Part Two: Strategic report – How we run the BBC

How we run the BBC

Management of the BBC’s relationships
with staff, organisations and partners
BBC Annual Report and Accounts 2013/14

73

Strategic report – How we run the BBC

How we run the BBC
Working together for a more efficient BBC

2013/14 has been a challenging year for the BBC and a periodof substantial change. Responding to public criticism of ourmanagement of the Digital Media Initiative and severance
payments, the BBC has put in place an improved approach toproject management and in September implemented reformed
severance and notice policies and practices. In May, the publicationof the ‘Respect at Work’ report heralded a new approach to
tackling bullying and harassment in the workplace and througha blend of training, engagement and policy and process
improvements, the BBC is creating a culture built on respect
between colleagues. Throughout the year, our people havedelivered outstanding content to our audiences whilst theorganisation continues to drive the organisational change
necessary to deliver efficiencies, a more effective operation
and a sustained change in the culture of the organisation.
1. Delivering change
Driving efficiencies within the divisions of the BBC has aninevitable impact on jobs and we continue to be fully committed
to managing job losses through redeployment and retraining
wherever possible. Since October 2011, when the DQF
programme began, we have closed 2192 posts, a total of 1000
voluntary redundancies have been accepted and we redeployed
458 people into continuing and fixed-term roles, resulting in just247 compulsory redundancies. Although consultation with our
Trade Unions has been constructive there were five days of
strike action taken by tour guides over the year.
To supplement the help we provide to staff at risk of redundancy
we increased the career support offered to staff to include aneasily accessible online toolkit and workshops to help individuals
identify development needs and suitable career options.
Filming BBC One courtroom drama Silk74



We take care to ensure that we balance the redeployment anddevelopment of our workforce with external recruitment of
talent, bringing greater diversity and fresh ideas into the BBC.
We continue to focus on developing our leaders, through a rangeof training and development programmes and workshops.
We regularly measure staff engagement, and the last staff survey
in 2012 reported high levels of commitment (90% of staff felt
proud to work for the BBC, and 97% were committed to playing
their part in delivering great quality and services). The survey
also reported a desire for improved communication and career
support, along with stronger leadership and performance
management. During 2013/14, we have taken action in each ofthese areas. Additionally, in summer 2014, we will run the firstquarterly survey enabling us to track progress as a result of action
taken to deliver recommendations from the 2013 ‘Respect atWork’ report.
2. New ways of working
This year we completed our move to New Broadcasting House
with over 6000 staff now working in central London. For the firsttime, the BBC’s national and global journalism teams are working
together on the same site, alongside Radio 1 and 1Xtra, thecommissioning and scheduling teams for BBC One, Two, Threeand Four, and all of the television factual teams based in London,including BBC One’s The One Show. The migration was completed
in April 2013 and on Friday 7 June the building was officiallyopened by Her Majesty The Queen.

Radio 5 live gallery at MediaCity UK, Salford

BBC Annual Report and Accounts 2013/14

Radio 1Xtra presenter Sarah-Jane chats to festival-goers at Radio 1’s Big Weekend in Derry~Londonderry

3. A fair deal
Since 2009, the BBC has implemented pay settlements thatare less than inflation and in 2013 working within our financial
constraints, we structured the pay deal to ensure that the lower
paid benefited with an increase close to CPI whilst limiting thepay increase to 1% for higher paid employees: for staff, other thansenior managers, we implemented an £800 flat rate increase,with a minimum increase of 1%.

4. Our people
The ‘Respect at Work’ report, published on 3 May 2013,
recommended 24 actions to build a more supportive culture at
the BBC. We have made progress in delivering these including:launching a bullying and harassment confidential help line;
reforming our bullying and harassment policy and process forhearing complaints; and implementing new training on managing
bullying and harassment, and we continue to review and makefurther improvements.

Part Two: Strategic report – How we run the BBC

The BBC is here to serve all audiences across the UK and spend
as much of the licence fee as possible on content across television,
radio and online. In November 2013, the BBC unveiled a new
creative vision for Birmingham and a commitment to making the
Mailbox the home of the teams who deliver entry level training
schemes, talent and skills development, BBC apprenticeships, andtraineeships. Further roles from central HR, the Academy andcentral Internal Communications were announced in May 2014,
resulting in the relocation of nearly 200 jobs to Birmingham by
mid-July 2015. The BBC’s relocation strategy, including rationalising
our property portfolio in London, means that further relocations
are anticipated.

