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Diversity and Inclusion Annual Report

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Diversity and Inclusion Annual Report Diversity and Inclusion Annual Report 2020 INTRODUCTION A message from Global Managing Partner Global Head of Diversity and Inclusion I am delighted to share Ashurst’s Diversity and Inclusion Whilst it has been an extremely busy and rewarding annual report for 2020, outlining our achievements, activities 12 months when we look at progress the firm has made, Contents and impact in this space. 2020 has also been a year of enormous disruption and unrest. COVID-19 has impacted the way we live, work and A message from 3 2020 was undoubtedly a difficult year for us all, with the interact including the way we have traditionally approached impact of Covid-19 being felt across the world. Despite Diversity and Inclusion at Ashurst. This year has required Our year in numbers 4 the challenges that the pandemic brought upon us, I am us to step back and look at how we can effectively impact very proud of how the Ashurst community supported one change in a virtual world whilst still building a strong sense Our focus 5 another and built a stronger sense of community during this of inclusion and community. time. From the launch of a number of wellbeing initiatives, Covid-19 and its impact 6 and our LGBTI+ Inclusive Language Guide, to the creation of Each of us have experienced challenging aspects of COVID-19 a number of new D&I employee networks and new client whether that is managing work and caring responsibilities Our targets 8 collaboration opportunites – our focus on putting diversity or feeling isolated in lockdown. As we welcome a new year, and inclusion at the heart of everything we do only grew we also recognise the positive changes that emerged as a Driving diversity through meaningful data 9 in 2020. result of COVID-19 such as increased engagement with our D&I initiatives due to virtual delivery or the positive impact Last year also put a spotlight on the effects of racial Workplace of the future insights 10 that working remotely has had on flexibility and wellbeing. It inequality and systemic racism around the world. At Ashurst is important that we hold on to these positive changes and we do not condone or tolerate racism, discrimination or Beyond Covid-19 – look maintaining this in a post COVID-19 world. our new way of working 11 hatred of any kind. As such, we are taking a number of steps to address racial inequality and systemic racism which you In 2020, we enhanced our offering through the launch Addressing racial inequality 12 can read more about in this report. I am looking forward of initiatives such as our partnership with Headspace to working with our partners and our people, as well as our and celebrations such as Black History Month and or our Key achievements 14 D&I networks (including the Ashurst Black Network, Black first Global Spectrum event for Wear it Purple Day. Most Network, BAME Working Group, All At Ashurst, REPd and our importantly, our partners, senior leaders and people have D&I governance 15 First Nation Champions) to drive change in this space. played a significant role in helping to achieve our D&I goals and lifting engagement through the Committed to Change I hope you enjoy reading about our D&I achievements Our client collaborations 16 programme and Advisory Group, the launch of the Ashurst in 2020 and our focus for the future. I encourage you Black Network and our D&I podcast series. to contribute to our inclusive and diverse culture by Meet our networks 28 participating in the many initiatives offered through our Thank you to our partners, staff, clients and community Meet our networks 30 D&I strands and networks. partners for the contributions you have made to the firm’s Diversity and Inclusion programme. We look forward to Diversity & Inclusion team 32 working with you all in 2021 and work towards our goal of putting Diversity and Inclusion at the heart of everything we do. Paul Jenkins Kasey Zun Global Managing Partner Global Head of Diversity and Inclusion 2 DIVERSITY AND INCLUSION | ANNUAL REPORT DIVERSITY AND INCLUSION | ANNUAL REPORT 3 Our year in numbers Our focus Fostering an inclusive culture is key to our vision of being the most progressive global law firm. It allows us to offer exceptional service to our clients and create a 200+ great place for our people to work. We are proud of the diverse array of skills and abilities we already have within Ashurst. Recruiting, retaining and promoting the Wellbeing 500employees and partners+ 140 are active members of best people from the widest possible talent pool ensures that the firm recognises Committed to Allies globally over Change leaders D&I and embraces different perspectives. networks 36globally Whilst our focus is constantly evolving and expanding, the following represent our current key pillars of diversity: 71 D&Irelated posts 17,381 65+ number of D&I events held engagements across the globe D&I activity 243,665 across Ashurst impressions