Why are we undertaking this survey? [Insert name of organisation] plans for unexpected emergencies with a comprehensive business continuity plan. In order to [formulate OR update] our business continuity plan, we want to engage with staff to ensure that, if our business is interrupted: • we are able to account for the safety of our staff, clients and any other parties we have dealings with, and • we can become fully operational again as quickly as possible To ensure that we fully address all business functions and formulate a comprehensive plan, we need input from staff from across our business. Please take a few minutes to complete this survey and submit it to [insert details of how and to whom the completed survey should be submitted] by [insert date]. Thank you for completing this survey. Survey questions What is the name of your department or function? [Insert department or function] [In which office is this department or function located?] [Insert

For the purposes of the Code, a day on which the stock-exchange'>London Stock Exchange is open for the transaction of business.

1 Document scope This document applies to Time period covered Owner of this document Date agreed ☐ Whole firm☐ Department / Practice area [Insert details]☐ Sector [Insert details]☐ Office / Region [Insert details] ☐ Next 12 months☐ 2–3 years☐ 3–5 years [Insert name and role] [Insert date] 2 Business development aim(s) Our

1 Budget details Applies to Budget owner Approved by Financial year [Insert eg, Whole firm, Conveyancing department, Charity sector etc] [Insert name and role] [Insert name and role] [Insert year the budget applies to] 2 Summary overview 2.1 The total business development and marketing budget for [insert eg, the firm, the conveyancing department etc] is: £[insert amount]. 2.2 The key priorities and assumptions this year are: Priorities Assumptions [Insert details eg, grow work in X sector][Insert details eg, improve digital visibility][Insert details eg, deepen key client relationships][Insert details][Insert details] [Insert details eg, no major rebrand this year][Insert

Key information Name of firm [Insert firm name] Name of role holder [Insert name] Reports to [Insert, eg Managing Partner, Chief Operating Officer, Head of Business Development etc] Role scope ☐ Whole firm☐ Department / Practice area [Insert details]☐ Sector [Insert details]☐ Office / Region [Insert details] Role type [Insert, eg Full-time/Part-time/Contractor][If a contractor role, length of contract] Primary location [Insert the primary location for this role—if there is a requirement for the role holder to regularly spend time in multiple locations, eg in each regional office, it is worth making sure this is made clear] Remote/hybrid/office-based? [Insert type of work model] Date role commenced [Insert date] Length of probation period [Insert] End

Plan summary Time period covered by this plan Level of plan Owner of the plan From [insert start date] to [insert end date] ☐ Whole firm☐ Department / Practice area ☐ Sector☐ Office / Region [Insert name and role] 1 Analysis 1.1 Internal review This section summarises our current position. 1.1.1 [Insert eg Firm, Department, Sector] strategy and priorities [Insert a brief summary of the direction, growth ambitions and key priorities.] 1.1.2 Financial position Year Financial summary Brief commentary Current year to date (or forecast) Fee income: £ [insert amount]Profit (or contribution) £ [insert amount] [Insert details] Last three years Fee income: £ [insert amount]Profit (or contribution) £ [insert amount]Fee income: £ [insert amount]Profit (or contribution) £ [insert amount]Fee income: £ [insert amount]Profit (or contribution) £ [insert amount] [Insert details]

Business development in a law firm is most effective when it follows a transparent, structured process. Too often, firms jump straight to activities—such as networking, publishing articles or launching campaigns—without first understanding their current position, agreeing what they want to achieve, or deciding how they will get there. This document brings together three critical stages of business development planning: • understanding your current position through internal and external analysis • setting clear and meaningful goals and objectives • developing a focused business development and marketing strategy Taken together, these steps provide a practical foundation for sustainable growth. They ensure business development activity is purposeful, aligned with firm strategy and capable of delivering measurable results. See also Precedents: • Business development—internal analysis—law firms • Business development—external market analysis—law firms • Business development aims, goals and objectives—law firms • Business development strategy—law firms Understanding your current position through analysis Analysis provides the foundation for all business development decisions. Without it, firms rely on assumptions, anecdote or habit. Proper analysis enables you to: • understand

1 Document scope This document applies to Time period covered Owner of this document Date agreed ☐ Whole firm☐ Department / Practice area [Insert details]☐ Sector [Insert details]☐ Office / Region [Insert details] ☐ Next 12 months☐ 2–3 years☐ 3–5 years [Insert name and role] [Insert date] 2 Our business development in context Size and structure Primary source of work today Main constraints on growth [Insert details, eg small / mid / large firm, departmental or sector led etc] ☐ Existing clients☐ Referrers / intermediaries☐ New client acquisition☐ Mixed [Insert details, eg visibility, relationships, capacity, skills, systems etc] 3 Unifying theme The unifying idea behind

1 Document scope This analysis covers Geographic scope Duration of analysis Person responsible for this analysis ☐ Whole firm☐ Department / Practice area [Insert details]☐ Sector [Insert details]☐ Office / Region [Insert details] ☐ Local☐ Regional☐ National☐ International Commenced: [insert start date]Completed: [insert end date or target

1 Document scope This analysis covers: Duration of analysis: Person responsible for this analysis: ☐ Whole firm☐ Department / Practice area [Insert details]☐ Sector [Insert details]☐ Office / Region [Insert details] Commenced:

Once a law firm has analysed its position, set clear goals and agreed on a strategy, the focus must shift to delivery. This means choosing the right business development activities, ensuring the firm has the time, people and systems to support them and pulling everything together into a clear business development plan. This document provides practical guidance across three linked areas: • selecting and running effective business development and marketing campaigns • managing the people, time, systems and budgets needed to support those activities • creating a business development plan that enables co-ordination, accountability and progress Together, these steps turn strategic intent into measurable action. Choosing business development and marketing activities Business development activity should never be chosen in isolation. Each activity must clearly support the agreed goals and strategy. Before committing to any campaign or initiative, the firm should be clear about: • what the activity is intended to achieve • who it is targeting • how success will be measured • who is responsible • what

This Practice Note explains what business development means in a law firm context, outlines the main approaches available and provides a simple, six-step method for creating an effective business development plan. Every law firm, regardless of size or specialism, must actively develop new business if it is to survive and grow. The legal market in the UK is increasingly competitive, clients are more informed and cost-conscious and they are increasingly willing to switch between law firms. Reputation alone is no longer enough to guarantee a steady flow of work. A successful firm requires a clear business development strategy, supported by realistic plans, appropriate systems and consistent management. Business development is no longer optional for law firms. Nor is it a reliable or sustainable strategy to rely on individual solicitors who naturally attract work through their personal reputation and contacts. Many law firms build high-level business plans focused on financial targets, such as turnover, profit or headcount. While these figures are important, they do not, in themselves, explain how work