https://careers.clydeco.com/en/life-with-us/

1 - Work as One ‘We are a globally connected team of talented people who act with a firm-first mentality to achieve success’.

Clyde & Co’s global platform ensures that its

colleagues around the world work collaboratively in the pursuit of success for the firm.

2 - Excel with Clients ‘We aim high and challenge ourselves to deliver

unique excellence for our clients, keeping them at the centre of everything we do’.

This value is focused on ensuring that the client is the focus of everything Clyde & Co does, with the firm committing to working hard to achieve the

best possible outcomes for its wide range of clients, which can be private individuals, businesses or government firms.

3 - Celebrate Difference ‘We help each other to be at our best and believe our differences result in greater achievement’.

This value underpins Clyde & Co’s commitment

Aligned closely to these values is Clyde & Co’s commitment to being a responsible business.

Its Responsible Business statement pledges to ‘be

a positive contributor to the communities in which we operate across our entire global network’,

with the firm ensuring that environmental and

sustainable practices are integrated into its dayto-day operations.

to fostering an inclusive environment in which its

It also has a strong commitment to its own

By creating a supportive community for its

in which its people should be treated and

colleagues’ differences are valued and celebrated. people worldwide, Clyde & Co aims to create an

environment where everyone feels empowered to reach their full potential.

4 - Act Boldly ‘We seek new opportunities, take action and learn as we go, recognising that curiosity drives our development and contributes to growth’.

This value reflects the firm’s ambition to continue innovating for clients and embracing new ideas and developments that can help the firm grow,

whether this is through advances in technology, innovation or sustainability.

colleagues and has a clear vision for the way valued: ‘our people are our business and we are

committed to valuing them all as individuals and to helping them flourish within our business’.

Clyde & Co is a firm which continues to expand across the globe yet has a strong sense of the

role it has to play and the impact it can have in

the lives and development of its colleagues and local communities. Clyde & Co’s strategy for

success combines an ambition for its colleagues to work together for the good of clients with its commitment to being a leading voice in

championing and attracting diverse talent and

skillsets – both within the firm and throughout the wider industry.

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2. Breaking Down Britain’s Barriers The Purpose Coalition measures firms against a set of sector-relevant social impact criteria.

1 Strong foundations in Early Years

2 Successful school years

3 Positive destinations Post 16+

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Right advice and experiences

5 Open recruitment

career 6 Fair progression

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Widening access to savings & credit

health 8 Good and well-being

9 Extending enterprise

The Purpose Goals outline 15 interconnected

impact barriers to opportunity. By drawing on

expertise provided by academia and business, the Goals are designed to specifically address some of the unique challenges facing the UK. The Coalition’s cross-party work brings

together the UK’s most innovative leaders,

Parliament and firms to improve, share best

practice, and develop solutions for improving the role that firms can play for their clients,

colleagues and communities by breaking down barriers to opportunity.

The Purpose Coalition is chaired by Rt Hon

Justine Greening, the UK’s former Secretary of

the homes 11 Infrastructure 12 Building 10 Closing digital divide for opportunity & sustainable communities

State for Education, Transport and International Development; and led by Nick Forbes CBE, who recently served in Sir Keir Starmer’s Shadow

Cabinet, and leads the Purpose Coalition’s work

with the Labour Party; Rt Hon Anne Milton, former

13 Harness the energy transition

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Achieve equality, through diversity & inclusion

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Working in Partnership

Minister for Apprenticeships and a Minister in the Department for Health and Social Care; and Lord Walney, former No 10 Advisor to Gordon Brown and Labour Member of Parliament for Barrow-in-Furness.

At the time, Justine recognised how

The Goals were designed following Justine

but ambitious goals could be in galvanising

Greening’s experience - as Secretary of State

for International Development - leading the UK’s

delegation to the Convention of the United Nations (UN) that established the 2015 UN Sustainable

Development Goals (SDGs). The Purpose Goals apply the SDGs in a UK context.

The SDGs as interlinked goals emphasised the interdependent environmental, social,

and economic aspects of development and centralised the role of sustainability.

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transformative a common set of accessible

action to effect change. After leaving Government in 2019, Justine established the Purpose Coalition and Social Mobility Pledge with the intention of galvanising UK economic and social actors to improve social mobility in the UK.

The Purpose Goals focus on key life stages and

highlight the main issues that need to be resolved to break down barriers to opportunity in the UK. The Goals are intended to guide ambition, provoke action, and measure progress.

3. Mapping Clyde & Co’s Activity Against the Purpose Goals 1 Strong foundations in Early Years

3.1 Goal 1: Strong Foundations in Early Years Research demonstrates that, all too often,

Colleagues are also supported by the firm

are already significantly behind their better-off

through a range of measures put in place to

children from more disadvantaged backgrounds peers by the time they begin school. A strong start in life is the cornerstone of social mobility, without which many children face numerous barriers to

opportunity from the earliest stages of childhood.

3.1.1 Parental Leave

Recognising the importance of a child’s early years, in 2023 Clyde & Co introduced a new

parental leave offering available to all colleagues, including Partners at the firm with at least twelve months of service. The new policy is designed to ensure that all colleagues are entitled to a

consistent parental leave offering regardless of gender, so that they can take an active role in their child’s first weeks and months.

All Clyde & Co colleagues are entitled to

26 weeks of fully paid parental leave, regardless

of gender or their parental role. The policy applies to both primary and secondary parents and

carers, including adoptive parents. Colleagues with children in neonatal care are offered a

further twelve weeks of paid leave, ensuring that parents of children who require greater support

in their early childhood are able to be present for their children.

when they return to work after parental leave support their transition into balancing work and family care. In addition to flexible

working, Clyde & Co supports its colleagues

to play an active role in their young children’s development by providing access to back-

up childcare provision and five days of paid emergency leave each year. Parental leave coaching is also offered to all colleagues to help them with their transition into

parenthood, and to their managers to help

break down biases and navigate the impact on the business.

In addition to flexible working, Clyde & Co supports its

colleagues to play an active role in their young children’s development by providing

access to back-up childcare

provision and five days of paid emergency leave each year.

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2 Successful school years

3.2 Goal 2: Successful School Years School years are instrumental in a young person’s

opportunity for young people from low

personally. However, research suggests that by

insight days and experience of the legal sector

development, not only academically but also the time disadvantaged young people finish secondary education there is a difference of around 19 months in learning between them

and their peers . Consequently, the so-called 2

attainment gap between the most and least privileged remains stubbornly high.

Clyde & Co uses its position as a leading law

firm with more than 10 offices across the UK to support educational projects in its local

communities. Programmes which focus on

providing children and young people with spaces to

learn and develop valuable skills, often through play and outdoor learning, are targeted by the firm as

ways in which it can assist young people to thrive.

‘Inspiring Young Lives’ is a central focus of Clyde & Co’s charitable work. The firm’s offices throughout the UK work in partnership with schools, colleges

and community groups in their local communities

to raise young people’s aspirations and develop skills which will prepare them for the world of work. The

Stepney Green Mentoring Programme is an example of an initiative in which Clyde & Co colleagues use

their experiences and expertise to provide valuable advice to young people. The programme mentors 16-18 year olds over a six-month period to provide

career advice and help them develop employability skills prior to their transition into Higher Education or the world of work. In addition, the firm partners with Uptree, an organisation that tackles inequity of

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for year 12 and 13 students.

Another example of Clyde & Co’s work

supporting school-age children to achieve their full potential is its partnership with

Go Beyond, a charity which gives young

people from disadvantaged or challenging

3.2.1 School Outreach and Mentoring

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socioeconomic backgrounds, by providing

backgrounds the opportunity to go on free

countryside breaks and take part in activities designed to build self-belief and raise

aspirations. Clyde & Co primarily supports Go

Beyond by fundraising, most recently working with Go Beyond to provide every child with

a field study guide to enhance their outdoor learning throughout their break.

The firm’s work with schools and children focuses not only on academic and

employability skills, but also on young people’s

wellbeing. Clyde & Co works in partnership with the Schools Consent Project to send volunteer lawyers into local schools to teach 11-18 year olds about consent. Lawyers run interactive

workshops on the subject of the legal definition of consent and provide guidance about

disclosure to adults and other options in the

event of an assault, with the aim of ensuring

that young people are able to experience safe and positive interactions safe from sexual

harm. Clyde & Co lawyers have worked with

nearly 500 young people to date through its partnership with the project3.

https://epi.org.uk/annual-report-2024/ https://careers.clydeco.com/en/life-with-us/pro-bono-social-impact/pro-bono/ 2

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3.2.2 Literacy

3.2.3 Not Beyond Redemption

In addition to being essential for success in school

valuable legal expertise and skills to share,

Reading fluency is a vital skill for all young people. and future employment. Research consistently

shows that those who enjoy reading are more likely to have better self-esteem and mental wellbeing.

Clyde & Co colleagues are given the opportunity

Recognising that the firm’s colleagues have Clyde & Co works with the charity Not Beyond

Redemption to help female prisoners in the UK retain links with their children during and after their prison sentence.

to volunteer to work with primary school children

Evidence suggests that children who

part of the firm’s local community volunteering

are more likely to have reduced life outcomes

in in-person and online reading sessions as

programme. The sessions are either one-to-one

or group storytelling sessions and are designed to foster in children a confidence and enjoyment of reading that will be a lifelong foundation as they progress into secondary and higher education.

The programme was initially founded by Clyde

& Co’s London office and has since expanded to cover ten more locations across the UK due to the initiative’s success.

