Newly re-elected as senior partner of the world's largest law firm, Stuart Popham is set to turn his formidable people skills to the task of improving Clifford Chance's (CC's) work-life and diversity credentials.

Setting out his agenda after his re-election last month, Popham tells Legal Week that people issues – namely substantially improving CC's record on flexible working and diversity – will be a major priority for his second four-year term.

Popham himself convened a meeting of local office heads at the beginning of October to discuss early options. Following the meeting, working groups are being set up to examine the firm's work-life balance and diversity policy at a local level.

Popham tells Legal Week: "The current law firm model will develop in coming years. We will see more professional support lawyers, more middle and back-office and more flexible and part-time working."

While detail on the issue remains sketchy at this stage, it is clear that Popham believes CC should do more on flexi-time and improving career development, with the firm considering moves to offer far more comprehensive non-legal training, such as MBAs.

Another issue on the agenda is pro bono, with Popham drawing up plans to launch what has been dubbed the Clifford Chance Foundation, a body expected to act as a focal point for the firm's pro bono and charitable activities.

He says: "I have given myself a target of 12 months to set up the foundation, which will bring together our pro bono activities, most of which will be done through the foundation and will focus on financial exclusion by reason of poverty."

Popham's desire to engage CC with the wider political and business community is also in evidence with his continued behind-the-scenes involvement with Government bodies such as the Chatham House Board and the Confederation of British Industry.

Popham stresses that his activities outside the firm will continue. This was demonstrated most recently when he was appointed to a high-level group established by Chancellor Gordon Brown that aims to promote London as a financial services centre. The group met in Downing Street for the first time two weeks ago.

"My objective is to promote a better understanding and awareness of CC with government bodies and influencers. So much of the business of our clients is done with governments, for example regulated industries," he says.

Working to extend the firm's international footprint is also a priority, with India on the top of the list.

Popham has met with Indian ministers and Secretary of State for Trade and Industry Alistair Darling in an attempt to facilitate the firm's ambitions to open an office in India.

He tells Legal Week: "I am hoping that we will be to do more in Asia – both India and China."

Popham continues: "The UK will grow where we need to strategically, but there is more likely to be a significantly larger US practice, continuing development in the European network and cautious expansion in Central Eastern Europe building on the associations we have."

Such activities illustrate the irony of Popham's style as senior partner: he has been regarded as one of the lowest-profile heads of a major London firm but is arguably the most influential commercial solicitor in government circles.

One senior partner at a magic circle firm comments: "He is not very visible and does not make a fuss but I do not think senior partners should make a lot of noise."

Another bonus is that Popham's term has provided CC with a clear division between the executive managing partner role and his ambassadorial style – not a claim that can be made for all of the firm's magic circle rivals.

Likewise, CC managing partner David Childs is known to appreciate that Popham, who continues to act as CC's chief client troubleshooter, steers clear of meddling in major operational issues ( see editor's blog, 6 October).

With CC putting a turbulent period dominated by plunging profits and internal discord behind it, Popham's profile, both among the profession and beyond, looks set to get a little higher.