With every passing International Women’s Day, females appear to be taking greater strides in Asia’s legal industry. There are not only more women in law firm partnerships today, but they are also increasingly attaining leadership positions, heading practices or offices, and in some cases helming fairly large-sized law firms.

However, despite the obvious progress made so far, the fact is that we are still some distance from general equality in the legal profession. Statistics from Asia are not available, but numbers from elsewhere are illustrative. In the U.S. for example, 35 percent of lawyers are women, but that number drops to 20 percent when it comes to partners. It’s apparent that despite increasing numbers of women studying law, a minority end up actually working at law firms, and even fewer attain senior ranks.

Female lawyers interviewed by ALB say that to truly achieve gender equality, a variety of people need to pitch in at different levels, from the most junior associates to individual partners, and even the broader firm leadership.

For example, DLA Piper has launched a global programme focusing on gender balance – the Leadership Alliance for Women (LAW). “Through gender equality for both men and women, we can create a powerful environment where each person’s potential can be realised,” says Susheela Rivers, Hong Kong office managing partner at DLA Piper.

And Singapore’s TSMP Law Corporation has an active women’s empowerment initiative which includes large-format events. In 2019, the firm organised Women’s Mentoring on Speed, which was attended by senior industry leaders as well as younger lawyers.

“While big events can reach a lot of people, we believe that small group mentoring is just as important, as an avenue for younger women to ask more sensitive questions and share their specific challenges,” says Stefanie Yuen Thio, joint managing partner at TSMP.

At Clifford Chance, there is a gender parity group, Accelerate>>>. Yvonne Shek, senior associate in the firm's litigation and dispute resolution group says, "Our mission at Accelerate>>> is to take bold actions to accelerate the pace of change towards gender parity and drive forward an inclusive and diverse culture." 

This is a marked change from even a few years ago, when law firms were less interested in bringing about gender diversity and inclusion, or at least, less focused.

“We have been having conversations around support for progressing female talent for some time, but the initiatives have become more focused, targeted and - crucially - also involve men, as sponsors, mentors and allies,” says Ying Fu, a managing associate at Linklaters in Hong Kong who focuses on energy and infrastructure.

Rivers agrees. “Gender balance is a much higher agenda than it ever has been. It has become a strategic goal for most law firms, with boards making it a top business priority. It is also reinforced with action, with firms demonstrating a serious commitment to progress,” she says.

EACH ONE OF US

But the change cannot be top-down alone. Lawyers at every level can play their part in building a more inclusive law firm culture.

Some are contributing to this change by actively taking part in groups focused on achieving gender balance, while others are encouraging women to take up more challenging roles.

Michelle Ray-Jones, an IP practice consultant at Tilleke & Gibbins, says she finds that speaking clearly and directly about gender inequality—not just in the office, but across different spheres—helps us open our eyes to things that we may not otherwise notice.

 “I make a conscious effort to set a good example as a role model to other lawyers, and I’ve found that the best way to do that is to take action,” she says. “If I see a problem, I try to fix it. If I can help others, I try to do so. I make myself available and try to be approachable.”

Clear communication is also advocated by Rivers of DLA Piper, who says that she often encourages other female lawyers to “find their voice” and use it. “To ensure a firm’s culture becomes inclusive it requires action. Putting your hand up and not sitting on the side-lines is of paramount importance to bring about action and change,” she says.

And Yuen Thio of TSMP adds that women in powerful positions should do what they can to clear the path for their juniors. “As the joint managing partner, with a very supportive set of partners, I have a lot of leeway to innovate and roll out initiatives that work. I’ve been very blessed by that.”

To contact the editorial team, please email ALBEditor@thomsonreuters.com.