VISION2020 CONNECT, GROW AND INFLUENCE - OUR STRATEGIC OBJECTIVES 2017 - EBU
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
VISION2020 CONNECT, GROW AND INFLUENCE OUR STRATEGIC OBJECTIVES 2017 DECEMBER 2016 VISION2020 – CONNECT, GROW AND INFLUENCE 1
This is an executive summary of the EBU’s priorities and objectives for 2017–2018. We have included some information to help you understand our corporate structure and reporting lines, along with a brief description of the EBU’s services. The strategic objectives adopted by the General Assembly in 2014 have not changed and we have added our 2017 action plans for both Member Services and Business Services. Members or customers who would like a deeper understanding of the activities for each objective, together with the related KPIs, can find this information on www.ebu.ch. VISION2020 – CONNECT, GROW AND INFLUENCE 2
INTRODUCTION
Public service media (PSM) To serve Members' increasing Whether you are a Member
plays a vital role in any vibrant needs while remaining a broadcaster, business customer,
and inclusive society; providing competitive service provider, we board executive, member of the
high-quality, credible, creative, must also adapt. The EBU is one management team, or valued
fast, unbiased, original organization providing services employee, I am grateful for your
and compelling news and in two distinct areas: association loyalty and commitment to
entertainment to a growing, services for Members and helping us build a stronger EBU
ever more sophisticated and business services for Members – and stronger public service
interactive global population. and other customers. To provide media.
There has never been so much better focus on these and ensure
great content available anytime good governance and leadership I look forward to continuing our
anywhere. At the same time, in both areas, we are currently work together on achieving this
the quality of the political reviewing our operating model. crucial mission.
conversation is dropping, while The current plan as presented
populism and extremism are here does not reflect the
increasingly nurtured through outcome of this.
web communities. This means
PSM has an even more important The vision2020 initiative
role to play in the national continues to be the driver of our
discourse. strategic plan: Ingrid Deltenre
EBU Director General
Yet many of our Members – Pinpointing major external
and customers continue trends and their impact on
to face increasing pressure public service media
and uncertainty. Securing
adequate funding and political – Highlighting the EBU’s
independence are growing strategic priorities, setting out
challenges for PSM. our strategic objectives for
The transition to becoming a 2017
media organization successfully
offering a more personalized – Continuing to be our vision
service in a globalized and inspiration in service to our
marketplace is an additional Members
challenge.
VISION2020 – CONNECT, GROW AND INFLUENCE 3
CONTENT 5 A FAST-CHANGING WORLD 10 OUR VISION AND MISSION 12 OUR OBJECTIVES 2017–2018 13 MEMBER SERVICES 16 BUSINESS SERVICES 18 CORPORATE SERVICES 20 BALANCED SCORE CARD VISION2020 – CONNECT, GROW AND INFLUENCE 4
A FAST-CHANGING WORLD We are living in the golden age of radio and television. Never before have audiences had access to such a wide range of high-quality information and entertainment programmes. Despite the proliferation of operators, channels and platforms, PSM continue to be the most relevant and most trusted source of information. Behind the screens, however, the media industry is undergoing a fundamental evolution. Driven by technology, new business models are evolving and media consumption patterns are changing, albeit less rapidly than might have been anticipated. Four trends that have an impact on PSM, on our customers and on the EBU stand out: 1. Connected society and industry 2. Globalization of the media industry 3. Personalization of services 4. Competition for talent and creativity In the following pages we explain how these trends affect PSM, and how we adapt our strategic focus and working practices to take account of them. VISION2020 – CONNECT, GROW AND INFLUENCE 5
CONNECTEDNESS
AN INCREASINGLY CONNECTED
SOCIETY
TREND IMPACT
WORLD IS BECOMING CONNECTED
DIGITAL SOCIETY
The lives of audiences are changing in
the way they use multiple devices and
consume and share content. This will
70% of the owners of connected continue to change.
devices actively use social networks,
opening apps on average 14 times a
day. Around 8 connected devices per Traditional forms of content are no
broadband household in 2017. longer enough; new forms of content
must be provided.
