Person leading 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 person leading the process [insert name] [insert date] Name of person supporting the process and in charge of logistics/planning and deliverables [insert name] [insert date] Away day delegates [insert all names] [insert date] Is an external facilitator required? ☐  Yes [insert name and contact details of facilitator and state who will manage relationship with facilitator]☐  No [insert date] Date of strategy away day [insert date (allow at least 14 weeks)] [insert date] Venue requirements Budget: [state £ figure]Preferred geographic location: [state]Size of meeting room: to seat: [insert figure] peopleBreakout room(s) required: [Yes/No]IT

Delegates are encouraged to review papers before the strategy away day, highlighting issues and noting ideas. Tab Away day session Documents 1 N/A Strategy away day—itinerary, including map 2 N/A Strategy away day—programme, including delegate listStrategy

Participants [insert list] [Facilitator [insert details]] Timetable Timing Session number Session description Led by 8.30–9.00 N/A Arrival, tea and coffee [insert name(s)] 9.00–10.00 1 Introduction, aims, programme and process AimsIf you had a Magic Wand with no limitations, what

1 Vision/future Group Themes Partners [Insert a summary of the feedback from this group—see section 1 of Strategy review form—partners] 2 Key business challenges Group Themes Partners [Insert a summary of the feedback from this group—see section 2 of Strategy review form—partners] Operational team leads [Insert a summary of the feedback from this group—see section 1 of Strategy review form—operational team leads] Legal teams [Insert a summary of the feedback from this group—see section 1 of Strategy review form—legal teams] Other staff [Insert a summary of the feedback from this group—see

To: [insert name] Subject: Strategic review [insert year] This is an opportunity to share your ideas about the firm’s future strategy. Your views are highly

Legal team: [insert team name] Team leader/Head of department: [insert name] In preparation for the firm’s strategic review and development process, all team leaders are asked to [consult with their team members and ]complete the following questions. 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 key business challenges

Operational team Team leader/Head of department [insert team name] [insert name] In preparation for the firm’s strategic review and development process, all those who lead in operational areas are asked to consult with their team members and complete the following questions. Please email the completed questionnaire to [insert name and email address]. Deadline for return: [insert date] 1 Key business challenges What are the top three key business

In preparation for the firm’s strategic review and development process, all [equity] partners are asked to complete this questionnaire. Please email the completed questionnaire to [insert name and email address]. Deadline for return: [insert date]   [Name OR Department] [insert name of respondent] 1 Vision/future What is your vision of the future for the firm in, say, five years’ time? [insert response] 2 Top challenges the firm faces What do you think the top three business challenges are for the firm? (a) (b) (c) 3 Culture and values Please circle five of the following options or descriptions that you think best describe the firm: ambitious dynamic pro-active innovative business-like traditional client-focused unimaginative team-focused reactive successful under achieving efficient working in silos forward thinking lacking ambition declining modern struggling expanding 4 SWOT Strengths Weaknesses What are three things the firm does well?(1)(2)(3) What are three things

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 Step Actions Timeline 1 Start strategic review process Fix a date for a strategy away day (allow at least 12 weeks’ notice).Discuss and agree:—who will lead the process—who will attend the strategy away day (‘delegates’)—whether an external facilitator is requiredBook a venue.Complete the ‘Timeline’ section in the remainder of this plan.Start to complete Precedent: Strategy away day—logistics planner. N/A (but you should start the process at least 14 weeks before the final strategy is required) 2 Initial communication and calendar bookings Book services of external facilitator (if using) and agree timelines,

This refers to someone who purchases/acquires shares, real property, other assets etc in that person's own name and then holds it for sale to the person who supplied the funding for the sale, ie the intended ultimate purchaser. The technique is often used where the real buyer cannot complete the transaction for some reason.

A simple or outline proposal designed to generate discussion of its strengths and weaknesses and to lead to the generation of new and improved proposals.

Background On 12 October 2017, the Department for Business and Industrial Strategy (BEIS) (as it then was) issued a consultation on a simplified energy and carbon reporting framework to apply from April 2019, following abolition of the CRC Energy Efficiency Scheme and the introduction of corresponding increases in rates of climate change levy. This consultation followed consultation carried out in 2015/2016 looking at ways to simplify and reform the business energy efficiency tax landscape. The 2017 consultation was issued as part of the government’s Clean Growth Strategy. For more information on the Clean Growth Strategy, see News Analysis: Clean Growth Strategy—Environmental Headlines (October 2017). The consultation proposed a simplified UK-wide reporting framework implemented through the Companies Act 2006 (CA 2006) as part of companies’ annual reports, to reduce administrative burdens, raise awareness of energy efficiency, reduce bills, and save carbon. The consultation sought views on mandatory annual reporting, the application requirements and electronic reporting. For more information, see News Analysis: Carbon reporting framework—examining the