Legal Women March 2026

THE UK MAGAZINE FOR ALL WOMEN WORKING IN LAW | MARCH 2026

 Women at the Judiciary

 AI/ Legal Tech

 ESG

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MEDIA No.

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PUBLISHED

March 2026 © Legal Women Magazine, Benham Publishing Limited.

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Women at the JudiciaryJudge Elizabeth Stong

Legal Women Magazine welcomes all persons eligible to join our community regardless of sex, race, religion, age or sexual orientation. All views expressed in this publication are the views of the individual writers and not those of Legal Women unless specifically stated to be otherwise. All statements as to the law are for discussion and should not be relied upon as an accurate statement of the law, are of a general nature and do not constitute advice in any particular case or circumstance. Members of the public should not seek to rely on anything published in this magazine in court but seek qualified legal advice.

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Judge Elizabeth Stong

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Editorial

To submit editorial, please send to: info@LegalWomen.org.uk

Editor-in-Chief: Charity Mafuba.

Sub-editors: Tilly Rubens, Ramsha Khan. Editorial Team: Ramsha Khan, Charity Mafuba, Elizabeth Shimmell, Agnes Swiecka and Emma Webb.

Researcher: David Smith, Administrator & IT Support: Stephen Flanagan

at the JudiciaryMillicent Grant KC

Women at the JudiciaryMaster Noreen Sweeney

Mifflin

Women at the Judiciary - Helen Wilson

AI/ Legal Tech - Christina Blacklaws

Legal Tech - Lorna Khemraz

Legal Tech - Mrs Sophiya Volkova

Ihope that you have had a great start to the year so far. If not, the year is not over and things can and do change. Spring is upon us and that is enough to lift all our spirits up.

When it came to deciding on the themes for this year’s Editions (I am such a planner that, I already have the whole year mapped out!) I thought it would be interesting to continue with a “Women at …” series.

Women at The Judiciary seemed very apt, given the rising number of women in the law pursuing careers at the Judiciary.

It’s a natural progression, especially for those in Litigation practice.

I profiled judges from various jurisdictions; (Wales, Ireland, US and Africa) who helpfully shared their “journey to the judiciary” stories with some advice for those of you who may be considering a career at the judiciary.

AI/Legal Technology - Is a topic that I had not got round to exploring for my own understanding; and now seemed as good a time as any to do just that!

Foreword

MARCH 2026

LW magazine is for everyone; lawyers, solicitors, barristers, advocates, judges, legal executives and those working as paralegals, legal secretaries, advisers or recruiters, the list is endless. We welcome the many male champions as readers and contributors.

None of us can avoid it. Everywhere you go or turn, AI and Legal Tech are staring at you in the face.

I profiled those in the know to educate and inform novices like myself about the good, bad and the challenges of AI and Legal Tech.

ESG (Environmental Social Governance)-similar to the theme of AI and Legal Tech, I have a very limited understanding of what Environmental Social Governance entails, and was very pleased to profile some amazing women from (England, Ireland, Scotland and Pakistan) who shared insights on this hot topic.

Until the next Edition, Happy Reading! ■

Charity

Mafuba, Editor-in-Chief and Director, Solicitor (England and Wales), Attorney-New York Attorney-Supreme Court of The United States

Our mission is to:

■ Provide clear information on gender parity

■ Inspire practical initiatives to create real change

■ Promote innovation in leadership and practice

Many thanks to our Sponsors

Donaghey & Chance Limited

Editorial Team

We would like to thank the following Editors for their support in editing submissions for this Edition. Tilly, Ramsha and Charity.

In Conversation with

Hon. Elizabeth S. Stong, U.S. Bankruptcy Judge for the Eastern District of New York

Charity Mafuba talks to Hon. Elizabeth S. Stong about her Legal Career, specifically her path to the bench, and the lessons that she has learned along the way.

“A good lawyer is also thinking about what your adversary’s best possible argument might be.”

Charity: Can you please tell us about yourself, Judge Stong?

Elizabeth Stong: I am a U.S. Bankruptcy Judge for the Eastern District of New York, sitting in Brooklyn. My caseload includes a broad mix of business and consumer restructuring and liquidation cases. On the business side, I preside in the Chapter 11 Restructuring cases of every kind of enterprise, including local, regional, national, and even international firms. And in our consumer cases, I preside in Chapter 7 Liquidation or “straight bankruptcy” cases of individuals who have more debt than they can repay, and in the Chapter 13 Payment Plan cases of individuals who, with their families, are typically seeking bankruptcy relief to save their homes.

Our court is a unit of the Federal District Court, and we have jurisdiction in all bankruptcy matters. My chambers includes several law clerks and student interns, and my courtroom Deputy Clerk. These days, I have more than 250 active Chapter 11 Business Reorganization cases, and hundreds of Consumer or Individual cases. We are a busy court!

I was appointed to the bankruptcy bench by the Second Circuit Court of Appeals.

That is, bankruptcy judges are judges appointed by other judges, not by the President. We are sometimes referred to as “Article I” judges, rather than “Article III” judges, who are appointed by the President and confirmed by the Senate. Bankruptcy judges are appointed to serve fourteen year terms, and may be reappointed. I was appointed in September 2003, and reappointed in 2017.

Before taking the bench, I was a Litigation Partner and Associate at Willkie Farr & Gallagher LLP, and an Associate at Cravath, Swaine & Moore, both global law firms based in New York City. Most bankruptcy judges come to the bench with significant experience in bankruptcy practice – but not me. I never practiced in the bankruptcy field. But I regularly represented large corporations in major litigations and investigations, and I also represented, Pro Bono, people who could not afford a lawyer to help them address a legal problem. It turns out that this is a good and helpful background for a bankruptcy judge – because, after all, most bankruptcy cases are the cases of companies or families that are attempting to address some kind of financial difficulty or distress. And companies and families with problems to solve.

Charity: What else helped you to transition to the bench?

Elizabeth Stong: It’s a good question. After graduating from Harvard Law School, I served as a law clerk to a U.S. District Judge, Hon. A. David Mazzone, in the District of Massachusetts. That was many years ago – and back then, I never would have dared to dream that I would someday be a federal judge myself. But back then, at the very beginning of my legal career, I learned things from Judge Mazzone that I use to this day. For one, I learned how important the courtroom is – for the judge, for the lawyers, and for the parties. It is a special place, a place where the pursuit of justice is everyone’s task, and where everyone – everyone – should be treated with consideration, patience, and respect. For another, I learned from Judge Mazzone’s example that it is possible, and perhaps necessary, to take your work very seriously without taking yourself too seriously. So, many years later, that experience and role model helped me to transition to the bench.

Something else that helped me to transition to the bench was the opportunity to function in many roles in the profession – as a lawyer representing clients, of course, but also in bar association activities, committee work, and on the board of a legal services organization, among other roles. Many years ago, I was among the inaugural members of the New York City Bar’s Committee on Public Service and Education. I was just a few years out of law school, but that Committee gave me the opportunity to learn how to chair a meeting. And it brought me into contact with lawyers in very different practice settings from my big-firm life, including lawyers from the Legal Aid Society, the prosecutor’s office, and more. The broader your range of experiences in the profession, the better you will be prepared to take on the role of a judge.

Charity: What transferable skills from your practice experience do you utilise in your work as a Judge?

Elizabeth Stong: Another good question! Pretty much every skill that a lawyer hones in her practice will transfer in one way or another to the work of a judge. Research and writing are obvious examples, and critical skills for both lawyers and judges.

Analyzing an argument is another example. As a lawyer, you are generally tasked with making the best possible argument for your client, in pursuit of the best possible outcome. A good lawyer is also thinking about what your adversary’s best possible argument might be. And hopefully, a first-rate lawyer is also thinking about how to solve the problem – because solving the problem should always be on a lawyer’s to-do list. A judge also analyzes the arguments, striving to understand the law, find the facts, and reach a decision. The decision is set forth in a written order and judgment and may be accompanied by a narrative memorandum decision setting forth the judge’s findings of fact, conclusions of law, and reasoning. Of course, one thing is quite different. For the lawyer, the conclusion is clear: the client should win. For the judge, reaching the conclusion, deciding the outcome, and ruling, is often the hardest part of the task.

Lawyers also need to be good listeners. If the lawyer isn’t listening well to their colleague, client, or adversary, they will miss opportunities and may well come up short in their work. For judges, the skill of listening is absolutely essential. Active listening is a skill that requires attention, practice, and care. It also requires patience, which is a critical skill for a judge, and perhaps an overlooked skill for a lawyer.

Charity: You have been active and held leadership roles in several Bar Associations, Judges’ Organizations, and your Law School Alumni Association.

How has that fit into your path as a Lawyer and Judge?

Elizabeth Stong: I am fortunate indeed to have had the opportunity to contribute to and lead several organizations that are important to me. I served as President of the Harvard Law School Association, the global organization of the Law School’s alumni. That was a wonderful opportunity to serve the law school community, from current students to the most senior alumni, and everyone in between. It was a bit of a daunting job – at the time there were more than 35,000 alumni – but it was also an opportunity to get to know lawyers in every imaginable role and practice setting, and more than a few judges. I began most every speech or presentation with gratitude and appreciation, and it was from the heart. I also emphasized, as often as I could, that we gathered “to teach and to learn, to inspire and to be inspired.”

I have also been active in the American Bar Association, including the Business Law Section and, since becoming a judge, the Judicial Division and National Conference of Federal Trial Judges.In fact, this has been a regular part of my professional life for more than thirty years, and has given me mentors (and now mentees) and friends for decades. And I have been active in the New York City Bar Association, including serving as Chair of its Alternative Dispute Resolution Committee, Co-Chair of its Council on the Profession and Middle East North African Affairs Committee, and Vice Chair of its Judiciary Committee. It’s important for judges to have a way to keep in contact with lawyers in practice, to hear their perspective on the justice system and the legal profession, separate from the context of a particular case.

Since becoming a judge, I have been an active member of the National Conference of Bankruptcy Judges (NCBJ), which is the national organization for the 300 or so bankruptcy judges in the United States. Early in my tenure, I became Chair of the NCBJ’s International Judicial Relations Committee, and for several years, we hosted judges from outside the United States at our annual conference. One of my goals in that work was to give every U.S. bankruptcy judge the opportunity to meet and get to know a judge from another jurisdiction who does the same kind of work that we do – because we all have so much to learn from each other.

Charity: Speaking of international work, can you please tell us about your work with Judges and Judicial systems outside the United States.

Elizabeth Stong: Beginning in my second year on the bench, I have trained and worked with judges in more than 25 countries on five continents, including North, Central, and West Africa, Central Europe, Central Asia, the Middle East, the Arabian Peninsula, and South America, with the U.S. Commerce Department Commercial Law Development Program, the World Bank, the ABA-Rule of Law Initiative, and INSOL, among other organizations.

My first experience with this kind of work was in Algeria, working with the Algerian judges that hear Business and Commercial disputes. I was a fairly new judge, and my thinking about how to be an effective judge in a problem-solving commercial court was very fresh and evolving every day. Even though our systems are different – civil law in Algeria, common law in the United States – I was struck by the similarities in our perspectives on our roles as judges, and our shared commitment to public service and the independence of the judiciary. And even though Brooklyn is a long way from Algiers, I was also quite impressed with the similarities in balancing our roles as judges, family members, and members of our communities. I returned to Algeria to continue that work from time to time, and the Algerian judges came to New York as well, to observe our courts and learn from our experiences. A true highlight was when they came to our home for dinner! That work continued in the Middle East-North Africa region, including in Tunisia, Egypt, and Jordan, and at a regional conference in Oman with some sixty judges from many countries in the region.

Another experience that made a significant impression on me was leading a delegation of about ten U.S. bankruptcy judges to Sao Paulo, Brazil for a judicial workshop at the judges’ society, APAMAGIS. There too, we shared our experiences as jurists in judgesonly sessions and participated in meetings and programs with the bar. And there too, the work continued, with judges from Brazil visiting our court and workshops in Brazil occurring as recently as last year.

Asia has also been a focus of some of my international work, including working with the trial courts in Beijing and Guangzhou, as well as the Supreme People’s Court in China. At the trial court level, we spoke of the challenges in managing a large caseload, including a caseload that includes many unrepresented parties. At the Supreme Court, I joined a delegation of several Federal District and Appellate Court judges for a formal workshop and meeting with several justices of that Court, including the President or Chief Justice of that court. And he had a bankruptcy question!

As one more example, I participated for two years in a workshop in Uganda, hosted by the Uganda Registration Services Bureau (URSB), in Kampala. Uganda was

working to implement its new business restructuring code and convened a meeting of many stakeholders, including government representatives, bankers, entrepreneurs, lawyers, and judges. It was impressive indeed to see how these groups worked together toward the common goal of implementing a business-rescue model for enterprises in financial distress. And friendships formed in that work continue to this day.

Finally, I have participated for several years in the absolutely first-rate INSOL-World Bank conferences and judicial roundtables in several regions, including Africa, the Middle East, and Latin America. From Cape Town to Cairo to Cartagena, these gatherings bring together policy experts, judges, and lawyers to exchange views and best practices in peer-to-peer exchanges and programs. It would be hard to overstate how substantive and energizing these gatherings have been.

Charity: You have spoken about the judge for whom you served as a Law Clerk, as a mentor and, now that you are a Judge, perhaps a role model. Are there other mentors that stand out for you? Or

Advice that you would share?

Elizabeth Stong: Mentors come in all shapes and sizes, and anyone from whom you can learn is a mentor of sorts. Many of them were judges and lawyers. Some were parties in cases before me as a judge, and others were clients in my days in private practice. More than a few have been support staff. And at least one piece of professional wisdom came from that most unimpeachable of sources, my mother.

So, here are a few stories that I like to tell about mentors and advice that I have received.

The second best job a lawyer can have. When I entered on duty as Judge Mazzone’s law clerk, he told me that I had the second-best job a lawyer could have –I was a law clerk to a federal judge. At the time, I did not know enough to appreciate the wisdom of those words – after all, I was a newly-minted law school graduate and was not even licensed to practice yet. But I did know that I was lucky indeed to have the opportunity to serve as his law clerk.

I recalled those words twenty years later, when I became a federal judge myself. How were they different to me at that time? In 1983, I understood that a clerkship was a valuable career opportunity and an opportunity for public service. I had a sense that I would learn something new every single day, and that proved to be correct.

In the twenty-two years that I have served as a judge, I learned something else as well – that every bit of my life experience would be helpful to me as a judge. I learned that it is critically important to see an argument from all sides, and to strive to understand an issue from the perspective of each of the participants in a proceeding. And I have come to appreciate that my own background, and the diverse backgrounds

of my law clerks and interns, are invaluable to me in discharging the duties of my office. Each of those things, as much as the prestige and professional satisfaction, make these positions – law clerk and federal judge – and every position that allows you to learn, to give back, and to make a difference every day –the best jobs that a lawyer can have.

Be yourself. After I finished my clerkship, I joined a large – and legendary – New York City law firm as a litigation associate. Very early on, I was assigned to take the deposition of the key defendant in a contract case. This was unusual, because then and now, junior associates generally did not stumble into this kind of opportunity. I had heard many stories of aggressive and even obnoxious deposition tactics by opposing counsel, and suspected that as a junior lawyer and a woman, I might be the target of some of this kind of behavior. And truth be told, I had never “second chaired” or even observed a deposition.

As I prepared to take the deposition, I approached one of the litigation partners to seek his advice on how to proceed. Of course, he told me to prepare thoroughly and to listen carefully to the witness’s answers. But he also gave me some advice that surprised me, and that I have shared with dozens of lawyers since then. He told me not to try to imitate someone else’s style, but to be myself.

Be myself! What an unlikely suggestion. I had never taken a deposition, and except for reading transcripts, I had never participated in one. In those days, there were few women associates and no women partners in the firm’s litigation practice, so gender role models were scarce indeed. Put another way, no-one I worked with looked or sounded like me. The partner who gave me this unexpected and wise advice knew that I might do an adequate job of imitating someone else, but that I would do a far better job if I called upon my own resources to develop my own style and approach.

After twenty years as a litigator and even more as a judge, I am certain this was some of the best advice I could have received. It is not always easy to be yourself, especially when you are the one who adds the diversity to the meeting or the trial team. It can be downright challenging to figure out who you are professionally, to define your own style, and to discern your own approach. But in the end, you will always be better at being yourself than pretending to be someone else. It was true for me as a lawyer, and it’s true for me still as a judge.

Stay True to Yourself. Many years ago, I organized and chaired an alumni event at my law school. In fact, it was principally an alumnae event, commemorating the graduation of the first class to include women in 1953. At the closing session, an extraordinarily accomplished lawyer reflected on how she made decisions throughout a varied and remarkable career – a career that appeared to be the result of masterful planning and decision-making.

“They have to pick someone, it might as well be you!”

To my surprise, she readily acknowledged that she had made mistakes in her career decisions. She noted candidly that the only times this happened were when she was not true to herself and what she valued. She observed that this sometimes happened when she used criteria that mattered a great deal to others, but not as much to her, when she assessed her options.

We all make career decisions, and we make them much more often than we think. Deciding to take a new position is a career decision, of course, but so is deciding not to look for a new position. Deciding to get involved with a Bar Association committee, or to take on a pro bono case or transaction, or to seek out a mentor – or to be a mentor – is a career decision. But again, so is deciding not to. That is, while doing something is a career decision, doing nothing is a career decision too, and it can be a huge career mistake.

Listening to her caused me to think about how I make career decisions – not only the great big ones, like whether to leave one firm or practice setting for another, or whether to leave private practice for the bench, but also the smaller ones that happen nearly every day, like whether to take on a particular assignment, seek out a pro bono opportunity, or join a bar association committee. And over the years, I have arrived at a way to think about decision-making that has served me well.

First, I ask myself, “Is this something that I really care about?” If it is, then I should keep thinking about it. If it isn’t, then perhaps it isn’t the best use of my time. Next, I ask myself, “Will my participation make a difference?” This question is a hard one, because it is difficult to know where it is possible truly to have an impact. Answering this question requires being honest with yourself. And if the answer to that question is yes, then I ask myself one more question: “Is this a limited commitment, or is it open-ended?” If I care a lot, and believe that I can make a difference, and the commitment is bounded, then I should say yes and dive in. And in doing so, I will stay true to myself.

Thinking like this begins with understanding what you care about, and it has helped me to define what I care about it. So, what do I care about? I care about being a good judge, a good colleague, a good member of the community, a good friend, and a good parent – and now, a good grandparent too. I care about opening doors, as others cared about opening doors for me. I care about achieving and sustaining a diverse legal profession that offers opportunity to all, and that both is and appears to be fair. More and more, I care about reaching out, connecting with others, and being sure that they know they are valued, heard, and respected – no matter who they are. Everyone needs a cheerleader from time to time. And I care about making a difference in each of these areas, every chance that I can.

Everybody matters. Once I had a working lunch meeting to plan a panel program with a General Counsel and a Senior Partner from a large law firm. We met in the private dining room of a large financial institution, and I was struck by how many of the staff – including waiters and service people – sought out our table to greet the senior partner. He acknowledged each one warmly. One came up to me and said quietly, “You know, we like him because when everyone was here working all night and through the weekend, he thanked us! We remember that.”

In a similar vein, some years ago I chaired a conference for women in the law, and one of the keynote speakers, a woman who was the General Counsel of a major multinational corporation, recounted the story of her interview for the position. One of her interviewers knew her law firm well, and he contacted not only the obvious references, such as her partners and clients, but also the mailroom attendant, whom he had known for many years. After she was hired, she learned that his recommendation had played a significant role in the decision.

The point is, everybody matters. There are no unimportant people. And people notice. As a lawyer and now as a judge, it’s plain to me that power and prominence do not give someone a monopoly on perspective or common sense – or influence. It’s not likely that the mailroom attendant will be listed on your resume as a reference, but remember the story of that General Counsel. And don’t forget to thank every person who helps you get the job done.

They have to pick someone – it might as well be you! A very long time ago, and shortly after my father lost his job, I was looking at the high cost of college tuition, and applying for every scholarship that I could find. I wrote essays, I attended competitions, I took tests, all with the goal of realizing my dream of attending the best college that I could get into, wherever it was, whatever it cost. It’s fair to say that I did not fully appreciate what a long shot I was for many of the things that I pursued. Late one night, as I wrote one more essay in the hopes of qualifying for a statewide scholarship, I was feeling a bit discouraged. In fact, I was ready to abandon it – and then my mother said, “they have to pick someone, it might as well be you!”

That made me laugh, but more important, it made me stick with it and even try a bit harder. And it stayed with me. A few years later, when I applied for postgraduate fellowships, I thought of those words. And a couple of decades later, when I decided to apply for a position as a Federal Judge, I still heard that quiet, matter-of-fact reassurance –“they have to pick someone, it might as well be you.” Though I had many reasons not to apply for that position, those simple words helped me overcome them and reach for something that was truly important to me.

You may be lucky enough to find a role model or mentor to guide you as you think about how to achieve something that you really want – or you may not. You may have a network of supporters and friends, or someone who traveled a path like yours, to look to – or you may not. Networks and role models are invaluable – but sometimes you must be your own mentor. So, look for those shoulders on which to stand – there are more than you think, sometimes in unlikely places – and never forget, “they have to pick someone, it might as well be you!”

Charity: What advice would you give to aspiring Female Judges?

Elizabeth Stong: For many years, I worked with an assistant who had a keen sense of people and situations. When she sensed something was not right, she often observed, “Not for nothing . . . ”

So, in that spirit, to be sure that my observations are “not for nothing,” here are a few thoughts:

• Remain excited about your professional life, and keep your standards high! You will never have more professional satisfaction than you expect.

• Take yourself at least as seriously as you would like others to.

• Embrace the privilege of practicing law with the highest standards of professionalism. And remember, the view is always better from the high road!

• Get involved and stay involved in bar associations and other organizations that address the issues about which you are passionate, with people who you care about. Show up, raise your hand, literally and figuratively, do good work, and you will make a difference.

• Never hesitate to ask for advice and know that you can learn from everyone. And as you are seeking out mentors, don’t forget to be a mentor too.

• Look for opportunities and don’t be afraid to take a risk – where the risks are high, the rewards may be even greater. ■

The Hon.

Elizabeth S. Stong

U.S. Bankruptcy Court, Eastern District of New York

Interviewed by Charity Mafuba

Editor-in-Chief and Director, Solicitor (England and Wales) Attorney- New York

Attorney-Supreme Court of the United States

TMillicent Grant KC

talks to Legal Women UK about The Importance Of Encouraging Women To Take On Judicial Roles

he drive to improve diversity of the Judiciary of England and Wales includes the aim of improving the number of Female Judges. It is part of ensuring that the Judiciary reflects the society it serves.

The appointment of Judges in England and Wales is overseen by the Judicial Appointments Commission (JAC). The Commission is an Independent Statutory Body with the responsibility of selecting candidates for Judicial Office based on merit; good character, and to have regard to the need to encourage diversity in the range of people available for selection – from the widest pool of talent.