Furthermore, Clyde & Co makes regular book

donations to schools and local community firms to ensure that lack of finances does not act as a barrier to children and young people accessing

the materials needed to develop their literacy skills and love of reading.

lose contact with a parent who is in prison or become offenders themselves. Clyde & Co lawyers work on a pro bono basis with

Not Beyond Redemption to provide family law advice and help female prisoners to

secure visitation for their children during their sentences, with the aim of re-establishing

relationships between imprisoned mothers and their children.

Clyde and Co currently works with three

prisons, HMP Styal, HMP Drake Hall and HMP Eastwood Park, to provide legal advice to

female prisoners and plans to establish links with further prisons in the future to expand this work and help to improve life chances for children and young people.

Assessment 11

3 Positive destinations Post 16+

3.3 Goal 3: Positive Destinations post 16+ Every young person should have the choice

to pursue higher education, employment or training upon turning 16, regardless of their

barriers to a career in the legal profession for

young people who face particular challenges

background or financial circumstances.

in their lives. For example, as signatories of the

While young people becoming the first in

a work experience week called Bridge to the City,

their family to go to university is becoming an

increasingly common occurrence, everyone is different and so making the right choices as a young adult is essential. It is vital that

academic or non-academic routes, such as apprenticeships and T-Levels, are not

blocked for those with the potential to pursue these paths.

3.3.1 Work Experience

Young people cannot aspire to careers or

pathways that they do not know exist. For this reason, aspirational industries such as the

legal profession are all too often unobtainable for young people from regions with limited

opportunities. Clyde & Co recognises the role

it can take in providing advice, mentoring and work experience opportunities to those from

groups that are traditionally underrepresented in higher education and the legal sector.

PRIME commitment, Clyde & Co previously ran

which was a five-day programme for Year 12 and first-year college students to gain insight into a

career in law and enhance their employability skills, including a range of measures intended to widen access. Working with schools across London, in

partnership with the organisation Uptree they were

able to bring in 25 students for the programme from low socio-economic backgrounds. Participants’ travel and lunch costs were paid for by Clyde &

Co, so that financial factors did not act as a barrier to taking part in the programme. The firm also

encouraged and facilitated applications to the

event from care-experienced young people and young carers, as these are both groups which are underrepresented in the legal profession.

This programme has evolved to be part of Clyde

& Co’s wider social mobility initiative, Legal Insight for Future Talent (LIFT), with aspirations to grow

opportunities for students at this level of academia.

Clyde & Co’s work to share its advice and

Clyde & Co works towards achieving social

expertise on entering the legal sector continues

of early careers initiatives in partnership with

The firm has a number of campus ambassadors

mobility among school leavers through a range local schools, teachers and universities. Through this work, the firm prioritises ensuring that those

who are most in need of targeted careers advice and opportunities can be reached.

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The firm also proactively works to eliminate

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once a young person has entered higher education. based at universities across the UK, who represent Clyde & Co and promote opportunities within the firm and wider legal industry to other students through social media and society events.

3.3.2 Apprenticeships

Clyde & Co has been recognised for its excellence

Clyde & Co also offers apprenticeship

previously been the recipient of the People in Law

of a young person’s career. For example, the

in running apprenticeship schemes, having

Award for Best Apprenticeship Initiative. Society is increasingly understanding that university is

not the correct pathway for every young person,

and Clyde & Co’s industry-leading apprenticeship schemes provide young people who do not feel that university is the right choice for them with an alternative route into a legal career.

With apprenticeship schemes for school leavers covering a range of roles across its UK offices,

including chartered legal executive and solicitor

apprenticeships, Clyde & Co apprentices benefit

from valuable opportunities to develop employability skills and an understanding of the legal profession

programmes that begin at an earlier stage

Administrator Apprenticeship Programme’s

requirements include a minimum of 5 GCSEs, including Maths and English, meaning that young people can embark on a career in

the legal profession straight from college.

This apprenticeship often leads to an offer of full-time employment with the firm for those

who complete the programme, demonstrating Clyde & Co’s commitment to helping young

people enter and progress in the competitive legal industry. As well as young people the Administrator Apprenticeship Programme is also open to people at a later stage of

their career who would like to make the change

through a more work-based training route.

to the legal sector or for people getting back

The Solicitor Apprenticeship Programme is one

the workforce.

pathway into the legal profession for young

Clyde & Co has also utilised part of their

The six-year programme, which allows apprentices

across four different Law Centres in London.

example of Clyde & Co providing an alternative people who do not wish to go to university.

to be part of the firm’s day-to-day operations,

leads to the apprentice becoming a fully-qualified lawyer upon completion of the programme.

All Clyde & Co apprenticeships are partnered

with a buddy at the firm, enabling young people

to receive advice and support from experienced

people within the industry to which they are aspiring.

into work after extended periods away from

apprenticeship levy to fund six apprentices

Utilising the levy in this way was an opportunity to make use of unspent funds, allowing a

greater number of young people interested

in pursuing a career in law an opportunity to

do so. The Law Centre apprentices sponsored

by Clyde & Co are completing their Level 7 Solicitor Apprenticeship.

Clyde & Co also offers apprenticeship programmes that begin at an earlier stage of a young person’s career.

Assessment 13

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Right advice and experiences

3.4 Goal 4: Right Advice and Experiences Getting the right advice and experience at the

80 participants. Over the course of five days- three

crucial to achieving success and opportunity.

two days in person in a nearby Clyde & Co office-

right time in an individual’s career journey is

Whilst school and academic work will always remain important, the benefits of mentoring,

work experience, volunteering, travel and wider networking experiences to broaden minds and develop cultural capital and soft skills cannot

be underestimated in ensuring that barriers to opportunity are broken down.

participants have the opportunity to increase their understanding of the legal profession, receive

advice on career planning and make valuable

contacts. Every participant is paired with a mentor who works with them for one year to provide

advice and share their experiences of entering and working in the legal sector.

3.4.1 Legal Insight for Future Talent (LIFT)

The initiative is notable for its emphasis on

that the industry has for too long been

legal profession. There is no age requirement

The legal profession is increasingly recognising inaccessible to people from more disadvantaged backgrounds, who lack the opportunities to gain valuable experiences and guidance on entering

a career in law. Clyde & Co has responded to this issue by launching its outreach initiative, Legal Insight for Future Talent (LIFT), to address the

lack of equitable access to opportunities in the legal sector.

LIFT has been designed to promote social

eliminating traditional barriers to accessing the for taking part in LIFT Insight Weeks, with the programme valuing those with individual

strengths and a strong enthusiasm for pursuing a legal career. Financial barriers are removed

by paying each participant £500 for the week,

which is above the living wage, as well as covering accommodation and travel expenses and

providing laptops and technology for those who require them.

mobility at Clyde & Co and in the wider

LIFT has a major focus on diversity, equity and

and initiatives which allow people from

and each week is aimed at widening access

legal profession through a range of events underrepresented groups in the legal sector

to gain first-hand experience and insight into life at a law firm. Recognising that a person’s background can often act as a barrier to

pursuing a career in the law, LIFT aims to raise aspiration and widen access by inspiring and

supporting young people to enter the profession.

At the centre of LIFT’s work are LIFT Insight Weeks, which, in its inaugural year in 2024, welcomed

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days of virtual workshops and panel sessions and

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inclusion. Insight Weeks are run twice a year,

to the legal profession to people from under-

represented groups. LIFT Social Mobility is open to those from lower socioeconomic backgrounds, with applications open to people who are from a low-income household, were eligible for free

school meals, have been in care, are a carer, have been homeless or have had refugee or asylum

seeker status as a child. The LIFT Black Heritage

programme is meanwhile aimed specifically at

those of black heritage. Through these initiatives,

which were described as being a valuable

the opportunity to take part in the firm’s

& Co is working to make sure that no one is

who excel. The design of the programme

experience by 98% of participants in 20244, Clyde

excluded from a career at the firm because of their background or circumstances.

The decision to run three days of the Insight

Summer Vacation Scheme offered to those therefore supports social mobility by providing people from underrepresented groups with a route to progression at the firm.

Week through virtual sessions is also significant,

3.4.3 Summer Vacation Scheme

locations or who have additional responsibilities,

profession can be extremely difficult for those

ensuring that participants living in remote

such as caring, are not prevented from making the most of this opportunity.

3.4.2 Bright Futures

Clyde & Co’s Bright Futures programmes provide underrepresented groups with another route

into the legal sector. The five-day programmes

Gaining access to and experience in the legal without the right advice or contacts. Clyde & Co’s Summer Vacation Scheme is designed to give

participants the opportunity to spend two weeks working alongside experienced lawyers at the firm, usually within the department of the applicant’s choice.

offer participants the opportunity to shadow the

The two-week scheme, which pays a salary,

understanding of life at an international law firm.

valuable experience within a working legal firm

firm’s experienced lawyers and gain a deeper

The Bright Futures Access programme is aimed at first year law students and penultimate year non-law students from lower socio-economic

backgrounds, with applicants required to meet

one of the set criteria, for example being from a low-income household or having experience of

gives participants the opportunity to gain

which would ordinarily be inaccessible to many aspiring lawyers. Opportunities provided during the Summer Vacation Scheme programme include attending court hearings, meetings

and negotiations, observing cases, preparing research and attending networking events.

the care system. The Bright Futures Black Talent

Clyde & Co ensures that its Summer Vacation

Black heritage, with the same entry criteria as

right advice by pairing each individual with

programme is aimed at those of Black or Mixed the Bright Futures programme. Participants are

paid a salary for the week, along with travel and

accommodation expenses, to eliminate financial barriers to participating in the scheme.

Clyde & Co clearly demonstrates its commitment to extending opportunity to people from more

disadvantaged backgrounds through its work with Bright Futures. The programme offers participants an alternative route into the legal profession, with participants assessed throughout the week and

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Scheme participants have access to the

a dedicated supervisor and buddy who can share first-hand experience and provide

guidance on work and interview preparation.

