Page 23 - Prime - Marking Ten Years

“In the 10 years since PRIME was formed, we and the wider legal profession have made meaningful progress. Looking forward, however, there is still so much more that needs to be done.”
I touched on it at the start of this review and it is important that we do not simply pat ourselves on the back for what we have accomplished. We must focus on the way
The Future
‘Access’ and it is an area that we will be exploring in more detail during our conference in November when we come together to discuss what more is required over the next ten years.
We are not alone in recognising the importance of this - see for example
the government taskforce and the Social Mobility Commission’s toolkit. The mission of the
taskforce, commissioned by HM Treasury and BEIS and run by the City of London Corporation, is to challenge the lack of career
progression for those coming from non-professional backgrounds. And the Social Mobility Commission’s toolkit has progression as one of its areas of focus. It highlights that social mobility isn’t just about who gets in, it’s also about who gets on.
I have no doubt that PRIME’s good work will continue but we need to see the progress that law firms have made in broadening access extended to the development and retention of these stars of the future. It should be plainly apparent by now that a diverse workforce with diverse experiences will produce better outcomes for business and the way in which the profession serves its clients.
The last ten years have shown very clearly that social mobility is not a “nice to have”. It is impossible for law firm leaders to ignore it. Our people expect it and, as you have read in this report, clients demand it as part of a holistic Equality Diversity and Inclusion commitment.
Barclays and Vodafone have shared with us here how they, as clients, have
a role to play in driving change. They are asking law firms to show their commitments around diversity, and are holding them to account. They are not alone. In just the past few months, we have seen more and more clients using their buying power to push for greater diversity in the legal profession. They are demanding results and that is impossible for law firm leaders to ignore.
Now more than ever, those firms that do not embrace diversity and create a sense of belonging for all of their people regardless of their background risk being left behind. Society also demands it and it is an important aspect of the Environmental, Social and Governance agenda and the growing trend of firms seeking to enhance the positive impact that they have on the wider community.
At its simplest, it is about future-proofing. I urge all law firms to respond to the challenge in the way that they do to the challenges that their clients face. If that happens, there will be no need for PRIME still to exist in 10 years’ time. What better measure of success could there be?
Nicholas Cheffings, PRIME Chair, Hogan Lovells
forward. A report last year by The Bridge Group looked at socio-economic background and progression to partner in the law. Through their study of partners at a group of leading
law firms in England, they found them to be deeply lacking in diversity, and most acutely by socio-economic background. ‘Development and Retention’ is a logical next step of focus after