Diversity and Inclusion Annual Review 2023
Our progress this year
Diversity and inclusion
Our five year diversity plan
In 2021, we launched new five-year global commitments to diversity and inclusion and targets for gender, race and ethnicity, and LGBTQ+ representation reflecting a refreshed focus across the firm on action and progress in this area.
Creating an inclusive environment at Freshfields, where diversity of thought is valued, and people feel they belong and can thrive is central to making us a stronger firm and delivering better outcomes for clients. This has been a focus for us for some time, and we are proud of the progress we have made, but we need to go much further. This includes tracking our progress against ambitious targets to increase the pace of change and embedding commitments across the firm so that everyone understands the role they play.
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Georgia Dawson |
The new global targets for 2021 - 2026 include:
- New partners will be at least 40% women and 40% men (20% men, women or non-binary)
- All key global leadership functions will have ethnic diversity and at least 40% women and 40% men (20% men, women or non-binary) by 2023
- Doubling the number of Black associates at the firm by 2026
- A LGBTQ+ global partnership target of at least 5% by 2026
The firm will also have location specific race and ethnicity goals.
The commitments are designed to support the targets and focus on the central importance of diversity and inclusion to our people and our business, and are driven by leadership, accountability and data. Some of the first actions include:
- Launching Future Leaders – a new global talent programme for Black and minority ethnic colleagues
- Requiring leaders to make measurable individual commitments to diversity and inclusion each year
- Greater recognition of contributions to diversity and inclusion in appraisals at all levels of the organisation
- Building on and investing in external partnerships and community efforts through our pro bono and volunteering opportunities for colleagues globally.
These commitments and targets should not be considered as the final destination, but as a means to accelerate real progress. To be successful we must continue to evolve our efforts to recognise the complex and intersectional nature of diversity, building diverse representation and inclusive teams, and take opportunities to bring together different groups, both within the firm and in partnership with external organisations to drive change. We have lots of hard work ahead of us, but I am excited about the opportunity we have and the holistic approach we have taken.
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Helen Ouseley |