The Summer Vacation Scheme is one of the

main routes to a training contract at Clyde & Co. Participants on the programme who are judged by the firm to have performed well over the

course of the scheme can be offered a training contract at the firm, giving participants the opportunity for career progression.

Clyde & Co Responsible Business Report 2024 (p18) https://online.flippingbook.com/view/33971427/18/

Assessment 15

3.4.4 Global Virtual Experience Programme

3.4.5 Internship Opportunities

the legal profession more accessible for students

of The 10,000 Interns Foundation through

Another example of Clyde & Co’s work to make and graduates is its Global Virtual Experience programme. The programme, which is run in

partnership with Forage, is a modular virtual course which gives participants the opportunity to gain

insight into life as a lawyer and gain experience within the industry which they can evidence on their CV.

The programme is made up of a series of simulated tasks designed by Clyde & Co lawyers to ensure

that they are relevant to the work they do at the firm.

The virtual nature of the programme is intended to eliminate any barriers to taking part, for example due to financial or geographic factors.

The Global Virtual Experience Programme further demonstrates Clyde & Co’s focus on creating

opportunities within the legal industry to those from traditionally underrepresented groups,

as people who complete the programme are

4.4 times more likely to be accepted on to further Clyde & Co training programmes5.

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Clyde & Co is a proud Premier Member

which it offers paid internship opportunities to young people from underrepresented

backgrounds. The Foundation champions underrepresented talent and promotes equity of opportunity, and the valuable

experience provided by these internships

opens doors to otherwise restricted career

paths; indeed to date 10 interns have gone

on to secure training contracts at Clyde & Co. Clyde & Co also partners with DFN Project

Search as a Host Business, where students with learning disabilities and autism

spectrum conditions can complete yearlong supported internship programmes.

With support from a tutor and job-coach,

interns are offered rotations through different

departments at Clyde & Co to gain invaluable insight into corporate work and ultimately

with an aim for long-term paid employment in the future.

Assessment 5

https://careers.clydeco.com/en/early-careers/global-virtual-experience-programmes/

5 Open recruitment

3.5 Goal 5: Open Recruitment

3.5.2 Early Careers Team

Open opportunities and recruitment are vital in

with supporting graduates and applicants

ensuring that individuals can make the most of

their potential. Progression in a career is important not only from the perspective of increasing

earnings, but also to ensure that colleagues feel

challenged and have the opportunity to develop their skills and knowledge.

3.5.1 Application Advice Hub

Clyde & Co employs more than 5,500 colleagues across more than 60 offices, recruited in four

A dedicated Early Careers Team is tasked

to early careers roles at Clyde & Co with their first experiences of applying for a role in the legal profession. The firm demonstrates an understanding of the challenges aspiring

lawyers can face when entering the profession by ensuring that the Early Careers Team is

available as a point of contact throughout the

recruitment process for those at the beginning of their legal career.

main business areas- lawyers, business services,

Clyde & Co has led the way in the legal sector

application process to be recruited to a major

straightforward as possible for early careers

legal support and paralegals. However, the

law firm such as Clyde & Co can be daunting for those who have neither experience of the recruitment process nor contacts within the legal sector from whom to seek advice.

Applicants to positions within Clyde & Co are

given access to online resources and videos to help them prepare for the firm’s hiring process through its online Application Advice Hub. This

section of the Clyde & Co website provides advice

on writing CVs and the different stages of the firm’s recruitment journey. Detailed guidance on the

interview process at Clyde & Co is also accessible

in working to make the recruitment process as role applicants. Working in partnership with

assessment consultancy Cappfinity, the firm

introduced an online assessment process that has reduced the application completion time by more than 50%6, resulting in a recruitment

process designed to encourage new recruits to

the legal profession rather than put candidates

off applying for a role at the firm. The success of

this new measure is evidenced through feedback from Clyde & Co applicants, with 93% reporting that they found the application format clear and easy to use7.

through the Application Advice Hub, particularly

3.5.3 Paralegal Academy

based interview questions such as those

Academy, which offers a new way for

through a number of examples of competencyapplicants may be asked during their interview.

By making this advice about its recruitment processes

available to all, Clyde & Co ensure that there is a more level playing field when hiring to roles within the firm and that every applicant has access to the same

information and tips, regardless of contacts within the firm or previous experience of the legal sector.

In 2023, Clyde & Co launched its Paralegal participants to build exciting future careers in its UK casualty practice, the largest in the UK.

Recruits to this programme do not need any prior legal experience, and it seeks to attract a diverse

range of applicants, with the majority roles being offered in Manchester and the Northwest.

This Academy is further recognition that there is more than one path to a career in law.

Assessment 17 6-7

https://cappfinity.com/clyde-co-cuts-hours-from-early-careers-application-process-with-cappfinity-one-stage-assessment/

career 6 Fair progression

3.6 Goal 6: Fair Career Progression

than by longevity, and consequently ensures that

The chance to keep developing once in work

these expectations.

and progress in a career is not just important

from the perspective of increasing an individual’s

3.6.2 Professional Development

challenged and learn. Businesses that work out

standards, Clyde & Co actively encourages and

earnings, but in helping colleagues continue to feel how to provide those opportunities to keep growing and moving forward will do better.

The Learning, Leadership & Talent (LLT) function at Clyde & Co aims to create a dynamic and

inclusive learning environment. Through accessible,

As a global law firm that strives for the highest supports its colleagues to develop their skills

and grow within their roles. The firm invests in its colleagues’ progression by providing a range of

career development opportunities, both in person and online.

personalised learning and talent experiences, we

Clyde & Co creates highly impactful learning

for rewarding and engaging careers.

personalised and accessible learning content

support individuals to build skills and capabilities

3.6.1 Career Development Framework

Clyde & Co’s Career Development Framework

outlines the standards and behaviours Clyde & Co

colleagues should be demonstrating at each stage

of their career with the firm, providing a transparent guide to career growth at the firm.

In order to ensure that colleagues are fully aware of the criteria they are expected to strive towards

to progress at Clyde & Co, the Career Development Framework is made up of five key competencies,

solutions, leveraging technology to provide

precisely when it’s needed. The MyDevelopment

learning platform enables Clyde & Co colleagues to access this diverse and high quality learning content at the point of need.

In addition to these digital learning solutions, the LLT function design bespoke live learning opportunities to provide interactive activities, peer to peer

learning and to elevate internal networks. Alongside this, Clyde & Co offers coaching provisions to support key diverse talent across the Firm.

behaviours and characteristics colleagues are

Clyde & Co has more than sixty offices worldwide

perform their role at the firm.

international reach to the benefit of its colleagues

expected to demonstrate in order to successfully

In addition to describing Clyde & Co’s expectations of its colleagues, the framework also ensures that

colleagues at the firm are aware of the professional development opportunities they should make

the most of if they wish to achieve career growth.

The document affirms Clyde & Co’s commitment to rewarding colleagues based on merit, rather

18

colleagues understand how they can work to meet

Assessment

covering six continents and the firm uses its

around the world. The firm’s Global Associate Programme (GAP) is designed to facilitate

colleagues to work for one week from another

Clyde & Co office, domestically or internationally.

The programme gives colleagues the opportunity

to build new relationships with their counterparts in other countries and share best practice which they can apply to their own roles and offices.

3.6.3 Leadership

Colleagues who wish to progress into leadership

By attending these programmes, delegates

to make the next steps into management through

accelerating performance and progression

roles within the firm are supported by Clyde & Co a range of leadership programmes targeted at specific goals and career pathways.

benefit from deepening their leadership skills, and developing their internal networks across the Firm.

Clyde & Co offer two Harvard Management

In addition to these programmes, Clyde & Co

Services managers, which are available to join

into leadership roles by running career

Development Programmes for their Business

throughout the year. These global programmes

provide managers of all levels and in any location

the opportunity to develop their management and leadership skills. Using a blended approach, they offer high quality Harvard Business School digital

also offers support with career progressions

milestone inductions for Legal Directors and

Salaried Partners. These provide opportunities to support the growth of meaningful, future focused careers.

learning modules, supported by live interactive

3.6.4 Mentoring

discuss topics in more detail and build a network

way of sharing advice and best practice and

sessions to give managers the opportunity to

of likeminded colleagues across the Firm. The

programmes focus on relevant topics such as

leading people, delegation, goal setting, coaching and innovation.

Other examples of global leadership programmes

Mentoring is promoted at Clyde & Co as a supporting career progression. Access to

high-quality mentoring is often vital for career development, enabling colleagues to build relationships and contacts, receive advice and share and discuss experiences.

made available to Clyde & Co lawyers are the

The firm launched a new mentoring initiative

Senior Associate Development Programme and

accessing high-quality mentoring a more

Senior Leadership Experience Programme, the

the Associate Development Programme. Each of

these programmes focus on developing leadership

capabilities to ensure that colleagues are equipped with the right skills, tools and experience for the future and their career ambitions, aligned with

the firm’s strategy. They also focus on other key

topics for lawyers such as business development

and commercial acumen, financial management, career planning and emotional intelligence.

in 2021 in collaboration with Guider to make straight-forward process for its colleagues.

Recognising that previously having to seek

out advice on finding a mentor within the firm

dissuaded many from making the most of the

opportunity to be mentored, Clyde & Co’s new

mentoring scheme ensures that every colleague has equal opportunities to be mentored by

using technology to match them with a mentor that suits their needs and career goals.

