People helped, including more than 12.8 million children in 71 countries
23.8m+
£56.9m
2024 marked the end of our three-year strategic charitable partnership with international NGO, Save the Children.
We are pleased to announce the extension of this partnership for a further three years, becoming a critical partner of Save the Children’s Emergency Fund, helping to build
a better future for children and communities affected by crisis.
Long-Term Targets
Norton Rose Fulbright LLP commits to reduce absolute scope 1 and 2 GHG emissions 90% by 2040 from a 2019 base year. Norton Rose Fulbright LLP also commits to reduce absolute scope 3 GHG emissions 90% within the same timeframe.
Near-Term Targets
Norton Rose Fulbright LLP commits to reduce absolute scope 1 and 2 GHG emissions 75% by 2030 from a 2019 base year. Norton Rose Fulbright LLP also commits to reduce absolute scope 3 GHG emissions 46.2% within the same timeframe.
Overall Net-Zero Target
Norton Rose Fulbright LLP commits to reach net-zero greenhouse gas emissions across the value chain by 2040.
Our targets and progress
Norton Rose Fulbright LLP has approved near and long-term science-based emissions reduction targets with the SBTi:
Ensuring access to justice and upholding the rule of law
After appointing our first full-time Head of Pro Bono in 2022, we further strengthened the practice team in 2024-25 with the appointment of three more key roles, facilitating more lawyers than ever getting involved in our programme and the development of new client relationships across the region.
This is reflected in our data from the previous calendar year and the year-on-year trends since 2022.
Our Wellbeing Champions are trained to address various aspects of mental health, fostering open conversations and providing insightful guidance, ensuring our colleagues are better supported and building a more inclusive workplace.
A core part of our strategy is educating our people not only on the issues, but on spotting the signs when someone is struggling and needs help. By democratising this knowledge, we can start more conversations and help to destigmatise mental health.
DEI action plans launched
for each team
EMEA
Gender representation on our EMEA Management Committee
50/50
Validated as a Disability Confident Employer (Level 3)
Leader
Top 30 employers for working families
Top 30
In the Social Mobility Employers Index
8th
In The Times Top 50 employers for gender equality
Top 50
Our partnership with Save the Children
Sustainability
Wellbeing
Social impact
Pro bono
Diversity, equity & inclusion
Our business principles
Our 2025 EMEA Responsible business report demonstrates our progress across the six key pillars of our strategy; Diversity, equity and inclusion, Wellbeing, Pro bono, Sustainability, Social impact and Business conduct.
Download our 2025 Responsible business report
EMEA | 2025
Responsible
business report
Name Surname
Job Title
Location
As a firm, we are committed to cultivating a working environment that embraces people of every background and is rooted in our core global business principles of quality, unity and integrity.
I believe it has never been more important to reaffirm our commitment to being a responsible business and our belief that a range of different perspectives strengthens our firm and enhances the quality of service we offer.”
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+
Quality
Clients come first
Consistently high-quality legal services
Industry specialists
Commercial and pragmatic approaches
Innovative solutions
+
Unity
Team culture
United, global perspective
Create a diverse, equitable and inclusive environment
Promote a culture of respect for each individual
+
Integrity
Value our people
Highest professional, ethical and business standards
Trustworthy, open and fair
Our global business principles guide our behavior and help to ensure that we operate to the highest standards
Christine John
Interim Head of Responsible Business and Wellbeing
London
Responsible business is about making a positive impact that extends beyond our daily operations. It means acting with integrity, fostering a culture of inclusivity and unity and ensuring our actions deliver a positive impact for our people, our clients, communities and the environment. But responsible business is also bigger than us, and we spend a lot of time benchmarking ourselves and looking for evidence of best practice to improve our programmes and initiatives.”
Our approach to responsible business
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We act in a manner that conforms at all times to our business principles of quality, unity and integrity and abide by applicable regulatory obligations and professional standards.
Business conduct
+
We put diversity, equity and inclusion at the heart of our decision making and everything we do as a business.
Diversity, equity & inclusion
+
Our vision is to cultivate a workplace where mental health is understood without stigma, and create an environment where everyone feels supported to respond effectively to mental health challenges.
