DIVERSITY AND INCLUSION - ACTION PLAN 2019 2021
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Diversity and Inclusion
Action Plan
2019 – 2021
Chapter heading 2 Diversity and Inclusion Action Plan | 2019 – 2021
Contents
A message from our Global
Managing Partner 4
Diversity and inclusion at Ashurst 5
Recognition and achievements 7
Our leadership 8
Our networks 10
Our commitment to our clients 11
Our Action Plan 2019 – 2021 15
Inclusion Priorities 16
Gender 17
LGBTI+ 18
Caring responsibilities 19
Disability and Resilience 20
Multiculturalism 21
Message from the Diversity
and Inclusion Team 23
Diversity and Inclusion Action Plan | 2019 – 2021 3
A message from our Global Managing Partner Fostering an inclusive culture is key to Ashurst’s vision of being the most progressive global law firm. It allows us to offer exceptional service to our clients and a great place for our people to work. That is why diversity and inclusion are at the core of our business strategy. In 2017, we adopted the goal of “being renowned for diversity internally and by our peers” as one of the firm’s objectives. This goal has facilitated a sustained focus on a wide range of diversity and inclusion initiatives and I am extremely proud of what we have achieved to date. However, there is still much left to do and I am committed to ensuring that we continue to make further progress in this space. As part of this commitment, I am proud to present Ashurst’s first public Diversity and Inclusion Action Plan. The Plan outlines our overarching diversity and inclusion priorities, and details the practical steps that we will collectively take to progress diversity and inclusion within Ashurst over the next two years. While some of our actions will focus on particular diversity strands, much of what we plan is designed to promote greater inclusion for all. I look forward to playing my part to make Ashurst an even more inclusive workplace. Paul Jenkins Global Managing Partner 4 Diversity and Inclusion Action Plan | 2019 – 2021
Diversity and
Inclusion at Ashurst
“We aim to be renowned internally and by our peers for diversity
and inclusion.”
Diversity and Inclusion (D&I) is an integral Recruiting, retaining and promoting the best
part of the firm’s business strategy and one people from the widest possible talent pools
of the firm’s five business goals. This ensures is an essential business imperative to ensure
D&I is considered at the highest levels as well we offer an elite and innovative service to
as informing our day to day initiatives and our clients. We are proud of the diverse array
approaches. D&I is regularly on the agenda of of skills and abilities we already have within
Executive Team meetings as well as considered Ashurst, and our approach to D&I and creating
in the context of a range of processes such a diverse and inclusive culture aligns with our
as promotions and succession planning, firm values and our vision of being the most
performance, resourcing and remuneration. progressive law firm.
Disability and Caring
Gender Multiculturalism LGBTI+
Resilience Responsibilities
Diversity and Inclusion Action Plan | 2019 – 2021 5
“The D&I agenda is incredibly important to me
as I feel strongly about the value of encouraging
diverse and individual thought, and a huge part
of that is about making the workplace more
accepting of all individuals, notwithstanding
any differences.”
Sofia Aslam
Trainee Solicitor, London
Member of All at Ashurst
6 Diversity and Inclusion Action Plan | 2019 – 2021
Diversity and inclusion at Ashurst
Recognition and achievements
Ashurst is proud of its longstanding commitment to D&I and has
introduced a wide range of initiatives and programmes designed to embed
D&I in our culture. Our goal of “being renowned for diversity internally
and by our peers” has facilitated a sustained focus on a wide range
of D&I initiatives and we are proud of the progress we have made to date.
Highlights, Awards and Benchmarking
• Founding signatory of the award- • Shortlisted in 12 categories at the
winning Mindful Business Charter Euromoney Legal Media Group
initiative in the UK, working with Asia Women in Business Law
Barclays to help develop the Awards, including Best Firm for
initiative and piloting it in our Diversity by International Firm and
Projects and Disputes groups. Best Mentoring Programme by
International Firm.
• Won the Employee Programme of
the Year Award for Committed to • Achieved Maturity Matrix
Change at the 2018 Lawyers Weekly accreditation in the Investing
Australian Law Awards. in Ethnicity and Race UK
Government initiative.
• Commended in the Innovation
in Diversity and Inclusion section • Participated in the Business
at The FT Asia Pacific Innovative Disability Forum’s Disability
Lawyers 2019 Awards for Standard Exercise 2018.
Committed to Change.
