Letter from the Director .................... 2 

Profile: A Look Inside TSI. ................... 3 

Strategic Imperatives ...................... 5 

TSI Overarching Priorities . . . . . . . . . . . . . . . . . . . 6 

Increase the Reliability of Operating Systems ...... 7 

Lower Operating Costs ..................... 9 

Increase Operating Agility ................... 10 

Improve Performance Management ............ 12 

Federal Employee Viewpoint Survey Results ....... 13 

What's Next . ......................... . 

. 14 

Our Mission 

To deliver the critical 

content distribution and 

information processing 

solutions that keep the 

Broadcasting Board of 

Governors running and 

growing. 

Our Vision 

Become one of the 

Broadcasting Board of 

Governor's core 

competitive advantages by 

delivering outstanding 

business value culled from 

the industry's best 

technological solutions and 

leveraged by the most 

effective Federal workforce. 
Optimizing the Future in FY 2013 

The Technology, Services, and Innovation (TSI) team continues to ensure that the content produced by the five broadcasters reaches the intended audiences on the platforms that they pref er. 

Thanks to the tireless work of the TSI analysts, engineers, IT specialists, and support personnel, 

TSI has been able to shift from problem remediation to system optimizations. 

In FY 2013, TSI continued to offer outstanding reliability and service. The increase in station 

availability from 2009 to 2013 resulted in a decrease in downtime of more than 1,000 hours. Our 

IT systems were available more than 99. 5% of the time with five systems available 100% of the 

time. 

Today, TSI offers the best complement of signals into key strategic countries like China and Iran. 

TSI continues to focus on delivering the journalistic content in the most effective and most cost 

efficient manner possible. 

This enormous body of work would not have been possible without the tireless efforts of the TSI 

team. Their willingness to innovate, cut costs, and proactively find solutions to ensure that audiences around the world have access to news and information is commendable and inspiring. 

Andre V. Mendes 

CIO/CTO , BBG 

Director, Technology, Services, & Innovation, IBB 

2 
Our Operations P E 0 P l E t = 10 pooplo 

Transmission Network 

•90+ BBG Transmitting Sites 

Customers 

• 3, 500+ BBG employees 

• 5 Broadcast Entities 

• 61 language services 

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• 50+bureaus, production centers & overseas offices 

• Global audiences in excess of 206 million people 

Team: 

•Engineering Staff: 58 

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(41 at HQ, 13 at Greenville, 4 at Tinian)) 

•IT Staff: 69 11111 

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•Foreign Service Nationals: 255 

•Foreign Service Officers: 12 

•Resources Staff: 15 

•CIO Staff: 13 

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C11111urw11t DftiImproving Broadcast Delivery 

•16 geo-stationary satellites 

•2,300+ affiliate stations 

•Circumnavigating Fiber Circuits 

•Rapidly expanding global MPLS network 

•1 Continuity of Operations Facility (COOP) 

IT Assets 

1,500 

S1r1nl•l'I and Comp1nd11111 

A1partina tram Arolnl h Glab 

TSl's primary mission is to distribute content created by the BBG's broadcasters to their intended audiences in 

the most cost-effective and efficient manner possible. In FY 2013, significant improvements were achieved in the 

quality, range, and efficiency of BBG's signals. Many of the upgrades were completed in high priority countries. 

Optimization projects were completed in the following locations: 

Afghan;stan 

• Installed a new 1kW system with 60 meter tower, shelter, and generators (Mehtar Lam, 

Langhman Province and Sharan, Paktika Province) 

• Upgraded the 1 kW system with a taller tower and upgraded broadcast (Kandahar) 

• Utilizing the equipment from Kandahar, installed a new 1 kW system (Nuristan, Nuristan 

Province) 

Ubya 

• Installed a new 1 kW system which covers around 70% of the Libyan population to include 

Tripoli and Benghazi (Misrata) 

South Sudan 

• Installed a new 1 kW transmitter system (Juba) 

3 
Worldwide Facilities 

Worldwide Facilities 

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Czech Rep. .... 

Headquarters 

Wahington, DC 

ero.dcaating Eln Boan! of Governors 

V•A Voice of America 

t _ ~!<>~Europe/ 

Co;,,..te Clffice 

Washington, DC 

ca Springfield, VA 

Mlaml,R. 

