BBCGroup Annual Reportand Accounts 2020/21

BBCGroup Annual Reportand Accounts 2020/21

Presented to Parliament by the Secretary of State for Digital, Culture,
Media and Sport by Command of Her Majesty

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In this report
About the BBC
2
The BBC in 2020/21
3
The BBC during Covid-19
4
Inform, Educate, Entertain
Strategic report
10 Statement from the Chairman
12 Director-General’s review
16 Delivering our strategy in 2020/21– Renewing our commitment to
impartiality– Focusing on unique, high-impact
content– Extracting more from online– Building our commercial income– Modernising the BBC– The BBC across the UK – oursix-year plan
19 Delivering our public purposes– Impartial news and information– Learning for people of all ages
– Creative, distinctive, quality output– Reflecting the UK’s diverse
communities– Reflecting the UK to the world
40 Audience performance andmarket context
42 Engaging with audiences
43 Operational report– COO review– PSB expenditure– Our people– BBC Pay Gap report– Consultations– Environmental sustainability– Charitable work
– Partnerships and collaboration
65 Commercial operations– BBC Studios– BBC Global News– BBC Studioworks

Governance
73 BBC Board
74 Corporate Compliance report
74 Next Generation Committee report
75 Executive Committee
76 Remuneration report
86 Pay disclosures
93 NAO opinion on pay disclosures
94 Nominations Committee report
95 Audit and Risk Committee report
100 Risks and Opportunities
115 Viability Statement
116 Commercial Holdings Board report
117 Editorial Guidelines and Standards
Committee report
119 Nations Committee reports
121 Fair trading report
123 Independent Fair Trading
Assurance report
124 Statement of Board responsibilities
125 Performance against public
commitments
153 Performance data packs
187 NAO opinion on nations’ data packs
Financial statements
189 Certificate and Report of theComptroller and Auditor General
201 Consolidated income statement
202 Consolidated statement ofcomprehensive income
203 Consolidated balance sheet
204 Consolidated statement of changes
in equity
205 Consolidated cash flow statement
206 Key themes for the BBC
207 Notes to the accounts

10pStrategic report

Additional information
260 Equality Information Report
307 Index
308 Image credits
309 Contact information and feedback

72p

Governance

188

pFinancial statements

About the BBC

1

The BBC...
...in 2020/21
The most-used brand in the UK
for media.
 sed by 90% of UK adults andU
80% of young adults on average
per week.
 sed by an average of five millionUadults every single minute of the
day and night, across TV, radio andonline, and by a total of 45 million
people across all ages over 24 hours.
Delivered £2.63 of direct economic
impact for every £1 spent with 50%of that economic impact outside
London, compared to a sector
average of 20%.
Across the UK – the biggest
transformation of the BBC in
decades. This year we announced
ambitious plans which will
fundamentally change how theBBC operates and will cement ourcommitment to better reflect,
represent, and serve all parts of thecountry. Read more about our planson page 18.

2

100

%

Used by almost 100% of adults
on average every month,making the BBC one of themost-used UK public services.

250m

At the heart of UK life – thepublic choose the BBC around
250 million times a day.

18:02h:m
UK adults spent on average
18:02 hours:minutes with us each
week, up from 17:45 in 2019/20.

78%% of UK adults who say the
BBC is effective at informing,
educating and entertaining
people in the UK/them(ineffective: 12%).

BBC Annual Report and Accounts 2020/21

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...during
Covid-19
As the national broadcaster,
we have played a crucial role
during the Covid crisis.
Throughout this report wedemonstrate how, at a time ofnational need, we refocused allof our resources around the mostpressing needs of our audiences
and the UK. From trusted news
and information to educational
support, from arts and culture to
distraction and escapism, thepublic came to us in huge
numbers in response.

Our creative and technical teams
worked wonders to find ways tocontinue bringing beloved shows
to audiences safely, whilst also
creating new shows and events,
like Healthcheck Live, The Big
Night In and Local Radio’s
coronavirus helpline.

And of course our superb Children’sand Education teams reinvented
the Bitesize offer for students andschools not once but twice, adaptingat speed to provide vital support,
tools and resources for teachers,
parents and students acrossthe nation.

Our local teams worked tirelessly tosupport their local communities –the Make a Difference campaign
has been a runaway success and wepositively trialled new temporary
local radio output for areas mostimpacted by the virus.

5.8m

We did huge amounts to support
culture and the arts – from Culture
in Quarantine to Glastonbury Live;from an adapted Proms to Lights
Up, we have sought to help artists
and arts venues keep working
wherever possible.
Our strategy to grow our digital
services paid dividends as
audiences came in huge numbers
to iPlayer, Sounds and our News
Online services to binge on shows,
catch new podcasts and get thelatest information on Covid in
their area.
We refocused our working
patterns and our output to provide
audiences with trusted andaccurate information, providing
a continuous news service on
television, radio and online.

About the BBC

Lockdown Learning brought a recordbreaking 5.8 million browsers to BBC
Bitesize for the first week of launch in
January 2021.

4.5m

4.5 million interactions with BBC Local
Radio as part of the Make a Difference
campaign, in the biggest response the BBC
has ever had to a local radio campaign.

45%

Audiences trusted us to guide themthrough the pandemic, with 45%
naming the BBC as their number one
source for information/news on
Covid-19 (next nearest – 13%).

84%

We regularly cleared the schedules
to screen vital public information
announcements – 84% of adults in the
UK came to our services on days whenimportant plans were being laid out.

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Inform

About the BBC

The BBC provides an unrivalled level of
local, regional, national and international
news and current affairs. We remain themost trusted source of news in this country
and we play an important role in helping tocounter the misinformation and confusionthat now so often proliferate.

P.16
4

Read more about our commitment to impartiality

BBC Annual Report and Accounts 2020/21

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80%

The percentage of UK adults who say the
BBC is effective at informing people in the
UK (ineffective: 10%).
Source Ipsos MORI 18+

Commitment
to impartiality

We’ve set new rules and guidance,alongside new training, to ensure
the highest possible standardsof impartiality across theorganisation, including new ruleson the use of social media andaround external engagements fornews presenters and senior staff.

Stopping
the spread of
disinformation

87%

Requests for News on
iPlayer were up by morethan 85% year-on-year
in 2020.

We’ve provided a crucial rolein combatting the spread ofharmful vaccine misinformation
through our role in the Trusted
News Initiative, an industry
collaboration of major tech andmedia organisations which is
working together to stop the
spread of disinformation.

Informing audiencesin complex times— At the height of the Covid-19
crisis when lockdowns wereannounced – 23 March 2020 and
31 October 2020 – 84% of adults
came to the BBC in a single day.
— Number one source for
information on Covid-19: 45%of people named the BBC as
their most important source of
information/news about the
pandemic – far ahead of the next
nearest (officials, 13%).

Pan-BBCNews reach(2019/20: 8/10)
Number of UK adults (16+) who use
BBC News services each week

Source Compass by Ipsos MORI Yonder
for Ofcom

See page 20 for more

8 10/

Source Kantar Media 16+

About the BBC

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5

Educate

About the BBC

Education has always been in the DNAof the BBC. This year our education andlearning content has helped support
students, teachers and parents during
the exceptional educational challengesof the Covid pandemic.

P.22
6

Read more about BBC Bitesize, how we support children’s
education and how we keep children entertained
BBC Annual Report and Accounts 2020/21

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4.5 million responses tohelp children gain accessto online learning

Almost one million
iPlayer requests
There were almost one million
iPlayer requests for Bitesize Dailyshows for the first full week ofschool closures in January 2021.

Our Make a Difference: give a laptop
campaign raised more than£917,000 to provide children withhome-schooling technology, withover 116,000 devices handed out.

1.54

m

Since its launch on 11 January
2021, over 1.5 million 5-16 year
olds watched Lockdown Learning
content on CBBC or BBC Two

Keeping children
learning andentertained
during lockdown

Huge numbers of children, parents
and teachers turned to the BBC forthe biggest educational offer in our
history which ensured all children
could access curriculum-basedlearning, even if they didn’t haveaccess to the internet.

77%

Lockdown
Learningof secondary school
pupils used Bitesizein 2020/21.

5.8

m

Lockdown Learning brought a recordbreaking 5.8 million browsers to
BBC Bitesize for the first week oflaunch in January 2021.
About the BBC

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7Entertain

About the BBC

8

Over 28 million people come to the BBC
for evening entertainment on an averageday. We have provided much-needed
escapism, with tens of millions ofviewers and listeners coming to our
drama, our comedy and ourentertainment.

P.24

Read more about how we entertain the nation

BBC Annual Report and Accounts 2020/21

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Growing
BBC Sounds

1.3 billion
plays on BBC Sounds
In 2020/21 there were close to
1.3 billion UK plays of radio, music
and podcasts on BBC Sounds.

652

In the six months up to March 2021,
900,000 more 16-34 accounts used
BBC Sounds for the first time.

mstreams in a monthJanuary 2021 saw iPlayer breakrecords. 163 million streams
in a week (4-10 January), themost ever – as viewers flocked
to watch programmes like
The Serpent, A Perfect Planet,
Traces and EastEnders.

Record 5.7m
watch Premier
LeagueWe brought live top-tier English league
football back to BBC TV for the first timesince 1988, with 5.7 million watching
Southampton versus Manchester City in
July 2020 – setting a new viewing record
for the Premier League in the UK.

8.4m

Line of Duty’s return for series six
is iPlayer’s biggest single episodeof 2021 so far, with more than amassive eight million requests tostream the first episode.

Recordbreaking
year for
BBC iPlayer

6.1

bn

In 2020/21, iPlayer broke newrecords, with 6.1 billion requests
to stream programmes, up 28%
on the year before.
About the BBC

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9Statement from the Chairman

Statement fromthe ChairmanIt is an honour to have taken
up the role of Chairman at
an important moment in
the BBC’s history. This is anorganisation that remains
central to our national life. It
commands great admiration andrespect across the globe. It is key
to the UK’s creative strength andcultural influence worldwide.

It is perhaps the richness of theBBC’s content offer that has
struck me most since becoming
Chairman. It gives us an
extraordinary opportunity to help
more people discover the wealthof programming available acrossall BBC platforms, and therefore
deliver more value to those whocurrently engage with us least.

In today’s highly competitive,
global media market, the BBC
has to earn the right to exist
through the value it provides.

Above all, it is the BBC’scommitment to home-grown British
content that can generate that value
and set us apart in the global media
landscape. That means ensuring
the highest-quality output – onscreen, on air and online – that is
unique in its focus on creativity andtalent from every part of the UK.

This Annual Report and Accounts
covers a period during which I
was Chairman for only a few shortweeks, but I am proud of the recordof achievement it outlines. In
particular it highlights how quickly
and effectively the BBC rallied
around the needs of the country
as the Covid crisis took hold.
I have been extremely impressedby what teams across the BBC havedone to serve audiences throughthis period of strain, sufferingand loss. They have worked withdedication and determination,and they have demonstrated theenduring importance of the BBC’s
core public service mission.
As this report shows, the public
have come to the BBC in huge
numbers for trustworthy news
and information. Millions ofchildren, parents and teachers haverelied on our Lockdown Learning
educational offer. Programmes
across all genres have attracted
record ratings as audiencessought out quality entertainment,
companionship and escapism.

10

BBC Annual Report and Accounts 2020/21

Success will allow the BBC tocontinue playing our part at theheart of the UK’s world-classcreative industries in the years
ahead. It will also allow us to makeour fullest possible contribution
to supporting social and economic
recovery across the UK.
On behalf of the BBC Board,
I welcome the clear strategy
the Director-General has put inplace since taking up his role,with its focus on creating a BBC
that delivers full value for, andfairly reflects, all audiences.
His determination to drive thatvalue by maximising the BBC’scommercial income is particularly
important in today’s highly
competitive, global marketplace.
We also welcome the DirectorGeneral’s renewed commitment to
upholding the highest standardsof impartiality, and living up

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Above: BBC One’s
Line of Duty
Right: 5.7 million
watched ourcoverage ofSouthampton
versus Manchester
City in July 2020

to our reputation for trusted
journalism in everything we do.
Nothing could have highlighted
the importance of this more clearly
than Lord Dyson’s investigation
into the circumstances aroundthe 1995 Panorama interview
with Diana, Princess of Wales.
The Board has resolved to reflect on
Lord Dyson’s review and identify
the lessons to be learned which may
be relevant today. We know the BBC
must do everything it can to prevent
such failings happening again.
Impartiality is not only anessential prerequisite for the
existence of the BBC. It also offers
us a great opportunity to define
ourselves globally as the preeminent purveyor of facts in an
era of partiality, misinformationand malign state influence.
The BBC World Service is alreadyone of the jewels in the UK’s crown,
and our global services reach many
millions of people beyond theseshores. I believe the BBC’s strength
in the world is one of the UK’s greatstrengths in the world, and it isclear that we can do even more tocarry Britain’s voice, values anddemocratic influence worldwide.
I would like to pay tribute to thework of my predecessor, Sir David
Clementi, who stepped down as
BBC Chairman in February; thisBoard is in many ways his creation.
These pages serve as testimony towhat he achieved over a four-year
period in serving the BBC withdiligence, dedication and a clear
passion for public service values.

“
It is perhaps the richness of

the BBC’s content offer thathas struck me most since
becoming Chairman.
This Annual Report tells the storyof a BBC that has demonstrated its
worth through an incredibly
difficult period, but also anorganisation that knows it mustchange and is not afraid to taketough choices.
As we finalise our agreement with
the Government on licence fee
arrangements for the rest of thecurrent Charter period, we willcontinue to drive the change that isneeded by our audiences and thatis necessary to secure the future of
one of this country’s most importantand cherished national institutions.

Strategic Report

Richard Sharp
Chairman
18 June 2021

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11

Val
Director-General’s review

12

BBC Annual Report and Accounts 2020/21

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lue
for allaudiencesT

his year the Covid crisis
dominated all our lives. For somany, it was a year of anxiety,grief and distress. I am proudof how BBC teams worked
tirelessly to support the whole country
throughout, demonstrating the worthof our public service mission. My belief
that a universal BBC really matters has
strengthened, but so has my convictionthat its future cannot be taken for granted.
The BBC’s 2020/21 Annual Report andAccounts covers the first six months of mytenure. I began last September by settingout a clear strategy with a simple goal: theBBC must deliver significantly more value
for all audiences.
To achieve this, we identified fourpriorities which – together with our plans
to modernise the BBC – represent a

Strategic Report

profound and far-reaching programme ofreform. Already we have set out our plans
to transform the BBC into a truly UK-wideorganisation, shifting not just people but
power and decision-making across thenations and regions. Work on all of ourpriorities is well underway and progress is
set out in the following pages.
The headlines are encouraging. The BBC’s
reach and relevance remain strong. We areused by 90% of UK adults on average per
week. Our news coverage is the first port ofcall for the vast majority of the country.
Audiences for the BBC News at Six are thelargest in almost 20 years, whilst BBC
One’s 6.30pm bulletin in Scotland, Wales,
Northern Ireland and the English regions
continues to be the UK’s most-watchednews programme.

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13

Director-General’s review
continued
Our news teams have produced
outstanding work, whether
landmark reports from hospitals
or assured analysis of the
Brexit agreement; coverage ofa tumultuous US election or
unforgettable reporting from places
such as Myanmar, Yemen and Iraq.
Every day they prove the valueof trusted, impartial news, here
and worldwide. But we know weneed to do more not only to renew
our commitment to impartiality,
but to make the case for it withvigour in today’s news landscape.
The importance of this has onlygrown in light of the failings
identified by the recent Lord
Dyson report. We apologise forthose failings unconditionallyand are currently reviewing theeffectiveness of our editorial policies
and governance in detail. The BBC
is a different organisation today
but we cannot simply assume
that mistakes of the past could
not be repeated today – we haveto make sure this is the case.
The BBC has delivered dazzling
content over the past 12 months.
Line of Duty brought record ratings
as essential Sunday night viewing.
I May Destroy You and Small Axe
demonstrated our commitment
to unique British voices telling
important stories. David
Attenborough’s A Perfect Planet, thestunning Once Upon a Time in Iraq,
Radio 3’s award-winning Beethoven
Unleashed and our coverage of the
VE Day 75th Anniversary were all
examples of what the BBC does best.
Meanwhile our national and local
radio stations offered audiences
daily companionship and support.
Our teams responded to theconstraints of Covid with brilliant
virtual initiatives such as Radio
2 Live at Home, The Glastonbury
Experience, The Great British
Singalong and the BBC Lockdown
Orchestra, whilst our BBC Proms
season and Radio 3 concerts
continued to create live classicalmusic moments. Covid restrictions
on face-to-face interviews meanthat the industry has not been able
to rely on official listening data thisyear, but the record response to BBC
Local Radio’s Make a Difference
campaign is a sign of the impact wehave been having on audiences.
Our online strategy is working. At
the start of 2021, iPlayer delivered
its best quarter on record – up 22%
on the previous year. In 2020/21
there were close to 1.3 billion plays
14

BBC Three s
BAFTA awardwinning Normal
People£2.63
generated in theeconomy for every£1 of the BBC’s
direct economic
activity.

Up

22%

iPlayer delivered
its best quarter onrecord – up 22% on
the previous year.

of radio, music and podcasts on
BBC Sounds, with 900,000 moreyounger people using it for the
first time in the six months toMarch 2021. BBC News Online
has reached record numbers ofusers over the last 12 months.
It is a core part of our strategy to
do more for younger audienceson all our platforms. BBC Three
has created memorable hits in thelast few years, delivering someof our biggest-performing shows,from Killing Eve to Drag Race to
Fleabag and Normal People. We
announced this year that we want
to showcase that content to a wider
audience by bringing BBC Threeback as a broadcast channel, as
part of our pan-BBC efforts to makesure our programmes reach as
many young people as possible.
I have been clear that the goal ofa successful BBC is not to see off
the big global players. Too often in
the past we have tried to cope withincreasing competition by making
more and spreading ourselves too
thinly. Instead, our role is to offer
exceptional value to all audiences byproducing more differentiated, ‘must
have’ content they feel is for them.
One of the very best examples of
the BBC’s unique value this year
was our education offer. As Covid
struck, our teams worked hard to
produce – almost overnight – thebiggest educational offer in our
history. When schools closed again
in January, we made sure it could

BBC Annual Report and Accounts 2020/21

reach more of the pupils and parents
who needed it most by introducing
Lockdown Learning to our TV
channels. It was a remarkableillustration of what a universal BBC
can do at the heart of our national
life. It also proved how quickly the
BBC can move when it has realclarity of process and purpose.
A major part of our strategy toboost audience value is by building
our commercial income. We are
already making good progress.
Despite the immense disruptionof the Covid crisis, 2020/21 wasa better year than anticipatedfor BBC Studios. The business ison track to deliver its five-year
returns target of £1.2 billion by
the end of the next financial year,
and we have recently announced
a new, higher, target of £1.5 billion
for the five years from 2022/23.
We have also announced that
BBC Children’s production willtransfer into BBC Studios nextyear, alongside BBC Three’s
in-house production team and
BBC Global News. It brings all
our international commercial
activities under single leadership.
The most significant change weannounced this year was our plan
to shift the creative and journalistic
centre of the BBC away from London
and to the nations and regions.
Our Across the UK plan will bringus much closer to our audiences
and help us to reflect them better.
But it will also allow the BBC toReturn to contents

“Delivering value foreveryone is not only
about representing every
part of the UK, it is also
about reflecting its full
diversity.

play its fullest possible role insupporting the social and economic
recovery right across the UK.
The success of the UK’s creative
industries has always been built
on an enlightened blend of thefree market and smart universal
interventions like the BBC. New
research from KPMG showsthat every £1 of the BBC’s direct
economic activity generates a
total of £2.63 in the economy. Our
Across the UK plan will allow us
to have an even greater impact
around the nations and regions.
It will see us spending at leastan extra £700 million outside
London by 2027/28, generating
an additional economic benefit ofover £850 million in the economy.
Delivering value for everyone is
not only about representing every
part of the UK, it is also aboutreflecting its full diversity. Thisis mission critical for the BBC,which is why I have committed tocreating a 50:20:12 organisation:
50% women and 50% men; at least
20% black, Asian and minority
ethnic; at least 12% disabled. Our
ground-breaking 50:50 campaign
is already making great strides
in driving diverse representation
across the BBC. Meanwhile, our2021-23 Diversity and Inclusion
plan will ensure we create amodern organisation that sets thegold standard for the industry.
A modern BBC is also a highly
efficient one. The Value for

Audiences report we released at thestart of the year showed how far the
BBC has come in delivering very
substantial savings and efficiencies.
It also set out how determined weare to go further in creating asmaller, more effective public
service organisation. Already wehave delivered a net reduction ofover 1,200 roles this year, and weplan to use new ways of working
and technology to reduce equivalent
full-time (EFT) headcount further.
This work was started under mypredecessor as Director-General,
Tony Hall, supported by the former
Chairman, David Clementi. Both leftthe BBC during this year and I wantto thank them for the leadership andcommitment to public service
broadcasting that they brought totheir roles.

Far-reachingreform of the BBC
A clear strategy to ensure allaudiences get significantly
more value:
Renew our commitment
to impartiality
Focus on unique, highimpact content
Extract more from online
Build commercial income
And create a modern, highly
efficient BBC that truly
reflects Britain.

I am proud of the progress set out inthese pages, and I am acutely awarethat none of it would have beenpossible without the passion andcommitment of the people whowork here. This year has shown
what can be achieved when talented
people rise to an unprecedented
challenge. Across the UK and theworld, BBC staff and those whowork with us have stepped up
dramatically. I feel truly honoured
to lead an organisation with suchdriven and dedicated people.

This report shows that we havemade a strong start, but we must
keep challenging ourselves to go
further. The BBC can do more todeliver for UK audiences and for the
UK itself, home and abroad. We
must keep reforming with urgency
to be relevant and indispensable inthe digital age.

All of us know that the licence
fee is a privilege. We are keenly
aware that audiences needunique value in return.

Tim Davie CBE
Director-General
18 June 2021

Strategic Report

VE Day 75th
anniversarycelebrations

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15

Delivering ourstrategy in 2020/21

1

Renewing ourcommitment to
impartiality

TV news studio

Trust in the impartiality of the
BBC is not simply a ‘nice tohave’. It is the very essence of
who we are. It is the bedrock ofour public service mission.
Today the BBC is by far the UK’s
most trusted news provider. This
trust extends across the world.
In the age of disinformation,echo chambers of opinion, andnoisy partisan media outlets, atrusted, universal BBC has surely
never been more important.
Our research shows, however,that too many people perceive the
BBC to be shaped by a particularperspective. This is not simply
about the politics of left andright. We recognise that many
feel the BBC does not get theworld from their point of view.

2

Focusing on
unique, highimpact content

This year we have built on ourcommitment to impartiality by:

The BBC must deliver the best value
for licence fee payers. This means
focusing our resources on producing
unique, high-impact work that is
loved by all audiences – including
those who feel distant from us.

providing coverage of the US
Presidential Elections that was moretrusted by Americans than all theirmajor domestic news brands.
introducing new impartiality
guidelines for staff, as well as newsocial media rules.
rolling out impartiality training
across the organisation.
introducing new rules on declaring
external engagements for colleagues
working in journalism, presentersand on-air staff, and senior leaders.
securing an additional £8 million
funding from the Government for
2021/22 to help the World Service
tackle disinformation and further
improve the BBC’s digital reach.

16

BBC One’s
The Repair Shop

In today’s global media
environment, the BBC is surroundedby big players with huge budgets.
That means we must work harderthan ever to generate the maximum‘bang’ for limited ‘bucks’. We need tostop duplication and identify where
we can focus our funds in orderto deliver most audience value.

So this year we have been
focusing more closely on highimpact content by:asking ourselves: what would we do
if we could only make 80% of ourcurrent hours, and what would
we stop?
challenging ourselves to re-allocate
funds to where they generate mostvalue – to ensure that we make our
output world-beating and utterly
distinctive.
deciding to bring back BBC Three asa broadcast channel – backing
success, commitment to new talentand brave ideas.
continuing to produce landmark
distinctive hits – these pages are fullof examples, from Normal People to
The Young Offenders, Small Axe to
Strictly, I May Destroy You to
A Perfect Planet, The Repair Shopto Once Upon a Time in Iraq.
committing to spending £112 millionof our commissioning budget on
diverse content with a 20% diverse
talent target behind the camera,from April 2021 over three years.

BBC Annual Report and Accounts 2020/21

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3

Extracting
more value
from online

Coming to the BBC online should bea world-class experience. We
already have great products. We
have made great strides with BBC
Online, with News, Sport, iPlayer
and Sounds, and we can be proud of
our long track record of innovation.
But if we don’t keep moving quickly
we risk falling behind. Too often,
what we do online does not add up
to more than the sum of its parts.
Our online offer needs to be joined
up across everything we do. It needs
to feel indispensable.

We’ve worked hard to drive morevalue from our online offer thisyear by:accelerating work to improve search,
recommendations and access foraudiences.

19mOver 19 million
BBC News Online
users per week
on averagedelivering a record-breaking
6.1 billion programme streams on
iPlayer, up 28% on 2019/20.
serving close to 1.3 billion playsof radio, music and podcasts on
BBC Sounds in 2020/21.
reaching record numbers of users
on BBC News Online, with over
19 million adults a week on averageand peaks of over 24 million.

Top to bottom:
BBC iPlayer,
BBC One s Top
Gear produced
by BBC Studios

4

Building ourcommercial
incomeBuilding our commercial income
is a critical part of the strategy wehave laid out for the years ahead.
In an increasingly global media
market, the BBC needs to secure
the investment and the partners
to make the best programmes
possible. We also need to build ourcommercial returns in order toensure we are maximising financial
value for licence fee payers.
The performance of BBC Studios
has led the way, proving that we
can create an organisation that
attracts the best talent and creates
unmistakably BBC content whilst
generating competitive returns.
This year, we have proven ourability to grow commercial andglobal income by:keeping BBC Studios on track
to meet its five year returns
commitment of £1.2 billion by
2021/22 – an increase of 18% on
the previous five years.
committing to grow this total bya further 30% to a new target of£1.5 billion in the five years from
2022/23, in a fierce global market.
announcing a wider deployment ofour commercial model with BBC
Children’s production transferring
into BBC Studios next year, alongside
BBC Three’s in-house production
team and BBC Global News.
building major partnerships withthe likes of FX, Discovery, ITV
and Tencent, so we grow as a
global provider of services andpremium content.

30%
BBC Studios has
now committed
to grow by 30%
to a new target of£1.5 billion in thefive years from
2022/23
Strategic Report

Return to contents

17Delivering our strategy in 2020/21

6

The BBC
Across the UK

5

Creating amodern, highly
efficient BBC

News gallery,
The Mailbox in
Birmingham

The BBC cannot succeed unless wedeliver the reform that is necessary
to create a modern, highly efficientorganisation. That means smaller,
less bureaucratic, more agile andmore representative of the country
we serve. And it means a BBC where
everyone who works here feels
included, valued and understands
the behaviours we expect of them.

£700

m

extra will be spentoutside London
by 2027/28

This year we continued tocreate a modern BBC by:
reducing the BBC’s Executive
Committee from 18 to 10,
streamlining decision-making
processes and removing
unnecessary committees
and meetings.

This year we set out plans totransform the BBC by making a
dramatic and decisive shift in its
footprint. Our Across the UK plan
represents the biggest shake up of
the BBC in our history. It is designed
to shift our creative and journalistic
centre away from London andmove not just people, but powerand decision-making, to the UK’s
nations and regions. In doing so, itwill help support the creative sector
around the country recover from thedevastating effects of the pandemic.

Our Across the UK plans are
critical because:today, every £1 of the BBC’s direct
economic activity generates a total of£2.63 in the economy, and 50% of theBBC’s economic impact is outside
London, compared to a sector
average of 20%.
the BBC does more than any otherbroadcaster to reflect the different
nations and regions that make up
the UK.
the UK’s public service broadcasters
currently produce around 32,000
hours of new British content in a
year, compared to around 200 hoursof UK-produced content available onservices like Netflix and Amazon.
our services will have a multipliereffect on local economies – bringing
investment, education, jobs, skills,
apprenticeships, local reporting,technology development andcreative inspiration to all parts of
the UK.
our proposals will see us spending atleast an extra £700 million outside
London by 2027/28, generating an
additional economic benefit of over
£850 million in the economy.

BBC One drama
Bloodlands set
and filmed in
Northern Irelanddelivering a net reduction of over
1,200 public service roles andprojecting our recurring savings
total to rise above £950 million in
2021/22 – exceeding our original
target of £800 million.
maintaining our overhead rate at 5%,
once again placing the BBC in the top
quartile of comparators.
implementing our ambition to create
a 50:20:12 organisation whichreflects more accurately the society
we serve, with defined timelines
and clear targets to achieve this ineach division.
announcing plans for the BBC to be
net zero in terms of greenhouse gas
emissions by 2030 and starting todevelop the science-based targets
that will detail our path to thatcommitment.
developing a new approach to ourvalues and behaviours, to be rolled
out as part of wider work on our
workplace culture in 2021/22.
18

£950m
projected recurringsavings total in
2021/22 to rise
above £950 million
BBC Annual Report and Accounts 2020/21

Return to contents

Delivering ourcreative remit

Purpose 1
To provide impartial news
and information to help
people understand andengage with the world
around themSee page 20 for more

The Covid crisis has underlined theimportance of the BBC’s mission,
purposes and output in the UK’s
national life. During the courseof the past year, the public hascome to us in huge numbers foreverything from trusted news andinformation to crucial educational
support; from arts and culture
to escapism and distraction. Our
mission and public purposes haveguided our response at every step.

73

77
66

Purpose 2
To support learning forpeople of all ages
See page 22 for more

Purpose 3

The BBC has
programmes
and services
that I love

The BBC isimportantto people
in the UK
for media

21

11

The BBC’s mission, as set out in
our Royal Charter, is “to act in the
public interest, serving all audiences
through the provision of impartial,
high-quality and distinctive output
and services which inform, educate
and entertain.” Also enshrined in
our Royal Charter are the BBC’s
five public purposes. These outline
the values we hold when striving
to achieve our mission and they
provide a clear framework throughwhich we are held to account. They
are at the core of everything we do.

The BBC is seen as important to the
UK public at a personal, societal andinstitutional level.

19

The BBC’s public purposes areenshrined in the Royal Charterand Agreement and are at the coreof everything we do.

The BBC isa national
institution
we should be
proud ofAgree/important (%)
Disagree/unimportant (%)
Source Ipsos MORI, 1,064 UK adults 18+,
January 2021

To show the most creative,
highest quality anddistinctive output
and services
See page 24 for more

Purpose 4
To reflect, represent andserve the diverse
communities of all of theUnited Kingdom’s nations
and regions and, in doing so,
support the creative
economy across theUnited Kingdom

81%% of UK adults who say the
BBC is effective at entertaining
people in the UK (ineffective: 8%)80%

See page 30 for more

% of UK adults who say the BBC
is effective at informing people
in the UK (ineffective: 10%)

Purpose 5

77%

To reflect the United
Kingdom, its culture andvalues to the world% of UK adults who say the BBC
is effective at educating people
in the UK (ineffective: 10%)

See page 38 for more

Source: Ipsos MORI. 18+

Strategic Report

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19Delivering our creative remit
Public purposes

Purpose 1:
To provide impartial news and information
to help people understand and engage withthe world around them
These pages demonstrate ways in which
the BBC met its obligation to provide
impartial news and information overthe last year.
Today, the BBC provides an unrivalled
level of local, regional, national andinternational news and current affairs.
We remain the most trusted source ofnews in this country and we play animportant role in helping to counterthe misinformation and confusionthat now so often proliferate.
BBC News continues to come out far
ahead of any other news provider whennews consumers are asked to namethe one source they are most likely
to turn to for impartial, trusted andaccurate news. Whilst figures are downon the year, as the previous survey
was conducted at the start of the first
lockdown when the UK turned to the
BBC at a moment of national emergency,
the BBC continues to be seen as the mostimpartial and trusted news provider
across a range of measures. Strengthening
impartiality is a key priority.
The importance of what we do to ensurethat everyone has access to news andinformation they can trust has been
repeatedly highlighted this year. The
average audience of the BBC News at
Six has been the largest for almost 20
years. Our 6.30pm news programme in
Scotland, Wales, Northern Ireland andthe English regions continues to be theUK’s most-watched news programme.
BBC News Online has reached record
numbers of users and is the most-used
dedicated news site in the UK. In difficult
and uncertain times, our mission to
inform is more important than ever.

Covid-19
This extraordinary year was dominated by
the Covid-19 pandemic. Throughout, theBBC provided audiences with news they
could trust – from the expert analysis ofhealth correspondents to behind-thescenes reports at hospitals on the frontline;from Covid video explainers in different
South Asian languages to intimate radio

P.154
20

diaries to personalised data on ‘Covid inyour area’.
People tuned-in in their millions, withrequests for news on iPlayer up by morethan 85% year-on-year in 2020. The
coverage of Prime Ministerial briefings
drew highs of over 18 million people on
BBC One. The BBC News website reachedrecord figures, with its most-read page ever(‘How many cases in your area?’) and thehighest-ever number of UK weeklybrowsers. Weekly visits to online live
coverage more than doubled year-on-year.
The BBC’s international channels brought
trusted news to audiences around theworld in more than 40 languages. Services
like BBC Monitoring and Reality Checkhave been helping audiences around theworld better understand harmful Covid
disinformation as well as investigations
such as The Anti-Vax Files podcast from
BBC Trending.

Regional TV news
Regional newsrooms responded to the
Covid pandemic to make sure audiences
continued to get news about their local
areas. Throughout national lockdowns andthen the tiered system, people turned intheir millions to their regional TV news
programmes for accurate, local
information. The BBC’s nations andregions 6.30pm news bulletins saw a large
increase in viewing from March onwards,
with average weekly reach across the UK
up by 15% year-on-year to 14.8 million.
Audiences also consumed news about thenations and regions online, with average
weekly unique browsers to the BBC’s
nations and local online news content up
19% year-on-year to 19.5 million.

New temporary local
radio output
BBC Local Radio created three temporary
local radio outputs for audiences in
Bradford, Wolverhampton and Sunderland
in response to the Covid pandemic and tohelp people through lockdown. Radio
Bradford, Radio Sunderland and Radio
Wolverhampton provided more localised

During the pandemic,
audiences for theNews at Six were attheir biggest fornearly 20 years.
news and information to people living in
those places, which all had significant
numbers of Covid-19 cases. All three
outputs launched with breakfast andmid-morning shows hosted by local
presenters with news, sport and reflectionsof life in their city.

China
BBC journalists in China continued to
produce hard-hitting reporting, including
revelations on the country’s human rights
abuses, in the face of sustained pressure
from the Chinese authorities and at great
personal cost.
Despite attempts to obstruct his reporting,
China correspondent John Sudworth
uncovered new evidence of the use of massforced labour in the Xinjiang cotton fields,a region responsible for a fifth of theworld’s crop. This led to debate andquestions in the House of Commons – andtargeted attacks on John and the BBC via
Chinese state-owned media and social
media. John has since relocated to Taiwan.

Newscast
The hugely successful Brexitcast
podcast metamorphosed into
Newscast during the past year, via astint as the Coronavirus Newscast.
Retaining their irreverent yet intelligent
take on the news, Adam Fleming and his
fellow presenters provided an essential
guide to the latest developments on the
pandemic and the wider news agenda,
featuring a wide range of star guests andbreaking stories along the way. Newscast
became the most listened-to podcast on
BBC Sounds.

For the full list of statistical information on Public Purpose 1

BBC Annual Report and Accounts 2020/21

Return to contents

1
BBC Radio Leeds presenters
Sanchez and Rima, who
fronted temporary output
BBC Radio Bradford

Measurement:

8/10

2019/20

8/10

Pan-BBC News reach
Number of UK adults
who use BBC News
services each week
Source Kantar Media 16+

68%

69%

56%

% of UK adults who
think the BBC iseffective at providing
news and current
affairs that istrustworthy(ineffective 21%)% of UK adults
who think the BBC
is effective at
providing news andcurrent affairs thatis accurate(ineffective 18%)

% of UK adults
who think the BBC
is effective at
providing news andcurrent affairs thatis impartial(ineffective 29%)

Source Ipsos MORI 18+

Source Ipsos MORI 18+

Source Ipsos MORI 18+

Of all the news sources (TV, radio,
newspaper, magazine, website, app orsocial media) which one source areyou most likely to turn to…
… for news you trust the most

BBC

49%
2019/20 62%
2018/19 51%

BBC
49%
ITV
7%
Sky News
7%
Guardian
4%
Other
23%
None
7%
Don’t know 4%… if you want impartial news coverage

BBC

40%
2019/20 51%
2018/19 44%

BBC
40%
ITV
7%
Sky News
7%
Channel 4
4%
Other
27%
None
8%
Don’t know 7%… if you want accurate news coverage

BBC

52%
2019/20 62%
2018/19 53%

BBC
52%
ITV
7%
Sky News
7%
Guardian
5%
Other
21%
None
4%
Don’t know 4%

Top three news sources for trust rated
by their users
To what extent do you trust… as a sourceof news?
(Scale: 1 = do not trust at all; 10 = trust agreat deal)
Number of users rating 6+/10 (millions)
BBC News

32m

ITV News
Sky News

18m
12m

Top three news sources for impartiality
rated by their users
How biased or impartial do you think thisnews source is?
(Scale: 1 = very biased; 10 = very impartial)
Number of users rating 6+/10 (millions)
BBC News

26m

ITV News
Sky News

15m
10m

Source Ipsos MORI, users per provider from anationally representative sample of 1,063 UK adults
18+, March 2021 % rating 6+/10 converted into theequivalent population figure Population figures fromONS BBC calculations Top three shown

Source Ipsos MORI, 997 adults 18+ who follow thenews, March 2021

Clive Myrie reporting on the Covid-19
vaccine rollout for BBC One’s Panorama

Strategic Report

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21Delivering our creative remit
Public purposes

Purpose 2:
To support learning for people of all ages

The following case studies show thebreadth of content that the BBC provides
for children and young people.
Education has always been in the DNAof the BBC. This year our educationand learning mission has helped
support students, teachers and parents
during the exceptional educational
challenges of the Covid pandemic.
As schools closed we delivered the biggest
educational offer in our history. By the endof the summer term, we had publishednearly 2,000 curriculum-led Bitesize Daily
Lessons online. When schools closed again
in January we went even further. We
significantly expanded our learning offer
on TV to support those who may not haveeasy or regular access to the internet, withfive hours of Lockdown Learning every
weekday across CBBC and BBC Two.

JoJo & Gran Gran
CBeebies have invested in two further
series of 2020 pre-school hit JoJo & Gran
Gran, our first animated series focusing
on a black British family and celebrating
the unique bond children share with
grandparents. Appearing at a moment
when so many families had to stay apart,the series immediately resonated with all
audiences. Based on characters createdby Laura Henry-Allain, Gran Gran (Cathy
Tyson) comes from St Lucia and teaches
JoJo (Taiya Samuel) about Caribbean
culture as they enjoy adventures together.

My Mum Tracy Beaker

The BBC’s education and learning offer
continues to reach far beyond Bitesize
and our focus on those at school. Our
goal is to help people, whatever theirstage of life, to achieve their full potential
through educational content, services
and participative experiences from theBBC, from partners and from each other.

CBBC’s most successful programme
launch ever, My Mum Tracy Beaker,
brought the story of everyone’s favourite“bog off” heroine right up to date thisFebruary. Adapted from the Dame
Jacqueline Wilson novel by Emma
Reeves and shot on location in the NorthWest of England, the three-parter was
streamed 2.1 million times on iPlayer
in its first weekend, as generations of
Beaker fans caught up with Tracy anddaughter Jess navigating through new
friendships and old enmities together.

BBC Young Reporter

Planet Defenders

BBC Young Reporter supports young
people’s engagement with andunderstanding of the media, and gives
them opportunities to tell their own
stories. The pan-BBC partnership involves
BBC staff working in schools, colleges andyouth groups providing 11-18 year olds
with skills in news literacy and content
creation, and information and advice
about careers in broadcasting. An annual
BBC Young Reporter Competition gives
young people the opportunity to get theirown story broadcast on BBC platforms.

Reflecting children’s passionate concern
for the environment, at a time when it
was important for them to reconnect withthe outdoors, CBBC commissioned a newseries called Planet Defenders made by BBC
Studios’ Natural History Unit. Hosted bya fresh, diverse and global team of young
filmmakers, most of whom were new to
the BBC, the series highlighted the plightof endangered species, from rockhopper
penguins in the Falklands Islands to thehoolock gibbons of Northern India, as
well as some species closer to home.

22

BBC Annual Report and Accounts 2020/21

The biggest
educational offer inour history ensured
all children could
access curriculumbased learning,
even if they didn’t
have access tothe internet.
BBC Bitesize
Bitesize Daily, the BBC’s biggest-everEducation offer, began at the start of the2020 summer term to support parents
and students whilst schools wereclosed. Bringing together top BBC talent
with the best teachers across the UK,
Bitesize Daily delivered fun curriculumlinked lessons focusing on English andMaths, as well as covering other key
curriculum subjects and student
wellbeing. Bitesize Daily harnessed arange of partnerships to enhance theoffer, working with the Premier League,
the Royal Shakespeare Company, the
Science Museum and Puffin Books.
When schools closed again in January,
Bitesize Daily supported an even bigger
audience by being broadcast on
CBBC and BBC Two as well as being
available on iPlayer and the Red Button.

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2
My Mum Tracy Beaker was
CBBC’s most successful
ever programme launchon iPlayer

67%

2019/20

38%

Primary pupils% of primary school
pupils who use
Bitesize
Source DJS

77%

2019/2073%

Secondary pupils% of secondary
school pupils who
use Bitesize

80

2019/2083%% of under-16 users
who say Bitesize helps
them understandtheir studies/learning
more
Source DJS

57%

2019/2062%% of secondary school
users who say Bitesize
helps them to achieve
better grades
Source DJS

2.7m
Unique browsers

05:00

2019/20

1.7m

Number of unique
UK browsers
accessing Bitesize on
average per week

2019/20

04:55

Under 16s pan-BBC time
Length of time under 16s spend
with the BBC per head on average
per week (hours mins)
Source Kids Cross-Media Insight by
Ipsos MORI

77%

Source DJS%

Measurement:

2019/20

81%

Under 16s pan-BBC reach% of under 16s who use BBC TV/
iPlayer, Radio or Online on
average per week
Source Kids Cross-Media Insight by
Ipsos MORI

79%
% of parents who think the
BBC is effective at supportingchildren and teenagers with
their learning (ineffective 7%)
Source Ipsos MORI 18+

68%% of UK adults who think the BBC
is effective at helping them learn
new things (ineffective 17%)
Source Ipsos MORI 18+

Source AT Internet

P.155

For the full list of statistical information on
Public Purpose 2

JoJo & Gran Gran, CBeebies

Strategic Report

Return to contents

23

Delivering our creative remit
Public purposes

Purpose 3:
To show the most creative, highest qualityand distinctive output and services

These pages provide examples of
the range of creativity and quality,
distinctive content produced acrossthe BBC last year.
The BBC is here to make great programmes
and services. It is why audiences come tous and value us. What we have produced
this year – across factual, arts, drama,
entertainment, comedy, sport andmusic – once again demonstrates ourcommitment to maintaining the highest
production and editorial standards
across the broadest range of output.
The pandemic has underlined thatentertainment is as essential a public
service as the other parts of the BBC
mission. 83% of UK adults feel that a
BBC that entertains should continue tobe part of our mission. Drama, comedy,
entertainment and factual programming
have all played an important role foraudiences over the past 12 months, whohave embraced our offer in huge numbers.
In today’s global market, our commitment
to home-grown British content has
also become more important than ever.
We continue to put British creativity,
quality and risk-taking at the heart ofthe BBC. This is what helps set us apartin the media landscape: high-quality
output on TV and radio that is uniquein its distinctiveness and its focus on
British content from across the UK.

I May Destroy You
The fearless, frank and provocative
series I May Destroy You, written,
created, co-directed and led by Michaela
Coel, explored the question of sexualconsent in contemporary life and how,in our modern landscape of dating andrelationships, we make the distinction
between liberation and exploitation. A
BBC and HBO co-production, it launchedon BBC One and BBC iPlayer in June
2020. The critically acclaimed drama,
heralded as the best TV show of 2020
by The Guardian, won four BAFTAs andthree Royal Television Society awards.

24

Small Axe
Small Axe, Oscar and BAFTA-winning
Steve McQueen’s anthology of originalfilms, featured an all-star British cast
including John Boyega and Letitia Wright.
Set from the late 1960s to the mid-1980s,
the films each told a story involving
London’s West Indian community, whose
lives have been shaped by their own
force of will, despite rampant racism anddiscrimination. Widely praised by viewers
and TV critics, Small Axe was the second
biggest performing BBC drama in 2020
for black audiences, sparked a powerfully
emotional response and meaningful online
discussion, and saw John Boyega win his
first Golden Globe, Malachi Kirby a BAFTAand Shaun Parkes win an RTS award.

We have provided
much-needed
escapism, with tensof millions of viewers
and listeners coming
to our drama, ourcomedy and ourentertainment.

Normal People
Set in Ireland, the highly anticipatedadaptation of Sally Rooney’s much-loved
novel followed Connell and Marianne’sstory of young love, from the end of theirschool days in a small town in the westof Ireland, to their undergraduate years
at Trinity College. The 12 30-minuteepisodes launched in April 2020 on
BBC Three and BBC iPlayer as a box set
before airing weekly on BBC One. Hugely
popular with both audiences and critics,BAFTA-winning and Golden Globe andEmmy-nominated Normal People became
the biggest iPlayer box set of the year,
getting 63.7 million streams across 2020.

Michael McIntyre’s The Wheel
A new take on the game show format,
Michael McIntyre’s The Wheel put
viewers into a spin each Saturday nightas celebrity guests help contestants
take on The Wheel to try and win amoney prize in this new entertainment
format for BBC One. The series debutedin November 2020 with a 28-day
consolidated audience of 6.3 million tuning
in for the first episode and a 5.4 million
series average (28-day consolidated).

BBC Annual Report and Accounts 2020/21

Once Upon a Time in Iraq
Once Upon a Time in Iraq, narrated byAndy Serkis and directed by multiaward-winning director James Bluemel,
examined the extraordinary gamble taken
by America and Britain when they invaded
Iraq through the typically unheard
perspective of those who actually lived
it – civilians, soldiers, journalists. Met
with near universal acclaim, the series
has gone on to win the Rose D’Or Award
for Documentary and the prestigious
Golden Rose – presented to the mostoutstanding programme of the year. The
programme also won the BAFTA forBest Factual Series, Best Documentary
Series at the Broadcast Awards, theRoyal Television Society (RTS) award
for Best Documentary Series and wasnominated for Documentary Director at
the RTS Craft and Design Awards. The
programme was hailed as “documentary
series of the year” in the Telegraphand “the best documentary series the
BBC has ever made” by Andrew Neil.

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3
BBC Three’s BAFTA
award-winning Normal People

Measurement:90%

2019/20

81%

18:02

2019/20

17:45

Pan-BBC reach% of UK adults who
use BBC TV/iPlayer,
Radio or Online on
average per week

Pan-BBC time
Length of time UK adults
spend with the BBC per
head on average per week(hours mins)

Source Compass by
Ipsos MORI 16+

Source Estimated from Ipsos
MORI, BARB, BARB
Establishment Survey, AT
Internet, RAJAR, ONS 16+

77%

71%

% of UK adults who
think the BBC iseffective at providing
content/services that
set a high standard for
quality (ineffective 11%)% of UK adults who
think the BBC is effectiveat providing content/
services that set a highstandard for creativity(ineffective 14%)

Source Ipsos MORI 18+

Source Ipsos MORI 18+

70 %% of UK adults who
think the BBC iseffective at providing
content/services thatare distinctive(ineffective 13%)
Source Ipsos MORI 18+

P.156

For the full list of statistical information on
Public Purpose 3

Lovers Rock from the
BAFTA award-winning
Small Axe anthology
Strategic Report

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25Delivering our creative remit
Public purposes
Purpose 3:
To show the most creative, highest qualityand distinctive output and services continued

The Young Offenders

Rethink

Combining laugh-out-loud comedy andheart-breaking emotion across threeseries and a Christmas special, The
Young Offenders is now an established
BBC Three comedy favourite, following
loveable leads Conor and Jock as theynavigate their awkward teenage years.

Radio 4, Radio 5 live and the BBC World
Service came together for Rethink – aunique collaboration to look at how society
and our lives can change for the better
after the pandemic, with speakers that
included Pope Francis, Samantha Power,
Caleb Femi, Lady Hale, KK Shailaja, Tim
Berners Lee and Emma Dabiri. As partof Radio 4’s focus on constructive andsolutions-based journalism, Rethinkcontinued on the station and throughthe year explored subjects such as how
urban environments should change andleadership, as well as five programmes
on fairness hosted by Amol Rajan.

The Young Offenders is a true BBC Three
comedy success story, with over 43.8
million requests on BBC iPlayer for all
episodes available to date, winning bothcritical acclaim and multiple awards
including the Scripted Comedy prize at theRoyal Television Society in March 2021.

Music in lockdown
We brought joy and companionshipto our listeners with live music andbrilliant virtual initiatives, includingRadio 2 Live at Home, Radio 1’s Big
Weekend, BBC Lockdown Orchestra
and The Glastonbury Experience. Our
pop networks came together for The
Great British Singalong, and Radio 1’s
Live Lounge Allstars topped the singles
chart with ‘Times Like These’, raisingmoney for charity. Our BBC Proms
season as well as Radio 3’s many
concerts, including from the Wigmore
Hall, created live classical music
moments on air during the pandemic.

Beethoven Unleashed
The BBC’s Beethoven Unleashed season
celebrated 250 years since the composer’s
birth with wide-ranging programming of
his work across the year, including 125
editions of Composer of the Week on Radio
3 and a BBC Four series delving into hislife story. A host of innovative projects
took Beethoven’s music to new audiences,including a new drama with Peter Capaldi
as the great composer, opportunities
to remix a symphony using specially
recorded orchestral tracks, and a mass
Comic Relief charity run, which challenged
the public to ‘Beat Beethoven’ by running
5km around Salford’s Media City before
the BBC Philharmonic could complete alive performance of the Fifth Symphony.

26

Our Culture
in Quarantine
initiative kept
the arts alive in
people’s homes at atime when venues
and social spaces
were hit by the
pandemic.

Culture in Quarantine
Our Culture in Quarantine initiative
kept the arts alive in people’s homes at
a time when venues and social spaces
were hit by the pandemic. Highlights
included Inside Culture with Mary Beard,
BBC Two’s topical arts series adapted
for lockdown with Mary filming muchof the programme from her own study;
Dancing Nation, a collaboration withSadler’s Wells and Arts Council Englandcelebrating the UK’s world-class dance
scene; and Lights Up, a major festival of
UK theatre adapted for TV and radio.

CripTales
Following on from the success of previous
monologue projects Snatches and Soon
Gone: A Windrush Chronicle, BBC Arts
commissioned CripTales, a series of six
monologues exploring the experience ofliving with a disability in a powerful new
way. The series was part of the BBC’s
wider focus on disability and marked
the 25th anniversary of the Disability
Discrimination Act. Thought-provoking
and poignant, the monologues were
curated by disabled writer and actor
Mat Fraser and written, directed andperformed by disabled people. The series
featured Liz Carr and Ruth Madeley andaward-winning writers including Jack
Thorne, alongside new voices and actors.

BBC Annual Report and Accounts 2020/21

Cricket returns to
BBC television2020 saw the return of cricket to BBC TV
screens for the first time in a generation.
With daily highlights of all Englandhome international matches, as wellas live broadcasts of two men’s andone women’s T20 fixtures, the new TV
coverage complemented BBC Sport’s
long-standing online service and Test
Match Special on BBC Radio. In total,
22.5 million adults enjoyed the BBC’s
cricket output across TV, radio andonline during the summer of 2020.

Premier League football
Live Premier League football was shown
on BBC TV for the first time, and theSouthampton v Manchester City match
delivered the highest ever live UK audience
for the Premier League, at 5.7 million.
The third round of the FA Cup was central
to a new record for unique browsers
to iPlayer – 8.9 million on 10 January,
41% above the norm. By the quarter
finals stage, the FA Cup had achieveda TV reach of 26 million on the BBC.

Return to contents

BBC Three comedy
The Young Offenders

Sustainable programming
Over the last year BBC TV programmessuch as Extinction: The Facts and Chris
Packham: 7.7 Billion People and Counting
have provided vital, science-based
information, whilst Panorama’s films
Australia Burning and Britain’s Wild
Weather have documented the serious
impact of climate change at home andabroad. Countryfile’s major Plant Britain
project, to get the nation planting, andthe Royal Institution Christmas Lectures:
Planet Earth, A User’s Guide haveprovided a vital insight into solutions for
mitigating the impact of climate change.
Sir David Attenborough told the storyof how our planet’s powerful yet fragile
forces shape all life on earth in BBC
One’s natural history landmark, A Perfect
Planet. Met with critical acclaim, theseries finale revealed a new dominant
force impacting the natural world:
humans. Episode one received a 7.1
million 7-day consolidated audience andthe series contributed to BBC iPlayer’s
record-breaking month, becoming themost-watched factual title of the year.
On radio, through podcasts such as
5 live’s What Planet Are We On? and theWorld Service’s The Climate Question,
the BBC has explored the issues;
Radio 4’s How They Made Us Doubt
Everything exposed the playbook behindclimate misinformation; and Radio 3’s
Rising Sea Symphony presented twoalternative pathways for the future in
a compelling soundscape. This has all
been supplemented by digital content
aimed at young audiences. Whilst
major brands and dramas such as The
Great British Sewing Bee, The Repair
Shop, DIY SOS, EastEnders and I May
Destroy You have explored the topic
in a light-touch and highly relatable
way for the broadest of audiences. BBCNews continues to be a vital place tosource impartial environmental news.

BBC Arts’ CripTales for BBC Four

Strategic Report

Return to contents

27Delivering our creative remit
Public purposes
Purpose 3:
To show the most creative,
highest quality and distinctive
output and services continued

BBC Sounds
Two years after launch, BBC Sounds
continues to grow as more people
discover it as the home of music, radio
and podcasts from the BBC.
We’ve innovated with commissions
and curation and made BBC Sounds
available in more places, reachingrecord weekly audiences and in 2020/21
had 1.26 billion plays of content, up
from 760 million the previous year.
Our radio stations remain at the heartof BBC Sounds, with people choosing
to spend a lot of time on the app andwebsite listening to the likes of GregJames, Zoe Ball, Ken Bruce and theToday programme; and many coming
to it for the latest news as well asmusic and sports from our networks.
We’ve upped our creative ambition
with our podcasts and backed brilliant
British talent giving listeners thecompany of people like Louis Theroux,
Peter Crouch, Stacey Dooley andYungblud. And we’ve commissioned
podcasts that particularly appeal toyounger and underserved audiences,such as Money Moves with Toni Tone,
Press X to Continue, Wheel of Misfortune
and 6 Degrees from Jamie and Spencer.
We launched the first title in a newcollaboration with Warner Music
Group, Songs To Live By, hosted byVick Hope celebrating black voices,and helped fans indulge in theirfavourite BBC dramas with podcast
companions for hits like Normal
People and I May Destroy You.

28

We backed podcasts which bring
immersive storytelling and importantinvestigations the BBC is renowned for
to a new audience. I’m Not A Monster
was our first podcast from Panorama
and a co-production with PBS Frontline;
others included Manhunt: Finding
Kevin Parle and Fight of the Century.
Our distinctive, expertly curated music
content reached records with 27 million
plays in 2020/21. Mood-led mixes such as
Mindful Mix, Focus Beats and The Happy
Hour helped listeners with different needs;
shows like 6 Music Artist in Residence
and Tearjerker with Jorja Smith havebeen popular; and Radio 1 Dance waslaunched as one way to help listeners enjoy
more of what they like from the BBC.
BBC Sounds also played an importantrole in supporting the nation throughthe pandemic. Our live stations anddaily Newscast podcast gave listeners
detailed information about what was
happening; our daily Bitesize podcasts forprimary and secondary school children
helped learning at home; and 10 Today
was our series with Sport England
to help older listeners keep active.
We also brought back some classic
comedies and audiobooks to entertain andhelp listeners find some escapism, newpodcasts like MOTD: Top 10 for those inneed of a sports fix and The Isolation Tapes
with Elis James and John Robins finding
humour amidst what was happening in theworld. And when people couldn’t enjoy live
music in person, BBC Sounds helped themhold festivals at home with new live setsfor Radio 1’s Big Weekend, and new andarchive performances from Glastonbury.

BBC Annual Report and Accounts 2020/21

We enhanced the curation on
BBC Sounds to make it more relevant toeach user. We launched the BBC Sounds
TV app on more devices and platforms,
and made it even easier for listeners
to find their favourite programmeswith improved search functionality,
as well as launching a My Sounds
section on the TV app experience.

8/10

2019/20

8/10

Weekly users’ rating of BBC Sounds (meanscore/10)
Source YouGov 16+

3.5m
All

2019/20

2.9m

572k
16-34

2019/20500k

Average weekly accounts using BBC Sounds
Source AT Internet/BBC Account data 2019/20 datafrom 30 Sept 2019 – 29 Mar 2020, following closure of
BBC iPlayer Radio

10.9m

2019/208.9m

BBC Sounds streaming time
Average weekly hours played through Sounds
Source AT Internet/BBC Account data 2019/20 datafrom 30 Sept 2019 – 29 Mar 2020, following closure of
BBC iPlayer RadioFor the full list of statistical information
on BBC Sounds see page 159.

Return to contents

BBC iPlayer
The growth and transformation of BBC
iPlayer is at the heart of our strategy
and this delivered really strong resultsfor viewers in 2020/21, building
strongly on the success of recent years.
Across 12 months, a record-breaking
6.1 billion programmes were streamed– up 28% on 2019/20 (4.8 billion).
The continued development of BBC
iPlayer as a product has improved
the experience for viewers who areusing it more and more. This year
we provided an expanded catalogueof high-quality drama, comedy anddocumentary series to choose fromand longer availability for many films,
as many people used the service tokeep them informed and entertained
whilst spending more time at home.
For younger viewers, we launched a
new children’s experience, making it
easy for children to create their own
profile attached to an adult accountand this enabled them to receive a
specially curated experience built
around content from CBeebies, CBBCand other suitable BBC programmes.
And, in spite of many changes to thelive event schedule this year, there
were still terrific performances for the
FA Cup, a special virtual Glastonbury
and Premier League matches liveon the BBC for the first time ever.

10.7m 3.2m

Accounts overall	Under 35 year olds’
accounts
Signed-in reach of BBC iPlayer
Average weekly accounts signing in to iPlayer(2019/20 9 1 million overall; 2 9 million under 35)

8/10
16+

2019/20

8/10

8/10
16-34

2019/20

8/10

Weekly users’ rating of BBC iPlayer(mean score/10)
Source YouGov 16+

Source AT Internet/BBC Account data

39.7m

81%

Average weekly hours played through iPlayer(2019/20 32 2 million)% of weekly users rating iPlayer as effective at
helping the BBC to deliver the mission overall(10% of 16+ and 14% of 16-34 users say
ineffective)

16+

BBC iPlayer streaming time

Source AT Internet/Sky catch-up data 2019/20 data
restated following data amendments

12%
All

2019/20

11%

37%

16-34

2019/2035%% of BBC TV viewing that is delivered by iPlayer
Source BARB/AT Internet/Sky catch-up data 2019/20
restated based on changes to calculation method

2019/20

83%

78%
16-34

2019/2084%

Source Ipsos MORI

81%
16+

2019/20

83%

79%
16-34

2019/2084%% of weekly users rating iPlayer as effectiveat helping the BBC to deliver the public purposes
overall (9% of 16+ and 12% of 16-34 users say
ineffective)
Source Ipsos MORI

For the full list of statistical information
on BBC iPlayer see page 157-158.

Throughout the year, BBC iPlayer brokerecords for its best-ever day in quick
succession, with the day the Prime
Minister announced the first lockdown
being the first time the service had seen
over 20 million programmes streamed ina single day. This daily record was beatenwith the return of Killing Eve and theconclusion of Scottish thriller The Nest,
beaten again with the release of iPlayer’s
biggest box set of the year, Normal People,
and again on 10 May 2020 – when 24.1
million programmes were streamed– the day of the Prime Minister’s
second statement to the nation.
2021 has continued breaking records,
with January-March seeing BBC
iPlayer’s best quarter on record, withover 1.7 billion programmes streamed,
driven by the success of new titles
like The Serpent and Bloodlands,
returning big-hitters including Lineof Duty and RuPaul’s Drag Race UK
and popular box sets like Pretty Little
Liars, Spiral and Not Going Out.

Strategic Report

Return to contents

29Delivering our creative remit
Public purposes

Purpose 4:
To reflect, represent and serve the diverse
communities of all of the United Kingdom’s nations
and regions and support the creative economy
The BBC is committed to serving its
audiences across the UK, providing
high-quality, distinctive and relevant
content for licence fee payers, helping
to maintain reach and providing aneffective vehicle to reflect the rangeof cultures and communities.
We have a fundamental duty to represent
the whole country and make sure all its
views and voices are heard. To deliver
value for all audiences, it is vital that the
BBC fully reflects the public it serves.
Today, over half our spending – and half
our teams – are across the UK. We havemore than doubled the proportion of
network TV programmes produced in
Scotland, Wales and Northern Ireland ina decade. No media provider does morethan the BBC today to serve the UK’s
nations, regions and communities.
But we have to work even harder. We
must do more to make sure all audiences
feel that the BBC is for, and represents,
them. That is why we have set out
plans for a dramatic shift of the BBC’s
people, power and decision-making
to the UK’s nations and regions. It is aplan that also reflects how determined
we are that the BBC plays its fullest
possible role in supporting social andeconomic recovery right across the UK.

Dedicated services
The BBC also provides a range of
dedicated, cross-genre output for Scotland,
Wales, Northern Ireland and the English
Regions across television, radio and online.
Each area makes television and radio
programmes and online content for theirlocal audience and for the network.

Network supply
Almost half of network television
production is in the nations and regions,with 47.9% from outside London and16.4% from Scotland, Wales andNorthern Ireland.
In 2020, despite Covid-19 disruption,
we met or exceeded the majority of
our supply quotas – including all our
nations and regions hours targets.
However, the unprecedented and rapid
reduction in programme spend led toparticular challenges in some individual
nations and English regions – leading
us to miss three spend quotas for the
first time. We have also announcedplans to exceed our existing quotas infuture years. More information canbe found in the TV Supply Report.
Network television programming
spend by region as a percentage of
eligible spend
2020

2019

London

52.1%

49 2%

Scotland
Wales
Northern Ireland

6.5%
8.2%
1.7%

9 1%
8 2%
3 5%

Total nations

16.4%

20 8%

Midlands
North of EnglandSouth of EnglandMulti-region*

2.5%
17.4%
10.1%
1.5%

2 8%
14 0%
9 8%
3 3%

Total regions excl.
London

31.5%

29 9%

Total nations andregions

47.9%

50 8%

Grand total

100%

100%

BBC Local Radio** and nations radio
hours of output
England (excl London)
LondonScotland
Wales
Northern Ireland

2019

250,281
8,784
11,844
14,791
8,221

UK PSB staff by nation
We also remain committed to locating atleast 50% of our employees outside ofLondon and some 52% are currently basedoutside of the M25.
UK PSB staff by nation (equivalent fulltime) % (excl. BBC Studios in 2020)

England (excl London)
LondonScotland
Wales
Northern Ireland

BBC Annual Report and Accounts 2020/21

2020

243,417
7,789
11,84314,806
7,875

Network television spend based on Ofcom definitions bycalendar year
* Multi-region covers programmes made outside
London but which cannot be attributed to any one
region or nation** The BBC Local Radio and nations radio hours of output
only includes BBC original programmes and excludes
any repeat programmes

NationWe have major production centres in
Glasgow, Cardiff, Belfast, Salford, Bristol,
Birmingham and London.

30

Our Across the UKplans will cement
our commitment
to better reflect,
represent andserve all partsof the country.

31 March
2021

31 March
2020

33
48
8
7
4

34
48
7
7
4

Return to contents

4John Boyega in Steve
McQueen s BAFTA
award-winning Small
Axe anthology

Measurement:

57%

63%

% of UK adults who
think the BBC iseffective at reflecting
people like them(ineffective 24%)

% of UK adults who
think the BBC iseffective at providing
content/services
relevant to them(ineffective 21%)

Source Ipsos MORI 18+

Source Ipsos MORI 18+

60%

62%

% of UK adults who
think the BBC iseffective at reflecting
the part of the UK they
live in (ineffective 22%)% of UK adults who
think the BBC is effectiveat catering for the partof the UK they live in(ineffective 20%)

Source Ipsos MORI 18+

Source Ipsos MORI 18+

68%% of UK adults who think
the BBC has programmes,
content and services thatraise awareness of thedifferent ways of life andperspectives in UK
society (ineffective 18%)
Source Ipsos MORI 18+

P.159

For the full list of statistical information on
Public Purpose 4

RuPaul’s Drag Race UK
for BBC Three
Strategic Report

Return to contents

31Delivering our creative remit
Public purposes
Purpose 4:
To reflect, represent and serve the diverse
communities of all of the United Kingdom’s
nations and regions and support thecreative economy continued

Rhod Gilbert s Work Experience
BBC One WalesThe BBC in Wales
BBC Wales’ news services were
dominated this year by coverage ofthe pandemic.
Across TV and radio our teams
delivered over 14 hours of weekday
output for BBC Wales Today,
Newyddion for S4C, BBC Radio Wales
and BBC Radio Cymru, as wellas comprehensive daily coverageon BBC Wales News Online andCymru Fyw, offering wide-ranging
coverage and analysis of the impact
of Covid-19 on Wales. The Welsh
Government press briefings were alsobroadcast live as part of BBC Wales
Today’s coverage on BBC One Wales.
Wales in Lockdown was a special
series which captured initial
lockdown experiences across thecountry. Critical: Coronavirus in
Intensive Care was another powerful
documentary as BBC Wales’ cameras
were given exclusive access to the
ICU at the Royal Gwent Hospitalwhich was at the heart of the initial
Covid outbreak in Wales. We alsocelebrated our Welsh heroes with abrand new series The Great Indoors,whilst firm favourites Weatherman
Walking and Iolo’s Wild Walesdelighted audiences unable toexperience the great Welsh
countryside for themselves. At the
moment when the country’s attention
was on care homes, a remarkableepisode of Rhod Gilbert’s Work
Experience was broadcast on BBC One
Wales which focused on the brilliant
work of our carers.
Radio has been a source of comfort
throughout the year and our
stations adapted their programmes
and schedules to accommodate
listeners’ lockdown lives. Owen
Money brought his popular

32

Golden Hour to weekdays on Radio
Wales, whilst Radio Cymru’s Aled
Hughes celebrated the efforts ofvolunteers going the extra mile.
Pupils and parents turned to BBC
Bitesize to supplement virtual
lessons. With resources to support
the Welsh curriculum, bilingual daily
lessons for Welsh schoolchildren
have been available throughout,and from January a partnershipwith S4C has seen Bitesize’s
educational packs broadcast daily.
Beyond Covid, BBC Wales Investigates
produced a stand-out TV moment
as almost half a million viewers
watched Wyre Davies unveil new
evidence in The Clydach Murders.
BBC Wales produced a drama
documentary on the Atomic
Bomb for the World Service andin December 2020 completed alandmark year of 125 programmes
to lead the commemorations of
Beethoven’s birth in 1770. For
Radio 4 we produced a majorcross-disciplinary series onhuman psychological behaviour.
With most of our national festivals
on hold we worked with our partners
to ensure culture continued to becelebrated, explored and championed.
BBC Radio Cymru brought the Urdd’s
Eisteddfod T to life for listeners
whilst The Machynlleth Comedy
Festival delivered some light relief
on BBC Radio Wales and Marchsaw Gŵyl – a collaboration between
four Welsh festivals – all hostedon the BBC’s online platform.

92%

2019/2095%

Pan-BBC reach% of adults in Wales who use BBC TV/iPlayer,
Radio or Online on average per week
Source Compass by Ipsos MORI 16+

79%% of adults in Wales who think the BBC
informs, educates and entertains people
in the UK/them (ineffective 13%)
Source Ipsos MORI 18+

62%% of adults in Wales who think the BBC iseffective at reflecting people like them(ineffective 22%)
Source Ipsos MORI 18+

For the full list of statistical information
on Wales see page 162
To read more about how the BBC Board
has monitored and reviewed performancein Wales, see the report on page 170

And despite the challenging
circumstances, BBC Wales completed
its relocation to Central Square in theheart of Cardiff in September 2020.

BBC Annual Report and Accounts 2020/21

Return to contents

The BBC in Scotland
As the first Covid lockdown was
introduced, in March 2020, BBC
Scotland quickly responded
by introducing Bitesize andAuthors Live programmes on
the BBC Scotland channel, toassist those who were no longer
able to attend school, whilst
Reflections at the Quay and The
Service reached out to Scotland’s
diverse faith communities.
The pandemic and Brexit
understandably dominated the news
agenda across the year. Public healthinformation was carried extensively
across our programmes and services;
we introduced a new Sunday Show
programme, in part simulcast on
radio and television; and Debate Night
allowed virtual audiences to discuss
the topics of the day with panelsof politicians and commentators.
With traditional models ofprogramme production largely
halted, we sought and quickly
introduced new and innovative
programmes and formats, including
Shelf Isolation, Socially Distant with
Susan Calman and Scenes for Survival,
a series of innovative digital shortartworks produced in conjunction
with the National Theatre of
Scotland. We also brought backsome cherished archive, offering
audiences re-runs of classic dramas,
comedy, football and rugby.
In the six-part Billy and Us, Scottish
comedy icon Billy Connolly lookedback over his life and career;and Kirsty Wark celebrated
Edinburgh’s enduring festival

spirit in Edinburgh 2020: My Light
Shines On, streamed simultaneouslyon the Festival’s website.

88%

The BBC Scotland channel collected
a prestigious RTS Judges Awardfor its achievements during its firstyear of broadcasting. And there
were welcome returns for some of
its audience favourites, including
Murder Case, Scotland’s Home of theYear and The Children’s Hospital.
Scotland’s recent history was
examined in The Years That Changed
Modern Scotland; and there was athought-provoking look at social
class in the 21st century in Darren
McGarvey’s Class Wars. Narratedby Ewan McGregor, the three-part
Stormborn, on BBC One, looked at
how animals survive and thrive on
the northern edges of the Atlantic.

Pan-BBC reach% of adults in Scotland who use BBC TV/
iPlayer, Radio or Online on average per week

Hogmanay brought the final kickof the ball for Only an Excuse whilst
rising star Jim MacDonald plougheda rich comedy furrow in The Farm.

2019/2090%

Source Compass by Ipsos MORI 16+

76%% of adults in Scotland who think the BBC
informs, educates and entertains people
in the UK/them (ineffective 12%)Source Ipsos MORI 18+

55%% of adults in Scotland who think the BBC
is effective at reflecting people like them(ineffective 25%)
Source Ipsos MORI 18+

Music moments featured
prominently on BBC ALBA, with
programmes as varied as the CeòlAig Baile series, Na Trads: An Tobar
and That’s the Way We Do It – Peat
& Diesel. Sport was also a channel
mainstay and 360, a new women’s
digital sports show, was madeavailable on iPlayer, the BBC ALBA
website and worldwide on YouTube.

For the full list of statistical information
on Scotland see page 161
To read more about how the BBC Board
has monitored and reviewed performancein Scotland, see the report on page 174

Music also remained at the heartof the Radio Scotland schedules,
where new programmes included
Take the Floor: Your Requests and
BBC Introducing in Scotland.

BBC Scotland channel% Effective% of weekly users 16+ rating the BBC Scotland channel as effective at helping
the BBC to deliver the mission overall in Scotland% of weekly users 16+ rating the BBC Scotland channel as effective at helping
the BBC to deliver the public purposes overall in Scotland% Ineffective

SourceIpsos MORI 16+
weekly users in
Scotland

2020/2173%

14%

2019/2073%

12%

2020/2174%

14%

2019/2075%

16%Scotland s Home of the Year
BBC Scotland

Strategic Report

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33Delivering our creative remit
Public purposes
Purpose 4:
To reflect, represent and serve the diverse
communities of all of the United Kingdom’s
nations and regions and support thecreative economy continued

Bloodlands for BBC One

The BBC in Northern Ireland
It’s been a year of unprecedented
challenges and we’ve been with BBC
audiences in Northern Ireland every
step along the way.
We described the impact of theCovid-19 pandemic on all aspects ofcommunity life, providing audienceswith detailed information andanalysis and an important forum for
debate. Our news programmes
explained the measures being takenby the Northern Ireland Executive tolimit the virus’ transmission andmade effective use of the BBC’s
specialist journalism.
BBC Newsline’s audience increased
significantly during this period
and Evening Extra facilitated live
coverage of Ministerial briefings
at Stormont. We also covered
issues around the conclusion of
the Brexit transition period andthe politics and practicalities of
the Northern Ireland Protocol.
BBC Radio Ulster/Foyle maintained
almost the entirety of its usual
schedule during the early stages of thepandemic. Its programmes provided
listeners with companionship andconnection, reflecting Covid-19
concerns and mental health issues,
including a joint initiative withlocal charities on loneliness. We
expanded our local education output
to support students learning at
home and engaged schoolchildren in
the BBC’s work through the returnof Two Minute Tales, Two Minute
Masterpiece and the Young Reporter
project, which explored feelingsof isolation due to lockdown.
We developed our local presenceon BBC Sounds with new podcasts,
including Year 21 (which looks at thecentenary of Partition). We unlocked

34

the riches of our local televisionarchive in BBC Rewind and curated
A Season of Arts, which featured newcommissions and a special collectionof programmes on BBC iPlayer.
We adapted our televisioncommissioning process to takeaccount of Covid-19 restrictions,
supporting production companies
and their work and responding
to new audience needs. Locally
produced programmes delivered
strong performances, with adiverse mix of content including
The Paddy Raff Show, Keepin ‘erCountry at Home, Edward Carson
and the fall of Oscar Wilde, andthe ever-popular Nolan Live.
Sports fans were able to enjoy
some favourite sporting momentsfrom the BBC’s archives in Sport
Re-run and we also gave them afront row seat as major fixturesbegan to resume, including throughthe online streaming of events.
Local skills, talent and places wereshowcased in Bloodlands (which
has now been commissioned fora second series) and through thelong-awaited return of Line of Duty.
Our work in this area will be further
developed through Hope Street, a
new daytime television drama series,
and other initiatives arising fromthe BBC’s Across the UK plans.

88%

2019/20

92%

Pan-BBC reach% of adults in Northern Ireland who use BBC
TV/iPlayer, Radio or Online on average perweek
Source Compass by Ipsos MORI 16+

80%% of adults in Northern Ireland who think the
BBC informs, educates and entertains people in
the UK/them (ineffective 9%)
Source Ipsos MORI 18+

50%% of adults in Northern Ireland who think the
BBC is effective at reflecting people like them(ineffective 25%)
Source Ipsos MORI 18+

For the full list of statistical information
on Northern Ireland see page 163
To read more about how the BBC Board
has monitored and reviewed performancein Northern Ireland, see the report on
page 179

We renewed our successful
partnership with Northern Ireland
Screen – which underpins so much ofwhat we are able to do, including theBBC’s programming in Irish andUlster-Scots – and worked with
Libraries NI to deliver a range ofprogrammes and events as part ofBook Week NI.

BBC Annual Report and Accounts 2020/21

Return to contents

The BBC in England
Local and regional BBC services
were there for audiences during themost extraordinary and difficult
times – reporting the latest news,
connecting communities andproviding moments of relief withnew television commissions.
On 23 March 2020, BBC Local Radio
launched the Make a Difference
campaign – a virtual noticeboard for
those offering help and those needing
support. Since its launch, there
have been 4.5 million interactions
with BBC Local Radio in what isthe biggest response the BBC hasever had to a local radio campaign.
Make a Difference launched acrossall 39 local radio stations to help
keep communities connectedacross England. Individuals,
volunteer groups and localorganisations offered help to thosein need with acts of kindness
when it was needed the most.
With schools closed, Make a
Difference called for donations
to help children gain accessto online learning. Working
with our partners, including
Business to Schools, an incredible
116,000 devices were donatedto schools and local charities.
Weekly virtual church services andreligious reflections from various
faiths were broadcast whilst placesof worship were closed. Local radio
teamed up with manufacturers,
retailers and a loneliness charity
to offer free DAB radios to themost vulnerable aged over 75,
and BBC England also signed a
Memorandum of Understanding with
the Community Media Association,
meaning community radio would
be able to broadcast local news
content for free during the crisis.

update service and launched anews service covering Leicester
in both English and Gujarati.

90%

Three new temporary local
BBC outputs launched whererates of infection had been
particularly high, in Bradford,
Sunderland and Wolverhampton.

Pan-BBC reach% of adults in England who use BBC TV/
iPlayer, Radio or Online on average per week

Regional TV newsrooms adapted
ways of working to ensure
audiences continued to get news
about their local areas. The
BBC’s regional 6.30pm news
bulletins saw a large increase inviewing from March onwards,
with average audiences acrossEngland up by 19% year-on-year.
BBC England also continued toentertain audiences, offering lightrelief from the challenges faced.
Winter Walks offered the quiet
solace audiences needed, Our
Lives gave insights into life acrossEngland with programmes such
as Zoo Mum and Soul Boy, andAngels of the North shone a lighton a salon in the North East.
This year BBC England has informed,
entertained and educated audiences
through regional television,
local radio and online services.
Engagement with audiences wasstrengthened through Make a
Difference and there was a continued
commitment to telling stories
from every corner of the country
to reflect all our audiences.

2019/20

91%

Source Compass by Ipsos MORI 16+

78%% of adults in England who think the BBC
informs, educates and entertains people
in the UK/them (ineffective 12%)Source Ipsos MORI 18+

58%% of adults in England who think the BBC
is effective at reflecting people like them(ineffective 24%)
Source Ipsos MORI 18+

For the full list of statistical information
on England see page 164
To read more about how the BBC Board
has monitored and reviewed performancein England, see the report on page 183

When Leicester became the firstcity to go into a local lockdown, local
radio extended the smart speakerA family receives a laptop from
the Make a Difference: Give a
Laptop campaign in Bristol

Strategic Report

Return to contents

35Delivering our creative remit
Public purposes
Purpose 4:
To reflect, represent and serve the diverse
communities of all of the United Kingdom’s
nations and regions and support thecreative economy continued
Delivering representationand portrayal
It is central to the BBC’s mission todeliver an authentic representation andportrayal of the diverse communities ofall of the UK’s nations and regions.
Diversity in terms of who is seen andheard on-screen and on-air is key, as wellas in terms of the breadth of stories andnarratives that are told with an authentic
perspective. We strive to serve different
audience groups well across the UK,
which in turn contributes to differencesin usage and perceptions of the BBC
amongst different communities.
On-screen/on-air representation
The Diversity Commissioning Codeof Practice is the BBC’s blueprint for
improving the diverse representation in
our on-air, on-screen and online content.
The diversity commissioning annual
report – now in its third year – serves totrack our progress as we hold ourselves
and others to account. The five principles
are embedded into the organisationin order to strengthen the diversity ofvoices, perspectives and stories that ouraudiences can find within BBC content.
The BBC’s 50:50 project is a voluntaryself-monitoring system established toincrease women’s representation onscreen and on-air. In March 2021, 70% ofteams submitting data reached at least
50% women in their output – an increaseof 34% on where they began. Following

the scheme’s success since it began four
years ago, we have expanded its remit
to include disability and ethnicity. Our
Extend in News programme improves
disability representation by recruiting
and developing disabled journalists andproduction staff. In the last year, all staff
on the programme were offered permanentcontracts, whilst Sean Dilley became
the first blind Panorama presenter.
The third series of the drama The A Word
aired in 2020, which focuses on an autisticboy and his family. We’ve showcased
the talent and creativity in the UK’s dragcommunity with the second series of
RuPaul’s Drag Race UK. As part of the BBC’s
Culture in Quarantine initiative, BBC Fourhas broadcast CripTales, a set of dramaticmonologues that capture life-changing
moments, with each episode written,
directed and performed by disabled people.
We’ve explored issues ranging fromsexuality to racism in Famalam, withhilarious sketches starring black British
talent. BBC One gave audiences a behindthe-scenes look at the high-profile
campaign for free school meals with
Marcus Rashford: Feeding Britain’s Children.
In Alex Brooker: Disability and Me, we
witnessed the comedian and TV presenter
examine his disability to acknowledge forthe first time just how much it impacts
on who he is. BBC Three’s The Rap Game
UK has followed DJ Target, Krept andKonan’s search for a new British rap star.

To strengthen on-air representation, weare launching BBC Sounds Lab to create
more opportunities for emerging, diverse
audio talent. The initiative will giveaudio creators the support they need toturn their idea into a podcast outside ofthe existing commissioning structure.
Authentic reflection of our audiences
All of the UK’s diverse communities shouldfind compelling BBC content that feels
authentic in its reflection of our audiences’
range of experiences and viewpoints. The
Creative Diversity Network’s Diamondsystem obtains consistent diversity dataon programmes commissioned across theUK broadcasting industry. In 2020, thisdata showed that the BBC was the best
broadcaster for on-screen representation– but still had work to do to be
representative off screen. We continue to
direct efforts and financial commitments
to initiatives that focus on the inclusionof diverse behind-the-scenes talent tocreate output that accurately portrays
the full range of the BBC’s audiences.
Each year, our £2 million diverse talentdevelopment fund supports production
companies to develop diverse on andoff-screen talent. The fund contributed
to the development of established andemerging writers, directors and producers
on Soon Gone: A Windrush Chronicle,
as well as a scheme supporting crewfrom an ethnic minority backgroundfor roles on Steve McQueen’s Small Axe.
In addition, along with Screen Scotland
and Silverprint, we are delivering an
ambitious trainee scheme across series
six and seven of Shetland supporting
editorial and crew roles ranging fromentry to senior level. The BBC supports
the development of new, diverse writing
talent through 20 schemes and bursaries
such as the Writer’s Access Group andthe Writersroom ‘Voices’, with one-thirdof participants being disabled and/orfrom an ethnic minority background.
In the last year, we’ve produced stories
that represent and resonate with a diverse
range of audiences. The compelling drama
series I May Destroy You had a strong
critical reception to its exploration ofcomplex issues from the perspectiveof young black Britons. The BBC’s
Diverse Development Fund supported
eight trainees on the production fromunder-represented groups: those fromethnic minority backgrounds, disabled
candidates and those from low-income
backgrounds. In the making of the BBC
Three comedy Man Like Mobeen, behindthe-screen placements were provided
for young talent based in the Midlands.

36

BBC Annual Report and Accounts 2020/21

BBC One family drama The A Word

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Announced during 2020, the BBC’scommitment to spend £100 million
for TV and £12 million for Radio fromexisting commissioning budgets ondiverse programmes took effect in April
2021. This represents the BBC’s mostsignificant financial investment inon-screen/-air and off-screen inclusion
and will drive the production of diverse
content which authentically portrays
our audiences through to 2024, witha commitment for at least 20% of
production teams to be talent fromunder-represented, diverse backgrounds.
Network portrayal – nations and regions
Despite the disruptions of Covid-19,
our creative and economic footprint
remains broader and deeper than any
other UK broadcaster. We work withmore producers, in more locations, andare constantly refreshing the talent wework with. In 2020, 57% of the BBC’s
producers were based outside London.
We also increased the volume of editorial
briefings for the sector, with remote online
sessions increasing access to all. Nearly
half of this activity had a specific focus onnations and English regions producers.
Building on the success of BBC Three’s
Northern Ireland partnership, the channel
expanded the approach to all four nations,leading to more ideas and companies
being commissioned. This has provided
much-needed security for companies
outside London. BBC Two partnered witheach of the BBC’s Nations teams to cocommission four new series that reflect
the lives of communities across the UK.

Actual on and off-screen diversity: 1 April 2020 to 31 March 2021
Data provided from contributions by individuals who have a role in eligible programmes.

FemaleBlack, Asian and minority ethnic
Disabled
LGB
Transgender
Number of contributions*

Actualoff-screen

Actualon-screen

55 0%
10 4%
70%
11 9%
0 3%
230,582

54 8%
26 5%
8 2%
12 0%
0 5%
73,878* An individual may make multiple contributions to a programme or programmes

Perceived on-screen diversity: 1 April 2020 to 31 March 2021
Data input by production companies taking a viewer’s perspective of what they see
and hear.
Perceived
on-screen

FemaleBlack, Asian and minority ethnic
Disabled
LGB
Transgender
Number of contributions*% for whom diversity characteristics were determined

46 7%
23 5%
5 9%
6 8%
0 1%
431,255
89 3%* An individual may make multiple contributions to a programme or programmes

Sector support
The BBC continues to support thecreative economy through the UK’s
nations and regions. The past year
has been challenging and uncertain
for the broadcasting sector. The BBC
recognised the importance of maintaining
contributions from talent with a richrange of backgrounds, able to bringfresh perspectives and a diversityof viewpoints and experiences tothe creative process. In spring 2020,
we announced a £1 million fund tosupport the growth of small independent
production companies. After lockdown,
we doubled that support and prioritised
the smallest, those based outside London
and those with diverse leadership.

Pan-BBC reach% of each audience group who use BBC TV/iPlayer, Radio or Online on average per week

Male 16+

Female 16+

ABC1 16+

C2DE 16+

16-34

35-54

55+

White 16+

Black,
Asian andminority
ethnic 16+

2020/21

91%

89%

92%

87%

80%

90%

98%

92%

77%

91%

90%

2019/20

91%

91%

93%

89%

80%

93%

99%

93%

77%

92%

91%

Black,
Asian andminority
ethnic 18+

Disabled
18+

Not
Disabled
18+

Disabled
16+

Not
Disabled
16+% of each audience group who think the BBC informs, educates and entertains people in the UK/themMale 18+

Female 18+

ABC1 18+

C2DE 18+

18-34

35-54

55+

White 18+

Effective

75%

82%

83%

73%

78%

79%

78%

79%

76%

72%

80%

Ineffective

14%

9%

10%

14%

13%

10%

12%

12%

11%

16%

11%

Disabled
18+

Not
Disabled
18+% of each audience group who think the BBC is effective at reflecting people like them

Male 18+

Female 18+

ABC1 18+

C2DE 18+

18-34

35-54

55+

White 18+

Black,
Asian andminority
ethnic 18+

Effective

53%

62%

63%

52%

52%

60%

59%

59%

51%

50%

60%

Ineffective

28%

20%

23%

25%

29%

20%

24%

23%

26%

29%

23%

Source Compass by Ipsos MORI, 16+ Ipsos MORI, 18+

Strategic Report

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37Delivering our creative remit
Public purposes

Purpose 5:
To reflect the United Kingdom, its culture
and values to the world

The following page demonstrates how
the BBC works to inform, educate andentertain people across the globe. We
have bureaux in 58 countries and 72
cities. These include Newsgathering,
BBC World Service, BBC Monitoring,
BBC Global News and Media Action.
Today, the BBC provides an unrivalled
level of local, regional, national andinternational news and current affairs.
We remain the most trusted source ofnews in this country and we play animportant role in helping to counterthe misinformation and confusionthat now so often proliferate.
BBC News continues to come out ahead of
any other news provider when audiences
are asked to name the one source they
are most likely to turn to for impartial,
trusted and accurate news in general.
The importance of what we do to ensurethat everyone has access to news andinformation they can trust has been
repeatedly highlighted this year. The
average audience of the BBC News at
Six has been the largest for almost 20
years. Our 6.30pm news programme in
Scotland, Wales, Northern Ireland andthe English regions continues to be theUK’s most-watched news programme.
BBC News Online has reached record
numbers of users and is the most-used
dedicated news site in the UK. In difficult
and uncertain times, our mission to
inform is more important than ever.

Covid-19
Trusted news is vital during a pandemic,
especially in an era of disinformation.
With no part of the world left untouchedby Covid-19, the BBC continued to provide
reliable and accurate information about
the virus to its global audiences, bringing
news in more than 40 languages to an
audience of more than 400 million.

38

With no part of
the world left
Myanmaruntouched by
Sadly, this was a year in which media
Covid-19, thefreedom continued to be under threat.
BBC journalists in Myanmar have
BBC continued tobeen reporting on a fast-moving anddangerous situation. As the militaryprovide reliable
coup unfolded, BBC News Burmese
provided extensive and impartial
and accurate
coverage of events to large audiences.
This was not without personal risk. Our
information about
respected and experienced BBC News
Burmese reporter Aung Thura was taken
the virus to its
away and detained whilst reporting in
Nay Pyi Taw. He was released several days
global audiences,later, to the BBC’s huge relief.
bringing news in
BBC News Arabic – The
Schools that Chain Boys
more than 40
The BBC World Service has continued topursue important investigative journalism. languages to an
Nearly two years of painstaking work by
audience of more
BBC News Arabic, including 18 monthsof undercover filming by reporter Fateh
than 400 million.
Al-Rahman Al-Hamdani, resulted in
At the end of 2020 the BBC’s news website
was the biggest English-language digital
media outlet in the world, and grew 43%
year-on-year.

The Schools that Chain Boys, a shocking
film detailing systemic child and sexual
abuse inside Sudan’s Islamic schools,
affecting boys as young as five.

The film was recognised with a Royal
Television Society award in theInternational Current Affairs category,with judges praising it as a “detailed andforensic exposé”.

Trusted News Initiative
The Trusted News Initiative (TNI), a global
coalition of news organisations and techplatforms led by the BBC, continued towork together to fight harmful
disinformation. Its rapid alert system

BBC Annual Report and Accounts 2020/21

operated during the Myanmar and Taiwan
2020 General Elections as well as the US
Presidential Election and it has beenworking to tackle the spread of harmful
Covid disinformation.
In March, the TNI hosted a well-attended
virtual conference on Trust in News,
which shared many of the TNI’s insights
into tackling disinformation and presented
the preliminary findings of research
designed to give a solid evidence base into
the best ways of addressing fake news.

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5
The Schools that Chain Boys,
BBC News Arabic

Measurement:

71%

No.

% of UK adults who
think that the BBC iseffective at reflecting
the UK to the world(ineffective 12%)

Ranked No 1 for Trustand Reliability
amongst international
news providers

Source Ipsos MORI (UK)18+

1

Source BBC Brand Tracker
2020 (ex UK)

The BBC is required to report against arange of targets set out in the World
Service Operating Licence on an annual
basis. The report is a comprehensive
overview of reach for all News and BBC
Studios content distributed outside the UK.
This is done through the BBC’s Global
Audience Measure (GAM) – a measure of
how many people come to the BBC globally,
across all its business units, services andplatforms each week.
Unfortunately, this year’s global audience
performance reporting is delayed due to
Covid restrictions impacting audience
research and measurement aroundthe world.
We will publish data on the global annual
performance across all BBC divisions,platforms and countries later in the year
when data is available.

P.165

For the full list of statistical information on
Public Purpose 5

BBC Africa’s The Breakdown kept
audiences updated with the latest
information about the pandemic
Strategic Report

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39Delivering our creative remit
Audience performance and market context
The events of 2020/21 have demonstrated
the integral role that the BBC plays in thelife of the UK.

streams is up 22% in a year. Around 4.5
million more people have used dedicatedonline news sites/apps on average per week.

The biggest days for the UK in the past
year have been the biggest days for the BBC.
84% of UK adults came to the BBC on thedays when the UK Government announced
lockdowns in March and October 2020.
BBC Bitesize has seen record usage. iPlayer
has set, broken and then set new records inquick succession over the course of the year.

Measuring BBC audience performance
during 2020/21 has been impacted by the
pandemic. The annual survey of the UK
public assessing delivery of the mission
and purposes had to be conducted via
telephone/mobile rather than face-to-face –meaning we have not compared results year
on year owing to the method change. The
UK’s official source of radio measurement
was suspended owing to Covid restrictions.
Where possible, we have used estimatesfrom our cross-media measurement
source, Compass, to give insight into
BBC Radio listening during the year.

In response, the public’s assessment of
the BBC during 2020/21 shows that overthree-quarters of adults rate the BBC as
effective at delivering the mission (12%say ineffective).* By age, gender, social
grade, ethnic origin and geography,
the clear majority of each audiencegroup rates the BBC as effective.
The majority of UK adults also think thatthe BBC has delivered each element of the
purposes effectively. The highest scores
have been for helping people understandwhat is going on in the UK and world, andfor the quality of content and services,and – this year – in particular for the
support given to children’s and teenagers’
learning. Adults continue to use the BBC
more than any other brand for media.
At the same time, the pandemic has
profoundly impacted the media livesof the UK public. Levels of viewing tobroadcast television overall – which havebeen dropping since 2013/14 – were up in
2020/21. In particular though, there has
been a fast-forward of media trends alreadyin existence. The number of UK householdswith SVOD subscriptions is up more thana quarter in a year from 13.7 million to17.5 million. The number of online music

Adults (16+) average weekly reach (%)

Looking at the targets set for theyear, iPlayer, Sounds and BBC News
Online were all up in 2020/21, withperformance within or above the target
range. In particular, the overall signedin reach of iPlayer and streaming time
were higher than anticipated, as was
BBC News Online weekly reach withaudiences seeking Covid news.
Among 16-34s, 80% used the BBC on
average per week in 2020/21, in linewith the target range set. This wassteady on the year and more than any
other brand for media. They spent an
estimated seven hours on average per
week consuming BBC services, and
60% used the BBC across two or more
platforms per week – both above target.
Young adults were very positive about theBBC’s delivery of the mission. However,whilst their rating of the personal relevanceof the BBC was in line with the target
set, it is lower than the UK average.

16-34 average weekly reach (%)

As such, this year the BBC announced that,
subject to regulatory approval, BBC Three
would return as a broadcast channel inJanuary 2022 – building on the two-yearplan to increase engagement with young
people set out in the 2020/21 Annual Plan.
Amongst under-16s, 77% used the BBC
on average per week in 2020/21. This is
in line with the target but down fromlast year, especially amongst 0-6s.
The market pressures that are alreadyintense among 6-15s are biting harderamongst 0-6s now amidst the focus of
global media providers such as YouTube,
Netflix and Disney+ on these audiences.
Despite the ferocity of competition,
the amount of time spent with the BBC
overall amongst under-16s has stayed
steady over the past two years at c.5hours per head per week on average,
demonstrating the presence of the
BBC and UK content in their lives.
Over the past year – with schooling affectedby the pandemic – the greatest attention
has been on enhancing the offer of Bitesize
in response, with resulting record usage.
In the coming year, to keep focus on theunder-16s’ audience challenge and toensure the role of UK media services in the
lives of UK children and teenagers, targets
dedicated to reaching under-16s acrossthe BBC overall and, additionally, across
BBC Children’s and Education services
are part of the 2021/22 Annual Plan.
Turning to adults overall, 90% of adults
used the BBC on average per week during
2020/21. This is similar to the previous year
and still close to the 92% weekly reach of
2017/18 despite the rise in UK householdswith SVOD services in the three years.

How audiences used BBC iPlayer and
BBC Sounds in 2020/21

80%

90%

BBC iPlayer requests by device and typeOut of 6.1 billion requests:
TV device
TabletComputer
Mobile

66%
14%
10%
9%
100%

Instagram

NetﬂixYouTubeFacebookBBCTop five brands most used for media by adults and 16-34 in 2020/21.
Source Compass by Ipsos MORI based on 15-min average weekly reach

40

20%
80%
100%

YouTubeChannel 4 portfolio

Facebook

ITV portfolio

BBC

Live
On-demand

BBC Annual Report and Accounts 2020/21

Plays on BBC Sounds split by typeOut of 1.26 billion plays:
Live
On-demand

56%
44%
100%

Source AT Internet

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Adults’ time with the BBC on average wasup on the year in 2020/21. Boosts to BBC
TV, iPlayer and online during the pandemic
offset reduced BBC radio listening.
Typically, one-fifth of BBC radio listening
is in the car so this was impacted by fewer
journeys as well as by disrupted daily
routines during lockdowns. Adults’ averagerating of value for money was five out often. Their general impression of the BBC
was seven out of ten on average, though
there was movement in this when Covidrelated postponements and production
delays meant anticipated sport, drama,soap and entertainment titles were absent
or reduced, underlining the importance toaudiences of consistently rich schedules.
As part of the 2021/22 Annual Plan – inaddition to those specific to under 16s
and 16-34s – targets have been set for
adults overall to ensure delivery of value
to all. These centre on ensuring the
BBC is a valued habit within people’s
media lives to help sustain audiencesatisfaction, particularly when the lastyear has shown online media trends
growing fastest among older age groups.
Across all audience groups regardlessof age, gender, social grade, ethnic
origin or geography, the largest numberof people continue to feel that the
BBC has delivered its mission andpurposes in 2020/21. In each group, theproportion rating the BBC as effective
outnumber those saying ineffective.
There are differences in the consumption
and impact of the BBC comparing
between audience groups though that weare seeking to narrow, and perceptions
that we are focused on improving.
Effectiveness scores and usage of the
BBC remain lower amongst C2DE than
ABC1 groups, and amongst black, Asianand minority ethnic adults comparedwith white adults in 2020/21.
To represent the public better, the BBC’s
Creative Diversity Commitment has
begun in 2021/22 to prioritise over £100
million of the existing commissioning
budget over three years towards
diverse and inclusive content, and a
new 20% diverse-talent commitment
in all new network commissions.
By gender, men gave positive but lower
effectiveness scores than women this year,
as did people who are disabled comparedwith those who are not disabled.
By area of the UK, effectiveness ratings in
the North of England are positive but still
lower than the UK average across a range ofmeasures. In Scotland, Wales and Northern
Ireland stronger feeling is expressed for the
BBC to represent these parts of the UK more
effectively. Impartiality remains a challenge

Performance against 2020/21 audience targets
BBC performance amongst young audiences
Maintain weekly reach amongst
young people% of UK 0-34s who use BBC TV/iPlayer,
Radio or Online on average per week

77%

80%

UK under-16s
Target: 70-80%

UK 16-34s
Target: 70-80%

Source Kids Cross-Media Insight and Compass by
Ipsos MORITime young audiences spend with
the BBC
Length of time UK 16-34s spend with the
BBC per head on average per week(hours mins)

07:27 h:mTarget: 6 hours
per week

Source Estimated from Ipsos MORI, BARB, BARB
Establishment Survey, AT Internet, ONS, RAJAR

Cross-platform usage of the BBC% of UK 16-34s using two or more BBC
platforms on average per week

60%
Target: more than 50%

Source Compass by Ipsos MORI

Young adults’ personal relevance
UK 16-34s’ rating of the BBC is forpeople like me’ (mean score out of 10)

6/10
Target: 6/10

Source Kantar MediaBBC iPlayer
Signed-in reach of BBC iPlayer
Average weekly accounts signingin to iPlayer
Source AT Internet/BBC Account data

BBC iPlayer streaming time
Average weekly hours played throughBBC iPlayer

10.7m

3.2m

Accounts overall
Target: 9-10m

Under 35 year olds’ accounts
Target: 3-4m

39.7m
Target: 31-33m weekly hours

Source AT Internet/Sky catch-up data

Rating of BBC iPlayer
Weekly users’ rating of BBC iPlayer(mean score out of 10)
Source YouGov

8/10

8/10

UK 16+ weekly users
Target: 8/10

UK 16-34 weekly users
Target: 8/10

BBC Sounds
Signed-in reach of BBC Sounds
Average weekly accounts signing in to
BBC Sounds
Source AT Internet/BBC Account data

3.5m
Accounts overall
Target: 3.5-4m

BBC News Online
Reach of BBC News Online% of UK adults (16+) who use BBC News
Online on average per week

36%
Target: 30%+

Source Compass by Ipsos MORI 16+

and a priority in polarised times with deepheld opinions across a range of issues.
The BBC’s blueprint for the future – The
BBC Across the UK – sets out proposals
to shift our creative and journalistic
centre away from London to reflect andserve all parts of the country betteras well as to represent different voices
and perspectives more effectively.
Over the past year, audiences of all ages
have turned to the BBC during the Covid-19
lockdowns, demonstrating the enduring
value of the BBC’s mission and of UK public

Strategic Reportservice broadcasting (PSB). At the sametime, global media providers have beensupercharged. Looking to the year ahead –as the 2021/22 Annual Plan sets out – theBBC will be focused on ensuring delivery ofvalue to all as media habits evolve following
the pandemic, and on helping to maintainthe impact of UK content and public service
broadcasting in the daily life of the UK.
* Ipsos MORI, 3,911 UK adults 18+, March-April 2021
Average score across informing, educating andentertaining people in the UK and them

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41Delivering our creative remit
Engaging with audiences
Delivering value for all audiences
has never been more crucial.
Understanding different
audiences, their lives, media
habits and what more they mightwant from the BBC is essential if
we are to provide unmissable,
great content and deliver thebest possible value to all licencefee payers.
The BBC has many different ways
to measure, observe and listen to
its audience, which it then uses toinform decision making across thebusiness, from commissioning new
TV shows to improving our digitalproducts. These insights and data
come from many different sources:— From continuous monitoring ofaudience behaviour of the BBC
and other media: what people
watch, what they listen to, thewebsites they visit, the apps
they use;— From brand tracking to
ethnographic studies; fromindustry surveys to social
listening;— For the BBC online, we have acomprehensive data set all user
activity of 1.25 billion events perday; and one of the UK’s largest
databases of profiled signed-in

42

users’ behaviour. Our teams ofdata scientists and analysts areable to draw insights from thisdataset of 24 million monthly
active users, and make best
use this data to build bettera BBC online;— From surveys among oursigned-in users: using oursigned-in database we are able
to seek out the views among
millions of people across theUK, giving an unprecedented
depth of insight;— And from over 500,000 contacts
the BBC receives each year via
letters, emails, and calls to our
dedicated contact centre.
From this breadth of activity
the BBC Audience team draws awealth of insight about how people
think, feel and behave. But nothingbeats connecting with real people:
we bring these insights to life
through face to face engagement
between BBC staff and diverse
groups of people. The national
lockdown in March 2020 meantthat we could no longer travel tomeet audiences face-to-face: wetherefore moved these sessions
online and created BBC Virtual
In Person. These sessions are live,
online video discussions between

audience members and BBC staff,
and observed by senior leaders,content makers and journalists.
These facilitated conversations aredesigned to be warm and informal,
to draw out honest opinions ofaudience members about thethings that matter to them andtheir relationship with the BBC,which in turn helps BBC decision
makers connect more with someof our more distant audiences.
Over the past year we have run
63 individual Virtual In Person(VIP) sessions where over 1,000
BBC attendees have met 442
different audience members.
We have explored a broad rangeof topics from general media
consumption to audience viewson national news, local radio,
voice-assisted technology and
BBC digital products. Participants
have been recruited to represent
a wide range of audiences acrossthe nations and specific regions,young and old, and from different
ethnicities and social backgrounds.
The sessions have been attended
by members of the BBC Executive
Committee, the BBC Board andthe Senior Executive Group alongwith divisional decision makers
from Content, News and Radio.

BBC Annual Report and Accounts 2020/21

63

Virtual In Person
sessions in 2020/21.

Virtual In Person
sessionReturn to contents

BBC One comedy Ghosts

Operational
reportKey financial
measures for 2020/21

Group surplus(2020: £1,570m)(2020: -£119m)£1,384m

Licence fee income(2020: £3,520m)£227m

Commercial EBITDA

Group Cash(2020: £189m)(2020: £401m)£144m£3,750 m
44

Commercial income

56

£471m
60

64

p

p

p

p

Chief Operating
Officer’s review

Pay Gap Report

Environmental
sustainability

Partnerships andcollaboration

51

59

63

p

p

p

Our People

Consultations

Charitable work

Strategic Report

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43

Operational report
Chief Operating Officer’s review

Chief Operating
Officer’s review
As this report shows, this year we havecarefully managed our finances in
response to the operational and financial
challenges presented by the Covid-19
pandemic, with a continued focus ondelivering value for our audiences.
We have worked hard to keep ourcolleagues safe and continue to support
an inclusive and creative culture. We
are developing industry-leading plans
for sustainable operations. We also
continue to meet our obligations to
consult openly on key issues, to workwith a wide range of partners, andto support charitable giving throughour key partner organisations.

Our key focus is to ensure thelicence fee remains value formoney for all audiences by
delivering compelling content
and services. In common withthe wider media industry, the pandemic
severely disrupted our operations andmaterially impacted our plans andfinances in 2020/21. Early costmanagement action, delayed production
activity and a successful response to thepandemic means we end the year withgroup cash reserves of £471 million and agroup surplus of £227 million. The surplus
will be committed to content spend
deferred from the 2020/21 financial year.
The BBC continues to focus on building
resilience to address the challenges
we face.

Continued investment in high-impact
content and digital platforms£272 million of annual savings
delivered in 2020/21
7% increase in licence fee income
Cash reserves enabled successful
response to Covid along with
self-help spend control
Commercial subsidiaries’ income
impacted by Covid
Industry-leading overheads at only
5% of our total costs

Government lockdown restrictions led
to delays to production activity which,along with cancelled sports events,
delayed spend to 2021/22. After pausing
production activity for a number ofmonths, productions resumed withsignificant health and safety andsocial distancing precautions in place.
This resulted in additional costs andwe expect higher costs to continue
while restrictions remain in place.
44

BBC Annual Report and Accounts 2020/21

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In August 2020 we began collecting thelicence fee from eligible over-75s. The
introduction of the policy was delayedby two months in light of the Covid-19
outbreak. We supported licence fee payers
during this difficult period by ensuring
payments could be made in a Covid-safeway – no-one needed to take immediate
action or leave their home to claim a freeTV licence or to pay for one. We increased
our customer call centre support capacity,
including a free telephone informationline, and offered easy payment schemes.
We also continued to work closelywith money advice and community
organisations across the country tohelp support those struggling to pay thelicence fee. Free TV licences are available
to anyone aged over 75 who is in receipt
of Pension Credit*, paid for by the BBC.
In 2020/21 we delivered £272 millionof in-year savings, contributing to £890
million of cumulative savings delivered
since 2016/17. In 2021/22, we areprojecting our recurring savings total
to rise above £950 million – exceeding
our original target of £800 million.
The pandemic had a significant impact on
BBC Commercial Holdings Group revenue
due to reduced production activity, lost
sales and a significant decline in the
UK and global advertising markets.
The Commercial Group implemented
mitigations to reduce costs and rephase planned investment. Overall, theCommercial Group performed ahead of our
Covid projections, enabling us to conserve
cash in the short term and maximise asustainable contribution to the BBC Group.

licence fee settlement. In 2019/20, thephased reduction of Government funding
for free over-75 licences concluded,
generating £253 million in year.

Despite the significant challenges, we
carefully manage our operations tocontinue to ensure we are as well placed
as possible to withstand continued
financial pressures. The BBC’s financial
objective is to ensure long-term financial
sustainability with adequate liquidity
to manage cash flow payments andto provide limited contingency in theform of financial reserves. Our current
cash reserves will fund deferred sportand drama spend in 2021/22 andinvestment in high-impact content
and future commercial growth.

Other income includes the contributionof our commercial operations andthird-party sales income. Income of£1,314 million was recognised in year,
a decrease of £109 million compared tolast year. This reduction was a result of
an impacted production pipeline, lower
advertising revenues and operational
challenges due to the pandemic.

This report provides detail on the
BBC Group performance over the
past year and specific matters suchas pension contributions, tax and thecontinued delivery of efficiencies.

IncomeIn 2020/21, BBC licence fee income
increased by 7% to £3,750 million. The
annual licence fee increased with CPI
inflation from £154.50 to £157.50 in April
2020. In August 2020 we began collecting
the licence fee from eligible over-75s.
Free TV licences for the over-75s had
been provided by the Government since
2000, but responsibility for the provisionpassed to the BBC as part of the lastLicence fee collection
Effective financial management is a key
part of the BBC’s unique relationship with
our audiences. This includes spending
the licence fee efficiently and collecting a
television licence fee from everyone who
is required to purchase one. The collectionof the licence fee is underpinned by a legal
requirement to buy a licence if watchingor recording programmes as they’re being
shown on TV; viewing live streams via
an online TV service; or by downloadingor watching BBC programmes on iPlayer(live, catch up or on-demand). The
current collection method remains fair,effective and good value for money andwe continue to support those who findit most difficult to pay by making the
Simple Payment Plan, a flexible payment
scheme, permanently available.

* Licence holders who are over 75 and resident in an ARC scheme with Preserved Rights are also eligible for a free licence For the Crown Dependencies, equivalent arrangements
were put in place, starting from 1 January 2021, based on local benefits

Summary consolidated income statement
For year ended 31 March 2021
Income statement

What is it?

2021
£m

2020
£m

Licence fee income

The total of licence fees collected

3,750

3,520

Includes the collection of licence fee
from eligible over-75 population from
August 2020

Other income

Commercial income and grant income

1,314

1,423

Reduction due to the impact of Covid on
productions and advertising markets

5,064

4,943

Operating costs

The cost of producing all content and of
running the BBC(4,799)(5,093)

Share of results of associates and joint
venturesOur share of the profit of businesses
where we control 50% or less

25

28

290

(122)

Total income

Operating surplus/(deficit)

What has happened?

Decrease in spend due to Covid
disrupting production activity
Results include BritBox Internationaland BBC AMERICA(Losses)/gains on disposal

Profit on disposal of operations andfixed assets

(1)

118

2019/20 includes a one-off gain
recognised on the acquisition of UKTV

Other gains and losses

Net gain/(loss) on movements in financial
instruments

(2)

(6)

Reflects changes in the fair value ofderivatives and exercised put options

Net financing costs

The net interest on the BBC’s pension
assets and liabilities, interest on loans andfair value movements on derivatives

(74)

(100)

Lower finance charges arising on
pensions and financial instruments

Taxation

The net tax credit/(charge) for the year

14

(9)

227

(119)

Group surplus/(deficit) for the year
Strategic Report

Includes high-end television tax credits
partially offset by corporation tax
charges

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45

Operational report
Chief Operating Officer’s review continued
Licence fee spend

95%

How your monthly licence fee is spent
2020/21 £13.13 per household (2019/20: £12.88)

of public service spend is directed
to content and its delivery (2020 95%)

The BBC has a number of contractual
arrangements covering collection,
administration and enforcement of thelicence fee, marketing, payment channel
management and retail networks.
The majority of the administration iscontracted to Capita Business Services
Ltd. We are now in the ninth year of thecurrent collection contract, delivering£206 million of savings to date. Total costsavings of £215 million are expected to
be delivered over the ten-year contract.

