Annual planning
Annual offsite:
plan next year, fund it, and make it stick.
An annual offsite, or annual planning retreat, is a once-a-year meeting, held away from the office, where a company's leaders look back at the past year and decide the next one. It usually runs one or two days. It should end with a few priorities, each with an owner, a measure and a date, and a clear list of what stops to pay for them. It comes after the long-term strategy is set and before the budget is locked, so the money follows the priorities rather than last year's pattern.
TL;DR
- Length
- One full day for most leadership teams. Two days when several priorities are being reset at once.
- When
- Once a year, 8 to 10 weeks before the new financial year starts, so the budget and team plans can follow it.
- Who attends
- The chief executive, the finance lead, the heads of the largest functions, the head of people, and whoever turns the day into the plan.
- What you leave with
- Three to five priorities, each with one owner, a measure and a date, plus a written list of what stops.
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When is it?
Which month?
Who's working on it?
What an annual offsite is
The phrase covers two different events, and most confusion starts there.
- A company-wide annual retreat. Everyone, or a whole department, gets together once a year. The point is connection: a look back at the year, some recognition, a sense of where the company is heading. Nothing is decided.
- An annual planning retreat. The leadership team meets to decide next year. The point is choice: which few things matter most, what they cost, what stops, and who owns each one. This page is about this second kind.
Many companies run both, often back to back: leaders decide first, then share the plan with everyone at the wider gathering. Keep them apart in your head even if they share a venue. A day that tries to decide and celebrate at once usually does neither.
Annual offsite vs annual planning retreat
| Company-wide annual retreat | Annual planning retreat | |
|---|---|---|
| Who | Everyone, or a whole department | The leadership team, usually 5 to 10 people |
| Purpose | Connection, recognition, shared direction | Decide next year and who owns each part |
| Length | One to three days, with social time | One day, or two for a bigger reset |
| Output | Energy and a shared story | A written list of priorities, owners, measures, dates and stops |
| Main risk | A good time that changes nothing | A long discussion that ends without choices |
Annual planning, strategy, budget and quarterly goals
Four pieces of work get mixed up. They are different jobs with different time horizons, and the retreat sits in the middle of them.
| Question it answers | Time horizon | Output | |
|---|---|---|---|
| Strategy | Where will the company win, and how? | Three to five years | A few long-term choices |
| Annual plan | What must be true by the end of next year? | Twelve months | Three to five priorities with owners and measures |
| Budget | What money and people does each priority get? | Twelve months | Numbers that add up to what you can afford |
| Quarterly goals (OKRs and similar) | What will each team deliver in the next 90 days? | Three months | Team goals scored each quarter |
The annual retreat turns strategy into next year's choices. The budget then funds those choices, and quarterly goals break them into steps. If your strategy itself is in doubt, settle that first: a strategy reset is a different day with different questions.
In the UK the same meeting is often called a strategy away day or an SLT away day. The work is the same.
Why annual plans fail, and when not to hold the retreat
Most annual plans do not fail on the day. They fail in the months after, for reasons that were visible in the room. Four are well documented.
1. The plan decides very little
In a 2005 survey of 156 large companies reported in Harvard Business Review, Michael Mankins and Richard Steele found that at 66% of them planning was a periodic event, often run just before the yearly budget. Companies with standard planning processes made only 2.5 major strategic decisions a year on average, and just 11% of executives believed strongly that planning was worth the effort1. The big choices were made elsewhere, and the plan wrote down what had already been decided.
2. Nobody below the top can name the priorities
In a study of nearly 8,000 managers in more than 250 companies, published in Harvard Business Review in 2015, Donald Sull and colleagues found that only 55% of middle managers could name even one of their company's top five priorities2. Among frontline supervisors and team leaders, only 16% clearly understood how the company's priorities connected. Leaders were not silent: nearly 90% of middle managers said strategy was communicated often enough. The problem was the priorities themselves: too many, and not clearly connected to each other or to the strategy.
3. The money does not move
McKinsey's 2012 study of more than 1,600 US companies found that for a third of businesses, the capital they received each year was almost exactly what they had received the year before. The third of companies that moved the most money between units earned about 30% higher yearly shareholder returns than the third that moved the least3. The 2015 study by Sull and colleagues found the same strain from the other side: only 11% of managers believed all of their company's priorities had the money and people they needed to succeed2. A plan that changes priorities but not budgets is a wish list.