JAC’s Judicial Diversity Forum

The Judicial Diversity Forum (JDF), is part of the JAC and includes representatives from relevant stakeholder groups. The specific role of the JDF is to recruit from the widest pool and ensuring that all groups can pursue a career in the judiciary, recognising the importance of equality of opportunity. JDF’s aim is to attract strong, suitably qualified applicants from a wide field.

The Equality Act 2010 applies a general equality duty to all public authorities to have due regard to the:

• Elimination of Discrimination

• Advancement of Equality of Opportunity

• Fostering of good relations between diverse groups

There are three aspects to the JAC’s Diversity Strategy:

• Outreach

• Fair and Non-Discriminatory selection processes

• Working with others to break down barriers

The Crime and Courts Act 2013 also widened the JAC’s responsibilities, addressing diversity issues through introduction of equal merit provisions, the extension of salaried work appointments to the Judiciary and other measures.

Representing my professional body, The Chartered Institute of Legal Executives (CILEx), I sat on the JDF. I was a member of the Judicial Career Development Working Group, along with representatives from the Ministry of Justice, Judicial College, and The Law Society. The group looked at

factors associated with successful applications, and explored factors associated with unsuccessful applications as well as factors such as; how applicants could be assisted in planning for applications and what pre application training would be appropriate. The group produced the Pre Application Judicial Education Programme (PAJE) which was launched in April 2019.

PAJE offers participants from all legal backgrounds the opportunity to develop their understanding of the role and skills required of a Judge. They do this through a series of Digital Resources, including 10 short engaging online videos and 4 podcasts, developed by the Judicial College, which show Judges talking about their work and the Judiciary. Information about the programme is accessible from the Ministry of Justice website.

I attended Judicial Diversity networking events that were held across the country. They were very well attended, with people travelling long distances to hear Judges share their experiences and background. It was interesting to see and hear the diversity of backgrounds, showcasing social mobility as well as experiences of those from an Ethnic Minority background, and other non-traditional backgrounds. Solicitors and CILEx qualified lawyers are underrepresented in the Judiciary. The majority of Judges are Barristers. The Law Society and CILEx have Judicial Development Programmes for their members.

Representing CILEx members, together with the Chair of the Bar Council and President of the Law Society at the time, I also gave evidence to the House of Lords Constitution Committee advocating for Judicial Diversity, including more Ethnic Diversity and working arrangements that allowed more flexibility for women.

With recent legislative changes, more senior Judicial roles are now open to Chartered Legal Executives, meaning that those with the relevant skills, experience and expertise to apply for Judicial Office can now apply for Judicial posts.

CILEX MEMBER PROFILE

It has been recognised that with 77% of CILEx Fellows being women, and its non-graduate route to becoming a Lawyer, it can and does attract candidates from diverse socio-economic backgrounds, with considerable benefits for Social Mobility.

Chartered Legal Executive Lawyers with relevant years’ Post Qualification Experience (PQE) are not only eligible for a wide range of Judicial Appointments but are also uniquely positioned to drive greater Diversity within the Judiciary. CILEx members bring valuable perspectives that can help create a more inclusive and representative Judicial System.

With recent legislative changes, more senior Judicial roles are now open to Chartered Legal Executives. Meaning, those with the relevant skills, experience and expertise to apply for judicial office can now apply for a range of judicial posts. Currently there are a number of female CILEx Qualified Judges in roles including; Deputy District Judge, First Tier Tribunal Judge and Traffic Tribunal Judge/Adjudicator.

High Sheriff Role and The Judiciary

I have spent all my adult working life in the legal profession and it is over 30 years since I qualified as a Chartered Legal Executive.

I was honoured to be appointed as the High Sheriff of Greater London, the first High Sheriff of Greater London with Afro-Caribbean Ethnicity.

The role of the High Sheriff is a non-political unpaid royal appointment lasting for one year. It is a purely ceremonial role.

The role is one of the most ancient in the UK, thought to go back centuries, at least the 1500’s- some records indicate that it goes back much further.

Originally the role of the Sheriff in each county was to collect Taxes and Debts for the reigning monarch and support some community issues.

The original title of “Sheriff” has been changed to “High Sheriff” by legislation and today the role is purely ceremonial and representational.

The general duty is to support the Justice System in the widest sense of the term and to support the community as well.

Every County in England Wales and Northern Ireland has a High Sheriff. High Sheriffs are the Monarch’s ceremonial representative in the Courts. Most, if not all High Sheriffs, visit the Prisons and Courts in their County. Technically there is a single Crown Court operating across several regional venues. Some counties have only 1 or 2 Courts.

As High Sheriff of Greater London, I covered all 32 boroughs of Greater London (excluding the one square mile which is the City of London). My High Sheriff Declaration ceremony took place at the Royal Courts of Justice before the Lady Chief Justice, Baroness Sue Carr and two other High Court Judges.

In addition to visiting most of the prisons in Greater London, Tribunals, Magistrates Courts and Central Family Court, I also visited most of the Crown Courts in Greater London (approximately 10) awarding High Sheriff

of Greater London Special Recognition certificates to Teams and Individual members of staff I met with the Judges and members of staff. I hosted two Justice Award ceremonies – one at the Supreme Court and one at the Inner London Crown Court in addition to holding the High Sheriff of Greater London’s Justice Service at Southwark Cathedral at the start of the Legal Year. It is traditional for each High Sheriff to hold such a service in their County. Judges are empowered by Law to recommend awards to individuals who have made significant contributions to the Justice System, including those who have helped bring someone to Justice. The awards acknowledge bravery and public spiritedness of those who have put themselves at risk to support Justice and the Community.

If You Are A Lawyer Interested In a Judicial Role:

If holding a Judicial Role is of interest to you, here are some ways to prepare:

• Explore with your Professional Body what Schemes and Programmes they have to support members with Judicial aspirations;

• Apply for the Judicial Work Shadowing scheme (www.judiciary.uk)

• Apply for PAJE (www.judiciary.uk)

• Apply for Judicial Mentoring Scheme (www.judiciary)

• Subscribe to Judge for yourself to receive JAC’s monthly newsletter and sign up for email alerts for individual vacancies and receive information about launch dates.

For more information explore the JAC’s website (https:// judicialappointments.gov.uk). ■

Millicent

Grant KC (Hon)

Fellow of the Chartered Institute of Legal Executives

https://www.linkedin.com/in/millicent-grant-kc-hon-22ba334/ CILEX | Developing the Legal Professionals of the Future

“I was honoured to be appointed as the High Sheriff of Greater London, the first High Sheriff of Greater London with Afro-Caribbean Ethnicity.”

Interview with Master Noreen Sweeney

Charity Mafuba talks to Master Noreen Sweeney, about her role as a Judge in Probate and Matrimonial Law.

Charity: Can you please tell us about yourself?

Noreen: I was called to the Bar in 1986 and appointed Master (Matrimonial) in April 2015. Before taking up appointment I had more than 25 years’ experience in Family Law practice; particularly the areas of Divorce and Ancillary Relief. I qualified both as a Civil and Employment Law Mediator and a Family Law Mediator. Until my appointment as Master I was a member of The Bar of Northern Ireland’s Mediation Steering Group. I was a member of the Gillen Review Group reviewing Civil and Family Justice in Northern Ireland. I am a member of the Shadow Family Justice Board.

Along with many other past pupils who successfully practised as barristers and solicitors, I attended the Sacred Heart Grammar school in Newry. This was the same school attended by our current Lady Chief Justice, the Rt Hon Dame Siobhan Keegan. She told

me once that, at a school’s career convention, I suggested she should become a barrister. That might rank as one of my best ever pieces of advice. The Poor Clare nuns were wonderful women. Their earthy “can do” attitude and clarion call that we girls be our best and do our best in our dealings with others has stood the test of time.

I attended Queens University Belfast in the 1980s during that chapter referred to as “the troubles”. For a student this was an exciting and interesting time despite us being exposed to horrors on and from all sides. As President of the University Debating Society, I represented the university and absorbed many views. One of our lecturers, Edgar Graham was shot dead outside a hall where our lecture was being given by his friend, Lady Sylvia Herman, subsequently a Unionist politician. It was she who suggested that I

“My experience has taught me never to presume, always to listen, to consider both sides and always to be ready to learn.”

become a barrister. I recall great fellowship and collegiality among my student year, and several went on to become judges. It was also a time when female law students started to outnumber their male counterparts.

I was called to the Bar in 1986. I had no legal connections but was fortunate to become busy very quickly. A book gifted by my Master recorded that in the first month I was in my first criminal trial and had my first Court of Appeal appearance. Initially, I took on everything I was given but over time required to become more focused and finally enjoyed the balance of mainly matrimonial and criminal cases.

Charity: You were appointed as a Master (Probate and Matrimonial) for Northern Ireland on 20th April 2015.

What interested you about a career at the Judiciary? And Noreen: I cannot confess to having had an interest in a career at the Judiciary. Instead, I was persuaded by different colleagues for whom I had real regard. I felt the responsibility of their faith in me and realised that I could and should make a positive contribution as Matrimonial Master. I suppose also that the sense of duty instilled by my parents and the nuns never bubbled far from the surface. I have always been happy to take responsibility. I was humbled when my school principal’s reference described me as “utterly dependable”. As a barrister, I served on the Bar’s Executive Council, sat and represented the Bar on a wide-ranging number of committees including The Institute of Professional Legal Studies Selection Committee, the Advocacy Training Programme, the Mediation Steering Group and as a Director of SLS Legal Publications (NI).

Did you have any mentors who shaped your approach to the Law?

Noreen: So many. I had the huge privilege to have Mr John Orr KC as my Master. His generosity, kindness, wisdom, tolerance and encouragement were unstinting, and it perhaps is no coincidence that all his pupils enjoyed success and the majority became judges.

In addition, my maternal grandmother lived by the code that if you find the good in a person, life becomes so much easier. My father was passionate about justice, the need to see both sides, challenge assumptions and to never forget the underdog.

At the Bar, I learned from a variety of quite brilliant Senior Counsel who possessed very different skills. From a female point of view, one woman, Eilis McDermott KC forged a path in particularly challenging times in the Crown Court and in doing so earned the respect of so many of her more senior male colleagues. In my current post, I always find it useful to recall the effectiveness of the unceasingly calm persona of Brian Fee KC a past chairman of the Bar Council whose intelligence and integrity continue to be universally valued.

Charity: How has your prior experience influenced your Judicial Perspective?

Noreen: I represented a wide range of people in every type of case from those accused of murder, rape and violence to those who were the victims including of what is now the crime of “coercive control” and domestic violence. My experience has taught me never to presume, always to listen, to consider both sides and always to be ready to learn. I am acutely aware of the importance of never presuming that my work is about me but instead it is without exception about the parties in front of me.

I consider it essential that a party knows I have heard and understood the point they wanted to make and if I don’t agree with that point in accordance with the law, that I explain the reason and hopefully in a way they understand. There are occasions when I have learned from an experience and tried to apply what I have learned to better effect in the next case.

Charity: How do you reconcile your personal views with the necessity of applying the Law as it is written?

Noreen: If my personal views interfered with my ability to apply the law in the case before me I should and would not be a Judge in that case. It is as plain as that for me and I have never found it difficult to understand the importance.

As a Barrister, I represented clients accused of unspeakable crimes who protested their innocence and were entitled to the benefit of the presumption unless and until they admitted guilt or were convicted. In that too, I had no difficulty understanding that my own views or feelings had no place in the case.

Charity: What is the most ethical or moral dilemma you have faced in your role as a Judge? And

Noreen: I cannot recall a single occasion when I have faced an ethical or moral dilemma in my position as Matrimonial Master. That may be because I am primarily presiding over cases involving the resolution of the parties’ financial claims against each other following the breakdown of their marriage.

Sometimes the cases will involve parties convicted of serious criminal activity including murder, rape, child abuse or grave violence. However, if that is the reality, I encourage parties to own it and understand its impact under the law.

How do you ensure impartiality in cases that have high public interest?

Noreen: I would like to think that I am always impartial regardless of public interest. Even in practice I considered it crucial to be able to understand both sides. Impartiality is so important and I consider it vital that I would never allow public interest to influence the integrity of my work.

Charity: Given the sometimes sensitive subject matter of the cases that you preside over, how do you balance this with maintaining a healthy wellbeing?

Noreen: That is the perhaps the single biggest challenge. There will always be troubling cases which linger. The work in my post is relentless involving long days and given that I have always worked

through sickness to avoid parties’ hearings being adjourned, it is almost impossible to maintain a healthy wellbeing. At those times one understands the benefit of having supportive family and friends to provide positive distraction. In addition, the fresh air and friendliness enjoyed during a short walk to collect coffee from a local café is a daily tonic.

Charity: Are there specific areas of Matrimonial or Probate Law; or case types that you find particularly interesting or challenging?

Noreen: Every single day and every single case is different. I hear cases irrespective of value or complexity. Sometimes cases of enormous value might turn out to be the simplest, while cases of little value by virtue of their facts can present with complex legal arguments. Economic and societal changes can produce new arguments, and each new argument requires to be considered under the law as amended from time to time. I was part of the Gillen Review Group reviewing Civil and Family Justice in Northern Ireland which was a significant review and made many recommendations and I sit on the Shadow Family Justice Review Group which continues to consider the reforms required by the recommendations.

Charity: Is there a specific decision you have authored that you are particularly proud of and/or that you feel has stood the test of time?

Noreen: Overall, I would like to think that my decision making has stood the test of time. In Northern Ireland the financial dispute resolution process is hugely successful but that is because experienced counsel and the court work put in an enormous amount of work which enables the parties to achieve a resolution which both parties agree to be fair. This requires all factual, evidential and legal arguments to be considered and weighed in the balance. The process has at the core a determination to arrive at a fair resolution

proud of the success of the Ancillary Relief Court, and of the positive feedback and support received by those who use it most. I believe its success is the result of having the best interests of the parties in each individual case at its heart.

On those occasions when I have delivered judgements, those decisions are generally supported or upheld which is reassuring.

Charity: Have you noticed any significant trends in the Law or Legal practice during your time on the bench?

“Overall, I would like to think that my decision making has stood the test of time.”

Noreen: The biggest trend is the increase in litigants in person which I consider to be unfortunate because it is mostly unhelpful. It is understandably very difficult to advise oneself with the objectivity required and harder still when navigating the emotion, mistrust, anger and bitterness which can flow from the breakdown of a marriage or civil partnership. Parties can forget that the judge is not their lawyer, that the court clerk is not their personal assistant or that the opposing lawyer seeking standard discovery is not their enemy. I asked a butcher once to look around at the apparently clever, capable talented lawyers in the court. I then asked him if he would let a single one of them cut up a cow. He returned to the next review with a lawyer and happily the case resolved quickly and in a cost effective way. There are of course people who cannot afford a lawyer and provided they trust the court process and work with the court directions, the right result will be achieved. Unfortunately, such people are all too rare. Too often personal litigants are people who choose not to pay for legal representation and because of their poor judgement and unwillingness to heed the court’s directions, end up paying the cost of the other party’s legal representation.

Charity: There is an increased use of Legal Technology/ Artificial Intelligence (AI). Have you started making use of this for your case management?

From practice, I am acutely aware that there is a huge benefit not only for the parties but for their children, in the parties being enabled to uncover and agree the fair resolution. The cases before me do not involve a party pitting themselves against a stranger, body or organisation. They involve a family. If fairness is not achieved, it can have enormous negative ramifications for family relationships long after the parties have been forgotten by the court or their lawyers.

Moreover, the increased costs for parties caused by an unnecessary contested hearing can be an added hardship when money has gone on costs which could have been used for the benefit of the parties. Too often the costs of having the argument outweigh the value of the argument.

There are of course cases which require to be heard; but when all parties commit to aiming for fairness, the majority of cases are capable of an agreed resolution. I have been able to draw on my mediation training and experience and the process takes time. It is of particular benefit too that the lawyers representing the parties are experienced, skilled and knowledgeable. I am immensely

Noreen: Such is the workload that my court has always been hugely dependant on clerical support for general case management and listing.

However, technology has enabled me to consider written arguments, review many cases and draft orders which is an added burden for me but reduces at least some of the burden on an under resourced staff.

Remote links proved useful during the covid pandemic and though not ideal, enabled my court to continue to operate; though for the final resolution parties generally needed to be present albeit in a covid regulation compliant manner, for which I was given use of the local Waterfront Hall. Post covid, remote links have been useful for case reviews when travel time and cost outweigh the importance of someone being present.

AI is a useful tool but it important to see it as such rather than as a truth. It is important to understand that it draws from information on the internet and sometimes the loudest or agenda-based narratives can present wrongly as fact. AI may be considered by

“Be your best and do your best. What you put in, you get out so work hard, listen well, be empathetic and above all always try to be positive.”

some as the starting point, but it is always important to check the statute and case law against the original source.

Charity: Access To Justice continues to be an issue for many who do not have adequate resources.

What more do you think needs to be done to alleviate this?

Noreen: Parties need to be provided with such assistance as provides proper informed legal representation. It is always important to ensure that perceived access to justice for one does not represent injustice for the other. We might question whether encouraging litigants in person is the best means of ensuring access to justice if the reality is different. Too often time and money are wasted not only for the parties involved in that case but for the others whose cases are delayed because of the wasteful abuse of time.

A society with a real interest in justice should ensure parties are able to access justice rather than allow themselves to be the victim of crude cost cutting which will inevitably result in lasting damage long after those who made decisions for short term benefit have moved on. Proper consideration should instead be given to using what money is available, efficiently and effectively. Rather than denigrate the professions, work should perhaps be undertaken with the professions for resourcing young lawyers to gain experience by representing those who are not entitled to legal aid but are of modest means. It is also important to be mindful that rights come with responsibilities.

Charity: What have been the most interesting and rewarding aspects of being a Judge? And

Noreen: It has been interesting to represent my tier on different committees and to be at the table considering reform.

However, without doubt the most rewarding aspect is feeling that one has made a positive difference to people’s lives. There is simply nothing better than receiving positive feedback, from witnessing the outburst of emotion from someone who realises you have understood what needed to be heard, for both parties leaving a court room to separately whisper thank you or when the case is over when both counsel say that their clients wanted them to express their gratitude. On occasion I have been told entrenched opposing parties have gone for coffee together to discuss arrangements for children. Every instance, when a difficult, complicated case which seemed incapable of resolution has resolved with the court’s assistance is immensely satisfying.

What have been the most challenging aspects of being a Judge?

Noreen: During a busy list, dealing with parties who are deliberately disruptive and non-compliant with the court’s orders and processes, particularly those who style themselves “freemen”.

Dealing with Litigants in Person from those who are vulnerable and have allowed themselves to be advised by people who do not have their interests at heart to dealing with educated and wealthy individuals who should know better but chose to represent themselves despite that clearly being a mistake.

Working within a hugely under resourced court system.

Charity: What makes for a “good judge” in your opinion?

Noreen: A judge who regardless of the challenges does their best to listen to every party in every case with empathy and who makes a fair reasoned decision based on the facts and law presented. A judge who never loses sight of the parties.

Charity: What advice would you give to aspiring female Judges?

Noreen: Consider all the women who became great judges. Be your best and do your best. What you put in, you get out so work hard, listen well, be empathetic and above all always try to be positive.

Charity: What does the future hold for Master Sweeney?

Noreen: This year I will have been in the post for more than eleven years, which by some degree is longer than any of my predecessors, so I believe it is time to move on and make room for new ideas and fresh energy.

For me it is time to explore new horizons with immense gratitude for the considerable support I enjoyed as the Matrimonial Master.

■

Master Noreen Sweeney

Probate and Matrimonial Law

Interviewed by Charity Mafuba

Editor-in-Chief and Director, Solicitor (England and Wales) Attorney- New York Attorney-Supreme Court of the United States

A Career Shaped by People, Perspective and Progress

Her Honour Judge Bagnall, talks to Legal Women about her Legal Career, specifically her role at the Judiciary

Iqualified as a solicitor in 1985; my first job was working as a legal adviser to the Health Service in Northern Ireland. The main areas of work were in Family, Employer’s Liability and Judicial Review. Looking back, while the range of work was quite niche, only one ‘corporate’ client, it gave me the opportunity to carry responsibility for some complex litigation from the earliest stages of my career. I continued to work in these areas for the first 15 years of my career initially in the Central Services Agency and then in Private Practice. At the outset I was very hesitant about appearing in court, however it was not long before I was in court every day representing Health Trusts in Family Law cases and undertaking the advocacy.

Discovering a Love for Court Work

To my surprise I really enjoyed court work and the interaction with other practitioners. There was a relatively small number of solicitors and barristers practicing in children’s law at that time and we were all very mutually supportive. This work taught me the importance of soft skills; being able to talk to different types of people, understand how someone’s life experiences had impacted on their life decisions and being able to negotiate a pathway which allowed cases to be resolved. It was at this stage in my career that I honed these skills which served me well when I became a judge. In many ways I think the ability to understand people and why they make certain decisions is one of the most important skills a judge can have.

A New Chapter: Appointment to the Magistrates’ Court

I was appointed to the Magistrates’ Court Bench in 2003, this was the first time I encountered the Criminal Courts and found it a steep learning curve, but the skills learned in the Family Courts helped me navigate this area of the law quickly. In April 2006 the late Lord Kerr appointed me the Presiding District Judge (MC). This was a newly created office and therefore I had to establish the role. I was responsible to the Lord Chief Justice for the effective and efficient running of the Magistrates’ Courts in Northern Ireland.

At the time of appointment, I was one of the most junior members of the bench both in experience and age. Colleagues were not accustomed to managerial oversight as they had largely worked in isolation without much accountability. Not only did I have to manage colleagues who were vastly more experienced than me but also provide leadership in addressing a number of pressing issues, for example the Criminal Justice Inspectorate had recently published a report in which they described the Magistrates’ Court as having “an adjournment culture” which led to delay in cases. In reality the cases needed to be case managed more effectively to progress them and District Judges needed to work in a more collegiate way and less in individual silos.

Developing a Leadership Style

I’m not sure I had a style of leadership when first appointed as Presider, but I quickly started to develop one by trying to bring colleagues along with me when making changes so far as was possible. This allowed everyone to have some agency in the changes being introduced. I think clear communication is key, so

“I think clear communication is key, so I always consulted with colleagues and the professions and took time to explain decisions and always kept an open door policy.”

I always consulted with colleagues and the professions and took time to explain decisions and always kept an open door policy. I think it is important to approach issues with the attitude of finding solutions to problems rather than focusing on what has gone wrong or who is to blame.

