Annual Report

and Accounts
2017/18
BBC
Annual Report
and Accounts
2017/18

Presented to Parliament by the Secretary of State for Digital,

Culture, Media and Sport by Command of Her Majesty
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 ABOUT THE BBC

Contents Nations’ data packs

p.150

p.02
Performance and

p.168
market context
p.59

About the BBC Detailed financial

The year at a glance, award-winning statements
content and how we’re structured

p.08
Forewords from
the Chairman and
Director-General

p.240
Performance against
public commitments
p.125

Equality Information Report Governance

p.88

p.66
Finance and
Delivering our creative remit operations
How we’ve met the requirements of
our public purposes

p.18

About the BBC Governance Financial statements

02 The year at a glance 90 BBC Board 169 Certificate and Report of the Comptroller
92 Governance Report and Auditor General
Strategic report 93 Remuneration Report 185 Consolidated income statement
08 A message from the Chairman 101 Pay disclosures 185 Consolidated statement of comprehensive
10 Director-General’s statement 107 NAO opinion on pay disclosures income/(loss)
16 Our reporting structure 108 Nominations Committee Report 186 Consolidated balance sheet
18 Delivering our creative remit 109 Audit and Risk Committee Report 187 Consolidated statement of changes in equity
20 – Impartial news and information 113 Risks and Opportunities 188 Consolidated cash flow statement
24 – Learning for people of all ages 117 Viability Statement 189 Key themes for the BBC
28 – Creative, distinctive, quality output 118 Editorial Guidelines and Standards 190 Notes to the accounts
38 – Reflecting the UK’s diverse communities Committee Report
52 – Reflecting the UK to the world 119 Nations Committee Reports Additional information
59 Performance and market context 121 Fair Trading Report 240 Equality Information Report
67 Deputy Director-General’s finance review 123 Regulatory Report 264 Index
69 Financial overview 124 Statement of Board responsibilities 265 Image credits
74 Our people 125 Performance against public commitments 266 Contact information and feedback
78 Developing our people 150 Nations’ data packs
79 Diversity 167 NAO opinion on Nations’ data packs
84 Charitable work
86 Environmental sustainability

BBC Annual Report and Accounts 2017/18 01

ABOUT THE BBC

The year at a glance

In the first full year of a new Royal Charter, BBC Local Radio
celebrated its 50th birthday, BBC iPlayer recorded its best
year ever and we announced the merger of BBC Worldwide
and BBC Studios into a single commercial organisation.
We continue to bring audiences, across the UK and around
the globe, award-winning content on television, on radio
and online.

92% Blue Planet II

Adult reach
Percentage of UK adults Spectacular natural history programme
who use BBC television, Blue Planet II was BBC iPlayer’s most
radio or online each week. popular programme of the year, with
Target: 92-95%
4.8 million requests for the first episode.
The impact of the show led to
widespread change in the public
awareness of plastic waste.

7/10 BBC World Service

12 new services
launched:
General impression As the World Service undergoes its —— Pidgin —— Marathi
Audiences’ general —— Afaan Oromoo —— Punjabi
impression of the BBC
biggest expansion since the 1940s, we
(mean average). reached a record weekly global audience —— Amharic —— Telugu
Target: 6-7/10 of 279 million people around the world. —— Tigrinya —— Igbo
By this summer, our international news —— Korean —— Yoruba
services will broadcast online, on TV, —— Gujarati —— Serbian
and on radio in more than 40 languages.

19:12 BBC Local Radio

Total time spent
Length of time UK adult
audiences spend with the
BBC Local Radio, which includes 40 local
BBC each week on average. radio stations across England and the
Target: 18:15-19:45 Channel Islands, with more than six
million listeners a week, celebrated
its 50th anniversary.

02 BBC Annual Report and Accounts 2017/18 Return to contents

 ABOUT THE BBC

48m
General Election
Close to 48 million UK browsers
came to the BBC website and news
app in the week of the General
Election – an all-time record.

£34m
We announced our biggest
investment in children’s services
in a generation – an additional
£34 million.

BBC Studios 272m

We announced BBC Worldwide BBC iPlayer recorded its
best year ever in 2017.
and BBC Studios would join With a host of box sets,
forces, integrating programme hits from the archive and
production, sales and distribution greater personalisation,
in a single commercial viewers streamed
on average 272 million
organisation, and producing
programmes per month.
programmes such as Strictly Come
Dancing, EastEnders, Countryfile
and BBC One’s popular daytime
drama Shakespeare & Hathaway.

Live sports
Three Girls coverage
We announced plans to reinvent
The BAFTA award-winning free-to-air sports broadcasting.
drama dealt with the Working in partnership with the
true stories of victims of sports industry and making the
grooming and sexual violence most of digital technology,
in Rochdale. Watched by our aim is to bring more
more than eight million sports to more people.
people, the programme
helped highlight a petition
for Sara Rowbotham to be
recognised for her role in
bringing the scandal to light.

Return to contents BBC Annual Report and Accounts 2017/18 03

ABOUT THE BBC

Award-winning 4
content
Association for
International
Broadcasting Awards
November 2017
We invest in award-winning programmes and
services across television, radio and online. 10
Broadcasting Press
Guild Awards
March 2018
BBC named Broadcaster
of the Year at the Diversity
Media Awards

17 British Academy
Television Awards
May 2018
6
Broadcast Digital

7 Awards
July 2017

British Academy
Scotland Awards
November 2017

6
British Academy
Children’s Awards
November 2017

18
RTS Programme
37
Audio and Radio
Awards
Industry Awards
March 2018
October 2017

04 BBC Annual Report and Accounts 2017/18 Return to contents

 11
ABOUT THE BBC

8
RTS Television
Grierson Awards
Journalism Awards
November 2017
March 2018
16
British Academy
Cymru Awards
October 2017

6National Television
Awards
January 2018

15
8
Broadcast Awards
British Academy
TV Craft Awards
April 2018

March 2018

8
6
Creative Diversity
Comedy.co.uk Awards
January 2018 6Writers’ Guild
Network Awards Awards
June 2017 January 2018

Return to contents BBC Annual Report and Accounts 2017/18 05

ABOUT THE BBC

Inform. Educate. Entertain.

Distinctive, world-class content that is engaging,
risk-taking, educational and award-winning.

75% 75% 72% 77%

% of UK adults who say the % of UK adults who say the % of UK adults who say the % of UK adults who say the
BBC is effective at informing, BBC is effective at informing BBC is effective at educating BBC is effective at entertaining
educating and entertaining people in the UK people in the UK people in the UK
people in the UK (9% say ineffective) (9% say ineffective) (7% say ineffective)
(8% say ineffective)

Ipsos MORI: 3,568 UK adults 16+, April-May 2018.

We create Documentaries that encourage change.

Blue Planet II won the Special
Forging dynamic partnerships across
the country. From Hull City of Culture to

cutting edge
Impact Award at the NTAs for its Super Movers with the Premier League;
role in raising awareness of the from Tomorrow’s World to Opera Passion
deadly impact of plastic waste. with the Royal Opera House and the V&A.

content... First TV programme with an all-

autistic core cast. CBeebies launched
Award-winning podcasts from one of
the largest podcast producers in the
animated TV series Pablo. world. We create bespoke, entertaining
and revealing podcasts for a wide
Using technology to broaden the
audience including the new generation
appeal of content. As part of the
who increasingly listen online.
Civilisations Festival we launched a
suite of digital tools including the Channel of the Year. BBC One
Read more on pages 02-05 and 28-37 Civilisations Augmented Reality app. was named Channel of the Year
at the RTS Programme Awards.

...broadcast

Television
Nine pan-UK television services,
The BBC World Service television,
radio and online in more than

across
including online-only youth service 40 languages.
BBC Three.
Online

multiple National and regional television

services across England, Northern
Online services including BBC News,
Sport, Weather, CBBC and CBeebies,

channels...
Ireland, Scotland and Wales. iPlayer and iPlayer Radio, BBC Red
Button and our vast archive via a
Radio
variety of internet-connected devices
Ten pan-UK radio networks and two
including tablets, smartphones and
national radio services each in
connected televisions – as well
Scotland, Wales and Northern Ireland.
as computers.
40 local radio stations across England
Read more on pages 18-58 and the Channel Islands.

06 BBC Annual Report and Accounts 2017/18 Return to contents

 ABOUT THE BBC

...working BBC staff

Our people are talented, diverse,
Knowledge-sharing
BBC engineers have always been

with talent
dedicated and passionate. They at the forefront of technological
make us what we are. development. We provide a ‘centre
of excellence’, sharing advances and

across the Partnerships

We work with organisations that
best practice across the industry.

UK creative
share our passion for creativity, Training
quality and distinctiveness. We are committed to offering
opportunities to everyone. Since 2014,

industries. Investment
The BBC is a major investor in the UK
creative industries, contributing hundreds
1.9% of our workforce has been made up
of apprentices and last year we launched
a £1 million scheme to recruit, train and
Read more on pages 74-83 and page 144 of millions of pounds to the wider sector.
develop journalists with disabilities.

We deliver 1. To provide impartial news and

information to help people
4. To reflect, represent and serve the
diverse communities of all of the UK’s

our public
understand and engage with the nations and regions and, in doing so,
world around them. support the creative economy across
the UK.

purposes... 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.

Read more on pages 18-58

...and ensure Investing as much money as possible in

delivering great content and services.
value for Reduction in overheads Senior manager paybill
money for 94% of the BBC’s controllable spend
this year was focused on content
The ratio of senior managers to total
public service employees is now 1.5%

our audiences. and delivery, just 6% was spent

on running the organisation.
and the paybill for senior managers has
reduced by over £36 million since 2009.
Talent spend reduction Total cost savings
Our total spend on on-screen and on- £160 million of annual savings were
air talent has been reduced to 11.1% delivered during the year, taking the
of our internal spend on content. cumulative savings to £244 million. See
Read more on pages 66-73 and 74-77 pages 67 and 70 for more information.

BBC Two drama Peaky Blinders

Return to contents BBC Annual Report and Accounts 2017/18 07
ABOUT THE BBC

A message from the Chairman

“The value of our role

as one of the most
trusted sources of
accurate, impartial
news, both in this
country and around
This Annual Report and Accounts covers
the year to 31 March 2018, the first
All Board members are acutely aware
that our first responsibility is to serve
the world, has not
financial year in which a new unitary and protect the public interest, primarily diminished in the
Board and governance arrangements
have been in place at the BBC.
by ensuring that the BBC meets the five
public purposes that are set out in our
digital age, but grown.”
Charter and that we report against here.
These arrangements now make a clear
Some may perceive these public
Sir David Clementi
distinction between governance of the
BBC, which falls to the new Board, and purposes to be obligations imposed on Chairman
external regulation of the BBC, which us, or consider them a kind of burden.
lies with Ofcom. Perhaps for the first As Chairman of the BBC, I view them
time in the BBC’s history, they allow differently. It is these public purposes
the corporation to speak clearly with a that set us apart from other broadcasters
single voice, and for accountability to rest and underline that we have a distinctive
unambiguously in a single set of hands. role to play. They represent our contract
with the public, and are critically
During the course of the year the
important as our audiences’ fundamental
Board has covered a significant range
means of holding us to account.
of issues that the BBC faces, including:
building an effective relationship with Over the course of this year, I have been
our new regulator Ofcom; internally, impressed by the depth of commitment
working hard to ensure that the BBC our staff have shown to delivering on
remains a fair and decent place to these purposes. Whilst the organisation
work; and externally, helping the BBC continues to address key issues, such as
to meet the challenges it faces from a those of fairness and pay, our people have
growing set of global competitors. nevertheless constantly kept the needs
of our audiences front of mind. I have also
I am proud of the progress that is laid out
been struck by the extent to which the
in this report, of the way in which our new
BBC’s public service mission is growing
governance processes have embedded, and
in importance in a fast-changing world.
of what the Board has achieved in its first
year. I am also, however, very conscious News is a good example. Our audiences
that the environment around the BBC – have long relied on the BBC to be the
competitive, financial, technological – has place they can come to for news they can
never been tougher. This is something we trust and analysis they can rely upon. This
discussed in detail in our 2018/19 Annual year, BBC News remained the country’s
Plan, published in March, and it is important biggest provider of news and audiences’
to view this Annual Report in that context. preferred source of trusted information.

08 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Overall, BBC News reached a weekly At a time when the UK is more and more
average of over 80% of adults in the UK.
BBC News Online continued to attract
being portrayed as fragmented and
divided, the BBC must continue to be the
“I have been struck by
30 million UK browsers a week on average place that brings the country together the extent to which
in 2017, while the BBC News app had an
average of 7.8 million monthly browsers.
and helps it understand itself. This means
making sure that our creative output
the BBC’s public service
portrays the full richness and breadth mission is growing in
The fact that the BBC is where the country
comes to understand what is happening
of an increasingly diverse and devolved
UK, and that all its many voices are
importance in a fast-
at key moments was demonstrated
heard. It also means reminding all our changing world.”
once again in the week of the General
communities what they have in common,
Election last June, when close to 48
as well as what sets them apart.
million UK browsers came to the BBC
site and news app – an all-time record. The BBC has always been the place
where the whole country comes together
It is clear to me that the value of our
to celebrate big national events, like a
role as one of the most trusted sources
Royal Wedding, Jubilee or the Olympics.
of accurate, impartial news, both in this
It is also the place for shared national
country and around the world, has not
moments and conversations – whether it
diminished in the digital age, but grown.
is audiences of all ages coming together
This is because we now live in an age
in their millions for Strictly, Doctor Who
when trust is at a premium, and truth and
or Blue Planet II, audiences returning
accuracy are increasingly under assault.
year after year to shows like Just a Minute
‘Fake news’ has become harder to and Desert Island Discs, or output that
challenge. False claims can travel the commemorates important landmarks in
globe in an instant. Social media echo our history both on-screen and on-air, such
chambers reinforce our own views of as this year’s programming on World War I
the world and new media channels and the campaign for women’s suffrage.
can speak to closed groups of people
This Annual Report sets out an
unchallenged. It is becoming ever harder
analysis of our performance against
to separate fact from falsehood, truth
our public purposes. It is important to
from opinion, prediction from assertion.
underline that, as well as marking the
In this landscape, the BBC’s historic role first year of the BBC’s new operating
as a trusted guide could hardly be more arrangements, this also marks the
vital. It is a responsibility we take very first year in which we see changes to
seriously and we have responded with the way we measure our performance.
initiatives like an expanded Reality Check, This means that many statistics will
our fact-checking service designed to get look different this year and may not be
to the bottom of the various claims and directly comparable to previous years.
counterclaims that surround the news
As the Director-General’s report
agenda. This includes the introduction
underlines, the market around us is
of a television version, and we were
becoming more global and competitive.
pleased to have the impact of this service
We face a threat to British content from
recognised recently when Reality Check
the west coast of America, and we need to
was given an ‘Award for Innovation’ by
respond to the rapidly changing habits and
Voice of the Listener and Viewer.
needs of our audiences in the digital age.
Another important area in which audiences All this must be set alongside the BBC’s
rely on us is original, home-grown content. tougher-than-ever financial context.
The BBC’s priority has always been
As the BBC moves towards its centenary
high quality, British programming and
year in 2022, I believe that the role it
it is part of our public mission to reflect
plays for the UK grows increasingly
and represent the diverse communities
valuable. I am proud of the progress
of all the UK’s nations and regions.
set out in this report, but I am also
The report from the Director-General very aware of the challenges ahead.
emphasises how much our audiences
value programmes that speak directly to
them about their lives, or say something
significant about the country and the
society they live in. But it also highlights
the threats that are now facing original,
British content right across the industry.
Sir David Clementi
Chairman
21 June 2018

Return to contents BBC Annual Report and Accounts 2017/18 09

ABOUT THE BBC

Director-General’s statement

“Never has the BBC

been more vital as
the cornerstone of the
UK’s creative and
cultural strength.”
Tony Hall
Lord Hall of Birkenhead CBE
Director-General and
Editor-in-Chief

It’s been a remarkable year of change, I would like to begin, though, by or flooding. And they are still there long
challenge and creative success for the paying tribute to the extraordinary after the national attention has moved on.
BBC. This year’s Annual Report sets job that our news teams have done
In Manchester, it was moving to hear
out – I hope above all – a picture of throughout what has been an extremely
how people turned to their local radio
an organisation on top creative form, tough and challenging year; perhaps
in the wake of the bombing for comfort
driving the national conversation one of the toughest in memory.
and support. Instead of finishing at 1am,
with content that changes the way
It began with the calling of a snap General BBC Radio Manchester’s late-night
people view the world. Who else but
Election, which kept our political teams phone-in show went on until 5am and
the BBC could, for example, start a
on their toes just two years after the received around three times its usual
fundamental conversation on an issue
last poll and less than one year since number of callers – all keen to relate
like plastics, such as was generated
the referendum on EU membership. their experience or share details of
by the astonishing Blue Planet II?
extraordinary acts of kindness or support.
Aside from the political developments
But beyond this, the Report also tells the
of an intense election campaign, all of It was a reminder of something really
story of an organisation which is moving at
us recall the series of terrible terrorist significant: that local radio is in the
speed to adapt to a changing environment
atrocities that took place during that DNA of our communities; part of what
– both competitively and in the country
period, as well as the appalling tragedy defines them. Great local radio is not
itself. We are meeting these challenges
of Grenfell Tower. Teams in London about broadcasting to audiences,
in a wide range of ways, for example by
and Manchester demonstrated great but broadcasting with them.
bringing together our production and
professionalism and exceptional resilience
distribution businesses in the new BBC That is why I was pleased to be able to
in reporting on these awful events,
Studios. Or, for that matter, by investing announce our commitment to invest
sometimes in unimaginable circumstances.
in content for each of the nations; putting in BBC Local Radio for the future, on
£34 million into children’s content; or Serving local communities the occasion of its 50th anniversary in
by committing to reshape what we do The BBC’s coverage of national events November. Our ambition is to reinvent
locally and regionally across England. such as the Manchester Arena bombing, local radio to ensure that it better reflects
the London attacks and Grenfell Tower local voices, celebrates local identities,
And we also tell a story of continued
fire are absolutely core to what we do, but nurtures new talent and engages local
reinvention – building a BBC that is able
it is also important to recognise here the audiences on digital platforms.
to meet the challenges posed both by the
role of our local radio services, which each
changing habits of young audiences and the Bringing the country together
week reach more than six million listeners.
global shift in content production toward Within two weeks of the Manchester
a small number of US-based competitors. As I have witnessed for myself during so bombing, the country came together for
Whether it be our continued focus on many visits to our local radio stations a benefit concert, One Love Manchester.
great British content; our concentration on around the country, local teams are I am proud of the role the BBC was able
nurturing and developing new young talent; always there for their local communities to play in helping to make happen an
or continuing to reinvent the way we make at the moment they are most needed, event that raised almost two and a half
video and audio available online, I believe whether for coverage of breaking news or million pounds for the victims and their
this Report shows a BBC that is adapting for information and advice that can keep families during the concert alone.
and changing to the benefit of all its users. them safe during periods of freak weather

10 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

At home, we brought it to a TV audience Reporting around the world, of course,

“It has been a year that of close to 12 million, one of the highest
of the year. And as host broadcaster
is fraught with danger, and nowhere was
this more tragically evident than in Kabul,
has proved once again for the international networks, we where, in May 2017, a bomb blast took the
why BBC News is not were able to play our part in taking it
to a global audience of tens of millions,
life of Mohammed Nazir, a BBC driver, who
was taking colleagues to work. Mohammed
only so trusted and in over 50 countries worldwide. was a popular colleague who left behind
relied upon, but also For me, it was a moment that underlined
a young family. His was a devastating
loss to his family, friends, and the BBC.
so needed.” the unique nature of the role the BBC
plays for the country: through local radio, More recently came the terrible news
representing communities to themselves; that our colleague Ahmad Shah was killed
as the national broadcaster, bringing while working for BBC News in Khost
the country together at important Province. His death came on a dreadful day
moments; and as a global influence, taking for journalism in Afghanistan, with nine
Britain’s voice and values to the world. journalists and photographers killed in
bombings in Kabul. Ahmad was a talented
Taking the UK to the world
journalist and a popular and respected
This last task – reflecting the UK, its
colleague, and we continue to do all we
culture and values to the world – is
can to support his family and friends.
fundamental to our public service
mission. This year the BBC reached a We have also joined forces with others
record weekly global audience of 376 to highlight the case of our BBC Persian
million people around the world, and staff, who, along with their families,
we have enhanced our role significantly are being harassed and persecuted
by carrying out the biggest expansion by the Iranian authorities. This year
of the BBC World Service in 70 years. we took their case to the UN Human
Rights Council, the first ever time the
Thanks to new, Government-funded
BBC has made an appeal to the UN.
investment designed to help increase
the UK’s international impact and Trust and integrity
reach, we now operate in more than 40 Overall it has been a year that has
languages – launching 12 new language proved once again why BBC News is
services over the course of the year, not only so trusted and relied upon, but
from Korean to Pidgin to Punjabi. We also so needed. In addition to the news
“Taking risks with fresh have also opened new and expanded
bureaux in locations from Lagos to
services we provide, we believe that the
BBC can also play a vital role in helping
new voices in front of Bangkok, and Cairo to Seoul. Meanwhile, audiences combat misinformation, by
and behind the camera the World Service has continued to
bring the best of the UK’s culture to the
leading the way for integrity in news.

is critical to the BBC rest of the world, from the Proms to

We are acutely aware that, if it is often hard
for adults to tell the difference between
and to ensuring it best the Edinburgh festival to the FA Cup.
fact and falsehood, it is even harder
serves the public.” for young people. We are determined
to use the unrivalled experience and
expertise of our news staff to help
young audiences develop their critical
thinking and become news literate.
That is why more than 1,000 schools
around the country are now being
offered mentoring in person, online or
at group events, from BBC journalists,
to help students identify real news
and filter out false information.
All schools can access free online material,
classroom activities and video tutorials
via our School Report website. We have
also launched the BBC iReporter app,
which was developed by the Academy
Award-winning studios, Aardman, and
allows 11-18 year olds to experience the
decision-making pressures of being a BBC
journalist in the heart of the newsroom.

BBC Three’s award-winning comedy This Country

Return to contents BBC Annual Report and Accounts 2017/18 11

ABOUT THE BBC

These initiatives are great examples of In drama, big hits like Line of Duty,
how we are using the extra investment in Doctor Foster and the newly regenerated
children’s services both to sustain CBBC Doctor Who have shown how British
and CBeebies, which has performed audiences still want to come together
extremely well for under 6s despite for unmissable, appointment-to-
increased competition, and to raise our view television. Audiences have been
creative ambition significantly, supersizing gripped by shows like Poldark, The
our content in the digital space. Replacement, Trust me, Broken, Clique,
Shakespeare & Hathaway and the BAFTA
And I’m incredibly proud that BBC
award-winning Peaky Blinders.
Bitesize remains the most popular
dedicated education site in the UK on We have made them laugh together at
the eve of its 20th birthday, and has been comedies like Peter Kay’s Car Share,
joined by The Mind Set, the UK’s first Still Game, Two Doors Down, The Young
national peer-to-peer coaching network Offenders and Man Like Mobeen. We
for GCSE and National students. have kept them informed with daily
Record figures developments from Today to The Daily
Creativity and risk-taking
for BBC iPlayer Of course, the level of that creative
Politics to 5 live Drive to Newsnight, and
offered them new perspectives on history
Our iPlayer Christmas box sets ambition remains high across all areas of
with shows like A House Through Time and
contributed to the service’s our output. As ever, this year has been
Back in Time for Tea. And we have kept
best-ever weeks, with nearly above all about our programmes and our
80 million requests between them entertained with everything from
commitment to creativity and risk-taking.
Christmas and New Year. Casualty and The Archers to The News
This is something I picked out at the start
Quiz and The Mash Report, to the BAFTA
of the year as our first priority as we seek
award-winning Murder in Successville and
to reinvent the BBC for a new generation,
a record-breaking series of Strictly.
Investing in children and young people and nowhere has it been more evident
In a further sign of our commitment than in the quality and distinctiveness Innovating for our audiences
to supporting young people in today’s of our output on-air and on-screen. Meanwhile, we have increasingly
media environment, the BBC was proud experimented with how we deliver
Landmark series like Blue Planet II
in December to host the Children’s Global content to our audiences. This year BBC
on BBC One have proved once again
Media Summit for the first time. Our aim Radio launched its first podcasts made
that, when you create television that
was to bring together leading voices in specifically for the medium, and new ideas
is truly world-class, audiences of all
media, technology and beyond, from like The Naked Podcast from BBC Radio
ages respond. Major programmes like
around the globe, to help tackle the issues Sheffield joined popular podcasts such
Civilisations on BBC Two and Living with
facing young people and empower them as Radio 4’s Political Thinking with Nick
the Gods on Radio 4 have demonstrated
to take control of their digital futures. Robinson and Flintoff, Savage and the
what the BBC can do like nobody else.
Ping Pong Guy from 5 live – which had a
During the event, we launched Own
record half a million downloads in March.
It, a new website designed to help
9-12 year olds develop the confidence
and resilience they need to tackle the Award-winning drama Three Girls
everyday challenges they face online.
This was the first product to launch from
the BBC’s biggest investment in children’s
services in a generation: an additional
£34 million for children’s content. More
recently it has been joined by BBC Buzz, an
app for 8-12 year olds that provides children
with a daily diet of interesting and inspiring
facts, and encourages them to share
their passions and creative endeavours.

“To me it was a really

powerful example of
the impact public service
broadcasting can have in
giving a voice to those
who might not otherwise
be heard.”

12 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

The official opening of Hull’s tenure as UK City of Culture

Celebrating Hull
2017 UK City of Culture
Our partnership with Hull City of
Culture 2017 was an outstanding
success and a great example of
the BBC working with an outside
organisation. A ‘Hull-centric year’
in 2017 was promised and we
more than delivered on that. Here
are a handful of the many BBC
highlights from Hull’s special year:
—— A major national spoken word
festival, Contains Strong
Language, was launched in Hull
in September. Events were
broadcast across all the BBC’s
network radio stations.
—— Thousands of people attended
a range of live music events
organised by the BBC in Hull
during 2017. These included
Radio 1’s Big Weekend, Radio 2’s
I Feel Love concert and Radio 3’s
Uproot Festival.
—— For the first time since 1930, the
BBC Proms left London and a
Prom was performed on the expect. Box sets such as Top of the Lake, decisions that NHS staff must take every
Hull waterfront. Requiem and the full back catalogue of day. Meanwhile, Surgeons: At the Edge of
Peaky Blinders – which we released to Life massively broadened the audience for
—— TV highlights included BBC Four accompany the latest series – have allowed science programming while generating
documentary Through the Lens viewers the opportunity to watch the an incredible response on social media,
of Larkin, travel series Yorkshire shows they want, the way they want to. in particular from younger viewers.
Wolds Way, featuring the
countryside of East Yorkshire, In fact, the host of drama programming Compelling documentaries such as
and Welcome to Hull, a BBC Two that we released on iPlayer at Christmas Rio Ferdinand: Being Mum and Dad, Chris
documentary looking at the to accompany everything on offer on Packham: Asperger’s and Me, and Patrick
impact of City of Culture on Hull. our schedules led to its best-ever weeks, Kielty’s My Dad, the Peace Deal and Me,
with almost 80 million requests-to- have explored important issues through
—— BBC Radio Humberside produced view between Christmas and New Year. real-life experience. Programmes like
200 outside broadcasts over the Overall, 2017 was iPlayer’s best-ever Growing Up In Care and My Extraordinary
year and BBC programmes that year, with total requests up 11%. Skin did the same on Radio 1 and 1Xtra,
broadcast from Hull in 2017 while The Fix on Radio 4 brought together
included Songs of Praise, Any Finally, I want to highlight the innovation
12 of the country’s brightest young
Questions, The Jeremy Vine Show, that goes on behind the scenes. This year
minds to take on our most complex social
The Listening Project, The One we undertook a number of major projects
problems. And factual dramas such as
Show and BBC Breakfast. to modernise and improve the resilience
The Moorside and the multi-award-winning
of our broadcast system – including
Three Girls have told challenging, important
putting in place new infrastructure for
stories that urgently need to be told.
the ‘playout’ of network and nations
With BBC Ideas, we are experimenting programming and a new TV scheduling Three Girls was an extraordinarily powerful
with a short-form video platform which system – all with no disruption to viewers. drama that dealt with the true stories of
makes trusted factual content easier to victims of grooming and sexual violence in
Telling important stories
find, introducing busy users to illuminating Rochdale. It was not only the fact that more
I have been particularly proud this
ideas and perspectives. This year we also than eight million people watched it that
year of programmes that have made
reinvented BBC Weather to offer an even demonstrated its importance to audiences.
genuine contributions to public
better experience – including a refreshed It was also the fact that, within days, more
debate or taken on some of the
look, new data and new digital features than 300,000 people had signed a petition
critical issues facing our society.
such as ‘chance of rain’ percentage for Sara Rowbotham – played brilliantly
and ‘feels like’ temperature guide. Award-winning shows like Hospital and by Maxine Peake – to be recognised for
Ambulance continue to focus urgent her role in bringing the terrible scandal
With iPlayer, personalisation is now right
attention on areas that could not be closer to light. To me it was a really powerful
at the heart of the design. We now have
to the nation’s heart. And they do so in a example of the impact public service
around 15 million people actively signed in
way that uncovers true complexities by broadcasting can have in giving a voice to
each month so that we can provide them
focusing on the incredibly hard, human those who might not otherwise be heard.
with the tailored services they increasingly

Return to contents BBC Annual Report and Accounts 2017/18 13

ABOUT THE BBC

“Home-grown shows
that reflect the whole
of the nation and
resonate directly with
BBC Drama produced 85 hours of content British audiences have
last year for £97 million – the same cost never been more
as two series of Netflix’s The Crown. important.”
£97 million/$130 million gets you:
of British content that British audiences
BBC Drama – £97 million The Crown – $130 million rely on is at real risk. And it is a trend that
—— 18 series/c.85 hours of content —— 2 series/c.20 hours of content  is set to continue. In fact, over the next
ten years we expect a very substantial gap
—— Viewed by 74% of UK adults —— Viewed by 14% of UK adults to open up between the overall amount
that is spent on UK content now and the
—— Viewer appreciation: 8.7/10  —— Viewer appreciation: 8.2/10
amount that will be spent in the future.

Sources: BARB, ONS, Populus, GfK. This was at the heart of our decision to
bring together BBC Studios and BBC
Worldwide this year. We believe a single
Investing in new talent that will blend Scottish and UK coverage. organisation focused on producing the
Essential to this is a determination to In Wales, we are focusing investment highest quality, homegrown content
unearth and support new talent, wherever on BBC One and iPlayer, and we’re is the best way of ensuring that the
it is in the country. I was pleased, right strengthening our mobile services. And BBC can help safeguard the future of
at the turn of the financial year, when in Northern Ireland, we are working on British content and continue to play its
creative leaders from across the BBC came an online news service with enhanced crucial role in supporting the success
together to identify the UK’s most exciting news coverage right across the week. of the UK’s creative economy.
on and off-screen talent – producing a
Alongside our news services, we have also Financial challenge
New Talent Hotlist that earmarked over
deepened our commitment to telling our This is one of the most critical challenges
200 broadcasting stars of the future.
nations’ stories. The centres for drama we need to respond to as we seek to
Creating a pipeline for new talent is vital production that we have in Glasgow, reinvent the BBC. And we need to do it in a
for the future of the BBC and the UK’s Cardiff and Belfast help to act as magnets financial context that is tougher than ever.
wider creative industries. Taking risks with for ideas and talent, find and develop
Put simply, in the past few years, the BBC
fresh new voices in front of and behind local talent, and generate new jobs and
has shrunk as the market has grown.
the camera is critical to the BBC and investment. And this year programmes
Since 2010, when the licence fee was
to ensuring it best serves the public. like Shetland in Scotland, Keeping Faith in
frozen and the BBC was required to take
Wales and Come Home in Northern Ireland
It is through backing new thinking, new on new obligations, including financial
have helped to shine a light on our nations
perspectives, and taking creative risks that responsibility for the World Service, our
and speak directly to their communities.
the BBC will not only better reflect the funding has fallen in real terms. Meanwhile,
full diversity of modern Britain but also Our role in British creativity the broader market around us has
deliver even more engaging, relevant and Right now, this is truly vital. In the UK, we undergone a remarkable transformation
ground-breaking programming. Award- like big global shows that are designed which has seen accelerating super-inflation
winning comedy shows like This Country to travel widely and have international in key areas such as drama and comedy
and Famalam are great examples of our appeal, but we also want content that production, sports rights and talent costs.
commitment to supporting exciting new has something authentic and relevant
Fundamental to the way we have been able
voices, and I see this as central to our to say about our society and can help us
to maintain spend and deal with new funding
mission as a public service broadcaster. to understand ourselves as a country.
obligations over the past few years has been
17 BAFTAs and 18 RTS Programme Awards This could not be more essential at a a substantial and extensive programme
tell their own story about the BBC’s creative time when the UK feels increasingly of cost management. We have worked
track record this year. I am pleased that the fragmented at home and is seeking to hard to make sure that the organisation
commitment that goes into taking risks, redefine its identity abroad. Yet home- is run as efficiently and effectively as
telling important stories, and investing in grown, British content has never been more possible, and to redirect spending and
new talent has been so widely recognised under threat. Today’s media environment simplify procedures in a way that supports
by audiences and the industry alike. is increasingly global, and more and a more sustainable and creative BBC.
more dominated by a small number of
Reflecting the whole of the UK As Anne Bulford sets out in her Deputy
US-based giants with extraordinary
I believe that programmes such as those Director-General’s finance review, we
creative and financial firepower.
I have mentioned here – world-class, have done a vast amount to make the BBC
home-grown shows that reflect the whole This has brought real benefits for audiences simpler, leaner and more efficient. We
of the nation and resonate directly with by driving quality and choice. But it has have brought down overheads to industry-
British audiences – have never been more also driven up costs across the market. leading levels: just 6 per cent of our
important. Nor has the fact that, as we seek And it has done so at a time when the controllable costs. This is better than most
to respond to the needs of an increasingly budget of the BBC – which has long been in the private sector, and puts us in the
diverse and devolved UK, we are making the largest single investor in British talent most efficient 25 per cent of benchmarked
big changes to invest more in our nations. and ideas – has become increasingly regulated and non-profit organisations in
squeezed, and our ability to fund original the country. All in all, by the end of 2018
In Scotland, we are launching a brand
British content has diminished. What this we will have delivered more than £200
new channel, with a special news hour
adds up to is that the volume and breadth million of annual recurring savings.

14 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Of course, there is more to do. We know we an organisation, but to be a standard

will need to push even harder. There are bearer for equality and fairness for Responding to our
many more challenges ahead as we look the whole of the country we serve.
to meet our savings targets and respond challenges
Reinventing the BBC for a new generation
to the significant financial challenges we We recently published our Annual
All this puts the challenge that the BBC
now face. The most pressing of these, Plan for 2018/19, and in that we
set itself at the start of last year – to
of course, stems from the fact that the set out what we will be doing in the
reinvent the organisation for a new
cost of free TV licences for the over-75s months ahead to meet the strategic
generation – in a broader perspective.
– previously met by Government – will be challenges outlined in this document.
Even over the past 12 months, we have
transferred over to the BBC from 2020.
seen an extraordinary pace of change in There is plenty of work now underway,
This will mean some tough decisions in
the media industry. Global media giants but some of the areas we are
the future, but what is clear is that, as
are being bought and sold in a race for focusing on in particular include:
an organisation, we are committed to
scale. Consumers have more choice and
our aim to be as efficient as possible. Tackling fake news
more competition for their time and
Fairness and diversity attention than ever before. Audience habits —— Reality Check – our expanded
In addition to financial pressures, are changing more rapidly than ever. fact-checking service
we also face other organisational —— ‘Slow news’ – more in-depth
Nowhere is this more obvious than with
challenges. Not least, to ensure that the coverage and analysis behind
young audiences. Young adults watch
BBC is one of the very best and fairest the events
less television than older people, and
places to work and that our workforce
listen to much less radio. In just a few —— Online news services – doing
reflects the country as a whole.
years, online-only video has grown from more for younger and harder-
The BBC believes in equality: no one 5% of young people’s consumption to to-reach audiences
should be paid differently because of their 25%. Music streaming has gone from
gender. More than that, we recognise around 10% to around 30% of listening. —— Media literacy – expert mentoring
that we have a very special role to play in schools around the country
Where younger audiences lead the way,
representing the UK and leading the way.
older audiences will likely follow. That Investing in content, new talent and
That is why we are determined to be an
is why we have put this challenge right new voices around the UK
exemplar on gender pay and equality.
at the heart of our strategy to reinvent —— British talent – commissioning
We know it is not enough to say that our the BBC for a new generation. We distinctive, world-class content
gender pay gap is narrower than most want to make sure we can continue to from across the UK
other media organisations. The public, reach everyone to inform, educate and
—— Local radio – new investment for
quite rightly, hold us to a higher standard. entertain at a time when that mission is
local voices and local services
That is why we have committed to closing more important than it has ever been.
the gender pay gap by 2020 – something —— Nations – transforming the BBC’s
Never has it been so important for the
that no other large media organisation Nations services, including a new
BBC to be the country’s trusted voice,
has done, as far as we are aware – and why Scottish channel
providing accurate news and information
we want an equal split of men and women
and making sure all views are heard. Reinventing the way we
across our airwaves by the same year.
Never has the BBC been more vital as deliver our content
We are also absolutely committed to equal the cornerstone of the UK’s creative —— iPlayer – reinventing through
pay. We know that this is not a structural and cultural strength. Never has it been more personalisation and an
problem across the BBC, but we also know more important to strengthen the BBC’s enhanced user experience
that we still have real and important issues unique global voice, as Britain seeks to
—— Audio – a bolder and more
to tackle and we have been working very reshape its relationship with the world.
intuitive platform for all our
hard to do so. As part of this, we want to
The following pages set out how we have radio and audio content
ensure that any individual in the BBC has
delivered our creative remit and performed
the chance to progress in the organisation, Taking the UK to the world
against our public purposes. They show
regardless of gender, race, disability or —— BBC World Service – the biggest
that this has been an outstanding year
background. We’ve been looking closely expansion since the 1940s
for the BBC, but we remain acutely aware
at this over recent months and are setting
of the challenges we face as we seek —— BBC Studios – newly created to
out plans to allow talented people to
to reinvent the BBC for the future. bring British creativity to new
progress more quickly in the BBC, with a
particular focus on getting more women global audiences
I am very confident about our ability to
and more BAME at the most senior levels. succeed. I am determined to make sure More details on these and all of our
that a strong BBC can be a powerful strategic priorities for reinventing
And we have pledged to have a workforce at
champion for the UK, at home and the BBC can be found in our Annual
least as diverse as any other in the industry,
abroad, in the years to come. Plan: bbc.co.uk/aboutthebbc/
if not more so, by 2020. We are already
well on track to hitting a target of having insidethebbc/howwework/
15% of staff from a BAME background by reports/annual_plan_2018
that year, with the proportion rising from
13.1% to 14.8% since 2015. Meanwhile our
BAME pay gap as of March 2018 is 0.4% .
But we know there is much more to
do. Our goal is not only to become Tony Hall, Lord Hall of Birkenhead CBE
stronger and more representative as Director-General and Editor-in-Chief
21 June 2018
Return to contents BBC Annual Report and Accounts 2017/18 15
ABOUT THE BBC

Our reporting structure

The way we are governed and funded is established
by Royal Charter. The Charter and the accompanying
Agreement are the constitutional basis for the BBC –
they set out our public purposes, guarantee our
independence and outline the duties of the Board.

Our current Charter came

into effect on 1 January Governance
2017 following a wide-
ranging Charter review
process which was BBC Board Annual Plan
conducted by Government.
The Board, which came into We publish an Annual Plan
As part of that review, new being on 3 April 2017, is setting out our intentions
governance and regulatory
chaired by Sir David Clementi and future priorities for
arrangements were put in
place which established a and consists of ten non- the financial year.
single BBC Board and gave executive directors, including
The Annual Plan is an essential part
sole regulatory responsibility the Chairman, and four of our accountability to licence fee
for the BBC to Ofcom. executive directors, including payers and is a key document in the
The new Charter also the Director-General. relationship between the BBC and
amended the public purposes, Ofcom. It provides a framework
which we report against The Board is responsible for on which we can be judged as to
ensuring we meet our mission and whether we have delivered our
in this Annual Report.
public purposes. It does this by: mission and public purposes.
The Charter and The Annual Plan contains information
Agreement, combined —— setting the strategic direction
for the BBC on three areas:
with our governance and
regulatory obligations, —— establishing the creative remit —— the BBC’s creative plans for the
define the way we operate year ahead
—— setting the BBC’s budget
and the way we report our —— the BBC’s three-year strategy and
activity and progress.  —— determining the framework for work plan for the year ahead
assessing performance.
—— each BBC services’ contribution
The Board makes its decisions in the to distinctiveness.
public interest and is accountable
for all of our activities including the
publicly funded services, as well
as our commercial activities, both
in the UK and around the world.
The Board demonstrates we
are meeting our obligations
through the publication of two
key governance documents; the
forward-looking Annual Plan and
this Annual Report and Accounts.

BBC New Broadcasting House, London

16 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

External regulation

Annual Report Ofcom Audit arrangements

The Annual Report and The Office of The Comptroller and
Accounts sets out how we Communications (Ofcom) Auditor General, Sir Amyas
have delivered our mission is the UK’s broadcasting, Morse KCB, is the BBC’s
and public purposes and telecommunications and external auditor and is
the extent to which the postal regulatory body. supported in this role by the
commitments set out in National Audit Office (NAO).
Ofcom assumed its full regulatory
the Annual Plan (as well responsibilities for the BBC on 3 April As part of the governance
as regulatory and other 2017, at the same time as the new arrangements, the Comptroller and
commitments) have been Board took over the governance from Auditor General examines, certifies
the BBC Trust. Ofcom regulates the
met. It is published after the BBC via an operating framework and
and reports on the BBC’s group
accounts and is appointed as auditor
end of each financial year. by setting a licence for the BBC that of the BBC’s relevant subsidiaries
contains the regulatory conditions the unless the Comptroller and
A key change in this year’s Annual BBC is required to meet. Ofcom also Auditor General and the BBC agree
Report is that it is structured assesses performance, ensures fair and otherwise. The NAO also conducts
around reporting how we have met effective competition and regulates value-for-money examinations on
each of the public purposes. how the BBC’s commercial activities the use of the licence fee and in
interact with its public services. In relation to the BBC’s commercial
This Annual Report continues to report
addition, it regulates BBC content and activities. Sir Amyas and the NAO
for the whole of 2017/18 against the
output against its Broadcasting Code. are independent of Government.
previous BBC Trust Service Licence
and Ofcom Tier 2 requirements. This is
because Ofcom’s operating framework
did not begin until 1 January 2018
for calendar year targets and from
1 April 2018 for financial year targets.

Return to contents BBC Annual Report and Accounts 2017/18 17

DELIVERING OUR PUBLIC PURPOSES

Delivering our
creative remit

The BBC’s public purposes are

enshrined in the Royal Charter
and Agreement and are at the
core of everything we do.

The public purposes outline the

values we hold when striving to
achieve our mission to inform, educate
1
and entertain and they provide a
To provide impartial news and
clear framework through which we
are held to account. The following
information to help people
pages set out how we have met the understand and engage with
requirements of those public purposes. the world around them

The BBC’s role in UK life is clear from

the below; when asked to pick the
one media provider that does most
for people in the United Kingdom Read more on pages 20-23
the BBC is chosen the most often
across a range of characteristics.

Of all the media providers (TV, radio, newspaper, magazine, website,

app or social media), which one does the most to/has the most...
2
BBC (%) Nex t nearest provider (%)

59
To support learning for
49 50 49
people of all ages
47
=Facebook/Google

42 43
38
= ITV/Google
Google

= ITV/Sky

= ITV/Sky
ITV
ITV

ITV

12
9
7 7 7 7 7 5
a b c d e f g h

a. Help people in the UK understand and engage with the world around them
Read more on pages 24-27
b. Help people in the UK learn new things
c. High quality content and services for people in the UK
d. Creative content and services for people in the UK
e. Distinctive content and services for people in the UK
f. Content and services relevant to people in the UK
g. Reflect life in different parts of the UK
h. Reflect the UK around the world

Source: Ipsos MORI for the BBC, 3,568 UK adults 16+, April-May 2018.

Strictly Come Dancing

18 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

4
To reflect, represent and serve
the diverse communities of all
of the United Kingdom’s nations

3
and regions and, in doing so,
support the creative economy
across the United Kingdom

To show the most creative,

highest quality and distinctive Read more on pages 38-51

output and services

5
To reflect the United
Read more on pages 28-37
Kingdom, its culture and
values to the world

Read more on pages 52-58

Return to contents BBC Annual Report and Accounts 2017/18 19

DELIVERING OUR PUBLIC PURPOSES

1 To provide impartial news

and information to help
people understand and
engage with the world
around them

The BBC has no more important Delivering these savings will

purpose than to inform. All also help enable us to make
citizens have a stake in the news. additional investment in new
In a democracy, it is an essential content for our audiences.
public service. Every member of
This year we continued to provide
the public needs access to reliable
trusted and reliable information,
information in order to understand
news, current affairs and factual
the world around them and to
output to the highest editorial
make decisions for themselves,
standards. We have sought to
their communities, their countries
reach and serve all audiences with
and their shared future.
this output, to contribute to a
In such consequential times – when better-informed society, a more
the news matters and the way stories engaged citizenship and a world
are told is so fiercely contested – the of greater understanding. We are
need for an independent, impartial and proud of the fact that BBC News
accurate BBC is greater than ever. services are used by eight out of
ten UK adults each week and 73%
The BBC remains the most trusted
of adults think that BBC News
source of news in this country,
and Current Affairs is effective at
providing an unrivalled level of local,
helping them understand what
regional, national and international
is happening in the UK and world
news and current affairs. But the
today. But we are aware that, as the
strategic context for that work has
importance of our role has grown,
become more challenging than ever.
so have the challenges we face.
Technology and social media have
contributed to a polarisation of our
national debate. Generational, political
and social differences have widened

8 out 73%
markedly. Fake news compounds that
challenge by eating away at trust in
the media, including the BBC, and

of 10
blurring the line between reality and
so-called ‘alternative facts’. Given % of UK adults who think
these challenges, it’s testament to BBC News & Current Affairs
the quality of our journalism that BBC is effective at helping them
News is the most trusted: when asked understand what is happening
Pan BBC News reach in the UK/world today.
to pick the one source they turn to Number of UK adults (16+) who
first for news they trust the most, BBC use BBC News services each week. (ineffective 12%)
News is chosen most often, named Source: Kantar Media. Source: Ipsos MORI
by 55% of audiences, five times more
than the next nearest provider (ITV).
But these trends are accentuated
in the demographics the BBC finds
hardest to reach. Under-35s especially
are spending less time with BBC
64% 65%
News and this is particularly acute in % of UK adults who think % of UK adults who think
BBC News & Current Affairs BBC News & Current Affairs is
less affluent socio-demographics. is effective at helping them effective at informing them about
understand what is happening the day’s issues so they can make
Tackling these issues will be
in their part of the UK. up their minds.
challenging. BBC News continues
to make plans to deliver the annual (ineffective 15%) (ineffective 14%)
savings that were required by the Source: Ipsos MORI. Source: Ipsos MORI.
2015 licence fee settlement.

BBC Two’s Newsnight

20 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

The need for an independent,

impartial and accurate BBC is
greater than ever… but the
strategic context for that work
has become more challenging
than ever.

Of all the news sources (TV, radio, newspaper, magazine, website, app or social media)
which one source are you most likely to turn to…
…if you want impartial …for news you trust the most …if you want accurate
news coverage news coverage

BBC BBC BBC

ITV ITV ITV
Sky Sky Sky
Channel 4 Guardian Channel 4
Other Other Other
47% None of these 55% None of these 55% None of these
Don’t know Don’t know Don’t know

Source: Ipsos MORI, 2,467 UK adults 15+ who follow the news, March-April 2018.

Return to contents BBC Annual Report and Accounts 2017/18 21

DELIVERING OUR PUBLIC PURPOSES

Delivering impartial Panorama continued to be the home of

influential undercover investigations,
news and information broadcasting the major Paradise Papers
investigation, and the BAFTA award-
winning undercover investigation of an
immigration removal centre, as well
as editions on Facebook and sepsis.
It is evidence of the quality of our
journalism that audiences continue to
regard BBC News as the most trustworthy
provider. But we know impartiality requires
continued focus after a series of polarising
events – the vote on Scottish independence,
the EU Referendum and the 2017 General
Election – and as public opinion on issues
of the day can transcend traditional party
This has once again been a year of account of the fate of the residents of lines. This year 54% of adults thought the
massive news events – the snap General the 21st floor, we gave residents the BBC was effective at providing news and
Election, terror attacks in London chance to tell their own stories. current affairs that is impartial but 26%
and Manchester, and the devastating perceived it to be ineffective. Audiences
We provided wide-ranging coverage
Grenfell Tower fire, as well as the continue to regard BBC News as the most
across all output of the shocking
extreme weather which swept the impartial provider of all though – when
terror attacks affecting the UK.
country. It has also been another year asked to name the one source they turn
in which concerns about misinformation We continued to analyse the impact to first for impartial news coverage, the
and fake news have loomed large. of Brexit, launching a monthly sector- BBC is chosen most often, far ahead of the
by-sector analysis on issues such next nearest provider. However we are not
Throughout this, BBC News continued
as fishing and the tech sector. complacent about this, and impartiality is
to be the biggest provider of news and
an area that the Board is looking at closely.
the UK’s favoured source of trustworthy BBC News continued to break stories
information, from the daily news bulletins throughout the year, notably the poisoning When it comes to engaging young people,
to radio current affairs, to ever more of Sergei Skirpal in Salisbury and the over 70% of 16-34 year olds were reached
innovative ways of storytelling. revelations about the former International weekly by BBC News on average. To try
Development Secretary’s meetings in Israel, to maintain this, we are continuing to
BBC News reached over 80% of adults in
which ultimately led to her resignation. seek ways to make our news even more
the UK weekly on average and BBC News
relevant, building on the high levels of
Online continued to attract 30 million As ever, the BBC brought brave and trust young people have in BBC News.
UK browsers a week on average in 2017. hard-hitting international reporting to
UK audiences – from Syria, although
The unexpected General Election drew
access to the country is difficult and
huge audiences and led to an all-time
dangerous, to Myanmar to Yemen.

47.8m
record for UK traffic to BBC News Online,
with 47.8 million UK browsers coming to the
BBC site and app in the week of the vote.
We hosted a range of special programming
from around the country, bringing
audiences to the fore. The BBC Election The General Election drew huge
Debate came live from Cambridge; Question audiences and led to an all-time record
for UK traffic to BBC News online in
Time leaders’ specials were broadcast the week of the vote.
from York and Edinburgh, with a further
special programme devoted to Northern
Ireland; Election Questions came from
Swansea and Bristol; and a Newsbeat
Youth Debate took place in Manchester.
Andrew Neil also interviewed the leaders
of the biggest political parties.
Large audiences came to BBC TV
for election coverage overnight
and throughout results day. Results
programming before 7am reached 19.1
million adults across all channels, and
coverage the next day reached almost
17 million viewers, rising to 24 million
with news bulletins and Question Time.
The fire at Grenfell Tower was a huge and
dreadful story. The BBC reported from
the scene for several weeks, including
outside broadcasts of Victoria Derbyshire.
We continued to focus on the story and
notably on BBC Newsnight, through Chris
Cook’s forensic investigative journalism
on cladding and fire safety, and Katie
Razzall’s detailed and award-winning
The BBC Election Debate

22 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Above: BBC News’ Clive Myrie reported from

the frontline of the Rohingya refugee crisis

Left: Nikki Fox reported on the Ukraine’s state-run

institutions for children with disabilities

We have already been doing more The game allows players to experience
to reach a more varied audience. being a BBC reporter in the heart of
the newsroom, helping them learn
Victoria Derbyshire, named network
to identify ‘fake news’. This is one of
presenter of the year at the RTS awards,
a range of free resources for schools
focused on a health issue blighting
and sixth forms across the country.
the lives of many women across the
UK, vaginal mesh implants, as well as Our expanded Reality Check fact-checking
her award-winning interviews with the team continued to cut through rumour and
footballers who survived sexual abuse. speculation online. We introduced a special
Her programme continues to make an TV version of Reality Check during the
impact beyond television on social media. General Election, in which Steph McGovern
tackled issues such as taxes and pensions. BBC News Online continued to attract 30 million
BBC Radio 5 live, which won six ARIA
UK browsers a week on average in 2017
awards, continued to innovate to reach new Investing in our video and data journalism
audiences. The station’s #mumtakeover has allowed us to give our audiences more
project, which saw a live broadcast personalised experiences, such as the
discussing modern issues around award-winning NHS Tracker project, which
motherhood and mental health, reached allows users to find out how their local
more than 3.5 million people on social services are performing against key targets.
media with the most engaged audience
We’ve also been finding ever more
being women aged 25 to 34 years.
innovative ways for people to explore
BBC Breakfast focused on the experiences the world around them, with our virtual
of people with special educational needs reality project Damming The Nile, offering
and their families, as well as challenging a 360 degree video experience.
their presenters to resit a GCSE in maths.
Weather has been a focus for us this year in
BBC Three continued to bring current more ways than one. Working with our new
affairs to a young audience, with innovative provider, MeteoGroup, we launched a new-
approaches such as the Sex, Drugs & look weather service, with more data, new
Murder: Life in the Red Light Zone series, on-air graphics and a more contemporary
an uncompromising look at the life of sex design with more realistic mapping. BBC Radio 5 live continued to innovate
to reach new audiences
workers in Holbeck in Leeds, the first place
And the harsh winter weather drew major
in the UK where selling sex is permitted.
audiences to the BBC. 69% of UK adults
The programme has had over 12 million
came to BBC Network TV news coverage
iPlayer requests since its launch.
in the week of 26 February, as the ‘Beast
Our BBC Stories brand has helped us to from the East’ hit parts of the UK, and
engage with a wider range of audiences, there were record-breaking figures for
including women, young people and less BBC Weather online with 24.9 million UK
well-off groups. browsers in the same week. Audiences
also turned to regional coverage, with
And BBC Radio 1’s Newsbeat has been
an 8.6 million average audience across
tackling mental health issues with their
the UK for the 6.30pm bulletins on
My Mind and Me project.
1 March the highest seen in five years.
Concerns about online misinformation
Throughout this year, BBC News
have not diminished this year. The BBC’s
has continued to inform its
fight against fake news and push for media
audiences and to report impartially,
literacy accelerated as we launched an
accurately and independently.
online interactive game, BBC iReporter,
created by animation studios Aardman.

Return to contents BBC Annual Report and Accounts 2017/18 23

DELIVERING OUR PUBLIC PURPOSES

2 To support learning
for people of all ages

From its earliest days, the BBC has Online has not yet compensated
informed, educated and entertained for this fall. However, CBeebies’
the nation’s children. Our children’s reach amongst the under 6s has
output helps generations to develop stayed much steadier, despite
their language, reading and social
increased competition. And the
skills in fun, playful ways. As
they grow through childhood and percentage of under 16s who use
approach their teenage years, the BBC television, radio or online
BBC’s children’s content grows each week remains high at 83%.
with them, entertaining them,
but also helping them navigate
The BBC’s unique role in children’s
the world around them, discover media has never been more
what ignites their enthusiasm important. We are by far the UK’s
and inspiring them to learn. biggest investor in home-grown
content. We reflect national
In today’s heavily commercialised,
diversity and British children’s
global media, there has never been
a more important time to assert voices in a way no one else does.
the values of trust, safety, quality And we play a unique role in formal
and fun that the BBC is valued for learning – with invaluable resources
by children and their parents. that are trusted by children,
parents and teachers alike.
This generation of children embody
the digital transformation. They are This year we also began
the audience group that are changing transforming our education
fastest. That’s why last year we
offer and in March we set out
announced an additional £34 million
into our content for children and
a range of priorities, including
we’re investing more into digital while improving literacy rates and
ensuring that our terrestrial channels opening up the world of
continue to showcase quality content employment to young people.
that reflects all of our audience.
As we seek to reinvent the BBC
Although TV continues to be the for a new generation, we face real
main platform for children’s viewing, challenges in building a lifelong
what they consider to be ‘TV’ and relationship with young audiences.
how they access this is rapidly
At the same time we have begun
evolving. Children’s content has
continued to thrive on iPlayer with the transformation of our mission
1.1 billion requests in the last year. in education by working to enable
43% of 5-11 year olds now use their everyone to achieve their full
mobile phone to watch TV and potential through educational
children aged 5-15 now spend more content, services and participative
time each week online than they do experiences from the BBC, from
watching TV. As a result, the average partners and from each other.
weekly reach of CBBC among its
6-12 year old target audience has
fallen to under 25% in 2017/18.

CBeebies drama Apple Tree House

24 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

There has never been a more

important time to assert the values
of trust, safety, quality and fun that
83% 06:12
the BBC is valued for by children Under 16s reach Total time spent (per head)

and their parents. % of under 16s who use

BBC television, radio, or
Length of time under 16s spend
with the BBC each week (hh:mm).
online each week.
(Jun 17–Mar 18)
(Jun 17–Mar 18)
Source: Ipsos MORI. Source: Ipsos MORI.

67% 62% 7/10

% of UK adults who think % of parents who think the BBC Perception of BBC by under 16s:
the BBC is effective at helping is effective at supporting children mean score out of 10.
them learn new things. and teenagers with their learning.

(ineffective 14%) (ineffective 9%)

Source: Ipsos MORI. Source: Ipsos MORI. Source: Ipsos MORI.

Return to contents BBC Annual Report and Accounts 2017/18 25

DELIVERING OUR PUBLIC PURPOSES

Delivering learning
for people of all ages

CHILDREN’S

78% 41%
The purpose of the BBC’s children’s output
remains the same: to inform, educate and
entertain our youngest audiences. But we
increasingly have to evolve what we do and
how we do it as the consumption habits of
our youngest audiences continue to rapidly
change. We still help children develop their Bitesize: reach % pupils Bitesize: reach % pupils
language, reading and social skills, but % of secondary school % of primary school
we now also have a role in helping them pupils who use Bitesize. pupils who use Bitesize.
navigate the digital world and helping 2016/17: 80% 2016/17: 45%
to make their online experiences safe.
Source: YouGov. Source: YouGov.
As children watch more content from
overseas it’s critical that we invest in high-

82% 64%
quality, distinctive UK content that reflects
all of our audience. But it’s becoming
increasingly difficult to reach younger
audiences via traditional platforms.
YouTube and YouTube Kids reached 73%
of 6-12 year olds. This presents a real
challenge for the BBC and to effectively
Bitesize: % of under 16 users who Bitesize: % of secondary school
respond we need to do things differently.
say Bitesize helps them with their users who say Bitesize helped
This year we have seen a strategic shift in schoolwork/homework. them to achieve better grades.
how we deliver our content to audiences. 2016/17: 81% 2016/17: 57%
Our two linear channels are still hugely Source: YouGov. Source: YouGov.
important to us and remain the ‘shop
window’ for our content, but we’re moving
towards a more developed, connected
multiplatform offer which will see our continues to deliver the news in a way that In March we launched our first ever kids
digital offers become more important. kids can understand and relate to and festival, CBBC Summer Social. Taking
has received critical acclaim in the last place in Liverpool in August 2018,
We announced last year that we would be
year for its approach to national stories Summer Social will be our biggest ever
investing an additional £34 million into our
including the Manchester bombing. outdoor event and represents our desire
content for children and we’ve begun to
to get even closer to our audience.
do that across all of our platforms. We’ve We’re also changing how we work to make
invested more into digital while ensuring sure we’re as efficient as possible, focusing LEARNING
that our terrestrial channels continue to on fewer key brands that deliver across all This year the BBC began to transform
showcase quality content that reflects of our platforms, and we’ve streamlined what we do in education in order to fully
all of our audience. From new pre-school our commissioning process to reflect this. deliver our public purpose to support
animation Bitz and Bob to Creeped Out, a learning for people of all ages, whilst
For our older audiences we’ve launched a
thrilling drama aimed at our older audience, reinventing the BBC for a new generation.
CBBC account on Instagram as we continue
2017 saw fresh new content that continues
to adapt to the ever-changing needs of the Supporting learners
to push boundaries. Last year we were
audience, while our YouTube channels now As it approaches its 20th anniversary,
by far the biggest commissioner of UK
have a total of nearly 700,000 subscribers. BBC Bitesize remains the cornerstone of
content, with 95% of all our commissions
our education proposition by supporting
coming from our in-house team or UK- Children’s content has continued
children and young people with their study
based indies. And we make content that to thrive on iPlayer, with 1.1 billion
and revision needs, wherever they are in
no one else does; in the last year we’ve requests in the last year.
the UK. It is the most popular dedicated
brought live-action drama Waffle the
In December we hosted the Children’s education site in the UK – reaching
Wonderdog to CBeebies, while The Tempest
Global Media Summit in Manchester. around 80% of secondary students and
wowed pre-schoolers and their parents
With a keynote speech from the Duke of around 40% of primary students. Of
as we brought more Shakespeare to the
Cambridge, the Summit brought together those using Bitesize for GCSE/Nationals
channel. We introduced a new generation
thought leaders from across the world study and revision, 78% think Bitesize
of CBBC viewers to Dennis & Gnasher with
to discuss the issues facing the children’s helped them to feel better prepared for
a whole new reboot, while Jamie Johnson
media industry right now and those that their exams and 54% feel it helped them
brings footballing drama to appeal to
we will need to tackle in the future. get better GCSE/Nationals results.
our young sports fans. And Newsround

26 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Supporting adult learning We have consulted with stakeholders in

We support adult learning through our education and business to identify key areas
partnership with the Open University where the BBC can have a positive effect.
(OU). Each year the OU invests in 12-
In March we publicly set out the priorities,
15 BBC projects, ranging from major
which we will explore in partnership
series such as Civilisations and Blue
with a range of organisations:
Planet II, to more experimental projects
such as digital shorts for BBC Three —— Improving literacy rates by focusing on
and videocasts for BBC Ideas. In every pre-school children to counter the fact
case the OU is looking to extend the that the most disadvantaged five year
learning opportunities presented by olds can be 19 months behind their
these programmes and offer onward more affluent peers in vocabulary
BBC Bitesize is the most popular learning journeys to enable audiences to development on school entry
dedicated education site in the UK explore subjects of interest to them.
—— Championing the wider needs of
Tomorrow’s World has been a pan-BBC children by building resilience and
partnership aimed at adults aged 25‑44, self-esteem and by supporting mental
We have begun the process to transform that has connected audiences with the health just as much as we currently
Bitesize to help students reach their brightest minds and biggest science support their academic needs
academic potential by providing a more organisations in the country, including
structured service, tailored to the the Science Museum Group, Wellcome, —— Opening up the world of employment
individual learner. Older students can the OU and the Royal Society. It has been to young people at a time when recent
now sign in to a personalised Bitesize a public celebration of all things science, CBI research has revealed that 84% of
which remembers who they are and including a Tomorrow’s World Live event UK businesses feel the quality of
what they are studying. We will build on with Eric Schmidt and Brian Cox. careers advice young people receive
these initial steps to deliver adaptive is not good enough
New education vision
learning and new interactive content. —— Exploring opportunities that make
In an age when education is widely
Supporting teachers recognised to be the most significant it easier for adults to retrain;
We have continued to build our support element in determining life chances, we’ve equipping them to thrive in a
for teachers. 60% of them use BBC been considering how the BBC can build changing labour market and an
material in their classrooms and BBC on our existing strengths and ensure that increasingly digital world.
Teach brings together the best BBC everything we do in this space is impactful.
content alongside award-winning short
films – all tagged to the curriculum. We
also deliver interactive Live Lessons for
classroom use and educational audio
content through Schools Radio.
Education campaigns
We work in partnership with a wide range
of organisations to deliver major campaigns
that address UK-wide challenges.
In the last 18 months, over 40% of primary
schools in the UK signed up to Terrific
Scientific, our major partnership with
Wellcome and 30 other organisations
and universities, designed to inspire
primary school science and help counter
the STEM crisis in the UK. There have
been over 125,000 downloads of our
resources and nine out of ten teachers
using them say they intend to use the
material again, demonstrating its legacy.
In January we launched Super Movers, There were a record-
a partnership with the Premier breaking 134,000
League and the Scottish Professional
Football League to help get kids active. entries for Radio 2’s
Super Movers supports teachers and 500 Words short story
parents with simple, fun films that get
children moving while they learn. competition.
Other campaigns have included The
Mind Set, offering practical advice
to students during their exams; Ten CBeebies’ The Tempest brought Shakespeare to pre-schoolers
Pieces, which continues to inspire
children through classical music; and
the Radio 1 Academy which encourages
young people to reach their potential.

Return to contents BBC Annual Report and Accounts 2017/18 27

DELIVERING OUR PUBLIC PURPOSES

3 To show the most creative,

highest quality and
distinctive output
and services

Maintaining our unique breadth and This challenge is most acute for
range of output with a commitment young audiences. Our most recent
to the highest production and estimates suggest that 16-34 year
editorial standards is at the heart olds spent similar amounts of time
of what the BBC does. This year with BBC One, ITV and Netflix a
we have continued to invest in new week – around two hours a week for
and original content made all over each. 16-24 year olds spend more
the UK; taking creative risks while time with Netflix than all of BBC
maintaining a balance between new TV, including iPlayer. Similarly, for
series and returning favourites, all the first time, in 2017/18 estimates
aimed at serving our audiences. suggest that 15-34 year olds spent
around as much time listening
The following pages demonstrate
to music streaming services as
how we have delivered this purpose.
they did to all of BBC Radio.
Our reporting is broken down

80%
by genre – factual, arts, drama, But we are also aware of the scale of
entertainment, comedy, sport and the challenge we face, particularly
music – and demonstrates that our from international competitors.
output on TV and radio is unique in This report shows we are well
its distinctiveness and in its focus on placed to remain the champion
British content from across the UK. of home-grown, British content
that means so much to British
These pages tell a strong story of
audiences, and the cornerstone
the British creativity, quality and
of the creative industries that % of UK adults (16+) in TV homes
risk-taking that is the first priority who watch BBC TV each week.
allows this country to punch well
for output on the BBC. They show an 2016/17: 82%
above its weight worldwide.
organisation on top creative form, Source: BARB.
setting the standards through delivery
of a staggering breadth of high quality

08:16 64%
and distinctive content. Indeed 72%
of regular users think BBC Television
is effective at providing content and
services that set a high standard for
quality, while 81% of weekly users
rate BBC Radio as high quality.
Length of time UK adults (16+) in % of UK adults (16+) who listen
But sustaining the quality that TV homes spend with BBC TV to BBC Radio each week.
audiences demand is increasingly each week (hh:mm). 2016/17: 65%
difficult in a world where inflation 2016/17: 08:46
in some genres is running at
Source: BARB. Source: RAJAR.
unprecedented levels. The BBC
continues to seek out investment

10:03 74%
from other providers to reduce
the demand on the licence fee, but
these deals are not as available or
as attractive as they used to be.
At the same time, maintaining the
reach and time that audiences
Length of time UK adults (16+) % of UK adults (15+) who use
spend with our output is equally spend with BBC Radio each week BBC Online each month.
difficult, when they have so many (hh:mm).
other choices at their disposal. 2016/17: 10:09
Source: comScore MMX Multi-Platform,
Source: RAJAR. ONS.

My Family, Partition and Me: India 1947 with

RTS award-winning presenter Anita Rani

28 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

BBC quality and distinctiveness by platforms

Sets a high standard
for quality Distinctive

72% 68%
BBC TV

weekly users saying weekly users saying

effective effective
(ineffective 7%) (ineffective 8%)

81% 77%
BBC RADIO

65% 64% weekly users saying

effective
(ineffective 6%)
weekly users saying
effective
(ineffective 7%)

74% 70%
BBC ONLINE
% of UK adults who think the BBC % of UK adults who think the BBC
is effective at providing content/ is effective at providing content/ weekly users saying weekly users saying
services that set a high standard services that set a high standard effective effective
for creativity. for originality. (ineffective 6%) (ineffective 6%)
(ineffective 13%) (ineffective 14%)
Source: Ipsos MORI. Source: Ipsos MORI. Source: Ipsos MORI.

69% 72% 66%

% of UK adults who think the BBC % of UK adults who think the BBC % of UK adults who think the BBC
is effective at providing content/ is effective at providing content/ is effective at providing content/
services that cater for a wide services that set a high standard services that are distinctive.
range of tastes. for quality. (ineffective 12%)
(ineffective 13%) (ineffective 11%)
Source: Ipsos MORI. Source: Ipsos MORI. Source: Ipsos MORI.

Return to contents BBC Annual Report and Accounts 2017/18 29

DELIVERING OUR PUBLIC PURPOSES

Delivering creative, high

quality and distinctive
output and services

FACTUAL Back in Time for Tea returned stronger

This year a unique combination of than ever, while Absolutely Champers with
entertainment and education across all Joanna Lumley and Jennifer Saunders
A type of plankton
our platforms allowed powerful stories transported 2.9 million viewers to described as part of
to be heard, took audiences on journeys the Champagne region of France. ‘the beating heart’ of the
of discovery and created jaw-dropping
moments that got the nation talking.
BBC Three led the charge with factual oceans has been named
films that resonated with young audiences
On BBC One, eye-opening documentary and tackled subjects important to them.
after Blue Planet II; the
Alan Shearer: Dementia, Football and Me Single films with a personal story at their first time a species has
and the hard-hitting The Betrayed Girls heart, included Chasing Dad: A Lifelong been named after a
moved viewers, while Ambulance and The Addiction and factual drama Murdered
Met: Policing London gave unprecedented for Being Different proved popular, while British TV programme.
access to Britain’s emergency services; Drugsland proved to be an uncompromising
and Mind Over Marathon challenged observational series seen through the
ten runners to compete in the London eyes of professionals, users and dealers.
Marathon for Heads Together, a campaign
Radio 4 reached record on-air audiences
set up by the Duke and Duchess of
and programmes like You and Yours and and a platform for younger people,
Cambridge and Prince Harry to tackle
Money Box played an important role in including High Street Hijabis, Growing
the stigma around mental health.
providing advice and insight to listeners. up in Care and My Extraordinary Skin.
On BBC Two, Hospital (averaging This year Gardeners’ Question Time
The multi-award-winning Blue Planet II
2.4 million per episode in season one) marked 70 years of answering the UK’s
captivated viewers and became the most
and Chris Packham: Asperger’s and Me horticultural queries and Woman’s Hour
watched TV programme of 2017, with
(2.8 million) were powerfully human in looked at the best and worst places in
more than 14 million people tuning in to
their storytelling, winning awards and the UK to be a woman. New series also
episode one, and challenged views across
plaudits from viewers and critics alike. explored important political and social
the globe on plastic pollution. Dawn
Constructed documentary Exodus: My subjects. In The Fix some of the country’s
Chorus and Natural Histories on Radio 4
Journey to Europe and longitudinal series brightest young minds tried to solve
explored nature’s influence on culture and
Generation Gifted played with ambitious complex policy problems and Across the
society and told the stories of the UK’s
factual formats, while Abortion on Trial, Red Line brought together people on
flora and fauna, while the station’s Tweet
and My Family, Partition and Me: India 1947, opposing sides of a political issue. Radio 1,
of the Day remains popular. Science-
brought hard-hitting conversation and 1Xtra and Asian Network produced a
focused Radio 4 programmes such as
stories to primetime. Louis Theroux: Dark range of factual content providing insight
States gave viewers a unique insight into
the USA in a hugely timely series that was
popular with younger viewers, while The
Detectives: Murder on the Streets provided
a gripping insight into crime in the UK.

