Featured documents
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. ...
Most recent Precedents
1 Pricing governance and policy analysis 1.1 Questions This pricing capability analysis allows us to rigorously examine our pricing capability and resourcing to pinpoint opportunities for enhancement. Scoring should be frank and mirror the current reality, not our preferences or what we think it should be. Question statement Score: 10 = strongly agree; 1 = strongly disagree Comments An effective pricing partner/manager/director holds clear, recognised accountability for all pricing matters. Our pricing committee operates effectively. Pricing policies, processes and practices are well developed, clearly defined and consistently enforced. Pricing policies are applied even‑handedly across the firm, covering partners as well as non‑partners. There are robust controls over write‑offs made by partners. There are robust controls over write‑offs made by non‑partners. Fee rate discounts approved by partners are subject to strong controls. Fee rate...
General Stay alert to what’s happening around you. Headphones may dull your attention. If you do use them, keep the volume low enough to catch sounds from your environment. Store an ICE (in case of emergency) contact on your mobile. This helps emergency personnel reach a friend or family member who can speak for you if you become unconscious or incapacitated. Add the acronym ICE in your mobile’s contacts, then record the name and number of the person to be contacted in an emergency. If you have several, label them ICE1, ICE2, ICE3, etc. Example: ICE1 Mum 01234 567890. Before heading out from home or the office, double-check you’ve got your keys, money, phone, and plans for getting home......
Please request an Excel version of this risk assessment. Introduction This risk assessment sets out the hazards we have identified from lone working arrangements, together with the measures we have, or will, implement to lessen those risks......
1 Introduction Employees who operate on their own, and the managers who oversee them, are responsible for evaluating and minimising the hazards that lone working can create. This policy should be read alongside the organisation’s health and safety policies. 2 Purpose and scope This policy is intended to: ensure staff understand the risks linked to working alone; and set out the duties of employees and managers. It applies to all staff who work alone, at any time, as well as their supervisors or line managers. 3 Who is a lone worker? A lone worker is a member of staff who works by themselves without close or direct supervision. The defining feature is physical separation from colleagues, which may mean they lack immediate assistance. people who work from home; mobile workers away from their fixed base; people visiting domestic and commercial premises; those working apart from...
1 Introduction 1.1 The core purpose of the Company’s dress and appearance policy outlined below is to make sure staff project a positive impression of the Company, looking clean, tidy, professional and businesslike through what they wear and their personal presentation at work each day. 1.2 The dress and appearance policy also aims to ensure employees remain safe and are suitably clothed at work. The Company recognises the varied make-up of its workforce across culture, religion and disability within it. Nevertheless, health and safety concerns take precedence when applying this policy. 1.3 The dress and appearance policy [ has been settled following consultation with [ trade unions, namely [ enter details ] AND/ OR our staff association AND/ OR employees ] and ] applies to all employees accordingly. The requirements in paragraph 4.1 on protective clothing cover workers as well as...
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 To gain insight into your individual ambitions. To give feedback on your standard of performance. To map your future with us, confirming we are supporting your career growth. To agree objectives that align with the firm’s strategic aims. What the meeting will cover Part 1: Performance versus personal objectives Part 2: Performance against core capabilities Part 3: Overall performance appraisal Part 4: Future aspirations Part 5: Forthcoming personal objectives Part 6:...
Precedent time management—time log This Precedent enables the maintenance of a detailed day-by-day record of the different tasks an individual devotes time to. The entries can later be analysed carefully to pinpoint any tasks that trigger interruptions or distractions. Those issues can then be tackled to enhance overall time management. Owing to its size, this Precedent has been produced in Excel and so it cannot be downloaded into Word documents. Please kindly click to access the time log......
Operational team Team lead/ Head of department [ insert team name ] [ insert name ] Ahead of the firm’s strategic review and development programme, every operational leader should speak with their teams and carefully fill out the questions below as part of this process. Kindly send the finished questionnaire by email to [ insert name and email address ]. Submission deadline: [ insert date ] 1 Key business challenges Which are the three most significant business challenges for your team across the periods outlined?......
Lead for the strategy review [ insert name ] (strategy lead) Coordinator [ insert name of a person who will assist with coordination ] 1 Start strategic review process Action/question Status/response Date completed Name of the individual directing the process: [ insert name ] [ insert date ] Name of the person supporting the process and responsible for logistics/planning and deliverables: [ insert name ] [ insert date ] Away day delegates: [ insert all names ] [ insert date ] Is an external facilitator required?......
Legal team: [ insert team name ] Team leader/ Head of department: [ insert name ] In readiness for the firm’s strategic review and development programme, all team leaders are requested to [ consult with their team members and ] complete the questions below. Please email the completed questionnaire to [ insert name and email address ]. Deadline for return: [ insert date ] 1 Key business challenges/risks What are the top three principal business challenges for your team across the following periods......