Assessment 19

7

Widening access to savings & credit

3.7 Goal 7: Widening Access to Savings and Credit A lack of access to savings and credit is one of the

3.7.2 Financial Wellbeing

able to afford day-to-day essentials and housing or

offering, colleagues can access various benefits

major barriers to opportunity. Whether it’s being

putting money aside for retirement, managing money and getting good advice can make all the difference in being able to make the most of their potential.

3.7.1 Free Legal Clinics

With the UK facing a cost of living crisis,

accessing legal advice when needed is often out

of reach for many people. In order to address this issue, Clyde & Co utilises the experience and

expertise of its highly qualified lawyers to provide pro bono legal advice in its local communities.

Clyde & Co lawyers run weekly advice clinics in

partnership with charities in community advice centres across the UK, including in London and

Manchester. These clinics are targeted at areas

to help with savings and financial advice. Along with offering a pension scheme, Clyde & Co

also offers pension guidance meetings where colleagues can discuss short and long-term

pension savings goals with an external provider.

Colleagues also have access to Mortgage Advice provided by the firm for advice when arranging mortgages, and an Employee Assistance

Programme is also available to discuss any

issues, including relating to debt management.

The firm provides Life Assurance and Income Protection for colleagues, and also allows

colleagues to purchase additional levels of cover at firm negotiated rates should they choose to.

which have an unmet legal need and are

Clyde & Co also offers benefits which allow

legal representation to understand the legal system

a fixed time period, in particular the Cycle to Work

designed to support people who cannot afford

and receive advice about their rights and case.

20

As part of Clyde & Co’s financial wellbeing

Assessment

colleagues to spread the cost of the benefit over Scheme and train Season Ticket Loans.

health 8 Good and well-being

the promotion of wellbeing initiatives globally

throughout the firm, with the aim of making sure that support is accessible to every Clyde & Co colleague.

Clyde & Co colleagues are invited to attend and

3.8 Goal 8: Good Health and Wellbeing Good health and wellbeing are often a precursor to a person being in a position to make the most of their talents in education, training or in work.

Health inequalities across the UK persist and have significant impact on wider life. The statistics on diverging life expectancy give a clear sense of how communities even living side by side can

participate in a number of events and initiatives throughout the year designed to facilitate open discussions about wellbeing and work-life

balance. In January 2024, the firm held a Reset

and Recharge webinar with the aim of helping its colleagues to consider how they could prioritise their wellbeing over the coming year, while the

firm’s Nutrition and Hydration Week focused on the link between diet and hydration with performance, productivity and wellbeing.

have very different outcomes.

Wellbeing events are also targeted at specific

3.8.1 Employee Wellbeing

receive the right advice for their specific

Clyde & Co demonstrates a strong commitment to building a supportive working environment in

which its colleagues are able to balance both their professional and personal lives. In the firm’s most

recent annual engagement Global Have Your Say

survey, 71% of respondents agreed favourably with Clyde & Co’s work to promote positive work life and wellbeing practices .

8

groups within the firm to ensure that colleagues circumstances. Clyde & Co ran a ‘Wellbeing for Parents’ event in the 2024 summer holidays to

provide advice on balancing work with being a parent. Wellbeing for Carers sessions are also

held for those who have responsibilities supporting other adults and/or children and who wish to receive advice on how to maintain their own wellbeing needs.

As part of the firm’s health coverage and wellbeing

Clyde & Co is a member of the Mindful Business

including Health Coverage via private medical

worldwide. The Charter promotes flexible and

offering, colleagues can access various benefits

schemes, health cash plans and health screenings, as well as Digital GP Services which provide access to GP services.

To ensure that every colleague has access to health and wellbeing support when needed,

Clyde & Co has a range of Wellbeing Officers, as

well as a dedicated Health and Wellbeing Advisor, within its offices who can act as first point of

contact to those who require additional support in addition to the traditional forms of Employee

Charter, along with a number of other firms

supportive wellbeing practices that suit the needs of the people that make up a firm. Initiatives such as its 26-week fully paid parental leave policy

and additional support measures to assist parents with their transition back to work are evidence of Clyde & Co’s continually evolving work to create

a culture at the firm which is mindful of the wider

needs of its colleagues. Plans are also in place to introduce a formal flexible working scheme to further promote work-life balance at the firm.

Assistance Programmes (EAP) and private

Furthermore, Clyde & Co offers its colleagues

Advisor is also responsible for creating the

addition to the annual holiday entitlement, so that

medical insurance (PMI). The Health and Wellbeing global health and wellbeing strategy through

globally a Wellbeing Day off work each year, in colleagues can prioritise their wellbeing.

Assessment 21 8

Clyde & Co Responsible Business Report 2024 (p27) https://online.flippingbook.com/view/33971427/27/

3.8.2 Mental Health

Clyde & Co has a range of measures

Men’s mental health is often a particularly

fast-paced and pressured nature of working

reluctant to share concerns about their mental

and initiatives in place to ensure that the

at a major legal firm does not come at the expense of its colleagues’ mental health and wellbeing.

Throughout the year, the firm holds a number

of events to coincide with national and global awareness days with the aim of fostering a

working environment in which colleagues feel comfortable and supported to have open

discussions about their mental health. For

example, Clyde & Co held a series of events on World Mental Health Day 2024 with the theme of ‘It’s time to prioritise mental health in the

workplace’. In addition to webinars and blogs

in which colleagues were encouraged to share

their experiences of mental health to normalise conversations on the topic, colleagues were

also invited to take part in a virtual office chair

yoga session to promote wellbeing in the office.

The theme for Mental Health Awareness

Week in May 2024 was around movement, as part of which Clyde & Co hosted a webinar that explored the science behind the joy of

movement and how that improves mental

health. Virtual 30-minute yoga sessions were also offered, together with a reminder of the

health experiences. Clyde & Co launched Clyde and Mo, a wellbeing initiative specifically designed to

encourage its male colleagues to seek advice and support around their mental health and remove

the stigma often attached to the subject. The firm has invited speakers, including Jason Robinson,

the first black captain of the England Rugby team, to speak to colleagues at the firm about their own

experiences struggling with mental health to open up dialogue around this topic. In June 2024, Clyde

& Co supported Men’s Health Week by opening up the conversation around mastering health which

covered several bite size chats around stress and

burnout, physical health such as sleep, movement and nutrition as well as how to support one’s self and others.

Mental Health First Aiders are present in Clyde &

Co’s largest UK offices to ensure that mental health

support is accessible to any colleagues who require additional assistance. Originally introduced in the firm’s London office in 2019 and later expanded to other offices across the country, volunteer

Mental Health First Aiders at the firm are trained to

recognise signs of mental health issues and act as a point of contact for those who require support.

Benefits platform and discounts available

Clyde & Co’s Employee Assistance Programme is

This was followed by a roundup of webinar

colleagues and their families, providing free and

to colleagues on movement related items. recordings and all the health & wellbeing resources available.

To coincide with World Suicide Prevention Day

2024, Clyde & Co held a Legal Wellbeing event to focus specifically on mental health and

wellbeing in the legal profession. The event

aimed to give participants the opportunity to

share ideas and insights into mental health in the legal sector and to identify ways in which

Clyde & Co and other legal firms can take their work in this area further.

22

challenging issue to address, with many men often

Assessment

another example of support available to the firm’s confidential advice on a range of issues that may

impact a person’s mental health at home or at work, including finances, family care, relationships and emotional distress.

Clyde & Co held a series of

events on World Mental Health Day 2024 with the theme of

‘It’s time to prioritise mental health in the workplace’.

9 Extending enterprise

3.9 Goal 9: Extending Enterprise Bringing opportunities to communities and

come with that. If we can embed a social norm

discussed in terms of inward investment and

communities where setting up a business is less

having more jobs on the doorstep is often

promoting firms investing in places that have traditionally been social mobility coldspots.

However, enabling people and communities

of entrepreneurship across our country and in

common, then it can be a powerful lever to help talent and ideas thrive wherever they are.

to create their own jobs is perhaps the most

Starting in 2025, Clyde & Co will be working on a

the doorstep.

professional support to Greentech startups from

powerful way of really driving opportunity on

Traditionally there are some people and places that have tended to create more

new companies and the opportunities that

project to provide 12 months of free legal and other various university startup hubs and incubators across the UK, where the firm’s exceptional risk navigation skills will be valuable to help earlystage ventures achieve commercial success.

Assessment 23

the 10 Closing digital divide

3.10 Goal 10: Closing the Digital Divide The digital and AI divide is one of the major

3.10.1 AI

patterns have starkly displayed the impact of the

developments in technology is Artificial

barriers to opportunity. The recent shifts in working digital divide.

For some people it is about having poor access to

the internet or broadband in the first place. In other

One of the most significant recent

Intelligence (AI), which is revolutionising the way in which businesses and firms are operating across all sectors.

cases, people and communities might have access

Clyde & Co has positioned itself as a leader on

or the necessary hardware to work and learn on. They

embraced the use of AI so that it can offer its

to good broadband but not be able to afford a device may find it hard to afford the data that is needed to

study or work at home. For other people a lack of skill set or confidence with AI are major issues.

the use of AI in the legal sector. The firm has

clients comprehensive advice and guidance on

using AI to advance their business and navigating the risks and regulations of this new technology.

The digital and AI gap is a gap we have to close if we

Developments in AI technology are shared

revolution is an opportunity for a level playing field

AI podcast, which features industry specialists

are to enable equality of opportunity. The internet

but it also poses a growing inequality threat for those who cannot take advantage of an online world.

and discussed on Clyde & Co’s Embracing

to facilitate conversation about the impact of AI across a multitude of sectors.