Driving Change Across the Magistrates’ Courts

During my tenure as Presiding District Judge (MC) I introduced a Case Management Protocol in the Criminal Courts to address the criticism of too many adjournments; I reconfigured the court sitting schedules so that judicial resources were used more efficiently as well as initiatives to reduce the length of time it took to complete criminal cases in the Magistrates’ Court. I introduced Sentencing Guidelines in the Magistrates’ Court, something which had never been done before in Northern Ireland. This not only allowed for greater consistency among sentencing judges but also provided the public with a greater transparency of how judges came to their sentencing decision. These important initiatives ensured that the Magistrates’ Court jurisdiction conducted business as effectively and efficiently as possible, with a greater consistency of approach across the jurisdiction.

The Substance Misuse Court: Work I Am Most Proud Of

One of the most exciting initiatives, and indeed the one I am most proud of, was the establishment of a Substance Misue Court in Belfast in April 2018. I worked closely with Dr O’Hare who at the time was Director of Rehabilitation in Probation Service to develop the pilot. This was a total departure from the traditional way in which courts in Northern Ireland dealt with offenders who had addiction issues. The purpose of the court was to deal with the causes of offending and therefore reduce repeat offending. It followed an American model of problem solving courts and required me, as the judge, to engage directly with the defendants to discuss with them the reasons for their addictions and offending and help them come off drugs or alcohol with the support of a wraparound service including probation officers, a psychologist, addiction services and on occasions help with housing or training for employment while they were still in the court process.

Taking the time to talk to defendants directly, who had often been before me in the criminal court over several years was very powerful. I really got to understand what had brought mostly young men into the criminal justice system and what they thought about their lives and their decision making. Of course, there was the expected cohort of drug users who had experienced difficult early lives, but there were also successful business people, former elite sports people and defendants who previously had successful professional careers in the court. In conventional criminal court hearings, the defendant stands in the dock, says very little and their solicitor or barrister speaks on their behalf. In the Substance Misuse Court, the defendant sat at the other end of the table from me and discussed their addiction issues and offending with me directly. In many ways it was very humbling to preside over that court, and I realised that anyone who had encountered the life experiences and challenges of these defendants could easily turn to substance abuse and everything which flows from addiction such as spiraling into criminality. This court is now established in the Magistrates’ Court schedule and has achieved many notable successes leading to prolific offenders being able to remain abstinent from drugs and change their lives for the good.

Shaping Wider Judicial Policy

One of the advantages of being a Presider of a bench is that I had the chance to sit on committees which allowed me to observe how policy decisions are made. While Presiding District Judge I was a judicial member of the Board of Northern Ireland Courts and Tribunal Service. This gave me insight into how policies concerning the courts were developed and the opportunity to provide a judicial perspective. Additionally, I gained an appreciation of the significant machine which is necessary to ensure all court programmes operate effectively.

I also sat as one of the original Commissioners of the Northern Ireland Judicial Appointments Commission. This meant I was part of the Board which set up the initial policies and procedures for this important body. To have experience of helping to develop and structure how judges are appointed in this jurisdiction has been a great privilege and taught me so much about appointment to senior positions and proper governance in an organisation. In addition to this I sat on a number of appointment panels for judicial posts.

A Return to Family Law – Full Circle

In 2021 I was appointed to the County Court, while I had sat in criminal courts for some 15 years, sitting in the Crown Court was a very different experience. I was surprised at the adjustment but like everything with familiarity and hard work it quickly became more enjoyable. Since September 2025 I have been sitting as the Senior Family Judge in the Family Care Centre, in many ways I have come full circle as I am now back dealing with children’s cases, this time hearing them as opposed to presenting them. I am once again involved in the efficient and effective running of this important area of our jurisdiction. I have not lost my thirst for new initiatives and am presently developing an Early Resolution Court which will hopefully contribute to the reduction in the length of time private law disputes remain in the court process.

Women in the Judiciary: Progress Worth Celebrating

I am now one of the longest serving judges in Northern Ireland. When I was appointed there were very few female judges especially on the more senior benches, it is now unremarkable to have a female judge sit in any court in Northern Ireland. Indeed, our jurisdiction can now proudly boast to being the first UK jurisdiction to appoint a Lady Chief Justice!

What I’ve Learned

So what have I learned over the 22 years as a judge? Be true to yourself! You don’t have to compromise and fit in with the male dominated conventions. Be mindful of younger female members of the profession and encourage them to achieve their aspirations.

■

Her Honour Judge Fiona Bagnall

HH Helen Mifflin

HH Helen Mifflin, Talks to Legal Women about her Legal Career, specifically her role at the Judiciary.

Ihave had imposter syndrome for most of my adult life. I suspect that it is a common feature for most females who have a working-class upbringing. The upside has been that I have always been driven to prove that I am worthy of the respect and sometimes, the admiration of my peers. However, the law has been a hard road to walk. It is a profession full of those that have little or no self-doubt, who consider themselves entitled to succeed and take for granted the status and privilege.

I was born in a small mining village in Gwent. My father was a safety officer at a local colliery. I was educated in Gwent; both junior and secondary schools. My intake was the first year of the comprehensive system. I was subjected to societal expectations of women, or indeed lack of them. Neither my family nor in my view, the education system believed in inspiring girls. The life map for me was to leave school at 16 find a job, any job until I could get married, have children, move a couple of streets from my parents and look after the home, children and my parents in their old age. Young people were not encouraged to have ambition and were being held back by a lack of social mobility. I do not remember any role models who were inspirational. Sadly, these issues continue to blight the lives of a large proportion of young people in South East Wales.

I think I was always bright. I was certainly forceful and had a lot to say for myself. At ‘O’ level, my performance was average. There was a debate about whether I would go into the sixth form. Most pupils left school at 16 and found a job. For my family, going onto

further education was a significant financial decision. However, my father had died when I was 16 and had left a colliery pension and so for me the sixth form was a possibility.

I took English, History and Economics at A-level. It was during those two years that I decided I was not going to conform to what others wanted me to do, or their expectations for my life. For reasons I do not understand, I had always thought I wanted to do law. Whenever I had mentioned it, I had been told that a career in law was not for people like us, it required a family to have money and connections. But I was determined to at least try.

I was attracted to medical law and as Leicester University was the only one offering that as an option, in the third year I applied and was called for an interview, which was the first time I had been outside South Wales. They made me an offer. I worked hard and I exceeded the grades offered and so I went to study law at Leicester.

I loved it, it was liberating and surprisingly, levelling. During the first year I decided that I wanted to be a barrister. Once again there was pressure from those around me to be a solicitor as it was a funded training program and had more certainty of a job. In contrast, the bar was very unpredictable and even after the training, which was only available in London and with a good degree, getting a place in chambers heavily relied upon having connections. Of course, I rejected all advice.

During the long vacations from University, I managed to get a job working for a local High Street solicitor. On occasion, I would go and instruct the barristers (at 30 Park Place Cardiff) in court and I

“Keep believing in yourself and push to achieve it. Stop trying to persuade others that you can - just do it.”

was smitten. I applied there for pupillage. I had an interview and was offered a place. It was suggested to me that I do my first six months in London. After that I went to Cardiff.

Chambers had no female tenants. On my first day, the senior clerk’s first words to me were, “I don’t know why you come here, we don’t take women in these chambers”. I was cross but not surprised. I told myself that I would make it really difficult for them to reject me. So, I became one of the boys and at the end of my six months training, they offered me a Tenancy. I had made it ,and for about 10 years I was the only female member of Chambers. I had a successful practice in Family Law.

I started my judicial career in 2000 when I was made an Assistant Recorder and then Recorder shortly after. I sat in Crime as that was how everyone started, before getting my Civil then Family ticket. I left chambers in 2008 to start my full-time judicial career having been made a Circuit Judge.

Judging is not about status, it is about applying the law fairly, without fear or favour. It is an enormous privilege but also a huge responsibility. What you decide impacts on the lives of others. You need integrity, empathy, communication skills and sound judgment. In addition, you also need to be able to command respect and boundary those professionals that appear before you, otherwise, the result will be chaos. It is a taxing job and you need emotional resilience, particularly if you sit in Family or Crime.

Today, you also have to think about what you post online, otherwise it may come back to haunt you. The internet is a valuable tool but can also be a trap. My advice is to seek out one of the Judicial shadowing schemes, which offer an opportunity to understand what the role entails, warts and all. You should also consider how you are going to show that you meet the competencies that the Judicial Appointments Commission require for the many levels of judicial appointments and start building your CV. As the judiciary modernises, diversity is important. In my view, this simply cannot be structured at the time of advertising for a judicial post. The process needs to start much earlier, providing support and encouragement in schools to generate ambition and opportunity.

I think I was a tough judge, which brought me into conflict with those professionals and organisations who failed to deliver but I hope I always put the children of Gwent first.

I was approached to consider whether I would become High Sheriff, five years before retirement. I must admit, I knew very little about what was involved as the only contact I had was when a High Sheriff came to sit in court with me once a year. I had already been appointed a Deputy Lieutenant for the county.

The Office of High Sheriff is an independent non-political Royal appointment for a single year. it is not funded and so is a purely voluntary position. It was a particularly serious decision for me because I knew that if I took that post, I would have to retire. You can do most things and still be High Sheriff, but you can’t be a Judge. The office has been in existence for over 1000 years. High Sheriffs have traditionally come from important families within the county and those that are well connected.

When they asked me, I had the same old thoughts, people who hold this office don’t normally come for my sort of background. It was as if the years had been peeled away and I was 16 again. But

I have never shied away from difficult decisions. I soon realised that I would be letting my 16-year-old self down if I had said no, so I said yes.

It was my intention to use my year to shine a light on poverty of opportunity for young people, in Gwent. That does not mean only poverty in the financial sense, it also means poverty in terms of opportunity, ambition, and having the ability to make things happen. It is not only about academic achievement; it is about having the support to make the life you want rather than the life you have been given. My aim has been to do what I can to enable young people to thrive and achieve.

Gwent is a county of two halves; those that have a lot and those that really have very little. There are complex underlying issues which undermine opportunity and support for young people living here. There continues to be significant barriers to social mobility, particularly within the valleys. Since my retirement, I have tried to make contact with as many young people as I can, trying to encourage them to be the best version of themselves. I am in the process of setting up a Community Interest Company (CIC) - The Youth Empowerment Project, to take this forward. There are many barriers and so this is likely to be a long-term project. I am however determined to try and move things on.

My advice to those coming behind me is simple. Keep believing in yourself and push to achieve it. Stop trying to persuade others that you can - just do it. It is better to be a late achiever than not to try. Work hard to carve out the life you WANT, not the life you are GIVEN. Self-confidence is a huge part of success. Some are fortunate to have been taught self-belief from an early age and that opens many doors for them. For many it takes real effort to dispel self-doubt. Remember, others will have confidence in you if you project self-assurance. Judges are better at what they do if they have had a varied life journey, experienced not only in the law, but in life. At last, the selection process recognises that a Judge should not only be academic but a well-rounded person, balancing academic achievement with humility and courage. Thankfully, simply being well connected is no longer an important consideration.

Mentoring, formal or informal, is a really useful way of supporting those coming behind. I have tried to mentor all my professional life. I am now carrying it forward by mentoring sixth form pupils as they apply for tertiary education. People don't normally offer to help; you have to ask. This applies to mentoring as well as anything else. Find someone you admire but also trust and ask them to mentor you. You may be pleasantly surprised at their reaction. In the unlikely event they decline, don't be deterred, find someone else.

I want to emphasise that opportunities rarely land in front of you. Make them happen and say yes to challenges. When you get to my age - you want to be able to look back and say not only, I did it, but I did it my way. ■

HH Helen Mifflin DL

High Sheriff of Gwent 2024/2025

https://www.linkedin.com/in/helen-mifflin-dl-262688319/

When I first applied to join the Judiciary, my motivation was a fairly practical one. I wanted to become a better Litigator. At the time, I was in a relatively Senior Position in a Top 10 firm of Solicitors that I had been with for over 10 years.

I believed that if I truly understood what it was like to sit on the other side of the bench; weighing evidence, managing hearings, making decisions under pressure, I would provide a better service to my clients and be more useful to my firm. It felt like a way of improving my professional toolkit rather than a fundamental shift in direction.

What I did not anticipate was how quickly that motivation would evolve.

Almost from the outset, judging reignited my love of the Law. After many years in specialist practice, I had become highly experienced in procedure and in a narrow field of the law, but stepping into the Judicial role required me to revisit and learn different areas of Civil Law in depth. I found that process genuinely fascinating. It reminded me why I went into Law in the first place — not just to win cases, but to understand how legal principles operate in real life and affect real people.

Perhaps most importantly, I discovered a profound sense of satisfaction in resolving disputes and bringing proceedings to a conclusion for people who had often been living with stress, uncertainty, and conflict for a long time. That sense of purpose has stayed with me ever since.

Applying At The “Right” Time — Even If It Doesn’t Feel Like It

I applied for Judicial Appointment in early 2018, while I was on maternity leave. At that point, I had been qualified for around 13 years and had spent 12 of those years practising exclusively in Litigation.

In truth, had I not been on maternity leave, it is unlikely I would have applied at that time. Like many busy practitioners, I struggled to find uninterrupted space to reflect, research the role properly, and prepare

Helen Wilson

Helen Wilson, Managing Partner (Tree Law Ltd) and Deputy District Judge (Wales Circuit ), Talks To Legal Women UK About Her Career At The Judiciary

an application. Maternity leave, although demanding in entirely different ways, gave me the breathing room to sit down and think carefully about what the role involved and whether it might be right for me.

That timing also coincided with a concerted effort by the JAC to encourage more women to consider Judicial Careers. I attended an event at the Pierhead Building in Cardiff, which was exceptionally well attended and deeply inspiring. Hearing women speak openly about their experiences of the Judiciary, how they applied, how they balanced work and family life, and what the role truly involved, made the possibility feel tangible rather than abstract.

It is easy to assume that Judicial Office is something you do later, when everything else is perfectly aligned. My experience was the opposite. The opportunity presented itself during a period of significant personal and professional change, and had I waited for a “quieter” moment, I may never have applied at all.

The Reality of First Sitting — and the Importance of Support

Like most new appointees, I was nervous ahead of my first sitting. That anxiety, however, was alleviated by the quality of the Training and the support I received.

The preparation provided through the Judicial Appointments Commission Training was excellent, but what made the real difference was the collegiate culture on the Welsh Circuit. My sitting-in days were spent with a highly experienced judge who was approachable, practical, and refreshingly down to earth. I was encouraged to ask questions, talk through decisions, and seek guidance when unfamiliar issues arose.

Every Judge I spoke to was generous with their time and advice, offering practical tips on managing hearings, dealing with unexpected developments, and knowing when (and how) to ask for judicial guidance. That sense of collective responsibility and mutual support made the transition into the role far less daunting than I had feared.

Expanding Into Family Financial Remedies

When I was first appointed, I sat exclusively in the Civil Jurisdiction. I was pleased not to receive a family ticket initially, as it allowed me to build confidence in an area I already understood while adjusting to the judicial role itself.

However, I have always been someone who likes to challenge myself. After a few years, I felt ready to broaden my judicial work and experience the full scope of a District Judge’s role. Given my background in Financial Litigation, applying for training in Family Financial Remedy work felt like a natural progression.

By that stage, I had also been through my own divorce. Although it was largely uncontentious, it gave me valuable insight into the court process from the perspective of a court user. Experiencing firsthand the emotional weight that accompanies financial separation reinforced my belief that empathy, alongside legal rigour, is critical in Judicial decision-making.

Once again, the training and mentoring were exemplary. I undertook further sitting-in days to ensure that I could apply the learning confidently in live cases, and the support from fellow Judges throughout that process was invaluable.

What the Work Is Really Like

One of the questions I am most often asked is what types of cases I see, or whether there is a “typical” Judicial day. The honest answer is that no two days are ever the same.

I regularly deal with Litigants in Person, complex Financial Disputes, procedural challenges, and emotionally charged hearings. Each case brings its own facts, personalities, and pressures. Even where the Law is well established, every case must be assessed on its own merits, and every decision carries weight for the people involved.

That variety is one of the aspects of judging I enjoy most. The intellectual challenge of cutting through complexity, the responsibility of decision-making, the independence of the role, and the opportunity to ensure that parties feel heard, all contribute to the satisfaction I derive from the work.

The Quiet Moments That Matter Most

Some of the most rewarding moments in judging are also the quietest.

Watching the relief on people’s faces when a long-running dispute finally concludes, even where the outcome is not in their favour, is something that stays with you. Parties often want to feel that their case has been understood and taken seriously. A well-reasoned judgment that acknowledges why proceedings were brought can provide a sense of closure and, in some cases, comfort.

Those moments reinforce the importance of careful, considered decision-making and clear communication. Judging is not about perfection; it is about fairness, transparency, and respect for the process.

The Challenges — and Being Honest About Them

There is no denying that judging can be exhausting. It is intellectually demanding and emotionally taxing, and it is possible to finish a day both satisfied and utterly drained.

I have seen the impact that complex cases, particularly in the Family Jurisdiction, can have even on the most experienced Judges. That is why judicial collegiality matters so much. Being part of a supportive and cohesive circuit, where colleagues are willing to talk through difficult days or challenging issues, is invaluable. It reminds you that you are not carrying the weight of decisions alone.

We are all human. While judicial decisions are grounded firmly in Law and Evidence, Judges are not immune to the emotions that

surround the cases we hear. Acknowledging that reality, and having mechanisms to process it, is essential to sustaining the role longterm.

Balancing Judicial responsibilities with a demanding day job also presents challenges, particularly for those in senior leadership positions. As a Managing Partner of a growing firm, there are times when competing demands require careful planning and honest conversations. That balance is not always easy, but for me, the rewards of the Judicial role far outweigh the difficulties it creates.

Finding Space to Reflect and Decompress

Managing the emotional and intellectual demands of judging requires conscious effort. For me, reflection and decompression are essential.

The journey home from court, accompanied by music and the scenery of Wales, provides space to mentally close the day. Others will find their own methods, exercise, conversation, or quiet time. There is no single right approach, but recognising the need for decompression is important.

Advice for Those Considering the Judiciary

If you are considering a career in the judiciary, my advice is simple: go for it.

Start by sitting in at your local court. Reach out to Judges who already do the job, most are happy to share their experiences. If you do not know anyone personally, attend public hearings and observe from the back of the courtroom. Seeing the role in action will tell you far more than any guidance document ever could.

There is a persistent myth that you must fit a particular mould to become a Judge. In reality, eligibility begins at five years’ post-qualification experience, and what matters most is relevant experience and the ability to demonstrate the competencies required for appointment.

You do not need to be a Barrister. You do not need to have been privately educated. You do not need to have followed a traditional path. The judiciary is strongest when it reflects the diversity of the profession it serves, across background, route to qualification, and lived experience. Everything else can be learned once you are in post.

Apply Before You Feel Ready

There is a well-documented tendency for women to hold back from applying for roles unless they feel they meet every criterion. My experience, and observation, is that waiting for complete readiness often means missing opportunities.

If you apply and are not successful the first time, that is not failure. It is part of the learning process. Each application teaches you something about yourself, the role, and how to strengthen your candidacy. Progress is rarely linear, and growth often comes from the attempt itself.

Judging is a fulfilling, intellectually stimulating, and meaningful role. It has enriched my professional life in ways I did not anticipate when I first applied, and I would wholeheartedly encourage others to consider whether it might do the same for them. ■

Helen Wilson Managing Partner -Tree Law Ltd

Deputy District Judge -Wales Circuit https://www.linkedin.com/in/helenwilson-treelaw/ www.treelaw.co.uk

The UK is now one of the world’s most dynamic lawtech hubs. Investment is accelerating at record pace, with £116.6 million raised by UK-founded lawtechs in the first half of 2025 alone, almost matching the entire previous year. The number of lawtech companies continues to grow, and the appetite for innovation— from startups to Magic Circle firms— is unmistakable.

At the same time, adoption across the profession is deepening. According to recent research, 96% of UK law firms now use (Artificial Intelligence) AI tools in some capacity, from document automation to contract analysis and client communication. Many are moving beyond experimentation into integration, embedding AI into workflows, case management systems, and client-facing services.

But this is not just a story of technology. It is a story of people— and of who gets to shape the systems that will define the next generation of legal practice.

LawtechUK: Driving Innovation with Purpose

LawtechUK (LTUK) was created to accelerate digital transformation across the legal sector, and I am immensely proud to Chair this initiative. Backed by the Ministry of Justice and delivered by CodeBase and Legal Geek, our mission is simple but ambitious:

• Support the growth of the UK Lawtech sector

• Increase innovation and adoption across Legal Services

• Ensure English and Welsh law remains the Global Foundation for Emerging Technologies

• Improve Access to Justice for all

Everything we do—from our startup programmes to our ecosystem mapping, from the UK Jurisdiction Taskforce to our Access to Justice Initiatives—is free, open, and designed to empower the entire sector.

The UK’s Lawtech Landscape: A Sector Coming of Age-

By Christina Blacklaws

And crucially, we are committed to ensuring that innovation is not confined to London or to elite firms. Over half of the participants in our programmes come from outside the South East. We have taken Lawtech on the road to Manchester, Liverpool, Belfast, Nottingham, and Newcastle, because talent and ambition are everywhere—and so must opportunity be.

And this works- 48% of lawtechs securing funding in the first half of 2025 have been part of LTUK.

But there are two dimensions to this work that are deeply personal to me: access to justice for all and ensuring that women are not just beneficiaries of lawtech, but leaders of it.

Access to Justice: Technology as the New Legal Aid

One of the most urgent areas of our work at LawtechUK is access to justice. With 11 million people facing unmet legal needs every year, and legal aid funding having fallen dramatically over the past decade, technology is becoming—practically speaking— the new front door to legal help.

We have supported ventures such as:

• Contend, which has helped over 150,000 people navigate everyday legal problems

• SeparateSpace, a 24/7 digital companion for people going through divorce

• adeus, which is transforming will-writing through AI and secure digital vaults

These are not theoretical pilots—they are real, scaled, consumerfacing solutions changing lives today.

And many of the innovators behind these tools are women. Women have always been at the forefront of access-to-justice work—whether in Family Law, Community Law centres, or Pro Bono Advocacy. AI gives us the chance to scale that impact exponentially.

“Because the future of law will not be written by technology alone. It will be written by the people who choose to shape it—with intention, with integrity, and with imagination.”

Women in Lawtech: Progress, Potential, and Persistent Gaps

Despite women now making up the majority of practising solicitors, the gender gap in lawtech remains stark. Only 18.3% of lawtech ventures have at least one female founder, and women-led startups receive a disproportionately small share of investment.

I’m proud to say that more than 40% of female-founded lawtechs that raised in H1 (Half One) of 2025 were connected to a LawtechUK programme.

This matters—not only because equality is a moral imperative, but because diverse teams build better, fairer, and more effective technology. When women are absent from the design table, the tools we create risk replicating the biases of the past at machine speed.

I have seen this firsthand in my work on AI ethics and algorithmic fairness. Whether in predictive policing, recruitment algorithms, or automated decision-making, systems trained on biased data can entrench inequality unless we intervene deliberately and early.