In 2020, 95% of all cars will be Connecting with the individual user to
connected to the internet. promote, share and interact is software
(big data) driven and essential.
Network capacity and security are
driving the digital economy. Increased need for a trusted space
and source of information; cyber
security and data privacy are
a common concern.
WHAT THIS MEANS FOR PSM AND THE EBU
Media consumers all around the The connected society cannot This allows service providers to
world have a dazzling range of easy exist without the network and adapt to the customers’ needs
options to access content. Devices, this comes with associated and monetize their services.
whether in the home or mobile, benefits and risks. We are all But access to great knowledge
are becoming more and more vulnerable to cyber-attacks. comes with great responsibility.
sophisticated. And soon all new cars PSM need to balance their
will be connected to the internet, Though there are new ambition to gain a better
opening up a whole new range of opportunities too. For example, understanding of their audiences
options for us to stay informed or consumers’ internet activity with respect for the individual's
entertained while on the move. can be measured more easily. privacy.
VISION2020 – CONNECT, GROW AND INFLUENCE 6COMPETITION
NEW PLAYERS ARE GAINING POWER
TREND IMPACT
NEW NON-TRADITIONAL
GLOBALIZATION PLAYERS GAIN POWER
Consolidation of the media industry
to build economies of scale and grow Weaker market position for PSM. PSM
market share. legitimacy is challenged.
Vertical integration of media players
(platforms, media, producers) – major Business models of the sports, film and
media platforms controlled by pay-TV music industries are changing. PSM are
operators. not necessarily the preferred partners
(e.g. Olympic Games).
New entrants have acquired strong
positions in the European audiovisual Existing media regulations
markets (Apple, YouTube, Netflix, do not meet new realities.
Amazon, Spotify).
Major players are inventing new The best industry talent prefers to work
approaches to ‘Glocal’, using local with the new global players.
resources for globally used series.
WHAT THIS MEANS FOR PSM AND THE EBU
Companies such as Apple, copyrights and ensure their At EU level existing media
YouTube, Amazon, Netflix or prominence on distribution regulations are no longer fit for
Spotify, are truly inspirational platforms. In the media purpose and need to be updated
when it comes to exploiting industry, business models are in response to the new realities of
the many opportunities the changing and with them the the globalized industry. We feel
internet offers. Broadcasters willingness and ability to invest confident that the EBU Members'
are integrating vertically and greater and greater sums in commitment to joining forces
horizontally, building economies attractive sports rights and film in creative endeavours is the
of scale to exploit expensive productions. driving force behind our success.
VISION2020 – CONNECT, GROW AND INFLUENCE 7CREATIVITY
BETTER PERSONALIZATION TO
REFLECT DIVERSITY
TREND IMPACT
CHANGING MORE COMPEX TO REMAIN RELEVANT
DEMOGRAPHICS FOR A FRAGMENTED SOCIETY
Traditional distribution channels are still
essential but the online platform will
More than 150 million senior citizens by
grow to a similar position.
2020 (16.5% population).
Greater need for multicultural, targeted
Almost 20% of population will have a and diverse programming.
foreign background (people with both
parents born abroad).
More personalized programming on
multiple devices, also addressing the
Almost ¾ of total population will live in needs of communities.
urban areas (equivalent share for world
population will only be 56% in 2020).
More creativity needed to remain
relevant to fragmented audiences.
WHAT THIS MEANS FOR PSM AND THE EBU
We continue to watch live to the whole of society, both to live up to their core values,
television but also use the minorities and majorities, old and such as universality and diversity,
internet as a source of content. young, and contribute to social and supply a true and unique
A wide range of different cohesion. Societies are changing public service. The EBU makes
channels and platforms offer with the increase in migration it easier for platforms to share
great content. This makes it more from south to north and from best practices and knowledge to
complex for PSM to provide a east to west, and the internet increase the PSM contribution to
truly universal service, reach out provides an opportunity for PSM society.
VISION2020 – CONNECT, GROW AND INFLUENCE 8COOPERATION
NEW SKILLS REQUIRED TO DRIVE
CHANGE
TREND IMPACT
INTERNET IS A DISRUPTIVE NEW TALENT WILL MAKE
FORCE A DIFFERENCE
Traditional approach to PSM content
promotion and transmission distribution
Internet obeys new rules on how is challenged: on-demand media and
to promote and distribute content social media is growing.
