To address these two main issues, we recommend the following steps be taken: 1. Depending on the topic, a formal business report could be several pages long and include extensive data and information. If you’re lucky, your organisation will already have a clearly defined tone of voice. Otherwise you may have to rewrite your report when they recoil at the way you’ve done it. This can save you a lot of time. In the UK, the strategic report regulations are quite clear that the report is for investors, so if the regulations apply to your company, that’s who you’re writing for. The strategic report, though, has much more flexibility. For example, was it a good year or merely an average one? Put yourself in their shoes. Does this report tell a consistent story throughout? Your manager may only have time to read the summary of the report, so it must describe the major points found in the report. Find a couple of smart and conscientious people in your organisation to proof it, or employ a professional – you’ll be glad you did. Make sure your interviewees give you a considered answer to every question. One way of making the findings easier to read is by using headings, subheadings and numbered sections to organize everything. Lack of support to new mothers in regards to childcare, 2. Moreover, be clear and concise when writing. The summary should tell the reader about your findings and even draw on points from your conclusion. List the sources in alphabetical order. Another issue mentioned by the staff was the lack of communication between employees and upper management. Make sure the style is consistent and that any new material doesn’t contradict what is already there. Some people will need to see the full report but others might just get the sections they’ve contributed to. It’s likely you’ll have been given more information than you can actually use and it’s easy to lose important nuggets within that wealth of detail. Have a look at what your competitors are saying in their reports. Now you can rough out the main areas of content for each section. For each section, take your outline content from step 6 and use it to write subheadings. Don’t try to do the final proofread yourself, though. If necessary, write an example paragraph or two in a number of different ways, so they can get a good feel for what you mean. This ambassador can express concerns and relay outcomes to their teams to increase engagement. Get long enough appointments to go through every question. When you’ve worked with the copy, you start to see what you think is there, not what actually is. If they give you too much information, repeat the key points you’ve taken from what they’ve said, and ask them to confirm that it’s right. Ask for specific feedback that you can use to correct the text. Give yourself enough time but don’t let it drag or it’ll become a burden and your corporate memory of the year will fade. This could be a type of progress report for a business to assess its performance over time easily. Other people will read it too – your employees, customers, suppliers, lenders, NGOs, regulators and the media – but your investors’ needs are paramount. Unless you can do shorthand, it’s almost impossible to write everything down when someone is talking at normal speed. An annual report can clearly show a business if its financial goals have been met (and by how large a margin). Other times, it feels right to tackle the key sections – the ones you suspect are going to be hardest to get right or which there’s likely to be most debate about. The guidance isn’t perfect but it’s essential reading if you’re required to produce a strategic report and helpful even if you’re not. Some will supply too much, while others give you almost nothing. An in-house childcare center can be established at minimal cost to GHS, encouraging mothers to return to work.