Women lawyers bring essential perspectives to this challenge: empathy, lived experience, collaborative leadership, and a deep understanding of the human impact of legal systems. These qualities are not “soft skills”—they are strategic assets in an AIdriven world.

AI as a Catalyst for Inclusion—If We Choose It…

AI has the potential to be a leveller in the profession. It can:

• Reduce barriers to entry by automating routine tasks and enabling junior lawyers to focus on higher-value work

• Support flexible working, which disproportionately benefits women

• Improve transparency and reduce bias in recruitment and promotion

• Expand access to justice, particularly in areas like Social Welfare Law where unmet need is vast

But AI can also deepen inequality if access to tools, training, and digital literacy is uneven. Students from well-resourced schools and firms with large innovation budgets will advance faster than those without.

This is why leadership matters. And why women’s leadership matters even more.

The Future: Embedded Intelligence and Ethical Leadership

Looking ahead, the next phase of AI in legal services will be defined by embedded intelligence. AI will not be a standalone tool; it will be woven into the systems we use every day—document management, case management, client portals, risk analysis, and strategic decision-making.

We will see:

• Predictive analytics informing litigation strategy

• Agentic AI supporting advice agencies and frontline services

• AI-enabled client journeys that are personalised, transparent, and accessible

• New business models, including fixed-fee and subscriptionbased services

• Greater regulatory clarity, as the UK and EU refine their approaches to AI governance

But with this power comes responsibility. We must ensure that AI is transparent, explainable, and accountable. We must insist on diverse teams, inclusive datasets, and continuous auditing. And we must keep humans—ethical, empathetic, well-trained humans—firmly in the loop.

Women lawyers are uniquely positioned to lead this charge.

A Call to Action: This Is Our Time to Shape the Future

The legal profession is at an inflection point. AI will not replace lawyers, but lawyers who use AI will replace those who do not. And the lawyers who shape AI—its design, its governance, its values— will shape the future of justice itself.

So, to the women reading this—students, trainees, associates, partners, founders, in-house counsel, academics, technologists—I offer three invitations:

1. Step into the innovation conversation.

You do not need to code to lead in lawtech. You need curiosity, courage, and a willingness to challenge assumptions.

2. Use your voice and your influence.

Join panels, mentor others, ask difficult questions, and insist on ethical, inclusive design.

3. Build, create, and lead.

Whether you are founding a startup, shaping policy, or transforming your firm’s workflows, your leadership is needed.

Because the future of law will not be written by technology alone. It will be written by the people who choose to shape it—with intention, with integrity, and with imagination.

And I believe, wholeheartedly, that women will be at the forefront of that future. ■

Christina Blacklaws

Chair of Lawtech UK

Former President of the Law Society of England and Wales Legal Entrepreneur and Consultant https://www.linkedin.com/in/christinablacklaws/ https://www.linkedin.com/company/lawtechuk/

AI In Legal: The Good, The Bad and The Practical

By Lorna Khemraz, Leading Legal AI Alignment at Flank

It is practically impossible to escape it now. Your news feed, your LinkedIn feed, your food delivery service, your car, your vacuum cleaner - whether you are a tech enthusiast or a luddite, Artificial Intelligence (AI) is in your face. Constantly. Increasingly, unless you are willing to go off the grid completely and grow your own vegetables, it’s a ‘ride the wave’ or ‘get taken under’ scenario.

It was interesting to watch the shift from quiet murmurs of “Have you heard of this ChatGPT thing?” to “Okay, we need an action plan to bring GenAI into everything, and we need it now”. Some industries moved faster than others, with the legal profession notably cautious, and for good reason.

The legal industry is arguably a lucrative and well-oiled machine and it’s been doing just fine for centuries. Time is currency in the legal sphere. Time is control and power. Time is leverage. If there is a technology here to make legal work more efficient, it (a) should not threaten the value of legal work by commoditising it and (b) it should be impeccably reliable; legal mistakes are costly and career destroying. Naturally, there has been, and still is, great skepticism that AI can effectively transform legal work for the better.

“Because the future of law will not be written by technology alone. It will be written by the people who choose to shape it—with intention, with integrity, and with imagination.”

I believe that skepticism is perfectly healthy. It’s actually given the legal industry an edge by ensuring that we really think through our frameworks and systems when bringing in a transformative technology to do some of the work we clearly shouldn’t be doing manually anymore. We’re no longer writing letters with an ink pot, right? Or sending faxes? Are we even still sending many emails? I much prefer Slack!

Legal is, in many ways, the perfect environment for AI. Modern AI systems are essentially sophisticated pattern-recognition engines. They are excellent at digesting vast amounts of information and making predictions. They thrive on documented context and processes. They are very good at following instructions and will easily repeat a task 100 times over until satisfaction is achieved. In that sense, AI is the ideal trainee, on steroids. Just like a trainee, it needs support, guidance, training, and eventually trust and responsibility - together with a clear path for escalation (who to ask if something is unclear or unknown) and guardrails (clear parameters within which to operate).

The legal profession has long mastered the art of peer training and review, preserving knowledge and carrying on experience for generations of lawyers. Training AI to do well in law is not too dissimilar, really. If we can reframe our perspective from training humans to robots (not at the expense of each other, both can still happen concurrently), then we can achieve incredible transformation within the legal space.

Of course, it’s not all rainbows and butterflies. AI has its limitations and so do humans. When those limitations are combined with operational pressure and unrealistic expectations, problems emerge: failed pilots, hallucinated outputs, and organisations that reduce headcount too early based on overly optimistic assumptions about what AI can realistically deliver, and when.

However, AI implementation done thoughtfully - and with the right partners - is incredibly powerful and serves as a solid foundation upon which more and more AI integrations and transformations can be layered upon in the years to come until we inevitably achieve the (hypothetical) state where AI excels and exceeds human capabilities across virtually all cognitive tasks and fields; also known as -Artificial General Intelligence (AGI).

Where I consistently see legal teams succeed with AI, a few patterns emerge.

First, they start at the bottom. It’s tempting to want to automate the biggest and most complex pain point, such as Framework Agreements that are 90+ pages long and consist of a series

of schedules, with sub-schedules and sub-sub schedules (the classic Russian Doll of contracts). However, this is rarely the smartest move. AI is great, but it still has room to grow. It performs best with low-complexity, high-volume tasks, freeing senior lawyers to retain ownership of the work that truly requires judgment. NonDisclosure Agreements (NDAs), Data Processing Addendums, procurement reviews, drafting order forms, negotiating short terms and conditions - this is where early value is found.

Second, they have genuine buy in from the top. The CFO (Chief Financial Officer), the CEO (Chief Executive Officer), the CPO (Chief Product Officer), the GC (General Counsel), the legal operations lead are all on board with the wider goal and mission. Political fragmentation within the organisation is the biggest killer of innovation. AI initiatives fail far more often due to internal resistance than technical shortcomings.

Third, they have a clear and realistic roadmap - they understand that true transformation doesn’t happen overnight and they are not chasing the dopamine hit of endless proof-of-concepts. Instead, they commit to a long-term trajectory, with incremental milestones that build in both confidence and capability.

Finally, they work very closely with their vendors and are not afraid to communicate extensively and call out hiccups early. Having a reliable and trusted vendor partner is primordial to innovation success. You don’t want a vendor who enjoys the thrill of the chase in the sales process and then leaves you out dry (or worse, with an ‘implementation partner’ you’ve never even met) once the contract has been signed.

AI is no magic wand but I do think it’s a book of magic spells. Like any craft, it requires learning, discipline, and respect for its limits. Used well, the results can feel transformative - even magical. Used poorly, the consequences are very real. ■

Lorna Khemraz

Leading Legal AI Alignment, Flank

https://www.linkedin.com/in/lorna-khemraz-0328bb5b/

In the last two years, Generative Artificial Intelligence (“Gen AI”) has become one of the most prominent buzzwords in the legal industry. While the law has traditionally been perceived as resistant to change, this narrative has been steadily challenged. COVID-19 accelerated digital transformation across the profession, and AI has intensified that shift even further.

Today, LinkedIn is filled with daily announcements of introducing or global rollout of AI tools. On the surface, this suggests that the industry is enthusiastically embracing innovation. Yet, I often find myself questioning the underlying motivation behind these decisions. Are firms genuinely seeking to solve inefficiencies and improve the way lawyers work, or are they reacting to latest trends?

“Perhaps not every AI rollout is driven by a desire to change how Lawyers actually work.”

There are conversations that rarely make it into press releases. These discussions, while less glamorous, are critical to understanding why the adoption of Gen AI in law remains uneven and, in some cases, frustrating.

Expectations versus Reality: A Widening Gap

One of the most striking issues I have observed is the growing gap between expectations and reality when it comes to technology. Increasingly, lawyers hold highly unrealistic expectations of what Gen AI can do.

On one end of the spectrum, there are concerns that AI will replace lawyers altogether. I don’t think it’s the case and I spoke about it briefly in my previous article. The technology has not (yet!) reached the level of accuracy or reliability that would justify such fears, and framing the conversation that way always distracts from more practical challenges.

Conversely, there is a less spoken of, but equally problematic mindset. I have encountered lawyers who expect any new tool placed in front of them to solve everything they dislike doing, immediately – essentially just ‘plug and play’. There is often little appetite for investing time in refining tech, training an AI tool or adjusting workflows to ensure the tool solves what it needs to solve. This also relates to the fact that many do not have a business requirement list beforehand. Gathering business and technology requirements is key to building a business case and subsequently going onto the vendor selection process.

“The expectation is not improvement, but instant perfection.”

This “plug and play” approach is becoming increasingly common. It mirrors how many of us interact with technology in the day to day outside working

Introducing AI Into Law: Expectations From Technology vs Expectations From People

By Sophiya Volkova

lives. If an app does not work seamlessly within the first few clicks, we become frustrated and we abandon it altogether and just delete it. The same behaviour is now being applied to legal technology, despite the complexity of legal work and the nuances it has.

The Importance Of Time, Training And Realistic Investment

From my experience, investing time in making a tool work is the single most important factor in achieving results. Technology does not replace the need for judgement, but it can significantly enhance how that judgement is applied.

In the context of Gen AI contract review, clients should expect that bespoke training will be required for specific provisions or document types. (Although very soon in my opinion this will become different due to the sophistication of LLMs (Large Language Models) and increasing ability to query the document from the outset). High accuracy does not come instantly. It takes time to train a model correctly and to refine it. However, once that investment has been made, the benefits are huge.

“Time spent training a tool is not lost time, it is an investment on generating time and money savings”

Once a model is finetuned, it can deliver consistent and accurate results. Many may be surprised, but manual reviews are still very common as many firms employ armies of paralegals – however, this is expensive in the long run and the accuracy may not be as high as the probability of human making a mistake is higher than that of a machine, This is where Gen AI excels.

The challenge is persuading lawyers to see training time as an investment rather than a burden as it leads towards incredible time savings.

Driving Adoption: Deploying Technology Is Not The Hardest Hurdle To Overcome

Another critical factor is the framework used to drive adoption and change. There is a tendency to treat Gen AI as something fundamentally different from other technology rollouts. Deploying a Gen AI tool is not that different from implementing a new time recording system.

In each case, the objectives are broadly the same: to improve efficiency and save money and time for the business. To meet this goal, adoption is a nonnegotiable. Once a tool is deployed, the tool implementation is not done. It moves to the next phase: monitoring adoption and finetuning it to increase adoption.

“The lesson for legal professionals: AI works best when people and processes work in tandem. Invest time upfront, create clear adoption frameworks, and measure success by results, not billable hours.”

However, adoption cannot be achieved through a single training session. In many such sessions, a significant proportion of attendees are distracted, responding to emails or recording billable hours (I will talk about it shortly), rather than actively engaging.

“Attending training sessions does not equal to engagement with a tool.”

Change management requires ongoing support and time. Without these elements, even the most sophisticated technology will fail to deliver its promised benefits as that ensuing phase of adoption is underestimated.

Billable Hours: The Biggest Barrier To Gen AI Use And Adoption

We are now in 2026, in private practice, the billable hour continues to dominate how success is measured both for lawyers and a law firm itself.

For lawyers achieving billable hour targets (those are often aggressive) have a direct impact on promotion and recognition. Administrative tasks, training and process improvement work are rarely billable, yet they are unavoidable.

Firms often encourage lawyers to “invest time in Gen AI”. However, within the 24-hour day, the target to bill at least 8 billable hours daily, the need to do admin – how are lawyers meant to do it?

“The message is to innovate but the question is how?”

The question is how lawyers are realistically meant to find additional five to ten hours a week to explore AI without risking their billable targets. The result is often superficial engagement. Lawyers attend training sessions because attendance is required, but their attention can be compromised. I saw this first hand, and actually I’ll be transparent with the reader, some of the compulsory training sessions I attended in my career, I did treat them as background noise and continued doing higher priority work. I was not the first one and certainly won’t be last!

Genuinely engaging training sessions are the exception rather than the rule. Cameras are usually off, and participation is minimal or non-existent. This is not due to a lack of interest, but to competing priorities.

Signs Of Progress Within Private Practice

There are, however, encouraging signs. Some firms are beginning to acknowledge the tension between innovation and billable hours.

One magic circle firm has launched a global team of specialist AI lawyers, recognising that expecting fee earners to both bill full hours and lead AI adoption is unrealistic. A silver circle firm has begun actively challenging traditional pricing models in light of AI’s capabilities.

“Structural change, not enthusiasm, is what enables innovation.”

Initiatives like these suggest a gradual shift towards outcome-based pricing. They also signal a willingness to be more transparent with clients about how AI contributes to a more efficient delivery of legal services.

In-House Lawyers: Their Clients Are Ex-Private Practice Lawyers

In-house lawyers occupy a unique position in this discussion. The vast majority of in-house lawyers have trained in private practice, and many carry those expectations into their in-house roles – this should not come as a surprise.

What in-house lawyers often do not miss is billing time in six-minute increments. That said, it would be inaccurate to suggest that in-house lawyers are entirely free from time recoding, Leadership still need a clear understanding of how time is spent to support budgeting and resource planning.

Crucially, it is usually in-house lawyers who are the clients of private practice lawyers. They instruct external counsel (those lawyers in private practice). However, alongside other departments like finance they, the in-house lawyers, also challenge invoices from law firms and are demanding write offs in order to meet their allocated budget set by leadership.

“The client relationship is shaped by habit as much as by price.”

While senior business leaders may question why costs remain high when Gen AI exists, it is usually in-house lawyers who manage external relationships. They tend to return to individuals they trust. Familiarity breeds confidence, even if alternatives exist that are cheaper or equally effective. I’ll give you an example. If there is a dry-cleaners that you have been using for ages, you know the person who runs it. It will be really hard for you to switch unless something goes horribly wrong. Don’t you agree?

Comfort, Trust and Resistance To Change

This dynamic is not unique to law. Think of a coffee shop you have visited for years. You know what to expect, the staff recognise you and you like it. Even if a new coffee shop opens nearby, offering better coffee at a lower price, you may still return to the familiar option. We are creatures of habit.

“Forming habits is easy but changing them is not.”

In-House lawyers, many of whom were trained in environments that prioritised billable hours and traditional workflows, often replicate those patterns when instructing external counsel. As a result, law firms should not bear sole responsibility for the pace of AI adoption.

A genuine shift towards results-driven work requires both firms and clients to reassess long-standing assumptions about value, efficiency and trust.

Making AI Work

AI can transform legal workflows, but it’s not a silver bullet. It requires patience and finetuning. Used correctly, it frees lawyers to focus on higher-value and strategic work. As a side note, clients are actually willing to pay a premium on faster delivery. To give an example: you are ordering something online and you want to it to be delivered next day – you will pay extra for speed.

The lesson for legal professionals: AI works best when people and processes work in tandem. Invest time upfront, create clear adoption frameworks, and measure success by results, not billable hours.

How Gen AI Has Changed My Life

Much of this article reads as critical, but it is intended to be read as a set of personal observations. I have worked with lawyers for over seven years, across different roles and environments, and these reflections come from my experiences.

Gen AI has had a tangible impact on my life, both professionally and personally. I no longer manually calculate routes on a piece of paper with Google maps open on my phone. Instead, I prompt a Gen AI engine to do it for me. Several friends have told me that Gen AI has become their nutritionist, providing structured advice and a sense of accountability without judgement. Incredible! ■

Mrs. Sophiya Volkova

Account Director for EMEA at eBrevia https://www.linkedin.com/in/sophiya-volkova-/ https://www.ebrevia.com/

ESG in the Legal Sector

By Lisa Hart Shepherd and Hayley Fothergill

What

Is

ESG?

The acronym ESG stands for Environmental, Social and Governance. In practice, it is a framework for how organisations can measure the impact they have on the environment, individuals and society more broadly.

Within the legal industry, ESG has dual meanings. In one sense, ESG represents a growing area of legal practice. According to Lamp House’s 2025 analysis, 78% of the UK Top 100 firms by revenue have either a standalone ESG practice, or are selling ESG-related services.

ESG is also highly relevant for how legal organisations manage their own internal operations. This may sometimes be referred to as ESG, though some organisations opt for different terminology such as Corporate Social Responsibility (CSR), sustainability, or – in Lamp House language – responsible business.

At Lamp House, we define ESG and responsible business as the strategic imperative to create value for a broader range of stakeholders, not just shareholders. When thinking about law firms specifically, we break it into five focus areas:

1. Environmental Sustainability – how a firm is reducing its carbon emissions and impact on the planet

2. Inclusion of Under-Represented Groups – how firms can attract, retain and progress under-represented talent through early careers and development initiatives

3. Mental Health and Wellbeing – how firms can support and protect the wellbeing of everyone within their firm in a notoriously stressful profession

4. Pro Bono and Volunteering – how firms use their expertise, skills and time for a greater good and higher purpose

5. Strong Governance – how firms embed proper ownership and accountability mechanisms around responsible business and make it part of the fabric of the firm

Why Should The Legal Industry Care About ESG?

Lamp House’s wider research with Chambers and Partners shows that an authentic commitment and investment in ESG has a positive impact on two major stakeholders in particular: Talent and Clients.

Talent

Our Leading Teams research of almost 1,700 UK based associates across 110 of the top firms shows that around one third of UK associates are unhappy in their roles, and 40% plan to leave their firm

within the next five years. Responsible Business is one lever firms can use to increase motivation and commitment across their talent base. For many associates, it is incredibly important that their firms pledge support to Inclusion, Climate Action and Social Impact.

• 65% feel it is important for their firm to be Diverse and Inclusive

• 45% feel it is important to invest in Pro Bono and Social Impact

• 43% feel it is important for their firm to reduce its Climate Impact

There is a sizeable proportion (between a fifth to a quarter) who also feel that their firms should be going further and doing even more to advance their commitment to each of these areas.

When Associates are satisfied that their firm is doing enough around responsible business, they are more motivated and more likely to recommend their firm, with reduced risk of leaving in the short-term.

Despite challenging circumstances, firms should remain confident that continuing to take action and implement responsible business programming is the right thing to do if you want a highly motivated and committed talent pool.

Clients

Chambers and Partners’ interviews with law firm clients also suggest that the importance placed on Diversity, Equity and Inclusion (DEI), in particular, has remained intact.

Our research tracked the proportion of clients who spontaneously mentioned that DEI is a factor in their hiring of firms; 18% of UK clients said DEI is factor when selecting law firms. It is also worth noting that though a fifth of clients were vocally positive about DEI in our research, this doesn’t mean the remainder of clients took a stance against it; only 3% of clients interviewed expressed more extreme, strongly felt views in opposition to DEI.

As the talent data also shows, not every single person will care about what a firm is doing around responsible business, but firms cannot afford to ignore it or disengage from it completely when it remains important to a sizeable chunk of clients – and for some particular clients it will be a decisive factor in pitches and RFP’s (Requests For Proposals).

There is also an important link not to overlook between talent and clients: embedding responsible initiatives will positively contribute to associate motivation, happiness and retention, which all has a bearing on the experience and service clients receive.

“The acronym ESG stands for Environmental, Social and Governance. In practice, it is a framework for how organisations can measure the impact they have on the environment, individuals and society more broadly.”

What Are The Challenges Associated With ESG?

Operationalising and embedding ESG within organisations is not without its challenges. Lamp House polled responsible business leaders in law firms in April 2025 about the main challenges they face in their role with and three issues were named as challenges by virtually every single respondent:

1.Data and Measuring Progress – while introducing and implementing ESG initiatives in itself is challenging, an area that many firms really struggle with is being able to identify the progress and impact they are making. This takes considerable time and investment from resource-stretched teams, and it also requires a lot of cross-functional effort to pull data from different departments (HR (Human Resources), Facilities, Events, L&D (Learning and Development) and more…).

Before measuring impact, firms may also need to improve the quality of the underlying data they have in place; for example, measuring the impact of specific DEI initiatives is never going to be effective if the firm doesn’t already have a high percentage of people choosing to disclose their diversity characteristics. It also takes time for firms to build enough data to track change and impact over several years, which is what many initiatives need in order to demonstrate return on investment.

2.Behaviours and Decision-Making That Doesn’t Align With ESG strategy – despite UK firms generally having strong ownership structures around responsible business (64% of UK Top 50 firms now have a Responsible Business Board / Steering Committee in place), ensuring that everyone in the firm acts in alignment with the overarching strategy can be difficult to achieve in practice.

For many firms, the ‘E’ part of their ESG strategy poses the biggest challenge; though 80% of UK Top 50 firms now have a Net Zero Target in place, building awareness of what that is and educating stakeholders across the firm about the environmental side is a monumental task. It requires firms to start with teaching the basics of the language around environmental sustainability (what is Net Zero versus offsetting, what are Scope 3 emissions…) to the fastevolving regulatory environment and obligations firms and clients face, how firms contribute to their clients’ supply chain emissions, and the risks climate change poses for business continuity. Firms then also need this understanding and awareness to eventually filter into people’s every day consciousness and decision making – whether that be smaller decisions like how or whether to travel for a client meeting, or choosing the location of that year’s partner conference.

3. Politicisation and Detractors – in 2025, the proportion of responsible business leaders citing external rhetoric on ESG (from the media and politicians) as a challenge grew significantly compared to the previous year. The hostility from some quarters can generally make the job feel emotionally harder and create an environment where detractors may feel emboldened to criticise the work the firm is doing. In our experience of surveying sentiment towards responsible business in law firms, it is often a very small –though sometimes loud and influential – minority who do not support the firm’s responsible business and ESG strategy but, nevertheless, the extra ‘noise’ around these subjects has led all firms to reflect on how they wish to position their firm and how central responsible business will be to their strategy.

How Is The Industry Doing and What Does The Future Look Like?

Lamp House’s Annual Report measures how firms are outwardly communicating their internal ESG responsible business strategy,

assessing which initiatives have been adopted against a legalindustry specific framework of metrics covering Planet, People and Governance.

Among UK firms, the average overall score continued to increase in 2025. This represents a strong, continued visible commitment to ESG principles and responsible business from law firms despite the many challenges firms face, particularly in the last year.