– new personalized methods
(Netflix, YouTube).
Challenges to data protection laws:
existing data analysis techniques no
Internet is a democratic force: more
longer able to keep up.
information available but also more
propaganda.
Traditional ‘newsroom’ approach and
New predators after new services media company organizational
without enormous investment structures no longer fit for purpose.
– economies of scale (Uber, Airbnb).
The role of PSM changes for more
quality content, creativity and curation.
WHAT THIS MEANS FOR PSM AND THE EBU
Better, faster networks and audience expectations: they Above all, this requires a change
new mobile applications are expect more information, more in our organizational culture,
pushing the boundaries of how involvement, more engagement. which is the hardest thing to
we search for, verify, produce, To cope with this, workflows achieve.
visualize, promote and distribute need to be adapted, especially Sharing best practices and
content. We develop new forms within newsrooms. But we have learning from the mistakes of
of digital storytelling, adapted to learn new skills as well and others is one of the invaluable
to the platforms and audiences' we may need to work more in benefits of being part of the non-
wishes throughout the day. But partnerships to embrace the competitive environment of the
the internet has also changed opportunities of the internet. EBU network.
VISION2020 – CONNECT, GROW AND INFLUENCE 9OUR VISION
AND MISSION
True to our core values, we will continue to set ourselves ambitious stretch goals that ensure we focus our
energies and resources on keeping public service media indispensable.
OUR THREEFOLD MISSION
1. We are the voice of public 2. We aim to be the cutting- 3. We want to stand out as
service media and promote edge centre of learning and the first-choice provider of
PSM values in Europe and sharing in support of change media solutions in sport,
across the globe. and innovation. entertainment and news.
FIG 1. OUR VISION AND MISSION
AUTHORITATIVE VOICE
TO SUPPORT
AND STRENGTHEN PSM
MAKING PSM
INDISPENSABLE
CENTRE OF LEARNING 1ST CHOICE
& SHARING FOR OUR MEDIA SERVICES
MEMBERS PROVIDER
VISION2020 – CONNECT, GROW AND INFLUENCE 10ONE EBU,
TWO ACTIVITIES
We are one EBU. But we have two distinct fields of activity: Member Services and Business Services.
FIG 2. OUR STRUCTURE
EBU
MEMBER SERVICES BUSINESS SERVICES
CONSOLIDATED
VALUE CREATION
MEMBER SERVICES
Member Services are the core of the EBU community and are financed from the membership fee or mandatory
fees. They include:
1. CONTENT 2. RESEARCH AND 3. EXPERTISE 4. ADVOCACY
Sports rights, news DEVELOPMENT Learning, sharing Influencing authorities to
and music exchanges, Testing, promotion and networking, secure the best possible
live events. and joint development Academy, MIS. legal and technical
of future technologies. frameworks for PSM.
BUSINESS SERVICES
Business Services are charged for according to rate cards. They include:
1. CONTENT 2. BROADCAST 3. CONTENT 4. PERMANENT
PRODUCTION SERVICES DISTRIBUTION CIRCUITS
From host Providing facilities Transmitting content Providing permanent
broadcasting to to transmit content from stadiums and connections between
magazines and clip from events to media fan zones to media bureaus and their
production. organizations. organizations. head offices.
The two sets of activities are mutually beneficial. Member Services operate on a break-even budget. Business
Services generate surpluses that are also used to offset membership fees.
VISION2020 – CONNECT, GROW AND INFLUENCE 11OUR OBJECTIVES
2017–2018
EBU Members approved our strategic objectives set out in the vision2020 project at the General Assembly
in December 2014. Each year we review our objectives and priorities to ensure they focus on the needs of
Members and customers so that we provide continued good value. Our strategic objectives remain the same
and continue to guide the action plan for 2017.
