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Stop press: The Data (Use and Access) Act 2025 (Commencement No 6 and Transitional and Saving Provisions) Regulations 2026, SI 2026/82 now activate the outstanding parts of the Data (Use and Access) Act 2025 (DUAA 2025). Measures covering subject access requests, legitimate interests, purpose limitation, automated decision-making, cross-border transfers and enforcement take effect from 5 February 2026, while those on penalty notices and complaints apply from 19 June 2026. For further detail, refer to Practice Note: Data (Use and Access) Act 2025—employment implications. This Precedent will shortly be revised to reflect these developments. [to be printed on employer letterhead] [ Name of Employee ][ Address ][ Date ] Dear [ insert employee's name ] Secondment to [ insert name of host company ] Following our recent conversations, I am writing to confirm the arrangements we have agreed for your secondment to [ insert name of host company ] (the
[ Insert name and address of client ] [ insert date ] Dear [ insert name of contact at the client ] Explaining the disclosure process and your obligations Thank you for instructing us in relation to [ insert matter name / details ]. [ This letter accompanies our retainer OR Our retainer will follow under separate cover ]. It [ has been confirmed OR is likely OR is possible ] that your dispute with [ describe other parties ] will be determined in the Business and Property Courts [ if it proceeds to formal litigation ]. This letter explains what disclosure under the Disclosure Scheme ( DS ) in the Business and Property Courts involves, and what you must know about the procedure. The DS seeks a fundamental cultural shift in the approach to disclosure in civil litigation. So, even if you have handled
This Agreement is entered into on [ insert date ] between: 1 [ insert name of manufacturer ] [ of OR a company incorporated in [ England and Wales ] under number [ insert registered number ] whose registered office is at ] [ insert address ] (Manufacturer); and 2 [ insert name of customer ] [ of OR a company incorporated in [ England and Wales ] under number [ insert registered number ] whose registered office is at ] [ insert address ] (Customer). Each of the Manufacturer and the Customer is a party and, together, the Manufacturer and the Customer constitute the parties... Background: (A) The Manufacturer manufactures [ insert ]... (B) The Customer Group manages the distribution and sale of [ insert ]... (C) The Manufacturer intends to manufacture and sell the Product to the
This Deed is dated on [ insert day and month ] 20[ insert year ] Parties [ Insert name of Chargor ], being a company incorporated in England and Wales, bearing registered number [ insert company number ], and whose registered office is situate at [ insert address ] (the Chargor); and [ Insert name of Lender ] of [ insert address ] (the Lender). Recitals The Lender makes facilities available to the Chargor under various financing arrangements. It is a condition of the Lender making the facilities available to the Chargor that the Chargor enter into this Deed in favour of the Lender. ...
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Following our recent risk evaluation, we have chosen to prioritise a number of immediate tasks, which are now set out in this action list. The following priority actions are planned for the year commencing [ insert year ]: Action By whom Start date End date Total cost Achieved [ Insert, eg Purchase a mop and pail for staff to tidy up spillages ] [ Insert, eg, Office manager ] [ date ] [ date ] [ eg £15 ] [ date ]......
Name [ Insert appraisee’s name ] Present manager [ Insert appraiser’s name ] Position/title [ Insert appraisee’s job title ] PDP year (current) [ Insert year ] Department [ Insert appraisee’s department ] Appraisal date [ Insert date ] Was the appraisal held in person? ☐ Yes ☐ No Aim of the meeting To explore your individual ambitions To offer feedback on your level of performance To map out your future with us, ensuring we support your career development To define and agree goals aligned with the firm’s strategic aims What the meeting will cover Part 1: Performance versus personal objectives Part 2: Performance in relation to core skills Part 3: Overall performance assessment Part 4: Future aspirations Part 5: Forthcoming personal objectives Part 6: Personal development plan Preparation for appraisal meeting Please review and complete sections 1 to 4 ahead of the...
BUILDING A SUCCESSFUL TEAM Sets direction — clarifies why the team exists and why it matters (eg a clear charter or mission); steers the creation of precise, measurable targets. Shapes structure — defines member roles and duties; ensures the right steering, review and support mechanisms operate. Enables delivery — suggests effective procedures and workflows to hit team goals; secures resources and clears barriers to progress. Brings others in — listens carefully and actively involves colleagues in choices and actions; appreciates diverse strengths; sustains strong connections with remote and hybrid team-mates. Keeps the team informed — passes on timely, relevant updates to everyone. Demonstrates commitment — follows team norms and standards; meets obligations; shows personal dedication to collective success. BUILDING TRUST Acts with integrity — is honest; keeps promises; behaves consistently. Shares own stance — communicates thoughts, feelings and reasoning appropriately so others grasp where they stand. Stays receptive — hears people out; weighs...
RTWI overseen by [ Insert name ] Date [ Insert date ] Location [ Insert location ] Section A: To be completed prior to conducting the RTWI Employee’s name [ Insert name ] Department [ Insert department ] Initial date of absence [ Insert date ] Final date of absence [ Insert date ] ......