4. The estimates are too hopeful
People underestimate how long their own work will take, even when they know similar work ran late before. This is called the planning fallacy. In a 1994 study by Roger Buehler, Dale Griffin and Michael Ross, students predicted they would finish their theses in 33.9 days on average. They took 55.5 days, and fewer than a third finished by their own estimate4. Dan Lovallo and Daniel Kahneman describe the same pattern in executives' forecasts of costs and timelines5. A team that plans next year without looking hard at last year will overcommit. Lovallo and Kahneman draw a useful line: stretch goals can drive the people doing the work, but the decision to commit should rest on a realistic forecast drawn from similar past efforts5.
When not to hold an annual planning retreat
- The plan is already decided. If the chief executive will announce the priorities whatever the room says, announce them. A day of pretend debate costs more trust than it builds.
- The numbers are not ready. Without a solid forecast for the current year, the room plans against guesses. Wait a few weeks for real figures.
- The strategy is broken, not the plan. If the team disagrees on where the company should compete at all, one day of annual planning will not fix it. Run a strategy reset first.
- The team is not working as a team. If trust is low or a new leader has just arrived, the day turns into politics. A leadership team alignment session comes first.
- Two companies are being combined. Planning one year for two organizations that have not agreed how they will work is a post-merger integration job.
Where the retreat sits: budget, quarterly goals and the calendar
Decide before the budget is locked
Hold the retreat before the budget, not after. If the budget comes first, next year's money is already set by last year's pattern, and the retreat can only arrange what is left. McKinsey's finding that a third of businesses get almost the same capital every year3 is what happens when budgets run on their own track. Decide the priorities, then build the budget to fund them, and write down what loses money to pay for it.
Few priorities, then quarterly goals
Keep the company's list short. Google's guide to OKRs (objectives and key results, a common goal-setting method) advises three to five objectives, each with about three key results, set yearly and quarterly and graded every quarter6. Whatever method you use, Sull's finding that nearly half of middle managers could not name even one of five priorities2 is a strong argument for fewer.
Make each priority specific. Decades of research by Edwin Locke and Gary Latham found that specific, hard goals consistently led to higher performance than telling people to do their best, and that goals work better when people get regular feedback on their progress7. "Grow digital" is a direction. "Digital orders are 40% of new customers by the end of the second quarter" is a goal.
Quarterly goals are where the year gets adjusted. Google's guide expects ambitious goals to score 60% to 70% on average, and says OKRs are not a way to evaluate individual people6. If every goal scores full marks every quarter, the goals were probably too easy.
A calendar that works
Count backward from the first day of your financial year:
| When | What happens |
|---|---|
| 16 to 12 weeks before the year starts | Long-term strategy checked. Forecast for the current year drafted. Retreat date set. |
| 12 to 10 weeks before | Pre-read prepared. Questions sent to the leadership team. |
| 10 to 8 weeks before | The retreat. |
| 8 to 4 weeks before | Budget built from the priorities. Each team drafts its part of the plan. |
| 4 weeks to the start | Budget approved, by the board if you have one. First-quarter goals set. |
| Every quarter | Review progress, score the goals, move money and people where needed. |
If you have a board, it usually approves the plan and budget. The board retreat guide covers how a board works through a plan like this one.
What to bring into the room
The strongest defense against the planning fallacy is last year. In the same 1994 research, the optimism disappeared when people were asked to connect their past experiences with their new prediction4. Lovallo and Kahneman call this taking the outside view: before you forecast your own project, look at how similar efforts actually turned out5. For an annual plan, the most useful comparison is your own last plan.
| Bring | Why it matters | Who prepares it |
|---|---|---|
| Last year's plan against what actually happened | Shows how much the team really delivered, and how far the estimates were off | Chief of staff or operations lead |
| The current-year forecast | The starting point every target is measured from | Finance lead |
| A short market read | What changed with customers, competitors and costs, in one or two pages | Chief executive or strategy lead |
| What is already committed | Projects, hires and contracts that will take time and money next year whatever you decide | Finance and operations |
| The team's capacity | How many people and hours are really free for new work | Head of people |
| The team's answers to the questions below | Where the team agrees and where it splits, before anyone speaks | Collected anonymously beforehand |
Keep the whole pre-read short. If a page does not help someone make one of the day's decisions, it belongs in an appendix.
