Encouraging Equality, Diversity and Inclusion in Law

Understanding Principle 6 and Its Importance

Paul Crowther: Welcome back to Compliance Pods for Legal Professionals, and just a reminder that the content of this podcast is for general information purposes only and does not constitute legal advice. So Buckle up. Because Here. We. Go.

Andre Grayson 2: Hi All, You’re listening to The Legal Compliance Academy’s regular briefing on all things regulatory. I’m Andre Grayson, Head of Compliance at Legal Compliance Support—and as always, I'm joined by Paul Crowther. Paul, how you doing today?

Paul Crowther: I’m good—Autumn's here so my hang glider’s gathering dust in the garage, but hey, I’m here and ready to talk about one of my favourite topics: equality and inclusion in law. That’s Principle 6 territory, right?

Andre Grayson 2: Principle 6, exactly. And for anyone who needs a quick refresher, Principle 6 is the SRA’s requirement that everyone it regulates “acts in a way that encourages equality, diversity, and inclusion”—EDI. It’s more than just diversity bingo or ticking a box. It’s tightly connected to the foundations of public trust and confidence in the legal sector.

Paul Crowther: Yeah, and you know, it's funny—when we say “trust and confidence,” I think people sometimes glaze over, but really, this is about whether ordinary people actually feel like law firms are for them. If you walk into an office or look at a firm’s website and you don’t see anyone who’s anything like you, it’s not hard to see how you might feel put off. That’s huge from an access to justice perspective, isn’t it?

Andre Grayson 2: Absolutely. The SRA notes that a legal profession "actually" reflecting the diversity of its clients directly helps more people seek legal help.

Paul Crowther: And on the other side, when firms don’t do that, you risk not only leaving whole communities behind and losing potential revenue, but actually harming public perception of the "entire" profession. It’s so built-in to what we’re about as solicitors—upholding justice, making it accessible—EDI is right in the DNA of that.

Andre Grayson 2: Right, and maintaining confidence in the sector isn't just a regulatory mantra—it's a practical day-to-day thing for firms. The guidance isn't about making things complicated; it’s showing us how we can act in a way that makes the law work better for everyone.

Practical Guidance for Fostering EDI in Legal Practice

Andre Grayson 2: So, the SRA’s just updated their guidance on Principle 6. If you missed it, the main points are really about bringing all their expectations on EDI into one place—making it more practical, giving us actual examples of what counts as good practice, and what could ring regulatory alarm bells.

Paul Crowther: Yeah, and they’re quite clear: things like bullying, harassment, and unfair discrimination are not just HR issues—they’re regulatory issues. If you’ve got a culture where people feel uncomfortable calling out bad behaviour, that’s a red flag. If someone’s a bully or rude, trust drops and mistakes get made.

Andre Grayson 2: You're right: respect and communication are vital in a properly functioning law firm. The SRA’s guidance lays it out: treat colleagues and clients fairly, foster an inclusive environment, respond to discrimination—don’t just let it slide. It’s about sustaining a healthy culture where everyone feels safe, valued, and able to contribute.

Paul Crowther: It makes sense, right? Firms put all this focus on client care, but they sometimes forget EDI is part of client care. If you’re not supporting your staff, it’ll show in the way you look after your clients, especially the ones with different backgrounds or unique needs.

Andre Grayson 2: It's worth pointing out that the guidance isn’t a list of dos and don’ts —it encourages firms to actually take steps. Whether it’s clear reporting procedures for discrimination, or reviewing recruitment and advancement to root out barriers. Sure, there’s some flexibility—what’s proportionate for a two-person firm isn’t the same as a big city outfit. But the underlying expectation: everyone, regardless of size, needs to create a safe and respectful environment.

Paul Crowther: Yeah, and on conduct, it’s really practical stuff—if you see something off, whether it’s you know, an offensive joke or a “friendly” email that’s not so friendly, you do need to act. Burying your head in the sand is not an option.

Manager Responsibilities and Responding to Challenges

Andre Grayson 2: So this brings us right into the manager’s role. The new guidance puts a spotlight on managers: not just for setting the tone, but actively challenging inappropriate conduct when it happens—bullying, harassment, discrimination—and putting structures in place so it’s safe to do so. If you’re in a leadership role, you can’t just say “I didn’t see it”—there’s a clear expectation to be aware and act.

Paul Crowther: Yeah, and I think it’s sometimes easy to underestimate how tricky that is in a smaller setting. Like, if you’re the manager and your friend—or your biggest client, even—is the one behaving badly, you have to choose between a quiet life and doing what’s right. There’s guidance now about dealing with discriminatory client behaviour too—when it might actually be appropriate to terminate a retainer. That’s pretty strong language from the SRA, isn’t it?

Andre Grayson 2: It is, and it’s clearer than ever: a firm can and sometimes should end a client relationship if the client’s behaviour crosses the line. That’s protective—not just for staff, but for the reputation of your firm. I saw a medium-sized practice deal with a pretty hostile client a while back—sexist slurs, refusal to take advice from anyone except a male partner. The managers agonised over it, worried about losing the fee, but eventually they called time on the retainer. That sent a message to everyone that values come first.

Paul Crowther: That’s spot on. And the “proportionate to your firm” bit is important too. A huge London outfit might have layers of HR processes and support, but for a smaller high street practice, sometimes it’s just about having the "courage" and the right procedures so people know they’ll be backed up if they raise a problem. It’s less about size; it’s more about attitude, I reckon.

Andre Grayson 2: Exactly. The SRA isn’t prescribing one-size-fits-all, but they are making it very clear: do something. Even small steps, so long as you’re standing by your colleagues and clients, count. And remember, your team’s confidence that the firm takes these issues seriously is as important as the written policies themselves.

Paul Crowther: Nicely put. And before we wrap up—there’s a consultation out now on the SRA’s approach to complaints, which we touched on in a previous episode. We’ll link that in the episode notes for anyone who wants to have their say on where regulation’s headed.

Andre Grayson 2: Thanks, Paul. That’s all for this episode of Compliance Pods for Legal Professionals. We’ll keep tracking updates on EDI guidance and everything compliance-related. Stay compliant, stay safe, and we’ll see you next time. Cheers, Paul.

Paul Crowther: Take care, Andre—always a pleasure. And thanks to everyone tuning in. See you on the next one!