FIG 3. STRATEGIC OBJECTIVES 2017-2018
STRENGTHEN THE PROMOTE PSM VALUES
COHESION AND MAKE THE CASE
OF THE EBU FOR PSM
MAKING PSM
INDISPENSABLE
DEVELOP AND SUPPORT MEMBERS,
IMPLEMENT INCREASING QUALITY
DIGITAL STRATEGIES AND DISTINCTIVENESS
FOR ALL SERVICES OF THEIR CONTENT
STRENGTHEN COHESION is sometimes restricted by boost innovation and expertise
The cohesion and solidarity of pressure from competitors. If no within their organizations.
the EBU is vital for the future action is taken, PSM will become
of PSM in a globalized media smaller and less relevant. This DEVELOP DIGITAL STRATEGIES
environment. We can only is why we must raise our profile Most of our services were launched
remain influential if our Members to secure a sustainable future many years ago. We have adapted
are successful and committed for PSM within a successful dual them over time, and they remain
to working together, bound (public/private) media system. successful today. The internet,
by solidarity and the shared however, now offers completely
ambition of a common purpose. INCREASE QUALITY AND new opportunities so we are
DISTINCTIVENESS assessing the potential for new,
PROMOTE PSM VALUES AND MAKE The most convincing argument shared services that help Members
THE CASE FOR PSM for PSM is good content. This is by either saving them money,
Independent PSM remain one of why one of our core objectives driving innovation or achieving
society’s most effective assets is to contribute actively to the economies of scale that improve
for strong democracy and quality and distinctiveness of their buying power. Technology
social cohesion. Yet funding has Members’ content. We want provides many new opportunities
shrunk over the last five years to increase the membership's for Members and the EBU to
and political support for PSM enthusiasm at belonging to an connect and provide better, more
is weakening. Furthermore; the international network of experts customized services. We need to
freedom to develop and innovate that develop ideas together to embrace these opportunities.
VISION2020 – CONNECT, GROW AND INFLUENCE 12MEMBER SERVICES
OUR PRIORITIES
The vision2020 project gave rise to our four strategic objectives that continue to shape our activities up to
2018. For each objective we have a dedicated action plan as set out here. And, as every year, we have identified
KPIs to measure our performance against the objectives.
Member Services include:
1. CONTENT 2. RESEARCH AND 3. EXPERTISE 4. ADVOCACY
Sports rights, news DEVELOPMENT Learning, sharing Influencing authorities to
and music exchanges, Testing, promotion and networking, secure the best possible
live events. and joint development Academy, MIS. legal and technical
of future technologies. frameworks for PSM.
MEMBER SERVICES: PRIORITIES AND OBJECTIVES 2017
STRENGTHEN INCREASE QUALITY
PROMOTE PSM EMBRACE DIGITAL
COHESION OF EBU AND DISTINCTIVENESS
Put Members
Raise PSM Ensure great
and Best practice
profile to sports rights
customers for big data
secure and enhance
at the heart and personali-
a sustainable content
of everything sation
future exchanges
we do
Explore new Develop best
Adapt
Implement areas of practices for
services
public affairs cooperation, IP/OTT
to regional
roadmap joint related
needs
development services
Provide high-
quality Drive
Raise EBU Focus on
platforms innovation to
profile to younger
and develop enhance user
defend PSM audiences
strategic experience
events
VISION2020 – CONNECT, GROW AND INFLUENCE 13MEMBER SERVICES
ACTION PLAN 2017
STRENGTHEN OUR to making the case for PSM federations will coordinate their
COHESION in a connected society. The European championships in two
purpose of the Contribution to cities, Berlin and Glasgow. We
We ensure that Members are Society project is to provide have acquired the sports rights
at the heart of everything Members with the tools for on behalf of our Members and
we do. We want to improve them to identify, assess and will act as the host broadcaster
relevant and targeted services communicate the benefits of to deliver all the services along
to meet the expectations of PSM better. the traditional value chain. The
diverse Members that operate preparatory work is already
in very dissimilar circumstances. We will continue to provide under way. The European
Our aim is to improve our Members with arguments, facts Championships is expected
communication and demonstrate and figures to support the case to become a flagship event to
the EBU's contribution to our for independent and sustainably demonstrate an innovative, high-
membership's goals. funded PSM. With comparative quality production, engaging
and reliable analysis we can help in new ways with the audience.