Furthermore, as part of the firm’s International

Women’s Day celebrations in 2024, the Chicago office hosted one of the world’s pioneers in AI

ethics, Kay Firth-Butterfield. Kay was Head of AI and Machine Learning at the World Economic

Forum for five years and was awarded the 2024

Time100 Impact AI Award for her work in the field of responsible AI. Kay participated in a fireside

chat, available globally, with Eileen King Bower, Chair of Clyde & Co’s North American Board,

about her career to becoming a leading expert in

responsible AI, her experiences of being a woman in leadership, managing the risks of AI and the importance of eradicating bias from AI data.

24

Assessment

11 Infrastructure for opportunity

3.11 Goal 11: Infrastructure for Opportunity A lack of good infrastructure can be a significant

Clyde & Co regularly considers its approach to

opportunity on the doorstep, being able to find

what colleagues want but also reviewing what

barrier to opportunity. For communities with less opportunities where they live is essential. That is why investment in the roads and railways that

connect people with opportunities matter so much, unlocking people’s chances to aim for roles that

might not be on their doorstep but can advance their careers.

hybrid working, primarily taking into account

the wider legal professional services sector and

clients are doing. Currently colleagues work from the office for at least two days a week, but can

also discuss any personal arrangements around accessibility or otherwise with their managers and the HR Team.

With the growing trend of hybrid working, both from

Clyde & Co has a large network of office

lower the physical barriers to people being able to

Southampton to Aberdeen, so colleagues and

home and in the office, there is a real chance to

apply for jobs that are not right on their doorstep, but infrastructure for opportunities remains vital.

premises across the UK, ranging from

prospective candidates have opportunities to work from locations that are closer to home.

Assessment 25

13 Harness the energy transition

3.13 Goal 13: Harnessing the Energy Transition and Net-Zero

Clyde & Co’s Chief Sustainability

The transition to Net Zero in Britain is a unique

recognised in The Lawyers Hot 100

opportunity to see new careers and roles in the very places where they can make the most difference.

As we progress further with the energy

Officer, Paddy Linighan, was

2024 list in recognition of his work in this area.

transition it will become an ever more

3.13.1 Sustainability

Investment in the green economy is already

sustainability within the legal sector. The firm

fundamental part of the debate on levelling up. bringing brand new opportunities to areas

across the country, and it is crucial that the

transition is one that is equitable for people and communities everywhere.

Clyde & Co strives to play a leading role in driving recognises the role it has to play in ensuring

that the legal profession adapts to the move

towards a sustainable and green economy and is committed to reducing the impact of its work on the environment through a range of areas,

including carbon emissions, energy usage, waste and water usage.

In order to drive this agenda forward, the firm has created a new position within the firm of

Chief Sustainability Officer, alongside growing its sustainability team to further advance this work.

Clyde & Co’s Chief Sustainability Officer, Paddy

Linighan, was recognised in The Lawyers Hot 100

2024 list in recognition of his work in this area. One example of the work the firm is doing to promote sustainability across the legal profession is its

membership of the Legal Sustainability Alliance,

a collection of law firms working in collaboration to advance sustainable practices in the legal

sector. The firm is also a founding member of the

Net Zero Lawyers Alliance and a signatory to Legal Charter 1.5.

Clyde & Co has also converted all of its corporate credit facilities into Sustainability Linked Credit Facilities, the first law firm to do so.

26

Assessment

3.13.2 Net Zero

Recognising that the biggest sustainability

Clyde & Co’s UK offices benefit from best practice

carbon emissions, the firm has implemented a

example, Clyde & Co colleagues in Australia have

challenge facing Clyde & Co is in reducing its

Global Environmental Policy to outline its plans to reduce this impact which is published on their website.

Clyde & Co has committed to achieving Net Zero

emissions by 2038. This ambitious target has been developed through the Science Based Targets Initiative (SBTi), with plans validated by SBTi in

in the firm’s other offices around the world. For

access to an Electric Vehicle subscription plan

as part of their salary package to incentivise the use of EVs to reduce their car journey emissions when travelling to and from work. The firm’s UK

offices are now looking to launch a similar scheme so that its UK-based colleagues can reduce the environmental impact of their travel.

2024 to reduce Scope 1 and 2 greenhouse gas

3.13.3 Sustainable Procurement

levels and to reduce Scope 3 emissions by 50% in

emissions made up of Scope 3 emissions9, it is

emissions by 80% by 2030 from the firm’s 2019

With 95% of Clyde & Co’s total greenhouse gas

the same timeframe. The firm’s progress towards

clear that the procurement of goods and services

carbon emissions data to build a clear picture of

sustainability practices. It is for this reason that

meeting these goals is tracked by collecting

the efficacy to date of its work to achieve Net Zero.

There is a commitment to report on this progress

each year to ensure transparency and a transition plan further outlining the work to be undertaken in the pursuit of Net Zero will be published by May 2025.

Transitioning away from fossil fuels is an important aspect of the firm’s work to adopt sustainable

practices. In 2019, the firm committed to using

100% renewable electricity across its UK offices by 2025 by signing the Legal Renewables Initiative.

can have a significant impact on the firm’s

Clyde & Co has created its Sustainable Procurement Policy (published on their website), which applies to all procurement activities undertaken by the

firm, including acquisition of goods and services, selection of suppliers and management of

contracts, and is designed to ensure that suppliers’

procurement practices are in line with Clyde & Co’s values. The policy sets out Clyde & Co’s approach

to sustainable procurement and its expectations for each of its suppliers and sub-contractors who are expected to comply with the policy.

They achieved this in 2023. An energy efficiency

Suppliers to Clyde & Co are expected to provide

office to focus on reducing energy and water use.

and are encouraged to publicly commit to setting

programme is also being developed for each UK

In addition to the work done at board level, Clyde & Co’s colleagues are essential in the firm’s

efforts to achieve Net Zero. For this reason, the

data and information on their own sustainability

and reporting on a Net Zero goal for reducing their own greenhouse gas emissions to demonstrate year-on-year progress.

firm launched its Zero as one campaign, which

The firm continuously reviews and assesses its

participation among colleagues towards the firm’s

that are found to be performing well in specific

is designed to raise awareness and encourage

Net Zero goal. The campaign provides colleagues with access to a range of educational materials,

initiatives and practical tips they can implement

to reduce their environmental impact in the office, in their daily life when travelling to and from work, and in the work they do with clients.

suppliers’ work on achieving sustainability. Those areas such as social enterprise and sustainability are more likely to be invited again to tender for

the firm. This ensures that Clyde & Co works with partners who are engaged with the firm’s efforts

to work towards achieving Net Zero and share the firm’s high standards in this area.

Assessment 27 9

Clyde & Co Responsible Business Report 2024 (p60) https://online.flippingbook.com/view/33971427/60/

14

Achieve equality, through diversity & inclusion

3.14 Goal 14: Achieve Equality through Diversity and Inclusion The research is clear that more socially diverse

26 weeks fully paid leave regardless of gender

have a wider perspective and avoid groupthink.

and resources on women’s health topics such as

companies make better decisions because they The work of the Hamilton-Alexander Review has

been pivotal in opening up more opportunities in the most senior roles for women and the Parker Review has a similar focus on ethnic minorities, but there is a long way to go.

When we look across leadership roles in business, the judiciary, government and politics, there is

a continued skew towards those from the most

privileged backgrounds. Britain will not succeed

unless and until its leadership roles better reflect wider society at large.

3.14.1 Inclusivity

menstruation and endometriosis are all designed to support women within the workplace.

Clyde & Co’s commitment to celebrating

women within the firm was marked through a number of events held to coincide with

International Women’s Day. Talks, panel events and a talk from UNICEF were all organised to

celebrate the day, which had the theme in 2024 of ‘inspire inclusion’. A celebratory breakfast for women was also held on the day to promote a welcoming environment for the firm’s female Partners, colleagues and clients.

At the heart of Clyde & Co’s efforts to promote

The majority of those in the legal sector in the

is an ambition to create an inclusive environment

those from different racial or ethnic backgrounds

diversity, equity and inclusivity within its workplace which celebrates its colleagues’ differences. The firm recognises that having a diverse workforce

UK are from White British backgrounds and are traditionally underrepresented.

is essential to achieving greater results and

Clyde & Co seeks to ensure that its offices

Clyde & Co’s core values and the firm ranked in

environments for colleagues from all ethnic

successes. With ‘celebrate difference’ one of

the top 75 in the U.K.’s Social Mobility Employer Index four years in a row, promoting inclusivity is a clear priority for the firm.

A number of initiatives and measures are in

and workplaces are inclusive and welcoming backgrounds. Along with the LIFT program

(see Section 3.4), which aims to promote

opportunity within the legal profession to

people from diverse backgrounds, the firm hosts a number of events, including panel

place at Clyde & Co with the aim of ensuring

and speaker events involving colleagues

be themselves while at work. For example, the

publishes colleague-written blogs and thought

that all colleagues feel able to thrive and to introduction of a menopause policy, a new

parental leave policy which gives all colleagues

28

or parental role (see Section 3.1) and information

Assessment

and external parties, in person celebrations, leadership pieces and supports external

initiatives focused on underrepresented groups.

National and international celebrations of culture

through site visits, reports, surveys and focus

offices to help ensures that colleagues from all

of improvements in accessibility and community

and heritage are celebrated in Clyde & Co’s UK ethnic backgrounds feel valued and welcome

within their workspace. Occasions such as South

groups. This work has generated a range that the firm are looking to implement.

Asian Heritage Month, Latin Hispanic Heritage

All of the above-mentioned work is done in

Awareness Month and Black History Month were

(employee-led resource groups), whose goal

Month, Lunar New Year, Diwali, Eid, Islamophobia all acknowledged during 2024. The events for Black History Month included workshops on

Black hair to highlight hair discrimination and

the firm’s commitment to the Halo Code and a

panel event was held for Islamophobia Awareness Month where internal and external speakers were able to share their experiences as members of the Muslim community.