• The firm’s diversity leadership
• Won Diversity Star Performer Award engagement programme,
at The Herald and GenAnalytics Committed to Change, designed
Scottish Diversity Awards 2018. to increase the number of partners
proactively engaged in driving our
• Spectrum shortlisted for the LGBTI
D&I agenda, now boasts over 100
Employee Network of the Year
participating partners.
award at the Australian LGBTI
Awards 2018. • We have made significant progress
in increasing the number of women
• Lawyers Weekly Women in Law
in leadership roles with 30% of
Finalist for Diversity Firm of the
females in senior management
Year (Australia).
and 52% female new partner
promotes in 2019.
Diversity and Inclusion Action Plan | 2019 – 2021 7
Diversity and inclusion at Ashurst
Our leadership
Engaged and supportive governance is needed to foster a culture of inclusion.
Our commitment to D&I is evident through our leaders across the firm who play
a critical role in creating our strategy and driving progress. Our D&I leaders include:
Executive Team and Board Diversity and Inclusion
Paul Jenkins, Global Managing Partner, is personally Advisory Group
accountable to the Board for execution of our D&I The Diversity and Inclusion Advisory Group (DIAG)
strategy. The Board and the Executive Team request comprises partners and senior Business Services
and receive regular briefings on the progress of D&I individuals representing all of our partners and
initiatives. The Chair is personally engaged with staff, who work together to develop and oversee the
our ethnicity and social mobility agenda, while the implementation of our D&I action plans. Our strand
Managing Partner has a strong focus on gender through champions include Helen Burton, Amanda Ludlow,
his role with Male Champions of Change in Australia. Jean Woo, Diana Rodríguez Redondo, Valarie Canestra,
Each member of the Executive Team has adopted Ronnie King, Andrew Carter, Tim Rennie, David Jones,
a personal D&I action plan, meaning that awareness Vaughan Bruton, Julia Derrick, Nick Terry, Sarah Ross-
of the key issues is now well embedded for this group. Smith, Anna Quilter, Dean Moroz, Natsuko Ogawa,
Every partner is asked to indicate, at their performance Tim Regis, Jo Shepherd, Anna Hermelin, Mark Herbert,
review, what D&I actions they have taken over the year. Edward Sparrow and Melissa Fraser. The group is chaired
by our Global Managing Partner, Paul Jenkins, and
supported by the D&I team and the Chief People Officer,
Caroline Rawes.
Global Diversity and Inclusion Team
The global D&I team consists of Deborah Dalgleish,
who leads D&I for the EMEA region, Kasey Zun, who
leads D&I for the Asia Pacific region and Emmi Makiharju,
supporting D&I globally. The team supports the
development and implementation of the firm’s diversity
and inclusion strategy, engages with the global
offices to raise awareness of diversity and inclusion
issues and works closely with each of the networks
and diversity committees.
“It has been great to learn more about “I personally feel we have a unique
the firm’s history and meet the women opportunity to drive the D&I agenda forward
who have shaped our culture as part now that it has become a priority for most
of our project to celebrate the centenary firms and there is full management support.
of women in law in the UK.” We must not forget that it wasn’t so long
ago when it was a lot harder to make
Rosie Stanger, Solicitor, London
Member of London Women’s Network ourselves heard…!”
Cristina Calvo, Head of Continental
Europe, Madrid
8 Diversity and Inclusion Action Plan | 2019 – 2021
Committed to Change
Committed to Change (C2C) was established by Global Managing Partner Paul Jenkins in 2017 to increase
the number of partners proactively engaged in taking forward the firm’s diversity agenda and helping
to embed D&I in business as usual, as an integral part of achieving a high performance culture.
Overview: Global activities include:
106 partners/senior 21 offices across Establishing Sponsorship of high Participating
business services the globe and championing performing female in reverse
leaders signed up D&I Networks senior associates mentoring
and counsel
Reverse mentoring facilitates the development of a different perspective, with a less experienced individual
mentoring the more senior. Our mentees have been keen to hear views on a variety of diverse issues,
including gender, caring responsibilities, ethnicity, culture and faith, career paths and LGBTI+.
WIDENING PARTICIPATION
In a number of offices we are taking active steps to ensure that we appeal to those who might not have a
‘typical’ or ‘traditional’ background. We are using ‘gamification’ selection and assessment techniques in Asia,
Australia and the UK to provide objective means of identifying the necessary skills for strong performance
at the firm; we deploy social mobility contextual screening to ensure we identify high potential talent and
have established legal apprenticeships in the UK which enable those who may not be able or wish to attend
university to qualify as lawyers; and, we have established a social mobility working group to look at issues
affecting both recruitment and retention in this context.