Licence fee statement
As in previous years, we prepare alicence fee revenue statement which
is audited by the National Audit Office(NAO). This statement sets out theamounts collected and paid over to HM
Government during the year. Alongside
their audit work, the NAO examines ourcollection arrangements and reports onthem to Parliament. More on the licencefee revenue statement can be found on
the NAO website: www.nao.org.uk.

Spend
Our public service content spend wasseverely impacted by production delays
due to the pandemic. Productions werepaused for a number of months andrestarted with additional health andsafety protocols and social distancing
measures in place to ensure the safetyof our teams, incurring additional costs.
The pandemic also resulted in the delayof some spend, including major sports
events, intended for 2020/21 to 2021/22.
We continue to invest in high-quality
content and the expansion of our digital
services including iPlayer and BBC Sounds.
We incurred additional costs this year to
support an enhanced educational offer tochildren during lockdown through Bitesize
Daily and Live Lessons. These investments
were partially funded by cash conserved in46

2020/21Total

2019/20
Total

TelevisionRadio
BBC World Service
Other services andproduction costs

£6.42
£2.29
£1.28

£6 83
£2 22
£1 24

£1.10

£0 88

OnlineLicence fee collection
and pension deﬁcit cost

£1.32

£1 24

£0.72

£0 47

the early years of the licence fee settlement
and from ongoing savings plans.
Overall, our content spend in 2020/21
decreased by 9% to £2,518 million.
Throughout the year we carefully
managed our spend to mitigate
additional pandemic-related costs.
We maintained our industry-leading
overhead rate at just 5% of the total
public service cost base, directing 95%
of our spend to content and its delivery.

How we use the licence fee
The way in which the BBC is funded
places significant responsibilities
on the organisation:— to ensure effective and efficientcollection of the licence fee;— to maximise funding from othersources in a manner consistent
with the terms of its Charter andother obligations;— to provide value for money byfocusing expenditure on the
programmes and services the public
most want from the BBC; and— to ensure that the output is thendelivered as cost efficiently
as possible.

and Sport (DCMS). The public service net
borrowing limit is £2,200 million, of which£2,000 million is specifically for leases.
The BBC Commercial Holdings Groupborrowing limit is £550 million, of which£200 million is specifically for leases.
At 31 March 2021, our net debt was£1,486 million, which was well within
our borrowing limits. Net debt includes
loans of £171 million in the commercial
subsidiaries and leases of £1,786 million,
partly offset by the group cash position.
The BBC Commercial Holdings Groupwas in a £56 million net debt position.

Commercial subsidiaries
Our commercial subsidiaries delivered
an encouraging performance despite
the significant challenges presented
by Covid and increasing competitionin the market. The BBC Commercial
Holdings Group achieved an EBITDA(earnings before interest, tax, depreciation
and amortisation) of £144 million,
compared to £189 million in 2019/20.

We retain cash reserves for day-to-day
operations and to manage the timingof cash flow. Our group cash balance
at 31 March 2021 was £471 million.
Content spend delayed to 2021/22,
savings mitigations and strong licencefee collection resulted in a £70 million
increase in cash in 2020/21. Cash reserves
will be utilised in the medium term asdeferred production spend is incurredand additional Covid costs are absorbed.

BBC Studios achieved an EBITDA of £151
million, a 17% decline on last year. The
pandemic materially impacted production
revenue and advertising sales, leading to a
10% reduction in income to £1,255 million.
Despite the decline, BBC Studios continued
to invest in high-quality content anddelivered further operational efficiencies
in the year. Production downtime wasminimised and careful cost management
protected margins. In the first full year of
UKTV ownership, despite a challenging
advertising environment, the business
continued to grow share, with 2020 being
UKTV’s best year on record. The successof BBC Studios continues to drive value
for money to licence fee payers throughhigh-quality programme production andits financial contribution to the BBC Group.

Our borrowing limits are set by the
Department for Digital, Culture, MediaBBC Global News faced a challenging
international news market compounded

Cash and net debt

BBC Annual Report and Accounts 2020/21

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by the impact of Covid. This resulted
in a LBITDA (loss before interest, tax,
depreciation and amortisation) of £9million (2019/20: EBITDA £2 million).
BBC Studioworks provides studioand edit facilities to both the BBC anda large number of external clients.
Government restrictions impacted theutilisation of studio space in the firsthalf of the year, however the creation of
Covid-safe working environments led
to increased activity as we adapted to
new ways of working. BBC Studioworks
delivered EBITDA of £6 million, a£2 million reduction on 2019/20.
We have a 10% shareholding in BritBox
UK, a subscription video-on-demand
service launched in November 2019, with
ITV having a 90% shareholding. BritBox
UK aims to provide UK audiences withan unrivalled collection of high-quality
British content. In March 2021, BritBox
UK announced that it reached its targetof 500,000 subscribers by January 2021.

Dividends
During the year the BBC Commercial
Holdings Group declared and paid a
dividend of £73 million to the public
service (2019/20: £3 million). Dividends
were retained within the Commercial
Group in 2019/20 to ensure sufficientfinancial headroom and flexibility todeal with the financial consequences ofthe pandemic. Within the Commercial
Group, BBC Studios delivered returns to
the BBC of £137 million from investmentin programming (2019/20: £276 million).

PeopleIn 2020/21, our group average fulltime equivalents decreased to 22,219,
a reduction of 530 compared to theprior year. When comparing people
employed at 31 March, our group fulltime equivalents reduced by 1,225 yearon-year to 21,493. The reduction was
mainly due to public service savings

initiatives and a voluntary redundancy
programme. More detail about our people
and headcount can be found on page 51.
In response to the pandemic, we identified
a number of cost mitigations including
a pay freeze for all employees, pausing
recruitment for all non-business criticalroles and offering staff the opportunity
to change working patterns throughreduced hours and unpaid leave. Someof our employees in BBC Studios were
furloughed during the production hiatus
in early 2020/21, however all Government
funding was repaid as we were able toself-mitigate the costs of Covid. We also
provided a similar scheme in the public
service, continuing to pay freelancers at
80% of their contracted rates without theuse of funding from Government schemes.
We undertook a voluntary redundancy
programme during the year with theintention to deliver savings quickly in theface of the growing financial challenge andto minimise any compulsory redundancies
within existing restructuring programmes.
Voluntary redundancy will result infurther cash savings next year and createdan opportunity to reshape and simplify
the structure of the BBC as we continue
to make the BBC a leaner organisation.
As a result of the pandemic, a number ofour productions were disrupted or halted.
One of the issues in re-starting production
was the lack of available insurance tocover Covid-related risks. The Government
established a £500 million Film and TV
Production Restart Scheme to support there-start of production across the industry.
The BBC, like many other broadcasters andproducers, made use of the fund to help
cover Covid-related risks. In 2020/21 over
100 BBC shows applied to the indemnity
scheme. A list of the titles that werebroadcast in the year and made use of thescheme can be found in the Annexe of
the TV Commissioning Supply Report.

Pension costs
At 31 March 2021, the accounting pension
surplus (as defined by IAS 19 Employee
Benefits) was revalued to £190 million(2019/20: £247 million). The reduction in
the surplus during the year was a resultof the annual operating charge (£201
million) and changes in the valuation
assumptions (£109 million), partially
offset by contributions paid (£245 million)
and net finance income (£8 million).
This accounting valuation presentsa ‘snapshot’ at a particular date andis therefore sensitive to short-term
fluctuations within markets. There is
no impact on the actual cash cost of
recovering the actuarial pension scheme
deficit, which is reviewed at triennial
actuarial valuations as required by law.
The most recent triennial actuarial
valuation was completed in June 2020and showed a funding shortfall of £1,138
million as at 1 April 2019. A repayment
plan was agreed between the BBC andthe Pension Scheme Trustees whichruns until 31 December 2028. The plan
ensures the scheme delivers security formembers’ accrued benefits and value forthe licence fee payers. The defined benefit
scheme closed to new employees in 2010.
The IAS 19 accounting valuation differsfrom the actuarial valuation due to thedifference in the discount rate used tovalue the liabilities. Whilst the actuarial
valuation uses discount rates basedon gilts, the accounting valuation uses
discount rates based on high credit
corporate bonds – this leads to accounting
valuations that generally present a morefavourable funding position than that
required on an actuarial and funding basis.

Commercial performance
BBC Studios EBITDA

BBC Global News LBITDA

BBC Studioworks EBITDA

2019/20 £181 million

2019/20 £2 million

2019/20 £8 million

£151m

-£9m

£6m

EBITDA is derived from reported operating profit, adding back production tax credits (following market practice for production companies), depreciation and amortisation (withthe exception of amortisation relating to distribution rights or programming) The depreciation and amortisation that is added back includes any impairments or write-downs ofassets We believe that ‘EBITDA’ is the non-statutory measure of financial performance that best provides guidance to help understand performance on a comparable basis year
on year The intention of this is to illustrate an underlying profitability that can be benchmarked relatively easily and gives a reasonable base from which to link through to cash
flow measures

Strategic Report

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47

Operational report
Chief Operating Officer’s review continued
Tax strategy

Delivering efficiencies

We are committed to paying the rightamount of tax at the right time in all
the jurisdictions in which we operate,
including, but not limited to, employment
tax, VAT and corporation tax. We
recognise the importance of paying theright amount of tax for the communities
in which we operate and take our tax
compliance obligations seriously.

Our goal is to ensure that the organisation
is run efficiently and effectively. This
year we delivered £272 million of
additional savings to help address
future financial challenges andenable investment in content for ouraudiences. We delivered savings acrossthe public service through production
and operational efficiencies, voluntary
redundancy and careful managementof contracts. We also identified new
efficiencies by making changes to ourways of working. A blend of remote andoffice-based working and making betteruse of technology allowed us to reduce
our property footprint, creating more
dynamic working environments andreducing travel between BBC sites.

We manage our tax affairs within theframework of the taxes legislation for the
UK and the other jurisdictions in which we
operate. The BBC has a low tolerance to tax
risk, as demonstrated by our attitude to tax
planning and governance. Our assessmentof tax risk considers not only the financial
amount at stake, but also the reputational
consequences of the matter in question.
In 2020/21 we recognised a net tax creditof £14 million compared to a tax chargeof £9 million in the prior year, driven
primarily by available high end television
tax credits which vary year on year andreduced sales activity due to Covid.
We publish our tax strategy in accordancewith the Finance Act 2016, which canbe found on our website: downloads.
bbc.co.uk/aboutthebbc/reports/
reports/bbc-tax-strategy-2021.pdf

We continue to make the BBC a simpler,leaner and more efficient organisation by
improving our systems and processes andmanaging rising costs as best we can. We
maintained our overheads at industryleading levels at just 5% of our total costs.
Content
We continue to achieve content delivery
savings by reviewing our production
pipeline. We focused on deliveringhigh-impact content to our audiences byremixing our programme slates acrosssport, factual and drama. Government
restrictions had a significant impact on
production activity and sport transmission
this year, delaying spend in 2020/21
as costs were deferred to next year.

Efficiency savings

The media industry is experiencing
increasing competition as demandfor content grows – causing costs torise faster than inflation. This year
we delivered £57 million of savings to
mitigate the upward pressure on our
cost base. These savings include holding
prices flat and increasing third-party
investment across our drama, comedy andchildren’s slates, which in turn reduces
the costs funded by licence fee payers.
Property
Reducing our property estate is a key
part of our business strategy, focusing on
creating modern and efficient working
environments for our staff. In recent
years, we closed a number of satellite
London properties and, in 2020, ourremaining Wales teams relocated to
Cardiff Central Square, reducing theproperty footprint in Cardiff by nearly
50%. Investment in the estate is focusedon making our buildings more sustainable
and reducing energy consumption. We
are introducing initiatives to reduce
our carbon footprint, including new
LED lighting and photovoltaic power
generation where appropriate.
Procurement
We perform regular reviews of ourmajor outsourced service suppliers,
including analysing reports fromexternal commercial credit agencies.
Covid and Brexit brought significant
challenges for our suppliers and their
supply chains and the way the BBCEﬃciency savings (£m)
963

In-year savings

890

890

2020/212021/2273£272m(2020 £199m)
Cumulative savings

618

£890m
(2020 £618m)

2019/20

2018/192017/18— Production efficiencies and remixing of programme types— Focusing on high-impact content— Headcount savings— Operational efficiencies— Renegotiation of contracts

254

419

Savings delivered in 2020/21

PlannedDelivered48

BBC Annual Report and Accounts 2020/21

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consumed goods and services. Working
closely with our suppliers and making
adjustments to sourcing activities enabled
us to ensure uninterrupted supply
whilst continuing to demonstrate value
for money. During 2020/21, savingsof £49 million were secured on thepurchase of goods and services, despite
substantial changes to our contracting
arrangements and buying behaviours.
Technology
This year we delivered £43 million ofsavings across the technology portfolio.
Although the pandemic created pressure
to scale up remote working solutions,
it also brought noticeable benefits by
reducing technology consumables
including telephony and printing. The
opportunity was also taken to further
rationalise the connected network.
Transformation of our technology
operations is underway prioritisingfurther opportunities to improve deliveryof the technology requirements of thebusiness. One engineering organisation
will operate with common functions,removing duplication of service delivery
and keeping the BBC on air and online
24/7. It will also allow us to continue
to re-prioritise funding and workloads
to support the digital strategy of theBBC, focusing on the development of
iPlayer, BBC Sounds, News and Sport.

Environmental sustainability
We are committed to enhancing ouraudiences’ understanding of climatechange, providing impartial informationon the seriousness of the issue andpotential solutions. We play a prominentrole in the BAFTA Albert Consortium andDirectorate. During the year we surpassed
our targets for the Albert Certification with
98% of productions reducing their carbon
emissions. We are taking further steps toaddress sustainability and environmental
plans by aligning to the Task force on
Climate-related Financial Disclosures(TCFD) framework recommendations.
We are also developing our Net Zero
strategy with the overall target of Net
Zero greenhouse gas emissions for our
direct operations by 2030. Further
detail on environmental sustainability
commitments can be found on page 60.

Looking ahead
Covid continues to impact our operations
with social distancing and safety
precautions expected to remain in place
for a number of months. We continue toface increasing competition in the UK
media industry from new and existing
online streaming services. We also facefunding challenges due to rising talentcosts, high inflation in areas such as
drama and comedy, and competition in
factual programming. Over the next three
years our ambition is to deliver a boldand essential refresh of our content offer
across a market-leading blend of broadcast
and on-demand services – focusing on
distinctive, brand-defining programming.
Our financial position puts us in a goodplace to deliver the outputs demanded by
our audiences. In 2021/22 we will incur
significant spend on major sports as the
postponed Tokyo Summer Olympics
and European football championships
take place, subject to restrictions. We
will also utilise our cash reserves byinvesting in high-impact content for
our audiences and future commercial
growth to increase returns to the BBC.

We are on track to deliver over £950
million of ongoing efficiency savingsin the final year of our savings plan.
As we move beyond our existingsavings plan, we continue to look for
new ways to simplify the organisation
and become more efficient.
Finances continue to require stringent
management to deliver the BBC purposes
within the funding available. Our
focus remains to fulfil our strategic
ambitions, whilst delivering value
for money to the licence fee payer.

Leigh Tavaziva
Chief Operating Officer
18 June 2021

In accordance with the current licencefee settlement, the Government
agreed a Consumer Price Index (CPI)
inflationary increase in the licencefee from April 2021. Together withprojections for household growth, TV
penetration (the number of households
that require a licence) and evasion, weare projecting licence fee income to becomparable to 2020/21. The licence fee
2022 discussions with Government
will impact levels of income from April
2022. The licence fee remains the single
largest source of income for the BBC.
Under an ambitious plan to build
commercial income and deliver highquality programmes, BBC Children’s
Productions and BBC Three in-house
activity will transfer to BBC Studios –utilising the UK production commercial
model. BBC Studios has also become
responsible for the commercial
management of BBC Global News, bringing
international commercial activities
under single leadership. This jointcommercial strategy will allow us to reachinternational audiences in a more holistic
way. Editorial control and operation of
the BBC World News channel has moved
to the public service news operations.

Strategic Report

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49

Operational report
Public Service Broadcasting expenditure
The table below illustrates how licence fee funds have been spent during the current and prior year, including the Charter requirement
for the BBC to report on expenditure on the UK Public Television Services by genre (as defined in accordance with industry standards).
Total content spend represents the cost of making content across the BBC’s services. The total service spend represents the full cost of
producing, supporting and delivering BBC content to audiences.
Expenditure in 2020/21 has been heavily impacted by the Covid-19 pandemic. Lockdown restrictions resulted in productions being
halted for much of the first half of the year. As lockdowns lifted, the restrictions in place to ensure Covid-safe productions continued toreduce the number of productions that could safely be made. The impact of this is sharply reflected in the reduced expenditure acrossall content genres, not least sport, arts and music, which rely heavily on live events.

World Service Operating Licence
The BBC committed to protect its annual spend on the World Service for a period of five years from 1 April 2017 to ensure it remains
a valued public broadcaster for the future. Including content, distribution and general support costs, £251 million(2020: £261 million) was spent on the BBC World Service Operating Licence.

World Service grant funding
In 2016/17 the Foreign and Commonwealth Office (FCO) awarded a grant to the BBC of £291 million, to be spent over the following four
years, to assist in the expansion of the World Service. Negotiations with the Government on their investment in the World Service have
led to an extension of FCO funding to the end of March 2022.
PSB expenditure
2021
£m

2020
£m

News and Current Affairs
Factual and Learning
Arts and Music
Film and Drama
Entertainment and Comedy
Sport Production
Children’s
Other television content spend

310
216
30
289
182
49
74
251

348
239
41
356
196
58
83
288

Television services by genre

1,401

1,609

Radio

474

494

BBC Online and Red Button

236

238

Content spend on services by platform

2,111

2,341

Orchestras and performing groups
S4C (service spend)
Development spend
BBC World Service grant
BBC World Service Operating Licence*

23
21
61
88
214

29
22
70
92
223

Other service spend

407

436

Total content spend

2,518

2,777

191
404
161

192
436
173

3,274

3,578

136
75
4
63
159
102

119
83
5
22
205
37

3,813

4,049

Distribution costs
Content and distribution support
General support
Total service spend
Licence fee collection costs
Other obligations (S4C and Broadband rollout)
Monitoring
PSB Group pension deficit reduction payment
Costs incurred by PSB to generate non-licence fee income
Restructuring costs
Total PSB Group expenditure
Lease reclassification**
PSB Group expenditure***

(54)

(54)

3,759

3,995

* The BBC World Service Operating Licence includes distribution spend of £33 million (2020 £31 million)** In order to reflect the full cost of the PSB Group expenditure by service, finance lease interest is included, although it is not included in the Group operating expenditure*** 2020 figure includes over-75s consultation cost of £1 5 million

50

BBC Annual Report and Accounts 2020/21

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Operational report
Our people
To deliver the Director-General’s
blueprint for a modern, inclusive
BBC, one that is both creative andefficient, we need a workforce inspired,encouraged and enabled by its leaders
and representative of its audience. This
year, faced with the constant challengeof Covid and with the transformational
goals we have set ourselves, we havemade great progress in developing thatworkforce and building that modern BBC.

The challenge of Covid
The past 12 months have demonstrated
the unique value of the BBC as the world’s
foremost public service broadcasterand our staff have shown resilienceand creativity throughout. We havebeen committed to supporting every
aspect of everyone’s working life
during the pandemic, and prioritisingwellbeing and safety above all else.
Our approach has been agile and flexible
from the start and within the firstmonths of lockdown we introduced
several major policy changes – covering
areas such as expenses, exceptional
leave, flexible working, attachments andmanaging health and attendance – tomitigate the challenges of Covid-19.
In each case we worked openly andeffectively with the unions.
Our HR Service Centre has provided an
unprecedented level of support to staff,
handling over 72,000 enquiries in 2020,the vast majority managed remotely.
We’ve increased our wellbeing support
significantly during the past year, with
our new Remote GP Service and enhanced
online wellbeing resources, including
the Academy Mental Health Collection.
In 2020, our Employee Assistance
Programme received 4,600 callsfrom staff, with those looking for
support to manage anxiety making
up the highest volume of callers.
Our learning and development team,the BBC Academy, developed innovative
ways to inspire staff and freelancers. The
Lockdown Learning initiative delivereda range of webinars, helping people
to learn and develop whilst working
from home and reaching over 3,000
people. The leadership development
team provided additional support tosenior leaders with bespoke sessions
and online executive coaching.
As well as access to Academy resources,
we have supported the freelance
community in many other ways during the
pandemic, with thousands accessing the
BBC Talent Cloud, a platform and databasewhich helps freelancers find work andprovides other guidance and resources.

We were also able to provide financial
support to freelancers, either throughdirect payments for expected bookings
which were not received during the initialmonths of lockdown or through our
Covid hardship fund, providing a loan to
be offset against future engagements.
The BBC operates in over 70 countries andthe pandemic has affected each country
in different ways and at different times.
We have offered support and guidance tostaff across the globe, including additional
wellbeing support, information sessions,loans for office equipment, exceptional
leave for emergency caring responsibilities
and additional paid sickness leave.
We have also extended our medical
insurance provisions to support those
directly affected by the pandemic.
Working remotely has been a challenge
for some of our staff, in particularyounger employees living in sharedaccommodation. We have provided
logistical and technical support to
homeworkers throughout the year.
With more than 85% of us working
remotely during the pandemic,
our approach to communication
was key to making sure that
employees did not feel isolated.
We created more regular, more open
and less formal ways in which seniorleaders and staff could hear from eachother during the pandemic and hear
about new policies and additional
support. These included the all-staff
Stay Connected call, which often saw
more than 10,000 people take part, andthe fortnightly Team Leader calls. Our
Ariel brand has also been relaunchedas our central internal news source.
We have carried out two work andwellbeing surveys in the course of the year
to understand more about how our staff
are managing and what support they need.
Our Engagement Index at the BBC roseby 10% to 67% in 2020. In the surveys,
77% of our staff said they feel connectedto their colleagues despite the Covid-19
challenges and 73% said they had the
support they needed. Over two-thirds of
employees feel they are managing theirwork-life balance effectively in spite of
the challenge of working remotely, homeschooling and caring responsibilities.
At the start of lockdown we agreed withthe joint unions to postpone the annual
pay discussions. The BBC faced significant
financial pressures due to the pandemic (areduction in forecast commercial revenue,
the delayed collection of TV licences fromthe over-75s and the effects of Covid on
production costs). As a result, we proposeda pay freeze for all staff for a year, which

Strategic Report

was accepted given the exceptional
circumstances created by the pandemic.
Early on in the period of lockdown werealised that there were potential lessons
to be learnt and benefits to be gained fromthe enforced new ways of working. In spiteof the many restrictions, we were able toprotect much of the scale and scope of
our output and it quickly became clearthat working outside a traditional officesetting could be considered an integral
part of the BBC’s plans to transform theworkforce and workplace in the future.
During the past year work has started on
the development of a long-term vision forsimpler, flexible working practices withina leaner, modern BBC. Our progress to dateon that work and what it means for ourpeople is described in the next section.

A transformed and modern
organisation
This year we have aligned ourstrategic people priorities to the new
Director-General’s ambition to createa transformed, modern organisation
with a truly inclusive and diverse
workforce. We have three priorities tosupport that ambition – building an
inclusive culture, reshaping the BBC andcreating a world-class HR function.

An inclusive culture
In January 2021, we published our threeyear Diversity and Inclusion Workforce
Plan (available at: bbc.co.uk/diversity/).
This plan will deliver an inclusive culture
and supports our commitment to create
a 50:20:12 BBC. That means a genderbalanced organisation, with at least 20%
black, Asian and ethnic minority staff andat least 12% disabled staff. It also commits
us to increasing the number of LGBTQ+
staff and the number of staff from morediverse socio-economic backgrounds.
The plan was informed by a rigorous
analysis of the culture of the BBC witha comprehensive consultation
process, engaging people from entrylevel positions to senior leaders, aswell as external stakeholders.
To create an organisation where people
feel they can do their best work andmeet their career aspirations, we haveintroduced a new approach to performanceand development. The new framework,
myConversation, was launched in
February. It sets out a commitment thatevery employee will have two focusedconversations with their team leader at
fixed points every year, to discuss theirgoals, feedback and career development.
We have also introduced a Senior Leader
Index, a framework to measure leadershipperformance and to support senior leaders
to develop and improve.
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51

Operational report
Our people continued
The Index measures engagement,
diversity and inclusion, and the qualityof performance and development
conversations and allows us to value
and grow leadership capability.

our News and Nations divisions have
reduced our public service EFT headcountby 1,239 by 31 March 2021. We haveplans for additional significant headcountreductions over the next five years.

We are also building a morecomprehensive programme of careerdevelopment for all staff. Our plans
focus on three areas – support forindividuals, support for team leaders
and the creation of more cross-divisional
opportunities and greater mobility.

Central to every division’s vision is newtalent, both those joining the BBC at thestart of their careers and those looking todevelop into new, more senior roles. This
year we announced an increase to thenumber of apprentices from the current
number of c.290 to 1,000 by 2025.

The first new cross-divisional initiative,
the 80/20 programme, was piloted in
November. This enables staff to apply
to work for 20% of their time in anotherarea to share and grow their skills.
Over 400 employees applied for oneof the initial 42 pilot placements.

This commitment is both for new hires
and staff apprenticeships and we willoffer people access to experience acrossthe BBC. We will ensure that every
apprentice who makes the grade will
either have a continuing job or will
be competent to work as a qualified
member of the freelance community.

All of these initiatives require accessto inspirational and extensive learning
resources, something we can guarantee
through the BBC Academy.
This year the Academy launched its
new learning experience platform –learn@BBC – curating content fromdifferent sources and encouraging
users to take control of their own
learning journey. The Academy hasreached its initial target of 30% of
unique staff logins to learn@BBC.
The Academy has also established the
Learning Unlocked brand this year, apermanent twice-weekly skills webinar
for staff and freelancers, and created
Safeguarding Impartiality, a programmeof training addressing one of the
Director-General’s four key priorities.
All of our cultural and developmental work
this year is based on a clear articulationof what working at the BBC means –what to expect from the organisation
and what the BBC expects in return.

Reshaping the organisation
The programme of culture change
described above is underpinned by aradical process of transformation withineach of the BBC’s divisions, introducing
bold, long-lasting initiatives andstructural innovation, creating a leaner
and simpler organisation and ensuring
every area meets the 50:20:12 targets.
In May 2020, we launched a voluntary
redundancy (VR) programme, aimed atboth easing the financial pressure on the
BBC caused by the pandemic and also at
kick-starting that transformation process.
During the active period of the VRprocess we provided around 2,200
individual quotes, and directly advised
1,500 colleagues.
The combined impact of the VR process
and significant change programmes in
52

In March 2021, with the Across the
UK programme, we announced farreaching plans to transform the BBC into
an organisation of several powerfulcreative hubs. Given the scale and reachof the expected moves, and the ongoingchallenges of Covid restrictions, wehave designed a dedicated system of
support for employees relocating.

World-class HR
Delivering our ambitions to transformthe workforce also depends on an agile,
proactive and easy-to-use HR function.
This year we have paved the way tomeet these challenges, reforming andstreamlining HR further and simplifying
our governance and approvals processes.
Our record on resolving pay cases
continues to improve, and we have now
closed a total of 1,331 pay cases since 2017,with only seven active formal pay cases at
the time of publication. This progress was
acknowledged in the report published in
October 2020 by the Equality and Human
Rights Commission into pay at the BBC.
We welcome the fact that the Commission
made no unlawful findings against
the BBC and recognised that there
have been significant improvements to
BBC pay practices in recent years. We
also acknowledge we must continue tolead the way on pay transparency andfairness and that there are areas we needto improve. We accepted every one of thereport’s recommendations and continue
to implement our programme of pay
reform including enhanced training, newtools to support pay decision-making
and improvements to record keeping.
Our Service Centre has been exceptional
in its handling of a constant high level ofenquiries, averaging 3,400 a week with
the immediate-resolution rate at 95% orhigher. Our contingent workforce team
BBC Annual Report and Accounts 2020/21

supported c.12,000 individual freelancers
in 2020 with over 100,000 engagements.
We have designed a new operating model,
identifying where we can simplify andremove duplication with a blueprint thatclarifies every step of HR support fromthe point of entry to specialist advice
and strategic project partnerships.
We are transforming our approach torecruitment, a key driver to support
our diversity and modernisation, andwe’re strengthening and simplifying
our approach to redeployment and totalent and succession planning, focusing
on the need to attract and retain thebest internal and external talent.
The BBC and its workforce is crucial to
the UK’s creative success. The structuralreforms we have introduced, and willcontinue to introduce, will make usa leaner, simpler, fairer, more diverseand more inclusive organisation. The
support for staff during the pandemic has
informed the way we will work in futureand helped us to make the BBC an evenbetter place to work, and provide evengreater value for the licence fee payer.

Human rights, modern
slavery, anti-bribery
We are committed to respecting thehuman rights of all those who work foror with us. Our Terms of Trade require
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. In
addition, suppliers, and sub-contractors,
are required to abide by our Code of
Ethical Policy. The full code can befound here: downloads.bbc.co.uk/
supplying/pdf/BBC_Ethical_Policy.pdf
We recognise the need to prioritise
tackling the most severe human rights
abuses, including modern slavery.
We abide by the Modern Slavery Act
2015 and publish our Modern Slavery
Statement in accordance with this.
The full statement is available at:downloads.bbc.co.uk/aboutthebbc/
reports/reports/modern-slaverystatement-2021.pdf
We are committed to a zero-tolerance
approach to bribery and corruption.
We expect all of those representing the
BBC to abide by the BBC’s Anti-Bribery
Code of Conduct. The full code canbe found here: downloads.bbc.co.uk/
aboutthebbc/insidethebbc/
howwework/policiesandguidelines/pdf/
bbc_anti_bribery.pdf
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Data tables

Career Path Framework

On the following pages, we provide
further data to support the information
reported in this section.

Employee roles are mapped across 27
job families and seven career bands.

Diversity and inclusion: allstaff and leadership (on31 March 2021)
Workforce

Women (all staff)
Women (leadership)
Black, Asian and Minority
Ethnic (all staff)
Black, Asian and Minority
Ethnic (leadership)
Disability (all staff)
Disability (leadership)

31 March
2021

Target

48 6%
46 1%
15 9%

50%
50%
20%

12 6%

20%

9 0%
8 2%

12%
12%

Total average headcount2020/21 (equivalent full time)
2021

2020

UK Public Service
Broadcasting
BBC Studios
Other commercial
businesses

18,977

19,572

2,723
519

2,672
505

Group total

22,21922,749Within the averages, above 2,998 (2020 3,085)
part-time employees have been included at theirfull-time equivalent of 1,923 (2020 1,971) In
addition to the above, the BBC employed an averagefull-time equivalent of 1,067 (2020 1,372) persons
on a casual contract

New skills andnew connections
The 80:20 experience

BBC Group EFT/Headcount by CPF Band(excluding Performing Groups, Trainees
and Apprentices and Non-CPF).
EFT
CPF Band

EFT

Headcount
EFT
Headcount(%) Headcount
(%)

A
B
C
D
E
F
FP
SL

274
2,165
6,175
6,382
2,115
849
98
319

1%
12%
33%
35%
11%
5%
1%
2%

349
2,340
6,628
6,778
2,224
870
109
321

2%
12%
34%
34%
11%
4%
1%
2%

Total

18,378100%

19,619100%

UK senior leader headcountby salary band (PSB only)
2020/21
Actual2019/20
Actual£50,000 – £99,999£100,000 – £149,999£150,000 – £199,999£200,000 – £249,999£250,000 – £299,999£300,000 – £349,999£350,000+

42
100
70
22
4
1
2

44
103
73
23
3
5
2

Total*

241

253

Salary band

Non-Financial Reporting
Information (NRI)
Statement
We acknowledge the non-financial
reporting requirements of theCompanies Act 2006 and have disclosed
relevant associated information
throughout the strategic report. Forease of reference, information relating
to the five matters covered by theregulation can be found on thefollowing pages: environmental
sustainability (page 60); our people(pages 51 to 55); human rights, modern
slavery, anti-bribery (page 52). Further
information can also be found in ourbusiness model (page 73), our principal
risks (page 100) and our non-financial
performance (throughout the strategic
report, pages 10 to 71).

* Total excludes BBC Board members and pension
directors

80:20 gives employees the chance todevelop their career and learn new skills
by joining another part of the organisationfor 20% of their working week. Software
engineer Hannah Billingsley-Dadd was oneof the first to take advantage of the newscheme, working as an online journalist.
“As a developer on the News app, I
wanted to do an 80:20 placement in theWales Digital News team to learn how
content is made and the steps editorial
teams take to engage audiences. I was
given the opportunity to pitch andwrite articles, interview the publicand create social media posts and now
have a better understanding of theeditorial workflow and the nuances
involved in being a BBC journalist.”

Strategic Report

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53

Operational report
Our people continued
Spend on on-air roles*
2020/21
Spend
£000s

Less than £40,000£40,000 – £100,000£100,000 – £150,000£150,000 – £500,000£500,000 – £1m£1m – £5m
Total

2019/20
Volumes

Spend
£000s

Volumes

Variance£000s

33,50364,73912,371
17,045–2,497

21,538
1,092
100
70
–
2

40,75069,445
12,731
17,908726
3,113

26,993
1,139
103
73
1
2

(7,247)(4,707)
(360)
(863)
(726)
(615)

130,155

22,802

144,673

28,311(14,518)* An individual is deemed to have an on-air role where they have significant (i e 80% or more) on-air responsibilities During 2020/21, spend on on-air roles represented 9% of
total internal creative content spend (2019/20 10%)

Severance payments
Our redundancy policy is one month’s pay for each year of service up to a maximum of 12 months’ pay (for those who joined before
January 2013 it is a maximum of 24 months’ pay). Employees must have two or more years’ continuous employment on cessation to beeligible for payment. We have maintained a cap on redundancy and severance payments of £150,000. Where redundancy pay is paid,
notice is served. If an individual wishes to leave earlier than the end of their notice period, they must waive the remaining notice period
and they do not receive payment in lieu.
In 2020/21, we paid two payments in lieu of notice (PILON) – one to a member of staff who (due to their health and the Covid-19
pandemic) was unable to travel to resume their work in the UK and their employment ended by agreement; and a second where we paid
redundancy pay and PILON where, following a transfer of an undertaking into the BBC, the individual did not relocate and they left byreason of redundancy.
2020/21
Spend
£000s

Under £10,000£10,000 – £50,000£50,000 – £75,000£75,000 – £100,000£100,000 – £150,000
Over £150,000
Total

Payment band

2019/20
Volumes

Spend
£000s

Volumes364
10,381
15,31021,807
26,649
0

56
336
245
251
218
0

119
2,928
3,949
5,284
11,159
0

19
103
63
61
85
0

74,511

1106

23,439331

BBC Academy and BBC Studios learning and development
Reach2020/21

Total training completions*
BBC staff who completed one or more course

64,59388%

Total learning and development hours

116,807
0.88

Number of learning and development days per EFT
Value for money

2020/21

£10.4
£548

Training delivery spend (£m)**
Learning and development cost per EFT***
Training data and EFT figures are BBC-wide, including PSB, BBC Studios and other commercial subsidiaries* Total individual face-to-face, virtual classroom and online completions In 2020/21, due to Covid-19, the majority of completions were virtual classroom or online** Total BBC Academy and BBC Studios training delivery spend excluding major projects*** Total BBC Academy and BBC Studios training delivery spend divided by total EFT

Information provided in line with the Trade Union (Facility Time Publication Requirements)
Regulations 2017 – schedule 2 (1 April 2020 – 31 March 2021)
We have continued to work closely with our recognised trade unions in the last 12 months, managing the challenges posed by the
pandemic and the strategic, transformational programmes detailed in this section. We continue to value and build on our positiveand constructive relationships with our unions. No strike action was taken in 2020/21.
As part of the Trade Union (Facility Time Publication Requirements) Regulations 2017, public authorities are required to report
information about facility time taken by trade union officials for a 12-month period. (Facility time refers to the time taken for ourrecognised trade unions to represent members both individually and collectively in a range of issues across the BBC.) This is detailed
in the table on the following page.

54

BBC Annual Report and Accounts 2020/21

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Relevant union officials
2020/21328(EFT: 320)

Number of union officials

Percentage of time spent on facility time

Number of
employees

0%1% – 50%
51% – 99%
100%
Total cost of facility time
Total eligible PSB paybill
Percentage of total paybill spent on facility time

0
321
0
7*
£730,011£1,249m
0.06%

Paid trade union activities

20%

Time spent on paid trade union activities as a percentage of total paid facility time hours* There were seven full time union representatives (5 8 EFT)

Volume of internal complaints
Complaints made and investigated2020/212019/20

Bullying and harassment
Grievance complaints notified either direct to HR,
via a grievance being raised, or via the confidential
bullying and harassment helpline

62 formal cases— 4 sexual harassment— 58 bullying and harassment— 48 closed— 9 ongoing— 5 withdrawn
Average time to close case 84 days

92 formal cases— 10 sexual harassment— 82 bullying and harassment— 65 closed— 16 ongoing— 11 withdrawn
Average time to close case 77 days

Whistleblowing cases
Whistleblowing allegations are received either
via Expolink, who manage an independentwhistleblowing hotline on our behalf, via senior
management including a designated non-executive
director, or directly to the Investigations teams

22 cases in total (a range of issues coveringsafety, theft, fraud):— 5 upheld— 16 unsupported— 1 ongoing

39 cases in total (a range of issues covering safety,
theft, fraud)— 5 upheld— 21 unsupported— 13 ongoing

Raising a concern
at the BBC

with genuine concerns about serious
malpractice at the BBC, which are believed
to be in the public interest to disclose.

— Via the Corporate Investigations Team— Via the Director of Safety, Security
and Resilience— Via the Divisional Director of Quality,
Risk and Assurance— Via our external independent thirdparty provider Navex Global, either
online or through their dedicatedreporting line available in 43
different languages.

The majority of concerns raisedby staff will be addressed by the
BBC Grievance Policy or the BBC
Bullying and Harassment Policy.
Concerns should be raised, where
possible, directly to line management,
however support to take things further
can also be provided directly by an HR
Business Partner, or via the Bullying
and Harassment helpline and the CareFirst support line and website.
Whistleblowing – Whistleblowing
allegations, also known as ‘Protected
Disclosures’, can be made by anyone

Whistleblowing is governed by the
Public Interest Disclosure Act andcovers matters that fall under thefollowing five specific strands:— Criminal offence(s)— Failure to comply with legal obligations— A miscarriage of justice— Endangering the health and safety of anindividual— Damage to the environment
The BBC Protected Disclosure(Whistleblowing) Policy enables
the anonymous reporting of serious
allegations in an appropriate andeffective way, including:

Strategic Report

If an allegation relates to a member ofthe BBC Board or Executive Committee,
it can also be reported directly to thenominated non-executive director
responsible for this area, Nicholas Serota.
If a concern relates a potential breachof BBC Editorial Policy, it should bereported directly to the Director of
Editorial Policy and Standards.

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55

Operational report
BBC Pay Gap Report 2020/21
Introduction
In 2017 we published the first BBC Gender Pay Gap report, settingout the difference in hourly pay between men and women across
BBC Public Service Broadcasting. Since then we have seen our
median pay gap reduce every year, and there has been anothersubstantial reduction this year from 6.2% to 5.2%.
BBC Public Service Broadcasting median pay gap

For the third year running we have conducted a Fair Pay Checkprocess where the pay of every individual is reviewed against
their job pay range (bands A to F) to ensure they are positioned
appropriately within the range.
Our current overall gender pay gap median (5.2%) compares
well with the industry and the gender pay gap is lower than theorganisation’s 5.2% at each career level in the BBC, with the
exception of band A.

MeanMedian

2021

5.0%

5.2%

2020

6 3%

6 2%

2019

6 8%

6 7%

A

6 5%

2018

8 4%

7 6%

B

-1 9%

2017

10 7%

9 3%

C

1 9%

Last year we published our gender data within the framework of
a wider Pay Gap Report, where we also reported our pay gaps forblack, Asian and minority ethnic staff, disabled staff, LGBTQ+
staff and those working part time. We continue to publish those
figures this year along with additional data on pay gaps by career
band and by levels of pay (split into four quartiles) for all
characteristics.

D

1 1%

E

2 3%

F

2 8%

SL

-4 3%

The BBC’s gender pay gap is significantly lower than the national
average median gap of 15.5%, and we compare strongly too withothers in the media industry.
Our black, Asian and minority ethnic pay gap remains close
to 0%.
This year we have announced ambitious targets to create a
50:20:12 BBC within the next five years – a gender-balanced
organisation, with at least 20% black, Asian and ethnic minority
staff and at least 12% disabled staff. This strategy also commits us
to increasing the number of LGBTQ+ staff and the number of staff
from more diverse socio-economic backgrounds.

This table breaks down the median gender pay gap across ourseven career bands
Pay gap

Pay split by quartile
In line with statutory requirements, the gender pay andworkforce figures shown in this report are for BBC Public Service
Broadcasting staff based in England, Scotland and Wales. The
gender pay gap including Northern Ireland is 5.5% (median) and5.2% (mean).
BBC Studios reports on its gender pay gap separately as it has over
250 employees, and therefore is not included in this report.
When reviewing our pay gaps, we draw up a list of our employees’
earnings – from the highest to the lowest – and split it into foureven groups, or quartiles. The graph below shows the proportionof women and men in each group.

This year’s data shows that we still need to improve therepresentation of black, Asian and minority ethnic staff amongst
our leadership community as well as the number of female
leaders. We believe our new 50:20:12 strategy will achieve thisboth at Group and divisional level, and will achieve greater
diversity across all career bands, and in so doing will improve
our pay gap figures even further.

Gender staﬃng split by quartile

Pay gaps

lower
middleA pay gap is the difference in average gross hourly earnings
between two defined categories of employees – for example,
female and male employees for the gender pay gap or disabled andnon-disabled employees for the disability pay gap. It is based onsalaries paid directly to employees before income tax and social
security contributions are deducted.
The following sections examine the pay gaps for BBC public
service employees in the UK, excluding Northern Ireland, for thefollowing specific categories:— Female and male employees— Black, Asian and ethnic minority employees— Disabled employees— LGBTQ+ employees

upper

upper
middle

41 9%

58 1%

42 5%

57 5%

45 2%

54 8%

55 0%

45 0%

lower
FemaleMale

Black, Asian and minority ethnic pay gap
The median pay gap at the BBC for black, Asian and minority
ethnic staff is 0%. The mean pay gap is 3.3%, both figures
representing a slight increase from last year.
BAME MeanBAME Median

2021

3.3%

0.0%

Gender pay gap

2020

3 0%

-0 3%

The median gender pay gap at the BBC has fallen again to 5.2%
from 6.2% last year and from 9.3% in 2017. The mean gender pay
gap has also reduced to 5.0% from 6.3% last year and down from
10.7% in 2017, when we first published our gender pay gap.

2019

3 2%

-1 1%

2018

4 0%

-1 1%

2017

5 7%

0 4%

56

BBC Annual Report and Accounts 2020/21

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The table below shows the median pay gaps for our black, Asianand minority ethnic employees for career band. The gaps for eachband are all comfortably under 0% and for our leadership bands(E and above) the number of staff has increased and the pay gap
has improved.

Pay gap

Staff witha disability

A

5 0%

65

B

2 5%

209

C

2 0%

487

Pay gap

BAME staff

D

2 3%

446

A

-5 1%

96

E

-0 3%

138

B

-2 6%

298

F

4 3%

71

C

-4 4%

1,052

SL

–

18

D

-4 2%

898

E

-4 1%

244

F

-7 2%

77

SL

–

19

We have now committed to a BBC with at least 20% black, Asianand ethnic minority staff by 2026 and we expect to reach 16%
within the next 18 months.

upper
15 7%

18 8%

Disability staﬃng split per quartile
upper

upper
middleBAME staﬃng split per quartile

upper
middleAs with the previous categories, we have used the four evenpay quartiles to show the proportion of disabled employees ineach group.

lower
middle

17 4%

82 6%

Minority
Majoritylower
Minority
Majority

8 6%

91 4%

8 8%

91 2%

12 0%

88 0%

lower

81 2%

83 0%

91 4%

lower
middle

84 3%

17 0%

8 6%

LGBTQ+ pay gap
Both the median and the mean pay gaps for our LGBTQ+
employees have increased this year, although both are still
under 3.0%.

The following table breaks down black, Asian and minority ethnic
staff into four specific categories of ethnicity. This breakdown
shows the pay gap for black employees is still noticeably higher
than for the other categories of ethnicity at 6.8%, although thisis an improvement from last year’s figure of 6.9%.
BBC 2020

Mean

Median

2021

2.5%

2.7%

2020

-0 3%

0 8%

2019

-0 7%

0 7%

2018

n/a

n/a

n/a

n/a

Asian

-0 9%

2017

Black

68%

Mixed

3 4%

Other

-7 2%

The following table shows our median LGBTQ+ pay gap by
BBC pay band where we have more than 20 LGBTQ+ employees
in the band.

Disability pay gap

Pay gap

Our median disability pay gap at the BBC is 4.0% and the mean
at 5.6%.
Disability
Mean

Disability
Median

2021

5.6%

4.0%

2020

4 9%

3 6%

2019

4 8%

3 1%

2018

4 9%

4 0%

2017

5 2%

3 3%

Staff identified
as LGBTQ+

A

5 8%

53

B

6 4%

169

C

2 5%

470

D

0 4%

481

E

-2 4%

136

F

-3 1%

59

SL

-0 5%

22

The following table shows our median disability pay gap by
BBC pay band where we have more than 20 employees witha disability in the band.

Strategic Report

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57

Operational report
BBC Pay Gap Report 2020/21 continued
Using the four even pay quartiles, this table shows the proportionof employees identifying as LGBTQ+ and those who do not.
LGBTQ+ staﬃng split per quartile

BAME bonus gap

upper

Disability bonus gap
9 8%

90 2%
LGBTQ+ bonus gap

upper
middle

9 6%

90 4%

10 2%

89 8%

11 8%

88 2%

Median

9.7%
7.6%
14.0%
-8.1%

0.0%
0.0%
0.0%
0.0%

Nationally, one of the main reasons for the gender pay gap is that
more men are likely to hold senior positions.

lower
Minority
Majority

Mean

Why the gender pay gap is not the same as
equal paylower
middleOverview
Pay gaps 2020/21 for all five categories
This table summarises the headline pay gap figures for the four
categories covered in detail in the report as well as the category
for part-time employees.
Median
2021

Mean
2021

Median
2020

Mean
2020

5.2%

5.0%

6 2%

6 3%

BAME

0.0%

3.3%

-0 3%

3 0%

Disability

4.0%

5.6%

3 6%

4 9%

GenderGender bonus gap

LGBTQ+

2.7%

2.5%

0 8%

-0 3%

Part-time

1.6%

2.3%

2 6%

3 9%

Additional payments at the BBC
BBC Public Service Broadcasting does not pay bonuses. Licencefee-funded discretionary bonuses for senior management andexecutives stopped in 2009.
The statutory requirements for reporting on gender pay includea ‘bonus gender pay gap’. In line with that guidance, we calculate
the figures below on our voucher recognition scheme andlong-service awards, although we do not consider these to bebonus payments. The voucher-based recognition scheme allows
staff in bands A to F to be rewarded for exceptional performance.
During the year 3,575 staff received vouchers, with the medianamount being £200. 19 staff received long-service awards and theaverage payment was £4,572.
This year, we are again voluntarily publishing details of black,
Asian and minority ethnic staff in receipt of the voucher
recognition scheme.
The proportion of female staff receiving a payment was 48%,
whilst the proportion of men was 52%. The proportion of black,
Asian and minority ethnic staff receiving a payment was 16%.

What is the difference between the gender pay gap and equalpay?
The gender pay gap is not the same as equal pay. Ever since theEqual Pay Act of 1970, it has been illegal to pay different amounts
to men and women doing the same work, unless there is a‘genuine material factor’ for the difference.
The gender pay gap measures the difference in the hourly payof all men and women in an organisation, and is expressed as apercentage of male employees’ hourly pay. It is reported on a mean
and median basis.
The mean is the overall average of all employees’ salaries and cantherefore be skewed by any extremely high or low salaries. The
median involves listing all salaries in order, from lowest to
highest, and picking the salary in the middle.
What does this report include?
The BBC’s Pay Gap Report sets out the difference in hourly pay
between men and women, on both a mean and median basis. As
before, we have included voluntary disclosures of other pay gaps
at the BBC. Statutory calculations and results have been assured
by the BBC’s Internal Audit team.
This report provides both the statutory disclosures required of
BBC Public Service Broadcasting, as well as further context
around gender pay at the BBC. BBC Public Service Broadcastingfor staff based in England, Scotland and Wales includes the World
Service but excludes our commercial subsidiaries, BBC Studios,
BBC Global News, BBC Studioworks, Children in Need andMedia Action.
We have included data for people on staff contracts (bothpermanent and fixed-term). This includes our on-air
presenters who have BBC staff contracts, but not presenterson freelance contracts.
As in previous years, the BBC also excludes from its pay gap
reporting agency workers who were engaged full-time for the
BBC but employed through third-party agencies. This is because
they will be included in the Pay Gap Report submitted by theagency that employs them.

We expect this number to vary year-on-year, depending on therecipients, but we continue to monitor it to ensure staff are being
rewarded fairly.

58

BBC Annual Report and Accounts 2020/21

Return to contentsConsultations
The BBC’s Charter requires the
BBC Board “to have regard to thebenefits of consultation withinterested persons” as part of ourcommitment to openness,transparency and accountability
and is a key element in our
engagement with stakeholders.
In 2020/21, we published theoutcome of a consultation to amend
the BBC’s Complaints Framework;
ran consultations in each of the
Crown Dependencies on age-related
TV licence policy; and opened a
Public Interest Test consultation on
the return of BBC Three to linear TV.

BBC Three saward-winning
comedy ThisCountry. Earlier
this year we helda consultation on
the return of BBC
Three to linear
TV as part of awider Public
Interest Test

Consultation onamendments to the BBC’s
Complaints Framework
We reported last year that the
BBC had consulted on several
proposed changes to theBBC’s Editorial and GeneralComplaints Procedures.
These changes were aimed atproviding greater transparency
around the way we explain andcommunicate our decisions.
In May 2020, the BBC Board
approved the proposed changes anda revised Complaints Framework
was published which can be foundhere: bbc.com/aboutthebbc/
reports/consultation/complaintsframework-amendments.

Consultation on agerelated TV licencepolicies in the Bailiwickof Jersey, the Bailiwickof Guernsey and the Isleof Man (the Crown
Dependencies)
Between July and September 2020,
the BBC held consultations ineach of the Crown Dependencies
on what age-related TV licenceconcessions should be in placefor older people. This followed
requests from the Governmentsof each Crown Dependency for
the UK Government to extend theBBC’s power to determine a TV
licence concession for older people
in each Crown Dependency.
By convention Crown Dependency
residents are treated with parity
to those in the UK in TV licensing
matters. The consultations therefore
proposed that the BBC fund asimilar concession for older people
in each of the Crown Dependencies
as the UK so that all licence fee
payers are treated in the same way.

Having considered feedback fromthe consultations, in October
2020 the BBC Board announced
its decision to fund TV licences
for the poorest older pensioners
in Guernsey, Jersey and the Isleof Man from 1 January 2021. In
making its decision the Board
used the same criteria as for
the UK decision – fairness,financial impact and feasibility.
Consistent with the UK decision,
the BBC will not make assessments
about individual ability to pay as
the new schemes use the Crown
Dependencies existing welfare
criteria to determine eligibility.
The BBC Board’s decision, andthe consultation feedback, can befound here: bbc.com/aboutthebbc/
reports/consultation/agerelated-tv-licence-policy-cd.

Public Interest Test
consultation on the
return of BBC Three tolinear TV
In March 2021, the BBC announced
that BBC Three would return as abroadcast TV channel as well as
an online destination. As set out
Strategic Reportin the BBC’s Annual Plan 2020/21,
the move is part of the BBC’s drive
to deliver more value to audiences.
Using both a broadcast channel
and BBC iPlayer in tandem will
help grow our offer and deliver
more value to younger audiences.
It will also deliver greater public
value by further increasing thediversity and creativity of our
output and build on the strengths of
BBC Three’s online performance.
As the broadcast TV channel is forthese purposes a new UK PublicService it automatically requireda Public Interest Test to assess its
public value and market impact.
To give stakeholders an opportunity
to comment, the BBC opened aconsultation in March 2021.
In June 2021, the BBC Board
approved the BBC Three Public
Interest Test. Details can be foundhere: bbc.co.uk/aboutthebbc/
reports/consultation/bbc-threechannel-public-interest-testconsultation. The proposal has
been submitted to Ofcom to carryout its Competition Assessmentand final determination.

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59

Operational report
Environmental sustainability
The BBC has a leading role to play in our
industry in understanding climatechange and what’s needed to transition
to Net Zero, providing solutions to reduce
our carbon emissions.

Production
The BBC has been employing sustainable
practices for many years. In response to
the growing global pressure to deliver oncarbon emissions targets and the UK’s
legislation to achieve Net Zero by 2050,
the BBC is now increasing our ambition
and action in tackling the impact of ourown operations on climate change.
The BBC continues to play an active
and prominent role in the collaborative
pan-industry BAFTA Albert Consortiumand Directorate, which originated out of
the BBC a decade ago. The aims of theConsortium are to reduce the negativeenvironmental impacts arising from TV
production and promote positive action
to tackle climate change behind thecamera. This year the BBC has playeda key role in helping to establish new
Consortium groups for News and Sport towork with the industry to reduce carbon
emissions in those areas of production.
The BBC has committed to ensure all
in-house production from both public
service and BBC Studios will be Albert
Certified. Despite the pandemic andchallenges faced over the past year the
BBC surpassed its targets for Albert
Certification, as 100% of BBC Studios
TV productions completed a carbon
footprint and 98% managing to decreasecarbon emissions by using BAFTA Albert
Certification’s carbon action plans.
BBC Studios continues to produce
content that portrays sustainablebehaviour on screen as well as
pioneering ground-breaking innovation
off screen. Winterwatch was the firstlarge scale outside broadcast to rely
solely on hydrogen and batterypowered generators to power theshoot for an entire programme.
We are proud of our production teams
and their innovation over the last year,
who managed to keep sustainability
firmly in mind whilst dealing with thedisruption of the Covid-19 pandemic.
BBC Studios merchandise has focusedheavily on using sustainable materials
and packaging. The DVD businesswon a British Association for Screen
Entertainment Award in ‘Innovation’, for
its ground-breaking sustainable packaging
first used for Seven Worlds, One Planet, andfor its leadership of the packaged media
industry for video, music and games.

60

TCFD
The BBC Group is to adopt the Task Forceon Climate-related Financial Disclosures(TCFD) Framework in order to embedsustainability throughout the organisation.
Aligning with the TCFD recommendations
is a crucial next step in the BBC’s
sustainability and environmental plans.
The Corporation is introducing TCFD
reporting which requires identifying
and assessing the climate-related risks
and opportunities that could impact
the organisation in the future.
The move signals a significant change
to the oversight and management ofclimate change impacts within the BBC
with all public service and commercial
entities signing up to TCFD and aligningto one collective sustainability strategy.
We are reviewing our alignment with therecommendations of the TCFD framework
and recognise some of the key steps weneed to undertake. The BBC needs to
respond to climate change and ensure
we are contributing to the UK’s Net Zerotransition to a low-carbon economy. We
have summarised our progress to date inthis section and will continue to assess andalign over the coming reporting periods.

Governance
The Audit and Risk Committee (ARC) is
responsible for reviewing and maintaining
oversight of the BBC’s corporate
governance and risk management. The
ARC has highlighted the area of climatechange as an emerging risk for the BBC
and has supported the work this year
to review material climate-related risks
and opportunities. The outputs of theassessment were reported directly to
the ARC for oversight and feedback.
The ARC ensures a top-down oversightof climate change and supports thealignment to the TCFD recommendations.
There is also regular reporting on
risk directly to the main Board.
At a management level, the Sustainability
Steering Group (SSG) consists of membersof the senior leadership including the Chief
Financial Officer, Director of Sustainability
and Director of Quality Risk andAssurance. This group is responsible forreviewing progress against the BBC’s
sustainability strategy and management ofclimate-related risks. Meeting monthly, theSSG will review performance against key
metrics and targets and focus specificallyon the capture of climate-related
opportunities. We will also further
formalise and enhance the effectiveness of
our reporting structures around climaterelated risks and opportunities to theBoard and Executive Committee.

BBC Annual Report and Accounts 2020/21

Our future business planning andinvestment processes will take
into consideration impact on theenvironment as well as contribution
to our Net Zero ambition.

Strategy and risk
management
This year, we have undertaken an
assessment of the material climate-relatedrisks and opportunities to our business.
The table across the page highlights
the outputs from our risk identificationand materiality assessment as well as
how we understand these risks andopportunities to impact the BBC.
The process we followed to identify thesignificant climate-related risks andopportunities involved three key steps:
identification, engagement, assessment.
Firstly, a comprehensive list of climaterelated risks and opportunities relevant to
the BBC and media sector was developed.
Secondly, we held multiple interviews
with relevant departments and businessdivisions across the BBC to gain insightand input on the impacts which are
relevant and how they would impact theBBC. Lastly, using our enterprise risk
management framework, we assessed
each identified risk to determine ourmost material risks and opportunities.
Next steps in 2021/22 will be toembed the identified impacts into ourenterprise risk management frameworkand develop the impact mitigationand management strategies to build
our resilience. In the future, we will
also look to do further modelling on
the financial impact of these risks.

Metrics and targets
We are committed to setting a Net
Zero target which ultimately means
reducing the greenhouse gas emissions
produced by the BBC to the absolute
minimum and balancing any remaining
emissions by removing the exact sameamount from the atmosphere. In order tounderstand how to achieve this, we are
currently in the process of calculating
our full scope 1, 2 and 3 emissions toestablish our baseline carbon footprint.
We are also committed to reducing
our wider environmental impact
including reducing our energy use,
waste creation and improving recycling
and the environmental impact of ourprogrammes and our travel footprint.
To see our current emissions reporting
covering our scope 1 and 2 emissions,please see the table on the next page.

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Material risks and opportunities
Transition Climate-related risks

Physical Climate-related risks

Climate-related opportunities

Credibility and reputation
risk due to a mismatch of
our production content andour internal action on
climate change

S

Extreme weather events
causing damage toinfrastructure or asset loss

L

Working with the media
industry to innovate on
climate change througheducating and reducing theindustry’s impact

M

Limited access to capital to
implement emissions
reductions initiatives

S

Extreme weather events
causing disruption to service
through delays to
production and interruption
to content delivery

L

Shifting audience
preferences creating
new demand for content
and services

M

Inappropriate investment
decisions made aligned toclimate action due to theshort payback requirements
imposed on investments

S

Opportunity to diversify
business activities due
to shifting audience
preferences

M

Increased costs associatedwith external carbon pricing

M

Opportunity to influence
the supply chain within
the media industry to be
more sustainable

M

Inability to influence
suppliers and partners insustainability andclimate-related decisions

S

Opportunity for ourcommercial entities tocapture new market
opportunities throughinnovation in climate
response

M

Adapting transport usesand business travel toreduce emissions footprint

S

Reduce the energy intensityof media production anddistribution processS

together with bespoke workshops forteams, consolidated staff understandingof climate change science and the BBC’s
environmental targets, and inspired
staff actions by sharing best practice insustainable production and other green
ways of working. Staff engagement withenvironmental issues was enhancedwith internal comms campaigns andother online events and activities.

Sustainable technology
We have published white papers on
the energy use of BBC TV and Radio
services to widen industry knowledge
on the impacts of scope 3 emissions;
we have collaborated with suppliers
to improve the energy efficiency ofradio transmission – reducing energy
consumption by over 5GWh in three
years; and are collaborating with otherUK broadcasters on a consistent approachto supply chain emissions reporting.
The BBC is a founding member of
DIMPACT, which includes 13 other media
companies, and is developing an online
tool to calculate the carbon emissionsof distributing and consuming digital
media content. It builds on BBC Researchand Development’s earlier collaboration
with the University of Bristol.

Key S = short term, M = medium term, L = long term The time horizons used are Short term next
3 years (2021-2023); medium term 12 years (2024-2035); long term 15 years (2036-2050)

Net ZeroIn addition to the adoption of TCFD
reporting, the BBC is developing its
Net Zero strategy that is aligned to
the Science-Based Targets Initiative.
The organisation’s full footprint on
the environment and baseline will be
published later in 2021 with specificscience-based climate targets detailing theBBC’s path to reaching the overall target
of Net Zero greenhouse gas emissions for
its direct operations before the end of thedecade (2030). These targets will be ratified
by the Science-Based Targets Initiative.

Sustainable culture
The BBC Academy’s internal sustainability
training continued during 2020/21 withtrainer-led courses delivered to colleagues
online. These reached over 1,000 membersof staff from different BBC departments
across the UK and overseas. These courses,

Panorama:
Britain’s Wild
Weatherdocumented theserious impact ofclimate change
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61

Operational report
Environmental sustainability continued
Greener Broadcasting
BBC Targets and Measures

Greener Broadcasting

Targets/Measures by 2022(baseline 2015/16)

Progress 2020/21 vs 2015/16

CO2eReduce 24%1

Reduced by 79%

EnergyReduce 10%

Reduced by 1%

Waste

Reduce 10%

Reduced by 56%

Recycle 75%

Recycled 41%

Zero waste to landfill

Waste to landfill 6% – The BBC is
working on plans to meet the target
of not sending any waste to landfill
by 2022

No Single Use Plastic (SUP) by 2020

Measures are in place to ensure SUP has
been eliminated from BBC operations;however, the inevitable impact from
Covid has hampered efforts tocompletely remove SUP For health andsafety reasons, the use of certain SUP
products has continued, but as soon as
Covid restrictions are lifted a plan is inplace to remove these SUP items

Programmes

100% A bert Calculation

93%

25% Output A bert Certified

48%

1 CO 2 e reduction target follows a science-based methodology addressing scope 1 and 2 emissions and uses a sectoral
decarbonisation approach

Covid-19 has presented many challenges
around the way we work. Some of thepositive impacts on operations suchas remote working and reduced travel
has meant a significant drop in carbon
emissions arising from production andbusiness travel. However, it has also led
to a decrease in recycling rates and anincrease in energy use across our estates
due to the need for extra ventilation
required within our buildings to ensure
our key workers were safe. This has led
to increased energy use across all of the
BBC estates in order to increase fresh air
circulation, resulting in extra electricity
consumption and heating in buildings.
The table to the left describes thecurrent Greener Broadcasting targets
we are aiming to meet by 2022, alongwith progress we have made to date.
We will continue to take action in allthese areas and report on progress. The
BBC will set out new targets to alignwith our evolving Net Zero strategy.

UK electricity consumption in 2020/21 in accordance with the SECR reporting guidelines 158,408 MWh
UK gas consumption in 2020/21 in accordance with the SECR reporting guidelines 76,778 MWh
Consumption of fuel for the purposes of transport in 2020/21 in accordance with SECR reporting guidelines Diesel
and petrol used in fleet cars operated for business and company cars on business 456,861 litres; Data on fuel used inpersonal/hire cars on business is not available
Waste data is for UK waste only
Where necessary, due to lack of data, energy consumption by international bureaux has been calculated using
averages based on the data available this year Covid meant many international offices were closed or working at
reduced capacity This presented many challenges for the collection of energy consumption data
GrossemissionsNetemissionsGreenhouse gas emissions (tonnes CO2e emissions, scope 1 and 2)

55,744

20,496

Carbon intensity (tonnes of CO2e emissions/total group income £m)

11 0

40

Greenhouse gas emissions 2020/21

Greenhouse gas data is for UK sites and managed international bureaux ‘Gross’ emissions use location-based grid
average factor ‘Net’ accounts for renewable electricity purchased in the UK
Data has been produced in accordance with the GHG Protocol Corporate Accounting and Reporting Standard

62

BBC Annual Report and Accounts 2020/21

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Charitable work
At the beginning of the first
lockdown, BBC Children in
Need and Comic Relief came
together for the first time tohost The Big Night In, a special
show celebrating the people who
were making a difference andsupporting those affected during
the Covid-19 pandemic. The appeal
raised £74 million thanks to thegenerosity of viewers, partners
and a match funding commitment
from the UK Government.
In July, the BBC broadcast a DEC
Coronavirus Appeal, across all
its platforms, raising funds forpeople in the world’s most fragile
states such as Yemen and Syria.
In December, the annual Radio 4
Christmas Appeal with St Martinin-the-Fields was broadcast. It
has raised £4.3 million to date,providing vital support to people
experiencing homelessness andhelping the charity respond to thecontinued challenges presented by
the pandemic. The BBC gave airtime
to 60 charities who applied for
Appeals on Radio 4 and BBC One.
Audiences are able to read about the
impact of these appeals:
bbc.com/charityappeals/whatyour-money-does. In Northern
Ireland there were 11 Appealson BBC Radio Ulster/Foyle, four
Community Life Appeals on
BBC Northern Ireland television
and a cross-platform Christmas
Appeal on loneliness in partnershipwith local charities. All of thisactivity was supported by a dedicate
website: bbc.co.uk/niappeals.

BBC Children in Need
The BBC’s UK corporate charity
currently funds over 2,500 local
charities and projects across thefour nations, helping to improve thelives of 550,000 children and young
people in the past year. Throughout
the 2020 Appeal, colleagues acrossthe corporation came together
to share these transformational
stories and to inspire the generosityof the British public once again.
Special programming included:
The One Show’s Rickshaw Challenge;
Countryfile Ramble; DIY SOS: The
Big Build; a documentary, Life in
Lockdown; and Radio 2’s The Joe
Wicks 24 Hour PE Challenge. All of
this culminated in a fundraising
total of £37 million at the endof another spectacular Appeal
campaign across the BBC, afigure that has continued to rise
subsequently. For more information,
visit: bbc.co.uk/Pudsey.

BBC Media Action
BBC Media Action, the BBC’sinternational charity, worked withlocal media partners to reach morethan 126 million people aroundthe world last year through radio,
television, digital and social media.
Our global pandemic response inover 50 languages included helping
improve hygiene practices amongst
nomadic groups in Afghanistan,encouraging youth in India to stop
the spread of false information, andaddressing longer-term impacts
such as violence against womenand girls and child marriage.

We have continued programmingon health, governance, equality andinclusion, resilience and climate
action, and 2020 also marked thelaunch of a ground-breaking media
development project in Ethiopia,
Sierra Leone and Bangladesh,Protecting Independent Mediafor Effective Development(PRIMED). To learn more, please
visit: bbcmediaaction.org.

£74m
raised by
The Big Night In
in April 2020.

Comic Relief
Red Nose Day 2021 had amazing
support across the corporation,
including The One Show,
BBC Breakfast, Ready Steady Cook,Blue Peter, Later... with Jools Holland,
and BBC Radio 1’s LOLathon.
Professional racing driver Billy
Monger won the hearts of the nation
as he took on a gruelling 140-mile
intense four-day triathlon for a
BBC Documentary. The fun-fillednight of TV saw a host of stars andthere was also a brand-new show,
The Great Comic Relief Prizeathon,
which gave viewers the chance to
win extraordinary prizes. Powerfulappeal films reminded viewers of
how their donations are changing
lives in the UK and around theworld. The BBC’s fantastic support
helped raise over £52 million on
the night. For more information
visit: www.comicrelief.com.

Nihad al-Jaberi,senior editor of theBasra, Iraq-based
broadcaster Al
Mirbad, is pictured
on assignment.
BBC Media Action
has helped support
the broadcastersince it began
in 2005 as oneof few impartial
sources of news
in the region.
Photo courtesyof Al Mirbad.

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63

Operational report
Partnerships and collaboration
The BBC has a duty to work
collaboratively in partnership withother organisations in the national
interest. In 2020 we established a
BBC partnerships group to ensure our
key public service partnerships help
the BBC deliver on its Public Purposes
and other Charter obligations.
In 2020/21, there were more than 550
partnerships, large and small, focused on
supporting UK culture and the creative
economy. No-one could have foreseen
how important partnerships would
become during the pandemic. Here’s asnapshot of this unprecedented year.

Partnerships during the
pandemic
BBC Education launched Lockdown
Learning in response to the challenge ofhome-schooling. It built on the successof Bitesize Daily when more than 50
education businesses and publishers
provided content and materials. In its
first week, Lockdown Learning reached
5.8 million unique UK visitors online
and attracted 971,000 requests on
iPlayer. Once schools reopened, traffic
returned to more typical levels, but usage
is trending higher than seen in 2019.
BBC Local Radio’s Make a Difference: GiveA Laptop campaign saw all 39 stations
joining forces with specialist charities
and companies to provide laptops forchildren in need. More than 116,165
unwanted devices have been offered toschools whilst £917,890 has been donatedby the public, charitable trusts and otherorganisations in support of the campaign.
BBC Arts’ Culture in Quarantine ensured
that arts and culture stayed connected topeople who couldn’t visit. #MuseumPassion
brought together galleries and museums
for a day of live broadcasts, whilst artists
who’d lost work in lockdown werecommissioned to make 25 new works inpartnership with Arts Council England.
BBC Music and BBC Archive collaborated
with more than 100 organisations
highlighting the power of music forpeople with dementia and Local
Radio’s Happy Heads campaign
spotlighted child mental health.
BBC Sport encouraged people to takeup running with more than 16 million
runs recorded on the Couch to 5k
app. The app, a partnership between
BBC Sport and Public Health England,
was downloaded 1.5 million times
between March and December 2020.

64

Culture and the UK creative
economyBBC Introducing Arts partnered withUK arts organisations to commission
and mentor emerging creatives to makecontent for BBC platforms. By March
2021, the second year of the scheme,
almost 600 had received a commission.
There were around 40,000 content
requests on BBC Sounds for BBC Music
Introducing Live, a partnership eventwith the music industry to inspire young
people about career opportunities,
whilst BBC Proms collaborated
with grassroots organisations toreach under-served audiences.
The BBC worked in partnership with
Coventry to shine a light on UK City of
Culture 2021. Commissions included
three arts documentaries and Contains
Strong Language, a partnership with
Coventry City of Culture Trust and others.
BBC Academy’s Digital Cities Virtual
saw more than 14,000 attendees fromacross the sector take advantage of freeskills development whilst BBC Northern
Ireland’s partnership with Libraries
NI included Book Week 2020, a crossplatform initiative with TV programming.

Partnerships across the UK
The power of partnership continued tostrengthen the creative industries in
the nations. The BBC’s partnership with
Screen Scotland delivered a writers’
programme that benefited eight writers
working for eight companies, as well as
investing in high-impact series like The
Nest. Likewise, the partnership with
Northern Ireland Screen facilitated TV
dramas such as Bloodlands and Line ofDuty as well as Irish and Ulster-Scots
output and supported skills development.
BBC Three extended its creative
partnerships to all four nations. It’s
working with BBC England on threecommissions from companies in the
North of England, collaborating with
Creative Wales as part of our new Welsh
partnership, and expanding activity
with existing screen agency partners
in Scotland and Northern Ireland.
The BBC’s new three-year partnershipwith the National Film and Television
School includes supporting its hubs in
Glasgow, Leeds, and a new one in Cardiff,as well as funding 20 scholarships fordiverse talent on ten BBC-sponsoredcourses and 60 free short course places forcompanies on the BBC’s Small Indie Fund.

BBC Annual Report and Accounts 2020/21

The BBC is also one of the founding
partners of the ScreenSkills Unscripted
Fund – with 100% of our broadcaster
contribution and 75% of our
BBC Studios contribution targetingskills development across the UK.
The Open University is one of the BBC’s
oldest and best established partnerships.
In 2021 the BBC and the OU have worked
together for 50 years. Through coproduction of a wide variety of engaging
and entertaining content on Television,
Radio, iPlayer, Sounds and online thepartnership aims to inspire people toexplore further learning opportunities.
Recent co-productions include: Greta
Thunberg: a year to change the world;
Building Britain’s biggest nuclear power
station; The Bottom Line 2021; and aselection of video shorts for BBC Ideas.
The Local News Partnership delivered
impartial public service content to almost
a thousand local news outlets across theUK with the Local Democracy Reporting
Service (LDRS) sharing 72,000 stories lastyear. The total of stories to date isapproaching 210,000 and on average eachstory written by a Local Democracy
Reporter is used more than five times. The
content supports BBC journalism in a
number of ways e.g. BBC News Online used
436 stories relating to the Covid crisis fromthe LDRS wire, generating more than 20
million page views. The LDRS will expand
in July to 165 reporters covering local
councils and other democratic bodies
across the country.
BBC partnerships and collaborations:a snapshot in 2020/21
The table below presents the main
collaborations and creative partnerships
across the BBC:
Number ofpartnerships/
collaborations

BBC Area

AcademyArchive
Arts
Children’s and Education
Content TV
Creative Diversity
News
Research and Development
Radio and MusicSport
England
Northern Ireland
Scotland
Wales

4
27
47
91
22
13
18
60
109
5
136
4
10
9

Total

555

This data includes programme-making divisions,
Research and Development and Training in network
centres across the UK It also records the activities ofindividual local radio stations in England

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Strictly Come Dancing

Commercial
operations
The BBC’s commercial subsidiaries
support the BBC public service mission
and generate income for the BBC Group.
These companies maximise the valueof the BBC’s intellectual property,
providing income to fund high-quality,
distinctive content for the licence fee
payer, whilst supporting the UK’s
television industry on the world stage.

The commercial criteria:
The BBC’s commercial subsidiaries
deliver quality creative content foraudiences and increase the value of
BBC intellectual property (IP), as wellas providing critical support for thewider creative industry, both in the
UK and around the world. They do thiswhilst promoting and protecting the
BBC brand and reputation worldwide,
according to the commercial criteria as
set out in the Charter and Agreement:
1. the activities must fit with the Mission
and the Public Purposes;
2. the activities must exhibit commercial
efficiency;

Commercial activities

3. the activities must not jeopardise thegood reputation of the BBC or thevalue of the BBC brand; and4 the activities must not, as a result of
the relationship of the activity with
the UK Public Services, trading
activities or non-service activities,
distort the market or create an unfair
competitive advantage.
The BBC’s commercial subsidiaries areoverseen by the Commercial Holdings
Board, which is tasked with setting
strategy in line with overall BBC Group
company goals, agreeing business plans
and ensuring compliance in regulatory
and legal matters. A report from the
Chair of the Commercial Holdings Board
is on page 116.

The BBC has three wholly owned commercial subsidiaries which complement the BBC’s public service remit:
BBC Studios – the BBC’s production and distribution business. It creates, invests in, develops,
produces, commercialises and distributes content which sits at the heart of the BBC schedule,
as well as across multiple platforms and around the world, delivering value back to the licencefee payer through support for programme funding and cash dividends. For more on BBC Studios
activities see page 66.
BBC Global News operates the BBC’s international 24-hour TV channel BBC World News andbbc.com, both of which are funded by advertising and sponsorship, as well as income from pay
TV operators carrying the channel. Read more on page 70.

BBC Studioworks provides TV studio facilities, equipment, crew and post-production services
from locations in the UK. It supports UK public service broadcasting through annual cash
dividends. See more on what Studioworks delivers for the BBC on page 71.

Strategic Report

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65Commercial operations
BBC Studios
Overview
Despite immense global disruption in
2020/21, BBC Studios delivered a resilient
performance thanks to its diversified
business mix and dedicated efforts of
all its people. The pandemic, along withtransformation in the global content
market, created ongoing challenges.
However, robust revenue from branded
services, content customers and consumer
products, along with active managementof spending, and adaptability acrossthe business, helped to mitigate theimpact of pauses in programme-making
and a global advertising slowdown.
The business made good progress on
strategic goals and ended the year ina strong position for future growth. A
focus on people, culture and wellbeing
was significantly expanded to support
those working for BBC Studios throughthe pandemic, and alongside financial
support for production staff affectedby the hiatus in programming in thefirst half of the year, the business also
made a donation of £0.3 million to
the Film and TV Charity’s emergency
support fund for industry freelancers.
BBC Studios received widespreadcreative recognition, winning 41 awards
from 109 nominations. It was the mostcommissioned production company in
the UK for the second year running, withnearly 1,000 new commissions in thefour years since becoming commercial,
33% of which are new shows.
Sales were £1,255 million (2019/20:£1,388 million), a decline of 10%, largely
due to the pauses in production mentioned
above. EBITDA (earnings before interest,
taxes, depreciation and amortisation:
the preferred measure of profit) were£151 million (2019/20: £181 million),
down 17% as reduced costs partially
offset lower revenue, and careful cash
management resulted in a reduction in
net debt over the short term, with net
borrowing at £15 million at year end
ahead of future digital and intellectual
property investment opportunities.
Returns to the BBC, mainly investment inprogramming, were £137 million (2019/20:£276 million). The business is on track todeliver its five-year target of £1.2 billion
in returns to the BBC as planned by
the end of the next financial year.

Filming in
lockdown
Lockdown restrictionsin March 2020 halted
television and film
production, but BBC
Studios teams rose to
the challenge of keeping
themselves safe whilst
making the programmesaudiences love.

Top Gear and EastEnders restarted
production early by maintaining social
distance during shoots: a drive-in audience
for Top Gear whilst EastEnders usedcamera techniques to make those on
screen seem closer to one another.
Strictly Come Dancing went ahead in 2020
with celebrities and professional dance
partners forming ‘bubbles’ to compete
safely, resulting in record-breaking ratings
for the 18th series.
Elsewhere, a home studio and Zoom madefor a virtual Later… with Jools Holland;
whilst teams on the upcoming natural
history landmark The Green Planet set up
makeshift time-lapse studios in theirhomes to capture plant activity.

Strategic approach
BBC Studios has a clear strategy: todevelop creative hits, build stronger
services and grow major customer
partnerships, enabling the best of
British content to be seen in the UK
and around the world for the benefitof licence fee payers. Underpinning
this is a focus on putting people first:
66

The One Show continued uninterrupted,
deploying skeleton crew, hooded cameras,
strict equipment sanitisation, clear floor
markings and self-applied hair andmakeup – a blueprint for BBC Studios’
Covid productions.

BBC Annual Report and Accounts 2020/21

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developing a culture that promotes
diversity, career development andleadership, wellbeing and sustainability.

Driving creative hits
Despite the year’s challenges, BBC Studios
has maintained a focus on the creative
health of its key brands and as a result
titles such as Top Gear and Strictly
Come Dancing went from strength tostrength – strong ratings for the HarrisMcGuinness-Flintoff partnership in the
UK as it moved to BBC One and TopGear.
com site visits were up 21%. Dancing with
the Stars reached the milestone of 60
territories as the format sold to Mongolia.
New titles launching in the year from
BBC Studios included We Hunt Together for
UKTV, RTS Award-winning The Surgeon’s
Cut for Netflix, Waterhole for BBC Two/
PBS and Pandemonium for BBC One.
Productions on air throughout the
pandemic included The One Show,Countryfile and Springwatch, as well
as a one-off Children In Need-Comic
Relief collaboration The Big Night In,
which reached a peak audience of 8.5
million and raised £74 million. Whilst
the first lockdown paused production oncontinuing drama series, BBC Studios’teams managed to return EastEnders,Casualty, Doctors, Pobol y Cwm and
Holby City rapidly over the summer.
In the UK, BBC Studios makes
programmes across ten bases across thecountry and in all nations. This year, it
secured 74 new commissions for the BBC
and 16 new commissions for third parties
in the UK, including series two and threeof Trying, a comedy for Apple TV+, anda strong pipeline for future delivery.
The business stepped up initiatives
to spot and grow new creative talent,particularly across digital and scripted
through its popular programmes ofresidencies and workshops run under
the TalentWorks and ScriptWorks labels.
As part of a commitment to production
diversity, the business committed to aminimum threshold of 20% for thosefrom an under-represented backgroundon every new production from November
2020 and launched a specialist training
programme for Assistant Producers.
Distinctive, high-quality programming
delivered from BBC Studios’ invested indie
partners during this difficult year included
A Suitable Boy for BBC One from Lookout
Point and BBC One’s I May Destroy You
from Various Artists & FALKNA.

Stronger services
In the first full year of UKTV ownership,
despite a very challenging advertising
environment, the business continued to

grow share, with 2020 UKTV’s best year
on record in its Share of Commercial
Impacts (SOCI) for the current channel
portfolio, achieving a SOCI of 8.07%.
The network also achieved record
SOCI for the months of February(8.08%) and March (8.72%) this year.
UKTV, which retains its brand whilst
operating as part of the BBC Group,also won its first BAFTA (Taskmaster)and UKTV Originals were the highest
rating shows on the network, taking
the top five spots including Red Dwarf:
The Promised Land on Dave and Bangers& Cash on Yesterday, which became
the highest rating show in the historyof the channel. UKTV also increased
investment in original scripted dramawith commissions including Ragdoll,
Annika, The Diplomat and returning
series of Traces and We Hunt Together.
Alongside BBC Earth’s increasing
popularity on YouTube, with 2.6 billion
video views – a 44% year-on-yearincrease – there was steady growthin availability for BBC Studios’ linear
channels, with scripted channel BBC First
going live in Turkey, Taiwan and Canada
in the year, BBC Lifestyle launching inSouth Korea and CBeebies in India.
In a challenging and increasinglycompetitive environment, BBC AMERICA
continued to offer high-quality anddistinct programming to loyal viewers,
including Killing Eve and Doctor Who. The
network is the leader in natural history
programming on linear television in theUS, particularly on Saturdays during the
Wonderstruck ‘micro-net’ – a full, 24-hourchannel takeover dedicated to this genre.
BBC Studios launched BBC Select,
its first fully owned and operated
digital streaming service, on Amazon
and Apple TV+ in early 2021, with afocus on culture, politics and ideas.
E-learning service BBC Maestro
successfully launched in the UK, securing
over half a million visitors to the site infour months. The service will launchinternationally later in 2021 with ten
new courses from high profile experts
in their field, including Julia Donaldson,
Peter Jones and Ozwald Boateng.

Major customer partnerships
Premium SVOD services Discovery+and HBO Max went live to consumers
with BBC content at launch,
including landmark natural history
and drama series respectively.
A new multi-year co-production andcontent sales deal agreed with Chinese
entertainment platform Bilibili, willtake BBC content to China and see
the partners collaborating on BBC
Strategic Report

Studios-led productions. A partnershipwith Huawei Video will bring 300
hours of drama, comedy and factualshows to smartphone users in several
territories, and the business agreed acontent deal with Bytedance’s Xigua
Video for natural history, children’sand drama programming.
Covid impacted the year’s content sales
markets, with BBC Studios forging
a virtual presence at industry event
MIPCOM and a rapid reinvention of
BBC Studios’ bespoke in-house sales
conference Showcase in virtual form,
doubling the number of attendees on
the in-person Liverpool event in 2020.

People and culture
The last year has shown the extraordinary
resilience of the people within BBC
Studios who have continued to deliverchange and growth in very challenging
circumstances. The business launched a
dedicated plan to put people first, improve
culture and develop talent, and a package
of wellbeing measures across mental
and physical health was accelerated tohelp teams and individuals thrive in theunprecedented circumstances precipitatedby lockdown. Regular staff surveys in
the year helped guide the response, with
79% agreeing they would ‘recommend
the BBC as a place to work’ in April 2021.
To help protect its planet and people,
BBC Studios launched a company-wide
sustainability plan with new targets,
including a minimum 50% reduction
in travel. The business announced its
carbon net zero ambition for 2030, after
achieving carbon neutrality throughreductions and offsetting. As BBC
Studios continued to lead the world inenvironmental content and normalisesustainable behaviour on screen, theyear saw ground-breaking innovation off
screen, with Winterwatch using a hydrogenand battery-powered generator for the firsttime on a large-scale outside broadcast.
Despite the pandemic and challenges
faced over the past year, 100% of
productions achieved Albert foot-printing
and 98% decreased carbon emissions
through BAFTA Carbon Action Plans,
including BBC Studios’ wholly owned
independent production labels.
A new digital learning platform
enabled employees to access training
individually and virtually, and initiatives
to improve leadership, career journeys
and simplify processes across thecompany were introduced, as well as
a dedicated plan to improve diversity
and inclusion. Progress against the
BBC Group’s 50:20:12 Diversity andInclusion target can be found on page 53.

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67

Commercial operations
BBC Studios continued
Performance by operating segment
Sales

EBITDA

2020/212019/20

2020/212019/20

929
383
(57)

1,059
385
(56)

66
85
0

75
111
(5)

1,255

1,388

151

181

Production & Distribution
Branded services
Eliminations
Total

Note BBC Studios tracks its performance across two lines of business, Production & Distribution and Branded
Services Sales and EBITDA performance year-on-year reflects the impact of Covid-19 on the Production and
Branded Services business areas
The segmental analysis above includes an allocation of all central costs – we continue to drive strong cost control

Review of financial
performance
BBC Studios’ overall financial results
show both revenues and EBITDA
down year-on-year as a result of an
impacted production pipeline and lower
advertising revenues. Nonetheless, its
performance demonstrates its ability
to adapt to both a changing market andchallenging operational circumstances.
The business focused its returns oncontent investment, which was down by
39% as a result of pauses in production.
Thanks to careful control of costs, thecash position is improved as the business
reduced investment and continued tight
management of working capital. The net
debt position at year end, excluding leases,
was £15 million (2019/20: £112 million)
and free cash flow £200.7 million (2019/20:£89 million)1 . This means the business is ina good position to invest in future growth
and recovery in the coming months.

Production & Distribution
Production & Distribution includes
programmes made and sold tobroadcasters and platform owners
globally, as well as BBC Studios’ shareof the results of its joint venture andassociate production companies,
format sales and consumer products.
In the UK, just over half of programmes
in production were paused for a periodof several months, with additional costs
once filming recommenced. Despite
this, production teams adapted to – andoften helped to create best practicefor – Covid rules, keeping people safeand productions operational, enabling
the swift return of continuing dramas(see page 66 for more detail). Overall,
the business delivered 1,352 hours ofcontent and 232 titles in the year.
Covid-19 also affected the production
schedules for BBC Studios’ invested labels,
but the future pipeline is good with a KateAtkinson adaptation Life After Life fromHouse Productions and a documentaryon Robert Maxwell from Expectation,
both for the BBC. This was bolstered by
the in-year acquisition of the remaining
share of Clerkenwell Films Limited,maker of The End of the F***ing World.
Internationally, production teams
performed very strongly on deliveryof content, especially in the context ofsevere Covid restrictions in LA, France,
South Africa and Mumbai. In the US,
titles included Weakest Link (NBC), the150th episode of Life Below Zero (National
Geographic), Murder Among the Mormons(Netflix), and the 29th season of Dancing
with the Stars for ABC, which was forthe first time hosted by Tyra Banks.
In India Sons of the Soil was made forAmazon, and a second series of Criminal
Justice for Disney+ Hotstar. In difficult
circumstances, the French versions of Top
Gear and Bake Off rated better than ever.
Content Sales had its second best year
ever with overall revenues down only 9%,
thanks to major customer partnerships
and hard work within the business to
support customers in broadcast and SVOD
services affected by production delays,
with access to BBC Studios’ back catalogue.
Consumer Products delivered 3%
growth year-on-year, as consumers
re-embraced DVDs and electronic
downloads for home viewing in a pause
to recent downward market trends.

Branded Services
Branded Services includes BBC-branded
channels and digital services, UKTV,BBC Studios’ share of the joint venture
and associate operations in BritBox
International and BBC AMERICA,
and digital branded services including
BBC Player in Asia. It achieved arobust performance in the year,
despite the economic uncertainty,
with overall sales down by 1%.
Demonstrating its commitment to linear,
UKTV made two significant long-term

investments in channel spectrum in late
2020: the purchase of CCXTV moved
Dave Ja Vu to Freeview slot 23, andDrama+1 launched in Freeview slot 73,
improving SOCI for both channels.
Market-wide advertising pressure anddeclining numbers of pay-TV households
affected BBC Studios’ global linear
channel portfolio and to a greater extent
BBC AMERICA’s results, leading to an
impairment in the value of BBC Studios’share in the channel of £44 million. Thisis the first impairment since the sale of
49.9% of the channel to AMC Networks
in 2014, which yielded a profit of £116
million; the remaining investment balanceof £132.1 million reflects confidence
in the channel’s future profitability.
The BBC-ITV joint venture BritBox
launched in Australia and will beavailable in South Africa later in
2021. The performance of the service
outside the UK, where it is 50% owned
by BBC Studios (50% by ITV) andaccounted for as a joint venture, wasparticularly strong, reaching 1.7 million
international subscribers in the year.

Forward view
BBC Studios begins the new financial year
following a strong performance relative tocircumstances. The pandemic will cause
further market uncertainty, cost anddisruption; supporting the wellbeing of
employees and freelancers through thesetimes will remain a high priority. With
over 90% of programmes now back in
production, BBC Studios expects to deliver
against its strategy and has re-committed
to achieving its five-year BBC returns
target of £1.2 billion by the end of the newfinancial year, despite Covid impacts.
Having already transformed significantly
in recent years – bringing production
and distribution together, consolidating
UKTV – there is further change ahead
with increasing ambition to increase
revenues from the BBC’s commercial
activities. BBC Global News, home to bbc.
com and BBC World News, became partof BBC Studios on 1 July 2021, whilst
editorial responsibility for BBC WorldNews moves to the Public Service. This
supports the business in creating further
market opportunities outside the UK,
including global digital and audio services.
BBC Children’s Productions will join
BBC Studios Productions in April 2022,
enabling it to develop and produce forexternal customers whilst continuing
to supply CBeebies and CBBC with thehighest-quality British children’s content.

1 Free Cash Flow (FCF) represents cash from operating activities including the purchase and sale of property, plant and equipment and the purchase of distribution rights

68

BBC Annual Report and Accounts 2020/21

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Together these structural changes andexisting organic growth plans underpin
a new financial returns target of £1.5
billion over five years starting in 2022/23,
a 30% increase on the previous period
and ahead of forecast market growth.
BBC Studios’ contribution to on-screen
success will continue in the year ahead.
New creative deliveries will include Jimmy
McGovern’s Time, Sir David Attenboroughnarrated BBC Studios Natural History
Unit landmark The Green Planet and brandnew dancing and dating format, I Like The
Way You Move for BBC Three, alongsideaudience favourites Strictly Come Dancing,
EastEnders, Doctor Who and Top Gear.
BBC Studios’ major investments throughits independent production partners for
the BBC include Nicole Lecky’s Superhoe(working title), James Graham’s Sherwood
and David Olusoga’s Forgotten Empire –alongside the 11th season of perennial
audience favourite Call The Midwife.

Bluey
Co-commissioned by BBC
Studios and ABC Children’s(Australia), Bluey is a multiaward-winning children’sseries that has taken
Australia by storm and ischarming audiences acrossthe globe.

This animated series received 480 million
views across the first two series onAustralian broadcaster ABC’s VOD service,
and in June 2019, BBC Studios struck a
global broadcast deal to premiere Bluey on
Disney Junior and Disney+ in all territories
outside Australia, New Zealand and China.
Bluey is now available in over 60
countries worldwide and made its
CBeebies debut in the UK in April 2021.
Having won an International Emmy®
Award in the previous financial year, theseries continues to enjoy critical success,with four Kidscreen awards this year andhas proven to be a strong performer in
consumer products, winning numerous
Australian Toy Awards and topping thebook and music charts in Australia and theUS. Bluey’s YouTube channel has amassed
over eight million hours of watch timewith over 258 million views, and thatsuccess looks set to continue to grow.

Strategic Report

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69

Commercial operations
BBC Global NewsBBC Global News is the BBC’scommercial news subsidiary andoperates the BBC’s Englishlanguage television and online
services outside the UK; BBCWorld News and bbc.com. BBC
Global News’s mission is to bring
the BBC’s trusted and impartial
journalism to a growing global
audience whilst delivering acommercial return.
In an extraordinary year inwhich the pandemic drove record
audiences to our platforms but
put significant pressure on our
advertising sales and distribution
businesses, 2020/21 saw a 20%
annual decline in revenues, withtotal revenues of £91 million.
Advertising was particularly
sensitive to the shutdown of thetravel and tourism industry, andthe closure of a key digital partner
Quibi affected distribution. In the
final quarter, continued geopoliticalpressures across China and the
Middle East affected both areasof the business, and notably
culminated in the withdrawal of the
BBC World News licence in China.
The implementation of immediate
cost-saving measures provided
some mitigation, but overall thein-year pressures resulted in an
LBITDA of £9 million, which follows
five successive years of profitability.
BBC Global News is consistently
rated highly for trust and theReuters Institute 2020 Digital
News Report found that BBC
News is the most trusted news
brand in the United States.
During the pandemic there wasunprecedented demand for trusted
news, with Covid-19 consistently
driving high audience figures
throughout the year. BBC Global
News also worked with two majorinternational news outlets to donate
a combined $50 million worthof advertising space to promote
vital public health messages.
The World News channel and bbc.
com contributes nearly a third ofBBC’s total international weekly
reach. BBC World News channelhousehold reach continues
to grow and now passes 453
million households globally with112 million people watching
the channel every week.
bbc.com also saw continued
expansion in its audience reach,with year-on-year growth of +19%
and reached a new peak of 180
million monthly unique browsers
in November 2020, driven by the70

Zeinab Badawi
presenting Global
Questions on BBC
World News

453m
households
globally reachedby BBC World
News.

24

%

year-on-year
growth thisyear on BBCfeature sites

US election and ongoing Covid-19
coverage. A new daily peak of 31
million browsers visited bbc.com
the day after the US voted for its
next President, which was nearly
50% higher than the previous peak.
bbc.com feature sites (BBC Future,
BBC Reel, BBC Culture, BBC Travel
and BBC Worklife) have seen
exceptional growth this year at+24% year-on-year, with top stories
including, ‘Why Zoom chats are so
exhausting’ and ‘The last secretsof the world’s lost continent’.
BBC News is one of the most
followed news sources on Facebook,with over 53 million followers. In
2020/21 BBC Global News renewed
for the third time an agreementwith Facebook to provide a weekly
show, Cut Through The Noise,on their Watch platform. The
BBC News YouTube channel saw
continued growth in 2020/21,
passing nine million subscribers,
making BBC News one of thebiggest news sources on YouTube.
BBC Global News was recognised
for the excellence of its journalismwith several awards in 2020/21,
including a number of AIB Awards,
Telly Awards and a White House
News Photographers Association
Award for BBC World News content.
Online, BBC Culture won a Webbyfor social media content dedicatedto arts and culture. BBC Reelwon a Video Team of the Year in
the Drum Online Media Awards
which recognised original, clever
and thought-provoking content.

BBC Annual Report and Accounts 2020/21

Voluntary sign-in was launchedon bbc.com, which will enable
us to capture first-party data foradvertising as well as provide
better insights into our users’
consumption of editorial content
on the BBC’s digital platforms.

Forward view
The Covid pandemic has had adramatic impact on the markets inwhich BBC Global News operates,
shrinking advertising budgets andputting additional pressure on
pay-TV operators by accelerating
the shift from traditional TV tostreaming. At the same time,
demand for BBC Global News’
output, particularly bbc.com,
has never been higher as readersand viewers seek trustworthy,
independent coverage of worldchanging events. BBC Global
News will continue to respond tothese impacts through the pursuitof a range of new and existing
revenue opportunities, including
expansion of our OTT offering,
through which we provide accessto TV content over the internet,
and a potential new subscription
product. In July 2021, BBC Global
News was restructured into BBC
Studios, bringing all internationalcommercial activities under single
leadership. Looking forward, thisrepresents huge potential forinvestment, creativity, sharing,collaboration and exciting new
propositions for our audiences.

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BBC Studioworks
BBC Studioworks is a wholly
owned commercial subsidiary of
the BBC, providing television
studios and post-production
services to all the major UK
broadcasters and production
companies. The past 12 months(2020/21) were a monumental year
for the business.
Against the backdrop of a global
pandemic, BBC Studioworks
developed a growth strategy forthe next five years, with a clear
vision and purpose at its heart.
BBC Studioworks is evolving its
culture and has accelerated its next
generation people plan to drive
diversity, greater capabilities andincome with a clear set of values
woven throughout the company.
An organisational redesign has
also been implemented to ensure
BBC Studioworks is optimallystructured to drive revenues
and deliver growing commercial
returns back to BBC Group.
In parallel, the company’s industryleading, comprehensive andrigorous management of Covid-19
enabled productions to continue
operating in a safe environment,even at the height of lockdown.

BBC Studioworks’ operational
excellence and exceptionalcustomer service has led to thecompany delivering a strong
financial performance, against
an ominous backdrop. This saw
the company deliver forecasted
revenues – £37 million of income(2020: £40 million) and EBITDA of£6 million (2020: £8 million). Despiteyear-on-year sales being down 8%
due to Covid disrupting production
schedules, the company’s strong
performance and Covid recovery
means it declared a cash dividend
to BBC Group of £0.7 million.

£6m

EBITDA in 2020/21

New productions included Channel
Hopping and Rhod Gilbert’s
Growing Pains for Comedy Central,Bank Balance for BBC One andWinning Combination for ITV.

BBC Studioworks was the first UK
TV studio operator to safely returnaudiences in the summer of 2020and has been integral in facilitatingsome of the biggest shows to ensure
audiences across the nation were
kept entertained during the global
crisis. Credits include Strictly
Come Dancing, Talking Heads and
One World: Together at Home for
BBC One, ITV’s Saturday Night
Takeaway and its live weekday
programming (Good Morning
Britain, Lorraine, This Morning,
Loose Women), The Last Leg andSunday Brunch for Channel 4 and a
League of Their Own for Sky One.

Forward view
The market in which BBC
Studioworks operates remains
competitive. The pandemic andthe consequent rise in content
consumption has fuelled thedemand for TV studios, resulting
in a number of new entrants. To
deliver commercial growth, andin response to growing industry
demand for regional studio spaceenabling public service broadcasters
to make more programmes outside
London, the business has clear andconsidered pan-UK expansion plans.

BBC Two s BAFTA
award-winning
The Ranganation

Strategic Report

The business also continued
to provide services to BBC’s
EastEnders, Holby City, ProgrammeAcquisitions and Persian Television.
Whilst the post-production teamworked on a number of projects
including Strictly Come Dancing,
It Takes Two and the Comic Relief
Appeal Night for the BBC, SaturdayNight Takeaway for ITV and its spinoff show, Extra Helping, for ITV Hub,and The Last Leg for Channel 4.

Sustainability is also a prime focus
for the business with the goal ofbeing net zero by 2030. A strategy
and framework is currently being
formulated which will define thepriority areas to drive change. Witha clear vision, purpose and people
plan, the company will continue
to explore relevant commercial
opportunities. BBC Studioworks
will expand its client base to
maximise revenue, solidifying
its position as the industry
leader in TV studio operations.

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71

Governance
BBC Two’s BAFTA
award-winning
Springwatch

This section looks in detail at the role of the BBC Boardand includes reports from the Board’s delegatedsub-committees. The section also includes detail on
our overall approach to corporate governance, ourregulatory position and affirmation of the Board’s
duties in relation to the Annual Report.

In this section

73

86

116

p

p

p

BBC Board

Pay disclosures

Commercial
Holdings Board

76p

Remuneration report

95

117

p

p

Audit and Risk
Committee report

Editorial Guidelines
and Standards

BBC Two s BAFTA
award-winning Once
Upon a Time in Iraq

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BBC Annual Report and Accounts 2020/21

Return to contentsOur Board

Introducing our Board
The Board is responsible for ensuring the
BBC fulfils its mission and public
purposes as set out in the Charter.
The Board is constituted under theterms of the BBC’s Royal Charter andAgreement. The Charter sets out theBoard’s responsibilities, its membershipand the requirement for a number ofCommittees to support its work. The Board
is responsible for the proper, effective andindependent exercise of all the functions of
the BBC. It sets the strategic direction for
the BBC and approves the creative remit
and the budgets for the BBC’s services.
The Board is chaired by Richard
Sharp and consists of up to ten nonexecutive directors – including the
Chairman – and four executive directors,
including the Director-General.
The Chairman and the four nonexecutive directors for the nations areappointed by HM The Queen on therecommendation of Ministers acrossthe UK. The remainder of the Board

are appointed by the BBC, through theBoard’s Nominations Committee.

These pages show the membershipof the Board as at 18 June 2021.

Full biographies of all Board members,
including their other roles, can befound on the BBC’s website: bbc.com/
aboutthebbc/whoweare/bbcboard.

During the year the former Chairman,
Sir David Clementi, left the Board, alongwith Ken MacQuarrie and Dr Ashley
Steel. Leigh Tavaziva joined the Board
as an Executive member in February
2021 and Richard Sharp joined as
Chairman later that month. Since
year end, Tom Ilube announced that
he would be standing down from theBoard at the end of June 2021. In May,
Sir Robbie Gibb was appointed by HM
The Queen as the non-executive nation
member for England. There is currently
no Board member for Northern Ireland.
This appointment is the responsibilityof DCMS, but requires the involvementof the Northern Ireland Executive.

The Board delegates some of its
responsibilities to a number of
sub-committees. It is required tohave a Remuneration Committee, aNominations Committee and an Audit
and Risk Committee. Their work iscomplemented by the work of a numberof other committees established by the
Board – these include the Fair Trading
Committee, the Editorial Guidelines andStandards Committee, the Commercial
Holdings Board and committees foreach of the four nations of the UK.
This section includes reports from thosecommittees, which are chaired by andpredominantly made up of non-executive
directors, as required by the Charter.

Detail on members’ attendance at Boardand sub-committee meetings is set out on
page 94.

Richard Sharp
Chairman

Tim Davie CBE
Director-General and
Editor-in-Chief

Dame Elan Closs Stephens DBE
Non-executive director
Member for Wales
Chair, Commercial Holdings
Board

Shirley Garrood
Non-executive director
Chair, Audit and Risk Committee

Sir Robbie Gibb
Non-executive director
Member for England

Tanni Grey-Thompson,
Baroness Grey-Thompson DBE
Non-executive director

Ian Hargreaves CBE
Non-executive director
Chair, Editorial Guidelines andStandards Committee

Tom Ilube CBE
Non-executive director
Chair, Fair Trading Committee

Charlotte Moore
Chief Content Officer

Steve Morrison
Non-executive director
Member for Scotland

Sir Nicholas Serota CH
Senior Independent Director
Chair, Remuneration Committee

Leigh Tavaziva
Chief Operating Officer

Francesca Unsworth
Director, News and Current
Affairs

Governance

Return to contents73

GovernanceCorporate compliance report
We comply with corporate
governance best practice
The BBC’s corporate governanceframework is defined in its Charter and theaccompanying Framework Agreement.
The Charter and Agreement can be foundon the BBC website at: bbc.com/
aboutthebbc/governance/charter.
The Charter requires the BBC to haveregard to generally accepted principles ofgood corporate governance. The BBC seeks
to comply with corporate governancereporting requirements under section 172
of the Companies Act. Although the BBC is
not a listed company, it has opted to apply
best practice and follow the provisions of
the Financial Conduct Authority’s Listing
Rules and the UK Corporate Governance
Code 2018 (‘the Code’), where appropriate.
The Code can be accessed at: frc.org.uk.
This delivers the governance standards
applicable to companies quoted on an
EU-regulated stock market.
During the year, a Board Effectiveness
Review was conducted, which
included an assessment of the
Chairman’s performance.
There are a number of components of theCode that are either not appropriate to thecircumstances of the BBC or are
overridden by compliance with the BBC’s
Charter or Agreement. This relates to:— provisions 3, 4, 36 and 37, relating toengagement with shareholders andalignment to their interests, which
given that the BBC does not haveshareholders in the same way that acompany does, does not apply. However,the BBC does have a wide range ofmeasures in place to ensure engagementwith external stakeholders— provision 5, matters set out in section
172 of the Companies Act 2006, whichis relevant to companies only andoverridden by the public purposes of
the BBC as described in the Charter.
— provision 18, membership of the Board,which is governed by the articles of theCharter— provisions 25 and 26, approach taken to
the appointment or reappointment of
the external auditor, which is governedand determined by clause 55 of theAgreement.
However, the BBC has fully complied withthe corporate governance requirements of
the Charter and Agreement and has also
fully complied with the Code.

Cost of compliance

Regularity
The management of all of the BBC’s
resources must accord with the provisionsof the Charter, Framework Agreement
and other agreements the BBC enters intowith Government Ministers. Transactions
that meet the intended purposes andare in line with relevant authorities are
considered to be ‘regular’; those that do
not meet these criteria are considered‘irregular’. Fraudulent transactions
and fines or penalties are treated as‘irregular’. In addition to the NAO’s auditof regularity, Internal Audit conducted areview of the BBC’s regularity complianceframework, including the processes,
controls and assurance mechanisms inplace to manage the regularity risk inareas assessed as being at greatest riskof irregularity. The scope of the review
considered the appropriate use of licencefee money, the assessment of materialchanges, operating within borrowing
limits and the risk of fraud. No material
exceptions were identified as a resultof this review and management are
not aware of any material transactions
that could be considered as irregular.

In order to ensure that we complied withall relevant legislation that the BBC issubject to as a broadcaster and a publicbody, in 2020/21 we incurred compliancecosts estimated at £15 million (2019/20:£17 million). This figure includes the BBC’sannual £10 million fee paid to Ofcom.

Next Generation Committee

Next Generation Committee members

The BBC Next Generation Committee (NGC) was establishedby the Director-General in late 2017 with the purpose ofadvising senior leaders and to ensure younger people’s voices
and ideas are heard at executive level. The NGC is composedof 15 younger members of staff from across the organisation,
usually for a period of 12-15 months. In 2020 the Committee’s
work was significantly impacted by the Covid-19 pandemic
but the group continued to meet virtually on a monthly basis
to work on proposals for the Executive. These included ideas
about making iPlayer the most relevant and valued content
platform, establishing a new commissioning hub outside ofLondon, becoming a centre of excellence for climate reportingand changing young audiences’ perceptions of the BBC throughsocial media. The Committee also suggested some areas offocus to improve diversity and inclusion within the BBC.

Committee members in 2020/21

Becca Bryers (chair)
Freya Bronwin
Malachi Butt-Mukete
Aaron Cooper
Beth Dinnall
Jordan Dunbar
Simone Eubanks (joined October 2020)
Emmanuella Kwenortey
Lina Mar
Shannon McGowan
Drew Miller Hyndman (joined November 2020)
Louise Ogunnaike (retired from the Committee in November 2020)
Madusha Pallawela
Ahmed Razek (retired from the Committee in October 2020)
Jacob Rickard
Ben Tattersall Smith
Keely Watson

74

BBC Annual Report and Accounts 2020/21

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Executive Committee
The Director-General chairs an
Executive Committee, which is
responsible for the day-to-day runningof the BBC.
The Executive Committee is responsiblefor delivering the BBC’s services, inaccordance with the strategy agreed
by the Board, and for all aspects
of operational management.

The Executive Committee meets regularly
and oversees key strategic projects andproposals of importance to the wholeorganisation. It takes regular reports on
audience and financial performance, as
well as maintaining oversight of panBBC policy and operational issues.
Information on the membership andremuneration arrangements of the
Executive Committee in 2020/21 can befound in the Remuneration report on pages
76 to 85. Details on the membership of the
Executive Committee can be found at:bbc.com/aboutthebbc/whoweare/exco.
These pages show the membership of the
Executive Committee as at June 2021.

Tim Davie CBE
Director-General and
Editor-in-Chief

Kerris BrightChief Customer Officer

Tom Fussell
CEO, BBC Studios

Charlotte Moore
Chief Content Officer

Gautam Rangarajan
Group Director of Strategy and
Performance

June Sarpong
Director, Creative Diversity

Bob Shennan
Group Managing Director

Rhodri Talfan Davies
Director, Nations

Leigh Tavaziva
Chief Operating Officer

Francesca Unsworth
Director, News and Current
Affairs

Governance

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Governance
Remuneration report
This unique year has been one that we will all remember, withthose who work for the BBC facing enormous challenges in
adapting and responding to Covid-19. We have also seen huge
impacts on the wider media industry though we all welcome
the fact that productions and events have begun to return ingreater numbers as the year has gone on. As a Remuneration
Committee we have had to pay close attention to the impacts of
Covid-19 on every aspect of our organisation as the BBC has
worked through a complex set of challenges.

This year’s report shows a reduction in the overall payof Executive Directors, due to the reduction in size of the
Executive Committee. Senior leader headcount has also
reduced from 253 to 241. The disclosure report shows asmall deterioration in the gender balance of those on-air
employees disclosed, caused largely by the impacts of Covid-19
on sporting events, though we noted that the overall costsof the list have continued to reduce and we also report a
projected improvement in the balance again next year.

Through the year, we met as a Committee six times as well as
conducting other business offline. As ever, I am grateful to myfellow Committee members, Tanni Grey-Thompson and Steve
Morrison, for their thoughtful and collaborative input and support
during the year. The former Chairman, David Clementi, also
regularly attended our meetings, along with Elan Closs Stephenswhen our business touched on the operation of the commercial
subsidiaries.

During the year we were pleased that the EHRC’s report on pay
practices in the BBC recognised our commitment to ongoingreform – this is an area where strong and consistent progress has
been made over time. We continue to keep our response to thereport under review and noted the good progress on closing
outstanding cases, which is reported in more detail in the ‘Our
People’ report.

Our role as a Committee is to oversee pay strategy for the wholeBBC, particularly senior leaders, and to consider and agree
specific pay arrangements for executive directors and theexecutive members of the Board. We also have a remit to agree
the strategy for incentive schemes across the Group, as well
as approving any scheme arrangements where an executive
director is involved.
At the start of the year, we were briefed on a range of immediate
measures taken in relation to pay and recruitment at the outset of
the Covid-19 pandemic. This included a pause on non-essential
recruitment and a freeze on senior pay until August 2021. During
the year we also debated the impact on the commercial
subsidiaries and agreed that it was not appropriate to pay out any
bonus on financial elements of the corporate scheme in BBC
Studios, given the difficulties experienced across the wider media
industry during the year. We noted that BBC Studios decided to
repay all funding received from the Job Retention Scheme which
had been used to financially support production staff and also
provided wider support to freelancers across the industry throughcharity donations. As productions recover and performance
improves in 2021/22, we will continue to keep in mind the needto ensure that BBC Studios is able to attract and retain the best
creative talent available.