The five highest scoring firms in the 2025 analysis (in A-Z order) were Clyde & Co, DWF, Pinsent Masons, Simmons & Simmons and Taylor Wessing – which reflects both the depth and range of concrete actions each firm is taking to embed responsible business and their willingness to transparently report on this.

Despite progress at a market level, the future is still not certain. Across the AmLaw 50 firms, we saw a scaling back in communications –mostly in relation to DEI initiatives in place to support ethnic minority talent – and political decisions will continue to determine how firms choose to market and describe what they are doing from an ESG perspective in both the US and the UK.

However, a heartening sign from this year’s research is the much more robust governance structures in place at many firms which elevate responsible business to become a Board-level item – ensuring it has the backing and support from the firm’s most important stakeholders. A higher proportion of firms also now actively monitor environmental and social risks as part of their risk management processes, and enhanced regulatory regimes across the UK and Europe means ESG will be unignorable for law firms – as well as their clients. Overall, ESG continues to present a massive opportunity for the legal industry – in developing new areas of innovative legal practice, advising clients and turning their ESG goals into action, engaging new generations of talent across the profession and building strong relationships with wider stakeholders, like local communities.

The ESG blowback over the last year has certainly caused many firms to reset – to alter their language and to be more considerate in listening to all stakeholders, whatever their views. A positive outcome is that honest debate can take place and when firms do choose to make active choices to go further than ESG regulations demand, this is likely to be an authentic values-driven decision, rather than a profileraising activity. This will help clients and talent to truly know which firms share their values. ■

Lisa Hart Shepherd Chief Product and Innovation Officer

Chambers and Partners

Lamp House Strategy

https://www.linkedin.com/in/lisa-hart-shepherd-bab3118/

Hayley Fothergill

Senior Client Insight Manager

Chambers and Partners

Lamp House Strategy

https://www.linkedin.com/in/hayley-fothergill/

The Premise of ESG

Environmental, Social and Governance (ESG) principles have quickly become a major focus for Businesses and Law Firms are no exception. Although ESG components differ across sectors, the core objective remains consistent; which is to create a meaningful positive impact that drives sustainability and establishes long-term economic value.

ESG has moved from being a corporate buzzword to a central part of Business Strategy which is shaping Compliance, Risk Management and Client Expectations and its influence will only grow.

At its core, ESG is about embedding Environmental Sustainability through managing interactions with the natural environment, ensuring ethical responsibility by infiltrating fairness and inclusion across supply chains and establishing robust governance in organisational decision-making. In the legal industry, this shift is not just theoretical but it is reshaping client expectations and regulatory frameworks.

The Good, Bad and Challenges of ESG

The Good – Driving Sustainability and Positive Change

ESG promotes sustainability for both the natural environment and human society, aligning business practices with global priorities such as the UN Sustainable Development Goals (SDGs). For Law Firms, this means not only advertising ESG obligations and initiatives but also embedding these principles into their own operations and cultures.

Environmental sustainability within Law Firms involves actively managing environmental impacts by monitoring resource use, reducing Carbon Emissions, improving Waste Management and reducing Pollution. These efforts support International and National commitments such as the Paris Agreement, which aims to limit Global Warming to an increase to 1.5°C above pre-industrial levels by the end of this century and the UK Climate Change Ac 2008, which legally binds the UK to reduce Greenhouse Gas (GHG) emissions. The Net Zero by 2050 pledge sets a clear trajectory for businesses, including Law Firms, to align with long-term Decarbonisation Goals.

ESG And The Legal Industry: A Future Defined By Sustainability

By Rebecca Deans.

Law Firms have a role in ensuring sustainable office practices, Green Procurement and Compliance with frameworks. These actions contribute directly to SDGs like Climate Action and Responsible Consumption and Production. Transparency through ESG reporting on matters including carbon emissions helps Clients and Stakeholders assess a firm’s Environmental Performance and progress toward lower emissions and responsible resource use.

Beyond environmental considerations, ESG promotes Fairness, Inclusion and Respect for Human Rights across supply chains and workplaces. This Social Responsibility is equally critical. Law Firms are championing Diversity, Inclusion and Ethical labour practices, aligning with SDGs such as Gender Equality and Reduced Inequalities. Strong Governance further enhances trust and accountability, positioning Firms as Leaders in Integrity.

For Law Firms, embracing ESG delivers tangible benefits. It enhances reputation, attracts clients who value sustainability and opens new practice areas such as Governance Advisory work. It also drives Innovation, making firms more competitive and efficient. In short, ESG offers law firms a dual advantage, namely contributing to global sustainability goals while unlocking new business opportunities.

The Bad and The Challenges – Why ESG Isn’t Always Easy

While ESG offers clear benefits, implementing it is not always straightforward. Misconceptions persist, such as the belief that ESG compromises Financial performance. Costs can be significant, requiring investment in Technology, Processes and Expertise which can prove especially challenging for smaller firms.

Even for larger firms, ESG initiatives compete with other priorities and in busy corporate landscapes, sustainability is not always seen as urgent compared to immediate client demands or revenue targets. Therefore, buy-in can be especially difficult.

The Regulatory Landscape adds further complexity. ESG compliance involves navigating a patchwork of standards across jurisdictions, with evolving requirements such as the EU’s Corporate Sustainability

Reporting Directive (CSRD), the UK’s Streamlined Energy and Carbon Reporting (SECR) and the Task Force on Climate-related Financial Disclosures (TCFD). This constant change makes benchmarking difficult and increases compliance risks.

Greenwashing remains a critical concern. Greenwashing is the practice of making misleading or unprovable environmental claims through the launching of adverts or campaigns etc to make a company or product appear more eco-friendly than it is. For example, a firm might launch a campaign claiming its offices are “carbon neutral” because it buys carbon offsets (which are a way individuals or organisations can compensate for the greenhouse gas emissions they produce by funding projects that reduce or remove an equivalent amount of emissions elsewhere), while continuing to operate themselves in ways that produce significant emissions. This creates a misleading impression of sustainability without addressing the root issues. Some organisations treat ESG as a marketing exercise rather than a genuine commitment, leading to exaggerated or misleading claims. For law firms, failing to substantiate ESG credentials can result in significant reputational damage and even legal consequences. For instance, the repercussions can include loss of trust, damaged client relationships and negative media coverage. In some cases, misleading ESG statements can even trigger regulatory investigations or litigation, especially as reporting requirements are becoming much stricter. There’s also a commercial risk as many corporate clients now have robust ESG requirements for their advisers, a law firm perceived as greenwashing may find itself excluded from major instructions or panel appointments. Ultimately, ESG demands cultural change, financial commitment and ongoing vigilance in a dynamic regulatory environment. Firms that fail to approach ESG authentically risk not only embarrassment but also real financial and legal repercussions.

Examples of ESG in Practice

While ESG often feels abstract, its real impact comes from practical action. Over the past four years, I have been a member of Carson McDowell LLP’s Environmental Sustainability Committee. Members are drawn into this committee from across the firm and a key focus of my role in this committee has been trying to reduce our GHG emissions and minimising our environmental footprint. We have pledged to play our part in achieving Net Zero and have aligned ourselves with the UK’s Net Zero target. A key part of this work has been measuring and monitoring our carbon emissions.

commitments and have adopted sustainable working practices. We’ve also introduced a Supplier Code of Conduct to uphold ethical standards in our supply chain, with governance overseen at Partner level.

Beyond carbon reduction and engagement with our supply chain, initiatives such as waste reduction, promoting greener travel and engaging in community projects like beach cleans and litter picking reinforce our commitment. Transparency also remains key to our ESG strategy, we participate in the NI Environmental Benchmarking Survey, achieving Bronze Status in 2024 and 2025. This benchmark allows us to compare performance, identify areas for improvement and publicly demonstrate our commitment to sustainability.

The Future - ESG’s Growing Impact On Legal Practice

ESG considerations are becoming a defining feature of the legal industry. In the UK, laws such as the Climate Change Act (Northern Ireland) 2022, the Climate Change Act 2008 and the Energy Savings Opportunity Scheme (ESOS) illustrate how ESG compliance, in particular Environmental Sustainability, is embedded in Law and continuously expanding. These Regulations set GHG reduction targets including carbon budgeting systems and the requirement for audits of energy use and identification of efficiency improvements.

“ESG is not a passing trend, it is reshaping the Legal Profession. For Law Firms, it represents both a challenge and an opportunity, to adapt to evolving regulations and client expectations while driving positive change.”

Having worked closely with external consultants and through use of a Carbon Intelligence Platform, we’ve now completed five years of reporting across Scope 1, 2 and 3 emissions.

Scope 1 emissions are those from sources that an organisation owns or controls for example burning fuel for heat.

Scope 2 emissions are from indirect sources for example purchased electricity.

Finally, Scope 3 encompasses emissions that are not produced by the company themselves but which they are indirectly responsible for up and down the value chain for example through the supply of goods to the firm, waste management and associated business travel. This data has helped us set meaningful reduction targets and allowed us to identify practical steps to reduce our emissions, such as transitioning to renewable electricity and renewable gas supplies and engaging with suppliers to ensure they share our sustainability

As firms grow, ESG obligations will scale with size. For example, ESOS applies to “large undertakings,” defined as businesses with more than 250 employees or annual turnover exceeding £44 million and a balance sheet over £38 million. Crossing these thresholds triggers mandatory energy audits and reporting requirements.

For law firms, this means two things, ensuring internal compliance and advising clients on complex ESG requirements. Looking ahead, firms will need to provide guidance on Climate and Energy Regulations, support clients in ESG-related litigation, conduct ESG due diligence in transactions and leverage technology for emissions tracking and reporting. Those that build ESG expertise now will lead in a market where sustainability is inseparable from legal risk and opportunity.

Key Takeaways

ESG is not a passing trend, it is reshaping the Legal Profession. For Law Firms, it represents both a challenge and an opportunity, to adapt to evolving regulations and client expectations while driving positive change. By embedding ESG principles into operations, firms can mitigate risk, enhance reputation and ultimately provide legal services that reflect the values of fairness, sustainability and accountability. ■

Rebecca Deans

Solicitor

Carson McDowell LLP

https://www.linkedin.com/in/rebecca-deans-064408222/

The Premise of ESG

I often think ESG (Environment, Social and Governance) is a term only properly understood by those that work in an ESG role. Not because others aren’t able to understand it but rather it requires interpretation of the acronym and it isn’t something that is just ‘written on the tin’. This doesn’t go in the favour for those in the profession who, for a significant amount of their time, work to influence and engage others on this increasingly important agenda.

I would describe ESG as the framework that is used to underpin and measure how a business operates responsibly to ensure its ongoing sustainability – most likely through a published strategy which will cover how a business is addressing and responding to the impacts, risks and opportunities that are relevant to them across the three ESG pillars - Environment, Social and Governance. There are a range of things that will be relevant to each business across these pillars, depending on the type of services or goods that they provide as well as the sectors and geographies that they operate in. And, most importantly, it’s how these influence your business strategy and how you incorporate them to ensure the ongoing viability of your organisation.

For our sector, it is likely that the environmental considerations will focus on how climate change presents the business with opportunities (e.g., advisory services), risks (e.g., supply chain disruption) and impacts (e.g., carbon emissions). Social factors will include the positive and/ or negative impact the business may have across the locations that it operates, how it’s culture and values influence its ability to attract and retain talent and the opportunities presented by embracing diversity, inclusion and equity. In my opinion, governance is then the keystone that connects the other two and covers the importance of integrity, transparency, ethics, reporting and accountability.

The Good, Bad/Challenges Of ESG

This is an interesting time in which to be working on ESG, to put it mildly. It has always been an area that is perceived as the ‘add on’ rather than just being part of how a business operates and that continues to be the case but as businesses mature, the alignment and integration of ESG into general business practice and strategy is getting closer.

Catherine Gee, Head of ESG Operations at DWF talks to Legal Women UK about ESG.

It is also open to different interpretations, particularly when the term sustainability is used alongside it.s For some, it’s just about the environment or the ‘green bit’ and for others it is about the social and people bit. Increasingly, the challenge feels to be ‘why do we have to do it at all’ – not that this is necessarily real, but that is how it is portrayed in headlines and it is often used as a political football.

The good bit is when you block out the negative noise, refuse to let it be a distraction, and keep your focus on what you know is important and, for the majority of businesses, it is recognised that ESG is all about doing business well and that getting it right will prove fruitful in the short, medium and long term. DWF embeds ESG and Responsible Business within its purpose – to deliver positive outcomes with colleagues, clients and communities – this allows us to progress our ESG strategy as part of the wider corporate strategy.

The inspiration and impetus to keep going and stay positive often comes through initiatives that are developed through partnerships and in collaboration. The ESG challenges that businesses are grappling with are significant and often don’t have ready, off-the-shelf solutions. This is the ideal environment in which to come together to lead, collaborate and develop resources that help businesses get better.

Something that is both challenging and rewarding is the nature of the roles that we perform – they are both strategic and detail focused by necessity – teams tend to be small and lean and cover a spectrum of issues. That means we are forward looking and strategic - anticipating where expectations and requirements are emerging in terms of clients, regulation, competition and talent - and day to day - responding to very detailed requests from a range of stakeholders and reporting on what we are doing.

General Examples Of ESG "In Practice” From My Role

As Head of ESG Operations at DWF

There is a lot of discussion about the complicated ‘alphabet soup’ of mandatory and voluntary reporting and disclosures on ESG performance and how businesses best navigate this complexity so that they aren’t always just looking retrospectively through reporting but using these frameworks to inform future strategy. Such frameworks include international, voluntary ones such as the Global Reporting

Initiative (GRI), the United Nations Sustainable Development Goals (UN SDGs) and those that are developed through the International Sustainability Standards Board (ISSB). There are also mandatory reporting frameworks for larger businesses such as the current Taskforce for Climate-Related Financial Disclosures (TCFD) and the new EU Corporate Reporting Sustainability Directive (CSRD).

Keeping abreast and anticipating these allows businesses to develop a strategic, longer-term approach on ESG as they often set the benchmark for best practice and they are also widely used by businesses who are already well on with their work to embed ESG into their business models and practices. These businesses are increasingly looking to their value chains – asking their suppliers to demonstrate alignment in order to stay relevant as a supplier as a requirement to retain and win business.

DWF is in the process of reviewing its current ESG & Sustainability Strategy. Our current strategy was set in 2022, and our planned review is to ensure we continue to focus on the issues that are most relevant to our business and its stakeholders. We don’t expect our priorities and focus to change significantly, but it is important that we review these periodically, seek views beyond our own and respond to emerging developments and stakeholder expectations, including our clients. We plan to launch our revised strategy in mid-2026. As part of this process, we are undertaking a doublemateriality assessment (DMA) informed by best practice such as the requirements within the new CSRD as a benchmark. This is allowing us to keep pace with future requirements and the expectations of our clients, investors and wider stakeholders.

I mentioned collaboration previously, and a key one for DWF is its involvement with the Legal Charter 1.5 – launched in 2023 when a number of larger law firms joined as inaugural signatories (including DWF) with an ambition to come together within the profession to respond to the opportunities, risk and impacts of climate change. Since then, a number of initiatives are underway with resources being produced for the wider sector including a Matter Classification Tool which provides a methodology for law firms to classify matters according to their climate impact and contribution to the global climate transition and in doing so generate useful data as to a firms’ climate transitionaligned revenues and associated opportunity and risk.

members make the right decisions for themselves and their clients and help them respond to how legal practice is constantly evolving due to the impact of climate change.

In terms of future priorities, I look forward to being part of a strategy development session with the Committee early next month, after which the updated priorities for the Committee will be finalised. I think there is a lot of opportunity to be explored in how this Committee and wider Society can collaborate beyond the legal sector on environmental sustainability and wider ESG issues.

How ESG Is Impacting/ Will Continue To Impact The Future Of The Law/Legal Industry

Despite the current headwinds facing the ESG agenda, there is no doubt that the issues that underpin this important agenda haven’t simply disappeared – whichever sector or industry your business operates in. The impacts of our changing climate are being felt across Scotland, the UK and globally and nature and biodiversity is declining and deteriorating at an alarming pace. These are real issues that are impacting how businesses and global supply chains operate and those that don’t start to factor environmental risk, impact and opportunity into their business model will ultimately pay the price and fail to be sustainable in the longer term. Likewise, the value that is derived from addressing social issues such as culture, wellbeing, inclusivity and equity for your existing workforce, future talent and within the places that your business operates is well documented. And any sound, well-run business should have a robust approach to governance, ethics, integrity and transparency – these are essential hygiene factors.

“ESG provides businesses with the right framework to do that – get it right and you will reap the benefits in the short, medium and longerterm. It is central to the future sustainability of any business.”

One thing very specific to our sector is keeping pace with duty of care and ensuring that advice is future focused and considers emerging issues associated with climate change and broader ESG & sustainability issues. The Law Society for England and Wales has developed and published guidance on this and Law Society Scotland provides information on how clients are supported, recognising that climate change is impacting more and more practice areas.

Likewise, as a long-standing signatory to the UN Global Compact and having embraced the UN SDGs within our ESG & Sustainability Strategy, we collaborated with UN Global Compact UK over September 2025 on their annual SDG Roadshow Series, visiting four cities across the UK aiming to foster cross-sector collaboration to advance the SDGs at a regional and place-based level. The final event coincided with UN Global Goals week and the launching of our annual ESG & Sustainability Impact Report and provided an opportunity to engage with clients and businesses on how the SDGs connect to their priorities and industries.

My Role On The Sustainability Committee And The Work Being Done By The Committee Regards Sustainability

I was delighted to have my application accepted to join the Law Society Scotland Sustainability Committee at the end of 2025. The Society passed its Climate Change Resolution in November 2023 formally setting out the Society’s strong commitment to climate action at an organisational and sector-wide level. Since then, the Committee has been pursuing its sustainability objectives and has established a partnership with the Legal Sustainability Alliance (another legal collaboration that DWF is also part of) and this partnership offers Scottish solicitors and law firms access to the LSA’s network and resources at a reduced fee alongside its annual CDP events. The Committee has also developed a resource hub that draws together information and support designed to help

It goes without saying that a current and emerging issue that is important in terms of ESG is governance around the adoption and integration of AI – in terms of its environmental footprint, potential positive and negative impacts on the workforce (existing and future) and the ethics of data protection, confidentiality and security.

And we’ll all be familiar with the term ‘value add’ - demonstrating how strong ESG performance drives value creation is an emerging but important theme – ultimately to retain clients, win business, attract talent and investment over the long-term will require law firms to be able to demonstrate not just commitments but real and meaningful action and impact. ESG provides businesses with the right framework to do that – get it right and you will reap the benefits in the short, medium and longer-term. It is central to the future sustainability of any business. ■

Catherine

Gee, Head of ESG Operations, DWF

https://www.linkedin.com/in/catherine-gee-84266a8/ https://dwfgroup.com/en/esg-and-corporate-sustainability www.dwfgroup.com

Committee Member

Law Society Scotland Sustainability Committee

Trustee

Scottish Environment Link

Charity: Virginia, can you please briefly tell us about yourself?

Virginia: I am a retired commercial solicitor. Most of my working life was spent at British Telecom (BT) as a Corporate and Commercial in-house lawyer dealing with a wide variety of both UK and International transactions and contracts, mainly for its International Division. After a stint as BT Broadcast Services’ first sole dedicated lawyer, I became BT’s International Compliance Manager.

I left BT in 2003 when the international division was sold and went back to work for 7 years in a part-time position dealing with London Underground’s PPP and PFI Contracts, from which I retired in 2010.

I am currently Master of the City of London Solicitors’ Company, President of the City of London Law Society and a Trustee and former Chair of The Solicitors’ Charity (formerly known as the SBA), and the Investment Managers’ Charitable Trust; I am also a Committee member and former Chair of the Association of Women Solicitors, London, and I am a past Trustee and Chair of the Friends of Moorfields Eye Hospital.

On a personal note, I have a serious opera habit, and a fascination for what makes people tick !

Charity: During your years of Legal Practice you were an In-House Commercial Solicitor with the BT Group and London Underground.

What drew you to a career in the Law? And

Virginia: I am afraid that, like many of my contemporaries I just drifted into it. In those days there was very little by way of information, let alone advice, about the existence of careers other

Virginia Cannon

Charity Mafuba talks to Virginia Cannon (Salter), about her about her Legal Career, recent appointment as Master of The City of London Solicitors Company (CLSC), and how she balances this with her Extracurricular positions.

than in the legal or accountancy professions; I wanted to go into a profession, and I did not think I had the aptitude to be an accountant.

Had you always aspired to be a Solicitor?

Virginia: No – initially I wanted to be a Barrister, and became a student member of the Inner Temple while I was at university; then I realised that, although I could be quite good at speaking in public, I did not really enjoy it, and was much more drawn to the drafting and negotiation skills required of a Commercial Solicitor, so I changed track. Still, my time at the Inner Temple was not entirely wasted – the social life was great, and it was there I met my husband!

Charity: Were there many women practising as Solicitors when you entered the profession?

Virginia: There were not many surveys and statistics available at that time, but there were definitely many fewer women than men, and those that there were, tended to be channelled into Family Law, Conveyancing, and to a lesser extent, Criminal Law. I would often find I was the only female Commercial Lawyer involved in commercial transactions or negotiations, and I do not recall meeting any other female commercial lawyers until I started as an NQ-(Newly Qualified) in British Telecom.

Charity: You previously served as Chair of the Association of Women Solicitors London (AWSL).

Can you please tell us about AWSL and your Tenure as Chair?

Virginia: The AWSL is now, I think, the only independent local association of women solicitors left, as the regional ones were all subsumed into the Law Society Women’s Group quite a long

time ago. It plays a major part in representing the interests of women lawyers in national consultations on Legal and Regulatory issues, has a regular presence and involvement in SRA (Solicitors Regulation Authority)events and initiatives, organises a variety of events, both social and professional, for its members, and circulates a regular newsletter.

I was Chair during the covid years, and I must admit, it often felt rather lonely! We had some remote events, but I focussed primarily on providing information for members as to where and how they could seek help if they got into financial or mental health difficulties.

Charity: You are currently a Member of the Board of Trustees and previously served as Chair of the Investment Managers Charitable Trust

Can you please tell us about the Investment Managers Charitable Trust and your Tenure as Chair?

Virginia: The Investment Managers’ Charitable Trust is the charity associated with the Guild of Investment Managers, which is a City Livery Guild working its way up to becoming a City Livery Company. It raises funds and provides bursaries for young people, usually from an underprivileged background, who cannot afford the fees and books needed for studying and taking the exams needed to become an Investment Manager.

I became a Trustee through a serendipitous livery connection (this tends to happen quite often in the livery world !) when they wanted an independent trustee, i.e. one who was not a member of the Guild and had no connection with the Investment Management scene. I then became Chair when they needed someone to run the Trust on an interim basis for about 7 months, as I had general experience of both running and chairing charities, while they recruited someone to take over from the past Chair who had an Investment Management and fundraising background.

