Our people (2025–26)
Our people
Responsible Business
Report 2025-26
In focusTurning access into opportunity
This year, 82% of our incoming trainee cohort attended UK state schools, up from 56% the previous year. Partner and Diversity and Inclusion lead, Sarah Richardson, discusses why social mobility is central to Russell-Cooke’s culture, what we’ve achieved so far, and how we’re widening access to the legal profession for the future.
Of the partnership is made up of women
Retention rate of lawyers who qualified at the firm and are now 5+ years PQE
Black Interns Programme: paid internships supporting access to the legal profession
Of the 2025 trainee cohort attended UK state schools
Q&A
The legal profession remains one of the least socioeconomically diverse sectors in the UK. For us, widening access isn’t just about ticking a box; it’s fundamental to who we are as a firm. The law should reflect the society it serves, and that means removing the barriers that prevent talented people from all backgrounds from entering and progressing in the profession.
We also believe fairness converts to strong performance. Diverse teams bring broader perspectives and better outcomes for our clients. When people feel that they belong and can succeed regardless of their background, everyone benefits.
We strive to facilitate social mobility at every stage of our people strategy, whether that is in our recruitment processes, how we support individuals to progress or what we do to encourage strong retention rates. We collect socio-economic background data to understand where barriers exist, and we act on what the data tells us. For instance, we use Rare Recruitment’s Contextual Recruitment System to ensure we consider applicants’ achievements in context, not just their grades.
We’ve also redesigned our recruitment process to eliminate bias. Applications are assessed blind by a diverse panel of fifteen trained reviewers, with no access to candidates’ personal details. All of our opportunities are openly advertised, and every internship is paid, so financial means never dictate access.
The progress has been really encouraging. For example, 82% of our 2025 trainee cohort attended UK state schools, up from 56% in 2024. That’s a tangible shift in one year.
We’re also seeing strong retention, which is just as important. Over the last decade, 83% of lawyers who qualified with us and would now be five years PQE or more are still with the firm. That tells us we’re not just opening doors, but creating an environment where people want to stay and grow their careers.
We’re proud partners of the 10,000 Black Interns programme, offering participants meaningful placements and potential routes into permanent roles. We have also committed to the 10,000 Able Interns programme for future years to extend that impact.
Beyond recruitment, we’re focused on progression. For example, we run a Women’s Networking Group, a Working Parents and Carers Group, and a menopause policy to support our people at all stages of their lives and career. Women now make up 45% of our partnership, up from 35% in 2014, and 72% of our fee-earners.
We’re also proud to actively encourage career changers. Many of our lawyers have come to law from other industries, and that diversity of experience adds huge value. One of our education team leaders, for instance, began in the crime team and was supported by leadership to set up a new department that’s since flourished.
The traditional training contract model can exclude talented people who may not have the right academic profile or financial support to take the conventional route. So, in 2024, we launched a Qualifying Work Experience (QWE) pathway for existing legal assistants. We fund their SQE courses and exams, providing an alternative route to qualification. Three assistants began this pathway in September 2025.
Replacement sentence – The next major project we are exploring is solicitor apprenticeships aimed at local school leavers who may not have the opportunity to go to university. We want to offer a direct path into the legal profession while earning and learning and, over time, to extend apprenticeships into other business areas such as IT, HR, facilities and marketing.
Our employee-led Responsible Business Committee is a vital mechanism in that it keeps the agenda moving and ensures accountability. The Working Parents and Carers Group fosters an inclusive culture for those with caring responsibilities, while the Women’s Networking Group offers mentoring and visible role models.
What’s distinctive about our approach is that we co-create our three-year strategy with staff at all levels. Everyone has a voice in shaping our inclusion agenda. That shared ownership really drives engagement and authenticity.
We look at both quantitative and qualitative measures. Recruitment and retention figures are important, but so is how people feel. In the 2025 RollOnFriday survey, we received an “outstanding” rating, ranking joint-sixth for culture and first for work-life balance. Our internal engagement surveys show that pride, teamwork and management support all score above 5 out of 6.
In November 2025, the firm was named winner of the Outstanding Corporate Culture Award at the 2025 British Legal Awards, a recognition of our sustained efforts: from inclusive recruitment and fair progression practices, to strong retention, robust support networks and a culture where staff feel valued and empowered to thrive.
These results and recognition reinforce that inclusion and wellbeing are not separate goals, but go hand in hand.
The next stage is deepening the impact of our initiatives and tracking outcomes over time. Our new apprenticeship pathway will be a major milestone, but we’re also focusing on sustained mentorship and career progression support for those already in the firm.
We’ll continue to share stories of people who’ve built unexpected, successful careers here because they show that there’s no single way to succeed in law. Ultimately, our goal is for Russell-Cooke to be known as a place where potential, not privilege, determines opportunity.
My commitment to social mobility is also deeply personal. I’m a real-life example of what’s possible when barriers are removed and potential is recognised. I went to a mainstream school in Australia, and I didn’t graduate with a first-class degree in either my undergraduate degree or my law conversion. No one else in my family works in law, and I didn’t follow a traditional or privileged route into the profession.
I began my legal career as a paralegal and worked my way forward step by step. Today, I’m a partner at Russell-Cooke and have been recognised with an award for outstanding women in the profession. That journey wasn’t linear or pre-determined, but it shows that talent exists everywhere - opportunity does not.
That’s why this work matters so much to me. Social mobility isn’t an abstract concept or a policy objective; it’s about real people and real careers. If we can create pathways that allow more individuals to progress based on their ability and determination, rather than their background, then we’re not only strengthening our firm - we’re helping to reshape the profession for the better.
What supporting our people means to me...
Our people are at the heart of our firm. By working hard to embed wellbeing into everything we do, we create a workplace where everyone feels recognised, supported and genuinely valued, all of which underpins our unique culture.
Katie Longmate
Partner
Supporting our people means compassion, openness and teamwork. By listening and working together, we create a culture that underpins our success, our client service and our strong work-life balance.
Shabnam Ali-Khan
Partner