them understand the changing We are currently also looking
PROMOTE PSM behaviour of media consumers into how we can provide 5G
and provide market analysis of distribution services to showcase
Almost all directives relevant the major developments in the the potential of 5G.
to public service media are global media industry.
currently being revised at EU We continue to enhance the
level. A lot is at stake and we will With our Members we are quality and diversity of our news,
do our utmost to achieve the currently developing an sports and music exchanges
best legal framework for PSM. innovative PSM promotion to ensure they meet Members'
Together with our Members' campaign that can be adopted expectations. We have set up a
specialists we will work hard to the specific needs of each team to verify user-generated
to achieve the key objectives organization. The campaign is content, provide Members with
set out in our Public Affairs scheduled to be rolled out in increased efficiency and ensure
Roadmap. 2017. the reliability of news items in
the exchanges. We are currently
Through our Partnership also assessing whether there is
Programme, we continue INCREASE QUALITY AND demand among Members for
to support our Members in DISTINCTIVENESS us to expand the exchanges
transition. Our main objective is to other formats for other
to secure editorial independence In response to the game- programmes.
and sustainable funding so that changing developments on
PSM content is high-quality and the sports rights market, we The music exchange will
contributes to a better informed are currently reviewing the celebrate its 50th anniversary in
and more cohesive society. sports rights strategy. We have 2017. This will be a special year
Together with the Eurovision agreed with Members what our for Euroradio, which continues
Academy we provide dedicated main stumbling blocks are. We to contribute to the quality and
train-the-trainer programmes will now make every effort to diversity of our Members' radio
to pass it forward and ensure a overcome them. This will result music programmes.
long-term impact. in a new sports rights strategy
followed by revised sports rights The Generation What? project
There is increasing pressure on rules. will be finalized in 2017. It
Members to demonstrate their provides young people with a
value to society. We believe The European Championships platform to share their ideas
that a new narrative and better will be held in 2018. This is the and ambitions with the widest
arguments are indispensable first time that six different sports possible audience. It is an ideal
VISION2020 – CONNECT, GROW AND INFLUENCE 14project for understanding more The launch of the Big Data OTT delivery, and the Content
about young citizens of Europe. Initiative this year has already Vault, a platform to exchange
We will make the results available provided valued guidance for versioning and archive content,
to major stakeholders as they Members working on their using a universal master format.
have already expressed a keen own big data strategies. We
interest. will continue to identify best IP-based production and
practices and provide concrete distribution solutions will have
At the request of the TV recommendations in four a fundamental impact on the
Committee we are currently specific areas: future workflows and technical
evaluating new shared services facilities of media organizations.
for the Members' community. 1. Improving audience Technology & Innovation is
They range from new forms of measurement techniques working with Members and
cooperation to the collective international standards bodies,
acquisition of rights for drama, 2. Developing cutting-edge ensuring that these emerging
documentaries and other core recommendation systems in standards meet broadcasters’
PSM genres. line with PSM values requirements. This will enable
flexible scalable architectures
If all goes well, we will be 3. Developing new content for our Members' future studios.
launching a new entertainment strategies tailored to audience The Flexible Content Production
format called the Eurovision behaviour and preferences Group will look at these
Super Games. developments from a content-
4. Developing shared EBU production perspective.
We will continue to build on our principles for meeting data
successes with the Eurovision protection and privacy The next generation of mobile
Song Contest as well as with its requirements technologies is 5G. It is promoted
spin-offs. as a generator of financial and
After many years of negotiation technological benefits. We have
We provide platforms to share we have, at last, secured the top- yet to see how this will impact
expertise and know-how about level domain .radio on behalf of and serve media companies best.
new entertainment formats Members. We want to develop a This is why we are addressing
(e-gaming/e-sports) as well as strong community platform for both the policy and technology
the production of virtual reality/ radio professionals and amateurs issues in this field.
immersive content. alike.