Wellbeing
+
We provide legal support to vulnerable individuals, charities and social enterprises through advice, information, research and training. We work with a range of organisations and seek to maximise our impact through long term partnerships.
Pro bono
+
We recognise our responsibility to address issues that jeopardise the earth’s ecosystems and the future of our communities. We aim to integrate sustainability best practice into our decision-making and activities.
Sustainability
+
We dedicate our skills, time and resources through partnership with local organisations, charities and NGOs, to deliver positive outcomes to underrepresented groups, our environment and our communities.
Social impact
+
5,642
2022
12,334
2023
15,054
2024
21%
2022
25%
2023
33%
2024
3.3
2022
7.1
2023
8.9
2024
Average hours per fee earner
Participation %
Hours
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2019 Baseline year - Tonnes Carbon Equivalent (tCO2e)
2024 Recent year - Tonnes Carbon Equivalent (tCO2e)
% decrease from base year
Total hours skills-based volunteering (EMEA)
21%
increase from 2023
Total hours team
volunteering (UK)
increase from 2023
42%
Total no. of students
directly engaged with
increase from 2023
116%
Days of volunteer
leave taken (UK)
increase from 2023
77%
Total hours on social impact related activity (EMEA)
increase from 2023
14%
Allocated by the Fund in 2024
(27%)
(91%)
Niall Crowley
Diversity, Equity and Inclusion Manager
London
Over the past few years, the firm has made significant progress towards our diversity, equity, and inclusion targets. Notably, we have seen a continued increase in the number of women in the partnership, achieved equal levels of representation on the firm’s management committee, and diversified our trainee intake. While these positive actions must be acknowledged, it is important not to become complacent.”
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During 2024, we saw further increases in our volunteering hours across EMEA and time spent on social impact work.
Farmida Bi, CBE
Chair, Europe, Middle East and Asia
London
We are proud to continue our partnership with Save the Children for a further three years by supporting the Emergency Fund and providing strategic pro bono advice, advocacy and volunteerism, as we seek to make a real difference for the prospects of children and young people internationally.”
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Trained colleagues across EMEA who act as first point of contact for their colleagues for health and wellbeing support and signpost to relevant resources.
Wellbeing Champions
Wellbeing Champions
Oversees and advocates for the Wellbeing Champions community. Cascades information and provides feedback.
Wellbeing Champions Committee
Wellbeing Champions Committee
Leads on organisation of firm-wide for health and wellbeing activities, initiatives and events. Co-ordinates Wellbeing Champions’ training.
Responsible Business & Wellbeing team
Responsible Business & Wellbeing team
Core working group made up of colleagues across EMEA to feed into health and wellbeing agenda.
Health & Wellbeing core working group
Health & Wellbeing core working group
Our wellbeing strategy includes a comprehensive resilience, mental health and wellbeing strategy, coupled with our commitment as a signatory to the Mindful Business Charter.
Kate Evans
Chief People Officer
London
As part of our high-performance, high-support culture and advancing our approach to health and wellbeing, embedding mental health awareness into leadership practice is crucial. We believe our partners and leaders have a key role to play in reducing stigma, promoting open dialogue, and fostering an environment where everyone can thrive both personally and professionally.”
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Scope 1: Direct emissions
Scope 2: Indirect emissions (market-based)
(50%)
Scope 2: Indirect emissions (location-based)
Scope 3: Other indirect emissions (including homeworking for 2024)
(10%)
Total Scope 1, 2 (marketbased) and 3 emissions
(20%)
(14%)
Total Scope 1, 2 (locationbased) and 3 emissions
Scope 1, 2 (market-based) and 3 intensity by FTE
(26%)
Scope 1, 2 (location-based) and 3 intensity by FTE
(18%)
451
615
4,334
393
3,589
1,780
32,807
29,508
37,756
30,352
37,011
31,739
16
12
15
13
Carbon emissions for our EMEA operations
This graph shows carbon emissions for our EMEA operations. The figures have been calculated using the GHG Protocol methodology, using both actual data and GHG Protocol recommended proxies where data is not available.
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Peter Scott
Global Managing Partner; Managing Partner, Europe, Middle East and Asia Pacific
London