This Practice Note provides high-level guidance on how to prepare a letter of claim. For details of additional related content, including links to a range of precedent letters of claim, see: • Pre-action: general—overview • Pre-action protocols—overview What is a letter of claim? A letter of claim, sometimes referred to as a letter before action or pre-action letter, is the first step in the litigation process. Its purpose is to signal to the potential defendant(s) an intention to commence legal proceedings in the event that the dispute remains unresolved. More practically, it is an opportunity to set out clearly the basis upon which you believe a potential claim exists and the steps the recipient should take in order to avoid formal proceedings being issued (which should be within the range of remedies the court could grant should the claim succeed). A well drafted letter of claim can sometimes persuade the other side to take your position more seriously and so avoid the need for court proceedings. Otherwise, the letter of claim can help

Overview This Practice Note provides high-level guidance on preparing a letter of claim in clinical negligence proceedings in England and Wales. A letter of claim in a clinical negligence matter is the formal pre-action document served pursuant to the Pre-Action Protocol for the Resolution of Clinical Disputes (the Protocol). In clinical negligence litigation, the letter of claim: • sets out the claimant’s case on breach of duty and causation • triggers the defendant’s four-month investigation period • frames the issues likely to arise in any subsequent proceedings • may create an opportunity for early resolution or admission The letter of claim should not be sent without appropriate investigation and supportive expert evidence. The Protocol can be found here: Pre-Action Protocol for the Resolution of Clinical Disputes. Scope and application The Protocol applies to all claims against hospitals, GPs, dentists and other healthcare providers (NHS and private) where injury is alleged to result from clinical negligence. It does not apply where another personal injury pre-action

This Practice Note is a ‘how to’ guide on preparing a parent company guarantee for a commercial, business-to-business (B2B) transaction which signposts relevant content. It includes links to potentially relevant issues, including what is a guarantee, preliminary considerations, drafting the parent company guarantee (including the parties, duration, scope, indemnities, dealing with variations to the underlying agreement, no subrogation), and other legal and practical considerations. A parent company guarantee (PCG) is a guarantee given by one contracting party's ultimate or intermediate holding company in favour of the other contracting party to secure the performance of that party's obligations under the contract. PCGs are often sought from a customer in respect of the performance obligations of a supplier, but may equally be sought by a supplier in respect of the payment obligations of a customer. This ‘How to Guide’ is a very high-level introduction to preparing a parent company guarantee for commercial transactions and may be suitable for trainee solicitors or junior lawyers. See also Parent company guarantees in commercial transactions—checklist. For examples of PCGs, see Precedents: • Parent company guarantee—commercial contracts in which

This Practice Note provides high-level guidance on how to prepare a personal injury letter of claim. Detailed guidance on specific types of personal injury claim can be found on the Topics page of the PI & Clinical Negligence practical guidance homepage under the ‘Types of claim’ heading. For example, if you are dealing with a road traffic accident claim, relevant guidance can be found in: Road traffic accidents—overview. A range of precedent letters of claim can be found in the ‘Related Documents’ pod for this Practice Note. What is a letter of claim? A letter of claim, sometimes referred to as a letter before action or pre-action letter, is the first step in the litigation process. Its purpose is to signal to the potential defendant(s) an intention to commence legal proceedings in the event that the claim remains unresolved. More practically, it is an opportunity to set out clearly the basis upon which the claimant considers that a potential claim exists and to put the parties in a position

This Practice Note is a ‘how to’ guide on preparing a power of attorney for a commercial transaction which signposts relevant content. It includes links to potentially relevant issues, including what is a power of attorney, preliminary considerations, drafting the power of attorney (including the parties, scope of authority, substitution and delegation, duration, revocation, ratification and indemnity), authorisations, international transactions and practical considerations. A power of attorney is a common tool for delegating power to act when an authorised person is not present to act or execute a document. It is an example of an agent’s express actual authority to act on behalf of a principal (see Practice Note: Forming enforceable contracts—agent's authority to contract). This ‘How to Guide’ is a very high-level introduction to preparing powers of attorney for commercial transactions and may be suitable for trainee solicitors or junior lawyers. This Practice Note focuses on the preparation of a general power of attorney under the Powers of Attorney Act 1971 (PAA 1971). This is the most common form

This Practice Note looks at the practical steps which a practitioner may take in order to ensure that a property is ready for sale at the outset of a transaction or in anticipation of a proposed sale. Ensuring that a property is ready for sale: • reduces or eliminates unnecessary delays which in turn may reduce legal costs • enables the seller’s solicitor to draft the sale contract from a position of knowledge, and • enables the seller’s solicitor and the seller to anticipate what, if any, adverse issues the buyer’s solicitor may discover during the due diligence process. Early detection may enable the seller to take steps to resolve the issue or, at the very least, formulate a negotiating strategy with a view to minimising the risk of the buyer seeking to renegotiate the price and/or the transaction becoming abortive Initial steps A seller’s solicitor will need to familiarise themselves with the seller’s title in order to be able to provide a buyer with a full package of legal documentation (including a