We are also pleased to note the continued narrowing of the BBC’s
gender pay gap, this year down again to an industry-leading 5.2%
(see page 56) and further reductions in the ethnicity and disability
pay gaps.
In the coming year, we look forward to a return to more normal
working practices and will be supporting the BBC as it develops
new ways of working and continues to embed the strong workthat has been done to build a fair and inclusive culture for all staff.

Nicholas Serota
Chair, Remuneration Committee
18 June 2021

During the year there has been a significant change in the
Executive leadership of the BBC. Not only did we welcome the
new Director-General, Tim Davie, but we also oversaw thetransition to a new, smaller Executive Committee, including thecreation of new roles in the shape of a Chief Operating Officer, aDirector of Strategy and Performance and a Chief Content Officer.
The new Director-General is assembling a strong team and wewill continue to pay close attention to their levels of remuneration,noting that no directors received pay increases in the year thatwere not related to an increase in the scope of their role.
Our role as a Committee also requires us to monitor and oversee
performance against a range of annual reporting metrics,
including the production of this report and the disclosure reporton pay for those earning over £150,000 in the public service (seepage 86). This year’s report shows a strong story of reform during
the year. This includes:— a reduction in the overall pay of executive directors, due to the
reduction in size of the Executive Committee from 18 to 10.
— continued reduction in Senior leader headcount, from 253 to
241; and— this trend is replicated in the significant reduction in overall
headcount, which has lowered by more than 1,200 people
during the year, part of the Director-General’s drive to createa smaller, more efficient organisation.

76

BBC Annual Report and Accounts 2020/21

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This report sets out the BBC’s remuneration policy forexecutive directors and senior leaders and details the annual
remuneration received by the members of the BBC Board andExecutive Committee for the 2020/21 financial year. This
includes our annual disclosure of pay as required by theBBC’s Charter.
It has been prepared on the basis that the requirements of theLarge and Medium-sized Companies and Groups (Accounts andReports) Regulations 2013 and Listing Rules apply to the BBC
wherever these disclosure provisions are relevant. The sections
on pensions and remuneration received by this group have been
audited by the NAO, the BBC’s statutory auditors.

The Remuneration Committee’s constitution
and operation
The Board’s Remuneration Committee, since 1 April 2017, hasbeen responsible for setting the remuneration strategy for the
BBC Group and for all aspects of the remuneration of the
Executive Committee and Board executive directors. Its members
are non-executive directors: Tanni Grey-Thompson, Steve
Morrison and Nicholas Serota. Nicholas Serota has chaired theCommittee since 1 August 2018.

The BBC Board is supported by the Executive Committee, whichis responsible for the operational leadership of the Corporation.
Details on the remuneration levels for the executive directors canbe found on page 81. A significant restructure of the Executive
Committee took place following the appointment of the new
Director-General. This resulted in the following membershipchanges during the year:— Wendy Aslett, Rachel Currie, Sarah Jones, David Jordan,
Matthew Postgate, James Purnell, John Shield and Clare
Sumner stepped down from the Executive Committee on
31 August 2020.
— Tom Fussell joined the Executive Committee on 1 September
2020 on an interim basis as CEO, BBC Studios.
— Ken MacQuarrie stepped down from the Executive Committee
on 31 December 2020.
— Rhodri Talfan Davies joined the Executive Committee on
1 January 2021.
— Glyn Isherwood stepped down from the Executive Committee
on 31 January 2021.
— Leigh Tavaziva joined the Executive Committee on
1 February 2021.

BBC pay principles

The Remuneration Committee takes specialist advice fromexternal professional advisers on some matters, particularly thoserelating to market practice. During the year, independent advice
was received from Willis Towers Watson on matters related to
executive remuneration and periodically in the form of market
assessments, and from PricewaterhouseCoopers LLP on broader
incentive design in relation to our commercial subsidiaries.

There has been a continued focus on pay at all levels of the BBC
allied to an increased focus on fair pay. Several initiatives havebeen undertaken to ensure our Fair Pay Principles are embedded
throughout the organisation and to provide a framework in which
fair and consistent pay decisions are taken.

The Committee makes sure that executive remuneration isaligned to the BBC’s purpose and values. It ensures ourarrangements are transparent and easily understood, and that
remuneration levels are proportionate to contribution.

2. Consistent

The Senior Manager Remuneration Committee (SMRC) was put inplace seven years ago with responsibility for approving any
remuneration, compensation or benefit policy within the seniorleader pay policy, which included the review and approval ofsalaries for employees in the Public Sector who earn over £75,000
per annum (full-time equivalent basis). Since 2013 there havebeen significant improvements in our approach to pay, providing
improved oversight and control across the organisation. These
reforms, together with improved pay reporting, have enabled an
approach to pay that significantly reduces the risk of equal pay
issues and provides a clear framework for pay decision making.
The current governance structure has therefore been simplified
and improved. SMRC has been replaced by two exceptions
processes and a quarterly ‘deep dive’ into pay and headcountreporting.

5. Clear

1. Fair

3. Transparent
4. Competitive

The BBC operates within a fast-changing market with intensecompetition for talent, and dramatic growth amongst some new
media, streaming and digital technology companies offering
highly attractive packages. We therefore continue to balancemarket-competitive pay with the need to demonstrate value formoney to the licence fee payer. This balance is reflected in ourmarket informed job pay ranges which continue to be discounted
against the market, where external analysis support this.
We believe that these pay principles ensure the BBC continues
to be able to appeal to all those who are excited about theopportunities of working in public service broadcasting.
More detail on this can be found in the Our People section on
pages 51 to 55.

Board and Executive Committee membership
For the purposes of this report, executive directors are classed as
those who sit on the Board along with the other members of the
Executive Committee.
Within the terms of the Charter, the Board is made up of 14
members, including ten non-executive directors (the Chairman,
the four Nation members and five other members) and four
executive members (the Director-General and three othermembers) – see page 73 for more details. Sir Robbie Gibb was
appointed as the non-executive member for England in May 2021.
At year end, the position of Nation member for Northern Ireland
was vacant.

Governance

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Governance
Remuneration report continued
Senior Leadership Remuneration Policy
The Remuneration Committee is committed to setting appropriate levels of pay for executive directors that attract, motivate and retain
the best people to lead the BBC and provide value for the licence fee payer. In 2018, the Committee agreed that the BBC’s pay principles
should apply to all staff, executive directors and senior leaders across the BBC Group. The Committee has agreed that these pay
principles will apply as set out in the table on these pages.
The BBC has extended its union-negotiated Career Path Framework to include an additional non-union negotiated career level band
called SL (senior leader). This includes job pay ranges for the most senior jobs. In framing the BBC’s pay policy the Committee gives
full consideration to the best practice provisions of the UK Corporate Governance Code.
Executive directors and senior leaders are not entitled to the annual pay increase agreed with the joint unions and are not automaticallyentitled to any form of annual increment or progression payment. Pay decisions for executive directors can only be taken by the
Remuneration Committee and pay decisions for senior leaders by the Exceptions Committee, to ensure consistency and fairness.
During 2020/21, it was agreed that there will be a senior leader pay freeze until August 2021.
Component

Purpose and link to strategy

Operation

Maximum opportunity

Base pay

For executive directors, base pay isdefined by reference to the market
median for total direct remuneration(salary, annual bonus and annualised
long-term incentive). It is expectedthat this will result in remuneration
being significantly discounted tomarket as no long-term incentives areoffered at the BBC.

The following factors are used todetermine the level of base pay set foran executive director or senior leader:

No prescribed maximum salaryor maximum increase for executive
directors.

— Scale and complexity of role
— Knowledge, skills andexperiences— Performance and contribution— Market factors and affordability

Senior leaders have job pay ranges
with a minimum and maximum;
where an individual is above themaximum of their pay range owing
to legacy or commercial reasons their
pay will not increase further.

For senior leaders, job pay ranges are
informed by market median total
target cash (base salary, allowances
and target bonus) which guide
pay decisions.
No senior leader is paid below thejob pay range minimum for theirrole and pay ranges are transparent
to both senior leaders and the wider
BBC workforce.
Variable pay

Benefits –PensionSalaries are reviewed annually, withincreases taking effect from 1 August.
A budget is agreed and distributed
according to the above factors.
Pay ranges for senior leaders arereviewed annually and updated
as required.

Executive directors and some seniorleaders employed in the BBC’scommercial businesses are eligible fora performance-related annual bonus.
Such bonuses are wholly funded by
the commercial businesses and not
the licence fee. It is reward for theachievement of short-term strategic
goals and profit growth.

Executive directors and seniorleaders in the Public Service
are not entitled to receive a
performance bonus.

Pensions are offered in accordancewith the pension arrangements
offered to all BBC employees.

Executive directors and seniorleaders can elect to join the BBC’s
defined contribution scheme
LifePlan.

Current policy provides a defined
contribution scheme with no salary
cap and a maximum employer
contribution of 10% of salary.

The BBC’s defined benefit scheme isclosed for new joiners.

Existing members of a defined benefit
pension scheme are capped at the
maximum salary for their pension
scheme or are subject to a cap in
pensionable salary growth.

In addition to pensions, life assurance
is provided in line with arrangements
provided to all BBC employees.

Payments of a bonus in the BBC’scommercial businesses are subject tothe achievement of an overall target
based on a mix of headline profit andcash flow for their business.

Executive directors are provided withdeath in service life assurance coverof four times their basic salary.

78

BBC Annual Report and Accounts 2020/21

No executive director in the PublicService has received a bonus
since 2008.
For 2020/21, one executive director– Interim CEO, BBC Studios –participated in a bonus scheme. The
incentive scheme has a target bonusof 40% and a maximum of 50%.

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Purpose and link to strategy

Operation

Maximum opportunity

Benefits –Transport/
travelIn April 2012, the BBC removed
the car allowance benefit for all
new executive directors to ensurethat future policy aligns witharrangements for all BBC employees.

David Jordan is in receipt of a legacy
car allowance; no other executive
director receives such an allowance.

There is no prescribed maximum as
this is an historic benefit which has
not been offered to new starters
since 2012.

Car allowance benefit for seniorleaders was removed in 2012 for
all new starters.

Benefits –Private Medical
Insurance (PMI)In April 2011, the BBC removed theprivate health care benefit for all new
executive directors and senior
managers and aligned toarrangements for all BBC employees.

Some senior leaders are also still inreceipt of a legacy car allowance.
The Director-General is entitled tothe use of a car and driver but has
no entitlement to a personal car
allowance or fuel allowance. The
Chairman is subject to the samearrangements.
All executive directors now receive alegacy allowance in lieu of PMI.

The maximum level of cover offeredis family cover.
This is an historic benefit.

Following consultation, it wasagreed to remove the PMI benefit for
executive directors and senior leadersfrom 1 April 2019.
Employment
contracts andseverance

Employment contracts of executive
directors have a maximum notice
period of six months, but are subject
to earlier termination for cause.

There is no contractual entitlement toany additional remuneration in theevent of early termination other thanin the case of termination for reasonof redundancy.

In the event of redundancy, all
executive directors are entitled to
payments equal to one month peryear served up to maximum paymentof £150,000.

Other
remuneration

There is no entitlement to any other
remuneration, so no such payments
were made in the year.

Should any additional remuneration
be proposed, full consideration is
given to the reputational risk to
the BBC and any such payment
would require the approval of theRemuneration Committee, prior
to implementing.

There is no prescribed maximum.

PensionExecutive directors who joined the BBC before 1 December 2010 are eligible to continue to participate in the BBC Pension Scheme (‘theScheme’), which provides for pension benefits on a defined benefit basis. Executive directors who joined the BBC on or after 1 December
2010 are eligible to join LifePlan, which is the BBC’s defined contribution arrangement. The BBC pays matching contributions to
LifePlan for employee contributions at 5%. Employee contributions between 6% and 7% are matched plus an additional 1%.
Employee contributions of 8% or more receive the maximum employer contribution of 10%. There is no maximum pensionable salaryfor contributions to LifePlan.
Executive directors who decide not to join LifePlan or are not already an existing member of the Scheme are, subject to meeting therelevant criteria, automatically enrolled into the National Employment Savings Trust (NEST). The BBC paid 3% and employees paid 5%of qualifying earnings to NEST in 2020/21 in line with statutory requirements. Individuals can choose to opt out of this.
Executive directors’ pension arrangements may be reviewed and amended in response to changes in legislation or similar developments.
Features of the BBC’s pension arrangements that our executive directors participate in alongside other BBC employees are provided in
the table on the following page.
Details of the BBC Pension Scheme are available at: bbc.co.uk/mypension/.

Governance

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79Governance
Remuneration report continued

BBC Pension Scheme – defined benefit
SchemeLifePlan defined
contribution

Old benefits

New benefits

CAB 2006

Date closed

30 September
1996

31 October
2006

30 November
2010

Accrual60ths accrual

60ths accrual

1.67% accrual
Adjusted in linewith inflation

SalaryFinal pensionable

Final pensionable

Career averagerevalued earnings

60

60

65

65

N/A

N/A

Joined before
1 June 1989
uncapped,
cappedotherwise£170,400

Capped at£170,400

Capped at£170,400

Capped at£157,80 0

Uncapped

Minimum
earnings£6,240p.a.
Maximum
earnings£50,000p.a.
(2020/21)

Pensionable salary
growth before theearnings cap isappliedLimitedat 1% p.a.

Limitedat 1% p.a.

Limitedat 1% p.a.

No restriction

N/A

N/A

Employeecontribution (% ofpensionable salary)

7.50 %

7.50 %

4%

6%

Minimum
employeecontribution
is 5%

5% of
qualifying
earnings(2020/21)

Normal pensionableage
Earnings cap

CAB 2011

National Employment
Savings Trust (NEST)
defined contribution(auto enrolment
arrangement)

1 January Open to all eligible Open to all eligible
2012
employees
employees
1.67% accrual
Adjusted in linewith CPI

BBC will
contributea maximumof 10% of
Career averagesalary if employee
revalued earnings
contributes
8% with lower
sliding scale

BBC will
contribute 3%of qualifying
earnings(2020/21)

Annual remuneration of the BBC Board and Executive Committee – detail of remuneration
received
The table below provides full details of the remuneration received by all BBC Board members for 2020/21. The Board was first
constituted on 3 April 2017 under the implementation of the 2016 Charter and Agreement, which set out new governance arrangements
for the BBC.
Details of the chairs of each of the various BBC committees can be found on page 73. Each Chair receives £5,000 per annum in addition
to their base fees. These fees are included in the table below. All fees are shown pro-rata where appropriate.

BBC Board (audited)
Details of remuneration received (values in £000s)
PensionTaxablerelatedbenefits1 single figure

Appointment
term start dateAppointment
term end dateYear

Base pay

Non-executive directors
Richard Sharp2

16/02/2021

15/02/2025

2020/21£20

2019/20

£0

£0

£0

£0

£0

Simon Burke3

03/04/2017

02/07/2019

2020/21

£0

£0

£0

£0

£0

2019/20

£13

£0

£0

£0

£13

Sir David Clementi4

16/02/2017

15/02/2021

2020/21

£88

£5

£0

£0

£93

2019/20

£100

£16

£0

£0

£116

Shirley Garrood3

03/07/2019

02/07/2023

2020/21

£38

£0

£0

£0

£38

2019/20

£28

£0

£0

£0

£28

2020/21

£33

£0

£0

£0

£33

2019/20

£33

£0

£0

£0

£33

2020/21

£38

£0

£0

£0

£38

2019/20

£38

£0

£0

£0

£38

2020/21

£38

£0

£0

£0

£38

2019/20

£38

£0

£0

£0

£38

Tanni Grey-Thompson
Ian Hargreaves
Tom Ilube

80

5

5

03/04/2021
03/04/2020
03/04/2020

31/12/2021
02/04/2023
30/06/2021

BBC Annual Report and Accounts 2020/21£1£0

Performance
related

Total

£0

£21

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Steve Morrison

5

Nicholas Serota
Ashley SteelYear

Base pay

03/04/2021

02/01/2022

2020/21£38£0

2019/20£38£02020/21£38

2019/20£38

2020/212019/2003/04/2017

4

Elan Closs StephensAppointment
term end date

03/04/2021

55PensionTaxablerelatedbenefits1 single figure

Appointment
term start date

20/01/2021

02/04/2024
01/12/2020
20/07/2023

Total non-executive directors

Performance
related

Total

£0

£0

£38

£0

£0

£38

£0

£0

£0

£38

£0

£0

£0

£38

£25

£0

£0

£0

£25

£38

£0

£0

£0

£38

2020/21

£43

£0

£0

£0

£43

2019/20

£43

£0

£0

£0

£43

2020/21

£399

£6

£0

£0

£405

2019/20

£407

£16

£0

£0

£423

£429

£1

£41

£0

£471

Executive directors
Tim Davie6

01/09/2020

n/a

2020/212019/20

£400

£2

£40

£200

£642

Tony Hall7

03/04/2017

31/08/2020

2020/21

£188

£2

£0

£0

£190

2019/20

£450

£21

£0

£0

£471

Ken MacQuarrie7

03/04/2017

31/12/2020

2020/21

£244

£2

£0

£0

£246

2019/20

£325

£3

£0

£0

£328

Charlotte Moore8

01/09/2020

31/08/2022

2020/21

£402

£2

£34

£0

£438

2019/20

£0

£0

£0

£0

£0

Leigh Tavaziva8

01/02/2021

31/01/2023

2020/21

£67

£0

£0

£0

£67

2019/20

£0

£0

£0

£0

£0

Fran Unsworth

01/04/2019

31/03/2021

2020/21

£340

£2

£0

£0

£342

Total executive directors
Total Board

2019/20

£340

£2

£0

£0

£342

2020/21£1,670

£9

£75

£0

£1,754

2019/20£1,515

£28

£40

£200

£1,7832020/21£2,069

£15

£75

£0

£2,1592019/20£1,922

£44

£40

£200

£2,206

1 Taxable benefits car allowance, private medical insurance/legacy allowance and other taxable expenses The Chairman and the Director-General (current and former) areentitled to the use of a car and driver but have no entitlement to a personal car allowance or fuel allowance In 2020/21, the current Director-General has used the services of car
and driver for business purposes only
2 Richard Sharp joined the Board as Chairman on 16 February 2021 and therefore received no remuneration during 2019/20 His fee as Chairman is donated to charity by the
BBC This is paid after National Insurance Contributions and is administered through the BBC payroll giving scheme
3 Simon Burke stepped down from the Board on 3 July 2019 Shirley Garrood joined the Board on 3 July 2019 Fees are shown pro-rata for 2019/20
4 David Clementi stepped down from the Board and as Chairman on 15 February 2021 Ashley Steel stepped down from the Board on 1 December 2020
5 Tanni Grey-Thompson’s term on the board was extended to 31 December 2021 and Steve Morrison’s term is extended to 2 January 2022 Nicholas Serota’s term is extended to
2 April 2024 and Elan Closs Stephens’ term is extended to 20 July 2023 Tom Ilube stepped down from the Board on 30 June 2021 following announcement of his resignation
6 The role of Director-General is a permanent position on the Board Tim Davie was appointed as Director-General on 1 September 2020 His salary for 2020/21 reflects the
proportion of his time spent as CEO, BBC Studios and as Director-General Tim waived any entitlement to bonus for 2020/21 for the period in which he was CEO, BBC Studios
7 Tony Hall stepped down from the Board and as Director-General on 31 August 2020 Ken MacQuarrie stepped down from the Board on 31 December 2020
8 Charlotte Moore was appointed to the Board on 1 September 2020 Leigh Tavaziva was appointed to the Board on 1 February 2021 No remuneration is therefore disclosed for2019/20

The table on the following page provides full details of the remuneration received by all BBC Executive Committee members for
2020/21, compared to the previous year. Remuneration for members relates solely to the period of time when they served on the
Executive Committee. For full annual amounts, please refer to the Disclosures section on page 86.
Total Executive Committee remuneration for 2020/21 has decreased since 2019/20, due to a reduction in membership of the Committee
in the year (ten members at year-end compared to 18 members in 2019/20).

Governance

Return to contents81Governance
Remuneration report continued
BBC Executive Committee members (audited)
Details of remuneration received (values in £000s)

Tim Davie

2Charlotte Moore3
Leigh Tavaziva

4Fran Unsworth
Wendy Aslett

5

Year

Base pay

01/11/2012

2020/21

£429

£1

£41

£0

£471

2019/20

£400

£2

£40

£200

£642

2020/21

£402

£2

£34

£0

£438

2019/20

£370

£2

£29

£0

£401

2020/21

£67

£0

£0

£0

£67

2019/20

£0

£0

£0

£0

£0

2020/21

£340

£2

£0

£0

£342

2019/20

£340

£2

£0

£0

£342

2020/21

£63

£1

£15

£0

£79

2019/20

£63

£1

£8

£0

£72

£0

£0

£360

06/07/2016
01/02/2021
01/01/2018
01/11/2019

Taxablebenefits

Pensionrelated Performance
relatedsingle figure1

Date appointed
to Committee

Total

Kerris Bright

18/06/2018

2020/21£360£0

2019/20

£360

£0

£6

£0

£366

Rachel Currie5

01/11/2019

2020/21

£63

£1

£3

£0

£67

2019/20

£63

£1

£3

£0

£67

Tom Fussell6

01/09/2020

2020/21

£230

£1

£0

£27

£258

2019/20

£0

£0

£0

£0

£0

Tony Hall7

02/04/2013

2020/21

£188

£2

£0

£0

£190

2019/20

£450

£21

£0

£0

£471

Valerie Hughes-D’Aeth8

01/08/2014

2020/21

£0

£0

£0

£0

£0

2019/20

£200

£0

£0

£0

£200

Glyn Isherwood5

09/04/2018

2020/21

£294

£0

£0

£0

£294

2019/20

£335

£0

£0

£0

£335

Sarah Jones5

01/05/2019

2020/21

£116

£1

£0

£0

£117

2019/20

£255

£2

£0

£0

£257

David Jordan5

01/04/2018

2020/21

£76

£0

£0

£0

£76

2019/20

£178

£3

£0

£0

£181

Ken MacQuarrie5

22/09/2016

2020/21

£244

£2

£0

£0

£246

2019/20

£325

£3

£0

£0

£328

Matthew Postgate5

01/04/2016

2020/21

£133

£0

£6

£0

£139

2019/20

£317

£0

£30

£0

£347

James Purnell5

19/03/2013

2020/21

£131

£0

£13

£0

£144

2019/20

£315

£0

£32

£0

£347

Gautam Rangarajan

01/06/2018

2020/21

£199

£0

£41

£0

£240

2019/20

£181

£1

£40

£0

£222

June Sarpong9

01/11/2019

2020/21

£267

£0

£0

£0

£267

2019/20

£75

£0

£0

£0

£75

2020/21

£310

£2

£41

£0

£353

2019/20

£303

£2

£33

£0

£338

2020/21

£92

£0

£5

£0

£97

2019/20

£220

£0

£1

£0

£221

2020/21

£74

£0

£6

£0

£80

2019/20

£175

£0

£18

£0

£193

2020/21

£65

£0

£3

£0

£68

2019/20

£0

£0

£0

£0

£0

2020/21£4,143

£15

£208

£27

£4,393

2019/20£4,925

£40

£240

£200

£5,405

Bob Shennan
John Shield

9

5

Clare Sumner5
Rhodri Talfan Davies4
Total Executive Committee

82

08/04/2019
01/04/2018
01/04/2018
01/01/2021

BBC Annual Report and Accounts 2020/21

Return to contents

1 Employee pension contributions are ordinarily made via a salary sacrifice arrangement as an employer contribution, with a corresponding reduction in salary Base salaries for
executive directors have not been adjusted to reflect the impact of salary sacrifice to enable like-for-like comparison with prior years before salary sacrifice was introduced The
pension-related single figure is generally calculated at 20 times the increase in the accrued pension over the year net of inflation, less the directors’ defined benefit contributions,plus the employer’s defined contributions This is also shown in detail in the defined benefits pension prospective entitlements table
2 Tim Davie’s salary for 2020/21 reflects the proportion of his time spent as CEO, BBC Studios and as Director-General Tim waived any entitlement to bonus for 2020/21 for theperiod in which he was CEO, BBC Studios
3 Charlotte Moore received a pay increase on her promotion to Chief Content Officer and appointment to the Board
4 Leigh Tavaziva joined the BBC and was appointed to the Board and Executive Committee on 1 February 2021 Rhodri Talfan Davies was appointed to the Executive Committee
on 1 January 2021 No remuneration is therefore disclosed for 2019/20
5 Wendy Aslett, Rachel Currie, Sarah Jones, David Jordan, Matthew Postgate, James Purnell, John Shield and Clare Sumner stepped down from the Executive Committee on
31 August 2020 Ken MacQuarrie and Glyn Isherwood stepped down on 31 December 2020 and 31 January 2021 respectively
6 Tom Fussell was appointed interim CEO, BBC Studios and joined the Executive Committee on 1 September 2020 His role is funded entirely by the BBC’s commercial revenues
and not paid for, or subsidised by, the licence fee Payment of any bonus is subject to the achievement of performance targets As noted on page 76, in 2020/21 the Remuneration
Committee decided that it would not be appropriate to pay out bonuses in respect of financial performance due to the impact of Covid-19 The bonus paid is therefore in respectof achievement of personal objectives and has been pro-rated for the time served on the Executive Committee No remuneration is disclosed in respect of 2019/20 as Tom was
not a member of the Executive Committee during that period
7 Tony Hall stepped down as Director-General and from the Executive Committee on 31 August 2020
8 Valerie Hughes-D’Aeth left the BBC on 31 October 2019
9 Bob Shennan and June Sarpong joined the Executive Committee on 8 April 2019 and 1 November 2019 respectively Figures shown for 2019/20 are pro-rata

Total remuneration – Board and Executive Committee (audited)
There has been a decrease in the overall total annual remuneration for the Board and Executive Committee in 2020/21, predominantly
as a result of the decrease in membership of the Executive Committee in 2020/21 to ten members (previously 18 in 2019/20).
Total remuneration (values in £000s)

2020/212019/20

Total Executive Committee (including Board executive directors)
Board non-executive directors£4,393£405£5,405£423

Total annual remuneration£4,798£5,828

Accrued pension
1 April 2020(or joining theBoard if after)

Director DB
contributions(via salarysacrifice) 2020/21

Pension-related
single figure

Defined benefit pension prospective entitlements (values in £000s) (audited)

Age at31 March 2021

SectionAccrued pension
31 March 2021
(or retirement/leaving the Board
if earlier)

Tim Davie

53

CAB 2011

24

21

9

41

Wendy Aslett

59

CAB 2011

20

19

4

15

Charlotte Moore

52

New benefits

37

34

12

34

Matthew Postgate

46

New benefits

39

38

5

6

Gautam Rangarajan

49

CAB 2011

23

20

9

41

Bob Shennan

59

CAB 2011

24

21

9

41

Rhodri Talfan Davies

50

CAB 2011

24

23

2

3

Notes
Tim Davie is an active member of the CAB 2011 section from January 2012 and retains a deferred benefit in the New Benefits section for service up to that date The accrued
pension shown relates to CAB 2011 only
Wendy Aslett is an active member of the CAB 2011 section from January 2012 and retains a deferred benefit in the Old Benefits section for service up to that date The accrued
pension shown relates to CAB 2011 only
Charlotte Moore joined the BBC on 1 May 2006 The pension figures shown include the period before she was appointed as an executive director
Matthew Postgate joined the BBC on 1 June 2005 The pension figures shown include the period before he was appointed as an executive director
Gautam Rangarajan is an active member of the CAB 2011 section from January 2012 and retains a deferred benefit in the Old Benefits section for service up to that date
The accrued pension shown relates to CAB 2011 only
Bob Shennan re-joined the BBC in February 2009 and was appointed as an executive director on 8 April 2019 The pension figures shown include the period before he wasappointed as an executive director He is an active member of the CAB 2011 section from December 2011 and transferred out his previous benefits The accrued pension shown
relates to CAB 2011 only
Rhodri Talfan Davies is an active member of the CAB 2011 section from January 2012 and retains a deferred benefit in the New Benefits section for service up to that date
The accrued pension shown relates to CAB 2011 only

Governance

Return to contents83Governance
Remuneration report continued
Comparative pay across the BBC
It was noted in last year’s report that the Committee intended to review the method of calculation of comparative pay across the BBC.
The Committee agreed that from 2020/21, the ratio of the Director-General’s pay to the lower quartile, median and upper quartile payof UK employees would be voluntarily disclosed annually. This replaces the previous voluntary disclosure using the Hutton multiple
and brings the BBC disclosure in line with listed companies who report their CEO pay ratio compared to UK employees under the Largeand medium-sized Companies and Groups (Accounts and Reports) Regulations 2008 (‘Regulations’).
Director-General ratio
Financial year

2020/21

Method used

25th percentile
pay ratioMedianpay ratio

75th percentile
pay ratio

Option A

12.7

9.5

7.3

Under the Regulations, companies are required to identify the employee pay and benefits at the 25th, 50th and 75th percentiles ofall UK Public Service Broadcasting employees for the relevant financial year and compare to the total remuneration of the DirectorGeneral. The company has chosen Option A to identify the employees at the 25th, 50th and 75th percentile and their respective
pay and benefits, as it is recognised that this is the most accurate approach. All UK Public Service Broadcasting employees as at
the financial year end have been included in the reporting, with employees ranked based on their remuneration for the 2020/21
financial year.
The table below sets out the total pay and benefits value received by employees identified at the 25th, 50th and 75th percentile during
the 2020/21 financial year.
2020/21

Total pay and benefits

25th percentile

50th percentile

75th percentile£40,823£54,316£71,321

The data assumptions included in our reporting are as follows:
Element

Description

Base salary

The Regulations require that full-time equivalent salaries are used to identify the P25, P50 and P75 inorder to ensure comparability across the organisation. At the BBC, over 2,400 employees or c.15% work
part-time so we have, therefore, used the full-time equivalent, as at year end, as the salary figure to rank
our employees. Basic salary amounts also include any increased, temporary allowances for attachments
within other departments/roles within the organisation.

Allowances and benefits

This includes a range of location, role-based allowances and employee benefits included on a pro-ratabasis for part-time colleagues.

The table below provides a summary of the changes to the Director-General’s cash earnings for 2020/21 versus the change in pan-BBC
median earnings over the same period. There have been no changes to the Director-General’s remuneration in 2020/21.
2020/21(values in £000s)

Change from2019/20

Director-General earnings

450

0%

Pan-BBC median earnings

45.9

1.0%

Severance
No severance was paid to executive directors during the year ended 31 March 2021.

Outside interests
With the prior agreement of the Director-General, executive members of the BBC Board may hold remunerated external directorships.
The prime purpose of the external directorship should be to support personal and career development and thereby give back to the BBC.
Remuneration which arises from external directorships may be retained by the individual, but is subject to formal approval. Executive
directors may also hold non-remunerated posts outside the BBC. No more than one to two days per month are permitted to fulfil all
external duties.

84

BBC Annual Report and Accounts 2020/21

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The BBC’s commercial businesses
During 2020/21, the BBC had staff employed with four maincommercial subsidiaries:— BBC Studios— BBC Studioworks— BBC Global News— UKTV
Remuneration within the commercial subsidiaries is subject tothe BBC’s governance and approval processes. The remuneration
policy for the subsidiaries includes the contractual provision of anannual bonus available to eligible staff, including directors, and it
varies between commercial entities. The full cost of base pay andannual bonus are self-funded by the commercial revenues of eachsubsidiary company and are not subsidised by the licence fee.

BBC Studios Company Bonus Scheme
The Remuneration Committee has oversight of the design andoutturn of the BBC Studios Company Bonus Scheme.
It was intended that the design of the 2020/21 scheme would
be broadly similar to previous years with two key financial
measures (EBITDA and free cash flow) and non-financial/personal objectives.
However, before the 2020/21 scheme design and targets had
been approved, the Covid-19 pandemic began. As a result, theCommittee spent the following months carefully considering thepotential impact on the business in 2020/21 and therefore theappropriate response to managing incentives. In September 2020,
the Committee agreed that due to the impact of Covid-19 oncompany financial performance and affordability, there would be
no payout under the financial elements of the incentive scheme
for 2020/21. However, they also agreed it was important to allow
some level of payout to incentivise employees and reward strong
contributions during this difficult period. It was therefore agreed
that there could be a payout on the personal element only
(maximum of 25% of total bonus potential) for those receiving
an appropriate rating in their personal development review.

2020/21 results
For 2020/21, the Remuneration Committee assessed theperformance of the interim CEO, Studios against his personal
objectives. This resulted in a bonus payment of 12.5% (£46,000)
to the interim CEO, BBC Studios in respect of the year’s
performance. This figure is pro-rated in the single figure table on
page 82 to represent the time served by the interim CEO, Studios
on the Executive Committee.

Governance

Return to contents85

GovernancePay disclosures
Report from the BBC Remuneration
Committee on people paid more than£150,000 of licence fee revenue in thefinancial year
In the following pages, we set out details of those individuals
who received more than £150,000 from licence fee revenue inthe year. The Charter requires us only to publish amounts paid
during the year for these individuals, set out in bands. We go
beyond that requirement by publishing more detail of the workthat individuals appearing on air carried out for the remuneration
they received.
Covid-19 has made the on-air environment highly volatile,
with delays to productions and the cancellation of live events,
especially sport. Despite this, we have ensured a stable gender
split of 56:44. We have demonstrated our ability to deliver
improvement since initial publication, with further improvement
expected in the forthcoming year as we move towards a 50:50
balance on a gender basis.

On-air talent pay tables
Individuals on this list are shown by category: News, Radio, Sport,
and presenters who work regularly across multiple parts of the
BBC including Television. These figures include payments fromlicence fee revenue made to individuals working under a contract
for services. These figures exclude any recharges, amounts paid,
and investments into programmes made by our commercial
entities – for example BBC Studios. Payments made byindependent producers, royalties, repeat fees, contractual andother recoverables and expenses are also excluded. Programmecommitments have been drawn from contractual commitments
or other patterns of work, and have generally been stated to thenearest ten. These have been consistently disclosed for eachprincipal programme or genre. Single episodes have been
excluded, unless this represents a significant part of anindividual’s work.

During the year we have been able to reduce the number ofindividuals in on-air roles earning over £150,000: the total cost of
individuals named; and also the average amount paid to each ofthese individuals. Significant reductions have also been agreed
with individuals who appear towards the very top of this list
during the year.
It is also worth noting that, both on-air and off-air, we continue
to operate in extremely competitive markets for talent, with
inflation levels for pay often well above the average for the UK
economy. This pressure, taken with the fixed £150,000 entry point
to the list, suggests that more individuals will appear on theselists over time.

86

BBC Annual Report and Accounts 2020/21

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On-air talent
Principal programme

Name

Programme commitments

Pay

Mishal Husainc.130 presentation daysc.20 presentation days for BBC One
5 episodes of From Our Home Correspondent£275,000-£279,999

Nick Robinsonc.140 presentation daysc.40 episodes of Political Thinking
Radio 4 documentary£270,000-£274,999

Justin Webb

c.150 programmes£255,000-£259,999

News and Current Affairs
Today

Martha Kearneyc.140 programmes£250,000-£254,999

World at One

Sarah Montaguec.180 presentation days

£245,000-£249,999

PM

Evan Davisc.200 programmes
The Bottom Line on Radio 4£270,000-£274,999

BBC News at Six and
BBC News at Ten

Huw Edwardsc.180 presentation days for BBC One and News Channel
News Specials£425,000-£429,999

George Alagiahc.180 presentation days for BBC One£325,000-£329,999

Sophie Raworthc.180 presentation days for BBC One£280,000-£284,999

Fiona Brucec.40 episodes of Question Timec.50 presentation days for BBC One£405,000-£409,999

The Andrew Marr Show Andrew Marrc.40 programmes
c.20 editions of Start the Week
BBC television documentaries£335,000-£339,999

Newsnight

Emily Maitlisc.140 presentation days for Newsnight£325,000-£329,999

Kirsty Warkc.80 presentation days for Newsnight
Cover for Start the Week

£210,000-£214,999

Clive Myrie

BBC News Channel, BBC One location work, and Panorama£205,000-£209,999

Reeta Chakrabarti

BBC News Channel, BBC One and location work

£175,000 -£179,999

Question TimeBBC News Channel

BBC Breakfast

On-air editors andcorrespondents

Westminster Hour

Victoria Derbyshire BBC News Channel, BBC One and location work, and Panorama£170,000 -£174,999

Ben Brown

BBC News Channel, BBC One and location work

£170,000 -£174,999

Simon McCoy

BBC News Channel, BBC One and location work

£160,000-£164,999

Joanna Gosling

BBC News Channel and BBC One£155,000-£159,999

Naga Munchettyc.180 programmes
c.40 5 live mid-morning shows£255,000 -£259,999

Charlie Stayt

c.180 programmes£190,000-£194,999

Louise Minchinc.180 programmes£185,000-£189,999

Laura Kuenssberg

Political Editor£260,000-£264,999

Amol Rajan

Media Editor
c.40 episodes of The Media ShowRadio 2 presenter cover
BBC Television documentaries and Radio 4 Re:Think£240,000-£244,999

Jon Sopel

North America Editor£230,000-£234,999

Jeremy Bowen

Middle East Editor£220,000-£224,999

Katya Adler

Europe Editor and BBC Radio 4 Today cover£220,000-£224,999

Fergal Keane

Special Correspondent, World Service and Radio 4 documentaries£205,000-£209,999

Faisal Islam

Economics Editor£205,000-£209,999

Simon Jack

Business Editor and Radio 4 Today cover£190,000-£194,999

Mark Easton

Home Editor£190,000-£194,999

Sarah Smith

Scotland Editor and BBC Radio 4 Today cover£185,000-£189,999

James Naughtie

Presenter and Correspondent£170,000 -£174,999

Orla Guerin

International Correspondent£160,000-£164,999

Carolyn Quinn

Lead presenter on Westminster Hour and cover for PM
Radio 4 documentary£150,000-£154,999

Governance

Return to contents87GovernancePay disclosures continued
Principal programme

Name

Programme commitments

Pay

Scott Millsc.230 editions of The Scott Mills Showc.45 editions of The Scott Mills and Chris Stark Show on Radio 5 live
Cover on Radio 1 and Radio 2£375,000-£379,999

Greg Jamesc.200 Radio 1 Breakfast Show
Rewinder on Radio 4£310,000-£314,999

Nick Grimshaw

c.190 Radio 1 Drivetime Show

£240,000-£244,999

Radio
BBC Radio 1

BBC Radio 2

Annie Macc.220 editions of The Annie Mac Show

£170,000 -£174,999

Clara Amfo

c.190 editions of Radio 1 Mid Morning Show

£165,000-£169,999

Zoe Ballc.210 editions of The Zoe Ball Breakfast Show

£1,130,000-£1,134,999

Steve Wrightc.220 editions of Steve Wright in the Afternoon
c.50 editions of Sunday Love Songs£465,000-£469,999

Ken Bruce

Radio 2 Mid Morning Show

£365,000-£369,999

Jeremy Vine

Daily show on Radio 2£295,000-£299,999

Jo Whileyc.180 editions of Radio 2 Evening Show

£275,000-£279,999

Sara Coxc.230 editions of Radio 2 Drivetime Show

£270,000-£274,999

Trevor Nelsonc.180 editions of Rhythm Nationc.50 Weekend Shows on 1Xtra£230,000-£234,999

BBC Radio 4

Winifred Robinson

You and Yours on Radio 4
BBC Radio Documentaries£150,000-£154,999

BBC Radio 5 live

Nicky Campbell

c.200 editions of 5 live Breakfast Showc.200 editions of Your Call

£295,000-£299,999

Emma Barnett

c.120 5 live Emma Barnett Showc.50 editions of Women’s Hourc.30 editions of Newsnight£240,000-£244,999

Rachel Burdenc.200 editions of 5 live Breakfast Show
Cover for BBC Breakfast and Your Call
Coronavirus: Your Questions Answered£205,000-£209,999

BBC 6 Music

Multiple stations

88

Nihal Arthanayake c.190 editions of 5 live Early Afternoon Show

£150,000-£154,999

Lauren Laverne

c.210 editions of 6 Music Breakfast Showc.40 6 Music Recommends
c.40 Desert Island Discs on Radio 4£395,000-£399,999

Shaun Keavenyc.210 editions of 6 Music Early Afternoon Show
Cover for Saturday Live on Radio 4£160,000-£164,999

Steve Lamacq

c.230 editions of 6 Music Mid Morning Show
50 6 Music Recommends£155,000-£159,999

Mary Anne Hobbs

c.230 editions of 6 Music Afternoon Show
50 6 Music Recommends£150,000-£154,999

Vanessa Feltz

c.200 editions of Radio 2 Early Breakfast Showc.220 editions of Radio London Breakfast ShowRadio 2 cover£390,000-£394,999

Stephen Nolan

The Nolan Show on Radio Ulster
Nolan Live on BBC 1 (NI)
5 live Stephen Nolan Show

£405,000-£409,999

BBC Annual Report and Accounts 2020/21

Return to contents

Principal programme

Name

Programme commitments

Pay

Gary Lineker

Match of the Day: Premier League and FA Cup
Sports Personality of the Year

£1,360,000-£1,364,999

Sport
Men’s football

CricketMultiple sports

Alan Shearer

Match of the Day: Premier League and FA Cup£390,000-£394,999

Jermaine Jenas

Match of the Day: Premier League and FA Cup
MOTDx
Friday Football Social£195,000-£199,999

Jonathan Agnew

International test, one-day and Twenty20 series
BBC Cricket Correspondent£175,000 -£179,999

Michael Vaughan

TV and Radio cricket (Test, ODI and Twenty20)
Podcast£175,000 -£179,999

Isa GuhaInternational test, one-day and Twenty20 series£150,000-£154,999

Mark Chapman

Three weekly editions of 5 live sport
Weekly Premier League highlights
Rugby League
NFL£250,000-£254,999

Gabby Logan

Athletics
FootballSix Nations
Sports Personality of the Year

£165,000-£169,999

Multiple genres and Television
There are a small number of individuals who have pre-existing multi-year relationships with BBC commissioning. Payments from BBC
Studios have been removed from the disclosure, and they may also receive payments from independent producers. We also include inthis section presenters who spend close to 50% of their time in more than one of TV, Radio, News and Sport.
Principal programme

Name

Programme commitments

Pay

Television

Mary Berry

BBC TV fee for a range of programmes and series£215,000-£219,999

Louis Theroux

BBC TV fee for a range of programmes and series£200,000-£204,999

Radio and Sport

Jason Mohammad

Radio Wales programme and other BBC Wales TV output
Final Score and Snooker
Good Morning Sunday on Radio 2£270,000-£274,999

News and SportDan Walker

Football Focus
c.180 BBC Breakfast programmes£295,000-£299,999

Radio and Television

Tina Daheley

Radio 2 Breakfast Show and Beyond Today podcast
BBC One News and BBC Breakfast coverc.40 episodes of The Cultural Frontline
Cover for Woman’s Hour

£225,000-£229,999

Graham Norton

Weekly show on Radio 2£155,000-£159,999

Senior executives
We already publish on our website the pay and expenses for all senior leaders earning over £150,000 in the BBC’s public services. Under
the terms of our Charter, we are required to publish a report from the Remuneration Committee listing all senior executives of the BBC
paid more than £150,000 from licence fee revenue in the financial year, set out in pay bands. These figures exclude any recharges oramounts paid from our commercial entities.
Pay

Name

Role

Tim Davie

Director-General£400,000-£404,999

Charlotte Moore

Chief Content Officer£360,000-£364,999

Kerris BrightChief Customer Officer£340,000-£344,999

Francesca Unsworth

Director, News and Current Affairs£310,000-£314,999

Bob Shennan

Group Managing Director£265,000-£269,999

June Sarpong

Director, Creative Diversity£210,000-£214,999

Rhodri Talfan Davies

Director, Nations£195,000-£199,999

Gautam Rangarajan

Group Director, Strategy and Performance

Director-General£260,000-£264,999
Executive Committee

Governance

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89GovernancePay disclosures continued
Pay

Name

Role

£350,000-£354,999

Glyn Isherwood

Chief Financial Officer£325,000-£329,999

Ken MacQuarrieGroup Project Director£285,000-£289,999

Sarah JonesGroup Legal Counsel£220,000-£224,999

John Shield

Director of Communications

Corporate Functions£210,000-£214,999

Shirley CameronGroup Financial Controller

Balram Veliath

Director, Quality, Risk and Assurance£200,000-£204,999

Peter Ranyard

Director, Corporate Legal£185,000-£189,999

David CurleyGroup Corporate Finance Director£180,000-£184,999£175,0 00 -£179,999£170,000 -£174,999£165,000-£169,999£160,000-£164,999£155,000-£159,999

David Jordan

Director, Editorial Policy and Standards

Claudia Giles

Legal Director

Noel Scotford

Director, HR Systems and Business Analytics

Clare Sumner

Director, Policy

Chris Rowsell

Head of Regulation

Phil Harrold

Company Secretary

Sarah Gregory

Director, HR Operations

Sophie Garnham

Director, Commercial Rights and Business Affairs

Natasha Wojciechowski

HR Director

Isabel Begg

Director, Commercial Rights and Business Affairs

Simon Morrissey

Legal Director

Andrew Kaczor

Finance and Operations Director

David Attfield

Legal Director

Nick Wilcox

Legal Director

Pipa Doubtfire

Director, Revenue Management

Jessica Cecil

Director, BBC

Rachel CurrieGroup HR Director

Wendy Aslett

Group HR Director

Clive Ahmed

HR Director

Sarb Nijjer

Divisional Finance Director

Zoe Baker

HR Director

Jo Korn

Director, Commercial Rights and Business Affairs

Mike Griffiths

Director, Commercial Rights and Business Affairs

Robin Pembrooke

Director, Content Production, Product and Systems

Stuart Page

Director, Corporate and Commercial, Product and Systems

Chris Condron

Director, Digital Products

Ian Mackay-Smith

Manager Systems Engineering

Jatin Aythora

Chief Architect

Gary Payne

Chief Information Security Officer

Kieran Clifton

Director, Distribution and Business Development

Andy Baker

Director, Engineering Operations

Ellie Runcie

Chief Design Officer£185,000-£189,999

Andy Conroy

Controller, Research and Development£180,000-£184,999

Dan Taylor-Watt

Director, iPlayer and Sounds, Product and Systems

Sarah Hayes

Director, BBC Archives

Richard Cooper

Controller, Digital Distribution£150,000-£154,999

Design and Engineering£205,000-£209,999£200,000-£204,999£195,000-£199,999£190,000-£194,999£165,000-£169,999

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Pay

Name

Role

£160,000-£164,999

Grace Boswood

Chief Operating Officer

Sunder Srinivasan

Principal System Specialist

Randeep Bindra

SAP Project Manager£155,000-£159,999

Claire Hetherington

Head of Product£150,000-£154,999

Kirsten Mitchinson

Head of Commercial

Marketing and Audiences£185,000-£189,999

Paul Davies

Director, Marketing and Audiences£175,000 -£179,999

Justin Bairamian

Director, BBC Creative

Nick North

Director, Audiences

Nicki Brown

Director, Marketing and Audiences£240,000-£244,999

Ian Haythornthwaite

Chief Financial and Operating Officer£195,000-£199,999

Peter Johnston

Nations Director, Northern Ireland£190,000-£194,999

Joe Godwin

Director of Partnerships£165,000-£169,999

Helen Thomas

Nations Director, England

Steve Carson

Nations Director, Scotland

Chris Burns

Senior Head of Local Radio Commissioning

Alan Bainbridge

Director of Workplace£285,000-£289,999

Piers Wenger

Director, Drama Commissioning£230,000-£234,999

Patrick Holland

Director, Factual, Arts and Classical Music Commissioning

Kate Phillips

Director, Entertainment Commissioning

Dan McGolpin

Director, iPlayer and Channels

Barbara Slater

Director, Sport£220,000-£224,999

Shane Allen

Director, Comedy Commissioning£215,000-£219,999

Fiona Campbell

Channel Controller, BBC Three

Graham Ellis

Controller, Radio Production£210,000-£214,999

Rose Garnett

Commissioning Director, BBC Films and Storyville£205,000-£209,999

Lucy Richer

Senior Commissioning Editor (Drama)£200,000-£204,999

Cheryl Taylor

Head of Content, Children’s£190,000-£194,999

Clare Sillery

Senior Head of Factual Commissioning£185,000-£189,999

Jonathan WallController Radio£180,000-£184,999

Alan DaveyController Radio

Lorna Clarke

Controller Radio

Mohit Bakaya

Controller Radio

Philip Bernie

Head of Sport

Jo Wallace

Senior Commissioning Editor, Entertainment

Helen Bullough

Head of Children’s Production

Manda Levin

Senior Commissioning Editor (Drama)

Lindsay Currie

Head of Portfolio Scheduling

Heidi Dawson

Controller Radio

Carla-Maria Lawson

Channel Editor, Daytime and Early Peek

Ben Gallop

Head of Sport

Catherine Catton

Senior Head of Factual Commissioning£150,000-£154,999
Nations£150,000-£154,999
Workplace£175,000 -£179,999
Content£225,000-£229,999£175,000 -£179,999£165,000-£169,999£160,000-£164,999£150,000-£154,999

Governance

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GovernancePay disclosures continued
Pay

Name

Role

News and Current Affairs£205,000-£209,999

Kamal Ahmed

Editorial Director£200,000-£204,999

Alan Dickson

Chief Financial and Operating Officer

Jamie Angus

Director, World Service Group

Gavin Allen

Head of News Programmes

Jonathan Munro

Head of Newsgathering

Naja Neilsen

Senior News Controller£185,000-£189,999£180,000-£184,999£170,000 -£174,999

Mary Hockaday

Controller, World Service English

Joanna Carr

Head of Current Affairs

Sarah Ward-Lilley

Managing Editor£160,000-£164,999

Jon Zilkha

Senior Project Director£155,000-£159,999

James Gray

Head of Journalism£150,000-£154,999

Tariq Kafala

Controller, NewsJames Purnell

Director, Radio and Education

Former Staff£290,000-£294,999

Matthew Postgate

Chief Technology and Product Officer£240,000-£244,999

Bal Samra

Group Commercial Director£225,000-£229,999

Tony Hall

Director-General£200,000-£204,999

Anna Gronmark

HR Director, News and Current Affairs£190,000-£194,999

Gillian Taylor

Director, Reward£160,000-£164,999

Matt Grest

Director, Platform

Claire Paul

Director of Leadership and Development

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NAO opinion on pay disclosures
Independent Assurance Report to the Boardof the British Broadcasting Corporation,
acknowledging that Parliament also places
reliance on the Group Accounts and Report
I have conducted independent assurance procedures on thedisclosures included in the British Broadcasting Corporation(BBC) Annual Report arising from the requirement under theRoyal Charter for the continuance of the BBC (the Royal Charter)
to publish the names of all senior executives of the BBC paid morethan £150,000 from licence fee revenue in that financial year; andthe names of all other staff of the BBC paid more than £150,000
from licence fee revenue in that financial year set out in pay bands
for the year-ended 31 March 2020. These disclosures comprise the
Pay Disclosures as set out on pages 86 to 92 of the BBC’s Annual
Report (the subject matter) (the “Pay Disclosures”).
My work is conducted in accordance with International Standards
on Assurance Engagements (ISAE) 3000 Assurance Engagements
Other Than Audits or Reviews of Historic Financial Information.

Respective responsibilities of the BBC Boardand the Comptroller and Auditor General
For the reporting year covered by this report, the BBC Board was
responsible for publishing information required by the Royal
Charter as follows:— the names of all senior executives of the BBC paid more than£150,000 from licence fee revenue in that financial year; and— the names of all other staff of the BBC paid more than £150,000
from licence fee revenue in that financial year set out in pay
bands for the year-ended 31 March 2021.

My work consisted of:— Understanding the process adopted by the BBC to derive the
Pay Disclosures, in particular the completeness and accuracyof information used;— Testing the completeness of disclosures, including:— cross-reference to my BBC Group audit procedures relating
to payroll and expenditure;— comparison to the prior year and my understanding of theBBC; and— review of individuals paid in the subsequent month whohave been paid close to the disclosure threshold in 2020-21.
— Agreement of staff disclosure to payslips or, where staff are notpaid via BBC payroll, agreement of spend back to otherevidence such as contracts;— Agreement of the spend per individual paid more than£150,000 of Licence Fee revenue into the appropriatesalary banding;— Recalculation of the volume of individuals included withineach £5,000 band; and— Review of the accompanying commentary for reasonablenessand clarity around the basis of disclosure.

Inherent limitations
My assurance procedures have been designed to provide
reasonable assurance. The objective of a reasonable assurance
engagement is to reduce engagement risk to an acceptably low
level in the circumstances of the engagement as the basis for apositive form of expression of my conclusion. It does not, however,
eliminate this risk entirely. In particular, in preparing thedisclosures, the BBC Board is required to make a number ofjudgements which inherently introduces an element of risk.

I am responsible for providing an opinion on whether, in allmaterial respects, the subject matter is complete and accurate
and has been properly prepared in accordance with the basis set
out therein.

My work has been undertaken so that I might state to the BBC
Board and Parliament those matters I am required to in thisreport and for no other purpose.

In conducting this work, my staff and I have complied with the
Financial Reporting Council’s Revised Ethical Standard 2019.
I am independent of the BBC in accordance with the ethicalrequirements that are relevant to my procedures. My staff andI have fulfilled our other ethical responsibilities in accordancewith these requirements.

Based on the results of my procedures, in my opinion, in allmaterial respects the Pay Disclosures included on pages 86 to 92
are complete and accurate and have been properly prepared inaccordance with the basis set out therein. This opinion has been
formed on the basis of the matters outlined elsewhere in thisindependent assurance report.

My staff and I have applied International Standard on Quality
Control 1 and accordingly maintain a comprehensive system of
quality control including documented policies and procedures
regarding compliance with ethical requirements, professional
standards and applicable legal and regulatory requirements.

My approach
I have performed a reasonable assurance engagement as definedin ISAE 3000. A reasonable assurance engagement is to perform
such procedures as to obtain information and explanations which
I consider necessary to express an opinion on whether, in allmaterial respects, the Pay Disclosures (the subject matter) arecomplete and accurate and have been properly prepared inaccordance with the basis set out therein.

OpinionGareth Davies
Comptroller & Auditor General
National Audit Office157-197 Buckingham Palace Road
London, SW1W 9SP
21 June 2021

Governance

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93GovernanceNominations Committee report
The Board Nominations Committee is responsible for making
recommendations on appointments to the Board (with the
exception of the Chairman and the nations’ members) and
Board Committees.

the appointment of Tim Davie as the new Director-General, which
was approved by the BBC Board at an extra-ordinary meetingin June.

The members of the Committee have changed this year with theappointment of a new Chairman of the BBC, Richard Sharp, who
was appointed from 16 February 2021, and the appointment of a
new Director-General, Tim Davie, from 1 September 2020. The
other members of the Committee are: Nicholas Serota, the seniorindependent director; and, non-executive directors Elan Closs
Stephens and Shirley Garrood, who joined the Committee
on 19 November 2020 in preparation of the departure of
Ashley Steel.
In addition to its responsibility for nominating appointments to theBoard, the Committee is also responsible for nominating members
to the sub-committees of the Board, and its main commercial
subsidiaries. The Nominations Committee also considers andreviews the independence of Board members, including any
conflicts of interest, and ensures compliance with the Board’s Codeof Practice. The Committee also assesses the composition of theBoard and its associated committees in terms of the balance ofskills and experience required, and to develop a succession
planning strategy.
This year the Nominations Committee has met six times. The Covid
pandemic restrictions meant that its meetings took place by videoconference rather than in person. The Committee’s work on
appointments focused on the appointment of the new DirectorGeneral in the first half of the year, supported by a wider panel ofnon-executive directors through a series of formal and informal
meetings. As a result, the Nominations Committee recommended

Board and Committee attendance

Number of meetings
for the period

In other appointments, the Nominations Committee recommended
the re-appointment of Dharmash Mistry as a non-executive
director on the BBC’s Commercial Holdings Board. It also
recommended the appointments of two executive directors of theBoard: Charlotte Moore, Director, Content, and Leigh Tavaziva,
Chief Operating Officer, joined the Board this year for two-year
terms. The Committee also recommended the re-appointment ofFran Unsworth, Director of News, as an executive member of theBoard for a further two years from 1 April 2021. The appointment
of Tanni Grey-Thompson as a non-executive member of the Board
was extended for nine months until December 2021 as a result of
the exceptional circumstances arising from the Covid pandemic.
The Committee considered the membership of the Board’s
sub-committees throughout the year as part of its responsibilities
for succession planning and performance assessment. With theupcoming arrivals of the new non-executive members for Northern
Ireland and England, the Committee structure will be re-examinedin due course.
The fulfilment of its responsibility for evaluating the performanceof the Board and its associated sub-committees was made difficult
this year, given the impact of the Covid-19 pandemic on personal
meetings and the transition to a new Chairman. However, anevaluation survey to be carried out remotely is planned.

Richard Sharp
Chairman
18 June 2021

Board

Audit andRisk
Committee

Editorial
Fair Trading Nominations Remuneration Guidelines &Committee
Committee
Committee
Standards

Nations
Committee– England

Nations
Committee– Scotland

Nations
Committee– WalesNations
Committee– N. Ireland

Ordinary

MemberMemberMemberMemberMemberMemberMemberMemberMember

15

6

3

6

6

6

2

3

3

2

Non-executives
David Clementi*

13 of 13

5 of 5

Richard Sharp*

2 of 2

1 of 1

Shirley Garrood

15

Tanni Grey-Thompson

15

Ian Hargreaves

14

Tom Ilube

15

Steve Morrison

15

Nicholas Serota

15

Ashley Steel*

11 of 11

Elan Closs Stephens63

2 of 22 of 2
6

3
6

6
6

3

3
2

2

6
6

4 of 426

3
6

4 of 42

14

6

7 of 7

1 of 22 of 215

4 of 44 of 4322 of 2

2

Executives
Tony Hall*Tim Davie*
Ken MacQuarrie*

12 of 12Charlotte Moore*

8 of 8Leigh Tavaziva*

3 of 3Fran Unsworth

15

2

2 of 2

6

2This table does not include extraordinary meetings or business conducted offline* Tony Hall left the Board on 31 August 2020 Tim Davie started as Director-General on 1 September 2020 Charlotte Moore joined the Board on 1 September 2020 Ashley Steeland Ken MacQuarrie left the Board on 1 and 31 December 2020 respectively Leigh Tavaziva joined the Board on 1 February 2021 David Clementi left the Board on 15 February
2021 and Richard Sharp joined the Board on 16 February 2021

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Audit and Risk Committee report
This has been my first full year as Chair of the BBC’s Audit
and Risk Committee (ARC). During the year, the Committee has
undertaken a broad range of activities to ensure good corporate
governance in the BBC and to oversee systems of risk
management and control. I have enjoyed getting a deeper
understanding of the BBC, its culture and its challenges.
It has been a year dominated by Covid-19. The impact of thepandemic has been a priority for the Committee, particularly withreference to the health and wellbeing of our staff, the resilienceand security of the organisation and the effect on the control
environment. The Committee acknowledges the hard work andcommitment of staff in the BBC, and those in our partners andsuppliers, in delivering vital services during this period.
It has been a pleasure to work with two very knowledgeable andsupportive colleagues on the Committee – Tom Ilube and Ashley
Steel. I would like to thank them for their excellent contribution
and support to the Committee during their tenures on the Board.
We receive good, independent and impartial advice from the
Finance, Internal Audit and Risk teams, as well as from the NAO
as the BBC’s statutory auditor. I am satisfied, as a result, that theCommittee has had the necessary skills and support in place todischarge its duties properly.
Our work-plan for this year has included:— reviewing and assuring the basis for the BBC Group’s
statements of going concern and viability;— overseeing our relationship with the NAO, including approving
their audit plan, reviewing their assessment of risk andaccounting judgements and taking an update at every meetingon progress with their work;— overseeing the timely completion of actions arising from the
NAO’s audit and value for money reviews;— providing oversight on the BBC’s strategic and operationalrisks and the effectiveness of the risk management framework.
During this year risk appetite statements and key risk
indicators were established for the BBC’s key operational risks;— conducting deep dives into risk areas, including this year: childprotection and safeguarding; information security; the impactof Brexit on the BBC; data protection and, HR and people risks;— monitoring major projects across the BBC. The Committee has
reviewed updates from the BBC Project Management Office onfour occasions during 2020/21. In addition, we have conducted
deeper dives into selected initiatives including E20 (theEastEnders’ set re-development), the over-75s licence feechange and learnings from last year’s decision to cancel theimplementation of a customer management system in the
Licence Fee Unit;— maintaining oversight of concerns raised under the BBC’s
Protected Disclosure (whistleblowing) Policy and subsequent
investigations;— reviewing the outcomes and recommendations of investigations
into broadcast or service continuity incidents; and— monitoring the work of the Internal Audit team and thecompletion of actions from their work. 33 audits and assurance
reviews were completed, as part of a risk-based plan, with 80
improvement actions raised (all improvement actions aretracked to completion by the Committee).

The Committee approved a pause on internal audits during thefirst quarter of 2020/21 to enable the team to support the BBC’s
Covid-19 response. Internal Audit activity resumed in the second
quarter with a revised plan, approved by the Committee,
including a specific focus on risks related to the pandemic.
The Committee has maintained its scrutiny of the BBC’sinternational operations. The World Service, international
newsgathering teams and our global commercial operations arevital in representing the BBC and the United Kingdom, but by
their very nature can carry heightened operational risks.
Through the year we had six meetings overall, timed to fit withkey points of the BBC’s reporting cycle. We have implemented thefindings from the 2019 external Saul review into BBC Board andCommittee effectiveness. In particular, we included an extra
meeting to allow more time to consider issues relating to ourcommercial businesses, with the Chief Executive Officer andother senior team members of the main businesses attending.
We focused on the internal control frameworks, the managementof key operating risks and the progress of the financialtransformation project in BBC Studios.
The Committee has maintained a productive and collaborative
relationship with the NAO, our external auditors. I continue to be
impressed by the maturity and candour that is present in the way
they consider and report on their work with the BBC. We
conducted a formal review of the effectiveness of the external
audit process.
It is likely that the coming year will be also be framed by thecontinued impact of the pandemic. However, the BBC has
demonstrated its ability to respond to the crisis and continue with
its public purposes effectively. The Committee will work with the
BBC to assess the longer-term implications of the pandemic, suchas the impact of remote working, the resilience of our extended
enterprise and the return to production, as well as impacts on our
global operations.
Having completed my first full year as the Chair of the Committee,
I am pleased to report that it has fulfilled its remit effectively in avery challenging period, and has supported the BBC in deliveringvalue for licence fee payers.

Shirley Garrood
Chair, Audit and Risk Committee
18 June 2021

Governance

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Governance
Audit and Risk Committee report continued
Role
The Audit and Risk Committee’s Terms of Reference set out theCommittee’s responsibilities in more detail. These were approvedby the BBC Board in September 2018 and were reviewed by theCommittee in September 2020. They can be read on our website:
downloads.bbc.co.uk/aboutthebbc/whoweare/bbcboard/
auditandrisk/arc-tor-sep-2020.pdf
The remit of the Committee is to review and maintain oversightof the BBC’s corporate governance, particularly with respect
to financial reporting, internal control and risk management.
In order to gain this assurance, the ARC has responsibility forreviewing and overseeing:— the effectiveness of the BBC Group’s internal control and risk
management processes;— the BBC’s systems for the detection and prevention of fraudand corruption;— key risks facing the BBC Group and the actions being taken
to mitigate those risks to an acceptable level;— the activities and risks of BBC’s commercial subsidiaries,
ensuring that risks are acceptably managed, and thatassurance is independent and sufficient;— the actions and judgements of management in relation to
the BBC’s Annual Report and Accounts and related formal
statements;— the work of the BBC’s Internal Audit function and its
effectiveness, meeting with Internal Audit senior management
privately to discuss issues as necessary;— the BBC’s critical projects, including the composition of thecritical projects’ portfolio;— BBC responses to the Public Accounts Committee and Valuefor Money reports by the National Audit Office, giving due
consideration to Parliament’s expectations of the managementof BBC resources;— the external auditors’ proposed audit scope, ensuring no
unjustified restrictions or limitations are made, meeting
separately with the external auditors to discuss any matters
the Committee or the auditors believe should be discussed
privately;— the external auditors’ independence, quality control
procedures and steps taken by the auditors to respond tochanges in regulatory and other requirements;— arrangements by which staff may, in confidence, raise concerns
about possible improprieties in matters of financial reporting,illegality or other matters.

Membership
The ARC comprises three non-executive members, of whom one
must have recent and relevant financial experience. The members
who served during the past year are:
— Shirley Garrood (Chair)— Tom Ilube (resigned from the Board 30 June 2021)— Ashley Steel (resigned from Board 30 November 2020)
Shirley Garrood, the Committee chair, has significant, recent andrelevant financial experience. In addition, all of the members who
served on the Committee during the year are individuals who holdor have held senior positions in similar sized organisations andhave the experience and skills to fulfil their responsibilities. Whenappropriate, the skills and experiences of members are augmented
with advice from internal and external professionals – forexample on matters such as developments in financial reporting.

Committee meetings are also attended by the Director-General,
the Chief Operating Officer, the Chief Financial Officer, theDirector of Quality, Risk and Assurance and senior
representatives from Internal Audit, Risk Management and the
National Audit Office, as the BBC’s external auditors.
The Committee also meets privately, without any member ofmanagement present, with Internal Audit, Risk and the external
auditors, on a regular basis.
The Committee regularly assesses its own effectiveness and in
2019/20 the work of the Committee was part of the external
review of BBC Board effectiveness, conducted by Chris Saul.
The findings and recommendations from that review have been
considered by the Committee. A further review, led by the BBC’s
Senior Independent Director, will be underway at the timeof reporting.

Meetings
The Committee met six times during 2020/21, at key times in thereporting and audit calendar.
Minutes from the meetings are made available to the Board andsummary minutes are published on the BBC website: bbc.co.uk/
aboutthebbc/whoweare/bbcboard/auditandrisk Additionally,
the Chair of the Committee reports back to the Board after eachmeeting on any issues where action or improvement is required.
The Committee also provides views on the integrity of thefinancial statements before the Annual Report is approvedby the Board as a whole.

Integrity of financial reporting
The Committee reviewed the integrity of the financial statementsof the BBC. In doing so it:— identified, through discussion with both management and theexternal auditor, the key risks of misstatement within the
BBC’s financial statements, including those areas where
significant financial judgements were required, and which haveinfluenced the financial statements;— discussed these risks with the auditor as part of the agreementof the external auditors’ audit plan and at the conclusion of theaudit of the financial statements; and— reviewed and challenged detailed papers received frommanagement on those areas requiring significant financial
judgement, taking account of the views of the auditor.
Set out below are the key areas of judgement and how theCommittee has addressed them:

Revenue recognition
There is a risk that income is not recognised correctly in linewith financial reporting standards. The nature of the risk varies
between licence fee revenue in the public service and commercial
income. Licence fee revenue is treated as an amount due from therelevant Government department, principally the DCMS, on thebasis that amounts receivable from licence fee payers will be
paid across.
Commercial revenue is more complex, with a number of different
revenue streams including sale of content to global broadcasters,
subscription income and revenue from the sale of physical anddigital products. The complexity of contractual terms may require
judgements in assessing when revenue can be recognised, which
is based on the delivery of performance obligations and whencontrol is transferred to the customer.
Committee response – The Committee receives reports frommanagement on any material or particularly complex judgements.
During the year, the Committee reviewed the implementationof collection of the licence fee from eligible over-75s from
August 2020.

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The Committee considers that the BBC’s existing financial control
systems should ensure that income is properly treated in thefinancial statements and has confidence that management
understand the risks in this area and have suitable controls in place.

approach to the identification, recognition and release ofprovisions across the BBC Group. The Committee is satisfied withthe level of provisions carried and the disclosure in respect of
those provisions.

Property

Capital projects

The BBC holds a significant property portfolio, which continues
to be rationalised in order to reduce costs. The estate includes
properties held under freehold and those held under finance andoperating leases. Buildings which have been sub-let or which areavailable for sub-let may be classified as investment properties.
Judgements relate to the future intentions for any vacantbuildings and the related timescales. This can change theappropriate accounting treatment and affect the carrying valueon the balance sheet.

The BBC undertakes multiple capital projects at any one time,
which contribute to the overall strategy of the BBC. An
assessment over the appropriateness of capitalisation, along withthe valuation of any capitalised asset, is required. If a material
capital project cannot be completed on time, or will not derive
future benefit to the BBC, this could trigger an impairment charge.
Reports from management were reviewed, which explained thestatus of major capital projects and the approach taken to assess
whether any impairment charge was required.

The derivative assets and liabilities connected to the underlying
Broadcasting House lease structure are subject to sensitivities inmarket data in addition to an adjustment to the discount rate totake account of risk. As a result, net liabilities of £228 million havebeen recognised in relation to this arrangement. The transaction
was implemented in a manner that limited any increase in the
BBC’s credit exposure to the derivative counterparties involved.
The special purpose vehicle established to redevelop Broadcasting
House, Daunus Limited, is accounted for as a joint venture
following an assessment of control. The BBC’s interest in
the entity is at cost and no indicators of impairment havebeen identified.

Committee response – The Committee was satisfied thatmanagement’s assessment of capital projects, including whether
any impairment is appropriate, is in line with international
financial reporting standards.

The sale of BBC Wales Broadcasting House is recognised as an
asset held for sale as at 31 March 2021 as its sale was completed
in 2021/22.
Committee response – The Committee reviewed reports frommanagement, which explained the treatment for the mostsignificant buildings, including the projected timescales for future
activity and rationale for treatment. The Committee was satisfied
that the treatment of properties within the financial statements
was consistent with management intention and in line withinternational financial reporting standards.

BBC Defined Benefit Pension Scheme
The financial statements include a surplus on the balance sheetof £190 million for the BBC’s defined benefit pension scheme.
Critical judgements are required regarding the assumptions usedin calculating this position. Changes in these assumptions canresult in large swings in the final numbers disclosed. The
assumptions used for the latest accounting valuation are based
upon the recommendations of independent actuaries and arewithin an acceptable range according to the NAO.
Committee response – The Committee was satisfied that theassumptions used in the financial statements relating to thepension scheme were reasonable, appropriate to the BBC andsupported by independent actuarial specialists. The Committee
noted the significant movement in the pension scheme valuation
and was satisfied with the explanations and analysis provided bymanagement and the scheme advisers.

Employment and taxation provisions
A number of employment and taxation-related provisions exist
where the BBC has a present obligation as a result of a past eventthat is probable and can be reliably measured. Related provisionsof £11 million are within the financial statements, including anamount for payments to, or on behalf of, presenters concerning
the use of Personal Service Companies (PSCs).
Committee response – The Committee received reports on
matters which could result in the recognition of potential
liabilities and discussed the level of provisions with management.
Management confirmed that they have applied a consistent

Covid-19
The BBC worked with the NAO to ensure that financial reporting
provides clear and transparent information during the Covid-19
pandemic. Key areas of reporting risk were identified andassessed for impact. This has included the assessment of going
concern and viability, as well as the methods, judgements andassumptions underlying these assessments.
Consideration has been given to management’s decisions madein response to the pandemic, including actions taken to minimise
operational disruption. The regularity of these decisions andany impact on significant judgements and estimates, hasbeen reviewed.
Committee response – The Committee has been provided withdetailed updates on the impact of Covid on the preparation andcontent of the financial statements and is confident thatmanagement has taken a reasonable approach.
Management confirmed to the Committee that they were
not aware of any material misstatements or immaterial
misstatements made intentionally to achieve a particularpresentation. The auditors reported any misstatements thatthey had found in the course of their work and that no material
amounts remain unadjusted. The Committee can confirm that
it is satisfied that the external auditors have fulfilled their
responsibilities with diligence and professional scepticism.
After reviewing the presentations and reports from management
and consulting where necessary with the external auditors, theCommittee is satisfied that the financial statements appropriately
address the critical judgements and key estimates (both in respect
to the amounts reported and the disclosures). The Committee isalso satisfied that the significant assumptions used for
determining the value of assets and liabilities have been
appropriately scrutinised, challenged and are sufficiently robust.
The Committee reviewed the group financial statements and how
these are positioned within the wider Annual Report. To assist
this review, reports from management and from the internal andexternal auditors were considered, covering:— the quality and acceptability of accounting policies, including
their compliance with accounting standards;— compliance with legal and regulatory requirements;— the clarity of disclosures and their compliance with relevant
reporting requirements; and— whether the Annual Report as a whole is fair, balanced andunderstandable and provides the information necessary toassess the BBC’s performance and strategy.

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97

Governance
Audit and Risk Committee report continued
Effectiveness of internal controls and risk
management framework
Internal controls assurance
The Committee reviewed the effectiveness of the BBC’s system ofinternal controls, on behalf of the Board. To make this assessment
the Committee relied primarily on the findings from internal andexternal audit reports and other assurance activity across theGroup. Specific areas also considered during the year included:— the themes from Internal Audit activity, questioning
representatives of Internal Audit on the outcomes andobservations from their work. A summary of Internal Audit
activity is presented annually that highlights trends and root
causes. Key findings from every audit, including assurance
ratings and corrective actions, are reviewed by the Committee;— progress on the completion of actions from independent
assurance activity, including internal and external audits and
NAO value for money reviews. This is an area followed up at
every meeting to ensure that agreed actions in respect of any
weaknesses found are being properly addressed;— further follow up and scrutiny over the completion of
any improvement plans or agreed actions for areas which
are considered high profile or have received criticalassurance findings;— a review of BBC people risks, including employee relations,mental health and wellbeing, and inclusivity;— a review of Brexit risks and the BBC’s preparedness for Brexit,
including the risks relating to broadcast continuity, movementof data and movement of people;— regular progress reviews of critical projects provided by the
BBC Project Management Office. The Committee also reviewed
how the BBC is learning from prior project activity and looked
more deeply into the performance of selected projects;— regular whistleblowing reports and updates on levels of fraud
and theft, along with the mechanisms in place to minimise andprevent these;— the findings and progress of actions from the audits of BBC
commercial subsidiaries. The Chief Executive and Chief
Financial Officer of BBC Studios attend annually to provide
assurance on the control environment and management of riskin this subsidiary; and— review and approval of the BBC’s Modern Slavery statement
and reviewed the approach for ensuring compliance.
The Committee is satisfied that the information presented bymanagement, and the responses received to questions and further
enquiries, is sufficient for the Board to take a view on theeffectiveness of internal controls and risk management.
Risk management
The Committee considered the processes for managing significant
risks within the BBC.

‘Deeper dives’ into selected risk topics were also conducted,
including child protection and safeguarding; information security;
data protection and, HR and people risk.
The impact of Covid-19 on the BBC was reviewed by theCommittee, with particular reference to the health and wellbeingof the BBC’s workforce, the resilience and security of
infrastructure and the impact on the BBC’s control environment.
The approach to risk management in the BBC continues todevelop and the Committee was actively involved in reviewing
progress. During the year risk appetite statements and key risk
indicators were developed for key operational risks. The
assessment of the BBC’s principal risks is set out on page 100.

Effectiveness of Internal Audit
The work of Internal Audit is overseen by the Committee. This is aregular item at each meeting which the Director of Internal Audit
also attends. During the year the Committee has:— approved the plan of work for the coming year, ensuring that it
is risk based and strikes a balance between providing
assurance over core business processes and areas of emerging
strategic risk;— considered the findings from audit activity, focusing on audits
with unsatisfactory outcomes and management’s plans toaddress these;— considered the resource requirements for Internal Audit andits capability;— assessed the impact of Covid on the internal audit plan andapproved changes to the plan to ensure it remains relevant
and proportionate.
In addition, the Committee Chair meets with the Director ofInternal Audit and the Director of Quality, Risk and Assurance ona regular basis outside of formal Committee meetings.
The Committee continues to monitor the structure of the Internal
Audit function and the operation of the current resourcing model,
with a proportion of audits provided by an external partner. The
Committee is satisfied that this arrangement continues tofunction well.
An independent assessment of the Internal Audit function’s
effectiveness was conducted in 2019 by the Institute of Internal
Auditors. The recommendations of this review have been
implemented.
A pause on internal audits during the first quarter of 2020/21 wasapproved by the Committee. This enabled the Internal Audit teamto support the BBC’s initial response to Covid-19. Internal Audit
activity resumed in the second quarter with a revised plan,
including a specific focus on risks related to the pandemic, such asstaff safety (compliance with Covid-19 working arrangements),
suppler and technology resilience, and fraud risk.

In particular, the Committee reviewed reports and challenged
management on the BBC’s major strategic and operational risks;reviewed the governance arrangements for risk reporting andoversight; and considered areas of emerging risk with potential toimpact the BBC.

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Independence and effectiveness of ourexternal auditors
Appointment of our external auditors
Under the 2016 Charter and Agreement, the NAO are appointed
the BBC’s statutory auditor for the duration of the Charter period.
Relationship with external auditors
The Committee oversaw the relationship with the NAO, including
the scope of and approach to their work. Specific areas of focus
this year have included:— the external audit process, including the reporting
requirements of regularity and propriety;— the NAO’s assessment of areas of audit risk or judgement. For
2020/21 this included, but was not limited to, the pension
scheme valuation; complex property transactions; commercial
revenue recognition; new accounting standards and the impact
of Covid;— with regard to Covid, the impact of remote working on thecontrol environment as well as changes in fraud risk wereconsidered;— private discussions with the external auditors without
management present.
Non-audit services
As one of the safeguards over the independence of theexternal auditors, the Committee has developed, and oversees,
the BBC’s policy on the commissioning of the auditors to provide
non-audit services.
This policy defines the types of services which the external
auditors can and cannot provide. Additionally, it includes
thresholds above which any proposed non-audit work to be
carried out by the external auditors must be approved in advanceby the ARC. It also defines when work must be submitted forcompetitive tender.
The NAO has stated that it does not provide non-audit services.
Irrespective of this, the NAO would not be considered for work
which might compromise its ability to give independent opinion
on the BBC’s financial statements. Recruitment from the NAO
into any senior management position in the BBC would require
the prior approval of the ARC.

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Governance
Risks and opportunities
Risks and opportunities affect the ability of
the BBC to fulfil its Charter obligations andpublic purposes. Our approach to risk supports
the delivery of our strategic ambitions andoperational objectives.

Risk deep dives – The ARC has conducted deep dives in theyear including: child protection and safeguarding; information
security; data protection; Brexit readiness; BBC Studios andcommercial risks; and HR and people risk. From a projects
perspective, the ARC has conducted a deep dive on E20 (theEastEnders’ site re-development), changes related to the over-75
licence fee and reviewed the lessons learnt from projects.

Our approach to risk management

Risk appetite – Qualitative risk appetite statements have been
agreed for key operational risk areas, including health and safety,
high risk deployments, security, environmental sustainability,
child protection and safeguarding, supply chain, business
continuity, critical projects, data protection, information requests
and data and record management. Quantitative risk metrics andtargets are in place for strategic, operational and compliance risk
areas. Progress and performance against such targets aremonitored and reported to the ARC quarterly. Further work isunderway to establish risk appetite for technology andcompliance risk areas.

In a year in which the country has faced a global pandemic, theBBC continues to navigate through complex and challenging risks
in order to deliver our public purposes and value to all audiences.
Just as taking risk is fundamental to fulfilling our purposes andstrategic ambitions, rigorous risk assessment and mitigation areat the core of delivering what we do.
The BBC acknowledges that the Covid-19 pandemic has broughtboth risks but also opportunities to deliver audience value at a
critical time for the country. The BBC’s core editorial offerings ofnews, radio, BBC linear channels and iPlayer have had significant
demand from audiences as people seek both to be informed about
the situation but also to be entertained in these difficult times.
The pandemic brought significant challenges and risks to thesafety of our people, our buildings, and our finances, which arebeing monitored and managed on a real-time basis.
The publishing of the Dyson report brings into focus our editorial
practices and governance arrangements including the impact ontrust and impartiality.
Risk management is inherent across the BBC, where carefulconsideration of risks and opportunities contributes to both ourcreative ambition and desire to serve our audiences, in the UK
and internationally, and to how we run the BBC.
Risk governance – The Board, both directly and via the Audit
and Risk Committee (ARC), reviews the BBC’s principal risks andconducts regular deep dives into specific risk areas in the year.
Our governance arrangements have been enhanced by theformation of a pan-BBC Operations Committee which is a
sub-committee of the BBC Executive (operational from April 2021
onwards). The Operations Committee will support the Executive
Committee in the delivery and execution of key strategic andoperational priorities and pan-BBC projects.

Risk management – 2020/21 improvements
Risk management at the BBC continues to evolve and develop.
In 2020/21, we made the following improvements to ourrisk framework:
Enhanced risk governance – The creation of the Operations
Committee will strengthen management accountability andresponsibility over critical projects, operational and professional
service matters and matters relating to compliance with financial,
regulatory and operational obligations as reported to the Boardand its Committees. It will also allow for deeper executive
discussions of our risks, controls and support informed
decision-making.
Risk reporting – Our monthly Board and the quarterly ARC Risk
reports will be discussed at the Operations Committee prior to theBoard and ARC respectively. Risk reporting to the Board and ARC
incorporates key strategic, operational and compliance areas
including: financial crime and fraud, HR and employment, childprotection and safeguarding, compliance with Ofcom quotas andcomplaints handling. We have established and monitor the risk
appetite of our key operational risk areas and work is underway toagree our risk appetite position for our technology risk. Our risk
reporting includes a focus on significant movements in thequarter, operational risk areas outside of appetite and provides aview on emerging risk and watchlist items.
100

Risk registers – Risk registers have been developed for our output
divisions including Content, News, Nations and Regions andsupport functions and are recorded on a pan-BBC risk system.
Key risks are discussed at divisional meetings and assessed by
the BBC Executive Committee in line with our performance
management cycle at mid-year and year end.
Emerging Risks – We consider emerging risks as mid to longerterm strategic or operational threats that are unknown or known
threats, but their impact on our operation is unclear. The BBC’s
Strategy team continuously horizon scans for upcoming areas ofinterest, threats and opportunities. Emerging risks are also
identified via working closely with the divisions, embedding theconsideration of risk into Board and Executive Committee papers.
The Risk team scan the external environment and participate inindustry-led events and forums.
Whilst climate change is a reality, the mid to long-term impacts
are still emerging as we transition to a low carbon economy. The
BBC is voluntarily adopting the recommendations of the Task
Force on Climate-related Financial Disclosures (TCFD). As partof this work, we have conducted a series of risk assessment
workshops with our divisions and support functions and assessed
the longer-term climate risks and opportunities on our business
operations. Please refer to page 60 for our TCFD disclosures.
Strategically, our emerging risks relate to the polarised politicallandscape in the UK and associated challenges, the growth andsuccess of international global media players who hold large
amounts of UK customer data and the imposition of digitalbarriers on the internet impacting the BBC’s ability to distributecontent globally. Further work is required to better understandthese risks and how the BBC addresses the emerging and newrisks and actions it needs to take. Other areas of emerging risks
include the outcomes of the BBC’s licence fee negotiation with the
UK Government and the workforce transitioning to a new way ofworking by adopting a flexible working model post the pandemic.

Risk management – 2021/22 plans
In 2021/22, key improvement initiatives include further
embedding our pan-BBC risk framework across our divisions andsupport functions, including utilisation of risk registers indivisional meetings, setting of risk appetite in technology andcompliance risk areas.

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Summary of the BBC’s response to the
Covid-19 pandemic
Throughout the pandemic in 2020/21, the BBC’s response has
been anchored in safeguarding our people by aligning our safety
protocols to Government guidance and maintaining our output
in line with our public purpose to inform, educate and entertain.
Safeguarding people: In March 2020, we took swift steps toenable 18,500 staff (75% of our workforce) to work remotely.
Incident management structures were invoked, and a routineof gold, silver and bronze protocols commenced across the BBCGroup. We advised all staff in vulnerable groups or those withcaring responsibilities to work remotely and stay at home. We
also stopped non-essential travel, paused all external visitors
and training at our broadcast critical sites. We made temporarychanges to our expenses policy to enable safe staff travel andmodified our HR policies, including exceptional leave policies.
During the year, we went above and beyond the Government’s
Covid-secure guidelines to provide further assurance on thesafety and wellbeing to staff working within BBC buildings.
In line with social distancing rules we introduced temperature
testing across our estate, facilitated the wearing of face coverings
when operating in shared spaces, and deployed proximity devices.
We remained agile in responding to changes to Government
advice and the different tiering system across the four nations.
We also introduced risk assessments for over 60s, provided
transport for clinically extremely vulnerable and offeredextensive mental health and wellbeing support to all staff.
We also supported our staff in their remote working set-up.
We continue to monitor both staff infections and vaccine take-up
across our workforce. Moving forward, our office workspaces arewell prepared to welcome reduced numbers of staff returning toour offices as lockdown restrictions ease across the country andthe BBC transitions into a new flexible way of working.
Output and production: The pandemic has had a significant
impact on the media industry, with large-scale cessation/pause
of productions, postponement of live events including sports, andaudience consumption of content increasing significantly. Whilst
productions have returned, delivering new content remains
challenging considering limited insurance cover during the
pandemic and adherence to social distancing requirements.
Technology: There has been a significant and rapid increasein the number of staff working from home and accessing BBC
systems remotely. Despite this, our technology infrastructure
and broadcast chain has held up well, with no significant
issues recorded.
Finances: Our finance risk remains high due to pressures on
licence fee income and costs incurred due to the pandemic
including, increased cost of production due to additional Covidsecure measures implemented on location, cancelled live events
including sports, and impact on commercial revenue, in particular
lower advertising revenues. In order to manage our finances,savings targets were reviewed, a voluntary redundancy scheme
was commenced, and a recruitment freeze was implemented.
£272 million of in-year savings were delivered, including
temporary savings.
Looking ahead, we expect cost pressures to remain high in thecontent marketplace, production budgets now incorporate
Covid-secure mitigations and the discussions on the licence fee
settlement with the Government remain ongoing.

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Governance
Risks and opportunities continued
Our principal strategic and operationalrisks and opportunities are set out on
the following pages.

Public purposes

1

To provide impartial news andinformation to help people
understand and engage with theworld around them.

4

To reflect, represent and serve thediverse communities of all of the UK’s
nations and regions and, in doing so,
support the creative economy acrossthe UK.

2

To support learning for people of
all ages.

5

To reflect the UK, its culture
and values to the world.

3

To show the most creative,
highest quality and distinctive
output and services.

Key to risk movement:
Movement in risk during 2020/21
Risk has increased in year
Risk has remained static in year
Risk has decreased in year

Strategic risks and opportunities
1. Structural change in audience’s behaviour and the external landscape

1

2

3

4

5

What is the risk?
There is a risk that the BBC does not adapt quickly enough as
the transition from broadcast TV to online and from radio todigital streaming across all age demographics including 55+
accelerates. As this acceleration continues, the long-term
effects of this structural shift may become permanent.

What is the impact?
Audience levels are not maintained across all BBC platforms.
The BBC is not valued by all audiences and/or society and we
do not meet the needs of underserved audiences, including
younger audiences, nations and regions, and black, Asian andminority ethnic viewers.

How is this risk managed (current and planned mitigations)?
— Brand new flagship Drama, Entertainment, Factual and
Comedy releases relevant for our target audience.
— The BBC’s education and learning mission has helped
support students, teachers and parents. Bitesize Daily, Live
Lessons and a wide-ranging resource for children aged fiveto 15 helped children catch up with missed lessons andlearning.
— Continued investment in BBC Sounds and iPlayer now
augmented with additional box sets and archive content.
— The pandemic has increased news consumption and the
BBC remains the most trusted provider of news in the UK
and is considered the most important source of
information/news about Covid.
— In order to maximise reach, BBC Three is re-launching onlinear broadcast.
— Our radio teams continue to commission new programmes
and podcasts e.g. to explain Covid in depth, published new
music playlists, launched local radio services.
— BBC Sounds delivered new hit podcasts including Match of
the Day: Top 10, Grounded with Louis Theroux.
— Delivering content via digital platforms i.e. iPlayer exclusive
content that is making a real impact with younger people.
— Audience metrics monitored, including reach, time spent
with the BBC, audience demographics and audience
feedback, to drive informed decision-making.
— Performance and trends discussed at ExCo andBoard meetings.

How has this risk changed during 2020/21?
The pandemic has increased the switch in demand from linear
TV to SVOD content and from radio to digital streaming andpodcast services with a significant ‘pull-forward’ effect seen
by global media players who are spending unprecedented
amounts on content with spending power far in excess of
smaller players.

Residual risk
There is a residual risk that the BBC is not able to accelerate its
response to the long-term trend of audiences moving fromlinear TV to SVOD and radio to digital streaming services.

How is this risk monitored?
— Audience metrics including reach, use, breadth, and timespent with the BBC by demographics including younger
audiences, black, Asian and minority ethnic, nations
and regions.
— Unmatched viewing.
— Metrics measured across TV, Radio, Sounds and online.

Specifically, we have identified the following to consider
and/or address:

We have also seen significant global investment in the musicstreaming and podcast services and platforms that better aid
content discovery and monetisation of online audio.
Work and lifestyle changes during the pandemic havepresented a significant challenge to listening hours e.g. in-car,commuting, gym, at work.

— Delivery of accelerated response to global technology
disruption.
— Growing iPlayer and BBC Sounds, including content,
product development and marketing.
— Retention of audiences gained during the pandemic.
— The changing role of local radio in a digital world.

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2. Creativity and content

2What is the risk?
The BBC does not maintain the quality and breadth of its
content offerings e.g. high-end drama due to operatingboundaries. This is against a backdrop where our verticallyintegrated competitors are investing heavily in content,
generating their own IP and prising away talent. Further, there
is a risk that the BBC does not retain ownership and/or control
of its IP in order to maximise audience, attribution andcommercial value.

3

4

5

What is the impact?
Reduction in high-quality content that represents the UK
impacts our ability to retain audiences in a highly competitiveenvironment.
Failure of BBC Studios to respond to market changes and meetcustomer demand could lead to loss of value across the group(reduced margins as revenue declines and cost increases) anda lack of commercially exploitable IP.

There is a risk that BBC Studios does not develop and delivera creative pipeline of diverse content, which meets its key
customer demands, wins new commissions and generates
valuable IP. BBC Studios is unable to respond to changes in
the market, including a pivot of power away from traditional
broadcasters to global players and intense competition for
creative talent.
How is this risk managed (current and planned mitigations)?
BBC Public Service— Our Across the UK plan will help revive the creative sector
outside London by bringing a cumulative extra investment
of at least £700 million by 2027/28 to the UK’s nations andregions, driving additional estimated economic benefit ofaround £850 million. It will also help to reflect the diversityof opinions and stories across the whole country.
— We will continue to create the conditions for growth in the
production sector. Over the last four years the BBC spent£1.6 billion on TV production outside London.
— Compete 100% of new TV commissions.
— Invest in our small independent producer fund (doubled to£2 million in response to Covid), and invest over £100
million in diversity and portrayal funds.
— Provide additional support for freelancers affected by the
pandemic – including more than 15,000 freelancers who wework with.
— Refresh several creative partnerships, e.g. Northern Ireland
Screen and Screen Scotland, and create new partnerships,
e.g. with Creative Wales.
— Bespoke content for the four nations and continued
investment in our production bases outside of London i.e. in
Glasgow, Cardiff, Belfast, Salford, Bristol and Birmingham.
— Focus on attracting and retaining the best creative talent.
— On-air talent and programme diversity targets in place,including the 50:50 project to promote gender equality
on screen.
— Well-established editorial function, policy with extensive
monitoring of bias, trust, accuracy, complaints andExecutive Committee and Board review of exceptions.

How has this risk changed during 2020/21?
As global media giants increase their dominant positions in
the industry, they bring significant investment and funding
into the marketplace and lock in key talent into lucrative
exclusive deals. This has significantly increased thecompetition for talent.
The pandemic has impacted the BBC’s production pipeline,
specifically in lockdown and where additional safety measures
have been implemented in line with Government guidance.
These measures will continue to be in place even after
Government restrictions are eased.

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Governance
Risks and opportunities continued
2. Creativity and content continued

2

3

4

5

BBC Studios— Commercial plans – focus on creating valuable IP andcustomer relationships.
— New creative hires embedded in production with focus
on slate development and meeting customer demand in
key areas.
— BBC Studios seeking to optimise the balance between BBC
commissions and developing new third-party commissions(including UKTV), in order to maximise value for the group.
— BBC Studios Customer Management Group exists to build,co-ordinate and optimise relationships with a portfolio of
top strategic customers.
— Demand mapping and account management in place.
Regular review of top customer portfolio and seeking togrow emerging customers.
— BBC Studios has its own international Direct to Consumer
proposition, which will also seek to leverage BBC Global
News content alongside that of BBC Studios. Successful
launch in US and Australia with ambitious plans forfurther rollout.
— Option to partner with certain key talent through Indie
relationships. Seeking ways to leverage existing talentacross genres, rather than them going externally.
— Exploring best ways to commission content (and exploring
funding models) across the group (BBC Studios Productions,
UKTV) to generate new content and maximise IP.
Residual risk
The residual risk reflects stiff competition for content, creative
talent and the continuing trends for costs and rights inflation.
Specifically, we have identified the following to consider
and/or address:— Higher production costs in the mid to long term e.g. tosecure the right level of insurance for our productions as theGovernment insurance scheme winds down.
— The programme supply for sporting events is heavily reliant
on the listed events regime.
— Challenges in securing rights and maintaining value frominvestments in an increasingly global market dominatedby a few large players.
— Availability of key talent for productions.

104

How is this risk monitored?
— Results of annual commissioning surveys.
— Value and volume of BBC commissions across high-end
productions.
— Third-party investment in BBC commissions.
— Measures of perceived and actual diversity on screen.
— Actual diversity off screen.
— Investment process that considers the value over the
lifecycle of the investment (ROI).
— Creative health of pipeline.
— Level of security of future slate from producers.
— Commissions won.
— Returning series.
— Indie portfolio performance.
— Amount of spend on owned/invested business, rather than
third party.

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3. Impartiality, trust and accuracy

1

What is the risk?
The BBC does not provide impartial, accurate and trusted news
content in the current environment, thereby not maintaining
audience trust in the BBC. A risk that our editorial processes
and procedures are not followed correctly.

3

4

5

What is the impact?
Failure to deliver impartial, trusted and accurate news erodes
trust in the BBC and leads to audience dissatisfaction and loss.

Further, there is a risk that we do not reflect the views,
opinions and identities from across the UK.
How is this risk managed (current and planned mitigations)?
— The BBC’s Editorial Guidelines set the editorial values andstandards for the BBC. The Guidelines reinforce the Charter
requirement to act in the public interest, serving all
audiences through the provision of impartial, high-qualityand distinctive output and services which inform, educate
and entertain.
— Our new impartiality and social media guidance support
the BBC’s Editorial Guidelines; together, these set thehighest standards in the industry.
— We are rolling out Safeguarding Impartiality, a new training
programme for all BBC staff.
— We have set out new rules on external engagements andlaunched an external event register, requiring all journalists
and senior leaders across the BBC to seek written
permission for external speaking engagements and otherpublic events.
— We will tackle misinformation, propaganda and the rise ofstate-backed narratives by continuing to play a leading rolein the Trusted News Initiative, an industry collaboration ofmajor news and global tech organisations.
— Our BBC Trending, Reality Check and BBC Monitoring
teams collaborate as part of an anti-disinformation unit andprovide a dedicated service, covering and debunking
misinformation daily.
— BBC News is implementing a new operating model, which
includes the creation of multi-skilled story teams, providing
journalism for all audiences, programmes and platforms.
— BBC News is moving story teams out of London via the
Across the UK programme to reflect the diversity ofopinions and stories across the whole country.
— We will launch a new network of digital community
reporters across the UK to get closer to some of our mostunder-served communities and enhance our regional online
news provision.
— We plan to work with local commercial and community
media outside the BBC, in part by backing the Local
Democracy Reporting Service, which currently provides
150 local journalists for news organisations across the UK,
and providing our new BBC local video stories to partners.
— We will monitor the impact on impartiality following theDyson report, alongside completing a Board led review ofour editorial practices and governance. Further information
is provided in the Compliance risk section on page 111.

How has this risk changed during 2020/21?
Our impartiality scores are still under pressure across thepolitical spectrum. Polarised public opinion on national
matters remains a challenge.

Residual risk
Specifically, we have identified the following to consider
and/or address:

How is this risk monitored?
— Audience surveys and metrics measuring value andimpartiality.
— Impartiality training statistics.
— External events register.

— Continuing risk with misinformation in the UK and globally.
— Extracting greater value from News Online –personalisation, telling stories digitally – on iPlayer, Sounds
and other digital platforms.

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Governance
Risks and opportunities continued
4. Global reach

1

What is the risk?
a) Global reach
There is a risk that the global reach ambition to reach
500 million people by 2022 is impacted by global market
conditions, with more choice for users and consumption
turning to social media, and by constraints to our distribution
in key territories.

3

5

What is the impact?
a) Would result in an inability to meet the global audiencetargets set for the World Service.
b) Audiences not correctly attributing content to the BBC
could result in lower levels of recorded reach, as well as
greater pressure on levels of trust in the content and/or
service in local markets.

b) BBC attribution
The high proportion of World Service reach delivered throughsyndication creates a risk that audiences in some parts of theworld do not attribute content to the BBC.
How is this risk managed (current and planned mitigations)?
— Output continues to be monitored and supported byprimary research, to develop our local and global
proposition and to understand how we can continue toreach a wider global audience, including a target for younger
and female demographics.
— Research projects on drivers of audience impact, and theneeds and behaviours of key demographics, have recently
been completed and will inform future content and productdecisions.
— The performance of all platforms is tracked across all
markets to ensure that editorial and strategic investment
decisions locally are made within the wider global context
and reach and impact goals.
— Syndication contracts are carefully managed to ensure that
we can continue to reach the broadest audience throughtrusted and reliable partners, whilst maintaining strong,clear BBC branding.
— Having the right platform mix in different markets is key
to delivering reach, influence and impact – distribution
patterns are continually monitored to ensure there is theright balance in each market.
Residual risk
The residual risk reflects the growing ambition to build onstrong global performance to deliver greater audience impact
through content and services.
Specifically, we have identified the following to consider:

How has this risk changed during 2020/21?
There has been a strong increase in audience numbers,
reaching more than 400 million. Much of this increase has
been driven by growing our digital reach – both on our own
platforms and across social sites.
Negotiations with Government over World Service investment
have led to an extension of FCDO funding to 31 March 2022,with a one-year uplift of £8 million to support the expansionof digital services and key initiatives tackling global
disinformation – e.g. investigations such as Africa Eye,which help to build brand, reach and impact.

How is this risk monitored?
— Global reach vs target.
— Quality indicators of audience impression.
— Impact indicators of BBC on audience.
— Audience mix (syndication, online).
— Composition of global audiences (younger audiences, female).

— Increasing the focus on strengthening engagement with key
audience groups and building a more habitual relationshipin key markets around the world – may place pressure on
future reach growth (in outer years beyond 2022).
— Whilst World Service funding has been secured, longerterm funding remains uncertain.

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5. Our finances

1

What is the risk?
The risk that we do not effectively manage and/or offset therising cost of producing and broadcasting the high quality andcreative output that our audiences expect.

2

3

4

5

What is the impact?
Reduction in licence fee income or returns from commercial
entities or failing to deliver on savings initiatives will have anegative impact on services and the scope of what BBC will
be able to offer its audiences, staff and contributors.

On the licence fee, the risks include licence fee decline e.g. arise in licence fee evasion or increased cost of collection or areduction in household growth. There is also a risk that the
BBC does not continue to drive efficiencies in its operations
and thereby does not deliver even greater value for money.
There is a risk that the BBC’s commercial entities fail to
respond to market challenges, therefore reducing financial
returns. The risk of a decline in advertising sales revenue for
the BBC’s commercial entities would be exacerbated by aneconomic downturn.
Future adverse changes to the actuarial valuation of thepension scheme represent a risk to financial stability, as would
any further increase in the future service costs for the defined
benefit pension scheme – further details are provided on page
47. A reduction in the BBC’s credit rating would increase thecost of funding.
How is this risk managed (current and planned mitigations)?
— Close monitoring of licence fee collection, evasion, including
reduction in household growth rates.
— Multi-year savings targets are defined and monitored.
— Scrutiny of the BBC’s financial position at the Board,
Commercial Holdings Board and BBC Executive, which has
been further enhanced by the Operations Committee.
— Our overheads have been externally benchmarked at 5% of
our total costs.
— A recovery plan has been agreed between the BBC andpension scheme trustees with a deficit payment plan agreed.
— Finance team undertake longer-term planning andforecasting to aid spend decision making.
— Annual going concern and viability reviews to assess
ongoing financial stability.
— Stable credit rating with no significant change.

How has this risk changed during 2020/21?
The financial challenges remain an elevated risk for the BBC.
Licence fee revenues show an increase year-on-year.
Viewing habits and falling audience share poses a financial risk
as people are less likely to pay the licence fee if they do notview licensable content.
The change in policy for over-75s has provided an elementof continuing income following the withdrawal of thegovernment’s concession in respect of free licences for all
over-75s. Any household where an individual is over-75 and isin receipt of pension credit will continue to be entitled for a
free TV licence, paid for by the BBC.
There has been continued focus throughout the year to deliver
efficiencies and savings plans which have been aided by avoluntary redundancy programme conducted in the year.
Significant reduction in advertisement sales continues to
impact the results from commercial subsidiaries.

Residual risk
The residual risk reflects ongoing potential adverse impacts onlicence fee revenues and the new financial returns targets forcommercial subsidiaries.
Specifically, we have identified the following to consider
and/or address:— Unknown outcomes of the BBC’s licence fee negotiation
with the UK Government creates an uncertain financial
future.
— The BBC’s financial flexibility is constrained by factors overwhich it has varying degrees of control.
— Hyperinflation in the content and talent market.
— Increased contributions from commercial activity.
— Delivery of savings plans and even greater value for moneyfrom operations.

How is this risk monitored?
— Collection rates for licence fee revenue.
— Regular reporting to external stakeholders e.g. Ofcom,
DCMS, pension trustees etc.
— Compete and compare benchmarks.
— Metrics on commercial entities performance including sales,
EBITDA and cash flow.
— BBC credit rating.
— Performance of BBC defined benefit pension scheme.
— Regular reviews and reporting to BBC Executive, BBC Board
and Commercial Holdings Board.
— Re-budgeting and re-forecasting the financials andidentifying additional savings for the year at short notice.

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Risks and opportunities continued
6. Our people

1What is the risk?
The extent of organisational and culture change in progresscreates a risk that the organisation is placed under significant
operational strain.
There is a risk that we are not able to retain employees in key
areas due to the increased level of change and disruption, pay
challenges or disengagement from failure to meet our diversity
and inclusion (D&I) targets.

2

3

4

5

What is the impact?
Inability to retain and hire talent and disengaged staff
impacting on productivity and increasing the potential ofindustrial action. Health and safety issues including mental
health from extended lockdown measures.

How is this risk managed (current and planned mitigations)?
— Placing utmost importance on the wellbeing of BBC staff
during the pandemic by offering extra support measures,
including several major policy changes – covering areas
such as expenses, exceptional leave, flexible working,attachments and managing health and attendance.
— Open and effective way of working with the unions.
— Adopting lessons learned after easing of lockdown
restrictions.
— Extensive staff communications, with engagementmonitored through focus groups and staff surveys.
— Clear diversity targets as set out in our new Workforce
Diversity & Inclusion Plan 2021-23. This plan will deliver an
inclusive culture and supports our commitment to create a
50:20:12 BBC.
— Increasing online training available to all staff via BBC
Academy during Covid-19 period and beyond.
— Working with both staff and unions to minimise the impact
of change on our people.
— Launch of myConversation; a new approach to staff
performance and development focusing on goals, career anddevelopment.
— Launch of the Senior Leadership Index Programme; aconsistent way of measuring, valuing and supporting ourleaders and ensuring they are held accountable for theirperformance.
— An ambitious plan for apprentices to build and develop
talent at early careers and beyond.
— Providing staff with multiple mechanisms to provide
feedback, be consulted on and ask questions aboutorganisational change at the BBC.
— Achieving planned headcount reductions over the budget
period of three years.
— Whistleblowing hotline in place and investigations
conducted where appropriate.

How has this risk changed during 2020/21?
Our people risk has increased due to a number of reasons as
outlined below.

Residual risk
The residual risk relates to the potential long-term effect of
current ways of working as well as the impact of significant
change across the organisation.

How is this risk monitored?
— Employee satisfaction survey results.
— Employee retention, turnover and ‘reason for leaving’.
— Black, Asian and minority ethnic, disability, gender,
LGBTQ+ representation in leadership roles and all staff.
— D&I targets monitored as part of the Senior Leadership
Index.
— Monitoring of whistleblowing hotline.
— Completion rates of training courses.
— Uptake of wellbeing resources.
— Monitoring developments on the impact of long-Covid as an
emerging condition with a view to building support for staff.

Specifically, we have identified the following to consider
and/or address:— Long-term impacts on organisational strain and new ways
of working for a simplified BBC.
— Level of change and the risk of industrial action as new
initiatives and savings plans recommence.
— Impact of long-Covid on staff.

108

The pandemic is having a significant impact on the workforce
due to extended periods of homeworking, impact on wellbeing.
The level of culture change is underpinned by a radical processof transformation within each of the BBC’s divisions,introducing bold, long-lasting initiatives and structural
innovation, creating a leaner and simpler organisation andensuring every area meets the 50:20:12 targets.
In May 2020, we launched a voluntary redundancy (VR)programme, aimed at both easing the financial pressure on the
BBC caused by the pandemic and also at kick-starting thattransformation process.
Changes to our ways of working as a result of the pandemic
and lockdown has led to anxiety and uncertainty for staff.

BBC Annual Report and Accounts 2020/21

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Operational risks and opportunities
1. Health, safety and security 
What is the risk?
The risk that we fail to protect the health, safety, security andwellbeing of our employees and members of the public withwhom we interact. This includes ensuring that those withwhom we have a duty of care over are not put at harm from asignificant single event or over a period.

What is the impact?
Inability to look after the physical and/or mental health of ourpeople, contributors and visitors. Failure in this regard may
also have a reputational, legal or regulatory and financial
consequence on the BBC.

Risk that we fail to provide a Covid-secure environment within
our workplace and sites.
How is this risk managed (current and planned mitigations)?
Health and safety:— Implementing Government-led Covid secure measures tosecure BBC buildings in response to the pandemic.
— Implementation of temperature testing at BBC buildings.
— Encouraged staff to wear face coverings.
— Issued proximity devices to office staff in order to adhere tosocial distance guidelines.
— Provided appropriate Covid testing kits to staff on site.
— Health and safety risk assessment process in place,
supported by training and safety monitoring audits.
— All reported incidents investigated to identify any
corrective action.
Safeguarding:— New Safeguarding policies have been created i.e.
International, Adults at Risk, Chaperones and SelfAssessment risks across the divisions.
— From a talent perspective, new talent training and increased
DBS checks have been introduced.
— We have developed a new indie vetting process forindependent production companies and doubled the numberof children’s advisers throughout the BBC.

How has this risk changed during 2020/21?
Whilst the pandemic significantly increased the inherent
health and safety risk to staff, contributors and visitors,
significant mitigations have been put in place and extensive
support has been offered to our workforce to adequately
manage this risk.
Reporting of Injuries, Diseases and Dangerous Occurrences
Regulations (RIDDOR) incidents remained low and within
levels expected given the size of the organisation and the range
and amount of activities undertaken.
Increased DBS checks for talent and staff has provided greater
scrutiny. New chaperone packs have helped raise awareness ofboth staff, chaperones and parents. The indie vetting process
will ensure that each indie now has a robust safeguarding
policy in place. The International Safeguarding Policy hasaligned our international offices to the BBC principles andcontrols around safeguarding.
The pandemic limited international travel to hostileenvironments and where required, online training wasdelivered. Face-to-face training recommenced in
December 2020.

Security/high-risk deployments:— Specialised training in place for staff on high-risk
deployments (and their managers) and each deployment
subject to thorough risk assessment.
— Scenario planning and simulation exercises conducted withkey management teams.
— Ongoing security reviews for BBC premises and outside
broadcasts, and close links in place with UK security
authorities and cross-sector security forums.
— All reported incidents investigated to identify any
corrective action.
How is this risk monitored?
— RIDDOR reporting.
— Performance on health and safety risk assessments.
— Completion rates of mandatory training.
— Timeliness of DBS checks and completion rates.

Residual risk
The residual risk reflects the emergence from lockdown,
adjusting to new ways of working and the continued need tosafeguard our people.
Specifically, we have identified the following to consider
and/or address:— Adjusting to new ways of working.
— Risks to our journalists physically and online, both in the
UK and overseas.
— Impact on mental health, wellbeing issues and occupational
health longer-term impact.
— Formal training and background checks on talent appliedconsistently.

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Governance
Risks and opportunities continued
2. Business management and changeWhat is the risk?
The risk that we do not effectively manage our business
operations and material change programmes impacting thedelivery of strategic or operational goals. This includes thecritical project portfolio, business continuity plans, third party
suppliers and anti-fraud processes.

What is the impact?
The BBC is subjected to unexpected financial cost, adetrimental impact upon our reputation and/or regulatoryintervention. Delays to critical change initiatives impacts theBBC’s ability to deliver against key strategic and operational
objectives as well as impacting financial sustainability andstaff morale.

How is this risk managed (current and planned mitigations)?
— The creation of the Operations Committee strengthens
management accountability and responsibility for criticalprojects.
— Senior level sponsors and Executive champions of all
critical programmes.
— Dedicated, skilled project teams applying project
management disciplines (the BBC Way).
— Implemented ‘Set up for Success’ reviews with third-party
subject matter experts.
— The Corporate Project Management Office (PMO) assures
the business benefits and outcomes of critical projects
through its assurance framework and ongoing engagement.
— Procurement monitor spend to ensure that suppliercontracts are in place, and to assess the adequacy of suppliermanagement to deliver value for money.
— Development of a counter-fraud policy and metrics withsupporting processes.

How has this risk changed during 2020/21?
The ongoing pandemic impacted both suppliers and internal
project resources, with construction projects and changes in
our News operation being particularly strained. A Board
review to re-validate and re-confirm major project plans andbenefits was undertaken. In parallel, positive management
action and a flexible approach allowed projects to deliverlarge-scale benefits within a rapidly changing environment.