BBC One’s landmark Blue Planet II BBC Two’s Hospital

30 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Presenter David Olusoga in Giza, Egypt

CIVILISATIONS
This was a big year for arts television
with BBC Two’s Civilisations – the
most ambitious arts season since
The Big Read 15 years ago.
The landmark nine-part series,
in partnership with the Open
University, filmed in 31 countries,
was accompanied by a host of
additional programming on BBC
television and radio, including
11 specially commissioned
films in the English Regions.
The series prompted the Civilisations
Festival – a collaboration with over
300 museums, galleries, libraries
and archives to shine a light on
UK collections and inspire debate
through the staging of over 260
public events. To support the festival,
the BBC opened up over 800 pieces
of archive, a suite of digital tools
including the Civilisations Augmented
Reality app, and connected local
radio stations with museum events.
The Life Scientific and The Infinite Monkey Radio 4 provides a space for listeners BBC Research & Development
Cage examined topical scientific subjects to reflect on faith and explore the role offered partners access to digital
in ways that appeal to their audience. of religion in the world. For its latest technology, with 93 organisations
Mars was a week of programming that partnership with the British Museum, Neil attending workshops, and 28 included
explored our relationship with the Red MacGregor examined the role of shared content in the augmented reality
Planet from the latest science, to science beliefs in the development of societies app. Art Fund made 21 grants to
fiction. Radio 4 also marked 50 years since throughout history in the landmark 30- participating organisations. Festival
the first heart transplant, looking at the part series Living with the Gods. Radio 4’s partners also included Culture
latest surgical techniques as well as our long-running programmes Sunday and 24, Museum Association, National
philosophical relationship with the heart. Beyond Belief continued to explore the Museum Directors’ Council, Society
place of belief in today’s world, while Moral of Chief Librarians, Association of
BBC Two again produced award-winning
Maze debated the ethical issues behind Independent Museums and Scottish
knowledge-building history content, with
topical subjects. On television, Pilgrimage: Library and Information Council.
Elizabeth I’s Secret Agents scooping an
The Road to Santiago brought hard-hitting
RTS award, while David Olusoga’s A House Read more on page 144
conversation and stories of faith and
Through Time received plaudits and
spirituality to primetime on BBC Two.
averaged 2.5 million viewers across its run.
BBC Four sought to provide an expert and
new in-depth approach to well-known Radio 1’s High Street Hijabis
stories. Successes included box set history
The Ruth Ellis Files: A Very British Crime
Story and England’s Forgotten Queen:
The Life and Death of Lady Jane Grey.
Radio 4 continued to reflect significant
historical moments with a range of
content. Partition Voices highlighted the
untold stories from British Asians and
Colonial British who witnessed India’s
partition. To mark the centenary of the
October Revolution the station broadcast
the seminal book Ten Days That Shook
The World. In Our Man in the Middle East
Jeremy Bowen’s 25 part series charted a
personal history of the region based on
his decades of reporting. While this year’s
Reith Lectures, which saw best-selling
writer Hilary Mantel explore history and
fiction, was named the Broadcasting Press
Guild’s best radio programme of the year.

Return to contents BBC Annual Report and Accounts 2017/18 31

DELIVERING OUR PUBLIC PURPOSES

Delivering creative, high

quality and distinctive
output and services

BBC iPlayer recorded its BBC One’s global thriller McMafia

best year ever in 2017.

With a host of box sets,
hits from the archive and
greater personalisation,
viewers streamed on
average 272 million
programmes per month.

ARTS
The BBC’s mission in arts is to ensure
the UK remains one of the most creative
countries in the world. We support artists,
and arts organisations, and commission
programmes to appeal to the widest
possible audiences – estimates indicate
BBC Arts reaches around 6.5 million
adults a week. We worked alongside
the Royal Opera House in a season
of performances and digital activity
designed to engage a new audience.
#OperaPassion Day brought together the
eight major opera companies in the UK DRAMA programming like The Boy With The
for a festival which was viewed 500,000 You do not have to look far to see we’re Topknot and Man In An Orange Shirt which
times on Facebook, with a television and living in a golden age of British drama showcased the channel’s creative diversity.
radio audience of millions. Our creative and the BBC is at the heart of that with
BBC Three’s drama offering this year has
arts television documentaries filled the its commitment to producing original,
been ground-breaking, innovative and
entire shortlist for the Grierson Best diverse and exceptional programming.
creative, with Overshadowed told entirely
Arts Documentary Award 2017. BBC One
High-rating BBC One hits like Line Of Duty through the vlogs of the lead character
brought big audiences to the arts with
(the final of which had an average audience and Five By Five, a series of short films
the Big Painting Challenge, Fake or Fortune
of 9.9 million viewers) and Doctor Foster from new writers curated by Idris Elba.
and imagine. BBC Two documentaries
(which averaged 8.9 million viewers over
covered J K Rowling, Picasso and Vera BBC Drama has taken risks and been
the series), made without international
Lynn, and BBC Four covered the arts ambitious in producing original new British
partners, offered unmissable appointment-
with depth and experimentation through drama this year, while also maintaining
to-view television and communal viewing
acclaimed seasons on the art of Japan and the high quality of returning shows
experiences for audiences, as did Peter
Mexico, and documentaries on Leonora like Silent Witness, which launched to
Capaldi’s regeneration into Jodie Whittaker
Carrington, Muriel Spark and James Joyce. 8.7 million viewers, and Death In Paradise,
in the Doctor Who Christmas special,
that viewers know and love. The BBC is
On Radio 4, The Art of Living series explored as well as Broken and Shetland. While
known for its sumptuous period dramas
how art has transformed people’s lives, distinctive dramas such as the multi-award-
and this year didn’t disappoint with
including a powerful collaboration between winning Three Girls and recent global
Little Women, The Miniaturist and Call
musicians and pupils with educational thriller McMafia (the opening episode was
The Midwife (with a peak of 9.6 million
needs. New programme Only Artists the fourth most popular drama on BBC
viewers in series seven), all with strong
brought together artists to talk about iPlayer ever) contributed to public debate
female characters at their centres.
the creative process in a free-flowing, and the understanding of the world we
illuminating conversation. Over the live in.
BBC Two dramas continued to tell BBC iPlayer box sets such as Top Of
year, the BBC has offered unparalleled compelling and bold stories, with the The Lake, Gunpowder and Requiem have
coverage of the arts across Front Row return of BAFTA award-winning Peaky allowed viewers the opportunity to watch
on Radio 4 and BBC Two, the Radio 2 Blinders for its most successful series the shows they want to watch, the way
Book Club, Radio 3’s Free Thinking and ever, state-of-the-nation drama Collateral they want to, which we know particularly
Open Book and The Film Show on Radio (BBC Two’s biggest new drama launch appeals to younger audiences. The host
4, BBC Northern Ireland’s The Arts Show since 2015, with 4.8 million viewers), of drama programming that returned to
and BBC Scotland’s Culture Studio. King Charles III and thought-provoking BBC iPlayer as a Christmas treat resulted

32 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

ENTERTAINMENT and All Round to Mrs Brown’s all continuing

Over the last 12 months the BBC has to draw big audiences. We also delivered
brought a raft of entertainment into the on our promise to introduce exciting new
homes of the nation, from big Saturday Saturday night formats in the form of
night spectaculars on BBC One through All Together Now and Even Better Than
to clever and innovative quiz shows on The Real Thing. All of this plus annual
BBC Four, delivering on the promise events such as Eurovision, Children in Need,
to fuel the national conversation and and Comic Relief prove that when the nation
reflect the diversity of the UK. comes together, it comes to BBC One.
On BBC One Strictly Come Dancing enjoyed BBC Two is the home of intelligent quiz
its most successful series to date, with shows as well as talked-about factual
13 million viewers tuning in to watch entertainment. University Challenge,
the live final. It is the perfect example Mastermind and Eggheads have been joined
of a British format not only going from by new stablemates such as Letterbox.
strength to strength here in the UK, The Mash Report has been a stand-out hit
but seeing global success with now over for the channel, with clips and content
TOMORROW’S WORLD 55 countries having bought the format from the show reaching millions of
licence for the show. Elsewhere on BBC people via social media, while Dragons’
A pan-BBC partnership that has
One, successful returning series included Den and Top Gear continue to attract
connected audiences with the brightest
Michael McIntyre’s Big Show, The Apprentice younger and underserved audiences.
minds and biggest science organisations
in the country, including the Science
Museum Group, Wellcome, the Open Chineke! and cellist Sheku Kanneh-Mason
University and the Royal Society.
It has been a public celebration
of all things science, including a
Tomorrow’s World Live event with
Eric Schmidt and Brian Cox.

in iPlayer’s best-ever weeks (the week

between Christmas and New Year saw
close to 80 million requests to view).
Radio 4 continued to experiment with
different forms of drama to reach new
audiences: the second series of the station’s
digital-first innovative conspiracy thriller
Tracks was the most visited Radio 4
programme online in the week it launched.
The station offers a huge variety of drama,
from adaptations of renowned literature
to new writing for radio. Dramas such as
a big series on the Russian tsars reflected
the current affairs agenda. Across one day,
Radio 4 broadcast a major dramatisation of
Salman Rushdie’s novel Midnight’s Children
as part of the BBC’s programming on the PROMS 2017
Partition of India anniversary. Neil Gaiman’s
Featuring more than 90 concerts Plus, for the first time in recent
Anansi Boys entertained listeners and the
of world-class music, the history, the BBC Proms travelled
series Riot Girls returned – dramas written
BBC Proms was attended by outside London to Hull as part of
by women featuring extraordinary female
over 300,000 people. the Proms at… series and returned
characters. Radio 3 also continued to
to a Peckham car park for a wide-
broadcast remarkable drama this year, with Highlights included the debut of
reaching programme featuring The
seasons including a focus on Joe Orton and Chineke! – Europe’s first majority BME
Multi-Story Orchestra and Youth
Breaking Free a Century of Russian Culture, orchestra – and the first Relaxed Prom,
Choir. Content was also shared
featuring an acclaimed dramatisation suitable for children and adults with
across the BBC World Service.
of Turgenev’s Fathers and Sons, as well autism, communication or sensory
a new production of Louis MacNeice’s impairments and learning disabilities.
iconic radio play, The Dark Tower.

Return to contents BBC Annual Report and Accounts 2017/18 33

DELIVERING OUR PUBLIC PURPOSES

Delivering creative, high

quality and distinctive
output and services

Boy Blue Entertainment’s

Emancipation of Expressionism

CULTURE UK
Culture UK, our new partnership strategy
launched and developed in collaboration
with the Arts Councils of England, Wales
and Northern Ireland and Creative
Scotland, focused on UK-wide cultural
development, artist-led commissioning
and technological innovation. As
part of this, a £4 million ‘Artists
First’ commissioning budget is being
dedicated to new television projects by
arts organisations like Sadlers Wells, the
National Theatre and Hull, UK City of
Culture and artists like Wayne McGregor,
BBC Three comedy Man Like Mobeen Phil Collins and Rachel Maclean.
Performance Live, in partnership with
COMEDY BBC Radio continues to champion
Arts Council England and Battersea Arts
As the home of British comedy, no other rising stars in comedy and many of our
Centre, showcases some of the most
broadcaster is as committed to finding and comedy programmes appeal to large core
exciting artists working in performance
nurturing future stars and championing audiences and new younger listeners. This
today on BBC Two, and Opera Passion
portrayals of our diverse national character. year Radio 1 brought back comedy with
– a live digital festival – was launched
From those taking their first performance a new late night slot and the distinctive
with eight UK opera companies. BBC
steps such as Charlie and Daisy-May podcasts helped give a new generation of
R&D has opened itself up to the arts
Cooper from multi-award-winning young comedians a platform. With heats
sector, offering access and training
mockumentary This Country, to showcasing all around the UK, Radio 4’s New Comedy
around specially developed digital tools,
the most established stars such as Alison Award again recognised new comedians
including the Civilisations AR app.
Steadman and John Cleese in Hold The and the station welcomed back the 2014
Sunset. We are also dedicated to bringing winner Lee Ridley, also known as Lost

£4m
through talented faces and voices for Voice Guy. And award-winning stand-
the mainstream, with BBC One’s Comedy up Mae Martin returned with her Guide
Playhouse, BBC Two’s New On Two and to 21st Century… this year on addiction.
Slices on BBC Three which have resulted in Comedy on Radio 4 gives listeners a mix
lots of exciting new series commissions. of much-loved shows and new comedy.
Nicholas Parsons marked 50 years of ‘Artists First’ commissioning budget
On BBC One Peter Kay’s Car Share,
Just A Minute while The News Quiz has been to support new television projects
Not Going Out, Mrs Brown’s Boys specials, by arts organisations.
entertaining with topical comedy for 40
Still Game and Tracey Breaks The News
years. The classic The Hitchhiker’s Guide
continued to delight audiences. On
to the Galaxy returned to Radio 4 with the
BBC Two there was more critically
original cast and special guests including
acclaimed Inside No 9, Mum, Upstart Crow,
the late Professor Stephen Hawking.
W1A, Frankie Boyle’s New World Order
Miranda Hart’s Hampshire to Hollywood
and Two Doors Down, plus new series
was a three-hour special on Radio 4 Extra.
with Motherland and the heralded return
of The League Of Gentlemen. BBC Four Radio 4’s comedy podcasts regularly appear
saw the last series of Detectorists, near the top of the BBC podcast chart and
and biopics in the form of Brian Pern: this year’s commissions included short-
The Tribute and Eric, Ernie & Me. form, online comedy New Year New You by
David Schneider. BBC Three continues to
BBC Three is still the natural home for
explore opportunities with online short-
taking chances on distinct new voices;
form comedy, and shows such as Pls Like
this bold approach to commissioning has
and Big Field are making the most of this
resulted in many successes such as People
pipeline that offers a route to longer-form.
Just Do Nothing, The Young Offenders,
Man Like Mobeen, Josh and Witless.

The Hitchhiker’s Guide to the Galaxy, Radio 4

34 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

The Winter Olympics

22.2 million stream starts of our
coverage via digital platforms

SPORT
The BBC’s aim is to bring audiences the big
sporting moments that unite the nation 2017/18 SAW A NUMBER OF MAJOR SPORTING EVENTS ON THE BBC:
while also providing up-to-the-minute
news and opinion from across the world of WIMBLEDON SIX NATIONS RUGBY UNION
sport. Despite the exceptional competition —— This year we celebrated the 80th CHAMPIONSHIP 2018
in the sports broadcasting market, the anniversary of BBC Television —— No other sporting event brings
BBC remains the nation’s favourite sports coverage and the 90th anniversary together the nations of the UK
broadcaster. We run the most popular TV, of BBC Radio’s coverage – marking in such a friendly but fiercely
radio and online sport services in the UK. the longest-running partnership in competitive rivalry. The BBC
sports broadcasting. shared live coverage with ITV
In 2017 we accounted for around 2% of the on TV, with the BBC alone reaching
sport broadcast on TV, but delivered more THE FA CUP
over 19 million to great audience
than 34% of total TV viewing. Some sports, —— The most famous domestic cup
appreciation. There was also full
football in particular, play an important competition in world football had
live coverage on BBC Radio.
role in maintaining a relationship with unprecedented coverage on all
younger and more diverse audiences. Our broadcast platforms with THE WINTER OLYMPICS IN
weekly football output, centred around complementary programming SOUTH KOREA
Match of the Day, continued to entertain across the BBC’s TV, radio and —— The first major event in our new
and attract large audiences in 2017, with digital portfolio and reached 28.1 seven-year partnership with
nearly 60% of those watching any Premier million people on the TV set alone. Discovery was delivered across all
League only watching it on BBC TV. of our platforms. An exceptional
WORLD ATHLETICS CHAMPIONSHIPS
33.3 million watched our TV output.
The BBC Sport website is the most popular —— One of the biggest sporting events
And the Games saw a significant
in the UK, attracting 19 million unique of the summer took place at the
shift in how our audiences are
UK browsers every week. Indeed, our Olympic Stadium in London and the
watching, with 22.2 million stream
sport offer is at the forefront of the BBC’s BBC had extensive live coverage
starts via our digital platforms.
digital transition, bringing extra action and across all broadcast platforms.
news to audiences by supplementing our TV coverage each night regularly
linear offer with increasingly personalised peaked at over 6 million, with a top
content. Our online streaming service is peak of just under 10 million.
reinventing free-to-air sports broadcasting
with the biggest increase of live sport
content for a generation. Over a thousand
extra hours of live sport will be available
for audiences to watch online every year Since the 2016 Olympics in Rio we have in Pyeongchang was available on the
through BBC Sport and BBC iPlayer. shown on our network TV channels and Red BBC Sport website and BBC Radio 5 live,
Sports fans can also personalise the Button, major championships of all sports where JJ Chalmers presented updates and
service to make sure they can watch where GB won gold; and BBC Radio 5 live highlights from South Korea. With 144
all the live sport they love, whenever and 5 live sports extra have showcased live radio commentaries, we broadcast
it’s on the BBC, across computers, 20 different sports in the last year. more Premier League matches than
mobiles, tablets and connected TVs. any other radio broadcaster in the UK,
BBC Radio 5 live and 5 live sports extra
while Test Match Special covered every
Beyond our big focus on the largest continued to offer a wider range of sports
England cricket match in the summer,
events, we maintained a deep breadth than any other UK broadcaster. Coverage
which was complemented by a digital
of sports coverage. of this year’s Winter Paralympic Games
clips service on the BBC Sport website.

Return to contents BBC Annual Report and Accounts 2017/18 35

DELIVERING OUR PUBLIC PURPOSES

Delivering creative, high

quality and distinctive
output and services

MUSIC BBC Music highlights on BBC One included

Music is at the heart of many of the BBC’s three At the BBC shows featuring Harry
most popular services, inspiring and Styles, Sam Smith and U2, and Sounds Like
entertaining audiences with distinctive Friday Night launched. BBC Music specials
programming and bringing the best included Children in Need Rocks the 80s and
of the UK’s music and live events to Gospel Christmas as well as benefit concert
millions of people every week. One Love Manchester. BBC Two celebrated
Later… with Jools Holland’s 25th year with
Radio 1 brought some of the biggest
a televised concert. The BBC’s extensive
names in music to the Teen Awards, which
Glastonbury coverage was watched
recognises exceptional achievements of
Teen Heroes. 1Xtra celebrated its 15th
by almost 23 million people. BBC Four
broadcast from Radio 2’s In Concert,
With over 300 live
anniversary with a special 1Xtra Live in
Manchester and distinctive programming
Radio 1’s Live Lounge, the Mercury Prize performances,
included 1Xtra in Jamaica and coverage
as well as highlights of the Radio 2 Folk
Awards and Country Music Association
6 Music broadcast
from carnivals in London, Nottingham
and Leeds. For the first time, BBC
Awards. Gregory Porter explored Popular more live music than
Asian Network’s flagship event, Asian
Voices and fans were given a deeper insight
to the music and lives of profiled artists.
any other station in
Network Live, was held in Birmingham
with outreach activity across the city.
the UK.
Radio 2, the most listened to station in the
UK, marked its 50th birthday by taking its
Saturday night Soul Zone to Manchester
for the first Radio 2 All Star Party. The
station’s commitment to specialist
music was reflected in the Folk Awards,
In Concert series celebrating artists from
the past five decades, and broadcasts from
Cheltenham Jazz festival, Glasgow’s Celtic
Connections and Evening Standard Theatre
Awards. Radio 6 Music, which reached
record listeners this year, has championed
alternative and independent music
including Hip Hop Hooray. With over 300
live performances, 6 Music broadcast more
live music than any other station in the UK.
Accompanying landmark moments,
Radio 3 broadcast Music of the Reformation,
and seven operas complementing BBC
television programmes, plus live events
around the UK including the London Jazz
Festival and Barbican concerts. A project
with the Arts and Humanities Research
Council to research forgotten works by
female composers culminated in a gala
concert. Radio 3 again curated a day of
female composers to mark International
Women’s Day, and commissioned Lucy
and Helen Pankhurst to write a new
work that was freely available to the
public to perform in their choirs.

Asian Network Live in Birmingham

36 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Radio 2’s I Feel Love concert

GAY BRITANNIA SEASON

A season of bold and provocative
stories marking the 50th
anniversary of The Sexual Offences
Act 1967.
Led by programming on BBC Two
and BBC Four, with other content
across radio and online, the season
featured stories celebrating
the LGBTQ community.
PODCASTS
The season was rated highly by
The BBC is one of the largest podcast to enjoy a range of different content viewers and listeners with resonance
producers in the world and this year has online as we reinvent BBC Radio for particularly high among the
also commissioned new series which a new generation. These joined other community, having a positive impact
aren’t made up of on-air programmes popular podcasts with well-known on their views about the BBC.
and exist first and foremost as podcasts. BBC presenters such as Political
TV programmes included Against
Younger and different voices delve Thinking with Nick Robinson, Brexitcast,
the Law (nominated for a BAFTA for
into various topics analysing culture, Kermode and Mayo’s Film Review, The
Best Single Drama), the acclaimed
shedding light on the world around us Assassination and Fortunately with Fi
Man In An Orange Shirt, Prejudice And
and sharing personal experiences. From and Jane. Radio 4 Extra introduced
Pride: The People’s History Of LGBTQ
Radio 1’s new comedies to Radio 4’s Podcast Radio Hour to give listeners
Britain (nominated for a Broadcast
GrownUpLand, 5 Live’s Fit and Fearless the chance to hear from the people
Digital Award), Queers, Growing Up
and podcasts such as The Boring Talks who make recommended podcasts.
Gay and Is It Safe To Be Gay In The UK?
and Unpopped, listeners have been able
Radio 2 broadcast a live Saturday
night concert as well as a
documentary presented by Andrew
Scott exploring the last five decades
of British history through gay
culture and its impact on popular
music. In 6 Music’s Loud and Proud
season, Tom Robinson explored the
changing attitudes towards LGBTQ+
communities through the lens of
Labi Siffre’s life and music. Radio 4
highlights included the Queer Icons
list and From Shame to Pride with
Val McDermid, while Radio 1 also
carried Gay Britannia documentaries.

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DELIVERING OUR PUBLIC PURPOSES

4 To reflect, represent
and serve the diverse
communities of all of the
United Kingdom’s nations
and regions and support
the creative economy

As an organisation, we endeavour But as well as showing what makes

to represent everyone – all the us different, we must also celebrate
cultures and diverse voices that what unites the country for shared
make the UK what it is. Our business experiences and a shared national
is storytelling and we must make conversation. We believe the BBC’s
sure we tell stories that people all unique ability to highlight what
across the country will recognise, brings the country together as well
will understand and will relate as what sets its communities apart
to. That is why the BBC, as a truly is an invaluable asset for the UK at
creative organisation, must embrace a critical time. The following pages
as many voices and views as possible, demonstrate how we have met this
as well as giving opportunities to purpose through our diverse output
people from all backgrounds. and through providing for audiences
in Wales, Scotland, Northern
It is fundamental to the BBC’s public
Ireland and in the English Regions.
service mission that we strive to
represent the whole of the UK, to
reflect the whole of the country to
itself and make sure all of its diverse

56% 62%
voices are heard. We have set ourselves
on and off-air targets that are as
challenging as any in the UK media
industry – so that, with the range and
breadth of programming we make,
audiences will be able to see and hear
diverse voices in everything we do.
% of UK adults who think the BBC % of UK adults who think the BBC
We recognise that, at a time when the is effective at reflecting people is effective at providing content/
like them. services relevant to them.
country feels divided and fragmented,
when the UK is increasingly diverse and (ineffective 20%) (ineffective 17%)
devolved, this responsibility is perhaps Source: Ipsos MORI. Source: Ipsos MORI.
more important than ever. Across the
whole country, we know that the public

55% 56%
wants us to do more to represent and
portray, as accurately as possible, the
full diversity of life and community
throughout our programmes and
services. Last year we reviewed our
programmes and services in the
nations and announced significant % of UK adults who think the BBC % of UK adults who think the BBC
changes and major investments. Our is effective at reflecting the part is effective at catering for the
of the UK they live in. part of the UK they live in.
programmes need to be made across
the UK’s nations and regions. Our (ineffective 20%) (ineffective 19%)
local and nations services need to be Source: Ipsos MORI. Source: Ipsos MORI.
relevant to audiences in each place.

38 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

The BBC’s unique ability to

highlight what brings the
country together as well as
what sets its communities
apart is an invaluable asset
for the UK at a critical time.

BBC Two drama The Boy With The Topknot

Return to contents BBC Annual Report and Accounts 2017/18 39

DELIVERING OUR PUBLIC PURPOSES

Reflecting and representing BBC Three’s short-form videos from

the series Things Not To Say challenged
the United Kingdom’s nations misconceptions about mental health.

and regions and supporting And our seasons grew from strength to
strength. The 70th anniversary of the
the creative economy Partition of India featured Partition: The
Forgotten Story, Dangerous Borders: A
Journey Across India and Pakistan and My
Family, Partition and Me: India 1947. While
our Gay Britannia season, marking the
50th anniversary of the Sexual Offences
Act 1967 featured range of content across
TV, radio and online (see page 37).
Further LGBT portrayal included Two
Doors Down which featured a prominent
inter-racial gay couple in lead roles, lead
DIVERSE CONTENT New commissions also included Guz character Miriam Margolyes starred in
Our aim is to be the most creative Khan’s Man Like Mobeen and Chinese Bucket and Pearl Mackie portrayed openly
organisation in the world – reflecting, Burn. The Idris Elba BBC Three take- gay companion, Bill Potts, in Doctor Who.
representing and staying truly relevant over featured Marcus The Wheelchair
We’ve been working towards more
to the communities across the UK. Boxer, Breaking Out In Bradford, Being A
incidental inclusion on screen. We
All audiences should feel that the Working Class Barrister and Five By Five,
are seeing more LGBT characters in
BBC offers something for them. a drama told in five short episodes.
roles unrelated to sexuality or gender,
We are committed to measure our Radio broadcast highlights included in storylines and situations that are
performance against our ambition 1Xtra’s Carnival Weekend with coverage universal to all, that are authentic
to reach all audiences through a from Notting Hill, Nottingham and Leeds and as representative as possible.
range of audience panels, focus and Levi Roots’ series on reggae music
Long-term health conditions that affect
groups and satisfaction surveys. from across the decades for Radio 2.
the lives of large parts of our audience
Increased diversity of thought and This year the representation of people are increasingly part of storylines. We
experience, achieved through a more with disabilities has been at the heart want everyone to participate – so we’re
representative workforce, is a key driver of of schedules. We’ve been championing building the highest levels of accessibility
this creativity. That’s why we’re committed disabled presenters in peak shows and innovation into our digital products
to ensuring we have a variety of voices and we‘re seeing and hearing more of across subtitling and audio description.
across the whole of the BBC – from a mix right across our sports content.
We acknowledge that our content
entry level right up to the Board. We Paralympian Jonnie Peacock featured
strategies need to be agile and forward
achieved our 2017 diversity workforce on Strictly Come Dancing. There was
facing in order to meet the needs of a
targets and we’re making steady progress an all disabled presenter/reporter
changing, modern UK and all the groups
against our 2020 targets (read more line up for The Invictus Games and
and communities we serve. We are
in the Our People section page 74). Without Limits: Vietnam documented six
therefore building on knowledge about our
disabled travellers on an expedition.
Right across our services, you’ll find audiences with new, more nuanced insight
the best in diverse on-screen and Chris Packham provided a real insight that feeds back directly into editorial
on-air content. And we’ve had an in Asperger’s and Me and The A Word decision making and commissioning.
award-winning year of programming returned for a second series. The BBC
built on inclusive subject matters. Minds Matter mental health season Read more in Our People: Diversity pages
aimed to break through the stigma 79-83 and the Equality Information Report
A strong sense of national identity is on pages 240-263
associated with mental illness while
evident through our recent content.
The Moorside, Broken and Three Girls told
the complex stories of social class and
communities in the North of England.
Paula was filmed in Northern Ireland
and The Replacement and Trust Me were
high-end dramas from Scotland.
Women continued to lead the way
with a wider range of women’s voices
and experiences portrayed across our
programmes. Thandie Newton headlined
the cast of series four of Line of Duty

7/10
and the multi-award-winning female-
led Doctor Foster returned for a second
series to BBC One. Jodie Whittaker
was announced as the first female
Doctor and Shirley Ballas became Head
Judge on Strictly Come Dancing.
We showcased Black, Asian and Minority
The average general impression score
Ethnic (BAME) talent through The Boy
all audience groups give the BBC
With The Topknot which brought to life regardless of age, gender, social
the memoirs of a second generation grouping, ethnic origin or geography.
Without Limits: Vietnam
Indian growing up in Britain.
Our new Code of Practice puts diversity at the heart of Source: Kantar Media.
the BBC’s commissioning process

40 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

% of each audience group who think the BBC informs, educates and entertains people in the UK/them
Male 16+ Female 16+ ABC1 16+ C2DE 16+ 16-34 35-54 55+ White 16+ BAME 16+

Effective
73% 74% 81% 65% 71% 76% 74% 75% 67%
Ineffective 10% 8% 7% 11% 8% 9% 10% 8% 12%

% of each audience group who think the BBC is effective at reflecting people like them
Male 16+ Female 16+ ABC1 16+ C2DE 16+ 16-34 35-54 55+ White 16+ BAME 16+

Effective
56% 57% 64% 47% 51% 60% 58% 58% 48%
Ineffective 22% 18% 18% 23% 21% 18% 20% 19% 29%

BBC Television reach: % of each audience group in TV homes that watch BBC Television each week
Male 16+ Female 16+ ABC1 16+ C2DE 16+ 16-34 35-54 55+ White 16+ BAME 16+

2017/18
78% 82% 81% 80% 60% 82% 93% 81% 69%
2016/17 80% 84% 82% 82% 65% 85% 94% 83% 72%

BBC Radio reach: % of each audience group that listen to BBC Radio each week
Male 16+ Female 16+ ABC1 16+ C2DE 16+ 16-34 35-54 55+ White 16+ BAME 16+

2017/18
67% 62% 72% 56% 53% 64% 74% 68% 47%
2016/17 68% 61% 73% 55% 53% 64% 74% 68% 46%

BBC Online reach: % of each audience group that use BBC Online each month*
Male 15+ Female 15+ ABC1 15+ C2DE 15+ 15-34 35-54 55+

2017/18
76% 71% 86% 58% 82% 84% 57%
BBC Television: Time spent watching BBC TV in TV homes per head, per week (hh:mm)
Male 16+ Female 16+ ABC1 16+ C2DE 16+ 16-34 35-54 55+ White 16+ BAME 16+

2017/18
07:41 08:49 08:08 08:27 02:59 06:25 13:53 08:42 04:23
2016/17 08:17 09:13 08:37 08:56 03:28 06:55 14:33 09:13 04:54

BBC Radio: Time spent listening to BBC Radio per head, per week (hh:mm)
Male 16+ Female 16+ ABC1 16+ C2DE 16+ 16-34 35-54 55+ White 16+ BAME 16+

2017/18
10:38 09:30 10:57 09:00 04:39 09:17 15:10 11:10 04:41
2016/17 10:49 09:32 11:11 08:58 04:44 09:31 15:16 11:16 04:38

* comScore MMX Multi-Platform measures from 15+ and monthly.

Source: Ipsos MORI, BARB, RAJAR. Online reach data on page 28 and here from comScore MMX Multi-Platform, UK, Total Unique Visitors per month, [P] BBC Sites, October
2017-March 2018 (desktop data 15+, mobile data 18+); percentages based on overall UK populations using ONS population estimates and the BARB Establishment Survey.
BBC TV and BBC Radio reach here and on page 28 based on 15+ mins.

Return to contents BBC Annual Report and Accounts 2017/18 41

DELIVERING OUR PUBLIC PURPOSES

Reflecting and representing

the United Kingdom’s nations
and regions and supporting
the creative economy

Providing for audiences across the UK

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 an
effective vehicle to reflect the range of cultures
and communities.
Dedicated services
The BBC also provides a range of dedicated,
cross-genre output for Scotland, Wales and
Northern Ireland and the English Regions across
television, radio and online. Each area makes
television and radio programmes for their local
audience and for the network.
We have major production centres in Glasgow,
Cardiff, Belfast, Salford, Bristol, Birmingham
and London.

As part of our focus on providing for audiences across

the UK, we are making further improvements to how we
measure our performance in different parts of the UK.
Comparable figures for BBC Online performance by
geography are not included this year, but this will be
rectified in subsequent years.

The Six Nations: Scotland v England

42 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Network television programming spend by BBC Local Radio** and nations

region as a percentage of eligible spend radio hours of output

2017 2016 2017 2016

London 48.9% 49.4% England (excl. London) 222,946 225,020

Scotland 9.1% 10.3% London 8,613 7,977

Wales 6.7% 5.8% Scotland 11,866 11,977

Northern Ireland 2.4% 3.1% Wales 14,366 14,594

Total nations 18.2% 19.2% Northern Ireland 8,639 8,560

Midlands 1.9% 1.5%

Network supply
North of England 18.4% 19.7%
Over half of network television production
South of England 8.7% 7.6% is in the nations and regions, with 51.1%
Multi-region* 3.9% 2.6% from outside London and more than 18%
Total regions excl. London 32.9% 31.4%
from Scotland, Wales and Northern Ireland.
Network television spend based on Ofcom definitions by
Total nations and regions 51.1% 50.6%
calendar year.
Grand total 100% 100% * 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 include BBC original programmes and
excludes any repeat programmes.

Read more on pages 150-167

9.1%
11,866hrs

2.4%
8,639hrs
32.9%

222,946hrs
6.7%

14,366hrs
48.9%
8,613hrs

Return to contents BBC Annual Report and Accounts 2017/18 43

DELIVERING OUR PUBLIC PURPOSES

The BBC in Wales

In the first year of an additional £8.5 million per annum
Charter reinvestment, the creative impact was immediate –
and contributed to the BBC’s strong performance in Wales.

The Hour; and new specialist Welsh

correspondents for Brexit, Social
Affairs, Sport and Home Affairs.
The new current affairs strand, BBC Wales
Investigates, also made its mark
immediately, with an exclusive report
into the conviction of Michael Stone for
the murders of Lin and Megan Russell.
The year also saw significant growth
in mobile usage for our online content.
The comedy short, Nige, and the
development of a new social media
service, BBC Sesh – inspired by the
success of The Social in Scotland – both
harnessed Facebook and YouTube to help
Keeping Faith build impact with younger audiences.
Across drama, factual and music,
With a focus on delivering major BBC Television and Radio in Wales network television production spend in
landmark programming rooted in continued to be high, driven by the Wales represented 6.7% of total BBC
Wales for audiences everywhere, strong performance of BBC One Wales, investment in 2017, once again ahead
BBC Wales recorded its highest Radio 1 and Radio 2. Radio Cymru also of the target of 5%. Highlights included
audiences for both factual and drama saw audience gains over the period, Peter Capaldi’s final series as the Doctor,
series in more than a decade. although Radio Wales’ reach continues with Jodie Whittaker revealed as the first
to face competitive pressure. female Doctor in the Christmas special.
Valley Cops – a revealing account of
community policing in the South Wales In January, BBC Radio Cymru marked its BBC programming for S4C continued
Valleys – was co-commissioned by BBC birthday year with the launch of a second to play an important role at the heart of
Wales and BBC Three. The series attracted breakfast service, Radio Cymru 2, across the channel’s schedule, with the popular
an impressive 346,000 viewers on BBC One DAB and mobile devices. For the first drama Pobol y Cwm and Newyddion 9
Wales and was later broadcast on BBC One time, the new service provides real choice forming the bedrock of the channel’s
across the UK. There was similar success to Welsh language listeners – with the nightly schedule. In addition, S4C
for Keeping Faith – an eight-part series entertainment and music mix providing programming continued to perform
starring Eve Myles, jointly commissioned an alternative to the Post Cyntaf news strongly on BBC iPlayer with around
by BBC Wales and S4C. The BBC One service on Radio Cymru’s main service. 90,000 requests to view content each week
Wales screening attracted an average on average. Alongside this success, BBC
Radio Wales continued to develop the
of 300,000 viewers per episode – with Cymru Fyw – the Welsh language online
diversity of output – with a new nightly live
over 5 million further requests to view and mobile service – attracted around
show from Wrexham, with Janice Long, and
the series on iPlayer before the end of 50,000 unique browsers each week.
the addition of Eve Myles and Lucy Owen
March 2018. In fact, such was its success,
to the presentation team. The station’s Across the year, the development of
that a second series is in development.
commitment to new comedy was also BBC Wales’ new £100 million broadcast
Keeping Faith was in good company in strengthened with a brand new Ruth Jones centre at Central Square in Cardiff
the biggest year of Welsh drama for comedy, Splott, and a new partnership continued apace. As part of this, S4C
a generation, with the third and final with the Machynlleth comedy festival. announced they would share transmission
series of Hinterland and the supernatural services at the new building from next
Later this year, Radio Wales’ FM
series Requiem also attracting audiences year, building on our successful new
coverage will be boosted – with 175,000
both in Wales and across the UK. partnership agreement which we signed
households receiving FM access to
under the new Charter. Meanwhile, Cardiff
Alongside drama, BBC Wales continued the station for the first time.
University announced they would relocate
to develop its focus on younger audiences,
In news, the Charter reinvestment saw their journalism and media school to the
with a new series of Hayley and Young,
a slate of new output and editorial new site from September 2018, to build
Welsh and Pretty Minted both making
enhancements, with the successful launch on their existing strong partnership with
their mark on BBC Three and BBC
of a new political series BBC Wales Live the BBC. The new centre is expected to
iPlayer, as well as on BBC One Wales.
on BBC One Wales, presented by Bethan be operational from the end of 2019 once
Looking across the BBC’s services, Rhys Roberts and Jason Mohammad; the technology fit-out is completed.
the audience performance of both a new monthly debate programme

44 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Performance by service
Dedicated Content Reach Time spent watching Appreciation Costs per user hour
services We spent a total of % of population or listening to a Index by service How much it costs to
£28.1 million on these who use the service service each week Aggregate of deliver each service
services in 2017/18 each week Length of time the how people for each hour used
average listener rated individual
spent each week programmes,
with the service expressed as a
number out of 100

BBC Radio Wales is a speech-led

service for adults, which offers a £14.6m 14.3% 08:05 85.5 9.3p
wide range of genres and reflects
the issues, events, culture and 2016/17: £14.2m 2016/17: 13.9% 2016/17: 08:19 2016/17: 82.7 2016/17: 9.1p
interests of the people of Wales.

BBC Radio Cymru is a speech and

music radio service for Welsh £13.5m 21.1%* 13:02 81.7 16.9p
speakers, which offers a wide range
of genres and reflects the issues, 2016/17: £13.6m 2016/17: 16.7%* 2016/17: 12:23 2016/17: 78.8 2016/17: 22.6p
events, culture and interests of the
people of Wales.

Reach definition: 15+ minutes and audiences aged 15+.

Sources: RAJAR (radio reach and time per listener, data based on Total Survey Area – TSA); Appreciation Index – Pulse Panel of 20,000 UK adults 16+ by GfK (data based on adults
16+ living in the BBC Wales area).
* BBC Radio Cymru: RAJAR data (reach and time per listener) based on ‘Understand Welsh’; Appreciation Index data based on ‘Speak Welsh Fluently & Speak Welsh but not
Fluently’. BBC Radio Cymru reaches 5.0% of the overall 15+ population in Wales who listen for 11:59 a week on average and give an average Appreciation Index score of 81.8.

72% 51%
% of adults in Wales who think % of adults in Wales who think
the BBC is effective at informing, the BBC is effective at reflecting
educating and entertaining people like them.
people in the UK/them.
(ineffective 23%)
(ineffective 10%)

82% 72% 44%

Dedicated Welsh news services
BBC Television reach BBC Radio reach on television
% of adults in Wales in TV % of adults in Wales who listen % of adults in Wales in TV homes
homes who watch BBC Television to BBC Radio each week. who view this content on BBC
each week. Television each week.
2016/17: 71%
2016/17: 85% 2016/17: 47%

Sources: Ipsos MORI, BARB, RAJAR.

09:35 11:49
Note: All reach figures based on adults 16+ so the
2016/17 figures for BBC Television and BBC Radio will not
match the 2016/17 Annual Report and Accounts because
they were based on 4+ years (TV) and 15+ years (Radio).
Time per head based on adults 16+. BBC TV and BBC
Radio reach based on 15+ mins. BBC TV dedicated news
services reach based on 3+ mins.

BBC Television time per head BBC Radio time per head
Time spent watching BBC TV in Time spent listening to BBC Radio
TV homes per head, per week in per head, per week in Wales
Wales (hh:mm). (hh:mm).

2016/17: 10:18 2016/17: 11:39

Return to contents BBC Annual Report and Accounts 2017/18 45

DELIVERING OUR PUBLIC PURPOSES

The BBC in Scotland

In the year that we announced a major new investment in Scotland
– including a new channel with a dedicated news hour at 9pm –
Brexit, a snap General Election and the extreme weather that the
‘Beast from the East’ brought to our shores were just three of the
major stories covered by BBC Scotland’s news teams.
Election coverage included a televised
leaders’ debate and a series of Ask the
Leader programmes, extended editions
of Reporting Scotland, radio interviews,
phone-ins and content delivered
via social media, tailored to reach
underserved and young audiences.
As the winter weather brought much of
the country to a standstill, audiences
tuned in to extended early evening
editions of Reporting Scotland – the
audience of 930,000 for the first half
hour of the 28 February programme
was the highest in the last 15 years.
In Humans for Sale, BBC Scotland
Investigates shone a spotlight on human Two Doors Down
trafficking. The programme’s shocking
revelations were raised at First Minster’s
Questions in May and referenced BBC Studios continued to produce Now in its 10th year, BBC ALBA continued
throughout a Holyrood debate in June. high-quality programmes for the BBC, to reach out to Gaelic and non-Gaelic
including Earth’s Natural Wonders and speaking audiences with its rich variety
Drama highlights on network included The Truth About Getting Fit for BBC One; of programmes. The popular drama
Trust Me, a psychological thriller set and Imagine, Trust Me I’m a Doctor and Bannan returned for a new series and
in Edinburgh, and the return of the This Farming Life for BBC Two, as well as Dhan Uisge followed Calum Maclean’s wild
acclaimed murder mystery, Shetland. Both bringing BBC Radio 4’s Front Row to TV. swimming exploits around Scotland.
drama series will make welcome returns
next year. Children’s favourite, Raven, Network comedy favourites across the year There were new series on Radio Scotland,
also returned to our screens, on CBBC, included two festive specials of Mrs Brown’s with the topical quiz Stop the Press, and
with Aisha Toussaint in the lead role. Boys (the Christmas Day episode attracted history was to the fore with a new magazine
9 million UK viewers), a new series of Two strand, Time Travels, and oral history
It was another strong year for arts and Doors Down and an eighth series of the series, Our Story, with Mark Stephen.
factual production from Scotland. The comedy phenomenon that is Still Game.
Proclaimers: This is the Story, narrated by On social media, The Social’s comedy and
David Tennant, charted the 30-year career The 70th anniversary of the Edinburgh short-form documentaries continue to
history of Auchtermuchty’s famous musical Festival was celebrated across BBC resonate with audiences, with Natalie’s
twins; the Scots who made Russia their broadcast platforms and services, Snow Day picking up over 13 million views
own were the focus of the two-part Brian including televised highlights of the and just under one million engagements.
Cox’s Russia; and Billy Connolly: Portrait Royal Military Tattoo, narrated by
of a Lifetime celebrated the Big Yin’s Bill Paterson, and 33 classical music
75th birthday, drawing 580,000 viewers events produced for BBC Radio 3.
and a 30% audience share in Scotland.
Shinty, rugby, curling, international football
Major series included The Forest, which and the Scottish Cup all featured in our
followed those who work in the vast sports coverage across the year. And music
Galloway Forest, and the 10-part fans were treated to live and TV highlights
Island Medics, for BBC One network, coverage of events such as Proms in the
which went behind the scenes at the Park, the TRNSMT Festival from Glasgow
Gilbert Bain Hospital in Lerwick. and Texas and the BBC SSO from the
Barrowlands as part of BBC Music Day.

46 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Performance by service
Dedicated Content Reach Time spent watching Appreciation Costs per user hour
services We spent a total % of population or listening to a Index by service How much it costs to
of £34.5 million who use the service service each week Aggregate of deliver each service
on these services each week Length of time the how people for each hour used
in 2017/18 average viewer/ rated individual
listener spent each programmes,
week with the service expressed as a
number out of 100

BBC ALBA offers, to Gaelic

speakers and learners, a distinctive £7.9m 62.1%* 04:58 n/a 14.3p
range of originated programming
that reflects and supports Gaelic 2016/17: £6.0m 2016/17: 67.2%* 2016/17: 05:23 2016/17: n/a 2016/17: 9.6p
culture, identity and heritage.

BBC Radio Scotland is a speech-led

service for adults. Mixed-genre £22.6m 19.2% 06:25 76.7 7.8p
programming reflects the diversity
of Scottish culture and covers 2016/17: £21.1m 2016/17: 20.3% 2016/17: 07:18 2016/17: 75.8 2016/17: 6.0p
national and international issues
and events relevant to listeners
across the country.

BBC Radio nan Gàidheal offers a

comprehensive speech and music £4.0m 61.1%** 07:43 n/a 20.8p
radio service for Gaelic speakers.
Mixed-genre programming 2016/17: £3.7m 2016/17: 68.4%** 2016/17: 08:40 2016/17: n/a 2016/17: 15.6p
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.

BBC Radio Scotland: Reach definition: 15+ minutes and audiences aged 15+. Sources: RAJAR (Radio reach and time per listener; data based on Total Survey Area – TSA);
Appreciation Index – Pulse panel of 20,000 UK adults, 16+ by GfK (data based on adults 16+ living in the BBC Scotland area).
* BBC ALBA: TRP Panel based on Gaelic-speaking 16+ population in Scotland. BBC ALBA reaches 11.3% of the overall 16+ population in Scotland who use the service for 01:55
a week on average (source: TNS Scottish Opinion Survey based on all adults aged 16+ in Scotland).
** Radio nan Gaidheal: TRP Panel based on Gaelic-speaking 16+ population in Scotland.
n/a means Data does not currently exist for this measure.

69% 53%
% of adults in Scotland who think % of adults in Scotland who think
the BBC is effective at informing, the BBC is effective at reflecting
educating and entertaining people like them.
people in the UK/them.
(ineffective: 19%)
(ineffective 9%)

82% 58% 49%

Dedicated Scottish news
BBC Television reach BBC Radio reach services on television
% of adults in Scotland in TV % of adults in Scotland who listen % of adults in Scotland in TV
homes who watch BBC Television to BBC Radio each week. homes who view this content on
each week. BBC Television each week.
2016/17: 56%
2016/17: 83% 2016/17: 50%

Sources: Ipsos MORI, BARB, RAJAR.

09:22 08:15
Note: All reach figures based on adults 16+ so the
2016/17 figures for BBC Television and BBC Radio will not
match the 2016/17 Annual Report and Accounts because
they were based on 4+ years (TV) and 15+ years (Radio).
Time per head based on adults 16+. BBC TV and BBC
Radio reach based on 15+ mins. BBC TV dedicated news
services reach based on 3+ mins.

BBC Television time per head BBC Radio time per head
Time spent watching BBC TV in Time spent listening to BBC Radio
TV homes per head, per week in per head, per week in Scotland
Scotland (hh:mm). (hh:mm).

2016/17: 09:36 2016/17: 08:01

Return to contents BBC Annual Report and Accounts 2017/18 47

DELIVERING OUR PUBLIC PURPOSES

The BBC in Northern Ireland

The year started with the announcement of an
additional £11 million investment in our local services
and content in Northern Ireland, over a three-year
period and ended with approval of a significant
investment in our property and technology in Belfast.
Soft Border Patrol
Scots Broadcast Funds, benefited from
dedicated collections on BBC iPlayer.
UK audiences experienced the beauty
of Northern Ireland’s coastline when
The One Show travelled from Carrickfergus
to the Giant’s Causeway for a week of
special programmes. This illustrated the
positive impact of network portrayal,
with the programme achieving 29%
average share in Northern Ireland for
that week, compared to a 16% average
for the year. The stunning scenery of
Castle Coole in County Fermanagh
was also broadcast to UK audiences
as part of the Last Night of the Proms.
BBC NI television reflected community
life with local programmes including the
With an increase in commissioning BBC Radio Ulster remained one of the top long-running Nolan Live, Spotlight and
spend in local television, we developed performing stations in the BBC’s entire True North attracting strong audiences and
the comedy series Soft Border Patrol. radio portfolio, thanks to programmes adding share to BBC One and BBC Two in
This topical new mockumentary such as Good Morning Ulster, The Nolan Northern Ireland. The BBC One NI series
follows a team of border patrol Show and Talkback, as well as the diverse Survivors reached 15% of the Northern
officers as they carry out their duties mix of music, speech and entertainment Ireland population and afforded a unique
in a version of Northern Ireland where programming. The station delivered around platform for personal testimonies from
Brexit has resulted in a soft border. half of the total BBC radio consumption in victims of the Troubles. The mix of BBC NI
Northern Ireland, and accounted for a fifth television opt outs, portrayal and resonant
We created more content for younger
of all listened-to radio hours in Northern network programming resulted in an
audiences. The Top Table – featuring
Ireland. The station continued to develop average BBC One share in Northern Ireland
young people challenging politicians and
upcoming talent in its New Voices strand. of 20%, the highest level since 2008/09.
others in positions of power – reached
17% of the population in a short run of We signed a new collaboration agreement Documentaries George Best: All By
four programmes. Beauty Queen And with local universities to support the latest Himself and Wild Ireland: The Edge
Single was our first series to be made research and innovation in cutting edge Of The World were broadcast to UK
available as a box set on BBC iPlayer broadcasting. This builds on existing R&D audiences, with the latter being awarded
immediately after the first episode was work for the BBC based in Belfast, including Best Natural History Documentary at
broadcast. It generated more than one the continuing release of value from the the British Documentary Awards.
million iPlayer requests across the series. digitised archive under Project Rewind. And
In sport, we celebrated BBC Sports
we renewed our successful partnership with
BBC Bitesize and School Report also served Personality of the Year runner-up Johnny
Northern Ireland Screen to help develop an
younger audiences. Our Make It campaign, Rea with the documentary Johnny
internationally competitive screen industry
informed by extensive, evidence-based Rea: 3 In A Row, captured the action of
in Northern Ireland. In drama, series four of
research, used digital assets and outreach the North West 200 and Ulster Grand
Line Of Duty achieved an average audience
events to reach boys and young men from Prix and brought viewers the majority
across the UK of 8.2 million, was nominated
disadvantaged backgrounds who are failing of Ulster games in the GAA Ulster
for four BAFTA television awards and was
at school and seeking employment. Championship. Online, the NI women’s
commissioned for a further two series.
team home World Cup qualifiers were
BBC News NI output, including BBC Come Home, starring Christopher Eccleston
streamed live. Ulster Rugby matches
Newsline and The View, reflected and Paula Malcomson, is the latest drama
broadcast on BBC Two NI reached 30%
the fast-changing news agenda and to come from Belfast. The innovative new
of the Northern Ireland population.
political situation in Northern Ireland, CBeebies series Pablo, about a creative
with audiences amongst the highest autistic boy who draws imaginary animal The year ended with the approval
consumers of news in the UK across all friends, was the first animated TV series to of a £77 million investment into
platforms. BBC News NI Online attracted star an autistic character and the first TV property and technology. This will
an average of 1.98 million weekly programme with an all-autistic core cast. help us serve future generations while
browsers, an increase of 11% on 2016/17, retaining our heritage as a cultural
BBC Gaeilge and Ulster-Scots content,
and we began plans to enhance our destination for the whole community.
supported by Northern Ireland
online news coverage, including a better
Screen’s Irish Language and Ulster-
service on week nights and weekends.

48 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Performance by service
Dedicated Content Reach Time spent watching Appreciation Costs per user hour
services We spent a total of % of population or listening to a Index by service How much it costs to
£17.6 million on these who use the service service each week Aggregate of deliver each service
services in 2017/18 each week Length of time the how people for each hour used
average listener rated individual
spent each week programmes,
with the service expressed as a
number out of 100

BBC Radio Ulster is a speech-

led service, providing a mix of
programmes that reflect news,
events and community life in all its
different aspects and diversity.

BBC Radio Foyle is a speech-

£17.6m 38.0% 10:18 77.1 5.8p
led service for audiences in the 2016/17: £17.5m 2016/17: 34.3% 2016/17: 11:19 2016/17: 74.9 2016/17: 5.9p
North-West of Northern Ireland.
It provides a mix of news and other
programming which complements,
and contributes to, BBC Radio
Ulster’s region-wide service.

Reach definition: 15+ minutes and audiences aged 15+.

Sources: RAJAR (Radio reach and time per listener; data based on Total Survey Area – TSA); Appreciation Index – Pulse panel of 20,000 UK adults, 16+ by GfK (data based on adults
16+ living in the BBC Northern Ireland area).

67% 55%
% of adults in Northern Ireland % of adults in Northern Ireland
who think the BBC is effective who think the BBC is effective at
at informing, educating and reflecting people like them.
entertaining people in the
UK/them. (ineffective: 24%)

(ineffective: 16%)

81% 62% 53%

Dedicated Northern Ireland
BBC Television reach BBC Radio reach news services on television
% of adults in Northern Ireland % of adults in Northern Ireland % of adults in Northern Ireland in
in TV homes who watch BBC who listen to BBC Radio TV homes who view this content
Television each week. each week. on BBC Television each week.

2016/17: 82% 2016/17: 60% 2016/17: 52%

Sources: Ipsos MORI, BARB, RAJAR.

07:22 07:43
Note: All reach figures based on adults 16+ so the
2016/17 figures for BBC Television and BBC Radio will not
match the 2016/17 Annual Report and Accounts because
they were based on 4+ years (TV) and 15+ years (Radio).
Time per head based on adults 16+. BBC TV and BBC
Radio reach based on 15+ mins. BBC TV dedicated news
services reach based on 3+ mins.

BBC Television time per head BBC Radio time per head
Time spent watching BBC TV in Time spent listening to BBC Radio
TV homes per head, per week in per head, per week in Northern
Northern Ireland (hh:mm). Ireland (hh:mm).

2016/17: 07:45 2016/17: 07:53

Return to contents BBC Annual Report and Accounts 2017/18 49

DELIVERING OUR PUBLIC PURPOSES

The BBC in the English Regions

The BBC’s local and regional services in England
continue to adapt to shifting audience behaviour
and the changing political landscape in the country.

The importance of the BBC’s local BBC English Regions has been tasked to become a full programme, providing a
and regional services in England was with the delivery of the BBC’s Local better service to an area of England that
underlined this year when the Director- News Partnership work. As part of the has seen significant population growth.
General announced a new strategy Local News Partnership, the BBC has
Our regional television bulletins at
for the 39 local radio stations on the committed to funding 145 new journalists
6.30pm on BBC One remain collectively
50th anniversary of the service. to report exclusively on the work of local
the most watched news broadcasts in
authorities. These 145 journalists are
The Director-General renewed the the UK based on average audience. In
based across England, Scotland and
BBC’s commitment to local radio and March, their combined audience was the
Wales. There is a trial ongoing to extend
announced that the BBC planned to highest for five years as people tuned
the partnership to Northern Ireland.
reinvent the service for the future by in for the latest information on the cold
making our stations even more local and The Local Democracy Reporters are paid weather. A total audience of 6.8 million in
more creative. The new strategy focuses for by the BBC but employed by outside England watched the 6.30pm bulletins on
on content that brings communities news organisations. The material they 1 March, the highest overnight audience
together, creates shared moments produce is shared with the BBC and the on television in England that day.
and celebrates local successes. more than 800 news outlets that are
We will continue to make one-off
part of our partnership. The reporters
Our 39 stations in England will be television series and programmes
ensure their public service journalism
more creative with a greater emphasis reflecting life in England such as Sea
scrutinises decisions taken by those in
on uncovering and nurturing new Cities, which focused on the ports of
power, which impact on local communities.
talent and building partnerships with Sunderland, Bristol and Brighton. This
groups not currently well represented In addition to the Local Democracy year we will broadcast a series about
by their local radio station. Reporters, we will continue to work pioneering English hospitals and another
with external news organisations on looking into the history of some of
The shared evening programme broadcast
our Shared Data Unit, which produces England’s oldest diverse communities.
across all English local radio stations
data-led journalism which is then
will end in 2018 to be replaced by new We continue to forge partnerships across
shared with our partners. In 2018,
local programmes reflecting the diversity England, with the BBC taking a leading role
we will share BBC content with our
of the places each station serves. in both Hull City of Culture 2017 and now
partners through our News Hub service,
an active role in Coventry City of Culture
In its 50th year, BBC Local Radio in giving external organisations access
2021. In 2018, the BBC is partnering
England still attracts more than six million to the material we have produced.
with the Great Exhibition of the North.
listeners each week. Demonstrating the
On television, Inside Out remains England’s
importance of the service, BBC Radio We also held major events to celebrate
only regional current affairs TV programme.
Merseyside was awarded the Freedom BBC content made in England. A red
Our 11 Inside Out editorial teams continue
of the City of Liverpool in recognition carpet screening of Peaky Blinders was
to produce agenda-setting, original
of its services to the community. held in Birmingham while Sir David
journalism. In 2018, we launched a 13th
Attenborough attended a special
Radio Humberside played a central role in regional television news service at 6.30pm,
screening in Bristol of Blue Planet II.
the Hull City of Culture 2017 activities. The as a short opt in Cambridge was expanded
station completed 200 outside broadcasts
reporting on events in Hull. Radio Leeds
searched for a ‘Voice of Bradford’ and
eventually discovered 24-year-old Faisal
Motin, an HMRC employee now helping the
station reach under-served communities.
Elsewhere, we have delivered an
improvement to BBC local news online
that has simplified the discovery of
local content. Online users can now
search for news stories by town and
city, so it is easier to find content that is
relevant to them. All our local services
in England continue to experiment with BBC Radio Manchester
new ways of telling stories on the BBC Presenters Paul Lockitt, Chelsea
Norris and Inzy Rashid
online platforms and on social media.

50 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Performance by service
Dedicated Content Reach Time spent watching Appreciation Costs per user hour
services We spent a total % of population or listening to a Index by service How much it costs to
of £118.2 million who use the service service each week Aggregate of deliver each service
on these services each week Length of time the how people for each hour used
in 2017/18 average listener rated individual
spent each week programmes,
with the service expressed as a
number out of 100

BBC Local Radio is a primarily

speech-based service of news, £118.2m 14.3% 08:52 82.5 4.1p
information and debate, with a
strong emphasis on interactivity. 2016/17: £112.9m 2016/17: 14.6% 2016/17: 08:36 2016/17: 82.7 2016/17: 4.0p

Reach definition: 15+ minutes for audiences aged 15+

Sources: RAJAR (Radio reach and time per listener; data based on Total Survey Area – TSA); Appreciation Index – Pulse panel of 20,000 UK adults, 16+ by GfK (data based on adults
16+ living in the BBC England area).

% of adults in different areas of England who think the BBC informs, educates and entertains people in the UK/them
England 16+ North of England 16+ Midlands 16+ South of England 16+ London 16+

Effective
74% 72% 77% 78% 69%
Ineffective 9% 9% 9% 8% 9%

% of adults in different areas of England who think the BBC is effective at reflecting people like them
England 16+ North of England 16+ Midlands 16+ South of England 16+ London 16+

Effective
57% 54% 61% 57% 57%
Ineffective 20% 20% 19% 20% 19%

BBC Television reach: % of adults in TV homes in different areas of England who watch BBC Television each week
England 16+ North of England 16+ Midlands 16+ South of England 16+ London 16+

2017/18
80% 81% 81% 82% 76%
2016/17 82% 83% 82% 84% 78%

BBC Radio reach: % of adults in different areas of England who listen to BBC Radio each week
England 16+ North of England 16+ Midlands 16+ South of England 16+ London 16+

2017/18
65% 62% 69% 75% 53%
2016/17 65% 63% 69% 76% 53%

Dedicated English Regions news services: % of adults in England in TV homes who view this content on BBC Television each week
England 16+ North of England 16+ Midlands 16+ South of England 16+ London 16+

2017/18
42% 44% 42% 46% 35%
2016/17 43% 45% 43% 47% 38%

BBC Television: Time spent watching BBC TV in TV homes per head, per week (hh:mm)
England 16+ North of England 16+ Midlands 16+ South of England 16+ London 16+

2017/18
08:07 08:24 07:57 09:02 07:00
2016/17 08:37 08:50 08:31 09:38 07:29

BBC Radio: Time spent listening to BBC Radio per head, per week (hh:mm)
England 16+ North of England 16+ Midlands 16+ South of England 16+ London 16+

2017/18
10:12 09:35 11:09 13:06 07:17
2016/17 10:22 09:34 11:13 13:22 07:36

Source: Ipsos MORI, BARB, RAJAR. BBC TV and BBC Radio reach based on 15+ mins. BBC TV dedicated news services reach based on 3+ mins.

Return to contents BBC Annual Report and Accounts 2017/18 51

DELIVERING OUR PUBLIC PURPOSES

5 To reflect the United

Kingdom, its culture
and values to the world

The BBC has an essential role to The BBC’s two commercially

play for the UK in carrying the funded international news services,
distinctive culture, voice and values BBC World News and bbc.com,
of this country to the world. This continue to provide consumers
responsibility has arguably never with news from one of the most
been more important at a moment trusted and reliable news providers
when the UK is looking to reshape in the world. Meanwhile, BBC
its national identity and redefine Worldwide – now part of the newly
its relationship with the world. merged BBC Studios – invests in,
commercialises and showcases
Once again, the past year has
content from the BBC around
highlighted the fact that, in many
the world, to build the reach and
parts of the world, the media is less
reputation of the BBC brand
free than it was ten years ago. There
overseas, champion British creativity
has been the continued growth of big
and at the same time deliver
state-sponsored news organisations
commercial returns to the BBC to
and from news aggregated by digital
invest in public service content.
platforms. Al Jazeera, China Central
Television (CCTV) and RT (formerly
Russia Today) can command vast
resources and, while the services
offered by these organisations can
be of high quality production, they

67% 59%
also reflect a particular world-view
and the agenda of their backers. With
the possibility of state services from
less free countries influencing global
debate and news provision, the value
to democracy and liberty of the BBC’s
global reach is higher than ever. % who agree the BBC helps
% of UK adults who think that the
The BBC World Service is one of the BBC is effective at reflecting the them to gain a more in-depth
UK to the world. understanding of the news.
UK’s most important cultural exports.
It inspires and illuminates the lives (ineffective 11%)
Source: BBC Brand Tracker 2017
of millions around the world, helping Source: Ipsos MORI. (ex UK).
them make sense of the world they
live in. Over the past year, it has
undergone its biggest expansion since
the 1940s. We are now operating in
Ranked
more than 40 languages around the
world, from Pidgin to Korean, with new
No.1 for:
Government investment to increase Trust
the international impact and reach
of the BBC. As part of the expansion Independence
we have opened new and expanded
bureaux from Cairo to Seoul, and
Reliability
employed new journalists across the Source: BBC Brand Tracker 2017
world. This not only enhances our (ex UK).
coverage for audiences abroad but
also gives our UK news audiences a
more in-depth view of areas that have
traditionally received less coverage.

52 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

This responsibility has

arguably never been more
important at a moment
when the UK is looking to
reshape its national identity
and redefine its relationship
with the world.

BBC Arabic’s Trending

Return to contents BBC Annual Report and Accounts 2017/18 53

DELIVERING OUR PUBLIC PURPOSES

Reflecting the United

Kingdom, its culture
and values to the world

In another turbulent year, the BBC Throughout the year new services Throughout the year the BBC World
has continued to reflect the world to followed in Afaan Oromoo, Amharic, Service has continued producing hard-
the UK, and the UK to the world. Tigrinya, Korean, Gujarati, Marathi, hitting and in-depth journalism across the
Punjabi, Telugu, Igbo and Yoruba, and a world, in more than 40 different languages,
The BBC once again attracted
historic year of expansion was capped including brave and award-winning
record audiences internationally,
with the launch of BBC Serbian in March. reporting from Syria, Northern Iraq, Turkey,
with the latest figures, the Global
Yemen, Venezuela and Afghanistan.
Audience Measure, revealing a total As part of the project we opened new
weekly audience of 376 million. This and expanded bureaux in locations In Africa we have run outstanding
includes all international content. such as Dhaka, Mumbai, Nairobi, Delhi, investigations into the impact of terrorism
Seoul, Bangkok, Yangon, Tunis, Cairo, and war across Nigeria, Sudan and Somalia.
This year has been a remarkable one
Beirut and Belgrade and employed African World Service journalists were
for the BBC World Service, as it saw us
more than 1,000 new staff across the right at the heart of our global reporting
carry out our biggest expansion since the
world. Having more journalists on the of the fall of Mugabe in Zimbabwe. And
1940s, thanks to a £85 million investment
ground also means that we’re able to reporting from Brazil and Russia has
during the year from the UK Government.
cover more under-reported areas and called out misleading and fake news.
This expansion is enabling us to bring
improve our offer to UK audiences.
trusted news to more parts of the world, We’re aiming our international news at
including those in which access to free and The BBC World Service saw its audience a new generation of users, to safeguard
impartial information is severely limited. grow from 269 million to 279 million, the World Service for future generations.
in line with our projected targets for This means focusing on new formats
We began our expansion with the launch
both the new services and the overall and new audiences. It is clear, for
of BBC News Pidgin, aimed at audiences
BBC goal of 500 million by 2022. instance, that shortwave radio listening
in West Africa.
has declined rapidly again this year,
and research has shown that with the
increased global availability of cheap
smartphones, audiences continue to
switch to digital platforms for news.
BBC World Service continues to do well
with younger audiences internationally –
a quarter of our weekly global
audience is aged between 15-24.
BBC Minute, a 60-second global news
round-up targeted specifically at
younger listeners, is now broadcast in
English by 28 radio partners around
the world, in 16 different countries.
Our 100 Women season, running across
all of our international platforms and now
established as an annual highlight, took
on a new ‘solutions-focused journalism’
aspect as we challenged teams of
female experts to solve key problems
facing women around the world.
The World Service in English has also
benefited from the new funding boost,
enabling a richer mix of content, in
arts, culture, debate and science, and
helping us develop new formats.

BBC Minute
Our 60 -second global news round-up is broadcast
by 28 radio partners in 16 countries

54 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Above: BBC News Pidgin Presenter Ogechi Obidiebube

Left: Award-winning coverage of starvation in Yemen

by RTS Young Talent of the Year, Nawal Al-Maghafi

Our live democracy debate programme, We have also worked in partnership We brought UK cultural highlights
World Questions, in which audiences hold with globally renowned UK museums to the rest of the world with special
a panel of politicians and public figures and institutions such as the Science programming from the Hay Festival,
to account, has been held in locations as Museum and the British Museum. the Royal Academy Summer Exhibition
diverse as Kathmandu, Moscow, Beirut, and the Imperial War Museum.
The Arts Hour on Tour showcased arts and
Nairobi and Belgrade, shortly ahead
culture before enthusiastic audiences, Our series of televised global debates
of the launch of BBC News Serbian.
with recordings in cities including Addis included putting a Spanish Government
The appointment of our first dedicated Ababa, Seoul and St Petersburg. minister head to head with a Catalan
podcast editor has heralded the release Government representative, broadcast
The World Service in English increased
of some remarkable and successful live from Barcelona.
its geographical reach as well – a new
new podcast content – a million people
partnership arrangement with an FM And our global commercial news website,
listen to BBC World Service podcasts
station in northern Norway meant bbc.com, continued to bring both news and
each week. Notable examples of content
that, for the first time ever, we were features to a huge international audience.
are The Assassination, Owen Bennett
broadcasting from within the Arctic Circle. The audience for bbc.com is growing within
Jones’ remarkable podcast about the
the USA, the world’s largest media market.
murder of Benazir Bhutto, and the newly Our international 24 hour TV news
relaunched Global News podcast. channel, BBC World News, has continued We have restructured our business to
to bring English language news merge BBC Advertising with BBC Global
We’re involving the audience in new ways –
programming to an audience of nearly News Ltd, the commercial subsidiary
our programme CrowdScience, which
100 million around the globe this year. which runs both BBC World News and
tackles a listener’s question each week, has
bbc.com. This means that the new
answered questions from across the world, 100 Days, co-presented from London
single integrated business can develop
and we staged live recordings in Sydney and and New York, became Beyond 100 Days,
our news content commercially.
at the Free Thinking Festival in Gateshead. analysing the latest developments
in President Trump’s America.
The World Service has continued to bring
the best of the UK’s culture to the rest We celebrated 20 years of the
of the world, with our now annual Proms internationally renowned interview show
series bringing one of the jewels in the HARDtalk. Other editorial highlights have
BBC’s crown to a global audience. Our included Zeinab Badawi’s A History of
programmes have showcased British Africa; a six-part series, Tales of Modern
festivals and events including the Oxford China; and a season of women’s sport.
Literary Festival and Free Thinking.

Return to contents BBC Annual Report and Accounts 2017/18 55

DELIVERING OUR PUBLIC PURPOSES

Reflecting the United

Kingdom, its culture
and values to the world

The BBC has bureaux in 60 countries and

76 cities. These include Newsgathering,
BBC World Service, BBC Monitoring,
BBC Global News Ltd and Media Action.

Toronto

Chicago Boston
San Francisco New York
Washington

Los Angeles

347m Mexico City

Miami
Havana

BBC News
Total international weekly audience.

2016/17: 345 million

Source: BBC Global Audience Measure.

160m 279m Rio de Janeiro

Sao Paolo

Buenos Aires

BBC World Service radio BBC World Service

English and other languages. Includes TV, radio, online and social
media in English and other languages.
2016/17: 155 million
2016/17: 269 million
Source: BBC Global Audience Measure. Source: BBC Global Audience Measure.

42m 111m 376m

BBC World Service online BBC World Service television Global reach
& social media Non-English languages. Including BBC News and BBC Studios.
English and other languages.
2016/17: 110 million
2016/17: 39 million
Source: BBC Global Audience Measure. Source: BBC Global Audience Measure. Source: BBC Global Audience Measure.

The Global Audience Measure is an annual update of how many people are consuming the BBC weekly for
all services in all countries across all platforms (Television, Radio, website and social media). Key to this is
de-duplication i.e. ensuring that a person who consumes multiple BBC services or platforms or on multiple
devices, is not counted many times in the top level totals. For example BBC World Service television, radio
and online audience is less than the sum of its parts to ensure we do not count people more than once when
looking at the total World Service audience.

56 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Riga
Cologne
Warsaw Moscow Riga
Brussels Cologne
Warsaw Moscow
Berlin Kiev
Toronto Brussels
Paris Berlin Kiev
Belgrade Tbilisi
Geneva Almaty Paris
Chicago Boston Tashkent Belgrade Tbilisi
New York Baku Bishkek Geneva
San Francisco Rome Dushanbe Tas
Washington
Istanbul Seoul
Riga Beijing Rome Baku
Beirut Ramallah Cologne Istanbul
Tunis
Los Angeles Kabul Islamabad Moscow
Jerusalem Warsaw Tokyo Ramallah
Shanghai Beirut
oronto Gaza Baghdad LahoreBrussels Kathmandu
Berlin
Tunis Jerusalem Kabul
Amman Kiev Gaza
Miami Delhi Baghdad La
Boston Cairo Paris Amman
Havana Patna Belgrade Tbilisi
New York Mexico City Karachi Geneva Almaty
Cairo
Dhaka Taipei Tashkent
hington Bishkek Karachi
Rome Hong KongBaku Dushanbe
Yangon Istanbul Beijing Se
Mumbai
Dakar Addis Beirut Ramallah
Ababa Tunis BangkokJerusalem Kabul Islamabad
Abuja Juba Addis
Bangalore Dakar S
Freetown
Miami Accra Hargeisa Gaza
Phnom Penh Baghdad Lahore Abuja Ababa
Kathmandu
Juba
Amman Delhi
Havana Freetown Accra Hargeisa
Lagos Kampala Cairo
Abidjan Garissa Patna
Karachi Lagos Dhaka
Nairobi Singapore Abidjan Kampala
Garissa
Nairobi Hong Ko
Kinshasa Bujumbura Mumbai Yangon
Kigali Dakar Addis
Dar es Salaam Kinshasa BujumburaBangkok
Abuja Jakarta
Ababa Kigali
Juba Bangalore Dar es Salaam
Freetown Accra Hargeisa Phnom Penh
Lusaka Rio de Janeiro
Lagos Kampala
SaoAbidjan
Paolo Garissa Lusaka
Harare Nairobi Singapore
Harare
Buenos Aires Kinshasa Bujumbura Kigali
Dar es Salaam
Jakarta
Johannesburg
Rio de Janeiro
Johannesburg
Sao Paolo Lusaka Sydney
This is an illustration and not to scale. It is for pictorial reference only.
Harare
Buenos Aires

95m 37m
Johannesburg

Newsgathering World BBC Media GNL BBC

Service Monitoring Action Studios Newsgathering World BBC Media
Service Monitoring Action
BBC World News TV channel* bbc.com* and social media
English language global news channel. International English language website.