1 Strengths Group Themes Partners [ Summary of group feedback ] Operational team leads [ Summary of group feedback ] Legal teams [ Summary of group feedback ] Other staff [ Summary of group feedback ] 2 Weaknesses Group Themes Partners [ Summary of group feedback ] Operational team leads [ Summary of group feedback ] Legal teams [ Summary of group feedback ] Other staff [ Summary of group feedback ] 3 Opportunities Group Themes Partners [ Summary of group feedback ] Operational team leads [ Summary of group feedback ] Legal teams [ Summary of group feedback ] Other staff [ Summary of group feedback ] 4 Threats Group Themes Partners [ Summary of group feedback ] Operational team leads [ Summary of group feedback ] Legal teams [ Summary of group...
1 Apologies [ note anyone who cannot attend this meeting ] 2 Action points of last meeting Actions Person responsible Deadline Status [ list actions agreed at the previous meeting ] [ name who is accountable for each action ] [ record the target completion date ] [ provide the current status update ] 3 Investing in the future [ summary of progress, current position, and agreed next steps ] 4 Governance/management [ summary of progress, current position, and agreed next steps ] 5 Risk management [ summary of progress, current position, and agreed next steps ] 6 Financial [ summary of progress, current position, and agreed next steps ] 7 People [ summary of progress, current position, and agreed next steps ] 8 Services to clients [ summary of progress, current position, and agreed next steps ] 9 Information technology [ summary of progress, current position, and agreed next steps ] 10...
Instructions Divide the attendees into smaller teams of 3–4 people to generate ideas and write them down [ utilising [ insert, eg the flipchart provided/a Microsoft whiteboard ] ] ......
Investing in the future (legal and commercial investments) - [ insert strategy-day summary ] Governance/management - [ insert strategy-day summary ] Risk management - [ insert strategy-day summary ] Financial - [ insert strategy-day summary ] People - [ insert strategy-day summary ] Services to clients - [ insert strategy-day summary ] Information technology - [ insert strategy-day summary ] Facilities/building - [ insert strategy-day summary ] Next steps This overview will go to the next management board meeting for final refinements and sign-off. After approval, it will be shared and/or presented to [ insert eg all staff ] to build awareness of the firm’s key strategic aims. Those aims will underpin the detailed business plan, assigning owners and timelines to priority actions. A quarterly review will track each legal and operational team plan against agreed...
To: [ insert name ] Subject: Strategic review [ insert year ] Here’s your chance to contribute thoughts on the company’s strategic direction for future. We highly value your input......
This presentation is intended for a strategy away day and mirrors the running order set out in the Precedents for the Strategy away day—programme and the Strategy away day—pack index. It is designed to dovetail with the rest of the Strategic planning subtopic and works on the basis that you have already completed the following preliminary steps from Precedent: Strategy—action plan and timeline, namely: Stage 1: Begin the strategic review process; set a date for a strategy away day (allow at least 12 weeks)......
Area SMART goals Activities and steps Resources needed Viability Accountable individual Due date Future investment Risk control Financial matters Personnel Client services IT Premises and facilities Miscellaneous......
Person leading strategy review [ insert name ] (strategy lead) Coordinator [ insert name of a person who will assist with coordination ] Steering group [ insert names of personnel responsible for direction of strategy implementation ] Step number 1 Start strategic review process Step Actions Set a date for a strategy away day, allowing at least 12 weeks’ notice. Discuss and agree: who will lead the process who will attend as delegates whether an external facilitator is needed Book an appropriate venue. Complete the Timeline section for the rest of this plan. Begin the Precedent: Strategy away day—logistics planner. Timeline N/ A (but start at least 14 weeks before the final strategy is...
1 Vision/future — Group Themes: Partners — summarise per Strategy review form s1. 2 Key business challenges — Group Themes: Partners s2; Operational team leads s1; Legal teams s1; Other staff s1. 3 Culture and values — Group Themes: Partners s3. 4 Governance and management — Group Themes: Partners s5. 5 Services to clients — Group Themes: Partners s6. 6 Risk management — Group Themes: Partners s7. 7 Finance/profitability — Group Themes: Partners s8. 8 Performance management — Group Themes: Partners s9. 9 Talent/our people — Group Themes: Partners s10. 10 Information technology — Group Themes: Partners s11. 11 Succession — Group Themes: Partners s12. 12 Market trends — Group Themes: Operational team leads s4; Legal teams s4. 13 Activities and outcomes — Group Themes: Operational team leads s5–6; Legal teams s5–6. 14...
Participants [ insert list ] [ Facilitator [ insert details ] ] Timetable Timing: 8.30–9.00 Session number: N/ A Session description: Arrival, tea and coffee Led by: [ insert name(s) ] Timing: 9.00–10.00 Session number: 1 Session description: Introductions, aims, programme and process Aims If you held a Magic Wand without any limits, which changes would you bring about? What legacy would you hope to leave......
Popular documents
When evaluating a general damages claim, the practitioner ought initially to refer to the Judicial College Guidelines (JCG)...
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 ]...
Discover more from LexisNexis