We have published details of the number and outcome ofbullying and harrassment cases within our Equality reportand you can download this information at: bbc.co.uk/diversity/
strategy/equalityreport2013/
Over the last 12 months, headcount has increased from 16,534
to 16,672 largely due to additional staffing required to deliver key
programmes and events such as the Commonwealth Games andour coverage of the Scottish referendum. We have also provided
re-investment funding from our DQF savings to Future Media torecruit staff with the skills we need to deliver the BBC’s strategic
priorities; development of iPlayer and delivery of more
personalisation online.

In 2012, the BBC reviewed the use of Personal Service Companies
as a means of engaging presenters and contributors and this year
Table 1: Total average public service broadcasting headcountwe agreed a new test with HMRC to determine tax status for all(equivalent full time)
our on-air talent who work in news and television. As a result,Total
as contracts are due for renewal, we have applied the test and18,860those news and television presenters who are deemed employees Year end 2005/6
have transferred to employment status with PAYE deducted atYear end 2006/7
17,914source with more expected to follow in 2014. Details of the newYear end 2007/8
17,677
employment test can be found at: bbc.co.uk/partnersandsuppliers/
Year end 2008/9
17,078freelancers/onairtalent.html
We have also reformed our severance policies and practices,
introducing a cap on contractual redundancy pay, reducing notice
periods of Executive Directors, ceasing the practice of payment
in lieu of notice in addition to severance and introducing a new
and robust governance and approvals process.

BBC Annual Report and Accounts 2013/14

Year end 2009/10

17,238Year end 2010/11

17,242

Year end 2011/12

16,858Year end 2012/13

16,534

Year end 2013/14

16,67275

Strategic report – How we run the BBC

Table 2: UK PSB staff by nation (equivalent full time) %31 Mar2014

31 Mar2013

31 Mar2012

31 Mar2011

England (excl. London)

33

32

33

25

London

47

48

48

55

Scotland

8

7

7

8

Wales

8

8

8

8

Northern Ireland

4

4

4

4

2013/142012/13

Table 3: Senior manager headcount by salary band
BAND

Under £70,000

10

21£70,000-£99,999

161

171

£100,000-£129,999

93

111

£130,000-£159,999

73

67£160,000-£189,999

34

31£190,000-£219,999

17

22£220,000-£249,999

95£250,000-£279,999

1

3£280,000-£309,999

2

3£310,000-£339,999

22£340,000-£369,999

00£370,000-£399,999
Total*

1

1

403

437

* Total excludes Executive Board members.

Our workforce
Approximately 80% of our people work in roles directly related
to our content**. They work in the following areas:

27% in Content making
This involves areas such as editorial production, technical production
and commissioning. The most common roles are Producer,
technical operator, assistant producer and researcher. These roles
work on new programme ideas and the editorial and technicalproduction of television and radio programmes and online content.
11% in Technology
This includes areas such as systems and operations, strategy &delivery, research and development and user experience anddesign. The most common roles are engineers, broadcast
engineers (who provide the support for the technology used in
producing and broadcasting our output) and software engineers(who produce web tools for use by editorial staff to power
products such as iPlayer).
10% in Content management
This includes areas such as production management, information
management, staff and production scheduling and programmescheduling. The most common Content management roles areproduction coordinator, media manager and production manager(who help realise editorial plans within operational and financial
constraints by managing a production from the green lightthrough to delivery).
The other 20% fulfil a range of functions including corporate
governance and essential support to content making areas suchas communications, marketing & audiences, and legal, rights &business affairs. This group also includes assistants and roles suchas safety advisers who work directly with content makers to help
make our programmes. In 2014, we will complete an efficiency
review which will provide the opportunity to examine all of our
support functions and ensure they provide value for money.
**Information as at October 2013.

32% in Journalism
Within Journalism the three most common roles are broadcast
journalist, senior broadcast journalist and broadcast assistant.
These roles write and produce a wide variety of material in text,
audio and video format. They produce radio/television/online
bulletins and content.
David Beckham alongside Sir David Jason and Nicholas Lyndhurst in a special edition of Only Fools and Horses for Sport Relief76