2016/17: 99 million 2016/17: 34 million

Source: BBC Global Audience Measure. Source: BBC Global Audience Measure.
Newsgathering World BBC Media GNL BBC
Service Monitoring Action Studios

* BBC World News channel and bbc.com are

commercially funded.

Return to contents BBC Annual Report and Accounts 2017/18 57

DELIVERING OUR PUBLIC PURPOSES

Reflecting the United

Kingdom, its culture
and values to the world

BBC World Service has again seen growth this year, especially digital growth on most services, with help in some markets from TV and
radio syndication. However, the continuing decline of shortwave (SW) around the world and challenges with syndicated TV in some
markets coupled with changes in the political environment have affected the performance of a few services.

BBC World Service reach across all platforms by language service

2017/18 2016/17 Year-on-year 2017/18 2016/17 Year-on-year
Millions Millions change Millions Millions change
% %

World Service English

78.8 75.2 4.8% Nepali
5.3 5.2 0.8%
Afrique
12.0 10.5 14.3% Pashto
10.1 6.7 50.9%
Arabic
44.3 42.9 3.1% Persian
22.5 18.0 24.8%
Azeri
0.1 0.1 -19.7% Russian
2.9 3.9 -26.9%
Bengali
16.4 16.5 -0.6% Sinhala
0.9 0.9 -3.6%
Brasil
5.6 6.3 -12.0% Somali
3.6 3.6 1.8%
Burmese
4.2 6.0 -30.4% Swahili
16.1 16.1 0.0%
Chinese
1.1 0.8 32.4% Tamil
9.8 9.5 2.2%
Great Lakes
1.4 1.4 0.0% Thai
1.1 1.6 -34.6%
Hausa
24.6 23.6 4.1% Turkish
1.7 1.5 16.4%
Hindi
11.8 12.5 -6.6% UK China
0.1 0.1 10.1%
Indonesian
4.0 3.9 2.5% Ukrainian
3.6 3.6 1.4%
Kyrgyz
3.1 3.0 0.4% Urdu
7.8 11.6 -32.5%
Learning English
2.3 1.9 17.2% Uzbek
2.3 0.7 247.7%
Mundo
7.2 6.8 6.0% Vietnamese
1.0 0.9 7.4%
The Global Audience Measure is an annual update of how many people are consuming the BBC weekly for all services in all countries across all platforms (Television, Radio, website
and social media). Key to this is de-duplication i.e. ensuring that a person who consumes multiple BBC services or platforms or on multiple devices, is not counted many times in the
top level totals. For example BBC World Service television, radio and online audience is less than the sum of its parts to ensure we do not count people more than once when looking
at the total World Service audience.
Note: Individual service level data for the new services launched as part of the World Service expansion have not been included in this table because these services have not yet had
a full year of operations.

58 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Performance and
market context
This section takes a look at the weekly reach
of BBC television and radio versus the main
commercial groups in the UK, as well as the
performance of our network television and
radio services.

p.60 p.63
Audience performance Performance of television,
and market context radio and online services

BBC Two comedy Motherland

Return to contents BBC Annual Report and Accounts 2017/18 59
PERFORMANCE

Audience performance
and market context
The BBC’s performance with audiences are of this view with two-thirds or more BBC’s offer, the absolute level of usage
remains strong. The 2017/18 BBC of each group rating the BBC as effective. can vary, in part, owing to the extent of
Annual Plan specified targets for overall The majority of UK adults also think that competition aimed at different groups,
audience performance for the financial the BBC has delivered each element of and different generations and life stages.
year, and all were achieved or exceeded. the purposes effectively, with the highest
Effectiveness scores across all purposes,
scores for helping people understand what
Broad goals were set as the BBC is including the creativity, quality and
is going on in the UK and world today, and
improving the audience measurement distinctiveness purpose, were lower among
for the quality of content and services.
systems it uses which introduced some C2DE than ABC1 audiences. Compared
uncertainty into the objective-setting as Despite these strong outcomes, with older age groups, young audiences
migration to the new approaches takes there are significant differences in gave lower effectiveness scores especially
place. 92% of online adults used the the consumption and impact of BBC in terms of the extent to which the BBC
BBC each week in 2017/18, in line with output across the population. delivers the mission to them personally,
the target of 92-95%, and UK adults caters for a wide range of tastes and
Across each audience group, the largest
spent over 19 hours on average per week reflects people like them. BAME audiences
number of people feel that the BBC has
consuming BBC services, within the gave lower scores than white audiences in
delivered its mission and purposes. In each
target range of 18:15-19:45. They rated particular for the creativity purpose and
age band, gender, social group and area
the BBC at seven out of ten, on average, the representation purpose. Effectiveness
of the UK, and among white and BAME
in terms of their general impression, ratings in North of England tended to be
audiences, the proportion rating the BBC
scored the quality of programmes and lower than the all-England average, and
as effective on each measure outnumber
services at seven out of ten and value for audiences in Scotland and Wales also gave
those saying ineffective by a considerable
money at six out of ten, all within target. lower scores for the extent to which the
margin. But those with lower levels of
BBC provides for their part of the UK.
In terms of fulfilling the mission and usage of the BBC – C2DE groups, 16-
public purposes, over 70% of adults think 34s, BAME audiences, those in Northern In addition to seeking to narrow gaps
that the BBC is effective at delivering its Ireland, Scotland and London – were in consumption and impact of the BBC,
mission to inform, educate and entertain in among those who tended to give lower we are also responding to continuing
2017/18*. And across all audience groups effectiveness scores than the rest of UK structural and competitive challenges
regardless of age, gender, social group, adults for delivery of the mission. As well that affect audience performance.
ethnic origin or geography, a clear majority as reflecting the relative appeal of the
Notes:
Ipsos MORI, 3,568 UK adults 16+, April-May 2018.
* Average score across informing, educating and
entertaining people in the UK and them.
The weekly reach and time figures quoted in this
report are average weekly reach and average weekly
time per head across financial year 2017/18 unless
otherwise stated.

92% 19:12
Adult reach Total time spent
Percentage of UK adults in online Length of time UK adult audiences
homes who use BBC television, spend with the BBC each week.
radio or online each week
Target: 18:15-19:45 (hh:mm)
Target: 92-95%
Sources: Ipsos MORI, Kantar Media (Jul 17-Mar 18).

7/10 7/10 6/10

General impression How UK adults rate the BBC on How UK adults rate the BBC on
UK adults’ general impression providing high quality programmes providing value for money (mean
of the BBC (mean score out of 10). and services (mean score out of 10). score out of 10).

Target: 6-7/10 Target: 6-7/10 Target: 5-6/10

60 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Weekly reach of BBC Television and Radio compared with

other providers
Television set
Weekly reach All BBC Television All ITV television All Channel 4 All Channel 5 Other broadcast Other uses of
television television TV channels the TV set*

Adults aged 16+

80.2% 69.7% 62.2% 44.9% 70.6% 55.3%
2016/17: 82.1% 2016/17: 71.2% 2016/17: 63.1% 2016/17: 45.3% 2016/17: 71.7% 2016/17: 51.4%

Young adults 16-34

60.4% 53.2% 50.8% 29.0% 58.4% 64.6%
2016/17: 64.8% 2016/17: 55.9% 2016/17: 53.9% 2016/17: 32.0% 2016/17: 61.8% 2016/17: 60.4%

Source: BARB (TV-owning households), 15+ minutes consecutive reach.

* Include SVOD, gaming, DVDs.

Radio services/music streaming

Weekly reach All BBC Radio All commercial Music streaming
radio

Adults aged 15+

64.2% 65.4% 20.5%
2016/17: 64.3% 2016/17: 64.7% 2016/17: 16.8%

Young adults 15-34

53.0% 70.8% 40.8%
2016/17: 53.3% 2016/17: 71.1% 2016/17: 32.8%

Source: BBC and commercial radio from RAJAR, 15-minute reach. Music streaming estimates from MIDAS/RAJAR.

Usage of the BBC remains very high but Estimates suggest that while under 6s
intense competition from both long- spend more time with the BBC than with
standing broadcasters and newer media any other media provider (around 7 hours
providers means overall weekly reach and a week), 6-15 year-olds spend similar
time spent with the BBC was down year- amounts of time with the BBC and YouTube
on-year in 2017/18. For BBC Television (around 5 and a half hours a week each).
the drop was greater than the rest of the
And young adults aged 16-34 now spend
broadcast TV market, reflecting, in part,
around seven-and-a-half hours per week
the absence of the Olympics in the BBC
using the TV set for purposes that include
schedule in 2017/18 compared with Rio
SVOD and gaming. They also spend more
2016 the previous year. Over the longer
than four-and-a-half hours per week
term all broadcast television as well as
with music streaming services – roughly
BBC Radio have trended downwards as
equivalent to the time they spend with
new competitors grow significantly. This
BBC Radio. That said though, across
is particularly the case among those aged
all its platforms combined, the BBC
under 35, and public service broadcasting
remains the single media provider with
will need to work hard to maintain
whom adults of all age groups, including
relevance to younger generations.
young adults, spend the most time.
6 Music DJ Mary Anne Hobbs

Return to contents BBC Annual Report and Accounts 2017/18 61

PERFORMANCE

Time spent using the TV set for different purposes per week 2013/14-2017/18, hours:minutes

Adults aged 16+: Average weekly time per head Young adults aged 16-34: Average weekly time
(hh:mm) per head (hh:mm)
09:34
Other broadcast TV channels Other broadcast TV channels 07:29
08:16
06:37
All BBC television 07:29 All BBC television
07:26
All ITV television 06:35 All ITV television 04:38
05:48 03:07 04:42
Other uses of the TV set* Other uses of the TV set* 03:02
04:48
03:09 03:10
02:46 02:59
All Channel 4 television 02:05 All Channel 4 television 03:36
02:20
00:54
All Channel 5 television 01:45 01:41 All Channel 5 television 01:08

2013/14 2014/15 2015/16 2016/17 2017/18 2013/14 2014/15 2015/16 2016/17 2017/18
* Includes SVOD, gaming, DVDs. * Includes SVOD, gaming, DVDs
Source: BARB (TV-owning households). Source: BARB (TV-owning households)

Time spent using radio services/music streaming per week 2013/14-2017/18, hours:minutes

Adults aged 15+: Average weekly time per head Young adults aged 15-34: Average weekly time
(hh:mm) per head (hh:mm)
All BBC Radio 10:33 All BBC Radio
08:38 08:11
09:58
All Commercial Radio 08:17 08:30 All Commercial Radio

Music streaming Music streaming 05:24

04:49
04:34

02:07
00:47 01:47

2013/14 2014/15 2015/16 2016/17 2017/18 2013/14 2014/15 2015/16 2016/17 2017/18
Source: BBC and commercial Source: BBC and commercial
radio from RAJAR. Music radio from RAJAR. Music
streaming estimates from streaming estimates from
MIDAS/RAJAR. MIDAS/RAJAR

Right: BBC Four’s award-winning comedy Detectorists

Left: Radio 1Xtra DJ Jamz Supernova

62 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Performance by Service
This year’s Annual Report sees a shift in the way we measure our performance; moving from a review of performance by platform (i.e.
television, radio, news, online) to a review of our performance measured against each of the public purposes. However, for comparability
with earlier Annual Reports, we have included performance by service where the data exists.
Television performance by service
Network Content Reach Time spent watching Appreciation Costs per user hour
television We spent a total UK population who a channel each week Index by service How much it costs to
of £1570.6 million use the service Length of time the Aggregate of deliver each service
on these services each week average viewer how people for each hour used
in 2017/18 spent each week rated individual
with the service programmes,
expressed as a
number out of 100

BBC One is our flagship service

and the UK’s most popular £1,009.4m 68.9% 07:21 79.1 6.2p
television channel. It unites
and inspires the nation with 2016/17: £1,115.4m 2016/17: 71.5% 2016/17: 07:33 2016/17: 79.7 2016/17: 6.7p*
high-quality programmes
across a range of genres that
includes news and current
affairs, drama, comedy,
entertainment and factual.

BBC Two is a mixed-genre

channel with programmes £374.3m 44.6% 03:07 81.8 8.1p
of depth and substance. It
includes the greatest amount 2016/17: £403.3m 2016/17: 46.2% 2016/17: 03:08 2016/17: 82.0 2016/17: 9.0p*
and range of knowledge-
building programming on
the BBC, complemented by
distinctive comedy, drama and
arts programming.

BBC Four aims to be British

television’s most intellectually £37.8m 12.7% 01:45 82.8 4.9p
and culturally enriching
channel, offering an ambitious 2016/17: £50.5m 2016/17: 13.5% 2016/17: 01:46 2016/17: 82.6 2016/17: 6.9p*
range of UK and international
arts, music, culture and factual
programmes.

The CBBC channel offers a

distinctive mixed schedule for £67.9m 3.9% 02:33 n/a 17.0p
6-12 year olds, with mainly
UK programmes served in 2016/17: £69.5m 2016/17: 4.3% 2016/17: 02:30 2016/17: n/a 2016/17: 20.9p*
a stimulating, creative and
enjoyable environment.

CBeebies provides a mix

of high-quality, mostly £29.9m 7.3% 04:13 n/a 2.8p
UK-produced, programmes
designed to encourage 2016/17: £28.7m 2016/17: 7.5% 2016/17: 04:10 2016/17: n/a 2016/17: 3.0p*
learning through play in a
consistently safe environment
for children under six.

The BBC News Channel

is a 24-hour impartial £49.7m 9.5% 02:46 n/a 5.9p
and independent news
service offering breaking 2016/17: £47.8m 2016/17: 9.9% 2016/17: 02:46 2016/17: n/a 2016/17: 5.7p*
news, analysis and insight.
It provides fast and
comprehensive coverage of
local, UK and international
events as they unfold.

BBC Parliament is the UK’s

only channel dedicated to £1.6m 0.5% 01:45 n/a 5.3p
politics. It shows debates and
committees from Westminster, 2016/17: £1.8m 2016/17: 0.6% 2016/17: 01:52 2016/17: n/a 2016/17: 4.9p*
Holyrood, Stormont, Cardiff
Bay and Strasbourg as well
as political programmes from
across the UK.

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); Appreciation Index: Pulse panel of 20,000 UK adults 16+ by GfK.
N.B. BARB data measures TV set viewing at present, meaning that iPlayer viewing on other devices is not included in any of the reach and time figures. iPlayer viewing is growing,
especially for young-skewed services such as CBeebies and CBBC.
* 2017/18 cost per user hour includes viewing on the TV set and on other devices so are not directly comparable with the 2016/17 cost per user hour figures as they include
viewing on the TV set only.
CBBC: among its target audience of 6-12 year olds reach was 17.9% and time spent per viewer was 02:52 (based on 15+ min reach). Based on 3+ minute reach, reach was 22.1% of
6-12 year-olds and time spent per viewer was 02:20.
CBeebies: among its target audience of 0-6 year olds (measured as children aged 4-6 and housepersons with children aged 0-3) reach was 38.1% and time spent per viewer was
04:49 (based on 15+ min reach). Based on 3+ minute reach, reach was 45.0% of 0-6 year-olds and time spent per viewer was 04:06.
BBC News and BBC Parliament: three-minute reach for BBC News Channel and BBC Parliament – in line with industry standards – would be 13.6% and 1.1% respectively (15.2% and
1.3% among 16+ population).
n/a Data does not currently exist for this measure.

Return to contents BBC Annual Report and Accounts 2017/18 63

PERFORMANCE

Radio performance by service

Network radio Content Reach Time spent Appreciation Costs per user hour
We spent a total UK population who listening to a Index by service How much it costs to
of £289.9 million use the service service each week Aggregate of deliver each service
on these services each week Length of time the how people for each hour used
in 2017/18 average listener rated individual
spent each week programmes,
with the service expressed as a
number out of 100

BBC Radio 1 broadcasts a

distinctive mix of new music £37.5m 17.7% 06:18 79.2 1.2p
and entertainment for 15-29
year olds, as well as providing 2016/17: £35.9m 2016/17: 17.5% 2016/17: 06:16 2016/17: 78.8 2016/17: 1.2p
tailored news, documentaries
and advice campaigns for
young adults.

BBC 1Xtra plays the best

in contemporary black £6.4m 1.9% 04:40 85.6 2.5p
music, with a strong
emphasis on delivering 2016/17: £6.6m 2016/17: 1.8% 2016/17: 04:45 2016/17: 82.5 2016/17: 2.8p
high-quality live music and
supporting new artists.

BBC Radio 2 broadcasts

a unique mix of music £49.1m 28.1% 11:54 82.2 0.5p
and speech programmes
covering a diverse mix of 2016/17: £51.2m 2016/17: 28.0% 2016/17: 11:54 2016/17: 82.0 2016/17: 0.5p
live pop and rock, comedy,
documentaries and religious
output, as well as running
social action campaigns to
over 14 million listeners.

BBC Radio 3 centres on

classical music, around £37.7m 3.7% 05:56 83.4 6.1p
which it provides a broad
spectrum of jazz, world 2016/17: £37.4m 2016/17: 3.7% 2016/17: 06:15 2016/17: 82.7 2016/17: 5.7p
music, arts programmes,
religion and drama. There is a
strong emphasis on musical
performance across the UK.

BBC Radio 4 is a mixed-speech

radio station, offering in-depth £91.2m 20.6% 11:02 80.8 1.4p
news and current affairs and
a wide range of other speech 2016/17: £87.9m 2016/17: 20.9% 2016/17: 11:12 2016/17: 80.8 2016/17: 1.3p
programmes including drama,
readings, comedy, factual and
magazine programmes.

Originally launched in 2002

as BBC 7, the station was £2.9m 4.0% 05:38 79.4 0.5p
relaunched in April 2011
as BBC Radio 4 Extra. The 2016/17: £3.0m 2016/17: 3.8% 2016/17: 05:56 2016/17: 78.6 2016/17: 0.5p
digital-only network is the
principal outlet for the
BBC’s archive of speech
entertainment, including
comedy, drama and readings.

Reach definition: 15+ minutes for all services and audiences aged 15+.
Sources: RAJAR (Radio reach and time per listener); Appreciation Index: Pulse panel of 20,000 UK adults 16+ by GfK.
Radio 1: among its target group of 15-29 year-olds reach was 33.3% and time spent per listener was 06:15.
1Xtra: among 15-24 year-olds reach was 5.7% and time spent per listener was 03:47.
Radio 2: among its target group of 35+ year-olds reach was 34.6% and time spent per listener was 12:56.
Asian Network: among its target group of Asians under 35 reach was 13.9% and time spent per listener was 06:18. Ethnicity definitions in RAJAR from FY 2014/15:
Asian = White & Asian, Indian, Pakistani, Bangladeshi, any Other Asian Background.

64 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Network radio Content Reach Time spent Appreciation Costs per user hour
We spent a total UK population who listening to a Index by service How much it costs to
of £289.9 million use the service service each week Aggregate of deliver each service
on these services each week Length of time the how people for each hour used
in 2017/18 average listener rated individual
spent each week programmes,
with the service expressed as a
number out of 100

BBC Radio 5 live broadcasts

continuous news and live £44.8m 9.7% 06:34 79.9 2.5p
sports coverage, bringing
major news stories and sports 2016/17: £45.5m 2016/17: 10.4% 2016/17: 06:41 2016/17: 79.9 2016/17: 2.3p
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 £2.9m 2.3% 03:19 85.1 1.3p
live action to sports fans by
extending live coverage of 2016/17: £2.7m 2016/17: 2.3% 2016/17: 02:52 2016/17: 85.3 2016/17: 1.5p
various sporting events.

BBC 6 Music is a digital radio

station that entertains lovers £10.7m 4.4% 09:12 82.2 0.9p
of popular music with a service
that celebrates the alternative 2016/17: £10.9m 2016/17: 4.3% 2016/17: 09:39 2016/17: 81.1 2016/17: 0.9p
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 £6.7m 1.2% 05:19 80.3 3.7p
to British Asians, with a
focus on news and current 2016/17: £7.1m 2016/17: 1.2% 2016/17: 06:11 2016/17: 80.3 2016/17: 3.4p
affairs. It broadcasts mainly
in English, but does offer
some programmes in
other languages.

Excludes programme “Coming up on 5 live Sports Extra”.

Online performance by service

Content Reach Time spent using Appreciation Cost per user reach
We spent a total UK population who a service each week Index by service How much it costs to
of £182.4 million use the service Length of time Aggregate of deliver each service
on these services each week the average user how people to individual users
in 2017/18 spent each week rated individual
with the service programmes,
expressed as a
number out of 100

BBC Online comprises the

BBC’s portfolio of online £182.4m n/a* n/a n/a n/a*
products on desktop,
connected TV, mobile and 2016/17: £185.5m 2016/17: 63.3% 2016/17: n/a 2016/17: n/a 2016/17: 11.2p
tablet, including news, sport
and weather; our children’s
services CBBC and CBeebies;
and Knowledge & Learning –
as well as IP-delivered TV and
radio services, with both live
and on-demand programmes
available on BBC iPlayer.

Reach
% of 16-34 year olds who use the service each week
Apr-Jun 2017 Jul-Sep 2017 Oct-Dec 2017 Jan-Mar 2018

BBC Three is constantly

innovating to provoke 8.2% 7.8% 7.9% 8.3%
thought and to entertain
audiences from 16 year olds to Apr-Jun 16: 3.5% Jul-Sep 16: 4.7% Oct-Dec 16: 5.3% Jan-Mar 16: 8.1%
30-somethings with original
comedy, drama and factual
programming that celebrates
new British talent.

Source: BBC modelled data using inputs from: Facebook, comScore, BARB, Cross-Media Insight Survey. UK 16-34 year-olds.
* The BBC is updating its measurement systems. Comparable weekly reach figures for BBC Online and Red Button are not included this year but this will be rectified in
subsequent years. As page 28 shows, BBC Online reaches 74% of UK adults per month.

Return to contents BBC Annual Report and Accounts 2017/18 65

F I N A N C E , P E O P L E A N D O P E R AT I O N S

Finance and operations

p.67 p.69
Finance Review by the Financial overview
Deputy Director-General

BBC One drama Little Women

66 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Finance Review by the

Deputy Director-General

“Successfully
reinventing the BBC
for a new generation is
not just about what we
make and how we get
it to our audiences.”
Anne Bulford
Deputy Director-General

Our focus this year has been on – to inform, educate and entertain –

6%
reinventing the BBC for a new generation remains the same as it’s always been.
along with modernising and simplifying In fact, it’s more necessary than ever.
activities to improve services and And, because of that, we’re mindful of the
ensure we spend as much of the licence responsibilities we have to the millions of
fee as possible on the content and people who count on the BBC every day.
services that matter to audiences. of controllable spend was spent
At the start of the year, we launched BBC on running the organisation, with
Successfully reinventing the BBC for a new Studios as a wholly owned commercial 94% directed to audience facing
generation is not just about what we make subsidiary. This represented an opportunity content and services.
and how we get it to our audiences. It is to bring creative ideas to new audiences
also about what we do behind the scenes to around the world, as – for the first time –
modernise our organisation and make the BBC Studios is able to make British,
BBC one of the very best places to work. bold, creative programmes for other
We are continuing to deliver real progress broadcasters, as well as playing a vital
in organisational modernisation and reform. role in the BBC’s future by delivering
Fairness and equal pay issues have been quality programmes and creating
very much in the spotlight in recent months valuable intellectual property.
and the scrutiny on the BBC has been
Delivering efficiencies
intense. Addressing these issues – along
Our goal is to ensure that the organisation
with historic tax demands being faced by
is run as efficiently and effectively as
freelance presenters paid through personal
possible, and to redirect spending and
service companies – has been and continues
simplify procedures in a way that supports
to be a priority. Our aim – both within our
a sustainable and more creative BBC.
workforce and day in, day out across our
output – is to represent the whole country Our strong track record of delivering
and help make the UK a fairer place. efficiencies continues. We delivered
over £1.6 billion in savings over the last
In terms of governance and regulation,
Charter period. We are addressing our
this year has been one of transformation
future financial challenges by seeking
and change. We operated under the new
to find another £800 million of savings
Charter for the full year and the NAO
by 2021/22. This is a tough task. We are
became our financial auditor. We also
making good progress against this target,
established a new Board, with executive
delivering £160 million of annual savings
and non-executive directors, offering a
this year, taking the cumulative savings
single point of leadership. Our mission
to £244 million. A further £33 million

Return to contents BBC Annual Report and Accounts 2017/18 67

F I N A N C E , P E O P L E A N D O P E R AT I O N S

of savings were delivered within the to come – securing the long-term future of

94%
divisions and BBC Worldwide to fund our London base and demonstrating our
emerging priorities, taking the total commitment to the financial challenges
savings achievement to £277 million. we have to meet during this Charter.
We have done a vast amount to make the Of course, there is more to do. We know
BBC simpler, leaner and more efficient. we will need to push even harder: to
We have reshaped business structures further reduce management layers, keep
and now have a BBC with fewer layers and pressure on overheads and manage rising
divisions, and half the senior managers costs as best we can. And we know that
compared with 2011. We are providing the significant financial challenges we of the BBC’s cost base has
the technology to enable a modern and now face will require tough choices. been tested in line with
efficient workforce, including re-procuring ‘Compete or Compare’.
Looking forward
some of our technology services. This
On 1 April 2018, BBC Worldwide was
has led to a BBC that is financially well
combined with BBC Studios to form
managed and less bureaucratic – a
a single integrated brand, in line with
BBC that is more streamlined, with has skyrocketed whilst, overall, the cost
industry practice. The merger is expected
more visible and accessible leaders. of ideas and talent has risen fast.
to strengthen IP generation and enhance
We have brought down overheads to content supply, helping to secure the In this context, the BBC’s urgent challenge
industry-leading levels: just 6% of our total future of the BBC as a long-term creator is to develop new ways to grow our
costs. This puts us in the most efficient and owner of the highest quality British income so that we can keep pace with the
25% of benchmarked regulated and content. This represents a bold step market around us, as well as successfully
non-profit organisations in the country. in the evolution of the BBC’s content safeguarding distinctive British content
Between 2012/13 and 2017/18 we reduced ambitions, and a critical priority for the and Britain’s creative track record.
our spending on major strategic contracts business in 2018/19 will be to ensure the
The creative and commercial success of
by £288 million – a saving of 42%. successful implementation of this merger.
our teams in the newly combined BBC
‘Compete or Compare’ has been The UK is changing and changing fast. The Studios will be critical. Co-productions with
instrumental in finding efficiencies and media habits of our audiences are vastly the very best global partners are already
will continue to play an important role in different compared with five years ago. a big part of BBC commissioning – and
the identification of new savings, giving us Younger audiences, in particular, consume series like Blue Planet II are able to attract
a sustainable framework for continuous less output of the BBC owing to increased investment from across the world. That is
improvement. The framework ensures competition for their time from other media a model we will continue to pursue where
that everything we do is challenged in the providers, especially online, and other it allows us to deliver for audiences.
market or benchmarked against it, ensuring forms of entertainment. We will continue
But alongside the real potential for co-
value for money whilst maintaining to innovate online, keeping pace as more
production and commercial growth, we
quality. ‘Compete or Compare’ has now audiences choose to access services and
must also explore other options to save
tested 94% of the BBC’s cost base. content digitally. This will also require more
money or increase income. It will mean
investment in the supporting infrastructure.
Cutting our property bill is another key some difficult decisions and is likely to
part of our business strategy and our Major new entrants such as Amazon require a genuine public debate about the
property footprint is now around 40% and Netflix have meant that the kind of BBC the country wants and needs.
smaller than in 1998 – a significant global media market is increasingly
achievement. Overall, we have brought dominated by a small number of US-
down our property bill by approximately based media giants with extraordinary
£90 million a year since 2011/12, exceeding creative and financial firepower.
our original target by £35 million. Last year
The last few years have seen high super-
we refinanced our London Broadcasting
inflation in areas such as drama and Anne Bulford OBE
House building which will save a further
comedy, and we are now seeing this Deputy Director-General
£10 million a year, maturing gradually to
effect moving into other key areas of our 21 June 2018
an estimated £34 million a year when the
output, such as factual programming.
lease term ends in 2033. It is a deal that
The cost of sports broadcasting rights
provides value for money for generations

68 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Financial overview
How we use the licence fee result over time, whilst ensuring
How your monthly licence
adequate cash reserves and borrowing
The way in which the BBC is funded facilities to manage timing differences fee is spent 2017/18
places significant responsibilities on and provide financial contingency. £12.25 per household
the organisation:
Our results for this year once again show (2016/17: £12.13)
—— to provide value for money by focusing that we have successfully managed
expenditure on the programmes and the financial challenges facing us,
services the public most want from giving a sound base to meet our future
the BBC; commitments and deliver our strategic
ambitions. An increase in both licence fee
—— to ensure that the output is then
income and World Service grant, along
delivered as cost efficiently as possible;
with a reduction in operating costs through
—— to ensure effective and efficient our efficiency programmes, have resulted
collection of the licence fee; and in a group surplus of £180 million for
the year (2017: deficit of £129 million).
—— to maximise funding from other Television £6.40
sources in a manner consistent The table below provides a summary 2016/17 £6.92

with the terms of its Charter and of the income statement. Radio £2.06
2016/17 £2.02
other obligations.
Income BBC World Service £1.06
2016/17 £0.90
Results for the year Total licence fee income increased
Other Services and
Spend can vary significantly from by 1.1% or £43 million from £3,787 Production Costs £0.67
year to year due to the timing of million to £3,830 million, which was due 2016/17 £0.82
major sporting events and investment predominantly to the CPI increase applied BBC Online £0.91
in change programmes, including to the licence fee after a six-year freeze, 2016/17 £0.90

restructuring. Overall, the BBC’s from £145.50 to £147.00. This increase Licence fee collection and
pension deficit costs £1.15
financial objective is to manage to a was agreed with the Government during 2016/17 £0.57
breakeven income and expenditure the latest licence fee settlement.

Summary consolidated income statement

For year ended 31 March 2018

2018 2017
Income statement classification What is it? £m £m What has happened?

Licence fee income The total of licence fees 3,830 3,787 1.1% increase due mainly to inflationary increase.
collected
Other income Commercial income 1,233 1,167 Increase due to additional World Service income and
external income being generated by BBC Studios.
Total income 5,063 4,954
Operating costs The cost of producing all (4,815) (4,943) Reduction due to timing of major sporting events
content and of running (such as the Olympic Games and UEFA Euro 2016)
the BBC and an accounting estimate change in prior year
relating to amortisation of distribution rights held
by BBC Worldwide.
Restructuring costs Sums provided to fund future (14) (50) Continued development of savings plans.
efficiency initiatives
Share of results of Our share of the profit of 36 46 The reduction reflects reduced UKTV profits
associates and joint businesses where we control (investment held by BBC Worldwide).
ventures 50% or less
Gain on disposal of Profit on disposal of operations 5 8 Profit generated from the disposal of available-
non-current assets and fixed assets for-sale financial assets within BBC Worldwide.
Net financing costs The net interest on the BBC’s (96) (134) Reduction due to exchange rate gains on
pension assets and liabilities, borrowings and variation in the charge relating
interest on loans and fair value to pension liabilities.
movements on derivatives
Taxation charge The net tax liability of the BBC 1 (10) Tax charge arises on commercial activities. These are
on its taxable profits offset by the impact of tax rate changes on deferred
tax in 2017/18.
Group surplus/(deficit) 180 (129)
for the year

For further details, please refer to the detailed financial statement on page 185.

Return to contents BBC Annual Report and Accounts 2017/18 69

F I N A N C E , P E O P L E A N D O P E R AT I O N S

Licence fee collection The most recent triennial actuarial during the last Charter period. Since
Effective financial management is a key valuation was completed in June 2017 these savings were achieved, an additional
part of the BBC’s unique relationship and showed a funding shortfall of £1,769 £244 million of annual savings have been
with its audiences. This includes spending million as at 1 April 2016. A repayment delivered – £160 million of which were
the licence fee efficiently and collecting plan was agreed between the BBC and the achieved during 2017/18. This is ahead
a television licence fee from everyone Pension Scheme Trustees which runs until of the £226 million target to date and a
who is required to buy one. The BBC has 31 December 2028. This plan is considered significant step towards the latest £800
a number of contractual arrangements to represent an affordable basis to million target by 2021/22. A further £33
covering collection, administration and address the deficit, without compromising million of savings were delivered within
enforcement of the licence fee, marketing, services to audiences or pension scheme the divisions and BBC Worldwide to fund
payment channel management and retail members. The next formal actuarial emerging priorities, taking the total
networks. The majority of administration valuation of the Scheme is expected to savings achievement to £277 million.
is contracted to Capita Business Services be performed as at 1 April 2019. The
A vast amount has been done to make the
Ltd. This is the sixth year of the current BBC continues to work actively with the
BBC simpler, leaner and more efficient.
collection contract – which has delivered Pension Scheme’s Trustees to ensure the
Overheads have been reduced to industry-
£140 million of savings to date. Total cost Scheme delivers security for members
leading levels: just 6% of total costs. This
savings of £220 million are expected to and value for the licence fee payers.
puts the BBC in the most efficient 25% of
be delivered over the ten years of the
Cash benchmarked regulated and non-profit
contract, releasing more funding to be
The BBC’s cash balance at the end of the organisations in the country; along with
spent on our programmes and services.
year is £523 million. The current strong in the most efficient 25% of benchmarked
Licence fee statement financial position of the BBC reflects the firms in the telecommunications and media
As in previous years, the BBC prepares positive impact of CPI uplift on licence sector. The BBC’s property bill has reduced
a licence fee revenue statement fee income and an agreed reduction in by c.£90 million a year since 2011/12. Spend
audited by the NAO. This sets out the Broadband obligations, and successful on major strategic contracts reduced by
amounts collected and paid over to HM delivery of recent savings plans. This cash £354 million between 2011/12 and 2017/18
Government during the year. Alongside will be used to continue to deliver world- – a saving of 48%. London Broadcasting
their audit work, the NAO examines class content to BBC audiences whilst House was refinanced last year, saving
our collection arrangements and meeting future obligations (which include £10 million per annum, maturing
reports on them to Parliament. More pension deficit repayments) and managing gradually to an estimated £34 million a
on the licence fee revenue statement the cost and timing of delivering savings year when the lease term ends in 2033.
can be found on the NAO website: programmes, in anticipation of funding
‘Compete or Compare’, the BBC’s approach
www.nao.org.uk/report/bbc-licence. licences for the over 75 population.
to identifying efficiencies in the cost base
Focusing spend Tax through competition or benchmarking, is
The BBC concentrates its expenditure on the The BBC is committed to paying the right an integral strand of the BBC’s approach to
production of distinctive programmes and amount of tax (employment tax, VAT and driving ongoing efficiencies. The framework
other content and its delivery to audiences corporation tax) at the right time, in all the ensures that everything the BBC does is
and users, and the essential infrastructure jurisdictions in which it operates. The BBC challenged in the market or benchmarked
to support this. Year-on-year spend can recognises the importance of paying the against it. This drives up quality and
vary significantly because of the cycle of right amount of tax for the communities reduces costs. An internal review during
major sports events. Total content spend in which it operates, and takes its tax the year concluded that 94% of BBC
reduced by 4% to £2,623 million this year compliance obligations seriously. The BBC controllable spend satisfied the ‘Compete
(2016/17: £2,734 million), which was largely does not enter into any transactions with a or Compare’ criteria, either through direct
due to additional investment in our coverage view to artificially or aggressively reducing competition or rigorous comparison
of the Rio 2016 Olympic Games and Euro its tax liability. The BBC published its tax and benchmarking (2016/17: 90%).
2016 Football Championships in 2016/17. strategy in accordance with the Finance
Property costs
Act 2016. It can be found on the BBC
Pension costs Cutting property costs is a key strand of the
website: www.bbc.co.uk/aboutthebbc/
At 31 March 2018, the accounting BBC’s efficiency plan. The BBC has reduced
insidethebbc/howwework/reports/
pension deficit (as defined by IAS 19) its property footprint by approximately
tax_strategy_17_18. The BBC complies
had decreased by 55% to £518 million, 40% since 1998 and total property savings
with its obligations under the ‘Off payroll
compared to £1,149 million a year ago. since 2011 are now at approximately £90
working in the Public Sector’ legislation
The reduction during the current year million a year. The BBC continues to review
introduced in April 2017 and has actively
was due to a net gain from changes in the its buildings in London to explore ways
engaged with HMRC in relation to this
valuation assumptions of £737 million and it can provide best value for money and
major change in UK tax legislation.
contributions paid of £155 million, offset by make more efficient use of space, as well
an annual operating charge of £236 million Delivering efficiencies as to consolidate and improve property
and net finance costs of £25 million. to create modern, efficient working
Since 2010 the funding for BBC services environments. During 2017/18, the BBC
This accounting valuation is only a for UK audiences has fallen in real terms vacated from several London properties
‘snapshot’ at a particular date, and is by 18%, as the licence fee was frozen for including Grafton House, Brock House,
therefore sensitive to short-term market six years and the BBC was required to Great Portland Street and Euston Square.
fluctuations. It has no impact on the take on responsibility for new obligations. Further reductions to the size of the
actual cash cost of paying down the Despite this funding reduction, the BBC has estate are expected in order to reach the
pension scheme deficit, which is reviewed managed to maintain quality and reach due 355,000m 2 UK property estate target by
at triennial actuarial valuations. to a substantial and extensive programme 2020 – a reduction of over 20% since 2014.
of cost management. £1.6 billion of These reductions are expected to deliver
annual recurring savings were delivered £14 million of further savings a year.

70 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Procurement premises, have helped change the BBC Worldwide

The BBC’s procurement team is rated geographical outlook of the BBC so it BBC Worldwide supports the BBC public
highly by industry-winning ‘Best Public is more representative of the country. service mission and generates income
Sector Outsourcer’ as well as being the for the BBC group. This year, the group
During the year, the NAO published
only public body to achieve Global Sourcing generated returns of £210 million to
the findings of their review of how the
Association (GSA) accreditation with merit. the benefit of the BBC group (which
BBC manages and plans its workforce.
The cost of running the department is a included dividends and investments in
The report acknowledged that the BBC
third lower than its ‘world class’ benchmark. programmes), above £200 million for
has reduced the cost and size of its
the fourth year running (2017: £210
The BBC regularly reviews the financial payroll workforce between 2010/11 and
million). The group maximises the value
standing of its major outsourced service 2015/16 by 6% and 4% respectively,
of the BBC’s intellectual property,
suppliers, which includes analysing delivering £59 million in real term
providing income to fund high-quality,
reports from external commercial credit savings for salaries and wages.
distinctive programming for the licence
agencies. The contractual arrangements
A simpler organisation inevitably requires fee payer, whilst supporting the UK’s
with these suppliers include open book
a more focused leadership team and fewer television industry on the world stage.
audit provisions as well as comprehensive
managers, especially at senior levels. A
business continuity and exit obligations. During 2017/18, BBC Worldwide generated
simpler BBC also means senior leaders
headline sales (including income from JVs
Between 2012/13 and 2017/18 spend on that are more visible, more accountable
and associates) of £1,044 million, which
major strategic contracts reduced from and more approachable. The BBC has
is a 2% reduction from prior year (2017:
£684 million to £396 million, a saving of achieved a 57% reduction in the number
£1,060 million). The business achieved
42%. Managing supplier performance, of its senior managers, from 614 in March
growth in BBC-branded channels, acquired
automation and transforming the 2010 to 267 by March 2018. This has
a majority stake in Sid Gentle Films Limited
procurement process have all been resulted in a saving of £38 million.
(an independent production company)
instrumental in securing these savings.
During the year, the BBC commissioned and matched the previous year record
Dedicated supplier contract managers
an independent Equal Pay audit by in content sales with the business again
are strengthening the BBC’s contract
PricewaterhouseCoopers LLP and being the largest distributor of UK content.
management by tracking performance
Eversheds Sutherland (International) LLP. Furthermore, production and formats grew
against business requirements.
The Equal Pay report highlighted the in Global Markets whilst a reduction in the
Technology importance of a consistent approach to Americas reflected fewer hours of Dancing
During the year, the BBC re-procured the pay and allowances. The BBC has been With The Stars. This sales growth was more
core technology services contract, which developing a fundamental set of reforms than offset by the inter-company transfer
provides critical IT and technology services in relation to its pay and grading systems of advertising sales to Global News,
to programme makers and staff. The new which include job evaluation, proposed continuing decline in the DVD market and
contract has transformed how the BBC new terms and conditions and more the impact of contract renewals in UKTV.
provides and manages its technology. transparent market-informed pay ranges.
EBITDA of £118 million was 40% higher
Since 2004 most of the BBC’s outsourced
During the year ahead, the BBC will than last year. This reflected a strong
technology services were delivered by one
independently review whether the performance in content sales, cost
external provider, but the new contract
organisation has some responsibility efficiencies across branded services
is non-exclusive, delivering services by a
for freelance on-air presenters whom and overhead savings. These offset
combination of third parties and in-house
are now facing historic demands from significant currency pressure and a
teams. This approach gives the BBC greater
HMRC after being paid through personal decline in consumer products. 2016/17
flexibility and access to new technology
service companies. A contingent liability also included a one-off accounting
as it emerges. These technology re-
has been disclosed in the financial estimate change relating to amortisation
procurements will lead to long-term
statements in relation to this matter. No of distribution rights (£68 million).
savings that will amount to hundreds of
amount has been provided due to the
millions of pounds over the course of the Free cash flow of £121 million was
outcome being uncertain. Discussions
contracts, including savings in the region 33% higher than the prior year (2017:
with HMRC continue on these issues.
of £90 million per annum since 2014/15. £91 million). Once adjusted for one-
off specific items, alongside foreign
Our people Commercial trading exchange and joint venture performance,
A broad range of organisational and other income this represents a 41% increase in
reforms have been made from reducing
owned and operated free cash flow.
management layers to merging and The licence fee is supplemented by income
rationalising divisions. Whilst staff levels from the commercial exploitation of licence 2017/18 saw the continuation of
have been steady in the past three years, fee-funded content and infrastructure BBC Worldwide’s transformation
the focus of employee roles has changed through four commercial subsidiaries – programme, with an increased focus
significantly towards serving the audience BBC Worldwide, BBC Studios, BBC on intellectual property (IP) ownership;
and building BBC technology capabilities. Global News and BBC Studioworks. on high-value customers and markets;
Reductions in professional support and and on global franchise brands.
administration services have allowed the Commercial trading
licence fee to support taking on the World Headline sales EBITDA (including tax credits)
Service, create more original content and 2017/18 2016/17 2017/18 2016/17
improve digital services for BBC audiences. £m £m £m £m

Major staff moves to Media City in BBC Worldwide 1,044 1,060 118 84
Salford, Mailbox in Birmingham and BBC Studios 432 – 7 –
Pacific Quay in Glasgow, as well as the BBC Global News 109 110 18 2
closure of TV Centre and other London BBC Studioworks 31 26 3 4

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F I N A N C E , P E O P L E A N D O P E R AT I O N S

savings were achieved to reduce the

company’s cost base and a new flexible
operating model was introduced.
These measures have helped deliver
a successful first year of trading.
Headline sales were £432 million, and
reductions in overheads helped drive
EBITDA (including tax credits) of £7
million. This excludes returns from
secondary and global exploitation of
IP historically retained by the Public
Service (e.g. Strictly Come Dancing).
BBC Studios produced over 2,000
hours of television and radio content in
2017/18. It received widespread industry
recognition with more than 80 awards and
200 nominations, making the company
the most awarded producer in the UK. It
Landmark series Blue Planet II, produced by BBC Studios also delivered some of the most watched
programmes of the year with the One Love
The group invested £171 million in The group entered into several new Manchester concert, Strictly Come Dancing,
content in the year (2017: £174 million) global deals during 2017/18, including and EastEnders and Mrs Brown’s Boys over
with investment in BBC commissioned with Shanghai Media Group Pictures (a Christmas. The launch of Blue Planet II,
content increasing to £106 million (2017: leading Chinese media company) which with an audience of 14 million, made it
£99 million), supporting on-screen will see an expansion of the Doctor the biggest natural history programme in
programmes across the BBC’s channels. Who brand in China; and partnerships 15 years, and the resulting anti-plastics
Relationships continued to be built across with Foxtel, ABC, Sky and Fetch were campaign demonstrated the positive
the independent sector, with total return cemented with new or continued deals impact television can have on society.
to independent companies through in Australia and New Zealand.
BBC Studios made good progress this
rights investments, royalties and profit
BBC Studios year in securing business beyond the BBC,
shares at £149 million during the year
BBC Studios is the television production a key proof point for the new strategy.
(2017: £146 million). BBC Worldwide
arm of the BBC, which creates distinctive, Commissions such as the Fatberg Autopsy
made equity investments in three British
much-loved content across a wide for Channel 4, Inside Hotel Chocolat for
independent drama production companies,
range of genres. In a highly competitive Channel 5 and Cherry Healey’s exploration
supporting British entrepreneurship
market, BBC Studios provides a stable of plastic surgery for UKTV were secured.
and IP generation whilst enhancing
and large-scale source of IP for the BBC
the future of its own content supply. BBC Global News
group, generating value for audiences
BBC Global News operates the BBC’s
International BBC-branded services and returns for licence fee payers.
two commercially funded international
performed strongly, with BBC America
As part of a major change to the BBC’s news services: BBC World News, the 24-
posting a record 13th straight year of prime
content supply strategy, BBC Studios hour global news television channel, and
ratings growth, BBC First becoming the
became a wholly owned commercial the digital platform bbc.com (including
Netherlands’ most watched international
subsidiary of the BBC in April 2017. As the bbc.com website, a News app and a
channel since the start of 2018, and
a result, BBC Studios no longer has Sport app). BBC Global News’ mission
Sony BBC Earth (a joint venture channel
guaranteed business from the BBC, but for is to be the best and most trusted
with Sony Pictures) marking its first
the first time the company has been able to international news provider in the world,
birthday by becoming the most watched
make programmes for other broadcasters. whilst growing the BBC’s international
infotainment channel in six Indian metros.
This represents a significant opportunity news audiences and operating as a
BBC Earth’s linear channel footprint
to share creative ideas with new audiences commercially efficient business.
expanded across Greece and the Balkans.
around the world and increase revenue
Blue Planet II proved a phenomenal success In 2017/18, BBC World News’ global
for the BBC group. BBC Studios is making
with international audiences, with the footprint continued to expand, growing
rapid progress in winning new commissions
premiere becoming the most watched by 2% over the year and the channel is
and has already announced deals with
advertising-supported nature episode now available to a record 458 million
Discovery, Channel 4 and Channel 5.
in nearly eight years in the USA. Blue households (up from 450 million in
Planet II content amassed over 250 million BBC Studios’ priority this year has been 2016/17). The growth was driven by gains
views on Chinese VOD platform Tencent to transform the business for this more in Europe, the Americas and South Asia.
between September 2017 and year end. competitive, market-driven environment.
The engagement levels of bbc.com
The group’s strategy is to develop a
BritBox, the subscription video on demand increased during the year, resulting in total
more balanced portfolio of business by
service partnership with ITV plc, had page views across all platforms (website,
continuing to deliver existing programmes
a strong first year in the USA. It also apps and connected TV) remaining stable
to the highest creative standards whilst
launched into Canada in February 2018 at a monthly average of 1.3 billion, despite
investing in generating new IP and
and reached a 250,000 total subscriber a drop in monthly audience, which averaged
diversifying its customer base beyond the
milestone collectively for USA and 88 million unique browsers in 2017/18.
BBC. To support this strategy, efficiency
Canada by the end of February 2018.

72 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Off-platform consumption of BBC content Global News recorded EBITDA of 15th series of Strictly Come Dancing. It also
plays a key role in BBC Global News’ £18 million and profit before taxation of worked with ITV on the relocation of Good
content distribution and commercial £16 million in 2017/18. The significant Morning Britain, Lorraine, This Morning and
strategy. BBC Global News continued its increases in EBITDA and profit before Loose Women to TVC along with other
successful partnerships and entered into taxation were driven by substantial successful studio productions such as
a new agreement with News Republic. foreign exchange gains on the year-end ITV’s The Voice UK live shows, Britain’s Got
BBC News’ social media presence is one valuation of hedged positions (£15 million). Talent, The Jonathan Ross Show, Celebrity
of the biggest in international news with Excluding these foreign exchange gains, Juice and Sky’s A League of their Own.
over 46 million Facebook likes globally BBC Global News returned an underlying
The post-production team worked on
and over 23 million followers on Twitter. profit before taxation of £1 million
numerous projects including BBC’s
in 2017/18, due to a combination of
In 2017/18, BBC Global News was Strictly Come Dancing, EastEnders and
strong revenue performance and
recognised for the excellence of its Sounds Like Friday Night, ITV’s The Chase
a cost reduction programme.
journalism with a number of awards, and Sky’s The Russell Howard Hour.
including a Peabody Award for BBC World BBC Studioworks
BBC World Service
News’ reporting on the plight of Rohingya BBC Studioworks is a wholly owned
BBC World Service operates under a licence
refugees, ‘Best News Programme’ at the commercial subsidiary of the BBC,
which sets out the remit and scope of its
Asian Television Awards for Newsday, and serving both the BBC and external
services, its annual budget and its main
‘TV News Story Of The Year’ at the Foreign clients. In September 2017, the company
commitments. The performance of the
Press Association for the Our World’s opened new and refurbished studios
service is regularly reviewed against its
Starving Yemen documentary. At the 2018 and post-production facilities at
licence. The current Operating Licence
Broadcast Awards, Professor Robert Kelly’s Television Centre (TVC) in West London.
sets out a target for total spend of at least
interview on BBC World News (which This marked a substantial expansion
£254 million p.a. This year, the total BBC
was interrupted by his children) won ‘TV for the company and supplements
World Service spend of £268 million was
Moment Of The Year’. Online, bbc.com’s its existing portfolio in Elstree.
higher than target (2017: £268 million).
Culture feature site won a Webby for its
BBC Studioworks delivered a strong
social media presence and the Travel The Foreign & Commonwealth Office (FCO)
financial performance for the year,
feature site won a Gold Lowell Thomas invested £86 million during the year, as
generating £31 million of income (2017:
award for ‘Best Travel Journalism’ website. part of their grant funding commitment
£26 million) and EBITDA of £3 million
into BBC World Service over a four-year
During the year, BBC Advertising (formerly (2017: £4 million). The 19% increase in
period to March 2020. This investment
part of BBC Worldwide) was integrated into income was driven by the re-introduction of
is funding the transformation of the
BBC Global News, doubling the headcount TVC into the company’s portfolio, but the
World Service from a predominantly
next year to 350 staff. As identified in the high establishment costs of this new facility
short wave radio service to a fully digital-
NAO’s Landscape Review of the BBC’s has resulted in a reduction in EBITDA.
first operation, as well as providing
commercial activities, the integration of
During the year, BBC Studioworks additional television content, launching
BBC Advertising presented BBC Global
welcomed a number of existing and new news content in 12 new languages, and
News with a significant financial challenge.
clients to its studios and post-production a material expansion in Russian, Arabic
Rapid progress was made during the year to
facilities. For the BBC and BBC Studios and World Service English output.
meet this challenge and further profitability
it hosted the 2017 General Election
improvements are planned during
coverage, the quiz show Pointless, the
2018/19 in order to ensure the continued
continuing drama EastEnders and the
achievement of commercial targets.

42%
reduction in spend on major
strategic projects between
2012/13 and 2017/18.

BBC Studioworks provided

studios and post-production
facilities for shows such as
Strictly Come Dancing

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F I N A N C E , P E O P L E A N D O P E R AT I O N S

Our people
Our people are the bedrock of what makes the BBC special.
They come from diverse backgrounds, reflecting our different
audiences and are fundamental to the continued delivery of
outstanding programmes and services. Throughout the year
we have worked together on our ambition to ‘make the BBC
an even greater place to work’, seeking to address concerns
on gender, pay and fairness, and creating an environment
where our people can be at their creative best.

p.75 p.78 p.79

Our people Developing our people Diversity
We are making the BBC an even greater place Through our BBC Academy, training and The more diverse our workforce, the better
to work, valuing and respecting diverse professional development is provided for able we are to respond to and reflect our
contributions and celebrating successes. all BBC staff. audiences in all their diversity.

Read more: bbc.co.uk/diversity

p.84 p.86
Charitable work Environmental sustainability
We have been broadcasting and supporting Throughout the BBC we work hard to reduce
charity appeals since 1923 and our appeals the environmental impact of our operations,
have become a vital part of our remit. having sustainable practices in programme-
making and inspiring our staff to take action.
Read more: bbc.co.uk/charityappeals
Read more: bbc.co.uk/responsibility/
environment

BBC staff event Grow Your Potential

74 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Efficient and effective Our workforce numbers and mix —— Additional 75 apprentices and trainees
organisation design Over the course of a year, the scale and – at the end of the financial year
At the start of the year we moved our profile of the BBC’s overall workforce is we had 1.9% of our workforce in
Studios division out of the Public Service affected by a number of factors. These these roles.
into a new commercial entity. Subsequently, include the mix between in-house and
—— Recruiting 77 additional staff in the
we announced that effective 1 April 2018 independent programme and content
nations – Scotland, Wales and
we were creating a new single legal and supply; changes to our insourcing/
Northern Ireland – as a result of
operational commercial entity merging outsourcing service model; the launch
additional investments announced
BBC Worldwide and Studios. This new of new audience-facing initiatives; and
in February 2018.
entity will be known as BBC Studios. headcount reductions arising from
savings programmes. Workforce plans Headcount continues to be monitored
Across the whole of the BBC, we have
are in place to optimise the mix of closely and all divisions are required
continued to focus on modernising
permanent and flexible resource and we to identify and deliver further savings
and making the BBC a more efficient
continuously review and control headcount over the next three years. Plans
and effective place to work. The
to ensure value for money is achieved. to achieve this are underway.
two-year simplification programme, to
merge technology and digital activities, The average annual salaried Public Service On-screen roles
reduce professional support services, headcount for financial year 2017/18 We want the BBC to be the place where the
and minimise management layers, has decreased by 1,147. Across the Group best artists want to work and deliver great
concluded. Headcount has reduced in overall it increased by 312, largely due programmes. Across radio, television and
these areas by 1,036 posts, leading to to investments in World Service News. our digital services, our audiences expect
savings of £57 million being delivered. us to offer the best range of the most
Total average headcount
loved, creative, engaging, authoritative
Organisation design principles continue (equivalent full time)
and diverse talent in British broadcasting.
to be applied to all restructuring activity 2018 2017
across the BBC. Management layers The BBC remains committed to keeping
have been flattened further and over UK Public Service
spend on on-screen and on-air talent
96% of our structures now have seven Broadcasting 18,210 19,357
to no more than 15% of overall internal
or fewer organisational layers. Senior BBC Worldwide 1,514 1,706 spend on content (with a 1% tolerance).
manager numbers have continued to
BBC Studios 1,601 – In 2017/18, total talent spend of
reduce to 267 (1.5% of our employees),
and overall we have one manager to every Other commercial £148 million represents 11.1% of the
8.3 employees. Spend on professional businesses 258 208 BBC’s internal spend on content.
services and supporting activities has This includes the World Service.
Group total 21,583 21,271
been minimised, enabling 94% of our Remuneration
controllable spend to be directed to Significant headcount movements Our policy is to provide remuneration
audience-facing content and services. have been: that attracts, motivates and retains the
Throughout the year we have been key talent required to lead and deliver
—— 1,546 staff in Studios division
simplifying job titles and introducing clearer outstanding public service broadcasting,
transferring to a new commercial
career structures through the introduction while recognising the BBC’s status as a
entity on 1 April 2017.
of the BBC Career Path Framework (CPF). publicly-funded corporation, which must
This now covers the vast majority of roles —— The closure of 315 roles throughout deliver value to the licence fee payer.
across the BBC and has resulted in the the year as a result of a variety of
Under the terms of the Charter, we are
reduction of over 5,000 job titles to about initiatives, including the conclusion
required to publish an annual report
619, structured into 27 job families. of the five-year DQF Programme
for each financial year from the BBC
(‘Delivering Quality First’), the
We remain committed to locating at Remuneration Committee with the
Simplification Programme and other
least 50% of our employees outside of names of people working for the BBC
significant strategic initiatives.
London and some 53% are currently who are paid more than £150,000 from
based outside of the M25. During the year, —— Investments in 418 new roles and skills, licence fee revenue in a financial year,
BBC Three began the move from London to such as digital, which are required to set out in pay bands of £10,000. The
Birmingham to develop a centre of digital support building the BBC of the future. first of these new reports was published
excellence there and staff were relocated in July 2017. The 2018 report can be
—— 774 new roles in World Service News, found on page 101 of this document.
away from our site at Caversham Park. both within the UK and internationally,
to enhance existing language services We also closely manage the numbers
and support 12 new ones. and pay of our senior managers. The
senior manager paybill (including
Board members) is now £37.7 million
UK PSB staff by nation (equivalent full time) % (excl. BBC Studios in 2018)
compared to £79 million in 2009 and
Nation 31 March 2018 31 March 2017 31 March 2016 the senior manager Remuneration
England (excl. London) 35 34 36 Committee continues to sign off all
salary adjustments for senior managers
London 47 47 45
and any others in excess of £75,000.
Scotland 7 7 7
Wales 7 8 8
Northern Ireland 4 4 4

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F I N A N C E , P E O P L E A N D O P E R AT I O N S

We recently published our gender pay —— Transparent – We are more The BBC has identified a proposed
gap figure has fallen to a median of 7.6% transparent in our reporting on pay independent review process which would
(from 9.3% in October 2017), compared than required by law and commit to a consider, on request, certain cases for
to a national average median of 18.4%. degree of transparency about pay that presenters who have provided their
An Equal Pay Audit report was published we believe is more wide-ranging than services via a PSC (Personal Service
in October 2017. This was conducted by other organisations. Company) and who are now facing HMRC
PwC and Eversheds and overseen by Sir demands for Employer’s National Insurance
—— Competitive – We balance the need to
Patrick Elias, QC, and concluded that Contributions arising from the use of a PSC.
pay competitively with the need to
the BBC had no systemic discrimination
ensure value for money for our licence Throughout the year we have worked
against women in pay arrangements.
fee payers. together with our Joint Unions to
If any individuals however have equal
fundamentally review and modernise our
pay concerns they wish to raise with —— Clear – We are clear on how pay
Terms and Conditions – making them
us, a review mechanism is in place. adjustments are made.
fairer, simpler and more consistent.
In our Management Response to these Alongside this was a commitment to A set of proposals were developed
reports we committed to closing the gender review our approach to pay for on-air looking at five key areas – Pay and
pay gap by 2020. We also introduced new presenters, editors and correspondents. Grading, Policies, Contracts, Scheduling
pay principles across the BBC: In January a report was published by PwC and Working Patterns, Wellbeing.
concluding that there was no systemic
—— Fair – Pay fairness is a responsibility The Pay and Grading proposals build on
gender bias in our on-air pay, but made
we take very seriously – it goes to the the new BBC Career Path Framework.
some criticisms of the way aspects of
heart of our values and it’s critical to Market-informed job pay ranges have
this had historically been managed. It
our creative ambition and success. been developed for all 600 job titles
made a number of recommendations for
and individuals have been provided
—— Consistent – We have consistent change including a new pay framework
with this information for their own
frameworks such as the career path which we are currently consulting on.
job. Where they are in a job title that
framework and market informed job
We have committed to closing the has over 20 incumbents, they have
pay ranges that underpin our approach
gender pay gap and much work is additionally been provided with
to pay and that enable us to be clear
taking place at divisional level including information showing the spread of pay.
and consistent in our approach to
addressing the underlying issue of
individual pay decisions. Following an 18-month consultation,
representation in particular roles.
the BBC’s recognised trade unions have
Current senior manager numbers by salary band are: accepted all the proposals. Our annually
negotiated pay agreement which would
UK senior manager headcount by salary band (2017/18 excl. Studios) normally have taken effect in August 2017
Band 2017/18 2016/17 forms part of this Terms and Conditions
review. The agreement is a 2% pay
£50,000–£99,999 76 92
increase plus an additional 1.5% for those
£100,000–£149,999 94 124 individuals in the lower quarter of their
£150,000–£199,999 70 67 job pay range. An advance payment of
£400 was made to all staff in December
£200,000–£249,999 15 17 2017 while the consultation continued.
£250,000–£299,999 4 3
Supporting and getting the best from
£300,000–£349,999 4 3 our people
We continue to focus on our core ambition
£350,000+ 1 –
to ‘Make the BBC an even greater place
Total* 264 306 to work’ aligned around four key pillars:
* Total excludes BBC Board members. —— Making ways of working simpler
– looking to simplify or remove
For more information on pay disclosures see page 101 complex practices and finding ways to
enable staff to do their best work
Spend on on-air roles —— Acting as one BBC – working
2017/2018 2016/2017 collaboratively and recognising that we
Spend Spend Variance are stronger when we work together
£000s Volumes £000s Volumes £000s —— Valuing each other and celebrating
Less than £40k 48,782 27,039 69,922 40,328 (21,140) success – respecting our diverse
contributions and taking time to
£40k–£100k 62,812 1,098 72,346 1,278 (9,534)
recognise the quality of work produced
£100k–£150k 11,983 100 16,717 136 (4,734) by all staff
£150k–£500k 13,814 59 21,256 89 (7,442) —— Being visible and involved – ensuring
all staff know what is expected of them
£500k–£1m 1,687 3 3,348 5 (1,661) and get fully involved, and that
£1m–£5m 3,418 2 3,959 2 (541) managers and leaders are visible not
only to their teams, but across the
Organisations* 5,119 1,638 6,019 1,582 (900)
organisation, listening, sharing
Total 147,615 29,939 193,567 43,420 (45,652) and inspiring.

* Organisations are groups of individuals contracted as one – for example external orchestras. It is not possible to
list numbers of individuals against this spend.

76 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Severance payments: all staff (including senior management) For those who work in higher risk
2017/18 2016/17 environments such as in hostile
Spend Spend surroundings, covert filming or covering
Payment band £000s Volumes £000s Volumes events such as terrorist incidents, we
Under £10k 310 56 348 59 ensure they are appropriately prepared.
Our High Risk Team advises and oversees
£10k–£50k 8,189 265 6,622 220 training and the provision of equipment.
£50k–£75k 8,357 136 5,672 92
Our Terms of Trade require any suppliers
£75k–£100k 7,753 91 3,880 44 we work with, and any sub-contractors
they use, to adhere to the codes of practice
£100k–£150k 12,327 97 16,567 124
published by the Equality and Human
Over £150k 0 0 0 0 Rights Commission and the Equality
Total 36,936 645 33,089 539 Commission Northern Ireland. In addition,
suppliers, and sub-contractors, are required
to abide by our Code of Ethical Policy which
The BBC is committed to building approved by the senior management sets out our expectations with respect
positive and constructive relationships Remuneration Committee. During the to human rights and trading ethically.
with our trade unions and their elected year, there were two instances where
Modern Slavery Statement
representatives across divisions, allowing employees received payment in lieu
We recognise the need to prioritise
paid time off in line with the BBC/Trade of notice; one was in settlement of an
tackling the most severe human rights
Union – Time off & Facilities Agreement. Employment Tribunal claim following a
abuses, including modern slavery. We
As part of the Trade Union (Facility Time resignation, and the other was alongside
remain supportive of the aims of the
Publication Requirements) Regulations a local statutory payment to an overseas
Modern Slavery Act 2015 and publish
2017, public authorities are now required employee following performance concerns.
our third Modern Slavery Statement in
to report information about facility time Three other severance payments were
accordance with this. We are committed
taken by trade union officials for a 12 made; one settling an Employment
to actively engaging in the eradication of
month period. (Facility time refers to Tribunal claim, and two as part of an
modern slavery, taking action within our
the time taken for our recognised trade agreed departure negotiated with the
business and influencing our suppliers
unions to represent members both employee (one with agreed severance
to do the same. In our statement we set
individually and collectively in a range of pay, and the other with redundancy pay
out further steps we have taken over
issues across the BBC.) This is detailed and compensation for personal injury).
the last year to help ensure modern
in the table below. During 2017/18
Human rights slavery does not exist in our business or
there was a single instance of strike
We are committed to respecting the human supply chain. We have focused on further
action by one individual for 12 hours.
rights of all those who work for or with us. understanding where risk lies and designing
Severance This applies to all employees, temporary a targeted programme in response.
Driving efficiencies across the BBC workers or workers in our supply chain, in
The full statement is available at:
has an inevitable impact on jobs and the UK and around the world. Everyone has
bbc.co.uk/corporate2/insidethebbc/
we continue to be fully committed to the right to a safe working environment;
howwework/reports/bbcmsa2016.
managing job losses through redeployment to at a minimum be paid and work hours
and retraining wherever possible. in line with local legislation; to form trade
unions; and to be treated respectfully.
Our severance policy is one month’s pay
for each year of service up to a maximum Information provided in line with the Trade Union (Facility Time Publication
of 12 months’ pay. For those who joined Requirements) Regulations 2017 – schedule 2 (1 April 2017 – 31 March 2018)
before January 2013 it is a maximum of Relevant union officials
24 months. We have maintained a cap
No of union officials
on redundancy payments of £150,000
and a maximum notice period of six 267 (EFT 259)
months. We continue to await further Percentage of time spent on facility time No of employees
clarification on the Government’s
0% 0
proposed cap on redundancy, which we
understand will apply to the BBC. 1-50% 261

Where redundancy severance is paid, 51%-99% 0

notice is served and worked in full. If an 100% 6*
individual wishes to leave earlier than
Total cost of facility time £721,817
the end of their notice period they must
waive the remaining notice period and will Total Eligible Paybill** £965,005,430
receive no payment for it. In exceptional Percentage of total paybill spent on facility time 0.07%
cases, for example when there is a need
Paid trade union activities
to protect the confidentiality of sensitive
information, individuals may be asked Time spent on paid trade union activities as a percentage of total
to work from home or be prepared to paid facility time hours 80%
undertake other duties during their notice.
As this is the first year this information has been provided, approximated numbers based on known union
representatives has been included.
Redundancy payments over £75,000 * Equivalent to five EFTs.
and all other severance payments are ** Total paybill for a relevant period is calculated as stipulated in the TU legislation, which returns a nominally
different figure than the reported paybill on page 197, however, the percentage of time spent on facility time
is the same.

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F I N A N C E , P E O P L E A N D O P E R AT I O N S

Developing our people

Through our BBC Academy, training BBC Academy Training
and professional development is Reach 2017/18 2016/17
provided for all BBC staff.
Total training completions* 70,154 64,931
The majority of training is delivered online Face to Face % 36% 40%
or remotely, to offer staff flexibility and Online % 64% 60%
also to increase efficiency and reduce BBC staff who completed 1 or more course 84% 88%
travel. Over the course of the year over
Total L&D Hours Face to Face & Online 259,625 219,046
70,000 unique training sessions were
completed, of which 64% were online. Number of L&D days per EFT 1.57 1.51

Key training activities have included: Total Online Usage** 44,826 38,695

—— Delivering over 50 three-week Value for Money 2017/18 2016/17

new-joiner programmes to over Training Delivery Spend (£m)*** £13,421 £14,123
400 new recruits for the World Service L&D Cost per EFT**** £568.75 £601.85
expansion project, in London and
across several international bureaux, Notes:
Training data and EFT figures are BBC wide, including PSB, Worldwide and other commercial subsidiaries.
including Moscow, Lagos, Nairobi * Individual face to face and online training completions.
and Delhi. ** Individual online course completions and those with ‘in progress’ status.
*** Total Academy training delivery spend excluding major projects.
—— A new suite of courses to support our **** Total Academy training delivery spend divided by total EFT.
internal production roles. We have also
worked in partnership with Creative
Skillset and the National Film and We remain committed to investing in Many of the women have since appeared
Television School, amongst others, to apprenticeships (aimed at non-graduates) on-air with several making appearances
support the wider industry and the and trainees (who are mainly graduates) the next day.
independent sector. and we are on target for 2.3% of our
The Academy/Creative Skillset Digital
employees to be apprentices or trainees
—— ‘OpenMedia’ training to more than Cities initiative is now in its third year,
by the end of 2019. As at the end of the
3,500 people in the News division to with digital skills and learning events in
financial year, we had 210 apprentices
support our move to a new platform. Birmingham, Bristol, Belfast, Manchester
and 133 graduate-level trainees and 37
and Cardiff. Working with partners
—— Training 800 staff in mental health on other development schemes. We also
such as Channel 4, Google and the Arts
awareness, half of whom have become gave almost 1,000 people work experience
Council, each city event offered free skills
Mental Health First Aiders, and a placements throughout the year.
workshops and new talent opportunities.
further 765 staff in emergency first aid.
Outreach and bringing new skills to
We continue our sponsorship of the
—— A third season of digital upskilling for the industry
NFTS and the short course programme,
all BBC staff, building online skills to Working in partnership with BBC News, the
with more than 40 students from
reach and engage young and diverse Academy School Report project reached
BAME and disadvantaged socio-
audiences. Total attendance over the more than 1,000 schools to help develop
economic backgrounds taking up places.
last three years is now over 13,000. media literacy skills around fake news;
Students from the short courses have
journalism and digital content making
—— More than 40 events delivering also secured work on number of BBC
for 11-18 year olds. The initiative also
subjects ranging from podcasting, Drama’s including, Call the Midwife,
provided mentoring and volunteering
virtual reality, making short-form Silent Witness and Holby City.
opportunities for BBC staff and culminated
content for BBC Three and the Future in a successful ‘News Day’ on March 15 with Notes: Schedule 3 paragraph 13 of the Agreement
of Social Media. young, diverse audiences creating content
provides that the BBC must make arrangements for
training staff and work with partners across industry. We
This year has seen us gain national across BBC News services and platforms. deliver this via our Academy and Academy outreach work.

recognition as one of the UK’s leading The award-winning Expert Women

apprenticeship employers as we were initiative returned with three events in
awarded a top three place in the Employer London and Glasgow aimed at developing
of the Year category at the National new faces and voices for BBC News
Apprenticeship Awards 2018. We are output. Nearly 3,000 subject specialists
also in 11th place nationally in the Times applied for 72 places and a day of free
Top 100 graduate employers list. training and media familiarisation.

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 S T R AT E G I C R E P O R T

Diversity
Diversity and inclusion at the BBC is a creative imperative.
It is also the right thing to do. We know that by having an
organisation that reflects its audiences, we remain current,
relevant and produce the best TV, radio and online content
and services.
We are committed to promoting equal opportunities in employment
at the BBC. This section reports on our activities in line with our
duty under Schedule 3 paragraph 12 of the Agreement. For more
information see the Equality Information Report on page 240.

Our people To help us achieve this, as well as

Since the launch of our Diversity and our project which focuses on career
Inclusion Strategy in April 2016, we progression, we have a range of
continue to drive progress to deliver programmes and development
systemic change. We pledged that by 2020 opportunities to inspire, encourage and
the BBC will have a workforce at least as support women across our organisation.
diverse, if not more so, than any other Our new Hilda Matheson Women into
broadcaster in the industry and we are well
on the way to achieving this commitment.
Leadership programme is a nations and
regions based development programme
Leadership roles are
We have launched four new diversity for women who want to develop their made up of 43.3%
projects that focus on career progression
and culture for women, staff with
careers at the BBC. Sandy Chalmers is
a mentoring programme dedicated to
women, with 47.7%
disabilities and those from ethnic minorities the personal development of women in of the workforce
and lower socio-economic backgrounds. Radio, with similar programmes running
in News and Design and Engineering.
being female.
We have more women in senior positions
than ever before and overall female
representation in the workforce is
improving too. Four of the BBC Board
and Executive Committee members
are women. Overall, in March 2018, our
leadership roles are made up of 43.3%
women and 47.7% of our workforce.
But we recognise that we need to do
a lot more to increase the numbers of
Black, Asian and Minority Ethnic (BAME)
and women senior leaders and we’re
actively looking at ways to do this.
We are making progress. For the first
time we have been listed as a Times
Top 50 Employer for Woman 2018. We
know there is more to do to reach our
target of 50:50 gender balance and we
are determined to get there by 2020.
We reported a gender pay gap of 7.6%
against a national average of 18.4%.
We want to do better and have pledged
to close the gap also by 2020.