Cyber security is a key concern
As all Members are operating for all our Members as well as
EMBRACE DIGITAL on multiple platforms using the for the EBU's own operations.
most sophisticated technologies We will work with Members to
Eurovision Academy is to produce and distribute define long-term, operational
developing Master Classes their content, we are currently best practices specific to the
to help media organizations assessing whether there is a information security needs
increase the cultural and need for new shared services. of broadcast companies. For
professional skills needed to The OTT initiative has identified this purpose we will interact
drive the transition from being potential services that will be with governmental security
a broadcaster to becoming a piloted in 2017. In association agencies and partner with
media organization providing with our Members, we will national cybersecurity initiatives
personalized services. develop EBU Flow – improving to provide lessons learnt, share
access and utilisation of content- knowledge, produce guidelines
delivery networks (CDNs) for and develop new tools and
techniques.
VISION2020 – CONNECT, GROW AND INFLUENCE 15BUSINESS SERVICES
OUR PRIORITIES
Our Business Services are available both to Members and customers. Our mission in this field is to provide
cutting-edge business solutions for bringing live events to the largest possible audiences around the globe.
Business Services are charged for according to rate cards and include:
1. CONTENT 2. BROADCAST 3. CONTENT 4. PERMANENT
PRODUCTION SERVICES DISTRIBUTION CIRCUITS
From host Providing facilities Transmitting content Providing permanent
broadcasting to to transmit content from stadiums and connections between
magazines and clip from events to media fan zones to media bureaus and their
production. organizations. organizations. head offices.
Our objectives for Business Services derive from vision2020, just as for Member Services. However, Business
Services have the additional requirement of generating a profit.
BUSINESS SERVICES: PRIORITIES AND OBJECTIVES 2017
GROW REVENUES INCREASE QUALITY IMPROVE
EMBRACE DIGITAL
AND MARGIN AND DISTINCTIVENESS EFFECTIVENESS
Grow with
Provide new Streamline and
existing
Deliver with digital/host standardize
customers
excellence broadcasting tools and
by cross-
services techniques
selling
Modernize
Acquire new Implement
cost
customers in new service Transfer the
monitoring
growth line develop- network to IP
and
markets ment plan
reporting
Establish Develop the
strategic plan for Streamline
Provide & sell
partnerships remote internal
new services
to drive production services
innovation services
VISION2020 – CONNECT, GROW AND INFLUENCE 16ACTION PLAN 2017
GROW REVENUE AND We intend to launch a dedicated We will continue to adapt and
MARGIN customer engagement increase marketing support for
programme, involving other EBU this service.
Our ambition is to grow revenues units, to improve our understanding
by cross-selling services to of the market, anticipate We are implementing our IT
existing customers and expanding customers' needs and provide strategy. First of all, we want
our footprint in Asia-Pacific and them with inside knowledge. to increase the IT security and
the Middle East. Through our new protection level and secondly we
office in Dubai, with a new regional We will continue to position must boost cost-effectiveness
sales manager, we will improve Eurovision as a reliable, innovative through increased near-shoring
the engagement with existing and one-stop-shop service provider. and by using cloud-based
potential customers. For this, we will increase our skills solutions wherever this makes
with digital services. sense.
We will review our services for
news events and increase our Information security is at the heart
efforts to gain new customers. EMBRACE DIGITAL of all our activities. We intend to
obtain ISO27001/2 accreditation
Through new and existing We have launched a digital for our information management.
partnerships we want to develop services strategy that also sets In 2017 an audit will determine
our services along the value chain out the roadmap for new services the gaps between our current
of live sports events. to facilitate remote production position and the ISO standard.
and provide customized solutions We will then establish a plan to
for delivering major events to achieve certification within two
INCREASE QUALITY AND countries with specific legal years.
DISTINCTIVENESS requirements.