Charity: You are currently a Trustee and previously served as Immediate Past Chair of The Solicitors Charity. Can you please tell us about The Solicitors Charity and your Tenure as Chair?

Virginia: The Solicitors’ Charity, formerly known as the Solicitors’ Benevolent Association, has been supporting solicitors in time of need since 1858. Its vision is to be there for all solicitors (including former solicitors) and their dependants to help and support their wellbeing in times of need and beyond, so that they can thrive.

Applying to be Chair was the first time I had submitted an application and CV, and gone through an interview process, since I had retired, so it was a rather intimidating process. However, I found when I researched what they were looking for, that my previous experience in turning around the Friends of Moorfields Charity into a dynamic institution jelled with what they wanted. I discovered that I had great empathy and enthusiasm for leading them in a new direction in tune with what solicitors need by way of help in our current society.

Previously, the help that the Charity had provided was largely financial, whereas now there is a much greater breadth of support in terms of helping people with emotional, physical and professional wellbeing. Often what people need is help over a hump in their lives, where unexpected crises threaten to put them under, so that the Charity can give them a leg-up and a breathing space, from which they can get their lives back on track.

While I was Chair we developed a new strategy which included links to a variety of other wellbeing charities so that we could signpost people as to where to go for expert help, with links and routes to those organisations already set up, where the Charity could pay for that expert help. The Charity is also the largest donor to support Law Works.

Surprisingly, very few solicitors seem to be aware of the Charity, which is something the Charity is working hard to remedy. The Charity is currently funded largely by donations from solicitors’ firms of their RCB’s (Residual Client Balances), and is developing a strategy for wider fundraising.

Charity: You currently serve as President of The City of London Law Society (CLLS). Can you please tell us about CLLS and your role as President?

Virginia: The City of London Law Society is the professional representative body for solicitors and law firms in the City of London. Its membership is comprised mostly of a large number of corporate members who pay annual subscriptions based on the number of solicitors they employ. It is not a livery company.

It has a very impressive array of 22 Specialist Committees populated by extremely knowledgeable and talented lawyers drawn from their members. The Committees have produced a number of precedents generally available on their website, but more importantly, have a huge degree of influence at the highest levels in their respective areas, through consultations on new policies or sectoral reforms, original research, topical commentary, and participation in forums and debates.

My role as President is to participate in its activities and the decisions of its Board, and liaise with and encourage the Committees and their members; also to act as liaison with its sister organisation, the City of London Solicitors’ Company (CLSC). Both organisations were originally part of the same livery Company, until the CLLS separated out to form first an association then a company limited by guarantee, so as to be able to perform its Law Society role more effectively, but there are still very close links between the two organisations. The role is ex officio for the year in which I am Master of the CLSC.

Charity: Congratulations on your appointment as Master of The City of London Solicitors Company (CLSC).

What does this role entail?

Virginia: There are 113 City Livery Companies and Guilds, the oldest being established in the 1300s (though often tracing their beginnings to a couple of centuries earlier) and the youngest being established a year or so ago.

The Company was formed in 1908; the City granted it Livery status in 1944, and it received its Royal Charter in 1958, and is a vocational Livery Company, meaning that its members must have practiced at some point within the City of London. It is also one of the Modern Livery Companies (granted livery status post 1932) and of the Financial Services Group of Companies (a group of 16 Livery Companies in the City of London financial and business services sector)

The way progression to Master works is that people are elected to the Court as Full Assistants, then progress up to the role of Steward, and finally Junior Warden, Senior Warden and Master – each progression lasting a year. The Master is expected to maintain and promote the reputation of the Company, and of City solicitors (e.g. through their ex officio role in the CLLS), and generally to live by the Company’s values. The core values are integrity, collegiality and charity.

The Master acts as principal ambassador and public face of the Company, supported by its Senior and Junior Wardens, and chairs meetings of its Court (governing body, which usually meets up to 6 times a year) and its general Purposes Committee (the same number of pre-Court meetings). The Master is also an ex officio member of all the Company’s Committees.

There are a large number of bodies, groups of Livery companies, and individuals with which/whom the Master is expected to maintain and develop good relationships on behalf of the Company, and the Master is generally expected to be a role model for its members.

The year is incredibly busy, with a whole raft of events and activities to which the Master is invited as representative of the Company. Many other livery companies have events to which they invite some Masters, which may or may not include CLSC, and there are a number of important civic events like the election and swearing in of the (this year) Lady Mayor and Sheriffs, more poignant events like laying crosses in the Garden of Remembrance and attending the Remembrance Service in St Paul’s, impressive religious events like the annual United Guilds Service at St Paul’s, the Company Annual Service at St Peter Ad Vincula in the tower of London, and the Musicians’ Company Evensong in St Paul’s.

And then there are fun events like participating in the annual Lady Mayor’s Show, where the Company has provided a walking float in the procession for 40 years, which had amazing costumes which received wide coverage this year, including on the BBC, and also the annual Pancake Race in the Guildhall Yard.

In addition, the Company puts on its own formal events at which the Master is expected to preside, such as the Annual Dinner at the Mansion House (The Lady Mayor’s Residence) and the dinners for the members of he Company who have taken the Livery, and the

less formal events such as the Celebration of Impact (showcasing the Company charitable contributions and other activities) and other less formal activities.

The Master is expected to hold an annual Master’s Lecture, with a speaker and topic of their choice, and also to organise the Master’s Trip, an annual long weekend away for around 20 or 30 members at a location of the Master’s choice (which can be in the UK or abroad)

I think that’s about it – as someone put it to me, there are those in the Master’s year who will go to the opening of an envelope, those who do the bare minimum expected, and those, like me, who fall somewhere in the middle.

It is not for the faint-hearted, but it is enormous fun and a huge privilege – and it has been done on a number of occasions by those who are still partners in full-time practice, though maybe having to negotiate some compromises with their firms. We have even had partner members who have gone on to be Sheriffs and Lord Mayors, whose responsibilities make the Master’s year look like a walk in the park!

Charity: You chose “Connecting” as the theme for your year (2025-2026).

Can you please elaborate on why you chose this as your theme? And

Virginia: I chose this for 3 main reasons : First, when I started out, I was a student member of the Inner Temple, and still have close personal links with it – not least that my husband is now Treasurer (like Master) of the Inner Temple for a year, though our years end at different times;

Secondly, that it has always seemed sad that there has been a historic friction and sometimes snobbery between the two sides of the profession, the Bar and Solicitors, when we have so much in common; and

Thirdly, that there are similar divisions and barriers on my side of the profession, between in-house solicitors, and those who work in firms, and between solicitors in general and trainees and apprentices, and paralegals.

others involved, and pointed out to those Court members who are not involved in that Committee. It is also perceived favourably if you regularly attend Company events.

Above all, have confidence in yourself, and do all you can to get rid of the impostor syndrome, which affects almost everyone at some stage. In any profession, and in any competition, it is necessary to have a degree of ‘culot’ and sometimes outright BS (excuse my French) in order to succeed, which, culturally, tends to come much more easily to men – but it can be learnt and developed by anyone. If I can do it, you can – I was not a partner in a firm, or a GC, or any kind of grandee, but people liked what they saw, and helped me to succeed.

Charity: How do you balance your work commitments and extracurricular positions with your home and family life?

Virginia: It is much easier for me than most, because I am retired; though that does not always help when deadlines and commitments crowd in on you. I think the best thing is to build in some time, however small, where you can forget everything else and concentrate on things that are just for you, not anyone or anything else – I used to go horse-riding, though not now, as when you get older you don’t bounce when you fall – but the main point is that when you are doing that, you literally cannot think about anything else, because the horse will know and have you off in an instant! So find something to escape into, which takes up your whole attention.

“...Above all, have confidence in yourself, and do all you can to get rid of the impostor syndrome, which affects almost everyone at some stage. In any profession, and in any competition...”

So I formed the idea of trying to forge connections between all these divided areas on both sides of the profession.

Additionally, I felt our Company was sometimes too insular, and we should make an effort to connect with other Livery Companies, and with the London Civic scene in general.

Charity: What advice would you give to aspiring Female Masters?

Virginia: I cannot speak for other Companies, but in ours we have already had several female Masters, and there is a will to appoint more, so now is a good time to start taking steps if you are interested.

At the moment the appointments to the Court (which is the first stage) are recommended to the Court by the Nominations Committee, which has a balanced composition, and whose Chair is about to be a female Past Master; I also will be a member of the Committee once I become IPM (Immediate Past Master) at the end of June. It is important to note that only members who have taken the Livery are eligible for appointment to the Court.

So the main thing is to become known to the Committee and the Court in general, so that they can get an idea of your personality, of what qualities you have, and of what you can achieve. The best was of doing this (unless you know anyone personally – which did not, before I started on the route) is to become involved and active in one of our Committees. This will lead to your being noticed by

Also, I have, with the goodwill of the others involved, scaled back on my non-livery activities just for the year.

And I have to say, I am incredibly lucky in my married life, we can each find sanctuary in the other when it all looks like it is getting too much – it is amazing what a hug can do!

Charity: You are a self-confessed opera enthusiast.

Who are your favourite Opera performers?

Virginia: Why do the most difficult questions always come last?

The problem is that I do not really have a favourite performer, so many of them are brilliant in different ways, and if I start naming them I am bound to leave someone out and regret it later. I think on balance, though, I do have a favourite opera, which is Tosca - the Te Deum finale of Act 1 never fails to send shivers down my spine, and there are so many other powerful moments.

There are others, particularly other Puccini operas, which run it close, but I think that’s the one that comes out on top - though I have also seen some incredible performances of Verdi’s Traviata, particularly by Australian soprano Lauren Fagan – no, I am falling into temptation to start naming singers, I will stop now! ■

Virginia Cannon Salter Master

The City of London Solicitors’ Company https://www.linkedin.com/in/virginia-cannon-salter-993224279/ Interviewed by

Charity Mafuba

Editor-in-Chief and Director, Solicitor (England and Wales) Attorney- New York Attorney-Supreme Court of the United States

IMy Love-Hate Relationship With Identity

s If you’d told me 25 years ago that I would be seen as a Diversity, Equity and Inclusion (DEI) champion in law, I would have (respectfully, of course) laughed in your face.

I’ve been on a roller coaster ride with identity over the course of my 25-year career – initially hiding anything that made me noticeably different to eventually embracing what makes me unique.

Who Am I?

Some aspects of my diversity are obvious, others less so. It’s clear from my photo that I am a woman of South Asian heritage. But there is plenty that you can’t see. I am a child of first-generation immigrants. I was born in the UK, but my heritage spans Kenya and India. I come from a low socio-economic background and went to state school. I was the first in my family to graduate from university and work in professional services.

I have non-visible disabilities (axial spondyloarthritis, fibromyalgia, endometriosis). Chronic pain and fatigue affect me daily.

I am a mum to two neurodivergent teenage boys and had to fight to obtain Education Health Care Plans to support their education.

I was also a young carer and have been the primary care-giver to a disabled parent for most of my life.

The Early Days

I started my career naively assuming that generational wealth, gender and ethnicity didn't matter; that everyone would have equal access to opportunity; that if I worked hard and proved my technical ability, success would come as a matter of course. That ethos embodies a typical South Asian belief - work hard and progression and success will naturally follow.

Sadly, that wasn't the case. The barriers I experienced in my formative years were invisible and unspoken. It was not the meritocracy that I had expected.

These days we talk about being free to be our authentic selves and bringing our whole selves to work, but in the early days of my career I felt like I had to hide my true self and assimilate to fit in.

I didn’t make a fuss when I experienced barriers to progression. I did not have a mentor to guide me on taking ownership of my career and advocating for myself, so I did what my parents advised – head down, keep working hard, stay off the radar.

By Reena Parmar

Disability

Years of unhealthy working practices (long hours, chronic sleep deprivation, high stress levels and pushing my mind and body to the limit) – fuelled by a drive to overperform and overcompensate for my differences – eventually caught up with me.

My autoimmune system went into overdrive after a cold virus, and my life changed forever. That was the onset of the disabilities that I now live with. It has been a long journey to get to where I am today. Along the way, I have had to re-assess my values, my principles, and my priorities, and better understand who I really am at my core.

Becoming disabled forced me to confront the parts of my identity that I had buried long ago. That process brought me clarity and purpose, grounded my leadership and fuelled my commitment to drive change.

How Did I Tackle Inequity?

My experience of disability led me to adopting positions of leadership to help raise awareness of disability and neurodivergence in the workplace, adopt practical initiatives to support disabled and neurodivergent colleagues, address inequities, and change culture and attitudes. Disability was rarely part of the DEI initiatives at that time, so there was much work to be done to raise this up the DEI agenda.

I was a founding member of my firm’s UK Disability Network and became co-chair (2020-2022). I was subsequently appointed chair of The Law of England & Wales Disabled Solicitors Network (DSN) Advisory Committee (2022-2025), the first person of colour to lead that network.

Today, I am a charity trustee, a free(wo)man of the City of London Solicitors Company and a member of their DEI Convening Group, and a mentor to aspiring solicitors.

Did Disability Hold Me Back?

Most disabled people, particularly those with non-visible disabilities, fear that disability will hold them back and hamper their career progression - as did I, at first.

Yet, as time has gone on, my identity has become my unique selling point. I began to use my voice to advocate for DEI, to nurture relationships with people across different disciplines and seniorities, to step outside my comfort zone and embrace new opportunities. That culminated in my promotion to Counsel.

My advocacy on DEI, including Disability and Neurodiversity, led to me being awarded DEI Champion of the Year – Private Practice Lawyer at the Women & Diversity in Law Awards (2025), and Champion of the Year at the Inspirational Women in Law Awards (2023). I featured on the Shaw Trust Disability Power 100 List 2024, ranked #3 in Politics, Media and Law. I have been listed as a global role model for disability on the INvolve Enable role model list (20232025). I have also been recognised as a Top 100 Legal LinkedIn Influencer in 2024 and 2025.

While these awards and accolades have been personally gratifying, they have also led to much needed focus and attention on the structural inequities that continue to shape the experiences of legal professionals from underrepresented backgrounds.

The Realities Of DEI Advocacy

DEI work is not all sunshine, roses and awards. Dedicating significant amounts of time and energy to voluntarily leading DEI initiatives, alongside a demanding day job, is exhausting. When you add in an overlay of chronic pain and fatigue and care-giving responsibilities, it becomes more taxing still. The reality is that the emotional labour of DEI work continues to fall disproportionately on women and on those that are most affected by the inequities that exist.

Yet many volunteers continue to persist, despite the toll and lack of recognition, in the hope that the next generation will benefit from a more inclusive and welcoming environment.

Being one of few openly disabled leaders in law is a hard place to be. I feel the burden of responsibility to drive systemic change and use my voice for good. I feel the weight of an emotional load that I absorb from helping others that are struggling. I feel the pain in the messages that I receive from people, telling me that they are exhausted at the barriers they face and that they want to give up. This impacts my own physical and mental health, despite the boundaries that I use to protect myself.

The Power Of Community

These barriers feel more pronounced in the current climate, with firms quietly deleting DEI from their websites and Corporate Social Responsibility programmes. How are we to keep making muchneeded progress if we lose sight of why those DEI initiatives were essential in addressing inequities in the first place?

Some may say that, regardless of what firm websites say, their commitment to the cause is real behind the scenes. And yet, the silence speaks volumes. A culture of inclusion can’t flourish if people stop talking about, acting on, and pushing boundaries to open the profession to a broader pool of talent.

My Hopes For The Future

Organisations must keep meaningfully investing in DEI, regardless of the political climate – ensuring that DEI teams are well funded and resourced to take ownership of driving initiatives forward, measure success and hold their organisations accountable for progress. This would go some way towards lifting the load from volunteers who currently plug the gaps.

“My journey has taught me that identity - once something I felt I had to diminish - is now a strength, and a catalyst for change that stretches beyond my own career.”

My disability journey was a lonely one, because nobody spoke openly about disability in the workplace when I became disabled. There was no established community within our firm at the time, so we went on to create one through a disability network.

Community is essential in providing a support network, a sounding board, a safe space where there is no judgment.

I eventually found community through my firm’s disability network, through the DSN, and through the Legal LinkedInfluencers community nurtured by Simon P Marshall.

Finding community eased the loneliness. It helped me to feel confident in embracing my differences, to be more positive about my identity, and to learn from others. I went from feeling alone in my experience, to being part of a collective movement for change.

Does DEI Still Matter?

Difference is a good thing. As a knowledge and thought-leadership profession, we need diverse perspectives to innovate, problemsolve and represent the communities that we serve. This is about more than doing the right thing – it is also a strategic imperative for success, particularly in the dawning age of AI (Artificial Intelligence). Yet, significant barriers remain for people from underrepresented communities when it comes to getting in, staying in and progressing in law. There is so much work still to be done, to ensure that everyone gets equity of opportunity when seeking a career in law.

Regulators should take a more proactive approach to DEI, actively tackling systemic issues – from barriers introduced by examinations, critically assessing recruitment practices (including the use of psychometric tests as a filtering tool, and the rising use of AI in recruitment), holding organisations accountable for talent progression, encouraging firms to embrace alternative working models and career pathways, and better supporting the mental and physical wellbeing of legal professionals.

Disability and Neurodivergence continue to need greater emphasis and action. I’m delighted to see the Law Society of England & Wales has specifically homed in on this in their recently refreshed DEI strategy.

Identity As A Driver Of Success

My journey has taught me that identity - once something I felt I had to diminish - is now a strength, and a catalyst for change that stretches beyond my own career.

Progress in DEI will not be easy, linear or guaranteed, but sustained effort is essential to build a legal profession that reflects the world around us. If we collectively continue to challenge outdated norms and practices, invest meaningfully in inclusion, and create spaces where everyone is empowered to thrive, then perhaps the next generation will not have to fight the same inequities that many of us (me included) did. ■

Reena Parmar Counsel

Immediate Past Chair-Law Society of England and Wales Disabled Solicitors Network. https://www.linkedin.com/in/reena-parmar/

Finding My Place in the Law Professional Identity, Self-Mastery, Shaping Our Future

Beyond Qualifications: Reflection, Responsibility, and Women in Law

By Eve Sprigings

Choosing a career in the law is rarely the result of one single defining moment.For me, it has been a gradual alignment of curiosity, experience, and perspective.What began as an academic interest evolved into a professional commitment shaped by real clients, practical training, and an increasing awareness of the responsibility that legal practice carries.

The Law sits at the epicentre of society. Reflecting our values, exposing inequalities, and providing structure in moments of conflict and uncertainty. The ability to engage with this framework not only intellectually, but ethically and humanely, is what first drew me towards the profession, and what continues to guide my development as I progress through my qualifications.

Why Law Was Never Simply An Academic Choice

My interest in the law developed alongside a broader fascination with how society functions and how opportunity, power, and accessibility are distributed. Sociological studies provided an early insight into structural barriers such as the glass ceiling, and the ways institutions can both empower and restrict individuals.

Law felt like a practical extension of these ideas. Unlike purely theoretical disciplines, legal decisions have immediate and tangible consequences. They shape families, businesses, and lives in real time. I was particularly drawn to the trust placed in legal professionals to navigate moments of vulnerability with clarity, discretion, and judgement.

The profession also demands a high standard of conduct. Legal work requires discipline, precision, emotional intelligence, and accountability. The method of communication is as important as the knowledge. That balance between intellectual rigour and human responsibility remains central to why I chose this path.

Subjects Which Shaped Thinking, Not Just An Academic Record

Throughout my legal studies, I have gravitated towards subjects that combine technical complexity with clear real-world impact: Family law, Litigation, Criminal law, and Corporate Commercial law have been particularly informative.

Family law highlighted the importance of empathy and restraint alongside legal accuracy. Matters involving relationships, children, and personal safety require sensitivity, emotional restraint, and professionalism at the most sensitive level. Criminal law reinforced the consequences of preparation and judgement, particularly where liberty, reputation, and safety are at stake.

Corporate and Commercial law appealed to my interest in logic, structure, and negotiation. Contracts underpin many of the transactions we engage in daily, socially and economically. The stability and flexibility they provide is essential to functioning markets and institutions.

Across all these areas, I learned that strong legal practice is not defined by knowledge alone, but by how that knowledge is applied.

SQE: A Test of Perspective as Much as Knowledge

Preparing for and undertaking the Solicitors Qualifying Examination (SQE) has been one of the most demanding aspects of my training to date. The SQE requires a different mindset from traditional academic assessment. It is not simply about memorising legal principles, but about applying them accurately under pressure, across unfamiliar scenarios, and within strict ethical boundaries.

Managing the volume of material while maintaining clarity and precision has required discipline, organisation, and resilience. One of the most valuable lessons from the SQE process as a result has been perspective. Legal competence is not merited from perfection, but sound judgement, ethical awareness, and composure.

And for anyone underestimating the challenge: Do not let the new multiple choice only format fool you!

SQE2 And The Practice Of Self-Awareness

As I move into the latter stages of qualification, SQE2 has shifted my focus towards practical legal skills. Advocacy, Interviewing, Drafting, and Written Analysis are taught through structured exercises designed to mirror real life professional scenarios.

One of the most impactful elements of SQE2 is Reflective Assessment. This requires honest evaluation of how tasks are approached, how communication is delivered, and how

professional presence is maintained. Through this process, I have come to see legal training as a broader form of personal development.

These reflective skills extend far beyond the legal profession. They encourage self-awareness, emotional regulation, and accountability - skills that many people of my generation were not explicitly taught in school. They shape how we communicate, respond under pressure, and influence outcomes in everyday life.

Practical skill develops through repetition. Advocacy and Interviewing are no different from any other discipline. The more you practice - wrong or right - the more you learn, provided mistakes are recognised and addressed.

Confidence Without Arrogance: Learning The Balance

There is a common misconception that lawyers are defined by certainty or confidence that borders on arrogance. Advocacy taught me otherwise. Rapport, rhetoric, and body language only carry weight when supported by genuine legal understanding.

Knowing the law is fundamental. Presentation alone is insufficient without substance. As students transition from academic study into qualified practice, the law begins to operate almost as a second language, one that must be understood fluently to practise and perform effectively.

In my experience, the SQE begins to bridge that gap.

Learning From Courtroom, Not Only Classroom

Court exposure has played a significant role in shaping my understanding of the profession. Observing hearings reinforced a key reality: legal disputes are rarely abstract. Criminal matters, domestic abuse, land disputes, and financial conflicts reflect ongoing realities in society.

Women and their ability to adapt in such environments are very much at the forefront of this type of work, both among supervising Solicitors and Student Advisers. This type of leadership into my journey has so far been inspiring and reassuring.

Balancing Responsibility, Study, and Reality

Balancing my SQE preparation with pro bono commitments is not without its challenges. It is not uncommon to feel guilt when academic pressure, work, or life limits the time one can give, particularly when you are the person speaking directly to clients.