(II Radio Free Asia 

Springfield, VA 

NBN Middle Eut Broadcaating Networks 

"'- Miami, R. 

llC . . Radio & TV Marti 

Pnigue, CZllcll Republic 't Radio Free Europe/Ra<foo 1.Jberty Broadcast Headquarteni 

~ ~~ 

0 

Improving Broadcast Delivery, Continued 

Djibouti 

.... 

.... .... ........ 

~~ ~ 

.... ~ .... 

* Headquarters and Corporate Offices 

3,592 ll1alf al Ille 88G and irs emiries 

II Marketing Offices 

6 marketing office• 

.6. Bureaus and Production Centers 54 8ur88U& and Production Cent•• and 0"811HS oltioas BtoadcaJlrs iflCDIPC'ala reponjng lfOm a narwork of about 1,SOCJlllringen 

0 Transmitting Facilities by Country 96 lianllMlmg &tea wirh 191 opBl'ational transmittef8 

(S Tv, 80 SW. 19 Mw, 9S FM) OW!r 2,300 Blfilitlta llllltions 

• Upgraded the 5kW transmitter to improve systems reliability (Arta) 

Mali 

. ' 

• Installed a new 1 kW transmitter while moving the existing transmitter to VOA/SAWA programming (Bamako) 

Chad 

• Installed a new 1 kW system including new antenna, generator systems, and a total upgrade 

of the site (N'djamena) 

Djibouti 

• Upgraded the 1 kW transmitter system to improve reliability (Djibouti City) 

New Delhi and Hong Kong Offices 

• Added satellite monitoring capability 

• Viewable through a secure web interface 

4 
FY 2013 Strategic Imperatives 

To support the TSI Strategic Plan in achieving the Strategic Objectives, four Strategic Imperatives were 

identified for both the Engineering and Information Technology Directorates. In FY 2013, TSI focused on 

Supply Chain Optimization to achieve the objectives laid out in the Strategic Plan. TSl's efforts centered 

on: 

1. Platforms 

By selecting a set of platform standards for the entire organization and systematically migrating systems 

and applications from other platforms into these standard environments, TSI has very quickly consolidated, 

virtualized, co-located, and cloud-computed its operating base, simplified systems integration, and developed deeper staff technical knowledge. 

2. Space Optimization 

By leveraging BBG's current space, planning and renovations began in FY 2013 to move all D.C. BBG employees into one building thereby saving the organization $230,000 each month in operating costs. This 

forward thinking initiative will not only save costs but encourage greater cooperation and collaboration in 

the shared space. 

3. Content Acquisition and Distribution 

In effort optimize content acquisition, manipulation, packaging and distribution, TSI has decreased expenditures through conversion of phone services to web delivery, integrated post-production into DaletPlus, facilitated utilization of User Generated Content, and leveraged MPLS for backbone distribution. 

TSI targeted $6 million in transmission and backbone cost optimizations/savings. 

4. Leveraging Metrics 

By enablin~, collecting, analyzing, and leveraging metrics, TSI was able to use deliverables as a measure of 

success/fallure, collect high-value data, increase transparency, and leverage data for future project use. 

In addition, the high-quality data was used in staff and management performance evaluations. 

Key Transmission Metrics 

Emphasis on the four focus areas. continued to reap benefits as TSI realized improvements in each of the 

three key transmission metrics over FY 2012. Of note, TSI successfully reduced the transmission network 

consumable expenses while increasing the radio signal strength and satellite effectiveness. 

Key Perfor- Definition FY FY FY FY FY 

mance Trend Metrics 2009 2010 2011 2012 2013 

Radio Signal Applies to cross-border shortwave and medium t wave radio si~als and measures whether pro- 2.74 2.80 2.92 2.97 3.02 Strength Index firams can by e heard by target audiences 

based on a 5-point scale). 

Satellite Effective 

Assesses whether the BBG satellite delivery is If keeping pace with global media develop- 10.4 10.4 10.9 11.6 12.8 Index ments. (upper limit changes based on total 

number o consumers) 

Transmission Reflects the cost of ~ower andifarts (in mil-

' 

Network $34 $35 $35 $32 $28 Consumable lions) to operate t e global I B transmitter 

Expense network. 

::.l 
FY 2013 Overarching Priorities 

The 2013-2014 BBG Technology Operating Plan established strategic objectives for Information Technology 

and Engineering Operations. The strategic objectives form an integrated model for success that allowed 

the Agency to make significant technological advances in effort to reach each and every member and potential member of BBG's global audience in the most cost effective and reliable manner possible. 

