THE BATTLE FOR

ANNUAL REPORTING
Audiences, content and channels
The changing face of the annual report
A war of perspectives

A battle has been brewing in the most

unlikely of places: annual reporting.
We’ve seen it play out in client
meeting rooms. Conference hall
floors. Social media. Even in our
own corridors. That battle?
For the future of the annual report
itself. What should it be? What should
it look like? Who is it for?

The battle for annual reporting 2

Polarised perspectives Some hold the view that the report
has been – and should stay –
primarily a tool for investors. They
make the argument that reporting
should focus on bringing rigour to a
transparent equity story told clearly
to shareholders and analysts. This is
critical: collectively, reporting makes
an essential contribution to the
“ efficient functioning of markets.
The appearance of the European
Reporting? It’s not Single Electronic Format (ESEF) on
a marketing brochure. the horizon has only fuelled this
perspective. Elsewhere, the likes of
It’s about conveying Unilever and Aviva have thrown out
the numbers. the entire notion of the more
communicative, designed report,
publishing instead little more than a
machine-readable Word document or
black-and-white PDF.
“ So we came to ask ourselves this:
It’s not just investors
reading our reports
anymore. We’ve got to
tell a deeper, smarter,
more cohesive story
that stretches way
beyond the numbers.
But over the last decade we’ve
seen the rise of other reporting
motivations. Responding to
increased corporate scrutiny, rising
stakeholder expectations and
consumer activism, communications
teams have increasingly had a hand
in the process.
They’ve advocated for reporting
to step beyond the niche through
more powerful storytelling and
content that works for all audiences.
They’ve pushed for consistency
across the broader corporate
communications mix.
We continue to see – and take part
in – a robust debate between these
two points of view week-in, week-
out. And it polarises perspectives
within our clients’ businesses too: we
frequently take conflicting briefs from
different parts of the same business.
is one perspective ‘right’? What is
reporting’s true value today?
The battle for annual reporting 3
A new level of insight

We had our own hunch, but wanted
to put it to the test. We did it through
ultra-in-depth research among the
people who matter most: the people
who read annual reports.
Who really reads annual reporting?
Why, and how? What do they want
from it? The answers to these
questions stand to shape the future
of the discipline: and for the first
time, we have them.

We surveyed the perspectives of: To further investigate annual reporting sentiment Keep reading for more on:
we undertook targeted, in-depth interviews with:

Reporting’s true audiences –

660 350 18 13 and their expectations

Page 5

‘informed business senior analysts and The emerging battleground:

what side are you on?
citizens’ leaders managers investors Page 19

members of the public including 195 involved in report tracking FTSE 350 What the future holds
attuned to current c-suite leaders. preparation from a and EURO 500 Page 26
affairs, the world of range of perspectives companies.
business and reporting. and sectors.

The battle for annual reporting 4

 REPORTING’S
TRUE AUDIENCES

The battle for annual reporting 5

On the surface, the status quo remains

As we thumbed through the first

pages of our research, the findings
seemed to reinforce the idea that
reporting should focus squarely on
investor audiences.

43%
retail investors are the

But from
most likely audience to
pick up an annual report

6.3 reports
institutional investors track
more reports at any one time
than any other audience type there the
#
1
regardless of who is reading story changed
dramatically…
a report, consuming
financial information is the
number one priority

The battle for annual reporting 6

Reporting audiences
are more diverse, complex
and engaged than we
previously imagined.

The battle for annual reporting 7

Reporting audiences are… Imagine a ‘typical’ annual report
reader, and you’d most naturally
envisage an investor or analyst

Diverse
poring over a company’s financials.
The reality is very different. A range
of audiences engage with reports,
motivated by a variety of factors.
Nearly half identify as either the past,
present or potential future employee
48% of a company they’re reading about.
of report readers identify More than a quarter have one eye on
as current, potential or a company as a customer of its
past employees products or services.
And, most critically, the vast majority
27 % of readers (88 per cent) have interest
in content that stretches way beyond
identify as customers
the financial numbers.