SQE preparation is intense. Even now, there is rarely a day of the week that does not involve reviewing materials or practising skills in line with strict Solicitor Regulation Authority (SRA) requirements. That pressure mirrors the reality of the legal practice itself.

Law, History, and the Work That Never Ends

“Court exposure has played a significant role in shaping my understanding of the profession. Observing hearings reinforced a key reality: legal disputes are rarely abstract.”

What may appear straightforward to the layperson often involves layers of complexity built over years or decades with the combined legal components that make up a government trusted body. Preparation, research, body language, procedural awareness, and judgement all influence outcomes. The Law is shaped as much by precedent as it is by statute.

Pro Bono as Front-Line Legal Practice

My pro bono work as a Student Advisor has been one of the most grounding aspects of my training. Working with London-based clientele within a restricted clinic scope means supporting a diverse range of individuals who may otherwise struggle to access legal guidance.

The clinic acts as a vital early intervention point. By filtering matters, assessing options, and providing clarity, pro bono services help reduce unnecessary escalation and ease pressure on an already stretched justice system. It means that for some cases, clients may resolve their issues without the financial burden of seeking private counsel or avoid passively acquiescing to formal proceedings on a matter.

Being on the front line of client contact has reinforced the importance of professionalism paired with patience. Legal knowledge alone is not enough: How advice is communicated matters. Listening matters.

A lifelong fascination with history has deepened my appreciation of the legal profession. Law is part of the societal wheel that shapes future precedent. As a future legal associate, contributing to that process is both motivating and humbling.

The SRA’s emphasis on continuing competence reinforces this perspective. Qualification is not an endpoint. Lawyers must continually reflect, identify and develop needs, address them, and evaluate their effectiveness. Professional growth is an ongoing process, no matter the stage of life.

Closing Thoughts: Choosing Intention Over Accident

As I continue through qualification and into practice, I am increasingly aware that this journey is about far more than becoming a lawyer. It is about understanding how we show up in the world.

This is not just an article about becoming a lawyer. It is about professional identity, self-awareness, and where women sit in the future of the profession. We are shaping that future intentionally, not accidentally. ■

Miss Eve Sprigings

SQE Diploma student at BPP University

Student Advisor at BPP Law Clinic https://www.linkedin.com/in/eve-sprigings/

Sarah Lyons and Hannah Bradshaw

Charity Mafuba talks to Sarah Lyons and Hannah Bradshaw, former Lawyers who founded BlueSky, a Professional Training and Coaching service for Women In Law embarking on motherhood.

Charity: You previously worked as lawyers for many years. What was the landscape like at the time for women going through mother hood?

Sarah: When I was in practice, maternity leave was largely treated as an HR event- something you “took” and then came back fromrather than a career transition that needed structure. The assumption was that if you were capable before, you’d just slot back in.

Hannah: And the reality was that what happened after return was often invisible to the firm. Confidence, visibility, access to work - those things could quietly shift, but they weren’t measured, tracked, or talked about. Women were left trying to interpret what the firm thought of them, without clear signals.

Charity: Can you please share your experiences as first time mothers in the legal profession?

Hannah: What I remember most is the psychological shift. You return to a high-performance environment, but you’re doing it while your whole life has changed- and you’re expected to operate as if nothing has.

Sarah: For me, it was the combination of pressure and silence. You don’t want to be seen as “less committed”, so you overcompensate. But without the right conversations and sponsorship, you can still find yourself drifting away from the work and opportunities that drive progression.

Charity: How did becoming a mother impact your legal career?

Sarah: It changed the way I saw progression. Not because ambition disappears- but because the system rewards constant availability and visibility. When those are disrupted, even temporarily, it can create long-term consequences if nobody intervenes.

Hannah: And it isn’t usually an immediate “cliff edge”. The impact often builds over the months after return- when expectations are high, but confidence and momentum haven’t fully re-established yet. That’s exactly why we talk about the motherhood penalty as a structural experience, not a performance issue.

Charity: How have you incorporated these experiences into the services you provide at BlueSky?

Hannah: We built BlueSky around one idea: if you don’t measure what actually happens through leave and return, you’ll default to assumptions. So we work in a structured, data-driven way -tracking what happens to confidence, motivation, visibility, work allocation and progression over time.

Sarah: And we’re really clear that this supports both sides: the individual and the firm. When you understand the real pattern, you can intervene earlier, reintegrate people faster, and avoid quiet career erosion. That’s what strengthens retention and keeps the progression pathway alive.

Charity: Please tell us about co-founding BlueSky and the coaching services you provide?

Sarah: We co-founded BlueSky because we kept seeing the same thing: women were leaving - or stalling - at the exact point they should be moving into leadership. And it wasn’t because they didn’t care. It was because the return phase wasn’t being managed deliberately.

Hannah: Our work is dedicated to law firms because legal careers are specific: partnership structures, PQE progression, billables, team dynamics, work allocation, commercial pressure - that context changes everything. So our programme is designed around those realities.

Sarah: In practical terms, we support women through an 18-month programme. It’s structured and career-focused, using coaching and cohort support, and it creates measurable movement in the areas that drive retention and progression.

Charity: What are some of the common concerns that Female Lawyers express when considering motherhood and on their return to work?

Hannah: Before leave, a huge proportion of women are worried about what maternity leave will do to their career. In our data, 77.8% reported concerns about career impact before joining the programme.

Sarah: And when they return, the concerns are rarely just about juggling. They’re about: “Will I still get the right work?” “Will my visibility drop?” “Do partners still see me as progressing?” “How do I have career conversations again?” That’s why we focus so heavily on work allocation, sponsorship, and the confidence to initiate the right conversations.

Charity: Since you founded BlueSky; Generally-have you noticed positive trends in your data on the experiences of Female Lawyers embarking on Motherhood?

Sarah: Yes. We’re seeing firms take the return phase more seriouslynot just as a wellbeing topic, but as a performance and retention issue.

Hannah: And we’ve seen improvements around workload expectations. For example, the proportion of women who agreed they had clear workload expectations rose from 56% before leave to 73% post-return, and uncertainty reduced as well. That suggests firms are getting better at clarity- and coaching helps women drive those conversations.

Charity: Based on your Data for 2025, what are the themes and trends that have emerged? And, what are your recommendations to improve both the process and experience for returning women?

Hannah: Across our 2024/2025 patterns, we saw the same thing repeatedly: confidence, motivation, visibility and effective work allocation all decline during leave, and the lowest point tends to be around three months post-return

Sarah: That’s what we call the “three-month crunch.” It’s the moment when returners are back, but they haven’t rebuilt momentum, visibility or access to the right work- and it’s where firms often misread what’s happening if they’re only looking at short-term output.

Hannah: Our recommendations are simple and very practical:

• Treat three months post-return as an inflection point, and proactively check in.

• Make work allocation explicit- don’t rely on informal systems.

• Keep career conversations active and normalised, not awkward or postponed.

• Ensure partners understand the patterns, so normal transition dips aren’t interpreted as loss of ambition.

Sarah: And because our data is collected before leave and then again three to four months after return, it gives firms a real comparison point rather than guesswork. (This dataset includes 285 fee earners across client firms, surveyed 4–6 weeks pre-leave and 3–4 months post-return.)

Charity: Do you think Law firms are implementing tangible policies to ensure Female Lawyers continue to thrive in their Legal Careers whilst also exploring motherhood?

Sarah: Some are, and there is progress. But policy alone isn’t the point- the lived experience is shaped by work allocation, sponsorship, and what gets said (or not said) in the months after return.

Hannah: If the firm isn’t actively tracking what’s happening to visibility and access to career-enhancing work, it’s very easy for the motherhood penalty to develop quietly- even in firms with “good” policies.

Charity: What are some of the positive and tangible impacts of the coaching services you provide to Female Lawyers?

Hannah: One of the strongest shifts we see is women becoming more confident initiating career conversations. In our data, that moves from 66.7% pre-leave to 93.3% post-return

Sarah: And clarity jumps too. Women who feel clear about their career goals rise from 46.7% to 80% post-return. Long-term career strategy also improves from 31.1% to 53.3%, which matters because strategy is what keeps women connected to progression, not just survival.

Hannah: We also see confidence in future progression and motivation increase post-return - which directly challenges the lazy assumption that women return less ambitious. The story is the opposite: support strengthens motivation.

Charity: What advice would you give to female lawyers considering motherhood in this current climate?

Sarah: Don’t accept the idea that motherhood equals career slowdown. What matters is whether the return phase is managed deliberately -by you and by the firm.

Hannah: And don’t sit in silence. The biggest unlock is having the conversations - about workload, visibility, goals, what you want next. When women feel equipped to initiate those conversations, everything shifts.

Sarah: Also: plan for the three-month crunch. If you know it’s a common low point, you stop treating it as personal failure - and you build support around it.

Charity: What does the future hold for you both?

Hannah: We want to keep raising the standard of what “support” actually means - moving the conversation from policies and good intentions to measurable outcomes.

Sarah:And we want firms to have the data and insight to make better decisions -because when the return phase is supported properly, the benefit isn’t just individual confidence. It’s retention, reintegration, and a real pathway back to progression. ■

Sarah Lyons

Founding Director, BlueSky

https://www.linkedin.com/in/sarah-lyons-93299655/ https://www.linkedin.com/company/bd-bluesky/

Hannah Bradshaw

Founding Director, BlueSky

https://www.linkedin.com/in/hannah-bradshaw-99265763/ Interviewed by Charity Mafuba

Editor-in-Chief and Director, Solicitor (England and Wales) Attorney- New York Attorney-Supreme Court of the United States

International Women's Day 2026

In March, Legal Women is featuring 14 women from across England and even one based in Kenya, in Celebration of International Women’s Day 2026 year’s theme of “Give To Gain”

All our participants shared insights into what they will individually “Give to Gain” and how Organisations, Communities, Employers and Education Systems can create opportunities to “Give Generously” to Women and Girls and how these opportunities will “Give Support” to Women and Girls to ensure that they thrive and advance Gender Equality, reinforcing a sense of connection and purpose. ■

Ann Davison

In celebration of International Women’s Day 2026 theme of “Give To Gain”, Ann Davison, President of the National Council of Women Great Britain (NCWGB) talks to Legal Women UK about the initiatives NCWGB are running, and Standing Up For Equality and Democratic Values.

National Council of Women GB (NCWGB) is celebrating our 130th anniversary.

We have been driving improvements in the quality of life for everyone, and equality for women and girls since 1895. We began by gaining a role for women in the police force. We are currently leading a group of women’s and other organisations, successful in helping strengthen Online Safety Act implementation.

With our very active 18-30 members, we have also helped get strangulation in pornography banned.

But much, of course remains to be done, not least internationally where we play an active part in coalitions supporting democratic norms, humanitarian values, equality for women and the role of the United Nations (UN).

We very much need members like readers from the Legal Women UK community, with the expertise and the values to back us up.

You can join here. Individual Membership - National Council of Women

The current international situation shows that we must never take our liberties and rights for granted. And online misogyny sets women and girls back decades.

To achieve regulation of the powerful tech sector, we share best practice on online harm protection with our allies abroad.

NCWGB is internationally-recognised. We are affiliated to the International Council of Women (ICW) and lead their climate change work.

We have special consultative status at the UN (ECOSOC status) and send delegations to lobby at international conferences such as the United Nations’ Annual Commission on the Status of Women (CSW) in New York. We are leading the reinvigoration of

the Commonwealth Women’s Network, as we regularly attend Commonwealth meetings to find like-minded allies and to lobby on online harms and climate change.

We have begun resolutions on Artificial Intelligence (AI) and on Fairtrade so far this year. Last year’s Annual General Meeting (AGM) focussed on violence against Women and Girls, including trafficking and FGM

Our next seminar will be on 17th March at 12.30 covering AI and Online harms, It will launch the report we are producing with the help of members from the legal, political, safeguarding, health, tech, consumer and academic professions.

In April our delegation to the UN Commission on the Status of Women will report back at a members’ seminar. We are also running a series of workshops on sustainable consumption.

In June we will cover women’s health with a June seminar and break out groups to frame demands. The focus will be the “Bias Against Research Into Women’s Health Issues.”

We plan a July session in Parliament on, “Domestic Violence Against People With Disabilities.” This will have a particular focus on deafness – we have a standing committee for deaf and hard of hearing women.

Our work climaxes at the beginning of November, when we plan a major international women’s conference in London with the International Council of Women.

Now is certainly the time to make our voices heard. ■

Ann Davison President

National Council of Women GB https://www.linkedin.com/in/ann-davison-b356a835/ https://www.linkedin.com/company/national-council-ofwomen-of-great-britain-ncwgb/ www.ncwgb.org

“National Council of Women GB (NCWGB) is celebrating our 130th anniversary. We have been driving improvements in the quality of life for everyone, and equality for women and girls since 1895.”

Bianca GyameraBeeko

talks to Legal Women UK about her role as a Magistrate of the District Court in Ghana.

My name is Bianca GyameraBeeko, and I am currently a Magistrate of the District Court in Ghana, West Africa. I qualified as a lawyer in Ghana in 2017. Prior to attending the Ghana School of Law and qualifying as a lawyer, I had earned a BA in Psychology and English and an LLB, both with second class upper honours, from the University of Ghana. I had also worked as a Teaching Assistant at the Psychology Department of the University of Ghana. I am currently enrolled in the MSc in International Human Rights Law at the University of Oxford as a Commonwealth Scholar.

I think my interest in justice delivery is a corollary of my passion for Human Rights; an attribute best described as the fruit of a seed planted in me by the women I was fortunate to be mentored by as a member of the Forum for African Women Educationalists (FAWE) Junior Club. This was as early as primary school, and these women I refer to were lawyers, teachers, politicians and other professionals who had taken on the formidable task of addressing the issue of girl child education in Ghana following the Beijing Conference in the 90’s. As a member of the junior club, I was exposed to a range of women’s rights issues at a very young age, and I developed a keen awareness of inequalities in my society at as a result. I don’t think anyone who has known me from my childhood is surprised I ended up being a lawyer.

Due to my interest in Human Rights, I began to volunteer with the International Federation of Women Lawyers Ghana (FIDA Ghana) in 2016 as a mediator and once I was called to the bar, also as a pro bono lawyer. As a pro bono lawyer, I represented women and children who would have otherwise not been able to afford legal representation in court proceedings.

In 2022, I was selected as 1 of 30 African Human Rights Lawyers to undergo strategic Human Rights Litigation training by the Open Society for Justice Initiative in Nairobi, Kenya. I also worked as a lawyer with two law firms and then worked with PricewaterhouseCoopers (PwC) Ghana as a Senior Tax Associate for 3 years before joining the Judiciary in 2022.

In order to qualify as a magistrate in Ghana, you must have qualified as a lawyer and practised for at least three years. Vacancies are advertised and persons who are shortlisted write an exam and attend an interview. Successful applicants are then sworn into office by the Chief Justice with the approval of the President.

My jurisdiction as a District Magistrate covers both Criminal and Civil matters. I also serve as the Head of the Juvenile Court and Family Tribunal. I am the coroner of the district and I also perform marriages.

For Criminal matters I conduct committal proceedings in which I determine whether an accused person ought to be tried by the High Court for offences triable on indictment such as murder. I also try accused persons on charges such as stealing, causing unlawful harm, unlawful entry among others.

For Civil matters I routinely consider divorce petitions, child custody applications, and land disputes.

In the 2024/2025 legal year, I disposed of over 200 cases.

In 2023, I was named by the International Association of Women Judges (IAWJ) as a member of its inaugural Rising Leaders Cohort, a group of outstanding early career women judges committed to advancing the rights of women in the Global South.

I value the opportunity to serve as a judge very much. As a lawyer, I could advocate for the rights of vulnerable people but as a judge, I decide who receives the protection of the law and the extent of that protection. I think the opportunity to directly impact so many lives with my knowledge of the law is the most rewarding aspect of my job.

My biggest challenge is the workload. The District Courts in Ghana have a very broad jurisdiction and are designed to encourage self-representation. This invariably means that a lot of people use

the court. Unfortunately, the District Court is not as well-paid or prestigious as the Superior Courts. The Judicial Service of Ghana therefore struggles to attract lawyers to work as magistrates resulting in a huge caseload for those currently serving in said capacity.

My advice to anyone considering a career in the judiciary is to go ahead and come join us! It is a challenging profession, but you will get better every day if you are willing to stay humble and keep learning. Also, very often, people worry about their personalities 'not being right’ for the role but from my experience, judges are a diverse group of people with a wide range of interests, backgrounds, experiences and aspirations. Yes, the judiciary loves to be conservative (and for good reason, I might add), but there is room to accommodate all of us in all our diversity. ■

HW

Bianca

Gyamera-Beeko

Magistrate (Professional) Judicial Service of Ghana

https://www.linkedin.com/in/hwbiancagyamerabeeko/

“My jurisdiction as a District Magistrate covers both Criminal and Civil matters. I also serve as the Head of the Juvenile Court and Family Tribunal. I am the coroner of the district and I also perform marriages.”

The Premise of AI/ESG

As an Internal Legal Counsel with experience across multiple jurisdictions, I have witnessed firsthand how Artificial Intelligence ("AI") and Environmental, Social, and Governance ("ESG") have evolved into business imperatives. For lawyers, multi-jurisdictional compliance requires understanding both AI capabilities and the ESG framework to ensure responsible implementation.

The Good, Bad and Challenges of AI/ESG

The Good

AI-assisted contract review has increased efficiency in legal practice. Automated compliance checking in agreements and faster turnaround times for contract negotiations have become standard. AI tools now help ensure International Organization for Standardization (‘’ISO’’), System and Organization Controls (‘’SOC’’), and General Data Protection Regulation (‘’GDPR’’) compliance while automating regulatory monitoring across jurisdictions.

In corporate governance, AI-enhanced due diligence, intelligent document management, and predictive risk analytics have transformed operations. For example, AI-enhanced due diligence now enables legal teams to process hundreds of supplier contracts simultaneously during vendor assessments, automatically flagging high-risk provisions such as unlimited liability clauses or non-compliant data processing terms that violate GDPR requirements. Contract Lifecycle Management systems automatically extract information from contracts, alerting

A Perspective on the Use of Artificial Intelligence and Environmental, Social, and Governance in Legal Practice -

By Ramsha Khan

legal teams before renewal deadlines and identifying agreements with clauses requiring specific termination procedures.

On the ESG front, transparent shareholder agreements, robust ethical policies, employment practices prioritizing Diversity and Inclusion, and Immigration support all contribute to stronger governance frameworks. For instance, robust ethical policies mandate codes of conduct prohibiting bribery and conflicts of interest, creating transparent, legal frameworks that reduce corporate risk while promoting accountability.

The Bad and The Challenges

Navigating GDPR compliance in cloud-based systems presents significant challenges. Different AI regulations across regions, conflicting Data Protection laws, and the need to draft contracts that satisfy all jurisdictions simultaneously create considerable complexity. For example, a company with servers, development teams and customers in multiple jurisdictions must reconcile conflicting frameworks: GDPR requires Standard Contractual Clauses for data leaving the EU, while the US CLOUD Act permits access to data regardless of location, creating direct legal conflicts. When drafting agreements, Legal Counsel must create jurisdiction-specific schedules addressing data residency commitments specifying exact server locations, encryption standards, notification obligations for government access requests, and varying retention periods, all while cloud systems automatically replicate data across regions for performance, directly conflicting with GDPR Article 44's restrictions on crossborder transfers.

Intellectual Property issues remain unresolved: who owns AI-generated content? How do we protect trade secrets in AI algorithms? Contractual challenges include determining responsibility when AI systems fail, establishing appropriate service standards for AI-powered services, and negotiating indemnification clauses in AI contracts.

With ESG, companies often claim "sustainable cloud" credentials without substantiation, creating gaps between marketing and reality while exposing themselves to legal risks. Inconsistent ESG reporting standards across jurisdictions and the challenge of quantifying social impact further complicate measurement.

General Examples of AI and ESG In Practice

In my practice, I have observed that ensuring compliance with GDPR policies requires reviewing client agreements to include appropriate data processing clauses and conducting privacy impact assessments. Automated data classification, AI-powered access controls, and intelligent data retention systems enable governance of data privacy rights.

Identifying conflicts of interest when hiring candidates and ensuring employee benefit policies comply with statutory laws across jurisdictions has been streamlined through AI-powered tools. Talent management systems with AI-powered recruitment automate compliance while supporting fair employment practices and DEI initiatives.

Handling Intellectual Property matters including Trademark registration and Domain disputes has given me insight into the challenges of protecting AI-generated innovations. Questions about training data ownership, AI-generated compliance recommendations, and algorithm protection don't have clear answers yet.

When pursuing legal action for breach of contract, AI-powered e-discovery tools can be utilised to review thousands of emails and project documents. This reduces costs and identifies key evidence that might have been missed in manual review.

How AI is Impacting/ Will Continue to Impact the Future of Law

Legal research platforms, such as Westlaw, Lexis, and HeinOnline, now incorporate AI to predict which cases are most relevant, transforming research and due diligence. Managing compliance across multiple jurisdictions would be impossible without AIpowered legal intelligence platforms that alert me to relevant regulatory updates.

In compliance, I anticipate AI regulations similar to Data Privacy laws, with the EU AI Act serving as a template requiring sophisticated navigation. Clauses regarding regulating the use of AI will increase, requiring prior written consent before deploying any AI system and prohibiting using client data to train public AI models or process personal data.

How ESG is Impacting/Will Continue to Impact the Future of Law

Ensuring GDPR compliance isn't merely a legal checkbox, it's fundamental to governance structure and social responsibility. Reviewing employee benefit policies now requires consideration of ESG factors: Are we promoting diversity? Do our benefits support work-life balance? Are our immigration support practices equitable?

Just as GDPR forced global companies to adopt European privacy standards, upcoming ESG disclosure regulations like the EU's Corporate Sustainability Reporting Directive will likely set the global baseline. Future shareholder agreements may include explicit climate risk assessment obligations as directors' duties expand.

Conclusion

Understanding how AI and ESG is influencing business landscapes has made me a better legal advisor. I can't draft effective agreements without knowing what current trends and practices are. Five years ago, when I was studying for my bachelors, AI and ESG were emerging topics. Today, they're central to my daily work as an in-house counsel. Five years from now, they'll be even more integral to the legal practice. ■

Ramsha Khan, Internal Legal Counsel

https://www.linkedin.com/in/ramshakk/

“Understanding how AI and ESG is influencing business landscapes has made me a better legal advisor. I can't draft effective agreements without knowing what current trends and practices are.”

Dereen Kakabra

LW Likes

https://www.linkedin.com/in/dereenkakabra/ Dereen talks to Legal Women about her interest in the law and journey to legal qualification.

"My interest in law was not sparked by courtroom dramas or an early certainty that I would become a solicitor, Instead, it grew quietly and persistently from lived experience."