BBC Annual Report and Accounts 2013/14

Severance pay
In 2013, the BBC implemented reforms to contractual severance terms, improved the governance of severance decisions andcommitted to publishing the number and levels of severance payments made in the financial year. In 2013/14, there has been asignificant reduction in the number and cost of severance payments and since September 2013 there have been no severance
payments over £150,000 and no payments in lieu of notice made in addition to severance. Dame Fiona Reynolds (Senior Independent
Director) undertook a full review of severance payments made in 2013/14 and the full report of that review can be downloaded from:bbc.co.uk/aboutthebbc/insidethebbc/howwework/reports/bbc_review_severance_payments_2013_14.html
Severance payments 2012/13 and 2013/14 (all staff, including senior managers*)
1 Apr 13-31 Aug 13
Payment band

Spend £000

1 Sep 13-31 Mar 14

Volumes

Spend £000

Total 2012/13

Total 2013/14

Volumes

Spend £000

Volumes

Spend £000

Volumes

Under £10,000

66

11

51

6

117

17

304

48

£10,000-£49,999

2,482

83

2,901

103

5,383

186

12,863443£50,000-£74,999

1,871

30

2,289

38

4,160

68

8,453

137

£75,000-£99,999

3,048

36

3,004

35

6,052

71

7,821

91

£100,000-£150,000

2,937

25

4,191

34

7,128

59

5,932

51

Over £150,000

2,762

12**

Total

13,166

197

–

–

2,762

12

4,825

23

12,436216

25,602413

40,198793

Payments in lieu of notice 2012/13 and 2013/14 (all staff, including senior managers*)
1 Apr 13-31 Aug 13

1 Sep 13-31 Mar 14

Total 2012/13

Total 2013/14

Spend £000

Volumes

Spend £000

Volumes

Spend £000

Volumes

Spend £000

Under £5,000

18

6

2

1

20

7

30

Volumes

11£5,000-£9,999

37

5

10

1

47

6

114

15

£10,000-£19,999

39

3

12

1

51

4

66

5

£20,000-£29,999

–

–

–

–

–

–

75

3

£30,000-£49,999

–

–

–

–

–

–

122

3

Over £50,000

–

–

–

–

–

–

533

3

Total

94

14

24

3

118

17

940

40

Severance payments 2012/13 and 2013/14 (senior management staff*)
1 Apr 13-31 Aug 13

1 Sep 13-31 Mar 14

Total 2012/13

Total 2013/14

Spend £000

Volumes

Spend £000

Volumes

Spend £000

Volumes

Spend £000

Volumes

Under £10,000

–

–

–

–

–

–

–

–

£10,000-£49,999

40

1

40

1

80

2

–

–

£50,000-£74,999

–

–

–

–

–

–

63

1

Payment band

£75,000-£99,999

176

2

189

2

365

4

176

2

£100,000-£150,000

130

1

954

7

1,084

8

920

7

Over £150,000

2,088

8

–

–

2,088

8

3,904

18

Total

2,434

12

1,183

10

3,617

22

5,063

28

* Excluding on-air talent.
** The 12 payments over £150,000 were cases which were in the pipeline before the new system came into effect, and were all made to individuals who left the BBC before 1 September 2013.

BBC Annual Report and Accounts 2013/14

77

Part Two: Strategic report – How we run the BBC

Payment bandStrategic report – How we run the BBC

Talent2012/132013/14
Spend
£000s

Volumes

Spend
£000s

Volumes

Variance£000s

Under £50k

93,20245,15497,35047,020(4,148)£50k-£100k

44,398662

43,177645

1,221£100k-£150k

14,578123

15,202126(624)£150k-£250k

15,50383

15,96683(463)£250k-£500k

8,237

25

9,366

27

(1,129)£500k-£750k

6,598£750k-£1m

787£1m-£5m

4,215

Organisations**
Total

5,076
14*

1,568

1,522
14*

5,633

(781)
(1,418)

6,716

2,229

6,980

2,019

(264)

194,234

48,290200,318

49,934(6,084)* The number of individuals in the £500,000+ categories has been aggregated in order toprotect the personal information of those individuals, in line with data protection bestpractice.
** Organisations are a group of individuals contracted as one – for example an external
orchestra – so it is not possible to list numbers of individuals against this spend.

In its dealings with talent the BBC strives to be the place where
the best artists want to work to deliver great programmes.
Our continuing challenge is to appropriately reward the talent
who make our programmes rich, distinct and diverse for theirefforts and creative input, while at the same time drive the bestvalue for licence fee payers. In 2008, the BBC made a commitment
to reduce the amount we spend on top talent, and to keep theoverall amount spent on talent flat, for the five years to 2013.
Over the period we have delivered spend against this commitment
with top talent (those earning over £100,000) reduced from
£71million in 2008/09 to £49million and over and above theoriginal commitment we have also reduced the overall spend on
talent from £229million to £194million. We continue to review
our approach to talent to take account of changes in the market,
and the BBC’s strategic priorities.