social media channels 4659 page clicks on 2,820 the Wellbeing website 40+ Hub link clicks training D&I sessions held across the globe 962 % Number of 67 clicks on the of partner Anti-Racism Hub promotes are female 1,087 58% downloads of female Let’s Talk About It wellbeing podcast in the business 4 DIVERSITY AND INCLUSION | ANNUAL REPORT DIVERSITY AND INCLUSION | ANNUAL REPORT 5 Covid-19 and its impact 2020 was a year of disruption and unrest across the world. COVID-19 has impacted the way we traditionally approach D&I and has required us to step back and look at how we can effectively impact change virtually, whilst still “With Melbourne enduring one of fostering a strong sense of community and inclusion. The virtual environment the toughest lockdowns globally, I was thrilled with having access to the format has increased D&I engagement, allowing our people to connect across virtual school holiday program. The offices and time zones like never before. As we look to strengthen our firm’s kids were so engaged and the activities resilience and continue to reimagine the way things are done, diversity and were creative and required limited parental supervision. Really great inclusion will become even more business critical. initiative as it has made an otherwise long boring holiday period really IMPACT ON OUR CARERS excited for the girls – they are already Lucy Lyttleton talking about tomorrow’s program. This year has brought challenges for all our people, but the impacts on our working parents and carers (Counsel, Melbourne) Thank you for making it happen.” has been considerable. The shift to remote working, school closures and home-schooling have resulted in an increase in responsibilities for our carers attempting to balance work and caring responsibilities. The firm has put in place measures to support our carers during this time including greater flexibility around working hours, access to external support through the firm’s global carers portal Circle In, as well as a virtual school holiday program. “As a working mother of two young children, I could not be happier with the flexibility and technology that Ashurst has Gail McPhail (Knowledge Content Lead, Glasgow) working from home. provided me since I joined the firm. This has been especially evident during the challenging period experienced with the pandemic whereby the teams are been given the option Lucy’s children participating in the virtual school holiday program. to work remotely even after the lockdown has been lifted in Spain. Although during this period clients are provided with the usual excellent service and have not been in any way affected, I do highly appreciate to work at a firm that recognize the added pressure that COVID-19 has brought Conchita Sainz to the workplace and actively provides us with all the (Counsel, Madrid) necessary means to improve the work/life balance.” Paul Jenkins (Global Managing Partner) working from home. Kate Le Pontois (HR Consultant, Brisbane) working from home. Lea Constantine (Division Head, Sydney) working from home. 6 DIVERSITY AND INCLUSION | ANNUAL REPORT DIVERSITY AND INCLUSION | ANNUAL REPORT 7 Our targets Driving diversity through meaningful data We aim to: The firm began collecting broader diversity demographic data from our partners and employees based in United States, United Kingdom and Australia (where local legislation permits) so that we can use this data to inform and better design “Foster a high performance culture that places our diversity and inclusion strategy and focus. The importance of educating the our vision, values and diversity at the heart of broader firm on why we are collecting diversity demographic data has been hugely everything we do” successful, with employees and partners sharing their insights on data collection below. D&I is key pillar of our firm’s business strategy, which sets the tone for our people globally. Our long-term commitment to best practice in D&I will place “With a lens on disability, a “One of the most concrete ways us in a strong position to reach our aspirational goals. significant number of disabilities the firm can ensure that it is are invisible and may be acquired achieving its goal of being a BY MAY 2021 WE WANT: over time. It is critical that diverse and inclusive workplace 33% of the global partnership to be female; at present: we support everyone with a is by maintaining data which disability, fostering a supportive 25% of our partnership is female tracks that diversity. This data and inclusive culture. The firm will not only assist to ensure 67% of partner promotions in 2020 were women will be in a stronger position to that goals are being reached, understand what action can be but it is also the most accurate 30% of legal management / leadership roles to be held by women taken and make meaningful way of assessing whether there target exceed with 32% of roles held by women Lucy Larsen change if we have a clearer Myfanwy Wood are particular areas which need (HR Manager, Policy & picture though data.
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