The participants of Creative Access

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F I N A N C E , P E O P L E A N D O P E R AT I O N S

Mind Over Marathon led our Minds Matter

season looking at mental health

All BBC staff will have

unconscious bias
training and we have
developed a new
disability awareness
training package for
managers and staff.

Black, Asian and Minority Ethnic (BAME) which is aimed at potential leaders from
representation is currently 14.8% across underrepresented backgrounds and this
2017 CREATIVE DIVERSITY the workforce and 10.4% are within year we have doubled the number of places
NETWORK AWARDS leadership roles. The BBC is one of 66 on our award-winning BAME development
employers and the only broadcaster and mentoring programme, RISE.
At the 2017 Creative Diversity and media organisation which made the
Network Awards, the BBC won A truly inclusive culture means everyone
2017 Best Employers for Race listing.
a total of six awards, many of feels comfortable to bring their whole
which highlighted the diverse However while our workforce figure is selves to work. Over 98% of our workforce
nature of our content. close to our 2020 target (15%), we are a has given us information about their
long way from our leadership target (also ethnicity, 94% about their disability
—— Drama: Damilola, Our Loved Boy 15%) and this requires attention. We also status and 84% have told us about
—— Factual: Life and Deaf recognise that the highest proportion of their sexual orientation. In our last staff
BAME staff are currently in the Professional census we saw a sharp increase in sexual
—— Production Company of the Year: Service and World Service Group areas, orientation and disability disclosure.
BBC Children’s In-House so we need to do more work to ensure there
Production We have mandated unconscious bias
is a spread across the whole of the BBC.
training for all staff and have developed
More detail, including a full breakdown of
—— Author/Creative: Levi David Addai a new disability awareness training
diversity by division, can be found in the
(Writer, Damilola, Our Loved Boy) package for managers and staff which will
Equality Information Report, on page 240.
be rolled out in 2018/19. We’ve doubled
—— Commissioner or Channel
There are six placements per year available the number of places on ELEV8, our
of The Year: BBC Three
on our BBC Clore Leadership programme mentoring scheme for disabled staff.
—— Diversity Champion: Damian
Kavanagh (BBC Three)
All staff and leadership: 31 March 2018
Workforce 31 March 2018 2020 target

Women (all staff) 47.7% 50%

Women (leadership) 43.3% 50%
Disability (all staff) 10.4% 8%
Disability (leadership) 9.5% 8%
BAME (all staff) 14.8% 15%
BAME (leadership) 10.4% 15%
LGBT (all staff) 11.0% 8%
LGBT (leadership) 12.0% 8%

80 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Extend, a work placement scheme BBC Class Act is a new nationwide

for people with disabilities provides search and skills programme for disabled
just over 20 people six months acting talent. Launched in 2017, we
of paid work with the BBC. received 330 auditions and 32 actors
with varying levels of experience were
Socio-economic diversity remains a
selected to be part of the programme and
high priority for the BBC and is one
attended a showcase bringing together
of the four key areas we are focusing
content makers, casting executives
on. In our last staff census for the first
and agents from across the industry.
time we asked questions on individuals’
social economic background. Radio 3 has increased the number of female
record reviewers to over 50% on its weekly
Most recently, the BBC was ranked at 28
show in order to increase the range of
amongst the top 50 UK employers in the
voices and has also committed to recording
Social Mobility Index for taking the most
and broadcasting a previously un-recorded
action to improve social mobility in the
work each from five ‘forgotten’ female
workplace. We are the only broadcaster
composers with the BBC Orchestras and
to publish this data and listed within
Choirs. Chineke!, the UK’s first majority
the index. Our apprenticeships schemes
BME orchestra, made their BBC Proms
are a great way to ensure greater social
debut this year which included a BBC Radio
mobility within the organisation.
3 commission for the Proms from composer
On-air and behind the camera diversity Hannah Kendall, while Sheku Kanneh-
BBC Television and Radio is now more Mason who won the prestigious BBC Young
diverse than ever, with countless examples Musician competition in 2016 has since
which reflect the diversity of the nation regularly featured across our airwaves.
we serve. At the end of March 2018, we
Elsewhere the Asian Network’s Comedy
published our first Diversity Commissioning
Nights are championing diverse talent
Code of Practice as part of our commitment
and Radio 1 and 1Xtra’s output for young
to increase diversity on and off air to
people, are examples of services that
reflect and represent today’s UK. The
have already led the way and serve a wide
new Code of Practice puts diversity at
range of communities in different ways.
the heart of the BBC’s commissioning
processes and reporting framework across Sharing our first on-screen and behind
TV, radio, online and digital content, the camera (off-screen) report for all
standardising the approach across all our suppliers is an important milestone
output for the first time, so action on in our commitment to improving the
diversity is agreed and progress checked. measurement of diversity across our TV
content and reporting progress against our
targets. We have used Diamond to do this.
380 people on new BBC Two drama Man In An Orange Shirt,
talent schemes part of our Gay Britannia season
Diamond is an online tool used by the
BBC, ITV, Channel 4, Channel 5 and Sky
across the BBC. to obtain consistent diversity data on
programmes. The initiative is supported by
Pact and Creative Skillset, and delivered
through the Creative Diversity Network.
We know the diversity of production
teams and who our audience see and
hear in our programmes is vital to how
we reflect modern Britain. The Diversity
and Inclusion Strategy we launched in
2016 made clear our firm commitment
to change by 2020 and aim to have:
—— 50% women on screen, on-air and in
lead roles across all genres from drama
to news;
—— 15% black, Asian and ethnic minorities
on screen, on-air and in lead roles
across all genres;
—— 8% disabled people on-screen and
on-air including some lead roles; and
—— 8% LGBT on screen portrayal including
some lead roles.

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F I N A N C E , P E O P L E A N D O P E R AT I O N S

The MAMA Youth trainees

This first publication of our Diamond data Actual on and off-screen diversity: Perceived on-screen diversity:
provides an initial view of the progress 1 April 2017 to 31 March 2018 1 April 2017 to 31 March 2018
we are making towards our targets. The Data provided from contributions Data input by production companies
data represents 29% of all network by individuals who have a role taking a viewer’s perspective
hours transmitted from 1 April 2017 in eligible programmes. of what they see and hear.
to 31 March 2018 on BBC One, BBC Actual Actual Perceived
Two, BBC Four, CBBC and CBeebies. off-screen on-screen on-screen
BBC Three online content and news Female 53.8% 52.3% Female 42.6%
programmes are excluded although work
is underway to collect data for both. The BAME 8.6% 27.3% BAME 20.7%
principle is that everyone who works on a Disabled 5.4% 7.4% Disabled 5.1%
programme is invited to submit diversity
LGB 12.3% 10.5% LGBT 5.2%
data; currently we are only able to report
on the 26% of individuals who have Trans 0.1% 0.6% Trans 0.1%
shared their data. We are working with Number of Number of contributions* 244,829
all our suppliers to increase returns. contributions* 73,523 27,777
% for whom diversity
The off-screen data includes internal and characteristics were
external suppliers and highlights the need determined 82.5%
for greater progress across the industry.
Notes:
The publication of our Diversity Code of Data includes 29% of all network hours transmitted from 1 April 2017 to 31 March 2018.
Practice sets out how we are continuing to Programmes commissioned before 15 August 2016 are not included.
work with content producers to increase Data is based on internal and external suppliers.
Of those who were invited to submit diversity data, we have a 26% response rate.
the diversity of production teams. Channels: BBC One, BBC Two, BBC Four, CBBC, CBeebies (Excludes: BBC Three online content, news programmes,
BBC News and BBC Parliament).
Reporting period covered: 1 April 2017 to 31 March 2018.
Date report was generated on: 14 May 2018.
Data source: Diamond/Silvermouse.
* An individual may make multiple contributions to a programme or programmes.

For more information on Diamond see: creativediversitynetwork.com/diamond/

82 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

Our partners

Top 10
We believe we can make the most
impact by working collaboratively with Best
our partners within and outside the
industry in order to deliver our diversity Employers
commitments. The BBC is working
closely with the Creative Diversity for Race
Network to encourage participation
across the industry of Diamond.
List 2017
We continue to meet with the Director- Only broadcaster/ VERCIDA –
General’s Diversity Action Group to media organisation Gender and
increase awareness and engagement of BAME Employer
the range and scale of diversity initiatives.

Top 100 2nd

With regard to socio-economic diversity,
we continue to work with Bridge Group
on further analysis of our social diversity
data. We’re also working with The
Business Disability Forum to ensure
that we have a culture that is accessible
and fit for purpose for disabled staff.
Aimed at potential leaders from under-
represented backgrounds, the BBC Clore
Apprenticeship LinkedIn Top
Leadership Programme has run for the
Employers List Companies list
past three years. A total of 16 employees
2018
have taken up their 12-month placement
which includes personalised development.

Top 50 Top 3
Over the summer of 2017 we hosted nine
interns from Leonard Cheshire. The scheme,
run by the charity, seeks to create career
opportunities for young disabled people
through three-month work placements.
We once again teamed up with Creative
Access, a social enterprise that focuses
on finding internships within the
creative industries for young people The Times, Top The Open University
from black, Asian and other non- 50 Employers for Award for Macro
white minority ethnic backgrounds. Women 2018 Employer of the Year
Through the MAMA Youth Project we
provided 20 four-week placements in
mid-June for 18-25 year olds from under-
represented groups or with limited
educational or employment opportunities.
Top 50
The Felix Dexter bursary offers two six
month traineeships and bursaries for
two high potential comedy writers from
BAME backgrounds. Similarly, the Caroline
Aherne Bursary is aimed at northern
female comedy writers and performers.
Social Mobility
Employer Index
We’ve signed up to the Tech Talent Charter 2017
to demonstrate our commitment to
implement IT industry guidelines for diverse
hiring. We’ve also renewed our membership
with WISE to help work towards increasing
the number of women in the tech sector.

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F I N A N C E , P E O P L E A N D O P E R AT I O N S

Charitable work
The BBC has been broadcasting appeals
for charities since 1923 and they are an
important part of our remit as a public
service broadcaster.

£50m
A phenomenal £50 million was
raised for BBC Children in Need, its
highest ‘on the night’ total to date.

BBC Media Action

BBC Media Action is the BBC’s international
development charity. It makes TV, radio
and multimedia content, and mentors
journalists and broadcasters to help people
in some of the poorest parts of the world.
As a result of BBC Media Action’s work
BBC Children in Need
people understand more about their rights
and responsibilities; are better able to
Alongside support for our two corporate documentary, Saying Goodbye, which gave improve their livelihoods; and take action
charities – BBC Children in Need and a voice to a number of brave children to protect their health and that of their
BBC Media Action, and partnerships and young people facing bereavement. families. In places affected by conflict and
with Comic Relief and St Martin-in-the- The One Show’s Rickshaw Challenge saw social tension, it helps to bridge political,
Fields – there are weekly and monthly presenter Matt Baker and a team of young ethnic and social divides by providing
appeals for a broad range of charities. people determinedly pedal an epic 500 trusted platforms for discussion.
Over £94 million was raised by the miles from London to Glasgow, and BBC
In 2017/18 the charity and its partners
BBC in the financial year 2017/18. colleagues across the UK embarked on
ran 88 projects in Africa, Asia, the Middle
their own fundraising adventures, from
BBC Children in Need East and Eastern Europe. This included
BBC Somerset’s Great Wellington Walk to
BBC Children in Need exists to find supporting families to vaccinate their
BBC Radio Lancashire’s Pedal for Pudsey.
and fund inspiring ideas that change children against polio in Nigeria and
children’s lives. With the support of the All of this culminated in the BBC Children Afghanistan, helping more premature
BBC, the charity is currently funding in Need Appeal Show broadcast on BBC babies to survive in Kenya, and delivering
over 2,600 projects which tackle the One. Featuring inspiring stories of young vital information to people living in
diverse and complex challenges faced people overcoming challenges in their drought-stricken regions of Somalia. It
by young people all around the UK. lives, the programme struck a chord responded to emergencies including the
with many generous supporters around Rohingya refugee crisis in Bangladesh
In 2017, people from every corner of the
the UK. A record-breaking ‘on the night’ and devastating flooding in Sierra Leone
UK united to make a positive difference
fundraising total of around £50 million and South Asia. Here, BBC Media Action’s
to the lives of disadvantaged children
was announced at the end of the show. In training for local broadcasters gave them
and young people. As always, the BBC
2017/18 Stevie Spring stepped down as the skills to make radio programming that
supported the annual BBC Children in
BBC Children in Need Chair having served gave vital information to those affected
Need appeal through a host of dedicated
three consecutive three-year terms. Since in the immediate aftermath and beyond.
programming and activities. This included
being appointed to the board of trustees
Radio 2’s fundraising led by Chris Evans; In Sierra Leone a third of the population
in 2008, Stevie has helped the charity raise
special editions of Countryfile, DIY is under 35, there are high levels of
over £470 million to change the lives of
SOS and The Big Life Fix, BBC Children youth unemployment and widespread
hundreds of thousands of disadvantaged
in Need Rocks the 80s; and a BBC One negative attitudes towards young people.
children and young people around the UK.
BBC Media Action’s award-winning

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 S T R AT E G I C R E P O R T

programming inspired people like Ishiaka Comic Relief

£94m
Amara, a former prisoner, to start 2018 saw the return of Sport Relief, Comic
small businesses or assume leadership Relief’s biennial fundraising campaign.
positions in their local communities. This culminated in a brilliant night of
“During my last release from prison I live TV on the BBC, broadcast from the
was fortunate to listen,” he said. “This home of BBC Sport in Manchester.
story has transformed me completely.”
Under the banner ‘Whatever Moves You’,
In India, where discrimination against Sport Relief set out to get people across
women is underpinned by deeply- the UK active, raise money and change
entrenched ideas about what men and lives. The whole BBC got behind this effort,
women ‘should be’, a multimedia project with great content full of purpose running Over £94 million was raised by the
encouraged young people to challenge across BBC TV, digital and radio outlets. All BBC in the financial year 2017/18.
these assumptions and stand up to peer the English regions ran their own activities,
pressure. A smartphone game called raising both funds and awareness – and for
‘Nugget’, aimed at young people, was the first time we had dedicated challenges
among the top ten most downloaded in Scotland and Wales, with comedian Des
games on Google Play in India. Clarke taking on his fears and the elements Over the course of Sport Relief, people
in a unique TRY-athlon and rugby legend across the UK got involved in countless
BBC Media Action is not funded by the
Gareth Thomas confronting a fear of ways. For the first time, Sport Relief used
licence fee and relies on donations from
heights to complete his first ever skydive. a new app to set the nation its very own
individuals, institutions and corporations.
challenge – to try to beat a billion steps
In 2017/18 it was supported by a As ever, there were amazing challenges.
a day during the week of Sport Relief.
range of funders including the Bill and Radio 1 got behind Greg James as he
Thanks to the popularity of the app, this
Melinda Gates Foundation, the UK’s cycled and hiked his way to the top of the
goal was reached on the final day of the
Foreign and Commonwealth Office, highest mountains in Wales, England and
campaign – a huge achievement and
Swedish International Development Scotland for Radio 1’s Gregathlon: Pedal
a demonstration of the ability of new
Cooperation Agency (SIDA), the UK’s to the Peaks, despite coming face to face
technologies to bring people together in a
Department for International Development with ‘The beast from the East’ and some
collective effort. Around the whole of the
(DFID), UN agencies and USAID. of the worst weather seen in decades.
UK, more than 10,000 schools, nurseries
Along the way he inspired an incredible
Total income in 2017/18 was £33 million. and youth groups took part in activities
conversation with listeners about mental
including running a mile, or daily challenges
health and raised more than £1 million.
Find out more – bbc.co.uk/mediaaction to get active throughout the week. In
Zoe Ball cycled from Blackpool to her addition to getting thousands of pupils
Broadcast appeals home in Brighton for The BT Sport Relief around the country active, schools are on
This year, the Radio 4 and BBC One Lifeline Challenge: Zoe’s Hardest Road Home. The track to raise an astonishing £4 million.
appeals have raised over £1.1 million for BBC One documentary it inspired showed
60 charities, with a wide range of causes To date, Sport Relief 2018 has raised
Zoe’s incredible courage as she faced up to
both in the UK and overseas. Charities almost £40 million and counting. This
her own personal tragedy and the loss of
are now sharing the impact stories of is thanks to the enduring generosity of
her partner to raise the profile of mental
their radio and television appeals here: the public, the fantastic support of a
health and male suicide. Her bravery has
http://www.bbc.co.uk/charityappeals/ huge array of talent from the sports and
already helped countless others to come
about/amounts-raised. These appeals entertainment worlds and the continued
forward to discuss their own experiences.
enable them to raise not just money but support of our really committed partners.
The public showed their support by helping
awareness of their work with a much wider her raise over £1 million for Sport Relief. External Scrutiny
audience, something which is particularly All charities featured on the BBC
valuable to smaller charities. Those that Last but not least, The One Show got
are registered with the Charity
meet the criteria can apply for a BBC behind the ‘Mother of All Challenges’, with
Commission, who regulate and register
appeal here: http://www.bbc.co.uk/ new mum Alex Jones teaming up with
charities in England and Wales, or
charityappeals/appeals/apply-now amazing mothers from across the UK to
the relevant regulatory bodies in
raise the profile of maternal health, and
There is a separate selection process for Scotland and Northern Ireland.
almost £800,000 for Sport Relief. Each
broadcast appeals on BBC Television of these challenges raised vital money The BBC’s Appeals Advisory Committee
and Radio in Northern Ireland, which last for the work that Comic Relief funds (AAC) works with programme makers and
year broadcast 15 appeals and a special but, as importantly, the conversation the BBC across a broad range of charities,
Christmas-time appeal on loneliness. they inspired showed the bigger impact scrutinising governance to ensure legal
The BBC Radio 4 Christmas Appeal that Comic Relief’s unique approach and compliance and best practice. The selection
with St Martin-in-the-Fields, now in partnership with the BBC makes possible. of all charities for broadcast appeals is
its 91st year, set a new record, raising a rigorous process and applications are
The campaign finished with a night of
over £3 million. The charity works with scrutinised by independent experts, before
live BBC television. Through the evening,
homeless people and those at risk final decisions are taken by the AAC.
the entertainment was interspersed with
of homelessness across the UK. truly compelling films showcasing some More information about the Committee
The BBC also broadcast a Rohingya of the amazing projects that Comic Relief can be found at: bbc.co.uk/charityappeals/
Crisis appeal for the Disaster supports in the UK and around the world. about/appeals-advisory-committee.
Emergency Committee, helping
towards a total of £26 million.

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F I N A N C E , P E O P L E A N D O P E R AT I O N S

Environmental sustainability
In 2017/18, our programmes, such as Blue Planet II, have brought
captivating environmental and sustainability issues direct to
audiences around the world, raising awareness and helping lead
change. Within the BBC we have continued to reduce our
environmental impacts, cutting carbon, recycling more and
raising awareness with the people we work with.

Programmes including EastEnders were recognised for reducing their environmental impact
Our programme-makers have assessed
their carbon footprint and are taking
action to reduce it
We have continued to promote sustainable
ways of working across the industry,
especially through sustainable production.
Since April 2017, 39% of programmes
commissioned by BBC Content and
BBC Children’s have calculated their
carbon footprint using the BAFTA
‘Albert’ calculator. 122 programmes,
including Blue Peter, The Winter Olympics,
Two Doors Down, EastEnders, Who Do
You Think You Are and Peaky Blinders
achieved Albert sustainable production
certification to recognise their efforts
in reducing environmental impact.
We are reducing environmental impacts,
recycling more and raising awareness
In 2017/18 the majority of our UK sites
began using renewable electricity, which
sharply reduced our carbon footprint
by 80%. Our energy consumption has
reduced by 3% because of changes
to our property portfolio and gas
boiler efficiency improvements.
We are now recycling more than ever before
(69%) and have reduced the overall volume We are also proud of our story-telling within We have defined new environmental
of waste by 19%. We believe our work in the BBC. During February 2018 we were targets against a 2015/16 baseline as
training our staff and raising awareness has inspiring and educating BBC staff in Media outlined in the table. The new targets
largely contributed to these successes. City UK to live and work more sustainably stretch the BBC to further reduce the
as part of a special sustainability season. energy we use, to reduce greenhouse gas
In February 2018 the Director-General
emissions and improve recycling. As part of
announced an intention to eliminate single- We have set a new strategy with clear
the target setting process we worked with
use plastic from our operations. By the end targets to continue to build on our
the Carbon Trust to set a carbon reduction
of 2018, single-use plastic consumables – achievements and position the BBC
target in line with an internationally
such as cups and cutlery – will be removed for the future
recognised ‘science-based’ methodology.
from our offices. We will then remove single ‘Greener Broadcasting’ is the BBC’s
use plastic containers from catering outlets approach to creating a positive Our purchase of renewable electricity has
by 2019 and single use plastic in all other environmental impact. We will achieve enabled us to exceed the initial target and
areas by 2020. Our MediaCityUK campus this through reducing the direct will position us well for the future. We’ll
is an early leader, having already removed impact from our operations and keep the targets under review and ensure
single-use plastic from its catering facilities staff, building partnerships to drive they remain relevant and challenging.
and introduced schemes for waste food a sustainable industry and using our
collection and coffee cup recycling. unique position to provide our audience
with inspiring and engaging content.

86 BBC Annual Report and Accounts 2017/18 Return to contents

 S T R AT E G I C R E P O R T

The table below describes the targets we are aiming for by 2022, along with progress we have made to date. We will continue to take
action in these areas and report annually on our progress. Where we have already exceeded our targets we will review, within the next
year, our ambition for future years.
Greener BBC targets and measures Target/measure by 2022 (baseline 2015/16) Progress 2017/18 vs 2015/16

CO 2 e Reduce Reduced by

24% *
80%
Energy Reduce Reduced by

10% 3%
Waste Reduce Reduced by

10% 19%
Recycle Recycled

75% 69%
‘Zero waste to landfill’ Waste to landfill

11%
No single-use plastic by 2020 In progress

Programmes
100%
albert calculation
39%
calculated

25%
production carbon albert certified
23%
certified

122
programmes

* CO 2 e reduction target addresses scope 1 and 2 emissions, following sectoral decarbonisation approach science-based target methodology.

Below we describe our greenhouse gas emissions and carbon intensity (gross and net), which we monitor and disclose annually.
Greenhouse Gas Emissions 2017/18 ‘Gross’ emissions ‘Net’ emissions

Greenhouse gas emissions

(tonnes CO 2 e emissions, scope 1 and 2) 75,713 19,474
Carbon intensity
(tonnes CO 2 e emissions/total group income £m) 15.0 3.8
Greenhouse gas data is for UK-based and representative World Service bureaux. ‘Gross’ emissions uses location based grid average factor, ‘Net’ accounts for renewable electricity
purchase for the UK.

Further information and explanatory notes can be found at bbc.co.uk/responsibility/environment.

The Media City

campus in Salford is an
early leader having
already removed single
use plastic from its
catering facilities.

Return to contents BBC Annual Report and Accounts 2017/18 87

G OV E R N A N C E

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

p.90 p.92 p.93

BBC Board Governance Report Remuneration Report
The Board is responsible for ensuring the BBC We comply with corporate governance This report sets out the BBC’s remuneration
fulfils its mission and public purposes as set best practice. policy for executive directors and details the
out in the Charter. annual remuneration received by the members
of the BBC Board and Executive Committee
for the 2017/18 financial year.

BBC Newsroom, New Broadcasting House in London

88 BBC Annual Report and Accounts 2017/18 Return to contents

 G OV E R N A N C E

p.101 p.109 p.118

Pay disclosures Audit and Risk Committee Report Editorial Guidelines and Standards
Under the terms of our Charter we are This reviews and maintains oversight of the Committee Report
required to publish the names of people BBC’s corporate governance, particularly with The committee is responsible for developing
working for the BBC who are paid more than respect to financial reporting, internal control and ensuring compliance with the BBC’s
£150,000 from licence fee revenue. and risk management. editorial guidelines.

Read more at: bbc.co.uk/

aboutthebbc/insidethebbc/
howwework/accountability

Return to contents BBC Annual Report and Accounts 2017/18 89

G OV E R N A N C E

BBC Board
The Board is responsible for ensuring the BBC
fulfils its mission and public purposes as set out
in the Charter. It replaced the two-tier structure
of the BBC Trust and the BBC Executive Board
as the Corporation’s governing body from
3 April 2017.

The Board is chaired by Sir David Executive Committee

Clementi and consists of ten non- Alongside the Board, the Director-
executive directors, including the General chairs an Executive Committee,
Chairman, and four executive directors, which is responsible for the day-to-day
including the Director-General. running of the BBC. Nine directors,
who manage large operational areas of
The Chairman and the four nations’
the Corporation, sat on this committee
non-executive directors are appointed by
during the year. The members were:
HM The Queen on the recommendation
of Ministers and the remainder of the Tony Hall, Director-General
Board are appointed by the BBC through
Anne Bulford, Deputy Director-General
the Board’s Nominations Committee.
Tim Davie, Chief Executive, BBC Studios
Full biographies of all Board members,
and Director, Global
including their other roles, can be
found on the BBC’s website: Valerie Hughes-D’Aeth, Group HR Director
bbc.co.uk/corporate2/insidethebbc/
managementstructure/bbcboard. James Harding, Director, News and
Current Affairs (resigned from the BBC
The Board delegates some of its in January 2018)
responsibilities to a number of sub-
committees and this section includes Mark Linsey, Director, BBC Studios
reports from those committees, which are Ken MacQuarrie, Director, Nations
predominantly made up of non-executive and Regions
directors, as required by the Charter.
Charlotte Moore, Director of Content
This is the membership of the Board as
at June 2018. Please refer to page 94 Matthew Postgate, Chief Technology
for further details of changes to Board and Product Officer
and Executive Committee membership
James Purnell, Director of Radio
during the year. Detail on members’
and Education
attendance at Board and sub-committee
meetings is set out on page 108. Fran Unsworth, Director, News and Current
Affairs (started in role in January 2018)
The Board member for Northern
Ireland is yet to be appointed, pending The Executive Committee is responsible for
a new Northern Ireland Executive. delivering the BBC’s services in accordance
with the strategy agreed by the Board, and
for all aspects of operational management.
Find out more: bbc.co.uk/aboutthebbc/
insidethebbc/managementstructure/
seniormanagement.

90 BBC Annual Report and Accounts 2017/18 Return to contents

 G OV E R N A N C E

Sir David Clementi Tony Hall , Lord Hall

Chairman of Birkenhead CBE
Director-General and
Editor-in-Chief

Anne Bulford OBE Simon Burke Tim Davie CBE Tanni Grey-Thompson,
Deputy Director-General Non-executive director Chief Executive Officer, Baroness Grey-Thompson
Chair, Audit and BBC Worldwide DBE
Risk Committee Non-executive director

Ian Hargreaves CBE Tom Ilube CBE Ken MacQuarrie Steve Morrison
Non-executive director Non-executive director Director, Nations and Regions Non-executive director
Chair, Editorial Guidelines Chair, Fair Trading Committee Member for Scotland
and Standards Committee Chair, Remuneration
Committee

Find out more: bbc.co.uk/

aboutthebbc/insidethebbc/
managementstructure/
bbcboard

Sir Nicholas Serota CH Dr Ashley Steel Elan Closs Stephens CBE

Non-executive director Non-executive director Non-executive director
Member for England Member for Wales

Return to contents BBC Annual Report and Accounts 2017/18 91

G OV E R N A N C E

Governance Report
We comply with corporate governance The BBC complied with the Cost of compliance
best practice requirements of its Charter which In 2017/18, the BBC incurred costs
The BBC’s corporate governance overrode the following principles of estimated at £19.3 million (2016/17:
framework is defined in its Charter and the the Corporate Governance Code: £15.6 million) to ensure that we
accompanying Framework Agreement. The complied with all relevant legislation.
—— Evaluation of the Chairman
Charter and Agreement can be found on This includes the BBC’s annual
(UK Corporate Governance Code
the BBC website at: bbc.co.uk/corporate2/ £11.6 million regulatory fee to Ofcom.
principle B6.3).
insidethebbc/managementstructure/
Regularity
bbccharterandagreement. —— Re-election of Directors (UK Corporate
The management of all of the BBC’s
Governance Code principle B.7).
The Charter requires the BBC to have resources must accord with the provisions
regard to generally accepted principles —— Responsibility for making a of the Charter, Framework Agreement
of good corporate governance. Although recommendation on the appointment, and other agreements the BBC enters into
the BBC is not a listed company, it has reappointment and removal of the with Government Ministers. Transactions
opted to apply best practice and follow external auditors (UK Corporate that meet the intended purposes and
the provisions of the Financial Conduct Governance Code principle C.3.7). are in line with relevant authorities are
Authority’s Listing Rules and the Financial considered to be ‘regular’; those that do
Reporting Council’s 2016 UK Corporate In addition, there are two areas where not meet these criteria are considered
Governance Code, where appropriate. the UK Corporate Governance Code is ‘irregular’. Fraudulent transactions and
This delivers the governance standards not relevant to the BBC; these are: fines or penalties are treated as ‘irregular’.
applicable to companies quoted on Make-up of remuneration (UK Corporate In addition to the NAO’s review of
an EU regulated stock market. Governance Code principle D.1.1): regularity, Internal Audit conducted a
The BBC has fully complied with the The BBC sets levels for executive review of the BBC’s regularity compliance
corporate governance requirements remuneration that should be sufficient to framework, including the processes,
of the Charter and Agreement and has attract, retain and motivate directors of controls and assurance mechanisms
also substantially complied with the the quality required to run the organisation in place to manage the regularity risk
UK Corporate Governance Code. There successfully, in line with this principle. in areas assessed as being at greatest
are a number of components of the UK However, this principle also requires risk of irregularity. The scope of the
Corporate Governance Code that are either aligning executive remuneration to the review considered the appropriate use
not appropriate to the circumstances of notion of enhancing shareholder value by of licence fee money, the assessment
the BBC or where compliance with the making performance-related elements of material changes, operating within
BBC’s Charter or Agreement overrides of remuneration a significant proportion borrowing limits and the risk of fraud.
compliance with the UK Corporate of total remuneration. Due to the BBC’s No material exceptions were identified as
Governance Code, and these are set out licence fee funding and its status as a public a result of this review and management
below. During 2017/18 the BBC’s Charter corporation, the BBC has determined that are not aware of any transactions that
overrode the UK Corporate Governance the amount of variable (or performance- could be considered as irregular.
Code in relation to the governing bodies. related) remuneration that may be earned
by staff within the public service should See page 169 for the NAO’s opinion
The BBC was previously required to have a be limited. There is no variable pay for on regularity.
two-tier governance structure, consisting any BBC Public Service executive director
of the BBC Trust and the Executive Board. and bonuses are not paid. Tim Davie
On 3 April 2017, following the granting received an element of performance-
of a new Charter, this arrangement was related pay in his role as Chief Executive
replaced by a single Board. During the year, Officer of BBC Worldwide, as did Mark
the Board conducted an external review Linsey in his role as CEO, BBC Studios.
of its effectiveness and performance, to
ensure the new governance arrangements Interaction with shareholders (UK
under the Charter were working well. The Corporate Governance Code principles
review took views from all members of B.7.1, B.7.2, D.2.4 and section E):
the Board and made recommendations The BBC is not a profit-oriented
that have been considered by the Board. company with shareholders and so
provisions relating to interaction
with shareholders do not apply.

92 BBC Annual Report and Accounts 2017/18 Return to contents

 G OV E R N A N C E

Remuneration Report
Remuneration Committee As well as pay, the BBC is also looking at During the year BBC Studios was launched
Chair’s statement how different groups in its staff population as a commercial subsidiary of the BBC
The last year has seen a significant progress into senior leadership roles. and the Committee has overseen the
amount of scrutiny and attention paid Five workgroups have been set up under integration of previous incentive schemes
to issues of pay in the BBC. As the newly senior BBC directors to look at ways to in BBC Studios and BBC Worldwide
formed Remuneration Committee of help women, employees from a BAME into one new combined system.
the BBC Board, we have worked with background, disabled staff, LGBT staff and
Overall, the Remuneration Committee
BBC management to ensure that as to retain inclusivity across socio-economic
continues to explore ways to attract
much as possible is being done to backgrounds. Current performance
and retain the very best talent,
address these issues, including the against BBC staff targets is set out in
in all areas of staff, in extremely
need to increase the number of senior the table below. This shows that good
competitive media markets, whilst at
female staff, closing the gender pay gap progress is being made, but that more
the same time safeguarding licence
and ensuring that the BBC is a fairer, focus is needed on getting BAME staff
fee payers’ value for money.
simpler – and better – place to work. and women into senior leadership roles.
Following the publication of the Annual All staff and leadership: 31 March 2018
Report and Accounts last year, a great Workforce 2018 2020 target Steve Morrison
amount of attention was focused on Chair
issues of gender pay, equal pay and pay Women (all staff) 47.7% 50%
21 June 2018
fairness, both in the BBC and in the UK as Women (leadership) 43.3% 50%
a whole. The BBC commissioned a number
Disability (all staff) 10.4% 8%
of reports – including an equal pay audit,
conducted independently and overseen by Disability
Sir Patrick Elias QC – and also published its (leadership) 9.5% 8%
statutory report on the gender pay gap. BAME (all staff) 14.8% 15%
The Remuneration Committee noted BAME (leadership) 10.4% 15%
that these reports found no evidence
LGBT (all staff) 11.0% 8%
of systemic discrimination in pay based
on gender. The BBC’s reported median LGBT (leadership) 12.0% 8%
gap of 9.3% for 2017/18 compares
to a national average median gap The Committee also continues to
of 18.4% and the information and monitor progress against senior manager
communications industry published paybill and headcount targets set under
average median of 17.4%. Nevertheless, the former BBC Trust in 2011. In the
these reviews – along with the individual last year, the senior manager paybill,
cases raised by members of staff – drew including Board members, has reduced
attention to a number of instances by a further £4.5 million to £37.7 million
that required further consideration. and senior manager numbers have
reduced by a further 42, to 270.
Consequently, the BBC conducted a
number of initiatives during the year: We are required to publish a full list of
all individuals who have been paid over
—— a review of pay in the World Service
£150,000 during the year from licence fee
and BBC Monitoring, looking at how
funds. This year, we have chosen to present
pay ranges in these areas compare with
this information in narrower £10,000
Network News and the wider market.
bands, to aid transparency. The disclosures
After this review a number of steps
this year show that some progress has
were taken to align World Service pay
been made in closing the gap between
with Network News;
the top paid men and women. It is also
—— continued work, along with the joint pleasing to see the recent announcement
unions, to modernise the BBC’s Terms of a lowered gender pay gap for the
and Conditions, to make them simpler reporting year 2018/19, of 7.6%.
and more consistent;
However, as a Committee we are clear
—— continued work to implement a single that the pace of this change needs to
Career Path Framework in the BBC, improve and we expect to see the gap
with job pay ranges which allow staff to close further. We also think more could
see where they sit in the pay range of be done to provide greater clarity in the
their cohort of colleagues; disclosure lists. As such, we have asked
the BBC management to provide further
—— a review of pay of the BBC’s on-air information and context to enable readers
presenters, on-air editors and to understand the work undertaken by
correspondents; and individuals in the year. We have also asked
—— a commitment to review cases raised that more be done to show the impact of
by individuals affected by changes to changes that continue to be made. This
the HMRC’s tax status assessment for information is published here, alongside
freelance presenters and contributors. the full disclosure list for 2017/18.

Return to contents BBC Annual Report and Accounts 2017/18 93

G OV E R N A N C E

Remuneration report The BBC operates within a fast-changing Progress continues to be made towards
This report sets out the BBC’s remuneration market with intense competition for these goals, including the phased
policy for executive directors and details talent, and dramatic growth among diminution of historic differences in
the annual remuneration received by the some new media companies offering approaches to pay and benefits between
members of the BBC Board and Executive highly attractive packages. It is worth senior and other staff.
Committee for the 2017/18 financial year. noting that we continue to significantly
The BBC has undertaken several initiatives
It has been prepared on the basis that the discount our senior salaries to the market,
over the course of the year, including the
requirements of the Large and Medium- despite the fact that we are operating
launch of a set of pay principles across the
sized Companies and Groups (Accounts in increasingly competitive commercial
organisation, to ensure remuneration is fair,
and Reports) Regulations 2013 and Listing markets for the best and brightest talent.
consistent, transparent, competitive and
Rules apply to the BBC wherever these
We believe that the initiatives we have clear. Reward continues to be at the
disclosure provisions are relevant. The
undertaken will ensure the organisation forefront of our agenda: the BBC receives
sections on pensions and remuneration
continues to be able to appeal to all those regular feedback regarding senior pay from
received by this group have been audited
who are excited about the opportunities employees during annual pay negotiations
by the NAO, the BBC’s statutory auditors.
of working in public service broadcasting. through the trade unions and via the annual
Executive summary staff engagement survey. This feedback is
Remuneration Committees: constitution
This is the first remuneration report considered when setting the pay strategy
and operation
made under the new Charter and for the executive directors. When reviewing
The Remuneration Committee, since 1 April
Agreement. As part of the reorganisation the pay for the executive directors, the
2017, has been responsible for setting the
of the Corporation, there were a number Committee considers each component of
remuneration strategy for the BBC Board
of changes to the Board in the last the total remuneration package broken
and for all aspects of the remuneration of
year, both in terms of structure and down as follows across the page.
the Executive Committee and the non-
membership. For the purposes of this
executive directors. Its members are non- How does the executive pay policy in the
report, executive directors are classed
executive directors: Steve Morrison (Chair), Public Service differ from that for all other
as those who sit on the Board along with
Tanni Grey-Thompson and Nicholas Serota. BBC employees?
the other members of the executive
Bonuses have not been paid to executive
committee (see page 90 for details). Complying with the UK Corporate
directors in the Public Service since 2008,
Governance Code 2016, the Remuneration
Under the new Charter, the BBC is now and the BBC has moved away from the
Committee takes specialist advice
subject to a new governance structure, previous two-tier benefit structure by
from external professional advisers
led by a single BBC Board. The Board is phasing out private medical insurance and
on some matters, particularly those
supported by the Executive Committee, car allowances. No new executive director
relating to market practice. During the
which is responsible for the operational has received these benefits since August
year, independent advice is received
leadership of the Corporation. Within the 2011. These changes have simplified
from Willis Towers Watson on matters
terms of the Charter, the Board is made and equalised pay arrangements across
related to market comparability
up of ten non-executive directors (the our employee population. A full range
of executive remuneration.
Chairman, five BBC appointees and the of benefits can now be purchased by all
four Nations representatives) and four The Senior Manager Remuneration staff at all levels of the organisation under
executive members – see pages 90-91 for Committee, established in September our flexible benefits arrangements.
more details. The Executive Committee 2012, has responsibility for aligning
Executive directors and senior managers
in 2017/18 was made up of ten members the operational needs of the BBC
are not entitled to the annual pay review
– the four Board members, plus the within the strategic framework set by
agreed with the Joint Unions and are not
Directors of Content, News and Current the Board and implemented by the
automatically entitled to any form of annual
Affairs, Radio and Education, Studios, Remuneration Committee. The Committee
increment or progression payment. Pay
HR and the Chief Technology Officer. has responsibility for approving any
decisions for executive directors can only be
remuneration, compensation or benefit
During the year, Elan Closs Stephens taken by the Remuneration Committee and
policy within the senior management
was appointed to the Board as the pay decisions for senior managers by the
pay strategy, which includes the
member for Wales. There were no other Senior Manager Remuneration Committee
review and approval of salaries for
changes to Board membership. On the to ensure consistency and fairness.
employees who earn over £75,000 per
Executive Committee, James Harding
annum (full-time equivalent basis).
left the post of Director, News and
Current Affairs in January 2018 and his Executive director pay components
place on the Executive Committee was The Remuneration Committee is
taken by Fran Unsworth. There were no committed to setting appropriate levels of
other changes to membership of the pay for executive directors that attract,
Executive Committee during the year. motivate and retain the best people to lead
the BBC and provide value for the licence
In 2017/18, there has been significant
fee payer. The BBC’s executive pay strategy
focus on pay at all levels of the BBC
is to be fair, transparent and broadly
allied to an increased rigour and
consistent with the approach to pay for all
consistency in the management of the
employees at the BBC.
whole workforce. Several initiatives have
been undertaken to ensure fairness
and transparency of pay decisions.

94 BBC Annual Report and Accounts 2017/18 Return to contents

 G OV E R N A N C E

Component Purpose and link to strategy Operation Maximum opportunity

Base pay Base pay is aligned to the market Three factors are used to There is no prescribed maximum
median for total direct remuneration determine the level of base pay salary or maximum increase.
(salary, annual bonus and set for an executive director:
annualised long-term incentive). —— would the rate be consistent with
the discounted market rate for
A discount of 50-80% against
the job?
total direct remuneration in the
—— does the personal performance of
commercial sector is applied
the executive justify the level of
to executive director roles.
base pay?
—— is the level affordable to the BBC
and not deemed excessive?
Variable pay Executive directors employed in Executive directors in the Public No executive director in the Public
the BBC’s commercial businesses Service are not entitled to Service has received a bonus since 2008.
are eligible for a performance- receive a performance bonus.
For 2017/18, two executive directors
related annual bonus funded by
Payment of a bonus in the BBC’s within BBC commercial businesses
the commercial business and not
commercial businesses is subject to participated in a bonus scheme.
the licence fee. It is reward for
the achievement of an overall target For the CEO BBC Worldwide, the
the achievement of short-term
based on a mix of headline profit maximum bonus payable is 70% of
strategic goals and profit growth.
and cash flow for their business. salary, where target bonus is 50%
of salary. For the CEO BBC Studios,
the maximum bonus payable is 50%
of salary, where target bonus is
45%. The Remuneration Committee
agreed this year that the new BBC
Studios should have a combined
incentive scheme with a target bonus
of 40% and a maximum of 50%.
Benefits Pensions are offered in Executive directors can elect Current policy provides a defined
accordance with the all-employee to join the defined contribution contribution scheme with no salary
pension arrangements. scheme LifePlan. cap and a maximum employer
contribution of 10% of salary.
In addition to pensions, the other main The BBC’s defined benefit scheme
contractual benefit is life assurance. is closed 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.
Executive directors are provided with
death in service life assurance cover
of two times their basic salary.
For members of either the BBC
Pension Scheme or LifePlan (the BBC’s
defined contribution plan), death in
service life assurance cover of four
times their basic salary is provided.
In April 2012, the BBC removed No executive director receives No executive director has
the car allowance benefit for all a car allowance. received a car allowance.
new executive directors to ensure
The Director-General is entitled to
that future policy aligns with
the use of a car and driver but has
arrangements for all BBC employees.
no entitlement to a personal car
allowance or fuel allowance. The
Chairman is subject to the same
arrangements. During 2017/18
access to these arrangements has
also been made available to all other
executive directors on a shared basis.
In April 2011, the BBC removed Executive directors who were The maximum level of cover
the private health care benefit already entitled to funded private offered is family cover.
for all new executive directors to medical insurance have retained it.
This is an historic benefit.
ensure that future policy aligns with
Executive directors who elected
arrangements for all BBC employees.
to take up funded private medical
insurance in 2017/18 were: Tim Davie,
Charlotte Moore, Mark Linsey, Ken
MacQuarrie and Fran Unsworth.

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G OV E R N A N C E

Component Purpose and link to strategy Operation Maximum opportunity

Employment Employment contracts of executive There is no contractual entitlement In the event of redundancy, all executive
contracts and directors have a maximum notice to any additional remuneration in directors are entitled to payments
severance period of six months, but are subject the event of early termination other equal to one month per year served up
to earlier termination for cause. than in the case of termination to maximum payment of £150,000.
for reason of redundancy.
Other There is no entitlement to Should any additional remuneration There is no prescribed maximum.
remuneration any other remuneration, so be proposed, full consideration is
no such payments in year. given to the reputational risk to
the BBC and any such payment
would require the approval of the
Remuneration Committee on a case-
by-case basis, prior to implementing.

Pension
Executive directors who joined the BBC before 1 December 2010 are eligible to continue to participate in the BBC Pension Scheme (the
Scheme), 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 between 4% and 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 salary
for 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 the
relevant criteria, automatically enrolled into the National Employment Savings Trust (NEST). The BBC and employees pay 1% of
qualifying earnings to NEST. 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 below.
Details of the BBC Pension Scheme are available at www.bbc.co.uk/mypension/.
BBC Pension Scheme Defined Benefit National Employment
Savings Trust (NEST)
defined contribution
LifePlan defined (auto enrolment
Scheme Old benefits New benefits CAB 2006 CAB 2011 contribution arrangement)

Date closed 30 September 31 October 30 November 1 January Open to Open to

1996 2006 2010 2012 all eligible all eligible
employees employees
Accrual 60ths accrual 60ths accrual 1.67% accrual 1.67% accrual BBC will BBC will
Adjusted in line Adjusted in line contribute a contribute 1%
with inflation with CPI maximum of of qualifying
10% of salary earnings
Salary Final pensionable Final pensionable Career average Career average
if employee (2017/18)
revalued earnings revalued earning
contributes
8% with lower
sliding scale
Normal 60 60 65 65 N/A N/A
pensionable age
Earnings cap Joined before Capped at Capped at Capped at Uncapped Minimum
1 June 1989 £154,200 £154,200 £145,800 earnings
uncapped, £5,876p.a.
capped otherwise Maximum
£154,200 earnings
£45,000p.a.
(2017/18)
Pensionable Limited at Limited at Limited at No restriction N/A N/A
salary growth 1% p.a. 1% p.a. 1% p.a.
before the
earnings cap
is applied
Employee 7.5% 7.5% 4% 6% Minimum 1% of qualifying
contribution employee earnings
(% of pensionable contribution
salary) is 4%

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 G OV E R N A N C E

BBC Board Annual

Remuneration Report
Annual remuneration of the BBC Board and Executive Committee – detail of remuneration
received (Audited)
The table below provides full details of the remuneration received by all BBC Board members for 2017/18. 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. As a result, prior year figures are not applicable for the Board.
Simon Burke, Ian Hargreaves, Tom Ilube and Steve Morrison are all chairs of various BBC Committees (see page 91). As chairs, they each
receive £5,000 per annum in addition to their base fees. The roles of chair commenced with effect from 1 May 2017 and their fees have
been pro-rated for the year accordingly. Elan Closs Stephens was appointed by DCMS to the new BBC Board effective 20 July 2017.
Fees shown are pro-rata.
BBC Board
Details of remuneration received (values in £000s)
2017/18 2017/18 2017/18
Appointment Appointment 2017/18 Taxable Pension related Performance 2017/18
term start date term end date Base pay benefits* single figure related Total

Non-executive directors
David Clementi** 16/02/17 16/02/21 £100 £14 £0 £0 £114

Simon Burke 03/04/17 03/07/19 £37 £0 £0 £0 £37

Tanni Grey-Thompson 03/04/17 02/04/21 £33 £0 £0 £0 £33

Ian Hargreaves 03/04/17 02/04/20 £37 £0 £0 £0 £37

Tom Ilube 03/04/17 02/04/20 £37 £0 £0 £0 £37

Steve Morrison 03/04/17 02/04/21 £37 £0 £0 £0 £37

Nicholas Serota 03/04/17 02/04/21 £33 £0 £0 £0 £33

Ashley Steel 03/04/17 02/04/20 £33 £0 £0 £0 £33

Elan Closs Stephens 20/07/17 19/07/20 £23 £0 £0 £0 £23

Total non-executive directors £370 £14 £0 £0 £384

Executive directors
Tony Hall** 03/04/17 n/a*** £450 £30 £0 £0 £480

Anne Bulford 03/04/17 n/a*** £435 £0 £0 £0 £435

Tim Davie**** 03/04/17 02/04/19 £400 £2 £41 £248 £691

Ken MacQuarrie 03/04/17 02/04/19 £250 £2 £0 £0 £252

Total executive directors £1,535 £34 £41 £248 £1,858
Total Board £1,905 £48 £41 £248 £2,242

* Taxable benefits: car allowance, private medical insurance and other taxable expenses.
** The Chairman and Director-General are entitled to a car and driver but have no entitlement to a personal car allowance or fuel allowance. During 2017/18 access to these
arrangements has also been made available to all other executive directors on a shared basis.
*** The roles of Director-General and Deputy Director-General are permanent members of the Board.
**** Tim Davie’s role as CEO, BBC Worldwide (now also BBC Studios Group) 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 an overall headline profit and cash for that subsidiary, with targets approved by the Remuneration Committee. The
performance-related remuneration relates to amount earned in the year.

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The table below provides full details of the remuneration received by all BBC Executive Committee members for 2017/18, compared to
the previous year. In previous years remuneration disclosures were provided for executive members of the former Executive Board.
Under the new governance arrangements details are now provided for all members of the BBC Executive Committee.
BBC Executive Committee members
Details of remuneration received (values in £000s)
Date appointed to Taxable Pension related Performance
Committee Year Base pay benefits single figure*** related Total

Tony Hall 02/04/13 2017/18 £450 £30 £0 £0 £480

2016/17 £450 £17 £0 £0 £467
Anne Bulford 21/06/13 2017/18 £435 £0 £0 £0 £435
2016/17 £424 £0 £0 £0 £424
Tim Davie* 01/11/12 2017/18 £400 £2 £41 £248 £691
2016/17 £400 £2 £40 £223 £665
Ken MacQuarrie 22/09/16 2017/18 £250 £2 £0 £0 £252
2016/17 £131 £1 £0 £0 £132
Valerie Hughes-D’Aeth 01/08/14 2017/18 £310 £0 £0 £0 £310
2016/17 £310 £0 £7 £0 £317
Mark Linsey* 26/04/16 2017/18 £340 £2 £50 £136 £528
2016/17 £316 £2 £41 £0 £359
Matthew Postgate 01/04/16 2017/18 £310 £0 £34 £0 £344
2016/17 £310 £0 £44 £0 £354
Charlotte Moore 06/07/16 2017/18 £333 £2 £36 £0 £371
2016/17 £233 £2 £31 £0 £266
James Purnell 19/03/13 2017/18 £295 £0 £25 £0 £320
2016/17 £295 £0 £30 £0 £325
Fran Unsworth** 01/01/18 2017/18 £85 £0 £0 £0 £85
2016/17 – – – – –
James Harding** 12/08/13 2017/18 £283 £0 £26 £0 £309
Left 31/01/18 2016/17 £340 £0 £34 £0 £374
Total Executive Committee 2017/18 £3,491 £38 £212 £384 £4,125
2016/17 £3,209 £24 £227 £223 £3,683

* Tim Davie’s role as CEO, BBC Worldwide (now also BBC Studios Group), and Mark Linsey’s former role as CEO BBC Studios are both funded entirely by the BBC’s commercial
revenues and are not paid for or subsidised by the licence fee. Payment of any bonus is subject to the achievement of an overall headline profit and cash for that subsidiary,
with targets approved by the Remuneration Committee. The performance-related remuneration for both Tim Davie and Mark Linsey relate to amounts earned in the year.
** James Harding left the BBC on 31 January 2018, after a handover period with the incoming Director of News, Fran Unsworth, who joined the Executive Committee on 1 January
2018. Their remuneration (including taxable benefits) is shown pro-rata for the period shown in the table.
*** Employee pension contributions are ordinarily made via 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.

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Total remuneration (values in £000s) 2017/18 2016/17*

Total Executive Committee (including Board Executive Directors) £4,125 £3,683

Board non-executive directors £384 £205**
Total Trustees N/A £535
Total annual remuneration £4,509 £4,423

* We are operating under a different governance structure to 2016/17, comparisons may not be exact with previous years. We are electing, voluntarily, to publish Executive
Committee director salaries alongside the Board.
** As part of the new governance structure, all non-executive directors have been appointed since 3/4/17 therefore there is no data to show for 2016/17. The figure of £205,000
is representative of the previous non-executive body in place in 2016/17.

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

Accrued pension
31 March 2018 Accrued pension Director DB
(or retirement/ 1 April 2017 contributions
Age at leaving the Board (or joining the (via salary sacrifice) Pension related
31/03/2018 Section if earlier) Board if after) 2017/18 single figure

Tim Davie 50 CAB 2011 £15 £12 £9 £41

Mark Linsey 57 CAB 2006 £27 £24 £6 £50
Charlotte Moore 49 New benefits £28 £25 £11 £36
Matthew Postgate 43 New benefits £32 £29 £11 £34
Fran Unsworth 60 Old benefits £114 £113 £3 £0

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.
Mark Linsey joined the BBC on 1 May 2007. The pension figures shown include the period before he was appointed as an executive director.
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.
Fran Unsworth joined the BBC in 1983 and joined the Scheme on 1 July 1984. She was reappointed as an executive director on 1 January 2018, having previously been a director
in 2013. The pensions shown include the period before she was appointed as an executive director.

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Comparative pay across the BBC: how does executive director pay compare to that of other BBC employees?
In 2011 the BBC voluntarily agreed to report the top to median public service earnings multiple as proposed in the Hutton report
‘Fair Pay in the Public Sector’. Since 2011 the BBC has published these figures on an annual basis.
The table below provides a summary of the Director-General to BBC staff median earnings and executive directors to median earnings
figures since 2011. The sample group for the executive directors group has now expanded to include all those Directors on the Executive
Committee, as opposed to just the Board. The sample group for staff has also changed, to remove all those employed by BBC Studios,
as it became a commercial entity for 2017/18. As a result of this change, the Public Service staff median has lowered and the Director-
General multiple has increased from 10.2 to 10.7. Note that, had these employees not transferred, the Director-General multiple would
remain at 10.2, and the executive director multiple would decrease to 7.4.
2018 2017 2016 2015 2014 2013 2012 2011

Director-General earnings 10.7 10.2 10.4 10.7 10.9 11.0 16.5 16.8
Executive directors’ median
earnings 7.7 7.7 8.19 8.2 8.2 8.1 8.7 8.9

Earnings calculation includes: basic pay, bonus, continuing allowances, overtime and other non-continuing allowances. Median earnings figures are calculated using
Director-General and Executive Directors annual salaries.
These figures exclude the CEO, BBC Worldwide and CEO, BBC Studios, whose roles are funded entirely by the BBC’s commercial operations.

The table below provides a summary of the changes to the Director-General’s cash earnings for 2017/2018 versus the change in pan-BBC
median earnings over the same period. The drop in pan-BBC median earnings is driven by the exclusion of BBC Studios staff from the
median calculation for this year.
There have been no changes to the Director-General’s remuneration in 2017/18.
2017/18
(values in Change from
£000s) 2016/17

Director-General earnings £450 0%

Pan-BBC median earnings £42 -2%

* Note that the pan-BBC median earnings figure would remain at £44,000 had BBC Studios employees not transferred.

Severance
No severance was paid to executive directors during the year ended 31 March 2018.
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.
During the year one executive director held another remunerated external directorship, where fees were waived.
The BBC’s commercial businesses
During 2017/18, the BBC has staff employed with four commercial subsidiaries:
—— BBC Worldwide
—— BBC Studios
—— BBC Studioworks
—— BBC Global News Ltd
The remuneration policy for the subsidiaries includes the contractual provision of an annual bonus available to eligible staff, including
directors, and it varies between commercial entities. The full cost of base pay and annual bonus are self-funded by the commercial
revenues of each subsidiary company and are not subsidised by the licence fee.
Remuneration within the commercial subsidiaries is not governed by the BBC’s remuneration policy but is subject to the BBC’s
governance and approval processes.

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Pay disclosures
In 2016/17, c.25% of 2018/19 projections
presenters paid over show c.40% of
£150,000 were women presenters paid over
(excluding BBC Studios) £150,000 will be women

2017/18: A year of transition

The BBC is an organisation committed to equality and 2017/18 has been a year of transition towards that ambition.
In the following pages, we set out details of those individuals who received more than £150,000 from licence fee revenue. The Charter
requirement is simply to publish amounts paid during the year, for these individuals, set out in bands. In this report, though, we are going
beyond that requirement by publishing more detail of the work that on-air individuals, in particular, did for the remuneration they
received. We are doing this to improve transparency, and to aid comparisons.
This last year has seen considerable activity across the BBC to address the issues of pay and equality for our staff and for our highest-
paid on-air presenters. We completed our review of Terms and Conditions and developed a new pay framework for our news presenters.
So payments made during 2017/18 – which began in April 2017, now over 15 months before the date of this report – reflect an out-of-
date picture, and do not show all the changes we have been making recently.
That is why we are publishing not just those BBC presenters paid over £150,000 from licence fee revenue during 2017/18, but an
up-to-date summary snapshot showing where we are in June 2018, projecting ahead for the whole of 2018/19.
In projecting pay for 2018/19 at this point we are making some assumptions about the pattern of work throughout the next nine months.
We have relied on contractual commitments, pay data from June 2018 and any publicly known changes to programmes, roles and
schedules. Whilst we have reflected latest approved pay information in this analysis, we expect discussions with a few individuals to
continue. Given the provisional nature of this 2018/19 data, this table has not been audited by the National Audit Office but has been
subject to internal audit assurance procedures.
The table below shows significant progress in three key areas:
1. Across the BBC, we are projecting a c.60:40 male to female split in our highest-profile presenters in 2018/19, a shift from c.75:25
two years ago.
2. BAME representation in 2018/19 is projected to be c.20%, against our target of 15% by 2020.
3. The pay between men and women has narrowed, with the number of women paid over £200,000 increasing from 7 to 14, and the
number of men paid over £500,000 reducing from 5 to 3.
This time next year, we are confident that the position will again show more change. As we head into 2019/20, we expect the gender
balance of our most up-to-date snapshots in News and Radio will be close to 50:50. We aim to have reached 50:50 representation of
women as guests, contributors and experts across the BBC, as well as increased BAME representation. And whilst it remains the case
that the most highly paid individuals paid from licence fee revenue are men, the work we are doing to address this will also demonstrate
significant change next year.
It will require another year of hard, sustained effort. But it will be an important year as we build a BBC that is a standard-bearer for
equality, and that truly reflects the diversity of this country.
On-air talent paid more than £150,000 of licence fee revenue
2016/17
(excluding BBC Studios) 2017/18 2018/19
Number % Number % Number %

Men
£150,000–£199,999 18 16 14
£200,000–£299,999 12 11 16
£300,000–£399,999 4 3 4
£400,000–£499,999 5 7 4
£500,000+ 5 5 3
Women
£150,000–£199,999 7 12 14
£200,000–£299,999 6 8 12
£300,000–£399,999 1 2 2
£400,000–£499,999 – – –
£500,000+ – – –
Totals
Total Men 44 76% 42 66% 41 59%
Total Women 14 24% 22 34% 28 41%
Total 58 100% 64 100% 69 100%
Of which BAME 7 12% 10 16% 13 19%

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Report from the BBC Remuneration Committee of people paid more than £150,000 of licence
fee revenue in the financial year 2017/18.
On-air talent
Under the terms of our Charter, we are required to publish the names of individuals working for the BBC, paid more than £150,000 from
licence fee revenue in the financial year, set out in pay bands. These are shown by category: News, Radio, Sport, Television and presenters
who work regularly across multiple parts of the BBC. These figures also include payments from licence 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 and BBC Worldwide. Payments made by independent producers, royalties, repeat fees,
contractual recoverables and expenses are also excluded. In 2016/17 BBC Studios was part of the BBC’s licence-fee funded operations
and therefore individuals paid by BBC Studios were disclosed accordingly. Programme commitments have been drawn from contractual
commitments or other patterns of work, and have been stated to the nearest 10. These have been consistently disclosed for each principal
programme or genre. Single episodes have been excluded, unless this represents a significant part of an individual’s work.
News and Current Affairs
Principal programme Name Programme commitments Pay

Today John Humphrys c.140 programmes £400,000 – £409,999

Nick Robinson c.140 programmes £250,000 – £259,999
c.40 episodes of Political Thinking
Mishal Husain c.100 programmes £220,000 – £229,999
c.40 days for BBC One bulletins
From Our Home Correspondent
Sarah Montague c.140 programmes £160,000 – £169,999
Justin Webb c.150 programmes
World at One Martha Kearney c.180 programmes £200,000 – £209,999
PM Eddie Mair c.220 programmes £330,000 – £339,999
BBC News at Six and Huw Edwards c.180 presentation days for BBC One & £520,000 – £529,999
BBC News at Ten News Channel
Elections and News Specials
George Alagiah c.180 presentation days for BBC One £290,000 – £299,999
Fiona Bruce c.100 presentation days for BBC One £180,000 – £189,999
BBC News at One Sophie Raworth c.180 presentation days for BBC One £200,000 – £209,999
(including News at 6 and 10 cover)
The Andrew Marr Show Andrew Marr c.40 programmes £400,000 – £409,999
BBC One documentaries
c.20 editions of Start the Week
Newsnight Evan Davis c.110 days £250,000 – £259,999
The Bottom Line on Radio 4
Emily Maitlis c.100 days £220,000 – £229,999
Victoria Derbyshire Victoria Derbyshire c.220 programmes £210,000 – £219,999
BBC News Channel Ben Brown BBC News Channel £150,000 – £159,999
BBC One bulletin cover
International location work
Newsbeat Tina Daheley Newsbeat and News events £150,000 – £159,999
Cover for BBC Breakfast and Victoria Derbyshire
On-air Editors and Jon Sopel North America Editor £230,000 – £239,999
Correspondents Laura Kuenssberg Political Editor £220,000 – £229,999
Jeremy Bowen Middle East Editor £200,000 – £209,999
Amol Rajan Media Editor and the Media Show
Other programmes on BBC Radio
Katya Adler Europe Editor £170,000 – £179,999
Mark Easton Home Editor
James Naughtie Presenter and Correspondent
Kamal Ahmed Economics Editor £160,000 – £169,999
John Simpson World Affairs Editor
Simon Jack Business Editor £150,000 – £159,999
Fergal Keane Africa Editor
John Pienaar Deputy Political Editor and Pienaar’s Politics
Sarah Smith Scotland Editor and Sunday Politics

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Radio
Principal station Name Programme commitments Pay

BBC Radio 1 Nick Grimshaw c.230 editions of Radio 1 Breakfast Show £400,000 – £409,999
Radio 1 Big Weekend
Teen Awards
Scott Mills c.190 programmes on Radio 1 £280,000 – £289,999
Radio 1 Breakfast Show cover
Greg James c.230 programmes on Radio 1 £170,000 – £179,999
BBC Radio 2 Chris Evans c.200 editions of the Chris Evans Breakfast Show £1,660,000 – £1,669,999
Steve Wright c.220 editions of Steve Wright in the Afternoon £550,000 – £559,999
c.50 editions of Sunday Love Songs
Simon Mayo c.230 editions of Simon Mayo Drivetime £340,000 – £349,999
c.40 Kermode and Mayo on 5 live
Ken Bruce c.220 programmes on Radio 2 £300,000 – £309,999
Additional programmes on Radio 2
Mark Radcliffe c.200 editions of Radcliffe and Maconie £190,000 – £199,999
c.50 editions of the Folk Show
Jo Whiley c.180 programmes on Radio 2 £170,000 – £179,999
Moira Stuart c.200 appearances on Chris Evans Breakfast Show £160,000 – £169,999
c.30 programmes on Radio 2
Trevor Nelson c.50 Rhythm Nation on Radio 2 £150,000 – £159,999
c.140 programmes on 1Xtra
BBC Radio 5 live Nicky Campbell c.210 editions of 5 live Breakfast £410,000 – £419,999
c.210 editions of Your Call
Rachel Burden c.230 editions of 5 live Breakfast £150,000 – £159,999
Cover for Your Call
BBC 6 Music Lauren Laverne c.210 programmes on 6 Music £230,000 – £239,999
c.40 episodes of Recommends
Shaun Keaveny c.220 programmes on 6 Music £170,000 – £179,999
Multiple stations Stephen Nolan c.210 shows on Radio Ulster £400,000 – £409,999
c.20 editions of Nolan Live
c.30 Question Time Extra Time
c.120 Stephen Nolan on 5 live
Vanessa Feltz c.210 programmes on Radio 2 £330,000 – £339,999
c.230 programmes on Radio London
Jane Garvey c.140 Woman’s Hour programmes £150,000 – £159,999
c.20 programmes on 5 live
c.40 episodes of Fortunately

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Sport
Principal sport Name Programme commitments Pay

Men’s football Gary Lineker Match of the Day: Premier League and FA Cup £1,750,000 – £1,759,999
Sports Personality of the Year
Alan Shearer Match of the Day: Premier League and FA Cup £410,000 – £419,999
Ian Wright Weekly editions of 606 on 5 live £170,000 – £179,999
Match of the Day: Premier League and FA Cup
5 live Sport
Cricket Jonathan Agnew International test, one-day and Twenty20 series £180,000 – £189,999
BBC cricket Correspondent
Tennis Sue Barker Wimbledon, Queen’s, ATP World Tour Finals, £190,000 – £199,999
Australian Open
John McEnroe Wimbledon
Multiple sports Gabby Logan Athletics £230,000 – £239,999
Premier League Show
Other football
Rugby Autumn Internationals and Six Nations
Sports Personality of the Year
Mark Chapman Twice weekly editions of 5 live Sport £220,000 – £229,999
Weekly Premier League highlights and
MOTD 2 Extra
Other football
Rugby League World Cup and Challenge
Cup matches
Clare Balding Winter Olympics £180,000 – £189,999
Wimbledon
Equestrian
The Boat Race
World Track Cycling
Sports Personality of the Year
Ramblings on Radio 4
Good Morning Sunday on Radio 2

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 in
this section presenters who spend close to 50% of their time in more than one of TV, Radio, News and Sport.
Principal activity Name Programme commitments Pay

Television Nick Knowles BBC TV fee for a range of programmes and series £230,000 – £239,999
Includes presenter fee for Who Dares Wins and Close
Calls: On Camera
Mary Berry BBC TV fee for a range of programmes and series £190,000 – £199,999
Radio and Sport Jason Mohammad Daily Radio Wales programme £260,000 – £269,999
Weekly 5 live programme
Final Score and other football
Snooker
Good Morning Sunday on Radio 2
News and Sport Dan Walker Football Focus £220,000 – £229,999
BBC Breakfast
Radio and Television Graham Norton Weekly show on Radio 2 £600,000 – £609,999
BBC TV fee for a range of programmes and series
Jeremy Vine Daily show on Radio 2 £440,000 – £449,999
c.60 episodes of Eggheads
Claudia Winkleman Weekly show on Radio 2 £370,000 – £379,999
BBC TV fee for a range of programmes and series

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Senior executives
Every quarter, we disclose exact salaries, expenses, gifts and hospitality for all senior leaders 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 or amounts
paid from our commercial entities.
Pay Name Role

Director-General
£450,000 – £459,999 Tony Hall Director-General
Executive Committee
£240,000 – £249,999 Ken MacQuarrie Director, Nations and Regions
Fran Unsworth Director, News and Current Affairs
£290,000 – £299,999 James Purnell Director, Radio and Education
£300,000 – £309,999 Valerie Hughes-D’Aeth Group HR Director
Matthew Postgate Chief Technology and Product Officer
£330,000 – £339,999 Charlotte Moore Director, BBC Content
£430,000 – £439,999 Anne Bulford Deputy Director-General
Corporate functions
£150,000 – £159,999 Rhona Burns Finance and Operations Director, Radio and Education
Tim Cavanagh Director, Corporate Real Estate
Pipa Doubtfire Head of Revenue Management
Peter Farrell Head of Legal
Claire Paul HR Director, Leadership, Development and New Talent
John Shield Director, Communications
Charlie Villar Former Director, Corporate Finance Tax and Treasury
£160,000 – £169,999 Gautam Rangarajan Director, Strategy
Peter Ranyard Head of Corporate Legal
Clare Sumner Director, Policy
Gillian Taylor HR Director, Reward
£170,000 – £179,999 Rachel Currie HR Director, Content, Radio and Education
David Jordan Director, Editorial Policy and Standards
Noel Scotford HR, Programme Manager
£180,000 – £189,999 Shirley Cameron Group Financial Controller
Anna Gronmark HR Director, DDG Group
£190,000 – £199,999 Joe Godwin Director, BBC Academy
Dale Haddon HR Director, News and Employee Relations
£200,000 – £209,999 Balram Veliath Director, Quality Risk and Assurance
£240,000 – £249,999 Sarah Jones Group General Counsel
£320,000 – £329,999 Bal Samra Group Commercial Director
Design and Engineering
£150,000 – £159,999 Richard Cooper Controller, Digital Distribution
Matt Grest Director, Platform
Andrew Kaczor Finance and Operations Director
£160,000 – £169,999 Mike Ford Programme Director
Sarah Hayes Director, BBC Archives
Gary Payne Chief Information Security Officer
£170,000 – £179,999 Jatin Aythora Chief Architect
Chris Condron Director, Product and Systems, North and Nations
£180,000 – £189,999 Andy Baker Director, Engineering Operations
Kieran Clifton Director, Distribution and Business Development
Andy Conroy Controller, Research and Development
£190,000 – £199,999 Colin Burns Chief Design Officer
Stuart Page Director, Product and Systems, Commercial and Corporate
Neelay Patel Director, Product and Systems, TV and Radio
£200,000 – £209,999 Robin Pembrooke Director, Product and Systems, News

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Pay Name Role

Marketing and Audiences

£150,000 – £159,999 Justin Bairamian Director, BBC Creative
£160,000 – £169,999 Nick North Director, Audiences
£180,000 – £189,999 Charlotte Lock Director, Marketing and Audiences, Content, Radio and Education
£210,000 – £219,999 Philip Almond Director, Marketing and Audiences
Nations and Regions
£150,000 – £159,999 Peter Johnston Director, BBC Northern Ireland
£160,000 – £169,999 David Holdsworth Controller, English Regions
Rhodri Talfan Davies Director, BBC Wales
£170,000 – £179,999 Donalda MacKinnon Director, BBC Scotland
£240,000 – £249,999 Ian Haythornthwaite Chief Operating Officer, Nations and Regions
Content
£150,000 – £159,999 David Brindley Head of Popular Factual
Clare Sillery Head of Commissioning, Documentaries
£160,000 – £169,999 Philip Bernie Head of TV Sport
Tessa Finch Head of Development Television, Content
Rose Garnett Director, BBC Films
Cassian Harrison Channel Editor, BBC Four
Elizabeth Kilgarriff Commissioning Editor, Drama
£170,000 – £179,999 Tom McDonald Head of Commissioning, Factual
Lucy Richer Commissioning Editor, Drama
£190,000 – £199,999 Richard Dawkins Chief Operating Officer
Kate Phillips Controller, Entertainment Commissioning
£200,000 – £209,999 Patrick Holland Controller, BBC Two
Alison Kirkham Controller, Factual Commissioning
Dan McGolpin Controller, Programming and Daytime
Barbara Slater Director, BBC Sport
£210,000 – £219,999 Shane Allen Controller, Comedy Commissioning
Damian Kavanagh Controller, BBC Three
£240,000 – £249,999 Piers Wenger Controller, Drama Commissioning
News and Current Affairs
£150,000 – £159,999 Gavin Allen Controller, Daily News Programming
Jamie Angus Director, World Service Group
Joanna Carr Head of Current Affairs
James Gray Deputy Head of Current Affairs
£160,000 – £169,999 Fiona Campbell Controller, BBC News, Mobile and Online
Mary Hockaday Controller, World Service English
Jonathan Munro Head of Newsgathering
£180,000 – £189,999 Alan Dickson Chief Financial and Operating Officer
£190,000 – £199,999 Adrian Van Klaveren Head of Strategic Change, BBC News
Radio and Education
£150,000 – £159,999 Isabel Begg Head of Commercial and Business Development
Helen Bullough Head of Content Production
£160,000 – £169,999 Mark Friend Controller, Radio and Music Multiplatform
Cheryl Taylor Controller, CBBC
£170,000 – £179,999 Alan Davey Controller, Radio 3, BBC Proms and Performing Groups
£190,000 – £199,999 Ben Cooper Controller, Radio 1, 1Xtra and Asian Network
Alice Webb Director, Children’s
Gwyneth Williams Controller, Radio 4 and Radio 4 Extra
£210,000 – £219,999 Graham Ellis Controller, Production
£270,000 – £279,999 Bob Shennan Director, Radio and Music
Former staff
£160,000 – £169,999 Keith Blackmore Managing Editor
£280,000 – £289,999 James Harding Director, News and Current Affairs

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Independent Assurance Report to the In conducting this work, my staff and Inherent limitations
Board of the British Broadcasting I have complied with the Financial My assurance procedures have been
Corporation, acknowledging that Reporting Council’s Revised Ethical designed to provide reasonable assurance.
Parliament also places reliance on Standard 2016. I am independent of The objective of a reasonable assurance
the Group Accounts and Report the BBC in accordance with the ethical engagement is to reduce engagement
I have conducted independent assurance requirements that are relevant to my risk to an acceptably low level in the
procedures on the disclosures included assurance engagement. My staff and I have circumstances of the engagement as the
in the British Broadcasting Corporation fulfilled our other ethical responsibilities basis for a positive form of expression
(BBC) Annual Report arising from the in accordance with these requirements. of my conclusion. It does not, however,
requirement under the Royal Charter for eliminate this risk entirely. In particular,
My approach
the continuance of the BBC (the Royal in preparing the Pay Disclosures,
I have performed a reasonable assurance
Charter) to publish the names of all the BBC Board is required to make a
engagement as defined in ISAE 3000.
senior executives of the BBC paid more number of judgements which inherently
A reasonable assurance engagement is
than £150,000 from licence fee revenue introduces an element of risk.
to perform such procedures as to obtain
in that financial year; and the names of
information and explanations which Opinion
all other staff of the BBC paid more than
I consider necessary to express an opinion Based on the results of my procedures,
£150,000 from licence fee revenue in
on whether, in all material respects, the in my opinion, in all material respects the
that financial year set out in pay bands
Pay Disclosures are complete and accurate Pay Disclosures are complete and accurate
for the year-ended 31 March 2018. These
and haves been properly prepared in and have been properly prepared in
disclosures are set out on pages 101 to
accordance with the basis set out therein. accordance with the basis set out therein.
106 of the BBC’s Annual Report (the
“subject matter”) (“Pay Disclosures”). My work consisted of:
My work is conducted in accordance with —— Understanding the process adopted by Sir Amyas CE Morse KCB
International Standards on Assurance the BBC to derive the Pay Disclosures, Comptroller and Auditor General
Engagements (ISAE) 3000 Assurance in particular the completeness and National Audit Office
Engagements Other Than Audits or accuracy of information used; 157-197 Buckingham Palace Road
Reviews of Historic Financial Information. London SW1W 9SP
—— Testing the completeness of the Pay
21 June 2018
Respective responsibilities of the Disclosures, including:
BBC Board and the Comptroller and
Auditor General —— cross-reference to statutory audit
For the reporting year covered by this procedures relating to payroll
report, the BBC Board was responsible and expenditure;
for publishing information required —— comparison to the prior year and
by the Royal Charter as follows: our understanding of the BBC; and
—— the names of all senior executives of —— review of individuals paid in the
the BBC paid more than £150,000 from subsequent month who have been
licence fee revenue in that financial paid close to the disclosure
year; and threshold in 2017/18.
—— the names of all other staff of the BBC —— Agreement of staff disclosure to
paid more than £150,000 from licence payroll data or, where staff are not paid
fee revenue in that financial year set via BBC payroll, agreement of spend
out in pay bands for the year-ended back to other BBC systems;
31 March 2018.
—— Agreement of the spend per individual
I am responsible for providing an opinion paid more than £150,000 of licence
on whether, in all material respects, fee revenue into the appropriate
the Pay Disclosures are complete and salary banding;
accurate and has been properly prepared in
accordance with the basis set out therein. —— Recalculation of the volume of
individuals included within each
£10,000 band; and
—— Review of the accompanying
commentary for reasonableness and
clarity around the basis of disclosure.