Diversity and Inclusion Action Plan | 2019 – 2021 9
Chapter heading
Our networks
Ashurst’s D&I networks allow our colleagues to connect with others who share
their interests and help drive forward our D&I programme. In smaller offices,
Diversity Committees operate across all diversity strands.
Spectrum is the firm’s network for LGBTI+ colleagues and The Women’s Networks provide a forum for women
Allies. Spectrum aims to support LGBTI+ colleagues by to exchange ideas and best practice, and support the
promoting inclusive language and behaviour and being firm’s gender diversity strategy and achievement of our
proactive advocates for LGBTI+ colleagues. targets. They organise a varied programme of events and
workshops, including an annual International Women’s
Day programme and a number of mentoring programmes.
All At Ashurst is the firm’s multiculturalism network, The disABILITY and resilience network promotes
which focuses on ethnicity, faith and culture. awareness and understanding of disability issues in
It organises a wide programme of events to raise the workplace, covering both physical disability and
awareness and educate. the promotion of positive mental health (together
with the Wellbeing team), as well as support for those
experiencing mental health challenges, where it works
in conjunction with our Wellbeing Allies.
Family Matters organises a programme of talks on
different aspects of caring responsibilities, the many and
varied forms of family life lived by partners and staff and
the challenges of combining family issues with working
responsibilities.
10 Diversity and Inclusion Action Plan ||2019
2019––2021
2021Diversity and inclusion at Ashurst
Our commitment to our clients
Our vision is to be the most progressive law firm and our focus on D&I is a key part
of this vision. A commitment to best practice in D&I will facilitate the achievement
of our long-term business strategy internally and externally.
We recognise the importance that our clients place on We work with our clients to deliver D&I workshops,
creating a diverse and inclusive culture across their own co-host events and share best practice as well as
organisations. If we are to add real value for our clients, partnering with them on a range of diversity and
we need to create a diverse and inclusive culture at inclusion initiatives.
Ashurst. The diversity of our people and their knowledge,
views and experiences allow us to better understand
our clients and act as a trusted advisor.
“The Women in Legal department (WiLD) was “It was really satisfying to work with Amazon
keen to offer a practical session following on to create a new session combining different
from some of the foundation work we had elements and areas of focus to address the
done around unconscious bias. We were able issues they identified as being of the most
to work with Ashurst to develop a bespoke interest and which they saw as able to deliver
session which enabled a group of people practical value for their group”.
from both organisations to come together
Deborah Dalgleish, Head of Diversity
and share experiences, insights and ideas. and Inclusion at Ashurst
The feedback was very positive.”
Maddi Thimont, Associate Corporate Counsel
EMEA at Amazon
Diversity and Inclusion Action Plan | 2019 – 2021 111 3
2
4 5
6
12 Diversity and Inclusion Action Plan | 2019 – 20217
Chapter heading
8
1. Trans* Awareness with Rachel Reese and David Scholz Glasgow
2. Diwali celebration Singapore
3. TELL Tower Climb for Suicide Prevention Day Tokyo
4. The Royal Mail’s Rainbow post box for Pride Month London
5. InterAlia Legal Diversity Forum Singapore
6. International Women’s Day celebration London
7. Attending the Australian LGBTI Awards Sydney
8. Signing the Legal Diversity and Inclusion Alliance Charter Brussels
9. Chinese New Year celebration Sydney
10. Women in Real Estate Spain panel event Madrid
9 10
Diversity and Inclusion Action Plan | 2019 – 2021 13“Since joining Ashurst, the D&I agenda, and “The Ashurst Brisbane Women’s Network
especially LGBTI+ inclusivity, has been a is passionate about encouraging and
really important focus for me. The firm is supporting all female staff in the Brisbane
a huge supporter in teaching tolerance, Office to reach their full potential by
developing understanding and encouraging creating networking opportunities as well
education in relation to LGBTI+ topics, and as mentoring networks for its members
through my work as Lead of Spectrum and through various events and other initiatives.