1. To enable BBG to become a modern, global, multi-media enterprise 

The BBG's worldwide operations and the 24/7 nature of the media industry require a very high level of 

availability and an increasingly interconnected, sophisticated global infrastructure. TSI must serve as a catalyst for the Agency in its effort to become a modern, global, multi-media enterprise. Accelerants such as 

collaborative workspaces, agile platforms, proactive monitoring and control of communications tools, using 

quality content tools, maximizing COPE (Create Once, Publish Everywhere) principles, leveraging the best 

market technology, measuring Agency effectiveness, constantly evolving with the marketplace, and maintaining organizational agility to best serve our customers have all lead towards one of the most successful, 

eventful, and exiting fiscal years the agency has tackled. 

2. To enable BBG's audience by supplying unprecedented information access 

In an era of declining budgets, obtaining BBG audience members though any method possible is invaluable. 

TSI 's strategic objective is to provide audience members their platform of choice when it comes to consuming BBG content. Integrating a sense of connectivity with BBG's audience has been very successful as 

the audience can now contribute content and converse with BBG employees via web and mobile. This twoway dialogue will enhance consumers' experience and connect consumers with consumers and BBG with 

consumers thereby creating a vast web of collaborative users. 

3. To support the TSI workforce by focusing on workplace engagement 

As the technological, service, and innovation backbone of the agency, TSI is dedicated to optimizing the 

fulfillment of the BBG mission. As people are our human capital, TSI finds it critical to ensure our people 

are fulfilled in "doing a job" rather than "keeping a job" and that our people are contributing to and engaged with the Agency's expanding mission. Part of engagement is happiness. Creating a better workspace, providing better work tools, enjoying a results oriented performance culture will indeed make the 

high quality TSI employees happier. In effort to benefit from our fulfilled, happy, high-quality employees, 

they must be well trained in using the latest technologies and knowledgeable in best practices. TSl's success for which is all outlined and quantified in the federal employment viewpoint survey results. From 

2009- 2013, TSI experienced a 14.2% increase in 

Job Satisfaction, 25% increase in Leadership and 

Knowledge Management, 21. 7% increase in talent 

management, and a 22. 9% increase in ResultsOriented Performance Culture. 

6 
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The substantial investments in remediation efforts in over the past three years allowed the BBG technical infrastructure to maintain its extremely high availability ratings. For the transmitting stations, a 

combination of repairs, upgrades, deployment of new transmission techniques, and the outstanding dedi· 

cation of the overseas and headquarters staffs have led to solid availability ratings despite insufficient 

Maintenance and Repair budgets and the harshness of some of our operating environments (e.g., Djibouti 

and Afghanistan). Since 2009, the number of missed broadcasts has been cut in half with over 1,000 

hours of downtime eliminated. In 2013, the transmitting stations were up and operating 99. 73% of the 

time. 

The Network Control Center (NCC) remained agile producing 134 program changes to include 18 recurring 

new productions, 45 one-time only productions, and 71 one-time only studio 

Station Availability by Fiscal Year 

100.00% 99.62% 99.74% 99.76% 99.81% 

99.00% 

98.00% 

97.00% 

96.00% 

95.00% 

94.00% 

93.00% 

92.00% 

91.00% 

90.00% 

FY 2009 FY 2010 FY 2011 FY 2012 

and/or time changes. TSl's IT Directorate completed VOA's migration to DaletPlus video production 

platform. The system works in High Definition and 

widescreen and allows VOA to archive all programs 

which may reduce future redundancies. In addition, 

BBG produces content for podcast, text messages, 

online chats, live streams, on-demand video and 

audio, and traditional web making us a truly multimedia organization. 

7 

99.73% 

FY 2013 

The increase in 

station 

availability from 

2009to2013 

resulted in a 

decrease in 

downtime of 

more than 1,000 

hours. 
In effort to serve a vast audience who consume media in every method contrived by humans, TSI must assist BBG in providing consumers with unprecedented access to BBG media. Unprecedented access was 

achieved through minimizing system outages while maximizing content distribution and user engagement 

with our content in the most cost effective way possible. 

