The BBC at a glance

Our role and purpose
The BBC serves the public interest throughthe promotion of its six public purposes

Sustaining citizenshipand civil society
The BBC provides highquality news, current affairs
and factual programming
to engage its audiences inimportant current eventsand ideas.

Promoting educationand learning
Education and learning lie
at the heart of the BBC’s
mission and have a part toplay in the delivery of all its
public purposes.

Stimulating creativity
and cultural excellence
The BBC encourages
interest, engagement andparticipation in cultural,creative and sporting
activities across the UK.

nnThe BBC exists to serve the public, and its

mission is to inform, educate and entertain.
Within the overall public purposes, the Trustsets the strategic framework for the BBC, andthe Executive, led by the Director-General,delivers the BBC’s services and creative output.

02



Representing the UK,
its nations, regions
and communities
The BBC reflects theUK’s many communities,
promoting awarenessof different cultures andviewpoints, but also brings
audiences together for
shared experiences.

Bringing the UK tothe world and theworld to the UK
The BBC supports a global
understanding ofinternational issues andbroadens UK audiences’
experience of different
cultures.

Delivering to the public
the benefit of emerging
communications,technologies and services
In promoting its otherpurposes, the BBC helps
audiences to get the bestout of emerging media
technologies.

nnThe following pages outline the strategic

objectives agreed by the Trust and the Executive
and provide some highlights illustrating how theBBC has worked to achieve them.

BBC Annual Report and Accounts 2013/14

Overview

The BBC’s objectives
This year the BBC has aimed to deliver four strategic objectives

Quality anddistinctivenessValue for money

Openness andtransparency

Serving all audiences

All BBC services should
offer high-quality content
that is distinctive in termsof its creative ambition,high editorial standards
and its range and depth.

The BBC should improvevalue for money and open
itself to external scrutiny ofthis area. It should become
more efficient and increase
investment in content
whilst reducing overheads.

The BBC should enable
the public, and the market
in which it operates, tounderstand how it spends
its money, how it performsand what it plans to do next.

The BBC should reflect
the diversity of its
audiences in both its
programmes and its
workforce. All audiences
should have access torelevant BBC services.

In light of a new strategy agreed during the year, the Trust andExecutive have agreed some changes to these objectives
Make the most creative anddistinctive output

Innovate online to create a more
personal BBC

nnCreate outstanding content to build

nnInnovate fast online and enhance

the BBC’s reputation in key genres
and make each service as distinctive as
it can bepeople’s personal connection
with the BBC

nnEnsure the BBC reflects the diversityof the UK

Serve all audiences
nnMaintain the mass appeal of channels
nnPursue universal access on new

platforms and keep pace with new
consumption behaviours

nnBetter reflect the different nations,regions and communities

BBC Annual Report and Accounts 2013/14

Improve value for money through asimpler, more efficient and more
open BBCnnCreate a simpler, more efficientand more open BBC

nnBuild new creative partnerships
nnEngage staff with the strategy03

The BBC at a glance

Serving everybody with a range ofgreat content delivered in new ways

Reaching new audiences
Audience reach
Percentage of UK adults who
use BBC TV, radio or online
each week.

Total time spent
Length of time these audiences spend
with the BBC each week.

96%

18.5 hours
2012/13: 19.5 hours

2012/13: 96%

Highlights of the year

Leading the way with digital content

Doctor Who
The Doctor Who 50th Special was shown on TV in 98 countries;
was broadcast in 15 languages; and sold 649,138 cinema tickets
in 25 countries. In the UK it was watched by an average audienceof 12.8 million, plus an additional 3.2 million iPlayer requests.
Wimbledon
A peak audience of
17.0 million viewers
watched Andy Murray
win Wimbledon,the highest for a
Wimbledon final sinceat least 2002 (whencurrent measurementbegan). 94% of theaudience felt theBBC’s coverage washigh quality.

Introducing iWonder
In March 2014, knowledge and learning sites on BBC Online(which includes iWonder) achieved record reach, visited by
5.6 million UK internet browsers on average per week.

BBC Weather app
The BBC Weather app, releasedin June 2013, has been downloaded
6.3 million times.

NewsThe day of the birth of HRH Prince
George was a record day for global
performance on BBC News Online– visited by 19.4 million browsers
from around the world.

04

CBeebies app
The CBeebies app, released inAugust 2013, has been downloaded
2.4 million times.

BBC Annual Report and Accounts 2013/14

Overview

Better value for money

Cost per household

Ongoing savings

Public support for the licence fee

A six-year licence fee settlement wasagreed in 2010 which has frozen thelicence fee at £145.50 until 2017.

We have saved £374million p.a. so far
through our Delivering Quality First
programme and are on track to achieve
the full £700million p.a. savings requiredby 2016/17.

53% of the public support the licence
fee as the means of funding the BBC,compared with 26% for advertising and
17% for subscription.

40p

£374m

Per day

2012/13: 40p

Monthly spend by licence fee£12.13 per household

Source: Ipsos Mori

BBC spend in the creative economy 2013/14
Total of £1.1bn
BBC performing groups £25m
(2012/13: £24m)

Radio £2.30(2012/13: £2.30)

Artists, contributors
and copyright £282m(2012/13: £282m)

Online £0.61(2012/13: £0.61)
Other services andproduction costs £0.73(2012/13: £0.49)

Acquired programmes
transmitted £59m
(2012/13: £70m)

Licence fee collection andpension deficit costs £0.49(2012/13: £0.49)

External programme facilities
and resources £257m(2012/13: £232m)

Television £8.00(2012/13: £8.24)

Independent programmes transmitted £484m(2012/13: £490m)
2013/14Spend
per year£m

Television
Ten channels
Radio
15 network stationsand Local RadioOnline
BBC Online and BBC iPlayer
Other services andproduction costs
Licence fee collectionand pension deficit costs% oflicencefee

2012/13Spend
per year£m% oflicencefee2,276 66 2,472 68
650 19 670 19
174
205
151

564

177
133
160

The cumulative impact and spending power of over
20 million television licences can deliver more than contentalone. As well as in-house staff, we are able to provide work
for many freelance individuals and thousands of large andsmall businesses across the UK – delivering sustainable
benefits to digital and creative industries, as well as thewider British economy.

544

The above analysis corresponds to UK PSB Group content expenditure on page 122, although thecosts incurred to generate other income are excluded as they are not funded from the licence fee.

BBC Annual Report and Accounts 2013/1405