Environmental assessments for plans and programmes likely to have significant environmental impacts, which aims to integrate environmental considerations into the development of plans and programmes. SEA involves preparing an environmental report, consulting, having regard to the environmental report and consultations in decision-making and providing information on the decision.

A narrative report required under CA 2006, ss 414A-414E for financial years ending on or after 30 September 2013, for companies not subject to the small companies regime. Previously referred to as the Business Review. The strategic report must contain a fair review of the company’s business, and a description of the principal risks and uncertainties facing the company.

Area SMART objectives Actions Resources required Feasibility Person

The mix of investment regarded as appropriate for an investor over the long run given that investor's circumstances. This often becomes the investment benchmark.

1 Executive summary/introduction 1.1 This business plan has been prepared following a series of discussions between the partners. Each partner is responsible for ensuring their team supports the objectives contained within the business plan. 1.2 The business plan will be reviewed on a [monthly] basis and progress made towards the objectives is discussed at partnership meetings. 1.3 While the contents of the plan are not disclosed outside of the [partnership], we encourage [partners] to discuss, where appropriate, what our priorities are with the members of their team. 1.4 This plan seeks to achieve a small number of major objectives over the forthcoming year. [These objectives are intended to help the firm further strengthen its position by diversifying into new areas of law.] 1.5 Details of these objectives and how they will be achieved are contained in the Action plan at section 11. 2 Business details 2.1 Activities of the business 2.1.1 This business provides advice and services as follows: Services Client groups [identify the services the firm offers] [identify the client groups to be served] 2.1.2 Advice and assistance is provided on a [private basis only and we do not offer legal aid].

1 Executive summary/introduction 1.1 This business plan has been prepared following a series of discussions across the firm. We are grateful for the significant input received from staff. The business plan is owned by everyone in the firm, whatever role they play. 1.2 This plan seeks to achieve a number of objectives over the forthcoming year. These objectives are intended to help the firm increase its profitability by reducing costs, managing risk and increasing income. Details of how these objectives will be achieved are contained in the action plan at the end of this document. 1.3 The business plan will be reviewed [insert frequency, eg six-monthly] and we ask staff to assist with reviewing progress made. 1.4 We ask all staff to treat the firm as if it were their own business. We therefore encourage staff to make as many suggestions as possible to help move the firm forward and achieve its objectives. 2 Business details 2.1 Activities of the firm 2.1.1 This firm provides advice and services as follows: Services Client groups [Identify the services the firm wishes to offer] [Identify the client groups to be served]

In the context of English civil litigation and insolvency law, protective proceedings serve as an essential mechanism for preserving a party’s position pending the determination of substantive rights. They are often used to prevent limitation periods from expiring, to secure interim relief, or to protect assets and evidence that may otherwise be dissipated or destroyed. This Practice Note focuses on their use in preventing limitation periods from expiring and the practical considerations that need to be factored in. While the underlying purpose of such proceedings is the preservation of justice and procedural fairness, their use involves a series of intricate strategic considerations that extend far beyond the mere filing of a claim or application. Protective proceedings require careful thought. Strategic decisions must take into account not only the procedural requirements of the Insolvency Act 1986 and the Insolvency (England and Wales) Rules 2016 (IR 2016), SI 2016/1024, the CPR and relevant case law, but also the commercial context, evidential thresholds, and potential cost implications. A premature or poorly grounded

An investment that a corporation makes in a young company that can bring something of value to the corporation itself. The aim may be to gain access to a particular product or technology that the start-up company is developing, or to support young companies that could become customers for the corporation’s products. In venture capital rounds, strategic investors are sometimes distinguished from venture capitalists and others who invest primarily with the aim of generating a large return on their investment. Corporate venturing is an example of strategic investing.

This Practice Note on strategic lawsuits against public participation (SLAPPs) identifies what they are, the procedures to deal with them and traces their history. SLAPPs—what are they? The Economic Crime and Corporate Transparency Act 2023 (ECCTA 2023) provides a statutory definition of a SLAPP claim (ECCTA 2023, s 195), however, it should be noted that this definition is limited to cases connected with economic crime (as discussed below). The prelude to this ECCTA 2023 definition included a government policy paper published in June 2023 (and updated on 1 March 2024), entitled: Factsheet: strategic lawsuits against public participation (SLAPPs) in which the government stated: ‘SLAPPs are legal actions typically brought by corporations or individuals with the intention of harassing, intimidating and financially or psychologically exhausting opponents via improper use of the legal system. SLAPPs are typically framed as defamation cases brought by wealthy individuals (including Russian oligarchs) or corporations to evade scrutiny in the public interest. They can occur across a broad spectrum of issues including data protection, privacy and environmental law. Actions

Task Points to consider Actions ☐ Understand the organisation’s goals and objectives An understanding of your organisation’s long-terms goals and objectives will help you to ensure that the legal department can align its skills and resources to the organisation’s strategy. Meet with your organisation’s CEO to:—discuss the organisation’s overall aims;—show your awareness that almost all key business considerations involve the law to some degree, so the in-house legal team is key to the organisation’s success;—demonstrate your ability to ensure the legal department can improve the operational capabilities of the organisation by discussing the following steps in the plan. ☐ Understand who the legal department’s most important stakeholders and internal customers are While the legal department must serve the legal needs of the organisation as a whole, knowing who its key business stakeholders are at an individual and departmental level enables the department to align itself with those key stakeholders. Review the organisation’s long, medium and short-term strategy to understand

An announcement that a company is conducting a strategic review of its business, identifying an offer for the company as one of the possible outcomes of the strategic review. A strategic review may result in the company announcing a formal sale process. The Executive’s practice in relation to strategic review announcements and Rule 2 is set out in Practice Statement 31: Strategic reviews, formal sale processes and other circumstances in which a company is seeking potential offerors.

This presentation is for use at a strategy away day and follows the same running order as the Precedents for the Strategy away day—programme and Strategy away day—pack index. . This Strategy away day presentation is intended to dovetail with the rest of the Strategic planning subtopic and assumes that you have undertaken the following preliminary steps from Precedent: Strategy—action plan and timeline, ie: Stage number Stage Actions 1 Start strategic review process Fix a date for a strategy away day (allow at least 12 weeks).Discuss and agree: