Our latest Responsible Business Report highlights social mobility as a defining priority in how we support our people and shape the future of the legal profession. For us, widening access is not a standalone initiative; it is embedded across recruitment, development and career progression.
Leading this work is children law partner and Diversity & Inclusion lead Sarah Richardson, whose own career journey reflects the impact opportunity can have. “The legal profession remains one of the least socioeconomically diverse sectors in the UK,” she says. “If the law is to reflect the society it serves, we need to remove barriers that prevent talented people from entering and progressing.”
From paralegal to partner
Sarah did not follow a traditional route into law. She began as a paralegal and progressed step by step to partnership. That experience shapes her approach today. “Potential, not privilege, should determine opportunity,” she explains.
To put that principle into practice, we have redesigned recruitment processes to reduce bias, including blind application review and contextual recruitment tools that consider candidates’ achievements in context. These measures are already delivering measurable results. In 2025, 82% of our trainee cohort attended UK state schools, up from 56% the year before. “That’s a tangible shift in a single year,” Sarah notes. “It shows that when you rethink systems, progress can happen quickly.”
Embedding inclusion
However, recruitment is only part of the picture; retention and progression are equally important. Over the past decade, 83% of lawyers who qualified with us and are now at least five years post-qualification have remained at the firm - evidence, Sarah says, that inclusion must continue throughout someone’s career.
New entry routes are also expanding access. A recently introduced Qualifying Work Experience pathway allows legal assistants to train while working, with SQE courses funded. Plans for solicitor apprenticeships aim to provide school leavers with a direct route into law without the financial burden of university. “We want talented people to see a future here regardless of background,” Sarah explains.
For Sarah, the case for social mobility is both ethical and practical. “Diverse teams bring broader perspectives and better outcomes for clients,” she says. “When people feel they belong and can succeed, everyone benefits.”
Her vision is simple but ambitious: a profession where opportunity is shaped by ability and determination rather than circumstance.
Social mobility isn’t an abstract concept. It’s about real people and real careers.
To read more about our people commitments, read our Responsible Business Report 2025-6.
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