In FY 2013, the Internet Anti-Censorship program continued to grow. The IAC effectively countered censorship in 12 countries and supported 20 BBG language services. The team deployed a mobile application 

for Android devices incorporating a social news reader, social reporter to accept user-generated content, 

and real-time chat functionality targeted at users in Iran. In coordination with BBG's Office of Digital and 

Design Innovation, the IAC team integrated censorship circumvention technologies directly into mobile applications used by BBG networks. Furthermore, the IAC team, in collaboration with TSI 's frequency and 

monitoring staff, 

deployed tools 

capable of detecting Internet censorship in over 70 

locations worldwide. 

The Information 

Technology Directorate took steps 

to dramatically 

improve the reliability of the IT infrastructure. For 

example, IT successfully installed 

4 Mbps MPLS connection for VOA's 

100% 

99% 

98% 

97% 

96% 

Kabul, Afghanistan 95% 

news bureau. In 

an effort to provide a high quality 

12 Month Rolling Systems Availability FY 2013 

100% 100% 100% 100% 100% 99.95% 

99.68% 

Network Filing Services Internet E-Mail Remote Access Applications Dalet Services 

Functions Access 

experience matching that of major new networks, TSI has transitioned from standard definition video to 

high definition and from 4 x 3 video ratio to a widescreen 16 x 9 format. 

Through our support efforts, BBG's audience increased to 206 million consumers. This is a 17.7% year-over 

-year change in audience growth from FY 2012. This is the highest increase in total audience recorded in 

the last 10 years. While impact cannot be measured in audience reach alone, it is important to note that 

the BBG's largest audiences are in Indonesia (21.6 million), Nigeria (20.7 million), Mexico (14.9 million), 

and Iran (14.5 million). These are all countries in which the BBG has made strides in innovative deliver, 

including affiliate-based strategies, SMS mobile distribution, and platform-agnostic programming. 

8 
In an era of declining budgets, all groups within TSI worked to identify potential cost savings. FY 2013 saw 

the realization of a number of cost savings projects. These savings, as well as transmission rationalization 

cost reductions, were made possible by the Resource Directorate's handling of all budgetary exercises, 

including the extremely complex and iterative calculations of the financial and operational impacts of 

proposed and enacted language service and transmission cuts. A few of the notable projects that led to 

significant cost savings include the following: 

• 

• 

• 

• 

• 

• 

$5,000,000 annually thanks to sequestration transmission reductions, the agency has saved 

around $5 million in fiscal year 2013. Total savings over the next few years is estimated to be approximately $10 million in total. 

$2, 760,000 annually Cohen Building 4th floor renovations, as previously mentioned, proposed by TSI are projected to save the agency $230,000 each month in operating costs for a total of 

$2. 76 million each year. 

$1,000,000 annually The Satellite Division's renegotiation of the Hotbird satellite contract 

saved the agency roughly $1 million that will be realized in fiscal year 2014. 

$879,000 for FY 2013 Facilities Management negotiated with GSA a reduction in utility 

costs for the year due to a miscalculation on the part of GSA. 

$135,000 annually thanks to the ingenuity and initiative of Richard Baltes, one of TSl's Station Managers, a proposal and subsequent tests were run on use "black heat". "Black heat" is a 

standby (off-air) mode of operation that was previously thought to increase costs. The test saved 

$13,000/year at Mr. Baltes's Udorn Station and is proposed to save the agency 

$135,000 annually on going. 

80% reduction all studios have 

been outfitted with energy efficient 

task lighting which reduce energy consumption by over 80% while also reducing the heat load on studio cooling systems by approximately 80%. 

9 
In FY 2013, TSI continued to take the lead in identifying innovative new ways to extend the reach of 

broadcasts and better support the Agency's journalists. 

Satellites The Satellite Division continued its stellar record of reliability, despite continuing multiple and highly complex migrations to new transmission protocols and encoding schemas, deployments onto 

new space crafts, introduction of new content channels, and massive upgrades of legacy standard definition signals to high definition and wide-screen signals. As part of the Satellite Division's commitment to 

efficiency, the team has assembled a satellite transmission chart that provides a brief overview of services 

including cost metrics that enable smarter distribution to maximize coverage at the lowest possible cost. 

TSI also established new satellite options for VOA and RFA broadcasts into China including both TV and Radio with Slate options. The Satellite Division also adeptly dealt with numerous satellite jamming issues, 

including establishing a backup service for Hot Bird on Eutelsat 9A. 

