ESG (Environmental, Social, Governance) has become one of those things every company talks about. Some mean it. Some don’t.
We mean it, but not because it’s fashionable. We care about this because clients increasingly ask about it, talented people want to work somewhere that takes it seriously, and frankly, it’s the right thing to do.
Environment
Law firms aren’t heavy industry. Our environmental impact is relatively small – we don’t run factories or emit huge amounts of carbon. But small doesn’t mean irrelevant.
We’re reducing paper use where we can. We’re tracking energy consumption. We’re choosing suppliers who take this seriously. We’re making our offices more efficient.
It’s not revolutionary stuff, but it’s real progress. And because we advise clients on environmental regulation and sustainability reporting, we need to practice what we preach. Hard to guide others if you’re not doing it yourself.
This covers how we treat people – both inside the firm and in the wider community.
Internally: fair pay, genuine progression opportunities, mental health support, family-friendly policies including adoption and fostering leave, and flexible working that actually works. We also care about social mobility in the legal profession itself. Law has historically been about who you know as much as what you know. We’re working to shift that through inclusive recruitment, genuine mentoring, and transparent progression. Not perfect yet, but actively improving.
Externally: getting involved. Each year we support a charity partner – for 2025, it’s Centrepoint, the UK’s leading youth homelessness charity. Our people are doing coat drives, sleep-outs, fundraising events, and pro bono work supporting organisations that need legal help but can’t afford commercial rates.
Social
Governance
In plain English: doing things properly, being transparent about how we operate, and being accountable when we get things wrong.
For a law firm, this should be table stakes. Our entire business is built on trust. If clients can’t rely on us to act with integrity, we’ve got nothing.
That means clear decision-making structures, proper risk management, and not cutting corners just because no one’s watching.
ESG can easily become performative – lots of statements, not much action. We’re trying to avoid that by:
- Tracking actual metrics, not just talking about intentions
- Being honest about where we’re not doing well enough yet
- Making ESG part of how we make decisions, not a separate “initiative”
- Listening when clients and colleagues tell us we need to do better
It’s ongoing work, not a one-time project. But it matters to the people who work here, the clients we serve, and the kind of firm we want to be.
Why this isn’t just PR
A personal perspective
As a parent, I care about ESG because I think about the world my children will grow up in. But as People Director, I care about it because it affects the decisions we make every day.
It’s about creating a workplace where people are treated fairly and feel valued. It’s about making choices that consider more than just short-term profit. It’s about being able to look back and feel we made things better, not just bigger.
That’s not just corporate responsibility – it’s basic decency. But in a world where not everyone operates that way, it needs to be said out loud and backed up with action.
Caroline White-Robinson – People Director, Growth & Development