6%
identify as institutional investors

The battle for annual reporting 8

Reporting audiences are… Readers don’t consume reports in a
binary way. When someone reads
your report, they’re typically

Complex
analysing your content from two or
three perspectives at any one time.
Retail investors commonly have a
‘customer’ hat on, for example.
Our research reveals that customers
are an increasingly common audience
2–3 for reporting. It’s a go-to source of
the number of reading motivations information for those who want a
for each report reader deeper understanding about the
behaviours and impacts of the
companies that make the products
and services they consume.
Critically, investment is rarely a
secondary motivation for these
people – lower average incomes
indicate that their interest revolves
around broader themes such as social
impact and long-term strategy.

The battle for annual reporting 9

Reporting audiences are… Reporting’s audiences are engaged.
Very engaged.
76 per cent of those reading reports

Engaged
with the view to better understanding
a potential employer consume
content at least once a month. For
customer audiences, that figure is as
high as 63 per cent. Elsewhere, over
half of senior business leaders review

5 reporting at least once a week.

the number of reports tracked by
potential employees
4.5
the number tracked by customers
#
2 the second most important when
Report is the second most
commonly used information
source when forming an opinion
of a company
Audiences across the board consume
an impressive array of reports too,
tracking an average of 4-5 reports at
any one time.
Regardless of who reads a report, it
isn’t a trivial act. All audiences rate
reporting as their most trusted source
of information and they consider it
forming an opinion about a company
(after the general media).

#
1
the most trusted source

61%
of ‘engaged citizens’ review annual
reporting at least once a month

The battle for annual reporting 10

This golden opportunity
to engage wider audiences
can’t be missed

There’s a but.
These headline numbers emphatically
show that report audiences are far
from one-dimensional. They’re diverse
and turning to reporting as a vital

Are reporters
source of information for a wide range
of motivations.

There’s a golden opportunity to

engage them all, delivering the

taking advantage
information they’re looking for either
through a single report or a smartly
designed ecosystem of content.

of this opportunity?

The battle for annual reporting 11

Audiences are The ever-widening gap
currently underserved

Far from taking advantage of the Who audiences feel Reporting’s real
opportunity, reporters adopting a reports are really audience
‘one size fits all’ approach risk leaving aimed at (ranked)… motivations…
important stakeholders underserved.
This point isn’t lost on readers –
particularly customers and employees
1. Investors
48%
– who, despite making up a high identify as
2. Regulators
proportion of the corporate reporting employees
audience, simply feel reports aren’t
aimed at them.
3. Government
43%
identify as
Asked who they feel reporters’ 4. Customers retail investors
priority audiences are, the majority of
our research participants felt investor,
regulator and government audiences
5. Suppliers 27%
identify as
are considered more important than 6. Current employees customers
customers, while the need to talk to
suppliers trumps even employee
communication.
7. NGOs 6%
identify as
All this adds up to two ever-widening 8. Potential employees institutional investors
communications gaps: between
reporters’ intended and actual
audiences; and between what
audiences expect and what they’re
being served up.

The battle for annual reporting 12

“Reporting’s diverse audiences
are leaning in, but feel
underserved. They’re left
in no doubt: reports aren’t
aimed at them.
Louise Ayling
Stakeholder
Engagement Director,
Radley Yeldar

The battle for annual reporting 13

Worse still, reporters
actively talk past
their audiences
Our research reveals a major
mismatch between what reporters
are prioritising and what audiences
want to see in a report.
This mismatch is borne out in
audiences’ perceptions of why
organisations report in the first
place. In all their diversity,
audiences overwhelmingly think
the two main motivations driving
companies’ reporting are to comply
with the law and to provide
financial information. Other
motivations for reporting, such as
communicating the company’s
strategy and long-term vision, rank
much lower, despite being of most
interest to reporting audiences.
Our research revealed
a major mismatch:
Comparing what audiences find What audiences find What audiences think is
most interesting with what they most interesting… well communicated…
think is well communicated
revealed a worrying shortfall in
today’s reporting. They place
significant importance on non-
1 Financial Financial
financial information – and this is information performance
information they think is
communicated badly.
2 Company Information on
strategy products and brands
3 Non-financial Company
performance strategy
4 Key CEO
trends perspective
5 Long-term Long-term
vision vision
The battle for annual reporting 14
When we looked at how well Very few of the people we
organisations communicate spoke to think these aspects
this critical non-financial are well communicated:
information in existing annual
reports, the picture became
more alarming.