A simple check on last year: count the priorities you set, and how many were fully delivered. Put that number on the first page of the pre-read. It is the best guide to how many you can take on next year.
Questions to ask before the annual planning offsite
Throughline asks the leader four questions about the decision, then asks the team to answer anonymously on their own devices, in about two minutes. These are the questions it uses.
For you, the leader
- What is the one bet the company has to make this year?
- What arrives already decided, and what is genuinely open?
- Where will the team split on this, and what would settle it?
- Who has to pick up the plan after the day, and how many teams run it?
For your team, anonymously
Each rated 1 to 5. Nobody sees who said what, including you.
- I am clear on the decision this retreat needs to make.
- I think we are heading in the right direction.
- I can say what I really think with this team.
- I am confident we will follow through.
Then one open question: what is the most important decision this retreat has to make?
Who to invite
- CEO or GMowns the bet
- CFO or finance leadthe money has to add up
- Heads of the two or three biggest functionsthey carry the priorities
- Head of Peoplecapacity and hiring decide what is possible
- Chief of staff or ops leadturns the day into the plan every team runs
Why ask before the day
Groups talk mostly about what everyone already knows. In a classic 1985 experiment by Garold Stasser and William Titus, groups that had all the facts picked the best option 83% of the time. When the same facts were spread across members, only 18% of groups found it, because the facts only one person held rarely came up8. Private answers collected before the day bring those facts into the open.
How the discussion is run matters more than how much analysis you bring. In a McKinsey study of 1,048 major business decisions, the quality of the process mattered six times more than the amount of analysis9.
- Send the questions two weeks before the day, and give people a week to answer.
- Keep answers anonymous, including from the chief executive. People are candid about the plan when their name is not on the answer.
- Build the agenda around the splits. Spend the day on the questions where the team disagrees, not the ones where it already agrees.
A sample annual planning offsite agenda
A full day, laid out by the same rules Throughline’s planner uses, before your team has answered anything. Every block runs a named method and ends when its outcome is agreed. Full day, 09:00 to 15:40, breaks and lunch included.
- 09:00
Welcome 10 min
- 09:10
Warm-up 10 min
- 09:20
Opening brief 20 min
Method: Read the brief, then talk
Done when: Everyone has reacted to the brief and named what they want to leave with.
- 09:40
The decision 30 min
Method: Make the decision and pick the priorities
Done when: The call is made and the priorities are ranked.
- 10:10
Budget allocation 30 min
Method: Fund the chosen priorities
Done when: The allocation sums to the actual budget, not to a wish.
- 10:40
Stress test 30 min
Method: Assume it failed. Why?
Done when: The top three failure causes each have a named owner.
- 11:10
Break 15 min
- 11:25
Risks and assumptions 20 min
Method: What could go wrong and who watches it
Done when: No high-impact risk is unowned or unwatched.
- 11:45
Lunch 45 min
- 12:30
Affordability check 20 min
Method: Can we afford what we just agreed
Done when: Total commitment fits capacity, or the room has explicitly accepted the overrun.
- 12:50
Warm-up 5 min
- 12:55
Success criteria 25 min
Method: What this has to deliver to be worth it
Done when: No bet is missing a number and a date.
- 13:20
Path to target 30 min
Method: What actually closes the gap to the target
Done when: The bridge sums to the target, or the gap is written down as a number with no owner yet.
- 13:50
Break 15 min
- 14:05
Decision stakes 20 min
Method: Can we undo this
Done when: Every decision has a door type and a decide-by pace.
- 14:25
Order of work 20 min
Method: What has to happen before what
Done when: The order stands and nobody’s item secretly starts first.
- 14:45
Each team's part 30 min
Method: What each team owns
Done when: Each area knows what it owns.
- 15:15
Close and commitments 20 min
Method: What, so what, now what
Done when: The third round produced something with an owner.
- 15:35
Who made today work 5 min
Make one for your own situation Planning two days? The free planner builds both from your team’s answers.
