Shoosmiths supply chain engagement on the way to net zero

Guest blog by Nicola Ellen – Head of Corporate Responsibility, Shoosmiths

LSA member Shoosmiths has a target for its operations to achieve net zero by 2025. This applies to the firm’s Scopes 1 (gas and refrigerants), and Scope 2 (electricity) emissions. Shoosmiths announced this target in January 2020, i.e. before the Science Based Targets initiative (SBTi) launched its framework for corporate net zero target setting in October 2021.

In light of this standard, Shoosmiths is reviewing its net zero intentions for all emissions so that the firm can redefine its net zero target date for Scopes 1, 2 and 3. This work is part of a larger project to review the firm’s long-term net zero strategy.

Shoosmiths also has near-term science-based emissions reduction targets validated by the Science Based Targets initiative (SBTi) namely:

  • Reduce emissions across the firm’s entire value chain by 30% by 2030 versus 2020 base year.
  • Increase annual sourcing of renewable electricity from 74% in 2020 to 100% by 2025.

Circa 60% of Shoosmiths’ total carbon footprint relates to goods and services emissions. In 2019/2020 and 2020/2021 supply chain emissions were based on supplier spend but the firm is now starting via an online supplier portal to gather primary data from its suppliers, to determine which suppliers have set science-based emissions reduction targets and to identify opportunities for collaboration with Shoosmiths. These questions are also included in relevant supplier tenders.

Shoosmiths has tested the questions with a sample of suppliers and based on their responses and feedback has added 10 questions to the portal.

In calculating its 2021/2022 carbon footprint a hybrid approach will be undertaken, including primary data from suppliers and filling data gaps using spend-based estimation calculations.

Supplier Questionnaire

1. Does your company measure its annual GHG footprint including scopes 1 and 2? Yes/No
2. If the answer to question 1 is ‘yes’ do you have arrangements in place that would allow you to calculate the GHG footprint of the goods or services, you provide to Shoosmiths? Yes/No
3. If the answer to question 2 is ‘yes’, for the period of 1st May 2020 to 30th April 2021, please provide the GHG footprint of the products/ services supplied to Shoosmiths in kg of CO2 equivalents (kgCO2e). This information can be sent separately to this form.
4. If the answer to question 2 is ‘no’, do you have arrangements in place that would allow you to calculate the use of energy, material quantities or distances travelled as part of your contract with Shoosmiths? Yes/No
5. If the answer to question 4 is ‘yes’, for the period of 1st May 2020 to 30th April 2021, please provide activity data (the emissions source) relating specifically to the product/ service provided to Shoosmiths, e.g:

·       Materials provided (kg)

·       Distances travelled (km/ miles)

·       Electricity used (kWh)

·       Fuel used (litres/ m3/ kWh/kg)

This information can be sent separately to this form.

Shoosmiths will then use this information to estimate the emissions footprint of the goods/ services that you have provided during the reporting period.

6. Do you operate a GHG neutral / net zero business or are the services/ products you supply to Shoosmiths GHG neutral/ climate positive? Yes/No


7. If the answer is ‘yes’ to question 6, please provide your definition of net zero/ GHG neutral/ climate positive and supporting evidence e.g. GHG neutral certificate.
8. If you use offsetting as part of your net zero/ GHG neutral/ climate positive service, please confirm whether you purchase avoidance offsets (reduce GHG emissions to atmosphere) or removal offsets (GHG removed from atmosphere).
9. Do you have any plans to reduce your scope 1 and 2 emissions in the coming years? If yes, please provide a short summary of these below:
10. If any, please describe the key actions taken to reduce the emissions associated with your product/ service during the same reporting period 1st May 2020 to 30th April 2021.






The Three C’s of Wellbeing: Culture, Collaboration & Consolidation

The Three C’s of Wellbeing: Culture, Collaboration & Consolidation

Much has been written about the impact of the pandemic on mental wellbeing and the annual Mental Health Awareness week helps to highlight these issues. However mental wellbeing shouldn’t be confined to 7 days, and despite all the challenges, it is encouraging how many LSA member firms have taken innovative approaches to supporting and enhancing staff wellbeing during the last year. Others are chartering new territory or are under pressure to improve, at speed, their approach to staff wellbeing. Key to the developing initiatives is a focus on Culture, Collaboration and Consolidation.


Now is the time for firms to engage with staff at all levels to understand what has been learnt during the pandemic about behaviours and strategies which have impacted on wellbeing, psychological safety and belonging. What has worked and what hasn’t worked? How has all of this impacted in the confidence staff have in your firm’s culture? Is there now more trust and engagement which will support openness and validation of mental wellbeing issues? A facilitated audit and engagement process can promote the necessary learning on which companies can build their future wellbeing approach.


It is widely accepted that we will not return to the practice of all staff coming together in a central office space on a daily basis. It will be used where face to face collaboration is required. Different staff groups should be engaged to define their need for collaborative space. Access to this will be important for the identification and response to potential and developing mental wellbeing issues. Managers will need ongoing support to have conversations about mental wellbeing, to promote diversity and to handle difficult staffing issues remotely whilst recognising where a face to face meeting is required. A facilitated staff engagement process, together with workshops and mentoring for managers can support these developments.



Law firms of all sizes need to ensure they have a robust Wellbeing plan or strategy to consolidate and deliver their vision. It needs to be embedded in all levels of the organisation and be central to all policies and protocols. There needs to be clear definitions and measurements of the outcomes of the strategy. A word of warning too – firms should guard against it becoming an add on or a tick box exercise in which they seek evidence to reassure themselves they are taking action rather than proactively analysing and understanding the impact their approach is having. The strategy should be underpinned by ongoing communication and engagement which keeps staff updated and encourages and acts on staff feedback and contribution.

For more information see our Factsheet. For advice on how your company can develop and implement a wellbeing strategy contact Achill Management: [email protected].

Blog by Cheryl Fenton
Associate Achill Management

Photo by LinkedIn Sales Solutions on Unsplash