Non-financial performance
33%
Culture, purpose and values
31%
Sustainability approach and performance
29%
Remuneration and executive pay
28%
Diversity and inclusion
23%
Climate-related information
20%
Gender pay gap
14%
The battle for annual reporting 15
Failing to communicate well on these New generation,
issues also falls short of what our new priorities?
research shows us businesses need to Financial performance is much less of
do to conjure ‘belief’ and turn a dominant driver for millennials
reading reports than it is for gen X
customers into fans, stakeholders into and baby boomers. For this younger
audience, a company’s long-term
advocates and employees into partners. vision comes a very close second
when it comes to content preferences
– and, in a major departure from
other audience groups, company
story and the gender pay gap come
What would cause you to third and fourth respectively.

believe more in a company?

Leave behind a better society Being a good employer

51% 69%
Greater focus on diversity Inspiring purpose and values
and inclusion issues
40% 41%
Increasing sustainable communities Being a good corporate citizen

55% 41%
The battle for annual reporting 16
The monolithic annual Which format do you
report doesn’t serve the prefer to engage with
dip-in dip-out reader companies’ reporting?

We looked beyond the content

reporting audiences want to
consume, considering how they
want to consume it, too.

33 %
66 %
Does the current format of annual
reporting serve this emerging set
of diverse audiences and their
particular interests? Despite the
prefer a printed copy prefer a digital
explosion of new reporting channels
such as standalone microsites, (although interviews with format with an even
machine-readable documents, film investors and analysts show split between PDF
and online formats, reporters are this is in decline) and web-based
overwhelmingly sticking with the
tried-and-tested printed report or
downloadable PDF.

The battle for annual reporting 17

We also found that, perhaps We discovered:
unsurprisingly, it’s rare for
readers to read a report
cover-to-cover.

12 %
19 %
One thing is clear: reporters need An annual report is a single-source-
to rethink how to engage the light of-truth, scrutinised and signed off
touch reader. by a business’ most senior leaders.
Containing a wealth of information read the full read selected
Annual reports must be accessible
about everything from financials report in detail content in-depth
to a very multi-dimensional set
of audiences who want to dip in to corporate vision, employee

25 %
12 %
and out of key sections and easily diversity and the business model,
navigate to specific content of it’s the perfect platform from
interest to them. This means: which to repurpose content for
use across other channels. skim read the look only at
re-imagining the core document as full report the financials
a much more navigable experience For the many stakeholders we

that allows for non-linear reading;
and being smarter about repurposing
content in different channels for
specific audiences.
Elsewhere people see the report as a
foundational, springboard document.
20 %
10 %
talked to, the days of a single
report, aimed at all audiences,
is over. A more ecosystem-led
approach to reporting, grounded read only the read just the data,
in the main document but further key headlines charts and graphics
communicated across multiple
channels and tailored to various
audience needs, is seen as the
way forward. And it maximises
the value of the reporting
investment, too.

The battle for annual reporting 18

As the battle brews,
what side are you on?

PERFORMANCE PURPOSE
NUMBERS NARRATIVE
SHORT-TERM SUSTAINABILITY

The battle for annual reporting 19

“
Purpose and values
can’t be sold on a
piece of paper

Investor Relations Director

PERFORMANCE PURPOSE
“
Reporting on purpose is
vital. Investors need to
be comfortable with the
culture of the company

Head of Investor Relations

The battle for annual reporting 20

Performance v purpose
The state of play
A company’s purpose is a core
belief, cause or inspiring reason
that explains why it exists and does
what it does. It is more than just a
statement. It’s a living, breathing
part of a company’s brand, values
and culture.
Purpose has been on the radar of
business for a while now, with the
likes of Unilever, Lloyds Banking
Group and Royal Philips topping
Radley Yeldar’s Fit for Purpose index.
56 %
of respondents are more interested in a
company’s performance than its purpose
Reporting played its part in raising
the profile of purpose and getting it
on the agenda of the C-suite, but
recent changes have seen it rise
further up the reporting agenda.
The new Corporate Governance
Code and Guidance on the Strategic
Report requires companies to not
only disclose their purpose, but to
also show the extent to which
senior leaders are walking the talk.
They also require evidence of the
policies and processes that make sure
it’s more than words on a page: that
it’s in fact lived and breathed
throughout the organisation.
Conflicting perspectives
It’s concerning to see that despite
regulatory pressure, purpose
information in reporting is ranked
as one of the areas most poorly
communicated (13th of 20 topics).
Information about financial
performance still reigns. But it’s
early days. Will continued
momentum from the regulatory
space drive further improvements?
essential to strong performance
Audiences are already demanding
change, however 81 per cent of
survey respondents think a company
should be completely transparent
about its purpose. 79 per cent
think it’s essential that companies
articulate their purpose within
their reporting.
So, in the battle between purpose
and performance, who wins?
Our research shows it’s a draw.
From a theoretical perspective,
purpose and performance are
totally intertwined, although it’s
clear that companies’ reporting on
purpose still have a long way to go
before this is reflected in practice.
73
%
believe a clear purpose is
The battle for annual reporting 21
 “
The only way people
can get an idea of a
company’s culture,
people, why we do
business and the way
we do it, is through
the narrative that we tell