Overproduction Paperwork printed unnecessarily — Problem? Yes/ No | Priority: Low/ Medium/ High Paperwork printed, then altered and reprinted — Problem? Yes/ No | Priority: Low/ Medium/ High Excessive email attachments circulated — Problem? Yes/ No | Priority: Low/ Medium/ High Emails printed as hard copies — Problem? Yes/ No | Priority: Low/ Medium/ High Hard-copy handouts produced for training courses — Problem? Yes/ No | Priority: Low/ Medium/ High Documentation created for a client before final instructions arrive — Problem? Yes/ No | Priority: Low/ Medium/ High Work duplicated by two people or departments — Problem? Yes/ No | Priority: Low/ Medium/ High Comments: State how significant the issue is, how frequently it occurs, who is affected, the impact on the client, and whether it can be...
Key information Information Details Name of organisation [ Insert details ] Name of role holder [ Insert details ] Reports to [ Insert details ] Role type [ Insert, eg full-time/part-time/contractor ] If a contractor role, length of contract [ Insert details ] Primary location [ Insert details ] Remote/hybrid/office-based? [ Insert details ] Date role commenced [ Insert details ] Length of probation period [ Insert details ] End of probation review date [ Insert details ] Role summary This position is responsible for managing day-to-day adherence to our health and safety policies and procedures across the organisation......
Gathering figures on a firm’s finances serves little purpose unless those insights are applied to drive improvement. Key measures of present performance include total fee income, overall fee‑earning capacity, and the fees generated per fee earner. This Precedent enables analysis of these metrics and supports a modelling exercise to gauge the likely financial consequences where any variable inputs are altered. To complete the analysis and modelling, follow this three–step process: step 1—calculate key variables step 2—evaluate and interrogate the firm’s current fee income, fee‑earning capacity, and fees per fee earner step 3—run a modelling exercise to assess the potential financial impact of changing any variables This Precedent supports steps 2 and 3 and should be read alongside Precedent: Variable calculations, which addresses step 1. Click to obtain an Excel version of this Precedent......
Objectives agreed at last appraisal Goals [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] Ways goals could be accomplished and outcomes assessed [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] Planned completion date [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form ] [ Enter from appraisal form...
1 Application of this procedure 1.1 All staff must adhere to this procedure before making any trips away from our offices, such as: 1.1.1 going to [ clients’ OR customers’ ] residences or business premises; 1.1.2 attending other off-site venues, eg [ insert, eg drop-in centres or advice clinics ]; 1.1.3 or whenever a worker intends to carry out duties away from our premises. 1.2 The purpose of this procedure is to avoid staff being put in circumstances that pose an undue threat to their health or safety. Where such risks cannot be controlled or reduced to a tolerable level, the visit must not proceed. 2 Initial enquiries 2.1 Before making any visit, the staff member must carry out appropriate checks about the premises to identify any possible hazards to their health or safety......
Name [ Enter appraisee’s name ] Current manager [ Enter appraiser’s name ] Role/title [ Enter appraisee’s job title ] PDP year [ Enter year ] Department [ Enter appraisee’s dept ] Appraisal date [ Enter date ] Appraisal held face to face? ☐ Yes ☐ No Aim of the meeting To explore your individual ambitions To share feedback on how you are performing To map your journey with us, making sure your career growth is supported To define and confirm goals that fit the firm’s strategic priorities What the meeting will cover Part 1: Progress against personal goals Part 2: Delivery against core competencies Part 3: Overall performance review Part 4: Future ambitions Part 5: Next personal objectives Part 6: Development plan Preparation for appraisal meeting Please complete sections 1 to 4 before we meet, and send your finished paperwork to [ the Human Resources Manager OR your line manager ] ahead of time. Expect the...
Key information Firm name [ Add firm name ] Role holder’s name [ Add name ] Line manager [ Head of Human Resources ( HR), HR manager, or Head of Professional Standards and Training ] Type of role [ Add, e.g. full-time/part-time/contractor ] If contractor, contract duration [ Add length of contract ] Main location [ Add the primary base for this role – if the post requires regular time in multiple locations, for example each regional office, make sure this is clearly stated ] Work pattern [ Remote/hybrid/office-based? ]......
1. Does having a RTWI mean I’m in trouble for my absence? No. A RTWI is intended to confirm you’re ready to return after time off and to explore whether any further help would be useful on your return. RTWIs are not disciplinary in nature and do not form any part of a formal disciplinary process. 2. Will everyone in the firm have a RTWI? Yes. Every colleague will complete a RTWI after any spell of absence that meets the firm’s sickness and attendance policy criteria. If you are asked to attend a RTWI, this does not indicate you are being singled out or treated differently from any other member of staff. It is the firm’s policy to conduct RTWIs consistently and in accordance with its sickness and attendance policy. The same approach applies to all employees. 3. What is the purpose of a RTWI? The core aim of a RTWI is to...
Please click for an Excel version of this register. Issue Date Action and outcomes Signature [ Draft and integrate H& S programme ] [ Insert date ] [ Insert, eg We have created a new action plan to manage health and safety across our workplace. ]......