Going forward, the BBC is committed to maintaining its efforts toinvest in, nurture and develop new talent, and to keep total talent
spend proportionate to content spend. The BBC will keep total
talent spend to no more than 16% of overall internal spend oncontent. In 2013/14, the amount spent on talent represents 14.6%of the internal spend on content.
We will continue to publish the amount spent on talent in the fee
bandings, in order to maintain our commitment to transparency.
Diversity
Diversity enhances the BBC’s originality and distinctiveness.
We know that sharing diverse perspectives and ideas and listening
to our audiences, results in the very best creative and innovative
programming and technology.
This year, corporate activity has included using the data fromlast year’s research and analysis work to implement targetedinterventions where they can have the most impact. We haveused data to improve divisional understanding of diversity trends
and have implemented recommendations from last year’s
Disabled Staff Engagement Project, including launching the ‘Elev8’
mentoring scheme for disabled staff. Building on that success wehave now developed a similar scheme for Black and Minority
Ethnic (BME) staff called ‘Rise’, which launched in June 2014.
In 2013, we developed a new disability website which provides
information and advice for disabled staff and their managers andintroduced a system to ensure that all new and existing IT isassessed for accessibility. Additionally, we have continued to build
equality and diversity considerations into all our major contract
procurement processes.
Last year we reported that increasing staff understanding ofdiversity would be a priority in 2013. Face to face training for line
managers on supporting disabled staff is now being rolled out and‘Unconscious bias’ training is being delivered to BBC leadershipteams prior to wider rollout. We also reported on our intention
to increase female representation in our output. Television has
committed to increasing the proportion of women on panel shows
and in English Regions a programme of activity to help identify anddevelop talented female on-air presenters is well underway.

Radio 1 Academy in Derry~Londonderry78



BBC Annual Report and Accounts 2013/14

BBC School Report students in the BBC News studio

At divisional level, two major successes have been the expansionof Radio 1 and 1Xtra’s ‘Take it On’ scheme with its innovative
approach to attracting diverse applicants via new models of
recruitment and BBC North’s ‘Salford Ambassador’s Creative
Hub’ project which aims to increase social mobility and reachunder-served audiences by bringing editorial staff together withsocially diverse young people and communities. News is taking
the lead in actively creating movement across teams to provide
development opportunities for staff and at the same time allow
new and diverse staff to gain experience in various roles. TV
continues to work in partnership with the ‘Mama Youth Project’and in early 2014 we announced apprenticeships opportunities
in partnership with the Stephen Lawrence Trust.

Priority areas for 2014 are: targeted leadership development for
BME, disabled and female staff; further activity to increase access to
the BBC for those from socially and ethnically diverse backgrounds;
and measures to increase the retention and development of
disabled and BME staff. In addition, we will continue to findcreative and practical ways to increase diverse portrayal on-air/screen and will enhance processes to monitor diverse portrayal
in order to help inform editorial decision making.

We monitor the profile of our workforce to help ensure we
look and sound like our UK audiences and this year we havebegun to monitor the diversity of freelancers. Workforce targets
for BME and disabled staff (and women in future media andtechnology) help to focus our efforts on groups that are under
represented compared to the wider UK population. The tablebelow shows progress against targets agreed in January 2013.
Diversity: percentage of total staff
Employee group

Mar
2014

Mar
2013

BME – all staff

12.6%

12.4%

BME – senior managers

6.8%

6.6%

BME – wider leadership*

8.7%

8.7%

Disabled – all staff

3.8%

3.7%

Disabled – senior managers

2.6%

3.2%

Disabled – wider leadership*

3.1%

3.1%

Women – all staff

48.6%

48.6%

Women – senior managers

37.2%

37.4%

Women – wider leadership*

40.9%

41.4%

* Wider leadership includes grades 10, 11 and senior managers.

