Write from the start - surveying narrative reporting in annual reports
The publication looks at what listed companies are reporting in the narrative sections, that is the parts outside the audited financial statements, in their annual reports. 

First IMpressionS – The first year’s interim management statements
The publication considers how UK listed companies have implemented the new requirements for a twice-yearly interim management statement (IMS) in the first year of compliance with the Disclosure and Transparency Rules (DTR).

Half a story: Surveying the first half-yearly financial reports under the new rules 
This publication considers the new Disclosure and Transparency Rules (DTR) and their impact on half-yearly reporting by UK listed companies. The publication surveys the half-yearly financial reporting practices by UK listed companies, reviewing compliance with the new rules and IAS 34, including comparisons to the 2007 Deloitte publication ‘Clear all year’.

Write to reason: Surveying OFRs and narrative reporting in annual reports
Evidence from this 2006 survey of narrative practices is that most listed companies are still following OFR principles in their narrative reports, despite the abolition of the statutory OFR.  The quality of disclosures in OFRs and enhanced business reviews (EBRs) continues to vary greatly, particularly in relation to risks and KPIs, but examples of better practice reporting are emerging.

Hold the front pages: Surveying OFRs and narrative reporting in annual reports
Evidence from this 2005 survey of narrative practices is that companies will have much to do to ensure the front pages of their annual reports meet the new requirements set out in law and in Reporting Standard 1 from the Accounting Standards Board.

Measuring up: Performance measurement in executive remuneration
Given that up to 80% of a Directors' remuneration package could be linked to company performance it is not surprising that remuneration committees, shareholders, and participants are focusing their attention on the choice of performance measures and the setting of appropriate targets.

In the dark: What boards and executives don’t know about the health of their businesses
According to a new survey conducted on behalf of Deloitte Touche Tohmatsu by the Economist Intelligence Unit (EIU), only about one third (34 percent) of board members and top executives polled say their companies are proficient at monitoring critical non-financial indicators of corporate performance.