Why the day runs in this order
The order follows the failure reasons above. The decision comes early, while people are fresh. Money is allocated straight after, so the priorities and the budget are settled together3. The stress test asks the team to imagine the plan has already failed and write down why. Gary Klein, who developed this exercise and calls it a premortem, cites 1989 research finding that imagining an outcome has already happened improved people's ability to identify the reasons for it by 30%10. The affordability check tests the whole plan against real capacity, a direct defense against the planning fallacy4. Decision stakes sorts each choice into one you can undo and one you cannot, an idea Amazon's 2015 shareholder letter called two-way and one-way doors11. The day ends with each team's part, because a plan nobody below the top can name will not happen2.
Half a day or two days
Half a day. Keep the opening brief, the decision, budget allocation, the stress test, a break, each team's part and the close. That runs about three hours, and works when the direction is already clear and one or two priorities are changing.
Two days. Give each block more room, end the first day after the affordability check, and hold a dinner that evening. Open the second morning with a short recap of what day one settled, then take success criteria, path to target, decision stakes, order of work, each team's part and the close. The numbers work goes better on a fresh morning, after a night to reconsider the choices.
One block to add at any length: what stops
Plans add. They rarely subtract. Research by Gabrielle Adams and colleagues, published in Nature in 2021, found across eight experiments that people default to adding things when they try to improve something, and overlook taking things away, especially when nothing prompts them to12. So prompt it. Inside the budget allocation block, ask each leader to name one thing their team will stop to make room for the new priorities, and write the list down with the rest of the plan.
Running the day
Ground rules. Agree three at the start: phones away except at breaks; what is said in the room stays in the room; the chief executive gives their view last on contested questions, so they do not set the direction before others speak.
Write before you talk. On each big question, give everyone two minutes to write their view before anyone speaks, then go round the room. It stops the first or most senior speaker from setting the course.
Cap the list. Agree before the day how many company priorities you will leave with, three to five, and hold to it. When a sixth appears, something already on the list has to come off.
Force the trade-off. Every new priority needs money, people or time from somewhere. Ask where, out loud, before it goes on the list.
Agree the facts before the choice. Mankins and Steele describe Textron splitting each big issue into two half-day sessions. The first agrees the facts and a short list of real options, with no decision. The second weighs the options and picks one. They report that the split let the team reach many more decisions1.
Use the finance lead as the reality check. They say whether the plan fits the money, block by block, not at the end of the day.
Park, do not drop. Good ideas that did not make the list go on a written parking list with a date to look at them again. People let go more easily when they know the idea is recorded.
What the leader can say
By the end of today we will have no more than five priorities for next year, each with one owner, a number and a date, and a list of what we stop. Before today you told us where you agree. We will spend our time on where you do not.
Last year we set seven priorities and fully delivered three. Before anyone proposes a target, look at that number. What do we plan differently because of it?
That is a good idea, and it may be the right one. If it goes on the list, which of the five comes off? If none of them, it goes on the parking list with a date.
It is a year from now. This plan failed badly. Take three minutes and write down every reason why, especially the ones you would not normally say out loud. Then we go round, one reason each.
So the priority is: digital orders reach 40% of new customers by the end of the second quarter. Greg owns it. We reopen it if digital orders are under 25% of new customers by May. Does anyone disagree with how I have put it?
Annual offsite ideas that earn their time
Activities on a planning day should feed the plan. Each of these does:
- The year on one wall. Put last year's priorities on a wall with what actually happened to each. Ask people to mark the one surprise they did not see coming.
- The stop list. Each leader names one thing their team will stop. Read them out together. It is often the most useful ten minutes of the day.
- The premortem. Imagine the plan failed a year from now and write down why. The sample agenda gives it 30 minutes. It surfaces risks nobody raises in a normal meeting10.
- Door sorting. Sort the year's big decisions into ones you can undo and ones you cannot. Spend the room's time on the second kind11.
- A customer in the room. Open with a customer, or a recording of customer calls, before anyone presents numbers. It sets the frame for the day.
- A dinner the night before or between days. An evening together makes the next morning's disagreements easier to have. Keep it social and off the agenda.
- Thanks at the close. End by naming who made the year work. The sample agenda keeps five minutes for it.
Keep icebreakers short and on topic. One that works: "One thing you believe about next year that you think the rest of this team does not." The retreat icebreakers page has more, and the retreat budget calculator prices the venue, food and travel.
What you leave the annual planning retreat with
Next year as a handful of priorities, each with a named owner, a date and a measure, agreed while that person is still in the room.