BBC Annual Report and Accounts 2013/14

More about the BBC’s diversity policy can be found at:bbc.co.uk/diversity
Training and apprenticeships
2013/14 has seen 98% of BBC staff receive a total of 46,000 daysof face to face training and a broad range of online learning,with 98% of line managers reporting that teams are more
effective as a result.
from supporting iPlayer ‘in the Cloud’ to developing new skills
in data journalism, training has helped transform the BBC froman analogue broadcaster into a cutting-edge digital innovator.
The BBC Academy’s ‘Fusion programme’ aims to break down
the boundaries between technical and creative skills, this year
reaching 4,400 delegates with 50+ events across the UK.
a strong focus on creativity saw our ‘Creative Leadership
Programme’ reach over 1,000 delegates. Key highlights
included supporting the launch of the creative vision for
BBC Four and working with BBC Drama and Worldwide ona creative strategy to expand Doctor Who into new markets.
the introduction of a single BBC Academy web presence
has led to an extraordinary increase in our reach online.
The number of people accessing our online learning(inside and outside the BBC) has risen to over 1.54 million.
This represents a 100% rise on last year’s figure and reflects
the huge scale and quality of the industry best practice that
we now curate and share across the wider industry.

79

Part Two: Strategic report – How we run the BBC

Filming BBC Two’s Turks and Caicos

Strategic report – How we run the BBC

in October 2013, the Director-General pledged that 1% of theBBC’s workforce would be made up of apprentices by the endof the current Charter period. From a base of just 37 this time
last year, we are on target to reach our goal of 170 apprentices
during 2014/15 – two years ahead of schedule.
boosting the number of women on air has seen the BBC
Academy deliver a series of ‘Expert Women’ training events
focused on areas where women tend to be underrepresented. Of the 168 graduates of the ‘Expert Women’s
Day’ programme, over 70 have, so far, made more than 250
appearances on TV and Radio. This conversion rate of 42%
significantly exceeds our initial target of 20%. ‘Women In
Radio’ also saw the BBC Academy join forces with BBC English
Regions to deliver training events for 90 female would-bepresenters, selected from more than 1,000 applicants.

We have been proud to see ‘The Space’, our joint venture with
Arts Council England move from pilot phase to a three-year
digital project due to relaunch in the summer of 2014. In 2013,‘The Space’ yet again provided groundbreaking digital content
with a ten hour live stream of the Globe’s Henry VI from Monken
Hadley Common in Barnet and the world premiere of
Stockhausen’s Helicopter Quartet, performed in four helicoptersover the West Midlands.

In Television, a new partnership with the National Maritime
Museum in late 2013 led to a number of rare exhibits being filmed
for the David Dimbleby series Britain and the Sea, with themuseum also creating a free audio guide to paintings and objects
linked to the series, as well as hosting special events at themuseum. Our partnership with RIBA enabled users to vote on
their own favourite building and led to a partnership around
The Brits Who Built the Modern World. The BBC Four series wassound quality across televion and radio is a matter ofbroadcast in February 2014 and RIBA staged a complementary
passionate debate and, this year, the BBC Academy’s ‘Sound
exhibition telling the story of British architecture, including a panel
Matters’ programme has supported the industry to set
discussion with all the architects featured in the series. Similarly,
common standards. As well as hosting engineering events withthe collaboration with the National Theatre marking their 50th
the International Association of Broadcast Manufacturers
Anniversary in November led to a two-part Arena documentary(IABM), we’ve also toured the UK with events in London,on BBC Four and on BBC Two accompanied by a once in a lifetime
Bristol, Cardiff, Salford, Glasgow and Belfast, reaching
live performance of extracts from some of the National Theatre’s
600+ delegates.
greatest productions. The centenary of the First World War
has also led to a multi-faceted partnership with the Imperial War
Partnerships
Museums which covers a number of enterprises during the life
The last 12 months has seen a big rise in the number andof the anniversary. The projects that are under way so far are:complexity of partnerships across the BBC both in terms of aWorld War One at Home, led by the BBC’s English Regions andmaturing of established partnerships and the creation of highly
involving all the Nations; Voices of the First World War, a radio
innovative new initiatives. The BBC’s Television, Radio, Strategy
archive collaboration; and The Great War, an archive preservation& Digital, Technology and Research & Development divisions all
project to complement the documentaries being made. We havecreate and support a wide range of partnerships, a few of which
also entered into our first educational MOOC (Massive Openare highlighted here.
Online Course) around WW1 with Futurelearn, a subsidiary of
the Open University.

