Mills & Reeve
6 Experts
3 Contributions by Mills & Reeve
PRECEDENTS
This Deed of Novation is executed on the [ insert day ] day of [ insert month ] 20[ year ]
Parties
[ insert name of Outgoing Party ] (Company Registration No. [ insert Outgoing Party’s company registration number ]), with its registered office at [ insert Outgoing Party’s registered office address ] (the ‘Outgoing Party’)
[ insert name of Incoming Party ] (Company Registration No. [ insert Incoming Party’s company registration number ]), with its registered office at [ insert Incoming Party’s registered office address ] (the ‘Incoming Party’)
[ insert name of Novated Party ] (Company Registration No. [ insert Novated Party’s company registration number ]), with its registered office at [ insert Novated Party’s registered office address ] (the ‘Novated Party’)
WHEREAS (A)
This Deed supplements [ insert details of the contract being novated ] and is made between the
Construction
PRECEDENTS
This deed of novation is entered into on the [ insert day ] day of [ insert month ] 20[ insert year ]
Parties
[ insert name of company ] (in administration) (Company Registration No. [ insert number ]) with its registered office at [ insert address ] (the ‘Original Contractor’), acting through its [ joint ] [ Administrator OR Administrators ], [ insert name of [ Administrator OR Administrators ] ] (each being an administrator and together the joint administrators) of [ insert name and address of firm ] (the [ ‘Administrator’ OR ‘Administrators’ ])
[ insert name of contractor ] (Company Registration No. [ insert number ]) with its registered office at [ insert address ] (the ‘New Contractor’)
[ insert name of employer ] (Company Registration No.
...
Construction
PRECEDENTS
This Deed of novation is executed on the [ insert day ] day of [ insert month ] 20[ year ] and is entered into by the parties hereinafter identified below
Parties
as follows
[ insert name of Employer ] (Company Registration No. [ insert Employer’s company registration number ]) with its registered office at [ insert Employer’s registered office address ] (the 'Employer')
[ insert name of Contractor ] (Company Registration No. [ insert Contractor’s company registration number ]) whose registered office address is [ insert Contractor’s registered office address ] (the 'Contractor')
[ insert name of Consultant ] (Company Registration No. [ insert Consultant’s company registration number ]) whose [ registered OR principal ] office address is [ insert Consultant’s registered/principal office address ] (the
Construction
9 Contributions by Mills & Reeve Experts
PRACTICE NOTES
This Practice Note outlines the key aspects of the collaborative process, the factors to consider when assessing its suitability, the responsibilities of collaborative solicitors, and the steps to follow at each stage of the process.
Features
Within the collaborative framework, each party appoints a collaborative lawyer and enters into a collaborative participation agreement. There are no adversarial court proceedings. The parties also sign a disqualification clause confirming that, if agreement cannot be reached and proceedings are issued, they will cease to use their current lawyers and instruct new representatives.
the collaborative agreement records a promise to negotiate in good faith, with openness and transparency
matters are typically addressed in face-to-face “four-way” meetings attended by both parties and their solicitors
correspondence is ordinarily kept to a minimum
The collaborative process is a holistic approach in which the parties and their lawyers may involve other
Family
PRACTICE NOTES
This Practice Note sets out how arbitration operates in family matters, available for financial disputes from March 2012 and for children issues from July 2016. It reviews, in particular, the applicable rules, explains the part played by a solicitor acting for a party in achieving a binding arbitration, and highlights the principal benefits of arbitration. It also describes the reach and application of the Institute of Family Arbitrators (IFLA) scheme and the arbitrator’s powers. For practical guidance on the courts’ role and approach in relation to arbitral awards or determinations, see Practice Note: Family arbitration—the role of the courts.
What is arbitration?
Arbitration is a formal method of dispute resolution in this context. The parties enter into an agreement by which they appoint a suitably qualified individual (an arbitrator) to decide their dispute and issue an award. Family law disputes have been
Family
PRACTICE NOTES
This Practice Note
This Practice Note outlines how mediation unfolds and the matters that the parties' solicitors should address before, during, and following the mediation. It covers initial information, the intake meeting, a memorandum of understanding, plus the participation of third parties in mediation, and features a glossary explaining frequently used terms and their definitions and meaning too...