Clyde & Co works to achieve an accessible

and welcoming environment for its disabled

colleagues. Acknowledging that there is more

the firm can do to support disabled people within

the firm, it introduced a global accessibility policy which allows the firm to support those with a

disability, neurodiversity or long-term condition by

enabling it to consider and implement appropriate

adjustments in a way that is consistent, centralised and compassionate , regardless of location. Clyde & Co has also recently completed an audit, in

conjunction with the Business Disability Forum, to analyse in detail the accessibility of its UK offices

partnership with the firm’s Inclusion Networks is to provide a space for colleagues to come

together in support of a diversity topic, whether as a member of a community or as an ally. Current networks focus on gender equality; disability, neurodiversity and accessibility; LGBTQIA+ experiences; cultural, ethnic and religious

diversity; and parents and carers support. These networks also raise awareness through events

and communications, and advance the diversity, equity and inclusion agenda, promoting greater respect and inclusion for everyone at Clyde &

Co. The networks are encouraged to collaborate externally as well, for example ‘Pryde & Co’, our

LGBTQIA+ and allies network, collaborated with

Trans in The City to present a 4-part podcast series for Trans Awareness Week 2024. The episodes

covered personal transitioning journeys, healthcare challenges, workplace inclusivity, and effective allyship. This initiative aimed to break down

barriers and foster a more inclusive and supportive

environment, encouraging Trans legal professionals to thrive and succeed in the workplace.

Assessment 29

3.14.2 Representation and Diversity

Leadership roles in businesses, government

In March this year Clyde & Co also launched a

held predominantly by those from the most

partners to reach its most senior equity partner

organisations and politics in the UK are traditionally privileged backgrounds. Clyde & Co recognises the importance of having people in leadership roles who represent the firm and the regions it represents as a whole.

The firm’s DEI strategy for 2030 has been introduced to focus on the areas which Clyde & Co can target to create a more diverse workforce. By reviewing

its goals set in 2022 and replacing them with more challenging and wide-reaching goals, Clyde & Co demonstrates its commitment to leading the way on fostering diversity, particularly in leadership

roles so as to ensure that different cultures and

backgrounds are represented at the highest levels.

Specifically, Clyde & Co has adopted a ‘gap to parity’ approach for goals which will increase diversity

within roles at the firm. By 2030, the firm aims to have reduced the overall representation gap to ethnicity parity across the firm by 30% and to reduce the

representation gap to gender parity at all levels,

new global sponsorship programme for women roles. With a much slower progression rate

compared to other roles, in 2024 Clyde & Co

worked with an external consultancy to carry out a series of internal interviews and focus

groups across the firm to help understand what barriers may exist to diverse talent progressing

within the firm, and this sponsorship programme was one of the interventions recommended to help overcome some of the barriers identified.

The overall aim of the sponsorship programme is to support the participants to consider and realise their route to senior equity partner, as

well as provide them with the tools, knowledge and safe space in which to make an informed decision about their career path. Clyde & Co

also plan to implement further interventions as recommended by the report to support further diverse talent to progress at Clyde & Co at the same rate as their counterparts.

At a wider level, Clyde & Co’s careers team

including decision-making levels, by 50%. Clyde &

works with a number of firms to ensure that

on the Mansfield Rule certification and to strive to

The firm works with the Bright Network,

Co’s UK offices also work with Diversity Lab to focus consider more women, underrepresented racial

and ethnic groups, LGBTQIA+ people, people with

disabilities and those from lower socio-economic backgrounds for senior leadership roles and business development opportunities.

its talent pool is as diverse as possible.

Aspiring Solicitors and has launched the

Clyde & Co Academy, all of which are aimed

at supporting people from underrepresented ethnic backgrounds to succeed within the legal profession.

In March this year Clyde & Co also launched a new global

sponsorship programme for women partners to reach its most senior equity partner roles, where only 22.1% are women (as of 1 May 2024).

30

Assessment

3.14.3 Pay Gap

In 2023, the combined partner and colleagues

pay gap between male and female colleagues

from 50.7% in the previous year10. The colleagues

Clyde & Co reports annually on its gender

gender pay gap stood at 48.1%, an improvement

and partners at the firm. Clyde & Co also opts

ethnicity pay gap stood at 29.1% in 2023, also an

between colleagues from underrepresented

While this represents a continued improvement

to report annually on its ethnicity pay gap

ethnic backgrounds and its white colleagues.

This ensures transparency and a commitment to reduce the gap year-on-year in the pursuit of gender and ethnicity equality throughout the firm.

improvement from 33.3% in the previous year11.

year-on-year at the firm and in line with other law

firms that publish the data, the firm acknowledges

that the pay gap remains too high and that there is further work to be done. Clyde & Co’s total partner gender pay gap also decreased in 2023/24.

Assessment 31

10 11

Clyde Pay Gap Report June 2024 (p4) https://www.clydeco.com/getmedia/0dd74c42-5df5-40ef-8704-fba46949b0d4/Clyde-Pay-Gap-Report-UK-June-2024.pdf

(p13) https://www.clydeco.com/getmedia/0dd74c42-5df5-40ef-8704-fba46949b0d4/Clyde-Pay-Gap-Report-UK-June-2024.pdf

15

Working in Partnership

3.15 Goal 15: Working in Partnership Only by firms working in partnership

In 2024, Clyde & Co saw a 44% increase in

opportunity boosted.

contributed 19,898 hours of pro bono work12.

can potential truly be recognised and

By fostering strategic alliances with unions

and citizens assemblies, firms can harness

diverse talent and perspectives, and ensure

their initiatives are grounded in the needs of real-world communities.

The firm’s pro bono and non-legal volunteering programme focuses on three key areas:

inspiring young lives, equality before the law and sustainability and climate change- and the firm plans to expand its charitable contributions in

these areas further by pledging at least 10,000

volunteering hours over the next three years to

3.15.1 Charity and Pro Bono

Clyde & Co colleagues, both legal and non-legal, have a wealth of skills, expertise and experiences

which can be used to the benefit of those who most need assistance. The firm works in partnership with a number of charities and community

address climate change and biodiversity loss,

along with another 10,000 pro bono hours to the

Global Refugee Forum Legal Community Pledge

to support access to legal assistance for refugees and displaced people.

organisations to establish how its colleagues

A charity partnership with Go Beyond focuses

contribution to society.

providing educational programmes that help

can best utilise their talents to make a valuable

The firm has long-standing relationships with

community organisations across the UK in the places where there is the most unmet need.

Weekly legal advice clinics are run from

community advice centres in cities such as

on supporting children and young people by them to succeed in their early years. Clyde &

Co helps to provide children in the Go Beyond programme with the resources they need to

thrive and make the most of their experiences with the charity.

London and Manchester, often in collaboration

Voluntary work carried out by the firm’s

& Co colleagues work in partnership with the

reading schemes. Carried out both in-person and

with Citizens Advice. Through this work, Clyde communities they serve to extend access to

and reduce inequalities in legal representation to those who are unable to afford it due to financial barriers.

32

pro bono project participation and colleagues

Assessment 12

colleagues includes Clyde & Co’s primary school virtually in partnership with schools across the UK, colleagues at the firm support children to

improve their reading skills and self-confidence by volunteering time to these projects.

Clyde & Co Responsible Business Report 2024 (p41) https://online.flippingbook.com/view/33971427/41/

Not Beyond Redemption is an example of how Clyde & Co partners with other firms to use its

lawyers’ legal skills and experience to assist those

most in need. This initiative involves the firm’s legal

colleagues volunteering to support female prisoners in the UK with understanding their family law rights and to support them in seeking access to their

children during and after their prison sentence.

Originally in Manchester, the firm’s support of the project has been expanded to various locations around the UK so that Clyde & Co’s colleagues

Clyde & Co is an ‘Employers for Carers (EfC)’

communities in helping to reestablish relationships

charity for unpaid carers, and as part of this, the

can use their expertise for the good of their local

between incarcerated mothers and their children.

3.15.2 Diversity, Equity & Inclusion (DEI)

Clyde & Co recognises that for real progress

across the various diversity, equity and inclusion

challenges we all face, it must work together with industry peers, clients and other external firms, some of whom have already been mentioned earlier in this report.

Through its work in the Insurance sector,

Clyde & Co is a member of the Association of

British Insurers (ABI) and is part of their DEI Network.

The ABI has commended Clyde & Co’s work in the DEI space, in particular requesting to publish a

case study about the LIFT programme as a good

example of progressing social mobility. Clyde & Co is also a sponsor of iCAN, the Insurance Cultural Awareness Network, which focuses on under-

representation of minority ethnic groups across insurance in the UK.

member with Carers UK, the leading national

firm is proud to have achieved ‘Carer Confident’ accreditation which recognises employers who

build a supportive and inclusive workplace for people who are, or will become, carers, and empowers them to make the most of the talent they bring. This also

serves as an important demonstration of the firm’s commitment to providing a best in class working environment for carers.

Other examples include Clyde & Co being

a proud Global Diversity Champion with Stonewall

in the UK and extending its support for the LGBTQIA+

community across other regions in which it operates.

Similarly, Clyde & Co has a global partnership with the Business Disability Forum (BDF), to support

workplace disability and neurodiversity inclusion

and accessibility. The firm recently tasked the BDF to complete a full accessibility audit across its UK premises and will also be embarking on a digital audit. The firm is also committed to the Disabilty Confident Scheme.