Residual risk
The residual risk relates to the ongoing challenges in delivering
the Critical Projects Portfolio (CPP).

How is this risk monitored?
— Monthly status reporting of critical projects to the
Operations Committee and BBC Board.
— Operations Committee oversight of strategic change.
— Independent assurance of CPP to Executive Committee,
Board and ARC.
— Rolling Internal Audit fraud assurance plan.
— ARC deep dives are conducted.

Specifically, we have identified the following to consider
and/or address:— Given the scale and pace of change across the organisation,
the risk of organisation strain and change fatigue is high.
— A high number of projects with interdependencies.
— Historical challenges with programme management.
— Risk of fraud likely heightened e.g. with temporary ways ofworking in place, wider economic factors.
— Divisional controls framework and management attestationof controls.

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Covid-19 has been an accelerator for large-scaletransformation. Strategic change ambition and responding tochanges in the market needs to be shaped for implementation.
Continued level of supplier/market uncertainty following
Brexit and a year of atypical trading as a result of thepandemic.
Internal Audit have continued with a rolling programme ofcounter-fraud assurance activity, covering areas such as
supplier payments, banking controls and IT asset usage.
Development of a Control Self Assessment (CSA) process foroverseas bureaux has commenced.

BBC Annual Report and Accounts 2020/21

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3. ComplianceWhat is the risk?
The risk that we fail to comply with legal, regulatory and otherstandards/obligations (including internal requirements e.g.
editorial compliance) pertaining to the BBC.

What is the impact?
Inadequately managed compliance risk may result in
reputational damage, loss of trust, legal action, fines orother penalties.

How is this risk managed (current and planned mitigations)?
— Policies in place, aligned with legal and regulatory
requirements, supported by advice from subject matter
experts, and detailed monitoring and reporting.
— Mandatory training modules covering key compliancerequirements (e.g. anti-bribery, bullying and harassment,
disability confident, fair selection, fair trading).
— Established editorial policy in place, with review in progressto ensure it remains fit for purpose.
— Process in place to ensure compliance with Ofcom
regulatory requirements, also supported by reporting andmonitoring.
— Ofcom complaints monitored with regular reporting to the
Director-General and Executive Committee, and monthly
Board reporting.
— Specialist teams in place to support compliance with tax,
legal e.g. employment, litigation, and other regulatorycompliance requirements.
— Timely completion of staff onboarding and renewals of
relevant checks including eligibility/right-to-work anddisclosure and barring.
— Due diligence and vetting checks on key suppliers andthird parties.
— The BBC will participate in the next formal review of BBC
governance as set out in the Royal Charter.
— The BBC Board has commissioned a Board led review of theBBC’s editorial practices and procedures, including therobustness and independence of whistle blowing processes
in editorial areas. The review will examine current practices
and identify the lessons to be learned from Lord Dyson’s
review which may be relevant today.

How has this risk changed during 2020/21?
There continues to be a high level of scrutiny in the regulatoryenvironment and external interest in editorial judgements.

Residual risk
The risk of non-compliance with legal, regulatory requirements
and other obligations remains and may increase as the focus of
regulatory bodies returns to business-as-usual matters.

How is this risk monitored?
— Compliance against Ofcom requirements.
— Complaints (volume and management).
— Legal cases and outcomes.
— Tax proceedings and ongoing cases.
— Grievance and disciplinary case numbers and trends.
— Whistleblowing process.

Specifically, we have identified the following to consider
and/or address:

The trend of increasing complaints volumes has continued due
to polarised public opinion, the political landscape and the roleof social media.
We have sought to minimise the impact of not meeting all
Ofcom quotas due to the pandemic.
The Dyson report brings into focus our editorial processes,
guidelines and governance arrangements.

— Ofcom’s approach to regulating the BBC.
— Management of the overall trend of increasing complaints
levels.
— Implementation of actions arising from the EHRC report.
— Concluding HMRC enquiries (successfully within timelines
and finances).

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Governance
Risks and opportunities continued
4. Technology What is the risk?
The risk that we fail to provide a resilient broadcasting service
across all distribution channels and/or protect theconfidentiality, integrity or availability of the BBC’s data
through a cyber-attack.

What is the impact?
Potential to compromise the availability, integrity andaccessibility of information, which could result in reputationaland financial damage and non-compliance with legal andregulatory requirements.
Potential to compromise the ability of our technology andservices to enable us to perform effectively as an organisation.

How is this risk managed (current and planned mitigations)?
Broadcast technology:— Resilience is designed into the BBC’s systems and services,for example ensuring no single points of failure in criticalsystems. This multi-layered approach is a core componentof the BBC’s business continuity capability.
— Operational performance for both broadcast and online
services is continuously monitored using a range of metrics,
including service availability, outages and incidents. Targets
for our critical services form part of our contractual
agreements with our key partners.
— Business continuity and disaster recovery plans in place.
During the pandemic we took the opportunity to review
and improve our already well-rehearsed business continuity
and disaster recovery plans to incorporate key learning
points from the pandemic, providing further assurance
for the future.
Cyber security:— Single points of failure are identified and actions taken as
appropriate.
— Recovery plans are in place and tested.
— Outages and adherence to recovery time objectives areclosely monitored to ensure minimal disruption tobroadcast services.
— Extensive policies and procedures are in place to detect andprevent cyber threats and liaison with the National Cyber
Security Centre to provide cyber risk intelligence.
— This year the National Cyber Security Centre provided
assurance to DCMS, the lead Government Department, that
there is sufficient resilience in the linkage between the BBC
and Arqiva to maintain our output.
— We have also revisited all aspects of our ransomware
response planning, including threat modelling, mitigations,back-up processes and recovery functions. Our approachhas been tested and we plan to undertake a ‘Gold’ level
exercise over the coming months.
— Appropriate monitoring mechanisms are in place to provide
threat monitoring services with incident management
capabilities.
— Mandatory data protection and cyber security training
has been rolled out to the organisation.
— New technologies and processes implemented to facilitateand enhance remote working, technical support andemployee onboarding.

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How has this risk changed during 2020/21?
Operational resilience and performance:
In response to the pandemic, the rapid shift to remote working
was implemented successfully. Previous years’ investment insecure remote working capability supported this seamless
shift, also mitigating the risk of increased vulnerability
resulting from a cyber-attack.
Our site-based output-critical operational teams and ourability to broadcast were safeguarded using a range of Covidsecure controls, including segregation of sites, teams andnon-overlapping shift rota patterns, implemented in line with
Government guidance.
Despite the broadcast-critical Control Room teams working
longer 12-hour non-overlapping shifts from the beginning ofMarch 2020 to date, there has been no deterioration of ourperformance data in our output areas. Broadcast continuity
plans have been tested, updated and assured.
Cyber security:
The risk that the BBC will continue to be targeted by maliciousand sophisticated cyber-attacks remains high. Throughout the
pandemic, our IT infrastructure and services have remainedrobust, supporting c.18,500 employees to work remotely fromhome for the first time, during which period we haveexperienced relatively few incidents.

BBC Annual Report and Accounts 2020/21

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4. Technology continued
Residual risk
Specifically, we have identified the following key residual risks
to consider and/or address:— Legacy broadcast infrastructure. The BBC has a varied
infrastructure supporting corporate, broadcast and digital
services of which the corporate and broadcast
infrastructure in particular is ageing, resulting in somevulnerabilities.
— Third-party suppliers: risks associated with the delivery
and performance of some of our third-party suppliers.

How is this risk monitored?
— The Cyber Security Dashboard is used to track ourorganisational cyber security maturity against the National
Institute of Standards and Technology framework, toprovide a strategic view of the BBC’s residual risk.
— Specific risks are owned at the appropriate level within
the organisation.
— Risks assessed as ‘high’ and above are included in thequarterly cyber security report to the Audit and Risk
Committee.
— Ongoing monitoring of a range of indicators, including
completion of mandatory training; level and severity ofcyber-attacks; policy dispensations and risk acceptancepoints; level of disruption to content output.

5. Data protection
What is the risk?
The risk that we fail to comply with the UK and EU GDPR anddata protection legislation and fail to adequately protect thepersonal data we process and handle.

What is the impact?
Inadequately managed data protection risk may result in
reputational damage, loss of trust, legal action, fines or otherpenalties from the regulator (ICO). It may also result in a lack ofinnovation, and inability to support the BBC’s long-term goals
and evolving data strategies.

How is this risk managed (current and planned mitigations)?
— UK GDPR-compliant policies and processes on dataprotection and privacy, including data subject rights andpublic-facing privacy policies.
— Data protection training and awareness for staff, including
the introduction of an advanced module and a refresh of themandatory training module.
— Resilience of IT systems.
— Access to in-house and external data protection legal advice.
— Oversight by the Data Protection Officer.

How has this risk changed during 2020/21?
The risk profile is increasing due to a rise in personal data
breaches more broadly, and an increase in those that werereported to the ICO.

Residual risk
The residual risk relates to increased processing of special
category personal data, the significant shift to greater offsite
working and the growing role and use of data in BBC productdevelopment and personalisation. This is alongside anincreasing awareness of individuals’ rights under GDPR,
which has been evidenced through the volume of data subject
rights requests.

How is this risk monitored?
— Level of reporting to the ICO, including timelinessand results.
— KPI metrics/dashboards for several data protection areas
including number of data incidents and breaches; number
of DSARs and timeliness of response; number of otherdata subject rights requests and complaints metrics.
— Data Protection Forum (Data Protection Officer, Chief
Information Security Officer, Director of Legal – Information
Rights, and BBC Studios’ Chief Privacy Officer).

Specifically, we have identified the following to consider
and/or address:

We continue to see an increased awareness of individuals’
rights under the GDPR, with an ongoing upward trend in thenumber of data subject requests.
We have seen an increase in ICO complaints, although we
continue to experience a very good success rate with the ICO in
relation to FOI.

— Consistency of application of data protection complianceacross the BBC.
— New technologies and products having a data protection
impact.
— Covid-related initiatives for both productions and staff.
— Increased Data Subject Access Requests (DSARs)/Freedomof Information (FOI) requests.
— Ongoing timeliness of DSARs.

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Governance
Risks and opportunities continued
6. Environment sustainability and climate changeWhat is the risk?
The risk that we do not manage our impact on the environment
from our productions and operations in line with our 2030 Net
Zero ambition. Additionally, that we don’t consider the physicaland transition risks posed by climate change on our business
operations.

What is the impact?
Negative public and audience perception for not meeting Net
Zero commitments, insufficient impartial coverage of climaterelated matters resulting in audience dissatisfaction and loss.

How is this risk managed (current and planned mitigations)?
— Voluntary adoption of the TCFD framework.
— Commencement of work to baseline Scope 1, 2 and 3
emissions and setting of science-based targets to inform our
Net Zero strategy.
— Enhanced the governance arrangements over sustainability.
— Mandatory Albert certification for in-house productions
with a potential for this to expand to independent
production companies.
— Sustainable production training in place for production staff.
— Editorial training in place e.g. for commissioning editors,
producers and programme makers.
— Targets and commitments to manage our energy
consumption, carbon emissions and waste management.
— Continued provision of specialist content for TV, radio,
podcasts on environment sustainability and climate change.
— Regular mode of internal communication campaigns andactivities on environmental matters.

How has this risk changed during 2020/21?
The risk profile is increasing due to heightened expectations
and demands being placed on businesses to tackle climatechange and sustainability matters.

Residual risk
The residual risk relates to the mid to long-term delivery,
execution and operationalisation of our Net Zero strategy.

How is this risk monitored?
— Regular reporting and metrics relating to energy
consumption, waste management and carbon emissions.
— Monthly oversight provided by the Sustainability SteeringGroup.
— Implementation of the TCFD roadmap.

Specifically, we have identified the following to consider
and/or address:

The BBC has made a public commitment to become Net Zeroby 2030 and has commenced a programme of activity tosupport this ambition that includes setting science-basedtargets. The BBC has also adopted the TCFD framework andclimate-related risk disclosures.

— The level of investment, innovation and change required todeliver our Net Zero strategy.
— Ability to influence suppliers and partners in sustainability
and climate-related decisions.
Note The risks listed do not compromise all those associated with the BBC and the numerical referencing does not denote an order of priority Additional risks and uncertainties
not presently known to management, or currently deemed to be less material, may also have an adverse effect on the BBC These less material risks are kept in view in case theirlikelihood or impact should show signs of increasing

Risk management and internal control
framework
The BBC’s process for identifying, evaluating and managing
significant risks remains aligned with the Financial Reporting
Council’s Guidance on Risk Management, Internal Control and
Related Financial and Business Reporting. Risk management
mechanisms are embedded within each division, with central
co-ordination to identify, escalate and manage pan-BBC risks.

Assessing the effectiveness of risk
management and internal control
The Board continues to use several mechanisms to help it assess
the effectiveness of the system of risk management and internal
control across the BBC in order to make its assessment that theoverall level is adequate.
Risk oversight: The Board delegated responsibility for thedetailed review of risk and control processes to the Audit and Risk
Committee (ARC). The ARC met six times during 2020/21 toprovide scrutiny and oversight over the effectiveness of controls
and the management of risks (further information is provided on
page 95). A regular risk report is also presented to the BBC Board.
Internal Audit: The Internal Audit function maintained its
independent reporting line into the Chair of the ARC andconducted a programme of audits aligned to the principal risks
114

facing the BBC. Findings from these audits have been reported tosenior management and the ARC, with remediating actions
tracked to completion.
External audit and assurance: The findings of external audit
work performed by the National Audit Office (NAO) have beenreviewed by the ARC, and any recommended actions are tracked
to completion. In addition, the National Audit Office continued its
programme of Value for Money audits. There is also external
assurance provided on our Fair Trading arrangements for
ensuring that our processes and practices, when we undertake
commercial and trading activities, does not risk distorting themarket. These arrangements are overseen by the BBC’s Fair
Trading Committee. In 2020/21, the NAO completed a reviewof the BBC’s strategic financial management. The NAO’s review
recognised the BBC’s broader financial challenge emanatingfrom the wider media and regulatory landscape in which it
operates, which has been further exacerbated by the pandemic.
The NAO’s recommendation to develop a long-term financial
plan is in progress.
Whistleblowing: A protected disclosure policy is in place,
supported by a ‘whistleblowing’ hotline, administered by anindependent external company to ensure anonymity. This has
been extended and is now available in 43 languages. A nonexecutive director has been named on the policy as the contact
for the raising of the most serious concerns.

BBC Annual Report and Accounts 2020/21

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Viability statement
In accordance with the UK Corporate Governance Code, theBBC Board has assessed the prospects of the Corporation overa longer period than the minimum 12 months required by thegoing concern provision. The BBC Board has considered theassessment over a three-year period.
The three-year plan covering the period to 31 March 2024 has
been considered by the BBC Board. A three-year horizon isconsidered appropriate as this is in line with the BBC’s budgetingand planning process. The three-year plan considers cash
flows as well as the financial covenants and credit facilities.
Key assumptions underpinning the three-year plan, and theassociated cash flow forecast, are the licence fee settlementthat set the financial parameters for the BBC from 2017/18 to
2021/22, the Charter and Agreement that protects a licence
fee until 2027 and the impact of the Covid-19 pandemic on
licence fee income, costs and saving programmes. The BBC
and DCMS are currently in discussions regarding the licencefee settlement for the next five years. Another key assumption
is that the current agreement continues; should this bedifferent, changes will be implemented to ensure that the
BBC continues to operate within its financial constraints.
A robust assessment of the principal risks facing the Corporation,
as described in the Annual Report and Accounts frompage 100, has been undertaken, including those that would
threaten its business model, future performance, solvency
or liquidity. For 2021/22, Covid-19 continues to provide a
backdrop of economic, financial and operational uncertainty
and finances continue to require stringent management todeliver the BBC’s purposes within the funding available;
consequently, we conducted additional financial stresstesting and sensitivity analysis, considering income at risk
as well as the impact of our response plan to the crisis.
Sensitivity analysis is applied to the cash flow to model
the potential effects should principal risks actually occur,
individually or in combination. The peak borrowing
requirement was calculated by modelling a combinationof severe but plausible risks; however, with the inclusionof mitigations, the cash flows remained within the
borrowing limit throughout the three-year period.
Taking account of the BBC Group’s current cash position,
principal risks and the aforementioned sensitivity analysis,
the Board has a reasonable expectation that the Corporation
will be able to continue in operation and meet its liabilities as
they fall due over the three-year period of the assessment.

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115

GovernanceCommercial Holdings Board report
It has been a pleasure to chair the Commercial Holdings Board
this year. We have a key role in helping the BBC Group to
implement the commercial strategy that is agreed by the BBC
Board. In turn, the income the BBC receives from commercial
activity is a vital supplement to public funding, helping deliver
more high quality news and programming to audiences. The
public service purpose that drives the BBC’s commercial
activities has never been more clearly in evidence than thisyear, when all parts of the BBC pulled together to respond to
Covid-19.
There have been a number of changes to our membership during
the year. Tony Hall and Bal Samra both stepped down from theBoard. We were joined by Mark Linsey as a member when Tom
Fussell took on the interim CEO Studios role. More recently,
Sarah Jones has stepped down from the Board to be replaced byPeter Ranyard, the BBC’s Head of Commercial Legal. The nonexecutive members through the year have remained as Steve
Morrison, Mai Fyfield and Dharmash Mistry, all of whom bringunique and invaluable experiences to our work. We met seventimes during the year and also conducted business offline.
Throughout this report, the BBC’s response to Covid-19 is laid out
and the area of production was especially hard hit and challenged.
Teams across the BBC’s subsidiaries worked tirelessly to getbusiness, productions and services up and running again in safe
and compliant ways. We, as a Board, would like to pay tributeto all those who work in the BBC’s commercial subsidiaries,
for the dedication, courage and resolve shown this year.

Elsewhere, we have also reviewed the strong performance ofUKTV, a year on from the BBC’s initial purchase. In a toughmarket, it was gratifying to note that all the targets set under the
initial deal have been met or exceeded. Again, this is testament
to the strong and purposeful work of the team in making themerger work. We have also looked closely at developing plansfor growth in BBC Studios, including the move of further public
service functions to the commercial side of the BBC. We willcontinue to monitor the move of Children’s production into
Studios. We are also paying close attention to the opportunities
that the distribution of news offers to the BBC globally, withplans to grow the BBC and BritBox brands in North America
and worldwide a subject of close focus in the coming year.
All the above suggests it will be another fascinating andchallenging year for the Board, as we work to ensure thatthe BBC can deliver ambitious plans for commercial growth,both to strengthen the long-term financial sustainabilityof the Group and to ensure we continue to deliver the most
support possible to the UK’s vital creative industries.

Elan Closs Stephens
Chair, Commercial Holdings Board
18 June 2021

The impact of Covid-19 can be seen in the results across thesubsidiaries this year, in different ways. The performance in
BBC Studios represents a great achievement in returning to
production and maintaining sales as far as possible, thoughwith inevitable extra costs driven by the additional safetymeasures needed to keep productions safe and secure. BBC
Global News saw difficulties in the advertising market,
but audiences turned to the service for trusted news andinformation in high numbers, underlining the importanceof the BBC’s global news output. And huge credit must go to
the teams in Studioworks for their exceptional performancein supporting safe productions across the industry.
As a Committee, during the year we took a close interest in
the work being done in BBC Studios to support their staff andthe wider creative sector. The senior team have put in place astrong wellbeing and support offer and we also supported thedecision to repay furlough payments and to offer additional
charitable support to the production sector through donations.
All of this was done in the context of a more positive year
than had originally been anticipated at the outset of Covid-19.
EBITDA of £144 million and a dividend to the BBC of £73
million, though down substantially year-on-year, both represent
a year of strong performance in a challenging environment.
Within Studios, the Board would like to acknowledge theimportant role played by Tom Fussell in achieving this. Tom
has stepped up as interim CEO since September and has led theorganisation with great clarity and focus during that time.

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Editorial Guidelines and Standards Committee report
Ensuring the BBC has the highest editorial standards isessential to the reputation of the BBC and to audience trust.
We therefore welcome the renewed commitment to
impartiality announced by the new Director-General during
his first few weeks in office.
Much of the Committee’s work this year has been focused on
safeguarding that impartiality. As the Board Committee
responsible for editorial standards, we have supported, and where
necessary challenged, executive initiatives in this area, including
new guidance on the use of social media by BBC personnel in bothprofessional and personal capacities; new guidance on
impartiality; and an ambitious impartiality training programme,
tailored by genre and editorial responsibility. Ensuring that the
BBC continues to provide high-quality impartial output is afundamental priority for the Committee. We will continue tomonitor impartiality scores and other relevant research tosupport the BBC’s work in this area.
May 2021 saw a complex set of elections being held in England,
Scotland and Wales. The actual day of the election fell outside thescope of this report, but approval of the election guidelines todetermine how the BBC approached these elections fairly, alongwith approval of the criteria for allocating party election
broadcasts, are within this reporting period. The Editorial
Guidelines and Standards Committee (EGSC) ensured the election
guidelines reflected the BBC’s commitment to due accuracy anddue impartiality, that all legal and regulatory requirements were
fulfilled, and that the guidelines reflected circumstances in the
devolved nations. The Committee also worked to ensure that thecriteria for the allocation of party election broadcasts were fairand fully compliant with legal and regulatory requirements.
A core function of the Committee is to oversee the BBC’s
complaints process and to ensure adherence to the BBC’s editorial
guidelines and Ofcom’s broadcasting code. Following an
independent review of the complaints process in 2019, the BBC
Board delegated authority to implement the recommendations of
this review to the EGSC. The Committee has received regular
updates on the executive’s progress with these recommendations
and we are pleased to report that all recommendations have been,or are in the process of being, completed. The BBC’s complaints
framework was updated to reflect the outcome of this review. The
new framework came into effect in June 2020, following a public
consultation.
The volume of complaints to the BBC remains a concern. Thisfinancial year has seen another sharp increase in the number ofcomplaints received. At stage 1 of the complaints process, the BBC
received 462,255 complaints, an increase of 93,878 on last year.
The Committee has explored the reasons behind this increase involume year-on-year and asked the executive to review theoperational handling of complaints.
In spite of the large volume of complaints, the KPI targets set by
Ofcom of 93% and 80% for answering complaints at stages 1 and
2 respectively of the complaints process were met. 93% ofcomplaints at stage 1 and 87% of complaints at stage 2 werehandled within the target timeframe of 10 working days for stage
1 complaints; 20 working days for standard stage 2 complaints;
and 35 working days for complex stage 2 complaints.

The ‘BBC first’ system of handling complaints is working wellwith no overturning of BBC decisions by Ofcom. Ofcom has foundthe BBC in breach of sections 7 and 8 of the broadcasting code
(fairness and privacy) on two occasions in this reporting period –once for Reporting Scotland (broadcast 6 May 2020) and once forNewsnight (broadcast 5 November 2019). Fairness and privacy
complaints may go directly to Ofcom, and do not have to follow
the ‘BBC first’ system. The executive has accepted these findings
and lessons have been communicated to programme teams.
As required by Ofcom, the BBC continues to publish fortnightly
details of programme complaints which number over 100 and fallwithin the remit of the Ofcom broadcasting code. These bulletinsare published at: bbc.co.uk/contact/complaint-service-reports.
With the publication of the new complaints framework in June
2020, these bulletins now include fully reasoned versions of
upheld and resolved findings and also some not upheld findings.

Editorial complaints and lessons learned
The majority of BBC content complied with the standards set by
the BBC’s editorial guidelines. However, the following serious
breaches were identified by the executive and reported to theCommittee, together with action taken.
No Country for Young Women, BBC Sounds podcast – two breaches.
A short video trail for an episode was published on Twitter
without following social media compliance protocols. The video
was taken down.
The second breach was in relation to a non-compliant episodebeing broadcast due to technical issues.
Action taken: compliance procedures have been tightened for
podcasts and communicated to editorial teams.
Panorama – filming in a hospice without appropriate consent.
Action taken: the risk assessments have been tightened andrefresher training given on consent. The programme was
not broadcast.
Drivetime, BBC Radio Scotland – breach of accuracy guidelines
during a live interview about an incident at a hostel in Glasgow
to house asylum seekers. Action taken: on-air apology given.
BBC Africa – misconduct during an investigation into prisonsin southern Africa. Action taken: investigation suspended.
Life and Birth – breach of privacy. Action taken: programme
revoked from iPlayer and edited. Training given about informed
consent when filming in sensitive locations.
Blue Peter – breach of guidelines on conflict of interest/undue
prominence during the announcement of a new presenter.
Action taken: guidelines have been explained to less experienced
presenters and agents.
5 live Breakfast – undue prominence during an interview witha brand ambassador. Action taken: production staff have been
reminded about guidelines.
BritBox US – publication of non-compliant series. Action taken:
the governance structure has been reviewed and a new editorial
escalation process is now in place.

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Editorial Guidelines and Standards Committee report continued
BBC Radio London/BBC Local Radio – malicious caller targeted
local radio stations and managed to get on air on Sunny and Shay,
BBC Radio London. Offensive language used and there was adelay in the caller being cut off due to staffing issues. Action
taken: changes have been made to the compliance policy toensure that sufficient live broadcast support is available.
Dancing with the Stars, Nepal – inappropriate dance routine inbreach of format licence. Action taken: licence will not be renewedwith this broadcaster and changes have been made to licences forthis format to include the right to terminate immediately where
there is no chance of restitution.
Our School, CBBC – child shown briefly on screen without consent.
Action taken: the programme was immediately revoked. Extra
consent measures have been agreed with the production company
and the school.
BBC Arabic Trending – interview with a convicted terrorist in
breach of the editorial guidelines. Action taken: the clip has been
removed from digital platforms. The sign-off process has beenstrengthened.
In addition to these breaches, the BBC’s Executive Complaints
Unit found a total of 40 breaches of editorial standards in thisreporting period. As with the serious editorial breaches, these
editorial breaches are reported to the Committee, together withaction taken by the executive.
I am grateful to my fellow non-executive directors, Nicholas
Serota and Tanni Grey-Thompson, for their work on thisCommittee in overseeing editorial standards. This year, Tony Hallleft the Committee and we welcomed Tim Davie in his place. Tim
joins Fran Unsworth as the executive representatives on EGSC,
with David Jordan continuing in his role as principal adviser tothe Committee.
In the next year, the Editorial Guidelines and Standards
Committee will be instrumental in the review of the BBC’s
editorial practices following Lord Dyson’s report on the 1995
Panorama interview with Diana, Princess of Wales. This review
is being led by Nicholas Serota.

Ian Hargreaves
Chair, Editorial Guidelines and Standards Committee
18 June 2021

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Nations Committee reports
The four Nations Committees support the Board in reviewing and monitoring the output and performance of the BBC acrossthe UK. This section provides a report from the Chair on the work of each Committee during the year.

Wales

ScotlandThis past year was dominated by the Covid-19 pandemic. The
Committee met virtually throughout the year, including an
additional, informal meeting early on in the pandemic, to hearmore about the way BBC Cymru Wales adapted to the challengesof remote working and the consequences of lockdown for TV
productions in particular.

2020 was the Covid pandemic year, so it was a significant challenge
for our production teams. Many programmes had to be delayed oraltered. But as Chair of the Scotland Committee, I am delighted toreport that BBC Scotland rose to these challenges to ensure that
our audiences continued to be served with outstanding content.

Despite the lack of large sporting events and reduction of drama
and entertainment productions, BBC Cymru Wales met thechanging needs of audiences and their demand for reliable
information, with BBC Wales Today resonating particularly wellwith audiences. Other programmes were commissioned to reflect
lockdown and its impact across the country; Wales in Lockdown
for example, was a five-part series for BBC One Wales capturing
how individuals had to adapt and cope with new, unprecedented
challenges. BBC Wales’ radio stations adapted their schedules
quickly and effectively to ensure listeners across Wales had afaithful companion throughout the period, with their favourite
presenters to guide them. All this against a familiar backdrop
experienced by so many across the globe; the teams were moving
at pace to adopt new ways of working – including extensive homeworking – from the outset of the crisis.
Whilst the pandemic and its challenges for employees and thebusiness as a whole was front and centre of every meeting, we
continued with our regular Audience Engagement session in theautumn and met with audience members from South and NorthWest Wales to find out about their lives in lockdown and the
media services they have used and found most valuable during
this time.
I was joined on the Committee by Ian Hargreaves, Ken
MacQuarrie, Rhodri Talfan Davies and Rhys Evans. At the end of
2020, Ken MacQuarrie retired from the Committee and Rhodri
Talfan Davies took on additional responsibilities as part of his
new role as Director, Nations. My thanks go to Ken MacQuarriefor his wise counsel over the years. He has been an invaluable
member of this Committee.
BBC Cymru Wales completed the move to its new headquarters
in Central Square, Cardiff during the year and I and my fellow
Committee members would like to congratulate Rhodri Talfan
Davies and his executive team for the successful transition andcompletion of the project. Whilst our virtual meetings over thelast year have been informative and allowed for constructive
discussions, face-to-face meetings would normally have enabledmore informal exchanges with colleagues. In our forthcoming
meetings, we look forward to the implementation of the BBC’s
Across the UK plans and the opportunities they bring for
BBC Wales.
More detailed information on BBC performance in Wales can befound at pages 32, 162 and 170 of this Annual Report.

Elan Closs Stephens DBE
Chair, Wales Committee
18 June 2021

Within days of the first lockdown, as schools closed their doors,
the Scotland Channel provided a welcome platform for weekday
broadcasts of Bitesize and Authors Live programmes, helping
learners, teachers and parents. And, with religious services
suspended and buildings closed, the introduction of Reflections at
the Quay and The Service helped to provide for Scotland’s diverse
faith communities, and were much appreciated. As the path of thepandemic continued to take its twists and turns, BBC Scotland
provided up-to-the-minute coverage, broadcasting the First
Minister’s Health Briefings, expert medical analysis and interviews
with opposition parties.
The recently announced Across the UK initiative marks a major
shift in programme commissioning policy. For the first time, 60% of
TV production will be commissioned from outside London and theSouth East, a rise of 10%, and 50% of Radio commissions, anotherrise of 10%. Covid programme suspensions reduced spend in
2020/21 but I see signs of recovery for 2021/22. Rugby fans will bepleased to see the BBC has secured rights to all Scotland homematches in the Six Nations tournament for four years from 2022.
The Committee was particularly pleased that Ofcom’s Annual
Report on the BBC considered that the Scotland Channel
performed relatively well in its first year, attracting new voices andtalent. I was also impressed that the channel was reaching young,
underserved audiences. BBC Scotland is now the channel with thehighest audience reach in Scotland outside the Big Five.
Towards the end of the year, the Committee hosted a discussion
on plans for the Elections in May. Specialist themed programmes
including subjects such as Health, Education, Climate Change, andScotland’s Future were produced. Two Leaders’ Debates were also
held. The first one on 30 March reached 1.2 million viewers
UK-wide. The BBC Scotland Election Results programmes werewatched by 1.9 million people, 43% of all adults in Scotland. This
was a remarkable performance. It is also pleasing to note theforthcoming SpeakGaelic initiative on BBC ALBA, with content on
the TV channel, the internet and on ALBA’s YouTube channel.
In spite of Covid, the Scotland Committee continued its round of
meetings virtually, including audience engagement and a special
meeting with Ofcom’s Scottish Advisory Council. We exchanged
views on the nature and continued importance of public service
broadcasting.
The past year has seen changes in the membership of theCommittee. Steve Carson took over as Director of BBC Scotland
after Donalda MacKinnon’s retirement and Rhodri Talfan Davies
became Director, BBC Nations. As my term as the Member for
Scotland finishes next year, this will be my last Annual Report.
I wish to particularly thank Ken MacQuarrie, the previous Directorof Nations and Regions, for his long-standing service to the BBC
and his work in establishing the new Board’s Nations Committees.
My thanks also go to the former BBC Chair, Sir David Clementi,
who served as a member, and to Ian Small, BBC Scotland’s Directorof Policy, for his excellent work for the Committee.

Steve Morrison
Chair, Scotland Committee
18 June 2021
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119Governance
Nations Committee reports continued
Northern Ireland

England

The Northern Ireland Committee met on two occasions during
the year. These meetings took place virtually, taking account ofCovid-19 restrictions, and they looked in detail at the BBC’s
coverage of the pandemic and its impact on local services
and audiences.

The Committee commends the work of the BBC England teamthrough what has been a desperately difficult year for everyone– staff and audiences alike. The Committee continued to meet
remotely during the year and its focus during this period has
been to support staff working in difficult circumstances, to hear
feedback on audience initiatives, and to provide an overview
of the implementation of the new plans for England.

We await the expected appointment of a non-executive BBC
Board Member for Northern Ireland. They will have an importantrole in guiding the development of the Committee’s work,
including its engagement with BBC teams and local stakeholders.
During the year, members of the Committee have included Peter
Johnston, Director, BBC Northern Ireland, and Mark Adair, Headof Corporate Affairs, BBC NI. Elan Closs Stephens attended
meetings as a non-executive member and the former Chairman,
David Clementi, also attended meetings. Both Ken MacQuarrieand David Clementi have now left the Committee and Rhodri
Talfan Davies has joined as the new Director, Nations. Fran
Unsworth, Director, News, also sits on the Committee. The
Committee’s membership, role and activities will be refreshedas part of commitments set out in the BBC’s Annual Plan andcoinciding with the appointment of the BBC Board Member
for Northern Ireland.
This year involved significant challenges for the BBC and thecommunities that it serves in Northern Ireland. The Committee
discussed the BBC’s response to Covid-19 across the range of its
local output, including the important role played by our news
programmes. It also looked at coverage of Brexit-related
developments and plans to mark the centenary of Partition andthe establishment of Northern Ireland.
The Committee received detailed briefings on audience data andthe BBC’s financial performance in Northern Ireland. It heard
about the impact of network drama productions and also theBBC’s role within their wider creative economy, much of which
has been underpinned by our partnership with Northern Ireland
Screen. And it received updates on BBC investment plans
within the region and how these can be adapted to takeaccount of changing needs and circumstance and to maximise
audience benefits.
In the coming year, the Committee will look at what the BBC’s
Across the UK commitments mean for local audiences,programme-makers and the creative industries. It will want tobuild on the work undertaken by Ken MacQuarrie as Chair of theCommittee and to understand the ways in which BBC Northern
Ireland’s local and network output can be further developedand improved.
More detailed information on BBC performance in Northern
Ireland can be found at pages 34, 163 and 179 of thisAnnual Report.

Throughout the pandemic BBC England brought trusted local
news and information to audiences, and connected communities
even more deeply than before. The team also successfullytransformed the service to focus more on underserved audiences;
apply what has been learnt from the pandemic to provide a better,more efficient service to audiences; and deliver annual savings of£25 million.
A major part of the Committee’s work has always been to meetdifferent audience groups across the country to hear directly theirviews about our services. Unfortunately, due to the pandemic
restrictions we were only able to hold one audience engagement
session this year, run through video-conference.
This year has clearly demonstrated the importance audiences
place on local services, particularly in challenging times whentrusted information and community support are essential.
Almost 4.5 million people were in contact with local radio
through the Make a Difference campaign which connects groups,
organisations and listeners who want to offer help to those inneed and it is now set to be expanded across the BBC. The 6.30pm
regional bulletin remained the most watched news programme inthe country and attracted the largest average audience in Englandof any TV programme on any channel for 23 consecutive
weeknights at the start of 2021.
During the year the Committee was chaired by Dr Ashley Steel,whose Board appointment came to an end in December. The
Committee has been extremely grateful for the hard work andcommitment she brought to the role. Other members of theCommittee this year have included Tom Ilube, non-Executive
Board member, Helen Thomas, Director of England, and Adrian
Mills, Business and Operations Director, England. Ken
MacQuarrie was replaced by Rhodri Talfan Davies as Director,
Nations on the Committee. We look forward to welcoming the
new England member for the Board, Sir Robbie Gibb, who willtake on the chairmanship of the Committee this year.

England Committee
18 June 2021

Northern Ireland Committee
18 June 2021

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Fair Trading Committee report
This was my last year as Chair of the Fair Trading Committee,
as I stood down from the BBC Board in June 2021. It has been aprivilege to chair the Committee during my time on the Boardand to see the BBC’s processes and management of trading andseparation risk strengthen and develop over time. The role of
the Committee is narrow, but critical, in monitoring andassuring the appropriate separation between the BBC’s public
service and commercial activities, in line with the framework
for commercial activities set by Ofcom.

The Committee was satisfied that the systems and processes for
managing trading and separation continue to work well. Thatview is borne out by the work undertaken by Deloitte for theirannual, independent Fair Trading assurance. This year we werepleased to see they have found that the BBC has established andapplied a system of internal controls regarding compliance with
the Fair Trading requirements. Their report is included over the
page. We also noted that there were no formal Fair Trading
complaints received in the year.

The Committee’s remit is clear – to assist the Board in complying
with Ofcom’s trading and separation regulatory requirements,
as set out in its Operating Framework. We have a number of
mechanisms and processes in place to help us to do this.
The Committee’s business during the year has included:

During 2020/21, the Committee was well supported by its
members, who were Ian Hargreaves, Steve Morrison and Shirley
Garrood. Shirley and I have now stepped down from theCommittee and arrangements to carry forward its work are being
put in place. The Committee was also well supported by theexpertise of teams in Policy, Legal, Secretariat and thecommercial parts of the BBC.

— consideration of the BBC’s processes for ensuring compliancewith Ofcom’s rules and reviewing compliance with these;— taking a quarterly management report from the Executive,
detailing specific engagement with upcoming and ongoing
Fair Trading issues across the BBC;— providing advice to the Board on issues within our remit;— reviewing and monitoring targets for Fair Trading training
across the BBC; and— approval of all relevant publications and reports that the
BBC must provide specifically to meet Ofcom’s trading andseparation rules.
Through the year, the Committee has begun to look in more detailat the work on trading and separation in specific divisions. We
started with a deep dive on how BBC Studios manages the issues
on the commercial side. We have also looked in detail at issues inNews, including overseeing potential changes to service levelagreements as a result of the move of BBC Global News into
BBC Studios.

As I leave my role on the Board and on the Committee, I am proud
to have overseen the transition of the BBC to its first external
regulator and to have helped to build a positive relationshipbetween the BBC and Ofcom. I know the Committee will continue
to have an important role for the BBC in ensuring it complies withall the relevant rules and maintains the well-established trust andconfidence of the wider industry.

Tom Ilube CBE
Chair of the Fair Trading Committee during reporting year
2020/2118 June 2021

Along with this, we take a regular risk and assurance report to theCommittee and have continued to closely monitor key controls,
such as the provision of Fair Trading training. Completion rates
are now up at target levels whilst training a larger number ofcolleagues than ever before. This is great credit to the teams
across the BBC who have engaged with and supported therollout of new online modules.

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121GovernanceFair Trading report continued
What do we mean by Fair Trading?
Fair Trading is the way that we describe our processes andpractices, both within the BBC and in dealing with third parties,
to ensure that our commercial and public services remain
appropriately separate and trade with each other on a market
basis. This means that the parts of the BBC which are funded by
the licence fee are not able to give an unfair competitive
advantage to the BBC’s commercial operations or to any otherindependent production company with which we deal. These
rules are overseen by Ofcom – who set the rules for trading andseparation as part of their overall BBC framework – and by otherparties such as the NAO, who seek to ensure that any use oflicence fee funds is regular and in line with our requirement.

What does the Fair Trading Committee do?
The Fair Trading Committee (FTC) was established by the Board
as a means to monitor and assure the appropriate separation
between the BBC’s public service and commercial activities, inline with the framework for commercial activities set by Ofcom.
The Committee was put in place voluntarily by the Board, inrecognition of the importance the BBC places on transparency
and commercial efficiency in the operation of its commercial
subsidiaries.
The key function of the FTC is to oversee the BBC’s compliancewith our regulatory obligations for trading and separation
between the public service and the commercial subsidiaries*.
The core responsibilities of the FTC include:— considering reports on the extent to which the activities of the
BBC are consistent with Ofcom’s trading and separation
requirements;— keeping under review the BBC’s compliance with Ofcom’s
trading and separation regulatory requirements;— commissioning and receiving the annual independent audit ofcompliance controls;— considering and approving for publication the BBC’s statementof operational separation, annual reporting and group trading
manual; and— ensuring that the BBC’s transfer pricing methodologies arereviewed regularly.
The trading and separation rules were last updated by Ofcom
in April 2021 and are part of Ofcom’s framework for the BBC’scommercial activities, which regulates the BBC’s interaction withthe market both through its Public Service activities and those of
its commercial subsidiaries.

To ensure that these rules are complied with, the FTC oversees
and assures the BBC’s processes and procedures to ensure thatawareness and understanding of the framework is high. To dothis, the BBC’s Regulation team manages a targeted training
programme for staff likely to encounter Fair Trading issues. The
past year has seen significant improvements in Fair Trading
training compliance, since the mapping of mandatory training
requirements to roles within the BBC’s Career Path Framework.
Subsequently, compliance rates have increased steadily, up to
98.2% for Advanced level training and 92.3% for Awareness leveltraining as at Q4 2020/21. This is thanks to a good response toongoing monitoring and communications throughout the year,
including senior engagement and reminders, reports and othercommunications sent to team leaders, COOs and divisional
directors by the BBC Academy.
Part of the Committee’s role is to be briefed on relevant
regulatory and Fair Trading complaints received and handled by
the BBC. However, as reported elsewhere in the Annual Report on
page 117, no regulatory or Fair Trading complaints were received
in the year.

How the Committee works
In 2020/21, the FTC comprised four non-executive directors: Tom
Ilube (Chair), Shirley Garrood, Ian Hargreaves and Steve Morrison.
Tom Ilube stood down from the Board on 30 June 2021 and futurearrangements for the Committee are currently being consideredby the Board.
The FTC’s meetings were attended, during the year, by the
Director of Policy and the Controller, Regulation, as well as theChief Financial Officer, Head of Commercial Legal and otheradvisers as necessary. Three Committee meetings were held
during the year, with papers also approved offline where
necessary. The attendance meeting table can be found on page 94.
To support the framework, and to assure the BBC’s approach toregularity and the use of public funds, the FTC continues tovoluntarily commission annual assurance by independent
auditors. The Auditor’s report is set out on the next page.
Having received reports from relevant senior management,
and having considered the findings of the Fair Trading Audit, theFair Trading Committee is satisfied that all commercial services
have met the above criteria for the period 1 April 2020 to
31 March 2021.
* In 2020/21 – BBC Studios, BBC Studioworks and Global NewsThe framework requires the BBC to ensure that:— all commercial activities are undertaken by commercial
subsidiaries;— any subsidiaries must have operational separation from thepublic service BBC;— that it provides goods and services to commercial subsidiaries
on arm’s length commercial terms;— that subsidiaries achieve a commercial rate of return; and— that the BBC ensures appropriate transparency, monitoring
and reporting on the activities of the subsidiaries.

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Independent Fair Trading Assurance report to the
BBC for the year ended 31 March 2021
Opinion on Fair Trading arrangements

Inherent limitations

We have assessed, in our role as the BBC’s Fair Trading reasonableassurance provider, the system of internal controls establishedwithin the BBC to comply with the Fair Trading aspects of
Ofcom’s Trading and Separation requirements for the year
ended 31 March 2021 (‘the Fair Trading Arrangements’).

Every internal control system is subject to limitations, andaccordingly the internal controls established by the BBC may notprevent or detect all instances of non-compliance with the Fair
Trading Arrangements. Further, because fair trading issues
require judgements which ultimately might be tested in a courtof law, competition authority or elsewhere, there is always a riskof challenge even where the system of internal controls has been
followed and decisions have been taken with the greatest care.

In our opinion the BBC has established and applied a system ofinternal controls that provide reasonable assurance that it hascomplied with the requirements of the Fair Trading Arrangements
for the year ended 31 March 2021.

Responsibilities of BBC Board
The Board is charged by Ofcom with establishing and operatinga system of internal controls designed to ensure compliancewith the BBC’s Fair Trading Arrangements for the year ended
31 March 2021, including identifying and assessing risks that
could threaten Fair Trading and designing and implementing
responses to such risks.

Our independence and quality control
We have complied with the independence and other ethicalrequirements of the ICAEW Code of Ethics, which is foundedon fundamental principles of integrity, objectivity, professional
competence and due care, confidentiality and professional
behaviour.

Use of our report
This report has been made solely to the BBC in accordancewith our instructions which were agreed with the Fair Trading
Committee on behalf of the BBC. Our work has been undertaken
so that we might state to the Fair Trading Committee thosematters we are required to state to them in an independent
assurance report and for no other purpose. To the fullest extent
permitted by law, we do not accept or assume responsibility
to anyone other than the BBC for our work, for this report,
or for the opinions we have formed.

Deloitte LLP
London, UK
18 June 2021

Our responsibilities
Our responsibility is to express an opinion on the internal controls
established by the BBC to ensure compliance with the Fair
Trading Arrangements, based on our assurance work. We
performed a reasonable assurance engagement in accordancewith International Standard on Assurance Engagements (ISAE)
3000 (Revised), Assurance Engagements other than Audits or
Reviews of Historical Financial Information.
We are required to plan and perform our procedures in orderto obtain reasonable assurance as to whether the BBC hasestablished and applied a system of internal controls that provide
reasonable assurance that it has complied with the requirementsof the Fair Trading Arrangements for the year ended 31 March
2021. We conducted a risk assessment to identify those aspectsof the BBC’s Trading and Separation control regime that weremost likely to result in non-compliance with the Fair Trading
Arrangements, and focused our detailed testing on those areas.
Individual cases were selected from the BBC’s fair trading log
for review and for each we examined written records andinterviewed relevant parties. Our work included examination oftransfer pricing and separation arrangements, use of and payment
for the BBC brand, and the application of the Royal Charter
requirement that the BBC’s commercial activities do not, as aresult of their relationship with the UK Public Services, nonservice activities or trading activities, distort the market or gain
an unfair competitive advantage. We observed, through thecourse of our work, a culture of consultation and referral inrespect of Fair Trading matters.

Governance

Return to contents

123GovernanceStatement of Board responsibilities in respect of theAnnual Report and Accounts
The Charter requires the BBC to prepare an audited annual
report and statement of accounts.
The Board has accepted its responsibility for the preparation of astrategic report, statements of compliance with applicable codes
and regulations (including the Board remuneration report) and thestatement of accounts which are intended to give a true and fairview of the state of affairs of the BBC and its subsidiaries (the‘Group’) and of the income and expenditure for that period. The
Board has prepared the accounts in accordance with International
Financial Reporting Standards (IFRS) as adopted by the EU. The
Board must not approve the statement of accounts (or ‘financial
statements’) unless it is satisfied that they give a true and fairview of the assets, liabilities and financial position of the Groupand of the surplus or deficit for that period.
In preparing the financial statements, the Board has:— selected suitable accounting policies and applied themconsistently;— made judgements and estimates that are reasonable andprudent;— stated whether they have been prepared in accordance withIFRS as adopted by the EU; and— prepared the financial statements on the going concern basis
as they believe that the BBC will continue in business.
The Board is responsible for keeping proper accounting records
that are sufficient to show and explain the BBC’s transactions anddisclose with reasonable accuracy at any time the financial
position of the Group and enable them to ensure that the financial
statements and the Board remuneration report comply with theCharter. It also has a general responsibility for taking such steps
as are reasonably open to it to safeguard the assets of the BBC andto prevent and detect fraud and other irregularities.
The responsibilities of the Board for ensuring that the BBC
exercises rigorous stewardship of public money, including
responsibility for the propriety and regularity of management of
the BBC’s resources, are set out in article 16 of the Charter.
The Board is responsible for the maintenance and integrity of theBBC’s website. Legislation in the UK governing the preparationand dissemination of financial statements may differ fromlegislation in other jurisdictions.

The Board members who held office at the date of approval of theAnnual Report and Accounts, whose names and functions arelisted in the Governance section of the Annual Report andAccounts, confirm that, to the best of each of their knowledge
and belief:— the financial statements, prepared in accordance with IFRS
as adopted by the EU, give a true and fair view of the assets,
liabilities, financial position and deficit of the Group;— the Annual Report includes a fair review of the development
and performance of the business and the position of the Group,
together with a description of the principal risks anduncertainties that it faces; and— the Annual Report, taken as a whole, is fair, balanced andunderstandable and provides the information necessary forlicence fee payers to assess the Group’s performance, businessmodel and strategy.

Statement of disclosure of information
to auditors
The Board members who held office at the date of approval of theAnnual Report and Accounts confirm that, so far as they are eachaware, there is no relevant audit information of which the BBC’s
auditors are unaware; and each Board member has taken all thesteps that they ought to have taken as a Board member to makethemselves aware of any relevant audit information and toestablish that the BBC’s auditors are aware of that information.

Going concern
The directors have prepared cash flow forecasts for a period
in excess of a year from the date of approval of these financial
statements, and have reviewed these forecasts, together withthe sensitivities and mitigating factors in the context ofavailable funds.
The directors are satisfied that the BBC is well placed to manage
the risks and has adequate resources to continue in operation for
at least the next 12 months. As a result, the going concern basis
has been adopted in the preparation of the financial statements.
This statement was approved by the Board.

Richard Sharp
Chairman
18 June 2021

124

BBC Annual Report and Accounts 2020/21

Return to contents

The Zoe Ball Breakfast ShowBBC Radio 2

Performanceagainst public
commitments
This section sets out our progress towards
various public commitments. These
commitments come from the Charter, theAgreement, our Licence obligations andcommitments we have made to deliver
services for our audiences.

BBC One’s BAFTA award-winning drama Anthony
Governance

Return to contents125Performance against public commitments
Regulatory compliance
The table below sets out the BBC’s compliance with the regulatory conditions in Ofcom’s Operating Licence. Compliance is measured
across the 2020/21 financial year unless otherwise stated. The requirements below are arranged by public purpose.
The BBC met nearly all of its 148 Operating Licence conditions, with 15 exceptions, shown below.
In all cases, these were due to the impact of Covid-19. The pandemic has had a significant impact on the production and availability of
new programmes, event coverage and, at times, staff availability, which has inevitability led to impacts on our ability to deliver against
some of our regulatory quotas. We have engaged with Ofcom through the pandemic to make them aware of the impact of Covid on ouroperations and our ability to deliver our Operating Licence obligations. We have provided evidence to Ofcom that licence breaches area result of Covid-19 and that we have taken reasonable endeavours to continue to deliver the mission and public purposes. We do not
expect Ofcom to take enforcement action.
Operating Licence condition

Quota

Actual

2.8.1

Daytime weekday news on Radio 1

1 hour/day

Three minutes under thecondition for three days
between 21 – 23 December
2020

2.9.1

Daytime weekday news on 1Xtra

1 hour/day

Only 57 minutes a day until
10th August 2020

2.15

News and current affairs programming on BBC Asian Network

24 hours/week Under quota in 2020/21 for
1 hour and 16 minutes for 35
weeks, under 59 minutes for afurther 12 weeks. Restored in
March.

2.27.2Documentaries (excl. repeats) on Radio 2

130 hours

2.28.2

Live or specially recorded performances on Radio 3

440
336
64
performances performances performances

2.36

CBeebies first-run UK originations across TV and iPlayer

100 hours

82 hours-18 hours

2.39.4

Live music sessions on Radio 1

175 hours

73 hours-102 hours

2.41

Live sports commentary on Radio 5 live

20 sports

16 sports-4 sports

2.53.2

BBC Network TV spend on programming made in the UK outside the M25

50%

47.9%

-2.1%

2.56.2

BBC Network TV spend on programming made in Scotland

8%

6.5%

-1.5%

2.60.3

BBC Network TV Spend in Northern Ireland

3%

1.7%

-1.3%

2.67.2

Hours of programmes of national or regional interest on BBC One and BBC Two

5,909 hours

5,793 hours-116 hours

2.67.6

Hours of non-news programming of national or regional interest in peak on BBC
One and BBC Two

557 hours

470 hours-87 hours

2.81

BBC ALBA live news weekdays and extended weekend bulletins

N/A

No extended weekend bulletinsfrom April to 30 August 2020

2.87

BBC Two Wales non-news programmes

175 hours

145 hours

126

BBC Annual Report and Accounts 2020/21

71 hours

Difference-59 hours-30 hours

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Purpose One: To provide impartial news and information to help people understand andengage with the world around them
Note

Quota

BBC OneNews throughout the day
Hours of news

1

Hours of current affairs in peak

1

1,520
(280 in peak)
45

2,043
(322 in peak)50

BBC One and BBC Two
Hours of current affairs

1,2

450
(106 in peak)503(111 in peak)Achieved

CBBC
News throughout the day
Hours of news

35

63

BBC News
More international news than other main continuous news channels in the UK
More local/regional news than other main continuous news channels in the UK







3
3

1

1

3

1

57 minutes

17 (3 in peak)

17 (3 in peak)





2,750

2,983

75

78

6

6

24

See Note 4









Radio 1
Hours of news in daytime each weekday
Two extended news bulletins (one in peak) each weekday
Regular bulletins in daytime at weekends
1Xtra
Hours of news in daytime each weekday
Two extended news bulletins each weekday
Regular bulletins in daytime at weekends
Radio 2
Weekly hours of news and current affairs
Regular bulletins







Radio 3
News throughout the day
Radio 4
Hours of news and current affairs
Daily reports of Parliamentary proceedings when Parliament is sitting

BBC Radio 5 live
% of output that is news and current affairs
Extensive coverage of local and general elections, elections to the devolved chambers, andregular coverage of European and international politics



BBC 6 Music
Weekly hours of news
BBC Asian Network
Weekly hours of news and current affairs

4

BBC Online
Adequate links to material provided by third parties
Daily news and information for children. Provided through content in a range of different
formats, including text-based articles, videos and interactive pieces, which cover a broad
range of subjects and should include in-depth news and analysis.












Notes
1 Measured across the 2020 calendar year
2 Measured across the two services
3 Radio 1 fulfilled the condition for all but three days of the year, when it was three minutes under the condition for an hour of news during weekday daytimes due to the loss of
one bulletin These days were 21 – 23 December 2020 Radio 1Xtra has been three minutes under the condition for an hour of news due to the loss of one bulletin
4 BBC Asian Network broadcasted 22 hours 44 minutes of news and current affairs content for 35 weeks of 2020/21, 23 hours 1 minute for a further 12 weeks during that period
The station went back to delivering at least 24 hours of news and current affairs content at the start of March following a schedule change This is due to the impact of Covid-19,
which led to restrictions on staffing numbers within BBC buildings which consequently impacted the production effort required for news programming

Governance

Return to contents127

Performance against public commitments
Regulatory compliance continued
Purpose Two: To support learning for people of all ages
Note

Quota

Achieved

45

51

115

136

BBC Two
Hours of arts and music, including some in peak

175

290

BBC FourNew hours of arts and music programmes

175

229

CBeebies
A range of content which supports pre-school children in their learning





CBBC
Hours of drama
Hours of factual programmes

1,000
675

1,534
1,562

BBC ALBA
Original weekly hours for Gaelic language learners

512Radio 1
Number of new documentaries

40

41

1Xtra
Number of documentaries

40

47

100
130
170

129
71
190

45
440
25
35

51
336
50
41

Radio 4
Hours of original documentaries
Hours of original religious programming covering a broad range of faiths

375
200

428
201

BBC 6 Music
Hours of speech-based features, documentaries and essays

520

570

BBC Online
Content which supports children and teenagers in their formal learning in all parts of the UK

BBC OneHours of arts and music, including some in peak
BBC One and BBC Two
Hours of religious programmes

1Radio 2
Hours of arts programming
Hours of new documentaries
Hours of religious output covering a broad range of faiths
Radio 3% of output that is live or specially recorded music
Number of live or specially recorded performances
Number of new musical works commissioned
Number of new documentaries on arts and cultural topics

2

3

Notes
1 Measured across the two services
2 Repeats are excluded Radio 2 achieved 71 hours of documentary originations in the financial year 2020/21, 59 hours under the condition This was due to the impact of
Covid-19 on the production teams’ and talent’s ability to complete and deliver projects
3 Radio 3 broadcasted 336 live or specially recorded performances across 2020/21 This was 64 performances under the quota Live music and performances were severely
impacted by the Covid-19 pandemic, limiting the BBC’s ability to make recordings

128

BBC Annual Report and Accounts 2020/21

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Purpose Three: To show the most creative, highest quality and distinctive output and services
Note

Television% of hours that are originations
BBC OneBBC One in peak
BBC Two
BBC Two in peak
BBC Four
BBC Four in peak
BBC News
BBC Parliament
CBBC
CBeebies
BBC ALBA
BBC Scotland

Quota

Achieved

75
90
75
90
75
60
90
90
72
70
75
75

84
99
88
92
80
78
98
97
80
73
94
98

4,000
2,200
350
175
100
50

4,186
2,251
369
369
82
82

300

329

45
50
60
175

51
51
71
73

2

2

40
20
260
1,100

8



49
24
261
1,249

11

20

16

1,2

Hours of first-run originations across daytime and peak
BBC One
BBC Two
CBBC and BBC iPlayer
CBBC
CBeebies and BBC iPlayer
CBeebies

2,3

4

BBC One and BBC Two
Hours of comedy programmes, some in peak

5

Radio
Radio 1% of music in daytime from UK acts
% of new music in daytime, with significant proportion from new and emerging UK artists
Weekly hours of specialist music
Number of new sessions live or recorded within previous three months (excluding repeats)
Broader range of music than comparable providers
Number of major social action campaigns
Radio 2% of music in daytime from UK acts
% of new music in daytime, with significant proportion from new and emerging UK artists
Hours of live music
Hours of specialist music
Broader range of music than comparable providers
BBC Radio 5 live
Number of sports with live commentary

6
7
8
2, 9

10







Notes
1 Originations include all BBC-commissioned programmes including repeats
2 Measured across the 2020 calendar year
3 First-run originations do not include repeats
4 CBeebies delivered 18 hours less than the condition due to nearly all TV production for CBBC and CBeebies being suspended for a period of at least several months following the
March 2020 national lockdown
5 Measured across the two services
6 39% of additions to the Radio 1 playlist during 2020 came from ‘new and emerging UK artists’
7 Radio 1 broadcasted 73 new sessions across 2020/21, 102 sessions under the condition This is due to being largely unable to record (and therefore broadcast) new live sessions
from BBC’s Maida Vale studios as a result of social distancing rules
8 Taking into account both number of plays and size of playlist, in daytime and peak
9 The social action campaigns were Radio 1’s Step To Everest Challenge which helped raise awareness and funds for 2020’s Sport Relief in March 2020 In November 2020,
Minute Of Me gave listeners 60 seconds to speak to the UK Some described adversities they’d faced, some were uplifting, others wanted to talk about mental health
10 17% of additions to the Radio 2 playlist during 2020 came from ‘new and emerging UK artists’
11 The Covid-19 pandemic severely disrupted the availability of live sport However, further to the return of football and other domestic sports in summer 2020, 5 live added
coverage of the US National Football League and martial arts via the Ultimate Fighting League to its live commentary coverage The complete list of sports is Men’s Football,
Women’s Football, Tennis, Men’s Golf, Women’s Golf, Men’s Boxing, Women’s Boxing, Horse Racing, Men’s Cricket, Men’s Rugby, Rugby League, Snooker, Athletics, Formula
One, NFL and UFL

Governance

Return to contents129Performance against public commitments
Regulatory compliance continued
Purpose Four: To reflect, represent and serve the diverse communities of the United
Kingdom’s nations and regions and, in doing so, support the creative economy acrossthe United Kingdom
Network Television
Suitable range of programmes made outside the M25 area

Note

Quota

Achieved

1





50
30
8
4
2

60
37
15
5
2

50
28
8
5
3

48
31
7
8
2

% of hours made in… at a suitable range of production centres
UK (outside the M25 area)
England (outside the M25 area)
Scotland
Wales
Northern Ireland

1% of expenditure made in… at a suitable range of production centres
UK (outside the M25 area)
England (outside the M25 area)
Scotland
Wales
Northern Ireland

1
2
2
2

BBC OneHours of news of national or regional interest throughout the day

1

4,300
4,446
(2,100 in peak) (2,198 in peak)

BBC One and BBC Two
Hours of programmes of national or regional interest
Suitable range of programmes of national or regional interest% of programmes made in the relevant location
Hours of non-news programming of national or regional interest in peak
Hours of non-news programming of national or regional interest adjacent to peak

1,3,4
1,4
1,4
1,4,5
1,4

5,909

5,793

95
557
179

99
470
284

290
155

408
207

275
65

395
229

BBC One Scotland
Hours of news and current affairs
Hours of non-news programmes
Range of genres that reflects Scotland’s culture

BBC One Wales
Hours of news and current affairs
Hours of non-news programmes

BBC Two Wales
Hours of non-news programmes

6

175

145

BBC One Wales and BBC Two Wales
Range of genres that reflects Wales’ culture

4





310
90

348
144

60

183





300

1,078

30
28

35
32

BBC One Northern Ireland
Hours of news and current affairs
Hours of non-news programmes
BBC Two Northern Ireland
Hours of non-news programmes
Irish language programming and Ulster-Scots programming
BBC One Northern Ireland and BBC Two Northern Ireland
Range of genres that reflects Northern Ireland’s culture4

BBC Parliament
Hours of proceedings of the Scottish Parliament, Northern Ireland Assembly and Welsh
Parliament
Network Radio% of network radio station expenditure outside the M25 area
% of Radio 3 expenditure outside the M25 area

130

BBC Annual Report and Accounts 2020/21

7, 8
7



Return to contents

Note

BBC Online
News and information for the English regions
Coverage of sport for the English regions
News and information for Scotland
Content in Gaelic
Coverage of sport in Scotland
News and information for Wales
Content in Welsh
Coverage of sport for Wales
News and information for Northern Ireland
Content in Irish and Ulster-Scots
Coverage of sport for Northern Ireland

Quota

Achieved































Nations and Regions Services
BBC Scotland
Range of genres that reflects Scotland’s culture
Suitable range of programmes including Scottish news
% of its first-run originations made in Scotland
Hours of news in peak

1
1
1, 9

90
250

98
283

BBC ALBA
Live news each weekday evening, including in peak, and a longer news review at weekends

10





11, 12
11
11

60
100

64
100

BBC Local Radio% of daytime weekday output that is speech content% of peak breakfast output that is speech content
News and information of particular relevance to the area and communities it serves
throughout the day
Non-news content of particular relevance to the area and communities it serves
Weekly hours of original, locally made programming
BBC Radio Guernsey – Weekly hours of original, locally made programming
BBC Radio Jersey – Weekly hours of original, locally made programming
BBC Radio Somerset – Weekly hours of original, locally made programming

11
12, 13







95
80
80
70

119
114
89
107

60
100
50

89
100
61





40
100

49
100





BBC Radio Wales% of daytime weekday output that is speech content% of peak breakfast output that is speech content
Weekly hours of news and current affairsContent and music of particular relevance to Wales

60
100
32

71
100
42

BBC Radio Cymru% of daytime weekday output that is speech content% of peak breakfast output that is speech content
Weekly hours of news and current affairsContent and music of particular relevance to Wales

60
100
23

65
100
27

BBC Radio Ulster
Weekly hours of news and current affairs

35

39

BBC Radio Foyle
Weekly hours of news and current affairs

20

23

60
100

69
100

240

254

BBC Radio Scotland% of daytime weekday output that is speech content% of peak breakfast output that is speech content
Weekly hours of news and current affairs
Several regional opt-outs each weekday, offering news, sport and information, including
evening community programmingContent and music of particular relevance to Scotland



BBC Radio nan Gàidheal% of daytime weekday output that is speech content% of peak breakfast output that is speech content
News frequently across the day, particularly in breakfast peak and afternoon peak on
weekdays, and peak on weekends
Content and music of particular relevance to Scotland







BBC Radio Ulster and BBC Radio Foyle% of daytime weekday output that is speech content% of peak breakfast output that is speech content
Content and music of particular relevance to Northern Ireland
Hours of indigenous minority language programming, including Irish andUlster-Scots output
Governance

4
4
4
4













Return to contents131Performance against public commitments
Regulatory compliance continued
Notes
1 Measured across the 2020 calendar year
2 BBC Network TV spend on programming made in the UK outside of the M25, in Scotland and in Northern Ireland was affected by the Covid-19 pandemic This led to a reduced
programming spend in 2020 across all genres and across all four nations of the UK
3 The BBC delivered 116 hours less than the condition requires This is largely due to the BBC not meeting the condition for hours of non-news programming, which was driven
by required staffing changes to implement social distancing
4 Measured across the two services
5 The BBC delivered 87 hours less than the condition This is due to the impact of Covid-19 on various elements, such as production of certain programmes, cancellation of live
events (and subsequently the broadcasts) and restrictions in peak for opt-outs on BBC One
6 BBC Two Wales was 30 hours less than the condition This is due to a number of factors, all caused as a result of the impact of the Covid on distribution and production
The most significant contributory factor is a reduction in sport programming on BBC Two Wales
7 As of 25 March 2021, the quota for 2020/21 was changed from 33 3% to 30% for % of network radio station expenditure outside of the M25 area, and from 40% to 28% for %of Radio 3 expenditure outside of the M25 area
8 This includes contributions from Radio 1, Radio 2, Radio 3, Radio 4 and BBC Radio 5 live
9 Measured between 7 00pm-10 30pm given the channel primarily operates from 7 00pm
10 BBC ALBA was unable to maintain its weekend (Sunday 6 30pm – 7 30pm) news review (Seachd Là) as a result of the Covid The programme was taken off-air from 29 March
to 23 August inclusive (a total of 22 weeks, or 22 hours of content) to relieve pressure on the Gaelic news team and to protect core news output
11 Applies to each BBC Local Radio station Each station was compliant with the licence condition
12 The figure reported is the average figure across relevant stations
13 Applies to each BBC Local Radio station, except BBC Radio Guernsey, BBC Radio Jersey and BBC Radio Somerset

132

BBC Annual Report and Accounts 2020/21

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Diversity
The BBC must report on how it has:
Had regard to the range of diverse communities of the UK.

NoteAchieved

Reported1

See pages 36-37 and the Diversity
Commissioning Code of Practice(DCCOP) report
See pages 36-37/DCCOP reportSee pages 36-37/DCCOP report
See pages 36-37/DCCOP report
See pages 36-37/DCCOP report

2
2




See pages 36-37/DCCOP report
See pages 36-37/DCCOP report2

See pages 36-37/DCCOP report
See pages 36-37/DCCOP report

See pages 36-37/DCCOP report1

See Equality Information Report
(EIR)

3, 4
3, 5





See EIRSee EIRSee pages 52-53/EIR

See page 37/DCCOP report

See DCCOP reportServed and delivered content for the range of the diverse communitiesof the UK.
Accurately represented the diverse communities of the UK.
Authentically portrayed the diverse communities of the UK.
Raised awareness of the different cultures and alternative viewpointsof the diverse communities of the UK.
The BBC must report on audience satisfaction:
How the BBC represents, portrays and serves diverse audiences
How the BBC reflects the whole of the UK population on screen andon air.
How the BBC raises awareness of different cultures and viewpoints.
Steps it will take to improve audience satisfaction where specificaudience groups are dissatisfied with the BBC’s performance inthese areas.
Steps it has taken and the effect of those steps to improve audiencesatisfaction where specific audience groups were dissatisfied with theBBC’s performance in these areas in the previous year.
The BBC must report on workforce diversity:
The diversity of all staff employed in connection with the UK PublicServices including the number of staff by different diversity
characteristics.
The job level of such staff.
The job type of such staff.
The extent to which the BBC has made progress towards meeting its
diversity workforce targets.
The BBC must report on:
Its progress towards its on-screen and on-air representation andportrayal targets.
Its compliance with the Diversity Commissioning Code of Practice.

Notes
1 Including age, disability, gender reassignment, race, religion and belief, sex, sexual orientation and socioeconomic background2 With particular regard to first-run content across all genres
3 We have submitted further reporting to Ofcom specifically on the UK Public Services to satisfy these conditions
4 The BBC is required to report on such staff by the following categories Board members and non-executives, senior managers, middle/junior managers, and non-management
There are too few Board members and non-executives for us to report on their diversity in line with paragraph 2 51 of the Operating Licence We report the job level of ourstaff in the EIR and through further submission to Ofcom by pay band, and map onto Ofcom’s categories as follows A-C – non-management; D-E – middle/junior managers;
F-SL – senior managers
5 The BBC is required to report on such staff by the following categories programming, commissioning, technical/engineering, sales/marketing, and support functions/administrative

Audience satisfaction with the reflection, representation and serving of the diverse communities in the UK
The BBC needs to measure audience satisfaction during the financial year with the reflection, representation and serving of the diverse
communities of the whole of the United Kingdom. The survey findings from 2020/21 show that by age band, gender, social grade, areaof the UK, and amongst white audiences and black, Asian and minority ethnic audiences, the proportion rating the BBC as effective on
these measures outnumbers those saying ineffective. In some audience groups, whilst the majority or plurality of people surveyed rated
the BBC as effective, this proportion of people saying the BBC was effective can be lower than in their comparator group or the
proportion saying ineffective can be higher. This indicates that some audience groups have less satisfaction with the BBC in this regard
than others. This year this was the case for some measures for C2DE compared with ABC1 audiences; black, Asian and minority ethnic
audiences compared with white audiences; 16-34s compared with older audiences; men compared with women; in Scotland, Northern
Ireland, Wales and the North of England compared with the England average; and people who are disabled compared with people whoare not disabled.

Governance

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Performance against public commitments
Other regulatory matters
Changes to the BBC’s UK Public Services andnon-service activities
Under the Charter and Agreement, the BBC has to assess whether
changes to UK Public Services are material. If the changes arematerial, we are required to carry out a Public Interest Test, whichmust then be approved by Ofcom before the change can be made.
In February 2021, the BBC Board approved the proposal to launch
BBC Three as a broadcast channel. As this will be a new UK PublicService, the BBC is required to carry out a Public Interest Test. In
March 2021, the BBC published a consultation on this proposal. In
June 2021 the BBC Board approved the BBC Three Public Interest
Test. The proposal has been submitted to Ofcom to carry out its
Competition Assessment and final determination

Changes to the BBC’s commercial activities
Under the Charter and Agreement, the BBC has to assess whether
changes to its commercial activities are material. During 2020/21,
we assessed whether the transfer of BBC Three in-houseproduction staff to BBC Studios was a material change to theBBC’s commercial activities. The BBC decided in January 2021
that this was not a material change.

Regulatory complaints
Under the Charter and Agreement, the BBC is responsible forhandling complaints, in a ‘BBC first’ approach. This year we
received no complaints regarding competition issues. We havealso received no complaints regarding other non-editorial
relevant requirements.

During 2020/21, we have conducted five detailed materiality
assessments of changes to UK Public Services or non-service
activities. Of these, the BBC decided none were material:— the launch of BBC classical music archive;— the launch of Radio 1 Dance stream on BBC Sounds;— the BBC’s participation in YouView under a new shareholders’agreement;— the BBC’s participation in the integration of Digital UK and
Freesat; and— the launch of the Radio 1 Relax stream on BBC Sounds.

134

BBC Annual Report and Accounts 2020/21

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Annual Plan commitments
Under the Charter, the BBC is required to publish an Annual Plan. As part of the Annual Plan, we made 106 public commitments tomake the BBC distinctive. These commitments mainly relate to specific events or outcomes on our services that occurred over 2020/21.
PurposeBBC commitment

ResultA mix of different genres
and output

BBC OneBBC One will continue to broadcast a demonstrably broader range of genres inpeak time than any comparable channel.

YES

UK original output

Our dramas will celebrate British authorship, identity and life in all its diverse
forms, including Small Axe from Steve McQueen, Michaela Coel’s I May Destroy
You, and impactful factual drama like The Salisbury Poisonings.

YES

Creative ambition

BBC One intends to broadcast at least two new factual landmark series (subject
to the impact of Covid-19 on production delivery).

YES – 6

We will be the only broadcaster to offer pre-watershed family comedy such as
The Goes Wrong Show and Worzel Gummidge if able to film this year.

YES

Creative ambition
UK original output

Creative ambition

Range of audiences

UK original output

BBC Two
A major commitment to boosting disability representation on and off screen.
New UK factual programmes, including David Olusoga on the British Empire,
James Bluemel on the Iraq war and Brian Cox’s Universe.

BBC One and BBC Two
BBC One, with BBC Two, intends (subject to the impact of Covid-19 on
production delivery) to broadcast at least: 15 new drama series.

YES
YES – However, David
Olusoga on the British
Empire and Universe
were delayed until2022
YES – 18

BBC One, with BBC Two, intends (subject to the impact of Covid-19 on
production delivery) to broadcast at least: 10 new comedy series.

YES – 12BBC One, with BBC Two, intends (subject to the impact of Covid-19 on
production delivery) broadcast at least: 220 hours of arts and musicprogrammes (including repeats and acquisitions), some in peak viewing time.

YES – 310

BBC One, with BBC Two, will broadcast at least: 90 hours of new documentaries.

YES – 129

We will provide our most extensive coverage of climate change under thebanner Our Planet Matters, with programmes from Sir David Attenborough,
Hugh Fearnley-Whittingstall and Anita Rani – BBC Two’s Our Planet Matters
contributions include Ade Adepitan in Ade on the Frontline of Climate Change anda new series on The Age of Oil.

YES – However, Ade
Adepitan in Ade on the
Frontline of Climate
Change was delayedand debuted in April
2021. The Age of Oil was
also delayed until 2022

We will invest in more British programmes targeted at younger audiences,appeal more to audiences in the C2DE socio-economic group, whilst continuing
to deliver a high-quality offer to those over 55.

YES

BBC ThreeMore than 90% of long-form commissions will be UK originations.

YES – 91%

Creative ambition

BBC Three will broadcast at least three new unscripted series (subject to theimpact of Covid-19 on production delivery).

YES – 4A mix of different genres
and output

We will expand the range of content commissioned by BBC Three, but retain its
focus on new talent, compelling drama, life-changing current affairs andfactual, entertainment and comedy.

YES

Governance

Return to contents135Performance against public commitments
Annual Plan commitments continued
PurposeBBC commitment

ResultUK original output

BBC Four
BBC Four intends to broadcast at least 60 hours of factual originatedprogrammes (subject to the impact of Covid-19 on production delivery).

YES – 63

A mix of different genres
and output

CBBC
Broadcast a broader range of genres than other children’s television channels.

YES

Creative ambition

Led by Blue Peter, and featured in other content, CBBC will have a focus on
ways that the audience can participate – especially during the period of social
distancing.

YES

Range of audiences

Reflect the diversity of UK children to ensure everyone sees themselves andtheir lives represented on screen.

YES

A mix of different genres
and output

CBeebies
Broadcast a broader range of genres than other children’s television channels.

YES

Creative ambition

CBeebies will bring a range of different experiences relating to music with newcontent such as Nick Cope’s Popcast and Hushabye Lullaby, and new series of
YolanDa’s Band Jam and Boogie Beebies.

YES

Range of audiences

Reflect the diversity of UK children to ensure everyone sees themselves andtheir lives represented on screen.

YES

A mix of different genres
and output
Range of audiences

A mix of different genres
and output
UK original output

BBC News
Focus on explanatory journalism and data visualisation techniques to help
audiences make sense of complex news stories.

YES

Reaching new audiences through increased visibility for the BBC News
Channel’s live and breaking news coverage via BBC iPlayer and BBC
News Online.

YES

Enhanced regular reporting and representation from the UK’s nations andregions.

YES

BBC Scotland
We will continue to deliver titles across a range of genres including comedy,
specialist factual, factual entertainment, music and arts, reflecting modern
Scotland through high-quality, distinctive and innovative programming.

YES

Documentaries for 2020/21 feature successful series Murder Case and Inside
Central Station whilst new titles in commission include exclusive new series
with Billy Connolly – Billy and Us – and a landmark modern history of Scotland,
from 1970 to 2020, fronted by Kirsty Wark.

YES

Comedy includes the popular spoof ob doc series Scot Squad, newly
commissioned sitcom series The Scotts, and offbeat comedian Limmy returns
with his Homemade Show.

YES – However,as a result of theCovid-19 pandemic
impacting production,
The Scotts has moved
to 2021/22.

Cultural content includes a second series of The Big Scottish Book Club, hosted
by award-winning Scottish writer Damian Barr.

YES

Creative ambition

We will support the Scottish creative sector, providing opportunities for new
talent and a platform to develop new ideas across genres.

YES

Range of audiences

We will continue to develop new talent propositions and formats for younger
audiences, and build on our content offer on BBC iPlayer bringing a range ofaudiences into our output on different platforms.

YES

A mix of different genres
and output

News and current affairs coverage will continue with Debate Night and
The Nine.

YES

BBC Annual Report and Accounts 2020/21

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136

Purpose

BBC commitment

A mix of different genres
and output

BBC ALBA
We will offer Gaelic language content in a range of genres including news andcurrent affairs, children’s programmes, factual, sport, traditional andcontemporary music, drama and comedy.

ResultYES

UK original output

We will be working with partners in the arts to deliver more live coverage ofmusic and arts events and women’s sport at home and internationally.

YES

Creative ambitions

International co-production will be a focus for the channel and our supplierswith landmark factual programmes such as Beethoven’s Gaelic Songs and The
Far Traveller co-produced with companies in Austria and Iceland respectively,
alongside active participation in EBU schemes for children’s documentary anddrama programmes.

YES

Range of audiences

We will continue to offer development opportunities to new talent across all
disciplines as we develop our cross-platform strategy with BBC Radio nan
Gàidheal. We will be developing a range of new learning resources for audiencesinterested in growing their awareness, knowledge and use of the Gaelic
language.

YES

A mix of different genres
and output

Radio 1
Measure the overlap of the 100 most-played songs on Radio 1 and key
commercial stations each month to ensure we continue offering a distinct
music mix.

YES – see Note 1

UK original output

We will report on the range and depth of support for new music on Radio 1
through analysis of its published playlists, and compare performance against
the playlists of key commercial stations.

YES – see Note 2

Creative ambition

We will aim to engage listeners with a series of creative projects similar in styleto Radio 1’s Escape Room and Who’s Got Greg?

YES

Range of audiences

Dance music fans will be able to enjoy a series of broadcasts from major
summer festivals, we will be partnering with a number of key dance brands tooffer exclusive new mixes, and we hope to bring listeners the ‘World’s Biggest
Dance Show’ in the autumn.

YES – Yes see Note 3

A mix of different genres
and output

1Xtra
1Xtra will launch a major drive across the nations and regions, commissioning a
range of special shows and activity across UK cities, showcasing new artists,
scenes and providing opportunities for regional DJs and tastemakers.

YES

UK original output

1Xtra will champion new UK artists who get little mainstream media support.
In daytime, at least 35% of the music will come from UK artists, with anintention that at least 50% of this will be new. This December, 1Xtra will
increase ambition around the annual ‘Hot For’ list, highlighting new artists towatch in 2021.

YES – 43% by UK
artists, of which 50%
was new

Creative ambition

1Xtra will look to provide enhanced coverage of key festivals like Notting Hill
Carnival and work collaboratively with BBC Three on the second series of The
Rap Game UK to help find the UK’s next Rap star.

YES

Range of audiences

1Xtra’s programmes are designed with young adults in mind, aiming inparticular to appeal to underserved black, Asian and minority ethnic audiences.

YES

Governance

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Performance against public commitments
Annual Plan commitments continued
PurposeBBC commitment

A mix of different genres
and output

Radio 2
We will continue to measure the overlap of the 100 most-played songs on Radio
2 and key commercial stations each month to ensure we continue offering a
distinct music mix.

ResultYES – see Note 4

In 2020/21, Radio 2 will meet and exceed our Ofcom requirement to ensure that“a significant proportion of the new music played comes from new andemerging UK artists” with our ‘New To 2’ airplay commitment outside of the
new release playlist.

YES – 24%

Radio 2 will play a wider variety and greater number and range of songs acrossthe pop music genres in daytime than any other comparable UK radio station.

YES

UK original output

By supporting their new music, Radio 2 will showcase new names but we will,
uniquely in the marketplace, reignite interest in heritage UK and international
artists.

YES

Creative ambition

Radio 2 will continue to champion new and heritage artists.

YES

We will also be partnering again with the WhatsOnStage Awards, to help us
reach new audiences around the UK.

YES – See Note 5Radio 2 will broadcast a range of documentaries and new specialist musicshows, including a celebration of 90s Britpop, and an in-depth look at European
music with singer-songwriter Jack Savoretti, an artist the network has
championed over the last five years.

YES

Radio 2 will also broadcast a Social Action season on Grief, and will launch agreen takeover of the network as part of an Environmental season.

YES

Range of audiences

Radio 2 will maintain its editorial focus on listeners aged over 35.

YES

A mix of different genres
and output

Radio 3
We will offer uniquely authoritative, yet widely accessible, exploration andperformance of music from all periods, taking in the whole classical tradition,
together with jazz, world music and contemporary electronic genres.

UK original output

Creative ambition

138

YES

We will continue to innovate with new programming within the schedule
which includes a new Sunday evening two-hour extended version ofRecord Review.

YES

We will provide a year-long celebration of Beethoven’s 250th anniversary,
including numerous live concerts and a 25-week series of Composer of the Week.

YES

We will mark seasons of the year with special clusters of music and speechprogramming.

YES

We will offer lively and insightful speech programmes and podcasts that
illuminate the world of music and musicians, art and artists, drawing new
audiences into a deeper experience of British, European and global culture.

YES

We will maintain our role in unique and challenging long-form audio drama.

YES

Radio 3 will commission 30 new works.

YES – 50

We will continue to promote new talent, whether through New Generation
Artists, New Generation Thinkers or BBC Introducing.

YES

We will launch a new annual scheme to find a New Generation BaroqueEnsemble.

YES

BBC Introducing will offer break-through opportunities to new classical andjazz artists and will audition new ambient music talent for the Unclassified
strand.

YES

We will continue to broadcast dedicated performances and recordings fromfestivals and concert halls around the UK including the EFG London Jazz
Festival, the Huddersfield Contemporary Music Festival and Celtic Connections.

YES

We will continue to unearth and celebrate the work of neglected womencomposers, living and dead, and will launch a new initiative for contemporary
black, Asian and minority ethnic composers, linked to the BBC orchestras.

YES

We will continue to develop creative experiments in absorbing slow radio.

YES

BBC Annual Report and Accounts 2020/21

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Purpose

A mix of different genres
and output

Creative ambition

UK original output

BBC commitment

ResultRadio 4 and Radio 4 Extra
Radio 4 will report and interrogate a fast-changing world every day throughrigorous and wide-ranging news and current affairs programmes. In particular
it will offer knowledge and understanding of public policy, political debate andsocial issues in the UK, including the impact of Brexit, the US election and theglobal impact of climate change.

YES

Radio 4 will provide a broadcast public square, through factual programmes,
fiction and comedy, for a wide range of voices and opinions to be heard, so thatdiverse aspects of the nation may encounter one another and find common
ground.

YES

We will explore and discuss traditional subjects in fresh ways to engage a newaudience, enabling Radio 4 to go beyond the schedule and reach new audiences
through podcasts and short-form video, festivals, events, partnerships andexhibitions.

YESRadio 4 Extra will continue to curate speech content across all genres and eras,
with an even greater focus on comedy and podcast content appealing toyounger audiences.

YES

Radio 4 will broadcast a range of programmes, with innovative formats, whichmove beyond analysis of problems to exploring solutions for some of the biggest
issues and questions of our time.

YES

Through journalism, features and drama, Radio 4 will explore many aspects ofBritish culture, including a series with the Poet Laureate, Simon Armitage, andan exploration of the black British experience since Windrush.

YES

Radio 4 will continue to innovate in the digital space, with a podcast series on
the real lives of teachers and other titles that bring new audiences to subjects
such as geography and travel, in the way that You’re Dead To Me has done forhistory. It will also continue to reinvent audio drama for younger audienceswith a range of new titles aimed at the podcast generation.

YES

Radio 4 will commission ambitious classic and contemporary drama from newand established writers both on air and through podcasts for different
audiences, including bold new dramatisations of Thomas Hardy’s novels, a newseries of Tracks, the award-winning podcast conspiracy thriller, and a season of
Nigerian fiction.

YES

Radio 4 comedy will pilot new formats from established comedians and provide
opportunities for emerging comic talent to reach a national audience.

YES

Radio 4 Extra will explore new and diverse podcasts through its unique Podcast
Radio Hour.

YESRadio 4 will commission more original documentary, drama and comedy
content than any other UK broadcaster. Following the international success oflast year’s Tunnel 29, Radio 4 will feature the next programme and podcast in
the Intrigue series.

YES

Newsjack on Radio 4 Extra will continue to be an exclusive opportunity for
listeners to contribute their sketches and one-liners to be performed by the
Newsjack ensemble.

YES

Governance

Return to contents139Performance against public commitments
Annual Plan commitments continued
PurposeBBC commitment

A mix of different genres
and output

BBC Radio 5 live and 5 live sports extra
When live sport resumes, there will be a broader range of sports on 5 live and 5
live sports extra than on any comparable service in 2020/21.

UK original output

Creative ambition

Range of audiences

A mix of different genres
and output

UK original output

Creative ambition

140

Result16 sports with livecommentary –see Note 6

5 live will be the platform for a national conversation on Covid-19, whilst also
covering all the other big UK and international news stories, offering listeners aplatform to join and shape the debate.

YES

5 live will provide coverage and analysis of political events, such as local andmayoral elections and Brexit.

YES

5 live is committed to regular outside broadcasts from around the UK, reflecting
the diversity of opinion and giving voice to our listeners’ questions.

YES

5 live will showcase voices from around the UK on our daily phone-in
programmes, including Your Call with Nicky Campbell.

YES

In 2020/21, 5 live will continue to deliver the biggest news and sports eventswith passion and expertise, uniting audiences as the Covid-19 story develops,
and at significant national moments.

YES

5 live will continue to drive the podcast sector forward with its innovative andcreative output.

YES

5 live will appeal to underserved audiences with a range of podcasts. There will
be a new podcast series from the winner of the Rachael Bland New Podcast
Award, aimed at building new communities. That Peter Crouch Podcast will
launch a new series and we will commission reactive news podcasts such as
The Coronavirus Newscast.

YES

5 live will continue to review its schedules, talent and on-air contributors toreflect the diversity of the UK.

YES

BBC 6 MusicIn 2020/21, 6 Music commits to at least 30% of new music in daytime and willcontinue to play more unique tracks in daytime and across 24 hours than any
other comparable UK radio station.

YES – 35%

6 Music will champion new and alternative music from the UK and around theworld. In 2020/21 – and within daytime output – 6 Music will continue to widen
the range of musical curation celebrating the British re-emerging jazz scene, theevolving new face of punk and digging deep to find other exciting new genres
and artists to showcase to our musically curious listeners of all ages, whether
live in performance or recorded.

YES

The station’s presenters will continue to offer unparalleled depth of musicalcuration in new music by new artists whilst also regenerating interest in
powerful new work by alternative icons from across the eras and genres.

YES

6 Music will champion UK grassroots and independent venues and maintainpartnerships with UK festivals.

YES

The station will commit to producing 200+ live sessions, by emerging artists
and distinctive musicians who receive little exposure on mainstream radio.

Due to the Covid-19
pandemic, live sessions
have been severely
limited – see Note 7

6 Music will explore a range of music landmarks including a celebration of
Glastonbury Festival, Record Store Day and National Album Day. Curation of
new music will be highlighted by 6 Music Recommends, and music genres will be
introduced to new audiences by special seasons and days such as the All Day
Rave and Slow Sunday.

YES – see Note 8

6 Music will provide a diverse and distinctive range of music for curious music
lovers of a broad age range.

YES

BBC Annual Report and Accounts 2020/21

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Purpose

BBC commitment

ResultA mix of different genres
and output

BBC Asian Network
Asian Network will offer a broad and responsive mix of multiplatform speech,music and entertainment content from the UK and around the world.

YES

UK original output

The station will continue to champion British Asian artists, with a minimum
30% of the music in daytime ring-fenced for UK artists and producers. Asian
Network’s new talent initiative ‘Future Sounds’ will return in January.

YES – 33%

Creative ambition

Asian Network will continue to commission new on-demand titles thatchallenge perceptions around identity and values, and re-commission podcast‘But…Where Are You Really From’.

YES

Asian Network will continue to build the Beyond Bollywood strand to reflect
the growing influence and appeal of Desi entertainment on UK audiences.

YES

The station aims to engage young, under-35 British Asian audiences inspired bytheir heritages and constantly evolving identities.

YES

Range of audiences

A mix of different genres
and output

BBC Radio Scotland
Radio Scotland will offer a mix of refreshed news and topical speech during theday, and music that connects with audiences in Scotland during the evening.
There will be in-depth and extensive coverage of Scottish football throughout
the schedule, combined with output on landmark calendar events including
Burns Night and Hogmanay.

YES

Creative ambition

It will continue to evolve and refresh the station with particular emphasis on
weekends and non-news output.

YES

Range of audiences

It will further develop a digital offering and create a range of podcasts which
complement the Radio Scotland editorial but target a younger audience, as well
as developing an enhanced offer on BBC Sounds. We will work with BBC
Introducing and similar initiatives to ensure access to the best new, young
speech and music talent.

YES

A mix of different genres
and outputs

BBC Radio nan Gàidheal
BBC Radio nan Gàidheal is refreshing its schedule and daytime sequences witha view to talent development as well as increasing impact and audienceengagement by forging partnerships with communities and agencies,
particularly in relation to music, arts and youth initiatives.

YES

Creative ambition

BBC Radio nan Gàidheal will extend its range of resources for Gaelic learners
working with the LearnGaelic partners to offer new digital products including
a learning series.

The impact of Covid-19
on production has
extended thedevelopment timerequired for the Gaelic
learning initiative,
which will now bedelivered in 2021/22.

Range of audiences

Radio nan Gàidheal will seek to ensure synergies between existing and new
broadcast platforms and formats in order to deliver best value and flexibility toaudiences. This will involve the expansion of podcast titles on BBC Sounds.

YES

Governance

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Performance against public commitments
Annual Plan commitments continued
Purpose

A mix of different genres
and output

BBC commitment

ResultBBC Radio Wales
Programmes such as Breakfast, Drive and Sunday Supplement will offer analysis
and scrutiny of current affairs including the impact of the Covid-19 on Wales aswell as a focus on political events and looking ahead to the Welsh Parliament
Elections in 2021.

YES

Creative ambition

We will continue to support Welsh culture, including a unique partnership with
the Machynlleth Comedy Festival which will see the festival take place on theradio this year.

YES

Range of audiences

We will continue to build on the success of bespoke podcasts and content for
BBC Sounds for younger audiences.

YES

A mix of different genres
and output

BBC Radio Cymru
Radio Cymru and Radio Cymru 2 will continue to provide a choice of listening
for Welsh language radio listeners, offering a variety of speech and music-based
programmes for audience.

YES

UK original output

Programmes such as Dros Ginio, Post Cyntaf and Post Prynhawn will provide
extensive coverage of the political landscape in Wales, with a spotlight on someof the major events of the day as well as looking ahead to the next political
milestone, the 2021 Welsh Parliament Elections.

YES

Range of audiences

We will build on the range of bespoke, original Welsh-language content aimed
at younger audiences on BBC Sounds.

YES

A mix of different genres
and outputs

Radio Cymru will continue to showcase Welsh-language music and whilst
many events have been postponed due to the Covid-19 crisis, the station is
working with partners to bring elements to the radio.

YES

A mix of different genres
and output

UK original output

Range of audiences

A mix of different genres
and output
Range of audiences

142

BBC Radio Ulster and BBC Radio Foyle
We will work to maximise the editorial and audience benefits of key BBC
partnerships.

YES

We will focus on live sports coverage – when possible – and related
programming.

YES

We will develop content that assists audience understanding and debate about
issues linked to the centenary of partition and the founding of Northern Ireland.

YES

We will enhance the impact and visibility of BBC support for music-making,including the Ulster Orchestra, coinciding with its 40th BBC birthday in 2021.

YES

We will further diversify the range of programme contributors and on-air
talent, and sustain and develop BBC engagement with communities acrossthe region.

YES

BBC Local RadioWe will continue our Make a Difference campaign which has connected
hundreds of thousands of listeners.
We will focus on C2DE audiences, and audiences in the Midlands and North ofEngland, bringing audience range to the BBC Radio portfolio.

BBC Annual Report and Accounts 2020/21

YES
YES

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Purpose

BBC commitment

ResultA mix of different genres
and output

BBC Online
We are expanding the Newsround brand online to improve and increase its
provision of news for children.

YES

UK original output

Creative ambition

Range of audiences

The BBC will improve the quality of links within news articles to provide ouraudiences with relevant further information, sources or resources.

YES

We are committed to supporting the wider news industry, so will continue toprovide strong attribution and linking to other news providers where relevant.

YES

The BBC News app will be completely refreshed and rebuilt, to make it more
important, more useful and more used.

YES

We will continue to develop personalisation and curation to drive relevant
experiences for all audiences across iPlayer, and we will continually evolve andimprove the user experience. We will deliver a highly relevant, yet safe andappropriate, experience for children and young adults.

YES

Improved recommendations will be based not just on activity on one app, but
on multiple apps.

YES

We will do more pan-BBC and pan-platform commissioning, building on great
examples like Brexitcast, Match of the Day and Strictly Come Dancing that alreadywork across TV, podcast and web.

YES

We will aim to reach new audiences through increased visibility for the BBC
News Channel’s live and breaking news coverage on BBC iPlayer and BBC
News Online.

YES

We will develop age-appropriate iPlayer profiles for children and young adults
that will be relevant and easy to use, whilst maintaining a safe experience.

YES

Notes
1 Across 2020/21, the average monthly overlap between the top 100 most-played songs on Radio 1 and top 100 most-played songs on Capital London, Kiss and Radio X was 27
songs
2 364 tracks were added to the Radio 1 playlist during 2020, of which 143 were by new and emerging UK artists 137 tracks were added to the Capital Network’s playlists, of which
27 were by new and emerging UK artists
3 Due to the Covid-19 pandemic, festivals and events in 2020 were cancelled The Radio 1 dance team focused instead on offering listeners a virtual escape each Friday evening
Radio 1 Dance Presents also launched in April 2020, partnering with brands including Defected, Resident Advisor, Café Mambo and Mixmag across the year, with each taking
over the show for a month Radio 1 also teamed up with partners across the continent for Europe’s Biggest Dance Show, which occurs twice during the year, with stations in
Oslo and Helsinki joining the line-up for the first time in October4 Across 2020/21, the average overlap between the top 100 most-played songs on Radio 2 and top 100 most-played songs on Heart London and Magic was eight songs, and threesongs with Smooth
5 Due to the Covid-19 pandemic, the WhatsOnStage Awards were unable to go ahead in 2020/21 However, in support of the Arts and musical theatre in particular, and looking toreach out to new audiences, the network moved the genre to front and centre of a special three days of programming in January 2021 This celebrated all things musical,
culminating with a brand new show recorded (under strict social distancing restrictions) at the London Palladium, featuring songs and stars from West End and Broadway
musicals This was also co-commissioned and produced with BBC One, enabling audiences from the across the UK, across several broadcast platforms, to come together andcelebrate musicals
6 The Covid-19 pandemic led to many major sporting events being cancelled Despite this, Radio 5 live and 5 live sports extra continued to cover events as they resumed, featuring
16 different sports across both networks We had live commentary of a large range of cricket events, including international matches home and abroad with England, Big Bash,
IPL, and T20 events Our extensive coverage of women’s sport continued with commentary from the WSL football, rugby union when available, and women’s cricket We also
covered the NFL and Super Bowl, and provided extensive coverage of the return of live boxing and also continued our MFC MMA coverage
7 Due to the Covid-19 pandemic, we were unable meet our target of 200+ live sessions Where we have been able to safely record artists within the social distancing restrictions,
we have delivered live sessions To ensure the audience were served with session material, archive sets continued to be played out across parts of the schedule In March 2021,
the network brought its ‘6 Music Festival’ in virtual form to the airwaves, BBC Sounds and iPlayer, allowing the audience to listen and watch nine very special new live
performances, recorded under strict no audience, Covid-safe conditions These were supplemented by a range of content from previous 6 Music Festivals from the archive
8 Across the year, 6 Music delivered multiple musical landmarks, despite not being able to cover events because of cancellations due to the Covid pandemic 6 Music carried
several ‘Rave’ specials, including the network dedicating a day of programming to ‘Stay Home, Rave Save’ and “bringing the dancefloor to you and soundtrack your house party”
April 2020 saw the network support Record Store Day in lockdown, celebrating all things records on what should have been Record Store Day 2020 ‘Record Store Day Mail
Order’ aimed to raise awareness of the challenges the retail sector was currently facing, reminding listeners how they can continue to support artists and record stores It alsocelebrated the army of key delivery workers and retailers who continued to keep music fans supplied with the music they love in these challenging times In October 2020, thenetwork marked both National Album Day and World Mental Health Day, which fell on the same date, with presenters playing music from some of their favourite albums andexploring the power of music to provide comfort

Governance

Return to contents143Performance against public commitments
General Duties
The Charter sets out a number of General Duties that apply to the BBC. This section sets out the BBC’s performance against these
Duties – the measures for reporting were set out in the BBC Annual Plan for 2021/21.

1. Acting in the public interest
The BBC must act in the public interest, aiming to serve its audiences not just as consumers, but as members of a wider society, with
programmes and services which, whilst seeking to inform, educate and entertain audiences, also serve wider public purposes. As aresult, the BBC must ensure that the benefits (whether direct or indirect) of decisions relating to the mission or purposes outweigh thecosts (whether direct or indirect); and have regard to economic, social and cultural benefits and costs.
MeasureAchieved

We will publish an Annual Plan and an Annual Report.

YES

We will publish the number of complaints upheld where we have failed to comply with the BBC’s
obligations under the Charter and Agreement or with the Ofcom Operating Framework or World
Service Licence.

YES – see Other Regulatory
Matters

We will publish the number of complaints upheld on BBC editorial matters and overall volumes ofcomplaints made.

YES – see Editorial Guidelines
and Standards report

We will publish performance measurement data, including data on the fulfilment of the public purposes.

YES

2. Engagement with the public
The BBC must assess the views and interests of the public and audiences, including licence fee payers, across the whole of theUnited Kingdom. The BBC must make arrangements to ensure that the diverse perspectives and interests of the public and audiences,including licence fee payers, across the whole of the United Kingdom are taken into account in its decision-making.
MeasureAchieved

We will publish annually data on audiences’ views about the BBC as part of the Annual Report.

YES

We will hold around six face-to-face events with audiences and report on the findings in the BBC’s Annual
Report, four of which will be delivered by the Board’s Nations Committees.

YES – see Audience
Engagement Report andadapting to national lockdown

3. Market impact
The BBC plays a crucial role in the UK media and broadcasting market. In addition to serving audiences directly by providing content
and services, it can contribute to the market more broadly, for example by promoting competition, supporting supply chains andencouraging sector-wide innovation. The BBC must have particular regard to the effects of its activities on competition in the UK.
In complying with this duty the BBC must (a) seek to avoid unnecessary adverse effects on competition and (b) promote positivemarket impact.
MeasureAchieved

We will publish and consult on any planned material changes.

YES – see Other Regulatory
Matters

We will publish annually the number of regulatory complaints upheld and actions taken in response.

YES – see Other Regulatory
Matters

We will publish the number of Ofcom enforcement actions in relation to compliance with the Ofcom
Operating Framework in this area.

YES – none

We will publish the outcomes of any Public Interest Tests.

YES – see: bbc.com/
aboutthebbc/reports/
consultation

144

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4. Openness, transparency and accountability
The BBC must observe high standards of openness and seek to maximise transparency and accountability. It must publish Board
minutes, important decisions concerning changes to remit/services, and minutes of Committee meetings. The Board also needs to haveregard to the benefits of consultation with interested persons.
MeasureAchieved

We will publish an Annual Plan that sets out the BBC’s strategic priorities, creative plans, budget and any
planned material changes to services.

YES – see: bbc.com/aboutthebbc

We will publish the following after the relevant event:— Minutes of the meetings of the Board.
— Important decisions concerning changes to the creative remit, work plan and material changes to the
UK Public Services, non-service activities and commercial activities.
— Summary minutes of the meetings of committees of the Board.

YES – see: bbc.com/aboutthebbc

We will publish an Annual Report and Accounts, containing a detailed summary of performance against
our regulatory quotas; full financial details and accounts; and information required as part of our Equality
Information Report.

YES

We will continue to publish the salary disclosures required under the Charter relating to pay over £150k,
along with our voluntary regime of quarterly salary and expenses disclosure for senior managers.

YES – see Remuneration Report

5. Partnership
The BBC will work collaboratively and in partnership, especially in the creative economy, in the public interest. It should partner with awide range of organisations of all sizes, including commercial and non-commercial, throughout the UK. Partnerships should be fair andbeneficial to all with due attribution and recognition for partners.
MeasureAchieved

We will collect and publish performance data on key partnership output and activities, including on the
BBC’s range of partnerships, range of partners, geographical breadth, and impact.

YES – see Partnerships

6. Diversity
The BBC must ensure it reflects the diverse communities of the whole of the United Kingdom through its output, the means by which
its output and services are delivered, and in the organisation and management of the BBC. This includes support for the regional andminority languages of the UK.
MeasureAchieved

We will publish detailed diversity data for all our staff, including on socio-economic background, as part ofour annual Equality Information Report.

YES – see Equality Information
ReportWe will continue to publish gender pay gap information, and analysis of our pay gaps for other groups.

YES – see Gender Pay Gap
reportWe will also publish performance measurement data collected on the fulfilment of our fourth public
purpose.

YES

7. Technology
The BBC must promote technological innovation, and maintain a leading role in research and development. To do this, it needs to seek towork in partnership with other organisations and share, as far as is reasonable, its research and development knowledge and technologies.
MeasureAchieved

We will continue to invest in the BBC’s Research and Development (R&D) department in line with theBBC’s long-term objectives.

YES

We will continue to share our insights from R&D, for example using industry white papers and relevant
professional gatherings, including standards bodies. We will use our web and social presence to highlight
key messages to a wider audience.

YES

8. Stewardship of public money
The BBC exercises rigorous stewardship of public money in accordance with the following principles:— Regularity – Management of all of the BBC’s resources must accord with the provisions of the Charter, Framework Agreement andother agreements the BBC enters into with Government Ministers.
— Propriety – Management of all of the BBC’s resources must meet high standards of public conduct, robust governance and duly
consider the expectations of Parliament (including those of the Public Accounts Committee), which have been formallycommunicated to the BBC.
— Value for money – Procurement, projects and processes must be systematically evaluated and assessed to provide confidence about
the economy, effectiveness and efficiency of the project, taking into account the wider public interest, not just that of the BBC itself— Feasibility – Proposals using public funds should be implemented accurately, sustainably and to the intended timetable.

Governance

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145

Performance against public commitments
General duties continued
MeasureAchieved

True and fair audit opinion from the BBC’s external auditors.

YES

We will report on our mechanisms for provision of information to the Board and the Audit and Risk
Committee on compliance with the Charter, to ensure that the transactions reflected in the BBC’s financial
statements have been applied to the purposes as intended and conform to the relevant frameworks
governing them.

YES

We will comply with funding conditions as part of a separate funding agreement, e.g. grant funding for the
BBC World Service.

YES

We will publish our response to Value for Money reviews conducted by the NAO or other commissioned
parties.

YES

9. Guidance and best practice
The BBC has to have regard to general guidance concerning the management of the affairs of public bodies and generally accepted
principles of good corporate governance, where applicable and appropriate.
MeasureAchieved

We will audit our voluntary compliance with the UK Corporate Governance Code and principles of good
corporate governance based on a general aim of compliance with the Code wherever possible.

YES – see Governance

Our Annual Report will set out the BBC’s performance against the Code; areas where the Code does not
apply to the BBC; areas where the Charter overrides the Code; and areas where the BBC does not comply.

YES – see Governance

We will also publish an annual Equality Information Report, in compliance with the Public Sector
Equality Duty.

YES – see Equality Information
ReportAn annual statement on licence fee collection will be audited by the NAO and laid before Parliament.

YES

We will continue to comply with best practice in offering training on a range of issues such as anti-bribery,data protection and child protection.

YES

10. General duties in relation to commercial activities
The BBC’s commercial activities need to act in the public interest, engage with the public, and ensure openness and transparency.
They must not distort the market nor gain an unfair competitive advantage.
MeasureAchieved

The Fair Trading Committee will continue to: keep under review the BBC’s compliance with Ofcom’s
trading and separation requirements; commission an annual independent audit; review, consider andapprove the BBC’s transfer pricing methodologies; report progress in the BBC’s Annual Report; and review
the ongoing compliance of the commercial activities with the Four Commercial Criteria.

YES – see Fair Trading Report

We will abide by our published policy on material changes to Commercial Activities.

YES – see Other Regulatory
Matters

Our complaints framework includes a procedure for complaints about a failure to meet any commercial
activities requirements.

YES

We will publish forthcoming potential material changes to commercial services in the BBC’s Annual Plan,
subject to issues of commercial confidentiality.

YES

We will carry out the commercial test for any proposed material change to our commercial activities, andpublish the proposed change once we have done so.

YES – none

We will continue to train key staff on compliance with the Fair Trading rules.

YES – see Fair Trading Report

We will continue to meet our publication and information provision obligations to Ofcom, detailing thefinancial performance of our commercial subsidiaries and setting out detailed methodologies for transfer
pricing within our group.

YES – see Commercial Holdings
Annual Report and Group
Trading Manual

We will publish the number of upheld complaints about compliance with the commercial activities
requirements under the Charter and Agreement or in the Ofcom Operating Framework, and our response
to such complaints.

YES – none

We will publish the number of Ofcom enforcement actions in relation to compliance with the Ofcom
Operating Framework in this area.

YES – none

The Fair Trading Committee will report annually on its work in the Annual Report and Accounts.

YES – see Fair Trading Report

146

BBC Annual Report and Accounts 2020/21

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Access services
Audio described
Audio described hours

Total hours

Actual for year (%)

Target for year (%)

2020/212019/20

2020/212020/212019/20

2020/212019/20

BBC One
BBC Two
BBC Four
CBBC
CBeebies
BBC Scotland

1,921
2,480
1,135
1,638
1,277
501

1,985
2,433
1,467
1,926
1,484
501

8,736
8,736
3,124
5,084
4,771
1,820

22.0%
28.4%
36.3%
32.2%
26.8%
27.5%

22.3%
27.3%
45.1%
37.2%
31.0%
24.8%

20.0
20.0
20.0
20.0
20.0
20.0

20.0
20.0
20.0
20.0
20.0
20.0

Linear total

8,952

9,797

32,271

Audio described programmes

BBC iPlayer1

Total programmes

Actual for year (%)

Target for year (%)

2020/212019/20

2020/212020/212019/20

2020/212019/20

9,772

9,108

62,4812

17.1

15.3

N/A

N/A

Sign interpreted
Sign interpreted hours

Total hours

Actual for year (%)

Target for year (%)

2020/212019/20

2020/212020/212019/20

2020/212019/20

BBC One
BBC Two
BBC Four
CBBC
CBeebies
BBC Scotland
BBC News

492
455
204
261
271
101
556

493
458
210
266
270
102
520

8,736
8,736
3,124
5,084
4,771
1,820
8,736

5.6%
5.2%
6.5%
5.1%
5.7%
5.5%
6.4%

5.5%
5.1%
6.4%
5.1%
5.6%
5.0%
5.8%

5.0
5.0
5.0
5.0
5.0
5.0
5.0

5.0
5.0
5.0
5.0
5.0
5.0
5.0

Linear total

2,340

2,318

41,007Sign interpreted programmes

BBC iPlayer1

Total programmes

Actual for year (%)

Target for year (%)

2020/212019/20

2020/212020/212019/20

2020/212019/20

3,376

2,940

62,4812

5.9

4.9

N/A

N/A

Subtitled
Subtitled hours

Total hours

Actual for year (%)

Target for year (%)

2020/212019/20

2020/212020/212019/20

2020/212019/20

BBC One
BBC Two
BBC Four
CBBC
CBeebies
BBC Scotland
BBC News
BBC Parliament

13,863
9,103
3,124
5,083
4,771
2,457
8,732
1,780

14,577
9,335
3,255
5,175
4,785
2,024
8,902
1,504

13,872
9,109
3,124
5,084
4,771
2,458
8,736
8,736

99.9
99.9
100
100
100
100
100
20.4

99.9
99.9
100
100
100
100
100
16.9

100
100
100
100
100
100
100
N/A

100
100
100
100
100
100
100
N/A

Linear total

48,91349,55755,891

Subtitled programmes

BBC iPlayer

1

Total programmes

Actual for year (%)

Target for year (%)

2020/212019/20

2020/212020/212019/20

2020/212019/20

57,06954,91575,629

75.5

76.7

N/A

N/A

Notes
1 Figures are for the total number of programmes available on BBC iPlayer excluding S4C and World Service content For the five main broadcast channels, including nations andregional variants, 100% of content is subtitled, 20% audio-described and 5% signed This content including subtitles, audio description and signed versions is all made available
on BBC iPlayer, and we achieve the same levels for BBC Three programming BBC iPlayer aggregates those main broadcast channels and other channels for which lower levels ofaccess services are provided, so the overall figures for BBC iPlayer are at a lower level than the main broadcast channels
2 The total number of programmes here excludes audio described and signed versions of programmes These versions are included in the subtitled figures

Governance

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Performance against public commitments
Contestability
Under the Charter and Agreement, the BBC must secure competition between BBC producers and external producers, whether
independent producers or not, for production of television, radio and online content. More information on contestability in television
can be found in the TV Supply Report, published alongside this report: downloads.bbc.co.uk/commissioning/site/bbc-commissioningsupply-report-2020.pdf.
As required under the Charter and Agreement by 31 December 2019, we have removed the in-house guarantee for children’s, sport andnon-news related current affairs television programmes.
Platform

Target to contest

Contested to dateCompletion date

Achieved1

TV

100% of relevant hours

64%

31 December 2027

In progressRadio2

60% of relevant hours

53%

31 December 2022

In progress

100% of relevant spend

59%

31 December 2027

In progress

Online3

Notes
1 The Agreement requires the BBC to ensure that it secures competition for 100% of relevant television programmes by 31 December 2027 Our outturn is based on the number ofhours broadcast or provided on BBC iPlayer in 2020, taking into account commissioning decisions made up to 31 December 2020
2 The Agreement requires the BBC to ensure that for relevant radio programmes it secures competition for at least 60% of relevant broadcasting time by 31 December 2022 Our
outturn is based on the number of hours broadcast in 2020/21, taking into account commissioning decisions made up to 31 March 2021
3 The Agreement requires the BBC to secure competition for 100% of relevant online material by 31 December 2027 The BBC has defined relevant online material in a way thatadheres to the provisions of the Agreement and has discussed this definition with Ofcom We measure online contestability by expenditure on content production of relevant
online material Our outturn is based on expenditure in 2020/21

148

BBC Annual Report and Accounts 2020/21

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Network radio supply
The following table shows the levels of all BBC Network Radio hours from different suppliers.
Proportion of all eligible hours
produced by independent producers
for BBC Network Radio (%)

Proportion of all eligible hours
produced by BBC producers for
BBC Network Radio (%)

2020/212019/20

2020/212019/20

28.6

26.8

71.4

73.2

1Xtra

18.9

16.0

81.1

84.0

Radio 2

48.2

47.5

51.8

52.5

Radio 3

12.8

12.9

87.2

87.1

Radio 4

15.0

15.2

85.0

84.8

BBC 4 Extra

8.6

16.4

91.4

83.6

BBC Radio 5 live and 5 live sports extra

21.3

21.6

78.7

78.4

BBC 6 Music

30.4

18.7

69.6

81.3

Radio 1

BBC Asian Network

14.0

12.9

86.0

87.1

Total

25.9

22.9

74.1

77.1

Notes
Eligible hours excludes repeats, simulcasts, core news, education/social action, presentation, EBU output, World Service
From 2020/21 we no longer include BBC Studios in the Indie hours BBC producers includes in-house BBC producers and BBC Studios – BBC Studios was only 97 hours of total
supply so has not been separated further
2019/20 figures have been adjusted to reflect the change in methodology as described above
Information on our network television supply in 2020/21 is available in the TV Supply Report, published alongside this report downloads bbc co uk/commissioning/site/
bbc-commissioning-supply-report-2020 pdf

Governance

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Performance against public commitments
Distribution
Distribution of BBC content is key to delivering our mission and public purposes. The Charter requires the BBC to report on how it has
made its output and services available to the public. This section sets out our progress this year.