Allies Glasgow I feel that people have had a I am particularly proud of the inclusive
genuine opportunity to learn more on what approach we take in relation to Brisbane’s
can sometimes be confusing or challenging Mentoring Programme, which is open to all
topics. As an openly gay male employee I feel female staff whether they are in a legal or
nothing but acceptance and love at Ashurst.” business services role”
Jack Ogilvie, Senior Legal Analyst Amanda Wu, Associate, Brisbane
Glasgow, Lead of Spectrum Member of Brisbane Women’s Network
“Since the firm began its Diversity and “It is fantastic to see the support that has
Inclusion journey, it has been enlightening been poured into diversity and inclusion
to see that no one size fits all – D&I initiatives in Singapore (and globally) which
driven initiatives must resonate with the shows how important it is for so many
local culture and sensitivities to lead to of us. This encourages the committee to
engagement. In fact, our D&I efforts need continuously look out for new ideas to
to correlate with the diversity of approaches promote these values.”
and cultures in all offices across the globe
Arvin Loh, HR Advisor, Singapore
and address the specific type of challenges D&I committee member
present. This is precisely why local champions
and committees play such a crucial role.”
Anna Duron, Senior Associate, Brussels
D&I Committee Lead
14 Diversity and Inclusion Action Plan ||2019
2019––2021
2021Chapter heading
Our Action Plan
2019 – 2021
Ashurst is pleased to launch our first integrated Diversity and Inclusion
Action Plan. Overpage you will see the three overarching inclusion
priorities which will guide and inform all that we do. These speak to our
core values and culture. In each of the jurisdictions where we practise we
will have different areas of focus and there will be significant variations
in local culture and norms – but as a global firm, we want all of our
partners and staff to aspire to the same high standards of inclusion.
We follow our inclusion priorities with strand action plans which detail
what we aim to achieve for gender, LGBTI+, caring responsibilities,
multiculturalism (which comprises faith, ethnicity and cultural diversity)
and disability & resilience. Again, we expect regional variations in what
takes precedence for different offices, but the strand plans highlight the
key areas of focus.
Diversity and Inclusion Action Plan | 2019 – 2021 15Diversity and Inclusion
Global inclusion priorities
1 Ensure that all our people feel confident to bring their best
selves to work and to challenge any inappropriate behaviour
or language.
We will continue to invest in our diversity networks; refresh and develop our Calling
Out Campaign; deliver Bystander Intervention Training in every office; deal promptly
and openly with any individual who has not behaved in accordance with our values;
2 Champion, support and reward participation in diversity
and inclusion activities to drive the experience of ‘one team’
across the firm.
We aim to increase the number of senior leaders promoting D&I; ensure that
contributions to D&I are formally recognised at performance review; measure the
importance of D&I to staff through the annual engagement survey; ensure better
balance of events and initiatives across our legal practices and business services;
3 Work with our clients and external advisors to learn and
share best practice across the broadest range of diversity
and inclusion issues.
We will collaborate with clients and client D&I networks on events and initiatives
with the aim of deepening our working relationships and supporting each other in
harnessing the full value of diversity; we will commit to work with NGOs specialising
in D&I on at least two benchmarking exercises or new initiatives each year to
challenge ourselves on progress being made.
16 Diversity and Inclusion Action Plan ||2019
2019––2021
2021Our Action Plan
Gender
We want to support men and women to have fulfilled careers, equal access to
opportunities and for everyone to feel that they have a voice. More than half of all
the lawyers we recruit to train at the firm globally are women, but only one quarter
of our partners are female. We also see fewer women at senior levels across our legal
and business support functions. There are a number of interconnected reasons for the
under-representation of women at senior levels in our business - as in society. Our gender
strategy, aspirational targets and events organised by our women’s networks and diversity
committees aim to address the issues which can prevent so many of our talented people
from fulfilling their potential.
Action: Aspirational Targets
Deliverables Timeline Responsibility*
• 33% of partnership to be female; May 2021 Board and
• 30% of senior leadership roles to be held by women; and Executive Team
• Gender parity in senior Business Services roles
Action: Equal opportunities
Deliverables Timeline Responsibility*
• Global review of benefits, language and policies to ensure equity December 2020 HR and Reward
for all taking into account appropriate terminology and a consistent
offering to support a more inclusive culture
• Analysis of gender metrics with results to be presented to Board Annually Senior Leadership
with actions to address any inequalities highlighted
Action: Building connections and sharing experiences
Deliverables Timeline Responsibility*
• Create opportunities for partners and employees to access career Ongoing Women’s
support as well as positive stories and experiences through events Network/Diversity
and communications Committees/
Internal
• Engage men to support gender equality through participation Ongoing
Communications
in Women’s Network events, initiatives such as mentoring and
sponsorship of female colleagues
• Launch global communications campaign to promote Ashurst’s December 2019
women partners.