Head of Communications
and Marketing

NUMBERS NARRATIVE
“
Just give me the
damn numbers

Investor

The battle for annual reporting 22

Numbers v narrative
The state of play
What is a narrative? A report narrative
provides contextual information, such
as industry trends, the competitive
and geographical context or changes
in legislation. It explains the data and
performance and conveys the
company’s story. But developing a
credible narrative can be tricky. It
must be balanced, explaining both
the good and the bad, the challenges
and opportunities.
It must be easy to understand. And
it must reflect the company’s story
and brand personality. At the same
time, reports are audited and subject
to increasing scrutiny: a narrative
should be realistic and cognisant of
business problems.
On top of all that, good reporting
narrative requires agreement from
all stakeholders involved in report
development – no easy feat.
Conflicting perspectives
Institutional investors, who have
direct access to the company through
Q&As, investor presentations and
face-to-face meetings, have a slightly
different relationship with the annual
report than other audiences. They
rely less on reporting narratives
to explain performance (though
narrative is by no means irrelevant).
To them, the report is a reference
point that complements many other
information touchpoints. When
institutional investors particularly
value narrative they do so especially
for the context it provides around
risk and company direction.
In contrast, broader audiences
such as retail investors, employees
and customers all value reporting
narratives to provide context,
explain performance and give a
flavour of the company’s culture
and future outlook. Companies that
take a narrow, tick-box approach
to reporting, without a thoughtful
narrative, risk missing an invaluable Financial information is
opportunity to reflect their the most sought-after
organisation’s unique personality information to
and its perspective on the world
all audiences
in which it operates.
So, is it numbers or narrative?
The importance of numbers is
beyond doubt. They’re demanded
by regulators and are also the
number one priority for all audiences.
When it comes to narrative there
are clear nuances from audience
to audience, but on the whole all
groups are fairly unanimous on its
merit. The challenge for reporters is
Just 12 per cent read
how to craft and weight a narrative only the financials.
to meet a diverse range of needs. A huge 70 per cent think
narrative is critical
to contextualise data
and performance
The battle for annual reporting 23
“
I care about financials.
I don’t read non-financial
information, ever.

Equities Research Analyst

SHORT-TERM SUSTAINABLE
“
It has swung 180 degrees. We’re
now fielding inbound questions
on sustainability from investors.