Information Technology The IT Division has been diligently converting communication 

lines to MPLS. All programs for MBN and their respective return channels to the NCC are now fed via MPLS 

and not via DS3. In addition, the agency intranet is now fed through MPLS and no longer the very slow SIS 

Link. The benefits of MPLS, to name a few are, enhance security, reliability, flexibility, and performance. 

In addition, MPLS does not cost more based on distance as some other services do. The IT department also worked extensively with Dalet on upgrades, new products, and new workflows. Further optimizing the 

agencies portfolio, the IT Division provided web monitoring capability for all 75 BBG remote monitoring 

systems; this service was provided in collaboration with developers of Blackwatch software and our own 

RMS software. 

Radio The Engineering Team developed a plan for increasing high frequency capability from the Kuwait transmitting station at minimal cost by designing a custom antenna and repurposing assets from the 

Greenville Transmitting Station Site A. Many FM stations were upgraded and/or repaired throughout the 

year which enhanced TSl's ability to increase operating agility while reducing costs. The team continued 

to conduct FM ducting studies in effort to #, -N:1> ' ~ ,,. 

identify new location and frequency possibili- ~z.. .. -.:,,~:..~~ ties for broadcasts into Cuba. ~'7._. ... ~-:/ ~~. ~~;. 

- :;..-: ~~ ~ ~ .......... ~\ _,~ ~/'I!/ ,~;ft.~ ' \: 10 . . :---. ~ ;;;f ......... \: - __.. .... ~ ~~ :.,_ ... - 1\1 ~_..,. - _.,,.,.- P 

;...-- - - t l 011~ 

10 
Internet Anti-Censorship Thanks to a substantial increase in funding for Internet 

Anti-Censorship (IAC) activities, TSI launched a variety of new projects. The funds allowed the IAC 

group to expand anti-censorship circumvention software, servers and bandwidth (Ultrasurf, 

TOR, and Psiphon). Funds were used to target China, Cuba, and Iran with e-mail, SMS, and Social 

Networking efforts. New mobile anti-censorship circumvention applications were developed for 

the iPhone, Android, and Symbian operating systems. The IAC group, in collaboration with others, 

developed a new satellite-based TV and Radio Streaming and Internet Access system to be used in 

countries where Internet access infrastructure is either non-existent or severely constrained. Finally, the IAC Division sponsored studies focused on existing risks in the mobile infrastructure 

(with Freedom House) and an analysis of all known Internet censorship circumvention tools available in the market (Intelligent Decision Partners) to ensure that research will determine future 

investments. 

Work Space While executing more than 160 office moves, managing more than 1.3 million 

square feet of space, and responding to more than 7,500 trouble calls, TSl's Facilities Branch led 

the creation of the next-generation shared office space environment that will revolutionize the 

way the Agency operates and will change the perception of shared spaces in the workplace. In 

2013, Facilities, surplused and procured over $250,000 of furniture for the new space and current 

space needs. In addition, the Facilities Division continued to provide a hospitable environment for 

all BBG employees by resolving workplace issues such as poor housekeeping, asbestos abatement, 

temperature and humidity control, other indoor air quality issues involving odors, dust issues, and 

poor ventilation. 

Floor Schematics for Cohen Building Shared Office Space Envfronment 

11 
In FY 2013, TSI continued to place emphasis on performance management; however, we highlighted several key components which allowed us to make gains on the Federal Employee Viewpoint Survey, identify 

training opportunities, and holistically and statistically improve our employees. Our desire is to ensure 

employee fulfillment, happiness, and marketability. 

Fulfilled: Efforts in FY 2013 have been focused on proactively encouraging employees to have a feeling that they are "doing a job" and not "keeping a job". As we are all good stewards of the public's trust 

and money, it is imperative that all TSI employees have a sense of "doing a job". Providing high quality 

services and expertise to the Broadcasting entities allows TSI employees to be engaged and wholly contribute to the Agency's expanding mission. 

Happy: In FY 2013, TSI developed a plan to move from our traditional floor plan to an open flood plan 

and meeting room concept. The plan is accompanied by increased natural light, naturally colored work 

environment, open work culture, and better equipment. The renovations will save the agency $230,000 

each month in operating costs and the renovations come at no cost to the agency. Studies indicate that 

initiatives such as an open work environment will lead to increased productivity and satisfaction. In addition the environment is geared toward a results oriented performance culture. 