Family
PRACTICE NOTES
This Practice Note outlines mediation’s key characteristics and essential core features, identifies when it is most suitable in practice, and highlights the principal benefits of the mediation route.
What is mediation?
Mediation involves an impartial, accredited mediator collaborating with a couple to support them in reaching a joint agreement together...
Family
PRACTICE NOTES
Practice Note
This Practice Note outlines widely used terminology and definitions, and what they signify within the non-court routes to resolving disputes, namely family mediation, collaborative law, and family arbitration. It also provides a summary of the pertinent rules and required forms, together with pointers to related resources.
Mediation Term Description
Agreement to mediate A document executed by the parties to the mediation and the mediator(s) which defines the scope and framework of the mediation. See Precedent: Agreement to mediate BFLS 6E [21004].
Co-mediation Mediation conducted by two mediators—commonly, one co-mediator will be a lawyer and the other is not legally qualified.
Form FM5 (statement of position on non-court dispute resolution) A form that must be completed setting out the parties’ positions on engaging with non-court dispute resolution. This form must be filed and served seven days before the first ‘on notice’
Family
PRACTICE NOTES
This Practice Note
Examines the practical difficulties of global supply chains and the commercial lawyer’s role in building a resilient supply chain for a business. It reviews supply chain risk and the suite of tools available to lawyers to mitigate those risks, including assessing and managing partner risk, controlling risk through supply chain contracts, and supplementary approaches to risk management, as well as other methods for managing risk.
Effective risk management in supply chains demands insight into both operational realities and the legal obligations that apply wherever a company’s direct and indirect suppliers operate. The increasingly global nature of manufacturing supply chains raises even further the difficulty of managing risk and amplifies the consequences of failure. This is compounded by uncertain geopolitical and financial landscapes across jurisdictions that disturb harmonious conditions between markets, as shown in 2025 by the US imposing tariffs on certain global
Commercial
PRACTICE NOTES
Embedding sustainability
This Practice Note considers supply chain sustainability through the wider lens of sustainable procurement and environmental, social and governance (ESG) performance, concentrating on leading themes in UK and EU private sector practice. It offers practical direction on setting up a supplier code of conduct and building a comprehensive supply chain sustainability programme that addresses:
Human rights and labour standards
Environmental impacts and deforestation
Corruption and litigation exposure
Risk management across the supply chain
Public procurement sits outside the scope of this note. For further information on supply chain sustainability in the UK, including details on UK regulations, see Practice Note: Supply chain sustainability—UK. For further information on supply chain sustainability in the EU, including details on EU regulations, see Practice Note: Supply chain sustainability—EU. For further information on sustainable public procurement in the UK, see Practice Note: A guide to
Commercial
PRACTICE NOTES
This Practice Note examines supply chain sustainability within the wider landscape of sustainable procurement and environmental, social and governance (ESG) performance, with a particular emphasis on private sector practice in the UK. It delivers practical direction on creating a supplier code of conduct and shaping a comprehensive UK supply chain sustainability programme that considers key matters including human rights, labour standards, environmental effects, corruption, deforestation, exposure to litigation, and risk management. Public procurement does not fall within the scope of this Practice Note. For further reading on central themes in supply chain sustainability—covering what it is, how companies can build a sustainable supply chain, which issues a supply chain sustainability programme should address, the risks of not doing so, and mitigation—see Practice Note: Supply chain sustainability—key themes. For information on supply chain sustainability in the EU, including more detail on EU
Commercial
CHECKLISTS
This Checklist outlines the principal risks and points to weigh when taking steps to build a resilient supply chain, covering demand, communication, mapping, supplier requirements, contingency plans, supplier agreements, supplier distress and insolvency, fraud, and de‑risking. It accompanies Practice Note: Securing a resilient supply chain.
Demand
In relation to demand, have you:
Evaluated the possible effects of a major supply chain event (eg geopolitical instability, a pandemic, or product shortages) on your customers/end users?
Considered how a significant supply chain event could influence your distribution network and adjusted it as necessary?
Assessed whether investing in technology (eg AI, digital twins, crisis and scenario modelling) could deliver solutions to sharp changes in supply and demand?
Communication
In relation to communication, have you:
Kept strong, regular dialogue with key suppliers, logistics partners and end customers about what you are doing and the steps you are
Commercial
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