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Nominations Committee Report

Board appointments In addition to its responsibility for This year the Nominations Committee
Under the 2016 Charter, the Nominations nominating appointments to the Board, has met twice formally and its work
Committee of the Board is responsible for the Committee is also responsible has focused on appointing members
executive appointments and non-executive for nominating members to the sub- of the Board to its associated sub-
appointments to the Board, with the committees of the Board, and its main committees, as required by the Charter.
exception of the Chairman and the nations’ commercial subsidiaries. The Nominations
members. The current Board was appointed Committee also considers and reviews
under the transitional arrangements for the independence of Board members, Sir David Clementi
appointments set out in the Charter. including any conflicts of interest, and Chairman
ensures compliance with the Board Code 21 June 2018
The Nominations Committee consists
of Practice. It assesses the composition of
of the Chairman, Sir David Clementi,
the Board and its associated committees
Simon Burke, the senior independent
in terms of the balance of skills and
director, Sir Nicholas Serota and
experience required, and to develop
Ashley Steel who are all non-executive
a succession planning strategy.
members of the Board. The Director-
General is also a member.

Board committee attendance

Editorial Nations Nations Nations Nations
Audit and Risk Fair Trading Nominations Remuneration Guidelines & Committee Committee Committee Committee
Board Committee Committee Committee Committee Standards – England – Scotland – Wales – N. Ireland
Ordinary Member Member Member Member Member Member Member Member Member

Number of meetings for

the period 11 5 2 2 7 2 1 1 1 2
Non-executives
David Clementi 11 2 1 2
Simon Burke 9 5 2
Tanni Grey-Thompson 10 7 2
Ian Hargreaves 11 2 2 1
Tom Ilube 11 5 2 1
Steve Morrison 11 2 7 1
Nicholas Serota 11 1 7 2
Ashley Steel 10 4 2 1
Elan Closs Stephens 7/7 2 1 2
Executives
Tony Hall 11 2 2
Anne Bulford 11 2
Tim Davie 11
Ken MacQuarrie 10 1 1 1 2

This table does not include business conducted offline and update meetings where no formal business was considered.

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Audit and Risk Committee Report
Audit and Risk Committee Much of our work remains the same as it We have spent much time overseeing
Chair’s Statement was under the previous Charter, but there the improvement of risk management,
I am pleased to present this, the are also some changes. For example, the in particular putting in place a more
first report of the Audit and Risk Committee has considered in detail the detailed picture of risk, clearly linked
Committee of the BBC’s new Board. application of regularity to the BBC’s to the Corporation’s main objectives,
activities. This seeks to ensure that the and with metrics and measures being
Our key tasks this year included:
BBC’s resources have been utilised to developed to provide the Board with
—— overseeing the transition of the meet the intended purposes as set out more in-depth data on the handling,
statutory audit of the BBC from EY in the Charter, Framework Agreement mitigation and residual level of key risks.
to the National Audit Office (NAO); and other agreements with Government.
We continue to pay close attention to the
We took assurances on this from
—— ensuring that the work of the findings from assurance activity, and issues
management and also undertook a review
Committee is geared to the raised are closely monitored to ensure
to confirm that a suitable framework of
requirements of the new Charter; completion within agreed timescales. This
controls exists to ensure that the BBC
reflects how seriously the disciplines of
—— bedding in the new Committee and keeps within the regularity rules.
audit and assurance are taken within the
arranging for the proper induction We routinely take a close interest in BBC, something entirely appropriate for
of new members; significant projects and their governance. the handling of licence fee payers’ money.
—— building on the work of the former During this year, a number of key
I am ably supported by my fellow
Executive Audit Committee in projects concluded successfully, whilst
Committee members, who have quickly
improving our risk management others were commenced or re-based.
got to grips with the work we do, and by a
processes; and A major project re-based this year was
highly professional risk and assurance team.
the proposed redevelopment of the
—— continuing the good progress in Although the BBC faces many challenges
EastEnders set in Elstree, which continues
assurance activity and clear-up as it reshapes itself for the digital world and
to be monitored by the Board and the
of internal audit actions. a rapidly changing media market, I believe
Committee. The BBC now has a well-
that we have the controls and assurance
established project management office
We had five meetings during the year, each systems to ensure, as far as possible, that
and we meet with them periodically to
of which was attended by executives as licence fee payers’ money is well spent
review the governance of major projects.
appropriate, including, at each meeting, and the risk of financial loss is minimised.
the Director-General and Deputy Director- We also consider material issues which
General. We also held private meetings with arise outside the normal course of the
the NAO on each occasion. I believe that we BBC’s activities. We have been engaged Simon Burke
have built a positive and open relationship with several matters related to pay, Chair
with the NAO and it is working well. especially equal pay and the historic 21 June 2018
application of IR35 tax rules. The latter
is a particularly complex issue and we
expect to be closely involved as the BBC
works its way through to resolving it.

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G OV E R N A N C E

Audit and Risk Committee —— considering the independence of the The Committee also meets privately,
external auditor; without any member of management
Report present, with both Internal Audit and
—— overseeing regularity considerations,
Role the auditors, on a regular basis.
including compliance with the BBC’s
The main purpose of the Audit and Framework of Authorities; Meetings
Risk Committee (ARC) is to review and The Committee met five times
maintain oversight of the BBC’s corporate —— reviewing the BBC’s systems for the
during 2017/18, at key times in the
governance, particularly with respect to detection and prevention of fraud,
reporting and audit calendar.
financial reporting, internal control and bribery and money laundering; and
risk management. In order to gain this Minutes from the meetings are made
—— reviewing arrangements by which staff
assurance, the ARC has responsibility for: available to the Board and summary
of the company may, in confidence,
minutes are published on the BBC website:
—— reviewing and overseeing the raise concerns about possible
bbc.co.uk/aboutthebbc/insidethebbc.
effectiveness of the BBC’s internal improprieties in matters of financial
Additionally the Chairman of the
control and risk management reporting, illegality or other matters.
Committee reports back to the Board after
processes; each meeting on any issues where action or
The ARC’s Standing Orders set out
—— providing oversight of the key risks in more detail our responsibilities. improvement is required. The Committee
facing the BBC and the actions being These were approved by the BBC also provides views on the integrity of the
taken to mitigate those risks to an Board in June 2017 and will be financial statements before the Annual
acceptable level; reviewed regularly by the Committee. Report is approved by the Board as a whole.
They can be read on our website:
—— reviewing and challenging, where Committee time was spent on the
bbc.co.uk/aboutthebbc/insidethebbc
necessary, the actions and judgements following areas in the past year.
of management in relation to the BBC’s Membership
Integrity of financial reporting
Annual Report and Accounts and The ARC comprises three non-
The Committee reviewed the
related formal statements; executive directors, of whom one must
integrity of the financial statements
have recent and relevant financial
—— overseeing and directing the work of the BBC. In doing so it:
experience. The members who
of the BBC’s Internal Audit function, served during the past year are: —— identified, through discussion with
meeting with the Director of Quality, both management and the external
Risk and Assurance privately to discuss Simon Burke (Chair)
auditor, the key risks of misstatement
issues as necessary; Tom Ilube
within the BBC’s financial statements,
Ashley Steel
—— giving due consideration to including those areas where significant
Parliament’s expectations of the Simon Burke, the Committee chairman, has financial judgements were required
management of BBC resources, as significant, recent and relevant financial and which have influenced the
expressed in reports of the Public experience. In addition, all of the members financial statements;
Accounts Committee and Value of the Committee are individuals who hold
—— discussed these risks with the auditor
for Money reports by the National or have held senior positions in similar sized
as part of the agreement of the
Audit Office; organisations and have the experience and
external auditor’s audit plan and also
skills to properly fulfil their responsibilities.
—— reviewing the external auditors’ at the conclusion of the audit of the
When appropriate, the skills and
proposed audit scope and strategy, financial statements;
experiences of members are augmented
ensuring no unjustified restrictions with advice from internal and external —— reviewed and challenged detailed
or limitations are made; professionals – for example on matters papers received from management
—— reviewing the auditors’ quality control such as developments in financial reporting. on those areas requiring significant
procedures and steps taken by the financial judgement, taking account
Committee meetings are also attended
auditor to respond to changes in of the views of the auditor.
by the Director-General, the Deputy
regulatory and other requirements; Director-General, the BBC’s Legal
—— meeting separately with the external Counsel, the Director of Quality, Risk and
auditors to discuss any matters the Assurance and senior representatives
Committee or the auditors believe from Internal Audit, Risk Management,
should be discussed privately; Finance and the National Audit Office,
as the BBC’s statutory auditors.

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Set out below are the key areas of judgement and how the Committee has addressed them:

Area of judgement The Committee’s response

Pension scheme – assumptions impacting the accounting pension deficit The Committee took advice from independent actuaries on the
The financial statements include a significant deficit on the balance sheet appropriateness of the assumptions used, including how these compare
of £510.2 million for the BBC’s defined benefit pension scheme. with those used by other organisations. Scrutiny focused in particular on the
assumptions used regarding discount rates, inflation rates and mortality/
Judgements are required regarding the underlying assumptions used by the life expectancy and how changes in these assumptions would affect the
actuaries in calculating the pension deficit. Changes in these assumptions financial statements, including any movements in these from prior years.
can result in large swings in the final numbers disclosed.
The Committee was satisfied that the assumptions used in the financial
statements were reasonable, appropriate to the BBC and supported by
independent actuarial specialists.

Property – accounting treatment of BBC buildings and New Broadcasting The Committee reviewed reports from management, which explained
House refinancing the treatment for the most significant buildings, including the projected
The BBC holds a significant property portfolio, which continues to be timescales for future activity and rationale for treatment. It also
rationalised in order to reduce costs. The estate includes properties considered the auditors’ views on the accounting treatment for these
held under freehold and those held under finance and operating leases. buildings. The detailed treatment of the transaction continued to be
Buildings which have been sub-let or available for sub-let may be classified monitored throughout the year. The Committee was satisfied that
as investment properties. Judgements relate to the future intentions the treatment of these properties within the financial statements was
for any vacant buildings and the related timescales. This can change consistent with management intention and in line with international
the appropriate accounting treatment and affect the carrying value on financial reporting standards.
the balance sheet. During the prior year, refinancing took place of the
underlying Broadcasting House lease structure, including an option to
secure re-acquisition of the underlying freehold by the BBC. Through the
transaction, the BBC eliminated inflation volatility and achieved a cash
flow benefit through to 2033. The transaction required a series of new
accounting entries (including accounting for the derivative assets and
liabilities arising from the transactions). The derivative assets and liabilities
are subject to sensitivities in market data in addition to an adjustment
to the discount rate to take account of risk. As a result, net liabilities of
£98.3 million have been 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 counter-parties 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 have been identified.

Capital projects Reports from management were reviewed, which explained the status of
The BBC undertakes multiple capital projects at any one time, which major capital projects and the approach taken to assess whether or not
contribute to the overall strategy of the BBC. An assessment over the any impairment charge was required. The Committee was satisfied that the
appropriateness of capitalisation, along with the valuation of any capitalised assessments of impairment undertaken by management were appropriate
asset, is required. and in line with international financial reporting standards.
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.

Revenue recognition The Committee considers that the BBC’s existing financial control systems
There is an inherent financial risk around revenue recognition relating to should ensure that income is properly treated in the financial statements.
timing of recognition of revenue. The nature of the risk varies between There is confidence that management understand the risks in this area and
the licence fee revenue in the public service and the commercial income. have suitable controls in place.
Licence fee revenue is treated as an amount due from the relevant
Government department, principally the DCMS, on the basis that amounts
receivable from licence fee payers will be paid across.

Employment provisions and contingent liabilities The Committee received reports on employment-related matters which
The financial statements include provisions of £17.3 million as part of the could result in the recognition of potential liabilities before subsequently
BBC’s programme of restructuring. Judgements in this area are largely reviewing and discussing the level of provisions with management. This
related to the timing of recognition of these provisions, the amount to be included consideration of new provisions and any release and utilisation
recognised and the amount which has been utilised in previous years. of existing provisions. Management confirmed that they have applied
a consistent approach to the identification, recognition and release of
A number of other employment-related provisions exist in instances provisions across the BBC group. The Committee concluded it was
where the BBC has a present obligation as a result of a past event that is satisfied with the level of provisions carried and the disclosure in respect
probable and can be reliably measured. The BBC also recognises a number of those provisions.
of contingent liabilities relating to the same matter. A contingent liability is
recognised where there is uncertainty regarding the probability, timing or
amount of any present obligation.

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Management confirmed to the Committee Money reviews are monitored by the management’s plans to address
that they were not aware of any Committee for completion. This is an these; and
material misstatements or immaterial area followed up at every meeting to
— considered the resource requirements
misstatements made intentionally to ensure that agreed actions in respect
for Internal Audit and its capability.
achieve a particular presentation. The of any weaknesses found are being
auditors reported any misstatements that properly addressed; The Committee continues to monitor
they had found in the course of their work the structure of the Internal Audit
—— for areas which are considered high
and that no material amounts remain function and the operation of the current
profile or have received critical
unadjusted. The Committee can confirm resourcing model, with a proportion of
assurance findings, the Committee
that it is satisfied that the external auditors audits provided by an external partner.
ensures there is suitable follow up and
have fulfilled their responsibilities with The Committee is satisfied that this
scrutiny over the completion of any
diligence and professional scepticism. arrangement is functioning well.
improvement plans or agreed actions;
After reviewing the presentations and The ARC Chairman also meets with the
—— the Committee approved the BBC’s
reports from management and consulting Director of Quality, Risk and Assurance
Modern Slavery statement and
where necessary with the external auditors, before each Audit Committee meeting,
reviewed the approach for
the Committee is satisfied that the financial without management present, to provide
ensuring compliance;
statements appropriately address the the opportunity for open discussions.
critical judgements and key estimates —— regular whistleblowing reports and
(both in respect to the amounts reported Independence and effectiveness of
updates on levels of fraud and theft,
and the disclosures). The Committee our external auditors
along with the mechanisms in place
is also satisfied that the significant Appointment of our external auditors
to minimise and prevent these; and
assumptions used for determining Under the 2016 Charter and
the value of assets and liabilities —— the findings and progress of actions Agreement, the NAO are appointed
have been appropriately scrutinised, from the audits of BBC commercial the BBC’s statutory auditor for the
challenged and are sufficiently robust. subsidiaries were considered. The duration of the Charter period.
CFO of BBC Worldwide and the COO
The Committee reviewed the group Relationship with external auditors
of BBC Studios attended to provide
financial statements and how these The Committee oversaw the relationship
assurance on the control environment
are positioned within the wider Annual with the NAO, including the scope of
and management of risk in these
Report. To assist this review, reports from and approach to their work. Specific
subsidiaries.
management and from the internal and areas of focus this year have included:
external auditors were considered, covering: Risk management

— audit risk identification and alignment
The Committee considered the processes
—— the quality and acceptability of of this with management risk
for managing significant risks within
accounting policies, including their assessment;
the BBC. This work is influenced by
compliance with accounting standards; the assessment of the BBC’s principal — understanding of the elements
risks (as set out at page 113). There of the audit process, including the
—— compliance with legal and regulatory
is a regular Committee agenda item requirements expected of the BBC
requirements;
where changes to the risk profile are under the regularity opinion and
—— the clarity of disclosures and their reviewed and the effectiveness of the propriety considerations; and
compliance with relevant reporting risk management process is assessed.
requirements; — private discussions with the auditors
The Committee focused significantly this without management present.
—— whether the Annual Report as a whole year on making improvements to the BBC’s
is fair, balanced and understandable overall management of risk, introducing Non-audit services
and provides the information greater detail into risk reporting and As one of the safeguards over the
necessary to assess the BBC’s ensuring that mitigations and actions are independence of the external auditors, the
performance and strategy. aligned to the key strategic and operational Committee has developed, and oversees,
objectives of the Corporation. Greater the BBC’s policy on the commissioning of
Effectiveness of internal controls and the auditors to provide non-audit services.
use of risk metrics and measures will
risk management framework
enable the Committee to review risk at This policy defines the types of services
Internal controls assurance
a more detailed level in the coming year. which the external auditors can and cannot
The Committee reviewed the effectiveness
of the system of internal controls, taking Effectiveness of Internal Audit provide. Additionally it includes thresholds
account of the findings from internal The work of Internal Audit is overseen above which any proposed non-audit
and external audit reports and other by the Committee. This is a regular work to be carried out by the external
assurance activity, considering a number item at each meeting which the Head auditors must be approved in advance by
of specific areas during the year: of Internal Audit also attends. During the ARC. It also defines when work must
the year the Committee has: be submitted for competitive tender.
—— the trends and themes from Internal
Audit activity, questioning —— approved the plan of work for the The NAO have not undertaken any
representatives of Internal Audit on coming year, ensuring that it is risk additional non-audit work during the
the outcomes of their work. A summary based and strikes a balance between year. The NAO is not considered for work
of every internal audit, including key providing assurance over core business which might compromise its ability to
findings and assurance rating, was processes and areas of emerging give independent opinion on the BBC’s
reviewed by the Committee; strategic risk; financial statements. Recruitment from
the NAO into any senior management
—— actions arising from independent —— considered the findings from audit position in the BBC would require
assurance activity, including internal activity, focusing on audits with the prior approval of the ARC.
and external audit and NAO Value for unsatisfactory outcomes and

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Risks and Opportunities

Risks and opportunities affect the ability of the
BBC to fulfil its Charter obligations and public
purposes. Our approach to risk needs to reflect
the unique nature of the BBC.

Our approach to risk management Key to risk movement:

anticipated movement in
In a rapidly changing media environment, the BBC must be able to confidently manage
both strategic and operational risks, ensuring that it can continue to deliver our public risk over the next 12 months
purposes and value to all audiences. We must also take seriously our regulatory and
statutory responsibilities. Just as taking risk is core to fulfilling our purposes and Risk increasing
strategic ambitions, rigorous risk assessment and mitigation is the foundation of
delivering what we do. No risk movement
The BBC acknowledges the challenges of audience needs, as well as the opportunities Risk decreasing
this offers over the coming years. Throughout the Corporation, careful consideration
of risks and opportunities contributes to the quality of our programmes, the
excellence of the service we provide and our ability to serve our audiences.

Evolving our risk management approach Public purposes

During 2017/18 we strengthened our risk management processes, undertaking a
detailed refresh of our strategic risks. For each of our strategic priorities we confirmed
the key risks to their successful delivery, as well as the events that might cause them 1  To provide impartial news and
information to help people
and the mitigating activities in place. In addition, we took a fresh look at operational
risk to ensure that we were focusing on those risks that could have the greatest understand and engage with
impact on the BBC, should they materialise, again identifying potential causes and the world around them
mitigations. We also introduced risk metrics against the key risks, to provide better
insight into how those risks are managed, and to support improved risk-based 2  To support learning for people
of all ages
decision-making across the BBC.
These improvements provide a platform to further evolve our risk management 3  To show the most creative,
highest quality and distinctive
approach during 2018/19. A key area of focus will be ensuring the availability of
reliable data for all of the defined metrics, the delivery of which is linked to a number
output and services
of strategic projects. Other areas for development include: defining our tolerance for
specific risks more formally to support the ongoing monitoring of risk management
4  To reflect, represent and serve
the diverse communities of all of
effectiveness through the various governance bodies within the BBC; and revisiting the the UK’s nations and regions and,
criteria by which we assess the likelihood and impact of key risks, and the adequacy of
in doing so, support the creative
our risk preparedness.
economy across the UK
Our principal strategic and operational risks and opportunities are set out overleaf.
5  To reflect the UK, its culture and
values to the world

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G OV E R N A N C E

Strategic risks and opportunities

Note: Strategic risks and opportunities are mapped to the Public Purposes (1-5) below.

Principal risks and opportunities Key mitigations

1. Making sure everyone gets value from the BBC –– Additional investment in content for children, with a multiplatform offer and
There is a risk that, as consumer behaviours change and online increased focus on digital.
business models develop, the BBC does not continue to provide –– Continual focus on ensuring that we maintain a range of high-quality content across
high-quality and relevant content and services to all licence fee all genres.
payers. There is also a risk that, in adapting to these challenges, –– Ongoing initiatives focusing on user experience for our online products, both for those
audiences on traditional platforms are not maintained. We may who are familiar with new technology and those who are not.
also not meet the needs of underserved audiences, including –– Focus on the next generation and diversity to help ensure that the BBC continues to
youth, Nations and Regions and BAME. meet the needs of all our audiences, with new, diverse audience panels established to
get closer to our under-represented audience groups.
1 2 3 4 5   –– Focus on Nations and Regions, including the planned launch of a new dedicated TV
channel in Scotland and existing dedicated cross-genre content centres for drama
production in Glasgow, Cardiff, Belfast, Salford, Bristol, Birmingham and London.
–– Audience metrics monitored, including reach, time spent with the BBC, audience
demographics and audience feedback, to drive informed decision-making.
–– Regular review of audience objectives, performance and trends at Executive
Committee and Board meetings.
–– Next Generation Committee and Diversity Steering Group in place, focused on
meeting the needs of underserved audiences.
–– Focus on digital investment to address competition and deliver greater
personalisation, including the introduction of sign in.
–– Challenging on and off-air diversity targets in place to drive a variety of voices across
the BBC.

2. World class creativity –– Merger of BBC Studios and BBC Worldwide brings content and sales together, better
Competition from other broadcasters for content and talent positioning us to manage programme supply in a changing marketplace.
continues to increase; in an external environment of cost –– Focus on investing in a broad range of genres and content.
inflation, there is a risk that we do not secure the best quality –– Focus on attracting and retaining the best creative talent, supported by a market-
content supply. There is also a risk that we do not achieve competitive reward strategy.
authentic diversity in programme content and on-air talent, –– On-air talent and programme diversity targets in place, with improved measurement
or that this is not balanced with our commitment to deliver tools.
impartial reporting. –– Well-established editorial policy, with extensive monitoring and Executive
Committee and Board review of exceptions.
2 3 4 5   –– Processes in place to ensure compliance with Ofcom regulatory requirements, also
supported by reporting and monitoring.

3. Global reach –– Ongoing focus on editorial plans to ensure competitive programming.

Our ambition to grow global reach may be impacted by the –– New Government-funded investment in the BBC World Service, allowing us to
increasingly challenging market environment (with more choice enhance existing services and to launch new services (including new territories).
for users and consumption turning to social media), especially –– Investment in marketing and in technical innovation to improve audience and
where there is an over-reliance on news updates (rather than performance measurement.
analysis and original journalism). There is a risk that content –– Greater attribution of content to the BBC (by audiences) to be addressed through
developed by BBC Studios is not globally appealing, or that improved branding and distinctive content.
Worldwide does not obtain distribution rights. The reliance of –– Organisational focus on digital (especially owned), over third party, syndicated TV.
World Service on syndication creates a risk that audiences don’t
attribute content to the BBC.
1 3 5  

4. Financial stability –– Multi-year savings targets are defined, underpinned by detailed plans, with outer
There is a risk that we do not effectively manage and/or offset years in progress. 94% of controllable spend covered by benchmarking (meeting
the increasing cost of procuring intellectual property and rights, Compete or Compare criteria).
in an increasingly competitive environment, with rising content –– Licence fee to increase in line with inflation until 2021/22. Cost of collection closely
prices and increasing rights scarcity requiring new ways of monitored, with actions in progress to reduce evasion rates.
working and a focus on cost management. A rise in licence fee –– Merger of BBC Studios and BBC Worldwide will enable us to better compete with the
evasion, or increased cost of collection, would put our financial market and to improve commercial performance.
model under stress. There is a risk that the BBC’s commercial –– Clarity on pension costs through to the next valuation in 2019, and plans in place to
entities under-perform, or fail to respond to market challenges, eliminate the deficit and make the scheme self-sufficient by 2028.
reducing financial returns. Adverse changes to the actuarial –– Annual going concern and viability reviews to assess ongoing financial stability.
valuation of the pension scheme represent a risk. A reduction in
the BBC’s credit rating would increase the cost of funding.
1 2 3 4 5  

5. Making the BBC an even greater place to work –– Ways of Working group ensures that business change is implemented in a consistent,
The extent of operational, organisational and cultural change coordinated way. Extensive staff communications, with engagement monitored
in progress creates a risk that the organisation is placed under through focus groups and biennial employee survey.
significant strain. There is a risk that we are not able to retain –– Clear diversity targets in place, with regular reporting to the Board. Centre of
employees in key areas due to pay challenges. Failure to meet Excellence for diverse talent established and Diversity Commissioning Code of
our diversity and inclusion targets could demoralise employees. Practice implemented to ensure shared values and commitments.
Should these risks arise, we may suffer a loss of key talent and/ –– Significant Board attention to equal pay and gender pay gap challenges, with a
or an increase in staff turnover, an increased risk of grievances commitment to close the gender pay gap by 2020 and new pay principles introduced.
and the threat of industrial action. –– Clearer career structures provided through the introduction of the BBC Career
Path Framework.
4 5   –– Terms and conditions reviewed and modernised together with the Joint Unions.

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Operational risks and opportunities

Principal risks and opportunities Key mitigations

1. Health, safety and security –– Specialised training in place for staff on high-risk deployments (and their
There is a risk that we fail to meet our corporate responsibility to protect managers) and each deployment subject to thorough risk assessment.
staff and visitors to the BBC at home and abroad, resulting in threats –– Child protection controls include mandatory background checks for
or harm, or that security measures are breached resulting in loss of anyone working with children, supported by mandatory training and
assets or disruption to services. The risk of terrorist-related incidents is policies and compliance monitoring.
rising, driving the overall increase to this risk. Failure to protect children, –– Ongoing security reviews for BBC premises and outside broadcasts,
or other vulnerable people, on BBC premises, or participating in BBC and close links in place with UK security authorities and cross-sector
activities, would result in reputational damage and a loss of trust. Health security forums.
and safety failures may also result in loss of life or limb, fines or other –– Health and Safety risk assessment process in place, supported by training
enforcement actions. and safety monitoring audits. All reported incidents investigated to
identify any corrective action required.

2. Business management and change –– Detailed plans underpin savings targets and actions in progress to reduce
Failure to deliver savings targets, an increase in licence fee evasion or licence fee evasion. Merger of BBC Studios and BBC Worldwide supports
commercial subsidiaries not delivering expected returns could impact financial performance.
overall financial performance. This, in turn, may prevent the achievement of –– Ongoing progress monitoring of critical projects by the Project
our strategic ambitions. There is a risk that our critical projects don’t deliver Management Office, with status reported to the Board, including
expected benefits in support of our strategy, or that they are not delivered confidence in delivery of benefits. Integrated assurance plans in place
on time, on budget and to quality requirements. Inappropriate supplier for major projects.
selection, inadequate contracts or poor supplier management may prevent –– Procurement monitor spend to ensure that supplier contracts are in
us achieving value for money. Disruption may be extended if appropriate place, and to assess the adequacy of supplier management to deliver
continuity plans are not in place or recovery priorities not defined. Assets value for money.
may be lost as a result of theft and loss or poor control systems, which may –– Business continuity plans and crisis management processes in place, with
also result in reputational damage. regular exercises performed.
–– Detailed fraud risk assessment completed, with scope including risks of
bribery, asset misappropriation, conflicts of interest, expenses, payroll,
procurement and payment processes.

3. Compliance –– Policies in place, aligned with legal and regulatory requirements,

Regulatory compliance failures could result in reputational damage, loss supported by training, advice from subject matter experts, and detailed
of trust, legal action, fines or other penalties. This includes compliance monitoring and reporting.
with Ofcom regulations, contractual provisions and laws governing the –– GDPR compliance managed through a dedicated project office.
freedom of information, data protection, tax, equal opportunities, etc. The –– Established editorial policy in place, with review in progress to ensure it
implementation of the General Data Protection Regulation (GDPR) in May remains fit for purpose.
2018 brings greater compliance requirements and higher penalties for –– New Ofcom reporting processes implemented in 2017/18, with
breaches, driving the overall increase in this risk. complaints monitored, regular reporting to the Director-General and
Executive Committee, and monthly Board reporting. Specialist teams in
A breakdown of editorial compliance may also result in reputational damage place to support compliance.
and loss of trust in the BBC, and could give rise to legal exposure.

4. Technology –– Single points of failure identified and actions taken as appropriate.

Failure to maintain resilient systems, or the lack of adequate recovery Recovery plans in place and tested. Outages and adherence to recovery
plans, could cause service disruption. The risk of cyber-crime is increasing time objectives closely monitored to ensure minimal disruption to
both in volume and severity, with threats evolving and becoming more broadcast services.
complex, driving the overall increase in this risk. At the same time, our –– Extensive policies and procedures in place to prevent/detect cyber
digital activities and reliance on data is growing. An external or internal threats and liaison with the National Centre for Cyber Security to provide
cyber-attack may result in disruption to services. A breach of customer cyber risk intelligence.
data would impact our reputation and customers’ trust in the BBC, and –– Updated, mandatory Data Protection & Cyber Security training rolled out.
could result in regulatory enforcement action, including significant fines.
Failure to adequately train our employees and to raise awareness across the
organisation would increase this risk.

Note: The risks listed do not comprise 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 Corporation. These less material risks are kept in view in case their
likelihood or impact should show signs of increasing.

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Risk management and internal Internal Audit: The Internal Audit function
control framework maintained its independent reporting
The BBC’s process for identifying, line into the Chair of the Audit and Risk
evaluating and managing significant Committee and conducted a programme of
risks is aligned with the Financial audits aligned to the principal risks facing
Reporting Council’s Guidance on the BBC. Findings from these audits have
Risk Management, Internal Control been reported to senior management
and Related Financial and Business and the Audit and Risk Committee, with
Reporting. Risk management mechanisms remediating actions tracked to completion.
are embedded within each division,
External Audits: The findings of external
with central coordination to identify,
audit work performed by the National
escalate and manage pan-BBC risks.
Audit Office have been reviewed by
Assessing the effectiveness of risk the Audit and Risk Committee, and any
management and internal control recommended actions are tracked to
The Board used a number of mechanisms completion. In addition, the National
to help it assess the effectiveness of Audit Office continued its programme
the system of risk management and of Value For Money audits.
internal control across the BBC:
Whistle-blowing: A protected disclosure
Risk oversight: The Board delegated policy is in place, supported by a
responsibility for the specific review of risk ‘whistle-blowing’ hotline, administered
and control processes to the Audit and Risk by an independent external company
Committee. The Audit and Risk Committee to ensure anonymity. The Senior
met regularly to provide scrutiny and Independent Director was named
oversight over the effectiveness of controls on the policy as the contact for the
and the management of risks (further raising of the most serious concerns.
information is provided on page 109).

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Viability Statement
In accordance with provision C2.2 of A robust assessment of the principal risks
the 2014 revision of the UK Corporate facing the Corporation, as described in the
Governance Code, the BBC Board Annual Report and Accounts from page
has assessed the prospects of the 109, has been undertaken, including those
Corporation over a longer period than that would threaten its business model,
the 12 months required by the ‘going future performance, solvency or liquidity.
concern’ provision. On an annual Sensitivity analysis is applied to the cash
basis, the BBC Board considers a flow to model the potential effects should
rolling three-year plan for the BBC. principal risks actually occur, individually or
in unison. The peak borrowing requirement
The latest three-year plan, covering the
was calculated by modelling a combination
period to 31 March 2021, was considered
of severe but plausible risks, however
by the BBC Board in March 2018. A three
with the inclusion of mitigations, the cash
year horizon is considered appropriate
flows remained within the borrowing
as this is in line with the BBC’s budgeting
limit throughout the three-year period.
and planning process. The three-year
plan considers cash flows as well as the Taking account of the BBC group’s
financial covenants and credit facilities. current position, principal risks and the
aforementioned sensitivity analysis, the
Key assumptions underpinning the three-
Board has a reasonable expectation
year plan, and the associated cash flow
that the Corporation will be able to
forecast, are the licence fee settlement
continue in operation and meet its
that set the financial parameters for the
liabilities as they fall due over the
BBC from 2017/18 to 2021/22 and our
three-year period of the assessment.
2015 document British Bold Creative
that set out the BBC’s vision, strategic
aims and its offer to the public.

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Editorial Guidelines and

Standards Committee Report
Membership and remit of the Editorial BBC complaints 2017/18:
Guidelines and Standards Committee
The Editorial Guidelines and Standards
Committee (EGSC) is responsible for
developing, and ensuring compliance
with, the BBC’s Editorial Guidelines. Ofcom:
The EGSC comprises three non-executive Editorial complaints
directors and one executive director: Ian within remit: 140
Hargreaves (chair), Tanni Grey-Thompson,
Number of complaints
Nicholas Serota and Tony Hall. The
upheld: 0
EGSC meetings are also attended by
the Director, Editorial Standards as the
Principal Adviser to the Committee.
Stage 2, Editorial complaints:
Responsibilities of the EGSC include:
405, 75% answered on time
— overseeing the development of,
and compliance with, the BBC’s
Editorial Guidelines
Stage 1, Editorial and
— ensuring that the BBC complies
general complaints:
with its complaints framework
223,500, 96% answered on time
— reviewing findings and directions
from Ofcom with regard to editorial
matters, and compliance with the
Ofcom Broadcasting Code the UK Public Service”. The Committee has The BBC issued an apology for the offensive
commissioned BBC Editorial Policy to revise content, and the relevant material was
One of the first tasks of the Committee the current Editorial Guidelines. This is a removed from BBC iPlayer and Facebook.
was to oversee the publication of the substantial piece of work and is ongoing.
new Complaints Framework. This came BBC Soir
into effect on 3 October 2017, following Editorial complaints and lessons learned
BBC Afrique, 31 January 2018
a public consultation. Under the new As in previous years, the overwhelming
framework, the majority of complaints majority of the BBC’s content complied A statement on behalf of BBC Afrique
at Stage 1 and Stage 2 of the complaints with the demanding standards set by the employees, about their industrial
process have been handled within the BBC’s Editorial Guidelines. However, the dispute with BBC management, was
stated timeframe: 10 days for Stage 1 following serious breaches of standards in read out on air, in breach of the Editorial
complaints; 20 days for standard Stage BBC output were noted by the Committee: Guidelines on impartiality and conflict
2 complaints and 35 days for complex of interest. Editorial Policy was asked
Reggie Yates: Hidden Australia – Black in
Stage 2 complaints. Where response to provide bespoke training to prevent
the Outback
times have fallen below the targets set any further breaches of this kind.
by the Board, the reasons are reported BBC Three, January 2017
BBC Asian Network Reports
to the Board. The ‘BBC First’ process,
This portrayal of an aboriginal community
as set out in the Agreement, is working In a live interview about a trial, the
in Australia included a sequence which
as planned. The BBC has, at Ofcom’s reporter inadvertently used a victim’s
gave the misleading impression that a wake
request, been publishing on a fortnightly real name, rather than a pseudonym,
following a funeral was in fact a drunken
basis details of complaints which number contrary to Sexual Offence legislation.
party. In view of this breach of the Editorial
over 100 and fall under the remit of the Action was taken swiftly to prevent the
Guidelines on accuracy and misleading
Broadcasting Code. These bulletins are report being available on BBC iPlayer
audiences, action was taken against the
published at: http://www.bbc.co.uk/ and legal advice was followed.
Independent Production company, Sundog
complaints/comp-reports/reports-archive/.
Pictures, and other material delivered by In addition to these breaches, the Executive
In addition, responses to significant this company to the BBC was re-examined. Complaints Unit found a total of 41
complaints, and the findings of the One of these programmes was found not to breaches of editorial standards in this
Executive Complaints Unit (ECU – have complied with the Editorial Guidelines, financial year (including nine cases in which
Stage 2 of the complaints framework) and was removed from BBC Store. the issue of complaint had been resolved by
are published on the BBC Complaints action taken by the relevant division before
Breakfast Show
site: http://www.bbc.co.uk/complaints/. the complaint was escalated to the ECU).
BBC Radio Leeds, 21 May 2017 These have been reported to the EGSC,
Another key function of the EGSC this
together with information on action taken.
year has been to ensure that the BBC The programme included a competition
fulfils the requirement in the Agreement to guess the name of Moors murderer Ian
to “set, publish, review periodically, and Brady (who had died recently), through
Ian Hargreaves CBE
observe guidelines designed to secure a series of musical clues, including
Chair
appropriate standards in the context of Suffer Little Children and Psycho Killer.
21 June 2018

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Nations Committee Reports

Wales Scotland
During the year, I was privileged to become I am pleased to be Chair of the Board’s And our partnership with MG ALBA will
Chair of the new Wales Committee. Its remit Scotland Committee. The Committee see BBC ALBA reach a landmark 10th
is to ensure that the BBC provides output met for the first time last September in anniversary in September. I visited BBC
and services that meet the needs of Wales. Glasgow, where we discussed a range Inverness during the year and watched
of business including the proposed the Gaelic language drama, Bannan,
The Committee mirrors the new Unitary
new Scotland Channel. We also spent being filmed for BBC ALBA on Skye.
Board with a mix of non-executive and
some time discussing differing audience
executive members. I was joined by Next year will see the launch of the new
views and attitudes in Scotland and
non‑executive Director Ian Hargreaves, Scotland Channel, which has now received
were joined by a number of audience
the Director of Nations and Regions Ken provisional approval from Ofcom. I am
members for a feedback session.
MacQuarrie and the Director of BBC Wales, confident that it will provide Scottish
Rhodri Talfan Davies. Other executive My fellow Committee members are BBC audiences with a fresh perspective across
staff and external experts attended for Chairman David Clementi, Ken MacQuarrie a range of content genres, and will also
individual items and audience members (Director, Nations and Regions) and showcase the best of BBC Scotland content
discussed their views of the BBC. Donalda MacKinnon (Director, Scotland). to network audiences. Over the course
of the next year the Scotland Committee
It has been a very good year for BBC Wales It’s been a great year for Scottish content.
looks forward to considering the content
which recorded its highest audiences for The award-winning drama Shetland
and launch plans for the Scotland
both factual and drama series in more returned and The Forest took viewers into
Channel and celebrating its launch.
than a decade. This follows the support the heart of the Galloway Forest. BBC
of the Director-General for increased Scotland comedy continued to perform Further information on the BBC’s spend
investment. The Committee discussed extremely well, with Mrs Brown’s Boys and financial performance in Scotland can
the investment plans for the next three pulling in record audiences, returning be found on pages 46-47 and 155-158
years, the strategic choices facing with a record 57% audience share Still of this report.
Radio Wales and the BBC’s partnership Game, and Two Doors Down continuing
with S4C. Providing for a linguistically to entertain millions. BBC Scotland’s
changing nation on radio, TV and online The Social showcased the work and Steve Morrison
remained a live issue. The successful talents of young people from across Chair, Scotland Committee
drama Keeping Faith was an example of Scotland, with highlights including 21 June 2018
work originally broadcast in Welsh on Kilted Yoga, which has reached a global
S4C, then on BBC One Wales in English audience of over 64 million viewers.
which subsequently performed strongly
As Radio Scotland prepares to celebrate
UK-wide on iPlayer. The Committee also
its 40th birthday in November, I was
welcomed the choice offered to listeners
reminded just how crucial the services are
by the new Radio Cymru 2 service.
for audiences, provided by Radio Scotland
The Committee looked at the impacts and Radio nan Gaidheal during coverage of
of the Ofcom ‘Out of London’ Quotas the Beast from the East – Scotland’s first
on network production in Wales and ever red weather warning due to snow.
noted an update on BBC Wales’s brand
new broadcast centre at Central Square,
Cardiff – expected to be operational in
Q4 2019. The Committee also noted
both diversity and news as areas for a
longer discussion in the year ahead.
Further information on the BBC’s
performance in Wales can be found on
pages 44-45 and 151-154 of this report.

Elan Closs Stephens CBE

Chair, Wales Committee
21 June 2018

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Northern Ireland England

I have been pleased to Chair the I am pleased to be taking on the role of
Board’s Northern Ireland Committee Chair of the England Nation Committee
during the last year, as we await the and thank Ken MacQuarrie, the BBC’s
appointment of a Nations member for Director of Nations and Regions, for
Northern Ireland to the BBC Board. chairing the Committee in the first year
of its existence. The year has been a
The BBC has provided comprehensive
critical time for establishing the role
reportage on the politics of Northern
of all the Nation Committees and
Ireland throughout the year. As we
ensuring each meets the requirements
set out on page 48-49 of this Annual
as set out in the Royal Charter.
Report, BBC users in Northern Ireland
are amongst the highest consumers of In the past year, I have been joined on the
BBC News across all platforms. A core Committee by non-executive member
role of the Northern Ireland Committee Tom Ilube and executive directors Ken
is to monitor the performance of the MacQuarrie, Director, Nations and
BBC for these audiences, and also to Regions, Alice Webb, Director, North,
ensure we are delivering our mission Joe Godwin, Director, Midlands, Pat
and public purposes on their behalf. Connor, Director, South West and David
Holdsworth, Controller, English Regions.
During the year, I have been joined on the
Committee by non-executive members An important part of the Committee’s role
David Clementi and Elan Closs Stephens, is to assess how well the BBC is meeting
and executive members Anne Bulford audience needs in the regions of England.
(Deputy Director-General) and Peter To help achieve this, the Committee met in
Johnston (Director, Northern Ireland). Bristol where we discussed audience data,
The Committee holds its meetings in received reports from the BBC regional
Belfast and met twice during the year. leaders and met with representatives of our
audience across the local area. More details
In both our meetings we have been
of the BBC’s achievements in England can
joined by audience members to hear
be found on pages 50-51 and 163-166 of
from them about how the BBC is
this report. Notable is the commitment
performing – these sessions have been
made by Director-General Tony Hall to
challenging, open and very informative.
provide extra investment to local radio
They have helped to guide and focus the
and news to help bring communities
work of the BBC in Northern Ireland.
together and to recognise the importance
During our meetings, we also focused our audience places on localism.
on the audience profile and strong
Also, as the non-executive director for
local provision in Northern Ireland, to
England, in 2017 I personally led audience
understand the issues that are pertinent
discussions at employer sites in Bristol,
to our audiences there. Local radio,
Bath and Newcastle and at schools in
for example, is a particular strength in
Somerset. I also met with BBC staff in
Northern Ireland, where Radio Ulster
Salford, Newcastle, Birmingham, Bristol,
is one of the top performing radio
Cambridge, Coventry and London.
stations in the BBC’s portfolio. We also
noted the proposals to refurbish Belfast The Committee has agreed to hold our
Broadcasting House, which have been future meetings around the regions,
approved by the Board, and discussed the with Leeds, Leicester and the South
successful partnership in place between East planned for 2018. At each meeting
the BBC and Northern Ireland Screen. we will meet audiences in a variety of
locations, be these, for example, places
Further information on the BBC’s spend
of work, schools or community centres.
and financial performance in Northern
Ireland can be found on pages 48-49 and
159-162 of this report. In the coming year,
Dr Ashley Steel
we look forward to continuing to deepen
Chair, England Committee
the BBC’s relationship with audiences
21 June 2018
and stakeholders in and will continue to
hold the BBC to account for performance
against the targets we have set ourselves
and the delivery of our public purposes.

Ken MacQuarrie
Chair, Northern Ireland Committee
21 June 2018

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Fair Trading Report

Fair Trading Committee Another core requirement of the Membership and remit of the Fair
Chairman’s statement Committee has been to review, approve Trading Committee
The last year has been a year of transition and oversee the trading and separation The Fair Trading Committee (FTC) has
for the BBC, with the establishment arrangements for each of the BBC’s been established by the Board as a means
of a new Charter and a new regulatory commercial subsidiaries. We have looked to monitor and assure the appropriate
framework. This has resulted in changes closely at the group trading manuals for separation between the BBC’s public
to the BBC’s established approach to each subsidiary (which sets out clearly service and commercial activities, in
Fair Trading issues, which govern the what services are traded between the line with the relevant frameworks for
separation between the Public Service commercial subsidiary and the public commercial activities, as set by Ofcom.
and the commercial activities of the service, and how prices for these services The Committee has been established
Corporation. Under these new rules, we are calculated) and approved these for voluntarily by the Board, in recognition
now have in place a new Fair Trading publication. We have also debated and of the importance the BBC places on
Committee of the Board and, as Chair of approved the reporting of transparent transparency and commercial efficiency in
that Committee, I’m pleased to present and detailed financial information the operation of its commercial subsidiaries.
this first Fair Trading report on our work. on the subsidiaries to Ofcom – we
The key function of the FTC is to
welcome the continued discussion we
As a public service broadcaster, funded by oversee the BBC’s compliance with our
are having with them on this reporting,
the licence fee, the BBC has a responsibility regulatory obligations for trading and
and the positive relationship we are
to ensure that it trades fairly and pays separation between the public service
developing between our organisations.
regard to the impact of its activities on and the commercial subsidiaries. The FTC
the wider market. The new framework and Throughout the year the Committee has comprises four non-executive directors:
oversight processes the BBC has put in also taken regular management reports Tom Ilube (Chair), Elan Closs Stephens, Ian
place to oversee this are derived from the on trading and separation issues, and Hargreaves and Steve Morrison. The FTC
requirements set out by Ofcom, under their we continue to monitor the training meetings are also attended by the Deputy
trading and separation rules. These rules programme that is in place for all staff Director-General, Director of Policy and
have evolved throughout the last year and likely to encounter Fair Trading issues. the Head of Regulation and Economics.
we continue to engage closely with Ofcom Three Committee meetings were held
Lastly, we were pleased to receive this
on the application of their framework. during the year, with papers also approved
year’s Fair Trading audit, conducted by
offline where necessary. See page 108
The rules and frameworks established Deloitte, and to see that it has in place
for the Committee attendance table.
by the BBC continue to be as important good processes to achieve compliance
as ever, not least as the corporation with our requirements, as at the end Responsibilities of the FTC include:
continues to expand and develop its of the financial year. This is a welcome
—— considering reports on the extent to
Commercial activities, for example achievement at the end of a year when the
which the activities of the BBC are
through the creation of the newly merged framework has been in flux. In the coming
consistent with Ofcom’s trading and
BBC Studios. The Board has set up the year, the audit will cover the full year, to
separation requirements;
Fair Trading Committee to oversee the assess how these processes are bedding in.
trading and separation rules and to ensure —— keeping under review the BBC’s
I am looking forward to developing the
compliance with Ofcom’s criteria. compliance with Ofcom’s trading and
work of the Committee over the next year,
separation regulatory requirements;
During the past year, the Committee particularly as the BBC faces increasing
has been establishing its core role competitive challenges from fast-paced —— commissioning the annual independent
and developing productive working markets, both at home and abroad. audit of compliance controls;
relationships with both Ofcom and the
NAO. The membership of the Committee —— considering and approving for
is strong, with a broad set of skills and publication the BBC’s transfer pricing
Tom Ilube CBE
experiences amongst the group. The work methodologies; and
Chair
of the Committee is supported by central 21 June 2018 —— ensuring that the BBC’s transfer
policy, regulatory, legal and finance teams, pricing methodologies are
who advise both the Committee and wider reviewed regularly.
organisation on issues and areas where
focus is required. It was encouraging this This has been the first year in which
year to hear, from our Fair Trading auditors, the BBC has operated under the
that a strong culture of advice and referral requirements of Ofcom’s Operating
exists within the BBC, acting as a control Framework, which regulates the BBC’s
to ensure that any potential concerns are interaction with the market both
acted on early within policy development. through its Public Service activities and
those of its commercial arm. Ofcom
initially published its new requirements
in March 2017, and issued further
requirements in July and October 2017.

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G OV E R N A N C E

The framework requires the BBC to INDEPENDENT FAIR TRADING Our approach
ensure that: AUDITORS’ REPORT TO THE BBC FOR We have performed a reasonable
THE YEAR ENDED 31 MARCH 2018 assurance engagement as defined in
—— all commercial activities are
We have audited, in our role as the ISAE 3000. The objective of a reasonable
undertaken by commercial subsidiaries;
BBC’s fair trading auditors, the system assurance engagement is to perform
—— any subsidiaries must have of internal controls established within such procedures as to obtain information
operational separation from the the BBC to provide the BBC with and explanations which we consider
Public Service BBC; reasonable assurance that it has complied necessary in order to provide us with
with Ofcom’s Trading and Separation sufficient appropriate evidence to express
—— that it provides goods and services to requirements as at 31 March 2018. a conclusion on the BBC’s compliance
commercial subsidiaries on arm’s with Ofcom’s Trading and Separation
length commercial terms; Our instructions for this engagement,
requirements as at 31 March 2018.
including the scope of work to be
—— that subsidiaries achieve a commercial undertaken, were agreed with the BBC’s Our work consisted of enquiry and testing
rate of return; and Fair Trading Committee (FTC), a sub- to enable us to form a view as to whether
—— that it ensures appropriate committee of the BBC Board. These an appropriate system of internal controls
transparency, monitoring and instructions include agreement that our was in place. We conducted a risk-based
reporting on the activities of audit should be conducted in accordance analysis to identify those aspects of the
the subsidiaries. with International Standard on Assurance BBC’s trading and separation control
Engagements (ISAE) 3000, agreement regime that represents the most significant
As part of the compliance framework the on the limit of our liability in respect of risk, and focused our detailed testing
policy team manages a targeted training this work and agreement that our duty on those areas. Individual cases were
programme for staff likely to encounter of care in respect of this work is solely to selected from the BBC’s fair trading log for
Fair Trading issues. As a result of the the BBC. We are satisfied that the agreed review. In each case we examined written
new regulatory framework, this training scope of our audit was sufficient to enable records and interviewed relevant parties
programme has been comprehensively us to express the opinion set out below. to provide us with reasonable assurance
reviewed and relaunched. The Fair Trading that the system of internal control had
Committee has overseen these processes Respective responsibilities of BBC Board
been applied. Cases examined, and the
and monitored compliance with them. and fair trading auditors
areas of significant risk around which the
The Board has a duty to ensure compliance
The Committee is also briefed on relevant work was focused, included examination
by the BBC with its obligations under the
regulatory and Fair Trading complaints of transfer pricing and separation
Ofcom Operating Framework, including the
received and handled by the BBC. Details arrangements, use of and payment for
Trading and Separation requirements. As
of these are reported elsewhere in the the BBC brand, and the application of
part of discharging this duty, the Board has
Annual Report on page 123, though the the Royal Charter requirement that its
charged the Fair Trading Committee with
Committee noted that no specific Fair commercial activities do not, as a result
oversight of this area, including identifying
Trading complaints were received in the year. of their relationship with the UK Public
and assessing risks that could threaten fair
Services, non-service activities or trading
trading between the BBC public service and
To support the framework, and to assure activities, distort the market or gain
its commercial subsidiaries and designing
the BBC’s approach to regularity and the an unfair competitive advantage. We
and implementing responses to such risks.
use of public funds, the BBC continues to observed, through the course of our work,
be subject to annual audit by independent As the BBC’s fair trading auditors, it is a culture of consultation and referral
auditors and separately has been accredited our responsibility to form an independent in respect of fair trading matters.
with the ISO 9001:2008 quality standard. view, based on our audit work, as to the
Inherent limitations
The auditor’s report is set out below. extent to which the BBC has established,
As with any system of control, it is not
and applied, a system of internal controls
Having received reports from relevant practicable to ensure that no errors or
which provide reasonable assurance that
senior management, and having considered irregularities have occurred without being
it has complied with Ofcom’s Trading and
the findings of the Fair Trading Audit, detected. Our audit work was designed
Separation requirements as at 31 March
the Fair Trading Committee is satisfied to give the FTC reasonable assurance as
2018. We have reviewed specific decisions
that the BBC has sufficient policies and to the adequacy of the system of internal
reached by the BBC on such fair trading
process in place, and all commercial controls which was in place and being
issues only in so far as is necessary
services have met the above criteria for applied to deliver compliance with Ofcom’s
to form an opinion on the application
the period 1 April 2017 to 31 March 2018. Trading and Separation requirements as
of the system of internal controls.
at 31 March 2018. Further, because fair
Our opinion has been prepared for and trading issues require judgements which
only for the BBC in accordance with our ultimately might be tested in a court of
instructions which were agreed with the law, competition authority or elsewhere,
FTC on behalf of the BBC. We do not, there is always a risk of challenge even
in giving this opinion, accept or assume where the system of internal controls
responsibility for any other purpose or has been followed and decisions have
to any person other than those within been taken with the greatest care.
the BBC to whom this report is shown
Opinion
or in to whose hands it may come, and
Based on the results of our procedures,
no other person shall be entitled to rely
in our opinion the BBC has established
on our opinion, save where expressly
and has applied a system of internal
agreed by our prior consent in writing.
controls that provide reasonable
assurance that it has complied with
Ofcom’s Trading and Separation
requirements as at 31 March 2018.

Deloitte LLP
London, UK
21 June 2018

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Regulatory Report
On 3 April 2017, regulation of the Changes to the BBC’s UK Public Services Changes to the BBC’s commercial
BBC transferred from the BBC Trust Under the Charter and Agreement, the activities
to Ofcom. Although some of Ofcom’s BBC has to assess whether changes to UK Under the Charter and Agreement, the
new regulatory framework was Public Services are material. If the changes BBC has to assess whether changes to
introduced before the start of 2017/18, are material we are required to carry out its commercial activities are material.
much of it has been published during a Public Interest Test. We have described During 2017, we assessed whether
the past year. It has, therefore, been how we do this in our published policy the merger of BBC Studios and BBC
a year of understanding the new on material changes to the BBC’s Public Worldwide was material. The BBC Board
regulations, developing frameworks Service activities and commercial activities. concluded that whilst important for the
and embedding new policies. BBC, this was not a material change.
During 2017/18, we have conducted seven
However, given the BBC’s commitment to
Over the year we have engaged with detailed materiality assessments. Of
accountability and transparency we have
Ofcom on the development of the these, we decided six were not material:
published some voluntary commitments
Operating Framework. The framework
—— increased investment in Children’s to provide reassurance around how
covers evaluating the BBC performance,
online content the new BBC Studios will work.
regulating the market impact of the
BBC’s Public Service, how the BBC —— increased investment in Wales The BBC has also published its transfer
conducts its commercial activities, and pricing and brand fee methodologies for
distribution of the Public Service. —— new investment in BBC Northern all internally traded goods and services, in
Ireland to boost local content line with Ofcom’s requirements on Trading
Operating Licence
—— live streaming of niche sports and Separation. Alongside this Annual
Ofcom issued the first BBC Operating
Report and Accounts we are publishing
Licence on 13 October 2017. The Operating —— BBC Ideas initiative details of the financial performance of
Licence replaces the previous BBC Trust
the BBC’s commercial arm, meeting
Service Licences, and sets regulatory —— changes to the BBC iPlayer Radio and
another of Ofcom’s requirements.
conditions for the UK Public Services BBC Music products
such as quotas for news and current Regulatory complaints
The proposed launch of the BBC Scotland
affairs, levels of original productions, Under the Agreement between the BBC
channel, as a new public service channel,
TV production in the nations and and the Secretary of State, the BBC is
was a material change. The BBC therefore
regions, and diversity. The majority of responsible for handling complaints,
conducted a Public Interest Test, which
the conditions did not come into force in a BBC First approach. This year we
the Board approved and submitted to
until either 1 January or 1 April 2018. have received two complaints. In both
Ofcom for consideration in November
cases we found that there was no breach
Our new ‘BBC Diversity Commissioning 2017. On 20 April 2018, Ofcom published
of any of the BBC’s obligations.
Code of Practice’ came into force on 1 April its provisional decision to approve the
2018, having been approved by Ofcom on launch of the new channel. It has said it
28 March 2018. The new Code is part of the will publish its final decision by July 2018.
BBC’s commitment to increase diversity
on and off air – across television, radio and
online – to reflect and represent today’s UK.

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G OV E R N A N C E

Statement of Board
responsibilities in respect
of the Annual Report
and Accounts
The Charter requires the BBC to prepare Board remuneration report comply Statement of disclosure of information
an audited annual report and statement with the Charter. It also has a general to auditors
of accounts. responsibility for taking such steps as The Board members who held office at
are reasonably open to it to safeguard the date of approval of the Annual Report
The Board has accepted its responsibility
the assets of the BBC and to prevent and and Accounts confirm that, so far as they
for the preparation of a strategic report,
detect fraud and other irregularities. are each aware, there is no relevant audit
statements of compliance with applicable
information of which the BBC’s auditors
codes and regulations (including the Board The responsibilities of the Board
are unaware; and each Board member
remuneration report) and the statement for ensuring that the BBC exercises
has taken all the steps that they ought to
of accounts which are intended by them rigorous stewardship of public money,
have taken as a Board member to make
to give a true and fair view of the state including responsibility for the propriety
themselves aware of any relevant audit
of affairs of the BBC and its subsidiaries and regularity of management of
information and to establish that the BBC’s
(the ‘Group’) and of the income and the BBC’s resources, are set out
auditors are aware of that information.
expenditure for that period. The Board in article 16 of the Charter.
has prepared the accounts in accordance Going concern
The Board is responsible for the
with International Financial Reporting The directors have prepared cash
maintenance and integrity of the BBC’s
Standards (IFRS’s) as adopted by the EU. flow forecasts for a period in excess
website. Legislation in the UK governing
The Board must not approve the statement of a year from the date of approval of
the preparation and dissemination of
of accounts (or ‘financial statements’) these financial statements, and have
financial statements may differ from
unless it is satisfied that they give a true reviewed these forecasts, together with
legislation in other jurisdictions.
and fair view of the assets, liabilities and the sensitivities and mitigating factors
financial position of the Group and of The Board members who held office in the context of available funds.
the surplus or deficit for that period. at the date of approval of the Annual
The directors are satisfied that the BBC
Report and Accounts, whose names and
In preparing the financial statements the is well placed to manage the risks and
functions are listed in the Governance
Board has: has adequate resources to continue in
section of the Annual Report and
operation for the foreseeable future.
—— selected suitable accounting policies Accounts, confirm that, to the best of
As a result, the going concern basis
and applied them consistently. each of their knowledge and belief:
has been adopted in the preparation
—— made judgements and estimates that —— the financial statements, prepared in of the financial statements.
are reasonable and prudent. accordance with IFRS as adopted by
This statement was approved by the Board.
the EU, give a true and fair view of the
—— stated whether they have been
assets, liabilities, financial position and
prepared in accordance with IFRS as
deficit of the Group.
adopted by the EU.
—— the Annual Report includes a fair
—— prepared the financial statements on
review of the development and
the going concern basis as they believe
performance of the business and the
that the BBC will continue in business.
position of the Group, together with a
The Board is responsible for keeping description of the principal risks and
Sir David Clementi
proper accounting records that are uncertainties that it faces.
Chairman
sufficient to show and explain the BBC’s 21 June 2018
—— the Annual Report, taken as a whole, is
transactions and disclose with reasonable
fair, balanced and understandable and
accuracy at any time the financial position
provides the information necessary for
of the Group and enable them to ensure
licence fee payers to assess the
that the financial statements and the
Group’s performance, business model
and strategy.

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Performance against
public commitments
This section sets out our progress towards various
public commitments. These commitments come
from the Charter, the Agreement, our Licence
obligations and commitments we have made
to deliver services for our audiences.

p.141 p.150
General Duties Nations’ data packs
The Board is responsible for ensuring the Detailed performance data by service
BBC fulfils its mission and public purposes in Wales, Scotland, Northern Ireland
as set out in the Charter. and England.

BBC Media Editor Amol Rajan reporting outside

BBC New Broadcasting House, London

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Regulatory compliance
This section sets out the BBC’s performance against its commitments in the UK Public Services. The former BBC Trust Service
Licence Conditions ceased to have effect on 1 January 2018, when Ofcom’s Operating Licence came into force. However, in the interest
of consistency and transparency we have reported against the Trust Service Licence Conditions for the full financial year. Most of the
conditions in the Ofcom Operating Licence will first apply for either the 2018 Calendar Year or the 2018/19 Financial Year. We will
report against those conditions in next year’s Annual Report and Accounts. Some Ofcom Operating Licence Conditions are ongoing
(i.e. not measured over any particular period) and we have continued to report against these below. The commitments are arranged
by public purpose.

Purpose One: To provide impartial news and information to help people understand and
engage with the world around them
Quota 2017/18

News and current affairs programmes

Hours of news on BBC One 1,380 1,677
Hours of news on BBC One in peak 275 313
Hours of current affairs on BBC One and BBC Two 365 603
Hours of current affairs on BBC One and BBC Two in peak 105 120
BBC One current affairs in peak 40 58
News at intervals throughout the day
CBBC
Hours of news 85 91
Hours of factual programming 550 1,255
News at intervals throughout the day
BBC Radio 1
News during the daytime
Hours of news in daytime each weekday, including two extended bulletins 1 hour 1 hour 3 mins
Regular bulletins during daytime at weekends
BBC Radio 1Xtra
News during the daytime
Hours of news in daytime each weekday, including two extended bulletins 1 1
Regular bulletins in daytime at weekends
BBC Radio 2
News at intervals throughout the day
Weekly hours of news and current affairs, including regular news bulletins 17 (3 in peak) 18 (3.5 in peak)
BBC Radio 3
News at intervals throughout the day
BBC Radio 4
Hours of news and current affairs programmes 2,500 3,334
Daily reports of Parliamentary proceedings when Parliament is sitting
BBC Radio 5 live
% of output that is news coverage c.75 76
Extensive coverage of local and general elections, and of elections to the United
Kingdom’s devolved chambers, as well as regular coverage of European and international
politics
BBC Radio 6 Music
Weekly hours of news 6 6
BBC Radio Asian Network
Hours of news and current affairs per week 24 hours 24 hour 4 mins
BBC News Channel
More international news than other main continuous news channel(s) in the UK
More local/regional news and perspectives than other main continuous news channel(s)
in the UK
Sports news throughout the day, including evening round-up
Hours of sports news 100 291
BBC Parliament
Hours of programming (including repeats) from Brussels and Strasbourg 100 211
BBC Online
Provide adequate links to material provided by third parties

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Purpose Two: To support learning for people of all ages

Note Commitment 2017/18

BBC One
Hours of arts and music 40 56
Hours of religious programmes 1 110 146
BBC Two
Hours of arts and music 150 224
CBeebies
A range of content which supports pre-school children in their learning
BBC Radio 1
Number of new documentaries 40 41
BBC Radio 1Xtra
Number of documentaries 40 42
BBC Radio 2
Hours of specialist music programmes 1,100 1,130
Hours of arts programming 100 122
Hours of new documentaries 130 153
Hours of religious output covering a broad range of faiths 170 201
BBC Radio 3
Number of new documentaries on arts and cultural topics (excluding repeats) 30 41
BBC Radio 4
Hours of original documentaries (excluding repeats) 350 388
Hours of original religious programming (excluding repeats) 200 226
BBC ALBA
Hours per week aimed at Gaelic language learners (originations only) 5 14
BBC Online
Deliver content which supports children and teenagers in their formal learning in all
parts of the United Kingdom

Notes
1 BBC One and BBC Two shared.

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G OV E R N A N C E

Purpose Three: To show the most creative, highest quality and distinctive output and services
Network Television
Note Quota 2017/18

% of original production 1
BBC One 70 85
BBC One in peak 90 99.5
BBC Two 70 91
BBC Two in peak 80 97
BBC Four 70 88
BBC Four in peak 50 85
CBeebies 70 71
CBBC 70 74
BBC News Channel 90 99
BBC Parliament 90 98
BBC Three 2
% of long-form content 70 73
% of factual long-form 25 58
BBC Four
Hours of arts and music 150 224
Hours of new factual programming 60 93
CBBC
Hours of drama programming 665 1,589
Hours of news 85 91
Hours of factual programming 550 1,255

BBC One peak time repeats % BBC Two peak time repeats %

10 40

8.4
8 31.1
30
7.1 28.2 28.4 27.4
6.4 6.6 25.8 26.7
25.3
6
5.7
4.8 20
4 4.0

10
2

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

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Network Radio
Note Quota 2017/18

BBC Radio 1
Hours of specialist music per week 60 68
% of music from UK acts in daytime 3 40 51
% of new music in daytime 3 45 55
Number of live events and festivals broadcast 10 16
Number of new sessions (excluding repeats) 160 195
Number of major social action campaigns 2 3
Play a broader range of music than comparable providers, taking into account both the
number of plays and the size of the playlist, at both peak listening time and daytime
BBC Radio 1Xtra
% of new music in daytime 3 60 59.7
% of music from UK acts in daytime 3 35 48
BBC Radio 2
% of music from UK acts in daytime 3 40 51
% of new music in daytime 3 20 27
Hours of live music 260 258
Play a broader range of music than comparable providers, taking into account both the
number of plays and the size of the playlist, at both peak listening time and daytime
BBC Radio 3
% of live or specially recorded music 40 54
Number of live or specially recorded performances 400 837
Number of new musical works commissioned (excluding repeats) 20 35
Number of new drama productions broadcast (excluding repeats) 25 28
BBC Radio 4
Hours of original drama and readings 600 601
Hours of original comedy (excluding repeats) 180 260
BBC Radio 4 Extra
Weekly hours of comedy 55 62
Weekly hours of drama 55 67
% of Radio 4 catch-up programming <15 11.5
BBC Radio 6 Music
% of new music 3 30 32
Hours of archive concert performances 400 415
Number of concert tracks or sessions from the BBC music archive (daytime) 6,500 (1,150) 6,624 (1,200)
Number of new sessions (excluding repeats and acquisitions) 300 300
Average weekly hours of speech-based features, documentaries and essays 10 10
BBC Radio Asian Network
Proportion of speech to music daytime 50:50 50:42
% of music from UK artists 4 30 30
% of new music 4 30 32
% of music from South Asia 10 7.4
Coverage of live events or festivals 10 11

BBC Online
Note Commitment 2017/18

BBC Online
% of eligible content and services commissioned from external suppliers (by value) 5 25 30.9

Notes
1 Original production includes all BBC commissioned programmes, including repeats.
2 BBC Three online commitments.
3 Data based on monitoring from 8 to 14 July 2017 (currently only one wave undertaken each year).
4 Data based on monitoring from 27 January to 2 February 2018 (currently only one wave undertaken each year).
5 Full year is an estimate based on the first three quarters of the year.

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Purpose Four: To reflect, represent and serve the diverse communities of all the United
Kingdom’s nations and regions and, in doing so, support the creative economy across the
United Kingdom
Network Television
Note Quota 2017/18

Independent production quota 1

% of hours of qualifying programmes across all channels 25 30.0
% of hours of qualifying programmes on BBC One 25 28.4
% of hours of qualifying programmes on BBC Two 25 37.5
Regional programme making
% of spend on qualifying programmes 30 51
% of hours of qualifying programmes 25 60
Network programmes made in the UK made outside the M25 area must constitute
a suitable range of programmes
Regional programming 2
Hours of regional programming 6,270 6,452
% of hours of programmes made in the relevant area 95 99.9
Hours of BBC One news 3,920 4,825
Hours of BBC One news in peak 2,010 2,185
Hours of non-news programming in peak 655 689
All non-news programmes adjacent to peak 280 304
BBC One Scotland
Hours of news and current affairs 265 358
Hours of other (non-news) programming each year 3 140 197
Provide a range of genres in its programming that reflects Scotland’s culture
BBC One Wales
Hours of news and current affairs 250 348
Hours of other (non-news) programming each year 3 60 94
Provide a range of genres in its programming that reflects Wales’s culture
BBC One Northern Ireland
Hours of news and current affairs 280 312
Hours of other (non-news) programming each year 3 80 178
Provide a range of genres in its programming that reflects Northern Ireland’s culture
BBC Two Scotland
Hours of other (non-news) programming each year including Gaelic output 3 190 256
Provide a range of genres in its programming that reflects Scotland’s culture
BBC Two Wales
Hours of other (non-news) programming each year 3 160 185
Provide a range of genres in its programming that reflects Wales’s culture
BBC Two Northern Ireland
Hours of other (non-news) programming each year 3 55 213
Provide a range of genres in its programming that reflects Northern Ireland’s culture
BBC Parliament
Hours of proceedings of the Scottish Parliament, Northern Ireland Assembly and
Welsh Assembly 260 427

Network Radio
Quota 2017/18

BBC Radio 3
% of relevant spend incurred outside the M25 40 45

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 G OV E R N A N C E

Nations and Regional Services

Note Quota 2017/18

BBC Local Radio

% of speech content in core hours (Monday-Friday, 6am-7pm) 60 67.3
% of speech content at breakfast peak time 100 100
Average minimum weekly hours per station of original, locally made programming 95 109.9
BBC Radio Guernsey 80 89.8
BBC Radio Jersey 80 88.5
BBC Radio Somerset 70 91.4
Each BBC Local Radio station provides news and information of particular relevance to
the area and communities it serves at intervals throughout the day
Each BBC Local Radio station provides other content of particular relevance to the area
and communities it serves
BBC Radio Scotland
Weekly hours of radio news and current affairs 50 59
Hours of arts coverage (including narrative repeats of daily arts show) 200 483
Several regional opt-outs each weekday, offering news, sport and information, and some
regional opt-out programming in the evening
Provide content and music of particular relevance to Scotland
BBC Radio nan Gàidheal
Provide news frequently across the day, particularly between 07:00 to 08:30 and 16:00 to
19:00 on Mondays to Fridays and 07:00 to 11:00 on Saturdays and Sundays 4
Provide content and music of particular relevance to Scotland
BBC ALBA
Weekly hours of originated programming (excluding news), including current affairs and
transfers from other BBC services c.5 hours 9 hours 14 min
Live news programmes each weekday evening (including peak time) and news review at
weekends
BBC Radio Wales
Weekly hours of news and current affairs 32 34
Provide content and music of particular relevance to Wales
BBC Radio Cymru
Weekly hours of news and current affairs 23 25
Provide content and music of particular relevance to Wales
BBC Radio Ulster/BBC Radio Foyle
Weekly hours of news and current affairs on Radio Ulster 35 41
Weekly hours of news and current affairs on Radio Foyle 20 22
Hours of new comedy 20 24
Hours of indigenous minority language programming, including Ulster Scots and Irish 220 288
Content and music of particular relevance to Northern Ireland

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BBC Online
Quota 2017/18

BBC Online
Provide news and information for the English regions
Provide dedicated coverage of sport for the English regions
Provide news and information for Scotland
Provide content in Gaelic
Provide dedicated coverage of sport for Scotland
Provide news and information for Wales
Provide content in Welsh
Provide dedicated coverage of sport for Wales
Provide news and information for Northern Ireland
Provide content in Irish and Ulster Scots
Provide dedicated coverage of sport for Northern Ireland

Notes
1 The BBC is subject to a overall 25% independent production quota and both BBC One and BBC Two are subject to 25% individually.
2 These figures represent regional programmes across BBC One and BBC Two.
3 This output may include repeats and acquisitions.
4 Radio nan Gàidheal does not go on air at weekends until 09:05. Currently, there is news provision in mornings and afternoons on RnG on weekdays but there is no weekend
morning news offer.