Marketable: In cadence with the 2013-2014 Strategic Objectives, an FM transmitter was relocated 

to the TSI Systems Laboratory. The FM transmitter is used to practice complete station installations, testing internet program feeds, RDS and other enhancements; this use of knowledge transfer is used to cross 

train employees using internal SME's. 

Federal Employment Viewpoint Survey: 

In FY 2013, TSI continued to place a strong emphasis on improving performance management. While TSI 

saw gains in the Federal Employee Viewpoint Survey from 2010 to 2012, employee feedback was capitalized to develop new programs to award excellence, identify skill gaps, and increasing training opportunities. 

In TSI 's 2013 Strategic Plan, benchmarks for improvement were outlined in effort to measure a facet of 

the plan's success. The benchmarks were as follows: 

• Talent Management 

• Leadership/Knowledge Management 

• Job Sa ti sf action 

• Results-Oriented Performance Culture 

12 
In 2011 and 2012, TSI noticed substantial improvements in how TSI em-ployees viewed jol::i s-atisf action, leadership and knowledge management, talent management, and the performance culture. TSI is proud to note 

that employees noted additional improvements in FY 2013. 

The improvements are detailed in the charts below. It is clear that TSI is doing well in this area where other 

agencies are not. The government workforce, displayed in green, continues to decline and BBG (not including TSI), displayed in red, lags under TSI and does not show any significant or measurable increase in employee satisfaction. 

Although we are happy to show positive trends, we understand that there are lessons to be learned from the 

results. We must continue to strive for improvement inside TSI and within BBG. 

Federal Employee Viewpoint Survey Results, 2010-2013 

Job Sa ti sf action Leadership and Knowledge Management 

75 75 G 70 70 

65 65 

60 60 

55 G 55 

50 so 

45 45 - --- 40 40 

2010 2011 2012 2013 2010 2011 2012 2013 

- TSI -Agency w/o TSI • Government - TSI -Agency w/o TSI - Government 

Talent Management Results-Oriented Performance Culture 

75 8 7S 

70 70 G 65 6S 

60 60 

55 SS 

so so 

45 4S 

40 40 

2010 2011 2012 2013 2010 2011 2012 2013 

- TSI -Agency w/o TSI - Government - TSI -Agency w/o TSI -Government 

13 
From FY 2011- FY 2012, the TSI team was intensely focused on remediating the basic technical infrastructure of the BBG. Now that this remediation is nearly complete, our emphasis has been shifted from constantly fighting fires to optimizing the newly redesigned environment. 

We are half way through the FY 2013-2014 TSI Strategic Plan. We have focused on how TSI can add additional value to the Agency by redefining and optimizing the BBG content supply chain. From content acquisition and manipulation, to content packaging and distribution, we are ensuring operational coherence. We 

have labored to provide the broadcast entities with data driven operational control. Moreover, we strive to 

make each individual language service agile and granular with distribution options so that the best and 

most cost effective content delivery methodologies are used. 

2013-2014 Strategic Plan: Optimizing the BBG Content Supply Chain 

Throughout the world, media consumption patterns are rapidly changing. This change manifests itself in 

the BBG target markets in a variety of different ways. From the rapid expansion of satellite dish ownership 

in emerging markets such as China, Southeast Asia, and Africa to the astonishing global explosion in mobile 

phone usage, today's information delivery pathways have little resemblance to those of 10 years ago. 

This constant technological churning will not subside. Innovation has and will continue to exponentially accelerate, new platforms will arise, audiences will continue to fragment while also creating more content, 

and competition for ears and eyeballs will increase. To keep pace and maintain relevance, the BBG must 

rapidly evolve into a modern, global, multi-media enterprise possessing an operational agility that can only 

come from supply chain optimization. 

From our people and space, to our systems and processes; from our content ingest and tagging, to our global backhaul and final delivery to the consumer; 

everything in our environment must be logically 

aligned and cost effectively operated. Routinely, 

the BBG will have to collect and analyze market 

data and react accordingly by modifying and 

adapting its content supply chain. 

It is the optimization of this holistic environment 

that TSI, in close collaboration with the broadcast 

entities and its BBG colleagues, endeavors to 

design, develop, and deploy, using the state-of-the 

-art infrastructure that it has been creating over 

the past two years. The BBG mission deserves 

nothing less. 

BBG Content Supply Chain 

14