Director of Financial Reporting

and Investor Relations

The battle for annual reporting 24

Short-term v sustainable
“ Sustainability is no longer a nice-to-
Companies know what we
want to hear. They’re all
saying the bloody same thing
Equities Research Analyst
“ companies produce standalone
We haven’t really told our
sustainability story desperately
well or in vast amounts of detail,
partly because we’re still working
out what that story is and trying
to come up with a narrative
around that. That is something
that I think we certainly need to
expand on for next year.
Communications Director
The state of play
have in business, reduced to
employee volunteering, office
recycling and the installation of solar
panels. It’s a business imperative,
upon which the future success of any
company will ultimately rely. Across
any industry, sector or geography,
business must demonstrate
responsible practices across the entire
value chain, from climate change and
energy efficiency through to human
rights, diversity and inclusion, and
everything in between.
Reporting regulation is helping to
bring about change. While many
sustainability reporting in a range of
formats, there are numerous
requirements for the inclusion of
non-financial information within
annual reports, too. The EU Non-
financial Reporting Directive,
Guidance on the Strategic Report,
and The Companies (Miscellaneous
Reporting) Regulation 2018 all require
sustainability-related disclosures. At
RY, we’re particularly excited about
the game-changing Taskforce on
Climate-related Financial Disclosure
(TCFD). While some of these are
currently voluntary, they’re becoming
increasingly mainstream and expected.
Conflicting perspectives
The long-term business case for
sustainability is solid, but despite
increasing regulation and guidance,
companies’ reporting remains
inadequate. The balance between
sustainability and the financials
is still to be found.
Analysts and investors we talked to
revealed growing recognition of the
rise of ESG and responsible investing
in the wider investment community.
However, they themselves were
primarily interested in shareholder
returns and the financial health of
the company. Sustainability was
considered a risk-mitigation exercise
or hygiene factor at best, and a PR or
tick-box exercise at its worst.
Interestingly, internal reporting
stakeholders are noticing a broader
shift in the form of a significant
increase in inbound enquiries
from investors and analysts about
sustainability and non-financial
related topics.
Broader audiences’ attitudes towards
sustainability are changing too.
People expect businesses to act with
credibility and integrity, and they’re
increasingly turning to reporting to
access sustainability information to
inform their decisions.
But, as we saw on page 15 and
despite a rapid increase in interest
around non-financial issues,
audiences feel reporting on this
information under-delivers.
Companies themselves don’t
disagree. The internal stakeholders
we interviewed acknowledged
significant room for improvement
in their own reporting on
sustainability topics. They
recognised a need to strengthen
the business case for sustainability
within their reporting, and to make
their own sustainability story more
relevant, beyond standard disclosures
and boilerplate information.
The battle for annual reporting 25
 SO, WHAT DOES
THE FUTURE HOLD?

The battle for annual reporting 26

Our four principles for better reporting

Our research clearly suggests
reporting audiences are more diverse,
complex and engaged than we’d
previously imagined. But in terms of
precisely who you engage with which
specific piece of content, there’s no
They have specific demands, and
there’s currently a gap between the
information they want, and what
they’re being delivered.
Reporting is overdue a significant
shift in mindset: it needs to be seen
1.
Based on what we’ve discovered
about reporting’s audiences – new
and old – we’ve come up with four
principles for better reporting. Identify your
audiences

‘right answer’. One size does not fit
all. What’s right for one company
won’t be right for another.
But it’s clear that reporting just one
perspective, aimed at just one group
risks missing a valuable opportunity.
Even the traditional audience of
institutional investors are starting to
seek broader context and more
meaning behind the numbers.
Beyond this group a much wider
range of audiences are looking to
reporting to help them form opinions
of your company.
2.
by the organisation as a whole as a
valuable and integral part of the
wider communications mix and it
needs to get more audience-centric. Understand the role
Many organisations are well on the
road with these changes, but it’s a
of your report in the
long journey – and has to start from broader ecosystem
the top-down.
So. How can this shift in mindset
take place? How can organisations
find the confidence to produce better
3.
Tailor your
reports powered by better, more
audience-centric content? narrative

4.
Set your
parameters early

The battle for annual reporting 27

Our four Principle one
Identify your audiences

principles Why?
Without first understanding your
audience, it’s impossible to make sure
How?
Ask yourself the following:

for better
Who are your main audiences
your reporting will resonate with the
(primary and secondary) for your
people you want to reach, and those
reporting?
who want to read it. It’s easy to
assume you know your audiences. What do you want to leave your

reporting
After all, you’ve probably been audiences with as a result of your
reporting for years. But as this reporting? Map specific messages
research shows, audiences are against specific groups.
multi-dimensional, and reporting
is currently talking past them. Better still, ask your colleagues from
different business functions of your
To what extent is your annual report business to consider these questions
geared towards your employees? – or ask the audiences themselves.
Spending time upfront in the
reporting process to really consider
your audiences can make all the
difference. It’ll ensure you’re focusing
your resources, time and money on
an approach that’ll maximise value,
and could unlock an opportunity for
broader engagement.