Assessment 33

4. Analysis

4.1 Colleagues

In addition to its exceptional reputation as

and as a force for good in the wider community.

an international law firm, making a positive

contribution to the people both within its offices and in the communities it serves is at the heart of the work that Clyde & Co does. The firm

demonstrates a strong commitment to using

an essential part of its work, both as a legal firm The firm invests in its colleagues’ career

progression and personal wellbeing to ensure

that all Clyde & Co colleagues are supported to progress and thrive in the workplace.

its position within communities across the UK

By providing a wide range of professional

equality and opportunity, particularly within the

its colleagues to develop required skills to

as a force for good in breaking down barriers to legal profession.

34

Clyde & Co understands that its colleagues are

Analysis

development opportunities, Clyde & Co supports

enable them to achieve their career goals.

Clyde & Co colleagues are also invited to take part in

In addition to offering pro bono legal advice,

experiences and best practice encouraged by the

communities, including work to raise young

working environment in which its colleagues can

Mentoring Programme or enabling disadvantaged

mentoring programmes, with the sharing of advice, firm to promote a supportive and collaborative

learn and grow. The firm also leads by example in

supporting its colleagues to progress into leadership

Clyde & Co’s wider work within its local

people’s aspirations as part of the Stepney Green young people to go on free countryside breaks, has a significant positive impact on the lives

and management roles, with its tailored programmes

and outcomes of people across the UK.

within leadership positions particularly notable.

4.3 Widening Access to the Legal Profession

Despite the legal profession being notoriously

play in widening access to the legal profession

designed to support underrepresented groups

fast-paced and high-pressured, Clyde & Co’s

duty of care towards its colleagues’ mental health and wellbeing stands out. The positive feedback of colleagues regarding the firm’s work life and

wellbeing practices are testament to the way in

which Clyde & Co supports its colleagues to thrive in all aspects of their lives through a strong

Clyde & Co takes seriously the role it has to

and eliminate barriers that prevent those from

underrepresented groups from pursuing a career within the industry. The firm demonstrates this commitment by participating in a number of

programmes and initiatives designed to promote

greater equality and diversity within the legal sector.

framework of mental health and wellbeing support.

In addition to projects such as Bridge to the City,

fostering a welcoming and inclusive environment

which support school students and university

The firm also demonstrates its commitment to

through celebrations of national and international days around different religions and cultures.

4.2 Pro Bono and Community Work

With offices spread across the UK, Clyde & Co

ensures that it contributes to the communities

in which it is based by using the knowledge and expertise of its colleagues to positively impact

the lives of local people. The firm’s 19,898 hours

of pro bono work in 2024 evidence its commitment to leading the way on social impact.

Weekly legal advice clinics held throughout the

Bright Futures and its Summer Vacation Scheme, graduates to gain insight into the legal profession

and develop essential employability skills, Clyde & Co’s Legal Insight for Future Talent (LIFT) outreach

programme is a powerful example of how the firm is leading the way in using its position as a legal firm as a force for change within the sector. The programme, which was introduced to promote

social mobility throughout the firm and the wider legal profession, particularly among those from disadvantaged or black heritage backgrounds, demonstrates how creating a more inclusive

industry is a significant priority for Clyde & Co.

UK and work with Not Beyond Redemption to

The firm excels in providing alternative routes

children enable Clyde & Co lawyers to use their

award-winning apprenticeship initiatives and

the lives of those who are often prevented from

provide paid internship opportunities to young

support female prisoners retain access to their

legal expertise to bring about positive change in accessing legal advice and representation due to

into the legal profession, such as through its work with The 10,000 Interns Foundation to

people from underrepresented backgrounds.

financial barriers. By widening access to the justice

By recognising that university is not the right

Clyde & Co evidences its dedication to breaking

extending opportunity and accessibility within

system to people in the communities they serve, down barriers to social mobility and equality.

route for every person, Clyde & Co is successfully the legal profession.

Analysis 35

5. Key Community Opportunity Barriers Place-based data assessment

At the heart of our work is a commitment to

The data presented in this section focuses on

communities. To achieve this, we use the Indices

build a greater understanding of the challenges

understanding the unique challenges faced by of Multiple Deprivation (IMD) as the foundation for our place-based data assessments.

The IMD provides a comprehensive and reliable

measure of deprivation, helping us identify areas

where barriers to opportunity are most pronounced.

By analysing the data across the IMDs seven domains, we gain valuable insights into the factors affecting income, employment, education, health, housing, and more.

facing the communities in which the firm is

based by identifying opportunity barriers where outreach can be targeted.

Understanding the Indices of Multiple Deprivation (IMD)

The Indices of Multiple Deprivation (IMD) are a set of measures used to understand deprivation in

local communities. They help identify areas where people face challenges like low income, poor

health, or limited access to education and services.

This data-driven approach ensures that our

The IMD is made up of seven ‘domains’, or

enabling us to address deprivation effectively

a tool used by governments, charities, and other

strategies are focused, equitable, and impactful, and support communities where it’s needed most.

36

areas in which Clyde & Co operates, helping to

Key Community Opportunity Barriers

areas of life, that affect people’s well-being. It is firms to decide where to focus their help.

What do the IMDs measure?

Health deprivation and disability:

a different kind of deprivation. Here’s what they

health, or a higher chance of dying early,

The IMD looks at seven key domains, each showing measure and examples of challenges in each area: Income:

Checks how poor physical and mental affects people’s lives in an area.

Purpose Goal Alignment: 4, 12

Measures the number of people with very

low incomes, including those who struggle to pay for basics like food and housing.

Purpose Goal Alignment: 7, 9

Crime:

Measures how often people and

property are affected by crime like violence, theft, or vandalism in Employment:

Measures how many people of working age

the community.

Purpose Goal Alignment: 12

are out of work due to unemployment, health

problems, or other reasons they can’t control.

Purpose Goal Alignment: 4, 5, 6, 8, 9, 13

Barriers to housing and services:

Looks at how hard it is for people to

afford housing or access important

services like shops, schools, or doctors.

Purpose Goal Alignment: 10, 11, 12

Education, skills and training:

Focuses on low school results, limited

qualifications, and a lack of learning of training opportunities for adults.

Purpose Goal Alignment: 1, 2, 3, 4, 10, 13

Living environment:

assesses the quality of homes and the

local area, including housing conditions, air quality, and road safety.

Purpose Goal Alignment: 12

There is also an ‘overall’ measures, which combines the information from all

seven domains to give a complete picture of how deprived and area is compared to others. This broadly aligns with Purpose Goal 14.

Key Community Opportunity Barriers 37

How can my firm make a difference?

Crime:

of deprivation and their outcomes, they make

with local authorities to create safe

Because the IMD measures specific aspects it easier to firms to design targeted policies

and programmes to improve people’s lives.

By focusing on each of the seven domains,

firms can address the underlying issues that

contribute to deprivation and create meaningful,

spaces for young people, set up mentoring schemes, or launch neighbourhood watch

programmes. These efforts help foster safer, more connected communities.

lasting change.

Barriers to Housing and Services:

Below are some practical steps firms could take

transport, build affordable housing,

to make a difference in each domain: Income:

Firms can provide financial advice, such as budgeting workshops, or offer emergency support like food banks or grants for low-

Firms can advocate for better public or partner with local councils to improve

access to essential services like schools and GP surgeries. Such efforts can make daily

life more manageable for those in remote or underserved areas.

income families. These actions help alleviate

Living Environment:

and support long-term financial stability.

a direct impact on quality of life. Firms can

the immediate effects of income deprivation

Employment:

Initiatives like job training, apprenticeships,

and work experience schemes can help people gain the skills and confidence needed to enter the job market. For those unable to work due

to health issues, firms can assist with accessing disability benefits or finding flexible employment options.

Education, Skills, and Training:

To improve education outcomes, firms can fund tutoring programmes for children, run

homework clubs, or offer adult learning classes.

Helping people gain new skills or qualifications

can open doors to better job opportunities and financial independence.

Improving the local environment can have lead community clean-ups, plant trees,

or work with housing providers to fix poor living conditions. Projects to reduce air pollution or improve road safety are also effective ways to enhance the overall environment.

Conclusion

The IMD is a powerful tool for

understanding and tackling deprivation.

By focusing on the areas that need help the most, firms can make a real

difference. Whether it’s helping children

succeed in school, improving housing, or supporting mental health, small actions can lead to big changes in the lives of people facing deprivation.

Health Deprivation and Disability:

We define communities as meaning

community fitness classes, health checks, and

statistical geography comprising between

Promoting health and well-being through

mental health support groups can make a big impact. Firms could also run campaigns

to raise awareness about healthy lifestyles or improve access to local healthcare services.

38

To reduce crime, firms can work

Key Community Opportunity Barriers

Lower Super Output Areas, a type of

400 and 1,200 households that usually

have a resident population of between 1,000 and 3,000 persons.