Key information Firm name [ Enter firm name ] Role holder’s name [ Enter name ] Reporting line [ Head of Human Resources ( HR), HR manager, or Head of Professional Standards and Training ] Role type [ Specify, eg full-time/part-time/contractor ] [ If a contractor post, include contract length ] Main location [ State the primary base for this role—if the role holder must routinely spend time in multiple locations, eg each regional office, ensure this is clearly stated ] Working arrangement [ Remote/hybrid/office-based? ]......
Name [ Insert appraisee’s name ] Current manager [ Insert appraiser’s name ] Position/title department [ Insert appraisee’s job title ] Current personal development plan ( PDP) year [ Insert year ] Department [ Insert appraisee’s dept ] Date of appraisal [ Insert date ] Appraisal conducted in person? ☐ Yes ☐ No Aim of the meeting Explore your individual career ambitions Offer clear feedback on your performance level Map your future with us, ensuring your development is supported Set and confirm objectives aligned to the firm’s strategic aims What the meeting will cover Part 1: Outcomes against your personal objectives Part 2: Delivery across core skills Part 3: Overall performance assessment Part 4: Future aspirations Part 5: Forthcoming personal objectives Part 6: Personal development...
Aspiring solicitors Development tool Name Date completed Professional Skills Course ( PSC)— Financial and Business Skills core component [ Note who has completed this training and, in the next column, record the date for each person ] PSC electives—time recording and time management Solicitors Qualifying Examination 1— FLK1 Reading—the firm’s time recording policy Project—why do aspiring solicitors under-record time and how could this be prevented? Associates Development tool Associate name Date completed Coaching on using the monthly management information provided Billing training Training on matter planning and profitability Training on pricing and fee negotiation Project—what can associates do to improve the profitability of the work they do? Partners Development tool Partner name Date completed New partner induction course [ Indicate which partners have completed this training and, in the next column, when ] ...
1 Executive summary This report explores why 35% of new clients leave within the first fortnight after instructions. Undertaken in May and June 2025, the work draws on statistical data from a range of sources. A cross-party team of fee earners, personal assistants and support staff, headed by FLS ( Conveyancing Partner), delivered the research. The objective was to locate present process bottlenecks, determine their causes, and set out practical fixes. The principal recommendations are: Standardised email signatures for all staff, including direct contact details; A review of all standard letters currently issued to clients; Development of a standard call script for personal assistants when speaking with new or potential clients; A review of the current mobile phone provider, with a possible move to an alternative...
Current ratio Date of calculations: [ insert date of calculations ] Formula: Current assets ÷ Current liabilities Calculation: Result: Result from previous month/year: % movement: If the ratio slips under 1.0, the firm lacks sufficient current assets to meet its current liabilities as they become due. Compare this outcome to the previous current ratio result. If the current ratio is declining and nearing 1.0, calculate the other ratios to gain a clearer view of why the firm is running out of money......
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This Practice Note This Practice Note reviews mechanisms used in settling litigation. A Tomlin order consists of a consent order paired with a schedule. It operates to stay proceedings on terms that have been agreed. The provisions contained in the schedule may remain confidential. This Practice Note describes the scope of confidentiality attaching to the schedule and sets out how it differs from a standard consent order. Sample wording for a Tomlin order is included, alongside links to precedents, as well as guidance on court approval. It also addresses varying, setting aside and enforcing a Tomlin order, including the considerations the court will take into account when handling applications for each. Further guidance is provided on interpreting and applying the relevant provisions of the CPR; however, some courts and divisions impose very specific requirements for both drafting and approval, and for approaching the schedule and confidentiality issues. Accordingly, you must consider the particular rules and court guide provisions in the forum where your claim is proceeding when drawing up the Tomlin order...
Date [ date ] Parties [ name of Landlord ] [ of OR incorporated in England and Wales (company registration number [ number ]) with its registered office at ] [ address ] (Landlord) [ name of Tenant ] [ of OR incorporated in England and Wales (company registration number [ number ]) with its registered office at ] [ address ] (Tenant) [ [ name of Guarantor ] [ of OR incorporated in England and Wales (company registration number [ number ]) with its registered office at ] [ address ] (Guarantor) ] [ [ name of Mortgagee ] [ of OR incorporated in England and Wales (company registration number [ number ]) with its registered office at ] [ address ] (Mortgagee) ] Definitions Within this Deed, the terms below shall be interpreted as follows: [ Annual Rent • the annual sum reserved under the Lease; ] [ Insurance Rent • the Tenant’s share of the Landlord’s costs of insuring the Property (as set out in the Lease); ] Lease • the lease of the Property dated [ date ], entered into between (1) [ the Landlord OR [ name ...
I, [ name ], of [ address ], solemnly and sincerely state that: [ Matters to be verified, set out in numbered paragraphs ] I make this solemn statement in good conscience, believing it to be true, and pursuant to the provisions of the Statutory Declarations Act 1835. DECLARED at [ details ] this [ day ] day of [ month and year ] Before me ................................................................................ [ signature of the person before whom the declaration is made ] A [ commissioner for oaths OR [ solicitor OR [ insert other qualification ] ] authorised to administer oaths ]...
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