Read more on the link below:

https://www.linkedin.com/feed/update/ urn:li:activity:7424723556242116608

Post | Feed | LinkedIn

Aleksandrina Dumanova

https://www.linkedin.com/in/aleksandrina-d-557a49222/

Aleksandrina shares her journey- “From Feeling Like An Outsider To Finding My Place In The Legal World”.

Read more on the link below:

https://www.linkedin.com/feed/update/ urn:li:activity:7423998908315504640

Post | Feed | LinkedIn

THE FEMALE LEAD @the_female_lead

must change sides’. Her book ‘A Hymn to Life’ is out now, described as an unforgettable testament and a promise. Its message is one of defiance and renewal – that victims have no reason

Gisèle Pelicot’s story was shared around the world. For almost a decade, her husband had secretly drugged and raped her and invited dozens of strangers to do the same. Gisèle chose to waive her right to anonymity during the trial, declaring ‘Shame

to feel ashamed; that even after unimaginable betrayal, we can go on; that the colour can come back to life. Ultimately, Gisèle Pelicot emerges with a renewed passion and reverence for living and for love.

Read more on the link below: https://www.instagram.com/p/ DU57n85j0C3/?igsh=MTdzOWNtOWFwNjRyYw== Post | Feed | Instagram

LW Recommends

TELEVISION

Reasonable Doubt TV Series Legal Drama

Reasonable Doubt is an American Legal Drama that centres around Jax Stewart, (played by the amazing Emayatzy Corinealdi) a brilliant and fearless defence attorney in Los Angeles, who juggles high-profile cases, a complicated marriage and motherhood.

She is judged for her questionable ethics and wild interpretations of the law until she’s needed.

Streaming on Hulu and Apple TV.

PODCASTS

‘If You Ask Me’ PodcastHannah Bradshaw and Sarah Lyons two former Employment Lawyers turned coaches and the co-founders of BlueSky.

Their aim with the podcast is to “create a space that is uplifting and practical, where law meets life and possibility opens up”.

The podcast is a series of conversations about law, life and possibility.

It is for anyone working in law who is trying to build a successful career without sacrificing their family life.

BOOKS

Emma Price

About the Authors: Emma has a Civil and Public law practice, specialising in inquests and inquiries, Civil claims (including Human Rights claims), Judicial Review, Data and Information Law and Personal Injury. Emma is on the, Attorney General’s A Panel of Counsel.

Emma-Louise Fenelon

Emma-Louise practises in Civil, Public and Human Rights Law. Emma-Louise is a member of the Attorney General’s B Panel. She co-hosts the podcast Law Pod UK

BABY AT THE BAR

This book provides comprehensive guidance for barristers at the self-employed Bar embarking on the parenting journey.

It also encourages more supportive practices in chambers, amongst colleagues, opponents and the judiciary.

The authors drew on contributions from over 250 (barristers men and women) in response to their research survey.

Find out more at babyatthebar.co.uk

eBrevia

London

On the 28th of January, eBrevia hosted a Legal Tech flower arrangement workshop with just the right amount of insight into Legal Tech and Contract Management in a relaxed format. The evening had a wellness mode attached to it which made it all the more enjoyable given the January blues. With some lovely food and drink to top it off.

BlueSky Data

London

BlueSky Data held an insightful Breakfast Session at 1 Lombard Street Restaurant, Bar & Brasserie. Hosted by Co-Founders Hannah Bradshaw and Sarah Lyons, who are doing amazing work coaching women in law who are exploring motherhood.

LW Events Ladies in Law SocietyThe University of Law (Bloomsbury)

London

Legal Women was invited to participate in a “Coffee and Counsel” speed networking event by the Ladies in Law Society at The University of Law.

Aspiring Solicitors and Barristers were able to ask questions and seek advice from those who are now qualified and in practice.

Ung i Næring (Young Professionals in Business) 2026 Kick-Off

Norway

Young Professionals in Business, a network for professionals under the age of 40 working across the Drammen region’s business community, brings together members from a wide range of industries and professions.

At the first event of 2026, it was announced that Agnes Swiecka, an Editorial Assistant in the Legal Women UK Team, has joined the committee.

This event provided participants with practical insights on the current housing market and strategies for maximising property sale outcomes.

L-R Christine Kopland, Emilie Fredriksen, Ida Schjølberg and Agnes Swiecka

The New Leaders of Law

By Colin Bohanna

A monumental shift is taking place in the UK legal market – one that will affect every part of the profession.

As one of the leading legaltech providers in the world, a large portion of Dye & Durham’s activities is to research, track, and foresee changes in the legal industry before they have become mainstream. We did this in our 2024 report, “Digital Pioneers: Leading The Tech Revolution,” which charted how the digital fluency of Millennial and Gen Z legal practitioners was reshaping expectations of the workplace and accelerating adoption of modern systems. That research was important. What we are observing now is more consequential and is likely to have an even greater effect on the legal sector for decades to come.

The UK legal market is entering a period of structural change that will influence how firms operate and compete for years to come. We are seeing how consultant-led and platform models are scaling at pace, alternative business structures (ABS) account for a growing share of regulated firms, and private equity (PE) interest in legal services is now an active feature of the market rather than a distant prospect. This trifecta is the beginning of what we see as a historic moment, one in which operating expectations are shifting faster than the profession typically moves.

Dye & Durham will be releasing original research on this in the coming months that will chart how ownership, working models, and capital are influencing the way legal organisations are structured and expected to perform. In a later article, I will also expand on the changing dynamics that are leading to this structural change. Today, I concentrate on one of the biggest drivers of it: A new type of leader that is at the forefront of the trend.

Ahead of that, here are the broader trends all law firm owners, partners, and CEOs should already have on their radar.

A New Type of Leader

When we first wrote about Digital Pioneers, the picture of a new type of legal professional was already beginning to emerge. As we found then, as Millennial and Gen Z legal professionals rise in prominence, their expectation of digital fluency is reshaping what “good” looks like in a workplace, as well as what “modern” looks like in a law firm. That still remains true. Digital competence is no longer a differentiator for many firms; it is increasingly a baseline expectation among junior lawyers and early-career professionals. But it is not just junior professionals who are embracing this change.

Through our research and many recent conversations with the legal market, we are charting an unmistakable trend in how leadership is changing. For generations, the UK has had a largely predictable set of operating standards that we’re all familiar with: law firm ownership and promotion to senior leadership have most often followed a well-worn path, one that relied heavily on progression through apprenticeship, promotion, presenteeism and networking. Management and leadership were often assumed to be “learned by doing”, a skillset one developed in the office rather than a separate track.

In a different era, that process worked – and it still does for many firms – but the world that law finds itself in now is undeniably different: massively increased investment, particularly in lawtech, evolving client expectations, advancing regulation standards, and crucially, different attitudes within the profession. Where once many law firm owners remained technology sceptics, a growing number of

legal organisations are now shaped by leaders who are digitally fluent themselves and commercially oriented in their outlook. These are CEOs, COOs, CIOs, and operationally minded partners responsible for multi-entity groups, consultant networks, or acquisitive growth strategies. Their day-to-day concerns are not only legal delivery, but scalability, compliance visibility, performance management, and how the organisation functions as a coordinated whole. That marks a clear departure from an earlier era, when technology decisions often required persuasion driven by regulation or IT advocacy.

This leadership mindset aligns with wider market signals, particularly in how firms are structured. There is an appetite for new ways of practising and delivering legal services: ABS adoption has risen from around 8% of firms in 2017/18 to approximately 14% by 2024, reflecting steady growth in structures that allow non-lawyer ownership and different approaches to investment and governance. Consultant-led and fee-share models are operating at significant scale, with leading firms numbering in the hundreds of lawyers. At the same time, industry analysis highlights record levels of private equitybacked platform activity in legal services. These are not disparate events; they display a change in attitude and a different standard for success. Increasingly, those who treat legal service provision as a business are likely to be the most successful in a busier and more tech-savvy market.

This is a topic we will be expanding upon more in our upcoming and market-defining research. To get access to that report when it is available, please visit www.dyedurham.com/resources ■

GLOBAL INVESTMENT FUNDS

A Practical Guide to Structuring, Raising and Managing Funds

2nd edition

GLOBE LAW AND BUSINESS

By Tom Alabaster

“EVER MORE DYNAMIC AND COMPLEX”! – YOU NEED THIS COMPREHENSIVE GUIDE FROM GLOBE IF YOU ARE A PRACTITIONER STRUCTURING, RAISING AND MANAGING FUNDS

An appreciation by Elizabeth Robson Taylor MA of Richmond Green Chambers and Phillip Taylor MBE, Head of Chambers, Reviews Editor, “The Barrister”, and Mediator

Private investment funds are investing more capital than ever before! And the funds themselves are larger than ever before. That is why you need to read this excellent book entitled “Global Investment Funds” from Globe. The industry’s success has arrived against a backdrop of evolving market trends, increasing regulatory and tax compliance and the rise of an “Environmental, Social and Governance” framework (ESG).

ESG is used to evaluate a company’s sustainability and ethical impact beyond traditional financial metrics. And today, in relation to structuring, fundraising, making deals, managing exits, maintaining investor relations and dealing with the press, investors and their advisers face unprecedented challenges and opportunities.

We welcome this practical new second edition, again edited by Tom Alabaster at Ropes & Gray, which features contributions by leading industry specialists on a wide range of issues arising at all stages of a private investment fund life cycle. The book comes to us from Globe Law and Business, established in 2005, who have set out to create law books which are sufficiently high level to be of real use to the experienced professional, yet still accessible and easy to navigate.

Topics covered in “Global Investment Funds” include formation and structuring, regulatory matters, deal-level considerations, environmental concerns, as well as jurisdictional/offshore matters, their jurisdictional differences and choice drivers (such as the Irish Republic and Luxembourg).

This guide also sets out and explores specific issues which are presented in some detail in relation to listed funds, energy funds, secondary transactions and GP-led recapitalisations.

What we get as a result is a publication which provides a wide-ranging and practical guide to the legal, regulatory, tax and commercial elements of establishing and operating private investment funds. We believe that commercial practitioners and other industry participants are likely to gain significant benefit from applying its contents within their own environment.

As we face new regulations and new tax rules at a time of economic uncertainty and geopolitical tensions, the world of private investment fund structuring is becoming ever more dynamic and complex. Each chapter focuses on a different aspect of fundraisers and fund structures. Alabaster and his team of contributors examine “the concerns of the various constituents in the investment management space”, as he puts it, plus the topical issues each of these constituents face now and in the future.

We are most fortunate that the contributors are experts in their own fields who provide insight into “the intricacies and nuances of private funds investment management”. This new edition remains both informative and enjoyable to read and consult. Thank you. ■

ENQUIRIES OF LOCAL AUTHORITIES AND WATER COMPANIES

A Practical Guide 7th edition

WILDY, SIMMONDS AND HILL PUBLISHING

By Keith Pugsley and Ken Miles

A COMPREHENSIVE GUIDE FOR PRACTITIONERS IN LOCAL GOVERNMENT INVOLVED IN FORM FILLING

An appreciation by Elizabeth Robson Taylor MA of Richmond Green Chambers and Phillip Taylor MBE, Head of Chambers, Reviews Editor, “The Barrister”, and Mediator

In its seventh edition of this wellknown work, solicitors Keith Pugsley and Ken Miles provide a clear and concise commentary on Forms CON29 (2016), CON29O (2016), and CON29DW (2021). It is, effectively, a technical legal guide to form filling from Wildy, Simmonds and Hill Publishing but one which has great significance for local government and water companies.

The authors state that an integral part of the modern conveyancing process is the conduct of a search of the register of local land charges maintained by the district council, and the raising of enquiries of local authorities. And for those new to the system, the register of local land charges contains details of all local land charges registered against property situated in the district administered by the council. This register contains details of such matters as “outstanding liability for road and other financial charges, home improvements grants, tree preservation orders (TPO), and notices served consequent upon the making of a compulsory purchase order (CPO)”.

Whilst there is a multitude of local land charges which are registrable by statute or regulation, these charges are not covered by this book. However, searches of the register can be conducted hence the need for completions of forms, normally electronically these days, which for this work covers Con 29 and involve 3 categories: planning, engineering and environmental health.

Each enquiry is examined in turn, and sets out the relevant and up-to-date legal position, with sources and references, in non-technical language. This short book on “Enquiries of Local Authorities and Water Companies” is a popular practical guide written by Pugsley and Miles and remains an invaluable reference to the conveyancing practitioner and the local land charges officer when form filling.

The authors set out a summary of the implications of any reply by the local authority or water company concerned, positive or negative, so that a prospective purchaser can make a balanced decision as to whether to proceed with the purchase. Do read the main introduction, plus the general notes on Forms Con 29, 29O and 29DW, and the notes at the front of the forms for detailed assistance.

It is important to remember that the forms are approved by The Law Society, and various associations representing the interests of the councils replying to the enquiries. Readers will also be aware that these forms are approved by the Local Government Association, the Council of Mortgage Lenders, Water UK, the Association of Council Secretaries and Solicitors, Land Data on behalf of the NLIS, the Council for Licensed Conveyancers and the Local Land Charges Institute. In short, the authors give you brilliant and detailed assistance in form filling with all the usual questions being answered in the 3 Parts of the book.

Thank you, Messrs Pugsley and Miles, for making our job so much easier! ■

From precedent libraries to prompts The next step for legal drafting

Almost every lawyer maintains a Precedent Library, collections of letters, documents, and draft orders that serve as reliable templates for routine legal tasks. Whether housed centrally within a firm or kept individually by lawyers, precedent banks save time, promote consistency, and ensure that essential information is communicated accurately. They prevent lawyers from having to repeatedly craft the same content from scratch.

Yet while precedents are widely used, most lawyers do not yet have something that may soon become equally indispensable: a bank of prompts for automated legal drafting. A prompt is a set of instructions given to artificial intelligence, essentially a command or description designed to generate a specific output such as a document, letter, or analysis. Writing a good prompt is much like instructing a trainee solicitor: the instructions must be clear, unambiguous, and thorough. The more detail the prompt contains, the higher the quality of the result. These prompts often include instructions that might seem obvious, such as avoiding Americanised spellings, but are crucial for consistent outputs.

My recent move from private practice to a role with LEAP, a legal technology company specialising in case management software, has given me a new perspective on both precedents and prompts. As Head of Family Law, I now help shape the software to better support family lawyers. Leaving practice meant leaving behind 18 years’ worth of carefully curated precedents; I was hardly going to commit intellectual property theft to take them with me. Instead, I now work closely with LEAP’s precedent libraries, which contain a wide range of template letters and documents designed to streamline legal workflows.

In exploring these templates, I have begun adapting and creating precedents that offer enhanced automation. One example is a letter of instruction to an actuary, which not only pulls through key case details but also uses LEAP’s Word Add-in to offer dynamic questions. The lawyer indicates, for instance, whether a report is ordered or agreed, and the remainder of the letter changes automatically. This creates a more sophisticated tool than a static template, one that reduces repetitive drafting and accelerates routine tasks.

But this still raises an obvious question: what if technology could answer those questions itself by analysing information within the case file? This is where prompts rather than precedents begin to show their potential.

When I joined LEAP, I had limited experience with AI prompting. My early use of ChatGPT had been purely personal, such as asking

it for the correct reading order of John le Carré’s George Smiley novels. The idea of drafting complex legal instructions for AI was daunting; it seemed faster simply to type the letters myself. Yet the capability of AI systems to read and interpret case data changes that calculation. In theory, AI could identify pensions, values, dates, or factual circumstances directly from the matter, eliminating the need for manual data entry. A precedent could therefore evolve into a prompt, an automated set of rules that instructs AI on how to assemble the necessary document.

Once created, a prompt could be reused just like a precedent. It could tell the AI to consider the Pensions Advisory Group guidance, relevant Practice Directions, or even the terms of a specific court order. It could dictate formatting, tone, style, and legal framing. After the prompt runs within the secure environment of the case management system, the lawyer would receive a completed draft ready for review.

Another example is the preparation of briefs to counsel. Traditional precedents can pull basic information such as names, dates of birth, or case identifiers. But a prompt could go much further. It could analyse the matter file, summarise the children’s arrangements, extract the current issues in dispute, and compile the factual background. This would not replace the lawyer’s judgement, but it would provide a first draft similar to the one a trainee might prepare on their first day, only produced in seconds rather than an hour.

Artificial Intelligence is already reshaping legal practice, whether lawyers embrace it or not. The familiar saying captures the trend well: “AI won’t replace lawyers, but a lawyer using AI will.” Replacing or supplementing precedents with prompts is one way to harness the benefits of AI while preserving the lawyer’s expertise, oversight, and control. Just as precedents did not replace lawyers, prompts will not either. Instead, they represent a natural evolution in how we create, structure, and automate legal drafting in an increasingly digital profession.

Read our White Paper Artificial Intelligence (AI): Optimising law firm profitability in six simple steps

The Productivity Paradox:

Why UK Law Firms Are Working Harder Than They Need To

Law firms today aren't short of technology. Most practices run on a mix of case management software, billing tools, document systems, and communication platforms. The problem isn't having too little tech. It's that the tools rarely talk to each other.

When Systems Don't Connect, People Pay the Price

Disconnected software creates a hidden drag on day-to-day productivity. When a fee earner has to re-enter client details across three separate systems, export data into a spreadsheet to track billable time, or chase down a document stored in a different platform from the one they're working in, those minutes add up quickly. Research shows that 59% of law firms experience system integration issues, leading to manual data entry, inconsistent records, and bottlenecks that slow down the entire practice.

It's not a technology problem so much as an architecture problem. Piecemeal tools, each doing one job well but none of them connected, create workflows that are fragile and time-consuming to maintain.

The Real Cost Is in the Detail

The inefficiencies don't always announce themselves. They accumulate quietly: a duplicated client record here, a missed followup there, a billing delay that pushes an invoice from this month to next. Clio's Legal Trends Report found that 24% of firms take too long to invoice clients after completing work, and that late invoices are significantly less likely to be paid in full. Firms using integrated billing and payment tools, by contrast, get paid more than twice as fast.

Staff satisfaction follows a similar pattern. When people spend their day wrestling with systems that don't work well together, it erodes their sense of accomplishment. Clio's research found that 67% of lawyers

in firms using cloud-based practice management software reported good or very good relationships with colleagues, compared to just 35% in firms that don't. Better tools don't just improve output. They improve the experience of work itself.

What Modern Practice Management Looks Like

The shift towards integrated, cloud-based platforms isn't about chasing the latest trend. It's about giving legal professionals a single source of truth for their matters, clients, documents, time, and billing. When those elements work together, firms spend less time on admin and more time on the work that only they can do.

Platforms like Clio bring these workflows together in one place, so fee earners can move from a client call to a billed time entry to an updated matter record without switching between tools or duplicating effort. The administrative overhead that once consumed a sizeable portion of the working day shrinks considerably.

The Firms Already Making the Shift

Across the UK, the firms already seeing results aren't waiting for a technology mandate. They've recognised that efficiency is a competitive differentiator, and they're acting on it now rather than when the pressure becomes unavoidable.

If you'd like to see how an integrated approach could change the way your firm works, book a walkthrough of Clio and we'll show you what's possible. ■

Vivian O'Brien Head of Marketing, CLIO

The Future Lawyer: What Women Leaders Need to Know About Gen Z Lawyers

One thing is increasingly clear: the future of law won’t look like the past—or even like today. Gen Z lawyers are reshaping the profession with non-negotiable expectations for flexibility, balance, and purpose-driven work. For today’s women leaders, this shi o ers a unique opportunity to future-proof their firms by understanding what drives the next generation so they can embrace change and build practices that are not only sustainable, but exceptional.

To successfully modernise their operations, women partners and practice managers need to understand who Gen Z lawyers are—and what they expect from their employers.

Who are Gen Z lawyers?

Born between 1997 and 2012, Gen Z lawyers are the first generation to have grown up entirely in the digital age, with social media and near-instant access to information shaping their worldview from childhood. As a result, they tend to think, communicate, and work in a di erent way than earlier cohorts.

Gen Z lawyers typically seek—and expect—flexible work schedules, genuine work-life balance, meaningful support, and modern technology that enables e iciency and collaboration.

Today’s female partners and practice managers, many of whom have themselves navigated barriers to inclusion and progress in a traditionally male-dominated profession, are well placed to provide the equitable, empathetic leadership that Gen Z both values and responds to.

Gen Z lawyers prioritise purpose, not just pay or prestige

In a profession that has long measured success by salary, making partner, or working for a prestigious firm, Gen Z lawyers are shi ing the focus. Put simply, for many, meaningful work and purpose now outweigh traditional markers of success.

For example, Deloitte’s 2025 Global Gen Z and Millennial Survey found that 89% rate a sense of purpose as essential to their job satisfaction and wellbeing. This commitment is tangible: a recent survey from Major, Lindsey & Africa found that 52% of Gen Z associates would trade part of their salary for reduced billable hours, with female associates showing stronger preferences for this trade-o . For women leaders and recruiters, understanding this shi is key to creating roles and work environments that align with Gen Z’s values.

For Gen Z, modern tech is non-negotiable

Having grown up using technology to streamline and enhance everyday life, Gen Z lawyers expect the same e iciency and tech fluency in the workplace. They want to

use modern legal tech to work smarter, collaborate more easily, and deliver better outcomes. Supporting this, that same Deloitte survey found that 74% of Gen Z believe generative AI will impact the way they work within the next year.

For women leaders, understanding this generational trait presents an opportunity to take a proactive approach—ensuring their firm’s technology is modernised and up to date, not only to strengthen operations but also to cultivate the kind of modern, forward-thinking environment that attracts and retains Gen Z legal talent. Gen Z lawyers value flexible, results-based work structures

The shi towards flexible and hybrid working is well underway across the profession, but it holds particular appeal for Gen Z lawyers, who value e iciency and results over long hours and physical presence. For a generation acutely aware of the risks of burnout, flexibility and work-life balance are not perks—they’re necessities. By o ering results-based working models, women leaders can boost wellbeing, build trust, and help create a work environment where Gen Z lawyers are able to professionally and personally thrive—without sacrificing productivity or client service.

Gen Z lawyers want to be heard

When it comes to workplace culture and hierarchy, Gen Z lawyers tend to value leadership styles that listen, incorporate feedback, and encourage collaboration. This presents a clear opportunity for women partners and practice managers to tailor how they guide and mentor emerging legal talent. Structured professional development opportunities, regular check-ins, and clear communication of expectations are key for building trust and supporting meaningful professional growth.

The new generation of lawyers aren’t rejecting tradition, but they are, in many ways, redefining it. As the legal profession continues to evolve, today’s women leaders are well-positioned to guide the next generation of lawyers with empathy, flexibility, and foresight. While every lawyer has their own individual goals and motivations, of course, understanding the factors that tend to drive Gen Z can help firms attract top talent and build a more resilient, future-ready profession.

Want to future-proof your firm for the next generation of legal professionals? https://www.clio.com/uk/schedule-a-demo/ to discover how Clio’s modern legal technology helps law firms attract, support, and retain Gen Z lawyers—on their terms.