Council Name: Birmingham LA District Code: E08000025 LSOA Name per Census 2011 (most recent): Birmingham 121B LSOA Code per Census 2011 (most recent): E01008978

Birmingham

Decile

Rank

Overall, which combines information from the seven ‘domains’ below to produce an overall relative measure of deprivation

1

45

Income, which measures the proportion of the population experiencing deprivation relating to low income

1

6

Employment, which measures the proportion of the working age population in an area involuntarily excluded from the labour market

1

4

Education, Skills & Training, which measures the lack of attainment and skills in the local population

1

2,566

Health Deprivation & Disability, which measures the risk of premature death and the impairment of quality of life through poor physical or mental health

1

66

Crime, which measures the risk of personal and material victimisation at local level

1

1,440

Barriers to Housing & Services, which measures the physical and financial accessibility of housing and local services

2

6,185

Living Environment, which measures the quality of both the ‘indoor’ and ‘outdoor’ local environment

3

7,660

(out of 32,844)

Key Community Opportunity Barriers 39

Council Name: Bristol, City of LA District Code: E06000023 LSOA Name (2011): Bristol 053B LSOA Code (2011): E01014726

40

Bristol

Decile

Rank

Overall, which combines information from the seven ‘domains’ below to produce an overall relative measure of deprivation

1

91

Income, which measures the proportion of the population experiencing deprivation relating to low income

1

338

Employment, which measures the proportion of the working age population in an area involuntarily excluded from the labour market

1

348

Education, Skills & Training, which measures the lack of attainment and skills in the local population

1

22

Health Deprivation & Disability, which measures the risk of premature death and the impairment of quality of life through poor physical or mental health

1

667

Crime, which measures the risk of personal and material victimisation at local level

1

133

Barriers to Housing & Services, which measures the physical and financial accessibility of housing and local services

3

6,659

Living Environment, which measures the quality of both the ‘indoor’ and ‘outdoor’ local environment

8

25,231

Key Community Opportunity Barriers

(out of 32,844)

Council Name: Guildford LA District Code: E07000209 LSOA Name per Census 2011 (most recent): Guildford 012D LSOA Code per Census 2011 (most recent): E0103049

Guildford

Decile

Rank

Overall, which combines information from the seven ‘domains’ below to produce an overall relative measure of deprivation

2

6,441

Income, which measures the proportion of the population experiencing deprivation relating to low income

3

7,234

Employment, which measures the proportion of the working age population in an area involuntarily excluded from the labour market

3

9,618

Education, Skills & Training, which measures the lack of attainment and skills in the local population

1

1,069

Health Deprivation & Disability, which measures the risk of premature death and the impairment of quality of life through poor physical or mental health

3

9,450

Crime, which measures the risk of personal and material victimisation at local level

2

6,541

Barriers to Housing & Services, which measures the physical and financial accessibility of housing and local services

4

11,729

Living Environment, which measures the quality of both the ‘indoor’ and ‘outdoor’ local environment

7

21,717

(out of 32,844)

Key Community Opportunity Barriers 41

Council Name: Hackney LA District Code: E09000012 LSOA Name per Census 2011 (most recent): Hackney 018B LSOA Code per Census 2011 (most recent): E01001847

Hackney

Decile

Rank

Overall, which combines information from the seven ‘domains’ below to produce an overall relative measure of deprivation

1

1,315

Income, which measures the proportion of the population experiencing deprivation relating to low income

1

1,731

Employment, which measures the proportion of the working age population in an area involuntarily excluded from the labour market

1

1,393

Education, Skills & Training, which measures the lack of attainment and skills in the local population

4

12,150

Health Deprivation & Disability, which measures the risk of premature death and the impairment of quality of life through poor physical or mental health

1

1,230

Crime, which measures the risk of personal and material victimisation at local level

1

1,766

Barriers to Housing & Services, which measures the physical and financial accessibility of housing and local services

1

1,796

Living Environment, which measures the quality of both the ‘indoor’ and ‘outdoor’ local environment

3

7,209

(out of 32,844)

Please note that we have identified Hackney as a proxy for Clyde & Co’s London office, which is located in The City of London. This is because The City of London is a mainly commercial district with few residential areas and has limited deprivation. In order to maximise Clyde & Co’s opportunity for community impact, the relatively more deprived and nearby Borough of Hackey has been chosen instead.

42

Key Community Opportunity Barriers

Council Name: Liverpool LA District Code: E08000012 LSOA Name per Census 2011 (most recent): Liverpool 019C LSOA Code per Census 2011 (most recent): E01006547

Liverpool

Decile

Rank

Overall, which combines information from the seven ‘domains’ below to produce an overall relative measure of deprivation

1

10

Income, which measures the proportion of the population experiencing deprivation relating to low income

1

123

Employment, which measures the proportion of the working age population in an area involuntarily excluded from the labour market

1

86

Education, Skills & Training, which measures the lack of attainment and skills in the local population

1

367

Health Deprivation & Disability, which measures the risk of premature death and the impairment of quality of life through poor physical or mental health

1

46

Crime, which measures the risk of personal and material victimisation at local level

1

526

Barriers to Housing & Services, which measures the physical and financial accessibility of housing and local services

9

27,122

Living Environment, which measures the quality of both the ‘indoor’ and ‘outdoor’ local environment

1

111

(out of 32,844)

Key Community Opportunity Barriers 43

Council Name: Manchester LA District Code: E08000003 LSOA Name per Census 2011 (most recent): Manchester 009A LSOA Code per Census 2011 (most recent): E01005202

44

Manchester

Decile

Rank

Overall, which combines information from the seven ‘domains’ below to produce an overall relative measure of deprivation

1

49

Income, which measures the proportion of the population experiencing deprivation relating to low income

1

87

Employment, which measures the proportion of the working age population in an area involuntarily excluded from the labour market

1

293

Education, Skills & Training, which measures the lack of attainment and skills in the local population

1

1,386

Health Deprivation & Disability, which measures the risk of premature death and the impairment of quality of life through poor physical or mental health

1

207

Crime, which measures the risk of personal and material victimisation at local level

1

48

Barriers to Housing & Services, which measures the physical and financial accessibility of housing and local services

3

8,365

Living Environment, which measures the quality of both the ‘indoor’ and ‘outdoor’ local environment

3

7,203

Key Community Opportunity Barriers

(out of 32,844)

Council Name: Southampton LA District Code: E06000045 LSOA Name per Census 2011 (most recent): Southampton 029I LSOA Code per Census 2011 (most recent): E01032755

Southampton

Decile

Rank

Overall, which combines information from the seven ‘domains’ below to produce an overall relative measure of deprivation

1

388

Income, which measures the proportion of the population experiencing deprivation relating to low income

1

970

Employment, which measures the proportion of the working age population in an area involuntarily excluded from the labour market

1

386

Education, Skills & Training, which measures the lack of attainment and skills in the local population

2

4,327

Health Deprivation & Disability, which measures the risk of premature death and the impairment of quality of life through poor physical or mental health

1

845

Crime, which measures the risk of personal and material victimisation at local level

1

49

Barriers to Housing & Services, which measures the physical and financial accessibility of housing and local services

5

16,397

Living Environment, which measures the quality of both the ‘indoor’ and ‘outdoor’ local environment

1

2,976

(out of 32,844)

Key Community Opportunity Barriers 45

6. Recommendations 6.1 Outreach

Clyde & Co leads by example within the

legal sector on outreach programmes, with a number of initiatives in place across the

firm to widen access to the legal sector for underrepresented groups.

The adage that ‘you can’t be what you can’t see’

impact within these communities

by identifying locations which face the highest barriers to opportunity

means that the earlier a young person is introduced

Formulating a comprehensive primary and

profession will become by enabling them to seek

provide Clyde & Co with the opportunity to

to a career pathway, the more accessible that

out the right work experience and advice to develop the necessary skills prior to entering their Higher

Education years. We understand and recognise that Clyde & Co made a conscious decision in recent

years to focus most of its resources on older children and young adults with its LIFT programme and

recruitment policies, however to build on the positive momentum, when appropriate the firm should

consider re-expanding its outreach work to deliver

earlier interventions that will introduce school pupils to the legal profession at a younger age.

46

The firm can amplify its positive

Recommendations

secondary school outreach strategy could

target interventions in social mobility cold spots in communities in which the firm’s offices are

based. The firm can amplify its positive impact

within these communities by identifying locations which face the highest barriers to opportunity and building links with networks of schools

and colleges to work collaboratively to deliver

sector-specific outreach initiatives. To go even further, they should consider engaging

colleagues from diverse backgrounds in their outreach §efforts to promote visibility.

6.2 Socioeconomic Background Tracking Diversity and inclusion is a key area of

focus for Clyde & Co and the firm has the opportunity to widen its social impact by implementing a system to track the

socioeconomic backgrounds of its colleagues.

We note that socioeconomic background is a

key part of Clyde & Co’s data transparency goals

within its DEI strategy, so one practical step to build on this could be to consider further collaboration

with the Purpose Coalition and the Breaking Down

Barriers Commission, specifically through its Three Scopes Model.

The Three Scopes Model offers a standardised

and systematic approach for firms to evaluate and communicate their social impact.

By dividing social impact into three distinct

6.3 Industry Collaboration

Customers and Community- the model provides

Clyde & Co is committed to using its position

spheres- Colleagues, Supply Chain, and

As demonstrated throughout this report,

clarity and focus, mirroring the effectiveness of

as a worldwide legal firm to contribute positively

climate change within the ‘E of ESG’.

Prioritising collaborative efforts with other legal

the carbon emission scope model in addressing

One of the key strengths of the Three Scopes

Model is its holistic approach, which encourages firms to consider their entire operation, rather than focusing solely on individual projects or external initiatives.

Working further with the Breaking Down Barriers Commission will enable Clyde & Co to make

advances in increasing their social impact by developing interventions that align with its diversity and inclusion agenda and the

socioeconomic demographics of its colleagues.

Clyde & Co is committed to

using its position as a worldwide

legal firm to contribute positively to the lives of those in its local communities.

to the lives of those in its local communities.

firms could provide a valuable opportunity for the firm to take its work on social impact even further.

By developing stronger ties with other legal

firms throughout the UK, for example through participation in industry groups and forums, Clyde & Co can share knowledge and best

practices to learn from and support the social impact journeys of other firms. Fostering

collaboration within the sector would also

provide opportunities for the firm to engage with efforts to find solutions to some of the wider barriers to opportunity within the legal profession.

Having implemented a wide range of initiatives

within its offices, Clyde & Co should now consider

taking steps to position itself as a leader on social impact within the legal profession, supporting

smaller legal firms with fewer resources to make strides in promoting opportunity.

Recommendations 47

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