Targeting improvement

In Thinking Differently, you will find plenty of anecdotal evidence as well as key numbers and analyses, including time spent on pro bono work and community projects.

We know that we cannot manage what we cannot measure. This is why evaluating and setting targets to identify strengths and weaknesses are so important to us. By benchmarking our activity and understanding our impacts, we are able to identify and manage improvements in the way we work on a local and global scale. But gaps still exist in our targets and measurement. It is our goal to find the right criteria and benchmark our activities in all major markets. Developing our first global CSR review, in itself, has helped us to identify long-term targets.

In some cases initiatives are new and we are still waiting for baseline statistics. In other places, it is a challenge to find a workable yardstick for such a diverse and geographically spread organization. Nevertheless, we understand the importance of sound data collection and measurement to test and validate our CSR activities.

We are gradually bringing more targets on stream. The CSR Management teams and the Pro Bono Committees from across DLA Piper will meet in 2009 to review and evaluate existing global targets – to measure success and to set new targets to keep our work dynamic and relevant.

We have global targets in key areas.

STRATEGY, AWARENESS AND FEEDBACK

2008 Targets

  • Agree a set of global targets and supporting strategies
  • Build awareness of CSR for senior partners
  • Concrete target: To present the opportunity to 100% of the firm’s global partners to engage and raise awareness of CSR matters.
  • Our People - to inspire, educate and evaluate the firm's approach to CSR and be responsive (for example, through the global staff survey)
  • Concrete target: To conduct a formal review and evaluation of the CSR Review with 10% of our Global Workforce and evaluate feedback.

DATA COLLECTION AND REPORTING

2008 Targets

  • Continue to identify and develop a global approach to CSR reporting
  • To continue to develop a standardised approach to data collection in all major markets
  • Concrete target: International LLP - To increase by 50% data collection in Europe, Middle East and Asia using the London Benchmarking Group standard on all areas incl. sustainability

STAKEHOLDERS

2009 Targets

  • Identify key stakeholders and establish an engagement strategy

SHARING BEST PRACTISE

2008 Targets

  • To share best CSR practice with our clients and encourage increased collaboration and to increase awareness of DLA Piper's efforts
  • To share best CSR practice with new offices within DLA Piper LLP
  • CSR and pro bono partners to embed best CSR practice in the community and in their offices
  • Concrete target: To identify in 100% of our operations the appropriate local contacts and to provide each representative with the relevant toolkit applicable to local process and management of CSR-led activity

COMMUNITIES

2008 Targets

  • To continue to develop new partnerships and support existing partnerships through capacity building and shared goals
  • Concrete target: To evaluate 25% of our community projects
  • Concrete target: To devise capacity building strategies for 10% of our partnerships.

PRO-BONO

2008 Targets

  • Concrete target: 10% increase in global pro bono support, some of these opportunities will be presented through unexpected opportunities and others of projects we will proactively seek out.

SUSTAINABILITY

2008 Targets

  • To report on global environmental targets
  • To use the CSR Review as a means of communicating with our clients.
  • Global targets: Will be set after July 2008 when our data period is finished.

NEW PERIMETER

2008 Targets

  • To continue developing innovative projects around the world and support existing partnerships.