Production crew and cast filming BBC WW1 drama The Crimson Field

80

Lyse Doucet presenting World Have Your Say from the 100 Women conference

BBC Annual Report and Accounts 2013/14

Crowds watching the main stage at Radio 1’s Big Weekend in Derry~Londonderry

We continue to demonstrate our commitment to the open
internet and open data, signing memorandum of understanding
with leaders in the sector including the Open Data Institute,
Europeana and Mozilla. In collaboration with Jisc, we continue todevelop the ‘Research & Education Space’ project, building upon
the power of rich linked open data in order to make large
quantities of media and archive metadata accessible to learners
and teachers across the UK. The BBC, British Library and British
Film Institute continue to work closely together to archive Britain’s
audio-visual heritage, seeking to broaden access to radio andtelevision history for scholars, researchers and students.
Our commitment to extend our reach across digital platforms
has led to syndication of our products to media and technology
companies, such as our partnership with Freesat, which makesa bundle of BBC apps (iPlayer, News and Sport) available toaudiences. Following the successful launch of Connected Red
Button (CRB) on Virgin TiVo, we have been working alongside
TV and set-top box manufacturers of all sizes to enable CRB ona wide range of devices in 2014.
The BBC’s R&D division is a strategic partner in the Connected
Digital Economy Catapult (CDEC), part of the UK Government’s
initiative run by the Technology Strategy Board to establish a
network of seven ‘Catapults’ to support innovation by UKbusiness. In a similar vein, R&D has held a place on the Steering
Board of the Networked Electronic Media initiative since 2004,
which seeks to guide the development of electronic media

BBC Annual Report and Accounts 2013/14

for the benefit of European citizens and links the BBC withrepresentative partners from across the entire European creative
industries sector. The BBC is also a leading and proactive memberof the European Broadcasting Union, the EBU.
In the past year, we have again committed to two pan-industry
partnerships – the Digital Production Partnership which has
successfully promoted and underpinned a digital change initiative
bringing common file-sharing to the wider production community,and ‘Project Albert’, the sustainable production consortium led
by BAFTA which supports low carbon content creation.
We also have a number of vibrant city partnerships such as thosewith Birmingham and Bristol which cement our local relationshipthrough creative, cultural, business and educational initiatives.
Outreach and corporate responsibility
A responsible BBC
We aim to be an industry leader in responsible business
management.
Corporate responsibility
We run our business in a responsible manner, as expectedby the licence fee payer – that means the way we treat ouraudiences, our staff and everyone else. We demonstrate
this in a number of ways, including by sharing our skills andexperience to benefit the wider industry and by acting in afair and transparent way. The BBC Corporate Responsibility
Performance Review 2014, published alongside this document
and produced by BBC Outreach & Corporate Responsibility
can be found at: bbc.co.uk/outreach/reports

81

Part Two: Strategic report – How we run the BBC

As digital technology evolves we are increasingly finding new
ways to deliver content to our audiences. This year this has
included new forms of interactive entertainment such as eBooks
and interactive video. As part of the BBC’s Music strategy wehave partnered with Spotify, YouTube and Deezer to create
BBC Playlister enabling our audiences to discover new music
and have also worked with Everything Everywhere to help
audiences navigate Glastonbury live and on-demand content.

Strategic report – How we run the BBC

Outreach
Outreach at the BBC means reaching out to engage new or
harder to reach audiences using face-to-face activities. Last
summer, young people from Derry~Londonderry filled over
5,000 places on showcases, practical workshops, Q&A sessions
and masterclasses as part of the BBC Learning Radio 1 Academy
in the run-up to the Big Weekend. BBC News School Report isone of the projects which helps us reach a younger audienceby engaging 11-16 year olds in news reporting, and the BBC
Performing Groups, along with the ‘Proms Plus’ programme,
helps us engage new audiences with classical music.