98.5%

99%

BBC iPlayer is available on

BBC Sounds is available on

Digital Terrestrial Television (DTT)
coverage of UK households>17,0 0 0

types of TV device overall

AM/FM coverage of UK households

97.5%

DAB coverage of UK households

98%

Satellite availability to UK
households>16,0 0 0
types of device overall

Note
The figures quoted for DTT and DAB relate to coverage for services carried on the BBC’s multiplexes In addition nations and regions radio stations and a small number of HD
channels are made available via commercial multiplexes BBC iPlayer is available on over 350 platforms (groups of devices) and BBC Sounds is available on over 180 platforms(groups of devices)

The BBC distributes its content with the goal of providing its
audiences with full and convenient access to the services that are
relevant to them. In 2020/21 we have continued to ensure that:— we provide effectively universal broadcast coverage of our TV
and radio services, maintaining availability at normal levels
throughout the Covid-19 pandemic;— the BBC’s video-on-demand (VOD) service, iPlayer, is available
on more consumer devices (from Smart TVs to games consoles
and tablets) than any other VOD service in the UK;— live and on-demand audio is widely available for audiences toaccess across an increasing number of devices; and— we create innovative content that promotes our services,brands and talent with audiences on popular social media
platforms, such as Facebook, TikTok, Instagram and YouTube.
During the year the BBC played a leading role in minimising theimpacts of the pandemic on the programme to clear television
broadcasting from the 700MHz spectrum band. The band wascleared in August 2020 and was auctioned in March 2021 for use
by future 5G mobile internet services. The BBC was also able toarrange for the distribution of ‘pop-up’ local radio stations for
Sunderland, Bradford and Wolverhampton in late 2020 and early2021 to meet specific needs for local news and information during
the national lockdown.

150

As well as widespread availability and maximising value for the
licence fee payer, it is critical that the ways in which BBC services
and content are distributed support and protect our public service
mission. The BBC’s Distribution Policy, published in June 2018
following a public consultation, set out seven conditions that form
the basis under which the BBC will distribute its UK public
services, and continues to guide our distribution agreements withthird parties effectively.
In 2020 the BBC has made public service content morediscoverable through deeper integration with search andrecommendation features on smart TVs and the worldwide web,for example enabling the audience to navigate to content using
voice interfaces, and promoting a diverse range of content
including the BBC’s support for home learning in lockdown. The
rollout of BBC Sounds on TV is nearing completion and it is now
available on over 2,000 types of TV device, across 23 brands.

BBC Annual Report and Accounts 2020/21

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BBC Public Service promotions
Under the Charter and Agreement, the BBC must ensure that the promotion of any output of a UK Public Service or any such service inthe UK Public Services focuses on output contributing substantially to the fulfilment of the mission and promotion of the public
purposes. The BBC must publish information on such promotion, including:a) the number of minutes of promotions in each UK Public Service;b) the time of day of such promotions;c) such other information it considers would be in the public interest to publish.
We consider that promotion of the UK Public Services and their output is important so that our audiences are informed about the wide
variety of content the BBC offers that informs, educates and entertains. Promotional material on the UK Public Services is produced
and scheduled in line with our Editorial Guidelines.
This table sets out the total minutes of promotional material broadcast on each UK Public Service by time period in 2020/21:
Morning

Daytime

Evening

Overnight

Total

BBC One

489

3,990

3,261

1,545

9,285

BBC Two

2,003

2,468

3,078

1,600

9,148

BBC Four

N/A

N/A

2,432

1,314

3,746

CBBC

1,316

3,459

1,259

N/A

6,033

CBeebies

1,480

2,899

6

N/A

4,385

BBC News

546

2,441

1,831

1,024

5,841

40

777

2,696

10

3,523

1,699

3,343

1,462

535

7,039

BBC Scotland
Radio 1
1Xtra

1,128

2,491

953

198

4,769

Radio 2

1,260

2,347

1,186

1,029

5,821

Radio 3

684

1,814

1,108

0

3,605

Radio 4

1,453

2,494

2,090

302

6,339

BBC 4 Extra

2,114

2,612

2,011

2,202

8,939

BBC Radio 5 live

1,383

2,650

2,015

1,028

7,076

BBC 6 Music

1,284

2,618

642

247

4,792

BBC Asian Network

1,037

2,190

1,124

0

4,351

BBC Radio Scotland

1,525

2,600

797

N/A

4,922

BBC Radio Wales

1,628

3,219

2,381

498

7,726

BBC Radio Cymru

2,407

4,858

3,645

237

11,147

BBC Radio Ulster and BBC Radio Foyle

546

1,248

1,092

1,028

3,914

BBC Local Radio

N/A

N/A

N/A

N/A

6,542

Notes
Time periods are defined as morning, 6am – 11 59am; daytime, 12pm – 5 59pm; evening, 6pm – 10 59pm; overnight, 11pm – 5 59am Minutes of promotions on radio here do notinclude the service trails for the programmes themselves; these figures are included in the following table The figure for BBC Local Radio is an average figure across all local radio
stations in England
Promotions on BBC Parliament, BBC ALBA, BBC Radio 5 live sports extra and BBC Radio nan Gàidheal are not measured due to very low volume and frequency Quantitative data
is not available for promotions on BBC Red Button or BBC Online

Governance

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Performance against public commitments
BBC Public Service promotions continued
This table sets out the total minutes of promotional material for each platform (i.e. TV, radio or online) promoted on each UK PublicService. ‘On Service’ refers to minutes of self-promotional material, e.g. BBC One promoting BBC One, ‘TV and BBC iPlayer’ refers tominutes of promotions of TV and BBC iPlayer content on each service, and ‘Radio and BBC Sounds’ refers to the minutes of promotions
for any radio and BBC Sounds content on each service.
On Service

TV andBBC iPlayer

Radio andBBC Sounds

BBC One

4,704

3,960

621

BBC Two

3,723

4,856

569

BBC Four

2,317

1,345

84

CBBC

5,777

256

0

CBeebies

4,311

75

0

BBC News

1,381

3,361

1,100

BBC Scotland

1,758

1,566

199

Radio 1

6,107

508

424

1Xtra

3,827

356

586

Radio 2

4,624

588

609

Radio 3

3,087

104

414

Radio 4

5,554

288

497

BBC 4 Extra

7,993

257

689

BBC Radio 5 live

5,905

447

724

BBC 6 Music

4,227

202

363

BBC Asian Network

3,497

288

566

BBC Radio Scotland

3,636

533

753

BBC Radio Wales

5,949

850

927

BBC Radio Cymru

8,137

892

2,118

BBC Radio Ulster and BBC Radio Foyle

1,443

1,154

289

Notes
Promotions on BBC Parliament, BBC ALBA, BBC Radio 5 live sports extra and BBC Radio nan Gàidheal are not measured due to very low volume and frequency Quantitative data
is not available for promotions on BBC Local Radio or BBC Red Button

BBC iPlayer also carries promotional material. Pre-rolls, short video advertisements that automatically play directly before a featured
programme, launched on BBC iPlayer on web in December 2015, and on BBC iPlayer on connected TVs in January 2019. The promotion
consists of one pre-roll trailer before a selected programme, which solely plays on the first play in a session. Each pre-roll has amaximum duration of 30 seconds, but each trailer varies between 10 and 30 seconds. A user will not see the same pre-roll more thanfour times.
Pre-rolls are placed in front of all priority titles on BBC iPlayer. The vast majority of pre-rolls on BBC iPlayer promote BBC iPlayer
content, either on-demand or live. CBBC pre-rolls are placed solely in front of CBBC programmes, and CBeebies pre-rolls solely in frontof CBeebies programmes. A non-children’s pre-roll is never placed in front of a children’s title and vice versa. The BBC’s priority titles
are promoted with the pre-roll inventory and all placements are manually scheduled based on genre, tone and audience. All users will
get the same pre-roll on the same episode.
Some BBC podcasts available through BBC Sounds and third-party platforms carry promotional material for other BBC podcast
content. Around eight podcasts per month are agreed as priorities which we promote on other podcasts. We select content which
represents a range of styles to promote the breadth of BBC audio output. Promotional trails, each with a duration of 15-45 seconds,
for these podcasts are produced and inserted into other podcasts, at the start, middle and/or end of the audio file. The choice andplacement of these trails is at the discretion of the podcast producers, though it is predominantly pre or post-roll. Some stations
also trail their own content (e.g. Radio 4 promotes its content on Radio 4 podcasts).

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BBC Annual Report and Accounts 2020/21

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BBC One’s BAFTA
award-winning Casualty

Performancedata packs
This section sets out audience performance
this year, including full statisticalinformation for the Public Purposes,
plus detailed performance data by service
in Wales, Scotland, Northern Irelandand England.
BBC Four’s BAFTA awardwinning Storyville, Locked In:
Breaking the Silence

Governance

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153

Performance data packs
Audience performance
1. To provide impartial news and information to help people to understand and engage withthe world around them
Experience
SourceOverall BBC News reach
Number of UK adults (16+) who use BBC News services each week
BBC News reach by platform
BBC TV Network News and Current Affairs% of UK adults who watch BBC TV Network News and Current Affairs on average
per week
BBC Radio Network News and Current Affairs programmes% of UK adults who listen to news and current affairs programmes on BBC Network Radioon average per week

BBC News Online% of UK adults who use BBC News Online on average per week

2020/21

8 out of 10

2019/20

8 out of 10

2020/2163%

2019/20

59%

Kantar Media16+

BARB 16+ Reachbased on 3+ mins

Industry radio audience data is
not available for 2020/21 owing
to the suspension of RAJAR
face-to-face fieldwork during
2020/21 because of Covid-19
restrictions.
2020/2136%

2019/2029%

2020/2150 million

2019/2042 million% Effective% Ineffective

Source2020/2175%

14%Ipsos MORI 18+ *% of UK adults who think BBC News and Current Affairs is effective at
helping them understand what is happening in their part of the UK

2020/2168%

18%% of UK adults who think BBC News and Current Affairs is effective at
informing them about the day’s issues so they can make up their minds

2020/2169%

17%% of UK adults who think the BBC is effective at providing news andcurrent affairs that is impartial

2020/2156%

29%% of UK adults who think the BBC is effective at providing news andcurrent affairs that is accurate

2020/2169%

18%% of UK adults who think the BBC is effective at providing news andcurrent affairs that is trustworthy

2020/2168%

21%2020/2184%

8%% of weekly users who say BBC News on Radio sets a high standard
for quality

2020/2185%

5%% of weekly users who say BBC News Online sets a high standard
for quality

2020/2181%

7%

2020/21

8 out of 10

2019/20

8 out of 10

Number of unique UK browsers accessing BBC News Online on average per week

Compass by Ipsos
MORI 16+
AT Internet

Perception
Delivery of the purpose% of UK adults who think BBC News and Current Affairs is effective at
helping them understand what is happening in the UK/world today

Quality of BBC News by platform% of weekly users who say BBC News on TV sets a high standard
for quality

Weekly users’ rating of BBC News Online (mean score/10)
16+ UK weekly users

YouGov 16+* Owing to the suspension of face-to-face fieldwork during 2020/21 because of Covid-19 restrictions, this survey was conducted via telephone/mobile in 2020/21 As a result, the2019/20 results – conducted face-to-face – are not directly comparable so are not repeated here

154

BBC Annual Report and Accounts 2020/21

Return to contents

% BBCBBC News in market context
Of all the news sources (TV, radio, newspaper, magazine, website, app orsocial media) which one source are you most likely to turn to
if you want impartial news coveragefor news you trust the mostif you want accurate news coverage% Next Nearest
Named

2020/2140%(ITV/Sky News
= 7% each)2019/20
2018/19

51%
44%

7% (Sky News)
10% (ITV)

2020/2149%(ITV/Sky News
= 7% each)2019/20
2018/1962%
51%

8% (Sky News)
9% (ITV)

2020/2152%(ITV/Sky News
= 7% each)2019/20
2018/1962%
53%

9% (Sky News)
9% (ITV)

SourceIpsos MORI 997
adults 18+ who
follow the news,
March 2021

2. To support learning for people of all ages
Experience
SourceUsage of the BBC overall among under 16s
Under 16s pan-BBC reach% of under 16s who use BBC TV/iPlayer, radio or online on average per week

2020/2177%

2019/2081%

2020/2105:00

2019/20

04:55

2020/2179%

2019/2084%

2020/2177%

2019/2079%

2020/2159%

2019/2062%

0-6s% of 0-6s who use BBC Children’s and Education content across TV/iPlayer or online
on average per week

2020/2173%

2019/2079%

7-12% of 7-12s who use BBC Children’s and Education content across TV/iPlayer or online
on average per week

2020/2156%

2019/20

57%

Under 16s pan-BBC time
Length of time under 16s spend with the BBC per head on average per week (hours mins)
0-6 pan-BBC reach% of 0-6s who use BBC TV/iPlayer, radio or online on average per week
7-12 pan-BBC reach% of 7-12s who use BBC TV/iPlayer, radio or online on average per week
Usage of BBC Children’s/Education services among under 16s
Under 16s
% of under 16s who use BBC Children’s and Education content across TV/iPlayer or online
on average per week

Kids Cross-Media
Insight by Ipsos
MORI

Kids Cross-Media
Insight by Ipsos
MORI 2019/20
figures restated toinclude Education
services

Perception
Mean score/10

Source2020/21

7 out of 10

Ipsos MORI

2019/20

7 out of 10% Effective% Ineffective

Source2020/2179%

7%

Ipsos MORI 18+*

2020/2168%

17%

View of the BBC among under 16s
Perception of BBC by under 16s

Delivery of the purpose% of parents who think the BBC is effective at supporting children andteenagers with their learning% of UK adults who think the BBC is effective at helping them learn newthings* Owing to the suspension of face-to-face fieldwork during 2020/21 because of Covid-19 restrictions, this survey was conducted via telephone/mobile in 2020/21 As a result, the2019/20 results – conducted face-to-face – are not directly comparable so are not repeated here

Governance

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Performance data packs
Audience performance continued
BBC Bitesize
SourceExperience
Primary pupils% of primary school pupils who use Bitesize
Secondary pupils% of secondary school pupils who use Bitesize
Number of unique UK browsers accessing Bitesize on average per week
Perception% of under 16 users who say Bitesize helps them understand their studies/learning more
% of secondary school users who say Bitesize helps them to achieve better grades

2020/2167%

2019/2038%

2020/2177%

2019/2073%

2020/212.7 million

2019/20

1.7 million

2020/2180%

2019/2083%

2020/2157%

2019/2062%

DJS

AT Internet

DJS

3. To show the most creative, highest quality and distinctive output and services
Experience
SourceUsage of the BBC overall among adults
Pan-BBC reach% of UK adults who use BBC TV/iPlayer, radio or online on average per week

2020/2190%

2019/20

91%

Pan-BBC time
Length of time UK adults spend with the BBC per head on average per week (hours:mins)

Usage of the BBC by platform among adults
BBC TV% of UK adults in TV homes who watch BBC TV on average per week
Length of time UK adults in TV homes spend with BBC TV per head on average per week(hours:mins)
BBC Radio% of UK adults who listen to BBC Radio on average per week
Length of time UK adults spend with BBC Radio on average per week (hours mins)

BBC Online% of UK adults who use BBC Online on average per week

2020/21

18:02

2019/20

17:45

2020/2176%

2019/2077%

2020/2108:11

2019/20

07:40

2020/21

57%

Compass by Ipsos
MORI 16+

Estimated from
Ipsos MORI,BARB, BARB
Establishment
Survey, AT
Internet, RAJAR,
ONS 16+BARB 28-days asviewed 16+
Reach based on
15+ mins
2019/20 restatedbased on 28 days
as viewed

Compass by Ipsos
MORI 16+ *Industry radio audience data is
not available for 2020/21 owing
to the suspension of RAJAR
face-to-face fieldwork during
2020/21 because of Covid-19
restrictions.
2020/2163%

2019/20

54%

Compass by Ipsos
MORI 16+* Industry radio audience data is not available for 2020/21 owing to the suspension of RAJAR face-to-face fieldwork during 2020/21 because of Covid-19 restrictions Theseestimates for 2020/21 are from a different source (Compass by Ipsos MORI) and via a different method (passive measurement rather than RAJAR’s diary) As a result, 2019/20
data from RAJAR is not directly comparable and therefore is not repeated here

156

BBC Annual Report and Accounts 2020/21

Return to contentsPerception% Effective% Ineffective

Source2020/2177%

11%

Ipsos MORI 18+*

% of UK adults who think the BBC is effective at providing content/
services that set a high standard for creativity

2020/2171%

14%% of UK adults who think the BBC is effective at providing content/
services that are distinctive

2020/2170%

13%% of UK adults who think the BBC is effective at providing content/
services that set a high standard for originality

2020/2169%

15%% of UK adults who think the BBC is effective at providing content/
services that cater for a wide range of tastes

2020/2171%

15%

BBC quality and distinctiveness by platform
BBC TV programmes% of users who say BBC TV sets a high standard for quality

2020/2182%

9%% of users who say BBC TV is distinctive

2020/2176%

10%

BBC Radio% of users who say BBC Radio sets a high standard for quality

2020/2180%

6%% of users who say BBC Radio is distinctive

2020/2175%

7%

BBC Online% of users who say BBC Online sets a high standard for quality

2020/2176%

8%% of users who say BBC Online is distinctive

2020/2173%

7%

Delivery of the purpose% of UK adults who think the BBC is effective at providing content/
services that set a high standard for quality* Owing to the suspension of face-to-face fieldwork during 2020/21 because of Covid-19 restrictions, this survey was conducted via telephone/mobile in 2020/21 As a result,the 2019/20 results – conducted face-to-face – are not directly comparable so are not repeated here

BBC iPlayer
SourceExperience
Average weekly accounts signing into BBC iPlayer
Accounts overall
Under 35 year olds’ accounts
BBC iPlayer streaming time
Average weekly hours played through iPlayer

BBC iPlayer time per population head
Length of time UK population spends with iPlayer on average per week per population
head (hours:mins)

Length of time UK 16-34s spend with iPlayer on average per week per 16-34
population head (hours:mins)% of all BBC TV viewing that is delivered by BBC iPlayer
All
16-34

Governance2020/2110.7 million

2019/20

9.1 million

2020/21

3.2 million

2019/20

2.9 million

2020/2139.7 million

2019/2032.2 million

2020/2100:53

2019/2000:44

2020/2100:59

2019/2000:55

2020/2112%

2019/2011%

2020/2137%

2019/2035%

Return to contents

AT Internet/BBC
Account data

AT Internet/Sky
catch up data
2019/20 data
restated following
data amendments

Deduplicatedviewer mins
modelled from
BARB/ATInternet
Deduplicatedviewer mins
modelled from
BARB/ATInternet

BARB/ATInternet/Sky
catch-up data
2019/20 restatedbased on changes
to calculation
method157

Performance data packs
Audience performance continued
SourcePerception
Weekly users’ rating of BBC iPlayer (mean score/10)
16+ UK weekly users
16-34 UK weekly users

2020/21

8 out of 10

2019/20

8 out of 10

2020/21

8 out of 10

2019/20

8 out of 10% Effective% Ineffective

Source81%

10%

Ipsos MORI 16+% of weekly users rating iPlayer as effective at helping the BBC to deliver
the mission
Mission overall: 16+ UK weekly users

2020/212019/2083%

9%Mission overall: 16-34 UK weekly users

2020/2178%

14%

2019/2084%

9%

2020/2181%

9%

2019/2083%

8%

2020/2179%

12%

2019/2084%

8%

2020/2180%

9%

2019/2082%

9%2020/2178%

11%

2019/2084%

8%

2020/2180%

7%

2019/2082%

7%

2020/2179%

11%

2019/2082%

6%

2020/2182%

7%

2019/2084%

6%

2020/2180%

10%

2019/2082%

7%

2020/2175%

8%

2019/2076%

9%

2020/2175%

10%

2019/2078%

9%% of weekly users rating iPlayer as effective at helping the BBC to deliver
the public purposes
Purposes overall: 16+ UK weekly users
Purposes overall: 16-34 UK weekly users
News purpose: 16+ UK weekly users
News purpose: 16-34 UK weekly users
Learning purpose: 16+ UK weekly users
Learning purpose: 16-34 UK weekly users
Creativity purpose: 16+ UK weekly users
Creativity purpose: 16-34 UK weekly users
Reflect/represent/serve purpose: 16+ UK weekly users
Reflect/represent/serve purpose: 16-34 UK weekly users

158

BBC Annual Report and Accounts 2020/21

YouGov 16+

Ipsos MORI 16+

Return to contents

BBC Sounds
Experience
SourceAverage weekly accounts using BBC Sounds
All
16-34

BBC Sounds streaming time
Average weekly hours played through Sounds

2020/213.5m

2019/202.9m

2020/21572k

2019/20500k

2020/2110.9m

2019/208.9m

AT Internet/BBC
Account data
2019/20 datafrom 30 Sept 2019– 29 Mar 2020
following closureof BBC iPlayer
Radio

AT Internet/BBC
Account data
2019/20 datafrom 30 Sept 2019– 29 Mar 2020,
following closureof BBC iPlayer
Radio

Perception
SourceWeekly users’ rating of BBC Sounds (mean score/10)
16+ UK weekly users

2020/21

8 out of 10

2019/20

8 out of 10

YouGov 16+

4. To reflect, represent and serve the diverse communities of all the United Kingdom’s nations
and regions and support the creative economy
Perception: UK adults% Effective% Ineffective

Source2020/2157%

24%

Ipsos MORI 18+*

% of UK adults who think the BBC is effective at providing content/
services relevant to them2020/2163%

21%% of UK adults who think the BBC is effective at reflecting the part of the
UK they live in

2020/2160%

22%% of UK adults who think the BBC is effective at catering for the part of the
UK they live in

2020/2162%

20%% of UK adults who think the BBC has programmes, content and services
that raise awareness of the different ways of life and perspectives in UK
society

2020/21

68%

18%

Delivery of the purpose% of UK adults who think the BBC is effective at reflecting people likethem

* Owing to the suspension of face-to-face fieldwork during 2020/21 because of Covid-19 restrictions, this survey was conducted via telephone/mobile in 2020/21 As a result,the 2019/20 results – conducted face-to-face – are not directly comparable so are not repeated here

Governance

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159

Performance data packs
Audience performance continued
By audience group
Experience
Male
16+

Female
16+

16-34

35-54

55+

ABC1
16+

C2DE
16+

White
16+

Black,
Asian andminority Disabledethnic 16+ 16+

Not
Disabled
16+

Pan-BBC reach% of each audience 2020/21 91%
group who use BBC
2019/20 91%
TV/iPlayer, radio or
online on average per
week

89%

80%

90%

98%

92%

87%

92%

77%

91%

90%

91%

80%

93%

99%

93%

89%

93%

77%

92%

91%

BBC TV% of each audiencegroup in TV homes
who watch BBC TV
per head on average
per week

2020/21 74%

78%

51%

77%

92%

76%

75%

78%

61%

85%

74%

2019/20 76%

78%

55%

79%

92%

77%

77%

79%

63%

86%

76%

Length of time each 2020/21 07:41
audience group in TV
homes spends with
BBC TV per head on 2019/20 07:20
average per week(hours:mins)

08:39

02:27

06:01

13:57

08:02

08:22

08:46

03:57

12:34

07:35

07:59

02:29

05:48

12:55

07:33

07:49

08:10

04:00

11:51

07:04

53%

47%

52%

68%

60%

52%

Not
Not
52%
available available

58%

BBC Radio% of each audience 2020/21 60%
group who listen to
BBC Radio on average
per week

SourceCompassby Ipsos
MORI
16+

BARB
28-daysasviewed16+
Reachbased on15+ mins
2019/20
restated
based on28 daysasviewedCompassby Ipsos
MORI
16+ *

Length of time eachIndustry radio audience data is not available for 2020/21 owing to the suspension
audience group spend of RAJAR face-to-face fieldwork during 2020/21 because of Covid-19 restrictions.
with BBC Radio on
average per week(hours:mins)
BBC Online% of each audience 2020/21 69%
group who use BBC
2019/20 60%
Online on average per
week

56%

64%

70%

56%

72%

52%

63%

62%

57%

64%

47%

55%

62%

45%

63%

42%

54%

53%

50%

55%

Compassby Ipsos
MORI
16+* Industry radio audience data is not available for 2020/21 owing to the suspension of RAJAR face-to-face fieldwork during 2020/21 because of Covid-19 restrictions Theseestimates for 2020/21 are from a different source (Compass by Ipsos MORI) and via a different method (passive measurement rather than RAJAR’s diary) As a result, 2019/20
data from RAJAR is not directly comparable and therefore is not repeated here

160

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Return to contentsPerception
Male
18+

Female
18+

18-34

35-54

55+

ABC1
18+

C2DE
18+

White
18+

Black,
Asian andminority Disabledethnic 18+ 18+

75%

82%

78%

79%

78%

83%

73%

79%

76%

72%

80%

9%

13%

10%

12%

10%

14%

12%

11%

16%

11%

% of each audience 2020/21 53%
group who think the Effective
2020/21
BBC is effective at28%
reflecting people like Ineffective
them

62%

52%

60%

59%

63%

52%

59%

51%

50%

60%

20%

29%

20%

24%

23%

25%

23%

26%

29%

23%

75%

80%

77%

77%

77%

83%

72%

78%

74%

70%

80%

8%

11%

10%

13%

10%

13%

11%

10%

15%

10%

% of each audiencegroup who think the
BBC informs,
educates andentertains people in
the UK/them% of each audiencegroup who think the
BBC is effective at
providing content/
services that set ahigh standard for
quality

2020/21
Effective

2020/21
14%
Ineffective

2020/21
Effective

2020/21
14%
Ineffective

Not
Disabled
18+

Source
Ipsos
MORI
18+*

* Owing to the suspension of face-to-face fieldwork during 2020/21 because of Covid-19 restrictions, this survey was conducted via telephone/mobile in 2020/21 As a result,the 2019/20 results – conducted face-to-face – are not directly comparable so are not repeated here

By nation and region
Scotland adults 16+
Experience
SourcePan-BBC reach% of adults in Scotland who use BBC TV/iPlayer, radio or online on average per week
BBC TV% of adults in TV homes in Scotland who watch BBC TV on average per week
Length of time adults in TV homes in Scotland spend with BBC TV per head on average
per week (hours:mins)
BBC Radio% of adults in Scotland who listen to BBC Radio on average per week
Length of time adults in Scotland spent with BBC Radio per head on average per week(hours:mins)

BBC Online% of adults in Scotland who use BBC Online on average per week
BBC TV News for Scotland% of adults in TV homes in Scotland who view dedicated news services on BBC TV on
average per week

Governance2020/2188%

2019/2090%

2020/2177%

2019/2078%

2020/2108:44

2019/20

08:16

Compass by Ipsos
MORI 16+

BARB 28-days asviewed 16+
Based on 15+
mins 2019/20
restated based on
28 days asviewedIndustry radio audience data is
not available for 2020/21 owing
to the suspension of RAJAR
face-to-face fieldwork during
2020/21 because of Covid-19
restrictions.
2020/2166%

2019/2058%

2020/2148%

2019/2044%

Return to contents

Compass by Ipsos
MORI 16+

BARB 28-days as
broadcast 16+
Reach based on
3+ mins161

Performance data packs
Audience performance continued
Perception% Effective% Ineffective

SourceIpsos MORI 18+*

% of adults in Scotland who think the BBC informs, educates andentertains people in the UK/them2020/2176%

12%% of adults in Scotland who think the BBC is effective at reflecting people
like them2020/2155%

25%% of adults in Scotland who think the BBC is effective at providing
content/services that set a high standard for quality

2020/21

73%

13%* Owing to the suspension of face-to-face fieldwork during 2020/21 because of Covid-19 restrictions, this survey was conducted via telephone/mobile in 2020/21 As a result, the2019/20 results – conducted face-to-face – are not directly comparable so are not repeated here

BBC Scotland channel% Effective% Ineffective

SourceIpsos MORI 16+
weekly users in
Scotland% of weekly users 16+ rating the BBC Scotland channel as effective at
helping the BBC to deliver the mission overall in Scotland

2020/2173%

14%

2019/2073%

12%% of weekly users 16+ rating the BBC Scotland channel as effective at
helping the BBC to deliver the public purposes overall in Scotland

2020/2174%

14%

2019/20

75%

16%

Wales adults 16+
Experience
SourcePan-BBC reach% of adults in Wales who use BBC TV/iPlayer, radio or online on average per week
BBC TV% of adults in TV homes in Wales who watch BBC TV on average per week
Length of time adults in TV homes in Wales spend with BBC TV per head on average per
week (hours:mins)
BBC Radio% of adults in Wales who listen to BBC Radio on average per week
Length of time adults in Wales spend with BBC Radio per head on average per week(hours:mins)

BBC Online% of adults in Wales who use BBC Online on average per week
BBC TV News for Wales% of adults in TV homes in Wales who view dedicated news services on BBC TV on
average per week

2020/2192%

2019/2095%

2020/2176%

2019/2078%

2020/21

09:15

2019/20

08:29

Compass by Ipsos
MORI 16+

BARB 28-days asviewed 16+
Reach based on
15+ mins
2019/20 restatedbased on 28 days
as viewed

Industry radio audience data is
not available for 2020/21 owing
to the suspension of RAJAR
face-to-face fieldwork during
2020/21 because of Covid-19
restrictions.
2020/2168%

2019/2060%

Compass by Ipsos
MORI 16+

2020/2145%

2019/2038%

BARB 28-days as
broadcast 16+
Reach based on
3+ mins% Effective% Ineffective

SourceIpsos MORI 18+*

Perception% of adults in Wales who think the BBC informs, educates and entertains
people in the UK/them2020/21

79%

13%% of adults in Wales who think the BBC is effective at reflecting people likethem

2020/2162%

22%% of adults in Wales who think the BBC is effective at providing content/
services that set a high standard for quality

2020/21

77%

16%* Owing to the suspension of face-to-face fieldwork during 2020/21 because of Covid-19 restrictions, this survey was conducted via telephone/mobile in 2020/21 As a result, the2019/20 results – conducted face-to-face – are not directly comparable so are not repeated here

162

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Return to contents

Northern Ireland adults 16+
Experience
SourcePan-BBC reach% of adults in Northern Ireland who use BBC TV/iPlayer, radio or online on average per week 2020/21

88%

2019/2092%

2020/2176%

2019/2078%

2020/21

07:33

2019/20

06:46

BBC TV% of adults in TV homes in Northern Ireland who watch BBC TV on average per week
Length of time adults in TV homes in Northern Ireland spend with BBC TV per head on
average per week (hours:mins)
BBC Radio% of adults in Northern Ireland who listen to BBC Radio on average per week
Length of time adults in Northern Ireland spend with BBC Radio per head on average per
week (hours:mins)

BBC Online% of adults in Northern Ireland who use BBC Online on average per week
BBC TV News for Northern Ireland% of adults in TV homes in Northern Ireland who view dedicated news services on BBC TV
on average per week

Compass by Ipsos
MORI 16+

BARB 28-days asviewed 16+
Reach based on
15+ mins
2019/20 restatedbased on 28 days
as viewed

Industry radio audience data is
not available for 2020/21 owing
to the suspension of RAJAR
face-to-face fieldwork during
2020/21 because of Covid-19
restrictions.
2020/2156%

2019/2045%

Compass by Ipsos
MORI 16+

2020/2153%

2019/2048%

BARB 28-days as
broadcast, 16+
Reach based on
3+ mins% Effective% Ineffective

SourceIpsos MORI 18+ *Perception% of adults in Northern Ireland who think the BBC informs, educates andentertains people in the UK/them2020/2180%

9%% of adults in Northern Ireland who think the BBC is effective at reflecting
people like them2020/21

50%

25%% of adults in Northern Ireland who think the BBC is effective at providing
content/services that set a high standard for quality

2020/21

74%

11%* Owing to the suspension of face-to-face fieldwork during 2020/21 because of Covid-19 restrictions, this survey was conducted via telephone/mobile in 2020/21 As a result,the 2019/20 results – conducted face-to-face – are not directly comparable so are not repeated here

Governance

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Performance data packs
Audience performance continued
England adults 16+
Experience

Pan-BBC reach% who use BBC TV/
iPlayer, radio or online on
average per week
BBC TV% in TV homes who
watch BBC TV on average
per week
Length of time those inTV homes spend with
BBC TV per head on
average per week(hours:mins)
BBC Radio% who listen to BBC
Radio on average perweek

England 16+

North of England
16+

Midlands 16+

South of England
16+

London 16+

Source2020/21

90%

90%

89%

95%

87%

2019/20

91%

91%

91%

96%

85%

Compass by
Ipsos MORI 16+

2020/21

76%

76%

76%

79%

71%

2019/20

77%

77%

77%

80%

73%

2020/21

08:05

08:27

07:56

09:03

06:47

2019/20

07:35

07:45

07:23

08:48

06:25

BARB 28-days asviewed 16+
Reach based on
15+ mins
2019/20 restatedbased on28-days asviewedIndustry radio audience data is not available for 2020/21 owing to the suspension of RAJAR
face-to-face fieldwork during 2020/21 because of Covid-19 restrictions.

Length of time spent withBBC Radio per head on
average per week(hours:mins)
BBC Online% who use BBC Online on
average per week

2020/21

62%

58%

59%

64%

70%

2019/20

53%

51%

50%

54%

58%

2020/21

41%

44%

41%

46%

34%

2019/20

38%

40%

37%

43%

32%

BARB 28-days as
broadcast 16+
Reach based on
3+ mins

England 18+

North of England18+

Midlands 18+

South of England
18+

London 18+

Source2020/21
Effective

78%

77%

80%

79%

79%

Ipsos MORI
18+*

2020/21
Ineffective

12%

15%

11%

12%

9%

% who think the BBC iseffective at reflecting
people like them2020/21
Effective

58%

57%

59%

60%

55%

2020/21
Ineffective

24%

25%

23%

23%

25%

% who think the BBC iseffective at providing
content/services that set
a high standard for
quality

2020/21
Effective

78%

76%

80%

80%

77%

2020/21
Ineffective

11%

14%

9%

11%

10%

BBC TV News for English
regions% in TV homes who view
dedicated news services
for the Nation/region on
BBC TV on average perweek

Compass by
Ipsos MORI 16+

Perception% who think the BBC
informs, educates andentertains people in theUK/them* Owing to the suspension of face-to-face fieldwork during 2020/21 because of Covid-19 restrictions, this survey was conducted via telephone/mobile in 2020/21 As a result,the 2019/20 results – conducted face-to-face – are not directly comparable so are not repeated here

164

BBC Annual Report and Accounts 2020/21

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5. To reflect the United Kingdom, its culture and values to the world
Perception
Delivery of the purpose% of UK adults who think that the BBC is effective at reflecting the UK to
the world

2020/21% Effective% Ineffective

Source71%

12%

Ipsos MORI 18+*

* Owing to the suspension of face-to-face fieldwork during 2020/21 because of Covid-19 restrictions, this survey was conducted via telephone/mobile in 2020/21 As a result,the 2019/20 results – conducted face-to-face – are not directly comparable so are not repeated here

Governance

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Performance data packs
Performance against 2020/21 audience targets
BBC performance among young audiences
Maintain weekly reach among young people% of UK 0-34s who use BBC TV/iPlayer, radio or online on average per week

77%

80%

Source Kids Cross-Media Insight and Compass by Ipsos MORI

UK Under 16s
Target: 70-80%

UK 16-34s
Target: 70-80%

Time young audiences spend with the BBC
Length of time UK 16-34s spend with the BBC per head on average per week (hours mins)

07:27h:m

Source Estimated from Ipsos MORI, BARB, BARB Establishment Survey, AT Internet, RAJAR, ONS

Target: 6 hours per week

Cross-platform usage of the BBC% of UK 16-34s using two or more BBC platforms on average per week

60%

Source Compass by Ipsos MORI

Target: more than 50%

Young adults’ personal relevance
UK 16-34s rating of the BBC is for people like me’ (mean score out of 10)

6/10

Source Kantar Media

Target: 6/10

BBC iPlayer
Signed-in reach of BBC iPlayer
Average weekly accounts signing in to iPlayer

10.7m

3.2m

Source AT Internet/BBC Account data

Accounts overall
Target: 9-10m

Under 35 year olds’ accounts
Target: 3-4m

BBC iPlayer streaming time
Average weekly hours played through BBC iPlayer

39.7m

Source AT Internet/Sky catch-up data

Target: 31-33m weekly hours

Rating of BBC iPlayer
Weekly users’ rating of BBC iPlayer (mean score out of 10)

8/10

8/10

Source YouGov

UK 16+ weekly users
Target: 8/10

UK 16-34 weekly users
Target: 8/10

BBC Sounds
Signed-in reach of BBC Sounds
Average weekly accounts signing in to BBC Sounds

3.5m

Source AT Internet/BBC Account data

Accounts overall
Target: 3.5-4m

BBC News Online
Reach of BBC News Online% of UK adults (16+) who use BBC News Online on average per week

36%

Source Compass by Ipsos MORI 16+

Target: 30%+

BARB-only data quoted on pages 154 to 166 is based on audiences in TV-owning households and covers TV set viewing only, meaning that iPlayer viewing on other devices orpre- or post-28 days of the linear broadcast is not included

166

BBC Annual Report and Accounts 2020/21

Return to contentsPerformance by service
Television performance by service
Network television

Content (£m)
We spent a total of£1,358 million on these
services in 2020/21

Reach (%)
UK population
who use the service
each week

Time spent
watching achannel each week
(hh:mm)Length of time theaverage viewer
spent each weekwith the service

Costs per userhour
How much it costs
to deliver eachservice for eachhour used

BBC One is our flagship service and the UK’s mostpopular television channel It unites and inspires thenation with high-quality programmes across a range
of genres that includes news and current affairs,
drama, comedy, entertainment and factual£924m 63%

07:43

6p

2019/20: £1,037m

2019/20: 07:05

2019/20: 7p

BBC Two is a mixed-genre channel with programmesof depth and substance It includes the greatest
amount and range of knowledge-building
programming on the BBC, complemented by
distinctive comedy, drama and arts programming£261m 42%

03:10

6p

2019/20: £337m

2019/20: 42%

2019/20: 03:03

2019/20: 8p

BBC Four aims to be British television’s mostintellectually and culturally enriching channel,
offering an ambitious range of UK and internationalarts, music, culture and factual programmes

£29m

12%

01:49

4p

2019/20: £38m

2019/20: 12%

2019/20: 01:54

2019/20: 5p

The CBBC channel offers a distinctive mixedschedule for 6-12 year olds, with mainly UK
programmes served in a stimulating, creative andenjoyable environment

£58m

3%

02:15

22p

2019/20: £58m

2019/20: 3%

2019/20: 02:28

2019/20: 20p

CBeebies provides a mix of high-quality, mostly
UK-produced, programmes designed to encouragelearning through play in a consistently safe
environment for children under six

£25m

5%

04:15

3p

2019/20: £28m

2019/20: 6%

2019/20: 04:16

2019/20: 3p

The BBC News Channel is a 24-hour impartial andindependent news service offering breaking news,
analysis and insight It provides fast andcomprehensive coverage of local, UK andinternational events as they unfold

£59m

12%

03:26

4p

2019/20: £57m

2019/20: 9%

2019/20: 03:11

2019/20: 6p

BBC Parliament is the UK’s only channel dedicatedto politics It shows debates and committees from
Westminster, Holyrood, Stormont, Cardiff Bay andStrasbourg as well as political programmes fromacross the UK

£2m

1%

01:38

5p

2019/20: £2m

2019/20: 1%

2019/20: 02:02

2019/20: 4p

2019/20: 65%

Reach definition 15+ minutes consecutive for all services and audiences in TV-owning households aged 4+
Sources BARB (28 days as viewed) (TV reach and time per viewer – all channels include their simulcast HD channel where applicable)
N B This BARB data measures TV set viewing only within 28 days of the linear broadcast, meaning that iPlayer viewing on other devices or pre-broadcast or post-28 days is notas yet included in any of the reach and time figures iPlayer viewing is growing BARB figures for 2019/20 are restated based on ‘BARB 28 days as viewed’ data
Cost per user hour data includes viewing on the TV set and other devices
CBBC amongst its target audience of 6-12 year olds reach was 12 4% and time spent per viewer was 02 48 (based on 15+ min reach) Based on 3+ minute reach, reach was 16 5%
of 6-12 year-olds and time spent per viewer was 02 06
CBeebies amongst its target audience of 0 -6 year olds (measured as children aged 4-6 and housepersons with children aged 0 -3) reach was 32 2% and time spent per viewer was
04 51 (based on 15+ min reach) Based on 3+ minute reach, reach was 41 5% of 0-6 year-olds and time spent per viewer was 03 46
Three-minute reach for BBC News Channel and BBC Parliament – in line with industry standards – would be 15 9% and 1 4% respectively (17 4% and 1 6% among 16+ population)

Governance

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Performance data packs
Performance by service continued
Radio performance by service
Network radio

168

Content (£m)
We spent a total of£277 million onthese services in
2020/21

BBC Radio 1 broadcasts a distinctive mix of new musicand entertainment for 15-29 year olds, as well as
providing tailored news, documentaries and advice
campaigns for young adults£36m

BBC 1Xtra plays the best in contemporary black music,
with a strong emphasis on delivering high-quality live
music and supporting new artists£8m

BBC Radio 2 broadcasts a unique mix of music and speechprogrammes covering a diverse mix of live pop and rock,comedy, documentaries and religious output, as well as
running social action campaigns to over 14 million
listeners£47m

BBC Radio 3 centres on classical music, around which it
provides a broad spectrum of jazz, world music, arts
programmes, religion and drama There is a strongemphasis on musical performance across the UK£34m

BBC Radio 4 is a mixed-speech radio station, offering
in-depth news and current affairs and a wide range ofother speech programmes including drama, readings,
comedy, factual and magazine programmes£83m

Originally launched in 2002 as BBC 7, the station was
relaunched in April 2011 as BBC Radio 4 Extra The
digital-only network is the principal outlet for the BBC’sarchive of speech entertainment, including comedy,
drama and readings£3m

BBC Radio 5 live broadcasts continuous news and live
sports coverage, bringing major news stories and sports
events to its listeners as they happen, and providing
context through wide-ranging analysis and discussion£44m

BBC Radio 5 live sports extra brings a greater choice of live
action to sports fans by extending live coverage of various
sporting events£3m

BBC 6 Music is a digital radio station that entertains loversof popular music with a service that celebrates thealternative spirit of popular music from the 60s to thepresent day, complemented by music news anddocumentaries£12m

BBC Asian Network offers speech and music appealing to
British Asians, with a focus on news and current affairs It
broadcasts mainly in English, but does offer some
programmes in other languages£7m

Reach (%)
UK population
who use the service
each week

2019/20: £38m

Time spent
listening to aservice each week
(hh:mm)Length of time theaverage listenerspent each weekwith the service

Costs per userhour
How much it costs
to deliver eachservice for eachhour used

Industry radio audience data is not available for2020/21 owing to the suspension of RAJAR
face-to-face fieldwork during 2020/21 because of
Covid-19 restrictions.

2019/20: £8m

2019/20: £49m

2019/20: £36m

2019/20: £88m

2019/20: £3m

2019/20: £48m

2019/20: £3m

2019/20: £12m

2019/20: £8m

BBC Annual Report and Accounts 2020/21

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Online performance by service
Content (£m)
We spent a total of£236 million onthese services in
2020/21

BBC Online comprises the BBC’s portfolio of online
products on desktop, connected TV, mobile and tablet,
including news, sport and weather; our children’s services
CBBC and CBeebies; and Knowledge and Learning – aswell as IP-delivered TV and radio services, with both live
and on-demand programmes available on BBC iPlayer

Reach (%)
UK population who
use the service eachweek

£236m 63%
2019/20: £238m

2019/20: 54%

Ipsos MORI BBC Online not including Red Button UK adults 16+

BBC Three is constantly innovating to provoke thought
and to entertain audiences from 16 year olds to30-somethings with original comedy, drama and factual
programming that celebrates new British talent

Consumption
Average weekly
minutes viewed by
16-34sReach (%)
UK 16-34s who use
the service eachweekTime spent using
the service eachweek (hh:mm)
Length of time theaverage 16-34
viewer spent per
week with theservice124,643,603*

6%

02:24

2019/20: 120,367,453

2019/20: 5%

2019/20: 02:19

Source BARB, Ipsos MORI On-platform consumption* Deduplicated viewer minutes based on BARB/AT Internet

Governance

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169

Performance data packs
The BBC in Wales
Wales’ performance by dedicated services

Content
We spent a total of£28 million onthese services in
2020/21

BBC Radio Wales is a speech-led service for adults, which
offers a wide range of genres and reflects the issues, events,
culture and interests of the people of Wales£14m

BBC Radio Cymru is a speech and music radio service for
Welsh speakers, which offers a wide range of genres andreflects the issues, events, culture and interests of the peopleof Wales

£14m

Reach
% of population
who use the service
each week

2019/20: £14m

Time spent
watching/
listening to aservice each week
Length of time theaverage listenerspent each weekwith the service

Costs per userhour
How much it costs
to deliver eachservice for eachhour used

Industry radio audience data is not available for2020/21 owing to the suspension of RAJAR
face-to-face fieldwork during 2020/21 becauseof Covid-19 restrictions.

2019/20: £14m

These numbers are estimated as figures for each nation have been calculated by applying the proportion of licenced premises to thetotal number of licences in force. The exact number of licences in force varies on a daily basis. The number of licenced premises aredifferent to the number of licences in force as, in some cases, a premise may need more than one licence. Figures exclude concessionary
licences for those living in residential care.

Estimated income
UK
Wales

2021
£m

2020
£m

3,750
187

3,520
175

The fee for a standard household TV licence is £157.50. The licence fee income received contributes towards programmes madeacross the whole of the UK and the world. These programmes are consumed in each nation in addition to the nation’s local services
outlined below.

Expenditure by service
Direct and indirect spend relating to programmes produced in the nation.
2021
£m

2020
£m

Network content
TV (inc. Sport and Children’s)Radio
Online

52
3
1

75
3
5

Total network spend

56

83

Local content
TV – BBC One
TV – BBC Two
Radio WalesRadio Cymru
Online and Red Button

20
3
14
14
12

29
6
14
14
11

Total local spend

63

74

National Orchestra of Wales
S4C
Development

5
21
1

5
22
1

Distribution

22

22

Total

168

207

170

BBC Annual Report and Accounts 2020/21

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Local opt-out hours^ (including repeats) on BBC One and BBC Two
2021
Hours

2020
Hours

Drama, Comedy, Entertainment, Music and Arts
Daily, Weekly News and Current Affairs
Sport and Leisure
Education, Factual and Religion
Children’s

46
429
111
212
4

70
380
125
199
0

Total

802

774

2021
Hours

2020
Hours

Drama, Comedy, Entertainment, Music and Arts*
Daily, Weekly News and Current Affairs
Sport and Leisure
Education, Factual and Religion

154
256
175
5

257
277
130
24

Total

590

688

^ Television content commissioned specifically for audiences in the nation

S4C** This represents the television programmes commissioned, produced and funded by BBC Wales and supplied to S4C (excluding programmes commissioned directly by S4C fromother producers) The total of hours for 2021 include 113 hours of repeats (2020 152 hours) This includes repeats where BBC Wales has incurred a charge associated with thetransmission of the programmes

BBC Radio Wales
2021
Hours

2020
Hours

News and Current Affairs
General

2,240
5,118

2,248
5,175

Total

7,358

7,423

2021
Hours

2020
Hours

News and Current Affairs
General

1,439
6,258

1,354
6,259

Total

7,697

7,613

2021
Number

2020
Number

936

1,032

2021
Number

2020
Number

1,157

1,281

BBC Radio Cymru

Headcount
Average headcount reflects those individuals employed to directly support the service produced in Wales

Average number of persons employed in the year
Average headcount of individuals based in Wales across all services including support functions

Average number of persons employed in the year

Governance

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171

Performance data packs
The BBC in Wales continued
Wales’ performance by service – Television

Content (£m)
We spent a total of£75 million onthese services lastyear in Wales

Reach (%)
Wales population
who use the service
each week

Time spent
watching achannel each week
(hh:mm)Length of time theaverage Wales
viewer spent eachweek with thechannelBBC One is our flagship service and the UK’s most popular television channel
It unites and inspires the nation with high-quality programmes across a range
of genres which includes news and current affairs, drama, comedy,
entertainment and factual£60m 65%

08:47

2019/20: £92m

2019/20: 67%

2019/20: 07:42

BBC Two is a mixed-genre channel with programmes of depth and substance
It includes the greatest amount and range of knowledge-building
programming on the BBC, complemented by distinctive comedy, drama andarts programming

£11m

43%

03:30

2019/20: £12m

2019/20: 43%

2019/20: 03:16

BBC Four aims to be British television’s most intellectually and culturally
enriching channel, offering an ambitious range of UK and international arts,
music, culture and factual programmes

£2m

12%

~

2019/20: £2m

2019/20: 12%

2019/20: 01:45

The CBBC channel offers a distinctive mixed schedule for 6-12 year olds, withmainly UK programmes served in a stimulating, creative and enjoyable
environment

£2m

3%

*

2019/20: £4m

2019/20: 3%

2019/20: *CBeebies provides a mix of high-quality, mostly UK-produced, programmes
designed to encourage learning through play in a consistently safe
environment for children under six

–

4%

*

2019/20: –2019/20: 5%

2019/20: *Content (£m)
We spent a total of£0 million on these
services last year
in WalesReach (%)
Wales population
who use the service
each week

Time spent
watching achannel each week
(hh:mm)Length of time theaverage Wales
viewer spent eachweek with theservice

The BBC News Channel is a 24-hour impartial and independent news service
offering breaking news, analysis and insight It provides fast andcomprehensive coverage of local, UK and international events as they unfold

–

12%

~

2019/20: –2019/20: 11%

2019/20: ~03:46

BBC Parliament is the UK’s only channel dedicated to politics It shows debates
and committees from Westminster, Holyrood, Stormont, Cardiff Bay andStrasbourg as well as political programmes from across the UK

–

1%

*

2019/20: –2019/20: 1%

2019/20: *Wales’ performance by service – News

01:42

03:35

Reach definition 15+ minutes consecutive for all services and audiences in TV-owning households aged 4+
Sources BARB (28 days as viewed) (TV reach and time per viewer – all channels include their simulcast HD channel where applicable)
N B This BARB data measures TV set viewing only within 28 days of the linear broadcast, meaning that iPlayer viewing on other devices or pre-broadcast or post-28 days is notas yet included in any of the reach and time figures iPlayer viewing is growing BARB figures for 2019/20 are restated based on ‘BARB 28 days as viewed’ data
Three-minute reach for BBC News Channel and BBC Parliament – in line with industry standards – would be 16% and 2% respectively (18% and 2% amongst 16+ population)* Sample size for time per user too low to report~ Lower sample size may be responsible for greater variability in the data

172

BBC Annual Report and Accounts 2020/21

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Wales’ performance by service – Radio

Content (£m)
We spent a total of£3 million on these
services last year
in Wales

BBC Radio 1 broadcasts a distinctive mix of new music and entertainment for
15-29 year olds as well as providing tailored news, documentaries and advice
campaigns for young adults–

BBC 1Xtra plays the best in contemporary black music, with a strong emphasis
on delivering high-quality live music and supporting new artists–

2019/20: –2019/20: –BBC Radio 2 broadcasts a unique mix of music and speech programmes
covering a diverse mix of live pop and rock, comedy, documentaries andreligious output, as well as running social action campaigns to over 14 million
listeners–

BBC Radio 3 centres on classical music, around which it provides a broad
spectrum of jazz, world music, arts programmes, religion and drama There isa strong emphasis on musical performance across the UK£2m

BBC Radio 4 is a mixed-speech radio station, offering in-depth news andcurrent affairs and a wide range of other speech programmes including
drama, readings, comedy, factual and magazine programmes£1m

Originally launched in 2002 as BBC 7, the station was relaunched in April 2011
as BBC Radio 4 extra The digital-only network is the principal outlet for theBBC’s archive of speech entertainment, including comedy, drama andreadings–

BBC Radio 5 live broadcasts continuous news and live sports coverage,
bringing major news stories and sports events to its listeners as they happen,
and providing context through wide-ranging analysis and discussion–

BBC Radio 5 live sports extra brings a greater choice of live action to sports
fans by extending live coverage of various sporting events–

Reach (%)
Wales population
who use the service
each week

Time spent
listening to aservice each week
(hh:mm)Length of time theaverage Wales
listener spent eachweek with theserviceIndustry radio audience data is
not available for 2020/21 owing
to the suspension of RAJAR
face-to-face fieldwork during
2020/21 because of Covid-19
restrictions.

2019/20: –2019/20: £2m

2019/20: £1m

2019/20: –2019/20: –2019/20: –BBC 6 Music is a digital radio station that entertains lovers of popular musicwith a service that celebrates the alternative spirit of popular music from the
60s to the present day, complemented by music news and documentaries–

BBC Asian Network offers speech and music appealing to British Asians, witha focus on news and current affairs It broadcasts mainly in English, but does
offer some programmes in other languages–

Wales’ performance by service – Online

BBC Online comprises the BBC’s portfolio of online products on desktop,
connected TV, mobile and tablet, including news, sport and weather; ourchildren’s services CBBC and CBeebies; and Knowledge and Learning - as well
as IP-delivered TV and radio services, with both live and on-demand
programmes available on BBC iPlayer

2019/20: –2019/20: –Content (£m)
We spent a total of£13 million on these
services in Wales

Reach (%)
Wales population
who use the service
each week

£13m

68%

2019/20: £16m

2019/20: 60%

Source Ipsos MORI BBC Online not including Red Button Wales adults 16+

Governance

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Performance data packs
The BBC in Scotland
Scotland’s performance by dedicated services

Content
We spent a total of£70 million onthese services in
2020/21

Reach% of population
who use the service
each week

Time spent
watching/
listening to aservice each week
Length of time theaverage viewer or
listener spent eachweek with theserviceCosts per userhour
How much it costs
to deliver eachservice for eachhour used

29p

The BBC Scotland channel features a mix of documentary,
popular factual and entertainment, comedy, drama, news
and current affairs and sport programming reflecting
Scottish life and culture£34m 21%01:36

2019/20: £44m

2019/20: 18%

2019/20: 01:30

BBC ALBA offers, to Gaelic speakers and learners, adistinctive range of originated programming that reflects
and supports Gaelic culture, identity and heritage

£9m

59%

03:34

~

2019/20: £8m

2019/20: 57%

2019/20: 03:20

2019/20: 18p

BBC Radio Scotland is a speech-led service for adults
Mixed-genre programming reflects the diversity of
Scottish culture and covers national and international
issues and events relevant to listeners across the country£23m

BBC Radio nan Gàidheal offers a comprehensive speech
and music radio service for Gaelic speakers Mixed-genre
programming reflects the diversity of Scottish culture
and, from a Gaelic perspective and through the medium of
the Gaelic language, covers national and international
issues and events relevant to listeners across the country

£4m

58%

07:41

23p

2019/20: £4m

2019/20: 58%

2019/20: 06:31

2019/20: 26p

2019/20: 41p**

n/aIndustry radio audience data is not available for2020/21 owing to the suspension of RAJAR
face-to-face fieldwork during 2020/21 becauseof Covid-19 restrictions.

2019/20: £24m

BBC Scotland Reach definition 15+ minutes consecutive and audiences in TV-owning households aged 4+ Source BARB (TV reach and time per viewer)
N B This BARB data measures TV set viewing only within 28 days of the linear broadcast, meaning that iPlayer viewing on other devices or pre-broadcast or post-28 days is notincluded in any of the reach and time figures Cost per user hour data includes viewing on the TV set and other devices
BBC ALBA TRP panel based on Gaelic-speaking 16+ population in Scotland
BBC Radio nan Gàidheal TRP panel based on Gaelic-speaking 16+ population in Scotland** These cost per user hour figures are not comparable to elsewhere in this report owing to very different population sizes The Cost per User Hour figures in the table are based onviewing to the BBC Scotland channel and BBC Scotland content on iPlayer BBC Scotland channel content can also be shown on other BBC TV channels – when this viewing tothese programmes is included, the Cost per User Hour of the channel becomes 15p~ Suspension of face-to-face fieldwork in 2020/21 owing to Covid-19 restrictions means there is incomplete data on usage of BBC ALBA so cost per user hour cannot be calculated						

174

BBC Annual Report and Accounts 2020/21

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Estimated income from each nation
These numbers are estimated as figures for each nation have been calculated by applying the proportion of licenced premises to thetotal number of licences in force. The exact number of licences in force varies on a daily basis. The number of licenced premises aredifferent to the number of licences in force as, in some cases, a premise may need more than one licence. Figures exclude concessionary
licences for those living in residential care.

Estimated income
UK
Scotland

2021
£m

2020
£m

3,750
309

3,520
294

The fee for a standard household TV licence is £157.50. The licence fee income received contributes towards programmes madeacross the whole of the UK and the world. These programmes are consumed in each nation in addition to the nation’s local services
outlined below.

Expenditure by service
Direct and indirect spend relating to programmes produced in the nation.
2021
£m

2020
£m

Network content
TV (inc. Sport and Children’s)Radio
Online

42
3
5

71
3
3

Total network spend

50

77

Local content
TV – BBC One
TV – BBC ALBA
BBC Scotland
Radio Scotland
Radio nan Gàidheal
Online and Red Button

28
9
34
23
4
10

35
8
44
24
4
10

Total local spend

108

125

National Orchestra
Development
Distribution

5
8
37

5
7
37

Total

208

251

2021
Hours

2020
Hours

Drama, Comedy, Entertainment, Music and Arts
Daily, Weekly News and Current Affairs
Sport and Leisure
Education, Factual and Religion

32
408
78
97

65
367
86
86

Total

615

604

Local opt-out hours^ (including repeats) on BBC One^ Television content commissioned specifically for audiences in the nation

Governance

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175

Performance data packs
The BBC in Scotland continued
BBC Scotland
2021
Hours

2020
Hours

Drama, Comedy, Entertainment, Music and Arts
Daily, Weekly News and Current Affairs
Sport and Leisure
Education, Factual and Religion

481
668
226
1,094

496
438
180
877

Total

2,469

1,991

2021
Hours

2020
Hours

664
194
187
998
556

684
211
241
901
558

2,599

2,595

2021
Hours

2020
Hours

News and Current Affairs
General

3,167
5,369

3,262
5,377

Total

8,536

8,639

2021
Hours

2020
Hours

News and Current Affairs
General

609
4,329

664
4,263

Total

4,938

4,927

2021
Number

2020
Number

1,009

1,039

2021
Number

2020
Number

1,306

1,310

BBC ALBA
Drama, Comedy, Entertainment, Music and Arts
Daily, Weekly News and Current Affairs
Sport and Leisure
Education, Factual and Religion
Children’s
Total

Radio Scotland

Radio nan Gàidhael

Headcount
Average headcount reflects those individuals employed to directly support the service produced in Scotland

Average number of persons employed in the year
Average headcount of individuals based in Scotland across all services including support functions

Average number of persons employed in the year

176

BBC Annual Report and Accounts 2020/21

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Scotland’s performance by service – Television

Content (£m)
We spent a total of£70 million on these
services last year in
ScotlandReach (%)
Scottish population
who use the service
each week

Time spent
watching achannel each week
(hh:mm)Length of time theaverage Scotland
viewer spent eachweek with thechannelBBC One is our flagship service and the UK’s most popular television channel
It unites and inspires the nation with high-quality programmes across a range
of genres which includes news and current affairs, drama, comedy,
entertainment and factual

£51m

65%

07:59

2019/20: £75m

2019/20: 67%

2019/20: 07:29

BBC Two is a mixed-genre channel with programmes of depth and substance
It includes the greatest amount and range of knowledge-building
programming on the BBC, complemented by distinctive comedy, drama andarts programming

£13m

44%

03:08

2019/20: £17m

2019/20: 43%

2019/20: 03:01

BBC Four aims to be British television’s most intellectually and culturally
enriching channel, offering an ambitious range of UK and international arts,
music, culture and factual programmes

£3m

10%

~

2019/20: £4m

2019/20: 10%

2019/20: 01:54

The CBBC channel offers a distinctive mixed schedule for 6-12 year olds, withmainly UK programmes served in a stimulating, creative and enjoyable
environment

£1m

1%

*

2019/20: £6m

2019/20: 2%

2019/20: *CBeebies provides a mix of high-quality, mostly UK-produced, programmes
designed to encourage learning through play in a consistently safe
environment for children under six

£2m

4%

*

2019/20: £4m

2019/20: 5%

2019/20: ~04:32

Content (£m)
We spent a total of£0 million on these
services last year
in Scotland

Reach (%)
Scotland
population who
use the service
each week

Time spent
watching achannel each week
(hh:mm)Length of time theaverage Scotland
viewer spent eachweek with theservice

The BBC News Channel is a 24-hour impartial and independent news service
offering breaking news, analysis and insight It provides fast andcomprehensive coverage of local, UK and international events as they unfold

–

12%

03:44

2019/20: –2019/20: 10%

2019/20: 03:26

BBC Parliament is the UK’s only channel dedicated to politics It shows debates
and committees from Westminster, Holyrood, Stormont, Cardiff Bay andStrasbourg as well as political programmes from across the UK

–

1%

*

2019/20: –2019/20: 1%

2019/20: *Scotland’s performance by service – News

01:44

Reach definition 15+ minutes consecutive for all services and audiences in TV-owning households aged 4+
Sources BARB (28 days as viewed) (TV reach and time per viewer – all channels include their simulcast HD channel where applicable)
N B This BARB data measures TV set viewing only within 28 days of the linear broadcast, meaning that iPlayer viewing on other devices or pre-broadcast or post-28 days is notas yet included in any of the reach and time figures iPlayer viewing is growing BARB figures for 2019/20 are restated based on ‘BARB 28 days as viewed’ data
Three-minute reach for BBC News Channel and BBC Parliament – in line with industry standards – would be 16% and 2% respectively (17% and 2% among 16+ population)* Sample size for time per user too low to report~ Lower sample size may be responsible for greater variability in the data

Governance

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177

Performance data packs
The BBC in Scotland continued
Scotland’s performance by service – Radio

Content (£m)
We spent a total of£3 million on these
services last year
in Scotland

BBC Radio 1 broadcasts a distinctive mix of new music and entertainment for
15-29 year olds as well as providing tailored news, documentaries and advice
campaigns for young adults–

BBC 1Xtra plays the best in contemporary black music, with a strong emphasis
on delivering high-quality live music and supporting new artists–

2019/20: –2019/20: –BBC Radio 2 broadcasts a unique mix of music and speech programmes
covering a diverse mix of live pop and rock, comedy, documentaries andreligious output, as well as running social action campaigns to over 14 million
listeners–

BBC Radio 3 centres on classical music, around which it provides a broad
spectrum of jazz, world music, arts programmes, religion and drama There isa strong emphasis on musical performance across the UK£2m

BBC Radio 4 is a mixed-speech radio station, offering in-depth news andcurrent affairs and a wide range of other speech programmes including
drama, readings, comedy, factual and magazine programmes£1m

Originally launched in 2002 as BBC 7, the station was relaunched in April 2011
as BBC Radio 4 extra The digital-only network is the principal outlet for theBBC’s archive of speech entertainment, including comedy, drama andreadings–

BBC Radio 5 live broadcasts continuous news and live sports coverage,
bringing major news stories and sports events to its listeners as they happen,
and providing context through wide-ranging analysis and discussion–

BBC Radio 5 live sports extra brings a greater choice of live action to sports
fans by extending live coverage of various sporting events–

Reach (%)
Scotland
population who
use the service
each week

Time spent
watching achannel each week
(hh:mm)Length of time theaverage Scotland
listener spent eachweek with theserviceIndustry radio audience data is
not available for 2020/21 owing
to the suspension of RAJAR
face-to-face fieldwork during
2020/21 because of Covid-19
restrictions.

2019/20: –2019/20: 2m

2019/20: £1m

2019/20: –2019/20: –2019/20: –BBC 6 Music is a digital radio station that entertains lovers of popular musicwith a service that celebrates the alternative spirit of popular music from the
60s to the present day, complemented by music news and documentaries–

BBC Asian Network offers speech and music appealing to British Asians, witha focus on news and current affairs It broadcasts mainly in English, but does
offer some programmes in other languages–

Scotland’s performance by service – Online

BBC Online comprises the BBC’s portfolio of online products on desktop,
connected TV, mobile and tablet, including news, sport and weather; ourchildren’s services CBBC and CBeebies; and Knowledge and Learning - as well
as IP-delivered TV and radio services, with both live and on-demand
programmes available on BBC iPlayer

2019/20: –2019/20: –Content (£m)
We spent a total of£15 million on these
services last year in
ScotlandReach (%)
Scotland
population who
use the service
each week

£15m

66%

2019/20: £13m

2019/20: 58%

Source Ipsos MORI BBC Online not including Red Button Scotland adults 16+

178

BBC Annual Report and Accounts 2020/21

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The BBC in Northern Ireland
Northern Ireland’s performance by dedicated services

BBC Radio Ulster is a speech-led service, providing a mix ofprogrammes that reflect news, events and community life in
all its different aspects and diversity
BBC Radio Foyle is a speech-led service for audiences in thenorth-west of Northern Ireland It provides a mix of news
and other programming which complements, andcontributes to, BBC Radio Ulster’s region-wide service

Content
We spent a total of£18 million on these
services in 2019/20

Reach% of population
who use the service
each week£18m

Industry radio audience data is not available for2020/21 owing to the suspension of RAJAR
face-to-face fieldwork during 2020/21 becauseof Covid-19 restrictions.

2019/20: £18m

Time spent
listening to aservice each week
Length of time theaverage listenerspent each weekwith the service

Cost per user hour(p)
How much it costs
to deliver eachservice toindividual users

Estimated income from each nation
These numbers are estimated as figures for each nation have been calculated by applying the proportion of licenced premises to thetotal number of licences in force. The exact number of licences in force varies on a daily basis. The number of licenced premises aredifferent to the number of licences in force as, in some cases, a premise may need more than one licence. Figures exclude concessionary
licences for those living in residential care.

Estimated income
UK
Northern Ireland

2021
£m

2020
£m

3,750
99

3,520
93

The fee for a standard household TV licence is £157.50. The licence fee income received contributes towards programmes madeacross the whole of the UK and the world. These programmes are consumed in each nation in addition to the nation’s local services
outlined below.

Expenditure by service
Direct and indirect spend relating to programmes produced in the nation.
2021
£m

2020
£m

Network content
TV (inc. Sport and Children’s)Radio
Online

18
2
1

29
2
3

Total network spend

21

34

Local content
TV – BBC One
TV – BBC Two
Radio Ulster/Foyle
Online and Red Button

21
3
18
8

29
4
18
8

Total local spend

50

59

Distribution

12

12

Total

83

105

Governance

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Performance data packs
The BBC in Northern Ireland continued
Local opt-out hours^ (including repeats) on BBC One and BBC Two
2021
Hours

2020
Hours

Drama, Comedy, Entertainment, Music and Arts
Daily, Weekly News and Current Affairs
Sport and Leisure
Education, Factual and Religion

39
369
84
204

44
458
74
169

Total

696

745

2021
Hours

2020 *
Hours

News and Current Affairs
General

3,065
4,721

3,242
4,977

Total

7,786

8,219

^ Television content commissioned specifically for audiences in the nation

BBC Radio Foyle/Ulster* restated for consistency with the calculation methodology used for local opt-out hours

Average headcount reflects those individuals employed to directly support the service
produced in Northern Ireland
Average number of persons employed in the year

2021
Number

2020
Number628

643

Average headcount of individuals based in Northern Ireland across all services including
support functions
Average number of persons employed in the year180

BBC Annual Report and Accounts 2020/21

2021
Number

2020
Number665

680

Return to contents

Northern Ireland’s performance by service – Television

Content (£m)
We spent a total of£42m on these
services last year

Reach (%)
Northern Ireland
population who
use the service
each week

Time spent
watching achannel each week
(hh:mm)Length of time theaverage Northern
Ireland viewer
spent each weekwith the channel

BBC One is our flagship service and the UK’s most popular television channel
It unites and inspires the nation with high-quality programmes across a range
of genres which includes news and current affairs, drama, comedy,
entertainment and factual

£33m

65%

07:18

2019/20: £48m

2019/20: 66%

2019/20: 06:13

BBC Two is a mixed-genre channel with programmes of depth and substance
It includes the greatest amount and range of knowledge-building
programming on the BBC, complemented by distinctive comedy, drama andarts programming

£7m

39%

02:44

2019/20: £8m

2019/20: 39%

2019/20: 02:37

BBC Four aims to be British television’s most intellectually and culturally
enriching channel, offering an ambitious range of UK and international arts,
music, culture and factual programmes

£1m

11%

~

2019/20: £3m

2019/20: 11%

2019/20: ~01:44

The CBBC channel offers a distinctive mixed schedule for 6-12 year olds, withmainly UK programmes served in a stimulating, creative and enjoyable
environment

£1m

2%

*

2019/20: £3m

2019/20: 4%

2019/20: *CBeebies provides a mix of high-quality, mostly UK-produced, programmes
designed to encourage learning through play in a consistently safe
environment for children under six

–

6%

*

2019/20: –2019/20: 7%

2019/20: ~04:05

Content (£m)
We spent a total of£0 million on these
services inNorthern Ireland

Reach (%)
Northern Ireland
population who
use the service
each week

Time spent
watching achannel each week
(hh:mm)Length of time theaverage Northern
Ireland viewer
spent each weekwith the channel

The BBC News Channel is a 24-hour impartial and independent news service
offering breaking news, analysis and insight It provides fast andcomprehensive coverage of local, UK and international events as they unfold

–

8%

~

2019/20: –2019/20: 7%

2019/20: ~02:46

BBC Parliament is the UK’s only channel dedicated to politics It shows debates
and committees from Westminster, Holyrood, Stormont, Cardiff Bay andStrasbourg as well as political programmes from across the UK

–

1%

*

2019/20: –2019/20: 1%

2019/20: *Northern Ireland’s performance by service – News

01:39

02:17

Reach definition 15+ minutes consecutive for all services and audiences in TV-owning households aged 4+
Sources BARB (28 days as viewed) (TV reach and time per viewer – all channels include their simulcast HD channel where applicable)
N B This BARB data measures TV set viewing only within 28 days of the linear broadcast, meaning that iPlayer viewing on other devices or pre-broadcast or post-28 days is notas yet included in any of the reach and time figures iPlayer viewing is growing BARB figures for 2019/20 are restated based on ‘BARB 28 days as viewed’ data
Three-minute reach for BBC News Channel and BBC Parliament – in line with industry standards – would be 13% and 2% respectively (14% and 2% amongst 16+ population)* Sample size for time per user too low to report~ Lower sample size may be responsible for greater variability in the data

Governance

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Performance data packs
The BBC in Northern Ireland continued
Northern Ireland’s performance by service – Radio

Content (£m)
We spent a total of£2 million on these
services last year in
Northern Ireland

Reach (%)
Northern Ireland
population who
use the service
each week

BBC Radio 1 broadcasts a distinctive mix of new music and entertainment for
15-29 year olds as well as providing tailored news, documentaries and advice
campaigns for young adults–

BBC 1Xtra plays the best in contemporary black music, with a strong emphasis
on delivering high-quality live music and supporting new artists–

Industry radio audience data is
not available for 2020/21 owing
to the suspension of RAJAR
face-to-face fieldwork during
2020/21 because of Covid-19
restrictions.

2019/20: –2019/20: –BBC Radio 2 broadcasts a unique mix of music and speech programmes
covering a diverse mix of live pop and rock, comedy, documentaries andreligious output, as well as running social action campaigns to over 14 million
listeners–

BBC Radio 3 centres on classical music, around which it provides a broad
spectrum of jazz, world music, arts programmes, religion and drama There isa strong emphasis on musical performance across the UK£1m

BBC Radio 4 is a mixed-speech radio station, offering in-depth news andcurrent affairs and a wide range of other speech programmes including
drama, readings, comedy, factual and magazine programmes£1m

Originally launched in 2002 as BBC 7, the station was relaunched in April 2011
as BBC Radio 4 extra The digital-only network is the principal outlet for theBBC’s archive of speech entertainment, including comedy, drama andreadings–

BBC Radio 5 live broadcasts continuous news and live sports coverage,
bringing major news stories and sports events to its listeners as they happen,
and providing context through wide-ranging analysis and discussion–

BBC Radio 5 live sports extra brings a greater choice of live action to sports
fans by extending live coverage of various sporting events–

Time spent
listening to aservice each week
(hh:mm)Length of time theaverage Northern
Ireland listenerspent each weekwith the service

2019/20: –2019/20: £1m

2019/20: £1m

2019/20: –2019/20: –2019/20: –BBC 6 Music is a digital radio station that entertains lovers of popular musicwith a service that celebrates the alternative spirit of popular music from the
60s to the present day, complemented by music news and documentaries–

BBC Asian Network offers speech and music appealing to British Asians, witha focus on news and current affairs It broadcasts mainly in English, but does
offer some programmes in other languages–

Northern Ireland’s performance by service – Online

BBC Online comprises the BBC’s portfolio of online products on desktop,
connected TV, mobile and tablet, including news, sport and weather; ourchildren’s services CBBC and CBeebies; and Knowledge and Learning – as well
as IP-delivered TV and radio services, with both live and on-demand
programmes available on BBC iPlayer

2019/20: –2019/20: –Content (£m)
We spent a total of£9 million on these
services last year in
Northern Ireland

Reach (%)
Northern Ireland
population who use
the service each
week

£9m

56%

2019/20: £11m

2019/20: 45%

Source Ipsos MORI BBC Online not including Red Button Northern Ireland adults 16+

182

BBC Annual Report and Accounts 2020/21

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The BBC in England
England’s performance by dedicated services

Content
We spent a total of£124 million onthese services in
2020/21

BBC Local Radio is a primarily speech-based service of news,
information and debate, with a strong emphasis on
interactivity

Reach% of population
who use the service
each week

Time spent
listening to aservice each week
Length of time theaverage listenerspent each weekwith the service

Cost per user hour(p)
How much it costs
to deliver eachservice toindividual users

radio audience data is not available for£124m Industry
2020/21 owing to the suspension of RAJAR
2019/20: £127m

face-to-face fieldwork during 2020/21 becauseof Covid-19 restrictions.

Estimated income from each nation
These numbers are estimated as figures for each nation have been calculated by applying the proportion of licenced premises to thetotal number of licences in force. The exact number of licences in force varies on a daily basis. The number of licenced premises aredifferent to the number of licences in force as, in some cases, a premise may need more than one licence. Figures exclude concessionary
licences for those living in residential care.

Estimated income
UK
England

2021
£m

2020
£m

3,750
3,142

3,520
2,946

The fee for a standard household TV licence is £157.50. The licence fee income received contributes towards programmes made acrossthe whole of the UK and the world. These programmes are consumed in each nation in addition to the nation’s local services outlined
below.

Expenditure by service
Direct and indirect spend relating to programmes produced in the nation.
2021
£m

2020
£m

Network content
TV (inc. Sport and Children’s)Radio
Online

1,003
265
173

1,124
280
177

Total network spend

1,441

1,581

Local content
TV – BBC One
English Regions
Online and Red Button

90
124
17

101
127
17

Total local spend

231

245

National Orchestra
Development

13
52

19
62

Distribution
Total

Governance

120

121

1,857

2,028

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183

Performance data packs
The BBC in England continued
Local opt-out hours^ (including repeats) on BBC One
2021
Hours

2020
Hours

Daily, Weekly News and Current Affairs
Sport and Leisure
Education, Factual and Religion

3,605
11
20

4,154
23
38

Total

3,636

4,215

2021
Hours

2020
Hours

General234,720

243,570

Total

234,720

243,570^ Television content commissioned specifically for audiences in the nation

BBC English Regions

Average headcount reflects those individuals employed to directly support the service
produced in England
Average number of persons employed in the year

2021
Number

2020
Number

2,550

2,694

Average headcount of individuals based in England across all services including support
functionsAverage number of persons employed in the year184

BBC Annual Report and Accounts 2020/21

2021
Number

2020
Number13,93814,436Return to contents

England’s performance by service – Television

Content (£m)
We spent a total of£1,039 million onthese services lastyear in England

Reach (%)
England population
who use the service
each week

Time spent
watching achannel each week
(hh:mm)Length of time theaverage Englandviewer spent eachweek with thechannelBBC One is our flagship service and the UK’s most popular television channel
It unites and inspires the nation with high-quality programmes across a range
of genres which includes news and current affairs, drama, comedy,
entertainment and factual£733m 63%

07:38

2019/20: £792m

2019/20: 07:02

BBC Two is a mixed-genre channel with programmes of depth and substance
It includes the greatest amount and range of knowledge-building
programming on the BBC, complemented by distinctive comedy, drama andarts programming£216m 42%

03:10

2019/20: £288m

2019/20: 03:03

BBC Four aims to be British television’s most intellectually and culturally
enriching channel, offering an ambitious range of UK and international arts,
music, culture and factual programmes£22m 13%

01:50

2019/20: £28m

2019/20: 13%

2019/20: 01:54

The CBBC channel offers a distinctive mixed schedule for 6-12 year olds, withmainly UK programmes served in a stimulating, creative and enjoyable
environment

£45m

3%

02:15

2019/20: £43m

2019/20: 4%

2019/20: 02:31

CBeebies provides a mix of high-quality, mostly UK-produced, programmes
designed to encourage learning through play in a consistently safe
environment for children under six

£23m

6%

04:10

2019/20: £23m

2019/20: 7%

2019/20: 04:14

Content (£m)
We spent a total of£54 million onthese services lastyear in England

Reach (%)
England population
who use the service
each week

Time spent
watching achannel each week
(hh:mm)Length of time theaverage Englandviewer spent eachweek with theservice

The BBC News Channel is a 24-hour impartial and independent news service
offering breaking news, analysis and insight It provides fast andcomprehensive coverage of local, UK and international events as they unfold

£52m

12%

03:25

2019/20: £49m

2019/20: 9%

2019/20: 03:08

BBC Parliament is the UK’s only channel dedicated to politics It shows debates
and committees from Westminster, Holyrood, Stormont, Cardiff Bay andStrasbourg as well as political programmes from across the UK

£2m

1%

*

2019/20: £2m

2019/20: 1%

2019/20: ~02:06

England’s performance by service – News

2019/20: 64%

2019/20: 41%

Reach definition 15+ minutes consecutive for all services and audiences in TV-owning households aged 4+
Sources BARB (TV reach and time per viewer – all channels include their simulcast HD channel where applicable)
N B This BARB data measures TV set viewing only within 28 days of the linear broadcast, meaning that iPlayer viewing on other devices or pre-broadcast or post-28 days is notas yet included in any of the reach and time figures iPlayer viewing is growing BARB figures for 2019/20 are restated based on ‘BARB 28 days as viewed’ data
Three-minute reach for BBC News Channel and BBC Parliament – in line with industry standards – would be 16% and 1% respectively (18% and 2% amongst 16+ population)* Sample size for time per user too low to report 							~ Lower sample size may be responsible for greater variability in the data

Governance

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185

Performance data packs
The BBC in England continued
England’s performance by service – Radio

Content (£m)
We spent a total of£265 million onthese services lastyear in England

Reach (%)
England population
who use the service
each week

BBC Radio 1 broadcasts a distinctive mix of new music and entertainment for
15-29 year olds as well as providing tailored news, documentaries and advice
campaigns for young adults£36m

BBC 1Xtra plays the best in contemporary black music, with a strong emphasis
on delivering high-quality live music and supporting new artists£8m

Industry radio audience data is
not available for 2020/21 owing
to the suspension of RAJAR
face-to-face fieldwork during
2020/21 because of Covid-19
restrictions.

2019/20: £38m

2019/20: £8m
BBC Radio 2 broadcasts a unique mix of music and speech programmes
covering a diverse mix of live pop and rock, comedy, documentaries andreligious output, as well as running social action campaigns to over 14 million
listeners£47m

BBC Radio 3 centres on classical music, around which it provides a broad
spectrum of jazz, world music, arts programmes, religion and drama There isa strong emphasis on musical performance across the UK£29m

BBC Radio 4 is a mixed-speech radio station, offering in-depth news andcurrent affairs and a wide range of other speech programmes including
drama, readings, comedy, factual and magazine programmes£77m

Originally launched in 2002 as BBC 7, the station was relaunched in April 2011
as BBC Radio 4 extra The digital-only network is the principal outlet for theBBC’s archive of speech entertainment, including comedy, drama andreadings£3m

BBC Radio 5 live broadcasts continuous news and live sports coverage,
bringing major news stories and sports events to its listeners as they happen,
and providing context through wide-ranging analysis and discussion£43m

BBC Radio 5 live sports extra brings a greater choice of live action to sports
fans by extending live coverage of various sporting events£3m

Time spent
listening to aservice each week
(hh:mm)Length of time theaverage Englandlistener spent eachweek with theservice

2019/20: £49m

2019/20: £31m

2019/20: £81m

2019/20: £3m

2019/20: £47m

2019/20: £3m
BBC 6 Music is a digital radio station that entertains lovers of popular musicwith a service that celebrates the alternative spirit of popular music from the
60s to the present day, complemented by music news and documentaries£12m

BBC Asian Network offers speech and music appealing to British Asians, witha focus on news and current affairs It broadcasts mainly in English, but does
offer some programmes in other languages£7m

England’s performance by service – Online

2019/20: £12m

2019/20: £8m
Content (£m)
We spent a total of£190 million onthese services lastyear in England

BBC Online comprises the BBC’s portfolio of online products on desktop,
connected TV, mobile and tablet, including news, sport and weather; ourchildren’s services CBBC and CBeebies; and Knowledge and Learning – as well
as IP delivered TV and radio services, with both live and on-demand
programmes available on BBC iPlayer

Reach (%)
England population
who use the service
each week£190m 62%
2019/20: £194m

2019/20: 53%

Source Ipsos MORI BBC Online not including Red Button England adults 16+

186

BBC Annual Report and Accounts 2020/21

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Independent Assurance Report to the Board of the British Broadcasting
Corporation, acknowledging that Parliament also places reliance on theGroup Accounts and Report
I have conducted independent assurance procedures on thedisclosures included in the British Broadcasting Corporation(BBC) Annual Report arising from the requirement under theRoyal Charter for the continuance of the BBC (the Royal Charter)
to publish the provision for the United Kingdom’s nations andregions, including how the BBC delivered the creative remit in thenations and regions. These disclosures comprise performanceagainst the BBC’s public purpose to reflect, represent and serve thediverse communities of the United Kingdom’s nations and regions andsupport the creative economy, as set out on pages 167 to 186 of theBBC’s Annual Report.
My work is conducted in accordance with International Standards
on Assurance Engagements (ISAE) 3000 Assurance Engagements
Other Than Audits or Reviews of Historic Financial Information.

Respective responsibilities of the BBC Boardand the Comptroller and Auditor General
For the reporting year covered by this report, the BBC Board was
responsible for publishing information required by the Royal
Charter as follows: the provision for the United Kingdom’s nations
and regions, including how the BBC delivered the creative remitin the nations and regions for the year ended 31 March 2021
(the subject matter) (“Nations Report”).
I am responsible for providing an opinion on whether, in allmaterial respects, the subject matter is complete and accurate andhas been properly prepared in accordance with the basis set out
therein.
In conducting this work, my staff and I have complied with the
Financial Reporting Council’s Revised Ethical Standard 2019.
I am independent of the BBC in accordance with the ethicalrequirements that are relevant to my assurance engagement.
My staff and I have fulfilled our other ethical responsibilities
in accordance with these requirements.

Inherent limitations
My assurance procedures have been designed to provide
reasonable assurance. The objective of a reasonable assurance
engagement is to reduce engagement risk to an acceptably low
level in the circumstances of the engagement as the basis for apositive form of expression of my conclusion. It does not, however,
eliminate this risk entirely. In particular, in preparing thedisclosures, the BBC Board is required to make a number ofjudgements which inherently introduces an element of risk.
My work has been undertaken so that I might state to the BBC
Board and Parliament those matters I am required to in thisreport and for no other purpose.

OpinionBased on the results of my procedures, in my opinion, in allmaterial respects the Nations Report set out on pages 170 to 186
is complete and accurate and has been properly prepared inaccordance with the basis set out therein. This opinion has been
formed on the basis of the matters outlined elsewhere in thisindependent assurance report.

Gareth Davies
Comptroller & Auditor General
National Audit Office157-197 Buckingham Palace Road
LondonSW1W 9SP
21 June 2021

My staff and I have applied International Standard on Quality
Control 1 and accordingly maintain a comprehensive system of
quality control including documented policies and procedures
regarding compliance with ethical requirements, professional
standards and applicable legal and regulatory requirements.

My approach
I have performed a reasonable assurance engagement as definedin ISAE 3000. A reasonable assurance engagement is to perform
such procedures as to obtain information and explanations which
I consider necessary to express an opinion on whether, in allmaterial respects, the Nations Report (the subject matter) is
complete and accurate and has been properly prepared inaccordance with the basis set out therein.
My work consisted of understanding the process adopted by
the BBC to derive the disclosures, in particular the completenessand accuracy of information used. This enabled me to design
procedures in response to risks identified. I performed proceduresin relation to the figures disclosed which included: agreement
to third party evidence such as data issued by the Broadcasters
Audience Research Board (BARB); agreement to schedulingreports; cross-reference to disclosures made in the BBC Groupfinancial statements; recalculation and confirmation ofmathematical accuracy; recalculation of restated prior year
figures; and agreement of headcount data to payroll reports.

Governance

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187

Financial
statements

BBC One’s BAFTA
award-winning
Sitting in Limbo

Sir David Attenborough in
BBC One’s A Perfect Planet

188

BBC Annual Report and Accounts 2020/21

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The Certificate and Report of the Comptroller and Auditor General to theBoard of the British Broadcasting Corporation, acknowledging that
Parliament also places reliance on the Group Accounts and Report
Opinion on financial statements

Conclusions relating to going concern

I certify I have audited the financial statements of the British
Broadcasting Corporation (BBC) for the year ended 31 March 2021,
which comprise:

In auditing the financial statements, I have concluded that the BBC’s
use of the going concern basis of accounting in the preparation of
the financial statements is appropriate.

— the consolidated income statement;— the consolidated statement of comprehensive income/loss;— the consolidated balance sheet;— the consolidated statement of changes in equity;— the consolidated cash flow statement; and— the related notes, including the significant accounting policies.

My evaluation of the BBC Board’s assessment of the BBC’s ability
to continue to adopt the going concern basis of accounting included
understanding and assessing risks to future revenue streams andthe BBC’s ability to access borrowings and take other mitigating
actions to manage cash flows. I also considered my wider
understanding of the environment in which the BBC operates
which may have implications for the ability to adopt the going
concern basis of accounting.

The financial reporting framework that has been applied in their
preparation is the Royal Charter for the continuance of the British
Broadcasting Corporation and International Accounting Standards
in conformity with the requirements of the Royal Charter for thecontinuance of the British Broadcasting Corporation. I have also
audited the information in the Remuneration Report that is
described as having been audited.
In my opinion the consolidated financial statements:— give a true and fair view of the state of the group’s affairs as at
31 March 2021 and of its surplus for the year then ended;— have been properly prepared in accordance with International
Accounting Standards in conformity with the requirements of
the Royal Charter for the continuance of the British Broadcasting
Corporation; and— have been prepared in accordance with the Royal Charter for thecontinuance of the British Broadcasting Corporation and any
directions given by the Secretary of State for Digital, Culture,
Media and Sport or the Foreign Secretary thereunder.

Opinion on regularity
In my opinion, in all material respects, the expenditure and income
recorded in the financial statements have been applied to the
purposes intended by Parliament and the financial transactions
recorded in the financial statements conform to the authorities
which govern them.

Basis for opinions
I conducted my audit in accordance with International Standards
on Auditing (ISAs) (UK) and applicable law and Practice Note 10‘Audit of Financial Statements of Public Sector Entities in the
United Kingdom’. My responsibilities under those standards arefurther described in the Auditor’s Responsibilities section of mycertificate. Those standards require me and my staff to comply with
the Financial Reporting Council’s Revised Ethical Standard 2019. I
have also elected to apply the ethical standards relevant to listed
entities. I am independent of the BBC in accordance with the ethicalrequirements that are relevant to my audit of the financial
statements in the UK. My staff and I have fulfilled our other ethicalresponsibilities in accordance with these requirements. I believethat the audit evidence I have obtained is sufficient and appropriate
to provide a basis for my opinion.
The regularity framework that has been applied comprises:— the Royal Charter for the continuance of the British Broadcasting
Corporation;— the Agreement between Her Majesty’s Secretary of State for
Digital, Culture, Media and Sport and the British Broadcasting
Corporation; and— other agreements the BBC has entered into with Government
Ministers.

Based on the work I have performed, I have not identified any
material uncertainties relating to events or conditions that,
individually or collectively, may cast significant doubt on the BBC’s
ability to continue as a going concern for a period of at least 12
months from when the financial statements are authorised for issue.
In relation to the BBC Board’s reporting on how they have applied
the UK Corporate Governance Code, I have nothing material to add
or draw attention to in relation to the BBC Boards’ statement in thefinancial statements about whether the Board considered it
appropriate to adopt the going concern basis of accounting.
My responsibilities and the responsibilities of the BBC Board withrespect to going concern are described in the relevant sections of
this report.

Overview of my audit approach
Key audit matters
Key audit matters are those matters that, in my professional
judgment, were of most significance in my audit of the financial
statements of the current period and include the most significant
assessed risks of material misstatement (whether or not due tofraud) that I identified.
These matters were addressed in the context of the audit of thefinancial statements as a whole, and in forming my opinion thereon.
I do not provide a separate opinion on these matters.
I consider the following areas of particular audit focus to be thoseareas that had the greatest effect on my overall audit strategy, theallocation of resources in my audit and directing the efforts of theaudit team in the current year.
This is not a complete list of all risks identified by my audit but only
those areas that had the greatest effect on my overall audit strategy,
allocation of resources and direction of effort. I have not, forexample, included detailed information relating to the general work
I have performed around the presumed risk of management
override of controls, which are areas where my work has not
identified any matters to report. I identified an area of significant
risk of material misstatement relating to accounting for joint
ventures and associates. I have not reported this as a separate key
audit matter and have incorporated into my description of key audit
matters below.
The areas of focus were discussed with the Audit and Risk
Committee; their report on matters that they considered to besignificant to the financial statements is set out on pages 95 to 99.
The description of the risks below should be read in conjunction
with the Audit and Risk Committee’s report.

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I identified three key audit matters in 2019/20 which were allconcluded in the prior year and therefore have not materialised as
an audit risk in 2020/21. These were:— the implementation of IFRS 16, although the ongoing applicationof IFRS 16 has been identified as a key audit matter;— accounting for the acquisition of UKTV; and— implementing an IT systems upgrade.

Covid-19
The impact of the Covid pandemic during the financial year has had
a pervasive effect on the key audit matters I have identified. Whendescribing key audit matters, I have outlined the impact that theCovid pandemic has had on my overall audit strategy, allocationof resources and direction of my audit.

Key audit matter description

Complex property transactions (including property-related investments in associates and joint ventures)
Total net book value of property, plant and equipment – £2,054 million(2019/20: £2,152 million). Refer to Notes D1 and D2 (financial disclosures)
and Note H (accounting policies) and the risks set out in the Audit andRisk Committee Report on page 95.
The BBC has a large and diverse portfolio of properties which
includes owned assets, and assets held under leasing arrangements.
In managing its property portfolio and related financing
arrangements, certain past transactions have given rise to accounting
treatments which are not straightforward and require the applicationof judgement. This includes sale and leaseback arrangements where
the borrowing limit set by the Secretary of State for Digital, Culture,
Media and Sport has affected the way in which the BBC can financemajor projects.
The following complex property transactions represent a significant
risk for my audit and have been key areas of focus for my work:

A: Accounting for properties under IFRS 16 Leases— In 2019/20, the BBC implemented IFRS 16 Leases. In 2020/21,
I consider there to be a significant risk relating to the ongoing
application of IFRS 16 as the BBC has applied judgement indetermining the appropriate accounting treatment for leased
properties. This includes the valuation of right-of-use assets andassociated liabilities; accounting for repurchase options at the endof the lease term; and the treatment of contingent rent
arrangements.
— The valuation of the BBC’s major finance lease assets andliabilities involves the use of complex models to calculate thevaluations, and judgement over the appropriate inputs into thevaluations.
B: New Broadcasting House refinancing and the treatment of
Daunus Ltd— The valuation of the series of significant derivative cash flow
swaps which form the basis of the 2016-17 refinancing of the New
Broadcasting House sale and lease back arrangement. The
valuation of these swaps involves judgement and is highly
sensitive to the assumptions made.
— The BBC holds an investment in Daunus Ltd, which wasestablished to facilitate the redevelopment and refinancing of
New Broadcasting House. The BBC considers that it shares joint
control of Daunus Ltd with other investors and accordingly
recognises as a joint venture. This is a significant judgement.
C: Other property transactions— The classification, completeness and valuation of property
available-for-sale which could have a material impact on thefinancial statements.
— The valuation of new properties in the course of construction.

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Complex property transactions (including property-related investments in associates and joint ventures)
The scope of my audit work in response
I have carried out work to understand the BBC’s overall property
strategy and any changes that could have a consequent financial
statement impact.
My procedures included making enquiries of management; review ofBoard minutes and business plans. Where I could not physically visit
properties due to Covid-19 restrictions I undertook alternative audit
procedures to verify the existence of assets.
A: Accounting for properties under IFRS 16 Leases
My procedures included:— Testing the calculation of right-of-use assets and associatedliabilities, including those entered into in prior periods to confirm
that the ongoing accounting treatment remained appropriate.
— Considering the reasonableness of inputs into management’s leasecalculations and management’s key assumptions and judgements,
checking these for consistency with the underlying contractual
documentation and industry practice.
— Reviewing the BBC’s processes and controls to identify leases andtest for completeness, particularly focusing on where the BBC hasdecided contracts do not meet the definition of a lease.
— Assessing whether disclosures relating to the accounting policies
adopted by management in relation to leases, are sufficient.

B: New Broadcasting House financing and the treatment of
Daunus Ltd
I have assessed the reasonableness of the accounting treatment inrelation to the classification and valuation of the cash flow swaps
used in the past refinancing of the New Broadcasting House saleand leaseback. My audit procedures included assessing thereasonableness of management’s key valuation assumptions andjudgements. Using corporate finance specialists, I checked
management’s key assumptions and judgements for consistency
with underlying contracts, published rates and market practice; andI assessed the sensitivity of management’s valuations to changes in
key assumptions. This has included consideration of the impact thatthe pandemic has had on market inputs.
I have reviewed evidence supporting management’s judgement torecognise Daunus Ltd as a joint venture, including substantiating
and assessing the rights of the other shareholders based on thecontractual documentation. I obtained evidence that control overDaunus Ltd operates jointly in practice.
C: Other property transactions
I have considered management’s key judgements in relation to theaccounting treatments adopted for certain planned disposals ofproperty. My audit procedures included reviewing Board minutes
and business plans to confirm the completeness of property disclosed
as held for sale.
I have reviewed the accounting treatment in relation to newproperties in the course of construction or brought into use during
the year to consider whether costs have been appropriately andcompletely capitalised and whether any impairment is necessary.

Key observations and the findings I communicated to the Audit and Risk Committee
On the basis of the procedures performed, I consider that theaccounting treatment adopted for these complex propertytransactions is appropriate, including property-related investments
in associates and joint ventures.

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Key audit matter description

Risk of fraud in revenue recognition
Total revenue recognised – £5,064 million (2019/20: £4,943 million). Refer
to Note A1 (financial disclosures) and Note H (accounting policies) and therisks set out in the Audit and Risk Committee Report on page 95.

Licence fee revenue is an area of Parliamentary and public interestand the ongoing viability of the BBC is dependent upon the collectionof licence fee revenue.

International Standards on Auditing (UK) require me to consider
whether or not there is a risk of fraud in respect of revenue
recognition. Given the scale and nature of the BBC’s income streams,
I have not rebutted this risk. My scoping work has identified thefollowing transactions streams as areas of specific focus for my audit:

There are two key considerations arising from my audit work:

Licence fee revenue (£3,750 million (2019/20: £3,520 million)).
The BBC’s primary source of funding is derived from the Television
Licence Fee (the ‘licence fee’). The Telecommunications Act 2003
requires that licence fees must be paid to the BBC which, in turn,
must remit the amounts collected to the Consolidated Fund. The
BBC Licence Fee Unit uses an outsourced service provider, Capita,
to collect licence fees on its behalf.
Licence fees collected are brought to account within the BBC
Television Licence Fee Trust Statement (‘the Trust Statement’). Thisis a separate account, which I also audit. The licence fee revenue
recorded in the BBC’s consolidated financial statements is a grant-inaid funding settlement, paid directly to the BBC from the Secretary ofState for Digital, Culture, Media and Sport from sums drawn down
for the Consolidated Fund in respect of licence fees issued in the year.
The funding arrangements are agreed for the duration of the licencefee settlement between the BBC and the Secretary of State. The
current licence fee settlement ends in 2022.

— I consider that there may be an incentive to manage and report
licence fee revenue in ways that meet management’s or licence fee
payers’ expectations. This might involve the BBC or other parties
involved in the licence fee revenue collection and reporting
process. I consider that there is a heightened risk around the year
end of revenue recognition being managed to achieve particular
results and this has been a key focus of my testing in this area.
I consider this risk to be heightened in 2020/21 given greater
challenges over collecting licence fee revenue as a result of theCovid-19 outbreak.
— In 2020/21, the BBC implemented a new scheme for the collectionof licence fee revenue from over-75s. The BBC has introduced new
systems and processes to collect revenue and issue television
licences to over-75s.

The scope of my audit work in response
In relation to the licence fee revenue grant recognised in the BBC’s
consolidated financial statements, I have assessed the reasonablenessof the BBC’s licence fee revenue recognition policy. I havesubstantively tested the amounts and the timing of licence feerevenue funding paid to the BBC by the Secretary of State for Digital,
Culture, Media and Sport.

I have also obtained assurance over the proper operation of cut-off
by examining evidence showing cash receipts and licences issued
around the year end.

Given that the licence fee revenue and balances recorded in the Trust
Statement provide an authoritative expectation as to the related
licence fee grant funding and balances recorded in the consolidated
financial statements, I have carried out audit procedures on the BBC
Licence Fee Unit collection systems and processes and on relatedtransactions and balances reported in the Trust Statement. These
included obtaining assurance on the completeness and occurrence of
licence fee income recorded in the Trust Statement by using IT audit
procedures on key licence fee collection systems and testing a sample
of in-year transactions and year-end balances. This includes new
systems and processes introduced during the year to facilitate theissuance of television licences to over-75s.
Key observations and the findings I communicated to the Audit and Risk Committee
On the basis of the procedures I have performed I consider licence feerevenue funding and related balances to be appropriately recognised
and reported.

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Risk of fraud in revenue recognition
Commercial revenue and profit recognition (£1,314 million (2019/20:£1,423 million)) (including commercial investments in associates andjoint ventures).
There are a number of revenue streams from different sources within
the BBC’s commercial subsidiaries, including production sales,
subscriber revenues, distribution, and sale of BBC branded products.
Audit risk arises from the level of judgement in respect of thecompleteness and cut-off of revenue. This risk is particularly relevant
within BBC Studios as the largest commercial subsidiary and wheremost revenue is earned from outside of the BBC Group.
Commercial revenue generation during the year has been impacted
by lockdown arrangements, a hiatus in production activities andmacro-economic factors. This provides a heightened risk aroundmanagement’s incentives to make certain judgements to manage
revenue recognition, meaning that historic assumptions applied toamortisation profiles for distribution rights are no longer appropriate,or result in an increased risk over the recoverability of receivables.

In addition, management must exercise judgement in the following
areas which could have a material impact on profit:— the amortisation and impairment of commercial distribution
rights. Amortisation is based on the expected revenue profile ofthe programme portfolio. As a key area of judgement, risks arise
as changes in assumptions could have a material impact on profit;— revenue associated with productions. Although most production
revenue is generated from within the BBC Group, a material
amount is derived from outside the group. There are risks aroundcompleteness, cut-off and recoverability of this revenue; and— impairment of investments.

One of the largest revenue streams within BBC Studios relates to the
distribution of content. Commercial distribution rights acquired by
the BBC relating to this content are treated as intangible assets within
BBC Studios’ financial statements. When content is distributed,
revenue is recognised and, in a number of cases, the contracts
underpinning distribution sales can cover a number of financial
years. BBC Studios’ revenue is affected by judgements in relation
to the point at which revenue relating to the distribution of content
arises and the timing and nature of the agreements with third parties
represent risks around cut-off and completeness of revenue.
The scope of my audit work in response
I have carried out work to understand the nature of the BBC’scommercial profits including reviewing contractual documentationand management reporting, making enquiries of management
responsible for BBC commercial activities (both within the UK and at
significant territories overseas, both by value and by risk). I have also
researched wider market practice in relation to revenue recognitionin the media sector. I used this understanding to assess thereasonableness of revenue recognition policies adopted by the BBC’scommercial subsidiaries, focusing my attention on the highest risk
and most significant revenue streams: channels, distribution, andformat sales.
My testing included: undertaking detailed analysis of key revenue
streams and identifying transactions with the greatest risk forfurther analysis; reviewing significant revenue contracts tounderstand the key features and confirming that they have beentreated appropriately in the financial statements (with particularfocus on the requirements of IFRS 15 Revenue from Contracts with
Customers); and, considering transactions arising around the year
end, for evidence of delivery and licence period start dates. I haveparticularly focused on the year end, as the timing of BBC Studios’revenue is skewed towards March which coincides with the BBC
Showcase event.

I reviewed recoverability by assessing the nature of contractual
arrangements, confirming amounts received after the reporting date,and reviewing management’s assessment of the need to provide for
non-recovery.
I have also assessed the judgements made in respect of amortisationand impairment of commercial distribution rights. I reviewed thebasis on which the amortisation principles were determined,
comparing these to the known and forecast timing of the realisationof the value of these rights. I considered whether any amendments
were required to the policy in light of developments in BBC Studios’
business, and wider market practice, during the reporting period.
I have reviewed judgements made in respect of the impairment ofinvestments and the basis on which any impairment was calculated,
including assessment of the completeness of management’s
assessment.

Key observations and the findings I communicated to the Audit and Risk Committee
I have concluded that commercial revenue and profit is appropriately
recognised and reported. In respect of commercial investments inassociates and joint ventures, I have gained appropriate assurances
over the completeness of impairments and the basis of calculation.

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Key audit matter description

Valuation of the pension scheme asset
Total value of pension scheme asset – £190 million (2019/20: £247
million). Refer to Note C6 (financial disclosures) and Note H (accounting
policies) and the risks set out in the Audit and Risk Committee Report on
page 95.
The valuation of the defined benefit pension scheme assets andliabilities reported in the accounts is highly judgemental, and changes
to assumptions can result in material changes to the valuation.
Given this, I have assessed the valuation of the net pension asset
as a significant risk to my audit.
The scope of my audit work in response
I have understood the BBC’s pension scheme arrangements andassessed the processes and controls used by management to accountfor them.
Using actuarial experts, I have assessed the reasonableness of
key assumptions used in determining the scheme liabilities,
benchmarking them against other schemes; and I have assessed thenature and appropriateness of BBC context-specific assumptions.
This includes the impact of the pandemic on macro-economic
conditions underpinning assumptions used by the BBC’s actuaries.
I have also assessed the expertise and independence of theBBC’s actuaries.

I have taken assurance from the work of the BBC Pension Scheme
auditors in relation to the valuation of scheme assets.
I have tested data inputs used in determining the valuation, including
employer contributions and scheme membership data.
I have tested the accounting entries recognised to the underlying
work performed by the BBC’s actuaries and reviewed disclosures
made to confirm these are in accordance with accounting standards.

Key observations and the findings I communicated to the Audit and Risk Committee
I consider the defined benefit pension scheme to be appropriately
accounted for in the BBC’s consolidated financial statements.

Key audit matter description

Accounting for programme assets
Total value of programme assets – £980 million (2019-20: £837 million).
Refer to Note B3 (financial disclosures) and Note H (accounting policies)
and the risks set out in the Audit and Risk Committee Report on page 95.
The BBC capitalises the costs associated with making a programme
as work-in-progress during the course of a production, and releases
these assets from the statement of financial position at the point a
programme is delivered (in the case of BBC Studios) or transmitted(in the case of the Public Service Broadcaster). Where the rights tobroadcast content are acquired, assets and liabilities relating toacquired content are recognised at the point of payment orcommencement of the licence period, whichever is earlier. The costof acquired content is expensed on first transmission except tothe extent that the number of further showings is contractuallyagreed, when they are expensed according to the expectedtransmission profile.

At the point these programme assets are released, revenue and costs
are recognised in the consolidated income statement as appropriate.
Where costs have been capitalised and remain as programme assets
at the year end, management must consider whether there are any
indicators of impairment; for example, where a programme may nolonger be broadcast. The Covid pandemic has resulted in:— A number of productions being paused or sporting and live events
being postponed or cancelled.
— Additional costs to ensure productions can comply with socialdistancing requirements.
These factors could indicate impairment is necessary.
The valuation of programme assets is a highly material estimate in
the accounts, and there is a significant amount of judgement overboth the initial value and the impairment of these assets.
There is a risk that the approach to valuation will result in material
misstatement of the balance sheet, or that the processes to identify
impairment of programme assets are not sufficient to identify
material overstatement of the balance sheet.

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Accounting for programme assets
The scope of my audit work in response
I have assessed the policy adopted by management in respect ofprogramme assets as a key accounting judgement, including anassessment against IFRS and the wider practice within the media
industry. This included undertaking walkthroughs of the process forvaluing programme assets and the end-to-end process following a
programme lifecycle through the various BBC entities, to ensure a
consistent approach to the recognition of costs and revenue and that
this is appropriately addressed on consolidation.
I substantively tested a sample of programme assets to confirm thatthese had been accounted for in accordance with the policy adopted
by management.

I understood and evaluated the approach to managing production
costs and identifying indicators of impairment and consideredpotential indicators of impairment of programme assets through mywider understanding of the business. This included a review of Board
minutes, considering wider information, and holding discussions
with the programme and production accounting teams to assess thecontrols over programme spend. I have considered the implications of
the Covid pandemic and whether this has indicated any impairment
is necessary.

Key observations and the findings I communicated to the Audit and Risk Committee
I consider programme assets to be appropriately accounted for in the
BBC’s consolidated financial statements.

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Application of materiality
I applied the concept of materiality in both planning andperforming my audit, and in evaluating the effect of
misstatements on my audit and on the financial statements.
This approach recognises that financial statements are rarely
absolutely correct, and that an audit is designed to provide
reasonable, rather than absolute, assurance that the financial
statements are free from material misstatement or irregularity.
A matter is material if its omission or misstatement would, inthe judgement of the auditor, reasonably influence the decisionsof users of the financial statements.
Based on my professional judgement, I determined the overallmateriality for the BBC’s consolidated financial statements asfollows:
Group materiality

Benchmark

Overallmateriality£25 million(2019/20: same)

0.5% of Group revenue(2019/20: same)

Performancemateriality£18.75 million(2019/20: same)

75% of overallmateriality(2019/20: same)

Reportingthreshold£250,000(2019/20: same)

I chose Group revenue as the materiality benchmark because, in
my professional judgement, revenue is the key driver of the BBC’s
business; in particular licence fee revenue and commercial income
generated by the BBC is a key driver of stakeholder interest.
Parliament and the public have an interest in the way in which
the BBC is funded and how it spends its funds. The level of licencefee revenue and commercial revenue determines the resources
available to the BBC and drives strategic decisions aroundspending and investment.
Performance materiality
I set performance materiality at a level lower than materiality
to reduce the probability that, in aggregate, uncorrected andundetected misstatements exceed the materiality for thefinancial statements as a whole.
Other materiality considerations
As well as quantitative materiality there are certain matters that,by their very nature, would if not corrected influence thedecisions of users, for example:— remuneration disclosures;— matters that could result in a modification of the regularity
opinion; and— any adjustment that would affect the overall position of the
primary statements at the margin; for example, that would
result in the surplus reported in the consolidated income
statement becoming a deficit, or vice-versa.

Reporting threshold
I agreed with the Audit and Risk Committee that I would report
to it all uncorrected misstatements identified through my audit
in excess of £250,000, as well as differences below this thresholdthat in my view warranted reporting on qualitative grounds. I also
report to the Audit and Risk Committee on disclosure mattersthat I identified when assessing the overall presentation of thefinancial statements. Total unadjusted audit differences reported
to the Audit and Risk Committee would, if amended, increase thesurplus by £4 million.

