Being a global organisation means much more than having offices dotted around the world. If we are to be best in class in many different countries and internationally, we have to have a team that reflects the cultures and values of the communities and arenas in which we work. Because the more we understand client organisations and market demands, the more incisive our approach, the better our solutions, the more successful we are. It is a business case that actually puts inclusivity and diversity as critical to our performance – rather than just a sentiment or a notional requirement. It extends into so many different areas of our firm, from training and support within the workplace to a growing investment in local communities and projects.
Recruitment is probably the most obvious focus of our attention: we want to make sure that we bring in talent from the widest possible pool – and there are many initiatives to ensure we have access to gifted people from a variety of different backgrounds. Once people are here, we continue to make sure we create an inclusive working environment where everyone can excel. We were one of the first major law firms to introduce formal flexible working arrangements, for example; and today a growing proportion of our workforce is working flexibly. We also encourage special interest groups to allow Linklaters people with common interests to get together.
Above all, we aim to embed diversity in our business and make it mainstream. We’ve already achieved a considerable amount; but as ever with Linklaters, we want to continue to go further and do more.