Environmental sustainability
Our sustainability strategy, The Difference, focuses on targets
aimed at reducing the environmental impacts of our operations,on embedding sustainable practices in our core business ofmaking programmes – ‘sustainable production’ – and inspiring
BBC staff to take action in the workplace. This year we haveachieved strong reductions as expected in energy consumption,
reducing CO2 emission by over 20,000 tonnes as we exit older
properties such as Television Centre and Bush House and occupy
modern environmentally-rated buildings such as MediaCityUK in
Salford and New Broadcasting House in London, and we expect
this trend to continue. Emissions from travel have increased
BBC Outreach & Corporate Responsibility reaches out tohowever, as we travel more both internationally and between
audiences living in the communities where we have large numbers
our UK locations. Building on the success of albert, the carbon
of staff, using volunteering and face-to-face activities. A highlight
calculator, we have launched albert+, a new certification schemefrom this year is the ‘Talent Ticket’ project, a unique partnershipfor sustainable production which helps production teams work
between BBC Outreach Bristol, the University of the West of
in more sustainable ways and acknowledges their achievements.
England (UWE) and 12 of Bristol’s lowest attaining schools.
So far, five BBC productions, including one made for us by an
1,500 Year 9 pupils in ten Bristol schools took part in a number
independent production company, have achieved the certificate
of workshops designed to engage them in creative media skills
and we will be extending this initiative over the coming year.
and learn more about BBC careers in March 2014.
You can read more about this area of our work in the BBC
Human rights
Corporate Responsibility Performance Review, and other
The BBC takes human rights seriously, at home in the UK andsustainability publications at: bbc.co.uk/sustainability
across the globe. Every member of staff has the right to returnhome in the same state of health in which they left for work, andto form and join trade unions. Some staff are required to workin high-risk environments, such as those in hostile surroundings,
covert filming or covering events such as terrorist incidents.
Our High Risk Team advises and oversees training and provisionof equipment for staff to ensure they are appropriately prepared
to undertake their role. Our Terms of Trade requires any suppliers
we work with, and any sub-contractors they use, to adhere to
the codes of practice published by the Equality and Human Rights
Commission and the Equality Commission Northern Ireland.

Year 6: 2013/14
TargetPerformance
2015/16 against baseline

BBC environment targets

Absolute reduction in energy
consumption

-20%

-20%

Absolute reduction in CO2emissions from buildings

-20%

-19%

Reduction in water use(per person)

-25%

-21%

-25%

-85%

70%

64%

-20%

+11%

Greenhouse Gas emissions
Greenhouse Gas emissions (tonnes CO2 emissions, scopes 1 & 2):
Carbon intensity (tonnes CO2 emissions/Total Group Income £m):

119,517
23.6

Reduction in waste (tonnes)
to landfill (per person)% of waste recycled
Reduction in transport CO2
emissions (per BBC user)

Notes on table
Greenhouse Gas data is for UK-based operations; detailed information and explanatory
notes can be found in the BBC Annual Corporate Responsibility Performance report 2014.
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BBC Annual Report and Accounts 2013/14

Charity appeals
The BBC has broadcast appeals for individual charities since 1923.
These appeals form an important part of our remit as a public
service broadcaster forming part of our broader involvement
in social action broadcasting and highlighting the work of the
UK’s voluntary sector.
We help a broad range of charities to raise funds and awarenessand our audiences are incredibly supportive of these causes.
On appeal nights, BBC Children in Need 2013 had an ‘on the night’
total of £31.1million, which has now risen to nearly £47million andSport Relief 2014 raised £51.2million with donations still comingin. BBC audiences helped raise more than £84.5million during
the 2013/14 financial year.
In addition, BBC Media Action – the BBC’s international
development charity – continues to use media to transform
lives around the world, whilst the BBC Performing Arts Fundcontinues to award grants to performers and arts organisations
across the UK to help them realise their creative potential andreach new audiences.
Broadcast appeals
We broadcast a Disaster Emergency Committee appeal for thePhilippines, helping to raise £90million for those affected by thetyphoon. We also broadcast 49 Radio 4 appeals and a Christmas
appeal for St Martin-in-the-Fields that raised £1.9million.

For more information about BBC charity appeals and how to apply
visit the BBC charity appeals website: bbc.co.uk/charityappeals

BBC Annual Report and Accounts 2013/14

BBC Children in Need
BBC Children in Need 2013 raised the highest total since thetelethon began in 1980.
People from across the UK came together once again raising
an amazing £31,124,896 on the night – an increase of £4.37million
on the 2012 appeal. Every penny goes towards projects helping
disadvantaged children and young people across the UK.
Throughout the Appeal Night on BBC One on November 15 –and as part of hundreds of hours of associated programming
across BBC services – we provided BBC Children in Need witha platform to both fundraise and to showcase the enormous
difference its work makes to individuals, communities andorganisations all over the country.
BBC Children in Need currently supports more than 2,600
projects that help children facing a range of disadvantages suchas poverty and deprivation as well as those who have been thevictims of abuse or neglect and disabled young people.
Fundraising for BBC Children in Need is a year-round activity
with the centrepiece being the star-studded annual telethon
each November – now an important occasion in the UK calendar
and one that brings together the UK’s communities, regions
and nations.
For more information about BBC Children in Need, please visit:bbc.co.uk/Pudsey

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Part Two: Strategic report – How we run the BBC

There were 11 BBC One Lifeline appeals, 12 Northern Ireland
appeals, as well as charity partnerships on Radio Devon, Radio
Manchester, Radio Suffolk, Radio York, Radio Cumbria andRadio Cambridgeshire.