*Responsibility refers to parties involved in addition to D&I
Diversity and Inclusion Action Plan | 2019 – 2021 17Our Action Plan
LGBTI+
We aim to provide a truly inclusive environment where individuals are able to bring their
whole self to work, whatever their sexual orientation or gender identity. Our employee
network Spectrum works to support our LGBTI+ colleagues and allies to raise awareness
of issues relating to and affecting that population and the wider LGBTI+ community.
While there has been good progress for the LGBTI+ community in many areas, so long
as individuals may not feel able to be out at work, there is more to be done to engage
further, to educate and to raise awareness about issues impacting our LGBTI+ colleagues
and broader community.
Action: Raising awareness and increasing engagement
Deliverables Timeline Responsibility*
• Research factors which enable employees to be out at Ashurst June 2020 Spectrum and DIAG
and produce recommendations of proposed actions to increase
percentage of LGBTI+ individuals who feel comfortable to be out
at Ashurst
• Launch global communications campaigns to: Internal
–– create further awareness and understanding of the March 2020 Communications
underrepresented groups within the LGBTI+ acronym
–– Build the number of LGBTI+ Allies in our Spectrum network November 2019
Action: Building connections and share experiences
Deliverables Timeline Responsibility*
• Work with employees across Ashurst to promote Spectrum and Ongoing Spectrum
ensure that LGBTI+ individuals in all offices feel included and able to and Internal
access support networks Communications
Action: Support and Policy Development
Deliverables Timeline Responsibility*
• Investigate the introduction of paid leave and other support January 2021 Spectrum
mechanisms for staff transitioning and produce recommendations
for consideration
• Review support mechanisms and networks to ensure appropriate December 2019 HR
support in place for any individuals who are trans or decide
to transition
*Responsibility refers to parties involved in addition to D&I
18 Diversity and Inclusion Action Plan | 2019 – 2021Our Action Plan
Caring Responsibilities CARING
Responsibilities
The demanding nature of the work undertaken at Ashurst can make it a challenge to
combine family, caring and personal commitments with office life. Whether it’s child or
eldercare, time for partners or the wider family, or simply the basic tasks which we all need
to keep on top of to manage our personal lives, it is important that the firm does what it
can to provide support.
Action: Promote Smarter Working
Deliverables Timeline Responsibility*
• Promote Smarter Working though leadership role modelling and Ongoing HR, Internal
profiling partners and employees who have Smarter Working Communications
arrangements in place
• Develop training modules to support staff and partners with the December 2019 L&OD
management of Smarter Working arrangements
• Analyse usage of Smarter Working initiative across offices and work March 2020 HR
to understand potential barriers to take up
Action: Support and Policy Development
Deliverables Timeline Responsibility*
• Review parental leave and terms globally and produce April 2020 HR and Reward
recommendations for improvement’ in the first box under
Support and Policy Development
• Target unhelpful attitudes and assumptions around caring Ongoing HR
responsibilities and continue to address any biases that may exist
Action: Building connections and share experiences
Deliverables Timeline Responsibility*
• Build network of ‘Family Matters’ internal champions December 2019 DIAG
• Regularly promote Circle In, Ashurst’s ‘staying in touch’ program Ongoing HR
and review usage quarterly
• Develop information hub to host key resources designed to support December 2019 Internal
those with caring responsibilities Communications
*Responsibility refers to parties involved in addition to D&I
Diversity and Inclusion Action Plan | 2019 – 2021 19oUR ActIon PlAn
Disability and Resilience
an inclusive environment enables everyone to thrive, whether they face physical
challenges or are managing mental health and wellbeing issues. through the action plan
and our wellbeing strategy, we aim to promote positive mental and physical health and
raise awareness in order to reduce the stigma surrounding disability and mental health
issues in general.
ACTIOn: Building awareness and knowledge
Deliverables Timeline Responsibility*
• Establish ‘Resilience and Wellbeing Group’ in each region to identify July 2019 DIAG
areas for improvement, share key learnings and establish formal
routes for the escalation of issues
• Investigate the development and implementation of partner and December 2019 Resilience and
manager specific mental health and resilience training Wellbeing Group
ACTIOn: Support and Policy Development
Deliverables Timeline Responsibility*
• Undertake Accessibility Audits with relevant national bodies Annually Business Service
on a regular basis and address any issues identified operations team
• launch global reasonable adjustment policy and supporting August 2019 HR and Reward
Workplace Adjustments Passport to better support colleagues
with disabilities
• launch ‘Wellbeing Allies’ program with the aim to have 4% February 2020 DIAG
of employees in each office accredited as ‘Wellbeing Allies’
through initiatives and formal programs such as Mental Health
First Aid training
ACTIOn: Building connections and sharing experiences
Deliverables Timeline Responsibility*
• Investigate participation in mentoring and internship programs September 2020 Resourcing
with disability support networks such as AnD or Business
Disability Forum to support the growth of our talent pipelines and
development of our people
• launch a global communications campaign to showcase the lived March 2021 Resourcing
experiences of our people in relation to disability and resilience
• Acknowledge and promote key dates of awareness across our global ongoing communications
network such as World Mental Health Day and International Day of
Persons with Disabilities.