Audit scope
The scope of my Group audit was determined by obtaining an
understanding of the BBC Group and its environment, includingGroup-wide controls, and assessing the risks of material
misstatement at the group level.
The BBC Group comprises over 100 subsidiaries, along with anumber of associates and joint ventures. There are two levelsof consolidation within the BBC Group:— Level 1: BBC Group, comprising the BBC Public Service
Broadcaster (PSB), PSB subsidiaries, and BBC Commercial
Holdings Group;— Level 2: BBC Commercial Holdings Group, comprising BBC
Commercial Holdings Limited and subsidiary companies,
including BBC Studios Productions Limited, BBC Studios
Distribution Limited and subsidiary companies; BBC Global
News companies; BBC Studioworks Limited; and BBC
Children’s Productions Limited.
This audit opinion relates to the BBC Group, at level 1. My groupaudit approach has been designed to enable me to form an opinion
on these consolidated financial statements, and my assessmentof significant components and the nature of the work I have
performed is as follows:

Level 1: BBC Group
Significant components andauditors— BBC Public Service Broadcaster(NAO)— BBC Commercial Holdings Group(NAO)

Total revenue £5,063m

Sampled non-significant
components— None – due to coverage achieved
from significant components
Analytical procedures on
non‑significant components
We performed analytical procedureson the remaining components.

Full scope audit
Analyticalprocedures

Assessment of such matters would need to have regard to thenature of the misstatement and the applicable legal and reporting
framework, as well as the size of the misstatement.
I applied the same concept of materiality to my audit of regularity.
In planning and performing audit work in support of my opinion
on regularity and evaluating the impact of any irregulartransactions, I took into account both quantitative and qualitative
aspects that I consider would reasonably influence the decisionsof users of the financial statements.

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98%2%

Other Information

Level 2: BBC Commercial Holdings Group
Significant components andauditors— BBC Commercial Holdings Ltd(NAO)— BBC Studios Distribution Ltd(NAO)— BBC Studios Productions Ltd(NAO)— UKTV Media Ltd (NAO)
Sampled non-significant
components— BBC Global News Ltd (NAO)— BBC Studioworks Ltd (NAO)— BBC Children’s Productions Ltd(NAO)— BBC Grafton House Productions
Ltd (NAO)— BBC Studios Ltd (NAO)— BBC Studios Americas Inc (NAO)— 2 Entertain Video Ltd (NAO)— BBC Studios France Sarl (KPMG)— BBC Studios Australia Pty Ltd(Grant Thornton)— Sid Gentle Films Ltd (Ross Bennet
Smith)— New Video Channel America LLC(KPMG)

Total revenue £1,384m

Full scope audit
Analyticalprocedures

85%
15%

The other information comprises information included in the
Annual Report, other than the parts of the Remuneration Report
described in that report as having been audited, the financial
statements and my auditor’s report thereon. The BBC Board is
responsible for the other information. My opinion on the financial
statements does not cover the other information and except to theextent otherwise explicitly stated in my report, I do not express
any form of assurance conclusion thereon. In connection with myaudit of the financial statements, my responsibility is to read theother information and, in doing so, consider whether the otherinformation is materially inconsistent with the financial
statements or my knowledge obtained in the audit or otherwise
appears to be materially misstated. I am required to determine
whether this gives rise to a material misstatement in the financial
statements themselves. If, based on the work I have performed,
I conclude that there is a material misstatement of this otherinformation, I am required to report that fact. I have nothing
to report in this regard.

Other matters prescribed by the terms of
my engagement
Remuneration
In addition to my audit of the BBC’s consolidated financial
statements, the Board has engaged me to audit the information in
the Board Remuneration Report that is described as having been
audited, which the Board has decided to prepare as if the BBC
were required to comply with the requirements of Schedule 8 to
The Large and Medium-sized Companies and Groups (Accounts
and Reports) Regulation 2008 (SI 2008 No 410) made under theCompanies Act 2006.

Analytical procedures on
non‑significant components
We performed analytical procedureson the remaining components.
I have had direct involvement in the audit strategy of the BBC’ssignificant components, including those significant components
where I have not been appointed as auditor. I have issued Group
Audit Instructions to all significant components by size and risk
and to a sample of other components, which enable me to obtainthe necessary assurances required for my audit opinion on the
BBC’s consolidated financial statements. For significant
components where I have not been appointed as auditor, I havemet and discussed the audit strategy, significant audit risks andfindings from component auditors’ work. For these component
audits I have also met with component management and attended
planning and closing meetings. The restrictions on travel relating
to the Covid pandemic have prevented my team from physicallyattending these meetings and therefore alternative procedures
have been designed to enable the remote review of the work ofcomponent auditors by my team. Under the terms of the Group
Audit Instructions I issued, full statutory audit procedures inaccordance with local adaptations of International Standards on
Auditing have been conducted and I have satisfied myself thatsufficient work has been undertaken to provide the necessary
assurances for my audit opinion on the BBC’s consolidated
financial statements. The components subject to these proceduresare described as ‘full scope audit’ components in the table above.

In my opinion, the parts of the Board Remuneration Report which
I have been engaged to audit have been properly prepared inaccordance with Schedule 8 to the Large and Medium-sizedCompanies and Groups (Accounts and Reports) Regulation 2008,
as if those requirements were to apply to the BBC Group.
I also report to you if, in my opinion, certain disclosures of
remuneration required have not been made. I have nothing
to report in this regard.
The strategic and governance reports
In my opinion, based on the work undertaken in the course of
the audit, the information given in the Strategic and Governance
Report for the financial year for which the financial statements
are prepared is consistent with the financial statements and thosereports have been prepared in accordance with applicable legal
requirements.

For other components I have undertaken other procedures to gain
the necessary assurances for my audit opinion on the BBC’s
consolidated financial statements. This included evaluating andtesting the BBC’s group-wide controls and performing analyticaland enquiry procedures to address the risk of residual
misstatement.

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Matters on which I report by exception
In the light of the knowledge and understanding of the BBC and
its environment obtained in the course of the audit, I have not
identified material misstatements in the Strategic Report or theGovernance Report.
I have nothing to report in respect of the following matters which
I report to you if, in my opinion:— adequate accounting records have not been kept or returns
adequate for my audit have not been received from branches
not visited by my staff; or— the financial statements and the parts of the Remuneration
Report to be audited are not in agreement with the accounting
records and returns; or certain disclosures of remuneration
specified by law are not made; or— a corporate compliance statement has not been prepared; or— I have not received all of the information and explanations
I require for my audit.

Corporate compliance statement
The terms of my engagement require me to review the BBC
Board’s statement in relation to going concern, longer-term
viability and that part of the Corporate Compliance Statement
relating to the BBC’s compliance with the provisions of the UK
Corporate Governance Statement specified for my review.
Based on the work undertaken as part of my audit, I haveconcluded that each of the following elements of the Corporate
Compliance Statement is materially consistent with the financial
statements or my knowledge obtained during the audit:— the BBC Board’s statement with regards to the appropriatenessof adopting the going concern basis of accounting and any
material uncertainties identified set out on page 124;
— the BBC Board’s explanation as to its assessment of the entity’s
prospects, the period this assessment covers and why they
period is appropriate set out on page 115;
— the BBC Board’s statement on fair, balanced andunderstandable set out on page 124;
— the BBC Board’s confirmation that it has carried out a robust
assessment of the emerging and principal risks set out on pages
100 to 114;
— the section of the Annual Report that describes the review ofeffectiveness of risk management and internal control systems
set out on page 114; and— the section describing the work of the Audit and Risk
Committee set out on pages 95 to 99.

Responsibilities of the BBC Board for thefinancial statements
As explained more fully in the Statement of the Board’s
Responsibilities, the BBC Board is responsible for:— the preparation of the financial statements in accordance withthe applicable financial reporting framework and for being
satisfied that they give a true and fair view;— internal controls as the BBC Board determines is necessary toenable the preparation of financial statements to be free frommaterial misstatement, whether due to fraud or error; and— assessing the BBC’s ability to continue as a going concern,
disclosing, as applicable, matters related to going concern andusing the going concern basis of accounting unless the BBC
Board anticipates that the services provided by BBC will notcontinue to be provided in the future.

198

Auditor’s responsibilities for the audit of thefinancial statements
My responsibility is to audit, certify and report on the financial
statements in accordance with applicable law and International
Standards on Auditing (ISAs) (UK).
My objectives are to obtain reasonable assurance about whether
the financial statements as a whole are free from material
misstatement, whether due to fraud or error, and to issue a reportthat includes my opinion. Reasonable assurance is a high levelof assurance but is not a guarantee that an audit conducted inaccordance with ISAs (UK) will always detect a material
misstatement when it exists. Misstatements can arise from fraud
or error and are considered material if, individually or in theaggregate, they could reasonably be expected to influence
the economic decisions of users taken on the basis of thesefinancial statements.
I design procedures in line with my responsibilities, outlined
above, to detect material misstatements in respect of noncompliance with laws and regulation, including fraud.
My procedures included the following:— Enquiring of management, the Head of Internal Audit andthose charged with governance, including obtaining andreviewing supporting documentation relating to the BBC’s
policies and procedures relating to:— identifying, evaluating and complying with laws andregulations and whether they were aware of any instancesof non-compliance;— detecting and responding to the risks of fraud and whether
they have knowledge of any actual, suspected or alleged
fraud; and— the internal controls established to mitigate risks related
to fraud or non-compliance with laws and regulations
including the BBC’s controls relating to Royal Charter forthe continuance of the British Broadcasting Corporation, theCommunications Act 2003 and Communications (Television
Licensing) Regulations 2004, regulations established by the
Office of Communications.
— Discussing amongst the engagement team including significant
component audit teams and involving relevant internal and/ or
external specialists, including information technology,
corporate finance, actuarial and tax specialists regarding how
and where fraud might occur in the financial statements andany potential indicators of fraud. As part of this discussion, I
identified potential for fraud in the following areas: judgements
relating to revenue recognition and profit recognition andmanagement override of controls, including bias inmanagement’s estimations. Both of these areas were identified
as significant risks of material misstatement in my audit andaudit procedures were undertaken accordingly.
— Obtaining an understanding of the BBC’s framework ofauthority as well as other legal and regulatory frameworks thatthe BBC Group operates in, focusing on those laws andregulations that had a direct effect on the financial statementsor that had a fundamental effect on the operations of the BBCGroup. The key laws and regulations I considered in thiscontext included the Royal Charter for the continuance of the
British Broadcasting Corporation and the Communications Act
2003 and Communications (Television Licensing) Regulations
2004 and applicable taxation, health & safety and employment
regulation and legislation.

BBC Annual Report and Accounts 2020/21

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In addition to the above, my procedures to respond to identified
risks included the following:— reviewing the financial statement disclosures and testing tosupporting documentation to assess compliance with relevantlaws and regulations discussed above;— enquiring of management, the Audit and Risk Committee andin-house legal counsel concerning actual and potential
litigation and claims;— reading minutes of meetings of those charged with governanceand the Board; and— in addressing the risk of fraud through management overrideof controls, testing the appropriateness of journal entries andother adjustments; assessing whether the judgements made in
making accounting estimates are indicative of a potential bias;
and evaluating the business rationale of any significant
transactions that are unusual or outside the normal course ofbusiness. The nature of the work I performed and my findings
are set out in further detail in my description of key audit
matters above.
I also communicated relevant identified laws and regulations andpotential fraud risks to all engagement team members includinginternal specialists and significant component audit teams andremained alert to any indications of fraud or non-compliance withlaws and regulations throughout the audit.
A further description of my responsibilities for the audit of thefinancial statements is located on the Financial Reporting
Council’s website at: www.frc.org.uk/auditorsresponsibilities.
This description forms part of my certificate.
In addition, I am required to obtain evidence sufficient to givereasonable assurance that the income and expenditure/receipts
and payments reported in the financial statements have been
applied to the purposes intended by Parliament and the financialtransactions conform to the authorities which govern them.
I communicate with those charged with governance regarding,amongst other matters, the planned scope and timing of theaudit and significant audit findings, including any significant
deficiencies in internal control that I identify during my audit.

ReportI have no matters to report.

Gareth Davies
Comptroller and Auditor General
National Audit Office157-197 Buckingham Palace Road
London, SW1W 9SP
21 June 2021

Financial statements

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199

Financial statements
The BBC’s consolidated financial statements
These financial statements comprise both theprimary statements and additional supporting
disclosure notes. The primary statements are:Consolidated income statement
The income received and expenditure incurred by the
BBC Group’s operations during the financial year.

Consolidated statement of comprehensive
incomeItems of income and expense, including reclassification
adjustments, that are not directly recognised in the income
statement and hence are charged or credited directly to reserves.

Consolidated balance sheet
The statement of the assets and liabilities of the BBC Group at
a specific point in time, the financial year end.

Consolidated statement of changes in equity
Components that make up the capital and reserves of the
BBC Group and the changes to each component during thefinancial year.

Consolidated cash flow statement
Cash generated by the BBC Group from its operations and how
those cash flows have been used.

200

BBC Annual Report and Accounts 2020/21

Return to contentsConsolidated income statement
Note

2021
£m

2020
£m

Licence fee income
Other income

A1
A1

3,750
1,314

3,520
1,423

Total income

A1

5,064

4,943

Total operating costs
Share of results of associates and joint ventures

A1
E3(4,799)25(5,093)28

Group operating surplus/(deficit)(Losses)/gains on disposal
Other gains and losses
Net financing costs

G4
G5
F11

290
(1)
(2)
(74)

(122)
118
(6)
(100)

Surplus/(deficit) before taxation
Taxation

G1.1

213
14

(110)
(9)

Surplus/(deficit) for the year

227

(119)

Attributable to:BBC
Non-controlling interests

225
2

(122)
3

Surplus/(deficit) for the year

227

(119)

Financial statements

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201

Financial statements
Consolidated statement of comprehensive income
2021
£m

2020
£m

227

(119)

(109)

862

(109)

862

(19)
14
9
(3)

9
(9)
–
–

1

–

Other comprehensive (expenditure)/income net of tax

(108)

862

Total comprehensive income for the year

119

743

Attributable to:BBC
Non-controlling interests

117
2

740
3

Total comprehensive income for the year

119

743

Note

Surplus/(deficit) for the year
Other comprehensive income:Remeasurement on defined benefit pension schemes

C6.2

Total items that will not be reclassified to the income statement in the future
Currency translation adjustment
Gain/(loss) on cash flow hedges
Put options exercised
Deferred tax charge on financial instruments

G7.3
G7.2

Total items that may be reclassified to the income statement in the future202

BBC Annual Report and Accounts 2020/21

Return to contentsConsolidated balance sheet
As at 31 March
2021
£m

2020
£m

394
512
1,542
32
187
223
4
358
14
190

438
584
1,568
33
243
245
2
397
15
247

3,456

3,772

980
1,185
4
2
8
52
471

837
1,075
5
2
9
44
401

2,702

2,373

(1,039)
(159)
(1)
(109)
(109)
(6)
(11)

(1,082)
(137)
(204)
(104)
(70)
(14)
(9)

(1,434)(1,620)

(58)
(32)
(170)
(1,677)
(58)
(590)
(29)

(88)
(36)
–
(1,738)
(83)
(548)
(39)

(2,614)(2,532)

2,110

1,993

2,099
3
24
(18)

1,983
(8)
43
(27)

Non-controlling interests

2,108
2

1,991
2

Total capital and reserves

2,110

1,993

Note

Non-current assets
Intangible assets (including goodwill)
Property, plant and equipment
Right-of-use assets
Investment properties
Interests in associates and joint ventures
Trade and other receivables
Investments
Derivative financial instruments
Deferred tax assets
Pension assets

E1
D1
D2
D3
E3
F7.1
G3.2
G1.5
C6.1

Current assets
Programme-related assets and other inventories
Trade and other receivables
Contract assets
Assets classified as held for sale
Derivative financial instruments
Current tax assets
Cash and cash equivalents

B3
F7.2
A4.2
D5
G3.2
G1.4
F1

Current liabilities
Trade and other payables
Contract liabilities
Borrowings
Lease obligations
Provisions
Derivative financial instruments
Current tax liabilities

F9.2
A4.2
F4.1
F4.3
F10
G3.2
G1.6

Non-current liabilities
Trade and other payables
Contract liabilities
Borrowings
Lease obligations
Provisions
Derivative financial instruments
Deferred tax liabilities

F9.1
A4.2
F4.2
F4.3
F10
G3.2
C6.1

Net assets
Attributable to the BBC:Operating reserve
Hedging reserve
Translation reserve
Other reserves

G7.1
G7.2
G7.3
G7.4

The financial statements were approved by the Board and authorised for issue on 18 June 2021, and signed on their behalf by:

Tim Davie
Director-General

Leigh Tavaziva
Group Chief Operating Officer

Financial statements

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203

Financial statements
Consolidated statement of changes in equity

Total
£m

Noncontrollinginterests
£m

Total
£m

(27)

1,251

2

1,253

–
9
–

–
–
–

(122)
9
(9)

3
–
–

(119)
9
(9)

–

–

–

862

–

862

740
–

(9)
–

9
–

–
–

740
–

3
(3)

743
(3)

1,983

(8)

43

(27)

1,991

2

1,993

225
–
–
–
–

–
–
14
(3)
–

–
(19)
–
–
–

–
–
–
–
9

225
(19)
14
(3)
9

2
–
–
–
–

227
(19)
14
(3)
9

C6.2

(109)

–

–

–

(109)

–

(109)

A5

116
–

11
–

(19)
–

9
–

117
–

2
(2)

119
(2)

2,099

3

24

(18)

2,108

2

2,110

Operatingreserve£m

Hedging
reserve£m

Translation
reserve£m

Otherreserves
£m

1,243

1

34

G7.3
G7.2

(122)
–
–

–
–
(9)

C6.2

862

A5

Note

At 1 April 2019
(Deficit)/surplus for the year
Currency translation adjustment
Cash flow hedges
Remeasurement of defined benefit
pension scheme
Total comprehensive income/(loss) for the year
Dividends declared in year
At 31 March 2020
Surplus for the year
Currency translation adjustment
Cash flow hedges
Deferred tax on financial instruments
Put options exercised
Remeasurement of defined benefit
pension scheme
Total comprehensive income/(loss) for the year
Dividends declared in year
At 31 March 2021

204

G7.3
G7.2

BBC Annual Report and Accounts 2020/21

Return to contentsConsolidated cash flow statement
2021
£m

2020
£m

480
(3)

392
(29)

477

363

3
12
11
(2)
3
–
(3)
(55)
(172)
(32)

8
12
8
(3)
–
(2)
(4)
37
(212)
(110)

Net cash used in investing activities

(235)

(266)

Financing activities
Interest paid
Proceeds from increase in borrowings
Repayments of borrowings
Proceeds from settlement of interest rate swap
Payment of obligations under leases

(8)
171
(205)
33
(161)

(4)
–
(8)
–
(152)

Net cash used in financing activities

(170)

(164)

72

(67)

F1

401

468

(2)

–

F1

471

401

Note

Operating activities
Cash generated from operations
Tax paid

F6

Net cash from operations
Investing activities
Interest received
Financing income relating to swap transactions
Dividends received from associates and joint ventures
Dividends paid to non-controlling interests
Proceeds from disposal of associates and joint ventures
Acquisition of other investments
Acquisition of interests in associates and joint ventures
Acquisition of subsidiary net of cash acquired
Purchases of other intangible assets
Purchases of property, plant and equipment

F11
E3

Net increase/(decrease) in cash and cash equivalents
Cash and cash equivalents at beginning of the year
Effect of foreign exchange rate changes on cash and cash equivalents
Cash and cash equivalents at the end of the year

Financial statements

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205

Key themes for the BBC
Page

A. Where the BBC’s income comes from
Income and operating results
Licence fee income

Income analysis
Contribution of commercial activities

207

B. How the BBC spends the funds
Total operating costs
Analysis of total operating costs by commercial activities

Programme-related assets and other inventories

211

C. What the BBC spends on its people
Persons employed
Employee remuneration
Key management personnel compensation

Related party transactions with key management personnel
Group pension plans

213

D. The property, technology and equipment used by the BBC to make and distribute its programmes
Property, plant and equipment
Lease income received as a lessor
Right-of-use assets
Assets held for sale
Investment properties

219

E. Investments in the BBC’s commercial activities
Intangible assets
GoodwillInterests in associates and joint ventures
Acquisitions

222

F. Managing funding (including future costs)
Cash and cash equivalents
Analysis of net funds
Borrowings and borrowing facilities
Cash generated from operations
Trade and other receivables

Experience credit losses
Trade and other payables
Provisions and contingent liabilities
Net financing costs
Long-term commitments not reflected in the balance sheet

226

206

BBC Annual Report and Accounts 2020/21

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Notes to the accounts
A. Where the BBC’s income comes fromThe BBC generates its income from a number of key sources, each source funds different parts of the BBC’s activity. The notes in thissection provide information on the performance in the year for each segment of the BBC Group.
The distinction between the various income sources is important as the BBC must not cross-subsidise its commercial activities throughits PSB Group or grant-funded activities. However, the performance of the group’s commercial activities aims to generate profits thatare distributed back to the BBC and contribute towards the funding of PSB Group activities.
The BBC’s operating segments are reported in a manner consistent with the internal reports provided to the BBC Board, who areresponsible for making strategic decisions, allocating resources and assessing performance of the operating segments.
Segmental information provided to the BBC Board is aligned to the BBC’s income sources. The reportable segments are:
— PSB Group – Primarily receives licence fee income and is responsible for the group’s Public Service activities;— BBC Studios – Generates income from exploiting the various assets of the BBC, for example by licencing programme formats, sellinginternational rights, merchandising and production facilities. Income is also generated through subscription fees from the broadcastof the group’s channels on pay television platforms and from the production of programme content across factual, drama, comedy
and entertainment genres; and— Other commercial – These have been aggregated for reporting purposes as they meet the conditions set out in IFRS 8 Operating
Segments. This includes the BBC Global News group, BBC Studioworks Limited, BBC Childrens Productions Limited and thecommercial holding companies.
Group adjustments reflect eliminations required for trading activity between the segments detailed above.
The prices charged for services provided between the PSB Group and the commercial activities are determined on an arm’s length basis
in accordance with Ofcom’s Trading and Separation Obligations and the BBC’s published transfer pricing methodologies.
Included within this section is additional information to comply with Ofcom’s Commercial and Trading Reporting requirements.
A1 Income and operating results
2021

Note

PSB Group£m

BBC Studios
£m

Other
commercials
£m

Group
adjustments
£m

Group
£m

Licence fee income

A2

3,750

–

–

–

3,750

A4.1

146
88
30
3

1,255
–
–
–

146
–
–
–

(338)
–
(14)
(2)

1,209
88
16
1

267

1,255

146

(354)

1,314

Total income from contracts
with customers
Grant income
Rental and associated income
Other income
Total other income
Total income

A3

4,017

1,255

146

(354)

5,064

Depreciation and amortisation
Other operating costs

B1

(178)
(3,581)(233)(1,020)

(6)
(158)

4
373

(413)
(4,386)

Total operating costs
Share of results of associates andjoint ventures

B2(3,759)(1,253)

(164)

377

(4,799)

E3

–

25

–

–

25

G4
G5

258
–
–

27
(1)
(6)

(18)
–
4

23
–
–

290
(1)
(2)

258

20

(14)

23

287

Group operating surplus/(deficit)
Loss on disposal
Other (losses)/gains
Operating segment result
Financing income
Financing costs

F11
F11

18
(92)

Net financing costs

F11

(74)

Surplus before taxation
Taxation

G1.1

213
14

Surplus for the year

227

Financial statements

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207

Financial statements
Notes to the accounts continued
A. Where the BBC’s income comes from continued
A1 Income and operating results continued
2020

Note

PSB Group£m

BBC Studios
£m

Other
commercials
£m

Group
adjustments
£m

Group
£m

Licence fee income

A2

3,520

–

–

–

3,520

A4.1

182
87
30
4

1,388
–
–
–

197
–
–
–

(450)
–
(15)
–

1,317
87
15
4

303

1,388

197

(465)

1,423

Total income

A3

3,823

1,388

197

(465)

4,943

Depreciation and amortisation
Other operating costs

B1

(183)
(3,812)(221)(1,089)

(5)
(234)

2
449

(407)
(4,686)

Total operating costs
Share of results of associates andjoint ventures

B2(3,995)(1,310)

(239)

451

(5,093)

E3

–

28

–

–

28

G5

(172)
–
–

106
118
(5)

(42)
–
(1)

(14)
–
–

(122)
118
(6)

(172)

219

(43)

(14)

(10)

Total income from contracts
with customers
Grant income
Rental and associated income
Other income
Total other income

Group operating (deficit)/surplus
Gain on disposal of non-current assets
Other losses
Operating segment result
Financing income
Financing costs

F11
F11

29
(129)

Net financing costs

F11

(100)

Deficit before taxation
Taxation

G1.1

(110)
(9)

Deficit for the year

(119)

A2 Licence fee income
Licence fee
2021£

Licencesin force
2021
Number’000

157.5053.00
7.50

Total income
2021£m

Licence fee
2020£

Licencesin force
2020
Number’000

23,733
4
112

3,730
–
1
16

154.5052.00
7.50

21,128
5
144

3,250
–
1
16

BBC funded*

23,849
1,359

3,747
–

–

21,277–

3,267–

Received from the DWP (over 75s)

25,208–3,747
321,277
4,669

3,267
253

Received from the DCMS
Colour
Monochrome
Concessionary
Quarterly payment scheme premium

Total licence fee income

3,750

Total income
2020
£m

3,520

* Primarily relates to free licences issued to anyone over 75 who receive Pension Credit Licence holders who are over 75 and resident in an ARC scheme or an ARC scheme withPreserved Rights are also eligible for a free licence For the Crown Dependencies, equivalent arrangements were put in place, starting from 1 January 2021, based on local
benefits Also includes coverage provided by the General Notice published in July 2020 as part of the transition to the new over 75 policy arrangements

During the year, 3 million (2020: 3 million) colour licences were issued under the quarterly payment scheme at a premium of £5 each(2020: £5).
In previous years, households in which one or more persons over the age of 75 reside, as their primary residence, were entitled to a freelicence and the BBC was reimbursed by the Department of Work and Pensions (DWP) for these free licences. This funding was phasedout starting from April 2018 and no funding was received in 2020/21 for in-year licences.
From 1 June 2020, the BBC had the responsibility to collect age-related concessionary licences; however, the Board decided to delay
collection of these licences until 1 August 2020. Anyone over 75 who receives Pension Credit is eligible for a free licence, funded by
the BBC. People over 75 who do not receive Pension Credit now need to pay for their licences.

208

BBC Annual Report and Accounts 2020/21

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A. Where the BBC’s income comes from continued
A3 PSB income
2021
External
income£m

2020

Intra-group
income£m

Total
income£mExternal
income
£m

3,750

–

3,750

7
30
22
1
6
3

23
5
18
–
–
31

30
35
40
1
6
34

Total income from contracts
with customers

69

77

Grant income
Rental and associated income
Other income

88
16
1

–
14
2

Total other income

105
3,924

Licence fee income
Content and format sales
Production income
Royalties
Advertising income
Consumer products
Other contract income

Total income

Intra-group
income£m

Total
income
£m

3,520

–

3,520

9
28
22
2
16
12

29
7
22
–
1
34

38
35
44
2
17
46

146

89

93

182

88
30
3

87
15
4

–
15
–

87
30
4

16

121

106

15

121

93

4,017

3,715

108

3,823

A4 Income from contracts with customers
A4.1 Disaggregation of income
In the following table, income is disaggregated by segment, income streams and timing of income recognition. See Note G10 for ageographical split of total income which differs to contract income primarily by licence fee income (see Note A2).

2021

PSB Group£m

BBC Studios
£m

Other
commercials
£m

Group
adjustments
£m

Group
£m

30
35
40
1
–
6
34

358
391
40
171
215
80
–

–
55
–
47
44
–
–

(29)
(257)
(18)
(3)
–
–
(31)

359
224
62
216
259
86
3

146

1,255

146

(338)

1,209

81
65

1,040
215

109
37

(296)
(42)

934
275

A1

146

1,255

146

(338)

1,209

Note

PSB Group£m

BBC Studios
£m

Other
commercials
£m

Group
adjustments
£m

Group
£m

38
35
44
2
–
17
46

447
442
33
168
209
89
–

–
82
–
69
46
–
–

(29)
(363)
(22)
(2)
–
(1)
(33)

456
196
55
237
255
105
13

182

1,388

197

(450)

1,317

119
63

1,179
209

157
40

(406)
(44)

1,049
268

182

1,388

197

(450)

1,317

Note

Income streams
Content and format sales
Production income
Royalties
Advertising income
Subscription fees
Consumer products
Other contract income
A1, A3
Timing of transfer of goods and services
At a point in time
Over time

2020

Income streams
Content and format sales
Production income
Royalties
Advertising income
Subscription fees
Consumer products
Other contract income
A1, A3
Timing of transfer of goods and services
At a point in time
Over time
A1

Financial statements

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209

Financial statements
Notes to the accounts continued
A. Where the BBC’s income comes from continued
A4 Income from contracts with customers continued
A4.2 Contract balances
Contract assets (accrued income) primarily relate to the BBC’s right to consideration for work completed but not billed at the reporting
date. Contract liabilities (deferred income) primarily relate to the consideration received from customers in advance of transferring agood or service. The following table provides analysis on significant changes to contract assets and liabilities during the year:
Contract assets

Contract liabilities

2021
£m

2020
£m

2021
£m

2020
£m

At 1 April
Decrease due to balance transferred to trade receivables
Decrease due to income recognised in the period
New contract assets
Increase due to cash received in advance and not recognised as income
during the year

5
(5)
–
4

4
(4)
–
5

(173)
–
118
–

(140)
–
104
–

–

–

(136)

(137)

At 31 March

4

5

(191)

(173)

Presented within:
Current
Non-current

4
–

5
–

(159)
(32)

(137)
(36)

4

5

(191)

(173)

A4.3 Transaction price allocated to the remaining performance obligations
The following table includes income expected to be recognised in the future related to the performance obligations that are unsatisfied(or partially unsatisfied) at the reporting date.

Content and format sales
Production income
Royalties
Advertising income
Subscription fees
Consumer products
Other contract income

2022
£m

2023
£m

2024
£m

Beyond
£m

56
214
7
196
189
7
2

22
246
6
177
75
–
–

2
62
2
170
53
–
–

6
281
3
659
20
–
–

671

526

289

969

No consideration from contracts with customers is excluded from the amounts presented above.
The BBC applies the practical expedient allowable by paragraph 121 of IFRS 15 and does not disclose information about the remaining
performance obligations that have original expected durations of one year or less.
A4.4 Contract costs
There were no capitalised commission fees or any other material contract costs in the current year or prior year.
Applying the practical expedient in paragraph 94 of IFRS 15 Revenue from Contracts with Customers, the BBC recognises the incremental
costs of obtaining contracts as an expense when incurred if the amortisation period of the assets that the BBC otherwise would haverecognised is one year or less.
A5 Contribution of commercial activities
A dividend of £73 million (2020: £3 million) was declared by BBC Commercial Holdings Limited to the PSB Group.
In the year ended 31 March 2021, the following dividends were declared to BBC Commercial Holdings Ltd:— £1 million by BBC Studioworks Limited (2020: £400,000)— No dividend was declared by BBC Studios (2020: £71 million)— No dividend was declared by BBC Childrens Productions Limited (2020: £3 million)
The dividends above are not identifiable in the consolidated primary statements as they are eliminated upon consolidation.

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B. How the BBC spends the funds
This section analyses the total operating costs incurred by the BBC.
B1 Total operating costs
Total operating costs have been arrived at after charging the following items:
2021
£m

2020
£m

92
90
231
45
2
–

93
87
227
2
–
4

2

1

1,477
45
16
13
5
3
4
1

1,532
62
20
(15)
8
2
1
1

Note

Intangible fixed assets, property, plant and equipment and other investments
Depreciation– owned assets– leased assets
Amortisation of intangible fixed assets
Impairment of investments in associates and joint ventures
Impairment of investments
Impairment of intangible assets
Inventories
Write-downs of programme-related assets recognised as an expense
Other operating costs
Staff costs
Online and TV development
Research costs1
Net exchange differences on settled transactions
Expenses relating to short-term leases
Audit fees (see below)
Impairment of trade receivables
Expenses relating to leases of low-value assets, excluding short-term leases

D1, D3
D2, D3
E1
E3
E1

C2

F8

The National Audit Office served as independent external auditor for the years ended 31 March 2021 and 31 March 2020.
The following table presents the aggregate fees for professional services and other services rendered by the external auditors to
the BBC:
2021
£m

2020
£m

For the audit of the BBC’s annual accounts
For the audit of subsidiaries of the BBC

1
2

1
1

Total fees paid

32

Non-audit services with other auditors (primarily taxation compliance services) totalled £400,000 (2020: £300,000).
B2 Analysis of total operating costs by commercial activities
BBC Studios

Other commercials

Total commercials

2021
£m

2020
£m

2021
£m

2020
£m

2021
£m

2020
£m

Cost of sales
Distribution costs
Administration expenses

883
100
270

998
114
198

144
–
20

181
–
58

1,027
100
290

1,179
114
256

Total operating costs

1,253

1,310

164

239

1,417

1,549

Administration expenses include a £44 million impairment on the NVCA associate. See Note E3 for further details.

1 See Glossary for further details

Financial statements

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211

Financial statements
Notes to the accounts continued
B. How the BBC spends the funds continued
B3 Programme-related assets and other inventories
The main output of the BBC is the production of programmes for broadcast and the sale of rights for others to broadcast. This note
discloses the amounts for those programmes that are in production, completed programmes that are ready for broadcast but not yet
aired, and rights secured to broadcast programmes produced independently of the BBC. Inventory for the BBC’s commercial activities
are also contained in this note.
2021
£m

2020
£m

Programme-related assets– Rights to broadcast acquired programmes and films– Prepayments to acquire future programme-related rights– Completed programmes– Programmes in production

152
544
77
203

175
451
59
146

Total programme-related assets
Other inventories

976
4

831
6

Total programme-related assets and other inventories

980

837

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C. What the BBC spends on its people
The BBC employs a significant number of people. It also provides pension benefits to both current and past employees. This section isbroken into two main parts; the first details employee numbers (excluding freelancers and agency staff), costs and transactions withmembers of the BBC Board and BBC Executive Committee who served during the year. The second presents the key information
relating to the BBC Group’s pension plans.
The analysis provided in the pension notes is based on the IAS 19 Employee Benefits estimate of the scheme’s assets and liabilities as at
31 March 2021.
Further information on the analysis of the BBC Pension Scheme assets and the assumptions underlying the liabilities are set out in
Note G2.
C1 Persons employed
The full-time equivalent number of persons employed in the year was:Average for the year

At 31 March

2021
Number

2020
Number

2021
Number

2020
NumberPSB Group
BBC Studios
Other commercials

18,9772,723
519

19,572
2,672
505

18,1902,780
523

19,4302,768
520Group total

22,21922,74921,49322,718Within the averages above, 2,998 (2020: 3,085) part-time employees have been included at their full-time equivalent of 1,923(2020: 1,971).
In addition to the above, the BBC employed an average full-time equivalent of 1,067 (2020: 1,372) persons on a casual contract.
C2 Employee remuneration
Note

Salaries and wages
Social security costs
Pension costs
Main scheme (defined benefit)
Other schemes

C6.3
C6.3

2021
£m

2020
£m

1,087
131

1,115
135

192
67

226
56

1,477

1,532

The employer cash contributions to the defined benefit pension scheme are borne by each business.
Employee pension contributions made via salary sacrifice are included within pension costs, with a corresponding reduction in salaries
and wages.
C3 Remuneration of the BBC Board
The total emoluments of the members of the BBC Board and BBC Executive Committee are disclosed in the Remuneration Report.
C4 Key management personnel compensation
Key management personnel are those people who have authority and responsibility for planning, directing and controlling theactivities of the BBC. This includes members of the BBC Board and BBC Executive Committee, including the non-executive directors(see the BBC Remuneration Report). At 31 March 2021, 18 individuals were classified as key management personnel (2020: 27).
Information about the BBC’s structure, senior staff salaries and expenses are published on the BBC’s website.
Key management personnel compensation is as follows:

Short-term employee benefits
Post-employment benefits

Financial statements

2021
£m

2020
£m

5.2
0.2

6.2
0.3

5.4

6.5

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Financial statements
Notes to the accounts continued
C. What the BBC spends on its people continued
C5 Related party1 transactions with key management personnel
Tanni Grey-Thompson (non-executive director) received a trivial amount as an on-air contributor during the year.
C6 Group pension plans
The following section includes the key notes relating to BBC Group pension plans and, more specifically, the BBC Pension Scheme1 .
Further supplementary notes on the assumptions underpinning the value of the BBC Pension Scheme assets and liabilities aredisclosed in Note G2.
As the BBC Group has two defined benefit pension schemes, the BBC Pension Scheme and the Unfunded Scheme, the information inthis section analyses the asset/liability and income statement charge between the two schemes (Note C6). Separate analysis follows in
respect of the BBC Pension Scheme to highlight the points outlined below (Note C7).
The defined benefit pension schemes give rise to net assets/liabilities which are included on the BBC Group balance sheet as the
BBC bears the risks of investment returns, life expectancies and inflation, which impact the future pension payment amounts. The net
position consists of two parts:— scheme liabilities: the present value of the future pension payments the BBC is required to pay in respect of employee service
performed up to the balance sheet date; and— scheme assets: the assets held by the pension fund, into which the BBC pays annual contributions. These assets are used to fund thepayments to retired members and to generate returns to fund future pension payments.
The analysis provided in the following notes is based on the IAS 19 estimate of the scheme’s assets and liabilities as at 31 March 2021.
The most recent triennial actuarial valuation of the pension scheme as at 1 April 2019 by Wilson Towers Watson showed a funding
shortfall of £1,138 million. The next triennial valuation is due on 1 April 2022.
The BBC Group’s defined contribution pension plans do not give rise to balance sheet pension assets/liabilities as there is no ongoing
liability for the employer from these plans once the contributions due for the year have been settled. The expenditure on the defined
contribution scheme shown in these accounts represents the BBC’s contributions during the financial year.
C6.1 Pension assets/(liabilities) included in the balance sheet
The pension assets/(liabilities) included in the BBC Group balance sheet comprise both the BBC Pension Scheme and the Unfunded
Scheme and are analysed below:
Pension assets/(liabilities)
2021
£m

2020
£m

BBC Pension Scheme
Unfunded Scheme

198
(8)

255
(8)

Total

190

247

C6.2 Group pension plans
BBC Pension
Scheme2021£m

Unfunded
Scheme
2021
£m

Total
2021
£m

BBC Pension
Scheme2020£m

Unfunded
Scheme
2020
£m

Total
2020
£m

Surplus/(deficit) in scheme at the start of
the year
Movement in the year:
Current service cost1
Contributions (from employer)
Past service costs1
Administration costs incurred
Net finance income/(cost)1
Remeasurement1 (losses)/gains

255

(8)

247

(522)

(8)

(530)

(192)
245
–
(9)
8
(109)

–
–
–
–
–
–

(192)
245
–
(9)
8
(109)

(225)
159
(1)
(8)
(10)
862

–
–
–
–
–
–

(225)
159
(1)
(8)
(10)
862

Surplus/(deficit) in scheme at the end of
the year

198

(8)

190

255

(8)

247

The assumptions for pension scheme liabilities of the Unfunded Scheme are the same as the main scheme. As the scheme is unfunded
there are no assets.

1 See Glossary for further details

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C. What the BBC spends on its people continued
C6 Group pension plans continued
C6.3 Pension charges in consolidated income statement
Defined benefit schemes

Note

2021
Current service cost
Administration costs

C2

Total operating charge
Net finance income

F11

Net cost in consolidated income statement

BBC Pension
Scheme£m

Unfunded
Scheme£m

Definedcontribution
scheme£m

All schemes
£m

(192)
(9)

–
–

(67)
–

(259)
(9)

(201)

–

(67)

(268)

8

–

–

8

(193)

–

(67)

(260)

BBC Pension
Scheme£m

Unfunded
Scheme£m

Definedcontribution
scheme£m

All schemes
£m

(225)
(1)
(8)

–
–
–

(56)
–
–

(281)
(1)
(8)

(234)

–

(56)

(290)

(10)

–

–

(10)

(244)

–

(56)

(300)

Defined benefit schemes

Note

2020
Current service cost
Past service costs
Administration costs

C2
C2

Total operating charge
Net finance cost

F11

Net cost in consolidated income statement

C7 BBC Pension Scheme
The BBC Pension Scheme is closed to new entrants. It provides pensionable salary-related benefits on a defined benefit basis.
The pension scheme is administered by a fund that is legally separated from the BBC Group. The Trustees of the pension fund are
required by law to act in the interest of the fund and of all relevant stakeholders of the scheme. The pension scheme Trustees manage
the plan in the short, medium and long term. They make funding decisions based on valuations which take a longer-term view of theassets required to fund the scheme’s liabilities.

1 See Glossary for further details

Financial statements

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215

Financial statements
Notes to the accounts continued
C. What the BBC spends on its people continued
C7 BBC Pension Scheme continued
The pension scheme exposes the BBC to the following actuarial risks:
Risk

Description

Investment risk

Actual returns may differ from expected returns. Investments are diversified, across and within asset classes,
to avoid over-exposure to any one asset class or market.

Currency risk

Scheme assets are subject to currency risk because some of the Scheme’s investments are held in overseas
markets, either as segregated investments or via pooled investment vehicles (PIV). The Trustees limit overseas
currency exposure through a currency hedging policy which seeks to partially hedge the major currency
exposures (euro and US dollar).

Counterparty risk

A counterparty may default whilst owing money to the scheme. Collateral is posted by the counterparty forlong-term transactions when the valuation of the transaction is favourable to the scheme.

Interest risk

A fall in interest rates would cause the present value of liabilities to rise. To mitigate this risk, the scheme’s
Trustees invest in bonds, derivatives and other investments with predictable long-term cash flows that will tend
to rise in price if interest rates fall.

Longevity risk

Longer life expectancy would increase the scheme’s liabilities. The scheme’s Trustees regularly assess thepossibility and value of hedging the scheme’s longevity risk. During the year the scheme transacted a longevity
swap to obtain protection against longevity risk.

Inflation risk

An increase in expected inflation will cause the present value of liabilities to rise if it is not accompanied by a risein interest rates. To mitigate this risk, the scheme’s Trustees invest in index-linked bonds, derivatives and otherassets whose value is likely to increase if inflation rises.

Liquidity risk

The scheme may not have sufficient liquid assets to allow it to meet its liabilities and other obligations as they falldue. The amount of cash held to pay benefits is assessed well in advance to minimise unforeseen sales andtransaction costs and the large majority of the scheme’s assets are invested in highly liquid assets.

Custody risk

The collapse of the scheme’s custodian could result in a significant proportion of the scheme’s assets being frozen
or put at risk of loss. The scheme undertakes rigorous due diligence of the custodian relationship and conducts
regular service level reviews.

C7.1 Scheme financial position
Accounting valuations of the scheme are performed by Willis Towers Watson, consulting actuaries. Formal actuarial valuations areundertaken at least every three years.
IAS 19 valuation1

Note

2021
£m

2020
£m

Scheme assets
Scheme liabilities

G2.2
G2.1

18,925(18,727)

17,203(16,948)

198

255

101%

102%

Surplus
Percentage by which scheme assets cover liabilities
Key movements in the year are shown in Notes G2.1 and G2.2.

A deferred tax asset or liability in relation to the scheme does not arise for the BBC because most of the BBC’s public service activity
is not subject to taxation.

1 See Glossary for further details

216

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C. What the BBC spends on its people continued
C7 BBC Pension Scheme continued
The sensitivities of the scheme’s liabilities to changes in the principal assumptions are set out below:

2021

Assumption used

Movement

Discount rate
Discount rate
Retail price inflation rate
Retail price inflation rate
Mortality rate
Mortality rate

2.0%
2.0%
3.5%
3.5%
See Note G2.5
See Note G2.5

decrease 0.5%
increase 0.5%
decrease 0.1%
increase 0.1%
decrease 1 year
increase 1 year

2020

Assumption used

Movement

Discount rate
Discount rate
Retail price inflation rate
Retail price inflation rate
Mortality rate
Mortality rate

2.2%
2.2%
2.8%
2.8%
See Note G2.5
See Note G2.5

decrease 0.5%
increase 0.5%
decrease 0.1%
increase 0.1%
decrease 1 year
increase 1 year

Impact on
scheme liabilities%(Increase)/decrease on
scheme liabilities
£m

2.1%
1.8%
1.8%
1.9%
4.9%
5.0%

(391)
340
340
(349)
923
(941)

Impact on
scheme liabilities%(Increase)/decrease on
scheme liabilities
£m

2.0%
1.7%
1.7%
1.8%
4.8%
4.5%

(339)
295
296
(304)
813
(760)

The sensitivity analysis presented above may not be representative of the actual change in the defined benefit obligation due to thelikelihood of some linkage between assumptions.
In presenting the above sensitivity analysis, the present value of the defined benefit obligation has been calculated using the projected
unit credit method at the end of the reporting period, which is the same as that applied in calculating the defined benefit obligation
liability recognised in the balance sheet.
C7.2 Funding the scheme
The 2019 actuarial valuation of the pension scheme by Willis Towers Watson showed a funding shortfall of £1,138 million. A recovery
plan was agreed between the BBC and the pension scheme Trustees which details the additional contributions to be paid by the
BBC through to December 2028. The deficit recovery payments agreed are as follows:Due date

31 March 2022
31 March 2023
31 March 2024
31 March 2025

Amount
£m

47
75
87
94

Amount£m

Due date

31 March 2026
31 March 2027
31 March 2028
31 December 2028

102
110
118
83

The next formal actuarial valuation is to be performed as at 1 April 2022.

Contribution rates

Employer*
Employee (Old and New Benefits)
Employee (Career Average Benefits 2006)
Employee (Career Average Benefits 2011)

Projection
2022
%

2021
%

2020
%

42.3
7.5
4.0
6.0

31.4
7.5
4.0
6.0

31.4
7.5
4.0
6.0

* Until March 2021 the Employer’s contribution rate applies to all active members From 1 April 2022 the contribution for active members above their Normal Pension Age,excluding those who took the Flexible Payment option, will be nil

The member contributions to the scheme are mainly paid via a salary sacrifice arrangement. These have been treated as employer
contributions.
On the basis of the pension assumptions above, contributions totalling £180 million are expected to be paid in 2021/22.

Financial statements

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217

Financial statements
Notes to the accounts continued
C. What the BBC spends on its people continued
C7 BBC Pension Scheme continued
C7.3 Scheme cash flows (day-to-day liquidity)
Below are the cash flows related to the BBC Pension Scheme (not included in the group results). As the scheme is closed to new entrants,
the level of contribution from employees will decrease (as members retire, there are no new entrants to replace the reduction in
employee contributions).
2021
£m

2020
£m

Contributions including additional voluntary (employer and employee)
Investment income

249
280

162
291

Cash inflows
Payments of pensions and transfers out
Expenses

529
(531)
(38)

453
(507)
(31)

Net cash outflow

(40)

(85)

218

BBC Annual Report and Accounts 2020/21

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D. The property, technology and equipment used by the BBC to make and distributeits programmes
In providing the range of services to audiences, the BBC makes use of a significant number of assets in its operations. This section sets
out those assets the BBC intends to continue to use, those to be disposed of and any disposals made during the year.
D1 Property, plant and equipment
Land andbuildings*£mPlant andmachinery£m

Furniture andfittings£m

Assets underconstruction
£m

Total
£m

1,044
2
–
(8)

1,124
11
–
(7)

142
6
–
–

117
93
(5)
–

2,427
112
(5)
(15)

(734)
10
(2)
1

(6)
63
(105)
(5)

–
5
(14)
1

–
(78)
–
–

(740)
–
(121)
(3)

At 31 March 2020
Additions
Reclassification to intangible assets
Brought into service
Disposals

313
–
–
1
(5)

1,075
1
–
72
(27)

140
1
–
3
(4)

127
30
(6)
(76)
–

1,655
32
(6)
–
(36)

At 31 March 2021

309

1,121

140

75

1,645

Cost
At 1 April 2019
Additions
Reclassification to intangible assets
Reclassification to asset held for sale
Reclassification to right-of-use assets on adoptionof IFRS 16
Brought into service
Disposals
Exchange movements

Depreciation
At 1 April 2019
Charge for the year
Reclassification to asset held for sale
Disposals
Reclassification to right-of-use assets on adoptionof IFRS 16
Exchange movements

447
15
(7)
(2)

848
68
(6)
(99)

104
10
–
(11)

–
–
–
–

1,399
93
(13)
(112)

(291)
(1)

(4)
(2)

–
2

–
–

(295)
(1)

At 31 March 2020
Charge for the year
Disposals

161
16
(5)

805
67
(21)

105
9
(4)

–
–
–

1,071
92
(30)

At 31 March 2021

172

851

110

–

1,133

Net book value
At 31 March 2021

137

270

30

75

512

At 31 March 2020

152

270

35

127

584

* Land and buildings are not separable and therefore reported collectively

Financial statements

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Financial statements
Notes to the accounts continued
D. The property, technology and equipment used by the BBC to make and distributeits programmes continued
D2 Right-of-use assets
Land andbuildings*£mPlant andmachinery£m

Assets underconstruction
£m

Total
£m

Cost
At 1 April 2019
Recognition of right-of-use asset on initial application of IFRS 16
Additions
Change in contract

–
1,878
16
40

–
8
3
–

–
–
–
–

–
1,886
19
40

At 31 March 2020
Additions
Disposals
Change in contract

1,934
16
(4)
36

11
2
(1)
–

–
10
–
–

1,945
28
(5)
36

At 31 March 2021

1,982

12

10

2,004

Depreciation
At 1 April 2019
Recognition of right-of-use asset on initial application of IFRS 16
Charge for the year

–
290
83

–
1
3

–
–
–

–
291
86

At 31 March 2020
Charge for the year
Disposals

373
85
(3)

4
4
(1)

–
–
–

377
89
(4)

At 31 March 2021

455

7

–

462

Net book value
At 31 March 2021

1,527

5

10

1,542

At 31 March 2020

1,561

7

–

1,568

Right-of-use assets£m

Owned assets
£m

Total
£m

Cost
At 1 April 2019
Recognition of right-of-use asset on initial application of IFRS 16
Reclassification to net investment in a lease on initial application of IFRS 16
Reclassification

–
34
–
2

131
–
(129)
(2)

131
34
(129)
–

At 31 March 2020

36

–

36

At 31 March 2021

36

–

36

Depreciation
At 1 April 2019
Reclassification to net investment in a lease on initial application of IFRS 16
Reclassification
Charge for the year

–
1
1
1

61
(60)
(1)
–

61
(59)
–
1

At 31 March 2020
Charge for the year

3
1

–
–

3
1

At 31 March 2021

4

–

4

Net book value
At 31 March 2021

32

–

32

At 31 March 2020

33

–

33

* Land and buildings are not separable and are therefore reported collectively

D3 Investment properties

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D. The property, technology and equipment used by the BBC to make and distributeits programmes continued
D3 Investment properties continued
At 31 March 2021, the BBC held investment properties valued at £5 million (2020: £5 million). The valuation of these investment
properties was carried out by independent valuers Lambert Smith Hampton, in accordance with the Royal Institution of Chartered
Surveyors (RICS) Valuation Professional Standards. In estimating the fair value1 of the properties, the highest and best use of theproperties is their current use.
The property rental income earned by the BBC from its investment properties, which are leased out under operating leases, amounted
to £2 million (2020: £2 million). Direct operating expenses incurred on the investment properties, which generated rental income
during the year, amounted to £3 million (2020: £3 million). There were no direct operating expenses incurred on the investment
properties which did not generate rental income during the year (2020: nil).
D4 Lease income received as a lessor
The group received finance lease income from finance lease contracts in which the group acts as a lessor through the balance sheet
against a lease receivable held. The following sets out a maturity analysis of lease payments, showing the undiscounted lease payments
to be received after the reporting date:
2021
£m

2020
£m

Within one year
Between one and five years
Over five years

18
74
185

18
73
202

Total undiscounted finance lease payments

277

293

Unearned finance income

(87)

(96)

Net investment in the lease

190

197

The group received £16 million (2020: £15 million) of lease income from operating lease contracts in which the group acts as a lessor.
The following sets out a maturity analysis of lease payments to be received after the reporting date:
2021
£m

2020
£m

Within one year
Between one and five years
Over five years

6
24
27

6
22
31

Total lease payments

57

59

D5 Assets classified as held for saleNon-current assets are classified as held for sale if their carrying amount will be recovered principally through sale rather thancontinuing use, they are available for immediate sale and the sale is highly probable, normally within the next 12 months.
2021
£m

2020
£m

Property, plant and equipment22

Total assets classified as held for sale2

2

The BBC reclassified its Broadcasting House, Cardiff site as held for sale at 31 March 2020 and it remained classified as held for sale at
31 March 2021. The sale completed in April 2021.

1 See Glossary for further details

Financial statements

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221

Financial statements
Notes to the accounts continued
E. Investments in the BBC’s commercial activities
This section is focused on the commercial activities of the BBC and includes information on assets used to generate economic benefits
for the BBC. Also included are intangible assets such as goodwill and programme rights, balances held to represent the BBC’s interestin associates and joint ventures, and the results of any sales of operations that have occurred.
E1 Intangible assets
Goodwill1£m

Programmerights1£m

Software£m

Customer
relationships
£m

Other
intangibles
£m

Total
£m

56
–
–
–

1,186
170
(50)
–

205
59
(18)
–

9
54
–
3

24
131
(1)
(3)

1,480
414
(69)
–

–
–
(1)

–
93
1

5
–
1

–
–
(1)

–
–
1

5
93
1

At 31 March 2020
Additions
Disposals
Reclassification from property, plant andequipment
Prior period reclass
Exchange movements

55
5
–

1,400
136
–

252
27
(16)

65
2
–

152
10
–

1,924
180
(16)

–
–
–

–
–
–

6
–
1

–
–
1

–
16
(1)

6
16
1

At 31 March 2021

60

1,536

270

68

177

2,111

Amortisation and impairment
At 1 April 2019
Charge for the year
Disposals
Transfers
Impairment
Prior period reclass
Exchange movements

22
–
–
–
4
–
–

1,059
176
(50)
–
–
92
(2)

132
41
(12)
–
–
–
–

7
9
–
3
–
–
(3)

13
1
(1)
(3)
–
–
(2)

1,233
227
(63)
–
4
92
(7)

At 31 March 2020
Charge for the year
Disposals
Prior period reclass
Exchange movements

26
–
–
–
–

1,275
179
–
–
–

161
28
(16)
–
(1)

16
12
–
–
–

8
12
–
16
1

1,486
231
(16)
16
–

At 31 March 2021

26

1,454

172

28

37

1,717

Net book value
At 31 March 2021

34

82

98

40

140

394

At 31 March 2020

29

125

91

49

144

438

2021
£m

2020
£m

25
9

21
8

34

29

Cost
At 1 April 2019
Additions
Disposals
Transfers
Reclassification from property, plant andequipment
Prior period reclass
Exchange movements

E2 Goodwill1
All goodwill is recognised in BBC Studios and allocated by cash-generating unit1 (CGU) as follows:

Independent production company
Australian channels business

The group tests goodwill for impairment in the accounting period in which a business combination takes place; thereafter annually,or more frequently if there are indications that goodwill might be impaired.
The recoverable amounts of the CGUs are determined from value in use calculations. The key assumptions used for these calculations
are those regarding discount rates and growth rates. Management estimates discount rates using pre-tax rates that reflect current
market assessments of the time value of money and the risks specific to each CGU.

1 See Glossary for further details

222

BBC Annual Report and Accounts 2020/21

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E. Investments in the BBC’s commercial activities continued
E2 Goodwill1 continued
Independent production company
The goodwill balance arose as a result of the acquisition of Clerkenwell Films Limited in 2021, and Sid Gentle Films Limited andLookout Point Limited in 2018.
The cash flow projections used in determining value in use for both CGUs are based on the current business plans approved bymanagement, which cover a five-year period, after which cash flows have been extrapolated using an expected long-term growth rateof 1% (2020: 1%).
A discount rate of 8.3% (2020: 9.0%) has been applied to the cash flows.
Australian channels business
The goodwill of this CGU arose as a result of the acquisition of UKTV on 1 July 2008. Cash flow projections used in the recoverable
amount calculation are based on financial budgets approved by management covering a period of five years (2020: five years) and a
discount rate of 8.4% (2020: 8.7%). Cash flows beyond the forecast period have been extrapolated using an expected growth rate of 1%(2020: 1%).
The main assumption on which the forecast cash flows are based is licence fee rates. In forming its assumptions about licence fee rates,
the group has used a combination of long-term trends and recently contracted terms.
Management believes that no reasonable change in the key assumptions on which the value in use of these CGUs are based would
result in an impairment.
E3 Interests in associates1 and joint ventures1
This note details the BBC’s share of net assets in associates and joint ventures, along with the impact that they have on the income
statement. Details of significant associates and joint ventures along with principal subsidiary undertakings, including their activities,
are provided in Note G6.
2021
£m

2020
£m

Interests in associates
Interests in joint ventures

149
38

217
26

Total interests in associates and joint ventures

187

243

Share of results of associates
Share of results of joint ventures

13
12

18
10

Total share of results of associates and joint ventures

25

28

The movements in associates and joint ventures during the year were as follows:
Associates
2021£m

Joint ventures
2021
£m

Total
2021
£m

Associates
2020£mJoint ventures
2020
£m

Total
2020
£m

At 1 April
Additions
Disposals
Share of results
Adjustment to provision for unrealised
profits
Dividends receivable
Foreign exchange translation gains
Impairment

217
–
(8)
13

26
3
(1)
12

243
3
(9)
25

199
–
–
18

58
8
(50)
10

257
8
(50)
28

2
(11)
(19)
(45)

–
–
(2)
–

2
(11)
(21)
(45)

(5)
(8)
15
(2)

2
–
(2)
–

(3)
(8)
13
(2)

At 31 March

149

38

187

217

26

243

The Group tests assets for indicators of impairment annually. An impairment loss is recognised in the income statement for the amountby which the asset’s carrying amount exceeds its recoverable amount.
The recoverable amount of the assets are determined from value in use calculations. The key assumptions used for these calculations
are those regarding discount rates and growth rates. Management estimates discount rates using pre-tax rates that reflect current
market assessments of the time value of money and the risks specific to each CGU.
New Video Channel America, LLC (“NVCA”)
The investment in this channel arose from the Group retaining 50.1% ownership in the business partially sold to AMC Networks on
23 October 2014. The Group accounts for its retained interest as an associate as AMC Networks retains operational control. The cash
flow projections used in determining value in use are based on the current business plan approved by management, which covers a five
year period after which cash flows have been extrapolated using an expected long term growth rate of -5.1% (2020: -1%). Management
performed a sensitivity analysis on the long term growth rate and a 1% increase or decrease in the rate would lead to a £4 million
increase or decrease in the impairment recorded in the financial statements.
1 See Glossary for further details

Financial statements

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223

Financial statements
Notes to the accounts continued
E. Investments in the BBC’s commercial activities continued
E3 Interests in associates1 and joint ventures1 continued
A discount rate of 8.5% (2020: 8.9%) has been applied to the cash flows.
The forecast cash flows are based on the assumption that the near term decline in the advertising market and declining numbers of
US pay TV households will continue. The Group performed a review of market trends concluding that a 5.1% decline per annum wasreasonable and the 5 year business plan has been extrapolated on this basis.
As a result of the changes in this market, management made the decision to impair the value of the Group’s share in the channel by£44 million (2020: no impairment) as a result of the annual impairment review. The remaining investment balance of £132 million
reflects confidence in the channel’s future profitability.
The following table presents the group’s share of material associates during the year:
New
Video Channel
America LLC
2021£m

YouView
Limited
2021
£m

New
Video Channel
America LLC
2020£m

YouView
Limited2020£m

Non-current assets
Current assets
Current liabilities
Non-current liabilities

131
112
(10)
(1)

1
7
(6)
(95)

183
115
(43)
(4)

2
5
(9)
(78)

Net assets/(liabilities)

232

(93)

251

(80)

Group’s share of net assets
Provision for unrealised profit
Goodwill

116
(3)
19

–
–
–

126
(5)
70

–
–
–

Group’s share of net assets of material associates

132

–

191

–

Income

138

9

163

9

Profit/(loss) after tax
Share attributable to other parties

27
(14)

(18)
18

35
(18)

(20)
20

Share of results of material associates

13

–

17

–

Daunus Limited
2021£m

Daunus Limited
2020£m

Non-current assets
Current assets
Current liabilities
Non-current liabilities

442
76
(67)
(650)

454
63
(60)
(667)

Net liabilities

(199)

(210)

Group’s share of net assets
Provision for unrealised profit

–
–

–
–

Group’s share of net assets of material joint ventures––

Income12

10Profit after tax
Share attributable to other parties

4
(4)

3
(3)

Share of results of material joint ventures––

The following table presents the group’s share of material joint ventures during the year:

Daunus Limited, a company set up to facilitate the redevelopment and subsequent financing arrangements of Broadcasting House,
prepares its financial statements to a 30 November accounting reference date and under Financial Reporting Standard 102.
Adjustments are therefore made to align these to the group. The group is unable to receive dividends from Daunus Limited until 2033
due to restrictions mandated within this entity.

1 See Glossary for further details

224

BBC Annual Report and Accounts 2020/21

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E. Investments in the BBC’s commercial activities continued
E4 Acquisitions
Clerkenwell Films
BBC Studios Distribution Limited previously held a 48.1% share in Clerkenwell Films Limited and on 8 January 2021 were required topurchase an additional stake under a put option. This took the shareholding to 100%, thus Clerkenwell Films Limited became a wholly
owned subsidiary of BBC Studios Distribution. The initial investment was revalued at acquisition for a fair value of £5 million
compared to a carrying amount of £7 million. As at 31 March 2021, Clerkenwell Films Limited is fully consolidated, recognising
goodwill of £5 million and removing the amount held as an associate investment of £7 million.
UKTV
On 5 June 2019, the UKTV Group, a British multi-channel broadcaster that was previously a joint venture owned by BBC Studios
Distribution Limited and Southbank Media Limited, was demerged and had its ownership restructured. The three lifestyle channels
were separated from the group, and BBC Studios Distribution obtained 100% ownership and control of UKTV Holdings Limited and its
remaining seven entertainment channels, as well as UKTV Play and the UKTV brand.
Pre acquisition, the UKTV joint venture was revalued from £50 million to a fair value of £164 million, resulting in a profit on disposalof £114 million recognised in the income statement. Gain on bargain purchase totalled £4 million.

Financial statements

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225

Financial statements
Notes to the accounts continued
F. Managing funding (including future costs)
This section contains the notes to the balance sheet that detail the funding of the BBC as well as the assets and liabilities that are usedin the day-to-day operations of the BBC. The group required the ability to draw down on cash and cash equivalents more freely during
the global pandemic and consequently held more cash on short-term deposits when not being utilised than seen in previous years.
The BBC collects licence fees from UK households on behalf of the Consolidated Fund. This is passed up to the Fund as reflected in the
BBC’s Television Licence Fee Trust Statement1 . Licence fee income, whilst derived from the amount collected directly from licence fee
payers, therefore represents a grant-in-aid from DCMS within the group financial statements.
This section also sets out the external borrowings of the BBC and the related disclosures required by the DCMS. The BBC is subject
to two specific limits to its borrowings:— the Public Service net borrowing limit of £2,200 million is set by the Secretary of State for the DCMS in accordance with the
Framework Agreement between the BBC and DCMS. Of this limit, £2,000 million is specifically for leases; and— under a direction granted by the Secretary of State for the DCMS a net borrowing limit of £550 million has been set for the
BBC commercial group. Of this limit, £200 million is specifically for leases.
In 2019/20 the Public Service net borrowing limit was as detailed above, however the BBC commercial group had a net borrowing limitof £500 million, of which £150 million was specifically for leases.
F1 Cash and cash equivalents
2021
£m

2020
£m

Cash at bank, available on demand
Short-term deposits

145
326

170
231

Total

471

401

F2 Analysis of net debt for the DCMS borrowing limitsAt
1 April 2020£m

Cash flows£m

Non-cash changes£mExchange£m

At
31 March 2021£m

Total cash and cash equivalents
Loans and loan notes
Derivatives associated with borrowings
Obligations under leases

401
(204)
32
(1,842)

72
34
(33)
161

–
(1)
1
(105)

(2)
–
–
–

471
(171)
–
(1,786)

Net debt(1,613)

234

(105)

(2)

(1,486)

Made up of:
PSB Group
BBC Studios
Other commercial businesses(1,548)(31)(34)(1,430)(60)
4Net debt(1,613)(1,486)

F3 Reconciliation of net funds/(debt) to the DCMS borrowing limits
Public Services1
Net funds
excluding leases
£m

Lease
borrowings**£m2021
Net funds/(debt)
Net borrowing limit

265
(200)

Headroom
2020
Net funds/(debt)
Net borrowing limit
Headroom

BBC commercial group*
Net debt£m

Net funds
excluding leases
£m

Lease
borrowings**£m

Net (debt)/funds£m(1,695)(2,000)(1,430)(2,200)

35
(350)

(91)
(200)

(56)
(550)

465

305

770

385

109

494

206
(200)

(1,754)(2,000)(1,548)(2,200)

22
(350)

(87)
(150)

(65)
(500)

406

246

652

372

63

435

* Under the terms of the DCMS agreement, the BBC Commercial Holdings Group must satisfy two financial covenants, which need to be satisfied throughout the respective
period During 2020/21 and 2019/20, the BBC Commercial Holdings Group was in compliance with both of these covenants** Lease borrowings are net of intra-group lease borrowings as these eliminate on consolidation

1 See Glossary for further details

226

BBC Annual Report and Accounts 2020/21

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F. Managing funding (including future costs) continued
F4 Borrowings
F4.1 Borrowings due within one year

Bank loan

2021
£m

2020
£m

1

204

1

204

2021
£m

2020
£m

170

–

170

–

2021
£m

2020
£m

109
1,677

104
1,738

1,786

1,842

2021
£m

2020
£m

109
431
1,246

104
410
1,328

1,786

1,842

F4.2 Borrowings due after more than one year

Bank loan

Analysis of the BBC’s borrowing facilities is set out in Note F5.
F4.3 Obligations under leases1

Leases due within one year
Leases due after more than one year

The ageing of obligations under leases is as follows:

Within one year
Between one and five years
Over five years

1 See Glossary for further details

Financial statements

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227

Financial statements
Notes to the accounts continued
F. Managing funding (including future costs) continued
F5 Borrowing facilities
Total available
31 March 2021£m

Drawn down at
31 March 2021£m

Total available
31 March 2020£m

Drawn down at
31 March 2020£m

Expiry or review date

200

–

200

–

Mar 2024

Uncommitted money
The interest rates onmarket lines (short-term uncommitted money
borrowings)
market lines are
determined when tradedwith the bank

25

–

25

–

Reviewed annually

GBP overdraft

Bank base rate plus 1.5%

5

–

5

–

Reviewed annuallyMulticurrency overdraft Banks’ short-term offered
rates for the relevant
currency plus 1%

5

–

5

–

Reviewed annually

1

–

1

–

Reviewed annually

210

–

210

–

March 2026

2

–

20

–

Reviewed annually

Facility

PSB Group
Sterling revolving credit
facility agreement

Overdraft*

Interest rate

LIBOR* plus 0.225% rising
to LIBOR* plus 0.15% on
utilisations over 1/3 and
LIBOR* plus 0.3% onutilisations over 2/3

Bank base rate plus 1%.
Excess usage at bank baserate plus 2%

BBC Commercial Holdings Limited
Revolving credit facility LIBOR* plus 0.45% rising toagreement
LIBOR* plus 0.6% on
utilisations over 1/3 and
LIBOR* plus 0.75% on
utilisations over 2/3~

Overdraft or money
market lines*

Bank base rate plus 1.5%

Fixed term loan

LIBOR plus 1.25%

170

170

–

–

June 2023**

US Private Placement

Fixed interest at 2.36%

–

–

28

28

June 2020

US Private Placement*** Fixed interest at 2.71%

–

–

173

173

June 2020~ The BBC has a one-year extension option which, if exercised, would take the maturity through to March 2025
* The base rate used varies according to the currency drawn GBP drawings are linked to LIBOR** The BBC has two one-year extension options which, if exercised, would take the maturity through to June 2025 A series of interest rate swaps have been entered to fix theinterest rate on this facility to 1 49%*** The US$216 million US placement was hedged to a sterling value of £143 million, valued at the time of the facility being put in place
Total available
31 March 2021£m

Drawn down at
31 March 2021£m

Total available
31 March 2020£m

Drawn down at
31 March 2020£m

Expiry or review date

2

–

2

–

Reviewed annually

Three-month GBP LIBOR plus
1.5%

1

1

–

–

November 2021

Bank loan

Three-month GBP LIBOR plus
1.75%

–

–

9

–

November 2021

Bank loan

Three-month GBP LIBOR plus
1%

–

–

3

3

September 2020

Facility

Interest rate

BBC Studios Distribution Limited
Overdraft*
Bank base rate plus 1% if
drawn down in sterling. Bank
currency overdraft rate plus a
1% margin if drawn down inother currencies
Bank loan* The base rate used varies according to the currency drawn GBP drawings are linked to LIBOR

There have been no defaults or breaches of covenants on these facilities during the year (2020: none).

228

BBC Annual Report and Accounts 2020/21

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F. Managing funding (including future costs) continued
F6 Cash generated from operations
2021
£m

2020
£m

213
460
(44)
(1)
44
6
1
–
6
(25)
(17)
58
(143)
(70)
(22)
14

(110)
413
75
(11)
42
15
(114)
(4)
4
(28)
(18)
82
11
103
(78)
10

480

392

2021
£m

2020
£m

Lease receivables
Trade receivables
Other receivables
Amounts owed by associates and joint ventures

188
35
–
–

200
41
2
2

Total

223

245

Note

Group surplus/(deficit) before taxation
Depreciation, amortisation and impairment
Difference between pension charge and cash contribution
Fair value impact of derivatives associated with loans
Fair value impact of other derivatives
Loss on disposal of tangible and intangible fixed assets
Loss/(gain) on disposal/deemed disposal of associates
Gain on other disposals
Other losses
Share of results of associates and joint ventures
Financing income (excluding fair value swaps)
Financing costs (excluding fair value swaps)(Increase)/decrease in programme-related assets and inventories(Increase)/decrease in receivables and contract assets
Decrease in payables and contract liabilities
Increase in provisions

B1

G4
G4
E3

F10

Cash generated from operations
F7 Trade and other receivables
This note discloses the balances that are owed to the BBC by third parties and prepayments made by the BBC.
F7.1 Other receivables due after more than one year

Lease receivables relate to a lease of land and buildings, expiring in 2035. The contract was entered into in 2015 with the BBC receiving
fixed quarterly receipts, subject to inflation.
F7.2 Trade and other receivables due within one year

Licence fee receivables
Accrued income
Trade receivables
Prepayments
VAT recoverable
Amounts owed by associates and joint ventures
Other receivables
Total

Financial statements

2021
£m

2020
£m

526
213
183
138
74
6
45

409
185
279
92
35
16
59

1,185

1,075

Return to contents229

Financial statements
Notes to the accounts continued
F. Managing funding (including future costs) continued
F8 Expected credit losses
Included in the BBC’s contract assets (see Note A4.2) and trade and other receivables at 31 March 2021 are balances of £39 million(2020: £60 million) which are past due at the reporting date but not impaired. The aged analysis of these balances is as follows:

Up to three months
Three to six months
Over six months

2021
£m

2020
£m

4
1
34

33
17
10

39

60

In determining the recoverability (likelihood of receiving payment) of a contract asset or trade and other receivable the BBC considers
any change in the credit quality of the receivable from the date credit was initially granted up to the reporting date, as well as future
considerations around the current state of the UK and overseas economies and any industry-specific issues. Receivables are provided
for based on the probability of expected credit losses for each receivable.
Amounts charged to the impairment provision are written off when there is no expectation of recovery. Subsequent recoveries ofamounts previously written off are credited to the income statement. The impairment provision stands at £36 million at 31 March 2021
(2020: £35 million).
Movements in the BBC’s provision for impairment of licence fee receivable, trade receivables and contract assets can be shownas follows:
2021
£m

2020
£m

Balance at the beginning of the year
Charge for the year
Amounts written off as unrecoverable
Amounts recovered during the year

35
4
(2)
(1)

38
1
(3)
(1)

Balance at the end of the year

36

35

2021
£m

2020
£m

Rights creditors
Other payables

33
25

21
67

Total

58

88

2021
£m

2020
£m

257
216
190
104
98
41
31
21
6
75

253
247
162
140
83
42
33
20
8
94

1,039

1,082

F9 Trade and other payables
This note details the amounts payable to third parties by the BBC.
F9.1 Trade and other payables due after more than one year

F9.2 Trade and other payables due within one year

Licence fee payable
Accruals
Trade payables
Rights creditors
Salaries and wages payables
Licence savings stamp deposits and savings cards
Other taxation and social security
Deferred income
Amounts owed to associates and joint ventures
Other payables
Total

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BBC Annual Report and Accounts 2020/21

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F. Managing funding (including future costs) continued
F10 Provisions and contingent liabilities
At
1 April 2020£m

Charge forthe year£m

Utilised during
the year£m

Released during
the year£m

At
31 March 2021£m

Property
Taxation, litigation and insurance
Restructuring
Other

50
54
42
7

3
8
122
3

–
(11)
(81)
–

(5)
(3)
(19)
(3)

48
48
64
7

Total

153

136

(92)

(30)

167

Included in current liabilities
Included in non-current liabilities

70
83

109
58

Total

153

167

Property
The BBC has obligations to restore leased properties to their original condition at the end of the lease term. Property provisions are
made for the cost of such restoration works as determined by the properties’ discounted net present value or the market value of thegross square footage.
Taxation, litigation and insurance
Taxation, litigation and insurance provisions relate to ongoing legal, insurance and compensation claims against the BBC. The
BBC makes specific provision for its best estimate of any damages and costs which may be awarded. A provision is only made to theextent that the BBC considers it probable that there will be an outflow of economic benefits and the amount can be reliably estimated.
There are a number of provisions within this balance, including balances connected to payments to Personal Service Companies that
may be required.
Restructuring
Restructuring provisions are determined by the probable costs relating to reorganisations, relocations and redundancies in the BBC.
The restructuring balance predominantly relates to the redundancies required by ongoing savings strategies.
Other
Other provisions include amounts relating to employment matters and other issues arising across the BBC in the normal course ofbusiness, none of which are individually material.
Contingent liabilities
There are no contingent liabilities in the current year.
F11 Net financing costs
Set out below is an analysis of the financing income and expenses incurred in the year. These amounts include interest relating to leaseliabilities (see Note F4.3) and defined benefit pension schemes (see Note C7).
Note

Financing income
Interest income
Unwinding of discounted receivables
Fair value gains on swaps classified as fair value through surplus/deficit
Financing costs
Interest expense
Unwinding of discounted payables
Exchange loss on borrowings
Change in fair value of instruments classified as fair value through surplus/deficit
Interest on obligations under leases
C6.3

Interest income/(cost) on pension plan liabilities1
Net financing costs

2021
£m

2020
£m

3
14
1

8
10
11

18

29

(9)
(4)
–
(34)
(53)

(4)
(4)
(9)
(47)
(55)

(100)
8

(119)
(10)

(92)

(129)

(74)

(100)

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231

1 See Glossary for further details

Financial statements

Financial statements
Notes to the accounts continued
F. Managing funding (including future costs) continued
F12 Long-term commitments not reflected in the balance sheet – contracts placed for future expenditureThis note shows amounts to which the BBC is contractually committed, but which do not meet the criteria for inclusion in the balance
sheet. It includes fixed (but not variable) payments due under outsourcing contracts for the life of those contracts.
Functions covered by these long-term outsourcing contracts include IT support, content distribution and transmission, facilities
management and elements of finance support.

Fixed asset additions
Programme acquisitions and sports rights
Independent programmes
Other fixed payments on long-term outsourcing arrangements

2021
£m

2020
£m

11
1,103
304
1,838

18
1,172
265
1,893

3,256

3,348

2021
£m

2020
£m

1,076
1,531
649

1,008
1,726
614

3,256

3,348

Long-term commitments not reflected in the balance sheet are payable as follows:

Within one year
Between one and five years
Over five years

232

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G. Other
G1 Taxation
G1.1 Recognised in the income statement
The charge for the year, based on the rate of corporation tax of 19% (2020: 19%) comprised:
2021
£m

2020
£m

Current tax
UK corporation tax
Foreign tax
Adjustments in respect of prior years

(16)
20
(7)

(11)
20
4

Total current tax

(3)

13

Deferred tax
Origination and reversal of temporary differences
Changes in tax rate
Adjustments in respect of prior years

(9)
–
(2)

(5)
(1)
2

Total deferred tax

(11)

(4)

(14)

9

Note

1

Total taxation (credit)/charge in the consolidated income statement

G1.2

G1.2 Reconciliation of taxation expense
The PSB Group is liable to taxation on activities yielding a taxable profit including rent, royalties and interest receivable; it does nottherefore receive relief for all its expenditure. The commercial subsidiaries in the BBC Group are taxed in accordance with tax
legislation. As the BBC Group’s public sector ‘free-to-air’ broadcasting activities are not subject to taxation, the tax charge is primarily
driven by the results of the commercial businesses. The items affecting the standard rate of corporation tax are explained below:
Note

Surplus/(deficit) before tax
Surplus/(deficit) before tax multiplied by standard rate of corporation tax in the UK of 19%(2020: 19%)
Effects of:
Public service activities
Public service taxable external income
Non-taxable public service activities
Commercial activities
Disallowed expenditure (including goodwill impairment)
High-end television tax relief
Tax differential on overseas earnings
Changes in the tax rate
Adjustments in respect of prior years
Total tax (credit)/charge for the year

G1.1

2021
£m

2020
£m

213

(110)

40

(21)

6
(30)

5
42

4
(30)
5
–
(9)

2
(33)
9
(1)
6

(14)

9

G1.3 Factors that may affect future tax charges
The UK corporation tax rate is 19%.
The Chancellor announced on 3 March 2021 that the current corporation tax rate of 19% would increase to 25%, with effect from
1 April 2023. The change has not yet been substantively enacted, and as such the BBC Group’s deferred tax liability as at 31 March 2021
continued to be calculated based on the rate of 19%. The effect on the deferred tax provision of the increase in corporation tax rate isestimated to be an additional deferred tax liability of £5 million.
There are many future changes to worldwide taxation systems as a result of the potential adoption by the UK and individual territoriesof measures relating to the OECD Base Erosion and Profit Shifting Actions. The group continues to actively monitor any developments
and evaluate their potential impact. The group does not expect the future tax rate to be materially impacted by these changes to theinternational tax landscape.
G1.4 Current tax asset
The current tax asset totalling £52 million (2020: £44 million) includes £30 million (2020: £33 million) due in respect of industry film
tax credits outstanding on high-end drama, comedy, natural history and factual productions.

1 See Glossary for further details

Financial statements

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233

Financial statements
Notes to the accounts continued
G. Other continued
G1 Taxation continued
G1.5 Deferred tax assets/(liabilities)
Fixed asset
temporarydifferences£m

Provisions£mFinancial
instruments£m

Associates andjoint ventures£m

Programmerights
£m

Other
£m

Net deferred tax(liability)/asset£m

At 1 April 2020
Net credit to the income
statement
Charge to reserves
Exchange movements

7

6

(7)

(21)

(7)

(2)

(24)

–
–
–

1
–
4

5
(3)
–

–
–
–

–
–
–

5
–
(3)

11
(3)
1

At 31 March 2021

7

11

(5)

(21)

(7)

–

(15)

2021
£m

2020
£m

14
(29)

15
(39)

(15)

(24)

Deferred tax asset/(liability) presented within:
Non-current assets
Non-current liabilities

The BBC has unrecognised deferred tax assets arising on capital losses totalling £137 million (2020: £139 million). These assets havenot been recognised on the basis that there is insufficient certainty that future gains or profits will arise against which the BBC canutilise these losses.
The BBC also has unrecognised deferred tax assets on brought forward unutilised management expenses totalling £4 million (2020:£4 million) and non-trade loan relationship losses totalling £14 million (2020: £14 million). These assets have not been recognised on
the basis that there is insufficient certainty that future gains or profits will arise against which the BBC can utilise these losses.
There is no time limit for the utilisation of either of these losses and the position is reviewed annually.
G1.6 Current tax liabilities
The current tax liabilities totalling £11 million (2020: £9 million) are due in both UK and overseas jurisdictions.
G2 Pension plans
This note sets out the additional detailed disclosures related to the BBC Pension Scheme which were not covered in Note C6 or C7.
G2.1 Changes in the present value of plan liabilities1
The table below illustrates the movement on the scheme liabilities during the year. The key items which affect this are the additional
year of pension benefits earned, any gains or losses relating to participants leaving the pension scheme, changes in assumptions madeand benefits paid out during the year.
2021
£m

2020
£m

Opening present value of plan liabilities
Current service cost
Past service cost
Administration cost
Interest on pension plan liabilities
Remeasurement (gains)/losses:– Experience adjustments– Changes in financial assumptions1– Changes in demographic assumptions1
Contributions by plan participants
Benefits paid and expenses

16,948192–
9364

17,705
225
1
8
401

(490)
2,246
(10)
1
(533)

(360)
(350)
(175)
1
(508)

Closing present value of plan liabilities

18,727

16,948

1 See Glossary for further details

234

BBC Annual Report and Accounts 2020/21

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G. Other continued
G2 Pension plans continued
G2.2 Changes in the fair value of plan assets
The table below illustrates the movement on the plan assets during the year. The key items which affect this are the additional year ofcontributions made, changes in the value of the pension plan assets (including the investment return) and benefits paid during the year.
The employee contributions to the scheme by members are mainly paid through a salary sacrifice arrangement. These have beentreated as employer contributions.
2021
£m

2020
£m

Opening fair value of plan assets
Interest income on assets
Remeasurements on plan assets1
Contributions by employer
Contributions by plan participants
Benefits paid and expenses

17,203
371
1,637
246
1
(533)

17,183
391
(23)
159
1
(508)

Closing fair value of plan assets

18,925

17,203G2.3 Plan assets
The allocation of assets by the pension fund Trustees is governed by the need to manage risk against the desire for high returns andany liquidity needs.
2021

2020

£m

%

£m

%

1,370
659
(2,612)
4,428
8,137
28

7
4
(14)
23
43
–

1,234
1,056
(2,440)
3,289
7,727
(155)

7
6
(14)
19
45
(1)

1,033
529
4,775
578

6
3
25
3

1,007
565
4,684
236

6
3
28
1

Total assets

18,925100

17,203

100

Actual return on pension plan assets**

2,008

Type of asset

Held at quoted market prices:
Equities
Pooled vehicles
Repurchase agreements
Fixed interest bonds
Index-linked bonds
Derivatives
Other assets:
Property– UK– Pooled investment vehicles
Alternatives*
Cash and other current assets

367* Alternatives are investments in asset classes other than the traditional quoted equities, bonds, property and cash They include investments in private equity, private credit,
hedge funds, infrastructure and renewable energy investments They are generally illiquid investments as some may require sufficient time to find buyers willing to pay fullmarket value They are useful for managing risk as they enhance portfolio diversification and potentially reduce risk as their cash flows can be well suited to meeting thescheme’s liabilities** This constitutes realised gains from the receipt of investment income (e g dividends and rent), transactions where assets are sold and unrealised fair value changes

A long-term plan of achieving full funding on a discount rate equal to the yield on liability matching gilts plus 0.5% per annum has
been agreed. The scheme’s strategic asset allocation is based on the scheme’s funding ratio, with the intention of not taking more risk
than necessary to return to full funding over the horizon of the plan. Indirect currency risk exposure exists through pooled investment
vehicles held in foreign currencies, valued at £3,893 million (2020: £4,409 million).
G2.4 BBC Pension Scheme (losses)/gains in the consolidated statement of comprehensive income/(loss)

Return on plan assets (excluding amounts included within interest)
Remeasurement gains/(losses)1 arising from:– Experience adjustments– Changes in demographic assumptions– Changes in financial assumptions
Net (loss)/gain recognised in the consolidated statement of comprehensive income

2021
£m

2020
£m

1,637

(23)

490
10
(2,246)

360
175
350

(109)

862

1 See Glossary for further details

Financial statements

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235

Financial statements
Notes to the accounts continued
G. Other continued
G2 Pension plans continued
G2.5 Principal actuarial assumptions
The calculation of the scheme liabilities requires a number of financial and demographic assumptions to be made. The principal
assumptions used by the actuaries at the balance sheet date were:Principal financial assumptions

Rate of increase in salaries
Rate of increase in pension payments:
Old Benefits*
New Benefits*
Career Average Benefits (2006)*
Career Average Benefits (2011)*
Inflation assumption (RPI)
Inflation assumption (CPI)
Discount rate1

2021
%

2020
%

1.0

1.0

3.5
3.3
2.4
2.9
3.5
3.0
2.0

3.0
2.8
2.4
2.0
2.8
2.0
2.2

2021
Numberof years

2020
Numberof years

27
29

27
29

29
31

28
31

* For more information on the different pension arrangements, please refer to the Remuneration Report

The average life expectancy assumptions for members, after retiring at 60 years of age, are as follows:

Principal demographic assumptions

Retiring today:
Male
FemaleRetiring in 20 years:
Male
FemaleThe mortality assumptions have been selected to reflect the characteristics and experience of the membership of the scheme. These arebased on the assumptions used for the actuarial valuation which was carried out for funding purposes as at 1 April 2019. The standard‘S3’ series of tables, published by the Continuous Mortality Investigation (CMI), reflect recent research into mortality experience in the
UK. A subset of these tables has been used for males and females, with a multiplier of 100% for male members and dependants and100% for female members and 102% for female dependants. For the allowance for future improvements, the CMI 2018 core projection
has been adopted with an ‘initial addition’ of 0.5% and a long-term trend of 1.25% for both males and females.
G2.6 Scheme membership analysis and maturity1 profile
Principal demographic assumptions

2021
Number

2020
NumberContributors
Pensioners
Dependants
Deferred pensioners

7,926
20,645
4,367
27,507

8,776
20,222
4,375
27,944

The total number of scheme beneficiaries as at 31 March 2021 was 46,983 (2020: 47,764). Membership numbers in the table above arehigher as members can hold more than one record. For example, contributing members who have transferred to the Career Average
Benefits 2011 section from another section of the scheme may have a deferred pensioner record for their benefits built up in the
Old Benefits, New Benefits or Career Average Benefits 2006 sections and a contributing record for their Career Average Benefits
2011 benefits.
The average duration of the benefit obligation at the end of the reporting period is 21 years (2020: 19 years). This number can be
subdivided into the duration related to:— contributors: 25 years (2020: 25 years);— pensioners: 13 years (2020: 13 years); and— deferred pensioners: 24 years (2020: 25 years).

1 See Glossary for further details

236

BBC Annual Report and Accounts 2020/21

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G. Other continued
G3 Financial instruments
This section details the financial instruments held by the BBC. A financial instrument is a contract that results in one entity recording
a financial asset (a contractual right to receive financial assets, e.g. cash) in their accounts and another entity recording a financial
liability.
G3.1 Financial risk management
The BBC’s financial risk management operations are carried out by a BBC Group Treasury function, within parameters definedformally within the policies and procedures manual agreed by the Treasury Management Group which has delegated authority fromthe BBC Board.
The BBC Group Treasury function uses financial instruments to raise finance and to manage financial risk arising from the BBC’s
operations in accordance with its objectives, which are:— to ensure the business of the BBC, both PSB Group and Commercial, is funded in the most efficient manner and remains compliant
with borrowing ceilings;— to protect the value of the BBC’s assets, liabilities and cash flows from the effects of adverse interest rates and foreign exchange
fluctuations; and— to maximise the return on surplus funds, whilst ensuring sufficient cash is retained to meet foreseeable liquidity requirements.
The BBC takes a risk averse approach to the management of interest rate fluctuations and foreign currency trading and has
implemented a clear economic hedging policy to minimise volatility in the financial results. A small number of the forward foreign
currency contracts entered into by the BBC were designated as hedging instruments in effective cash flow hedges. Hedge accounting
is only applied where there is appropriate designation and documentation.
The BBC is exposed to the following areas of risk arising from financial instruments:
Risk

Exposure arising from

Measurement

Management

Market risk – currency risk

Transactions and balances
denominated in foreign
currencies

Cash flow forecasting

Forward foreign currency
contracts

Market risk – interest riskLong-term borrowings at
variable rates

Projected borrowing
requirements

Interest rate swaps, caps andcollars

Liquidity risk

Borrowings and other financial
liabilities

Rolling cash flow forecasts

Monitoring cash flow forecasts
and covenant compliance

Credit risk

Counterparty default on
contractual obligations

Credit ratings and ageing
analysis

Assessment of financial
reliability, collateral and othercredit enhancements

Currency risk
Although the BBC is principally a UK-based organisation, some transactions are undertaken in currencies other than sterling.
The BBC’s commercial operations are undertaken in a range of global markets and a significant proportion of BBC Studios’ and Global
News’ incomes are generated outside the UK, and as a result are exposed to foreign exchange risk arising from various currencies –principally the US dollar, the euro and the Australian dollar. Due to movements in exchange rates, the amount the BBC expects toreceive or pay when it enters into a transaction may differ from the amount that it actually receives or pays when it settles thetransaction.
The BBC takes a risk averse approach to the management of currency risk and has implemented clear policy parameters for the use of
forward foreign currency contracts to minimise volatility in the financial results. A substantial proportion of the BBC’s material net
foreign currency exposures are economically hedged.
The BBC’s main exposure is to US dollars; however, due to the relative size of this exposure in comparison to the BBC’s sterlingdenominated business, the BBC does not consider this to be significant. The BBC generally enters into forward currency contracts tomanage, or hedge, this currency risk. This allows the BBC to reduce risk by settling transactions at known exchange rates.
The overall income or expenditure to be recognised in relation to contracts denominated in foreign currencies (and the related hedges)
is therefore fixed; however, where these contracts span financial years, the recognition of the fair value of the forward currency
contracts results in timing gains or losses in each financial year. These timing gains or losses are as a result of market conditions andnot variances in underlying contract value.
As the BBC has mitigated its underlying exposure to currency fluctuations there is no requirement to present sensitivity analysis as
any potential variation is insignificant.
At 31 March 2021, the BBC had entered into a net commitment to sell foreign currencies amounting to £100 million (2020: £4 million)
that mature in the period through to 2024 in order to fix the sterling cost of commitments through this period (mainly euros and
US dollars).

Financial statements

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237

Financial statements
Notes to the accounts continued
G. Other continued
G3 Financial instruments continued
The BBC applies hedge accounting for trades taken out by one of its commercial subsidiaries in respect of their forecast foreign
currency transactions1 . Net gains (before tax and non-controlling interests) recognised in the hedging reserve on forward foreignexchange contracts in hedge relationships at 31 March 2021 were £14 million (2020: £9 million net losses). These amounts arerecognised in the income statement in the period when the hedged forecast transaction impacts the income statement.
The ineffective portion recognised in operating costs arising from such hedges was immaterial in both the current and prior year.
Depending on how exchange rates and interest rates move between the time the BBC enters into the transaction and at the year end
reporting date, derivatives can either be profitable (‘in the money’) or loss-making in their own right. However, the rationale in entering
into these derivatives is not to profit from currency markets or interest rate fluctuations, but to provide stability to the BBC’s cash flows.
Other than where hedge accounting is applied, the movements relating to these derivatives (i.e. where they are either in profit orloss-making) are taken to the BBC’s income statement for the year.
Interest rate risk
BBC Commercial Holdings has borrowed using its revolving credit facilities at floating rates of interest and then used interest rate
swaps to manage the BBC’s exposure to interest rate fluctuations and provide greater certainty of cash flows. Interest rate swaps areentered into based on projected borrowing requirements, therefore differences will occur between the notional amount of the swaps
and the actual borrowing requirements. By taking out the interest rate swaps the BBC has mitigated underlying exposure to interest
rate fluctuations and hence no sensitivity analysis has been presented as any potential variation is insignificant.
Sterling fixed rate borrowings are achieved by entering into interest rate swap transactions; all outstanding swaps mature by the endof June 2023. In total, £170 million (2020: £174 million) of swaps were entered into. The coverage matches (2020: £27 million lower) the
current level of bank loans of £170 million (2020: £201 million).
The private placement debt matured in June 2020 and was therefore replaced by a £170 million term loan. A series of interest rate
swaps have also been entered into to fix the interest rate on this facility. See Note F5 for further details.
Other price risk of financial assets
The BBC invests surplus cash in money market funds and money market deposits, therefore it is not subject to other price risks, suchas market price risk.
Liquidity risk
Liquidity risk is the risk that the BBC will not be able to meet its financial obligations as they fall due. The BBC is subject to limits on its
borrowings set by the Secretary of State in accordance with the Agreement between the BBC and DCMS (see Note F2). In order tocomply with these limits, together with the terms of any individual debt instruments, the BBC Group Treasury function manages theBBC’s borrowings by regularly monitoring cash flow forecasts. The BBC holds its surplus liquidity in term deposit accounts with highly
rated financial institutions.
The bank loans of the BBC’s commercial operations are subject to debt covenants based on the BBC’s earnings before interest andtaxation. The covenants are in respect of net borrowings and net interest coverage. The BBC is active in the monitoring of its debt
covenants, which have been met at 31 March 2021.
The following table sets out the contractual undiscounted cash flows (including interest) of financial liabilities:2021

Non-derivative financial liabilities
Trade and other payables
Bank loans and overdrafts
Obligations under leases
Derivative financial liabilities
Forward foreign currency contracts – fair value throughsurplus/deficit
Cash flow swaps

Carrying value£m

Total contractual
cash flows£mLess than
one year£m

Betweenone andfive years£mOverfive years
£m

(719)
(171)
(1,786)

(724)
(175)
(2,281)

(644)
(2)
(158)

(76)
(173)
(596)

(4)
–
(1,527)

(11)
(585)

(11)
(585)

(7)
–

(4)
–

–
(585)

1 See Glossary for further details

238

BBC Annual Report and Accounts 2020/21

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G. Other continued
G3 Financial instruments continued

2020

Non-derivative financial liabilities
Trade and other payables
Bank loans and overdrafts
Obligations under finance leases
Derivative financial liabilities
Forward foreign currency contracts – fair value throughsurplus/deficit
Forward foreign currency contracts – fair value throughother comprehensive income
Cash flow swaps

Carrying value£m

Total contractual
cash flows£mLess than
one year£m

Betweenone andfive years£mOverfive years
£m

(787)
(204)
(1,842)

(792)
(224)
(2,406)

(699)
(224)
(160)

(92)
–
(603)

(1)
–
(1,643)

(7)

(7)

(5)

(2)

–

(9)
(546)

(9)
(546)

(9)
–

–
–

–
(546)

Credit risk
Credit loss is the risk of financial loss to the BBC if a counterparty defaults on its contractual obligation. Default arises when it isdetermined that a counterparty is unlikely to pay following the evaluation of objective evidence.
Cash and cash equivalents and derivative financial instruments are held only with banks of A+ to BBB rating. The group limits its
exposure to credit risk by only investing in liquid securities with counterparties that have a minimum credit rating of A-, with a higher
minimum rating up to AA- required depending upon duration and amount. Given these high credit ratings, the group considers it has
appropriately mitigated the risk of any counterparty failing to meet its obligations.
The BBC’s credit risk management policy in relation to other trade receivables involves regularly assessing the credit quality ofcustomers, taking into account several factors such as their financial position and historical performance. The carrying amount offinancial assets included in the financial statements represents the BBC’s maximum exposure to credit risk in relation to these assets.
G3.2 Fair value1 of financial instruments
When calculating the fair value of the BBC’s financial instruments (subsequent to the initial recognition), the technique used isdetermined with reference to the classification in the three-level hierarchy set out below. This disclosure helps to show the level ofjudgement that the BBC has used in calculating fair values, subsequent to the initial recognition.
Fair value hierarchy levels 1 to 3 are based upon the degree to which the fair value is observable.
— Level 1 fair value measurements are those derived from quoted market prices (unadjusted) in active markets;— Level 2 fair value measurements are those derived from inputs other than quoted prices included within level 1 that are observablefor the asset or liability, either directly (i.e. as prices) or indirectly (i.e. derived from prices); and— Level 3 fair value measurements are those derived from valuation techniques that include inputs for the asset or liability that are notbased on observable market data (unobservable inputs).
No transfers between these categories have occurred during the period.

1 See Glossary for further details

Financial statements

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Financial statements
Notes to the accounts continued
G. Other continued
G3 Financial instruments continued
Fair value hierarchy for those carried at fair value
or at amortised cost where fair value differs

Carrying value

Amortisedcost£m

Fair value
throughsurplus/(deficit)£m

Fair value
throughothercomprehensive
income/(loss)
£m

Total
£m

Cash and cash equivalents
Trade and other receivables
Derivative financial assets:
Forward foreign currency contracts1
Cash flow swaps
Other investments
Investment properties

471
983

–
–

–
–

471
983

–
–
17
32

3
357
–
–

6
–
–
–

Total financial assets
Trade and otherpayablesBank loans and overdrafts
Derivative financial liabilities:
Forward foreign currency contracts1
Cash flow swaps
Obligations under leases

1,503

360

(706)
(171)

Total financial liabilities

2021

Level 1£m

Level 2£m

Level 3
£m

Total
£m

9
357
17
32

9
–
–
–

–
357
–
–

–
–
216
5

9
357
216
5

6

1,869

9

357

221

587

(13)
–

–
–

(719)
(171)

–

–

(13)

(13)

–
–
(1,786)

(11)
(585)
–

–
–
–

(11)
(585)
(1,786)

(11)
–
–

–
(585)
–

–
–
(1,786)(11)(585)(1,786)(2,663)(609)–(3,272)

(11)

(585)

(1,799)(2,395)

Fair value hierarchy for those carried at fair value
or at amortised cost where fair value differs

Carrying value

Amortisedcost£m

Fair value
throughsurplus/(deficit)£m

Fair value
throughothercomprehensive
income/(loss)£m

Cash and cash equivalents
Trade and other receivables
Derivative financial assets:
Forward foreign currency contracts1
Cash flow swaps
Interest rate swaps
Other investments
Investment properties

401
947

–
–

–
–

401
947

–
–
–
16
33

9
364
32
–
–

1
–
–
–
–

Total financial assets
Trade and otherpayablesBank loans and overdrafts
Derivative financial liabilities:
Forward foreign currency contracts1
Cash flow swaps
Obligations under finance leases

1,397

405

(771)
(204)

Total financial liabilities

2020

Total
£m

Level 1£m

Level 2£m

Level 3
£m

Total
£m

10
364
32
16
33

10
–
–
–
–

–
364
32
–
–

–
–
–
229
5

10
364
32
229
5

1

1,803

10

396

234

640

(16)
–

–
–

(787)
(204)

–

–

(16)

(16)

–
–
(1,842)

(7)
(546)
–

(9)
–
–

(16)
(546)
(1,842)

(16)
–
–

–
(546)
–

–
–
(1,842)(16)(546)(1,842)(2,817)

(569)

(9)

(3,395)

(16)

(546)

(1,858)(2,420)Due to their short-term nature, the carrying value of cash and cash equivalents, short-term bank loans, trade and other receivables andtrade and other payables, is approximately equal to their fair value.

1 See Glossary for further details

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G. Other continued
G3 Financial instruments continued
Level 2 – cash flow swap derivatives
Cash flow swaps represents derivative financial assets of £357 million (2020: £364 million) and derivative financial liabilities of £585
million (2020: £546 million) relating to the financing arrangement of Broadcasting House. These swaps, which expire between 2033
and 2045, are valued with reference to relevant SONIA and LIBOR yield curves, subject to appropriate credit risk adjustments where
necessary. An adjustment of 207 basis points is applied to a specific leg of the swaps to reflect credit risk as the arrangement withthe counterparty is not collateralised. These assumptions and inputs are reviewed on an annual basis, along with the completion ofsensitivity analysis. If another adjustment of 209 basis points had been used to reflect a reasonably possible change based on market
movements during the year, then this would result in a decrease in the net liability of £1 million.
During 2019/20 an adjustment of 316 basis points was applied to reflect credit risk as the arrangement with the counterparty is notcollateralised. If another adjustment of 327 basis points had been used to reflect a reasonably possible change based on market
movements during that year, this would have resulted in a decrease in the net liability of £7 million.
Level 3 financial instruments
The change in fair value of level 3 financial instruments is reconciled as follows:
2021

2020

Financialassets£m

Financialliabilities£mFinancialassets£m

Financialliabilities£m

At 1 April
Payments and settlements
Unwinding of discount recorded within finance expense
Additions
IFRS 16 cumulative catch-up
Change in fair value recorded in other losses
Change in fair value

234
–
–
2
–
–
(15)

(1,858)
169
(55)
–
–
(4)
(51)

381
–
–
2
(69)
–
(80)

(918)
152
(57)
–
(1,229)(2)
196

At 31 March

221(1,799)234(1,858)Other investments – Daunus Limited
In order to facilitate the redevelopment and subsequent financing arrangement relating to Broadcasting House, London, the BBC holds
an investment in Daunus Limited, which is included within level 3 financial instruments with a fair value of £212 million (2020: £227
million). The BBC holds a 20% (2020: 20%) share of the issued share capital (preferential in nature), due to mature in 2033, at which
point the BBC receives certain rights in respect of Broadcasting House. The BBC’s share in Daunus Limited entitles it to the first £125
million (plus RPI from the start of the lease) of any proceeds on termination of the lease. The fair value has therefore been derived from£125 million, inflated by RPI and subsequently discounted to 31 March 2021. The estimated interest rate used was 2.5% (2020: 2.2%)
and the rate used to discount the future cash flows was 1.2% (2020: 0.6%). These assumptions and inputs are reviewed on an annual
basis, along with the completion of a sensitivity analysis. A change in the adjustment applied to the respective interest rate of +1.0%
would result in an increase in the net assets by £28 million (2020: £33 million) whilst a reduction in the respective interest rate of -1.0%
would result in a decrease in the net assets of £25 million (2020: £29 million).
The fair value of the investment in Daunus Limited is not included on the balance sheet as it is equity accounted for through the income
statement (see Note E3). This is due to the BBC sharing joint control with other investors, including voting power and right to veto overrelevant activities, along with significant shared exposure to variable returns. The assumptions relating to Daunus Limited arereviewed on an annual basis, along with the completion of a sensitivity analysis. Whilst the reported profit or loss of Daunus Limited
is not a significant input, the decision that Daunus Limited is a joint venture is a significant judgement.

1 See Glossary for further details

Financial statements

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241

Financial statements
Notes to the accounts continued
G. Other continued
G4 (Losses)/gains on disposals
Note

Gain on deemed disposal of UKTV
Loss on deemed disposal of associates
Gain on disposal of interest in associates and joint ventures
Other gains

E4
E4

2021
£m

2020
£m

–
(2)
1
–

114
–
–
4

(1)

118

The group increased its shareholding in UKTV Media Holdings Limited on 5 June 2019, thereby changing the accounting for this joint
venture to that of a subsidiary holding. A £114 million deemed disposal on the joint venture holding was therefore recognised in theprior year.
G5 Other gains and losses

Change in fair value of derivative financial instruments
Change in fair value of put options over non-controlling interests
Change in earn-out payments due in respect of prior acquisitions

2021
£m

2020
£m

4
(4)
(2)

(2)
(2)
(2)

(2)

(6)

G6 Interests in associates, joint ventures and subsidiaries
The BBC Group holds (directly and indirectly) interests in the associates, joint ventures and subsidiaries listed below which, except
where otherwise stated, are incorporated in Great Britain and registered in England and Wales.
G6.1 Significant associates and their activities
Name of entity

Place of incorporation andprincipal place of businessHolding of issued
ordinary shares%

Activity

YouView TV Limited
BritBox SVOD Limited
New Video Channel America LLC*
3sixtymedia Limited**

England and Wales
England and Wales
United States
England and Wales

14.2%
10.0%
50.1%
10.0%

Multiplatform broadcasting
Digital video subscription
TV channel operator
Production* Whilst the BBC Studios group retains a significant influence over New Video Channel America LLC and has the rights to variable returns, it is not deemed to have control and istherefore recognised as an associate undertaking** The BBC holds 10% of the total share capital of 3sixtymedia Limited but 20% of the Class A ordinary shares, which gives it significant influence

G6.2 Significant joint ventures and their activities
Name of entity

Place of incorporation andprincipal place of businessHolding of issued
ordinary shares%

Activity

Commercial joint ventures:
BritBox LLC
Daunus Limited*

United States
England and Wales

50%
20%

Digital video subscription
Property* The BBC holds 20% of the total share capital of Daunus Limited but 66% of the voting rights Other shareholders retain certain veto rights and therefore this entity is recognised
as a joint venture

1 See Glossary for further details

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G. Other continued
G6 Interests in associates, joint ventures and subsidiaries continued
G6.3 Subsidiary undertakings1
Name of entity

Registered address

Directly owned commercial subsidiaries: (all 100% owned unless stated)
BBC Commercial Holdings Limited
Broadcast Centre Media Village, 201 Wood Lane, London W12 7TP
BBC Property Limited
BBC Property Investment Limited
BBC Property Development Limited
Centre House Productions Limited
BBC News Limited
BBC Free to View (Satellite) Limited
BBC Free to View Limited
BBC Media Applications Technologies Limited
BBC Subscription Television Limited
BBC Investments Limited
DSHS Limited
BBC Digital Programme Services Limited
BBC World Service Trading Limited
BBC World Service Holdings Limited

London Broadcasting House, Portland Place, London W1A 1AA

Indirectly owned commercial subsidiaries: (all 100% owned unless stated)
BBC Studios Limited
1 Television Centre, 101 Wood Lane, London W12 7FA
BBC Studios Distribution Limited
2 entertain Limited
2 entertain Management Limited
2 entertain Video Limited
BBC Video Limited
MCI Music Publishing Limited
Demon Music Group Limited
Crimson Productions Limited
F-Beat Records Limited
Demon Records Limited
BBC Earth MD (WWD) Limited
BBC Earth Productions (Life) Limited
BBC Earth Productions Limited
BBC Earth Productions (Giant Films) Limited
Earth Film Productions Limited
BBC Magazine Holdings Limited
BBC Studios Corporate Services Limited
BBC Studios Investments Limited
BBC Studios Drama Productions Limited
Tonto Films and Television Limited
BBC Studios Channel Investments Limited
Mortimer Productions Limited
UK Programme Distribution Limited (92.683% owned)
BEEB Rights Limited (88.402% owned)
BBC Studios Productions Limited
BBC Grafton House Productions Limited
BBC Comedy Productions Limited
BBC Natural History and Factual Productions Limited
BBC Natural History Giant Screen Limited
Nice and Accurate Productions Limited
BBC Studios Productions (Clifton) Limited
BBC Children’s Productions Limited

Broadcast Centre Media Village, 201 Wood Lane, London W12 7TP

UKTV Media Holdings Limited
UKTV Media Limited

10 Hammersmith Grove, London W6 7AP

BBC Global News Holdings Limited
BBC Global News Limited
BBC World Distribution Limited
BBC.com Limited

Broadcasting House, Portland Place, London,
United Kingdom W1A 1AA

1 See Glossary for further details

Financial statements

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Financial statements
Notes to the accounts continued
G. Other continued
G6 Interests in associates, joint ventures and subsidiaries continued
Name of entity

Registered address

BBC Studioworks Limited

Room N101, Neptune House, BBC Elstree Centre, Clarendon Road,
Borehamwood, Hertfordshire WD6 1JF

Baby Cow Productions Limited (75% owned)
Baby Cow Manchester Limited
Baby Cow Productions (Hunderby) Limited
Baby Cow Productions (Partridge) Limited
Baby Cow Productions (Red Dwarf) Limited
Baby Cow Films Limited
Alan Partridge Limited
Baby Cow Animation (Warren) Limited
Baby Cow Animation (Wussywat) Limited
Baby Cow Productions (Witchfinder) Limited
Baby Cow Animation Limited
Baby Cow Films (Zoe) Limited
Lost Child Limited (50%)
Moone Boy (UK) Limited (50%)
The Last Holiday Limited

1 Television Centre, 101 Wood Lane, London W12 7FA

Sid Gentle Films Limited (51% owned)
Sid Gentle Films (Corfu) Limited
Sid Gentle Films (Gaiman) Limited
Sid Gentle Films (KE2) Limited
Sid Gentle Films (KE3) Limited
Sid Gentle Films (KE4) Limited
Sid Gentle Films (Killing Eve) Limited
Sid Gentle Films (OLIVE) Limited
Sid Gentle Films (SS-GB) Limited
Sid Gentle Films (TD4) Limited
Philomena Lee Limited
Sid Gentle Films (The Durrells) Limited

Charles House, 5-11 Regent Street, St James’s Way,
London SW1Y 4LR

Lookout Point Limited (92% owned)
A Suitable Company Limited
AMP 1 Limited
Evergreen Television Limited
LOOKOUT POINT (LES MISERABLES) Limited
LOOKOUT POINT (SHIBDEN) Limited
Lookout Point (LT5) Limited
Lookout Point Acquisition Limited
Lookout Point (The Collection) Limited
Off Stone Productions Limited

Hammer House, 113-117 Wardour Street, London,
United Kingdom W1F 0UN

BBC Studios Canada Limited

145 King Street West, Suite 740, Toronto ON M5H 1JH, Canada

BBC Studios Singapore PTE. Limited

12-08/08 Shal Tower, 100 Beach Road, Singapore 189702, Singapore

BBC Studios Japan Limited

Tokyo Club Bldg., 10F, 3-2-6 Kasumigaseki, Chiyoda-ku, Tokyo
100-0013, JapanBBC Studios Productions Nordics ApS

Mosedalvej 14, 2500 Valby, DenmarkBBC.com US, Inc

c/o Corporation Trust Centre, 1209 Orange Street, Wilmington 19801,
United States New Castle, Delaware 19801

Nine Productions1 Inc

650-699 Howe Street Vancouver, British Columbia, V6 0B4, Canada

BBC Studios France

18-20 Quai du Point du Jour, Bat. A, 92100 Boulogne-Billancourt,
FranceBBC Studios Channel Investments (Ontario) Limited

Toronto Dominion Bank Tower, Toronto Dominion Center, Toronto,
ON M5K 1E6, Canada

2004370 Inc

66 Wellington Street West 470, Toronto Dominion Bank Tower,
Toronto M5K 1EG, Canada

1 See Glossary for further details

244

BBC Annual Report and Accounts 2020/21

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G. Other continued
G6 Interests in associates, joint ventures and subsidiaries continued
Name of entity

Registered address

BBC Studios Americas Inc
BBC Studios Americas (401) k Plan Trustees

1120 Avenue of the Americas, 5th Floor, New York, NY 10036-6700,
United States

Adjacent Productions, LLC
Bad Wolf Productions LLC
BBC Studios Reality Productions LLC
Global Hybrid Productions LLC
Lime Grove Productions LLC
Sun Never Sets Productions LLC
Studios Competition Productions LLC

10351 Santa Monica Boulevard, Los Angeles, CA 90025,
United States

BBC Studios Americas Investments Inc

The Corporation Trust Company, Corporation Trust Centre,
1209 Orange Street, Wilmington 19801, United States

BBC Studios Australia Holdings Pty Limited
BBC Studios Australia Pty Limited
BBC Studios Productions Australia Pty Limited

Level 1, 35-51 Mitchell Street, McMahons Point NSW 2060, Australia

BBC Studios Germany GmbH
Erste Weltweit Medien GmbH

Kaiser-Wilhelm-Ring 17-21, 50672 Köln, Germany

BBC Worldwide Holdings B.V

Prins Bernhardplein 200, 1097 JB Amsterdam, Netherlands

BBC Studios India Private Limited

Construction House A Wing, 401- 4th Floor, Off Linking Road, 24th
Road, Khar (W), Mumbai 400 052 India

BBC Studios Africa (Pty) Limited

Office 003H3 Ground Floor, 10 Melrose Boulevard, Melrose Arch,
Melrose North 2196, SA

BBC Studios Intermediadora de Programadora Estangeira Limited

Rua Ferreira de Araujo, 741, Andar 1, Pinheiros, São Paulo
SP 05.428-002 Brazil

BBC Studios Polska Sp. z o.o.