- Every decision is recorded with an owner, a date and what would reopen it.
- The plan drafts itself from what the room decided, and each team gets its own part of it.
- Owners check in from an email in one click. A missed check-in counts as off track, and their manager is told.
- Follow-up all year on how the plan is holding up. Or take the plan with you as a PDF or Markdown.
The one-page record
Before anyone leaves, every priority should fill every column of this table. A priority with an empty cell is not finished.
| Priority | One owner | Measure | By when | What would reopen it |
|---|---|---|---|---|
| Grow digital ordering | Greg | Digital orders are 40% of new customers | End of the second quarter | Under 25% by May |
| What it replaces | Named leader | The work or spend that stops | Date it stops | What would bring it back |
One owner means one person, not a team. Shared ownership reads well on a slide and leaves nobody accountable in March.
After the day: take the plan to every team
The retreat decides the company's part. Each team then has to work out its own. Sull's study found that companies are good at sending goals down the line, but weak at the promises teams make to each other across it: only 9% of managers said they could rely on colleagues in other functions all the time2. So the cascade has two jobs: down, and across.
| When | What happens |
|---|---|
| Within 2 days | The written record goes to everyone who was in the room, while memories still agree. |
| Within 1 week | The chief executive shares the priorities with the whole company: what they are, why, and what stops. |
| Weeks 1 to 4 | Each team drafts its part: which priority it serves, its goals for the first quarter, and what it needs from other teams. |
| Week 4 | Leaders review the team plans side by side. Teams say plainly what they cannot do, and the plan is adjusted. |
| Before the year starts | Budget locked around the priorities. First-quarter goals published. |
| Every quarter | Each owner reports against the measure. Money and people move where the plan needs them. |
Write down the promises across teams. When one team's priority depends on another's work, record who needs what from whom and by when, and give it an owner in both teams.
Let teams push back. A team plan that simply repeats the company plan has not been thought through. The review in week four is where teams say what does not fit, before it fails quietly in the second quarter.
Check in often, briefly. Goals work better with regular feedback on progress7. A short check-in each month on each priority catches drift while it can still be fixed. At each quarterly review, ask the question the budget avoids: should money move?
Here are next year's priorities and what we are stopping. By the end of the month, each of you brings back three things: which priority your team moves, what you will deliver in the first quarter, and what you need from another team to do it.
Did it work?
A good planning day feels productive. That is not the test. Check these six things:
- The list is short. Count the company priorities. Three to five, each with one owner, a measure and a date, passes.
- The money followed. Compare next year's budget with this year's. If every team got roughly what it had before, the priorities did not reach the budget3.
- Something stopped. Count how many items on the stop list have actually stopped by the end of the first quarter.
- People can name the priorities. A month later, ask managers two levels down to list the company's priorities without looking. Compare the result with the 55% baseline in Sull's study2.
- The team plans add up. Check that every company priority has at least one team plan serving it, and that no team plan serves none.
- The quarters are scored. At each quarterly review, every priority gets a score against its measure. A priority nobody reports on has been dropped, whether anyone said so or not.
Annual planning offsite checklist
12 or more weeks before the year starts
- Retreat date set, before the budget deadline
- Everyone who must attend confirmed
- Long-term strategy checked, or a strategy reset planned first
- Last year's plan compared with what actually happened
2 to 4 weeks before
- Forecast for the current year ready
- Market read, commitments and capacity written up
- Questions sent to the team, with answers kept anonymous
- Venue, food and travel booked
1 week before
- Answers in, and the agenda built around where the team splits
- Short pre-read sent, with last year's delivery count on page one
- Maximum number of priorities agreed
- Someone named to record decisions as they are made
On the day
- Write before talking on each big question
- Money allocated in the same session as the priorities
- A stop list, one item per leader
- Premortem on the plan
- One owner, a measure, a date and a reopen trigger on every priority
After
- Written record to attendees within two days
- Priorities shared with the whole company within a week
- Team plans drafted and reviewed side by side within four weeks
- Budget locked around the priorities
- Monthly check-ins and quarterly reviews in the calendar
Questions leaders ask before the annual retreat.
What is an annual offsite?
It is a once-a-year meeting away from the office. There are two kinds. A company-wide annual retreat brings everyone together to look back and connect. An annual planning retreat brings the leadership team together to decide next year: a few priorities, what they cost, what stops, and who owns each one.