BBC Corporate charities
Alongside these broadcast appeals, support for our three
corporate charities – BBC Children in Need, BBC Media Action
and the BBC Performing Arts Fund – and our partnership with
Comic Relief also helps us deliver fundraising activities that benefit
individuals, communities and organisations across the UK andaround the world.

Strategic report – How we run the BBC

BBC Media Action
BBC Media Action is the BBC’s international development charity.
It uses media to transform lives around the world and works
closely with governments, non-governmental organisations andbroadcasters to ensure efforts are co-ordinated to bring lastingchange in developing countries.
It operates through 17 country offices in Africa, Asia, the Middle
East and Eastern Europe working in partnership and delivering
programmes through radio, TV, social media, mobile phones andface-to-face dialogue. The work takes the form of debate shows,
dramas, radio and TV magazine programmes, public service
announcements, village level or national mobile phone initiatives
and street theatre.
It is supported by a range of funders, including the UK’s
Department for International Development, the Foreign andCommonwealth Office and the Bill and Melinda Gates
Foundation. It also receives investment from companies throughits Corporate Leaders Group programme, support fromindividuals through payroll giving, major gifts and community
fundraising activities. Its total income for 2013/14: £40million.
During this reporting period, the charity delivered 52 projects
on multiple platforms in partnership with local broadcasters
and BBC channels and language services. They include:

BBC Performing Arts FundSet up in 2003 following the success of the BBC One series
Fame Academy, the BBC Performing Arts Fund (PAF) has so
far awarded £4.5million of grants to more than 1,400 people
and organisations.
It successfully delivers on our Public Purposes to stimulate
creativity, promote education and learning, and to cater for
diverse, UK-wide audiences.
The BBC Performing Arts Fund is not licence fee-funded.
Instead it receives income from the voting lines used in BBC One
entertainment programmes. In 2012, the Fund became the official
charity for the BBC One’s The Voice with downloads from theshow raising money for the charity.
Over the past three years the Fund has had a rotating grants
portfolio and each year a different art form as the focus forfunding. In 2013 it was theatre, with funding offered to individuals,
community theatre groups and projects, and theatricalorganisations and companies.
In December 2013, the BBC Performing Arts Fund announced
19 winners of its Theatre Fellowship scheme as well as confirming
58 community theatre projects across the UK that would benefit
from funding.

Previous recipients have gone on to produce a Mercury Prize‘Connections’, using video at registration centres to help Syrian winning album, perform at the Glastonbury Festival, appear on
refugees in Lebanon and Jordan cope and access services.
Later with Jools Holland, compose for the BBC Proms and land
starring roles in both the West End and in Hollywood films.
presidential debates in Afghanistan featured all 11 candidates
and the election-focused series helped marginalised groups
Comic Relief and Sport Relief 2014
air their concerns on issues from security to the right of
The BBC has held a partnership with Comic Relief since its creation
women to vote.
in 1985. Each year we broadcast one of its two alternating appeals,
Red Nose Day and Sport Relief.
an online drama series supported by the charity in theWestern Balkans, SamoKazem (‘Just Saying’), is produced
Sport Relief 2014 produced the highest ever pre-news ratings –by, for and about young people in Bosnia, Serbia, Kosovo,
averaging 8 million and peaking at over 11 million during an
Macedonia and Montenegro.
Only Fools and Horses special featuring David Beckham.
For more information about BBC Media Action please visit:
It also raised more money on the night and across the weekend
bbc.co.uk/mediaaction/
than any previous Sport Relief. The evening ended with a record
breaking £51.2million and by the end of the weekend that hadrisen to £53.3million.
The show was reinvented and given a new scale and excitementby coming live from iconic venues at the Queen Elizabeth Olympic
Park. Approximately 140,000 people took part in the Sport Relief
Games across the country and around 50,000 were at Queen
Elizabeth Olympic Park on the Sunday.
Since the last Sport Relief in 2012, projects have been funded acrossthe whole of the UK that will help an estimated 2.5 million people.
in the UK, over 17,000 projects in the UK have received
money from Sport Relief so far, with over 2,000 projects
currently in funding.
internationally, over 2,000 projects have been funded to date,with over 300 currently in funding across 40 countries aroundthe world.

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BBC Annual Report and Accounts 2013/14