transformation

Bowman Gilfillan is involved in a continuous transformation process and in 2004 adopted a Transformation Charter.  The Transformation Charter was revised in 2008 with recommendations for the next 3 years.

mission

To be the leading provider of legal services in South Africa and for Africa.

values

Bowman Gilfillan is committed to:

• Uncompromising professionalism
• Empowering our people to reach their full potential
• Encouraging and promoting diversity in the way we do business
• Recognising and rewarding innovation and excellence
• Rejecting all forms of discrimination
• Embracing the values underlying the Constitution
• Understanding and responding to our clients’ businesses and needs
• Maintaining long-term relationships with our clients
• Cultivating an open and transparent culture
• Accepting and addressing the need for transformation in our firm and our society
• Serving the interests of the broader community

chairman's statement

"Bowman Gilfillan wants to be at the forefront of real change in South Africa. The firm started its transformation journey some years back but now urgently wants to accelerate the process.

For a true metamorphosis to occur, the firm must have bold transformation goals and courageous objectives. It also needs to have practical and measurable action plans to realise its ambitions.

This Charter maps our path through the challenges of the changing South Africa and I am proud to commit Bowman Gilfillan to it."

Jonathan Schlosberg

why does Bowman Gilfillan want to transform

• As a leading provider of legal services in Africa, we recognise that the environment and the local and global market in which we operate, and the factors that influence the demand for our services, are in a state of continual change;
• We must be responsive to change and continually seek proactively to embrace challenges and improve ourselves;
• We acknowledge a need to take decisive steps to move beyond the legacy of systemic race discrimination and other forms of discrimination in society that impact on the structure, culture and composition of our firm;
• We are committed to harnessing and nurturing the value and strength of diversity and to eliminate all forms of discrimination;
• We must seek to attract, develop and retain the best people and empower them to reach their full potential.
• We want to place special emphasis on the empowerment of black people, women and the disabled;
• We must retain and develop a diverse client base, listen to and be responsive to its needs;
• We want to grow, to improve productivity, profitability and long term sustainability and to create more jobs;
• We wish to have and maintain a common set of values which are characterised by openness and transparency, and a culture to which all our people contribute and subscribe;
• We think it is right to direct more resources into areas of social responsibility for the benefit of the broader community;
• We seek to meet the challenges introduced by new legislation;
• We aim to lead and set an example for the legal profession and our society as a whole. Above all, we must transform because we think it is the right and just thing to do.

creating the charter

Bowman Gilfillan believes that the end goals of transformation should be reflected in the means used to reach those goals.

This Charter was therefore formulated in a consultative and participative way.

A forty four member elected focus group which represented all races, genders, levels and regions of the firm was convened.

It participated in a lengthy and detailed environmental scan during which the group was exposed to detailed readings on transformation and to twenty four presentations by experts, clients and alumni. The firm also commissioned detailed cultural, client, and employee transformation surveys.

The focus group then went away together for six days when, with the help of three expert facilitators, it:

• Explored why there was a need to transform;
• Critically examined the firm in the changing South African environment;
• Suggested transformation goals and objectives;
• Recommended action plans and a process for monitoring transformation.

The focus group’s ideas were captured in the “Indaba Minute” and were presented to the directors of the firm over two days.

This Charter was then adopted by the directors.

goals and objectives

In order to realise its mission and to be true to its values, Bowman Gilfillan has set itself the following transformation goals and objectives:

goal 1 - human resource development

To redress inequalities with regard to race, gender, disability and culture among the firm's employees as soon as practically possible, and to accelerate the development and retention of a diverse pool of skilled employees in the firm in order to achieve equitable representation in all occupational categories and levels of employment. 

goal 2 - diversity

To value all people who make up the diverse South African population and to accelerate and cultivate an environment in the firm where diversity prospers. 

goal 3 - ownership and control

To ensure that, as soon as practically possible, the people who own and control the firm broadly reflect the diverse racial, cultural and gender profiles of the South African population.

goal 4 - leadership and management

To ensure that, as soon as possible, the people who manage and lead the firm broadly reflect the diverse profile of the South African population and that they are appropriately empowered and skilled to manage the firm towards its strategic objectives. 

goal 5 - internal communication

To overcome barriers to communication related to race, gender, culture and status within the firm and to encourage open, honest and effective communication between all people both individually and within appropriate communication forums.

goal 6 - image and profile

To ensure that the firm's image and profile is aligned with its transformation strategy and the new and changing South African environment. 

goal 7 - social responsibility

To ensure that the firm makes a contribution to the development of South African society and to disadvantaged people in particular.

goal 8 - clients and practice development 

transforming action plans

3. The chief executive officer should present the action plans to the Bowman Gilfillan consultative forum for consideration and comment.

The Bowman Gilfillan consultative forum shall be convened on a regular basis to monitor, review and make suggestions to EXCO on the implementation of this Charter.