Section 54 of the Modern Slavery Act 2015 (MSA 2015) requires some organisations to produce and publish an annual slavery and human trafficking statement. This Practice Note explains how to prepare a slavery and human trafficking statement in accordance with MSA 2015. It covers what constitutes slavery for the purpose of MSA 2015, which organisations are required to publish a slavery and human trafficking statement, the format and content of that statement, the internal process for approval and signature, and requirements to publish the statement, including the timing and frequency of the statement. What is slavery? MSA 2015 covers four activities, which are defined by reference to the European Convention on Human Rights (ECHR), article 4: Activity Definition Slavery Exercising powers of ownership over a person Servitude The obligation to provide services is imposed by the use of coercion Forced or compulsory labour Work or services are exacted from a person under the threat of any penalty and for which the person has not offered themselves voluntarily Human

This guide considers the Financial Reporting Council’s (FRC) 2026 Guidance on the Strategic Report and the FRC’s 2026 Scoping Tables, and sets out the steps involved in preparing a strategic report, for financial years beginning on or after 1 January 2026, in accordance with sections 414A to 414D of the Companies Act 2006 (CA 2006). This guide concerns strategic reports prepared by companies under CA 2006 and does not cover the modified requirements for qualifying partnerships or limited liability partnerships. For a comprehensive review of the law surrounding the strategic report, see Practice Note: The strategic report. Map company size and type In order to know which disclosures a company must make in its strategic report, the size and type of company must be established. A company that qualifies for the small companies (or micro-entities) exemption does not have to prepare a strategic report. On 21 October 2025, the government announced plans to exempt medium-sized private companies and wholly owned subsidiaries covered by a UK parent’s reporting from preparing a strategic report, however, these proposals

This Practice Note explains what information and communication technology (ICT) is and how organisations can benefit from embedding it as well as considering what risks may be associated with its use. It also includes practical guidance on how to formulate, draft and implement a strategic ICT plan. For guidance in relation to the use of artificial intelligence (AI), see subtopic: Artificial intelligence compliance. What is ICT? Information and communication technology (ICT) is a generic term covering all forms of technical means to handle information and aid communication. It can cover communication devices such as computer and network hardware and software, satellite systems and mobile phones as well as the numerous services and applications associated with them. Many, however, see the importance of ICT not in the technology itself but in its potential to create greater access to information and communication. Benefits of ICT With increasing budgetary constraints alongside economic and environmental considerations, organisations may well find they need to invest in and implement ICT to streamline processes and aid efficiency. The implementation of ICT can

This Practice Note covers how to prepare and deliver a training course or presentation. It contains information about: • the difference between a training course and a training presentation • clarifying the purpose of the presentation or course • pitching your presentation or course correctly • pre course or presentation information • managing nerves • avoiding death by PowerPoint • engaging with delegates • dealing with tricky delegates • getting and using feedback The difference between training courses and training presentations A training presentation is essentially a one-way communication—a message that needs to be imparted with little audience participation. A training course is a two-way activity, where a trainer actively engages with delegates and learning occurs through relevant activities and discussions as well as through the presentation itself. There is some overlap between the two formats in the early stages and this is reflected in this Practice Note. Clarity of purpose Any learning event needs to have a clear purpose. Before beginning to write

This Practice Note provides information for law firms about the benefits of implementing a business plan and how to go about preparing and implementing a successful business plan. See also Precedents: Strategic business plan—consumer and Strategic business plan—commercial. What is a business plan? A business plan documents how a firm will achieve its objectives. For some firms, the business plan will be key to every activity it undertakes. For these firms, significant time and effort will be invested in agreeing to a robust, supportable plan which is reviewed at regular intervals ensuring that progress is being made to achieve the firm’s aims. Other firms will be content to draft a plan which loosely sets out its objectives. They may also review the plan less frequently—often annually. Why have a business plan? Creating and maintaining a business plan makes good business sense. The benefits to law firms include: • increasing the likelihood of achieving the firm’s objectives • demonstrating to others, eg banks, that the firm is moving forward • keeping management

A first appearance in the magistrates’ court is primarily procedural. However, decisions made at this stage can have significant strategic and practical consequences for the conduct of the case. This Practice Note explains how to prepare for a first appearance in the magistrates’ court, identifying the key considerations for lawyers and highlighting the main differences between representing individual defendants and corporate defendants. It outlines the essential preparatory steps for both prosecution and defence advocates, as well as guidance for completing the relevant forms. In order to effectively prepare for a first appearance, advocates need to understand and anticipate what will happen at the hearing and ensure they obtain all relevant instructions prior to the hearing. The court will want the hearing to be effective and will be disinclined to agree to adjournments unless absolutely necessary. Both the prosecution and the defence have a duty to actively assist the court to ensure the case is dealt with effectively. Preparation is key to ensuring that the client’s position is