*Responsibility refers to parties involved in addition to D&I
20 Diversity anD inclusion action Plan | 2019 – 2021Our Action Plan
Multiculturalism Multiculturalism
At Ashurst, our staff and partners are made up of people from over 40 different nationalities,
along with many different ethnicities, faiths and cultures. We acknowledge the importance
of understanding and celebrating colleagues’ different backgrounds within the firm and in
society to create a more diverse and inclusive culture.
Action: Support and policy development
Deliverables Timeline Responsibility*
• Investigate the introduction of a religious and cultural leave policy and March 2020 HR and Rewards
produce recommendation of potential options for consideration
• Review policies and procedures to ensure there are no existing October 2019 DIAG
barriers to prevent employees being able to participate in key
cultural or religious celebrations
• Partner with the Global Resourcing Team to further promote Ongoing Resourcing
our commitment to multiculturalism to lateral and early career
candidates
Action: Metrics
Deliverables Timeline Responsibility*
• Track cultural diversity more widely at Ashurst with a focus on June 2020 HR
partnership and senior leadership
• Report progress against our action plan and cultural diversity data Annually DIAG
to the Executive Team and Board
Action: Raising awareness and building understanding
Deliverables Timeline Responsibility*
• Launch two global communications campaigns: Internal
–– showcase our employees in offices across the world giving insight 2019 Communications
into the cultures and experiences in each Ashurst office
–– showcase the lived experiences of our people in relation to their 2020
cultural backgrounds, ethnicity and faith
• Acknowledge and promote cultural and religious celebrations across Ongoing All at Ashurst
our global network. and Diversity
Committees
*Responsibility refers to parties involved in addition to D&I
Diversity and Inclusion Action Plan | 2019 – 2021 21Chapter heading
“At Ashurst, part of our
commitment to diversity and
inclusion should be about
understanding how differences can
impact our colleagues’ experiences
in the workplace and how we can
break down some potential barriers
that differences, or the perception of
differences, can create. Unconscious
biases are ingrained within all of us
and it is important to acknowledge
and challenge these biases in
order to foster a more diverse and
inclusive working environment”
Aneesa Khan
Solicitor, London
Member of All at Ashurst
22 Diversity and Inclusion Action Plan | 2019 – 2021Chapter heading
Message from the Diversity
and Inclusion Team
“It has been exciting and inspiring to see how actively the firm has embraced the D&I strategy
and supporting programmes over the last few years. D&I is now firmly anchored in our business
strategy and we can see how constant focus on key issues and principles is increasing the extent
to which D&I is being embedded in every day practice.
Our Diversity and Inclusion Action Plan looks to take a consistent and integrated approach to
progressing D&I. While we have seen our D&I policies and programmes extended to have global
reach and have seen ongoing improvement in inclusive leadership and building knowledge
and awareness of D&I across the firm, we still have much to do. Our Action Plan is designed
to help us address this.
Our colleagues and clients help drive continued attention to the broad range of initiatives that
we need to work on and we look forward to working together to drive greater progress in D&I
and to achieve our goal of being renowned internally and by our peers for diversity.”
Deborah Dalgleish Kasey Zun Emmi Makiharju
Head of Diversity Senior Diversity and Diversity and Inclusion
and Inclusion Inclusion Manager Advisor
Diversity
Diversityand
andInclusion
InclusionAction
ActionPlan
Plan|| 2019 – 2021 23This publication is not intended to be a comprehensive review of all developments in the law and practice, or to cover all aspects of those referred to.
Readers should take legal advice before applying the information contained in this publication to specific issues or transactions. For more information
please contact us at aus.marketing@ashurst.com.
Ashurst Australia (ABN 75 304 286 095) is a general partnership constituted under the laws of the Australian Capital Territory and is part of the
Ashurst Group. Further details about Ashurst can be found at www.ashurst.com.
Jun 19
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