Pl. Bankowy 1, 00-139 Warszawa, Poland

BBC Worldwide Mexico S.A de C.V
BBC Worldwide Channels Mexico S.A de C.V

Calle Andres Bello 10 Piso 10, Chapultepec Polanco, Delg. MiguelHidalgo, Ciudad de Mexico CP 11560, Mexico

Worldwide Knowledge (Beijing) Business Consulting Company Ltd

Unit 7, Floor 9, West Tower, Genesis Building, 8 Xinyuan South Road,
Chaoyang District, Beijing 100027

BBC Studios Productions (Africa) (Pty) Limited

24 18th Street, Menlo Park 0081, Maxars House, 5 St Davids Place,
Parktown 2193, SA

Rapid Blue Pty Limited (70% owned)
Canadian AP Ventures Company ULC

263 Oak Avenue, Ferndale, Randburg, 2194, South Africa

Rapid Blue Africa Limited

7 Sowemimo Street, GRA Ikeja, Lagos, Nigeria

BBC Global News (Japan) Limited (incorporated in Japan)

Tokyo Club Bldg., 3-2-6, Kasumigaseki, Chiyoda-ku, Tokyo, 100-0013,
Japan

BBC Global News (Singapore) Private Limited (incorporated in
Singapore)#12-08/08 Shaw Tower, 100 Beach Road Singapore 189702, Singapore

BBC Global News (India) Private Limited (incorporated in India)

Unit No. 301, 3rd Floor, D-2, Southern Park, District Centre, Saket,
New Delhi, 110017

BBC Global News US LLC (incorporated in America)

Corporation Service Company, 80 State Street, Albany, New York,
12207-2543

1 See Glossary for further details

Financial statements

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245

Financial statements
Notes to the accounts continued
G. Other continued
G7 Reserves
G7.1 Operating reserve
The operating reserve reflects accumulated profits to date. In 2019/20 a one-off cumulative catch-up adjustment of £81 million wasreported due to the transition to IFRS 16 Leases.
G7.2 Hedging reserve
The hedging reserve is used to record the effective portion of cumulative net changes in the fair value of cash flow hedging instruments,
related to hedged transactions that have not yet occurred (net of tax). During the current year, losses of £4 million were removed fromthe hedging reserve and debited to income in the income statement (2020: £4 million).
G7.3 Translation reserve
The translation reserve comprises all foreign exchange differences arising since the transition to IFRS, from the translation of thefinancial statements of foreign operations, as well as from the translation of liabilities that hedge the BBC’s net investment in foreignsubsidiaries.
G7.4 Other reserves
Other reserves include the fair value of put option liabilities arising on acquisition of subsidiaries and the difference between the costof investment and net assets of entities acquired which are held under common control.
G8 Post-balance sheet events
As discussed within the strategic report, BBC Global News, presented as part of other commercials within the segmental disclosuresof these financial statements, became part of the BBC Studios group on 1 July 2021.
G9 Related party transactions
The following table represents transactions with related parties excluding key management personnel.
Associates, joint venturesand other investments

Rendering of services
Receiving of services
Pension contributions
Dividends received

BBC Pension Scheme

2021
£m

2020
£m

2021
£m

2020
£m

29
(98)
–
11

56
(90)
–
8

–
–
245
–

–
–
159
–

(58)

(26)

245

159

Amounts owed by related parties

Amounts owed to related parties

2021
£m

2020
£m

2021
£m

2020
£m

6

18

(6)

(8)

6

18

(6)

(8)

Associates, joint ventures and other investments

In all transactions, terms were negotiated on an arm’s length basis.
The BBC also enters into various transactions with Government and local authorities on an arm’s length basis. These transactions
include business rates and corporation tax payments.
Related party transactions with key management personnel are disclosed in Note C5.
During the year the BBC received less than £0.1 million of income and incurred less than £0.1 million of expenditure with BBC Children
in Need. At 31 March 2020, the BBC had a receivable of £1.8 million with this entity, predominantly relating to the recharge of employee
costs. No amounts were due 31 March 2021.
At 31 March 2021, the BBC had a £0.3 million prepayment with BBC Media Action UK. In the prior year, the BBC had a receivable of£0.6 million with this entity.
At 31 March 2020 the BBC was owed £0.6 million by the BBC Pension Scheme and was due to pay £0.5 million to the BBC Pension
Scheme. No amounts were owed/due at 31 March 2021.

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G. Other continued
G10 Segment reporting
Geographical location of income and non-current assets
2021

Non-current assets excluding deferred tax and financial
instruments:
UK
America
Australia
Rest of world

Additions included in non-current assets and investments
External income:UK
America
Australia
Rest of world2020

Non-current assets excluding deferred tax and financial
instruments:
UK
America
Australia
Rest of world

Additions included in non-current assets and investments
External income:UK
America
Australia
Rest of world

PSB Group£m

BBC Studios
£m

Other
commercials
£m

Group
adjustments
£m

Group
£m

2,409
5
–
51

470
167
14
7

295
–
–
1

(335)
–
–
–

2,839
172
14
59

2,465

658

296

(335)

3,084

54

200

6

(14)

246

3,997
12
1
7

546
275
64
370

55
27
2
62

(354)
–
–
–

4,244
314
67
439

4,017

1,255

146

(354)

5,064

PSB Group£m

BBC Studios
£m

Other
commercials
£m

Group
adjustments
£m

Group
£m

2,488
5
–
67

536
210
13
7

294
–
–
1

(261)
–
–
–

3,057
215
13
75

2,560

766

295

(261)

3,360

104

445

5

(2)

552

3,802
10
1
10

658
301
64
365

80
33
2
82

(465)
–
–
–

4,075
344
67
457

3,823

1,388

197

(465)

4,943

The allocation of sales to geographical segments is based upon the business region in which the sales are generated. No individual
country within the rest of world category is more than 3% of total sales.
Further analysis of the group’s revenues by product or service line is not provided as this information is not routinely reported to
the Board.

Financial statements

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247

Financial statements
Notes to the accounts continued
H. Basis of preparation of the financial
statements and other accounting policies
The BBC is incorporated in the United Kingdom by Royal Charter.
Statement of accounting policies
The BBC is required to select and apply accounting policies foreach type of transaction entered into throughout the year and in
the preceding year. An accounting policy will specify the timing
for recognising and derecognising assets, liabilities, income andexpenditure, how those items will subsequently be measured andwhere they are presented in the statement of total income andexpenditure, balance sheet and statement of cash flows.
Use of estimates and judgements
The preparation of financial statements requires the use of certain
critical accounting estimates that affect the reported performanceand position of the BBC, or areas where assumptions or estimates
are significant to the consolidated financial statements.
It also requires management to exercise judgement in applying
the BBC’s accounting policies. These areas involve a higher degreeof judgement or complexity.
The areas involving a higher degree of judgement or complexity
are set out below and in more detail in the related notes:— Income recognition (Note A);— Provisions and accruals (Notes F10 and F9);
— Property, plant and equipment (Note D1 and D2);
— Acquisitions (Note E4);
— Pension scheme and actuarial assumptions (Note C7); and— Derivative financial assets and liabilities (Note G3).
Basis of preparation
These consolidated financial statements for the BBC have been
prepared in accordance with IFRS as adopted by the EU as per thetransitional arrangements. Additional analysis is also presented
to meet regulatory additional requirements including thoseprescribed by DCMS, Ofcom or the Charter.
The financial statements are principally prepared on thehistorical cost basis. Exceptions are noted within the relevant
section of the notes.
Where items are sufficiently significant by virtue of their size or
nature, they are disclosed separately in the financial statements
in order to aid the reader’s understanding of the BBC’s financial
position and performance.
Adoption of new and revised accounting standards
The following new and revised standards and interpretations
have been adopted for the first time, as they became effective
for this financial year:— Amendments to references to the Conceptual Framework in
IFRS Standards— Definition of Material (Amendments to IAS 1 and IAS 8)— Interest Rate Benchmark Reform (Amendments to IFRS 9,
IAS 39 and IFRS 7)— Definition of a Business (Amendments to IFRS 3)
These have been applied since 1 April 2020 and have not had asignificant impact on the results or financial position of the group.

Going concern1
The financial statements are prepared on a going concern basis.
The directors believe this to be appropriate for the reasons set
out below.
The directors have prepared and reviewed cash flow forecasts
for the 24-month period to 31 March 2023, a period in excess ofa year from the date of approval of these financial statements.
In the directors’ judgement, the key factors in these forecasts
are the continuity of the Charter and the current licence fee
settlement, the BBC Pension Scheme deficit and the resultant
deficit recovery payments agreed with the pension scheme
Trustees, the realisation of planned cost savings under the‘Strategic Plan’ programme and the BBC’s response to manage
the implications of the Covid-19 pandemic and the forecast
consequences.
The licence fee (LF) settlement agreed in July 2015 ends in March2022 and discussions are currently underway with DCMS on the
LF settlement for the next five years. Whilst the LF settlement
outcome is not known we have modelled alternative outcomesthat would ensure we live within our financial constraints should
the final settlement be different from that expected. This would
involve significant savings/ scope cuts being implemented thatwould have implications for delivery of audience value, but wehave a proven track record on delivering these where required.
The impact of the Covid-19 pandemic has increased the level ofrisk to the BBC and the BBC’s response has been to focus on thesafety of staff and the continuation of operations and output.
We have carefully managed our finances in response to theoperational and financial challenges presented by Covid, witha continued focus on ensuring value for our audiences.
For 2021/22, Covid-19 continues to provide a backdrop of
economic, financial and operational uncertainty and finances
continue to require stringent management to deliver the BBC
purposes within the funding available; consequently, we
conducted additional financial stress testing and sensitivity
analysis, considering income at risk as well as the impact of our
response plan to the crisis. See further information in theViability Statement on page 115 and on page 100 for a robust
assessment of the principal risks facing the Corporation, including
those that would threaten its business model, future performance,
solvency or liquidity. In particular, the directors have applied
assumptions relating to the changing risk profile arising due tothe Covid-19 pandemic as described under principal risk 4, ‘Our
Finances’ to cash flow and budgetary modelling.
The Charter and licence fee give the BBC a secure source ofincome, however the timing of cash flows is an important factor
in the consideration of going concern given the borrowing
restrictions agreed with the DCMS for both the PSB Group (£200
million) and the commercial operations of the BBC (£350 million).
An additional £2 billion is available to the PSB and £200 million
for the commercial operations to fund leases liabilities.
The Board remains satisfied with the BBC’s funding and liquidity
position. The BBC has external funding available, including a£200 million sterling revolving credit facility which expires on
31 March 2024 with a one-year extension option exercisable by
the BBC which would extend the maturity to 31 March 2025. Thisfacility is currently unutilised. PSB net debt at 31 March 2021 was£1,430 million, which equates to a headroom of £770 million
against the borrowing limit available.

1 See Glossary for further details

248

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H. Basis of preparation of the financial
statements and other accounting policies
continued
Going concern1 continued
There is a separate facility available to the BBC commercial
operations. At the balance sheet date, the primary sources offunding to the commercial operations were a £170 million facility
with UK banks until June 2023 with a possibility of two one-year
extension option (to June 2025) and a £210 million facility witha group of international banks until March 2026 (following two
one-year extension options). As at the year end the BBC had
drawn down £170 million (2020: £169 million net of the impactof foreign exchange swap transactions) of the facilities available(2020: £201 million).
The directors of the BBC have reviewed the cash flow forecasts
and available external borrowing facilities. Together with thesensitivities and mitigating factors in the context of available
funds, they expect the BBC to be able to meet its debts as theyfall due for at least the next 12 months.
As a result, the directors are satisfied that the going concern basis
is appropriate for the preparation of these financial statements.
Basis of consolidation
The BBC’s financial statements include the results of the BBC
and all businesses controlled by the BBC (subsidiaries) together
with the BBC’s share of the results of businesses over which the
BBC has significant influence but not control (associates) andthose which the BBC jointly controls (joint ventures).
The BBC accounts for its interests in associates and joint venturesusing the equity method. The equity method means that the
BBC presents its interest in associates or joint ventures as asingle line item in the balance sheet, measured at the cost of
the investment plus the share of the net result, less dividends
received. The equity accounted result for the year is presented
as a single line item in the income statement.
Changes in the BBC’s interests in subsidiaries that do not resultin a loss of control are accounted for as equity transactions, being
movements between reserves attributable to the BBC andnon-controlling interests. A non-controlling interest is the interestin a subsidiary that is not owned, directly or indirectly, by theBBC. The non-controlling interest reflects the amount of the net
result for the year and the net assets/(liabilities) which are not
attributable to the BBC. The carrying amounts of non-controllinginterests are adjusted to reflect any changes in their, and theBBC’s, relative interests in the subsidiaries. Any difference
between the amount by which the non-controlling interests areadjusted and the fair value of the consideration paid or received
is recognised directly in equity and attributed to the BBC.
When the BBC loses control of a subsidiary, the profit or loss on
disposal is calculated as the difference between (i) the aggregateof the fair value of the consideration received and the fair value of
any retained interest and (ii) the previous carrying amount of the
net assets of the subsidiary (including attributable goodwill) andany non-controlling interests. Amounts previously recognised inother comprehensive income in relation to the subsidiary arereclassified to the income statement or transferred directly toretained earnings as appropriate. The fair value of any interest
retained in the former subsidiary at the date when control is lostis regarded as the cost on initial recognition of an investment in
an associate or joint venture.

Business combinations
The acquisition of subsidiaries is accounted for using theacquisition method. The cost of an acquisition is measured at
the aggregate of the fair values, at the date of exchange, of assets
given by the BBC in exchange for control of the acquire. The
acquiree’s identifiable assets, liabilities and contingent liabilities
that meet the conditions for recognition under IFRS 3 arerecognised at their fair value at the acquisition date. Subsequentadjustments to the fair values of net assets acquired are madewithin 12 months of the acquisition date where original fairvalues were determined provisionally. These adjustments areaccounted for from the date of acquisition. Transaction costs thatthe BBC incurs in connection with a business combination, suchas legal fees, due diligence fees and other professional andconsulting fees, are expensed as incurred. On acquisition, theBBC recognises any non-controlling interest either at fair value orat the non-controlling interest’s proportionate share of net assets.
When control is obtained in successive share purchases (a ‘step
acquisition’) it is accounted for using the acquisition method at theacquisition date. The previously held interest is remeasured to fairvalue at the acquisition date and a gain or loss is recognised in theincome statement.
Acquisitions
All identified assets and liabilities included within an acquisition
are recognised at fair value as at the acquisition date. Judgement
is required in determining the valuation method for eachidentifiable asset and liability, which is specific for each category
based on the most appropriate valuation method – including
the cost, income and market approaches. Judgement is also
required when assessing the appropriate economic useful lives
for assets acquired.
Foreign currency transactions
Transactions in foreign currencies are translated into thefunctional currency of each entity of the group at an averageexchange rate.
Monetary assets and liabilities denominated in foreign currencies
at the balance sheet date are translated into sterling at the rateof exchange ruling at that date. Foreign currency gains or losses
arising from the translation of assets and liabilities at these rates
of exchange, together with exchange differences arising fromtransactions settled during the year, are included in the income
statement within operating costs. Non-monetary assets andliabilities measured at historical cost are translated into sterlingat the rate of exchange on the date of initial recognition.
Financial statements of foreign operations
The assets and liabilities of foreign operations are translated into
sterling at the rate of exchange ruling at the balance sheet date.
The income and expenses of foreign operations are translated into
sterling at average rates of exchange ruling during the financial
period, which is a good approximation for the actual rate.
Exchange differences arising on translation are recognised
directly in the translation reserve.
On disposal of an investment in a foreign operation, theassociated translation reserve balance is released to theincome statement.

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Financial statements
Notes to the accounts continued
H. Basis of preparation of the financial
statements and other accounting policies
continued
Accounting policies relevant to section A
Licence fee income
Income from television licences is treated as an amount due fromthe relevant Government department. This represents the valueof licences issued in the year, less a deduction for refunds andcancellations.
Where an element of the licence fee income has been ring-fenced
by the Government for a specific purpose, that income isrecognised when it is due, except if it becomes virtually certainthat the BBC’s expenditure on the ring-fenced purposes will beless than the ring-fenced income already received. In this case,the relevant amount of licence fee income, as agreed with theGovernment, will be repayable and recognised as such in theyear the obligation to repay arises.
Other income
Other income arises from activities such as the sale of goods,
provision of services and granting of licences. Income is measured
after deductions for value added tax, any other sales taxes, trade
discounts and sales between BBC companies.
Income from contracts with customers
Income is measured based on the consideration specified in acontract with a customer and excludes amounts collected onbehalf of third parties. Income recognition is based on thedelivery of performance obligations and an assessment of whencontrol is transferred to the customer. The complexity of
individual contractual terms may require the BBC to makejudgements in assessing when the triggers for income recognition
have been met, particularly whether the BBC has sufficiently
fulfilled its obligations under the contract to allow income tobe recognised.
Income is recognised either when the performance obligation in
the contract has been performed (‘point in time’) or ‘over time’as control of the performance obligation is transferred to thecustomer. A performance obligation must meet one of the threecriteria in IFRS 15 to meet ‘over time’ recognition. The default
category, if none of these criteria are met, is ‘point in time’recognition. Further detail on the category of income recognition
for each income stream can be found below.
IFRS 15 provides more comprehensive guidance for contracts
to licence intellectual property, or contracts where licenceof intellectual property is a significant component. Each
performance obligation is identified and evaluated as to whether
it represents a right to access the content (revenue recognised overtime) or represents a right to use the content (revenue recognised
at a point in time), and all three of the criteria referred to above
must be met to meet the definition of a ‘right to access’ licence.
The majority of the group’s contracts to licence intellectual
property have defaulted to a ‘right to use’ licence and recognised
at a ‘point in time’.
The transaction price, being the amount to which the BBC expects
to be entitled and has rights to under the contract, is allocated tothe identified performance obligations. Most of the BBC’s income
is derived from fixed price contracts and therefore the amountof income to be earned from each contract is determined byreference to those fixed prices. Royalties, as the exception,
are generally set as a metric/percentage of sales generated.

The allocation of the transaction price to the performanceobligations is at the amount that depicts the consideration towhich the BBC expects to be entitled in exchange for goods orservices transferred. This is generally done in proportion to thestand-alone selling prices.
The BBC’s main sources of contract income are recognised
as follows:— Content and format sales
Licence fees from programme content and programme formats
are recognised on the latter of the start of the licence period(taking into account any holdback dates) or when the group’s
performance obligations have been satisfied. For content sales
the performance obligation will generally be to deliver the
associated programme to the customer, therefore income isrecognised ‘episodically’ – on delivery of each episode. For
format sales, there are two performance obligations – toprovide the format ‘bible’ and in some cases production
assistance. Income is allocated to each of these performanceobligations based on stand-alone selling prices and recognitionat the two separate ‘points in time’. The payment terms areover the term of the contract.
— Production income
Production revenue is recognised on delivery of the related
programme or on a stage of completion basis, depending on
the nature of the contract with the customer. Revenue isrecognised either when the performance obligation in thecontract has been performed (‘point in time’ recognition)or ‘over time’ as control of the performance obligation istransferred to the customer. The payment terms are over
the term of the contract.
— Subscription fees
Subscription fees on pay channel platforms and fromsubscriptions to print and online publications and services arerecognised as earned, pro-rata over the subscription period.
The performance obligation is to provide the subscription
service over the period of the contract. This performanceobligation meets the definition of ‘right to access’ as thecustomer simultaneously receives and consumes the benefits
as the group provides the service. Therefore, subscription fee
income is recognised ‘over time’. Minimum guarantees related
to subscription fee income are recognised pro-rata straightline over the contract life, in line with ‘over time’ recognition.
The payment terms are quarterly in arrears.
— Advertising income
Advertising income is recognised on transmission or
publication of the advertisement. The performance obligation
is satisfied at this ‘point in time’ – when each advertisement
occurs. The payment terms are over the term of the contract.
— Consumer products
Income generated from the sale of consumer products is
recognised at the time of delivery. Income from the sale ofgoods is stated net of deductions for actual and expected
returns based on management judgement and historicalexperience. The performance obligation is delivery of the
products, and therefore income is recognised at a ‘point intime’. The payment terms are over the term of the contract.

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H. Basis of preparation of the financial
statements and other accounting policies
continued
Accounting policies relevant to section A continued— Royalties
Royalty income arising from sales and usage-based royalties
are recognised at the later of when the subsequent sales or
usage occurs, or the performance obligation has been satisfied.
Minimum guarantees related to royalty income are recognised
on delivery of the completed content to the customer, with any
subsequent royalties recognised as earned. Therefore, royalty
income is recognised at a ‘point in time’. The payment terms
are over the term of the contract.
Other income— Grant income
Grants from Government departments are recognised asincome in the financial year that they relate to. Grants fromother public bodies are recognised as income consistently withthe related costs, provided that there is reasonable assurance
that the BBC will comply with any conditions attached to the
grant and that the grant will be received.
— Rental income
Rental income is recognised on a straight-line basis over theterm of the lease.
Costs of obtaining long-term contracts and costs of fulfilling
contracts
The costs of fulfilling contracts do not result in the recognitionof a separate asset because:— such costs are included in the carrying amount of inventory
for contracts involving the sale of goods; and— for service contracts, income is recognised over time byreference to the stage of completion, meaning that control of
the asset is transferred to the customer on a continuous basis
as work is carried out. Consequently, no asset for work inprogress is recognised.
The group has taken advantage of the practical exemptions:— not to account for significant financing components where thetime difference between receiving consideration andtransferring control of goods (or services) to its customer is one
year or less; and— expense the incremental costs of obtaining a contract when theamortisation period of the asset otherwise recognised would
have been one year or less.
Use of estimates and judgements – Income recognition
The largest income stream for the BBC is licence fee income;received from the DCMS. This also gives rise to the largest
receivable to the BBC, which is calculated based upon the valueof licences issued in the year, less a deduction for refunds andcancellations. The expected credit loss in relation to this balancetakes into the account the number of individual licences cancelled
or refunded. Income recognition in the BBC’s commercial
operations is complex however, with a number of different income
streams including sale of content to global broadcasters,
subscription income and income from the sale of physical anddigital products. The complexity of individual contractual terms
may require the BBC to make judgements in assessing when thecriteria for recognising income have been satisfied, particularly
whether the BBC has sufficiently fulfilled its obligations under
the contract to allow income to be recognised.

Spend on the BBC’s services
Disclosures on the BBC Public Service Broadcasting expenditure
can be found within the Strategic Report. Below details some of
the key policies adhered to.
Spend by BBC service shows the cost to the licence fee payer ofproviding the relevant service and therefore excludes any costs
funded by a co-producer.
Where a programme is broadcast on more than one channel, thefull cost of the programme is recognised as a cost of the channel
where the programme is first broadcast. However, where a
programme is commissioned by two channels, the cost of the
programme is recognised as a cost of the primary channel
irrespective of the channel holding the first transmission.
For BBC Online, the service spend reflects the incremental costsof getting content to audiences unless the content is specificallycommissioned for this service.
This means the costs reported against individual services are notnecessarily equivalent to the costs which would be incurred bysuch a service on a stand-alone basis.
Development spend funds the near-term development of new
platforms and services, particularly for BBC Online. This is
primarily focused on new features for existing services and also
includes related support and overhead costs. It is distinct fromresearch department costs (see Note B1) which is focused onmuch longer-term research of new technology and standards
that benefit the whole industry.
Accounting policies relevant to section B
Completed originated programmes, programmes in production andprepayments to acquire future programme-related rights
Programme assets reported as inventory effectively represent
the BBC’s right to broadcast. The BBC’s right to sell programme
rights are, however, recognised within intangible assets.
Completed originated programmes and programmes in
production are held at cost.
Cost includes all direct costs, production overheads and a
proportion of other attributable overheads. The proportion ofprogrammes necessarily taking a substantial period of time to
produce is small and, as such, no borrowing costs are included
in cost.
Where, exceptionally, it becomes certain that a programme isunable to be broadcast, the full value of the programme is written
off to the income statement.
Programme development costs are expensed to the income
statement until such time as there is a strong indication that thedevelopment work will result in a commissioned programme1, when
any further costs are recognised as programme-related assets.
Originated programmes that are still in production at the balance
sheet date are recognised as programmes in production, exceptthat prepayments to acquire future programme-related rights
are shown separately where the BBC has made payments to
independent producers, or the holders of certain rights (forexample, rights to broadcast sporting events), to receive theprogramme on completion.

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Financial statements
Notes to the accounts continued
H. Basis of preparation of the financial
statements and other accounting policies
continued
Accounting policies relevant to section B continued
Rights to broadcast acquired programmes and films
The rights to broadcast acquired programmes and films arerecognised at cost. The costs of acquired programmes and films
are expensed on first transmission except to the extent that the
number of further showings are contractually agreed, when they
are expensed according to the expected transmission profile.
Assets and liabilities relating to acquired programmes arerecognised at the point of payment or commencement of thelicence period, whichever is earlier. Agreements for the futurepurchase of rights whose licence period has not commenced andwhere there has been no payment by the balance sheet date aredisclosed as purchase commitments.
Where the BBC has invested in independent productions, inaddition to broadcasting rights, the BBC may obtain rights tofuture royalties from the sale of rights associated with the
production. These residual interests are recognised initiallyat cost subject to amortisation as royalties are received andimpaired if anticipated royalties do not materialise.
Accounting policies relevant to section C
Other employee benefits
Other short and long-term employee benefits, including holiday
pay and long service leave, are recognised as an expense over theperiod in which they accrue.
Termination benefits
Termination benefits are expensed at the earlier of when the
BBC can no longer withdraw the offer of those benefits and whenthe BBC recognises costs for a restructure.
Defined contribution plans
The amounts charged as expenditure for the defined contributionplans represent the contributions payable by the BBC for theaccounting period.
Defined benefit plans
The defined benefit plans, of which the significant minority ofstaff are members, provide benefits based on pensionable pay.
The assets of the BBC’s Pension Scheme are held separately fromthose of the BBC.
Pension scheme assets are measured at fair value. Pension
scheme liabilities are measured using the projected unit credit
method. The present value of scheme liabilities is calculated bydiscounting estimated future cash outflows at the current rate of
return on a high-quality corporate bond of equivalent term andcurrency to the liabilities.
Should the pension scheme be in a net asset position, under thepension scheme rules, the BBC considers that they are entitled toany surplus on the pension scheme in the event that it is wound
up. It is the actuarial valuation, as opposed to the IAS 19 estimate,which would be used to determine the amount due if the scheme
was wound up.
Remeasurements comprising gains and losses and the return on
scheme assets (excluding interest) are recognised immediately
in the balance sheet with a charge or credit to the statement ofcomprehensive income in the period in which they occur.
Remeasurement recorded in the statement of comprehensive
income is not recycled. When the benefits of a plan are changed
the resulting change in benefit that relates to past service isrecognised immediately in the income statement. Net interest is
calculated by applying a discount rate to the net defined benefit
liability or asset. Defined benefit costs are split into three
categories:— current service cost, past-service cost and gains and losses
on settlements and curtailments;— net interest expense or income; and— remeasurement.
The current service cost and past-service cost are included
within operating costs in the consolidated income statement.
Curtailments gains and losses are accounted for as past-service
cost. Net interest expense or income relating to the funded
defined benefit pension plans is included within ‘financeincome’ or ‘finance costs’, as relevant, in the consolidated
income statement.
Administration costs directly related to the management of plan
assets are deducted from the return on plan assets, which arerecorded as remeasurements in the statement of comprehensive
income. Other administrative scheme expenses associated withrunning the scheme are recorded within operating expenses
when incurred.
The retirement benefit obligation recognised in the consolidatedbalance sheet represents the deficit or surplus in the BBC’s
defined benefit schemes. Any surplus resulting from thiscalculation is limited to the present value of any economic
benefits available in the form of refunds from the schemesor reductions in future contributions to the schemes.
Use of estimates and judgements – post-retirement benefits
The pension costs and obligations of the BBC’s defined benefit
schemes are calculated on the basis of a range of assumptions,
including the discount rate, inflation rate, salary growth andmortality. Differences arising as a result of actual experience
differing from the assumptions, or future changes in theassumptions, will be reflected in subsequent periods. A smallchange in assumptions can have a significant impact on thevaluation of the liabilities. Further analysis on the sensitivityof pension assumptions is given in Note C7.1.
Accounting policies relevant to section D
Owned assets
Other than as noted below, items of property, plant andequipment are stated at cost less accumulated depreciation andany accumulated impairment losses.
Cost includes expenditure that is directly attributable to theacquisition of the asset.
LeasesUnder IFRS 16, at inception of a contract the group assesses
whether a contract contains a lease; defined as a contract thatconveys the right to control the use of an identified asset fora period of time in exchange for consideration. The groupassesses whether:— the contract involves the use of an identified asset – either
specified explicitly or implicitly – and should be (or represent
substantially all the capacity of) a physical asset. If the
supplier has substantive substitution rights, then the asset
is not identified;— the group has the right to obtain substantially all the economic
benefits from use of the asset throughout the period of use; and— the group has the right to direct the use of the asset, which iswhen it has the decision-making rights that are most relevant
to changing how and for what purpose the asset is used.

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H. Basis of preparation of the financial
statements and other accounting policies
continued
Accounting policies relevant to section D continued
This predominantly includes land and buildings (both in the UK
and overseas) as well as a range of specialised broadcast equipment.
At inception or on reassessment of a contract that contains a lease
component, the group allocates the consideration in the contract
to each lease component on the basis of their relevant stand-alone
prices as determined by the underlying contract.
Depreciation
Depreciation is provided to write off the cost of each item ofproperty, plant and equipment, less its estimated residual value,
on a straight-line basis over its estimated useful life. The major
categories of property, plant and equipment are depreciated asfollows:
Land and buildings
Freehold land

not depreciatedFreehold buildings

estimated useful life

50 years

Freehold building
improvements

estimated useful life

10 to 50 years

Leasehold buildings
and improvements

estimated useful life

shorter of 50 years orlife of lease

Plant and machinery
Computer equipment straight-line

3 to 5 years

Electrical andmechanicalinfrastructurestraight-line

10 to 25 years

Otherstraight-line

3 to 10 years

Furniture andfittings

straight-line

3 to 10 years

Depreciation methods, estimated useful lives and residual values
are reviewed at each reporting date.
Use of estimates and judgements – capital projects
The BBC is completing a number of significant capital projects forwhich amounts have been capitalised on the BBC’s balance sheet.
The most critical estimates that the capitalised values are based
upon is the recoverability of these assets, dependent on theachievement of project completion, and the assets being usedin the manner intended as part of the original business case.
Investment properties
Investment properties are initially recognised at cost andsubsequently carried at cost less accumulated depreciation andaccumulated impairment losses. Depreciation is calculated using
a straight-line method to allocate the depreciable amounts overthe estimated useful lives of the properties (see depreciation onland and buildings above). The residual values, useful lives anddepreciation method of investment properties are reviewed, andadjusted as appropriate, at each balance sheet date. The effects
of any revision are included in the profit and loss when thechanges arise.

As a lessee
The group recognises a right-of-use asset and a lease liability uponlease commencement. The right-of-use asset is initially measured
at cost, being the initial amount of the lease liability adjusted forany lease payments made before the commencement date, plus
any initial direct costs and an estimate of restoration costs, lessincentives received.
The right-of-use asset is subsequently depreciated using astraight-line method from the commencement date over the leaseterm (which is equal to, or shorter than, the asset’s useful life). The
right-of-use asset is periodically reduced by impairment losses
and adjustments for certain remeasurement of the lease liability.
The lease liability is initially measured at the present value of
unpaid lease payments at commencement, discounted using thegroup’s incremental borrowing rate (unless the interest rate
implicit in the lease can be readily determined).
The incremental borrowing rate is the rate of interest that would
hypothetically have to be paid to borrow over a similar term, andwith a similar security, the funds necessary to obtain an asset ofa similar value to the right-of-use asset in a similar economic
environment. A small change in the rate could have a significant
impact on the valuation of respective lease liabilities.
Lease payments included in the measurement of the lease liability
comprise the following:— fixed payments;— variable payments dependent on an index or rate, measured
using the index or rate at the commencement date;— amounts expected to be payable under a residual value
guarantee; and— the exercise price under a purchase option or lease payments inan optional renewal period that the group is reasonably certain
to exercise, and early termination penalties of a lease unlessthe group is reasonably certain not to terminate early.
The lease liability is measured using the effective interest method.
It is remeasured when there is a change in future lease payments
arising from a change in index or rate, change in estimate of theamount expected to be payable under a residual value guarantee,
a change in the lease term or a change in the assessment of an
option being exercised.
The group has a number of options to extend the lease on aright-of-use asset, or to purchase the underlying asset – typicallyrelating to land and buildings, either in the UK or overseas.
An assessment of the location and the availability of suitable
alternatives has been undertaken in determining the likelihoodof exercising these options.
When the lease liability is remeasured a corresponding
adjustment is made to the carrying amount of the right-of-use
asset. If the carrying value has been reduced to zero then any
further reductions are recorded in the income statement.
Right-of-use assets are presented in ‘property, plant andequipment’ and lease liabilities are presented in borrowings
in the statement of financial position.

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Financial statements
Notes to the accounts continued
H. Basis of preparation of the financial
statements and other accounting policies
continued
Accounting policies relevant to section D continued
The group has elected not to recognise right-of-use assets andlease liabilities for short-term leases that have a lease term of 12months or less and leases of low-value assets, which are expensed.
This includes laptops and other items of small IT equipment.
When determining the accounting for a finance lease, the BBC has
assessed whether it has the right to use the leased asset at the
inception1 of the lease, or whether this right passes at a later date(‘the commencement date’).
Where a significant site is being redeveloped, occupation may
occur in distinct phases; consequently, the leased asset andliabilities are recognised based on the proportion of the site
occupied at each commencement date.
Accounting policies relevant to section E
Programme-related intangible assets
The BBC’s right to sell programme rights is recognised within
intangible assets. Programme assets reported as inventory
effectively represent the BBC’s right to broadcast, however.
Programme rights acquired by the group are either purchased,
generated internally or licensed following the payment of anadvance on royalties. Where the group controls the respective
assets and the risks and rewards attached to them, rights are
initially recognised at acquisition cost or production cost. The
carrying amount is stated at cost less accumulated amortisationand provision for impairment.
Amortisation including impairment is charged to the income
statement to match the estimated future economic benefit. This iscalculated as the higher of an estimated recoupment profile basedon the average historic performance of the overall distribution
rights portfolio or the actual recoupment of the specific initial
distribution advance.
Where the carrying value of any individual set of rights exceeds
management’s best estimate of future exploitation revenues, aprovision for impairment is recorded in the income statement
immediately.
For self-produced content, distribution rights exclude coproduction costs borne by third parties. These costs are deferred
within current assets and expensed upon recognition of theassociated production income. Production income is recognised inaccordance with the group’s revenue recognition policies.
Research and development expenditure – internally generated
intangible assets
Expenditure on research activities is written off in the income
statement when incurred.
Expenditure on development activities is included on the balance
sheet as an asset only if both of the following conditions are met:
— it is probable that the asset will generate future economic
benefits; and— the development costs of the asset can be measured reliably.
The assets are measured at cost less accumulated amortisation
and any accumulated impairment losses.
For the PSB Group it is generally unlikely that future economic
benefits in the form of cash inflows will be received, and as aresult, other than assets created for use by the business indelivering its public purposes, development costs are only
capitalised by the BBC Group’s commercial businesses.
Other intangible assets
Other intangible assets acquired separately by the BBC are statedat cost less accumulated amortisation and any accumulated
impairment losses. The identifiable intangible assets acquired aspart of a business combination are shown at fair value at the dateof acquisition (in accordance with IFRS 3 Business Combinations)less accumulated amortisation and any accumulated impairment
losses.
Amortisation1
Amortisation is charged to the income statement on a systematic
basis over the estimated useful lives of intangible assets, from thedate that they are available for use, unless such lives areindefinite.
Amortisation methods, useful lives and residual values arereviewed at each balance sheet date and adjusted if appropriate.
The useful lives and amortisation methods of other classes ofintangible asset are as follows:
Customer
relationships

Straight-line

Unexpired term ofagreement

Licences andtrademarks

Straight-line

30 years or
unexpired term

SoftwareStraight-line

2 to 5 years

Other

Straight-line

3 to 8 years

Amortisation of distribution rights is charged to the income
statement to match the average income profile over its estimatedaverage marketable life.
Impairment1: Non-financial assets
At each balance sheet date, the BBC reviews the carrying amount(net amount held on the balance sheet) of those assets that are
subject to amortisation, to determine whether there is anindication that any of those assets has suffered any impairment
loss. If any such indication exists, the recoverable amount of theasset is estimated in order to determine the extent of any
impairment loss.
For goodwill, the recoverable amount is estimated each year at thesame time.
The recoverable amount of an asset is the higher of fair value lesscosts to sell and value in use. For the purposes of impairment
testing, assets are grouped at the lowest level at which theygenerate separately identifiable cash flows (cash-generating units).
In assessing value in use, the estimated future cash flows are
discounted to their present value using a pre-tax discount ratethat reflects current market assessments of the time value ofmoney and the risks specific to the asset for which the estimatesof future cash flows have not been adjusted.
An impairment loss is recognised in the income statement for
the amount by which the asset’s carrying amount exceeds its
recoverable amount. Where a cash-generating unit is impaired,
the impairment loss will first be allocated to reduce goodwill
and then to the other assets of the cash-generating unit on a
pro-rata basis, except that the carrying amount of any individual
asset will not be reduced below its separately identifiable
recoverable amount.

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H. Basis of preparation of the financial
statements and other accounting policies
continued
Accounting policies relevant to section E continued
Impairment losses in respect of goodwill are not reversed.
In respect of assets other than goodwill, an impairment loss
is reversed if there has been a change in the estimates used
to determine the recoverable amount. An impairment loss
is reversed only to the extent that the asset’s carrying amount
does not exceed the carrying amount that would have been
determined, net of depreciation or amortisation, if noimpairment loss has been recognised.
Goodwill
Goodwill is recorded in the balance sheet as the difference
between the fair value of the consideration transferred by the
BBC and the recognised amount of non-controlling interests inthe acquire compared to the fair value of the identifiable assets
and liabilities acquired. These are all measured at the dateof acquisition. Where the consideration is less than the net
assets acquired, the difference is recognised immediately
in the income statement.
Goodwill arising on the acquisition of associates and joint
ventures is included in the carrying amount of the associate
or joint venture and is tested for impairment as part of theoverall balance.
Subsequent measurement of separately recognised goodwill –goodwill is tested annually for impairment and is measured atcost less any accumulated impairment losses. For the purposesof impairment testing the goodwill is allocated to cash-generating
units on the basis of those expected to benefit from the relevantbusiness combination.
Accounting policies relevant to section F
Use of estimates and judgements – impairment of goodwill
The determination of whether goodwill is impaired requires anestimation of the value in use of the cash-generating units. The
value in use calculation requires the entity to estimate the future
cash flows expected to arise from the cash-generating unit and asuitable discount rate that reflects current market assessments of
the risks specific to the asset and the time value of money, in orderto calculate present value. The estimation process is complex due
to the inherent risks and uncertainties associated with long-term
forecasting. If different estimates of the projected future cash
flows or a different selection of an appropriate discount rate or
long-term growth rate were made, these changes could materiallyalter the projected value of the cash flows of the asset, and as aconsequence materially different amounts would be reported in
the financial statements.
Trade and other payables
Trade and other payables are recognised initially at fair value andsubsequently measured at amortised cost using the effective
interest method1 .
Borrowing costs
Borrowing costs directly attributable to the acquisition,
construction or production of qualifying assets (those necessarily
taking a substantial period of time to get ready for their intendeduse) are added to the cost of those assets, until such time as theassets are ready for their intended use.

Originated programmes can be qualifying assets, but thosenecessarily taking a substantial period of time to get ready forbroadcast are a small proportion of overall programme
investment. Any borrowing costs that could be attributed to those
programmes are not significant and, therefore, no borrowing costs
are capitalised.
All finance income and other borrowing costs are recognised inincome and expense in the period in which they are incurred.
Use of estimates and judgements – provisions
Judgements are employed in determining if a past event has givenrise to a present obligation that will result in probable payment by
the BBC that can be measured reliably. Estimation techniques areused, following the review of such events, if it is determined that aprovision is required. Such techniques are used in the calculationof the best estimate of the amount required to settle obligations,
including determining how likely it is that expenditure will be
required by the BBC. This can be very complex, especially when
there is a wide range of possible outcomes. The BBC recognises
decommissioning liabilities as part of the initial cost of the asset,
discounted to present value. The BBC reassesses whether there
has been a change in this liability based on the facts andcircumstances at each balance sheet date.
Use of estimates and judgements – accruals
Accruals include work in progress accruals, which arise ininstances where a performance obligation has been satisfied but
all associated expenditure has not yet been incurred. The basisof the calculation of such accruals is based upon forecast
expenditure required to fulfil the contract.
Accounting policies relevant to section G
Taxation
The tax charge for the period comprises both tax currently
payable and deferred tax. Taxation is recognised in the income
statement except to the extent that it relates to items recognised
directly in reserves, in which case it is recognised in reserves.
Current tax is the expected tax payable for the year, using tax
rates that are enacted or substantively enacted at the balance
sheet date, and any adjustment to tax payable in respect ofprevious years. In respect of tax currently payable:— the PSB Group is not liable to corporation tax on any surplus
licence fee income or grants received from Government
departments; however, it is fully liable for corporation tax on
capital gains and on all its other external income. Expenditureon capital assets is not eligible for capital allowances giving
rise to temporary differences that would lead to deferred tax
assets or liabilities. Movements of fair value adjustments in
the income statement give rise to deferred tax balances; and— the BBC’s commercial subsidiaries are liable for corporation
tax based on taxable profit for the year.
Current tax assets and current tax liabilities are offset if, and only
if, there is a legally enforceable right to set off the recognised
amounts; and the entity intends either to settle on a net basis,or to realise the asset and settle the liability simultaneously.
Deferred tax is provided using the balance sheet liability method
on any temporary differences between the carrying amounts ofassets and liabilities for financial reporting purposes and theamounts used for taxation purposes. The amount of deferred tax
provided is based on the tax rates expected to apply in the period
when the liability is settled or the asset is realised using tax rates
enacted or substantively enacted at the balance sheet date.

1 See Glossary for further details

Financial statements

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255

Financial statements
Notes to the accounts continued
H. Basis of preparation of the financial
statements and other accounting policies
continued
Accounting policies relevant to section G continued
Deferred tax assets and deferred tax liabilities are offset only
where there is a legally enforceable right to offset current tax
assets against current tax liabilities; and the deferred tax assets
and the deferred tax liabilities relate to income taxes levied by thesame taxation authority on either:— the same taxable entity; or— different taxable entities which intend either to settle current
tax liabilities and assets on a net basis, or to realise the assets
and settle the liabilities simultaneously, in each future period
in which significant amounts of deferred tax liabilities or assets
are expected to be settled or recovered.
Financial instruments
The BBC classifies its financial assets and liabilities into one of thecategories discussed below, depending on the purpose for which
the asset was acquired. Other than financial instruments in aqualifying hedging relationship, the BBC’s accounting policy
for each category is as follows:
Amortised cost
The BBC’s financial assets measured at amortised cost comprisetrade and other receivables, contract assets, cash and cash
equivalents and borrowings. The BBC’s financial liabilities
measured at amortised cost comprise trade and other payables,
contract liabilities and borrowings. They principally arise fromthe provision of goods and services, but also incorporate othertypes of financial assets/liabilities where the objective is to collector receive contractual cash flows and the contractual cash flows
are solely payments of principal and interest.
Trade and other receivables and contract assets
Trade and other receivables and contract assets are recognised
initially at transaction price and subsequently at amounts
considered recoverable (amortised cost). Estimates are used indetermining the level of receivables that will not be collected.
These estimates include factors such as historical experience, thecurrent state of the UK and overseas economies and industry
specifics. A provision for impairment of trade and otherreceivables and contract assets is recognised based on thesimplified approach using the lifetime expected credit losses.
During this process the probability of non-payment is assessed.
This probability is then multiplied by the amount of the expected
loss arising from default to determine the lifetime expected credit
loss for the trade and other receivables and contract assets.
The most significant trade and other receivable is the licence fee
receivable, which represents amounts due from the DCMS for
licence fee payments not yet collected but due. The calculation ofthis balance carries a degree of estimation (see page 251), however
we do not believe that the estimation uncertainty/difference
would be material to the accounts.
Changes in the carrying amount of the allowance are recognisedin the income statement within total operating costs.
Contract liabilities
A contract liability is recognised when payment is received prior
to the associated performance obligation being fulfilled. It isreleased to revenue when the performance obligation is satisfied.

Cash and cash equivalents
Cash and cash equivalents comprise cash balances and calldeposits with maturities of less than three months (short-term
deposits). Cash and cash equivalents also include licence fee funds
collected on behalf of HM Treasury, which are excluded from thegroup’s net funds and in respect of which a separate creditor
is recognised.
Fair value through surplus/deficit
This category comprises derivatives. Those in-the-money
derivatives are financial assets whilst those out-the-money
are financial liabilities.
The BBC does not enter into speculative derivative contracts;
however, some derivative financial instruments are used to
manage the BBC’s exposure to fluctuations in interest rates(interest rate swaps1, caps1 and collars1) and foreign currency
exchange rates (foreign currency forward contracts andcurrency options).
Derivative financial instruments, excluding derivatives held as
qualifying hedges, are initially recognised at fair value and aresubsequently remeasured to fair value at the balance sheet datewith movements recorded in the income statement.
Interest rate swaps, caps and collars
The fair value is the estimated amount that the BBC would receiveor pay to terminate the swap, cap or collar at the balance sheet
date, taking into account current interest rates, the current
creditworthiness of swap, cap or collar counterparties andthe creditworthiness of the BBC.
Foreign currency forward contract rates
The fair value of forward foreign exchange contracts isdetermined by using the difference between the contract
exchange rate and the quoted forward exchange rate at thereporting date from third parties.
Embedded derivatives
An embedded derivative is a component of a hybrid contract that
also includes a non-derivative host – with the effect that some of
the cash flows of the combined instrument vary in a way similar
to a stand-alone derivative.
Derivatives embedded in hybrid contracts with a financial asset
host within the scope of IFRS 9 are not separated. The entire
hybrid contract is classified and subsequently measured as either
amortised cost or fair value as appropriate.
Derivatives embedded in hybrid contracts with hosts that are notfinancial assets within the scope of IFRS 9 (e.g. financial liabilities)
are treated as separate derivatives when they meet the definitionof a derivative, their risks and characteristics are not closely
related to those of the host contracts and the host contracts are
not measured at fair value through surplus/deficit.
If the hybrid contract is a quoted financial liability, instead of
separating the embedded derivatives, the BBC generally
designates the whole hybrid contract at fair value throughsurplus/deficit.
Other investments
The BBC has strategic investments in listed and unlisted entities
which are not accounted for as subsidiaries, associates or joint
ventures. These investments were previously classed as available
for sale under IAS 39, and are now held at fair value throughsurplus/deficit.

1 See Glossary for further details

256

BBC Annual Report and Accounts 2020/21

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H. Basis of preparation of the financial
statements and other accounting policies
continued
Accounting policies relevant to section G continued
Fair value through other comprehensive income
Certain derivatives designated as cash flow hedges are recognised
at fair value through other comprehensive income. See hedge
accounting below for further details.
Hedge accounting
Where hedge accounting is applied, the BBC has elected to adopt
the hedge accounting requirements of IFRS 9 Financial
Instruments. The BBC enters into hedge relationships where thecritical terms of the hedging instruments and the hedged item
match. Hedge effectiveness is determined at the origination of thehedging relationship. Quantitative effectiveness tests are
performed at each period end to determine the continuing
effectiveness of the relationship. In instances where changes
occur to the hedged item which results in the critical terms nolonger matching, the hypothetical derivative method is used toassess effectiveness.
The BBC designates certain derivatives as cash flow hedges by
documenting the relationship between the hedging instrument
and the hedged item, along with the risk management objectives
and its strategy for undertaking various hedge transactions.
Where the hedge is deemed to have been effective, the effective
portion of any changes in the fair value of the derivatives that aredesignated in the hedge are recognised in other comprehensive
income. The accumulated amount in the cash flow hedge reserveis reclassified to profit or loss in the same period as the hedged
cash flows affect profit or loss. Any ineffective portion of thehedge is recognised immediately in the income statement.

Reserves
The operating reserve is the accumulated surplus/deficit to date.
The hedging reserve is used to record the effective portion of the
cumulative net change in the fair value of cash flow hedging
instruments related to hedged transactions that have not yet
occurred (net of tax).
The translation reserve is used to record exchange differences
arising from the retranslation of the net assets and results ofoverseas subsidiaries.
The other reserve includes fair value gains and losses on financial
assets recognised through other comprehensive income and thefair value of put option liabilities arising on acquisition ofsubsidiaries.
New standards and interpretations not yet adopted
At the date of authorisation of these financial statements, thefollowing standards and interpretations, which have not been
applied in these financial statements, were in issue but not yet
effective (and in some cases had not yet been adopted by the EU).
— Covid-19-Related Rent Concessions (Amendment to IFRS 16)— Interest Rate Benchmark Reform – Phase 2 (Amendments to
IFRS 9, IAS 39, IFRS 7, IFRS 4 and IFRS 16)
The directors do not expect that the adoption of the standards
and interpretations above would have a material impact on thefinancial statements of the group in future periods.

Use of estimates and judgements – impairment of financial assets
Financial assets are assessed at each balance sheet date todetermine whether there is any objective evidence of impairment.
Judgement is required when considering the factors indetermining whether there is objective evidence of impairment;
which include significant financial difficulty of the counterparty
and breach of contract. Individually significant financial assets
are tested for impairment on an individual basis. The remaining
financial assets are assessed collectively in groups that sharesimilar credit risk characteristics. The amount of the loss ismeasured as the difference between the asset’s carrying amountand the present value of estimated future cash flows discounted
at the financial asset’s original effective interest rate. All
impairment losses are recognised in the income statement.
The group uses an allowance matrix to measure the expectedcredit losses of trade receivables from individual customers.
Loss rates are based on actual credit loss experience which areadjusted to reflect differences between customer base during theperiod over which the historical data has been collected, as wellas any forward-looking information regarding the company’sview of economic and industry-wide conditions over the expected
lives of the receivables.
The group has further reviewed the amounts provided against
receivables for expected credit losses, taking into account thepotential for increased losses due to the economic impact of theCovid-19 pandemic. In addition to revisiting historic loss rates,
this review assessed if heightened sectoral exposure anduncertainty impacted certain segments of the receivables
balances, resulting in a qualitative adjustment being required.

1 See Glossary for further details

Financial statements

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Financial statements
Glossary
The table below explains the financial terms used within the financial statements:
Term

Note

Definition

Amortisation

H

Amortisation is the reduction reflected in the carrying value of the asset as a consequence of theregular use of that asset by the organisation.

Associate

E3

An associate is an entity that the BBC has significant influence over, but that does not meet thedefinition of a joint venture or subsidiary. Significant influence is the power to participate in thefinancial and operating decisions of an entity but is not control or joint control over those policies.

BBC’s Television Licence
Fee Trust Statement

A set of financial statements containing an annual report and accounts on income from licencefee customers. The document also contains reports by the National Audit Office who haveaudited the financial statements and the processes for collecting the licence fee.

Cash flow swaps

G3.2

The BBC’s cash flow swaps exchange a series of variable cash flows for a series of fixedcash flows.

Cash-generating units

E2

Cash-generating units are the smallest group of assets that can independently generatecash flows.

Changes in demographic
and financial
assumptions

G2.1

Changes in demographic and financial assumptions represent the changes in estimates used tovalue the future pension asset/liability. Demographic assumptions include mortality rates, staff
turnover and early retirement. Financial assumptions encompass items such as discount rate
and future salary levels.

Commissioned
programme

H

A commissioned programme is where an agreement has been made for the programme to be
produced for broadcast.

Credit risk

G3.1

Credit risk is the risk of financial loss to the group if a customer or counterparty to a financial
instrument fails to meet its contractual obligation.

Current service cost

C6.2

The current service cost is the underlying cost to the BBC of pension rights earned by employees
during the year.

Deferred tax

G1.1

Deferred tax is the amount of income tax payable or recoverable in future periods in respect oftaxable or deductible temporary differences, the carry forward of unused losses, and/or the carryforward of unused tax credits. Temporary differences are differences between the carrying
amount of an asset or liability in the statement of financial position and its tax base, where thetax base of an asset or liability is the amount attributed to that asset or liability for tax purposes.

Derivative

G3.2

A derivative is an asset or liability that is dependent on, or derives its value from, another asset or
liability and is to be settled in the future.

Discount rate

G2.5

The discount rate for the IAS 19 Pensions valuation has been derived with reference to market
yields at the end of the reporting period on AA-rated sterling-denominated corporate bonds withmaturities consistent with the estimated term of the post-employment benefit obligations.
Certain types of bonds are excluded from the calculating model, either because they haveunusual features, are relatively small or potential outliers, in order to remove the distortion thatmight otherwise occur from including unusual, less liquid or potentially misrated bonds.
Extrapolation is performed when the profile of the scheme’s expected benefit outflow is longer
than the cash flows of the available bonds.

Effective interest rateH

An effective interest rate is the rate used to discount future cash flows over the life of the contract
back to present value.

Fair value

D, G

The fair value of an asset is the amount for which the asset could be exchanged between
knowledgeable, willing parties in an arm’s length transaction.

Foreign currencytransactions

G3.2

As these financial statements are prepared in sterling, the BBC’s foreign currency transactions
and balances must be translated at appropriate exchange rates, into sterling. This means thatvariations in exchange rates can cause the valuation of investments to fluctuate, even when there
has been no change in the health of the underlying business.

Forward foreign currency G3.1
contracts

Under forward exchange contracts you buy or sell a currency at a fixed exchange rate withdelivery made on a given date or dates in the future.

Going concern

H

The directors are required to make a statement that the BBC is a going concern, which means it
can meet its debts and continue trading for a period of at least 12 months from the date on whichthese financial statements were signed.

Goodwill

E2

Goodwill is the difference between the monetary value paid for a business and the fair value of
its net assets. It represents the premium the purchaser is prepared to pay for the business.
Where the BBC does not own an entity outright, the other shareholders are known/disclosed as
non-controlling interests.

258

BBC Annual Report and Accounts 2020/21

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Term

Note

Definition

IAS 19 valuation

C7.1

The IAS 19 Pensions valuation takes assets at their market value and discounts the accrued
liabilities by reference to the discount rate of an AA-rated corporate.

Impairment

H

An impairment occurs when the carrying value of an asset is higher than the amount that isrecoverable from its use or sale.

Inception

H

Inception is the point at which a contract is confirmed; this is normally the point at which thecontract is signed.

Interest cost on pension
plan liabilities

F11

The interest cost on pension plan liabilities represents the increase during the year in the value ofthe plan liabilities because the benefits are one year closer to settlement.

Interest rate caps

G3.1

Interest rate caps protect against interest rates rising, by setting an upper limit (cap) on the
floating interest rate, whilst still allowing the benefit of falling interest rates.

Interest rate collars

G3.1Interest rate collars are the same as interest rate caps except that there is also a lower limit set tothe floating interest rate.

Interest rate swaps

G3.1

Interest rate swaps effectively swap a floating rate loan into a fixed rate loan, or vice versa.

Joint venture

E3

A joint venture is where the BBC has joint control over an entity with another partner(s).

Maturity

G2.6

The maturity of a scheme provides an indication of the cash requirements of the scheme and thelikely attitude of the Trustees to risk within their investment policy. The more mature a scheme,
the more likely that Trustees will favour low-risk investments.

Net finance income/(cost)

C6.2

Net finance income/(cost) is the difference between the expected return on assets and theinterest liabilities.

Past service cost

C6.2

The past service charges arise from changes to the terms and conditions relating to members’
defined retirement benefits, resulting in a credit for years of service already given.

Pension scheme

C6

On retirement, members of the BBC’s defined benefit pension scheme are paid their pensions
from a fund which is kept separate from the group, to which the BBC makes cash contributions.

Plan liability

G2.1

The plan liability represents the expected amount of money that will be needed in the future to
pay employees for their current and future service to the company.

Programme rights

E1

Programme rights are rights held by the BBC that permit a future transmission of a particular
programme or event.

Public services

F3

Public services in this context represent the PSB Group.

Put option

G3.2

A put option issued by the BBC provides the holder the rights, but not the obligation, to require
the BBC to buy shares at a future date and price determined by the option agreement.

Related parties

C5

Related parties include key management personnel, their immediate families and external
entities controlled by them.

Remeasurement gains
and losses

G2.4

These gains and losses arise from actual performance being different from that predicted.
Only defined benefit schemes give rise to gains and losses in the statement of comprehensive
income/(loss).

Remeasurements

C6.2

Remeasurements which arise from actual performance being different from that predicted giverise to gains and losses in the statement of comprehensive income.

Remeasurements on plan G2.2
assetsRemeasurements on plan assets represent the amount by which the assets held by the scheme(such as equities, bonds and property) have performed better or worse than the expected prioryear value.

Research costs

B1

Research costs are incurred to explore ideas for new programmes or assets, such as the
BBC iPlayer. Research costs are where the ideas are generated, some of which are then developed
further into a plan or design where the costs are then categorised as development.

Subsidiary undertaking

G6.3

A subsidiary undertaking is an entity that is directly or indirectly controlled by the BBC. Control
exists where the BBC has the power to govern the financial and operating policies of the entity so
as to obtain benefits from its activities. In assessing control, potential voting rights that are
currently exercisable or convertible are taken into account.

Financial statements

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Equality
Information
ReportOur annual Equality Information Reportprovides an update on the progress wehave made in relation to equality, diversity
and inclusion for our workforce.

This section is not subject to audit by the National Audit Office260

BBC Annual Report and Accounts 2020/21

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Staff (reporting is shown separately for our staff and freelancers)
The BBC’s Diversity & Inclusion Strategy 2016-2020 concluded in December 2020 and the performance against the targets set out inthat strategy are below:
All staff and leadership: 31 December 2020
WorkforceDec-20Target

Women (all staff)
Women (leadership)
Disability (all staff)
Disability (leadership)
Black, Asian and Minority Ethnic (all staff)
Black, Asian and Minority Ethnic (leadership)
LGBTQ+ (all staff)
LGBTQ+ (leadership)

48.4%
45.9%
10.1%
8.5%
15.9%
13.0%
11.0%
11.0%

50%
50%
8%**
8%**
15%
15%
8%
8%

Percentages above for gender are calculated as a proportion of the total BBC staff population For all other characteristics, where some staff have chosen not to provide data,
percentages are calculated as a proportion of the known population who declared a response for that characteristic This aligns with the methodology used in the BBC’s Diversity& Inclusion Strategy 2016-2020** The BBC’s target for disabled staff and leadership was raised from 8% (by 2020) to 12% (by 2022) in November 2018 to offer a more stretching target – all targets above reflect
those in the Diversity and Inclusion Strategy 2016-2020

The 2021-2023 Diversity & Inclusion Plan has been published with revised targets, and the performance against those targets as at
31 March 2021 are below:
All staff and leadership: 31 March 2021
WorkforceMar-21

Target

Women (all staff)
Women (leadership)
Black, Asian and Minority Ethnic (all staff)
Black, Asian and Minority Ethnic (leadership)
Disability (all staff)
Disability (leadership)

48.6%
46.1%
15.9%
12.6%
9.0%
8.2%

50%
50%
20%
20%
12%
12%

All percentages above include Prefer Not To Say and No Data categories and therefore show a proportion of the whole staff population

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above

Additional information

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Equality Information ReportAge
All staff age distribution by division: 31 March 2021
Age band (numbers)
Division

Chief Customer
Officer Group
Chief Operating
Group
Content
Group Corporate
Affairs
Group Strategy and
Performance
Managing Director
Group
Nations
News and Current
Affairs
UK Public Service

Age band (%)

Total

<20

20-29

30-39

40-49

50-59

60+

<20

20-29

30-39

40-49

50-59

60+

523

*

109

218

126

64

*

*

20.8

41.7

24.1

12.2

*

3,989
2,622

*
*

601
342

1,231
761

1,156
769

816
591

183
159

*
*

15.1
13.0

30.9
29.0

29.0
29.3

20.5
22.5

4.4
6.2

185

*

39

48

50

35

13

*

21.1

25.9

27.0

18.9

7.1

34

*

*

15

12

*

*

*

*

44.1

35.3

*

*

791
5,311

38
*

202
505

199
1,218

179
1,706

144
1,504

29
377

4.8
*

25.5
9.5

25.2
22.9

22.6
32.1

18.2
28.3

3.7
7.2

3,020

*

288

745

865

898

224

*

9.5

24.7

28.6

29.7

7.5

16,475

41

2,090

4,435

4,863

4,055

991

0.2

12.7

26.9

29.5

24.6

6.1

952

*

162

340

300

134

15

*

17.0

35.7

31.5

14.1

1.6

BBC Studios (Sales &Distribution, Branded
Services &Management)
BBC Studios (TV &Radio Production)

1,127

*

264

342

291

179

51

*

23.4

30.3

25.8

15.9

4.6

BBC Studios

2,079

*

426

682

591

313

66

*

20.5

32.8

28.4

15.1

3.2

World Service Group
Other

1,433
292

*
*

126
51

433
82

477
72

321
71

76
16

*
*

8.8
17.5

30.2
28.1

33.3
24.7

22.4
24.3

5.3
5.4

Other

1,725

*

177

515

549

392

92

*

10.3

29.9

31.8

22.7

5.3

Grand Total

20,279

42

2,693

5,632

6,003

4,760

1,149

0.2

13.3

27.8

29.6

23.5

5.6

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

262

BBC Annual Report and Accounts 2020/21

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Leadership staff age distribution by division: 31 March 2021
Age band (numbers)
Division

Chief Customer
Officer Group
Chief Operating
Group
Content
Group Corporate
Affairs
Group Strategy and
Performance
Managing Director
Group
Nations
News and Current
Affairs

Age band (%)

Total

<20

20-29

30-39

40-49

50-59

60+

<20

20-29

30-39

40-49

50-59

60+

101

*

*

32

40

28

*

*

*

31.7

39.6

27.7

1.0

701
433

*
*

*
*

143
60

294
196

225
142

32
34

*
*

*
*

20.4
13.9

41.9
45.3

32.1
32.8

4.6
7.8

59

*

*

*

18

22

10

*

*

*

30.5

37.3

16.9

17

*

*

*

11

*

*

*

*

*

64.7

*

*

221
600

*
*

*
*

54
57

84
235

71
259

*
46

*
*

*
*

24.4
9.5

38.0
39.2

32.1
43.2

*
7.6

570

*

*

57

201

248

62

*

*

10.0

35.3

43.5

10.8

2,702

*

17

417

1,079

996

193

*

0.6

15.4

39.9

36.9

7.2

307

*

10

88

143

60

*

*

3.3

28.7

46.6

19.5

*

215

*

*

31

98

70

16

*

*

14.4

45.6

32.6

7.4

BBC Studios

522

*

10

119

241

130

22

*

1.9

22.8

46.2

24.9

4.2

World Service Group
Other

264
49

*
*

*
*

39
*

112
21

94
17

19
*

*
*

*
*

14.8
*

42.4
42.9

35.6
34.7

7.2
*

Other

313

*

*

48

133

111

21

*

*

15.3

42.5

35.5

6.7

3,537

*

27

584

1,453

1,237

236

*

0.8

16.5

41.1

35.0

6.6

UK Public Service
BBC Studios (Sales &Distribution, Branded
Services &Management)
BBC Studios (TV &Radio Production)

Grand Total

All staff age distribution by job family: 31 March 2021
Age band (numbers)
Job family

Age band (%)

Total

<20

20-29

30-39

40-49

50-59

60+

<20

20-29

30-39

40-49

50-59

60+

Commissioning
Programming
Sales/Marketing
Support/Admin
Technical/
Engineering
Not Allocated

219
9,612
751
3,896

*
*
*
42

16
1,193
141
573

42
2,639
305
1,112

84
3,005
211
1,107

66
2,282
84
891

11
493
10
171

*
*
*
1.1

7.3
12.4
18.8
14.7

19.2
27.5
40.6
28.5

38.4
31.3
28.1
28.4

30.1
23.7
11.2
22.9

5.0
5.1
1.3
4.4

5,389
412

*
*

759
11

1,459
75

1,480
116

1,294
143

397
67

*
*

14.1
2.7

27.1
18.2

27.5
28.2

24.0
34.7

7.4
16.3

Grand Total

20,279

42

2,693

5,632

6,003

4,760

1,149

0.2

13.3

27.8

29.6

23.5

5.6

Leadership staff age distribution by job family: 31 March 2021
Age band (numbers)
Job family

Age band (%)

Total

<20

20-29

30-39

40-49

50-59

60+

<20

20-29

30-39

40-49

50-59

60+

Commissioning
Programming
Sales/Marketing
Support/Admin
Technical/
Engineering
Not Allocated

156
1,649
146
1,060

*
*
*
*

*
6
*
15

20
184
39
243

71
663
75
419

58
657
29
326

7
139
3
57

*
*
*
*

*
0.4
*
1.4

12.8
11.2
26.7
22.9

45.5
40.2
51.4
39.5

37.2
39.8
19.9
30.8

4.5
8.4
2.1
5.4

518
8

*
*

6
*

97
1

225
*

163
4

27
3

*
*

1.2
*

18.7
12.5

43.4
*

31.5
50.0

5.2
37.5

Grand Total

3,537

*

27

584

1,453

1,237

236

*

0.8

16.5

41.1

35.0

6.6

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents263

Equality Information Report

All staff age distribution by grade bands: 31 March 2021
Age band (numbers)
Grade band

Age band (%)

Total

<20

20-29

30-39

40-49

50-59

60+

<20

20-29

30-39

40-49

50-59

60+

A
B
C
D
E
F
SL
Not Allocated

349
2,343
6,642
6,785
2,231
982
306
641

*
*
*
*
*
*
*
41

120
710
1,311
360
26
*
*
165

58
657
2,180
2,060
478
94
11
94

45
435
1,632
2,317
916
428
108
122

80
423
1,191
1,690
675
393
157
151

45
118
328
358
136
66
30
68

*
*
*
*
*
*
*
6.4

34.4
30.3
19.7
5.3
1.2
*
*
25.7

16.6
28.0
32.8
30.4
21.4
9.6
3.6
14.7

12.9
18.6
24.6
34.1
41.1
43.6
35.3
19.0

22.9
18.1
17.9
24.9
30.3
40.0
51.3
23.6

12.9
5.0
5.0
5.3
6.0
6.7
9.8
10.6

Grand Total

20,279

42

2,693

5,632

6,003

4,760

1,149

0.2

13.3

27.8

29.6

23.5

5.6

All staff leaver and joiner distribution by age: 31 March 2021
Age band (numbers)

Age band (%)

Category

Total

<20

20-29

30-39

40-49

50-59

60+

<20

20-29

30-39

40-49

50-59

60+

Leavers
Joiners

2,718
1,236

*
31

659
549

638
391

471
168

525
83

422
14

*
2.5

24.2
44.4

23.5
31.6

17.3
13.6

19.3
6.7

15.6
1.2

All staff leaver distribution by age and reason for leaving: 31 March 2021
Age band (numbers)

Age band (%)

Reason for leaving

Total

<20

20-29

30-39

40-49

50-59

60+

<20

20-29

30-39

40-49

50-59

60+

Voluntary
Redundancy
End FTC
Other Involuntary
Other

749
1,108
761
31
69

*
*
*
*
*

239
26
388
*
*

287
119
222
*
*

139
234
84
*
*

62
382
51
10
20

22
347
13
*
37

*
*
*
*
*

31.9
2.3
51.0
*
*

38.3
10.7
29.2
*
*

18.6
21.1
11.0
*
*

8.3
34.5
6.7
32.3
29.0

2.9
31.4
1.7
*
53.6

Grand Total

2,718

*

659

638

471

525

422

*

24.2

23.5

17.3

19.3

15.6

All staff internal mover distribution by age: 31 March 2021
Age band (numbers)
Internal move typeAge band (%)

Total

<20

20-29

30-39

40-49

50-59

60+

<20

20-29

30-39

40-49

50-59

60+

Attachment
Promotion
Transfer

599
331
1,000

*
*
*

118
112
354

260
123
360

158
74
188

59
21
81

*
*
16

*
*
*

19.7
33.8
35.4

43.4
37.2
36.0

26.4
22.4
18.8

9.8
6.3
8.1

*
*
1.6

Grand Total

1,930

*

584

743

420

161

21

*

30.3

38.5

21.8

8.3

1.0

All staff age distribution by contract type: 31 March 2021
Age band (numbers)
Contract typeAge band (%)

Total

<20

20-29

30-39

40-49

50-59

60+

<20

20-29

30-39

40-49

50-59

60+

Continuing
Fixed Term less than
1 yr
Fixed Term 1 yr +Flexicon19,162

37

2,199

5,276

5,848

4,679

1,123

0.2

11.5

27.5

30.5

24.4

5.9

933
166
18

*
*
*

433
61
*

306
47
*

119
32
*

54
22
*

16
*
*

*
*
*

46.4
36.7
*

32.8
28.3
*

12.8
19.3
*

5.8
13.3
*

1.7
*
*

Grand Total

20,279

42

2,693

5,632

6,003

4,760

1,149

0.2

13.3

27.8

29.6

23.5

5.6

All staff age distribution by length of service: 31 March 2021
Age band (numbers)
Length of service (yrs)

Age band (%)

Total

<20

20-29

30-39

40-49

50-59

60+

<20

20-29

30-39

40-49

50-59

60+

<1
1-<3
3-<5
5-<10
10+

978
3,442
2,641
4,079
9,139

31
11
*
*
*

421
1,296
646
327
*

304
1,237
1,045
1,920
1,126

146
602
582
1,140
3,533

66
255
305
550
3,584

10
41
63
142
893

3.2
0.3
*
*
*

43.0
37.7
24.5
8.0
*

31.1
35.9
39.6
47.1
12.3

14.9
17.5
22.0
27.9
38.7

6.7
7.4
11.5
13.5
39.2

1.1
1.2
2.4
3.5
9.8

Grand Total

20,279

42

2,693

5,632

6,003

4,760

1,149

0.2

13.3

27.8

29.6

23.5

5.6

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

264

BBC Annual Report and Accounts 2020/21

Return to contents

Disability
All staff disability distribution by division: 31 March 2021
Disability (numbers)
Division

Total

Disabled

Chief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and Performance
Managing Director Group
Nations
News and Current Affairs

523
3,989
2,622
185
34
791
5,311
3,020

45
398
246
17
*
123
396
280

UK Public Service

16,475Not
PreferDisabled not to say

Disability (%)
No DataDisabled

Not
PreferDisabled not to say

No Data

443
3,366
2,211
159
29
631
4,608
2,552

25
172
108
*
*
28
202
125

10
53
57
*
*
*
105
63

8.6
10.0
9.4
9.2
*
15.5
7.5
9.3

84.7
84.4
84.3
85.9
85.3
79.8
86.8
84.5

4.8
4.3
4.1
*
*
3.5
3.8
4.1

1.9
1.3
2.2
*
*
*
1.9
2.1

1,510 13,999

668

298

9.2

85.0

4.1

1.7

BBC Studios (Sales & Distribution, Branded Services &Management)
BBC Studios (TV & Radio Production)

952
1,127

82
126

820
942

43
46

*
13

8.6
11.2

86.1
83.6

4.5
4.1

*
1.1

BBC Studios

2,079

208

1,762

89

20

10.0

84.8

4.3

0.9

World Service Group
Other

1,433
292

71
30

1,247
245

59
11

56
*

5.0
10.3

87.0
83.9

4.1
3.8

3.9
*

Other

1,725

101

1,492

70

62

5.9

86.5

4.1

3.5

Grand Total

20,2791,819

17,253

827

380

9.0

85.1

4.1

1.8

Leadership staff disability distribution by division: 31 March 2021
Disability (numbers)
Not
PreferDisabled not to say

Division

Total

Disabled

Chief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and Performance
Managing Director Group
Nations
News and Current Affairs

101
701
433
59
17
221
600
570

*
59
42
*
*
36
42
36

88
608
371
48
14
171
535
510

Disability (%)
Not
PreferDisabled not to say

No DataDisabled

*
31
17
*
*
11
15
13

*
*
*
*
*
*
*
11

*
8.4
9.7
*
*
16.3
7.0
6.3

87.1
86.7
85.7
81.4
82.4
77.4
89.2
89.5

*
4.4
3.9
*
*
5.0
2.5
2.3

No Data

*
*
*
*
*
*
*
1.9

2,702

232

2,345

95

30

8.6

86.8

3.5

1.1

BBC Studios (Sales & Distribution, Branded Services &Management)
BBC Studios (TV & Radio Production)

307
215

23
19

271
185

12
*

*
*

7.5
8.8

88.3
86.0

3.9
*

*
*

BBC Studios

522

42

456

20

*

8.0

87.4

3.8

*

World Service Group
Other

264
49

13
*

229
44

11
*

11
*

4.9
*

86.7
89.8

4.2
*

4.2
*

Other

313

15

273

14

11

4.8

87.2

4.5

3.5

3,537

289

3,074

129

45

8.2

86.9

3.6

1.3

UK Public Service

Grand Total

All staff disability distribution by job family: 31 March 2021
Disability (numbers)

Disability (%)

Total

Disabled

Not
Disabled

Prefernot
to sayCommissioning
Programming
Sales/Marketing
Support/Admin
Technical/Engineering
Not Allocated

219
9,612
751
3,896
5,389
412

26
802
64
411
505
11

186
8,247
646
3,295
4,523
356

*
393
31
150
238
*

*
170
10
40
123
36

11.9
8.3
8.5
10.5
9.4
2.7

84.9
85.8
86.0
84.6
83.9
86.4

*
4.1
4.1
3.9
4.4
*

*
1.8
1.3
1.0
2.3
8.7

Grand Total

20,2791,819

17,253

827

380

9.0

85.1

4.1

1.8

Job family

No DataDisabled

Not
PreferDisabled not to say

No Data

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents265Equality Information Report

Leadership staff disability distribution by job family: 31 March 2021
Disability (numbers)
Job family

Not
PreferDisabled not to say

Total

Disabled

Commissioning
Programming
Sales/Marketing
Support/Admin
Technical/Engineering
Not Allocated

156
1,649
146
1,060
518
*

14
116
*
111
40
*

136
1,456
132
891
451
*

Grand Total

3,537

289

3,074

Disability (%)
Not
PreferDisabled not to say

No DataDisabled

No Data

*
51
*
47
23
*

*
26
*
11
*
*

9.0
7.0
*
10.5
7.7
*

87.2
88.3
90.4
84.1
87.1
*

*
3.1
*
4.4
4.4
*

*
1.6
*
1.0
*
*

129

45

8.2

86.9

3.6

1.3

All staff disability distribution by grade bands: 31 March 2021
Disability (numbers)
Grade band

Not
PreferDisabled not to say

Total

Disabled

A
B
C
D
E
F
SL
Not Allocated

349
2,343
6,642
6,785
2,231
982
306
641

49
283
602
542
166
97
26
54

282
1,925
5,594
5,860
1,956
839
261
536

Grand Total

20,2791,819

17,253Disability (%)
Not
PreferDisabled not to say

No DataDisabled

No Data

13
101
298
272
75
38
16
14

*
34
148
111
34
*
*
37

14.0
12.1
9.1
8.0
7.4
9.9
8.5
8.4

80.8
82.2
84.2
86.4
87.7
85.4
85.3
83.6

3.7
4.3
4.5
4.0
3.4
3.9
5.2
2.2

*
1.4
2.2
1.6
1.5
*
*
5.8

827

380

9.0

85.1

4.1

1.8

All staff leaver and joiner distribution by disability: 31 March 2021
Disability (numbers)
Category

Total

Disabled

Leavers
Joiners

2,718
1,236

310
140

Not
PreferDisabled not to say

2,171
999

147
93

Disability (%)
No DataDisabled

90
*

11.4
11.3

Not
PreferDisabled not to say

79.9
80.8

5.4
7.5

No Data

3.3*

All staff leaver distribution by disability and reason for leaving: 31 March 2021
Disability (numbers)
Not
PreferDisabled not to say

Reason for leaving

Total

Disabled

Voluntary
Redundancy
End FTC
Other Involuntary
Other

749
1,108
761
31
69

64
138
91
*
10

612
881
601
22
55

Grand Total

2,718

310

2,171

Disability (%)
Not
PreferDisabled not to say

No DataDisabled

35
51
57
*
*

38
38
12
*
*

8.5
12.5
12.0
*
14.5

81.7
79.5
79.0
71.0
79.7

4.7
4.6
7.5
*
*

No Data

5.1
3.4
1.5
*
*

147

90

11.4

79.9

5.4

3.3

All staff internal mover distribution by disability: 31 March 2021
Disability (numbers)
Internal move type

Not
PreferDisabled not to say

Total

Disabled

Attachment
Promotion
Transfer

599
331
1,000

55
33
81

501
270
817

Grand Total

1,930

169

1,588

Disability (%)
Not
PreferDisabled not to say

No DataDisabled

19
16
58

24
12
44

9.2
10.0
8.1

83.6
81.6
81.7

3.2
4.8
5.8

4.0
3.6
4.4

93

80

8.8

82.3

4.8

4.1

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

266

BBC Annual Report and Accounts 2020/21

Return to contents

No Data

All staff disability distribution by contract type: 31 March 2021
Disability (numbers)
Contract type

Not
PreferDisabled not to say

Total

Disabled

Continuing
Fixed Term less than 1 yr
Fixed Term 1 yr +Flexicon19,162
933
166
18

1,711
86
21
*

16,307795
135
16Grand Total

20,2791,819

17,253Disability (%)
Not
PreferDisabled not to say

No DataDisabled

No Data

768
50
*
*

376
*
*
*

8.9
9.2
12.7
*

85.1
85.2
81.3
88.9

4.0
5.4
*
*

2.0
*
*
*

827

380

9.0

85.1

4.1

1.8

All staff disability distribution by length of service: 31 March 2021
Disability (numbers)
Length of service (yrs)Not
PreferDisabled not to say

Total

Disabled

<1
1-<3
3-<5
5-<10
10+

978
3,442
2,641
4,079
9,139

99
339
240
378
763

828
2,940
2,109
3,509
7,867

Grand Total

20,2791,819

17,253Disability (%)
Not
PreferDisabled not to say

No DataDisabled

No Data

51
163
98
157
358

*
*
194
35
151

10.1
9.8
9.1
9.3
8.3

84.7
85.4
79.9
86.0
86.1

5.2
4.8
3.7
3.8
3.9

*
*
7.3
0.9
1.7

827

380

9.0

85.1

4.1

1.8

Immunological

Other

Prefernot tosay

All staff disability description distribution by division: 31 March 2021
Disability description (numbers)

Division

Chief Customer Officer
Group
Chief Operating Group
Content
Group Corporate
Affairs
Group Strategy and
Performance
Managing Director
Group
Nations
News and Current
Affairs
UK Public Service

Total PhysicalSensory

Learning
Disabilities

Learning
Difficulty

SpeechDifficulty

MentalHealthNeurodivergence

Long
Term
HealthCondition

Repeti- Physicaltive
DisfigStrain urement

45
398
246

10
56
37

*
36
20

*
*
*

*
78
39

*
10
*

12
85
46

*
50
15

*
53
36

*
*
*

*
*
*

*
*
*

*
37
12

*
*
*

17

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

123
396

27
73

15
41

*
*

25
46

*
*

31
63

*
28

18
64

*
12

*
*

*
*

17
51

*
*

280

46

25

*

30

*

43

26

58

*

*

*

12

*

1,510

252

141

28

228

25

286

133

240

29

*

*

131

31

BBC Studios (Sales &Distribution, Branded
Services &Management)
BBC Studios (TV &Radio Production)

82

11

*

*

13

*

13

*

17

*

*

*

13

*

126

18

*

*

22

*

15

*

10

*

*

*

11

*

BBC Studios

208

29

12

*

35

*

28

15

27

*

*

*

24

*

World Service Group
Other

71
30

*
*

*
*

*
*

*
*

*
*

14
*

*
*

14
*

*
*

*
*

*
*

10
*

*
*

Other

101

14

*

*

*

*

19

*

19

*

*

*

16

*

1,819

295

159

39

271

29

333

153

286

33

*

*

171

34

Grand Total

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above
Totals for each table differ due to varying disclosure rates Staff with multiple disabilities can appear in more than one column* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents

267

Equality Information Report

All staff disability description distribution by division: 31 March 2021
Disability description (%)
Learning
Difficulty

SpeechDifficulty

MentalHealthNeurodivergence

Long
Term
HealthCondition

PhysicalSensory

Learning
Disabilities

Chief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and
Performance
Managing Director Group
Nations
News and Current Affairs

22.2
14.1
15.0
*

*
9.0
8.1
*

*
*
*
*

*
19.6
15.9
*

*
2.5
*
*

26.7
21.4
18.7
*

*
12.6
6.1
*

*
13.3
14.6
*

*
*
*
*

*
22.0
18.4
16.4

*
12.2
10.4
8.9

*
*
*
*

*
20.3
11.6
10.7

*
*
*
*

*
25.2
15.9
15.4

*
*
7.1
9.3

*
14.6
16.2
20.7

Division

Repeti- Physicaltive
DisfigStrain urement

Immunological

Other

Prefernot to
say

*
*
*
*

*
*
*
*

*
9.3
4.9
*

*
*
*
*

*
*
3.0
*

*
*
*
*

*
*
*
*

*
13.8
12.9
4.3

*
*
*
*

UK Public Service

16.7

9.3

1.9

15.1

1.7

18.9

8.8

15.9

1.9

*

*

8.7

2.1

BBC Studios (Sales &Distribution, Branded Services& Management)
BBC Studios (TV & Radio
Production)

13.4

*

*

15.9

*

15.9

*

20.7

*

*

*

15.9

*

14.3

*

*

17.5

*

11.9

*

7.9

*

*

*

8.7

*

BBC Studios

13.9

5.8

*

16.8

*

13.5

7.2

13.0

*

*

*

11.5

*

*
*

*
*

*
*

*
*

*
*

19.7
*

*
*

19.7
*

*
*

*
*

*
*

14.1
*

*
*

Other

13.9

*

*

*

*

18.8

*

18.8

*

*

*

15.8

*

Grand Total

16.2

8.7

2.1

14.9

1.6

18.3

8.4

15.7

1.8

*

*

9.4

1.9

Repeti- Physicaltive
DisfigStrain urement

Immunological

Other

Prefernot tosayWorld Service GroupOther

All staff disability description distribution by job family: 31 March 2021
Disability description (numbers)

Sensory

Learning
Disabilities

Learning
Difficulty

SpeechDifficulty

MentalHealthNeurodivergence

Long
Term
HealthCondition

Job family

Total PhysicalCommissioning
Programming
Sales/Marketing
Support/Admin
Technical/Engineering
Not Allocated

26
802
64
411
505
11

*
123
13
82
71
*

*
67
*
32
50
*

*
16
*
*
12
*

*
102
*
70
88
*

*
12
*
*
*
*

*
131
12
91
94
*

*
60
*
30
58
*

*
120
14
75
69
*

*
14
*
10
*
*

*
*
*
*
*
*

*
*
*
*
*
*

*
64
*
48
48
*

*
17
*
11
*
*

1,819

295

159

39

271

29

333

153

286

33

*

*

171

34

Repeti- Physicaltive
DisfigStrain urement

ImmunologicalGrand Total

All staff disability description distribution by job family: 31 March 2021
Disability description (%)

MentalHealthNeurodivergence

Long
Term
HealthCondition

PhysicalSensory

Learning
Disabilities

Other

Prefernot toSay

Commissioning
Programming
Sales/Marketing
Support/Admin
Technical/Engineering
Not Allocated

*
15.3
20.3
20.0
14.1
*

*
8.4
*
7.8
9.9
*

*
2.0
*
*
2.4
*

*
12.7
*
17.0
17.4
*

*
1.5
*
*
*
*

*
16.3
18.8
22.1
18.6
*

*
7.5
*
7.3
11.5
*

*
15.0
21.9
18.2
13.7
*

*
1.7
*
2.4
*
*

*
*
*
*
*
*

*
*
*
*
*
*

*
8.0
*
11.7
9.5
*

*
2.1
*
2.7
*
*

Grand Total

16.2

8.7

2.1

14.9

1.6

18.3

8.4

15.7

1.8

*

*

9.4

1.9

Job family

Learning
Difficulty

SpeechDifficulty

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above
Totals for each table differ due to varying disclosure rates Staff with multiple disabilities can appear in more than one column* Data has been replaced with an asterisk where figures are below sample size

268

BBC Annual Report and Accounts 2020/21

Return to contents

All staff disability description distribution by grade bands: 31 March 2021
Disability description (numbers)

Sensory

Learning
Disabilities

Learning
Difficulty

SpeechDifficulty

MentalHealthNeurodivergence

Long
Term
HealthCondition

Repeti- Physicaltive
DisfigStrain urement

Immunological

Other

Prefernot to
say

*
*
*
*
*
*
*
*

*
*
*
*
*
*
*
*

*
20
60
52
18
10
*
*

*
*
*
14
*
*
*
*

*

*

171

34

Repeti- Physicaltive
DisfigStrain urement

Immunological

Grade band

Total Physical

A
B
C
D
E
F
SL
Not Allocated

49
283
602
542
166
97
26
54

*
61
83
90
32
14
*
*

*
16
47
46
18
13
*
*

*
10
15
*
*
*
*
*

*
50
75
78
25
13
*
18

*
*
12
*
*
*
*
*

10
61
123
84
26
13
*
12

*
26
54
46
11
*
*
*

*
34
84
96
32
27
*
*

*
*
*
12
*
*
*
*

Grand Total

1,819

295

159

39

271

29

333

153

286

33

All staff disability description distribution by grade bands: 31 March 2021
Disability description (%)

MentalHealthNeurodivergence

Long
Term
HealthCondition

PhysicalSensory

Learning
Disabilities

Other

Prefernot to
say

A
B
C
D
E
F
SL
Not Allocated

*
21.6
13.8
16.6
19.3
14.4
*
*

*
5.7
7.8
8.5
10.8
13.4
*
*

*
3.5
2.5
*
*
*
*
*

*
17.7
12.5
14.4
15.1
13.4
*
33.3

*
*
2.0
*
*
*
*
*

20.4
21.6
20.4
15.5
15.7
13.4
*
22.2

*
9.2
9.0
8.5
6.6
*
*
*

*
12.0
14.0
17.7
19.3
27.8
*
*

*
*
*
2.2
*
*
*
*

*
*
*
*
*
*
*
*

*
*
*
*
*
*
*
*

*
7.1
10.0
9.6
10.8
10.3
*
*

*
*
*
2.6
*
*
*
*

Grand Total

16.2

8.7

2.1

14.9

1.6

18.3

8.4

15.7

1.8

0.0

0.0

9.4

1.9

Repeti- Physicaltive
DisfigStrain urement

Immunological

Other

Prefernot to
say

*
*

*
*

*
*

*
*

Repeti- Physicaltive
DisfigStrain urement

Immunological

Other

Prefernot to
say

*
*

*
*

*
*

Grade band

Learning
Difficulty

SpeechDifficulty

All staff leaver and joiner distribution by disability: 31 March 2021
Disability description (numbers)

Category

Total PhysicalLeavers
Joiners

310
140

*
13

Sensory

Learning
Disabilities

Learning
Difficulty

SpeechDifficulty

MentalHealthNeurodivergence

Long
Term
HealthCondition

*
*

*
*

14
26

*
*

*
15

*
11

*
*

*
*

All staff leaver and joiner distribution by disability: 31 March 2021
Disability description (%)

Category

PhysicalSensory

Learning
Disabilities

Leavers
Joiners

*
9.3

*
*

*
*

Learning
Difficulty

SpeechDifficulty

*
*

*
*

MentalHealthNeurodivergence

Long
Term
HealthCondition

*
*

*
73.3

*
*

*
*

*
*

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above
Totals for each table differ due to varying disclosure rates Staff with multiple disabilities can appear in more than one column* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents269

Equality Information Report

All staff leaver distribution by disability and reason for leaving: 31 March 2021
Disability description (numbers)

Sensory

Learning
Disabilities

Learning
Difficulty

SpeechDifficulty

MentalHealthNeurodivergence

Long
Term
HealthCondition

Repeti- Physicaltive
DisfigStrain urement

Immunological

Other

Prefernot to
say

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

*

*

*

*

Repeti- Physicaltive
DisfigStrain urement

Immunological

Other

Prefernot tosay

Reason for leaving

Total PhysicalVoluntary
Redundancy
End FTC
Other Involuntary
Other

64
138
91
*
10

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

Grand Total

310

*

*

*

14

*

*

*

*

*

All staff leaver distribution by disability and reason for leaving: 31 March 2021
Disability description (%)
Learning
Difficulty

SpeechDifficulty

MentalHealthNeurodivergence

Long
Term
HealthCondition

PhysicalSensory

Learning
Disabilities

Voluntary
Redundancy
End FTC
Other Involuntary
Other

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

Grand Total

*

*

*

4.5

*

*

*

*

*

*

*

*

*

Repeti- Physicaltive
DisfigStrain urement

Immunological

Reason for leaving

All staff internal mover distribution by disability: 31 March 2021
Disability description (numbers)

MentalHealthNeurodivergence

Long
Term
HealthCondition

Sensory

Learning
Disabilities

Other

Prefernot tosay

Attachment
Promotion
Transfer

55
33
81

*
*
16

*
*
12

*
*
*

*
11
16

*
*
*

10
*
17

*
*
11

*
*
10

*
*
*

*
*
*

*
*
*

*
*
*

*
*
*

Grand Total

169

25

19

*

33

*

34

20

19

*

*

*

18

*

Repeti- Physicaltive
DisfigStrain urement

ImmunologicalInternal move type

Total PhysicalLearning
Difficulty

SpeechDifficulty

All staff internal mover distribution by disability: 31 March 2021
Disability description (%)

MentalHealthNeurodivergence

Long
Term
HealthCondition

PhysicalSensory

Learning
Disabilities

Other

Prefernot tosay

Attachment
Promotion
Transfer

*
*
19.8

*
*
14.8

*
*
*

*
33.3
19.8

*
*
*

18.2
*
21.0

*
*
13.6

*
*
12.3

*
*
*

*
*
*

*
*
*

*
*
*

*
*
*

Grand Total

14.8

11.2

*

19.5

*

20.1

11.8

11.2

*

*

*

10.7

*

Internal move typeLearning
Difficulty

SpeechDifficulty

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above
Totals for each table differ due to varying disclosure rates Staff with multiple disabilities can appear in more than one column* Data has been replaced with an asterisk where figures are below sample size

270

BBC Annual Report and Accounts 2020/21

Return to contents

All staff disability distribution by contract type: 31 March 2021
Disability description (numbers)

Sensory

Learning
Disabilities

Learning
Difficulty

SpeechDifficulty

MentalHealthNeurodivergence

Long
Term
HealthCondition

Repeti- Physicaltive
DisfigStrain urement

Immunological

Other

Prefernot to
say

*

*

164

33

*
*
*

*
*
*

*
*
*

*
*
*

*
*
*

33

*

*

171

34

Repeti- Physicaltive
DisfigStrain urement

Immunological

Other

Prefernot tosay

Contract type

Total PhysicalContinuing
Fixed Term less than 1
yr
Fixed Term 1 yr +Flexicon

1,711

280

155

35

247

27

315

146

280

32

86
21
*

10
*
*

*
*
*

*
*
*

21
*
*

*
*
*

15
*
*

*
*
*

*
*
*

Grand Total

1,819

295

159

39

271

29

333

153

286

All staff disability distribution by contract type: 31 March 2021
Disability description (%)
Learning
Difficulty

SpeechDifficulty

MentalHealthNeurodivergence

Long
Term
HealthCondition

PhysicalSensory

Learning
Disabilities

Continuing
Fixed Term less than 1 yr
Fixed Term 1 yr +Flexicon

16.4
11.6
*
*

9.1
*
*
*

2.0
*
*
*

14.4
24.4
*
*

1.6
*
*
*

18.4
17.4
*
*

8.5
*
*
*

16.4
*
*
*

1.9
*
*
*

*
*
*
*

*
*
*
*

9.6
*
*
*

1.9
*
*
*

Grand Total

16.2

8.7

2.1

14.9

1.6

18.3

8.4

15.7

1.8

*

*

9.4

1.9

Repeti- Physicaltive
DisfigStrain urement

Immunological

Other

Prefernot tosay

Contract typeAll staff disability distribution by length of service: 31 March 2021
Disability description (numbers)

Sensory

Learning
Disabilities

Learning
Difficulty

SpeechDifficulty

MentalHealthNeurodivergence

Long
Term
HealthCondition

Length of service (yrs)

Total Physical

<1
1-<3
3-<5
5-<10
10+

99
339
240
378
763

10
38
40
54
153

*
28
19
22
84

*
14
*
11
*

21
71
34
68
77

*
*
*
*
14

15
91
61
78
88

11
39
18
29
56

*
29
37
66
147

*
*
*
*
21

*
*
*
*
*

*
*
*
*
*

*
27
19
36
84

*
*
*
*
18

1,819

295

159

39

271

29

333

153

286

33

*

*

171

34

Repeti- Physicaltive
DisfigStrain urement

Immunological

Other

Prefernot tosay

Grand Total

All staff disability distribution by length of service: 31 March 2021
Disability description (%)
Learning
Difficulty

SpeechDifficulty

MentalHealthNeurodivergence

Long
Term
HealthCondition

PhysicalSensory

Learning
Disabilities

<1
1-<3
3-<5
5-<10
10+

10.1
11.2
16.7
14.3
20.1

*
8.3
7.9
5.8
11.0

*
4.1
*
2.9
*

21.2
20.9
14.2
18.0
10.1

*
*
*
*
1.8

15.2
26.8
25.4
20.6
11.5

11.1
11.5
7.5
7.7
7.3

*
8.6
15.4
17.5
19.3

*
*
*
*
2.8

*
*
*
*
*

*
*
*
*
*

*
8.0
7.9
9.5
11.0

*
*
*
*
2.4

Grand Total

16.2

8.7

2.1

14.9

1.6

18.3

8.4

15.7

1.8

*

*

9.4

1.9

Length of service (yrs)

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above
Totals for each table differ due to varying disclosure rates Staff with multiple disabilities can appear in more than one column* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents271

Equality Information Report

All staff disability adjustments distribution by division: 31 March 2021
Disability adjustments (numbers)
Division
Chief
Customer
Officer Group
Chief
OperatingGroup
Content
Group
Corporate
AffairsGroup
Strategy and
Performance
Managing
DirectorGroup
Nations
News andCurrent
Affairs
UK Public
Service

Disability adjustments (%)

Disabled
Total

Working
Patterns

Mod of
DutiesParking
Provision

Assistive
Tech
SupportPhysical
Adjustment

SupportWorkerOther

Prefer not
to sayNo Data

Working
Patterns

Mod of
DutiesParking
Provision

Assistive
Tech
SupportPhysical
Adjustment

SupportWorkerOther

Prefer not
to sayNo Data

45

*

*

*

*

*

*

*

*

38

*

*

*

*

*

*

*

*

84 4

398
246

43
26

*
*

*
*

24
15

21
13

*
*

32
14

*
*

314
191

10 8
10 6

*
*

*
*

60
61

53
53

*
*

80
57

*
*

78 9
77 6

17

*

*

*

*

*

*

*

*

12

*

*

*

*

*

*

*

*

70 6

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

123
396

12
35

*
15

*
14

22
18

*
17

*
*

16
24

*
*

85
317

98
88

*
38

*
35

17 9
45

*
43

*
*

13 0
61

*
*

69 1
80 1

280

40

16

*

16

13

10

17

*

214

14 3

57

*

57

46

36

61

*

76 4

1,510

164

51

33

97

74

22

109

21

1,174

10.9

3.4

2.2

6.4

4.9

1.5

7.2

1.4

77.7

82

13

*

*

*

*

*

*

*

63

15 9

*

*

*

*

*

*

*

76 8

BBC Studios(Sales &Distribution,
BrandedServices &Management)
BBC Studios(TV & Radio
Production)

126

*

*

*

*

*

*

*

*

107

*

*

*

*

*

*

*

*

84 9

BBC Studios

208

21

*

*

10

*

*

11

*

170

10.1

*

*

4.8

*

*

5.3

*

81.7

World Service
Group
Other

30
71

*
*

*
*

*
*

*
*

*
*

*
*

*
*

*
*

61
26

*
*

*
*

*
*

*
*

*
*

*
*

*
*

*
*

203 3
36 6

Other
Grand Total

101

*

*

*

*

*

*

*

*

87

*

*

*

*

*

*

*

*

86.1

1,819

192

60

40

108

87

25

121

23

1,431

10.6

3.3

2.2

5.9

4.8

1.4

6.7

1.3

78.7

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above
Totals for each table differ due to varying disclosure rates Staff with multiple adjustments can appear in more than one column* Data has been replaced with an asterisk where figures are below sample size

272

BBC Annual Report and Accounts 2020/21

Return to contents

Ethnicity
All staff ethnicity distribution by division: 31 March 2021
Ethnicity band (numbers)

Division

Total

Chief
Customer
Officer Group
523
Chief
Operating
Group
3,989
Content
2,622
Group
Corporate
Affairs
185
Group
Strategy and
Performance
34
Managing
Director
Group
791
Nations
5,311News andCurrent
Affairs
3,020
UK Public
Service

16,475

BBC Studios(Sales &Distribution,
BrandedServices &Management)
952
BBC Studios(TV & Radio
Production)
1,127

Ethnicity band (%)

Other
BAME

White
British

Other
White
BackgroundPrefer not
to sayNo Data

BAME

Asian

Black

Mixed
Ethnicity

Other
BAME

White
British

Other
White
BackgroundPrefer not
to sayNo Data

BAME

Asian

Black

Mixed
Ethnicity

76

30

20

22

*

401

28

15

*

14 5

57

38

42

*

76 7

54

29

*

739
356

394
138

183
96

120
102

42
20

2,885
2,070

218
132

122
49

25
15

18 5
13 6

99
53

46
37

30
39

11
08

72 3
78 9

55
50

31
19

06
06

27

*

*

*

*

145

13

*

*

14 6

*

*

*

*

78 4

70

*

*

*

*

*

*

*

25

*

*

*

*

*

*

*

*

73 5

*

*

*

174
313

94
140

46
58

28
97

*
18

561
4,373

41
461

10
134

*
30

22 0
59

11 9
26

58
11

35
18

*
03

70 9
82 3

52
87

13
25

*
06

489

197

101

112

79

2,221

212

87

11

16 2

65

33

37

26

73 5

70

29

04

2,180

1,003

514

492

171

12,681

1,108

417

89

13.2

6.1

3.1

3.0

1.0

77.0

6.7

2.5

0.6

185

93

39

46

*

661

80

21

*

19 4

98

41

48

*

69 4

84

22

*

113

31

22

48

12

927

65

20

*

10 0

28

20

43

11

82 3

58

18

*

2,079

298

124

61

94

19

1,588

145

41

*

14.3

6.0

2.9

4.5

0.9

76.4

7.0

2.0

*

World Service
Group
1,433
Other
292

706
33

220
10

102
13

56
*

328
*

507
241

117
12

66
*

37
*

49 3
11 3

15 4
34

71
45

39
*

22 9
*

35 4
82 5

82
41

46
*

25
*

BBC Studios

Other

1,725

739

230

115

64

330

748

129

70

39

42.8

13.3

6.7

3.7

19.1

43.4

7.5

4.1

2.2

Grand Total

20,279

3,217

1,357

690

650

520

15,017

1,382

528

135

15.9

6.7

3.4

3.2

2.6

74.1

6.8

2.6

0.6

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents273

Equality Information Report

Leadership staff ethnicity distribution by division: 31 March 2021
Ethnicity band (numbers)

Ethnicity band (%)

Other
BAME

White
British

Other
White
BackgroundBlack

Prefer not
to sayNo Data

Black

101

*

*

*

*

*

86

*

*

*

*

*

*

*

*

85 1

*

*

*

701
433

77
61

48
25

*
16

17
14

*
*

558
336

48
26

16
*

*
*

11 0
14 1

68
58

*
37

24
32

*
*

79 6
77 6

68
60

23
*

*
*

59

*

*

*

*

*

52

*

*

*

*

*

*

*

*

88 1

*

*

*

17

*

*

*

*

*

15

*

*

*

*

*

*

*

*

88 2

*

*

*

221
600

33
19

14
12

10
*

*
*

*
*

169
493

14
68

*
15

*
*

14 9
32

63
20

45
*

*
*

*
*

76 5
82 2

63
11 3

*
25

*
*

570

70

32

13

19

*

453

33

11

*

12 3

56

23

33

*

79 5

58

19

*

2,702

271

134

50

69

18

2,162

200

58

11

10.0

5.0

1.9

2.6

0.7

80.0

7.4

2.1

0.5

307

52

30

*

14

*

212

34

*

*

16 9

98

*

46

*

69 1

11 1

*

*

215

22

*

*

11

*

177

12

*

*

10 2

*

*

51

*

82 3

56

*

*

BBC Studios

522

74

35

*

25

*

389

46

12

*

14.2

6.7

*

4.8

*

74.5

8.8

2.3

*

World Service
Group
Other

264
49

95
*

24
*

15
*

*
*

47
*

130
40

20
*

10
*

*
*

36 0
*

91
*

57
*

*
*

17 8
*

49 2
81 6

76
*

38
*

*
*

BBC Studios(Sales &Distribution,
BrandedServices &Management)
BBC Studios(TV & Radio
Production)

Other
Grand Total

Asian

Other
White
BackgroundAsian

UK Public
Service

BAME

White
British

BAME

Chief
Customer
Officer Group
Chief
OperatingGroup
Content
Group
Corporate
AffairsGroup
Strategy and
Performance
Managing
DirectorGroup
Nations
News andCurrent
Affairs

No Data

Other
BAME

Total

Division

Prefer not
to sayMixed
Ethnicity

Mixed
Ethnicity

313

102

28

16

10

48

170

21

11

*

32.6

8.9

5.1

3.2

15.3

54.3

6.7

3.5

*

3,537

447

197

74

104

72

2,721

267

81

21

12.6

5.6

2.1

2.9

2.0

76.9

7.5

2.3

0.7

All staff ethnicity distribution by job family: 31 March 2021
Ethnicity band (numbers)

Job family

Total

Commissioning
219
Programming 9,612
Sales/
Marketing751
Support/
Admin
3,896
Technical/
Engineering
5,389
Not Allocated412Grand Total

20,279Ethnicity band (%)

Other
BAME

White
British

Other
White
BackgroundPrefer not
to sayNo Data

BAME

Asian

Black

Mixed
Ethnicity

Other
BAME

White
British

Other
White
BackgroundPrefer not
to sayNo Data

BAME

Asian

Black

Mixed
Ethnicity

44
1,561

16
565

11
290

15
321

*
385

150
7,030

20
710

*
247

*
64

20 1
16 2

73
59

50
30

68
33

*
40

68 5
73 1

91
74

*
26

*
07

97

40

21

27

*

588

46

15

*

12 9

53

28

36

*

78 3

61

20

*

726

354

187

147

38

2,817

260

75

18

18 6

91

48

38

10

72 3

67

19

05

773
16

374
*

179
*

135
*

85
*

4,079
353

322
24

181
*

34
13

14 3
39

69
*

33
*

25
*

16
*

75 7
85 7

60
58

34
*

06
32

3,217

1,357

690

650

520

15,017

1,382

528

135

15.9

6.7

3.4

3.2

2.6

74.1

6.8

2.6

0.6

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

274

BBC Annual Report and Accounts 2020/21

Return to contents

Leadership staff ethnicity distribution by job family: 31 March 2021
Ethnicity band (numbers)

Job family

Total

Commissioning
156
Programming 1,649
Sales/
Marketing146
Support/
Admin
1,060
Technical/
Engineering
518
Not Allocated*Grand Total

3,537

BAME

Asian

Black

Mixed
Ethnicity

27
218

13
77

*
36

*
48

Ethnicity band (%)

Other
BAME

White
British

Other
White
Background

*
57

107
1,268

17
116

Prefer not
to sayNo Data

BAME

Asian

*
36

*
11

17 3
13 2

83
47

Black

Mixed
Ethnicity

Other
BAME

White
British

Other
White
BackgroundPrefer not
to sayNo Data

*
22

*
29

*
35

68 6
76 9

10 9
70

*
22

*
07

13

*

*

*

*

123

10

*

*

89

*

*

*

*

84 2

68

*

*

142

75

27

32

*

795

90

24

*

13 4

71

25

30

*

75 0

85

23

*

47
*

25
*

*
*

11
*

*
*

420
*

34
*

17
*

*
*

91
*

48
*

*
*

21
*

*
*

81 1
*

66
*

33
*

*
*

447

197

74

104

72

2,721

267

81

21

12.6

5.6

2.1

2.9

2.0

76.9

7.5

2.3

0.7

All staff ethnicity distribution by grade bands: 31 March 2021
Ethnicity band (numbers)

Ethnicity band (%)

Other
BAME

White
British

Other
White
Background

No Data

BAME

Asian

Black

Other
BAME

White
British

Other
White
BackgroundPrefer not
to sayNo Data

Total

BAME

Asian

Black

A
B
C
D
E
F
SL
Not Allocated

349
2,343
6,642
6,785
2,231
982
306
641

64
410
1,200
1,033
303
117
25
65

26
141
510
456
128
59
10
27

24
121
268
188
53
16
*
15

12
105
217
195
68
28
*
19

*
43
205
194
54
14
*
*

264
1,729
4,723
5,077
1,690
764
251
519

12
144
479
444
164
80
23
36

*
52
188
192
60
14
*
*

*
*
52
39
14
*
*
14

18 3
17 5
18 1
15 2
13 6
11 9
82
10 1

74
60
77
67
57
60
33
42

69
52
40
28
24
16
*
23

34
45
33
29
30
29
*
30

*
18
31
29
24
14
*
*

75 6
73 8
71 1
74 8
75 8
77 8
82 0
81 0

34
61
72
65
74
81
75
56

*
22
28
28
27
14
*
*

*
*
08
07
05
*
*
22

Grand Total

20,279

3,217

1,357

690

650

520

15,017

1,382

528

135

15.9

6.7

3.4

3.2

2.6

74.1

6.8

2.6

0.6

Grade band

Prefer not
to sayMixed
Ethnicity

Mixed
Ethnicity

All staff leaver and joiner distribution by ethnicity: 31 March 2021
Ethnicity band (numbers)

Category

Total

BAME

Asian

Black

Mixed
Ethnicity

Leavers
Joiners

2,718
1,236

398
263

157
91

110
69

85
65

Ethnicity band (%)

Other
BAME

White
British

Other
White
Background

46
38

2,006
750

183
81

Prefer not
to sayNo Data

BAME

Asian

97
33

34
109

14 6
21 3

58
74

Black

Mixed
Ethnicity

Other
BAME

White
British

Other
White
BackgroundPrefer not
to sayNo Data

40
56

31
53

17
31

73 8
60 7

67
66

36
27

13
87

All staff leaver distribution by ethnicity and reason for leaving: 31 March 2021
Ethnicity band (numbers)

Reason forleavingEthnicity band (%)

Other
BAME

White
British

Other
White
BackgroundPrefer not
to sayNo Data

BAME

Asian

Black

Mixed
Ethnicity

Other
BAME

White
British

Other
White
BackgroundPrefer not
to sayNo Data

Total

BAME

Asian

Black

Mixed
Ethnicity

Voluntary
Redundancy
End FTC
Other
Involuntary
Other

749
1,108
761

128
98
159

57
47
50

28
23
56

26
16
41

17
12
12

533
892
504

52
67
59

25
38
29

11
13
10

171
88
20 9

76
42
66

37
21
74

35
14
54

23
11
16

71 2
80 5
66 2

69
60
78

33
34
38

15
13
13

31
69

*
*

*
*

*
*

*
*

*
*

17
60

*
*

*
*

*
*

*
*

*
*

*
*

*
*

*
*

54 8
87 0

*
*

*
*

*
*

Grand Total

2,718

398

157

110

85

46

2,006

183

97

34

14.6

5.8

4.0

3.1

1.7

73.8

6.7

3.6

1.3

All staff internal mover distribution by ethnicity: 31 March 2021
Ethnicity band (numbers)

