Once upon a time, a law firm could assuage its guilt by seeking asylum for a Tibetan monk or, if there were no pro bono hours to spare, cutting a check to a Tibetan charity.
Then global law firms reached a new level of consciousness, which all too often takes the form of pro bono with bells on. Paul Watchman, who wrote Freshfields Bruckhaus Deringer’s pioneering “corporate social responsibility” report as a Freshfields partner in 2005, said that CSR programs at many London law firms represent “a wafer-thin commitment, primarily used for PR and recruitment.” U.S. law firms, he said, are worse.
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