For UEFA Euro 2016 we launched Streamlining our existing digital IMPROVE EFFECTIVENESS
a new content-delivery solution to services will enable us to focus on
provide cost-effective additional providing services where we can After modernizing our network
data feeds to complement the generate more profitable growth. architecture, we are now
traditional live content. This focusing on various modules of
allows our customers to enrich We also intend to modernize our our IT applications to increase
their sports coverage on all internet tools to provide an up-to- automation and efficiency
appropriate platforms. Together date and comprehensive tool for and better support workflows.
with our partners, we want to customers who want to engage We started with the booking
provide similar services for other with the EBU. and planning system (the core
federations. application), our logistics system
We will launch our three-year plan and we will now include a modern
We want to boost customer to transform the fibre network up-to-date customer relations
relations, strengthen our into an IP-based delivery network. management tool. The process
marketing and enhance our to fundamentally modernize our
product development. We are Last year we started developing tools should be completed by the
reorganizing our sales support, a cost-effective delivery end of 2017.
marketing and operational solution called FLEX. It provides
units. This should make us more journalists with an easy solution The new systems will allow us to
efficient so we can invest more in for sending their files home, improve our service quality and
other areas. This process will be regardless of the devices they delivery while monitoring our
finalized in 2017. use. The same technology is overall performance in a highly
also used to connect the foreign competitive and consolidating
bureaus of media organizations. market.
VISION2020 – CONNECT, GROW AND INFLUENCE 17CORPORATE SERVICES
OUR PRIORITIES
As we adapt our services to meet the strategic priorities and objectives of the coming years, we must continue
to improve the effectiveness of in-house support. This is the oil in the engine of the EBU. It needs monitoring,
keeping up to standard, and occasionally changing.
We must remain flexible in aligning staff skills, knowledge and experience, and we must deliver this in a
financial environment that makes us sustainable without increasing the Membership fees.
CORPORATE SERVICES: PRIORITIES AND OBJECTIVES 2017
ADAPTABLE KNOWLEDGE ENSURE FINANCIAL
IMPROVE EFFECTIVENESS
AND SKILLS SUSTAINABILITY
Streamline and Strengthen Increase
standardize tools leadership value for
and techniques skills in the EBU Members
Modernize cost Adapt skills to Ensure
monitoring & meet changing our financial
reporting requirements integrity
Streamline Optimize Protect cash
internal communication and equity
services platforms reserves
VISION2020 – CONNECT, GROW AND INFLUENCE 18ACTION PLAN 2017
IMPROVE ADAPT KNOWLEDGE ENSURE FINANCIAL
EFFECTIVENESS AND SKILLS SUSTAINABILITY
We continue to provide support We will continue to enhance This is crucial to our balanced
to help staff and managers our staff skills, offering scorecard. We continue to follow
apply new digital tools that are tailored training to help adapt up closely on payment plans,
essential for their day-to-day their abilities to changing future sports rights obligations
operations. requirements, particularly in and sub-licensing opportunities
digital and social media. in order to mitigate the EBU's
We are introducing better risks. The new systems we have
internal reporting mechanisms We are in a transition phase. introduced should improve the
for our managers and directors The demands of Members controlling and monitoring of our
to ensure tailored visibility of are increasing and Business performance and help us remain
their units' performance. Services need to provide new successful in all fields of activity.
digital services. Some staff feel
We have further developed our uncertain about the changes
project management process going on. Good leadership is
and related tools that are now essential to mitigate any feeling
mandatory for all strategic of uncertainty. This is why we
projects. We also provide specific invest in leadership training
project management training in and change-management
exchanging best practices. with dedicated programmes
adapted to leadership skills and
Our aim is to establish the EBU professional experience.
website as a community platform
to share and exchange expertise
and best practices.
VISION2020 – CONNECT, GROW AND INFLUENCE 19BALANCED SCORE
CARD
A balanced score card (BSC) The traditional BSC uses We introduced the BSC to provide
was introduced in 2010 to align four perspectives (Financial, us with a balanced approach to
the EBU's vision, mission and People, Process, Customers). performance management and
objectives. We use it to monitor As the EBU is a not-for-profit assessment: we monitor our
organizational performance organization with a strong focus performance against the more
against strategic objectives on advocacy, we have added a quantitative KPIs developed with
and as a dashboard for EBU fifth perspective, Authorities & our strategic objectives in mind
management, focusing on the Societies. and we use other more qualitative
key dimensions of EBU activities. elements that refer to the
underlying strategy as expressed
in the BSC to remain successful in
all our fields of activities.
