Linklaters

What we said

What we have done

What we will do

Develop more streamlined client reviews enabling greater coverage of our clients’ challenges and needs.

“Light” version of Client Relationship Review programme being developed.

• • Support partners in broadening their activities in the wider markets in which we operate.
• • Continue to improve quality assurance through Client Relationship Review programme.
• • Strengthen approach to CR issues in the supply chain.

Introduce more oversight and consistency to obtaining client feedback on pieces of work.

The “Light” version of the Client Relationship Review programme will provide more comparability for client feedback data. Internal best practice being identified and developed through Matter Practice Review programme.

Each geographic practice to review our current approach to the development of legal and regulatory frameworks and identify further opportunities to contribute, in line with the firm’s strategy.

Draft guidelines supporting “outside” activities of our partners in the marketplace in discussion but have not yet been formally agreed or communicated.

What we said

What we have done

What we will do

Flexibility Principles launched globally. Levels of communication and follow-up action have varied across the network.

• • Develop regional Gender Action Plans, including measures designed to increase the number of female partners.
• • Ensure that each office has a well-communicated flexible working policy.
• • Deepen our coaching culture through further support for partners and managers in giving regular constructive feedback.
• • Explore our people’s views on our values further and identify ways we can communicate the role of our values in our decision making more openly.
  

Encourage a culture of giving and receiving constructive feedback. We will promote best practice, giving guidance on how to provide effective feedback.

Feedback Campaign to promote best practice and provide guidance has been launched globally. The campaign has generated a significant amount of discussion and interest across the firm.

Measure progress against firmwide targets for Global Engagement Survey.

All practice groups and offices have developed action plans to implement ideas and feedback generated from the 2010 Engagement Survey. Results from the 2011 Engagement Survey are published in this report.

What we said

What we have done

What we will do

All our people in every office will have access to skills-based, strategically aligned volunteering opportunities in 2011.

Achieved for every office

• • 25% of our people tovolunteer in every office with at least 75% of that volunteering using the skills of our people.
• • Develop and report on 10 to 12 common impact measures for our global CI activity.
• Achieve Community Mark accreditation globally

At least one quarter of our people in every country will volunteer during 2011. We will measure in detail the impact of six pro bono projects and six community projects, of which at least 50% will be outside the UK

25% volunteering achieved in 24 of 26 offices.
Detailed Impact measurement will be available for this year’s CR report.

Every country will continue working to achieve the CommunityMark accreditation in 2012 to further improve how we target and deliver the investment we make in our communities.

All offices assessed and action plans being prepared. All on track.

What we said

What we have done

What we will do

Environmental Management Systems to be developed for all 26 offices by the end of FY12 as a precursor to global accreditation to ISO 14001.

Annual UK ISO 14001 EMS audit successful in January 2011. EMS in place in six offices. All offices are able to provide some environmental data. WEEL & ASIA priorities for development.

• • Environmental Management Systems to be developed for all 27 offices by the end of FY12 as a precursor to ISO 14001.
• • Set global objectives for environmental impacts.
• • Increase staff and partner engagement.
  

Achieve reduction in travel and energy use to realise the full benefit of investments in Telepresence, PC power-down and other initiatives.

Decrease of 19% in electricity usage from PCs and avoided 1,900 tonnes of Carbon Dioxide emissions due to the use of video conferencing.

Run a new staff engagement campaign globally to raise awareness of environmental issues, leveraging the United Nations General Assembly International Year of Forests to highlight our role in the management, conversation and sustainable development of the world’s forests.

All 26 offices participated in World Environment Day ,with almost 500 entries in our global photography competition. Over 1,200 of our people globally voted in the photography competition and completed the Global Firm Facts and Forests Quiz.