While capital partners and fixed draw partners will transition to an increase of 0.50 hours to meet a daily target of 5.50, graduates’ and solicitors’ hours increased by 1.25 and 1.75 hours, respectively.

Chief executive officer Kris Hopkins said the changes and a new structured-bonus model would improve the firm’s ability to “reward high performance consistent with our merit-based model”.

Under these changes, Hopkins said it expects HWLE will be able to provide salary increases “above the industry average”, in addition to the “significant uplift” in bonuses paid across the firm.

Staff who remain with the firm are expected to be further rewarded.

“Transparent, merit-based reward and recognition is a core component of our DNA at HWLE. Our new structured performance bonus model will reward staff on merit for achieving their KPIs while providing additional recognition for loyalty,” Hopkins said.

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Consultants and special counsel had an increase of 0.75 to 6.25 billable hours a day, senior associates moved 0.50 hours to 6.50, and associates will transition from six hours to 6.75.

Second, third- and fourth-year solicitors increased by 0.25 to deliver a total of 6.75 hours. Future first-year solicitors will need to deliver 6.75 hours daily – an increase of 1.75 – but the current first-year solicitors will only be required to work 5.75 hours until their second year.

In future, graduates will need to deliver 6.25 billable hours a day, representing an increase of 1.25 hours, but the current graduate cohort will not change until their transition to first-year solicitors.

Hopkins said this “staggered approach” would ensure the firm’s most junior lawyers “are supported throughout the process” and are working in an environment set up for “sustained success”. He added this would include enhanced training and development programs.

Paralegals also had their billables increased by 0.25 to 6.75 hours.

Back in 2018, former managing partner Juan Martinez told The Australian Financial Review that HWLE capped its billable hours for partners at five hours so they would not be “chained to their desks for hours on end”.

Asked how the firm would maintain its commitment to staff wellbeing, Hopkins said it would continue to protect work/life balance while rewarding “sustainable high performance”.

“We remain committed to helping staff plan work effectively, manage capacity and prioritise appropriately to meet expectations sustainably,” he said.

Hopkins added that staff would be able to have “customised, transparent communication channels” to discuss the changes.

“We prioritise openness and engagement with our people because we know that change can raise questions,” Hopkins said.

“We are focused on ensuring all our people are well informed and supported throughout this period of change.”