In September 2008 we published our first global corporate responsibility (CR) report, to reflect the changed way we manage CR.

Why now?

Because we see an opportunity, and a need, to raise the bar. By coordinating what we do across the firm, we can increase our impact. By aligning it with our Principles and strategy, we can increase momentum. In this way, we can achieve one of our basic aims, which is to exceed expectations.

For a leading international law firm, it is a given that those expectations are high. All of us want to feel that our firm’s values extend beyond the provision of legal advice for reward. Potential recruits are entitled to expect the same, because CR has become a significant differentiator among potential employers. Clients, too, are setting high standards. We see all these expectations as a spur to constant improvement.

Our vision is to become the leader of the elite group of international law firms that is emerging, and to be regarded as one of the world's leading professional services organisations. Achieving that vision requires action: we need to improve the way we manage and communicate our activities; and we need to align our CR more closely with the way we do business. The two should be intimately connected.

We believe this alignment will bring advantages on a number of fronts. It will help us to retain and attract the kind of people we need. It will help us to develop as individuals: pro bono and volunteering work expand our experience and broaden our horizons. And it will help us to cement the close and trusting relationships we seek with clients – especially where we undertake joint CR activities.

So, we have been formalising our approach. Our CR Committee now has representatives from across the firm to guide and inspire our initiatives. We have revised our CR vision to ensure that our CR activity accurately reflects our culture, our Principles and our way of doing business. We have formed the Clifford Chance Foundation as a coherent and consistent channel for our charitable donations.

In keeping with our approach to business, we are setting our sights high. We want to be recognised as a leader in CR among our peers. That will not be easily achieved: although we have taken some important steps in organising our CR activities, and there are many excellent initiatives in a number of offices, we recognise that we still have a long way to go for us to be as globally consistent as we would like.

Our first CR report focuses on our aspirations, as we build on the outstanding work that is already being done by individuals and groups throughout the firm.

David Childs                                                              Stuart Popham
Managing Partner                                                    Senior Partner