Internal movetype

Ethnicity band (%)

Other
BAME

White
British

Other
White
Background

No Data

BAME

Asian

Black

Other
BAME

White
British

Other
White
BackgroundPrefer not
to sayNo Data

Total

BAME

Asian

Black

Promotion
Transfer

599
331
1,000

117
66
167

43
23
52

25
16
45

37
20
50

12
*
20

433
239
697

38
21
71

*
*
20

*
*
45

19 5
19 9
16 7

72
69
52

42
48
45

62
60
50

20
*
20

72 3
72 2
69 7

63
63
71

*
*
20

*
*
45

Grand Total

1,930

350

118

86

107

39

1,369

130

32

49

18.1

6.1

4.5

5.5

2.0

70.9

6.7

1.7

2.6

Attachment

Prefer not
to sayMixed
Ethnicity

Mixed
Ethnicity

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents

275

Equality Information Report

All staff ethnicity distribution by contract type: 31 March 2021
Ethnicity band (numbers)

Ethnicity band (%)

Other
BAME

White
British

Other
White
Background

BAME

Asian

Black

White
British

Other
White
BackgroundPrefer not
to sayNo Data

BAME

Asian

Black

Continuing
19,162
Fixed Termless than 1 yr
933
Fixed Term 1
yr +166
Flexicon
18

3,004

1,293

630

581

500

14,231

1,304

504

119

15 7

67

33

30

26

74 3

68

26

06

176

52

51

56

17

663

71

20

*

18 9

56

55

60

18

71 1

76

21

*

36
*

12
*

*
*

12
*

*
*

106
17

*
*

*
*

13
*

21 7
*

72
*

*
*

72
*

*
*

63 9
94 4

*
*

*
*

78
*

20,279

3,217

1,357

690

650

520

15,017

1,382

528

135

15.9

6.7

3.4

3.2

2.6

74.1

6.8

2.6

0.6

Grand Total

No Data

Other
BAME

Total

Contract type

Prefer not
to sayMixed
Ethnicity

Mixed
Ethnicity

All staff ethnicity distribution by length of service: 31 March 2021
Ethnicity band (numbers)

Length ofservice (yrs)

Ethnicity band (%)

Other
BAME

White
British

Other
White
BackgroundPrefer not
to sayNo Data

BAME

Asian

Black

Mixed
Ethnicity

Other
BAME

White
British

Other
White
BackgroundPrefer not
to sayNo Data

Total

BAME

Asian

Black

Mixed
Ethnicity

<1
1-<3
3-<5
5-<10
10+

978
3,442
2,641
4,079
9,139

234
720
460
669
1,134

82
303
210
306
456

63
173
94
123
237

59
156
111
124
200

30
88
45
116
241

650
2,381
1,884
2,964
7,138

66
250
201
295
570

26
73
66
119
244

*
18
30
32
53

23 9
20 9
17 4
16 4
12 4

84
88
80
75
50

64
50
36
30
26

60
45
42
30
22

31
26
17
28
26

66 5
69 2
71 3
72 7
78 1

67
73
76
72
62

27
21
25
29
27

*
05
12
08
06

Grand Total

20,279

3,217

1,357

690

650

520

15,017

1,382

528

135

15.9

6.7

3.4

3.2

2.6

74.1

6.8

2.6

0.6

GenderAll staff gender distribution by division: 31 March 2021
Gender (numbers)
Division

Gender (%)

Total

FemaleMale

FemaleMale

Chief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and Performance
Managing Director Group
Nations
News and Current Affairs

523
3,989
2,622
185
34
791
5,311
3,020

290
1,438
1,433
134
14
526
2,384
1,441

233
2,551
1,189
51
20
265
2,927
1,579

55.4
36.0
54.7
72.4
41.2
66.5
44.9
47.7

44.6
64.0
45.3
27.6
58.8
33.5
55.1
52.3

UK Public Service

16,475

7,660

8,815

46.5

53.5

BBC Studios (Sales & Distribution, Branded Services & Management)
BBC Studios (TV & Radio Production)

952
1,127

555
742

397
385

58.3
65.8

41.7
34.2

BBC Studios

2,079

1,297

782

62.4

37.6

World Service Group
Other

1,433
292

749
155

684
137

52.3
53.1

47.7
46.9

Other

1,725

904

821

52.4

47.6

Grand Total

20,279

9,861

10,41848.6

51.4

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

276

BBC Annual Report and Accounts 2020/21

Return to contents

Leadership staff gender distribution by division: 31 March 2021
Gender (numbers)

Gender (%)

Division

Total

FemaleMale

FemaleMale

Chief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and Performance
Managing Director Group
Nations
News and Current Affairs

101
701
433
59
17
221
600
570

56
244
223
34
*
143
241
260

45
457
210
25
12
78
359
310

55.4
34.8
51.5
57.6
*
64.7
40.2
45.6

44.6
65.2
48.5
42.4
70.6
35.3
59.8
54.4

2,702

1,206

1,496

44.6

55.4

BBC Studios (Sales & Distribution, Branded Services & Management)
BBC Studios (TV & Radio Production)

307
215

157
124

150
91

51.1
57.7

48.9
42.3

UK Public Service

BBC Studios

522

281

241

53.8

46.2

World Service Group
Other

264
49

120
23

144
26

45.5
46.9

54.5
53.1

Other

313

143

170

45.7

54.3

3,537

1,630

1,907

46.1

53.9

Total

FemaleMale

FemaleMaleCommissioning
Programming
Sales/Marketing
Support/Admin
Technical/Engineering
Not Allocated

219
9,612
751
3,896
5,389
412

132
5,070
502
2,546
1,417
194

87
4,542
249
1,350
3,972
218

60.3
52.7
66.8
65.3
26.3
47.1

39.7
47.3
33.2
34.7
73.7
52.9

Grand Total

20,279

9,861

10,418

48.6

51.4

Total

FemaleMale

FemaleMaleCommissioning
Programming
Sales/Marketing
Support/Admin
Technical/Engineering
Not Allocated

156
1,649
146
1,060
518
*

90
763
89
567
117
*

66
886
57
493
401
*

57.7
46.3
61.0
53.5
22.6
*

42.3
53.7
39.0
46.5
77.4
*

Grand Total

3,537

1,630

1,907

46.1

53.9

Total

FemaleMale

Female

Male

A
B
C
D
E
F
SL
Not Allocated

349
2,343
6,642
6,785
2,231
982
306
641

192
1,450
3,314
2,979
1,037
453
131
305

157
893
3,328
3,806
1,194
529
175
336

55.0
61.9
49.9
43.9
46.5
46.1
42.8
47.6

45.0
38.1
50.1
56.1
53.5
53.9
57.2
52.4

Grand Total

20,279

9,861

10,41848.6

51.4

Grand Total
All staff gender distribution by job family: 31 March 2021

Gender (numbers)
Job family

Gender (%)

Leadership staff gender distribution by job family: 31 March 2021
Gender (numbers)
Job family

Gender (%)

All staff gender distribution by grade bands: 31 March 2021
Gender (numbers)
Grade band

Gender (%)

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents277

Equality Information Report

All staff leaver and joiner distribution by gender: 31 March 2021
Gender (numbers)

Gender (%)

Category

Total

FemaleMale

FemaleMale

Leavers
Joiners

2,718
1,236

1,355
709

1,363
527

49.9
57.4

50.1
42.6

Reason for leaving

Total

FemaleMale

FemaleMale

Voluntary
Redundancy
End FTC
Other Involuntary
Other

749
1,108
761
31
69

355
508
457
11
24

394
600
304
20
45

47.4
45.8
60.1
35.5
34.8

52.6
54.2
39.9
64.5
65.2

Grand Total

2,718

1,355

1,363

49.9

50.1

Total

FemaleMale

FemaleMale

Attachment
Promotion
Transfer

599
331
1,000

371
163
542

228
168
458

61.9
49.2
54.2

38.1
50.8
45.8

Grand Total

1,930

1,076

854

55.8

44.2

Total

FemaleMale

FemaleMaleContinuing
Fixed Term less than 1 yr
Fixed Term 1 yr +Flexicon19,162
933
166
18

9,173
577
100
11

9,989
356
66
7

47.9
61.8
60.2
61.1

52.1
38.2
39.8
38.9

Grand Total

20,279

9,861

10,418

48.6

51.4

Total

FemaleMale

Female

Male

<1
1-<3
3-<5
5-<10
10+

978
3,442
2,641
4,079
9,139

555
1,860
1,300
2,041
4,105

423
1,582
1,341
2,038
5,034

56.7
54.0
49.2
50.0
44.9

43.3
46.0
50.8
50.0
55.1

Grand Total

20,279

9,861

10,41848.6

51.4

All staff leaver distribution by gender and reason for leaving: 31 March 2021
Gender (numbers)

Gender (%)

All staff internal mover distribution by gender: 31 March 2021
Gender (numbers)
Internal move type

Gender (%)

All staff gender distribution by contract type: 31 March 2021
Gender (numbers)
Contract type

Gender (%)

All staff gender distribution by length of service: 31 March 2021
Gender (numbers)
Length of service (yrs)Gender (%)

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

278

BBC Annual Report and Accounts 2020/21

Return to contents

Sexual Orientation, Transgender Identity and Gender Identity
All staff sexual orientation, transgender identity and gender identity distribution by division: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (numbers)
No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

46
306
190
12

*
138
242
*

*
29
23
*

*
24
*
*

*
*
*
*

49
385
276
21

*
14
28
13

*
40
366
289

*
11
540
397

*
*
30
16

*
*
21
*

*
*
*
*

3
85
418
270

128

1,251

1,343

107

60

23

1,507

10

54

*

11

*

*

91

Gay manGaywoman/
lesbianHeterosexual/straight

*
115
86
*

29
143
105
13

*
62
42
*

424
3,182
1,931
145

*
43
26
*

34
791
5,311
3,020

*
28
105
64

*
27
216
149

*
11
44
28

29
660
4,012
2,080

16,475410684

196 12,463

952

26

39

Total

Bi/
bisexual

Chief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and
Performance
Managing Director Group
Nations
News and Current Affairs

523
3,989
2,622
185

UK Public Service

Division

PreferOther not to say

BBC Studios (Sales &Distribution, Branded Services& Management)
BBC Studios (TV & Radio
Production)

1,127

60

54

15

884

*

84

24

16

*

*

147

BBC Studios

2,079

86

93

22

1,691

16

138

33

27

*

*

238

World Service Group
Other

1,433
292

35
*

40
*

*
*

1,030
246

14
*

144
14

162
17

11
*

*
*

*
*

107
18

*

807

Other

1,725

39

46

11

1,276

16

158

179

15

*

*

125

Grand Total

20,279

535

823

229

15,430

160

1,547

1,555

149

64

25

1,870

All staff sexual orientation, transgender identity and gender identity distribution by division: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (%)
No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

Bi/
bisexual

Gay manGaywoman/
lesbianChief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and Performance
Managing Director Group
Nations
News and Current Affairs

*
2.9
3.3
*
*
3.5
2.0
2.1

5.5
3.6
4.0
7.0
*
3.4
4.1
4.9

*
1.6
1.6
*
*
1.4
0.8
0.9

81.1
79.8
73.6
78.4
85.3
83.4
75.5
68.9

*
1.1
1.0
*
*
1.8
0.5
0.4

8.8
7.7
7.2
6.5
*
5.1
6.9
9.6

*
3.3
9.3
*
*
1.4
10.2
13.2

*
0.7
0.9
*
*
*
0.6
0.5

*
0.6
*
*
*
*
0.4
*

*
*
*
*
*
*
*
*

9.4
9.7
10.5
11.4
8.8
10.7
7.9
8.9

UK Public Service

2.5

4.2

1.2

75.6

0.8

7.6

8.1

0.6

0.4

0.1

9.1

BBC Studios (Sales & Distribution,
Branded Services & Management)
BBC Studios (TV & Radio Production)

2.7
5.3

4.1
4.8

*
1.3

84.8
78.4

1.1
*

5.7
7.5

*
2.2

1.2
1.4

*
*

*
*

9.6
13.0

BBC Studios

4.1

4.5

1.1

81.3

0.8

6.6

1.6

1.3

*

*

11.4

World Service Group
Other

2.4
*

2.8
*

*
*

71.9
84.2

1.0
*

10.0
4.8

11.3
5.8

0.8
*

*
*

*
*

7.5
6.2

Other

2.3

2.7

0.6

74.0

0.9

9.2

10.3

0.9

*

*

7.2

Grand Total

2.6

4.1

1.1

76.1

0.8

7.6

7.7

0.7

0.3

0.1

9.2

Division

Heterosexual/straight

PreferOther not to say

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents279

Equality Information Report

Leadership staff sexual orientation, transgender identity and gender identity distribution by division: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (numbers)
No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

Division

Total

Bi/
bisexual

Gay manGaywoman/
lesbianChief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and
Performance
Managing Director Group
Nations
News and Current Affairs

101
701
433
59

*
13
*
*

*
27
17
*

*
*
*
*

86
579
341
44

*
*
*
*

*
53
34
*

*
13
21
*

*
*
*
*

*
*
*
*

*
*
*
*

*
57
39
*

17
221
600
570

*
*
*
12

*
11
30
24

*
*
*
*

14
186
452
392

*
*
*
*

*
13
47
44

*
*
55
90

*
*
*
*

*
*
*
*

*
*
*
*

*
20
46
44

Heterosexual/straight

PreferOther not to say

2,702

49

121

36

2,094

14

203

185

*

*

*

223

BBC Studios (Sales &Distribution, Branded Services& Management)
BBC Studios (TV & Radio
Production)

307

*

19

*

261

*

14

*

*

*

*

29

215

*

14

*

182

*

*

*

*

*

*

22

BBC Studios

522

*

33

*

443

*

22

*

*

*

*

51

World Service Group
Other

264
49

*
*

*
*

*
*

192
39

*
*

22
*

35
*

*
*

*
*

*
*

17
*

Other

313

*

*

*

231

*

27

37

*

*

*

21

3,537

60

162

46

2,768

19

252

230

13

*

*

295

UK Public Service

Grand Total

Leadership staff sexual orientation, transgender identity and gender identity distribution by division: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (%)

Bi/bisexual

Chief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and Performance
Managing Director Group
Nations
News and Current Affairs

*
1.9
*
*
*
*
*
2.1

UK Public Service

Division

Gay manGaywoman/
lesbianHeterosexual/straight

*
3.9
3.9
*
*
5.0
5.0
4.2

*
*
*
*
*
*
*
*

85.1
82.6
78.8
74.6
82.4
84.2
75.3
68.8

*
*
*
*
*
*
*
*

No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

*
7.6
7.9
*
*
5.9
7.8
7.7

*
1.7
4.8
*
*
*
9.2
15.8

*
*
*
*
*
*
*
*

*
*
*
*
*
*
*
*

*
*
*
*
*
*
*
*

*
8.1
9.0
*
*
9.0
7.7
7.7

PreferOther not to say

1.8

4.5

1.3

77.5

0.5

7.5

6.9

*

*

*

8.3

BBC Studios (Sales & Distribution,
Branded Services & Management)
BBC Studios (TV & Radio Production)

*
*

6.2
6.5

*
*

85.0
84.7

*
*

4.6
*

*
*

*
*

*
*

*
*

9.4
10.2

BBC Studios

*

6.3

*

84.9

*

4.2

*

*

*

*

9.8

World Service Group
Other

*
*

*
*

*
*

72.7
79.6

*
*

8.3
*

13.4
*

*
*

*
*

*
*

6.4
*

Other

*

*

*

73.8

*

8.6

11.7

*

*

*

6.7

1.7

4.6

1.3

78.3

0.5

7.1

6.5

0.4

*

*

8.3

Grand Total

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

280

BBC Annual Report and Accounts 2020/21

Return to contents

All staff sexual orientation, transgender identity and gender identity distribution by job family: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (numbers)
No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

Total

Bi/
bisexual

Gay manGaywoman/
lesbianCommissioning
Programming
Sales/Marketing
Support/Admin
Technical/Engineering
Not Allocated

219
9,612
751
3,896
5,389
412

*
268
25
87
148
*

12
427
32
140
198
14

*
97
*
44
73
*

164
7,088
619
3,301
4,055
203

*
65
*
27
57
*

22
811
50
213
436
15

*
856
11
84
422
176

*
65
*
33
44
*

*
21
*
*
32
*

*
14
*
*
*
*

29
912
72
330
507
20

Grand Total

20,279

535

823

229

15,430

160

1,547

1,555

149

64

25

1,870

Job family

Heterosexual/straight

PreferOther not to say

All staff sexual orientation, transgender identity and gender identity distribution by job family: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (%)

Gay manGaywoman/
lesbianHeterosexual/straight

*
2.8
3.3
2.2
2.7
*

5.5
4.4
4.3
3.6
3.7
3.4

*
1.0
*
1.1
1.4
*

74.9
73.7
82.4
84.7
75.2
49.3

*
0.7
*
0.7
1.1
*

2.6

4.1

1.1

76.1

0.8

Bi/
bisexualCommissioning
Programming
Sales/Marketing
Support/Admin
Technical/Engineering
Not AllocatedGrand Total

Job family

No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

10.0
8.4
6.7
5.5
8.1
3.6

*
8.9
1.5
2.2
7.8
42.7

*
0.7
*
0.8
0.8
*

*
0.2
*
*
0.6
*

*
0.1
*
*
*
*

13.2
9.5
9.6
8.5
9.4
4.9

7.6

7.7

0.7

0.3

0.1

9.2

PreferOther not to say

Leadership staff sexual orientation, transgender identity and gender identity distribution by job family: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (numbers)
No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

Total

Bi/
bisexual

Gay manGaywoman/
lesbianCommissioning
Programming
Sales/Marketing
Support/Admin
Technical/Engineering
Not Allocated

156
1,649
146
1,060
518
*

*
30
*
18
*
*

*
73
*
55
19
*

*
22
*
14
*
*

120
1,208
127
887
420
*

*
*
*
*
*
*

17
127
*
58
45
*

*
183
*
25
15
*

*
*
*
*
*
*

*
*
*
*
*
*

*
*
*
*
*
*

16
131
13
94
40
*

Grand Total

3,537

60

162

46

2,768

19

252

230

13

*

*

295

Job family

Heterosexual/straight

PreferOther not to say

Leadership staff sexual orientation, transgender identity and gender identity distribution by job family: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (%)
No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

Bi/
bisexual

Gay manGaywoman/
lesbianCommissioning
Programming
Sales/Marketing
Support/Admin
Technical/Engineering
Not Allocated

*
1.8
*
1.7
*
*

*
4.4
*
5.2
3.7
*

*
1.3
*
1.3
*
*

76.9
73.3
87.0
83.7
81.1
*

*
*
*
*
*
*

10.9
7.7
*
5.5
8.7
*

*
11.1
*
2.4
2.9
*

*
*
*
*
*
*

*
*
*
*
*
*

*
*
*
*
*
*

10.3
7.9
8.9
8.9
7.7
*

Grand Total

2.6

4.1

1.1

76.1

0.8

7.6

7.7

0.7

0.3

0.1

9.2

Job family

Heterosexual/straight

PreferOther not to say

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents281

Equality Information Report

All staff sexual orientation, transgender identity and gender identity distribution by grade bands: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (numbers)
No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

Total

Bi/
bisexual

Gay manGaywoman/
lesbian

A
B
C
D
E
F
SL
Not Allocated

349
2,343
6,642
6,785
2,231
982
306
641

16
99
195
145
37
16
*
20

11
87
248
297
97
43
20
20

*
32
73
66
28
14
*
*

258
1,806
5,075
5,155
1,707
796
249
384

*
26
54
52
15
*
*
*

26
179
564
500
171
63
19
25

32
114
433
570
176
46
*
177

*
26
49
50
*
*
*
*

*
15
21
21
*
*
*
*

*
*
*
10
*
*
*
*

38
259
614
607
181
81
31
59

Grand Total

20,279

535

823

229

15,430

160

1,547

1,555

149

64

25

1,870

Grade band

Heterosexual/straight

PreferOther not to say

All staff sexual orientation, transgender identity and gender identity distribution by grade bands: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (%)

Gay manGaywoman/
lesbianHeterosexual/straight

4.6
4.2
2.9
2.1
1.7
1.6
*
3.1

3.2
3.7
3.7
4.4
4.3
4.4
6.5
3.1

*
1.4
1.1
1.0
1.3
1.4
*
*

73.9
77.1
76.4
76.0
76.5
81.1
81.4
59.9

*
1.1
0.8
0.8
0.7
*
*
*

2.6

4.1

1.1

76.1

0.8

Bi/
bisexual

A
B
C
D
E
F
SL
Not AllocatedGrand Total

Grade band

No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

7.4
7.6
8.5
7.4
7.7
6.4
6.2
3.9

9.1
4.9
6.6
8.3
7.8
4.7
*
27.7

*
1.1
0.7
0.7
*
*
*
*

*
0.6
0.3
0.3
*
*
*
*

*
*
*
0.1
*
*
*
*

10.9
11.1
9.2
8.9
8.1
8.2
10.1
9.2

7.6

7.7

0.7

0.3

0.1

9.2

PreferOther not to say

All staff leaver and joiner distribution by sexual orientation, transgender identity and gender identity: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (numbers)

Category

Total

Bi/
bisexual

Leavers
Joiners

2,718
1,236

87
64

Gay manGaywoman/
lesbianHeterosexual/straight

PreferOther not to say

116
46

29
20

1,802
875

136
16

267
106

No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

281
109

46
19

*
*

*
*

374
159

All staff leaver and joiner distribution by sexual orientation, transgender identity and gender identity: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (%)

CategoryBi/bisexual

Leavers
Joiners

3.2
5.2

Gay manGaywoman/
lesbianHeterosexual/straight

4.3
3.7

1.1
1.6

66.3
70.8

PreferOther not to say

5.0
1.3

9.8
8.6

No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

10.3
8.8

1.7
1.5

*
*

*
*

15.2
12.9

All staff leaver distribution by sexual orientation, transgender identity and gender identity and reason for leaving: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (numbers)
No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

Reason for leaving

Total

Bi/
bisexual

Gay manGaywoman/
lesbianVoluntary
Redundancy
End FTC
Other Involuntary
Other

749
1,108
761
31
69

23
18
45
*
*

28
47
38
*
*

11
*
12
*
*

551
698
490
18
45

13
45
76
*
*

75
96
90
*
*

48
199
10
*
18

11
21
10
*
*

*
*
*
*
*

*
*
*
*
*

84
135
183
*
*

Grand Total

2,718

87

116

29

1,802

136

267

281

46

*

*

413

Heterosexual/straight

PreferOther not to say

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

282

BBC Annual Report and Accounts 2020/21

Return to contents

All staff leaver distribution by sexual orientation, transgender identity and gender identity and reason for leaving: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (%)
No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

Bi/
bisexual

Gay manGaywoman/
lesbianVoluntary
Redundancy
End FTC
Other Involuntary
Other

3.1
1.6
5.9
*
*

3.7
4.2
5.0
*
*

1.5
*
1.6
*
*

73.6
63.0
64.4
58.1
65.2

1.7
4.1
10.0
*
*

10.0
8.7
11.8
*
*

6.4
17.9
1.3
*
26.2

1.5
1.9
1.3
*
*

*
*
*
*
*

*
*
*
*
*

11.2
12.2
24.0
*
*

Grand Total

3.2

4.3

1.1

66.3

5.0

9.8

10.3

1.7

0.0

0.1

15.2

Reason for leaving

Heterosexual/straight

PreferOther not to say

All staff internal mover distribution by sexual orientation, transgender identity and gender identity: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (numbers)
No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

Total

Bi/
bisexual

Gay manGaywoman/
lesbianAttachment
Promotion
Transfer

599
331
1,000

16
17
52

18
18
52

*
11
16

496
261
729

*
*
*

29
16
83

28
*
61

*
*
10

*
*
*

*
*
*

50
49
135

Grand Total

1,930

85

88

34

1,486

14

128

95

17

*

*

234

Category

Heterosexual/straight

PreferOther not to say

All staff internal mover distribution by sexual orientation, transgender identity and gender identity: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (%)
No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

Bi/
bisexual

Gay manGaywoman/
lesbianAttachment
Promotion
Transfer

2.7
5.1
5.2

3.0
5.4
5.2

*
3.3
1.6

82.8
78.9
72.9

*
*
*

4.8
4.8
8.3

4.7
*
6.1

*
*
1.0

*
*
*

*
*
*

8.3
14.8
13.5

Grand Total

4.4

4.6

1.8

77.0

0.7

6.6

4.9

0.9

*

*

12.1

Category

Heterosexual/straight

PreferOther not to say

All staff sexual orientation, transgender identity and gender identity distribution by contract type: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (numbers)
No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

Total

Bi/
bisexual

Gay manGaywoman/
lesbianContinuing
Fixed Term less than 1 yr
Fixed Term 1 yr +Flexicon19,162
933
166
18

459
62
14
*

775
41
*
*

214
14
*
*

14,593
713
111
13

146
*
*
*

1,437
92
17
*

1,538
*
11
*

132
15
*
*

62
*
*
*

23
*
*
*

1,706
136
27
*

Grand Total

20,279

535

823

229

15,430

160

1,547

1,555

149

64

25

1,870

Contract type

Heterosexual/straight

PreferOther not to say

All staff sexual orientation, transgender identity and gender identity distribution by contract type: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (%)

Gay manGaywoman/
lesbianHeterosexual/straight

2.4
6.6
8.4
*

4.0
4.4
*
*

1.1
1.5
*
*

76.2
76.4
66.9
72.2

0.8
*
*
*

2.6

4.1

1.1

76.1

0.8

Bi/
bisexualContinuing
Fixed Term less than 1 yr
Fixed Term 1 yr +FlexiconGrand Total

Contract type

No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

7.5
9.9
10.2
*

8.0
*
6.7
*

0.7
1.6
*
*

0.3
*
*
*

0.1
*
*
*

8.9
14.6
16.3
*

7.6

7.7

0.7

0.3

0.1

9.2

PreferOther not to say

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents283

Equality Information Report

All staff sexual orientation, transgender identity and gender identity distribution by length of service: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (numbers)
No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

Total

Bi/
bisexual

Gay manGaywoman/
lesbian

<1
1-<3
3-<5
5-<10
10+

978
3,442
2,641
4,079
9,139

51
170
91
102
121

39
149
117
187
331

17
56
32
51
73

766
2,711
2,142
3,325
6,486

15
45
20
43
37

88
293
198
313
655

*
18
41
58
1,436

19
30
23
30
47

*
17
*
16
19

*
*
*
*
10

135
444
277
411
603

Grand Total

20,279

535

823

229

15,430

160

1,547

1,555

149

64

25

1,870

Length of service (yrs)Heterosexual/straight

PreferOther not to say

All staff sexual orientation, transgender identity and gender identity distribution by length of service: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (%)
No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

Bi/
bisexual

Gay manGaywoman/
lesbian

<1
1-<3
3-<5
5-<10
10+

5.2
4.9
3.4
2.5
1.3

4.0
4.3
4.4
4.6
3.6

1.7
1.6
1.2
1.3
0.8

78.3
78.8
81.1
81.5
71.0

1.5
1.3
0.8
1.1
0.4

9.0
8.5
7.5
7.7
7.2

*
0.6
1.6
1.3
15.7

1.9
0.9
0.9
0.7
0.5

*
0.5
*
0.4
0.2

*
*
*
*
0.1

13.8
12.9
10.5
10.1
6.6

Grand Total

2.6

4.1

1.1

76.1

0.8

7.6

7.7

0.7

0.3

0.1

9.2

PreferNone not to say

No DataLength of service (yrs)Heterosexual/straight

PreferOther not to say

Religion and Belief
All staff religion and belief distribution: 31 March 2021
Religion and Belief (numbers)
Division

Total

AtheistBuddhist Christian

Hindu

JewishMuslim

Sikh

Other

Chief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and
Performance
Managing Director Group
Nations
News and Current Affairs

523
3,989
2,622
185

120
935
498
29

*
31
17
*

120
1,021
742
58

*
131
21
*

*
28
22
*

*
111
47
*

*
34
18
*

30
151
108
12

184
1,244
934
69

49
299
214
*

*
*
*
*

34
791
5,311
3,020

*
129
889
532

*
*
16
11

*
283
1,851
754

*
15
30
42

*
12
24
64

*
35
42
83

*
31
23
18

*
25
158
101

12
203
1,848
1,129

*
51
427
286

*
*
*
*

UK Public Service

16,475

3,140

81

4,837

246

157

325

130

586

5,623

1,338

12

BBC Studios (Sales &Distribution, Branded Services& Management)
BBC Studios (TV & Radio
Production)

952

185

*

255

25

18

31

*

46

300

80

*

1,127

264

*

273

*

12

*

*

46

412

96

*

BBC Studios

2,079

449

13

528

28

30

40

*

92

712

176

*

World Service Group
Other

1,433
292

205
58

34
*

249
94

21
*

13
*

226
*

*
*

53
15

455
101

162
14

*
*

Other

1,725

263

35

343

24

15

229

10

68

556

176

*

Grand Total

20,279

3,852

129

5,708

298

202

594

148

746

6,891

1,690

21

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

284

BBC Annual Report and Accounts 2020/21

Return to contents

All staff religion and belief distribution: 31 March 2021
Religion and Belief (%)
Division

AtheistBuddhist Christian

Hindu

JewishMuslim

Sikh

Other

PreferNone not to say

No Data

Chief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and Performance
Managing Director Group
Nations
News and Current Affairs

22.9
23.4
19.0
15.7
*
16.3
16.7
17.6

*
0.8
0.6
*
*
*
0.3
0.4

22.9
25.6
28.3
31.4
*
35.8
34.9
25.0

*
3.3
0.8
*
*
1.9
0.6
1.4

*
0.7
0.8
*
*
1.5
0.5
2.1

*
2.8
1.8
*
*
4.4
0.8
2.7

*
0.9
0.7
*
*
3.9
0.4
0.6

5.7
3.8
4.1
6.5
*
3.2
3.0
3.3

35.2
31.2
35.6
37.3
35.3
25.7
34.8
37.4

9.4
7.5
8.3
*
*
6.4
8.0
9.5

*
*
*
*
*
*
*
*

UK Public Service

19.1

0.5

29.4

1.5

1.0

2.0

0.8

3.6

34.1

8.0

–

BBC Studios (Sales & Distribution,
Branded Services & Management)
BBC Studios (TV & Radio Production)

19.4
23.4

*
*

26.8
24.2

2.6
*

1.9
1.1

3.3
*

*
*

4.8
4.1

31.5
36.6

8.4
8.5

*
*

BBC Studios

21.6

0.6

25.4

1.3

1.4

1.9

*

4.4

34.2

8.5

*

World Service Group
Other

14.3
19.9

2.4
*

17.4
32.2

1.5
*

0.9
*

15.8
*

*
*

3.7
5.1

31.8
34.6

11.3
4.9

*
*

Other

15.2

2.0

19.9

1.4

0.9

13.3

0.6

3.9

32.2

10.2

*

Grand Total

19.0

0.6

28.1

1.5

1.0

2.9

0.7

3.7

34.0

8.3

0.2

PreferNone not to say

No Data

Leadership staff religion and belief distribution: 31 March 2021
Religion and Belief (numbers)
Division

Total

AtheistBuddhist Christian

Hindu

JewishMuslim

Sikh

Other

Chief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and
Performance
Managing Director Group
Nations
News and Current Affairs

101
701
433
59

23
172
94
*

*
*
*
*

29
196
133
21

*
20
*
*

*
*
*
*

*
*
*
*

*
*
*
*

*
29
20
*

34
197
126
18

*
57
34
*

*
*
*
*

17
221
600
570

*
32
115
104

*
*
*
*

*
87
241
172

*
*
*
*

*
*
*
13

*
*
*
*

*
*
*
*

*
*
*
13

*
63
175
209

*
16
49
42

*
*
*
*

2,702

551

12

884

43

37

33

22

77

829

213

*

BBC Studios (Sales &Distribution, Branded Services& Management)
BBC Studios (TV & Radio
Production)

307

67

*

92

*

*

11

*

14

89

19

*

215

50

*

55

*

*

*

*

*

77

23

*

BBC Studios

522

117

*

147

*

11

12

*

17

166

42

*

World Service Group
Other

264
49

38
10

*
*

54
18

*
*

*
*

26
*

*
*

12
*

87
15

29
*

*
*

Other

313

48

*

72

*

*

27

*

15

102

30

*

3,537

716

23

1,103

50

52

72

28

109

1,097

285

*

UK Public Service

Grand Total

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents285

Equality Information Report

Leadership staff religion and belief distribution: 31 March 2021
Religion and Belief (%)
Division

AtheistBuddhist Christian

Hindu

JewishMuslim

Sikh

Other

PreferNone not to say

No Data

Chief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and Performance
Managing Director Group
Nations
News and Current Affairs

22.8
24.5
21.7
*
*
14.5
19.2
18.2

*
*
*
*
*
*
*
*

28.7
28.0
30.7
35.6
*
39.4
40.2
30.2

*
2.9
*
*
*
*
*
*

*
*
*
*
*
*
*
2.3

*
*
*
*
*
*
*
*

*
*
*
*
*
*
*
*

*
4.1
4.6
*
*
*
*
2.3

33.7
28.1
29.1
30.5
*
28.5
29.2
36.7

*
8.1
7.9
*
*
7.1
8.2
7.3

*
*
*
*
*
*
*
*

UK Public Service

20.4

0.4

32.7

1.6

1.4

1.2

0.8

2.8

30.7

8.0

*

BBC Studios (Sales & Distribution,
Branded Services & Management)
BBC Studios (TV & Radio Production)

21.8
23.3

*
*

30.0
25.6

*
*

*
*

3.6
*

*
*

4.6
*

29.0
35.8

6.0
10.6

*
*

BBC Studios

22.4

*

28.2

*

2.1

2.3

*

3.3

31.8

7.9

*

World Service Group
Other

14.4
20.4

*
*

20.5
36.7

*
*

*
*

9.8
*

*
*

4.5
*

33.0
30.6

11.0
*

*
*

Other

15.3

*

23.0

*

*

8.6

*

4.8

32.6

9.5

*

Grand Total

20.2

0.7

31.2

1.4

1.5

2.0

0.8

3.1

31.0

8.0

*

PreferNone not to say

No Data

All staff religion and belief distribution by job family: 31 March 2021
Religion and Belief (numbers)
Job family

Total

AtheistBuddhist ChristianCommissioning
Programming
Sales/Marketing
Support/Admin
Technical/Engineering
Not Allocated

219
9,612
751
3,896
5,389
412

52
1,747
155
670
1,191
37

*
61
*
23
39
*

Grand Total

20,279

3,852

129

Hindu

JewishMuslim

Sikh

Other

64
2,715
193
1,305
1,349
82

*
88
10
87
111
*

*
109
*
52
28
*

*
330
*
117
130
*

*
52
*
67
24
*

13
346
37
139
200
11

54
3,269
271
1,147
1,898
252

19
888
61
284
414
24

*
*
*
*
*
*

5,708

298

202

594

148

746

6,891

1,690

21

PreferNone not to say

No Data

All staff religion and belief distribution by job family: 31 March 2021
Religion and Belief (%)
Job family

AtheistBuddhist Christian

Hindu

JewishMuslim

Sikh

Other

Commissioning
Programming
Sales/Marketing
Support/Admin
Technical/Engineering
Not Allocated

23.7
18.2
20.6
17.2
22.1
9.0

*
0.6
*
0.6
0.7
*

29.2
28.2
25.7
33.5
25.0
19.9

*
0.9
1.3
2.2
2.1
*

*
1.1
*
1.3
0.5
*

*
3.4
*
3.0
2.4
*

*
0.5
*
1.7
0.4
*

5.9
3.6
4.9
3.6
3.7
2.7

24.7
34.0
36.1
29.4
35.2
61.2

8.7
9.2
8.1
7.3
7.7
5.8

*
*
*
*
*
*

Grand Total

19.0

0.6

28.1

1.5

1.0

2.9

0.7

3.7

34.0

8.3

0.2

PreferNone not to say

No Data

Leadership staff religion and belief distribution by job family: 31 March 2021
Religion and Belief (numbers)
Job family

Total

AtheistBuddhist ChristianCommissioning
Programming
Sales/Marketing
Support/Admin
Technical/Engineering
Not Allocated

156
1,649
146
1,060
518
*

35
315
31
196
137
*

*
10
*
*
*
*

Grand Total

3,537

716

23

Hindu

JewishMuslim

Sikh

Other

44
526
41
362
130
*

*
15
*
20
10
*

*
23
*
14
*
*

*
36
*
23
*
*

*
*
*
16
*
*

11
32
*
37
24
*

40
547
56
299
151
*

13
136
*
84
44
*

*
*
*
*
*
*

1,103

50

52

72

28

109

1,097

285

*

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

286

BBC Annual Report and Accounts 2020/21

Return to contents

Leadership staff religion and belief distribution by job family: 31 March 2021
Religion and Belief (%)
Job family

AtheistBuddhist Christian

Hindu

JewishMuslim

Sikh

Other

PreferNone not to say

No Data

Commissioning
Programming
Sales/Marketing
Support/Admin
Technical/Engineering
Not Allocated

22.4
19.1
21.2
18.5
26.4
*

*
0.6
*
*
*
*

28.2
31.9
28.1
34.2
25.1
*

*
0.9
*
1.9
1.9
*

*
1.4
*
1.3
*
*

*
2.2
*
2.2
*
*

*
*
*
1.5
*
*

7.1
1.9
*
3.5
4.6
*

25.6
33.2
38.4
28.2
29.2
*

8.3
8.2
*
7.9
8.5
*

*
*
*
*
*
*

Grand Total

20.2

0.7

31.2

1.4

1.5

2.0

0.8

3.1

31.0

8.0

*

PreferNone not to say

No Data

All staff religion and belief distribution by grade bands: 31 March 2021
Religion and Belief (numbers)
Grade band

Total

AtheistBuddhist Christian

A
B
C
D
E
F
SL
Not Allocated

349
2,343
6,642
6,785
2,231
982
306
641

41
402
1,256
1,349
440
200
71
93

*
18
45
39
18
*
*
*

Grand Total

20,279

3,852

129

Hindu

JewishMuslim

Sikh

Other

112
738
1,788
1,826
673
314
111
146

*
25
100
113
34
14
*
*

*
24
56
64
22
21
*
*

*
63
241
196
44
24
*
15

*
24
43
45
21
*
*
*

19
101
241
256
76
25
*
20

121
760
2,264
2,338
714
297
79
318

30
187
603
551
188
75
21
35

*
*
*
*
*
*
*
*

5,708

298

202

594

148

746

6,891

1,690

21

PreferNone not to say

No Data

All staff religion and belief distribution by grade bands: 31 March 2021
Religion and Belief (%)
Grade band

AtheistBuddhist Christian

Hindu

JewishMuslim

Sikh

Other

A
B
C
D
E
F
SL
Not Allocated

11.7
17.2
18.9
19.9
19.7
20.4
23.2
14.5

*
0.8
0.7
0.6
0.8
*
*
*

32.1
31.5
26.9
26.9
30.2
32.0
36.3
22.8

*
1.1
1.5
1.7
1.5
1.4
*
*

*
1.0
0.8
0.9
1.0
2.1
*
*

*
2.7
3.6
2.9
2.0
2.4
*
2.3

*
1.0
0.6
0.7
0.9
*
*
*

5.4
4.3
3.6
3.8
3.4
2.5
*
3.1

34.7
32.4
34.1
34.5
32.0
30.2
25.8
49.6

8.6
8.0
9.1
8.1
8.4
7.7
6.9
5.5

*
*
*
*
*
*
*
*

Grand Total

19.0

0.6

28.1

1.5

1.0

2.9

0.7

3.7

34.0

8.3

0.2

No Data

All staff leaver and joiner distribution by religion and belief: 31 March 2021
Religion and Belief (numbers)
Category

Total

AtheistLeavers
Joiners

2,718
1,236

433
246

Buddhist Christian

21
12

693
264

Hindu

JewishMuslim

Sikh

Other

PreferNone not to say

21
25

19
12

50
45

13
*

186
62

949
334

314
118

19
109

PreferNone not to say

No Data

All staff leaver and joiner distribution by religion and belief: 31 March 2021
Religion and Belief (%)
Category

AtheistLeavers
Joiners

15.9
19.9

Buddhist Christian

0.8
1.0

25.5
21.4

Hindu

JewishMuslim

Sikh

Other

0.8
2.0

0.7
1.0

1.8
3.6

0.5
*

6.8
5.0

34.9
27.0

11.6
9.5

0.7
8.9

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents287

Equality Information Report

All staff leaver distribution by religion and belief and reason for leaving: 31 March 2021
Religion and Belief (numbers)
Reason for leaving

Total

AtheistBuddhist Christian

Voluntary
Redundancy
End FTC
Other Involuntary
Other

749
1,108
761
31
69

165
133
124
*
*

*
*
*
*
*

Grand Total

2,718

433

21

PreferNone not to say

Hindu

JewishMuslim

Sikh

Other

No Data

160
332
171
*
21

*
*
*
*
*

*
*
*
*
*

19
15
15
*
*

*
*
*
*
*

31
64
88
*
*

255
420
229
13
32

91
108
106
*
*

*
*
10
*
*

693

21

19

50

13

186

949

314

19

No Data

All staff leaver distribution by religion and belief and reason for leaving: 31 March 2021
Religion and Belief (%)
Reason for leaving

AtheistBuddhist Christian

Hindu

JewishMuslim

Sikh

Other

PreferNone not to say

Voluntary
Redundancy
End FTC
Other Involuntary
Other

22.0
12.0
16.3
*
*

*
*
*
*
*

21.4
30.0
22.5
*
30.4

*
*
*
*
*

*
*
*
*
*

2.5
1.4
2.0
*
*

*
*
*
*
*

4.1
5.8
11.6
*
*

34.0
37.9
30.1
41.9
46.4

12.1
9.7
13.9
*
*

*
*
1.2
*
*

Grand Total

15.9

0.8

25.5

0.8

0.7

1.8

0.5

6.8

34.9

11.6

0.7

PreferNone not to say

No Data

All staff internal mover distribution by religion and belief: 31 March 2021
Religion and Belief (numbers)
Internal move type

Total

AtheistBuddhist ChristianAttachment
Promotion
Transfer

599
331
1,000

118
86
208

*
*
*

Grand Total

1,930

412

*

Hindu

JewishMuslim

Sikh

Other

154
83
272

*
*
*

*
*
*

14
10
30

10
*
*

222
99
290

21
11
36

42
30
95

*
*
44

509

17

20

54

18

611

68

167

45

PreferNone not to say

No Data

All staff internal mover distribution by religion and belief: 31 March 2021
Religion and Belief (%)
Internal move type

AtheistBuddhist Christian

Hindu

JewishMuslim

Sikh

Other

Attachment
Promotion
Transfer

19.7
26.0
20.8

*
*
*

25.7
25.1
27.2

*
*
*

*
*
*

2.3
3.0
3.0

1.7
*
*

37.1
29.9
29.0

3.5
3.3
3.6

7.0
9.1
9.5

*
*
4.4

Grand Total

21.3

*

26.4

0.9

1.0

2.8

0.9

31.7

3.5

8.7

2.3

PreferNone not to say

No Data

All staff religion and belief distribution by contract type: 31 March 2021
Religion and Belief (numbers)
Contract type

Total

AtheistBuddhist ChristianContinuing
Fixed Term less than 1 yr
Fixed Term 1 yr +Flexicon19,162
933
166
18

3,591
226
31
*

120
*
*
*

Grand Total

20,279

3,852

129

Hindu

JewishMuslim

Sikh

Other

5,459
209
35
*

284
11
*
*

191
11
*
*

568
22
*
*

140
*
*
*

679
56
*
*

6,550
284
52
*

1,569
102
17
*

11
*
*
*

5,708

298

202

594

148

746

6,891

1,690

21

PreferNone not to say

No Data

All staff religion and belief distribution by contract type: 31 March 2021
Religion and Belief (%)
Contract type

AtheistBuddhist Christian

Hindu

JewishMuslim

Sikh

Other

Continuing
Fixed Term less than 1 yr
Fixed Term 1 yr +Flexicon

18.7
24.2
18.7
*

0.6
*
*
*

28.5
22.4
21.1
*

1.5
1.2
*
*

1.0
1.2
*
*

3.0
2.4
*
*

0.7
*
*
*

3.5
6.0
*
*

34.2
30.4
31.3
*

8.2
10.9
10.2
*

0.1
*
*
*

Grand Total

19.0

0.6

28.1

1.5

1.0

2.9

0.7

3.7

34.0

8.3

0.2

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

288

BBC Annual Report and Accounts 2020/21

Return to contents

All staff religion and belief distribution by length of service: 31 March 2021
Religion and Belief (numbers)
Length of service (yrs)

Total

AtheistBuddhist Christian

<1
1-<3
3-<5
5-<10
10+

978
3,442
2,641
4,079
9,139

217
783
554
830
1,468

10
31
15
21
52

Grand Total

20,2793,852

129

PreferNone not to say

Hindu

JewishMuslim

Sikh

Other

No Data

228
819
686
1,153
2,822

22
65
45
74
92

10
49
20
36
87

40
115
87
156
196

*
35
17
38
49

53
148
120
156
269

288
1,043
869
1,285
3,406

99
339
226
328
698

*
15
*
*
*

5,708

298

202

594

148

746

6,891

1,690

21

PreferNone not to say

No Data

All staff religion and belief distribution by length of service: 31 March 2021
Religion and Belief (%)
Length of service (yrs)AtheistBuddhist Christian

Hindu

JewishMuslim

Sikh

Other

<1
1-<3
3-<5
5-<10
10+

22.2
22.7
21.0
20.3
16.1

1.0
0.9
0.6
0.5
0.6

23.3
23.8
26.0
28.3
30.9

2.2
1.9
1.7
1.8
1.0

1.0
1.4
0.8
0.9
1.0

4.1
3.3
3.3
3.8
2.1

*
1.0
0.6
0.9
0.5

5.4
4.3
4.5
3.8
2.9

29.4
30.3
32.9
31.5
37.3

10.1
9.8
8.6
8.1
7.6

*
0.6
*
*
*

Grand Total

19.0

0.6

28.1

1.5

1.0

2.9

0.7

3.7

34.0

8.3

0.2

A state-run orstate-fundedschool– selective on
academic,
faith or othergroundIndependent
or fee-paying
schoolOther

Prefernot to say

No Data

Socio-economic backgroundAll staff socio-economic background (school type) distribution: 31 March 2021
School Type (numbers)

Division

Chief Customer
Officer Group
Chief Operating
Group
Content
Group Corporate
Affairs
Group Strategy and
Performance
Managing Director
Group
Nations
News and Current
Affairs
UK Public Service

School Type (%)

Total

A state-run orstate-fundedschool– nonselective

A state-run orstate-fundedschool– selective on
academic,
faith or othergroundIndependent
or fee-paying
schoolOther

Prefernot to say

No Data

A state-run orstate-fundedschool– nonselective

523

253

95

76

47

18

34

48.4

18.2

14.5

9.0

3.4

6.5

3,989
2,622

1,914
1,162

658
450

396
367

485
116

180
102

356
425

48.0
44.3

16.5
17.2

9.9
14.0

12.2
4.4

4.5
3.9

8.9
16.2

185

87

38

29

14

*

11

47.0

20.5

15.7

7.6

*

6.0

34

15

*

*

*

*

*

44.1

*

*

*

*

*

791
5,311

439
2,620

179
884

70
457

49
132

25
187

29
1,031

55.5
49.3

22.6
16.6

8.8
8.6

6.2
2.5

3.2
3.5

3.7
19.5

3,020

1,036

432

439

240

129

744

34.3

14.3

14.5

7.9

4.3

24.7

16,475

7,526

2,743

1,843

1,085

647

2,631

45.7

16.6

11.2

6.6

3.9

16.0

952

416

173

162

124

43

34

43.7

18.2

17.0

13.0

4.5

3.6

BBC Studios (Sales &Distribution, Branded
Services &Management)
BBC Studios (TV &Radio Production)

1,127

527

203

169

58

85

85

46.8

18.0

15.0

5.1

7.5

7.6

BBC Studios

2,079

943

376

331

182

128

119

45.4

18.1

15.9

8.8

6.2

5.6

World Service Group
Other

1,433
292

363
154

117
61

135
26

415
13

60
*

343
30

25.3
52.7

8.2
20.9

9.4
8.9

29.0
4.5

4.2
*

23.9
10.3

Other

1,725

517

178

161

428

68

373

30.0

10.3

9.3

24.8

3.9

21.7

Grand Total

20,279

8,986

3,297

2,335

1,695

843

3,123

44.3

16.3

11.5

8.4

4.2

15.3

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents289

Equality Information Report

Leadership staff socio-economic background (school type) distribution: 31 March 2021
School Type (numbers)

Division

Chief Customer
Officer Group
Chief Operating
Group
Content
Group Corporate
Affairs
Group Strategy and
Performance
Managing Director
Group
Nations
News and Current
Affairs
UK Public Service
BBC Studios (Sales &Distribution, Branded
Services &Management)
BBC Studios (TV &Radio Production)

Total

A state-run orstate-fundedschool– nonselective

A state-run orstate-fundedschool– selective on
academic,
faith or othergroundIndependent
or fee-paying
school

101

47

18

701
433

355
207

59

School Type (%)
A state-run orstate-fundedschool– selective on
academic,
faith or othergroundIndependent
or fee-paying
schoolOther

Prefernot to say

No Data

Other

Prefernot to say

No Data

A state-run orstate-fundedschool– nonselective

22

*

*

*

46.5

17.8

21.8

*

*

*

110
75

102
92

68
14

24
11

42
34

50.6
47.8

15.7
17.3

14.6
21.2

9.7
3.2

3.4
*

6.0
*

22

13

12

*

*

*

37.3

22.0

20.3

*

*

*

17

*

*

*

*

*

*

*

*

*

*

*

*

221
600

109
312

56
103

28
61

13
15

*
20

*
89

49.3
52.0

25.3
17.2

12.7
10.2

5.9
2.5

*
3.3

*
14.8

570

174

67

128

29

17

155

30.5

11.8

22.5

5.1

3.0

27.1

2,702

1,232

446

450

154

85

335

45.6

16.5

16.7

5.7

3.1

12.4

307

112

53

81

39

11

11

36.5

17.3

26.4

12.7

3.6

3.5

215

100

42

45

*

14

13

46.5

19.5

20.9

*

6.5

6.1

BBC Studios

522

212

95

126

40

25

24

40.6

18.2

24.1

7.7

4.8

4.6

World Service Group
Other

264
49

75
31

25
11

40
*

53
*

*
*

62
*

28.4
63.3

9.5
22.4

15.2
*

20.1
*

*
*

23.4
*

Other

313

106

36

42

55

10

64

33.9

11.5

13.4

17.6

3.2

20.4

3,537

1,550

577

618

249

120

423

43.8

16.3

17.5

7.0

3.4

12.0

Grand Total

All staff socio-economic background (school type) distribution by job family: 31 March 2021
School Type (numbers)

Total

A state-run orstate-fundedschool– nonselective

A state-run orstate-fundedschool– selective on
academic,
faith or othergroundIndependent
or fee-paying
schoolCommissioning
Programming
Sales/Marketing
Support/Admin
Technical/
Engineering
Not Allocated

219
9,612
751
3,896

106
4,020
371
1,948

34
1,478
137
748

5,389
412

2,463
78

Grand Total

20,2798,986

Job family

School Type (%)
A state-run orstate-fundedschool– selective on
academic,
faith or othergroundIndependent
or fee-paying
schoolOther

Prefernot to say

No Data

Other

Prefernot to say

No Data

A state-run orstate-fundedschool– nonselective

45
1,213
106
479

12
706
63
350

*
424
25
145

16
1,771
49
226

48.4
41.8
49.4
50.0

15.5
15.4
18.2
19.2

20.5
12.6
14.1
12.3

5.5
7.3
8.4
9.0

*
4.4
3.3
3.7

7.3
18.4
6.5
5.8

867
33

445
47

537
27

237
*

840
221

45.7
18.9

16.1
8.0

8.3
11.4

10.0
6.6

4.4
*

15.6
53.6

3,297

2,335

1,695

843

3,123

44.3

16.3

11.5

8.4

4.2

15.3

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

290

BBC Annual Report and Accounts 2020/21

Return to contents

Leadership staff socio-economic background (school type) distribution by job family: 31 March 2021
School Type (numbers)

Total

A state-run orstate-fundedschool– nonselective

A state-run orstate-fundedschool– selective on
academic,
faith or othergroundIndependent
or fee-paying
schoolCommissioning
Programming
Sales/Marketing
Support/Admin
Technical/
Engineering
Not Allocated

156
1,649
146
1,060

73
674
66
467

23
233
26
211

518
*

268
*

Grand Total

3,537

1,550

Job family

School Type (%)
A state-run orstate-fundedschool– selective on
academic,
faith or othergroundIndependent
or fee-paying
schoolOther

Prefernot to say

No Data

Other

Prefernot to say

No Data

A state-run orstate-fundedschool– nonselective

34
292
31
195

*
86
15
89

*
54
*
40

12
310
*
58

46.8
40.9
45.2
44.1

14.7
14.1
17.8
19.9

21.8
17.7
21.2
18.4

*
5.2
10.3
8.4

*
3.3
*
3.8

7.7
18.8
*
5.5

83
*

62
*

51
*

18
*

36
*

51.7
*

16.0
*

12.0
*

9.8
*

3.5
*

6.9
*

577

618

249

120

423

43.8

16.3

17.5

7.0

3.4

12.0

All staff socio-economic background (school type) distribution by grade band: 31 March 2021
School Type (numbers)

School Type (%)

Total

A state-run orstate-fundedschool– non-selective

A state-run orstatefunded school– selective on
academic,
faith or othergroundIndependent
or fee-paying
schoolOther

Prefernot to say

A
B
C
D
E
F
SL
Not Allocated

349
2,343
6,642
6,785
2,231
982
306
641

156
1,151
2,959
2,974
984
431
130
201

60
411
1,075
1,081
352
171
50
97

23
205
632
797
339
193
78
68

26
178
621
583
175
56
18
38

Grand Total

20,279

8,986

3,297

2,335

1,695

Grade band

No Data

A state-run orstate-fundedschool– non-selective

A state-run orstatefunded school– selective on
academic,
faith or othergroundIndependent
or fee-paying
schoolOther

Prefernot to say

No Data

21
117
306
265
72
36
12
14

63
281
1,049
1,085
309
95
18
223

44.7
49.1
44.5
43.8
44.1
43.9
42.5
31.4

17.2
17.5
16.2
15.9
15.8
17.4
16.3
15.1

6.6
8.7
9.5
11.7
15.2
19.7
25.5
10.6

7.4
7.6
9.3
8.6
7.8
5.7
5.9
5.9

6.0
5.0
4.6
3.9
3.2
3.7
3.9
2.2

18.1
12.1
15.9
16.1
13.9
9.6
5.9
34.8

843

3,123

44.3

16.3

11.5

8.4

4.2

15.3

All staff leaver and joiner distribution by socio-economic background (school type): 31 March 2021
School Type (numbers)

Category

Total

A state-run orstate-fundedschool– non-selective

Leavers
Joiners

2,718
1,236

931
498

School Type (%)

A state-run orstatefunded school– selective on
academic,
faith or othergroundIndependent
or fee-paying
schoolOther

Prefernot to say

472
267

283
124

196
136

249
100

No Data

A state-run orstate-fundedschool– non-selective

A state-run orstatefunded school– selective on
academic,
faith or othergroundIndependent
or fee-paying
schoolOther

Prefernot to say

No Data

587
111

34.3
40.3

17.4
21.6

10.4
10.0

7.2
11.0

9.2
8.1

21.5
9.0

All staff leaver distribution by socio-economic background (school type) and reason for leaving: 31 March 2021
School Type (numbers)

School Type (%)

Total

A state-run orstate-fundedschool– non-selective

A state-run orstatefunded school– selective on
academic,
faith or othergroundIndependent
or fee-paying
schoolOther

Prefer
Not To Say

Voluntary
Redundancy
End FTC
Other Involuntary
Other

749
1,108
761
31
69

237
364
308
*
14

120
172
161
*
14

83
98
93
*
*

84
44
61
*
*

Grand Total

2,718

931

472

283

196

Reason for leaving

No Data

A state-run orstate-fundedschool– non-selective

A state-run orstatefunded school– selective on
academic,
faith or othergroundIndependent
or fee-paying
schoolOther

Prefer
Not To Say

No Data

74
49
123
*
*

151
381
15
*
31

31.6
32.9
40.5
*
20.3

16.0
15.5
21.2
*
20.3

11.1
8.8
12.2
*
*

11.2
4.0
8.0
*
*

9.9
4.4
16.2
*
*

20.2
34.4
1.9
*
45.0

249

587

34.3

17.4

10.4

7.2

9.2

21.5

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents291

Equality Information Report

All staff internal mover distribution by socio-economic background (school type): 31 March 2021
School Type (numbers)

Total

A state-run orstate-fundedschool– non-selective

A state-run orstatefunded school– selective on
academic,
faith or othergroundIndependent
or fee-paying
schoolAttachment
Promotion
Transfer

599
331
1,000

291
154
455

107
71
193

Grand Total

1,930

900

371

Internal move type

School Type (%)
A state-run orstatefunded school– selective on
academic,
faith or othergroundIndependent
or fee-paying
schoolOther

Prefernot to say

No Data

Other

Prefernot to say

No Data

A state-run orstate-fundedschool– non-selective

67
39
109

39
35
81

18
14
51

77
18
111

48.6
46.5
45.5

17.9
21.5
19.3

11.2
11.8
10.9

6.5
10.6
8.1

3.0
4.2
5.1

12.8
5.4
11.1

215

155

83

206

46.6

19.2

11.1

8.0

4.3

10.8

All staff socio-economic background (school type) distribution by contract type: 31 March 2021
School Type (numbers)

School Type (%)

Total

A state-run orstate-fundedschool– non-selective

A state-run orstatefunded school– selective on
academic,
faith or othergroundIndependent
or fee-paying
schoolOther

Prefernot to say

Continuing
Fixed Term less than
1 yr
Fixed Term 1 yr +Flexicon19,162

8,493

3,060

2,217

1,578

933
166
18

423
68
*

206
29
*

101
16
*

Grand Total

20,279

8,986

3,297

2,335

Contract type

No Data

A state-run orstate-fundedschool– non-selective

A state-run orstatefunded school– selective on
academic,
faith or othergroundIndependent
or fee-paying
schoolOther

Prefernot to say

No Data

729

3,085

44.3

16.0

11.6

8.2

3.8

16.1

102
15
*

93
21
*

*
17
13

45.3
41.0
*

22.1
17.5
*

10.8
9.6
*

10.9
9.0
*

10.0
12.7
*

*
10.2
72.2

1,695

843

3,123

44.3

16.3

11.5

8.4

4.2

15.3

All staff socio-economic background (school type) distribution by length of service: 31 March 2021
School Type (numbers)

School Type (%)

Total

A state-run orstate-fundedschool– non-selective

A state-run orstatefunded school– selective on
academic,
faith or othergroundIndependent
or fee-paying
schoolOther

Prefernot to say

<1
1-<3
3-<5
5-<10
10+

978
3,442
2,641
4,079
9,139

444
1,633
1,178
1,809
3,922

232
647
421
598
1,399

107
394
279
442
1,113

116
437
299
362
481

Grand Total

20,279

8,986

3,297

2,335

1,695

Length of service (yrs)

No Data

A state-run orstate-fundedschool– non-selective

A state-run orstatefunded school– selective on
academic,
faith or othergroundIndependent
or fee-paying
schoolOther

Prefernot to say

No Data

75
310
76
97
285

*
21
388
771
1,939

45.4
47.4
44.6
44.3
42.9

23.7
18.8
15.9
14.7
15.3

10.9
11.4
10.6
10.8
12.2

11.9
12.7
11.3
8.9
5.3

7.7
9.0
2.9
2.4
3.1

*
0.7
14.7
18.9
21.2

843

3,123

44.3

16.3

11.5

8.4

4.2

15.3

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

292

BBC Annual Report and Accounts 2020/21

Return to contents

All staff free school meals distribution by division: 31 March 2021
Free School Meals (numbers)

Division

Chief Customer
Officer Group
Chief Operating
Group
Content
Group Corporate
Affairs
Group Strategy and
Performance
Managing Director
Group
Nations
News and Current
Affairs
UK Public Service

Free School Meals (%)

Does notapply toPreferme not to say

Total

Yes

No

I don’t
know

523

47

325

*

16

3,989
2,622

323
199

2,295
1,454

114
70

185

22

111

34

*

791
5,311

Does notapply toPreferme not to say

No DataYesNo

I don’t
know

10

117

9.0

62.1

*

3.1

1.9

22.4

163
62

74
43

1,020
794

8.1
7.6

57.5
55.5

2.9
2.7

4.1
2.4

1.9
1.6

25.5
30.2

*

10

*

38

11.9

60.0

*

5.4

*

20.5

26

*

*

*

*

*

76.5

*

*

*

*

88
398

506
2,900

21
94

16
66

10
115

150
1,738

11.1
7.5

64.0
54.6

2.7
1.8

2.0
1.2

1.3
2.2

18.9
32.7

3,020

182

1,406

49

88

48

1,247

6.0

46.6

1.6

2.9

1.6

41.3

16,475

1,260

9,023

360

421

302

5,109

7.6

54.8

2.2

2.6

1.8

31.0

952

81

597

27

48

16

183

8.5

62.7

2.8

5.0

1.7

19.3

No Data

BBC Studios (Sales &Distribution, Branded
Services &Management)
BBC Studios (TV &Radio Production)

1,127

82

548

14

19

21

443

7.3

48.6

1.2

1.7

1.9

39.3

BBC Studios

2,079

163

1,145

41

67

37

626

7.8

55.1

2.0

3.2

1.8

30.1

World Service Group
Other

1,433
292

94
27

576
171

16
*

91
*

15
*

641
83

6.6
9.2

40.2
58.6

1.1
*

6.4
*

1.0
*

44.7
28.4

Other

1,725

121

747

22

93

18

724

7.0

43.3

1.3

5.4

1.0

42.0

Grand Total

20,2791,544

10,915

423

581

357

6,459

7.6

53.8

2.1

2.9

1.8

31.8

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents

293

Equality Information Report

Leadership staff free school meals distribution by division: 31 March 2021
Free School Meals (numbers)

Division

Chief Customer
Officer Group
Chief Operating
Group
Content
Group Corporate
Affairs
Group Strategy and
Performance
Managing Director
Group
Nations
News and Current
Affairs
UK Public Service
BBC Studios (Sales &Distribution, Branded
Services &Management)
BBC Studios (TV &Radio Production)

Free School Meals (%)

Does notapply toPreferme not to say

Total

Yes

No

I don’t
know

101

10

68

*

*

701
433

47
40

495
283

17
14

59

*

34

17

*

221
600

Does notapply toPreferme not to say

No DataYesNo

I don’t
know

*

13

9.9

67.3

*

*

*

12.9

27
10

13
*

102
79

6.7
9.2

70.6
65.4

2.4
3.2

3.9
2.3

1.9
*

14.5
18.3

*

*

*

13

*

57.6

*

*

*

22.0

11

*

*

*

*

*

64.7

*

*

*

*

25
51

158
375

*
*

*
*

*
13

22
144

11.3
8.5

71.5
62.5

*
*

*
*

*
2.2

9.9
24.0

570

27

298

*

16

*

216

4.7

52.3

*

2.8

*

37.9

2,702

207

1,722

50

80

50

593

7.7

63.7

1.9

3.0

1.9

21.8

307

22

204

*

16

*

55

7.2

66.4

*

5.2

*

17.9

No Data

215

20

128

*

*

*

52

9.3

59.5

*

*

*

24.1

BBC Studios

522

42

332

11

20

10

107

8.0

63.6

2.1

3.8

1.9

20.6

World Service Group
Other

264
49

17
*

128
34

*
*

12
*

*
*

99
*

6.4
*

48.5
69.4

*
*

4.5
*

*
*

37.6
*

Other
Grand Total

313

23

162

*

12

*

106

7.3

51.8

*

3.8

*

33.9

3,537

272

2,216

67

112

64

806

7.7

62.7

1.9

3.2

1.8

22.7

Does notapply toPreferme not to say

No Data

All staff free school meals distribution by job family: 31 March 2021
Free School Meals (numbers)

Total

Yes

No

I don’tknowCommissioning
Programming
Sales/Marketing
Support/Admin
Technical/
Engineering
Not Allocated

219
9,612
751
3,896

33
676
52
354

131
4,928
479
2,440

*
172
19
104

*
250
20
127

5,389
412

414
15

2,821
116

117
*

Grand Total

20,2791,544

10,915423

Job familyFree School Meals (%)

Does notapply toPreferme not to say

No DataYesNo

I don’t
know

*
175
11
59

38
3,411
170
812

15.1
7.0
6.9
9.1

59.8
51.3
63.8
62.6

*
1.8
2.5
2.7

*
2.6
2.7
3.3

*
1.8
1.5
1.5

17.4
35.5
22.6
20.8

165
10

109
*

1,763
265

7.7
3.6

52.3
28.2

2.2
*

3.1
2.4

2.0
*

32.7
64.3

581

357

6,459

7.6

53.8

2.1

2.9

1.8

31.8

Does notapply toPreferme not to say

No Data

Leadership staff free school meals distribution by job family: 31 March 2021
Free School Meals (numbers)

Free School Meals (%)

Does notapply toPreferme not to say

Total

Yes

No

I don’tknow

No DataYesNo

I don’tknowCommissioning
Programming
Sales/Marketing
Support/Admin
Technical/
Engineering
Not Allocated

156
1,649
146
1,060

24
110
12
81

94
939
102
726

*
28
*
23

*
42
*
36

*
30
*
21

26
500
22
173

15.4
6.7
8.2
7.6

60.3
56.9
69.9
68.5

*
1.7
*
2.2

*
2.5
*
3.4

*
1.8
*
2.0

16.7
30.3
15.1
16.3

518
*

45
*

348
*

10
*

20
*

11
*

84
*

8.7
*

67.2
*

1.9
*

3.9
*

2.1
*

16.2
*

Grand Total

3,537

272

2,216

67

112

64

806

7.7

62.7

1.9

3.2

1.8

22.7

Job family

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

294

BBC Annual Report and Accounts 2020/21

Return to contents

All staff free school meals distribution by grade bands: 31 March 2021
Free School Meals (numbers)

Free School Meals (%)

Does notapply toPreferme not to say

Does notapply toPreferme not to say

Total

Yes

No

I don’tknow

No DataYesNo

I don’t
know

A
B
C
D
E
F
SL
Not Allocated

349
2,343
6,642
6,785
2,231
982
306
641

23
195
487
534
147
96
29
33

152
1,199
3,376
3,741
1,352
632
216
247

10
52
143
142
41
20
*
*

*
58
173
217
71
34
*
16

*
36
127
121
35
22
*
*

153
803
2,336
2,030
585
178
41
333

6.6
8.3
7.3
7.9
6.6
9.8
9.5
5.1

43.6
51.2
50.8
55.1
60.6
64.4
70.6
38.5

2.9
2.2
2.2
2.1
1.8
2.0
*
*

*
2.5
2.6
3.2
3.2
3.5
*
2.5

*
1.5
1.9
1.8
1.6
2.2
*
*

43.8
34.3
35.2
29.9
26.2
18.1
13.3
52.0

Grand Total

20,2791,544

10,915

423

581

357

6,459

7.6

53.8

2.1

2.9

1.8

31.8

Does notapply toPreferme not to say

No Data

Grade band

No Data

All staff leaver and joiner distribution by free school meals: 31 March 2021
Free School Meals (numbers)

Category

Total

Yes

No

I don’tknow

Leavers
Joiners

2,718
1,236

27
86

162
437

*
16

Free School Meals (%)

Does notapply toPreferme not to say

1133

No DataYesNo

I don’t
know

2,505
647

1.0
7.0

6.0
35.4

*
1.3

*
17

0.4
2.7

*
1.4

92.1
52.2

Does notapply toPreferme not to say

No Data

All staff leaver distribution by free school meals and reason for leaving: 31 March 2021
Free School Meals (numbers)

Free School Meals (%)

Does notapply toPreferme not to say

Reason for leaving

Total

Yes

No

I don’tknow

No DataYesNo

I don’tknow

Voluntary
Redundancy
End FTC
Other Involuntary
Other

749
1,108
761
31
69

*
10
13
*
*

37
67
56
*
*

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

703
1,021
683
30
68

*
0.9
1.7
*
*

4.9
6.0
7.4
*
*

*
*
*
*
*

*
*
*
*
*

*
*
*
*
*

93.9
92.1
89.7
96.8
98.6

Grand Total

2,718

27

162

*

11

*

2,505

1.0

6.0

*

0.4

*

92.1

Does notapply toPreferme not to say

No Data

All staff internal mover distribution by free school meals: 31 March 2021
Free School Meals (numbers)

Total

Yes

No

I don’tknow

Attachment
Promotion
Transfer

599
331
1,000

43
19
70

334
196
512

14
*
19

13
16
21

Grand Total

1,930

132

1,042

38

50

Internal move typeFree School Meals (%)

Does notapply toPreferme not to say

No DataYesNo

I don’t
know

*
*
13

187
90
365

7.2
5.7
7.0

55.8
59.2
51.2

2.3
*
1.9

2.2
4.8
2.1

*
*
1.3

31.2
27.3
36.5

26

642

6.8

54.0

2.0

2.6

1.3

33.3

Does notapply toPreferme not to say

No Data

All staff free school meals distribution by contract type: 31 March 2021
Free School Meals (numbers)

Total

Yes

No

I don’tknowContinuing
Fixed Term less than
1 yr
Fixed Term 1 yr +Flexicon19,162

1,472

10,449

402

543

933
166
18

59
13
*

395
68
*

17
*
*

Grand Total

20,2791,544

10,915423

Contract typeFree School Meals (%)

Does notapply toPreferme not to say

No DataYesNo

I don’t
know

342

5,954

7.7

54.5

2.1

2.8

1.8

31.1

33
*
*

13
*
*

416
74
15

6.3
7.8
*

42.3
41.0
*

1.8
*
*

3.5
*
*

1.4
*
*

44.7
44.6
83.3

581

357

6,459

7.6

53.8

2.1

2.9

1.8

31.9

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents295

Equality Information Report

All staff free school meals distribution by length of service: 31 March 2021
Free School Meals (numbers)

Free School Meals (%)

Does notapply toPreferme not to say

Does notapply toPreferme not to say

Total

Yes

No

I don’tknow

No DataYesNo

I don’t
know

<1
1-<3
3-<5
5-<10
10+

978
3,442
2,641
4,079
9,139

80
261
182
314
707

413
1,852
1,470
2,161
5,019

16
72
49
95
191

30
120
73
137
221

18
51
40
60
188

421
1,086
827
1,312
2,813

8.2
7.6
6.9
7.7
7.7

42.2
53.8
55.7
53.0
54.9

1.6
2.1
1.9
2.3
2.1

3.1
3.5
2.8
3.4
2.4

1.8
1.5
1.5
1.5
2.1

43.1
31.5
31.2
32.1
30.8

Grand Total

20,2791,544

10,915

423

581

357

6,459

7.6

53.8

2.1

2.9

1.8

31.8

Length of service (yrs)

No Data

All staff socio-economic background (household occupation) distribution: 31 March 2021
Household Occupation (numbers)
Working
Class / Low
Socioeconomic

Household Occupation (%)

Other

No Data

Professional

Working
Class / Low
Socioeconomic

Other

Prefer not
to sayNo Data

Total

Professional

Chief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and
Performance
Managing Director Group
Nations
News and Current Affairs

523
3,989
2,622
185

292
2,012
1,289
105

62
347
232
17

102
948
500
42

*
60
38
*

31
266
138
10

34
356
425
11

55.8
50.4
49.2
56.8

11.9
8.7
8.8
9.2

19.5
23.8
19.1
22.7

*
1.5
1.4
*

5.9
6.7
5.3
5.4

6.5
8.9
16.2
5.9

34
791
5,311
3,020

24
391
2,324
1,355

*
93
425
256

*
220
1,203
472

*
13
79
34

*
45
250
159

*
29
1,030
744

70.6
49.4
43.8
44.9

*
11.8
8.0
8.5

*
27.8
22.7
15.6

*
1.6
1.5
1.1

*
5.7
4.7
5.3

*
3.7
19.4
24.6

UK Public Service

16,475

7,792

1,436

3,490

226

901

2,630

47.3

8.7

21.2

1.4

5.5

16.0

952

551

125

157

18

67

34

57.9

13.1

16.5

1.9

7.0

3.6

Division

Prefer not
to sayIntermediate

Intermediate

BBC Studios (Sales &Distribution, Branded Services& Management)
BBC Studios (TV & Radio
Production)

1,127

609

115

212

*

97

85

54.0

10.2

18.8

*

8.6

7.5

BBC Studios

2,079

1,160

240

369

27

164

119

55.8

11.5

17.7

1.3

7.9

5.7

World Service Group
Other

1,433
292

698
141

76
28

164
77

35
*

116
13

344
30

48.7
48.3

5.3
9.6

11.4
26.4

2.4
*

8.1
4.5

24.0
10.3

Other

1,725

839

104

241

38

129

374

48.6

6.0

14.0

2.2

7.5

21.7

Grand Total

20,279

9,791

1,780

4,100

291

1,194

3,123

48.3

8.8

20.2

1.4

5.9

15.4

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

296

BBC Annual Report and Accounts 2020/21

Return to contents

Leadership staff socio-economic background (household occupation) distribution: 31 March 2021
Household Occupation (numbers)

Division

Chief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and
Performance
Managing Director Group
Nations
News and Current Affairs

Working
Class / Low
Socioeconomic

Household Occupation (%)

Other

Prefer not
to sayNo Data

Professional

Intermediate

Working
Class / Low
Socioeconomic

Other

Prefer not
to sayNo Data

Total

Professional

Intermediate

101
701
433
59

58
423
242
30

15
56
49
*

21
144
91
14

*
10
*
*

*
26
12
*

*
42
34
*

57.4
60.3
55.9
50.8

14.9
8.0
11.3
*

20.8
20.5
21.0
23.7

*
1.4
*
*

*
3.7
2.8
*

*
6.0
7.9
*

17
221
600
570

12
117
282
257

*
28
48
54

*
59
142
86

*
*
13
*

*
*
26
16

*
*
89
155

70.6
52.9
47.0
45.1

*
12.7
8.0
9.5

*
26.7
23.7
15.1

*
*
2.2
*

*
*
4.3
2.8

*
*
14.8
27.2

2,702

1,421

259

559

33

95

335

52.6

9.6

20.7

1.2

3.5

12.4

BBC Studios (Sales &Distribution, Branded Services& Management)
BBC Studios (TV & Radio
Production)

307

196

37

44

*

17

11

63.8

12.1

14.3

*

5.5

3.6

215

128

20

43

*

11

13

59.5

9.3

20.0

*

5.1

6.0

BBC Studios

522

324

57

87

*

28

24

62.1

10.9

16.7

*

5.4

4.6

World Service Group
Other

264
49

146
24

12
*

24
16

*
*

12
*

62
*

55.3
49.0

4.5
*

9.1
32.7

*
*

4.5
*

23.5
*

UK Public Service

Other
Grand Total

313

170

16

40

*

14

64

54.3

5.1

12.8

*

4.5

20.4

3,537

1,915

332

686

44

137

423

54.1

9.4

19.4

1.2

3.9

12.0

All staff socio-economic background (household occupation) distribution by job family: 31 March 2021
Household Occupation (numbers)
Working
Class / Low
Socioeconomic

Other

Prefer not
to sayHousehold Occupation (%)

Professional

Intermediate

Working
Class / Low
Socioeconomic

Other

Prefer not
to sayNo Data

Total

Professional

Intermediate

Commissioning
Programming
Sales/Marketing
Support/Admin
Technical/Engineering
Not Allocated

219
9,612
751
3,896
5,389
412

117
4,617
437
2,008
2,478
134

29
822
80
409
428
12

44
1,718
137
949
1,224
28

*
139
*
61
76
*

*
546
41
243
342
16

16
1,770
49
226
841
221

53.4
48.0
58.2
51.5
46.0
32.5

13.2
8.6
10.7
10.5
7.9
2.9

20.1
17.9
18.2
24.4
22.7
6.8

*
1.4
*
1.6
1.4
*

*
5.7
5.5
6.2
6.3
3.9

7.3
18.4
6.5
5.8
15.6
53.6

Grand Total

20,279

9,791

1,780

4,100

291

1,194

3,123

48.3

8.8

20.2

1.4

5.9

15.4

Job family

No Data

Leadership staff socio-economic background (household occupation) distribution by job family: 31 March 2021
Household Occupation (numbers)
Working
Class / Low
Socioeconomic

Household Occupation (%)

Other

No Data

Professional

Working
Class / Low
Socioeconomic

Other

Prefer not
to sayNo Data

Total

Professional

Commissioning
Programming
Sales/Marketing
Support/Admin
Technical/Engineering
Not Allocated

156
1,649
146
1,060
518
*

85
805
88
625
305
*

22
146
18
104
42
*

29
312
30
211
104
*

*
20
*
12
*
*

*
56
*
50
23
*

12
310
*
58
36
*

54.5
48.8
60.3
59.0
58.9
*

14.1
8.9
12.3
9.8
8.1
*

18.6
18.9
20.5
19.9
20.1
*

*
1.2
*
1.1
*
*

*
3.4
*
4.7
4.4
*

7.7
18.8
*
5.5
6.9
*

Grand Total

3,537

1,915

332

686

44

137

423

54.1

9.4

19.4

1.2

3.9

12.0

Job family

Prefer not
to sayIntermediate

Intermediate

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents297

Equality Information Report

All staff socio-economic background (household occupation) distribution by grade band: 31 March 2021
Household Occupation (numbers)
Working
Class / Low
Socioeconomic

Household Occupation (%)

Other

No Data

Professional

Working
Class / Low
Socioeconomic

Other

Prefer not
to sayNo Data

Total

Professional

A
B
C
D
E
F
SL
Not Allocated

349
2,343
6,642
6,785
2,231
982
306
641

123
1,062
3,131
3,301
1,177
545
177
275

34
242
563
580
203
91
37
30

84
530
1,357
1,367
425
199
61
77

*
41
93
103
31
12
*
*

40
187
450
348
86
40
12
31

63
281
1,048
1,086
309
95
18
223

35.2
45.3
47.1
48.7
52.8
55.5
57.8
42.9

9.7
10.3
8.5
8.5
9.1
9.3
12.1
4.7

24.1
22.6
20.4
20.1
19.0
20.3
19.9
12.0

*
1.7
1.4
1.5
1.4
1.2
*
*

11.5
8.0
6.8
5.1
3.9
4.1
3.9
4.8

18.1
12.0
15.8
16.0
13.9
9.7
5.9
34.8

Grand Total

20,279

9,791

1,780

4,100

291

1,194

3,123

48.3

8.8

20.2

1.4

5.9

15.4

Grade band

Prefer not
to sayIntermediate

Intermediate

All staff leaver and joiner distribution by socio-economic background (household occupation): 31 March 2021
Household Occupation (numbers)

Category

Total

Professional

Intermediate

Leavers
Joiners

2,718
1,236

518
650

144
102

Working
Class / Low
Socioeconomic

473
214

Household Occupation (%)

Other

Prefer not
to sayNo Data

*
16

350
143

1,230
111

Professional

Intermediate

Working
Class / Low
Socioeconomic

Other

Prefer not
to sayNo Data

19.1
52.6

5.3
8.3

17.4
17.3

*
1.3

12.9
11.6

45.3
9.0

All staff leaver distribution by socio-economic background (household occupation) and reason for leaving: 31 March 2021
Household Occupation (numbers)
Working
Class / Low
Socioeconomic

Household Occupation (%)

Other

No Data

Professional

Working
Class / Low
Socioeconomic

Other

Prefer not
to sayNo Data

Total

Professional

Voluntary
Redundancy
End FTC
Other Involuntary
Other

749
1,108
761
31
69

131
168
205
*
*

36
44
58
*
*

110
196
152
*
11

*
*
*
*
*

104
76
163
*
*

367
624
181
15
43

17.5
15.2
26.9
*
*

4.8
4.0
7.6
*
*

14.7
17.7
20.0
*
15.9

*
*
*
*
*

13.9
6.9
21.4
*
*

49.0
56.3
23.8
48.4
62.3

Grand Total

2,718

518

144

473

*

350

1,230

19.1

5.3

17.4

*

12.9

45.3

Reason for leaving

Prefer not
to sayIntermediate

Intermediate

All staff internal mover distribution by socio-economic background (household occupation): 31 March 2021
Household Occupation (numbers)
Working
Class / Low
Socioeconomic

Household Occupation (%)

Other

No Data

Professional

Working
Class / Low
Socioeconomic

Other

Prefer not
to sayNo Data

Total

Professional

Attachment
Promotion
Transfer

599
331
1,000

312
171
538

62
35
83

108
80
184

11
*
*

29
22
75

77
18
111

52.1
51.7
53.8

10.4
10.6
8.3

18.0
24.2
18.4

1.8
*
*

4.8
6.6
7.5

12.9
5.4
11.1

Grand Total

1,930

1,021

180

372

25

126

206

52.9

9.3

19.3

1.3

6.5

10.7

Internal move type

Prefer not
to sayIntermediate

Intermediate

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

298

BBC Annual Report and Accounts 2020/21

Return to contents

All staff socio-economic background (household occupation) distribution by contract type: 31 March 2021
Household Occupation (numbers)
Working
Class / Low
Socioeconomic

Household Occupation (%)

Other

No Data

Professional

Working
Class / Low
Socioeconomic

Other

Prefer not
to sayNo Data

Total

Professional

Continuing
Fixed Term less than 1 yr
Fixed Term 1 yr +Flexicon19,162
933
166
18

9,172
529
88
*

1,677
86
16
*

3,897
177
24
*

278
11
*
*

1,052
123
19
*

3,086
*
17
13

47.9
56.7
53.0
*

8.8
9.2
9.6
*

20.3
19.0
14.5
*

1.5
1.2
*
*

5.5
13.2
11.4
*

16.1
*
10.2
72.2

Grand Total

20,279

9,791

1,780

4,100

291

1,194

3,123

48.3

8.8

20.2

1.4

5.9

15.4

Contract type

Prefer not
to sayIntermediate

Intermediate

All staff socio-economic background (household occupation) distribution by length of service: 31 March 2021
Household Occupation (numbers)

Household Occupation (%)

Total

Professional

Intermediate

Working
Class / Low
Socioeconomic

<1
1-<3
3-<5
5-<10
10+

978
3,442
2,641
4,079
9,139

573
1,914
1,349
1,918
4,037

86
314
243
381
756

197
704
507
796
1,896

14
48
42
55
132

105
440
112
158
379

*
22
388
771
1,939

58.6
55.6
51.1
47.0
44.2

8.8
9.1
9.2
9.3
8.3

20.1
20.5
19.2
19.5
20.7

1.4
1.4
1.6
1.3
1.4

10.7
12.8
4.2
3.9
4.1

*
0.6
14.7
18.9
21.2

Grand Total

20,279

9,791

1,780

4,100

291

1,194

3,123

48.3

8.8

20.2

1.4

5.9

15.4

Length of service (yrs)

Other

Prefer not
to sayNo Data

Professional

Intermediate

Working
Class / Low
Socioeconomic

Other

Prefer not
to sayNo Data

All staff data reflects UK-based employee contracts only Leadership is defined as Band E and above* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents299

Equality Information Report

Freelance (reporting is shown separately for our staff and freelancers)
Freelance age distribution by division: 31 March 2021
Age band (numbers)
Division

Chief Customer
Officer Group
Chief Operating
Group
Content
Group Corporate
Affairs
Group Strategy and
Performance
Managing Director
Group
Nations
News and Current
Affairs
UK Public Service

Age band (%)

Total

<20

20-29

30-39

40-49

50-59

60+

<20

20-29

30-39

40-49

50-59

60+

315

*

49

125

87

40

14

*

15.6

39.7

27.6

12.7

4.4

76
2,224

*
*

*
530

17
615

25
507

15
388

11
182

*
*

*
23.8

22.4
27.7

32.9
22.8

19.7
17.4

14.5
8.2

25

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

102
2,245

*
*

*
544

*
445

35
468

30
432

26
349

*
*

*
24.2

*
19.8

34.3
20.8

29.4
19.2

25.5
15.7

850

*

208

241

188

153

58

*

24.5

28.4

22.1

18.0

6.8

5,838

11

1,345

1,453

1,318

1,066

645

0.2

23.0

24.9

22.6

18.3

11.0

*

*

*

*

*

*

*

*

*

*

*

*

*

BBC Studios (Sales &Distribution, Branded
Services &Management)
BBC Studios (TV &Radio Production)

5,397

17

1,260

1,463

1,303

983

371

0.3

23.3

27.1

24.1

18.2

7.0

BBC Studios

5,397

17

1,260

1,463

1,303

983

371

0.3

23.3

27.1

24.1

18.2

7.0

424
221

*
*

56
37

129
38

117
60

75
51

47
34

*
*

13.2
16.7

30.4
17.2

27.6
27.1

17.7
23.1

11.1
15.4

World Service Group
Other
Other
Grand Total

645

*

93

167

177

126

81

*

14.4

25.9

27.4

19.5

12.6

11,880

29

2,698

3,083

2,798

2,175

1,097

0.2

22.7

26.0

23.6

18.3

9.2

Freelance disability distribution by division: 31 March 2021
Disability (numbers)
Division

Not
PreferDisabled not to say

Total

Disabled

Chief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and Performance
Managing Director Group
Nations
News and Current Affairs

315
76
2,224
25
*
102
2,245
850

15
*
146
*
*
*
128
48

224
55
1,542
17
*
74
1,689
616

UK Public Service

5,838

346

BBC Studios (Sales & Distribution, Branded Services &Management)
BBC Studios (TV & Radio Production)

*
5,397

BBC Studios

Disability (%)
Not
PreferDisabled not to say

No DataDisabled

*
*
92
*
*
*
76
48

68
14
444
*
*
19
352
138

4.8
*
6.6
*
*
*
5.7
5.6

71.1
72.4
69.3
68.0
*
72.5
75.2
72.5

*
*
4.1
*
*
*
3.4
5.6

No Data

21.6
18.4
20.0
*
*
18.7
15.7
16.3

4,218

231

1,043

5.9

72.3

4.0

17.8

*
305

*
3,424

*
204

*
1,464

*
5.7

*
63.4

*
3.8

*
27.1

5,397

305

3,424

204

1,464

5.7

63.4

3.8

27.1

World Service Group
Other

424
221

20
14

333
142

14
*

57
64

4.7
6.3

78.5
64.3

3.3
*

13.5
28.9

Other

645

34

475

15

121

5.3

73.6

2.3

18.8

11,880

685

8,117

450

2,628

5.8

68.3

3.8

22.1

Grand Total* Data has been replaced with an asterisk where figures are below sample size

300

BBC Annual Report and Accounts 2020/21

Return to contents

Freelance ethnicity distribution by division: 31 March 2021
Ethnicity band (numbers)

Division

Total

Ethnicity band (%)

Other
BAME

White
British

Other
White
BackgroundPrefer not
to sayNo Data

BAME

Asian

Black

Mixed
Ethnicity

Other
BAME

White
British

Other
White
BackgroundPrefer not
to sayNo Data

BAME

Asian

Black

Mixed
Ethnicity

39

*

18

*

*

200

19

*

48

12 4

*

57

*

*

63 5

60

*

15 2

*
275

*
82

*
94

*
86

*
13

50
1,461

*
91

*
97

11
300

*
12 4

*
37

*
42

*
39

*
06

65 8
65 7

*
41

*
44

14 5
13 4

*

*

*

*

*

18

*

*

*

*

*

*

*

*

72 0

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

Chief
Customer
Officer Group
315
Chief
OperatingGroup
76
Content
2,224
Group
Corporate
Affairs
25
Group
Strategy and
Performance*
Managing
Director
Group
102
Nations
2,245News andCurrent
Affairs
850

10
176

*
66

*
58

*
45

*
*

55
1,513

*
163

*
79

27
314

98
78

*
29

*
26

*
20

*
*

53 9
67 4

*
73

*
35

26 5
14 0

133

47

32

40

14

454

88

37

138

15 6

55

38

47

16

53 4

10 4

44

16 2

UK Public
Service

643

212

208

181

42

3,752

369

232

842

11.0

3.6

3.6

3.1

0.7

64.3

6.3

4.0

14.4

5,838

BBC Studios(Sales &Distribution,
BrandedServices &Management)*
BBC Studios(TV & Radio
Production)
5,397

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

489

110

163

190

26

3,762

300

246

600

91

20

30

35

05

69 7

56

46

11 0

BBC Studios

5,397

489

110

163

190

26

3,762

300

246

600

9.1

2.0

3.0

3.5

0.5

69.7

5.6

4.6

11.0

World Service
Group
Other

424
221

182
17

33
*

45
*

26
*

78
*

124
156

31
15

30
13

57
20

42 9
77

78
*

10 6
*

61
*

18 4
*

29 2
70 6

73
68

71
59

13 5
90

645

199

36

49

32

82

280

46

43

77

30.9

5.6

7.6

5.0

12.7

43.4

7.1

6.7

11.9

11,880

1,331

358

420

403

150

7,794

715

521

1,519

11.2

3.0

3.5

3.4

1.3

65.6

6.0

4.4

12.8

Other
Grand Total

Freelance gender distribution by division: 31 March 2021
Gender (numbers)
Division

Gender (%)

Total

FemaleMale

FemaleMale

Chief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and Performance
Managing Director Group
Nations
News and Current Affairs

315
76
2,224
25
*
102
2,245
850

132
30
1,024
18
*
61
866
410

183
46
1,200
*
*
41
1,379
440

41.9
39.5
46.0
72.0
*
59.8
38.6
48.2

58.1
60.5
54.0
*
*
40.2
61.4
51.8

UK Public Service

5,838

2,542

3,296

43.5

56.5

BBC Studios (Sales & Distribution, Branded Services & Management)
BBC Studios (TV & Radio Production)

*
5,397

*
2,374

*
3,023

*
44.0

*
56.0

BBC Studios

5,397

2,374

3,023

44.0

56.0

World Service Group
Other

424
221

202
39

222
182

47.6
17.6

52.4
82.4

Other

645

241

404

37.4

62.6

11,880

5,157

6,723

43.4

56.6

Grand Total* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents

301

Equality Information Report

Freelance sexual orientation, transgender identity and gender identity distribution by division: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (numbers)
No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

Gay manGaywoman/
lesbianChief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and
Performance
Managing Director Group
Nations
News and Current Affairs

315
76
2,224
25

*
*
67
*

10
*
74
*

*
*
30
*

218
50
1,462
17

*
*
14
*

32
*
285
*

43
12
292
*

*
*
49
*

*
*
*
*

*
*
*
*

23
*
221
*

*
102
2,245
850

*
*
65
26

*
*
66
39

*
*
23
12

*
56
1,512
511

*
*
22
7

*
11
235
119

*
28
322
136

*
*
39
16

*
*
*
*

*
*
*
*

*
*
210
100

UK Public Service

5,838

166

196

71

3,826

49

693

837

110

*

*

573

*

*

*

Division

Total

Bi/
bisexual

Heterosexual/straight

PreferOther not to say

BBC Studios (Sales &Distribution, Branded Services& Management)
BBC Studios (TV & Radio
Production)

5,397

148

200

69

3,551

32

788

609

103

10

*

535

BBC Studios

*

–

5,397

148

200

69

3,551

32

788

609

103

10

*

535

World Service Group
Other

424
221

14
*

*
*

*
*

278
155

*
*

65
36

55
21

11
*

*
*

*
*

35
12

Other

645

17

*

*

433

*

101

76

14

*

*

47

11,880

331

405

143

7,810

87

1,582

1,522

227

17

13

1,155

Grand Total

Freelance sexual orientation, transgender identity and gender identity distribution by division: 31 March 2021
Sexual Orientation, Transgender Identity and Gender Identity (%)
No Data(SexualOrientation)

TransgenderNonbinary

Other
GenderIdentity

LGBTQ+

10.2
*
12.8
*
*
10.8
10.5
14.0

13.7
15.8
13.1
*
*
27.5
14.3
16.0

*
*
2.2
*
*
*
1.7
1.9

*
*
*
*
*
*
*
*

*
*
*
*
*
*
*
*

7.3
*
9.9
*
*
*
9.4
11.8

0.8

11.9

14.3

1.9

*

*

9.8

*
65.8

*
0.6

*
14.6

*
11.3

*
1.9

*
0.2

*
*

*
9.9

1.3

65.8

0.6

14.6

11.3

1.9

0.2

*

9.9

*
*

65.6
70.1

*
*

15.3
16.3

13.0
9.5

2.6
*

*
*

*
*

8.3
5.4

*

*

67.1

*

15.7

11.8

2.2

*

*

7.3

3.4

1.2

65.7

0.7

13.3

12.8

1.9

0.1

0.1

9.7

Gay manGaywoman/
lesbianHeterosexual/straight

3.2
*
3.3
*
*
*
2.9
4.6

*
*
1.3
*
*
*
1.0
1.4

69.2
65.8
65.7
68.0
*
54.9
67.3
60.1

*
*
0.6
*
*
*
1.0
0.8

2.8

3.4

1.2

65.5

*
2.7

*
3.7

*
1.3

BBC Studios

2.7

3.7

World Service Group
Other

3.3
*

*
*

Other

2.6

Grand Total

2.8

Bi/
bisexual

Chief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and Performance
Managing Director Group
Nations
News and Current Affairs

*
*
3.0
*
*
*
2.9
3.1

UK Public Service
BBC Studios (Sales & Distribution,
Branded Services & Management)
BBC Studios (TV & Radio Production)

Division

PreferOther not to say* Data has been replaced with an asterisk where figures are below sample size

302

BBC Annual Report and Accounts 2020/21

Return to contents

Freelance religion and belief distribution: 31 March 2021
Religion and Belief (numbers)
Division

Total

AtheistBuddhist Christian

Hindu

JewishMuslim

Sikh

Other

PreferNone not to say

No Data

Chief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and
Performance
Managing Director Group
Nations
News and Current Affairs

315
76
2,224
25

49
16
351
*

*
*
13
*

59
14
507
*

*
*
15
*

*
*
30
*

*
*
23
*

*
*
17
*

14
*
88
*

108
17
576
*

31
12
305
*

45
12
299
*

*
102
2,245
850

*
10
306
156

*
*
13
*

*
23
635
146

*
*
*
*

*
*
12
14

*
*
33
21

*
*
*
*

*
*
93
27

*
21
554
199

*
12
260
124

*
28
323
139

UK Public Service

5,838

890

36

1,391

35

62

83

34

229

1,480

748

850

*

*

*

*

*

*

*

*

*

*

*

*

BBC Studios (Sales &Distribution, Branded Services& Management)
BBC Studios (TV & Radio
Production)

5,397

793

41

1,090

25

56

33

19

176

1,772

780

612

BBC Studios

5,397

793

41

1,090

25

56

33

19

176

1,772

780

612

424
221

40
24

*
*

70
62

*
*

*
*

67
*

*
*

10
*

96
75

70
30

57
21

World Service Group
Other

645

64

*

132

*

*

68

*

17

171

100

78

11,880

1,747

84

2,613

62

124

184

53

422

3,423

1,628

1,540

PreferNone not to say

No Data

Other
Grand Total

Freelance staff religion and belief distribution: 31 March 2021
Religion and Belief (%)
Division

AtheistBuddhist Christian

Hindu

JewishMuslim

Sikh

Other

Chief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and Performance
Managing Director Group
Nations
News and Current Affairs

15.6
21.1
15.8
*
*
9.8
13.6
18.4

*
*
0.6
*
*
*
0.6
*

18.7
18.4
22.8
*
*
22.5
28.3
17.2

*
*
0.7
*
*
*
*
*

*
*
1.3
*
*
*
0.5
1.6

*
*
1.0
*
*
*
1.5
2.5

*
*
0.8
*
*
*
*
*

4.4
*
4.0
*
*
*
4.1
3.2

34.3
22.4
25.9
*
*
20.6
24.7
23.4

9.8
15.8
13.7
*
*
11.8
11.6
14.6

14.3
15.8
13.4
*
*
27.5
14.4
16.4

UK Public Service

15.2

0.6

23.8

0.6

1.1

1.4

0.6

3.9

25.4

12.8

14.6

BBC Studios (Sales & Distribution,
Branded Services & Management)
BBC Studios (TV & Radio Production)

*
14.7

*
0.8

*
20.2

*
0.5

*
1.0

*
0.6

*
0.4

*
3.3

*
32.8

*
14.5

*
11.3

BBC Studios

14.7

0.8

20.2

0.5

1.0

0.6

0.4

3.3

32.8

14.5

11.3

World Service Group
Other

9.4
10.9

*
*

16.5
28.1

*
*

*
*

15.8
*

*
*

2.4
*

22.6
33.9

16.5
13.6

13.4
9.5

Other

9.9

*

20.5

*

*

10.5

*

2.6

26.5

15.5

12.1

Grand Total

14.7

0.7

22.0

0.5

1.0

1.5

0.4

3.6

28.8

13.7

13.0

* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents

303

Equality Information Report

Freelance socio-economic background (school type) distribution: 31 March 2021
School Type (numbers)

Division

Chief Customer
Officer Group
Chief Operating
Group
Content
Group Corporate
Affairs
Group Strategy and
Performance
Managing Director
Group
Nations
News and Current
Affairs
UK Public Service

Total

A state-run orstate-fundedschool– non-selective

A state-run orstatefunded school– selective on
academic,
faith or othergroundIndependent
or fee-paying
school

315

126

20

76
2,224

32
965

25

School Type (%)
A state-run orstatefunded school– selective on
academic,
faith or othergroundIndependent
or fee-paying
schoolOther

Prefer not tosay

No Data

Other

Prefer not tosay

No Data

A state-run orstate-fundedschool– non-selective

25

26

13

105

40.0

6.3

7.9

8.3

4.1

33.4

*
128

*
189

*
68

*
138

24
736

42.1
43.4

*
5.8

*
8.5

*
3.1

*
6.2

31.6
33.0

10

*

*

*

*

10

40.0

*

*

*

*

40.0

*

*

*

*

*

*

*

*

*

*

*

*

*

102
2,245

32
1,059

*
193

*
159

*
81

*
131

42
622

31.4
47.2

*
8.6

*
7.1

*
3.6

*
5.8

41.2
27.7

850

295

51

110

74

62

258

34.7

6.0

12.9

8.7

7.3

30.4

5,838

2,519

407

501

256

358

1,797

43.1

7.0

8.6

4.4

6.1

30.8

BBC Studios (Sales &Distribution, Branded
Services &Management)
BBC Studios (TV &Radio Production)

*

*

*

*

*

*

*

*

*

*

*

*

*

5,397

1,969

251

463

239

353

2,122

36.5

4.7

8.6

4.4

6.5

39.3

BBC Studios

5,397

1,969

251

463

239

353

2,122

36.5

4.7

8.6

4.4

6.5

39.3

World Service Group
Other

424
221

105
81

13
10

43
12

117
*

36
*

110
105

24.8
36.7

3.1
4.5

10.1
5.4

27.6
*

8.5
*

25.9
47.5

Other

645

186

23

55

125

41

215

28.8

3.6

8.5

19.4

6.4

33.3

11,880

4,674

681

1,019

620

752

4,134

39.3

5.7

8.6

5.2

6.3

34.9

Grand Total* Data has been replaced with an asterisk where figures are below sample size

304

BBC Annual Report and Accounts 2020/21

Return to contents

Freelance socio-economic background (free school meals) distribution: 31 March 2021
Free School Meals (numbers)

Division

Chief Customer
Officer Group
Chief Operating
Group
Content
Group Corporate
Affairs
Group Strategy and
Performance
Managing Director
Group
Nations
News and Current
Affairs
UK Public Service

Free School Meals (%)

Does notapply toPreferme not to say

Total

Yes

No

I don’t
know

315

*

*

*

*

76
2,224

*
*

*
19

*
*

25

*

*

*

*

102
2,245

Does notapply toPreferme not to say

No DataYesNo

I don’t
know

*

314

*

*

*

*

*

99.7

*
*

*
*

73
2,204

*
*

*
0.9

*
*

*
*

*
*

96.1
99.1

*

*

*

25

*

*

*

*

*

100.0

*

*

*

*

*

*

*

*

*

*

*

*
*

*
15

*
*

*
*

*
*

100
2,227

*
*

*
0.7

*
*

*
*

*
*

98.0
99.2

850

*

13

*

*

*

832

*

1.5

*

*

*

98.0

5,838

*

49

*

*

*

5,776

*

0.8

*

*

*

99.0

*

*

–

*

*

*

*

*

*

*

*

*

*

No Data

BBC Studios (Sales &Distribution, Branded
Services &Management)
BBC Studios (TV &Radio Production)

5,397

*

50

*

*

*

5,328

*

0.9

*

*

*

98.8

BBC Studios

5,397

*

50

*

*

*

5,328

*

0.9

*

*

*

98.8

424
221

*
*

*
*

*
*

*
*

*
*

416
218

*
*

*
*

*
*

*
*

*
*

98.1
98.6

World Service Group
Other
Other
Grand Total

645

*

*

*

*

*

634

*

*

*

*

*

98.3

11,880

18

105

*

10

*

11,738

0.2

0.9

*

0.1

*

98.7

* Data has been replaced with an asterisk where figures are below sample size

Additional information

Return to contents

305

Equality Information Report

Freelance socio-economic background (household occupation) distribution: 31 March 2021
Household Occupation (numbers)

Division

Total

Professional

Intermediate

Working
Class / Low
Socioeconomic

Other

Household Occupation (%)

Prefer not tosay

No Data

Professional

Intermediate

Working
Class / Low
Socioeconomic

Other

Prefer not tosay

No Data

Chief Customer Officer Group
Chief Operating Group
Content
Group Corporate Affairs
Group Strategy and
Performance
Managing Director Group
Nations
News and Current Affairs

315
76
2,224
25

120
27
801
*

14
*
113
*

49
13
337
*

*
*
*
*

27
11
228
*

105
24
736
10

38.1
35.5
36.0
*

4.4
*
5.1
*

15.6
17.1
15.2
*

*
*
*
*

8.6
14.5
10.3
*

33.3
31.6
33.1
40.0

*
102
2,245
850

*
39
854
352

*
*
112
36

*
*
439
102

*
*
18
*

*
*
200
101

*
42
622
258

*
38.2
38.0
41.4

*
*
5.0
4.2

*
*
19.6
12.0

*
*
0.8
*

*
*
8.9
11.9

*
41.2
27.7
30.4

UK Public Service

5,838

2,200

282

953

29

577

1,797

37.7

4.8

16.3

0.5

9.9

30.8

*

*

*

*

*

*

*

*

*

*

*

*

*

BBC Studios (Sales &Distribution, Branded Services& Management)
BBC Studios (TV & Radio
Production)

5,397

1,772

220

702

13

567

2,123

32.8

4.1

13.0

0.2

10.5

39.3

BBC Studios

5,397

1,772

220

702

13

567

2,123

32.8

4.1

13.0

0.2

10.5

39.3

424
221

185
55

13
*

58
39

*
*

55
13

110
105

43.6
24.9

3.1
*

13.7
17.6

*
*

13.0
5.9

25.9
47.5

World Service Group
Other
Other
Grand Total

645

240

20

97

*

68

215

37.2

3.1

15.0

*

10.5

33.3

11,880

4,212

522

1,752

47

1,212

4,135

35.5

4.4

14.7

0.4

10.2

34.8

* Data has been replaced with an asterisk where figures are below sample size

306

BBC Annual Report and Accounts 2020/21

Return to contents

IndexSubject index

Page number

Access services

147

Audience accountability

40, 42

BBC Global News70

BBC Studios

66

BBC Studioworks

71

BBC World Service

38

Chairman’s message

10

Charitable work

63

Commercial Operations

65

Committee reports

76

Consultations

59

Content spend by service – by nation

170

Content spend by service – network

167

Corporate compliance74

Covid-19 response

3, 10, 12, 40, 100

Developing our people

51

Director-General’s statement

12

Diversity and inclusion

36, 53, 260

Efficiency savings

48

Environmental sustainability

60

Financial statements

188

Human rights

52

Licence fee income and expenditure

44

Market context

40

Nations and regions30, 119, 162, 170

Partnerships

64

Pay disclosures

76

Performance against public commitments

125

Public purposes

19

Reach by service

167

Remuneration – BBC Board

80

Remuneration – BBC senior managers

82, 89Risks and opportunities

100

Service performance

167

Severance pay

54

Staff – headcount and location

30, 53Strategy

16

Talent costs

54

Time spent with each service

167

Trading fairly

121

Viability Statement

115

Additional information

Return to contents

307

Additional information
Image credits
Front coverLine of Duty – BBC/World Productions/Steffan Hill

Page 29
BBC iPlayer – BBCContents page
Once Upon a Time in Iraq – BBC/Keo Films/Gus Palmer
BBC medical editor Fergus Walsh – BBC
Zoe Ball – BBC/Sarah Jeynes

Page 31
John Boyega in Small Axe: Red, White and Blue – Will Robson-Scott/BBC/McQueen
Limited
RuPaul s Drag Race UK – BBC/World of Wonder/Guy Levy

Page 2
Line of Duty – BBC/World Productions/Steffan Hill
Clara Amfo – BBC/James Watkins

Page 32
Rhod Gilbert s Work Experience – BBC Cymru Wales
Page 32
Scotland s Home of the Year – IWC Media/BBC Scotland

Page 3
Strictly Come Dancing – BBC/Guy Levy
Filming Casualty – BBC/Alistair Heap

Page 34
Bloodlands – BBC/HTM Television/Steffan Hill

Page 4
BBC medical editor Fergus Walsh – BBCPage 35
Make a Difference – BBCPage 5Newsroom, New Broadcasting House – BBC/Jeff Overs
BBC News presenter Sophie Raworth – BBC/Jeff Overs
Today presenters Mishal Husain and Martha Kearney – BBC
BBC News on iPlayer – BBCPage 36
The A Word – BBC/Fifty Fathoms/Matt Squire
Page 39
The Schools that Chain Boys – BBC News Arabic
The Breakdown – BBCPage 6
BBC Bitesize Daily Secondary– BBCPage 42
Virtual In Person session – BBCPage 7
BBC Bitesize Daily on iPlayer – BBC
BBC Bitesize Daily Primary – BBC
Operation Ouch – BBC/Maverick TV
Two girls looking at a laptop – BBC/Shutterstock
Horrible Histories – BBC/Lion TV

Page 43
Ghosts – BBC/Monumental Television/Steven Peskett
Page 44
Leigh Tavaziva – BBC/Guy Levy

Page 8I May Destroy You – BBC/Various Artists Ltd and FALKNA/Natalie Seery

Page 53
Hannah Billingsley-Dadd – Hannah Billingsley-Dadd
Page 59
This Country- BBC/Jack Barnes

Page 9Michael McIntyre s The Wheel – BBC/Hungry Bear/Gary Moyes
Podcasts – BBCRadio 6 Music presenter Lauren Laverne – BBC/Dean Chalkley
The Serpent – BBC/© Mammoth Screen/Roland Neveu
Premier League, Alex Scott – Robin Jones/AFC Bournemouth/Getty Images

Page 63
Nihad al-Jaberi – Al Mirbad/BBC Media Action

Page 10
Richard Sharp – BBC/Guy Levy

Page 65
Strictly Come Dancing – BBC/Guy Levy

Page 11
Line of Duty – BBC/World Productions/Steffan Hill
Sunderland v Manchester City – Catherine Ivill/Getty Images

Page 66
EastEnders – BBC/Jack Barnes
Page 69
Bluey – ©Ludo Studio

Page 12
Tim Davie -BBC/Jeff Overs

Page 70
Global Questions – BBCPage 15
Normal People – BBC/Element Pictures/Hulu/Enda BoweVE Day 75 – Isabel Infantes/EMPICS Entertainment

Page 71
The Ranganation – BBC/Zeppotron

Page 16
TV News studio – BBCThe Repair Shop – BBC/Ricochet Ltd/Steve Peskett

Page 72
Springwatch – BBC/Jo Charlesworth
Once Upon a Time in Iraq – BBC/Keo Films/Gus Palmer

Page 17
BBC iPlayer – BBC
Top Gear – BBC Studios/Jeff Spicer

Page 73
BBC Board – BBC/Adam Lawrence/Guy Levy/Emma Lynch
Sir Robbie Gibb – photo courtesy of KekstCNC

Page 18
News gallery, The Mailbox – BBC/Angus Taylor
Bloodlands – BBC/HTM Television/Steffan Hill
Page 21
BBC Radio Leeds presenters Rima and Sanchez – BBC/Claire Wood
Clive Myrie – BBCPage 23
My Mum Tracy Beaker – BBC/Matt Squire
JoJo and Gran Gran – BBCPage 25
Normal People – BBC/Element Pictures/Hulu/Enda Bowe
Lovers Rock – Parisa Taghizadeh/BBC/McQueen Limited
Page 27
The Young Offenders – BBC/Vico Films/Miki Barlok
CripTales – BBC/Richard Ansett
Page 28
BBC Sounds – BBC

308

Page 61
Panorama: Britain s Wild Weather – BBCPage 75
Executive Committee – BBC/Adam Lawrence/Guy Levy/Emma Lynch
Rhodri Talfan Davies – BBC/Patrick Olner
Page 125
Zoe Ball – BBC/Sarah Jeynes
Anthony – BBC/LA Productions Ltd/Ben Blackall
Page 153
Casualty – BBC
Storyville, Locked In: Breaking the Silence – BBC/Marble Films/Xavier Alford
Page 188
Sitting in Limbo – BBC/Left Bank Pictures/Des Willie
A Perfect Planet – ©Gavin Thurston/Silverback Films
Page 260
Staff – BBCTV gallery, The Mailbox – BBC/Angus Taylor
Back coverLine of Duty – BBC/World Productions/Steffan Hill

BBC Annual Report and Accounts 2020/21

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FeedbackIf you have a comment, appreciation or complaint about
BBC programmes and services:Visit
bbc.co.uk/contact

Write to
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Telephone
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Additional information

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309

Notes310

BBC Annual Report and Accounts 2020/21

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