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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 129* public commitments as
part of making the BBC distinctive. These commitments in the main relate to specific events or outcomes on our services that occurred
over 2017/18.
Purpose Additional BBC commitment Measure

BBC ONE
A mix of different genres BBC One will continue to broadcast a demonstrably broader range YES
and output of genres in peak time than any comparable channel
A mix of different genres BBC One will continue to broadcast arts and music in peak this year, YES
and output including The Big Painting Challenge, Fake or Fortune and The Proms
A mix of different genres BBC One will continue to broadcast more news in peak time than YES
and output any other comparable channel
Creative ambition As part of a programme of creative renewal, BBC One will continue YES
to launch new titles in daytime, re-commissioning those which
are successful
Creative ambition BBC One will broadcast a new Nations strand at 7.30pm called YES
Our Lives which will reflect diverse voices from across the country
Creative ambition BBC One will refresh its mix of new and returning dramas, including YES
a substantial number of new drama titles in peak time
Range of audiences BBC One will aim to be the channel that reaches the most 16- YES – 52.3%
34 year olds
Range of audiences BBC One will aim to reach more than half of BAME audiences YES – 52.9%
each week
BBC TWO
A mix of different genres BBC Two will broadcast at least 50 hours of arts and music in YES – 81 hours
and output peak time
Creative ambition BBC Two will innovate across genres, with six major series bringing YES
new factual entertainment formats, new factual forms and
innovative scripted pieces
Range of audiences As the third-largest broadcast channel in the UK for adults, YES – 45%
BBC Two will reach broad audiences with its distinctive mix
of programming
BBC THREE
A mix of different genres At least 25% of BBC Three’s new long-form hours will be factual YES – 58%
and output content (including current affairs)
A mix of different genres BBC Three will commission substantial scripted content – including YES – 9
and output aiming to commission at least five long-form comedies, subject to
delivery timing
UK original output More than 90% of long-form commissions will be UK originations YES – 96%
Creative ambition BBC Three will commission at least five Comedy Feeds (pilots for YES – 5
breaking new comedy talent and made available on BBC iPlayer)
Range of audiences BBC Three will aim to reach 5-10% of 16-34s a week (using a four YES – 8%
weekly average)
BBC FOUR
UK original output BBC Four will broadcast at least 60 hours of originated factual YES – 93 hours
programmes this year
Creative ambition BBC Four will bring some of the very best of the world’s creativity to YES – 3
UK audiences with at least three foreign acquisitions alongside the
Storyville strand
Creative ambition BBC Four will also explore different shapes of programming – YES
including super long-form and multi-episode short-form formats

* 11 of these commitments were made in correspondence with Ofcom on 10 August 2017.

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G OV E R N A N C E

Purpose Additional BBC commitment Measure

CBBC
A mix of different genres CBBC will broadcast a broader range of genres than other YES
and output children’s channels, including drama, news, factual and factual
entertainment programming
A mix of different genres CBBC will increasingly deliver our public service content and YES
and output interactive experiences on digital platforms to reflect the way
children and young people are consuming media.
Creative ambition See section 3.2 of the BBC Annual Plan 2017/18 YES
Range of audiences Increase our content offer for UK teenagers, whilst retaining our YES
core focus on younger children
Range of audiences Reflect the diversity of UK children to ensure everyone sees YES
themselves and their lives represented on screen
CBEEBIES
A mix of different genres Offer a unique multi-genre mix of content for pre-school age YES
and output children, including drama and factual entertainment programming
Creative ambition See section 3.2 of the BBC Annual Plan 2017/18 YES
Range of audiences Reflect the diversity of UK children to ensure everyone sees YES
themselves and their lives represented on screen
BBC NEWS
A mix of different genres We will continue our commitment to daily in-depth sports news YES
and output
Creative ambition The News channel will continue output that expands the range YES
of the channel, like Victoria Derbyshire and Business Live
Range of audiences It will be the UK news channel with the biggest reach YES
BBC PARLIAMENT
A mix of different genres We will continue our commitment to cover European Parliamentary YES
and output institutions
BBC ALBA
A mix of different genres Young audiences will be a focus for BBC ALBA in 2017/18 YES
and output
A mix of different genres A new live-action pre-school series will be created and scheduled YES
and output
A mix of different genres A new comedy format will be piloted YES
and output
A mix of different genres Short-form content will be commissioned and scheduled within the YES
and output linear channel as well as on social media
A mix of different genres A weekend news format will be developed for launch in autumn 2018 YES
and output
UK original output 100 additional hours’ commitment through co-commissioning This commitment is a
and collaboration future aspiration linked to
commissioning for the new BBC
Scotland TV channel, which will
begin broadcasting in 2019.
Range of audiences BBC ALBA seeks to offer a credible and relevant service to Gaelic YES
speakers, those learning the language and those interested in the
language and culture
Range of audiences BBC ALBA also seeks to create impact with mainstream audiences in YES
Scotland and the UK through factual, music and sports genres

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Network Radio
Purpose Additional BBC commitment Measure

RADIO 1
A mix of different genres Radio 1 will play a more distinctive mix of music than comparable Over 3,600 different songs were
and output providers, with a daytime playlist that features a greater range played on Radio 1 across the day
of songs in 2017, around three times as
many as on typical comparable
commercial stations. There
was limited overlap, with just a
third (33%) of Radio 1’s Top 500
‘Most Played’ songs during the
year also appearing in the list
of the most played songs on UK
commercial radio.
UK original output Radio 1 will support the discovery and development of new and YES
emerging UK artists, including through BBC Introducing and new
initiatives such as The Brit List
Creative ambition Radio 1 will continue its year-long campaign focused on mental YES
health issues
Creative ambition The Radio 1 Teen Awards will celebrate the achievements of some of YES
the UK’s most inspiring young people
Creative ambition There will be coverage from a diverse mix of live events including YES
Creamfields, V Fest and Glastonbury
Range of audiences Radio 1 will maintain an editorial focus on its key audience of YES
listeners aged 15-29
1XTRA
A mix of different genres 1Xtra has commissioned a special selection of documentaries for YES
and output its 15th birthday
UK original output 1Xtra will continue its commitment to supporting UK artists YES
in daytime
Creative ambition 1Xtra will continue its commitment to new music in daytime, YES
retaining its position as the home of new urban music
Range of audiences 1Xtra will focus editorially on young and BAME audiences YES
RADIO 2
A mix of different genres Radio 2 will play a more distinctive mix of music than comparable We estimate around 10,000
and output providers, with a daytime playlist which features a greater range different songs were featured
of songs on Radio 2 across the day in
2017, compared to around
1,200 on a typical comparable
commercial station. There was
limited overlap, with under a
third (31%) of Radio 2’s Top 500
‘Most Played’ songs during the
year also appeared in the list of
the most played songs on UK
commercial radio.
A mix of different genres Radio 2 will broadcast a broad mix of genres and programming, YES
and output including The Arts Show, 500 Words as well as specialist music
output from jazz, folk, blues and soul to the popular Sounds of the
80s on the Red Button
UK original output Radio 2 will act as a showcase for new and heritage UK artists as YES
well as BBC Introducing artists
Creative ambition Radio 2 will continue to be a champion of new and heritage artists, YES
with a variety of live events coverage such as Radio 2 in Hyde Park,
Glastonbury, Radio 2 Folk Awards and the Edinburgh Festival. It
will stage a special concert from Hull as part of the City of Culture
celebrations. It will introduce more live music into daytime with the
Piano Room as part of the Ken Bruce Show
Range of audiences Radio 2 will maintain its editorial focus on listeners aged over 35 YES

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G OV E R N A N C E

Purpose Additional BBC commitment Measure

RADIO 3
A mix of different genres Radio 3 will maintain its role in unique and challenging drama – the YES
and output only place on UK radio where audiences can consume full-length
stage plays of over two hours duration
UK original output Radio 3 will continue to promote new talent – whether through New YES
Generation Artists, New Generation Thinkers, BBC Introducing for
classical musicians and conductors or Ten Pieces III
Creative ambition Radio 3 will broadcast definitive seasons to accompany landmark YES
moments, from the celebration of 450 years since Monteverdi’s birth
to Music of the Reformation and New Music Biennial from Hull. It
will also work in partnership with Wellcome and 6 Music on a Music
and Memory season
Creative ambition The 2017 Proms will include pioneering new approaches to live YES
classical music with a special performance from Stage@TheDock in
Hull, the UK’s 2017 City of Culture. The season will also include the
first ever Relaxed Prom from Cardiff in collaboration with the BBC
National Orchestra of Wales
RADIO 4 and 4 EXTRA
A mix of different genres Radio 4 will sustain its commitment to drama and comedy, and will YES
and output look to innovate in format and focus with new digital drama such
as Quake and Tracks. It will celebrate milestones such as 50 years
of Just a Minute
Creative ambition Radio 4 will continue to produce significant landmark content YES
to mark significant events and anniversaries such as the Russian
Revolution and the partition of India
A mix of different genres Radio 4 Extra will continue its commitment to drama and comedy YES
and output as well as archive. It will evolve its drama and comedy offer with
a focus on younger and changing audiences, from a new Podzone
for podcast content to an extension of NewsJack and the New
Comedy Awards
RADIO 5 LIVE and 5 LIVE SPORTS EXTRA
A mix of different genres 5 live and Sports Extra will broadcast a broader range of sport YES
and output than any comparable service, including a huge variety of sport in
2018 from events such as the Winter Olympics and Paralympics,
Commonwealth Games and World Cup to regular season coverage
of mainstream and specialist sports
A mix of different genres 5 live will showcase a range of seasons on news and current affairs, YES
and output such as Brexit – One Year On, Trump – The First 6 Months
UK original output 5 live will continue to be a showcase for voices from across the UK YES
through daily debate and regular outside broadcasts such as the
Marginal Mystery Tour for the UK elections
Creative ambition It will have regular seasons across the schedule on issues such as YES
mental health and cyber security
Creative ambition It will continue to innovate in its content mix with a range of new YES
podcasts on specialist sport as well as new news titles such as
Eye of The Storm and I Was There
Range of audiences 5 live and Sports Extra will continue to review their schedules, YES
talent and on-air contributors to reflect the diversity of the UK
A mix of different genres Sports Extra will broadcast a broader range of sport than any YES
and output comparable service, including a huge variety of sport in 2018
from events such as the Winter Olympics and Paralympics,
Commonwealth Games and World Cup to regular season
coverage of mainstream and specialist sports

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Purpose Additional BBC commitment Measure

RADIO 6 MUSIC
A mix of different genres 6 Music will continue to provide a mix of specialist music YES
and output programmes and documentaries, including a season on
Gay Britannia
UK original output 6 Music remains committed to championing new and YES
alternative music
Creative ambition 6 Music will showcase a range of landmarks and events, including YES
celebrations of Radiohead and events such as Carnival, WOMAD,
The Proms and SXSW
BBC ASIAN NETWORK
A mix of different genres Asian Network remains committed to a balance of speech and music YES
and output across daytime that reflects and represents the views and interests
of its audience
UK original output Asian Network will continue to act as a showcase for the British YES
Asian sound and a platform for the best new music and artists
Creative ambition Asian Network will be a key platform for creative talent and events, YES
from new comedy voices to landmark events such as Ramadan
and the London Mela. The station will broadcast a special Asian
Underground season for 2017/18
Range of audiences The station will evolve to remain relevant and engaged with a YES
younger British Asian audience with blend of new talent, new UK
and South Asian music

Nations and Regions

Purpose Additional BBC commitment Measure

BBC RADIO SCOTLAND

A mix of different genres BBC Radio Scotland will maintain a distinctive mix of speech YES
and output programming in daytime covering a broad range of genres
A mix of different genres The station’s music offer will include specialist music programmes YES
and output in the evening and support for new talent, with enhanced coverage
of live music and sessions. This will include new live events in
conjunction with the BBC Scottish Symphony Orchestra
UK original output The station will offer weekday localised news bulletins from YES
Aberdeen, Inverness, Selkirk and Dumfries
UK original output News and community programmes will be offered as opt-outs YES
in Orkney and Shetland
Creative ambition New comedy strands including quiz format Stop the Press YES
Range of audiences The station will aim to maintain its appeal to a broad range YES
of audiences in Scotland
BBC RADIO nan GÁIDHEAL
A mix of different genres Speech programming on BBC Radio nan Gàidheal will include a YES
and output wide range of genres
A mix of different genres Music programming will offer an eclectic mix of genres with a YES
and output particular focus on traditional Gaelic and Celtic music and including
coverage of a range of events
Creative ambition Both daily speech programming and output for children and YES
teenagers will provide a platform for new contributors and new
presenting talent
Creative ambition The station will work with BBC ALBA to support learners of YES
Gaelic online
Range of audiences The station will aim to appeal to all Gaelic-speaking audiences, YES
including children and young people through programming
specifically for them

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Purpose Additional BBC commitment Measure

RADIO WALES
A mix of different genres Radio Wales news programmes will offer greater analysis and YES
and output scrutiny of devolved policy issues following new investment in
specialist journalism
UK original output Radio Wales will continue to provide a national stage for the best YES
creative artists in Wales, working with partners including Arts
Council Wales, BBC National Orchestra of Wales and Creative UK
Creative ambition The station will champion Welsh comedy and become a platform YES
that nurtures both new home-grown talent alongside more
established Welsh comedy names
Creative ambition As part of its 40th anniversary, the station will launch a national YES
debate about the condition of Wales looking at the nation’s history
and future
Range of audiences Overall, the strategic aim is to build reach by the end of 2018 YES
(Radio Wales’ 40th anniversary year)
Range of audiences We aim to strengthen the performance and appreciation of Radio YES
Wales with a refreshed tone and sound to daytime and a continued
focus on relaunched evening and weekend programmes
Range of audiences This will be supported by a commitment that Radio Wales will be YES
more widely available on FM to ensure every part of Wales gets
value from the station
RADIO CYMRU
A mix of different genres Radio Cymru news and current affairs programmes will provide high- YES
and output quality coverage of key public policy issues, including the changing
UK, a commitment underpinned by new investment in specialist
journalism to provide Welsh-speaking audiences with news which
is as relevant as it is authoritative
UK original output Radio Cymru will work with the creative sector in Wales to help YES
develop new voices and talents, including with key partners such
as National Eisteddfod, BBC National Orchestra of Wales and Arts
Council Wales (including the Gorwelion/Horizons music partnership)
Creative ambition Radio Cymru will continue to focus on digital innovation YES
Creative ambition There will be coverage from a number of existing and new live YES
music events
Creative ambition Radio Cymru will develop its Sgript Slam initiative using new comedy YES
writers to nurture comedy formats in Welsh
Range of audiences Radio Cymru will aim to strengthen performance and appreciation YES
with a focus on maintaining reach and developing potential new
routes to younger audiences, including a new entertainment-
oriented breakfast show on digital platforms to complement the
news programme on the main Radio Cymru service
RADIO ULSTER and RADIO FOYLE
A mix of different genres In addition to extensive news and current affairs programming, the YES
and output station will continue to deliver a varied multi-genre mix in its speech
programming as well as a range of music from specialist to local
UK original output Radio Foyle will feature multiplatform coverage of potential YES
implications of Brexit in the border region
UK original output There will be new documentary and feature content reflecting the YES
rich diversity of Northern Ireland, e.g. Stories in Sound
Creative ambition The station will feature cross-platform country music and rural YES
culture seasons
Creative ambition Diversity will be celebrated across programmes, in particular YES
focusing on female contributors and people with disabilities
Creative ambition The station will participate in local and pan-BBC multiplatform arts YES
initiatives, including Get Creative and Two Minute Masterpiece

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Purpose Additional BBC commitment Measure

Range of audiences In addition to continuing Irish language and Ulster Scots strands, YES
there will be further cultural and language content, e.g. Summer
of Songs
Range of audiences The station will aim to engage a broad audience via a wide range of YES
music genres e.g. Irish country music and classical music outside
broadcasts, including the Ulster Orchestra
Range of audiences Proms in the Park will come from rural County Fermanagh for the YES
first time
LOCAL RADIO
A mix of different genres Local Radio will continue to offer a broad mix of content genres YES
and output relevant to local audiences across speech and music, including
BBC Introducing
A mix of different genres Local Radio will enter into more partnerships to promote local arts YES
and output and events, and each station will partner with at least one local
music festival as part of a BBC Music project
UK original output An impact fund will finance investigative journalism at local stations YES
and allow stations to join up on editorial projects to create more
audience impact
UK original output Output will also draw on original journalism provided by 150 YES
local democracy reporters recruited by local news providers in
partnership with the BBC
Range of audiences Local Radio will continue to reach audiences with locally relevant YES
content across the whole of England

ONLINE
Purpose Additional BBC commitment Measure

A mix of different genres We will commit to maintain a broad range of output on BBC Online, YES
and output covering all BBC video and audio output, children’s, news and sport
A mix of different genres We will continue to serve the whole of the UK, with dedicated sites YES
and output in the nations and which support local indigenous languages
UK original output We will open up to BBC audiences the broader web and UK content YES
in particular, by highlighting content from other providers and
driving click-throughs to other websites
Creative ambition We will continue to refresh all our major products so that they keep YES
pace with market changes and audience expectations
Range of audiences We will aim to increase the reach of BBC Online, and the frequency YES
of usage

ADDITIONAL COMMITMENTS (Letter of 10 August 2017)

Purpose Additional BBC commitment Measure

RADIO 1 and RADIO 2 We will measure the overlap of the Top 100 most played tracks Average monthly overlap of the
on Radio 1 and Radio 2 against a range of key commercial radio Top 100 songs on Radio 1 has
competitors on a monthly basis; and commit to ensuring that on been: 34 vs Capital; 40 vs Kiss;
average at least half of these tracks on both Radio 1 and Radio 2 are and 6 vs Radio X.
distinct from the most played tracks on each relevant competitor
Average monthly overlap of the
Top 100 songs on Radio 2 has
been: 11 vs Heart; 7 vs Magic;
and 2 vs Smooth.

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Purpose Additional BBC commitment Measure

RADIO 1 and RADIO 2 We will report on the range and depth of support for new music on 371 different tracks were added
Radio 1 and Radio 2 through analysis of their respective published to Radio 1’s Daytime Playlist
Playlists; and compare performance against the Playlists of key in 2017, 60% of which were
commercial stations from UK artists, with 41% by
a ‘new or emerging’ UK artist
(for comparison, the equivalent
figures for a key comparable
commercial station were 155
additions, 46% UK and 21% ‘new
and emerging’ UK artist).
327 different tracks were added
to Radio 2’s Daytime Playlist
in 2017, 59% of which were
from UK artists, with 19% by
a ‘new or emerging’ UK artist
(for comparison, the equivalent
figures for a key comparable
commercial station were 66
additions, 61% UK and 9% ‘new
and emerging’). There was also
significant support on Radio 2 for
older, more established artists
who gain little airplay elsewhere.
RADIO 1 We will commit to two social action campaigns on Radio 1 for YES
2017/18. We would also welcome a conversation with Ofcom over
the next 12 months on defining what we mean by social action
content, ensuring we remain relevant to our younger audiences
6 MUSIC We propose that, subject to Ofcom’s decision on the definition of YES
new music, 6 Music will broadcast a minimum of 30% new music
across daytime as part of its plans over the next 12 months.
Previously, this threshold acted as a ceiling, not a floor, on 6 Music’s
overall music output. We believe that this undervalues the key role
that 6 Music plays in supporting new and alternative music, much of
which is sourced from specialist and independent labels. We believe
our proposals would receive widespread support within the UK
music industry
1XTRA For 1Xtra we propose to commit to the same stretching quota within YES
the previous Service Licence that at least 35% of daytime music
will be from UK artists; however, in addition, we believe the current
depth of UK urban music talent allows us to commit to ensuring at
least half of the UK music played in daytime will be ‘new’ over the
next 12 months
ASIAN NETWORK The BBC Asian Network plays a key role in providing a platform for YES
new and established British Asian talent and we propose to commit
to the same stretching levels for new and UK music as applied under
the station’s Service Licence, ensuring at least 30% of daytime
music is from UK artists and 30% of daytime music is new
RADIO 4 We are happy to commit to 600 hours of original drama YES – 630 hours
and readings
RADIO 4 180 hours of original comedy on Radio 4 YES – 262 hours
RADIO 4 EXTRA 55 hours of comedy per week on Radio 4 Extra YES – 62 hours
RADIO 4 EXTRA 55 hours of drama per week YES – 67 hours
RADIO 3 25 new drama productions broadcast on Radio 3, i.e. the same level YES
as contained in the previous Trust Service Licence quotas

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General Duties
The Charter sets out a number of General Duties that apply to the BBC. This section sets out the BBC’s progress against these –
the measures for reporting which were set out in the BBC Annual Plan for 2017/18.
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 a result,
the BBC must ensure that the benefits (whether direct or indirect) of decisions relating to the mission or purposes outweigh the costs
(whether direct or indirect); and have regard to economic, social and cultural benefits and costs.
Measure Result

We will publish an Annual Plan and an Annual Report MET

We will publish the number of complaints upheld where we have failed to comply with the BBC’s 0
obligations under the Charter and Agreement or with the Ofcom Operating Framework or World
Service Licence
We will publish the number of complaints upheld on BBC editorial matters and overall volumes of MET – see page 118
complaints made
We will publish performance measurement data, including data on the fulfilment of the public purposes MET

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 the United
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.
Measure Result

We will publish annually data on audiences’ views about the BBC as part of the Annual Report MET – see throughout
Annual Report
We will ensure around six face-to-face events are held every year and report on the findings in the 6
BBC’s Annual Report

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 and encouraging
sector-wide innovation. Whilst the BBC recognises that there are risks that it may be viewed as stifling commercial activity or harming
competition, it is possible equally that the BBC’s activities can be seen as promoting commercial activity by increasing people’s interest
in and familiarity with new technology, helping to stimulate demand for services that competition can then also provide.
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 positive market impact.
Measure Result

We will consult on and publish a policy on material changes MET – see downloads.
bbc.co.uk/aboutthebbc/
insidethebbc/howwework/
policiesandguidelines/pdf/
policy_material_changes.pdf
We will publish annually the number of competition complaints upheld and actions taken in response 0
The BBC will publish the outcomes of any Public Interest Tests MET – BBC Scotland channel
(see bbc.co.uk/aboutthebbc/
insidethebbc/howwework/
accountability/consultations/
scotland_tv)

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 have regard to
the benefits of consultation with interested persons.
Measure Result

We will publish an Annual Plan that sets out the BBC’s strategic priorities, creative plans, budget MET
and any planned material changes to services

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G OV E R N A N C E

Measure Result

We will publish the following as soon as possible after the relevant event: MET
—— 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
—— Minutes of the meetings of committees of the Board
We will publish the new disclosures required under the Charter relating to pay over £150,000 MET – see page 101
We will, from 2017/18 onwards, publish data showing how the promotion of any output of a MET
UK Public Service or any such service in the UK Public Services focuses on output contributing
substantially to the fulfilment of the mission and promotion of the public purposes
We have consulted on our complaints framework and we will consult on our distribution policy. MET
We will follow best practice in the delivery of these consultations
We will publish transfer pricing methodologies for all commercial subsidiaries by the end of 2017 MET

5. Partnership
The BBC will work collaboratively and in partnership, especially in the creative economy, in the public interest. It should partner with a wide
range of organisations of all sizes, including commercial and non-commercial, throughout the UK. Partnerships should be fair and beneficial
to all with due attribution and recognition for partners.
Measure Result

We will collect and publish performance data on partnership output and activities, including on the MET – see page 144
BBC’s range of partnerships, range of partners, geographical breadth and impact

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 and minority
languages of the UK.
Measure Result

We will continue to publish diversity and inclusion data in the Annual Report and Equality Information MET – see Equality Information
Report, plus through updates to the Diversity and Inclusion Strategy on the BBC website Report page 240
We will publish performance measurement data collected as described above on the fulfilment of the MET – see Nations data packs
fourth public purpose which relates to this duty, including production targets and the performance of page 150
indigenous language services

7. Technology
The BBC must promote technological innovation and maintain a leading role in research and development. To do this, it needs to seek to
work in partnership with other organisations and share, as far as is reasonable, its research and development knowledge and technologies.
Measure Result

Our Innovation Review will inform future measurement of our performance in this area We are still assessing the
measure for performance
against our duty for technology.
We have also published
our review of Research and
Development activity

8. Stewardship of public money

—— Regularity – Management of all of the BBC’s resources must accord with the provisions of the Charter, Framework Agreement and
other 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 formally communicated
to the BBC
—— Value for money – Procurement, projects and processes must be systematically evaluated and assessed to provide confidence about
suitability, effectiveness, prudence, quality, value and avoidance of error and other waste, 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
Measure Result

True and fair statutory accounts prepared in line with IFRS, based on unqualified audit opinion from MET – see financial statements
the BBC’s independent external auditors page 168

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Measure Result

No reporting on regularity matters by the BBC’s independent external auditors to assure that MET – the C&AG’s regularity
the transactions reflected in the BBC’s financial statements have been applied to the purposes opinion is unmodified
intended and conform to the relevant framework of authorities that govern them
No reporting on propriety matters by the BBC’s independent external auditors to assure that the MET – see the C&AG’s audit
management of the BBC’s resources has met high standards of public conduct certificate and report
Compliance with funding conditions as part of separate funding agreement, e.g. grant funding for MET
the BBC World Service
Our response to Value for Money reviews conducted by the NAO or other commissioned parties MET

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.
Measure Result

We will audit our compliance with the UK Corporate Governance Code and principles of good MET
corporate governance based on a general aim of compliance with the Code wherever possible
Our Annual Report will set out the BBC’s performance against the Code; areas where the Code MET
does not apply to the BBC; areas where the Charter overrides the Code; and areas where the BBC
does not comply
We will also publish an annual Equality Information Report, in compliance with the Public Sector MET – see Equality Information
Equality Duty Report page 240
An annual statement on licence fee collection will be audited by the NAO and laid MET – see page 70
before Parliament

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.
Measure Result

We have published a policy on material changes to commercial activities MET – see downloads.bbc.co.uk/
aboutthebbc/insidethebbc/
howwework/
policiesandguidelines/pdf/
policy_material_changes.pdf
Our complaints framework includes a procedure for complaints about a failure to meet any MET
commercial activities requirements
We will publish forthcoming potential material changes to commercial services in the BBC’s Annual MET
Plan, subject to issues of commercial confidentiality
We will publish annual reports and transfer pricing methodologies concerning our commercial MET
subsidiaries as required under Ofcom’s Operating Framework
By the end of October 2017 we will publish our principles and methodologies for transfer pricing MET
for BBC Studios and by the end of 2017 we will publish the detailed methodologies for the other
commercial subsidiaries
By the end of October 2017, we will provide Ofcom with our first quarterly financial reports on MET
the commercial activities. At the same time as our Annual Report, we will publish annual financial
results of the commercial activities, by line of business
We will publish the number of upheld complaints about compliance with the commercial activities 0
requirements under the Charter and Agreement or in the Ofcom Operating Framework, and our
response to such complaints
We will publish the number of Ofcom enforcement actions in relation to compliance with the Ofcom 0
Operating Framework

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Partnerships and collaboration

This section provides a snapshot of CBeebies’ partnership with Northern podcast downloads so far, it has extended
partnerships activity in 2017/18. The BBC Ballet has brought children’s ballet to a Radio 4 reach to younger audiences.
has around 240* partnerships and wider audience, creating a new appetite
Lasting legacies
collaborations, large and small, focused on for dance. As well as broadening diversity
BBC Wales has taken significant steps
public service activity that supports the UK for CBeebies productions, screenings
towards the creation of a National
creative economy. Around half originate in have helped venues in areas in the North
Broadcast Archive for Wales with the
the nations and network production centres East with less arts engagement.
National Library of Wales, securing Phase
in England, 40 support training and skills
BBC Sport has streamed over 1,000 extra 1 funding from the Heritage Lottery fund.
and 22 are for Research and Development.
hours of live sport’s coverage, working The aim is to open up Wales’s archives
The BBC has worked with over 330 in ongoing partnership with governing including broadcast heritage, engaging
organisations. Partners include national bodies overseeing some 80 organisations, communities and securing the long-
and regional cultural institutions, funders, to help them deliver and promote content term preservation of the BBC’s assets.
festivals, trade and membership for BBC Live and iPlayer. With over 7.4
As a founding partner of Get Creative, the
organisations, universities, training million stream starts, this has increased
BBC continues to support the campaign’s
organisations, venues, local councils, our capacity and lowered the cost of
festival, which this year saw more than
charities, voluntary groups and commercial entry for partners to BBC platforms.
1,400 creative and participatory events
organisations including other broadcasters. The outcome is greater reach for smaller
across the UK. Engagement and reach
Around 200 report an ongoing relationship events and better representation of
were up with almost 10 million views on
with the BBC. Some partners are umbrella underserved audiences and women’s sport.
social media platforms and 500,000 page
organisations with access to many others
In BBC Arts, new editorial collaboration views to Get Creative’s website, where
around the UK.
models have been developed to extend audiences can find links to a map listing
The ten case studies below highlight the use of BBC Live to cultural events, creative events as part of the festival.
2017/18 outcomes: a focus on science, increasing the digital prominence
The end of Make It Digital has led to the
joining up creative relationships around the of Edinburgh International Festival,
setting up of a not-for-profit foundation
UK to engage different audiences, and Manchester International Festival and
with key partners to ensure a lasting legacy
digital innovation and capacity building in Hay Festival. Opera Passion with ROH and
for the micro: bit. The Micro:bit Educational
the creative sector. the V&A brought UK opera companies
Foundation has focused on global interest.
together for the first time with eight
With five core partners and 17 stakeholders, The micro:bit is now available in 50 countries
hours of live streams and special events
Tomorrow’s World delivered the with national rollouts in Iceland, Croatia
supported by social media, building
commitment in British Bold Creative to and Singapore to date. Microbit.org is in 13
capacity in the sector and aiming to appeal
engage mainstream audiences with science. languages and there is a global partnership
to new audiences as well as aficionados.
It has developed ways to increase interest in ecosystem of 132 partners and counting.
All partners had access to workshops.
STEM through content created, curated and
The following table presents a
aggregated under the brand by the BBC and BBC Two’s landmark series Civilisations,
snapshot of the main collaborations
partners. TV and iPlayer highlights included made in partnership with the Open
and creative partnerships across the
Tomorrow’s World Live with Eric Schmidt and University, prompted the Civilisations
public service BBC as of March 2018.
Brian Cox, Britain’s Greatest Invention and Festival, a collaboration with over 300
Astronauts: Do you have what it takes? museums, galleries, libraries and archives to No.
Partnerships/
TV and online reach were above the shine a light on UK collections and inspire BBC area** collaborations
benchmarks set with digital content such as debate by staging over 260 public events.
Tim Peake’s five facts about space (Science Social media broadcast coverage across the Archive 11
Museum Group) which reached over 85,000 UK, including 11 specially commissioned Arts/Arts North 18
browsers in its launch week; the Tomorrow’s films in English regions, extended reach. BBC
Academy (Birmingham) 19
World podcast with over 60,000 downloads R&D has offered partners access to digital
alongside online social activity; and at peak technology with 93 organisations attending Children’s (BBC North) 4
nearly 40,000 browsers visited the Global workshops. 28 have included content in Content/TV 16
Change Calculator in a week. the augmented reality app. 800 pieces
of BBC archive have been made available Learning (BBC North) 15
Britain’s creative partner
to partners. Art Fund made 21 grants Sport (BBC North) 14
The partnership with Hull City of Culture
to participating organisations. Festival
has been a highlight, with strong impact News 5
partners also included Culture 24, Museum
in Humberside and Yorkshire. Perceptions Music 14
Association, National Museum Directors’
of the BBC were higher amongst those
Council, Society of Chief Librarians, Radio 44
who consumed coverage of Hull (8.1 vs
Association of Independent Museums and
7.7 average) and amongst those aware of R&D 22
Scottish Library and Information Council.
the partnership (8.3 vs 7.7 average). 65%
England Network Centres 14
of people nationally claimed to be aware The partnership between Radio 4 and
that Hull was UK City of Culture in 2017 the British Museum reached 3.5 million Scotland 12
(49% amongst 16-34s). The BBC provided weekly listeners with Living With The Gods, Wales 28
coverage led locally by BBC Humberside. a new 30-part series by Neil MacGregor.
Reach was built for landmarks like Hull Flood Objects and stories related to Islam, Northern Ireland 7
which aired on BBC Two. The BBC created Hinduism, Sikhism, Buddhism, Judaism, Total 243*
new events like Contains Strong Language, as well as Christianity, sought to reflect
a spoken word festival and Radio 1’s Big diverse audiences. Through the animation * This includes programme making divisions, R&D
and Training in network production centres across
Weekend came to Hull. Conversations with of six episodes, syndicated through digital the UK.
Coventry City of Culture 2021 have started, and social media and with over a million ** This table does not include World Service or global
activity, commercial partnerships in WW/Studios,
building on the learnings from Hull. co-productions or distribution arrangements.

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Access services
The following table reports on the prevalence of access services across the BBC’s network television channels.
Audio
Audio described hours Total hours Actual for year (%) Target for year (%)
2017/18 2016/17 2017/18 2017/18 2016/17 2017/18 2016/17

BBC One 1,966 1,896 8,736 22.5 21.7 20.0 20.0

BBC Two 2,526 2,408 8,736 28.9 27.6 20.0 20.0
BBC Four 1,257 1,205 3,165 39.7 36.6 20.0 20.0
CBBC 1,850 1,771 5,083 36.4 35.0 20.0 20.0
CBeebies 1,443 1,320 4,704 30.7 28.0 20.0 20.0
Total 9,042 8,600 30,424

Sign interpreted
Sign interpreted hours Total hours Actual for year (%) Target for year (%)
2017/18 2016/17 2017/18 2017/18 2016/17 2017/18 2016/17

BBC One 462 460 8,736 5.3 5.3 5.0 5.0

BBC Two 458 453 8,736 5.2 5.2 5.0 5.0
BBC Four 198 177 3,165 6.2 5.4 5.0 5.0
CBBC 297 261 5,083 5.8 5.2 5.0 5.0
CBeebies 253 244 4,704 5.4 5.2 5.0 5.0
BBC News 506 514 8,736 5.8 5.9 5.0 5.0
Total 2,174 2,109 39,160

Subtitled
Subtitled hours Total hours Actual for year (%) Target for year (%)
2017/18 2016/17 2017/18 2017/18 2016/17 2017/18 2016/17

BBC One 14,268 14,213 14,283 99.9 99.9 100 100

BBC Two 9,542 9,634 9,552 99.9 99.9 100 100
BBC Four 3,165 3,294 3,165 100 100 100 100
CBBC 5,080 5,062 5,083 100 100 100 100
CBeebies 4,704 4,706 4,704 100 100 100 100
BBC Parliament 1,390 1,379 8,736 15.9 15.8 – 100
BBC News 8,733 8,733 8,736 100 100 100 100
Total 46,882 47,021 54,260

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Expenditure by genre
The Charter requires the BBC to report on expenditure on the UK Public Television Services by genre (as defined in accordance with
industry standards). The table below represents this information.
£ millions

News and Current Affairs 318.5

Factual and Learning 294.1
Film and Drama 339.9
Entertainment and Comedy 177.2
Sport Production 65.1
Children’s 88.8
Total genre spend 1,283.6
Other content spend 294.9
Total cost of content 1,578.5

Contestability
Under the Agreement between the BBC and the Secretary of State, the BBC must secure competition between BBC producers and
external producers, whether independent producers or not, for television, radio and online production.
The BBC Agreement requires the BBC to ensure that, for relevant television programmes, at least 40% of the previous in-house
guarantee for drama, comedy, entertainment and factual is opened up to competition by 31 December 2018. As at 31 March 2018,
the BBC had opened up 24% of the in-house guarantee by putting a number of series out to competitive tender (Holby City, Songs of
Praise, Question of Sport, Doctors and Bargain Hunt), by offering invitations to pitch ideas (Horizon) and by opening up a range of other
opportunities for new programming. The BBC is on track to achieve the 40% requirement by the end of 2018.
Target (%) of relevant hours % Contested hours

TV By 31 Dec 2018
—— Drama, comedy, entertainment
and factual in-house guarantee1,2 40 24
By 31 Dec 2022
Network Radio 3 60 20
By 31 Dec 2027
Online content 4,5 100 30.9 of spend online was external 6

Notes
1 Relevant TV programmes includes all television programmes included in the UK Public Services except: (a) programmes reserved for independent productions; (b) news and
news-related current affairs programmes; (c) any programme where the BBC considers that complying with the obligation would not secure value for money.
2 ‘In-house guarantee’ means the guaranteed allocation of air time to programmes made by the BBC under clause 56 of the 2006 Agreement.
3 The BBC Agreement requires the BBC to ensure that for relevant radio programmes it secures competition for at least 60 % of relevant broadcasting time by the end of 2022.
Relevant radio programmes means all network radio programmes included in the UK Public Services except-(a) news programmes; and (b) repeats, continuity, simulcasts, EBU
material and autoplayed music.
4 The BBC Agreement requires the BBC to secure competition for 100 % of relevant online material by the end of 2027. Relevant online material is all online material included in
the UK Public Services except: (a) programmes included in the UK Public On Demand Programme Services; (b) news and news-related current affairs material; and (c) any
material where the BBC considers that complying with the obligation would not secure value for money.
5 Given the broad range of content that fulfils relevant online material the BBC are still considering the most appropriate metric to track performance against this commitment.
6 Full year is an estimate based on the first three quarters of the year.

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Network television supply

The following table shows the proportion of BBC network television hours levels produced by different supplier types.
Proportion of all hours produced by Proportion of all hours produced by Proportion of all hours produced by Proportion of all hours produced by
Qualifying Independent Non-Qualifying Independent PSB in-house BBC Studios
producers for BBC television (%) producers for BBC television (%) for BBC television (%) for BBC television (%)*
% point % point % point % point
2017/18 2016/17 change 2017/18 2016/17 change 2017/18 2016/17 change 2017/18 2016/17 change

Drama 25 24 +1 19 12 +7 0 65 -65 56 0 N/A

Entertainment 26 29 -3 40 38 +2 0 33 -33 34 0 N/A
Comedy 39 46 -7 20 19 +2 0 36 -36 41 0 N/A
Factual 30 26 +5 11 16 -5 5 58 -53 53 0 N/A
Daytime 40 39 +1 27 28 -1 0 33 -33 33 0 N/A
Sport 23 27 -4 0 0 0 77 73 +4 0 0 N/A
Children’s 35 32 +3 19 12 +7 45 56 -11 1 0 N/A
Total 31 30 +1 17 15 +1 23 55 -32 30 0 N/A

Figures are based on qualifying programmes (as defined in the Independent Productions Order) delivered within each financial year. This means they exclude repeats and
acquisitions. Data includes only network hours delivered within the relevant year.
* BBC Studios became a commercial subsidiary of the BBC on 1 April 2017 and therefore separated from PSB in-house. There is therefore no comparator for 2016/17.

Network radio supply

The following table shows the levels of all BBC network radio hours from different suppliers.
Proportion of all hours produced by Proportion of all hours produced by
Independent producers In-house PSB producers
for BBC Network Radio (%) for BBC Network Radio (%)
2017/18 2016/17 2017/18 2016/17

Radio 1 15.9 15.1 84.1 84.9

1 Xtra 12.6 15.0 87.4 85.0
Radio 2 24.5 13.3 75.5 86.7
Radio 3 15.7 25.1 84.3 74.9
Radio 4 18.4 14.5 81.6 85.5
Radio 4 Extra 50.4 24.3 49.6 75.7
Radio 5 live & 5 live sports extra 21.8 24.8 78.2 75.2
6 Music 25.0 23.1 75.0 76.9
Asian Network 15.0 16.0 85.0 84.0
Total 18.8 18.1 81.2 81.9

Notes:
The data presented excludes repeats, simulcasts, core news, education/social action, presentation, EBU output, World Service and Radio 5 live broadcasts on Asian Network overnight.

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Distribution
Distribution of BBC content is key to delivering our mission and public purposes. The Charter sets out that the BBC must report on how
it has made its output and services available to the public. This section sets out our progress this year.
How we distribute our services

98.5% 99% 97.5%

Digital Terrestrial AM/FM coverage DAB coverage
Television (DTT) coverage of UK households of UK households
of UK households

The broadcast network coverage figures

98%
BBC iPlayer is available on BBC iPlayer is available on relate to the transmission networks
operated by the BBC. In addition, the

>2,500 >15,000
BBC also makes its services available
through third party transmission
networks – most of our TV and Radio
services are available via satellite to
98% of UK households, some of our HD
services are available via commercial
Services via satellite types of TV device types of device overall DTT multiplexes and our nations and
to UK households regions radio services are available via
the commercial DAB network.

The goal of the BBC’s distribution and BBC iPlayer’s focus in 2017/18 on features developed to enhance its
activity is to ensure that audiences have offering a more personalised service services (such as the ability to restart
full and convenient access to all of the has enhanced this. or rewind a live programme in BBC
services that are relevant to them. To iPlayer as it is being broadcast) are as
—— Data – in order to deliver more
this end, in 2017/18 we ensured that: widely available as possible.
effective curation (above) and a more
—— the broadcast coverage of our linear personal experience of BBC services, —— Value for money – the BBC seeks to
TV and Radio services reached as many as well as to monitor and improve minimise the costs associated with the
households as is economically performance, the BBC has continued distribution of its content, in order to
practicable to work with its distribution partners maximise the proportion of the licence
to ensure that it has access to timely, fee spent on programming. This has
—— the BBC’s video-on-demand (VOD)
accurate and granular data on the continued to inform the distribution
service was available on more
consumption of its services. The need technologies the BBC invests in, as well
consumer devices (from Smart TVs, to
to negotiate effectively with third party as our typical approach of distributing
games consoles, to tablets) than any
platforms for such data was a standard BBC iPlayer product that
other VOD service in the UK through
highlighted in the National Audit can be widely deployed with minimal
a popular, easy-to-integrate solution
Office’s recent report ‘The BBC’s marginal costs.
—— the BBC created content tailored to Understanding of its Audiences
—— Free – the BBC has continued to
the needs and expectations of users and Users’.
ensure that audiences pay no
on popular social platforms, such as
—— Prominence – throughout 2017/18, the incremental cost to users to access
Facebook, Twitter and YouTube
BBC has continued to ensure that its the BBC’s services: our services are
In addition to widespread availability, the content and services feature available on the entry-level tier of any
BBC successfully delivered against seven prominently within the interfaces of subscription service, and contain
distribution conditions that are critical to the platforms on which it is carried, no advertising.
the continued delivery of its public mission: and has worked with platforms to
These conditions are reflected in
ensure that its content is discoverable
—— Editorial control – in all distribution the BBC’s Distribution Policy which
in innovative new interfaces such as
arrangements for its TV and Radio was consulted on this year.
mobile aggregator apps (e.g. Virgin TV
programmes, the BBC sought to Anywhere) and voice assistants (e.g. Throughout 2017/18 the BBC has
exercise editorial control over the Amazon Alexa) and platform discovery continued to play a leading role in planning
selection and ordering of its linear areas (e.g. Samsung). the clearance of TV services from the
and on-demand programmes wherever
700MHz band of broadcast spectrum.
they were distributed, curating services —— Attribution – it is important that
This spectrum will then be used by future
to highlight and bring audiences to licence fee payers are able to identify
mobile broadband services. The project
lesser-known programmes and when they are accessing programmes
has moved from planning into delivery
distinctive public service gems. provided by the BBC, and so the BBC
and the BBC is working with stakeholders
BBC iPlayer has become increasingly has continued to take measures to
to ensure our audiences are supported
effective at achieving this objective. ensure its services are clearly branded
and impacts to our services are limited.
Our research shows that, on average, and easily attributable wherever they
The BBC has also been at the forefront
simply featuring such programmes on are available.
of preparation for 5G mobile standards
the BBC iPlayer homepage doubles
—— Quality – the BBC has continued to in the UK, and has had bids accepted for
their on-demand consumption, that
ensure that audiences can reliably Government-backed trials for 5G delivery
audiences are highly receptive to the
access BBC services in high quality. In of radio and immersive experiences
BBC’s ‘watch next’ recommendations;
addition, the BBC has ensured that the as part of two industry consortia.

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BBC Public Service promotions

The Agreement between the BBC and the Secretary of State sets out that the BBC must ensure that the promotion of any output
of a UK Public Service or any such service in the 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.
BBC Public Service Total minutes Proportion of air time BBC Public Service Total minutes Proportion of air time
of promotions of promotions

9,008 1.7% 3,754 0.7%

7,474 1.4%
7,543 1.2%
N/A N/A
3,468 1.8%
8,690 1.7%
5,105 1.7%
N/A N/A

10,463 2.0%
4,555 1.6%

13,870 2.6% 7,483 1.5%

6,155 1.5%
N/A N/A
N/A N/A
N/A N/A

5,125 1.2%
N/A N/A
4,590 1.1%
7,483 1.5%
3,952 1.0%
6,327 1.2%

11,332 2.2% 6,769 1.5%

Promotions take place at intervals through out the day.
Promotions on BBC ALBA, Parliament, Radio 4 Extra and 5 live sports extra not tracked due to very low volume and frequency. Data is not available for promotions on Red Button.

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Nations’ data packs

p.151 p.155
Wales Scotland

p.159 p.163
Northern Ireland England

BBC Scotland drama Shetland

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The BBC in Wales

The BBC’s expenditure in Wales during 2017/18 was £176.2 million across all services and platforms, compared to £185.9 million
in 2016/17.
Network TV programmes made in Wales in the 2017/18 financial year included Doctor Who, Casualty, Bargain Hunt, Requiem, Only Connect
and inserts for The One Show. Online and Red Button spend in 2016/17 included the BBC Three drama premiere of Class. Network TV
production in Wales remains strong – on the Ofcom calendar year measure Wales contributed 6.7% in 2017 (2016: 5.8%) of the BBC’s
eligible network television spend.
Local content reflects the additional investment in English language TV for Welsh audiences with big drama titles such as Keeping Faith
and Hinterland.
Headcount in 2017/18 now excludes BBC Studios staff in Wales.
The following pages provide additional detail on the BBC’s performance in Wales, including income, high level expenditure and
performance across services provided in Wales.
Income
These numbers are estimated as figures for each nation and have been calculated by applying the proportion of licensed premises to the
total number of licences in force. The exact number of licences in force varies on a daily basis. The number of licenced premises are
different 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.
2018 2017
£m £m

Estimated income
UK 3,830.2 3,787.2
Wales 190.9 188.5

Expenditure by service
Direct and indirect spend relating to programmes produced in the nation.
2018 2017
£m £m

Network content
TV (inc. sport and children’s)* 49.8 54.8
Radio 3.0 3.3
Online and Red Button 1.4 5.3
Total network spend 54.2 63.4
Local content
TV – BBC One 25.5 22.5
TV – BBC Two 9.6 8.7
Radio Wales 14.6 14.2
Radio Cymru 13.5 13.6
Online and Red Button 7.9 7.5
Total local spend 71.1 66.5
National Orchestra of Wales 4.6 4.7
S4C** 25.6 29.2
Development 0.2 1.4
Distribution 20.5 20.7
Total 176.2 185.9

* Network content is attributed on an Ofcom basis, which excludes foreign productions.

** This represents the television programmes commissioned and produced by BBC Wales and supplied to S4C (excluding programmes commissioned directly by S4C from
other producers).

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Television hours
Local opt-out hours^ (including repeats) on BBC One and BBC Two
2018 2017
Hours Hours

Drama, comedy, entertainment, music and arts 37 22

Daily, weekly news and current affairs 383 392
Sport and leisure 144 141
Education, factual and religion 98 108
Total 662 663

^ Television content commissioned specifically for audiences in the nation.

S4C*
2018 2017
Hours Hours**

Drama, comedy, entertainment, music and arts* 256 270

Daily, weekly news and current affairs 264 273
Sport and leisure 134 168
Education, factual and religion 5 8
Children’s 11 17
Total 670 736

* This represents the television programmes commissioned, produced and funded by BBC Wales and supplied to S4C (excluding programmes commissioned directly by S4C from
other producers). The total of hours for 2018 include 135 hours of repeats (2017: 187 hours). This includes repeats where BBC Wales has incurred a charge associated with the
transmission of the programmes.
** The 2017 figures have been restated to include all BBC Wales repeats supplied to S4C. In previous years repeats were only included where BBC Wales incurred a charge
associated with the repeated hours.

Radio hours
BBC Radio Wales
2018 2017
Hours Hours

News and current affairs 1,789 1,868

General 5,685 5,725
Total 7,474 7,593

BBC Radio Cymru

2018 2017
Hours Hours

News and current affairs 1,295 1,335

General 5,763 5,927
Total 7,058 7,262

Headcount
Average headcount reflects those individuals employed to directly support the services produced in Wales.
2018 2017
Number Number

Average number of persons employed in the year 950 1,187

Average headcount of individuals based in Wales across all services including support functions.
2018 2017
Number Number

Average number of persons employed in the year 1,208 1,418

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Wales’ performance by service – Television Content (£m) Reach (%) Time spent watching
We spent a total of Wales population a channel each week
£84.9 million on these who use the service (h:m)
services last year each week Length of time the
in Wales average Wales viewer
spent each week with
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 £71.5m 72.7% 08:21
genres which includes news and current affairs, drama, comedy, entertainment
and factual. 2016/17: £72.1m 2016/17: 76.6% 2016/17: 08:34

BBC Two is a mixed-genre channel with programmes of depth and substance.

It includes the greatest amount and range of knowledge-building programming £12.2m 48.7% 03:18
on the BBC, complemented by distinctive comedy, drama and arts programming.
2016/17: £11.3m 2016/17: 50.4% 2016/17: 03:20

BBC Four aims to be British television’s most intellectually and culturally

enriching channel, offering an ambitious range of UK and international arts, £1.1m 12.4% 01:43
music, culture and factual programmes.
2016/17: £2.6m 2016/17: 13.6% 2016/17: 01:44

The CBBC channel offers a distinctive mixed schedule for 6-12 year
olds, with mainly UK programmes served in a stimulating, creative and – 3.7% 02:17
enjoyable environment.
2016/17: – 2016/17: 3.7% 2016/17: 02:37

CBeebies provides a mix of high-quality, mostly UK-produced, programmes

designed to encourage learning through play in a consistently safe environment £0.1m 5.6% 04:06
for children under six.
2016/17: – 2016/17: 6.3% 2016/17: 03.52

Reach definition: 15+ minutes consecutive for all channels and services and audiences in TV-owning households aged 4+ (TV).
Source: BARB (TV reach and time per viewer – all channels include their simulcast HD channel where applicable).
N.B. BARB data measures TV set viewing only at present, meaning that iPlayer viewing on other devices is not included in any of the reach and time figures. iPlayer viewing is
growing, especially for young-skewed services such as CBeebies and CBBC.

Wales’ performance by service – News Content (£m) Reach (%) Time spent watching
We spent a total Wales population or listening to a
of £nil on these who use the service service each week
services last year each week (h:m)
in Wales Length of time the
average Wales viewer
or listener spent each
week with the service

The BBC News Channel is a 24-hour impartial and independent news service
offering breaking news, analysis and insight. It provides fast and comprehensive – 11.0% 03:07
coverage of local, UK and international events as they unfold.
2016/17: – 2016/17: 11.7% 2016/17: 02.59

BBC Parliament is the UK’s only channel dedicated to politics. It shows debates
and committees from Westminster, Holyrood, Stormont, Cardiff Bay and – 0.8% 01:38
Strasbourg as well as political programmes from across the UK.
2016/17: – 2016/17: 0.9% 2016/17: 01:40

Reach definition: 15+ minutes for all channels and services and audiences in TV-owning households aged 4+.
Source: BARB (TV reach and time per viewer).
Three-minute reach for BBC News Channel and BBC Parliament – in line with industry standards – would be 15.0% and 1.5% respectively (17.1% and 1.7% amongst 16+ population).

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Wales’ performance by service – Radio Content (£m) Reach (%) Time spent listening
We spent a total Wales population to a service each
of £3.0 million on who use the service week (h:m)
these services last each week Length of time the
year in Wales average Wales listener
spent each week with
the service

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 – 23.5%** 06:17
campaigns for young adults.
2016/17: – 2016/17: 21.9% 2016/17: 07:16

BBC 1Xtra plays the best in contemporary black music, with a strong emphasis
on delivering high-quality live music and supporting new artists. – 2.0%+ 02:46
2016/17: – 2016/17: 1.8% 2016/17: 05:47

BBC Radio 2 broadcasts a unique mix of music and speech programmes covering
a diverse mix of live pop and rock, comedy, documentaries and religious output, – 36.8%^ 12:36
as well as running social action campaigns to over 14 million listeners.
2016/17: – 2016/17: 37.1% 2016/17: 12:45

BBC Radio 3 centres on classical music, around which it provides a broad

spectrum of jazz, world music, arts programmes, religion and drama. There £2.0m 3.6% 05:25
is a strong emphasis on musical performance across the UK.
2016/17: £2.3m 2016/17: 3.3% 2016/17: 05:54

BBC Radio 4 is a mixed-speech radio station, offering in-depth news and current
affairs and a wide range of other speech programmes including drama, readings, £1.0m 18.5% 12:05
comedy, factual and magazine programmes.
2016/17: £1.0m 2016/17: 16.7% 2016/17: 12:02

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’s – 3.5% 06:34
archive of speech entertainment, including comedy, drama and readings.
2016/17: – 2016/17: 3.0% 2016/17: 07:41

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 – 8.4% 07:34
providing context through wide-ranging analysis and discussion.
2016/17: – 2016/17: 8.5% 2016/17: 07.44

BBC Radio 5 live sports extra brings a greater choice of live action to sports fans
by extending live coverage of various sporting events. – 2.3% 03:11
2016/17: – 2016/17: 1.6% 2016/17: 02:38

BBC 6 Music is a digital radio station that entertains lovers of popular music with
a service that celebrates the alternative spirit of popular music from the 60s to – 3.0% 07:53
the present day, complemented by music news and documentaries.
2016/17: – 2016/17: 2.8% 2016/17: 08:57

*
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 – 0.4%
some programmes in other languages.
2016/17: – 2016/17: 0 .1% 2016/17: *

Reach definition: 15+ minutes for all stations and audiences aged 15+.
Source: RAJAR (Radio reach and time per listener).
Excludes programme ‘Coming up on 5 live sports extra’.
** Radio 1: amongst its target group of 15-29 year-olds reach was 49.0% and time spent per listener was 05:57.
+ 1Xtra: amongst 15-24 year-olds reach was 6.3%. Lower sample size may be responsible for greater variability in the time per listener data.
^ Radio 2: amongst its target group of 35+ year olds reach was 43.6% and time spent per listener was 13:49.
* Sample size for time per user too low to report.

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The BBC in Scotland

In 2017/18, BBC Scotland produced a wide range of content across all its platforms, including compelling drama, popular comedy,
a range of diverse documentaries and events coverage for audiences in Scotland and across the UK.
The BBC’s expenditure in Scotland during 2017/18 was £222.6 million across all services and platforms. Whilst this is a decrease from
2016/17 (£233.0 million), the phasing of transmission dates impacted spend figures; consequently, there will be a proportionate rise
in 2018/19.
The value of qualifying BBC network television content from Scotland (relative to all BBC qualifying spend) exceeded the Ofcom calendar
year target of 8.6%, reaching 9.1% (2016: 10.3%) and included drama titles Trust Me and the return of the acclaimed murder mystery
Shetland. In children’s programming there was the return of Raven.
The following pages provide additional detail on the BBC’s performance in Scotland, including income, high-level expenditure and
performance across services provided in Scotland.
Income
These numbers are estimated as figures for each nation have been calculated by applying the proportion of licenced premises to the total
number of licences in force. The exact number of licences in force varies on a daily basis. The number of licensed premises is different to
the number of licences in force as, in some cases, premises may need more than one licence. Figures exclude concessionary licences for
those living in residential care.
2018 2017
£m £m

Estimated income
UK 3,830.2 3,787.2
Scotland 323.7 321.7

Expenditure by service
Direct and indirect spend relating to programmes produced in the nation
2018 2017
£m £m

Network content
TV (inc. sport and children’s)* 79.9 84.2
Radio 3.2 3.5
Online and Red Button 2.5 5.5
Total network spend 85.6 93.2
Local content
TV – BBC One 42.0 43.0
TV – BBC Two 12.0 17.0
TV – BBC ALBA 7.9 6.0
Radio Scotland 22.6 21.1
Radio nan Gàidheal 4.0 3.7
Online and Red Button 8.0 6.6
Total local spend 96.5 97.4
National Orchestra 4.8 4.8
Development 2.2 1.6
Distribution 33.5 36.0
Total 222.6 233.0

* Network content is attributed on an Ofcom basis, which excludes foreign productions.

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Television hours
Local opt-out hours^ (including repeats) on BBC One and BBC Two
2018 2017
Hours Hours

Drama, comedy, entertainment, music and arts 129 131

Daily, weekly news and current affairs 453 499
Sport and leisure 186 196
Education, factual and religion 113 101
Total 881 927

^ Television content commissioned specifically for audiences in the nation.

BBC ALBA
2018 2017
Hours Hours

Drama, comedy, entertainment, music and arts 602 659

Daily, weekly news and current affairs 189 186
Sport and leisure 220 225
Education, factual and religion 969 884
Children’s 639 700
Total 2,619 2,654

Radio hours
BBC Radio Scotland
2018 2017
Hours Hours

News and current affairs 3,098 3,213

General 5,429 5,338
Total 8,527 8,551

BBC Radio nan Gàidheal

2018 2017
Hours Hours

News and current affairs 656 663

General 4,241 4,258
Total 4,897 4,921

Headcount
Average headcount reflects those individuals employed to directly support the services produced in Scotland.
2018 2017
Number Number

Average number of persons employed in the year 924 1,104

Average headcount of individuals based in Scotland across all services including support functions.
2018 2017
Number Number

Average number of persons employed in the year 1,108 1,199

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Scotland’s performance by service – Television Content (£m) Reach (%) Time spent watching
We spent a total of Scotland population a channel each week
£133.9 million on who use the service (h:m)
these services last each week Length of time the
year in Scotland average Scotland
viewer spent each
week with 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 £85.0m 71.8% 08:14
genres which includes news and current affairs, drama, comedy, entertainment
and factual. 2016/17: £83.8m 2016/17: 74.0 % 2016/17: 0 8:17

BBC Two is a mixed-genre channel with programmes of depth and substance.

It includes the greatest amount and range of knowledge-building programming £35.0m 48.4% 03:13
on the BBC, complemented by distinctive comedy, drama and arts programming.
2016/17: £45.6m 2016/17: 50.0% 2016/17: 03:12

BBC Four aims to be British television’s most intellectually and culturally

enriching channel, offering an ambitious range of UK and international arts, £4.1m 13.5% 01:56
music, culture and factual programmes.
2016/17: £4.4m 2016/17: 14.0 % 2016/17: 01:46

The CBBC channel offers a distinctive mixed schedule for 6-12 year
olds, with mainly UK programmes served in a stimulating, creative and £7.8m 2.6% 01:58
enjoyable environment.
2016/17: £7.7m 2016/17: 3.4% 2016/17: 02:15

CBeebies provides a mix of high-quality, mostly UK-produced, programmes

designed to encourage learning through play in a consistently safe environment £2.0m 6.2% 04:11
for children under six.
2016/17: £2.7m 2016/17: 5.5% 2016/17: 03:54

Reach definition: 15+ minutes consecutive for all channels and services and audiences in TV-owning households aged 4+ (TV).
Source: BARB (TV reach and time per viewer – all channels include their simulcast HD channel where applicable).
N.B. BARB data measures TV set viewing only at present, meaning that iPlayer viewing on other devices is not included in any of the reach and time figures. iPlayer viewing
is growing, especially for young-skewed services such as CBeebies and CBBC.

Scotland’s performance by service – News Content (£m) Reach (%) Time spent watching
We spent a total of Scotland population or listening to a
£nil on these services who use the service service each week
last year in Scotland each week (h:m)
Length of time the
average Scotland
viewer or listener
spent each week with
the service

The BBC News Channel is a 24-hour impartial and independent news service
offering breaking news, analysis and insight. It provides fast and comprehensive – 9.5% 03:38
coverage of local, UK and international events as they unfold.
2016/17: – 2016/17: 9.9% 2016/17: 03:27

BBC Parliament is the UK’s only channel dedicated to politics. It shows debates
and committees from Westminster, Holyrood, Stormont, Cardiff Bay and – 0.8% 02:05
Strasbourg as well as political programmes from across the UK.
2016/17: – 2016/17: 0.8% 2016/17: 02.14

Reach definition: 15+ minutes for all channels and services and on audiences in TV-owning households aged 4+.
Source: BARB (TV reach and time per viewer).
Three-minute reach for BBC News Channel and BBC Parliament – in line with industry standards – would be 13.6% and 1.7% respectively (15.0% and 1.9% amongst 16+ population).

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G OV E R N A N C E

Scotland’s performance by service – Radio Content (£m) Reach (%) Time spent listening
We spent a total of Scotland population to a service each
£3.2 million on these who use the service week (h:m)
services last year each week Length of time the
in Scotland average Scotland
listener spent each
week with the service

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 £0.1m 16.7%** 06:07
campaigns for young adults.
2016/17: £0 .1m 2016/17: 16.1% 2016/17: 06:45

BBC 1Xtra plays the best in contemporary black music, with a strong emphasis
on delivering high-quality live music and supporting new artists. – 0.9%+ 05:55
2016/17: – 2016/17: 0.8% 2016/17: *

BBC Radio 2 broadcasts a unique mix of music and speech programmes covering
a diverse mix of live pop and rock, comedy, documentaries and religious output, – 27.8%^ 11:40
as well as running social action campaigns to over 14 million listeners.
2016/17: £0.1m 2016/17: 25.6% 2016/17: 11:33

BBC Radio 3 centres on classical music, around which it provides a broad

spectrum of jazz, world music, arts programmes, religion and drama. There £1.6m 2.6% 06:42
is a strong emphasis on musical performance across the UK.
2016/17: £1.8m 2016/17: 2.7% 2016/17: 05:20

BBC Radio 4 is a mixed-speech radio station, offering in-depth news and current
affairs and a wide range of other speech programmes including drama, readings, £1.5m 14.7% 09:41
comedy, factual and magazine programmes.
2016/17: £1.5m 2016/17: 12.7% 2016/17: 09.30

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 – 2.7% 04:24
BBC’s archive of speech entertainment, including comedy, drama and readings.
2016/17: – 2016/17: 1.9% 2016/17: 05:43

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 – 5.8% 06:25
providing context through wide-ranging analysis and discussion.
2016/17: – 2016/17: 6.9% 2016/17: 06:24

BBC Radio 5 live sports extra brings a greater choice of live action to sports fans
by extending live coverage of various sporting events. – 1.1% 03:06
2016/17: – 2016/17: 1.2% 2016/17: 02:03

BBC 6 Music is a digital radio station that entertains lovers of popular music
with a service that celebrates the alternative spirit of popular music from the – 3.8% 09:57
60s to the present day, complemented by music news and documentaries.
2016/17: – 2016/17: 3.7% 2016/17: 09:45

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 – 0.3% *
some programmes in other languages.
2016/17: – 2016/17: 0.4% 2016/17: *

Reach definition: 15+ minutes for all stations and audiences aged 15+.
Source: RAJAR (Radio reach and time per listener).
Excludes programme ‘Coming up on 5 live sports extra’.
** Radio 1: amongst its target group of 15-29 year olds reach was 33.0% and time spent per listener was 06:02.
+ 1Xtra: amongst 15-24 year-olds reach was 2.2%. Lower sample size may be responsible for greater variability in the time per listener data.
^ Radio 2: amongst its target group of 35+ year olds reach was 33.5% and time spent per listener was 12:45.
* Sample size for time per user too low to report.

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 G OV E R N A N C E

The BBC in Northern Ireland

Investment in content spend in Northern Ireland decreased year-on-year for network services but increased on local services. The
reduction in network spend was linked to specific drama and entertainment commissions produced in 2016/17 which were not replicated
in 2017/18 (e.g. My Mother and Other Strangers, The Fall 3, Can’t Touch This!). Despite the reduction in spend, Northern Ireland, through
network services, has still provided quality drama commissions in 2017/18 (e.g. Paula, Come Home, Line of Duty 4) and continued with the
successful commission of children’s titles such as Pablo. The spend on local content increased by over £1 million reflecting the first
tranche of Nations reinvestment funding and this was targeted at expanding the digital news and sport services as well as increasing
comedy output on BBC One.
The following pages provide additional information about the BBC’s performance in Northern Ireland, including income, high-level
expenditure and local consumption of different BBC services.
Income
These numbers are estimated as figures for each nation and have been calculated by applying the proportion of licenced premises to
the total number of licences in force. The exact number of licences in force varies on a daily basis. The number of licensed premises are
different 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.
2018 2017
£m £m

Estimated income
UK 3,830.2 3,787.2
Northern Ireland 101.0 99.8

Expenditure by service
Direct and indirect spend relating to programmes produced in the nation.
2018 2017
£m £m

Network content
TV (inc. sport and children’s)* 20.1 27.3
Radio 1.5 1.4
Online and Red Button 1.1 1.5
Total network spend 22.7 30.2
Local content
TV – BBC One 25.1 24.0
TV – BBC Two 5.5 5.8
Radio Ulster/Foyle 17.6 17.5
Online and Red Button 6.4 6.0
Total local spend 54.6 53.3
Distribution 11.6 13.7
Total 88.9 97.2

* Network content is attributed on an Ofcom basis, which excludes foreign productions.

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G OV E R N A N C E

Television hours
Local opt-out hours^ (including repeats) on BBC One and BBC Two
2018 2017
Hours Hours

Drama, comedy, entertainment, music and arts 46 57

Daily, weekly news and current affairs 421 489
Sport and leisure 88 78
Education, factual and religion 156 176
Total 711 800

^ Television content commissioned specifically for audiences in the nation.

Radio hours
BBC Radio Foyle/Ulster
2018 2017
Hours Hours

News and current affairs 3,253 3,219

General 5,114 5,480
Total 8,367 8,699

Headcount
Average headcount reflects those individuals employed to directly support the services produced in Northern Ireland.
2018 2017
Number Number

Average number of persons employed in the year 610 631

Average headcount of individuals based in Northern Ireland across all services including support functions.
2018 2017
Number Number

Average number of persons employed in the year 645 663

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 G OV E R N A N C E

Northern Ireland’s performance by service – Television Content (£m) Reach (%) Time spent watching
We spent a total of Northern Ireland a channel each week
£50.6 million on these population who use (h:m)
services last year in the service each week Length of time the
Northern Ireland average Northern
Ireland viewer spent
each week with
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 £35.5m 70.2% 06:31
genres which includes news and current affairs, drama, comedy, entertainment
and factual. 2016/17: £38.0m 2016/17: 71.7% 2016/17: 06:40

BBC Two is a mixed-genre channel with programmes of depth and substance.

It includes the greatest amount and range of knowledge-building programming £8.4m 41.2% 02:42
on the BBC, complemented by distinctive comedy, drama and arts programming.
2016/17: £13.3m 2016/17: 42.1% 2016/17: 02:51

BBC Four aims to be British television’s most intellectually and culturally

enriching channel, offering an ambitious range of UK and international arts, £2.0m 11.4% 01:41
music, culture and factual programmes.
2016/17: £1.5m 2016/17: 10.4% 2016/17: 01:34

The CBBC channel offers a distinctive mixed schedule for 6-12 year olds,
with mainly UK programmes served in a stimulating, creative and £3.4m 5.0% 02:35
enjoyable environment.
2016/17: £3.6m 2016/17: 5.4% 2016/17: 02:53

CBeebies provides a mix of high-quality, mostly UK-produced, programmes

designed to encourage learning through play in a consistently safe environment £1.3m 7.3% 04:00
for children under six.
2016/17: £0.7m 2016/17: 6.9% 2016/17: 03:35

Reach definition: 15+ minutes consecutive for all channels and services and audiences in TV-owning households aged 4+ (TV).
Source: BARB (TV reach and time per viewer – all channels include their simulcast HD channel where applicable).
N.B. BARB data measures TV set viewing only at present, meaning that iPlayer viewing on other devices is not included in any of the reach and time figures. iPlayer viewing
is growing, especially for young-skewed services such as CBeebies and CBBC.

Northern Ireland’s performance by service – News Content (£m) Reach (%) Time spent watching
We spent a total of Northern Ireland or listening to a
£0.1 million on these population who use service each week
services last year in the service each week (h:m)
Northern Ireland Length of time the
average Northern
Ireland viewer or
listener spent each
week with the service

The BBC News Channel is a 24-hour impartial and independent news service
offering breaking news, analysis and insight. It provides fast and comprehensive £0.1m 7.1% 02:43
coverage of local, UK and international events as they unfold.
2016/17: – 2016/17: 6.9% 2016/17: 03:22

BBC Parliament is the UK’s only channel dedicated to politics. It shows debates
and committees from Westminster, Holyrood, Stormont, Cardiff Bay and – 0.6% 02:37
Strasbourg as well as political programmes from across the UK.
2016/17: – 2016/17: 0.8% 2016/17: ^

Reach definition: 15+ minutes for all channels and services and audiences in TV-owning households aged 4+.
Source: BARB (TV reach and time per viewer).
Three-minute reach for BBC News Channel and BBC Parliament – in line with industry standards – would be 11.0% and 1.2% respectively (12.7% and 1.4% amongst 16+ population).
^ Sample size for time per user low.