The battle for annual reporting 28

Principle two
Understand the role of your
report in the broader ecosystem
Why?
The research shows that annual
reporting is considered the most
trusted source of information about a
company. Unfortunately, it isn’t used
to its full potential. It’s a no-brainer
then, to hold onto the trust of this
moment-in-time document by
repurposing its content across a
broader ecosystem of channels,
aimed at different audiences.
How?
Once you’ve identified and
understood your audiences’
preferences, as well as the key
points you want to convey, think
about how best to ensure your
content resonates. What channels
do you already use? Which ones
could you use? And which ones do
your audiences use?
Think about the role of certain
types of content, and where it
could best fulfil its potential. Be
comfortable with different pieces
of communications doing different
jobs, and think about how to join it
all up, with a cohesive theme and
narrative. Consider your report’s
UX: how can each reader have a
seamless experience?
Don’t forget to monitor the level of
engagement across each channel,
to measure its success and inform
future communications decisions.
Principle three
Tailor your narrative
Why?
The research reinforced the role
of a clear and engaging narrative
that puts data and information
into context. It’s indispensable for
explaining your performance and the
reasons for certain trends. And in a
sea of sameness, driven by increasing
regulation and prescriptive approaches
to reporting, a narrative can help inject
your brand’s personality and convey
your culture and values. It can act as
the glue that holds your reporting
communications together.
How?
Develop an overarching theme
for your report that reflects the
key messages you want to convey
while remaining authentic to your
business ambition, direction, and
challenges. Weave your theme
through your report using design
and key messages.
The narrative itself should be
informative and balanced,
compelling and easy to understand.
It’s something you can dial-up and
down to suit different audiences,
across any channel. Done well, it
should mean that anyone entering
your reporting, at any point, through
any format, gets a feel for the ethos
of your business and a balanced
view of the progress you’ve made.
The battle for annual reporting 29
Principle four
Set project parameters early
Why?
Internal stakeholders we interviewed
enthused not just about the
potential of the report to produce
valuable content, but also its power
as an internal management tool.
To them (and our clients more
generally) it is a tool that can
galvanise stakeholders around
strategy, spark decision-making on
key issues and offer a yardstick for
measuring performance. Internal
conversations inspired by the very
act of producing an annual report
are worth their weight in gold.
These conversations aren’t
always straightforward, however.
Traditionally, reporting teams
and processes were built first
and foremost to deliver these
gargantuan projects with unparalleled
attention to detail on time and on
budget. Today many reporters –
working on the same foundations –
are wrestling with siloed teams and
thinking, juggling the need to
bring content owners together
with the tightest of deadlines.
In this context cohesive, narrative-led
reporting across a range of channels
is difficult and time-consuming.
The solution? Re-engineering the
process to empower the kind of
joined-up, collaborative thinking
that can empower more expansive,
targeted reporting.
How?
Embedding change isn’t
straightforward. It takes tough
conversations, hard decisions and
investment – to say nothing of a
willingness to challenge the status
quo. Thankfully, a shift towards
reporting more closely oriented
around your most important
audiences – whoever they are –
doesn’t need to happen overnight:
you can evolve at a pace that suits
you and your business.
However fast you choose to
change, think carefully about
bringing peers and colleagues
on the journey with you through
a process built for the job.
Consider:
Setting the parameters for the
project early. Reach a consensus
with your full range of senior
stakeholders about what the
organisation expects from reporting
in the short and longer-term and
set KPIs against related measures.
Recruiting a core delivery group
to support you in achieving these
goals. We suggest aligning them
to audience types rather than
along departmental lines.
Analysing past reporting processes
in detail. Where are the bottlenecks?
Do collaborative ‘moments’ happen
at the right time? Does it help or
hinder opportunities for a joined-up
narrative?
Run a ‘cracker’ workshop with
your core stakeholders early, using
it to set the key guardrails for
reporting (from your approach to
emerging regulations to design
and tone of voice).
The battle for annual reporting 30
Identifying audiences?
Crafting a narrative?
Wrestling with regulation?
Improving engagement?
The battle for the future of reporting
continues, and we’d love to help you
work out where your business stands.
No organisation is the same, after all.
No set of audiences is, either.
Get in touch with us if you’d like to
talk through our research findings,
how they relate to your business and
your true audiences in more detail.
We’d love to talk.
hello@ry.com
+44 (0)20 7033 0700
ry.com
Radley Yeldar is an award-winning
independent, creative consultancy
with offices in London and
Birmingham.
Our one-of-a-kind blend of integrated
expertise in corporate reporting
and communications, investor
engagement, brand, sustainability,
employee experience, corporate
websites, campaigns and film can
help develop the right reporting
approach for you.