How long should an annual planning offsite be?
A full day for most leadership teams. Half a day works when the direction is already clear and only one or two priorities are changing. Two days suits a company resetting several priorities at once; the second morning opens on what the first day decided.
When should we hold annual planning?
About 8 to 10 weeks before the new financial year starts. That is late enough that this year's numbers are real, and early enough that the budget can be built from the priorities rather than the other way round, and that each team has time to plan its own part.
Who should attend an annual planning retreat?
The people who own the bet and the people who have to carry it: the CEO, the finance lead, the heads of the largest functions, the head of people and whoever turns the day into the plan. Keep it small enough that everyone speaks.
What should be on an annual planning agenda?
The decision the year turns on, what it costs, what stops to pay for it, what could break it, and who owns each part. The sample above does it in that order, with a method for each so every block ends in something written down.
How many priorities should come out of annual planning?
Three to five for the whole company, each with one owner, a measure and a date. More than that and people stop being able to name them. If a new priority is added on the day, one already on the list should come off.
How does annual planning connect to the budget and quarterly goals?
The retreat decides next year's priorities. The budget then funds them, so it should be built after the retreat, not before. Quarterly goals, such as OKRs, break each priority into what each team delivers in the next 90 days, and are reviewed and adjusted every quarter.
What should we bring to the annual planning retreat?
Last year's plan compared with what actually happened, the forecast for the current year, a short read on the market, what is already committed for next year, and the team's real capacity. Last year's delivery record is the best guard against promising too much.
Do we need a facilitator for a strategic planning retreat?
No. Your own leader can run the day from one screen with one button, and every block says what it is for and when it is done. If you bring a facilitator, they keep reading the room while Throughline keeps the clock and the record.
How do we make sure the plan actually happens?
Leave with owners and dates on every priority, share the plan with the whole company within a week, and have each team draft its own part within a month. Then check in on a rhythm. Throughline sends each owner a one-click check-in by email, counts a missed one as off track, tells their manager, and never shows a priority as healthier than its weakest part.
Why do annual plans fail?
Usually for four reasons: the plan makes few real decisions, there are too many priorities for anyone to remember, the budget does not move to match the new priorities, and the estimates are too hopeful. The guide above covers the research on each and what to do about it.
Is a strategy away day the same thing?
Yes. In the UK an annual planning retreat is often called a strategy away day or an SLT away day. The agenda and the questions are the same.
Sources
- Michael C. Mankins and Richard Steele, "Stop Making Plans; Start Making Decisions," Harvard Business Review, January 2006. hbr.org
- Donald Sull, Rebecca Homkes and Charles Sull, "Why Strategy Execution Unravels, and What to Do About It," Harvard Business Review, March 2015. hbr.org
- Stephen Hall, Dan Lovallo and Reinier Musters, "How to put your money where your strategy is," McKinsey Quarterly, March 2012. mckinsey.com
- Roger Buehler, Dale Griffin and Michael Ross, "Exploring the 'Planning Fallacy': Why People Underestimate Their Task Completion Times," Journal of Personality and Social Psychology 67(3), 1994. doi.org
- Dan Lovallo and Daniel Kahneman, "Delusions of Success: How Optimism Undermines Executives' Decisions," Harvard Business Review, July 2003. hbr.org
- Google re:Work, "Set goals with OKRs." rework.withgoogle.com
- Edwin A. Locke and Gary P. Latham, "Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey," American Psychologist 57(9), 2002. doi.org
- Garold Stasser and William Titus, "Pooling of Unshared Information in Group Decision Making," Journal of Personality and Social Psychology 48(6), 1985. doi.org
- Dan Lovallo and Olivier Sibony, "The case for behavioral strategy," McKinsey Quarterly, March 2010. mckinsey.com
- Gary Klein, "Performing a Project Premortem," Harvard Business Review, September 2007. hbr.org
- Jeffrey P. Bezos, 2015 Letter to Shareholders, Amazon.com, Inc. s2.q4cdn.com
- Gabrielle S. Adams, Benjamin A. Converse, Andrew H. Hales and Leidy E. Klotz, "People systematically overlook subtractive changes," Nature 592, 2021. nature.com
Written by Tom Olajide, Founder. Survey figures are quoted with the year they were collected. Last reviewed September 24, 2026.
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