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G OV E R N A N C E

Northern Ireland’s performance by service – Radio Content (£m) Reach (%) Time spent listening
We spent a total of Northern Ireland to a service each
£1.5 million on these population who use week (h:m)
services last year in the service each week Length of time the
Northern Ireland average Northern
Ireland listener spent
each week with
the service

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 – 18.1%** 04:34
campaigns for young adults.
2016/17: – 2016/17: 19.2% 2016/17: 05:33

BBC 1Xtra plays the best in contemporary black music, with a strong emphasis
on delivering high-quality live music and supporting new artists. – 1.1%+ *

2016/17: – 2016/17: 0.6% 2016/17: *

BBC Radio 2 broadcasts a unique mix of music and speech programmes covering
a diverse mix of live pop and rock, comedy, documentaries and religious output, – 15.2%^ 08:14
as well as running social action campaigns to over 14 million listeners.
2016/17: – 2016/17: 13.8% 2016/17: 08:20

BBC Radio 3 centres on classical music, around which it provides a broad

spectrum of jazz, world music, arts programmes, religion and drama. There £0.8m 1.5% 03:27 §
is a strong emphasis on musical performance across the UK.
2016/17: £0.8m 2016/17: 2.0% 2016/17: 0 4:15

BBC Radio 4 is a mixed-speech radio station, offering in-depth news and current
affairs and a wide range of other speech programmes including drama, readings, £0.7m 10.8% 07:51
comedy, factual and magazine programmes.
2016/17: £0.6m 2016/17: 9.6% 2016/17: 08:05

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’s – 1.9% 03:56§
archive of speech entertainment, including comedy, drama and readings.
2016/17: – 2016/17: 2.0% 2016/17: *

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 – 10.6% 04:15
providing context through wide-ranging analysis and discussion.
2016/17: – 2016/17: 9.2% 2016/17: 05:05

BBC Radio 5 live sports extra brings a greater choice of live action to sports fans
by extending live coverage of various sporting events. – 1.5% 01:56§
2016/17: – 2016/17: 1.7% 2016/17: 02:36

BBC 6 Music is a digital radio station that entertains lovers of popular music with
a service that celebrates the alternative spirit of popular music from the 60s to – 1.9% 05:11§
the present day, complemented by music news and documentaries.
2016/17: – 2016/17: 1.5% 2016/17: *

*
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 – 0.2%
some programmes in other languages.
2016/17: – 2016/17: – 2016/17: *

Reach definition: 15+ minutes for all stations and audiences aged 15+.
Source: RAJAR (Radio reach and time per listener).
Excludes programme ‘Coming up on 5 live sports extra’.
** Radio 1: amongst its target group of 15-29 year olds reach was 37.5% and time spent per listener was 04:15.
+ 1Xtra: amongst 15-24 year olds reach was 4.7%.
^ Radio 2: amongst its target group of 35+ year olds reach was 17.3% and time spent per listener was 09:05.
* Sample size for time per user too low to report.
§ Lower sample size may be responsible for greater variability in the data.

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The BBC in England

The BBC in England has seen an increase in estimated income of £37.2 million in 2017/18 which was primarily due to the CPI increase
applied to the licence fee after a six-year freeze, raising it from £145.50 to £147.00.
When comparing the movements of expenditure in England between 2017/18 and 2016/17 it should be noted that the figures for
2016/17 are inflated due to the inclusion of two major sporting events (the Olympics and the European Football Championships).
Expenditure in news also decreased in 2017/18 as 2016/17 included costs associated with the coverage of the EU referendum.
The following pages provide additional detail on the BBC’s performance in England, including income, high-level expenditure and
performance across services provided in England.
Income
These numbers are estimated as figures for each nation have been calculated by applying the proportion of licensed premises to the total
number of licences in force. The exact number of licences in force varies on a daily basis. The number of licenced premises are different 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.
2018 2017
£m £m

Estimated income
UK 3,830.2 3,787.2
England 3,200.7 3,163.5

Expenditure by service
Direct and indirect spend relating to programmes produced in the nation.
2018 2017
£m £m

Network content
TV (inc. sport and children’s)* 1,138.1 1,290.1
Radio 275.9 275.8
Online and Red Button 136.3 139.9
Total network spend 1,550.3 1,705.8
Local content
TV – BBC One 100.2 97.8
BBC Local Radio 118.2 112.9
Online and Red Button 14.8 12.4
Total local spend 233.2 223.1
Orchestras and performing groups 17.1 13.8
Development 54.1 53.4
Distribution 99.6 98.8
Total 1,954.3 2,094.9

* Network content is attributed on an Ofcom basis, which excludes foreign productions.

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Television hours
Local opt-out hours^ (including repeats) on BBC One and BBC Two
2018 2017
Hours Hours

Drama, comedy, entertainment, music and arts – 4

Daily, weekly news and current affairs 4,108 4,115
Sport and leisure 24 26
Education, factual and religion 22 20
Total 4,154 4,165

^ Television content commissioned specifically for audiences in the nation.

Radio hours
BBC English Regions
2018 2017
Hours Hours

General 216,023 215,885

Total 216,023 215,885

Headcount
Average headcount reflects those individuals employed to directly support the services produced in England.
2018 2017
Number Number

Average number of persons employed in the year 2,590 2,600

Average headcount of individuals based in England across all services including support functions.
2018 2017
Number Number

Average number of persons employed in the year 13,740 14,716

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England’s performance by service – Television Content (£m) Reach (%) Time spent watching
We spent a total of England population a channel each week
£1,193.6 million on who use the service (h:m)
these services last each week Length of time the
year in England average England
viewer spent each
week with 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 £774.0m 68.4% 07:14
genres which includes news and current affairs, drama, comedy, entertainment
and factual. 2016/17: £892.7m 2016/17: 71.0% 2016/17: 07:26

BBC Two is a mixed-genre channel with programmes of depth and substance.

It includes the greatest amount and range of knowledge-building programming £309.0m 44.1% 03:07
on the BBC, complemented by distinctive comedy, drama and arts programming.
2016/17: £328.9m 2016/17: 45.7% 2016/17: 03:07

BBC Four aims to be British television’s most intellectually and culturally

enriching channel, offering an ambitious range of UK and international arts, £30.5m 12.6% 01:44
music, culture and factual programmes.
2016/17: £41.9m 2016/17: 13.5% 2016/17: 01:46

The CBBC channel offers a distinctive mixed schedule for 6-12 year
olds, with mainly UK programmes served in a stimulating, creative and £55.1m 3.9% 02:36
enjoyable environment.
2016/17: £55.6m 2016/17: 4.4% 2016/17: 02:31

CBeebies provides a mix of high-quality, mostly UK-produced, programmes

designed to encourage learning through play in a consistently safe environment £25.0m 7.5% 04:14
for children under six.
2016/17: £23.5m 2016/17: 7.8% 2016/17: 0 4:13

Reach definition: 15+ minutes consecutive for all channels and services and audiences in TV-owning households aged 4+ (TV).
Source: BARB (TV reach and time per viewer – all channels include their simulcast HD channel where applicable).
N.B. BARB data measures TV set viewing only at present, meaning that iPlayer viewing on other devices is not included in any of the reach and time figures. iPlayer viewing
is growing, especially for young-skewed services such as CBeebies and CBBC.

England’s performance by service – News Content (£m) Reach (%) Time spent watching
We spent a total of England population or listening to a
£44.7 million on these who use the service service each week
services last year in each week (h:m)
England Length of time the
average England
viewer or listener
spent each week with
the service

The BBC News Channel is a 24-hour impartial and independent news service
offering breaking news, analysis and insight. It provides fast and comprehensive £43.1m 9.5% 02:39
coverage of local, UK and international events as they unfold.
2016/17: £43.5m 2016/17: 9.9% 2016/17: 02:40

BBC Parliament is the UK’s only channel dedicated to politics. It shows debates
and committees from Westminster, Holyrood, Stormont, Cardiff Bay and £1.6m 0.5% 01:43
Strasbourg as well as political programmes from across the UK.
2016/17: £1.8m 2016/17: 0.6% 2016/17: 01:43

Reach definition: 15+ minutes for all channels and services and on audiences in TV-owning households aged 4+.
Source: BARB (TV reach and time per viewer).
Three-minute reach for BBC News Channel and BBC Parliament – in line with industry standards – would be 13.6% and 1.1% respectively (15.1% and 1.2% among 16+ population).

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G OV E R N A N C E

England’s performance by service – Radio Content (£m) Reach (%) Time spent listening
We spent a total of England population to a service each
£275.9 million on who use the service week (h:m)
these services last each week Length of time the
year in England average England
listener spent each
week with the service

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 £37.4m 17.2%** 06:19
campaigns for young adults.
2016/17: £35.8m 2016/17: 17.3% 2016/17: 06:07

BBC 1Xtra plays the best in contemporary black music, with a strong emphasis
on delivering high-quality live music and supporting new artists. £6.4m 2.1%+ 04:44
2016/17: £6.6m 2016/17: 1.9% 2016/17: 04:44

BBC Radio 2 broadcasts a unique mix of music and speech programmes covering
a diverse mix of live pop and rock, comedy, documentaries and religious output, £48.7m 27.6%^ 11:55
as well as running social action campaigns to over 14 million listeners.
2016/17: £50.8m 2016/17: 27.7% 2016/17: 11:54

BBC Radio 3 centres on classical music, around which it provides a broad

spectrum of jazz, world music, arts programmes, religion and drama. There £33.2m 3.9% 05:57
is a strong emphasis on musical performance across the UK.
2016/17: £32.5m 2016/17: 3.9% 2016/17: 06:23

BBC Radio 4 is a mixed-speech radio station, offering in-depth news and current
affairs and a wide range of other speech programmes including drama, readings, £83.5m 21.6% 11:04
comedy, factual and magazine programmes.
2016/17: £81.9m 2016/17: 22.2% 2016/17: 11:16

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’s £2.9m 4.1% 05:38
archive of speech entertainment, including comedy, drama and readings.
2016/17: £3.0m 2016/17: 4.1% 2016/17: 05:53

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 £43.6m 10.0% 06:36
providing context through wide-ranging analysis and discussion.
2016/17: £45.5m 2016/17: 10.8% 2016/17: 06:42

BBC Radio 5 live sports extra brings a greater choice of live action to sports fans
by extending live coverage of various sporting events. £2.9m 2.4% 03:18
2016/17: £2.7m 2016/17: 2.5% 2016/17: 02:53

BBC 6 Music is a digital radio station that entertains lovers of popular music with
a service that celebrates the alternative spirit of popular music from the 60s to £10.7m 4.7% 09:15
the present day, complemented by music news and documentaries.
2016/17: £10.9 2016/17: 4.6% 2016/17: 09:45

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 £6.6m 1.4% 05:27
some programmes in other languages.
2016/17: £7.1m 2016/17: 1.4% 2016/17: 06:20

Reach definition: 15+ minutes for all stations and audiences aged 15+ .
Source: RAJAR (Radio reach and time per listener).
Excludes programme “Coming up on 5 live Sports Extra”.
** Radio 1: among its target group of 15-29 year-olds reach was 32.0% and time spent per listener was 06:21.
+ 1Xtra: among 15-24 year-olds reach was 6.1% and time spent was 03:45.
^ Radio 2: among its target group of 35+ year-olds reach was 34.2% and time spent per listener was 12:57.

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Independent Assurance Report to the In conducting this work, my staff and Inherent limitations
Board of the British Broadcasting I have complied with the Financial My assurance procedures have been
Corporation, acknowledging that Reporting Council’s Revised Ethical designed to provide reasonable assurance.
Parliament also places reliance on the Standard 2016. I am independent of The objective of a reasonable assurance
Group Accounts and Report the BBC in accordance with the ethical engagement is to reduce engagement
I have conducted independent assurance requirements that are relevant to my risk to an acceptably low level in the
procedures on the disclosures included assurance engagement. My staff and I have circumstances of the engagement
in the British Broadcasting Corporation fulfilled our other ethical responsibilities as the basis for a positive form of
(BBC) Annual Report arising from the in accordance with these requirements. expression of my conclusion. It does
requirement under the Royal Charter for not, however, eliminate this risk entirely.
My approach
the continuance of the BBC (the Royal In particular, in preparing the Nations
I have performed a reasonable assurance
Charter) to publish the provision for the Report, the BBC Board is required to
engagement as defined in ISAE 3000.
United Kingdom’s nations and regions, make a number of judgements which
A reasonable assurance engagement is
including how the BBC delivered the inherently introduces an element of risk.
to perform such procedures as to obtain
creative remit in the nations and regions.
information and explanations which Opinion
These disclosures are set out on pages
I consider necessary to express an opinion Based on the results of my procedures,
150 to 166 of the BBC’s Annual Report
on whether, in all material respects, the in my opinion, in all material respects the
(the subject matter) (“Nations Report”).
Nations Report is complete and accurate Nations Report is complete and accurate
My work is conducted in accordance with and has been properly prepared in and has been properly prepared in
International Standards on Assurance accordance with the basis set out therein. accordance with the basis set out therein.
Engagements (ISAE) 3000 Assurance
My work consisted of understanding the
Engagements Other Than Audits or
process adopted by the BBC to derive the
Reviews of Historic Financial Information. Sir Amyas CE Morse KCB
disclosures, in particular the completeness
Comptroller and Auditor General
Respective responsibilities of the and accuracy of information used. This
National Audit Office
BBC Board and the Comptroller and enabled me to design procedures in
157-197 Buckingham Palace Road
Auditor General response to risks identified. I performed
London, SW1W 9SP
For the reporting year covered by this procedures in relation to the figures
21 June 2018
report, the BBC Board was responsible disclosed which included: agreement to
for publishing information required third party evidence such as data issued  
by the Royal Charter as follows: by the Broadcasters Audience Research
Board (BARB); agreement to scheduling
— the provision for the United Kingdom’s
reports; cross-reference to disclosures
nations and regions, including how the
made in the BBC Group financial
BBC delivered the creative remit in the
statements; recalculation and confirmation
nations and regions for the year-ended
of mathematical accuracy; and agreement
31 March 2018.
of headcount data to payroll reports.
I am responsible for providing an opinion
on whether, in all material respects, the
Nations Report is complete and accurate
and has been properly prepared in
accordance with the basis set out therein.

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F I N A N C I A L S TAT E M E N T S

Financial statements

p.169 p.184
The Certificate and Report of the The BBC’s consolidated financial statements
Comptroller and Auditor General

BBC One’s Howards End

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 F I N A N C I A L S TAT E M E N T S

The Certificate and Report of the

Comptroller and Auditor General to
the Board of the British Broadcasting
Corporation, acknowledging that
Parliament also places reliance on
the Group Accounts and Report
Opinion on financial statements Opinion on regularity Key Audit Matters
I certify I have audited the financial In my opinion, in all material respects, the Key audit matters are those matters
statements of the British Broadcasting income and expenditure recorded in the that, in my professional judgment, were
Corporation (BBC) for the year ended consolidated financial statements conform of most significance in my audit of the
31 March 2018, which comprise: to the authorities which govern them. financial statements of the current period
and include the most significant assessed
—— the consolidated income statement; Basis of opinions
risks of material misstatement (whether
I conducted my audit in accordance with
—— the consolidated statement of or not due to fraud) that I identified.
International Standards on Auditing (ISAs)
comprehensive income/loss;
(UK) and Practice Note 10 ‘Audit of I consider the following areas of particular
—— the consolidated balance sheet; Financial Statements of Public Sector audit focus to be those areas that had the
Entities in the United Kingdom’. My greatest effect on my overall audit strategy,
—— the consolidated statement of changes responsibilities under those standards are the allocation of resources in my audit and
in equity; further described in the Respective directing the efforts of the audit team in the
—— the consolidated cash flow Responsibilities of the BBC Board and the current year. These matters were addressed
statement; and Comptroller and Auditor General section of in the context of my audit of the financial
my certificate. Those standards require me statements as a whole, and in forming
—— the related notes, including the and my staff to comply with the Financial my opinion thereon, and I do not provide
significant accounting policies Reporting Council’s Revised Ethical a separate opinion on these matters.
Standard 2016. I am independent of the
The financial reporting framework that This is not a complete list of all risks
BBC in accordance with the ethical
has been applied in their preparation is identified by my audit but only those areas
requirements that are relevant to my audit
the Royal Charter for the continuance that had the greatest effect on my overall
and the financial statements in the UK. My
of the British Broadcasting Corporation audit strategy, allocation of resources and
staff and I have fulfilled our other ethical
and International Financial Reporting direction of effort. I have not, for example,
responsibilities in accordance with these
Standards as adopted by the European included detailed information relating to
requirements. I believe that the audit
Union. I have also audited the information the general work I have performed around
evidence I have obtained is sufficient and
in the Remuneration Report that is the presumed risk of management override
appropriate to provide a basis for my
described as having been audited. of controls, which are areas where my work
opinion.
has not identified any matters to report.
In my opinion the consolidated
The regularity framework that has been
financial statements: The areas of focus were discussed with
applied comprises:
the Audit and Risk Committee; their
—— give a true and fair view of the state of
—— the Royal Charter for the continuance report on matters that they considered
the group’s affairs as at 31 March 2018
of the British Broadcasting to be significant to the financial
and of its surplus for the year then
Corporation; statements is set out on pages 109-112.
ended; and
The description of the risks below
—— the Agreement between Her Majesty’s
—— have been properly prepared in should be read in conjunction with the
Secretary of State for Digital, Culture,
accordance with International Financial Audit and Risk Committee’s report.
Media and Sport and the British
Reporting Standards as adopted by the
Broadcasting Corporation; and
European Union.
—— other agreements the BBC has entered
into with Government Ministers.

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F I N A N C I A L S TAT E M E N T S

The findings I communicated to the

Key Audit Matter description The scope of my audit work in response Audit and Risk Committee

Key audit matters relating to my opinion on the financial statements

Accounting for employment-related issues
Refer to the Audit and Risk Committee I have made enquiries of management I am satisfied that provisions and
report page 111 and note F9 of and the BBC’s legal team to contingent liabilities have been
the financial statements. understand these issues and I have appropriately recognised and disclosed.
assessed the reasonableness of
Recently, a number of issues relating to
management’s key judgements and
pay at the BBC have risen to prominence.
assumptions as to the financial,
These include equal pay claims; the
disclosure or regularity implications,
gender pay gap; the BBC’s review of
if any, arising from these matters.
its terms and conditions for staff; and
its engagement with personal service My audit procedures have included
companies and the associated impact reviewing board papers and minutes
of changes to IR35 taxation rules. and assessing management’s processes
and controls for identifying and
In relation to some of these matters,
evaluating the financial reporting
the BBC may need to recognise
implications of these matters.
provisions or report contingent
liabilities in its financial statements. I have tested key provisions and contingent
liabilities relating to employment issues,
I have assessed a significant risk to
as well as a sample of other provisions
my audit because establishing the
based on risk and value. My procedures
existence, completeness and valuation
included agreeing liabilities and
of provisions or contingent liabilities
disclosures to underlying evidence, and
involves management’s judgement and
recalculating the amounts recognised or
estimation; moreover, there are high levels
disclosed in the financial statements.
of parliamentary interest in these issues.
I reviewed the disclosure of provisions
Under the current Royal Charter the BBC is
and contingent liabilities in the financial
required to make disclosures in its Annual
statements to assess their accuracy,
Report in relation to people paid more than
completeness and consistency with
£150,000 from the licence fee. The results
financial reporting requirements and
of my separate reporting engagement on
my understanding of the issues.
these disclosures are set out on page 107.
Complex property transactions
Total cost of Property, Plant and Equipment I have carried out work to understand I identified an audit difference in
– £2,378.6 million (2016-17: £2,340.6 the BBC’s overall property strategy relation to the inflation assumptions
million). Refer to note D1 (financial and any changes that could have a used to determine the valuation of the
disclosures) and note H (accounting consequent financial statement impact. cash-flow swaps. On drawing this to
policies) and the risks set out in the Audit management’s attention, management
My procedures included making
and Risk Committee report on page 111. considered that it was appropriate to
enquiries of management; review of
adjust the valuations to reflect actual
The BBC has a large and diverse portfolio board minutes and business plans
retail price index figures where available,
of properties. The arrangements for and visiting certain key properties.
rather than forecast retail price index
these properties include owned assets,
A: Properties held under leasing figures. Accordingly, management
investment properties and assets held
arrangements adjusted the financial statements.
under finance or operating leases.
—— For the BBC’s material leases, I have
I identified an audit difference in relation
The BBC has a borrowing limit set by the assessed whether these leases should
to deferred sales proceeds arising from a
Secretary of State for Digital, Culture, be accounted for as finance or
past disposal of land. On bringing this to
Media and Sport; this affects the ways operating leases. My audit procedures
management’s attention, management
the BBC can finance major projects. Sale included considering the
decided that it was appropriate to
and leaseback arrangements, including reasonableness of management’s key
make this adjustment, and updated
those facilitated through special purpose assumptions and judgements and
financial statements accordingly.
vehicles as a means to raise finance on the checking these for consistency with the
bond markets, are one method the BBC underlying contractual documentation. I consider that the accounting treatment
has used to fund certain estates projects. adopted for these complex property
—— I have considered the reasonableness
transactions is appropriate.
In managing its property portfolio of the key assumptions used by
and related financing arrangements, management in the finance lease
certain past transactions have given accounting models. I checked the key

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 F I N A N C I A L S TAT E M E N T S

The findings I communicated to the

Key Audit Matter description The scope of my audit work in response Audit and Risk Committee

Key audit matters relating to my opinion on the financial statements

Complex property transactions
rise to accounting treatments which model inputs to the terms of the lease
are not straightforward and require agreements and other expected
the application of judgement. I have inputs. I assessed the mechanical
deemed complex transactions arising accuracy of the models and re-
from the BBC’s property strategy to be performed the calculation of the lease
a significant risk area for my audit. The amounts included in the financial
following complex property transactions statements. I assessed the
involve significant judgement and have reasonableness of management’s
been key areas of focus for my work: calculations by comparing the outputs
of my work to the amounts calculated
A: Properties held under leasing
by management.
arrangements
—— The classification of significant legacy B: New Broadcasting House financing
leasing arrangements in respect of the I have assessed the reasonableness of
BBC’s New Broadcasting House and the accounting treatment in relation to
White City sites in London and its the classification and valuation of the
Pacific Quay site in Glasgow, as finance cash flow swaps used in the past re-
or operating leases; financing of the New Broadcasting House
sale and leaseback. My audit procedures
—— The valuation of the BBC’s major
included assessing the reasonableness of
finance lease assets and liabilities
management’s key valuation assumptions
involves the use of complex models to
and judgements. Using corporate finance
calculate the valuations and was
specialists, I checked management’s
subject to a prior period adjustment in
key assumptions and judgements for
2016-17
consistency with underlying contracts,
B: New Broadcasting House re- financing published rates and market practice; and I
—— The valuation of the series of assessed the sensitivity of management’s
significant derivative cash flow swaps valuations to changes in key assumptions.
which form the basis of the 2016-17
C: Property disposals
refinancing of the New Broadcasting
I have considered management’s key
House sale and lease back
judgements in relation to the accounting
arrangement. The valuation of these
treatments adopted for certain past and
swaps involves judgement and is highly
planned disposals of property. My audit
sensitive to the assumptions made.
procedures included checking the basis
C: Property disposals of deferred sale proceeds and overage
—— The existence and valuation of agreements to underlying contracts; and
deferred sales proceeds and the reviewing board minutes and business
treatment of an overage clause in plans to confirm the completeness of
relation to a past disposal of land, property disclosed as held for sale
where judgement is required regarding
the treatment of these items in the
financial statements.
—— The classification, completeness and
valuation of property available-for-sale
which could have a material impact on
the financial statements.
Risk of fraud in revenue recognition
Total revenue recognised – £5,062.7 million
(2016-17: £4,954.0 million). Refer to note A1
(financial disclosures) and note H (accounting
policies) and the risks set out in the Audit
and Risk Committee report on page 111.
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 the
following transactions streams as
areas of specific focus for my audit:

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The findings I communicated to the

Key Audit Matter description The scope of my audit work in response Audit and Risk Committee

Key audit matters relating to my opinion on the financial statements

Risk of fraud in revenue recognition
Licence Fee revenue (£3,830.2 million In relation to the licence fee revenue grant On the basis of the procedures I have
(2016-17: £3,787.2 million) recognised in the BBC’s consolidated performed I consider licence fee revenue
financial statements, I have assessed funding and related balances to be
The BBC’s primary source of funding is
the reasonableness of the BBC’s licence appropriately recognised and reported.
derived from the Television Licence Fee
fee revenue recognition policy. I have I have considered the recognition point
(the “licence fee”). The Telecommunications
substantively tested the amounts and the of licence fee revenue within the BBC’s
Act 2003 requires that licence fees must
timing of licence fee revenue funding paid consolidated financial statements and
be paid to the BBC which, in turn, must
to the BBC by the Secretary of State for consider this to be appropriate.
remit the amounts collected to the
Digital, Culture, Media and Sport; and the
Consolidated Fund. The BBC Licence Fee I made recommendations to management
amounts and timing of payments made by
Unit uses an outsourced service provider, to enhance the disclosures relating to
the Department for Work & Pensions to
Capita, to collect licence fees on its behalf. licence fee revenue funding so as to provide
the BBC in respect of television licences
a clearer link between the payments made
Licence fees collected are brought issued free-of-charge to over-75s.
by licence fee payers and the funds received
to account within the BBC Television
Given that the licence fee revenue and by the BBC. Management considered
Licence Fee Trust Statement (“the Trust
balances recorded in the Trust Statement that it was appropriate to enhance these
Statement”). This is a separate account,
provide an authoritative expectation as disclosures and adjusted them accordingly.
which I also audit. The licence fee revenue
to the related licence fee grant funding
recorded in the BBC consolidated financial
and balances recorded in the consolidated
statements is a grant-in-aid funding
financial statements, I have carried out
settlement, paid directly to the BBC
audit procedures on the BBC Licence Fee
from the Secretary of State for Digital,
Unit collection systems and processes
Culture, Media and Sport from sums
and on related transactions and balances
drawn down for the Consolidated Fund in
reported in the Trust Statement. These
respect of licence fees issued in the year.
included obtaining assurance on the
The licence fee income and balances completeness and occurrence of licence fee
recorded in the Trust Statement provide an income recorded in the Trust Statement by
authoritative expectation of the amount of using IT audit procedures on key licence fee
licence fee funding the BBC receives in the collection systems and testing a sample of
year from the Secretary of State, and which in-year transactions and year-end balances.
it recognises in its financial statements.
I have also obtained assurance over the
Licence fee funding includes a settlement proper operation of cut-off by examining
of £655.3million in 2017-18 from the evidence showing cash receipts and
Department for Work and Pensions, licences issued around the year end.
in relation to the provision of free
Television Licences to over-75s.
The grant-nature of the licence fee
revenue recorded by the BBC means that
revenue recognition for this income stream
is, generally, not complex. Licence fee
revenue recognition in the related Trust
Statement is also, generally, not complex.
This is because income is recognised on
issuance of a licence and the amount
for each licence type is a fixed price.
I have assessed a risk in this area because
of the importance of licence fee funding
to the BBC and the parliamentary
and public interest in it, as well as the
significant sums involved. Consequently,
I consider that there may be an incentive
to manage and report this 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.

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The findings I communicated to the

Key Audit Matter description The scope of my audit work in response Audit and Risk Committee

Key audit matters relating to my opinion on the financial statements

Risk of fraud in revenue recognition
Commercial revenue and profit recognition I have carried out work to understand I have concluded that commercial revenue
(£1,232.5 million (2016-17: £1,166.8 million)) the nature of the BBC’s commercial and profit is appropriately recognised and
profits including reviewing contractual reported. I have considered the principles
There are a number of revenue streams
documentation and management adopted by the BBC, in particular the point
from different sources within the BBC’s
reporting, making enquires of of revenue recognition and the policies
commercial subsidiaries, including
management responsible for BBC adopted to amortise distribution rights,
subscriber revenues, distribution, and
commercial activities (both within the UK and found these to be appropriate.
sale of BBC branded products. Audit
and at significant territories overseas,
risk arises from the level of judgement in
both by value and by risk). I have also
respect of the completeness and cut-
researched wider market practice in
off of revenue. This is particularly the
relation to revenue recognition in the
case within BBC Worldwide (part of the
media sector. I used this understanding
BBC Studios Group from 1 April 2018
to assess the reasonableness of revenue
but known as BBC Worldwide during the
recognition policies adopted by the BBC’s
reporting period) as the largest commercial
commercial subsidiaries, focussing my
subsidiary and where most revenue is
attention on the highest risk and most
earned from outside of the BBC Group.
significant revenue streams: channels,
One of the largest revenue streams within distribution, and format sales.
BBC Worldwide relates to the distribution
My testing included: undertaking
of content. Commercial distribution
detailed analyses of key revenue streams
rights acquired by the BBC relating to
and identifying transactions with
this content are treated as intangible
the greatest risk for further analysis,
assets within BBC Worldwide’s financial
reviewing significant revenue contracts
statements. BBC Worldwide’s expenditure
to understand the key features and
is affected by judgements in relation to the
confirming that they have been treated
amortisation of commercial distribution
appropriately in the financial statements;
rights. Amortisation is based on the
and, considering transactions arising
expected revenue profile of the programme
around the year-end, for evidence of
portfolio. As a key area of judgement, risks
delivery and licence period start dates.
arise as changes in assumptions could have
I have particularly focussed on the year-
a material impact on operating profit.
end, as the timing of BBC Worldwide
revenue is skewed towards March to
coincide with the BBC Showcase event.
I have also assessed the judgements
made in respect of amortising commercial
distribution rights. I reviewed the basis on
which the amortisation principles were
determined, comparing these to the known
and forecast timing of the realisation of
the value of these rights. I considered
whether any amendments were required to
the policy in light of developments in BBC
Worldwide’s business, and wider market
practice, during the reporting period.
Creation of BBC Studios Limited
Total value of net assets transferred – I have sample tested balances transferred I have found that balances relating
£49.0 million. from BBC PSB to BBC Studios Limited, to the previous BBC Studios division
comparing these to the transfer agreement were appropriately transferred from
On 1 April 2017, BBC Studios Limited was
and confirming that these balances have BBC PSB to BBC Studios Limited.
established as a separate legal entity,
been completely and accurately reflected
having previously been a division of the I consider that BBC Studios Limited
in the BBC Studios Limited statutory
BBC Public Service Broadcaster (BBC has been appropriately consolidated
financial statements. I have also assessed
PSB). To establish BBC Studios Limited, into the BBC’s consolidated financial
whether these balances were transferred in
the division was carved-out, including statements and that related
accordance with the requirements set out
the transfer of a number of assets and disclosures are appropriate.
by the BBC Trust when this arrangement
liabilities and employees, from BBC PSB
was agreed in December 2016.
to BBC Studios Limited. There are risks
around the complete and accurate transfer I have completed a separate audit
of balances relating to the former BBC of the BBC Studios Limited financial
Studios division to the new entity, as well as statements, which form a significant
opening balances for the first year of BBC component of the BBC Commercial
Studios Limited’s financial statements. Holdings Group which, in turn, is a
significant component of the BBC Group.
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F I N A N C I A L S TAT E M E N T S

The findings I communicated to the

Key Audit Matter description The scope of my audit work in response Audit and Risk Committee

Key audit matters relating to my opinion on the financial statements

Creation of BBC Studios Limited
The creation of BBC Studios Limited
coincides with the new ‘compete and
compare’ strategy, whereby BBC Studios
Limited is required to compete, alongside
independent producers, for returning
series network commissions. At a BBC
PSB level, this involves new processes
for awarding tenders and operating at an
arm’s length from BBC Studios Limited,
requiring consideration from a regularity
perspective, which I set out below.
Capitalisation and major projects
Total value of Assets Under Construction I have assessed the governance and I identified a number of projects where
– £103.2 million (2016-17: £131.7 million). control arrangements relating to the amounts were incorrectly recorded as
Refer to note D1 (financial disclosures) and most significant projects currently assets under construction when these
note H (accounting policies). Refer to the in progress. I have sample tested assets had, in fact, been bought into
Audit and Risk Committee report section 111. transactions and balances relating to use. Upon drawing these matters to
these projects to confirm these have management’s attention, management
A number of significant projects support
been appropriately recognised as assets determined that it was appropriate to
the BBC’s strategy, many of which
under construction or asset additions. adjust these amounts and amended
are capitalised in the BBC’s financial
the financial statements accordingly.
statements. These projects relate to I have reviewed the procedures
digitalisation, enhancing technology, and implemented by the BBC to determine I consider major projects to be
changes in the way the BBC engages with whether impairment is necessary. appropriately accounted for in the BBC’s
audiences, as well as capital construction Alongside this, I have reviewed board consolidated financial statements.
projects. Judgement is required around the minutes, made enquires with project
appropriate capitalisation of expenditure managers and undertaken my own
and also the valuation of assets generated research to determine whether there
where there are risks that the expected are any indicators of impairment.
benefits may not be delivered as planned.
Valuation of the pension scheme liability
Total value of pension scheme liability – I have understood the BBC’s pension I am satisfied that the methodology
£518.3 million (2016-17: £1,149.1 million). scheme arrangements and assessed and approach adopted by the BBC is
Refer to note C7.1 (financial disclosures) the processes and controls used by appropriate for the valuation of the
and note H (accounting policies) and management to account for them. pension scheme liability in the BBC’s
the risks set out in the Audit and Risk consolidated financial statements.
Using actuarial experts I have assessed
Committee report on page 111.
the reasonableness of key assumptions My challenge of the reasonableness of
The BBC has a significant pension deficit. used in determining the scheme assumptions has found that these all sit
The scheme was subject to triennial liability, benchmarking them against within the range I would expect when
valuation at March 2016, and the BBC other schemes; and I have assessed compared to market practice. I consider
and pension scheme trustees have agreed the nature and appropriateness of that the disclosures relating to pension
a revised repayment plan to reduce the BBC context-specific assumptions. assets and liabilities comply with the
scheme deficit. The valuation of the net I have also assessed the expertise and requirements of accounting standards.
pension liability reported in the accounts independence and of the BBC’s actuaries.
is highly judgemental, and changes
I have taken assurance from the work
to assumptions can result in material
of the BBC Pension Scheme auditors in
changes to the valuation. The pension
relation to the valuation of scheme assets.
scheme liability recognised by the BBC
has moved significantly over the financial I have tested data inputs used
year, reducing by £630.8m. Given this, I in determining the valuation,
have assessed the valuation of the pension including employer contributions
deficit as a significant risk to my audit. 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.

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The findings I communicated to the

Key Audit Matter description The scope of my audit work in response Audit and Risk Committee

Key audit matters relating to my opinion on the financial statements

Service spend disclosures
Refer to note B3.1 (financial disclosures) I have assessed management’s processes I am satisfied that the disclosures
and controls for the complete and in note B3.1 are appropriate.
The BBC includes detailed analysis in its
accurate compilation of expenditure
financial statements on expenditure by
analysed by service, and carried out
service and genre. The preparation of
detailed sample testing to agree the
these disclosures, involves judgement in
disclosures to supporting information.
determining the appropriate allocations
This has included assessing the
of costs and overheads. Given this, and
reasonableness of the assumptions
because of the high levels of public
management have used in allocating
interest in these disclosures I have
costs and overheads and assessing the
assessed significant risk to my audit.
proper operation of cut-off in relation
The BBC’s annual report includes to costs arising around the year-end.
detailed disclosures on how much has
been spent and on what services in each
of the United Kingdom Nations. The
current Royal Charter requires the BBC
to provide this information. The results
of my separate reporting engagement on
these disclosures are set out on page 167.
Accounting for investments in associates and joint ventures
Total value of interests in associates and Given the significant levels of management I am satisfied that the Group consolidation
joint ventures – £239.5 million. (2016-17: judgement involved in determining the has been properly performed.
£258.5 million). Refer to note E3 (financial appropriate group accounting treatment
I am content that the accounting
disclosures) and note H (accounting and the sensitivity of the consolidated
treatment adopted in respect of the
policies and the risks set out in the Audit financial statements to these judgements
BBC Groups’ investments in associated
and Risk Committee report on page 111. I have assessed the accounting treatment
and joint ventures is appropriate.
of the following BBC investments as giving
The BBC Group comprises over 100
rise to a significant risk to my audit:
separate subsidiaries and over 60
associates and joint ventures. On preparing A. Daunus Limited: Daunus Limited is a
its consolidated financial statements, special purpose vehicle established as
the BBC must make judgements around part of the sale and leaseback
the control exercised over each entity arrangement which facilitated the
to determine whether to consolidate redevelopment of New Broadcasting
the entity or recognise it as an House. The financial statements are
associate, joint venture, investment. highly sensitive to the accounting
treatment adopted, as this judgement
When consolidating entities into the
has a material impact on the financial
BBC’s consolidated financial statements,
statements and the BBC’s outturn
there are risks associated with the
against its borrowing limits.
completeness of adjustments made
to eliminate intra-group transactions B. UKTV Media Limited: given UKTV’s
and adjustments made to recognise significance to the BBC’s financial
the assets, liabilities and results of statements.
subsidiaries, associates and joint ventures.
C. New Video Channel America LLC: as
Management must also exercise the BBC Worldwide owns 50.1% of this
judgement as to the valuation entity but does not consolidate it.
attributed to its investments, within the
I performed the following procedures in
consolidated financial statements.
relation to each of these investments:
A. Daunus Limited: I assessed the
reasonableness of management’s past
judgement on the treatment of its
investment in Daunus Limited as an
equity-accounted joint venture. My
audit procedures included considering
the reasonableness of management’s
key assumptions and judgements,
checking these for consistency with the
underlying contractual documentation
and obtaining evidence that, in
practice, joint control is exercised over

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F I N A N C I A L S TAT E M E N T S

The findings I communicated to the

Key Audit Matter description The scope of my audit work in response Audit and Risk Committee

Key audit matters relating to my opinion on the financial statements

Accounting for investments in associates and joint ventures
the relevant activities of Daunus. I have
assessed the reasonableness of the
valuation of the Daunus investment by
reference to Daunus’s audited accounts.
B. UKTV Media Limited: I have reviewed
the underlying contractual
documentation in place and assessed
management’s treatment of UKTV as
a joint venture in the financial
statements. Through my group audit
procedures I have confirmed the BBC
Group’s share of UKTV Media Limited’s
underlying profits.
C. New Video Channel America LLC:
I have reviewed the past judgement
that, although BBC Worldwide owns
50.1% of New Video Channel America,
it does not control the entity and
therefore does not consolidate it on
a line by line basis. I have reviewed
underlying contractual agreements
and minutes of the relevant board and
committee meetings to understand
the substance of the arrangement in
place. Through my group audit
procedures I have confirmed the BBC
Group’s share of New Video Channel
America LLC’s underlying profits.
I assessed the controls established by
the BBC to consolidate the transactions
and balances relating to its subsidiary
entities, and to completely and accurately
process consolidation adjustments and
appropriately eliminate intra-group
transactions. I tested the consolidation
process using group audit procedures and
sample testing of intra-group transactions.
I set out further information on my group
audit procedures later in this report.

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The findings I communicated to the

Key Audit Matter description The scope of my audit work in response Audit and Risk Committee

Key audit matters relating to my opinion on regularity

Implementing new regularity requirements
As has been the case previously, the current I have understood the overall regularity My audit has provided me with
Royal Charter sets out responsibilities framework and assessed areas of risk this reasonable assurance that consolidated
for the BBC in respect of its stewardship gives rise to. I have done this by making income and expenditure is free
of licence fee funding. The current Royal enquiries of management, and reviewing from any material irregularity.
Charter, however, explicitly includes, for manuals, key policies and procedures.
I have been able to take assurance for my
the first time, the concepts of regularity I have assessed the reasonableness of
audit from the key systems, procedures
and propriety. Regularity is concerned management’s judgement of the risks to
and controls introduced by the BBC.
with whether transactions recorded in regularity that flow from the framework.
This assurance extends to the necessary
the financial statements conform to the
A: the risk of the BBC using licence requirements for my audit only.
authorities which govern them. I have set
fee money inappropriately to fund
out the relevant framework of authorities I have observed that these key controls
commercial activities
for the BBC above. Transactions are regular have evolved over the year and continue to
I have assessed the design, implementation
if they accord with these authorities; mature. I recommended to the Audit & Risk
and effectiveness of the key elements
otherwise they are irregular. Propriety is Committee that it obtain formal assurances
of management’s overall governance
concerned with how business is conducted. from management or internal audit in
arrangements, systems, processes
relation to the design, implementation
My regularity opinion on the BBC and controls. My procedures included
and effectiveness of the systems and
Group financial statements considers attending a meeting of the Fair Trading
procedures that management have
whether licence fee funding has been Committee, reviewing the scope and
established to ensure compliance with the
used for its intended purpose, as set findings of the external assurance
framework of authorities. The Committee
out in the framework of authorities. review of Fair Trading, and assessing
decided that it would be appropriate to do
I am not required to issue an opinion whether Fair Trading Guidance accords
this. I have further recommended that this
on propriety, but I consider and with the framework of authorities.
becomes a routine feature of the Board’s
report on concerns as necessary.
I have also tested a sample of intra- assurance arrangements. Management
I consider the general requirements of Group transactions between the BBC have decided that this is an appropriate
the framework, as well as the specific. Public Service Broadcaster (BBC PSB) course of action and have adopted it.
My general considerations of the BBC’s and its commercial subsidiaries, and
stewardship of licence fee funding would assessed whether these have been
include taking account of any significant undertaken in accordance with the BBC’s
frauds or losses if such matters have Fair Trading Guidance. I have particularly
occurred and come to my attention during focussed on the creation of BBC Studios
the course of my engagement. This is Limited as a separate commercial
because I always consider fraudulent activity and transactions between
transactions to be irregular and, in the case BBC PSB and BBC Studios Limited.
of any significant losses, I would consider
B: entering into transactions in relation to
the cause as this could be indicative of an
material changes to the BBC’s activities
underlying irregularity or impropriety.
that have not been approved by Ofcom
Understanding and assessing the I have understood changes made by the
framework of authorities and the BBC during the year, or soon after the year-
regularity risks that this gives rise to, end, that may require Ofcom consideration
along with understanding and assessing as a material change. To inform my
management’s response to controlling understanding I have made enquiries of
and managing those risks have been management and reviewed board papers
key areas of focus for my audit. and minutes and the BBC’s business plans.
I have also met with officials from Ofcom.
As these arrangements are new for 2017-
18, I have assessed there is a risk that I have particularly focussed on the creation
management’s controls and processes of BBC Scotland and the merger of BBC
to respond to the new requirements Worldwide Limited and BBC Studios
may not have been sufficiently well- Limited. My procedures included reviewing
developed or may not have operated the Board papers and minutes and Ofcom’s
effectively throughout the year. In turn, this published reports on these matters.
increases the risk of there being irregular
C: the risk that the BBC breaches
transactions in the financial statements.
borrowing limits set out by the
In this regard I have assessed a significant Secretary of State Direction issued
risk in the following areas and these under the Framework
have been a key focus for my work: I have understood these limits and how
financial statement items score against
A: the risk of the BBC using licence fee
them. I have substantively reviewed
money inappropriately to fund commercial
the outturn against these limits.
activities – for example, cross-subsidy of
I have assessed the reasonableness

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F I N A N C I A L S TAT E M E N T S

The findings I communicated to the

Key Audit Matter description The scope of my audit work in response Audit and Risk Committee

Key audit matters relating to my opinion on regularity

Implementing new regularity requirements
the BBC’s commercial subsidiaries where of management’s choice in accounting
transactions are not on arm’s length terms; treatment of financial statement items
where this involves judgement and where
B: the risk of entering into transactions in
the accounting treatment would have an
relation to material changes to the BBC’s
impact on outturn against the limits. In
activities that have not been approved
particular, I have assessed and challenged
by Ofcom, as the BBC’s regulator; and
the accounting treatment adopted by the
C: the risk that the BBC breaches borrowing BBC for its investment in Daunus Limited.
limits set out in the Secretary of State
I have made enquiries of those charged with
Direction issued under the Framework.
governance and internal audit about the
The high levels of public interest in risk of material fraud or losses. Through
matters relating to regularity means I my review of board minutes, internal
consider the nature of any irregularity, audit reports and my audit of the financial
as well as its value, when forming my statements. I have remained alert to these
view as to whether or not any breach risks. I have also obtained management
constitutes a material irregularity. representations on these matters.

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 F I N A N C I A L S TAT E M E N T S

Application of materiality —— Remuneration disclosures; As part of an audit in accordance

I applied the concept of materiality with ISAs (UK), I exercise professional
—— Matters that could result in a
in both planning and performing my judgment and maintain professional
modification of the regularity
audit, and in evaluating the effect of scepticism throughout the audit. I also:
opinion; and
misstatements on my audit and on the
—— identify and assess the risks of material
financial statements. This approach —— Any adjustment that would affect the
misstatement of the financial
recognises that financial statements are overall position of the primary
statements, whether due to fraud or
rarely absolutely correct, and that an statements at the margin; for example
error, design and perform audit
audit is designed to provide reasonable, that would result in the surplus
procedures responsive to those risks,
rather than absolute, assurance that the reported in the consolidated income
and obtain audit evidence that is
financial statements are free from material statement becoming a deficit, or
sufficient and appropriate to provide a
misstatement or irregularity. A matter is vice-versa.
basis for my opinion. The risk of not
material if its omission or misstatement
Assessment of such matters would detecting a material misstatement
would, in the judgement of the auditor,
need to have regard to the nature of resulting from fraud is higher than for
reasonably influence the decisions of
the misstatement and the applicable one resulting from error, as fraud may
users of the financial statements.
legal and reporting framework, as well involve collusion, forgery, intentional
Group omissions, misrepresentations, or the
materiality Benchmark as the size of the misstatement.
override of internal control.
Overall £25 million 0.5% of Group I have also reported any unadjusted
materiality (2016-17: revenue misstatements exceeding my reporting —— obtain an understanding of internal
£10 million) (2016-17: threshold of £250,000 to the BBC Audit control relevant to the audit in order to
0.2% of & Risk Committee, as well as differences design audit procedures that are
operating below this threshold that, in my view, appropriate in the circumstances, but
costs) warranted reporting on qualitative grounds. not for the purpose of expressing an
opinion on the effectiveness of the
Performance £18.75 million 75% of overall Total unadjusted audit differences BBC’s internal control.
materiality (2016-17: materiality reported to the Audit Committee
£5 million) (2016-17: have decreased/increased net —— evaluate the appropriateness of
75%) expenditure/assets by £2.7 million accounting policies used and the
reasonableness of accounting
Reporting £250,000 Respective responsibilities of the estimates and related disclosures
threshold (2016-17: BBC Board and the Comptroller and made by management.
£500,000) Auditor General
As explained more fully in the Statement —— conclude on the appropriateness of
Based on my professional judgement, I of Board Responsibilities, the Board management’s use of the going
determined that overall materiality for the are responsible for the preparation of concern basis of accounting and, based
BBC’s consolidated financial statements at the consolidated financial statements on the audit evidence obtained,
£25 million, which is approximately 0.5% of and for being satisfied that they give whether a material uncertainty exists
BBC Group revenue. I chose this benchmark a true and fair view and conform to related to events or conditions that
because, in my professional judgement, the authorities which govern them. may cast significant doubt on the
income is the key driver of the BBC’s BBC’s ability to continue as a going
business; in particular licence fee revenue My responsibility is to audit and concern. If I conclude that a material
and commercial income generated by the express an opinion on the financial uncertainty exists, I am required to
BBC is a key driver of stakeholder interest. statements in accordance with draw attention in my auditor’s report
Parliament and the public have an interest applicable law and International to the related disclosures in the
in the way in which the BBC is funded Standards on Auditing (ISAs) (UK). financial statements or, if such
and how it spends its funds. The level of An audit involves obtaining evidence about disclosures are inadequate, to modify
licence fee revenue and commercial income the amounts and disclosures in the financial my opinion. My conclusions are based
determines the resources available to the statements sufficient to give reasonable on the audit evidence obtained up to
BBC and drives strategic decisions around assurance that the financial statements are the date of my auditor’s report.
spending and investment. I considered that free from material misstatement, whether However, future events or conditions
setting materiality at £25 million, compared caused by fraud or error. Reasonable may cause the entity to cease to
to the level of £10 million used previously, assurance is a high level of assurance, but continue as a going concern.
facilitated appropriate focus on those is not a guarantee that an audit conducted
transactions and balances that represented —— evaluate the overall presentation,
in accordance with ISAs (UK) will always structure and content of the financial
the greatest risk and judgement. detect a material misstatement when statements, including the disclosures,
In addition in those areas of greatest it exists. Misstatements can arise from and whether the consolidated financial
sensitivity and therefore greatest fraud or error and are considered material statements represent the underlying
stakeholder interest I have applied a lower if, individually or in the aggregate, they transactions and events in a manner
level of qualitative materiality. These could reasonably be expected to influence that achieves fair presentation.
are certain matters that, by their very the economic decisions of users taken on
nature, would if not corrected influence the basis of these financial statements.
the decisions of users, for example:

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F I N A N C I A L S TAT E M E N T S

—— obtain sufficient appropriate audit

evidence regarding the financial Level 1: BBC Group Total revenue: £5,062.7m
information of the entities or business Significant components and auditors – Full scope audit
activities within the group to express full scope audit Analytical procedures
an opinion on the consolidated —— BBC Public Service Broadcaster (NAO)
financial statements. I am responsible
for the direction, supervision and —— BBC Commercial Holdings Group
performance of the group audit. (NAO)
I remain solely responsible for my
Sampled non-significant components –
audit opinion.
full scope audit
I communicate with those charged with None – due to coverage achieved
governance regarding, among other from significant components
matters, the planned scope and timing of
Other procedures on non-significant
the audit and significant audit findings,
components
including any significant deficiencies in
I performed other work, including analytical
internal control that I identify during
procedures, on the remaining components.
my audit.
In addition, I am required to obtain evidence
sufficient to give reasonable assurance
Level 2: BBC Commercial Total revenue: £1,555.2m
that the income and expenditure reported Holdings Group Full scope audit
in the financial statements conform to Analytical procedures
Significant components and auditors –
the authorities which govern them.
full scope audit
Group audit approach —— BBC Commercial Holdings Ltd (NAO)
The BBC Group comprises over 100
—— BBC Studios Ltd (NAO)
subsidiaries, along with a number of
associates and joint ventures. There —— BBC Worldwide Group Ltd (NAO)
are three levels of consolidation
—— BBC Global News entities (NAO)
within the BBC Group:
—— BBC Children’s Productions Ltd (Grant
—— Level 1: BBC Group, comprising the
Thornton)
BBC Public Service Broadcaster (PSB),
PSB subsidiaries, and BBC Commercial —— BBC Grafton House Productions Ltd
Holdings Group; (Grant Thornton)
—— Level 2: BBC Commercial Holdings Sampled non-significant components – Other procedures on non-significant
Group, comprising BBC Commercial full scope audit components
Holdings Limited and subsidiary —— BBC Studioworks Ltd (NAO) I performed other work, including analytical
companies, including BBC Worldwide procedures, on the remaining components.
Group, BBC Studios Limited, BBC —— BBC Ventures Ltd (NAO)
Global News companies, BBC
Studioworks Limited; and Level 3: BBC Worldwide Total headline revenue: £1,044.0m
—— Level 3: BBC Worldwide Group, Group Full scope audit
comprising BBC Worldwide Limited Analytical procedures
and subsidiary companies. Significant components and auditors –
full scope audit
This audit opinion relates to the BBC —— BBC Worldwide Ltd (NAO)
Group, at level 1. My group audit approach
has been designed to enable me to form —— 2 entertain & 2 entertain Video Ltd
an opinion on these consolidated financial (NAO)
statements, and my assessment of —— BBC Worldwide Australia pty (Grant
significant components and the nature of Thornton)
the work I have performed is as follows:
—— BBC Worldwide Americas Inc (no
auditor)
—— UKTV Ltd (KPMG)
—— BBC America (KPMG)
Sampled non-significant components – Other procedures on non-significant
full scope audit components
—— BBC Worldwide France SARL (KPMG) I performed other work, including analytical
procedures, on the remaining components.
—— UK Programme Distribution Ltd (NAO)

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 F I N A N C I A L S TAT E M E N T S

I have had direct involvement in the materially inconsistent with the financial The Strategic and Governance reports
audit strategy of the BBC’s significant statements or my knowledge obtained In my opinion, based on the work
components, including those significant in the audit or otherwise appears to be undertaken in the course of the audit,
components where I have not been materially misstated. If, based on the work the information given in the Strategic
appointed as auditor. I have issued Group I have performed, I conclude that there and Governance reports for the financial
Audit Instructions to all significant is a material misstatement of this other year are consistent with the financial
components by size and risk and also to a information, I am required to report that statements and have been prepared
sample of other components, which enable fact. I have nothing to report in this regard. in accordance with applicable law.
me to obtain the necessary assurances
I am specifically required to address the Based on my knowledge and
required for my audit opinion on the
following items and to report uncorrected understanding of the BBC and its
BBC’s consolidated financial statements.
material misstatements in the other environment obtained during the course
For significant components where I have
information, where I conclude that those of the audit, I have identified no material
not been appointed as auditor, I have
items meet the following conditions: misstatements in these reports.
met and discussed the audit strategy,
significant audit risks and findings from — Fair, balanced and understandable: the The corporate governance statement
component auditors’ work. For these statement given by the directors that In my opinion, based on the work
component audits I have also met with the annual report and accounts taken undertaken in the course of the audit,
component management and attended as a whole are fair, balanced and the information given in the corporate
planning and closing meetings. Under understandable and provide the governance statement in respect of internal
the terms of the Group Audit Instructions necessary information to enable users control and risk management systems in
I issued, full statutory audit procedures to assess the entity’s performance, relation to financial reporting processes is
in accordance with local adaptations business model and strategy, is consistent with the accounts and has been
of International Standards on Auditing materially inconsistent with my prepared in accordance with applicable law.
have been conducted and I have satisfied knowledge obtained in the audit; or
myself that sufficient work has been In my opinion, based on the work
undertaken to provide the necessary — Audit Committee reporting: the undertaken in the course of the audit,
assurances for my audit opinion on the section describing the work of the rules 7.2.2, 7.2.3 and 7.2.7 in the
BBC’s consolidated financial statements. Group Audit Committee does not Disclosure Rules and Transparency Rules
The components subject to these appropriately address matters sourcebook made by the Financial Conduct
procedures are described as ‘full scope communicated by me to the Authority have been complied with.
audit’ components in the table above. Audit Committee.
Based on my knowledge and
For other components I have undertaken I also have nothing to report in this regard. understanding of the BBC and its
other procedures to gain the necessary environment obtained during the course
Other matters prescribed by the terms
assurances for my audit opinion on the of the audit, I have identified no material
of my engagement
BBC’s consolidated financial statements. misstatements in this information.
Remuneration
This included evaluating and testing the In addition to my audit of the BBC’s Matters on which I report by exception
BBC’s group wide controls, and performing consolidated financial statements, the Adequacy of accounting records
analytical and enquiry procedures to Board has engaged me to audit the information and explanations received
address the risk of residual misstatement. information in the Board remuneration I report to you if, in my opinion:
Other Information report that is described as having been
— adequate accounting records have not
The BBC Board is responsible for the audited, which the Board has decided
been kept, or returns adequate for my
other information. The other information to prepare as if the BBC were required
audit have not been received from
comprises information included in the to comply with the requirements of
branches not visited by my staff;
annual report, other than the parts of Schedule 8 to The Large and Medium-sized
the Remuneration Report described in Companies and Groups (Accounts and — the financial statements and the part
that report as having been audited, the Reports) Regulation 2008 (SI 2008 No 410) of the Remuneration report to be
financial statements and my auditor’s made under the Companies Act 2006. audited are not in agreement with the
report thereon. My opinion on the financial accounting records and returns; or
In my opinion the parts of the Board
statements does not cover the other remuneration report which I have been — I have not received all of the
information and I do not express any engaged to audit have been properly information and explanations I require
form of assurance conclusion thereon. In prepared in accordance with Schedule 8 to for my audit.
connection with my audit of the financial the Large and Medium-sized Companies
statements, my responsibility is to read and Groups (Accounts and Reports) I have nothing to report arising from
the other information and, in doing so, Regulation 2008, as if those requirements this duty.
consider whether the other information is were to apply to the BBC Group.

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F I N A N C I A L S TAT E M E N T S

The Boards’ assessment of principal risks — explaining how they have assessed the
and future prospects prospects of the entity, over what
Under International Standards on Auditing period they have done so and why they
(UK & Ireland), I am required to report consider that period to be appropriate,
to you if I have anything material to add, and their statement as to whether they
or to draw attention to, in relation to have a reasonable expectation that the
the Boards’ disclosures in the annual BBC will be able to continue in
report and financial statements: operation and meet its liabilities as
they fall due over the period of their
— confirming that they have carried out
assessment, including any related
a robust assessment of principal risks
disclosures drawing attention to any
facing the BBC, including those that
necessary qualifications or
would threaten its business model,
assumptions.
future performance, solvency
or liquidity; I have nothing material to add, or to
draw attention to, on these matters.
— describing those risks and
explaining how they are being Report
managed or mitigated; My report is set out on page 183.
— on whether they considered it
appropriate to adopt the going
Sir Amyas C E Morse KCB
concern basis, and their identification
Comptroller and Auditor General
of any material uncertainties to the
National Audit Office
entity’s ability to continue over a
157-197 Buckingham Palace Road
period of at least twelve months from
London, SW1W 9SP
the date of approval of the financial
21 June 2018
statements; and

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 F I N A N C I A L S TAT E M E N T S

The Report of the Comptroller and

Auditor General to the Board of
the British Broadcasting Corporation,
acknowledging that Parliament
also places reliance on the
Group Accounts and Report
In March 2018*, the BBC announced The BBC describes this matter in Note
its intention “…to determine the right F9 Provisions and Contingent Liabilities
approach in cases where on-air presenters within the consolidated financial
believe the BBC bears some liability statements. In the key audit matters
in relation to demands for Employers’ section of my audit certificate, I set out
National Insurance Contributions...” for my consideration of, and my conclusions
individuals engaged via Personal Service on, this issue insofar as it impacts on the
Companies (PSC) before 6 April 2017. BBC’s 2017-18 consolidated financial
Statements. Later this year, I will publish an
Tax collection arrangements for PSCs in
investigation into the BBC’s use of PSCs.
the public sector changed in April 2017,
however, under the PSC arrangements The BBC recognises there is a “…very high
in place pre-April 2017, the BBC was not hurdle where public money is concerned…”
responsible for collecting employment tax and “…that we cannot assume the tax
and National Insurance Contributions on liability of others in the absence of a
behalf of individuals engaged via a PSC, compelling justification for doing so…”.
or making Employers National Insurance
I shall, of course, expect the BBC to
Contributions, as would be the case for
have proper regard to its obligation,
those employed directly by the BBC.
set out in the Royal Charter for the
The BBC has engaged a third party continuance of the BBC, to exercise
service, the Centre for Effective Dispute rigorous stewardship of public money
Resolution (CEDR), to assess whether it in accordance with the principles of
is appropriate or reasonable for the BBC regularity, propriety, value for money and
to make any contribution towards historic feasibility, and shall take this into account
demands for Employers National Insurance as necessary in my reports next year.
Contributions. The CEDR arrangements
are still in the process of being developed
and implemented at the date of this report, Sir Amyas CE Morse KCB
alongside the BBC’s ongoing discussions Comptroller and Auditor General
with HM Revenue and Customs. National Audit Office
157-197 Buckingham Palace Road
London, SW1W 9SP
21 June 2018
* http://www.bbc.co.uk/mediacentre/
latestnews/2018/personal-service-companies.

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F I N A N C I A L S TAT E M E N T S

The BBC’s consolidated financial statements

These financial statements comprise both the

primary statements and additional supporting
disclosure notes. The primary statements are:
Consolidated income statement
The income the BBC receives and expenditure incurred by the
Group’s operations during the financial year.
Consolidated statement of comprehensive income/(loss)
Items of income and expense, including reclassification
adjustments, that are not directly recognised in the income
statement and hence are charged or credited directly against
or to reserves.
Consolidated balance sheet
The statement of the assets and liabilities of the BBC 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 Group
and the changes to each component during the financial year.
Consolidated cash flow statement
Cash generated by the BBC from its operations and how those
cash flows have been used.

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 F I N A N C I A L S TAT E M E N T S

Consolidated income statement

2018 2017
Note £m £m

Licence fee income A1 3,830.2 3,787.2

Other income A1 1,232.5 1,166.8
Total income A1 5,062.7 4,954.0
Operating costs excluding restructuring costs (4,815.3) (4,943.7)
Restructuring costs C3 (13.8) (49.6)
Total operating costs A1 (4,829.1) (4,993.3)
Group operating surplus/(deficit) 233.6 (39.3)
Gain on disposal of non-current assets 4.8 8.3
Share of results of associates and joint ventures E3 35.8 45.7
Net financing costs F10 (95.6) (134.0)
Surplus/(deficit) before taxation 178.6 (119.3)
Taxation G1.1 1.0 (9.8)
Surplus/(deficit) for the year 179.6 (129.1)
Attributable to:
BBC 178.3 (129.1)
Non-controlling interests 1.3 –
Surplus/(deficit) for the year 179.6 (129.1)

Consolidated statement
of comprehensive income/(loss)
2018 2017
Note £m £m

Surplus/(deficit) for the year 179.6 (129.1)

Other comprehensive income:
Remeasurement on defined benefit pension schemes C7.2 736.9 (248.0)
Total items that will not be reclassified to the income statement in the future 736.9 (248.0)
Exchange differences on translation of foreign operations G5.3 (28.6) 30.4
Gains/(losses) on cash flow hedges G5.2 25.9 (10.1)
Deferred tax (charge)/credit on financial instruments (4.9) 1.8
Total items that may be reclassified to the income statement in the future (7.6) 22.1
Other comprehensive income/(loss) net of tax 729.3 (225.9)
Total comprehensive income/(loss) for the year 908.9 (355.0)
Attributable to:
BBC 907.6 (355.0)
Non-controlling interests 1.3 –
Total comprehensive income/(loss) for the year 908.9 (355.0)

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F I N A N C I A L S TAT E M E N T S

Consolidated balance sheet

As at 31 March
2018 2017
Note £m £m

Non-current assets
Intangible assets (including goodwill) E1 232.6 238.3
Property, plant and equipment D1 1,038.3 1,076.4
Investment properties D2 73.8 78.1
Interests in associates and joint ventures E3 239.5 258.5
Trade and other receivables F7.1 64.6 90.4
Assets available for sale 0.6 7.9
Derivative financial instruments G3.2 429.4 490.8
Deferred tax assets G1.5 6.1 11.3
2,084.9 2,251.7
Current assets
Programme-related assets and other inventories B5 725.6 612.9
Trade and other receivables F7.2 975.0 1,022.4
Derivative financial instruments G3.2 9.1 6.6
Current tax assets G1.4 36.2 40.0
Cash and cash equivalents F1 523.0 256.3
2,268.9 1,938.2
Current liabilities
Trade and other payables F8.2 (1,053.2) (1,069.7)
Borrowings F4.1 (18.9) (14.5)
Provisions F9 (55.6) (62.5)
Derivative financial instruments G3.2 (5.4) (34.0)
Current tax liabilities (12.5) (10.5)
(1,145.6) (1,191.2)
Non-current liabilities
Trade and other payables F8.1 (79.1) (48.4)
Borrowings F4.2 (838.0) (876.7)
Provisions F9 (48.3) (50.6)
Derivative financial instruments G3.2 (517.9) (533.9)
Deferred tax liabilities G1.5 (13.9) (31.4)
Pension liabilities C7.1 (518.3) (1,149.1)
(2,015.5) (2,690.1)
Net assets 1,192.7 308.6
Attributable to the BBC
Operating reserve 1,198.9 283.7
Hedging reserve (0.3) (21.3)
Translation reserve 19.3 47.9
Other reserves (26.8) (2.1)
1,191.1 308.2
Non-controlling interests 1.6 0.4
Total capital and reserves 1,192.7 308.6

The financial statements were approved by the Board and authorised for issue on 21 June 2018, and signed on their behalf by:

Tony Hall
Lord Hall of Birkenhead Anne Bulford OBE
Director-General Deputy Director-General

186 BBC Annual Report and Accounts 2017/18 Return to contents

 F I N A N C I A L S TAT E M E N T S

Consolidated statement of changes in equity

Non-
Operating Hedging Translation Other controlling
reserve reserve reserve reserves Total interests Total
Note £m £m £m £m £m £m £m

At 1 April 2016 660.8 (13.0) 17.5 1.3 666.6 0.1 666.7

Deficit for the year (129.1) – – – (129.1) – (129.1)
Exchange differences on
translation of foreign operations G5.3 – – 30.4 – 30.4 – 30.4
Cash flow hedges G5.2 – (10.1) – – (10.1) – (10.1)
Deferred tax on financial
instruments – 1.8 – – 1.8 – 1.8
Remeasurement on defined
benefit pension scheme C7.2 (248.0) – – – (248.0) – (248.0)
Total comprehensive (loss)/
income for the year (377.1) (8.3) 30.4 – (355.0) – (355.0)
Changes in non-controlling
interest – – – (3.4) (3.4) 0.3 (3.1)
At 31 March 2017 283.7 (21.3) 47.9 (2.1) 308.2 0.4 308.6
Surplus for the year 178.3 – – – 178.3 1.3 179.6
Exchange differences on
translation of foreign operations G5.3 – – (28.6) – (28.6) – (28.6)
Cash flow hedges G5.2 – 25.9 – – 25.9 – 25.9
Deferred tax on financial
instruments – (4.9) – – (4.9) – (4.9)
Remeasurement on defined
benefit pension scheme C7.2 736.9 – – – 736.9 – 736.9
Total comprehensive income/
(loss) for the year 915.2 21.0 (28.6) – 907.6 1.3 908.9
Release of available for sale
reserve – – – (2.9) (2.9) – (2.9)
Changes in non-controlling
interest – – – (21.8) (21.8) (0.1) (21.9)
At 31 March 2018 1,198.9 (0.3) 19.3 (26.8) 1,191.1 1.6 1,192.7

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F I N A N C I A L S TAT E M E N T S

Consolidated cash flow statement

2018 2017
Note £m £m

Operating activities
Cash generated from operations F6 582.7 301.1
Tax received 6.3 13.3
Net cash from operations 589.0 314.4
Investing activities
Interest received F10 6.0 5.3
Financing income relating to swap transactions 10.1 20.8
Dividends received from associates and joint ventures 39.3 24.8
Proceeds from sale of operations – 2.7
Proceeds from disposal of property, plant and equipment – 27.9
Proceeds from disposal of available for sale investments 8.8 –
Proceeds from disposal of associates and joint ventures 1.9 –
Acquisition of investments – (0.4)
Acquisition of interests in associates and joint ventures (11.8) (43.7)
Acquisition of subsidiary net of cash acquired (8.2) –
Purchases of other intangible assets (157.0) (169.9)
Purchases of property, plant and equipment (126.1) (123.3)
Net cash used in investing activities (237.0) (255.8)
Financing activities
Interest paid (7.9) (9.7)
Repayments of borrowings (3.7) (54.0)
Payment of obligations under finance leases (74.0) (72.9)
Net cash used in financing activities (85.6) (136.6)
Net increase/(decrease) in cash and cash equivalents 266.4 (78.0)
Cash and cash equivalents at beginning of the year F2 256.3 334.8
Effect on foreign exchange rate changes on cash and cash equivalents 0.3 (0.5)
Cash and cash equivalents at the end of the year F2 523.0 256.3

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Key themes for the BBC

Page

A. Where the BBC’s funding comes from

Income and operating results Contribution of commercial operations 190
Licence fee income

B. How the BBC spends the funds

Total operating costs Analysis of total operating costs by commercial activities 192
Auditor’s remuneration Programme-related assets and other inventories
PSB Group expenditure PSB ring-fenced expenditure

C. What the BBC spends on its people

Persons employed Group pension plan 197
Employee remuneration Key management personnel compensation
Restructuring costs Related party transactions with key management personnel

D. The property, technology and equipment used by the BBC to make and distribute its programmes
Property, plant and equipment Investment properties 202

E. Investments in the BBC’s commercial activities

Intangible assets Interests in associates and joint ventures 204
Goodwill

F. Managing funding (including future costs)

Analysis of net funds Trade and other payables 208
Cash generated from operations Provisions and contingent liabilities
Trade and other receivables Net financing costs
Borrowings and borrowing facilities Long-term commitments not reflected in the balance sheet

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Notes to the accounts

A. Where the BBC’s funding comes from
The Group generates its income from a number of key sources, each source funding different parts of the BBC’s activity. The notes in this
section 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 through
its PSB Group or grant-funded activities; however, the performance of the Group’s commercial activities generates profits that are
distributed back to the BBC and contribute towards the funding of PSB Group activities.
The BBC Group’s operating segments are reported in a manner consistent with the internal reports provided to the BBC Board, and
previously to the BBC Executive Board. The BBC Board is responsible 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 Group’s income sources. The reportable segments are:
—— PSB Group – This primarily receives licence fee income and is responsible for the Group’s Public Service activities. During 2016/17
this included delivery of its obligations under the Service Licence Operating Framework issued by the BBC Trust. With the transfer
of regulation of the BBC from the BBC Trust to Ofcom on 3 April 2017, this reporting framework is no longer part of the BBC
governance. However, the BBC has continued to use this general approach to review its performance;
—— BBC Worldwide – Generates revenue from exploiting the various assets of the BBC, for example by licencing programme formats,
selling international rights, merchandising and production facilities. Revenue is also generated through subscription fees from the
broadcast of the Group’s channels on pay television platforms;
—— BBC Studios – On 1 April 2017, BBC Studios Limited (the television production arm of the BBC) became a wholly owned commercial
subsidiary. Together with the special purpose vehicles Grafton House Limited, Comedy Productions Limited and Natural History &
Factual Production Limited (which were previously grouped within the ‘Other commercial’ segment) a new BBC Studios reporting
segment was formed. This group generates revenue 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 Global News group, BBC Studioworks Limited, BBC Childrens Productions Limited and the commercial
holdings companies. The prior year also included the special purpose vehicles transferred to BBC Studios 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.
For additional information on the relevant accounting policies applied in this section please see section H Basis of preparation of the
financial statements and other accounting policies.
A1 Income and operating results
BBC Other Group
PSB Group Worldwide BBC Studios commercials adjustments Group
2018 Note £m £m £m £m £m £m

Licence fee income A2 3,830.2 – – – – 3,830.2

Other revenue 73.9 818.0 15.1 130.6 0.4 1,038.0
Intra-group trading 96.8 – 416.9 33.2 (546.9) –
Grant income 87.8 – – – – 87.8
Royalties 30.7 48.9 – – – 79.6
Rental income 25.7 1.4 – – – 27.1
Other income 314.9 868.3 432.0 163.8 (546.5) 1,232.5
Total income 4,145.1 868.3 432.0 163.8 (546.5) 5,062.7
Restructuring costs C3 (13.3) – (0.2) (0.3) – (13.8)
Depreciation and amortisation B1 (153.0) (184.1) (0.6) (1.5) – (339.2)
Pension deficit reduction contributions (267.4) – – – 267.4 –
Other operating costs (3,675.4) (626.3) (438.7) (148.9) 413.2 (4,476.1)
Total operating costs B3.1, B4 (4,109.1) (810.4) (439.5) (150.7) 680.6 (4,829.1)
Group operating surplus/(deficit) 36.0 57.9 (7.5) 13.1 134.1 233.6
Gain on disposal of non-current assets – 4.8 – – – 4.8
Share of results of associates and joint
ventures E3 – 35.8 – – – 35.8
Operating segment result 36.0 98.5 (7.5) 13.1 134.1 274.2
Financing income F10 25.7
Financing costs F10 (121.3)
Net financing costs F10 (95.6)
Surplus before taxation 178.6
Taxation G1.1 1.0
Surplus for the year 179.6
1 See Glossary for further details.

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A. Where the BBC’s funding comes from continued

A1 Income and operating results continued
BBC Other Group
PSB Group Worldwide BBC Studios* commercials adjustments Group
2017 Note £m £m £m £m £m £m

Licence fee income A2 3,787.2 – – – – 3,787.2

Other revenue 72.8 828.3 – 120.7 – 1,021.8
Intra-group trading 76.5 – – 15.7 (92.2) –
Grant income 39.1 0.1 – – – 39.2
Royalties 32.9 46.6 – – – 79.5
Rental income 25.0 1.3 – – – 26.3
Other income 246.3 876.3 – 136.4 (92.2) 1,166.8
Total income 4,033.5 876.3 – 136.4 (92.2) 4,954.0
Restructuring costs C3 (47.8) (1.5) – (0.3) – (49.6)
Depreciation and amortisation B1 (154.1) (218.9) – (0.9) – (373.9)
Pension deficit reduction contributions (100.0) – – – 100.0 –
Other operating costs (3,796.9) (655.1) – (144.8) 27.0 (4,569.8)
Total operating costs B3.1, B4 (4,098.8) (875.5) – (146.0) 127.0 (4,993.3)
Group operating (deficit)/surplus (65.3) 0.8 – (9.6) 34.8 (39.3)
Gain on disposal of non-current assets 0.6 7.7 – – – 8.3
Share of results of associates and joint
ventures E3 (2.4) 48.1 – – – 45.7
Operating segment result (67.1) 56.6 – (9.6) 34.8 14.7
Financing income F10 5.3
Financing costs F10 (139.3)
Net financing costs F10 (134.0)
Deficit before taxation (119.3)
Taxation G1.1 (9.8)
Deficit for the year (129.1)

* On 1 April 2017, BBC Studios, the television production arm of the BBC, became a wholly owned commercial subsidiary of the BBC. This activity was therefore recognised within
the PSB Group segment during 2016/17. Several production companies previously recognised within the ‘Other commercials’ segment were also transferred into this group on
that date. The impact of this restructure has also increased intra-group eliminations significantly.