FIG 4. EBU BALANCED SCORECARD 2017-2018
AUTHORITIES & SOCIETIES
SUPPORT MEMBERS TRANSFORM THE EBU INTO PROMOTE THE CORE VALUES
IN CRITICAL SITUATIONS A POWERFUL, ACTIVE NETWORK AND MAKE THE CASE FOR PSM
MEMBERS & MARKET
PROVIDE EXCHANGE OF MEDIA GROW INNOVATIVE,
HELP MEMBERS INCREASE THEIR
INTELLIGENCE, KNOWLEDGE AND PROFITABLE SERVICES
QUALITY AND DISTINCTIVENESS
BEST PRACTICE ON ALL PLATFORMS
PROCESSES & QUALITY
INCREASE PRODUCTIVITY AND IMPROVE TRANSPARENCY,
EFFECTIVENESS TO REMAIN COMPETITIVE AT ALL LEVELS ACCOUNTABILITY AND COST EFFICIENCY AT ALL LEVELS
PEOPLE & KNOWLEDGE FINANCE & GOVERNANCE
ENSURE STAFF CAN SUCCEED ENSURE A SOLID, SUSTAINABLE FINANCIAL
AND FOCUS ON STRATEGIC OBJECTIVES SITUATION FOR THE EBU
Our key performance indicators The Executive Board evaluates We aim for quantitative
need to be specific, measurable, our performance over the past indicators that are meaningful
achievable and time-bound. year against the KPIs in its but we are equally aware that
The KPIs are approved by the February meeting. some KPIs include qualitative
Executive Board at its meeting The evaluation is based on a measures. This is why the KPIs
at the end of the year, for the report by the Director General are used as a rough guide rather
upcoming year. and audited by internal audit. than a precise benchmark.
VISION2020 – CONNECT, GROW AND INFLUENCE 20FOR A DEEPER
UNDERSTANDING
OF THE ACTIVITIES
FOR EACH
OBJECTIVE
TOGETHER WITH
,,
THE RELATED KPI:
WWW.EBU.CH
VISION2020 – CONNECT, GROW AND INFLUENCE 21THE EBU IS COMMITTED TO THESE AMBITIOUS OBJECTIVES AND WE LOOK FORWARD WITH CONFIDENCE TO ACHIEVING THEM. EBU Management Committee (from left to right) Graham Warren (Director of Network), Simon Fell (Director of Technology & Innovation), Richard Burnley (Director of Legal), Ingrid Deltenre (Director General), Stefan Kurten (Director of Eurovision Services & Sports Rights), Guillaume Klossa (Director of Public Affairs & Communications), Emmanuel Frantz (CFAO) and Jean-Philip De Tender (Director of Media) VISION2020 – CONNECT, GROW AND INFLUENCE 22
The European Broadcasting Union (EBU) is the world’s foremost alliance of public service media (PSM). Our mission is to make PSM indispensable. We have 73 Members in 56 countries in Europe, and an additional 33 Associates in Asia, Africa and the Americas. Our Members operate nearly 2,000 television and radio channels, together with numerous online platforms, broadcasting in more than 120 different languages. They reach audiences of more than one billion people around the world. We are one EBU with two distinct fields of activity: Member Services and Business Services. Our Member Services strive to secure a sustainable future for public service media, provide our Members with a centre for learning and sharing and build on our founding ethos of solidarity and cooperation to provide an exchange of world-class news, sports news and music. Our Business Services – operating under the Eurovision brand – are the media industry’s premier distributor and producer of high-quality live news, sport and entertainment, with over 70,000 transmissions and 100,000 hours of news and sport every year. We have offices in Brussels, Rome, Dubai, Moscow, New York, Washington DC, Singapore, and Beijing. Our headquarters are in Geneva. Discover more about the EBU on www.ebu.ch VISION2020 – CONNECT, GROW AND INFLUENCE 23
EUROPEAN BROADCASTING UNION L’Ancienne-Route 17A 1218 Le Grand-Saconnex Switzerland T +41 (0)22 717 21 11 F +41 (0)22 747 40 00 ebu@ebu.ch www.ebu.ch PHOTO CREDITS Cover: Fotolia Pages 5, 6, 7 and 9: Istock Page 8: EBU Page 21: Toni Cenko
You can also read