A2 Licence fee income

Licences in force Licences in force
Licence fee 2018 Total income Licence fee 2017 Total income
2018 Number 2018 2017 Number 2017
£ ‘000 £m £ ‘000 £m

Colour 147.00 21,611 3,157.0 145.50 21,667 3,138.8

Monochrome 49.50 6 0.3 49.00 6 0.3
Concessionary 7.50 167 1.1 7.50 176 1.2
Over 75s – 4,455 655.3 – 4,385 630.4
26,239 3,813.7 26,234 3,770.7
Quarterly payment scheme premium 16.5 16.5
Total licence fee income 3,830.2 3,787.2

During the year, 3.3 million (2017: 3.3 million) colour licences were issued under the quarterly payment scheme at a premium of £5 each
(2017: £5).
Households in which one or more persons over the age of 75 reside, as their primary residence, are entitled to a free licence. The BBC was
reimbursed for these free licences by the relevant Government department during the year.
A3 Contribution of commercial operations
In the year ended 31 March 2018, a dividend of £71.4 million (2017: £89.3 million) was declared by BBC Worldwide to BBC Commercial
Holdings Limited (via BBC Ventures Group Limited). A dividend of £37.9 million (2017: £86.5 million) was subsequently declared by BBC
Commercial Holdings to PSB Group. The dividends paid are not identifiable in the consolidated primary statements as these amounts are
eliminated during the consolidation process.

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B. How the BBC spends the funds

This section analyses the total operating costs incurred by the BBC Group. It also analyses the PSB Group’s expenditure by service.
Spend on the BBC’s services
During 2016/17 service licences were used by the BBC Trust to regulate the BBC’s licence fee-funded activities and ensure that each
service provided public value and contributed to delivering the BBC’s public purposes.
Service licence reporting against authorised baseline budgets was discontinued following the closure of the BBC Trust. Although this
is no longer a regulatory requirement, the BBC’s PSB spend has continued to be analysed by service in 2017/18.
Spend by BBC service shows the cost to the licence fee payer of providing the relevant service and therefore exclude any costs funded
by a co-producer. The table presented in note B3 sets out the PSB Group content expenditure by service.
Where a programme is broadcast on more than one channel, the full 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 and BBC Red Button, the service spend reflects the incremental costs of getting content to audiences unless the content
is specifically commissioned for this service.
This means the costs reported against individual services are not necessarily equivalent to the costs which would be incurred by such
a service on a stand-alone basis.
Development spend (see note B3.1) funds the near-term development of new platforms and services, particularly for BBC Online and Red
Button. This is primarily focused on new features for existing services and also includes related support and overhead costs. It is distinct
from research department costs (see note B3.2) which is focused on much longer-term research of new technology and standards that
benefit the whole industry.
World Service Operating Licence
The BBC committed to protect its annual spend on World Service for a period of five years from 1 April 2017 to ensure it remains a valued
public broadcaster for the future. In order to deliver this commitment, the BBC must spend at least £254.0 million per annum on this
service over this period.
World Service grant funding
In 2016/17 the Foreign & Commonwealth Office (FCO) awarded a grant to the BBC of £291.0 million, to be spent over the following four
years, to assist in the expansion of the World Service.
For additional information on the relevant accounting policies applied in this section please see section H Basis of preparation of the
financial statements and other accounting policies.

1 See Glossary for further details.

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B. How the BBC spends the funds continued

B1 Total operating costs
Total operating costs have been arrived at after charging the following items:
2018 2017
Note £m £m

Intangible fixed assets, property, plant and equipment and other investments
Depreciation
– owned assets D1 105.4 109.9
– leased assets D1, D2 35.0 35.6
Amortisation of intangible fixed assets E1 198.8 228.4
Impairment of intangible assets E1 0.5 14.1
Inventories
Write-downs of programme-related assets recognised as an expense 5.4 7.8
Other operating costs
Payments under operating leases
– land and buildings 51.7 47.0
– plant and machinery 8.4 9.2
– other 65.0 48.5
Net loss on disposal of tangible fixed assets* 7.0 3.8
Research costs1 B3.2 17.4 15.1
Online and TV development 65.9 71.3
Net exchange differences on settled transactions 21.7 (16.9)
Impairment of trade debtors F7.2 2.6 6.1
Staff costs C2 1,445.4 1,387.0

* The loss on disposal of tangible fixed assets represent adjustments to depreciation on disposals made in the ordinary course of business.

B2 Auditor’s remuneration
The National Audit Office were appointed as Group auditors in the current financial year and served as independent external auditors
for the year ended 31 March 2018. Ernst & Young LLP served as external auditors for the year ended 31 March 2017.
The following table presents the aggregate fees for professional services and other services rendered by the external auditors to
the BBC:
2018 2017
£m £m

For the audit of the BBC’s annual accounts 0.8 0.6

For the audit of subsidiaries of the BBC 0.9 0.7
Audit-related assurance services – 0.2
Total audit and audit-related assurance services with the National Audit Office
(2017: Ernst & Young LLP) 1.7 1.5
Audit and audit-related assurance services with other auditors 0.2 0.1
Total audit and audit-related assurance services 1.9 1.6
Taxation compliance services 0.2 0.2
Other services – 0.2
Total non-audit services with other auditors 0.2 0.4
Total fees paid 2.1 2.0

1 See Glossary for further details.

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B. How the BBC spends the funds continued

B3.1 PSB Group expenditure by service
Content and
distribution General
Content Distribution support support Total
2018 Note £m £m £m £m £m

BBC One 1,009.4 36.3 151.9 78.0 1,275.6

BBC Two 374.3 20.5 56.8 29.6 481.2
BBC Four 37.8 4.4 7.2 2.9 52.3
CBBC 67.9 10.1 12.6 5.5 96.1
CBeebies 29.9 4.4 6.8 2.3 43.4
BBC ALBA 7.9 0.9 1.2 0.7 10.7
BBC News Channel* 49.7 7.5 8.5 2.5 68.2
BBC Parliament 1.6 6.7 1.7 0.1 10.1
Television 1,578.5 90.8 246.7 121.6 2,037.6
BBC Radio 1 37.5 6.3 5.2 1.2 50.2
BBC Radio 2 49.1 6.3 4.7 1.8 61.9
BBC Radio 3 37.7 6.3 6.2 2.9 53.1
BBC Radio 4 91.2 6.7 14.0 6.4 118.3
BBC Radio 5 live 44.8 4.6 7.0 3.4 59.8
BBC Radio 5 live sports extra 2.9 1.7 1.3 0.2 6.1
BBC 1Xtra 6.4 1.9 3.0 0.3 11.6
BBC 6 Music 10.7 1.9 2.0 0.6 15.2
BBC 4 Extra 2.9 1.9 1.2 0.2 6.2
BBC Asian Network 6.7 2.3 1.7 0.5 11.2
BBC Local Radio 118.2 17.0 15.6 9.0 159.8
BBC Radio Scotland 22.6 2.8 4.3 1.8 31.5
BBC Radio nan Gàidheal 4.0 1.2 0.7 0.3 6.2
BBC Radio Wales 14.6 1.6 3.2 1.1 20.5
BBC Radio Cymru 13.5 1.5 3.0 1.1 19.1
BBC Radio Ulster/BBC Radio Foyle 17.6 1.9 4.0 1.4 24.9
Radio 480.4 65.9 77.1 32.2 655.6
BBC Online and Red Button 182.4 49.9 43.6 14.4 290.3
Spend by service 2,241.3 206.6 367.4 168.2 2,983.5
Orchestras and performing groups 26.5 – 3.5 2.2 32.2
S4C (service spend) 25.6 – 4.2 2.0 31.8
Development spend 45.1 – 7.5 4.7 57.3
BBC World Service grant 58.2 – 7.6 4.7 70.5
BBC World Service Operating Licence** 226.6 – 27.4 14.3 268.3
Other service spend 382.0 – 50.2 27.9 460.1
Total service spend 2,623.3 206.6 417.6 196.1 3,443.6
Licence fee collection costs 101.0
S4C (direct funding) 74.8
Monitoring 5.5
PSB Group pension deficit reduction payment 267.4
Costs incurred to generate intra-group income 94.2
Costs incurred to generate third-party income 72.1
Restructuring costs 13.3
Total PSB Group content expenditure 4,071.9
Local TV*** 4.7
Broadband rollout*** 80.0
Total PSB Group expenditure 4,156.6
Lease reclassification**** (47.5)
PSB Group expenditure A1 4,109.1

1 See Glossary for further details.

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B. How the BBC spends the funds continued

B3.1 PSB Group expenditure by service continued
Content and
distribution General
Content Distribution support support Total
2017 Note £m £m £m £m £m

BBC One 1,115.4 35.7 157.1 78.2 1,386.4

BBC Two 403.3 20.4 59.4 28.9 512.0
BBC Four 50.5 4.4 8.5 3.6 67.0
CBBC 69.5 9.9 12.1 5.1 96.6
CBeebies 28.7 4.3 6.4 2.0 41.4
BBC ALBA 6.0 0.9 0.9 0.4 8.2
BBC News Channel* 47.8 7.4 7.8 1.9 64.9
BBC Parliament 1.8 6.7 1.3 0.1 9.9
Television 1,723.0 89.7 253.5 120.2 2,186.4
BBC Radio 1 35.9 6.3 5.1 1.0 48.3
BBC Radio 2 51.2 6.3 4.9 1.8 64.2
BBC Radio 3 37.4 6.3 6.5 2.6 52.8
BBC Radio 4 87.9 6.7 12.9 5.4 112.9
BBC Radio 5 live 45.5 4.6 6.8 3.1 60.0
BBC Radio 5 live sports extra 2.7 1.8 1.3 0.2 6.0
BBC 1Xtra 6.6 1.9 2.7 0.3 11.5
BBC 6 Music 10.9 1.9 2.2 0.5 15.5
BBC 4 Extra 3.0 1.9 1.3 0.2 6.4
BBC Asian Network 7.1 2.3 1.8 0.5 11.7
BBC Local Radio 112.9 16.1 14.4 7.7 151.1
BBC Radio Scotland 21.1 2.9 4.3 1.5 29.8
BBC Radio nan Gàidheal 3.7 1.3 0.6 0.3 5.9
BBC Radio Wales 14.2 1.6 3.1 1.0 19.9
BBC Radio Cymru 13.6 1.5 3.0 1.0 19.1
BBC Radio Ulster/BBC Radio Foyle 17.5 2.0 3.8 1.3 24.6
Radio 471.2 65.4 74.7 28.4 639.7
BBC Online and Red Button 185.5 45.7 41.2 13.2 285.6
Spend by service 2,379.7 200.8 369.4 161.8 3,111.7
Orchestras and performing groups 23.2 – 2.9 1.7 27.8
S4C (service spend) 29.2 – 4.4 2.1 35.7
Development spend 57.0 – 7.0 4.3 68.3
World Service grant 15.1 – 1.8 1.1 18.0
BBC World Service Operating Licence** 229.6 – 25.3 12.9 267.8
Other service spend 354.1 – 41.4 22.1 417.6
Total service spend 2,733.8 200.8 410.8 183.9 3,529.3
Licence fee collection costs 82.2
S4C (direct funding) 74.5
Monitoring 6.0
PSB Group pension deficit reduction payment 100.0
Costs incurred to generate intra-group income 83.3
Costs incurred to generate third-party income 70.9
Restructuring costs 47.8
Total PSB Group content expenditure 3,994.0
Local TV*** 3.9
Broadband rollout*** 150.0
Total PSB Group expenditure 4,147.9
Lease reclassification**** (49.1)
PSB Group expenditure A1 4,098.8

* Included within BBC News channel are production costs of £30.0 million, newsgathering costs of £18.3 million and other costs of £1.4 million (2017: production costs of
£25.4 million, newsgathering costs of £20.8 million and other costs of £1.7 million).
** The BBC World Service Operating Licence includes distribution spend of £35.5 million (2017: £38.2 million).
*** Under the terms of the 2015 licence fee agreement, the BBC has committed to contribute funding toward broadband rollout across the UK and for the development of
Local TV channels.
**** 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.

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B. How the BBC spends the funds continued

B3.2 PSB Group support costs
PSB Group support costs include the following:

Content and
distribution support General support Total
2018 2017 2018 2017 2018 2017
£m £m £m £m £m £m

Property 72.3 64.8 52.5 48.3 124.8 113.1

HR and training 27.3 13.6 14.7 26.3 42.0 39.9
Policy and strategy – – 5.9 7.8 5.9 7.8
Finance and operations 11.5 12.0 33.6 39.7 45.1 51.7
Marketing, audiences and communication 86.0 86.8 – – 86.0 86.8
Total central costs 197.1 177.2 106.7 122.1 303.8 299.3
Technology 121.0 125.7 39.9 47.2 160.9 172.9
Libraries, learning support and community events 22.5 28.0 – – 22.5 28.0
Production and digital support 25.9 25.8 – – 25.9 25.8
Research department 17.4 15.1 – – 17.4 15.1
Contribution to JVs and spend in other PSB entities 26.0 28.1 – – 26.0 28.1
Regulatory charges* – – 11.6 11.2 11.6 11.2
Exchange losses/(gains) – – 7.2 (14.4) 7.2 (14.4)
Other 7.7 10.9 30.7 17.8 38.4 28.7
Total support costs 417.6 410.8 196.1 183.9 613.7 594.7

* Regulatory charges reflects payments made to Ofcom and the cost of the BBC Trust unit in the prior year.

B4 Analysis of total operating costs by commercial activities

BBC Worldwide BBC Studios Other commercials Total commercials
2018 2017 2018 2017 £2018 2017 2018 2017
£m £m £m £m £m £m £m £m

Cost of sales 603.4 653.8 432.7 – 127.9 113.7 1,164.0 767.5

Distribution costs 52.3 69.8 – – – – 52.3 69.8
Administration expenses 154.7 151.9 6.8 – 22.8 32.3 184.3 184.2
Total operating costs 810.4 875.5 439.5 – 150.7 146.0 1,400.6 1,021.5

B5 Programme-related assets and other inventories

The main output of the BBC Group 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 Group. Other inventory for our commercial
activities are also contained in this note.
Originated programmes are stated at the lower of cost and net realisable value, and the full value is expensed on first transmission.
The costs of acquired programmes and films are also expensed on first transmission, except for contracts that agree a number of further
showings. The cost is then expensed across the transmissions.
2018 2017
£m £m

Programme-related assets
– Rights to broadcast acquired programmes and films 94.6 99.9
– Prepayments to acquire future programme-related rights 381.6 308.8
– Completed programmes 52.6 57.5
– Programmes in production 189.9 136.9
Total programme-related assets 718.7 603.1
Other inventories 6.9 9.8
Total programme-related assets and other inventories 725.6 612.9

1 See Glossary for further details.

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C. What the BBC spends on its people

The BBC Group employs a significant number of people. It also provides pension benefits to both current and past employees. This
section is broken into two main parts; the first details employee numbers (excluding freelancers and agency staff), costs and transactions
with members of the BBC Executive Committee and BBC Board who served during the year. The second part 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 2018. The most recent actuarial valuation of the pension scheme completed by Willis Towers Watson showed a funding
shortfall of £1,769 million at 1 April 2016.
The deficit of the BBC Pension Scheme can change significantly. In this section we provide information to explain the following:
—— why the pension liabilities on the balance sheet have changed from one year to another;
—— what makes up the charge in the income statement in the year;
—— the amount of the scheme assets and liabilities totalling the net defined benefit pension liability on the balance sheet;
—— how sensitive the liabilities are to changes in key assumptions; and
—— the steps being taken by the BBC to fund the defined benefit pension liability.
The movement in the IAS 19 Employee Benefits estimate of the defined benefit scheme liability during the year, specifically the BBC
Pension Scheme, is the item which singularly has the greatest impact on the balance sheet position of the Group. The pension note in this
section explains in further detail the reasons behind the movements in the defined benefit pension liability in the year and its degree of
sensitivity to changes in the underlying assumptions used.
Further information on the analysis of the BBC Pension Scheme assets and the assumptions underlying the liabilities are set out in
note G2.
For additional information on the relevant accounting policies applied in this section please see section H Basis of preparation of the
financial statements and other accounting policies.
C1 Persons employed
The average number of persons employed in the year was:
Average for the year
2018 2017
Number Number

PSB Group 18,210 19,357

BBC Worldwide 1,514 1,706
BBC Studios 1,601 –
Other commercials 258 208
Group total 21,583 21,271

Within the averages above, 2,855 (2017: 2,882) part-time employees have been included at their full-time equivalent of 1,786 (2017: 1,773).
In addition to the above, the Group employed an average full-time equivalent of 1,187 (2017: 988) persons on a casual contract.
C2 Employee remuneration
2018 2017
Note £m £m

Salaries and wages 1,053.2 1,018.1

Social security costs 119.7 106.6
Pension costs
Main scheme (defined benefit) C7.3 227.5 183.2
Other schemes C7.3 31.2 29.5
Restructuring costs C3 13.8 49.6
1,445.4 1,387.0
Comprising:
PSB Group 1,365.5 1,259.9
BBC Worldwide 127.8 142.9
BBC Studios 79.0 –
Other commercials 18.1 15.3
Group adjustments* (145.0) (31.1)
Group total 1,445.4 1,387.0

* Relates to Group adjustments for the BBC Pension Scheme, reflecting the difference between the operating charge and contributions paid.

The actual 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.

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C. What the BBC spends on its people continued

C3 Restructuring costs
2018 2017
£m £m

PSB Group 13.3 47.8

BBC Worldwide – 1.5
BBC Studios 0.2 –
Other commercials 0.3 0.3
Group total 13.8 49.6

The table above reflects the BBC’s cost of redundancy during the year. For further information on total restructuring costs, please see
note F9.
The PSB Group restructuring costs relate to ongoing savings initiatives.
In the prior year, BBC Worldwide included redundancy costs arising as a result of changes within the Group’s organisation structure.
C4 Remuneration of the BBC Board
The total emoluments of the members of the BBC Executive Committee and BBC Board are disclosed in the remuneration report.
C5 Key management personnel compensation
Key management personnel are those people who have authority and responsibility for planning, directing and controlling the activities
of the BBC. This includes members of the BBC Executive Committee and BBC Board, including the non-executive directors (see the
BBC Executive remuneration report). Ofcom began full regulatory responsibility for the BBC on 3 April 2017, at the same time as the new
BBC Board took over the governance from the BBC Trust. The prior year comparatives therefore include the Trustees and the Director of
the Trust Unit.
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:
2018 2017
£m £m

Short-term employee benefits 4.7 4.2

Post-employment benefits 0.3 0.4
5.0 4.6

C6 Related party1 transactions with key management personnel

Executive directors
Elan Closs Stephens has a close family member who is a director of Cube Entertainment Limited, Charlotte Moore has a close family
member who is a director of Perry Images Limited and Sir Nicholas Serota has a close family member who is a director of Words and
Pictures Limited. All of these companies provided services to the BBC during the year. In addition, Ian Hargreaves has a close family
member who provided services to the BBC during the year. The amount of services provided in each instance is less than £100,000, which
is the level of rounding used in the financial statements. There were no outstanding balances as at 31 March 2018 relating to any of these
arrangements. Tanni Grey-Thompson received £8,000 as an on-air contributor during the year.
C7 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 are disclosed
in note G2.
As the BBC Group has two defined benefit pension schemes, the BBC Pension Scheme and the Unfunded Scheme, the information in this
section analyses the liability and income statement charge between the two schemes (note C7). Separate analysis follows in respect of
the BBC Pension Scheme to highlight the points outlined below (note C8).
The defined benefit pension schemes give rise to 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 liability consists of two
component 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 the
payments to retired members and to generate returns to fund future pension payments.
The BBC Group’s defined contribution 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.

1 See Glossary for further details.

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C. What the BBC spends on its people continued

C7.1 Pension liabilities included in the balance sheet
The pension liabilities included in the BBC Group balance sheet comprise both the BBC Pension Scheme and the Unfunded Scheme and
are analysed below:
Pension liabilities
2018 2017
£m £m

BBC Pension Scheme (510.2) (1,140.7)

Unfunded Scheme (8.1) (8.4)
(518.3) (1,149.1)

C7.2 Group pension plans

BBC Pension Unfunded BBC Pension Unfunded

Scheme Scheme Total Scheme Scheme Total
2018 2018 2018 2017 2017 2017
£m £m £m £m £m £m

Deficit in scheme at the start of the year (1,140.7) (8.4) (1,149.1) (1,003.4) (7.3) (1,010.7)
Movement in the year:
Current service cost1 (227.2) – (227.2) (186.1) – (186.1)
Contributions (from employer)* 154.7 0.4 155.1 334.3 0.4 334.7
Past service costs1 (0.3) – (0.3) 2.9 – 2.9
Administration costs incurred (9.1) – (9.1) (9.8) – (9.8)
Net finance cost1 (24.5) (0.1) (24.6) (31.9) (0.2) (32.1)
Remeasurement1 recognised in
the consolidated statement of
comprehensive income 736.9 – 736.9 (246.7) (1.3) (248.0)
Deficit in scheme at the end of the year (510.2) (8.1) (518.3) (1,140.7) (8.4) (1,149.1)

* The contribution shown for the Unfunded Scheme represents the pension amounts paid to members during the year.

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.
C7.3 Pension charges in consolidated income statement
BBC Pension
Defined
BBC Pension Unfunded Contribution
Scheme Scheme Scheme All schemes
Note £m £m £m £m

2018
Current service cost C2 (227.2) – (31.2) (258.4)
Past service costs C2 (0.3) – – (0.3)
Administration costs (9.1) – – (9.1)
Total operating charge (236.6) – (31.2) (267.8)
Net finance cost F10 (24.5) (0.1) – (24.6)
Net cost in consolidated income statement (261.1) (0.1) (31.2) (292.4)
2017
Current service cost C2 (186.1) – (29.5) (215.6)
Past service costs C2 2.9 – – 2.9
Administration costs (9.8) – – (9.8)
Total operating charge (193.0) – (29.5) (222.5)
Net finance cost F10 (31.9) (0.2) – (32.1)
Net cost in consolidated income statement (224.9) (0.2) (29.5) (254.6)

1 See Glossary for further details.

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C. What the BBC spends on its people continued

C8 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 the
assets required to fund the scheme’s liabilities.
The pension scheme exposes the BBC to the following actuarial risks:
Risk Description

Investment risk Actual returns may differ from expected returns. If the return on assets is below the discount rate, it will create a
deficit. Investments are diversified, across and within asset classes, to avoid over-exposure to any one asset class
or market.
Currency risk Movements in exchange rates can impact the sterling value of overseas assets held. The scheme ensures that
overseas investments are diversified across currencies and buys forward rate contracts in order to partially hedge
against US dollar and euro exposures.
Counterparty risk A counterparty may default whilst owing money to the scheme. Collateral is posted by the counterparty for long-
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 the
possibility and value of hedging the scheme’s 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 rise
in interest rates. To mitigate this risk, the scheme’s Trustees invest in index-linked bonds, derivatives and other
assets 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
fall due. The amount of cash held to pay benefits is assessed well in advance to minimise unforeseen sales and
transaction 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.

C8.1 Scheme financial position

Accounting valuations of the scheme are performed by Willis Towers Watson, consulting actuaries. Formal actuarial valuations are
undertaken at least every three years.
2018 2017
IAS 19 valuation1 Note £m £m

Scheme assets G2.2 16,476.3 15,745.2

Scheme liabilities G2.1 (16,986.5) (16,885.9)
Deficit (510.2) (1,140.7)
Percentage by which scheme assets cover liabilities 97% 93%

Key movements in the year are shown in note G2.1 and G2.2.
A deferred tax asset or liability in relation to the scheme does not arise for the BBC Group because most of the BBC Group’s public
service activity is not subject to taxation.
The sensitivities of the scheme’s liabilities to changes in the principal assumptions are set out below:
(Increase)/
Impact decrease
on scheme on scheme
liabilities liabilities
2018 Assumption used Movement % £m

Discount rate 2.4% decrease 0.1% 2.3% (391)

Discount rate 2.4% increase 0.1% 1.7% 289
Retail price inflation rate 3.1% decrease 0.1% 1.8% 309
Retail price inflation rate 3.1% increase 0.1% 1.9% (316)
Mortality rate See note G2.5 decrease 1 year 3.9% 659
Mortality rate See note G2.5 increase 1 year 4.0% (684)

1 See Glossary for further details.

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C. What the BBC spends on its people continued

C8.1 Scheme financial position continued
(Increase)/
Impact decrease
on scheme on scheme
liabilities liabilities
2017 Assumption used Movement % £m

Discount rate 2.5% decrease 0.1% 2.5% (416)

Discount rate 2.5% increase 0.1% 1.8% 307
Retail price inflation rate 3.2% decrease 0.1% 2.0% 331
Retail price inflation rate 3.2% increase 0.1% 2.0% (340)
Mortality rate See note G2.5 decrease 1 year 3.4% 581
Mortality rate See note G2.5 increase 1 year 3.6% (602)

The sensitivity analysis presented above may not be representative of the actual change in the defined benefit obligation due to the
likelihood of some correlation 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 statement of financial position.
C8.2 Funding the scheme
The 2016 actuarial valuation by Willis Towers Watson of the pension scheme showed a funding shortfall of £1,769 million. Consequently,
a recovery plan was agreed between the BBC and the pension scheme Trustees which details the contribution amounts to be paid by
the BBC over an 11-year period starting in 2017. Future contributions are to be paid to the pension scheme on or before the due dates
shown below.
Amount Amount
Due date £m Due date £m

31 March 2019 125 31 March 2025 195

31 March 2020 145 31 March 2026 195
31 March 2021 195 31 March 2027 195
31 March 2022 180 31 March 2028 195
31 March 2023 185 31 December 2028 195
31 March 2024 195

The next formal actuarial valuation is to be performed as at 1 April 2019.

Projection
2019 2018 2017
Contribution rates % % %

Employer 31.4 16.7 16.7

Employee (Old and New Benefits) 7.5 7.5 7.5
Employee (Career Average Benefits 2006) 4.0 4.0 4.0
Employee (Career Average Benefits 2011) 6.0 6.0 6.0

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 £152.0 million are expected to be paid in 2018/19.
C8.3 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).
2018 2017
£m £m

Contributions including additional voluntary (employer and employee) 157.3 337.5

Investment income 253.4 231.4
Cash inflows 410.7 568.9
Payments of pensions and transfers out (508.5) (459.1)
Expenses (9.1) (29.0)
Net cash (outflow)/inflow (106.9) 80.8

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F I N A N C I A L S TAT E M E N T S

D. The property, technology and equipment used by the BBC to make and distribute its programmes
The BBC Group uses a significant number of assets in its operations. This section sets out those assets the BBC Group intends
to continue to use, those to be disposed of and any disposals made during the year.
In accordance with IAS 17 Leases the BBC Group includes assets leased under finance leases on the balance sheet. For these assets
the BBC Group has obtained substantially all the risks and benefits of ownership, but does not have legal ownership.
For additional information on the relevant accounting policies applied in this section please see section H Basis of preparation of
the financial statements and other accounting policies.
D1 Property, plant and equipment
Land and Plant and Furniture Assets under
buildings* machinery and fittings construction Total
£m £m £m £m £m

Cost
At 1 April 2016 994.3 1,049.1 122.8 98.2 2,264.4
Additions 0.9 7.7 1.7 117.5 127.8
Transfer to intangible assets – – – (17.6) (17.6)
Brought into service 8.8 51.1 6.5 (66.4) –
Disposals – (33.9) (2.3) – (36.2)
Exchange movements 0.9 0.5 0.8 – 2.2
At 31 March 2017 1,004.9 1,074.5 129.5 131.7 2,340.6
Additions – 9.6 1.4 120.8 131.8
Transfer to intangible assets – – – (26.5) (26.5)
Brought into service 25.1 88.5 9.2 (122.8) –
Disposals (9.2) (50.1) (6.4) – (65.7)
Exchange movements (0.6) (0.4) (0.6) – (1.6)
At 31 March 2018 1,020.2 1,122.1 133.1 103.2 2,378.6
Depreciation
At 1 April 2016 329.1 738.3 86.4 – 1,153.8
Charge for the year 41.8 90.0 9.4 – 141.2
Disposals – (30.1) (2.3) – (32.4)
Exchange adjustments 0.7 0.4 0.5 – 1.6
At 31 March 2017 371.6 798.6 94.0 – 1,264.2
Charge for the year 41.6 85.5 9.0 – 136.1
Disposals (6.9) (46.1) (6.0) – (59.0)
Exchange adjustments (0.4) (0.2) (0.4) – (1.0)
At 31 March 2018 405.9 837.8 96.6 – 1,340.3
Net book value
At 31 March 2018 614.3 284.3 36.5 103.2 1,038.3
At 31 March 2017 633.3 275.9 35.5 131.7 1,076.4

Included above are assets held under finance leases at net book value of:
Land and Plant and Furniture Assets under
buildings* machinery and fittings construction Total
£m £m £m £m £m

At 31 March 2018 471.3 73.8 5.1 – 550.2

At 31 March 2017 500.6 78.1 1.3 – 580.0

* Land and buildings are not separable and therefore reported collectively.

1 See Glossary for further details.

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D. The property, technology and equipment used by the BBC to make and distribute its programmes continued
D2 Investment properties
2018 2017
£m £m

Cost at 1 April and 31 March 130.9 130.9

Depreciation
At 1 April 52.8 48.5
Charge for the year 4.3 4.3
At 31 March 57.1 52.8
Net book value (held under finance lease) 73.8 78.1

At 31 March 2018, the BBC held investment properties valued at £174.6 million (2017: £181.4 million). The valuation of these investment
properties was carried out by Lambert Smith Hampton, independent valuers not connected with the Group, in accordance with the Royal
Institution of Chartered Surveyors (RICS) Valuation Professional Standards. The valuation conforms to International Valuation Standards.
In estimating the fair value1 of the properties, the highest and best use of the properties is their current use.
The property rental income earned by the Group from its investment properties, which are leased out under operating leases, amounted
to £19.3 million (2017: £19.0 million). Direct operating expenses incurred on the investment properties which generated rental income
during the year, amounted to £16.5 million (2017: £3.1 million). There were no direct operating expenses incurred on the investment
properties which did not generate rental income during the year (2017: £0.1 million).

1 See Glossary for further details.

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E. Investments in the BBC’s commercial activities

This section is primarily driven by the commercial activities of the BBC Group and includes information on assets used to generate
economic benefits for the BBC Group. Also included are intangible assets such as goodwill and programme rights, balances held to
represent the BBC’s interest in associates and joint ventures and the results of any sale of operations that have occurred.
For additional information on the relevant accounting policies applied in this section please see section H Basis of preparation of the
financial statements and other accounting policies.
E1 Intangible assets
Programme Other
Goodwill rights1 Software intangibles Total
£m £m £m £m £m

Cost
At 1 April 2016 34.2 712.5 189.1 10.0 945.8
Additions – 155.8 10.4 3.7 169.9
Disposals – – (1.3) (0.2) (1.5)
Transfer from property, plant and equipment – – 17.6 – 17.6
Exchange movements 1.3 2.9 – 1.4 5.6
At 31 March 2017 35.5 871.2 215.8 14.9 1,137.4
Additions 1.8 151.2 5.1 10.7 168.8
Disposals – – (67.5) – (67.5)
Transfer from property, plant and equipment – – 26.5 – 26.5
Exchange movements (1.1) (2.6) – (1.2) (4.9)
At 31 March 2018 36.2 1,019.8 179.9 24.4 1,260.3
Amortisation and impairment
At 1 April 2016 – 537.9 111.9 4.7 654.5
Charge for the year – 201.8 24.8 1.8 228.4
Disposals – – (1.3) (0.1) (1.4)
Impairment – – 14.1 – 14.1
Exchange adjustments – 2.7 – 0.8 3.5
At 31 March 2017 – 742.4 149.5 7.2 899.1
Charge for the year – 169.4 25.4 4.0 198.8
Disposals – – (67.5) – (67.5)
Impairment 0.5 – – – 0.5
Exchange adjustments – (2.4) – (0.8) (3.2)
At 31 March 2018 0.5 909.4 107.4 10.4 1,027.7
Net book value
At 31 March 2018 35.7 110.4 72.5 14.0 232.6
At 31 March 2017 35.5 128.8 66.3 7.7 238.3

Impairments in the prior year included the impairment of BBC Store assets (£12.5 million).
E2 Goodwill1
All goodwill is recognised in BBC Worldwide.
Goodwill, allocated by cash-generating unit1 (CGU), is analysed as follows:
2018 2017
£m £m

Consumer Distribution 25.4 25.4

Other 10.3 10.1
35.7 35.5

The recoverable amounts of the CGUs are determined from value in use calculations. The key assumptions in 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 risk specific to each CGU.
BBC Worldwide tests goodwill for impairment in the accounting period in which a business combination takes place. Thereafter it is
tested on an annual basis, or more frequently if there are indications that goodwill might be impaired. £0.5 million of goodwill relating
to the South African production business was impaired during the year (2017: £nil).
BBC Worldwide acquired Sid Gentle Films Limited on 25 January 2018. As this was so close to year end, no impairment tests have
been conducted.

1 See Glossary for further details.

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E. Investments in the BBC’s commercial activities continued

Consumer Distribution business
The goodwill in this CGU arose as a result of the acquisition of 2entertain on 6 August 2009. The cash flow projections used in
determining value in use are based on the current five-year business plan approved by management, and extrapolated cash flows
using an expected growth rate of -4% (2017: -6%) thereafter.
A discount rate of 15.3% (2017: 13.9%) has been applied to the cash flows.
Management believes that no reasonable change in the key assumptions would result in an impairment.
E3 Interests in associates1 and joint ventures1
This note details the BBC Group’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 G4.
2018 2017
£m £m

Interest in associates 191.4 205.0

Interest in joint ventures 48.1 53.5
Total interest in associates and joint ventures 239.5 258.5
Share of results of associates 12.3 14.3
Share of results of joint ventures 23.5 31.4
Total share of results of associates and joint ventures 35.8 45.7

The following table presents financial information for associates:

New Video
Channel YouView Total
America LLC Limited Other 2018
£m £m £m £m

Non-current assets 145.1 0.3 24.7 170.1

Current assets 89.6 5.0 74.7 169.3
Current liabilities (28.4) (8.2) (44.5) (81.1)
Non-current liabilities (8.2) (45.1) (14.8) (68.1)
Net assets/(liabilities) 198.1 (48.0) 40.1 190.2
Group’s share of net assets 99.2 – 7.6 106.8
Provision for unrealised profit (4.7) – (0.3) (5.0)
Goodwill 61.7 – 27.9 89.6
Group’s share of net assets of associates 156.2 – 35.2 191.4
The net book value is presented within:
Interest in associates and joint ventures 191.4
191.4
Income 130.5 11.9 95.6 238.0
Profit/(loss) after tax 24.0 (30.8) (2.3) (9.1)
Adjustment to reflect the BBC Group’s effective
obligation (11.8) 30.8 2.4 21.4
Share of results of associates 12.2 – 0.1 12.3

1 See Glossary for further details.

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E. Investments in the BBC’s commercial activities continued

E3 Interests in associates1 and joint ventures1 continued
New Video
Channel YouView Total
America LLC Limited Other 2017
£m £m £m £m

Non-current assets 162.9 0.3 7.1 170.3

Current assets 92.1 4.9 72.9 169.9
Current liabilities (28.0) (8.6) (37.1) (73.7)
Non-current liabilities (13.5) (34.1) (16.8) (64.4)
Net assets/(liabilities) 213.5 (37.5) 26.1 202.1
Group’s share of net assets 107.0 – 6.3 113.3
Provision for unrealised profit (3.8) – (0.3) (4.1)
Goodwill 69.6 – 26.2 95.8
Group’s share of net assets of joint ventures 172.8 – 32.2 205.0
The net book value is presented within:
Interest in associates and joint ventures 205.0
205.0
Income 128.9 11.9 56.9 197.7
Profit/(loss) after tax 26.3 (2.9) (0.7) 22.7
Adjustment to reflect the BBC Group’s effective
obligation (12.7) 2.9 1.4 (8.4)
Share of results of associates 13.6 – 0.7 14.3

The following table presents financial information for joint ventures:

Daunus UKTV Media Total
Limited Limited Other 2018
£m £m £m £m

Non-current assets 558.3 8.9 3.1 570.3

Current assets 60.2 241.3 32.6 334.1
Current liabilities (53.0) (128.5) (15.1) (196.6)
Non-current liabilities (702.7) (51.2) (36.6) (790.5)
Net (liabilities)/assets (137.2) 70.5 (16.0) (82.7)
Adjustment to reflect the BBC Group’s effective obligation 137.2 (35.4) 20.5 122.3
Provision for unrealised profit – (4.2) (0.8) (5.0)
Group’s share of net assets of joint ventures – 30.9 3.7 34.6
The net book value is presented within:
Interest in associates and joint ventures 48.1
Interest in Daunus Limited recognised at cost (13.5)
34.6
Income 15.1 328.0 55.5 398.6
Profit/(loss) after tax 4.6 53.7 (11.3) 47.0
Adjustment to reflect the BBC Group’s effective obligation (4.6) (26.9) 8.0 (23.5)
Share of results of joint ventures – 26.8 (3.3) 23.5

Daunus Limited 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.

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E. Investments in the BBC’s commercial activities continued

E3 Interests in associates1 and joint ventures1 continued
Daunus UKTV Media Total
Limited Limited Other 2017
£m £m £m £m

Non-current assets 561.7 8.9 2.8 573.4

Current assets 57.9 261.8 31.1 350.8
Current liabilities (53.0) (140.0) (9.4) (202.4)
Non-current liabilities (720.4) (54.1) (35.6) (810.1)
Net (liabilities)/assets (153.8) 76.6 (11.1) (88.3)
Adjustment to reflect the BBC Group’s effective obligation 153.8 (38.4) 10.6 126.0
Provision for unrealised profit – (5.1) (0.8) (5.9)
Group’s share of net assets/(liabilities) of joint ventures – 33.1 (1.3) 31.8
The net book value is presented within:
Interest in associates and joint ventures 53.5
Provisions1 (8.4)
Interest in Daunus Limited recognised at cost (13.3)
31.8
Income 22.4 348.7 50.0 421.1
Profit/(loss) after tax 13.2 72.5 (10.0) 75.7
Adjustment to reflect the BBC Group’s effective obligation (13.2) (36.3) 5.2 (44.3)
Share of results of joint ventures – 36.2 (4.8) 31.4

1 See Glossary for further details.

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F I N A N C I A L S TAT E M E N T S

F. Managing funding (including future costs)

This section contains the notes to the balance sheet that detail the funding of the BBC Group as well as the assets and liabilities that
are primarily used in the day-to-day transactions of the BBC Group.
The BBC collects licence fees from UK households on behalf of the Consolidated Fund. This is passed to the fund as reflected in the
BBC’s Television Licence Fee Trust Statement. Licence fee revenue, whilst derived from the amount collected directly from licence
fee payers, therefore represents a grant-in-aid from DCMS within the Group financial statements.
It also sets out the external borrowings of the BBC Group. The BBC Group is subject to two specific limits to its borrowings:
—— the Public Service net borrowing limit of £1,050 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, £850 million is specifically for finance leases; and
—— under a direction granted by the Secretary of State for the DCMS a net borrowing limit of £350 million has been set for the
BBC commercial group.
Throughout 2016/17 the Public Service borrowing limit was £200 million, covering all borrowings with the exception of certain finance
leases. From 1 April 2017, the permitted PSB borrowing limit as agreed with the DCMS was changed to specifically include all finance
leases via a separate £850 million limit.
Included within this section are the disclosures required by the DCMS in respect of the above limits.
For additional information on the relevant accounting policies applied in this section please see section H Basis of preparation of the
financial statements and other accounting policies.
F1 Cash and cash equivalents
2018 2017
£m £m

Cash at bank, available on demand 119.0 126.3

Short-term deposits 404.0 130.0
523.0 256.3

F2 Analysis of net funds for DCMS borrowing limits

Restated*
At 1 April Cash Non-cash At 31 March
2017 flows changes Exchange 2018
£m £m £m £m £m

Total cash and cash equivalents 256.3 266.4 – 0.3 523.0

Loans and loan notes (201.2) (0.9) 0.2 19.7 (182.2)
Derivatives associated with borrowings 26.6 – (19.0) – 7.6
Finance leases (690.0) 74.0 (58.7) – (674.7)
Net debt (608.3) (326.3)
Made up of:
PSB Group (499.2) (239.3)
Centre House Productions 1.5 1.2
BBC Worldwide 44.3 38.8
Other commercial businesses (154.9) (127.0)
Net debt (608.3) (326.3)

* The comparatives have been restated to reflect the revised borrowing limits agreed under the Charter and Agreement which came into effect from 1 January 2017.

F3 Reconciliation of net funds to the DCMS borrowing limits

Public Services1
Net funds
excluding Finance lease Commercial
finance leases borrowings Net debts businesses*
£m £m £m £m

2018
Net funds/(debt) 434.6 (673.9) (239.3) (88.2)
Net borrowing limit (200.0) (850.0) (1,050.0) (350.0)
Headroom 634.6 176.1 810.7 261.8
2017 restated**
Net funds/(debt) 190.7 (689.9) (499.2) (110.6)
Net borrowing limit (200.0) (850.0) (1,050.0) (350.0)
Headroom 390.7 160.1 550.8 239.4

* 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 2017/18 and 2016/17, BBC Commercial Holdings Limited was in compliance with both of these covenants.
** The comparatives have been restated to reflect the revised borrowing limits agreed under the Charter and Agreement which came into effect from 1 January 2017.
1 See Glossary for further details.

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F. Managing funding (including future costs) continued

F4 Borrowings
F4.1 Borrowings due within one year
2018 2017
£m £m

Bank loan 0.9 –

Obligations under finance leases 18.0 14.5
18.9 14.5

F4.2 Borrowings due after more than one year

2018 2017
£m £m

Bank loan 181.3 201.2

Obligations under finance leases 656.7 675.5
838.0 876.7

Analysis of the BBC Group’s borrowing facilities is set out in note F5.
F4.3 Obligations under finance leases1
Finance lease liabilities are payable as follows:
Minimum
lease
payments Interest Principal
£m £m £m

2018
Within one year 64.1 46.1 18.0
Between one and five years 278.2 166.6 111.6
Over five years 786.1 241.0 545.1
1,128.4 453.7 674.7
2017
Within one year 61.8 47.3 14.5
Between one and five years 273.8 173.5 100.3
Over five years 855.0 279.8 575.2
1,190.6 500.6 690.0

Under the terms of the lease agreements, the BBC has the right to share in the residual value of its key finance lease properties
(Broadcasting House and Pacific Quay). This share will be passed to the BBC as either a cash flow at the end of the lease arrangement,
or a reduction in rentals if the lease agreement is extended for a further term. In addition, the BBC has the right to repurchase each
property at the end of the respective lease agreements.
Interest rates are fixed at the contract date. Leases with a carrying value of £668.6 million (2017: £688.5 million) have contingent
elements included within their contracts and result in contingent rents of £29.0 million (2017: £27.4 million) being included in
operating costs.
F4.4 Operating leases1
The total future minimum lease payments under non-cancellable operating leases are payable as follows:
2018 2017
£m £m

Within one year 107.2 97.9

Between one and five years 280.6 288.4
Over five years 417.8 521.8
805.6 908.1

The BBC Group’s operating lease agreements primarily relate to land, office space, computers and other IT equipment. Certain contracts
include renewal options, stepped rents or annual RPI uplifts (which are accounted for on a straight-line basis) or periodic rent reviews.
All leases have been entered into on commercial terms.

1 See Glossary for further details.

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F I N A N C I A L S TAT E M E N T S

F. Managing funding (including future costs) continued

The BBC Group has entered into a number of sublease arrangements. The total future minimum sublease income expected to be
received under non-cancellable subleases at 31 March is:
2018 2017
£m £m

Within one year 26.0 24.5

Between one and five years 94.2 89.5
Over five years 245.2 263.6
365.4 377.6

F5 Borrowing facilities
Total Drawn Total Drawn
available down at available down at
31 March 31 March 31 March 31 March Expiry
2018 2018 2017 2017 or review
Facility Interest rate £m £m £m £m date

PSB Group
Sterling revolving credit facility LIBOR* plus 0.3% rising to LIBOR* 200 – 200 – 15 July 2020
agreement plus 0.15% on utilisations over
1/3 and LIBOR* plus 0.45% on
utilisations over 2/3
Uncommitted money market The interest on uncommitted 25 – 25 – Reviewed
lines (short-term borrowings) money market lines are annually
determined when traded with
the bank
GBP overdraft Bank base rate plus 1.5% 5 – 5 – Reviewed
annually
Multicurrency overdraft Banks’ short-term offered rates for 5 – 5 – Reviewed
the relevant currency plus 1% annually
Overdraft* Bank base rate plus 1%. Excess 1 – 1 – Reviewed
usage at bank base rate plus 2% annually
BBC Commercial Holdings Limited
Multicurrency, revolving credit LIBOR* plus 0.6% rising to LIBOR* 210 – 210 – July 2019
facility agreement for loans and plus 0.15% on utilisations over
letters of credit 1/3 and LIBOR* plus 0.15% on
utilisations over 2/3
Overdraft or money market Money market line – margin of 20 – 20 – Reviewed
lines 1.0% (2017: 1.0%) annually
US Private Placement Fixed interest at 2.36% 28 28 28 28 June 2020
US Private Placement** Fixed interest at 2.71% 153 153 173 173 June 2020
BBC Worldwide
Overdraft* Bank base rate plus 1% if drawn 2 – 2 – Reviewed
down in sterling. Bank currency annually
overdraft rate plus a 1% margin if
drawn down in other currencies
Bank loan Three month GBP LIBOR plus 1% 9 1 – – 31 August
2018
Overdraft or working capital Not in place at 31 March 2018 – – 1 – Reviewed
loan for Indian rupees (2017: market rate at drawdown) annually

* The base rate used varies according to the currency drawn. GBP drawings are linked to LIBOR.
** The US$216 million US placement is hedged to a sterling value of £143 million, valued at the time of the facility being put in place.

There have been no defaults or breaches of covenants on these facilities during the year (2017: none).

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F. Managing funding (including future costs) continued

F6 Cash generated from operations
2018 2017
£m £m

Group surplus/(deficit) before taxation 178.6 (119.3)

Depreciation, amortisation and impairment 339.7 388.5
Difference between pension charge and cash contribution 81.5 (141.6)
Fair value impact of derivatives associated with loans 19.2 (108.7)
Fair value impact of other derivatives 6.0 87.0
Loss on disposal of tangible and intangible fixed assets 6.9 3.8
Gain on disposal of available for sale investment (4.4) –
Gain on disposal of associates and joint ventures (0.4) –
Other gains – (2.7)
Share of results of associates and joint ventures (35.8) (45.7)
Financing income (25.7) (5.3)
Financing costs (excluding fair value swaps) 79.7 139.3
(Increase)/decrease in programme-related assets and inventories (112.7) 71.8
Decrease/(increase) in debtors 81.0 (49.8)
(Decrease)/increase in creditors (21.7) 80.1
(Decrease)/increase in provisions (9.2) 3.7
Cash generated from operations 582.7 301.1

F7 Trade and other receivables

This note discloses the balances that are owed to the BBC Group by third parties and prepayments made by the BBC Group.
F7.1 Other receivables due after more than one year
2018 2017
£m £m

Trade receivables 44.3 66.9

Other receivables 15.7 14.5
Prepayments 2.4 3.1
Amounts owed by associates and joint ventures 2.2 5.9
64.6 90.4

F7.2 Trade and other receivables due within one year

2018 2017
£m £m

Trade receivables 236.9 276.9

Licence fee receivables 405.3 396.0
Amounts owed by associates and joint ventures 32.1 30.3
VAT recoverable 31.1 31.4
Prepayments 79.6 97.7
Accrued income 132.3 125.3
Other receivables 57.7 64.8
975.0 1,022.4

Included in the BBC Group’s trade and other receivables at 31 March 2018 are balances of £50.5 million (2017: £20.8 million) which are
past due at the reporting date but not impaired. The aged analysis of these balances is as follows:
2018 2017
£m £m

Up to three months 34.6 15.4

Three to six months 5.4 1.6
Over six months 10.5 3.8
50.5 20.8

In determining the recoverability (likelihood of receiving payment) of a trade and other receivable the Group considers any change in the
credit quality of the receivable from the date credit was initially granted up to the reporting date. Receivables are provided for based on
estimated irrecoverable amounts, determined by reference to age, past default experience of the counterparty and an analysis of the
counterparty’s financial situation.
There are no significant impairment provisions relating to balances of any individual debtor. Amounts charged to the impairment
provision are written off when there is no expectation of recovery. Subsequent recoveries of amounts previously written off are credited
to the income statement. The impairment provision stands at £5.3 million at 31 March 2018 (2017: £7.9 million).

1 See Glossary for further details.

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F I N A N C I A L S TAT E M E N T S

F. Managing funding (including future costs) continued

F7.2 Trade and other receivables due within one year continued
The movement in the impairment provision is set out below:
2018 2017
£m £m

Balance at the beginning of the year 7.9 5.2

Impairment losses recognised 2.6 6.1
Amounts written off as uncollectable (1.9) (1.2)
Amounts recovered during the year (3.3) (2.2)
Balance at the end of the year 5.3 7.9

No significant amount has been provided for items that are not yet due for payment.
F8 Trade and other payables
This note details the amounts payable to third parties by the BBC Group.
F8.1 Trade and other payables due after more than one year
2018 2017
£m £m

Accruals and deferred income 5.5 7.7

Rights creditors 39.3 20.2
Other payables 34.3 20.5
79.1 48.4

F8.2 Trade and other payables due within one year

2018 2017
£m £m

Trade payables 376.5 376.9

Licence savings stamp deposits and savings cards 44.0 45.4
Amounts owed to associates and joint ventures 9.1 14.6
Accruals 248.7 231.1
Deferred income (including licence fee payables) 306.4 338.7
Other taxation and social security 25.6 28.2
Other payables 42.9 34.8
1,053.2 1,069.7

F9 Provisions and contingent liabilities

At Utilised Released At
1 April Charge for during during 31 March
2017 the year the year the year 2018
Note £m £m £m £m £m

Restructuring 37.8 18.2 (34.4) (4.3) 17.3

Litigation and insurance 17.5 3.0 (1.5) – 19.0
Property 42.0 2.2 (2.5) (0.1) 41.6
Share of joint ventures net liabilities E3 8.4 – – (8.4) –
Other 7.4 27.8 (6.5) (2.7) 26.0
113.1 51.2 (44.9) (15.5) 103.9
Included in current liabilities 62.5 55.6
Included in non-current liabilities 50.6 48.3
113.1 103.9

Restructuring provisions are determined by the probable costs relating to reorganisations, relocations and redundancies in the BBC. The
restructuring charge for the year mainly relates to the savings and restructure programmes within the PSB Group and BBC Worldwide.
The restructuring balance at 31 March 2018 predominantly relates to the redundancies generated through ongoing savings strategies.
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 the extent that the BBC
Group considers it probable that there will be an outflow of economic benefits and the amount can be reliably estimated. There are
currently no known individually material outstanding litigations.

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 F I N A N C I A L S TAT E M E N T S

F. Managing funding (including future costs) continued

F9 Provisions and contingent liabilities continued
The BBC Group 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 the
gross square footage.
Other provisions include amounts relating to employment matters and other items arising across the BBC Group in the normal course of
business, none of which are individually material.
Contingent liabilities
In 2017, the Government introduced new legislation relating to the tax accountability for payments to intermediaries in the public sector.
Alongside it, HMRC introduced a new analysis tool (the Check Employment Status for Tax – the CEST) and other written guidance which
continues to be revised and updated in relation to its application to the production and broadcast industry. These changes have led to a
number of new questions and issues arising in relation to the assessment of tax status across the industry, as the new guidance indicates
that a larger proportion of on-air presenters should be treated as employed for tax purposes than previously. Concurrently a number of
on-air presenters, across the industry, are now facing investigations from HMRC about how tax and NI has been applied in the past to
their engagements via a Personal Service Company. The BBC’s discussions with HMRC on these matters continues.
The BBC has announced that it is to establish a fair and independent process under the supervision of the Centre for Effective Dispute
Resolution (CEDR) to determine the right approach in cases where on-air presenters believe the BBC bears some liability in relation to
demands for Employers’ National Insurance Contributions. The terms of this process are intended to be subject to consultation and
because the scope and outcome of this process remain uncertain, no provision in relation to this matter has been recognised in these
financial statements.
F10 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 finance
lease liabilities (see note F4.3) and defined benefit pension schemes (see note C7).
2018 2017
Note £m £m

Financing income
Interest income 6.0 5.3
Exchange gain on borrowings 19.7 –
25.7 5.3
Financing costs
Interest expense (7.6) (9.7)
Investment expense on liabilities available for trading – (0.1)
Exchange loss on borrowings – (23.3)
Fair value loss on swaps (41.6) (25.0)
Interest on obligations under finance leases (47.5) (49.1)
(96.7) (107.2)
Interest cost on pension plan liabilities1 C7.3 (24.6) (32.1)
(121.3) (139.3)
Net financing costs (95.6) (134.0)

The net impact of financing can be analysed as:

2018 2017
£m £m

Net financing costs of leasing arrangements (47.5) (49.1)

Net financing costs related to pension obligations (24.6) (32.1)
Net financing cost related to loans and financial instruments (23.5) (52.8)
(95.6) (134.0)

1 See Glossary for further details.

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F I N A N C I A L S TAT E M E N T S

F. Managing funding (including future costs) continued

F11 Long-term commitments not reflected in the balance sheet – contracts placed for future expenditure
This note shows amounts to which the BBC Group 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.
2018 2017
£m £m

Fixed asset additions 39.7 34.5

Programme acquisitions and sports rights 1,369.8 1,263.0
Independent programmes 149.8 127.7
Other fixed payments on long-term outsourcing arrangements 2,345.5 2,070.7
3,904.8 3,495.9

Long-term commitments not reflected in the balance sheet are payable as follows:
2018 2017
£m £m

Within one year 875.1 743.0

Between one and five years 2,101.1 1,642.3
Over five years 928.6 1,110.6
3,904.8 3,495.9

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 F I N A N C I A L S TAT E M E N T S

G. Other
For additional information on the relevant accounting policies applied in this section please see section H Basis of preparation of the
financial statements and other accounting policies.
G1 Taxation
G1.1 Recognised in the income statement
The charge for the year, based on the rate of corporation tax of 19% (2017: 20%) comprised:
2018 2017
Note £m £m

Current tax
UK corporation tax (13.3) (12.1)
Foreign tax 27.2 22.4
Adjustments in respect of prior years (0.9) (8.5)
Total current tax 13.0 1.8
Deferred tax1
Origination and reversal of temporary differences (5.0) (1.4)
Changes in tax rate (7.7) 0.7
Adjustments in respect of prior years (1.3) 8.7
Total deferred tax (14.0) 8.0
Total taxation (credit)/expense in the consolidated income statement G1.2 (1.0) 9.8

G1.2 Reconciliation of taxation expenses

The PSB Group is liable to taxation on those activities carried out with a view to making a profit and on rent, royalties and interest
receivable; it does not therefore 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:
2018 2017
Note £m £m

Surplus/(deficit) before tax 178.6 (119.3)

Surplus/(deficit) before tax multiplied by standard rate of corporation tax in the UK of
19% (2017: 20%) 33.9 (23.9)
Effects of
Public service activities
Public service taxable external income 5.6 6.5
Non-taxable public service activities (13.4) 30.7
Commercial activities
Disallowed expenditure (including goodwill impairment) 3.4 (2.0)
Losses (utilised)/carried forward (4.8) 2.3
High-end television tax relief (20.8) (9.5)
Tax-exempt capital gain (0.9) –
Tax differential on overseas earnings 16.1 11.9
Tax differential in associates and joint ventures (10.2) (7.1)
Changes in the tax rate (7.7) 0.7
Adjustments in respect of prior years (2.2) 0.2
Total tax charge for the year G1.1 (1.0) 9.8

G1.3 Factors that may affect future tax charges

The Finance Bill 2016 was enacted on 6 September 2016. This reduced the corporation tax rate to 17% from April 2020. As this rate
reduction has been substantively enacted at the balance sheet date, the deferred tax assets have been calculated at 17% in line with
when the company anticipates temporary differences to unwind.
As part of the 2016 Budget the Chancellor announced the Business Tax Road Map, which included measures to limit the utilisation of
brought forward losses and interest deductions. These were included in Finance (No. 2) Act 2017, which was substantively enacted on
31 October 2017, and applies from 1 April 2017.
There are many future changes to worldwide taxation systems as a result of the potential adoption by the UK and individual territories
of measures relating to the OECD Base Erosion and Profit Shifting Actions. The Group continues to actively monitor developments and
evaluate their potential impact. The Group does not expect the future tax rate to be materially impacted by these changes to the
international tax landscape.

1 See Glossary for further details.

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F I N A N C I A L S TAT E M E N T S

G. Other continued
G1.4 Current tax assets
The current tax assets totalling £36.2 million (2017: £40.0 million) includes £27.8 million (2017: £15.0 million) due in respect of film tax
credits outstanding on high-end drama and comedy productions following over-provisions made in 2017/18.
G1.5 Deferred tax assets/(liabilities)
Fixed asset Net deferred
temporary Financial Associates and Programme tax (liability)
differences Provisions instruments joint ventures rights Other /asset
£m £m £m £m £m £m £m

At 1 April 2017 6.1 1.9 0.4 (20.7) (7.0) (0.8) (20.1)

Net credit/(charge) to the income statement 0.7 0.7 (0.1) – – 12.7 14.0
Charge to reserves – – (4.9) – – – (4.9)
Exchange differences – 2.6 – – – 0.6 3.2
At 31 March 2018 6.8 5.2 (4.6) (20.7) (7.0) 12.5 (7.8)

2018 2017
Deferred tax asset/(liability) presented within: £m £m

Non-current assets 6.1 11.3

Non-current liabilities (13.9) (31.4)
(7.8) (20.1)

The Group has unrecognised deferred tax assets arising on capital losses totalling £139.2 million (2017: £137.3 million) and trade losses
totalling £28.2 million (2017: nil). These assets have not been recognised on the basis that there is insufficient certainty that future gains
or profits will arise against which the Group can utilise these losses.
The Group also has unrecognised deferred tax assets arising on excess management expenses totalling £3.7 million and non-trade loan
relationship losses totalling £9.3 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 Group can utilise these losses.
There is no time limit for the utilisation of either of these losses.
G2 Pension plans
This note sets out the additional detailed disclosures related to the BBC Pension Scheme which were not included in note C7 or C8.
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 made and
benefits paid out during the year.
2018 2017
£m £m

Opening present value of plan liabilities 16,885.9 13,824.8

Current service cost 227.2 186.1
Past service cost/(credit) 0.3 (2.9)
Administration cost 9.1 9.8
Interest on pension plan liabilities 407.9 462.7
Remeasurement losses/(gains):
– Experience gains arising on plan liabilities 111.4 (141.3)
– Changes in financial assumptions1 (151.5) 3,703.6
– Changes in demographic assumptions1 – (695.3)
Contributions by plan participants 0.6 0.9
Benefits paid and expenses (504.4) (462.5)
Closing present value of plan liabilities 16,986.5 16,885.9

1 See Glossary for further details.

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 F I N A N C I A L S TAT E M E N T S

G. Other 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 of
contributions 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 via a salary sacrifice arrangement. These have been treated as
employer contributions.
2018 2017
£m £m

Opening fair value of plan assets 15,745.2 12,821.4

Interest income on assets 383.4 430.8
Remeasurements on plan assets1 696.8 2,620.3
Contributions by employer 154.7 334.3
Contributions by plan participants 0.6 0.9
Benefits paid and expenses (504.4) (462.5)
Closing fair value of plan assets 16,476.3 15,745.2

G2.3 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 and any
liquidity needs. A high percentage of assets are held in equities which the Trustees expect will produce higher returns in the long term.
2018 2017
Type of asset £m % £m %

Held at quoted market prices:

Equities 1,260.6 8 1,499.0 10
Pooled vehicles 1,259.4 8 2,624.7 17
Repurchase agreements (1,569.9) (10) (1,639.3) (10)
Fixed interest bonds 3,072.6 19 1,450.1 9
Index-linked bonds 6,500.7 38 6,144.0 39
Derivatives 97.4 1 112.8 1
Other assets:
Property
– UK 943.7 6 885.2 5
– Pooled investment vehicles 491.7 3 456.4 3
Alternatives* 4,101.4 25 3,710.9 23
Cash and other current assets 318.7 2 501.4 3
Total assets 16,476.3 100 15,745.2 100
Actual return on pension plan assets** 1,049.1 3,051.1

* 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 full
market 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 the
scheme’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.

The pension fund Trustees and the BBC have agreed to a long-term plan of achieving full funding on a discount rate equal to the yield on
liability-matching gilts plus 0.5% p.a. The Trustees have also established a framework for setting the scheme’s strategic asset allocation
based on the scheme’s funding ratio, with the intention of not taking more risk than is necessary to return to full funding over the horizon
of the plan.
G2.4 BBC Pension Scheme gains/(losses) in the consolidated statement of comprehensive income/(loss)
2018 2017
£m £m

Return on plan assets (excluding amounts included within interest) 696.8 2,620.3
Remeasurement (losses)/gains1 arising from:
– Experience (losses)/gains on plan liabilities (111.4) 141.3
– Changes in demographic assumptions – 695.3
– Changes in financial assumptions 151.5 (3,703.6)
Net gain/(loss) recognised in the consolidated statement of comprehensive income/(loss) 736.9 (246.7)

1 See Glossary for further details.

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G. Other 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:
2018 2017
Principal financial assumptions % %

Rate of increase in salaries 1.00 1.00

Rate of increase in pension payments:
Old Benefits* 3.10 3.20
New Benefits* 2.90 3.00
Career Average Benefits (2006)* 2.40 2.40
Career Average Benefits (2011)* 2.00 2.10
Inflation assumption (RPI) 3.10 3.20
Inflation assumption (CPI) 2.10 2.20
Discount rate1 2.40 2.45

* For more information on the different pension arrangements, please refer to the remuneration report.

The average life expectancy assumptions, for members after retirement at 60 years of age, are as follows:
2018 2017
Number of Number of
Principal demographic assumptions years years

Retiring today:
Male 27.1 27.0
Female 28.6 29.3
Retiring in 20 years:
Male 29.4 28.5
Female 31.0 31.0

The mortality assumptions have been selected to reflect the characteristics and experience of the membership of the scheme. These are
based on the assumptions used for the actuarial valuation which was carried out for funding purposes as at 1 April 2016. The standard
‘S2’ series of tables, published by the 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 118% for males and 96% for females. For the allowance for future improvements, the
CMI 2016 core projection has been adopted with a long-term trend of 1.25% for both males and females.
G2.6 Scheme membership analysis and maturity1 profile
2018 2017
Principal demographic assumptions Number Number

Contributors 9,827 10,636

Pensioners 19,763 19,636
Dependants 4,316 4,308
Deferred pensioners 28,927 29,036

The total number of scheme beneficiaries as at 31 March 2018 was 49,272 (2017: 50,037). Membership numbers in the table above are
higher 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 (2017: 21 years). This number can be
subdivided into the duration related to:
—— contributors: 26 years (2017: 26 years)
—— pensioners: 14 years (2017: 14 years)
—— deferred pensioners: 28 years (2017: 28 years)
G3 Financial instruments
This section details the financial instruments held by the BBC Group. 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.
The BBC Group’s financial instruments, other than those used for treasury risk management purposes, comprise cash and cash
equivalents, borrowings and various items such as trade receivables and payables that arise directly from its operations.
The BBC Group’s financial risk management operations are carried out by a BBC Group Treasury function, within parameters defined
formally within the policies and procedures manual agreed by the BBC Board. BBC Group Treasury’s activity is routinely reported and
is subject to review by internal auditors.

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 F I N A N C I A L S TAT E M E N T S

G. Other continued
G3.1 Financial risk management
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 Group, 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 Group takes a risk averse approach to the management of 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 Group were designated as hedging instruments in effective cash flow hedges. Hedge accounting is only applied where there is
appropriate designation and documentation.
The BBC Group is exposed to the following areas of risk arising from financial instruments:
—— market risk, principally currency and interest rate risk;
—— liquidity risk; and
—— credit risk1. The largest element is the licence fee debtor, £405.3 million (2017: £396.0 million). The amount of income that the BBC
receives is directly related to the amount of licence fee collected from households in the UK.
The material risks to the BBC Group are:
Currency risk
Foreign exchange transaction risk arises from forecast future transactions that are denominated in a currency that is not the entity’s
functional currency. Foreign exchange translation risk arises from the retranslation of overseas subsidiaries’ income statements and
balance sheets into sterling.
The BBC Group is principally a UK-based organisation with the majority of transactions, assets and liabilities being sterling based;
however, the BBC Group undertakes some transactions in currencies other than sterling.
The BBC’s commercial operations are undertaken in a range of global markets and a significant proportion of BBC Worldwide’s revenues
are generated outside the UK. Over the past few years, BBC Worldwide Limited has increasingly expanded internationally and as a result
is exposed to foreign exchange risk arising from various currency exposures, principally in relation to the US dollar, the euro and the
Australian dollar. Due to movements in exchange rates over time, the amount the Group expects to receive or pay when it enters into
a transaction may differ from the amount that it actually receives or pays when it settles the transaction.
The Group takes a risk averse approach to the management of foreign currency trading and has implemented a clear economic hedging
policy to minimise volatility in the financial results. A substantial proportion of the Group’s material net foreign currency exposures are
economically hedged.
The most significant foreign currency exposure, by total value of transactions, is to US dollars. Due to the relative size of this exposure
in comparison to the BBC Group’s sterling-denominated business, the BBC does not consider this to be significant for the BBC Group.
However, it does generally enter into forward currency contracts to manage, or hedge, this currency risk, which allows the BBC Group
to reduce uncertainty by settling transactions at known exchange rates.
The overall income or expenditure to be recognised in relation to contracts denominated in foreign currency (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/losses in each financial year. These timing gains/losses are therefore a result of market conditions and not
variances in underlying contract value.
As a result of this certainty of cash flows the BBC Group has mitigated its underlying sensitivity to currency fluctuations and therefore
has not presented sensitivity analysis as any potential variation is insignificant.
At 31 March 2018, the BBC Group had entered into a net commitment to sell foreign currencies amounting to £82.2 million (2017:
£224.8 million) that mature in the period through to 2021 in order to fix the sterling cost of commitments through this period
(mainly euros and US dollars). These forward foreign exchange contracts mean the BBC Group had no significant currency exposure.
Interest rate risk
The Group’s main exposure to interest rate fluctuations arises on external borrowings. BBC Commercial Holdings’ 2013 private
placement included a tranche of fixed rate sterling debt alongside a tranche of fixed rate US dollar debt, with the latter swapped to
fixed rate sterling throughout the period of the instrument. Since March 2003 the Group has been borrowing under its revolving credit
facilities at floating rates of interest and then using interest rate swaps, caps and collars to manage the Group’s exposure to interest
rate fluctuations and provide greater certainty of cash flows. Interest rate swaps, caps and collars are entered into based on projected
borrowing requirements, therefore differences will occur between the notional amount of the swaps, caps and collars and the actual
borrowing requirements. The effect of taking out the interest rate swaps, caps and collars is that in the longer term the Group has
no significant underlying sensitivity to interest rate fluctuations and hence no sensitivity analysis has been presented.

1 See Glossary for further details.

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G. Other continued
G3.1 Financial risk management continued
Other price risk of financial assets: The Group invests surplus cash in money market funds and money market deposits, therefore it is not
subject to other price risks, such as market price risk.
Sterling fixed rate borrowings are achieved by entering into interest rate swap transactions; all outstanding swaps mature by the end
of June 2020. In total, £153.6 million (2017: £173.2 million) of swaps were entered into. The coverage is £27.7 million lower (2017:
£28.0 million lower) than the current level of bank loans of £181.3 million (2017: £201.2 million).
Fair value movements in respect of interest rate swaps and interest rate options are recorded through the income statement within
financing income/financing costs as hedge accounting is not applied.
Liquidity risk
Liquidity risk is the risk that the BBC Group will not be able to meet its financial obligations as they fall due. The BBC is subject to ceilings
on its borrowings set by the Secretary of State in accordance with the Agreement between the BBC and DCMS (see note F2). In order to
comply with these ceilings, together with the terms of any individual debt instruments, the BBC’s Group Treasury function manages the
BBC Group’s borrowings by regularly monitoring BBC Group 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 Group’s earnings before interest and
taxation. The covenants are in respect of net borrowings and net interest coverage. The Group is active in the monitoring of its debt
covenants which have been met at 31 March 2018.
Credit risk
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.
Depending on how exchange rates and interest rates move between the time the Group enters into the transaction and at the year end,
these 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 or loss-making) are
taken to the Group’s statement of income and expenditure for the year.
The Group’s credit risk management policy in relation to other trade receivables involves regularly assessing the financial reliability
of customers, taking into account several factors such as their financial position and historical performance. The carrying amount of
financial assets included in the financial statements represents the Group’s maximum exposure to credit risk in relation to these assets.
G3.2 Fair value of financial instruments
The following table shows the fair value of the BBC Group’s financial instruments, in categories according to how the financial instrument
is measured. It also shows the maturity profile for each category of financial asset and liability.
Amounts Amounts Amounts
due in due between due after
less than two and more than
one year five years five years Total
£m £m £m £m

2018 – Fair value

Financial assets at fair value
Derivative financial instruments:
Derivatives that are designated in hedge relationships 1.2 – – 1.2
Derivatives through the income statement 7.9 11.8 417.6 437.3
Loans and receivables
Trade and other receivables 642.5 – 3.1 645.6
Cash and cash equivalents 523.0 – – 523.0
Available for sale financial assets
Other investments – – 193.9 193.9
Investment properties – – 174.6 174.6
Financial liabilities at fair value
Derivative financial instruments:
Derivatives that are designated in hedge relationships (1.7) – – (1.7)
Derivatives through the income statement (3.7) (2.0) (515.9) (521.6)
Trade and other payables – (25.2) – (25.2)
Financial liabilities measured at amortised cost
Bank loans, overdrafts and loan notes (0.9) (181.3) – (182.2)
Trade and other payables (392.3) – – (392.3)
Obligations under finance leases (46.9) (202.2) (687.5) (936.6)

1 See Glossary for further details.

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G. Other continued
G3.2 Fair value of financial instruments continued
Amounts Amounts Amounts
due in due between due after
less than two and more than
one year five years five years Total
£m £m £m £m

2017 – Fair value

Financial assets at fair value
Derivative financial instruments:
Derivatives that are designated in hedge relationships 0.1 0.1 – 0.2
Derivatives through the income statement 6.5 31.2 459.5 497.2
Loans and receivables
Trade and other receivables 673.8 – 2.8 676.6
Cash and cash equivalents 256.3 – – 256.3
Available for sale financial assets
Other investments – – 230.2 230.2
Investment properties – – 181.4 181.4
Financial liabilities at fair value
Derivative financial instruments:
Derivatives that are designated in hedge relationships (21.5) (5.0) – (26.5)
Derivatives through the income statement (12.5) (3.7) (525.2) (541.4)
Trade and other payables (1.4) (0.6) (8.5) (10.5)
Financial liabilities measured at amortised cost
Bank loans, overdrafts and loan notes – (201.2) – (201.2)
Trade and other payables (369.4) – – (369.4)
Obligations under finance leases (61.8) (273.8) (855.0) (1,190.6)

G3.3 Fair value hierarchy

When calculating the fair value of the BBC Group’s financial instruments (subsequent to the initial recognition), the technique used in
each calculation has to be allocated to the relevant level of hierarchy in the table below. This disclosure helps to show the level of
judgement that the BBC Group has used in calculating fair values, subsequent to the initial recognition.
Categorisation into the following headings is based on the inputs used for the valuation technique as opposed to the technique itself:
—— 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 observable
for 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 not
based on observable market data (unobservable inputs).
No transfers between these categories have occurred during the period.

1 See Glossary for further details.

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G. Other continued
G3.3 Fair value hierarchy continued
Fair value Assets Liabilities
hierarchy level £m £m

2018
Greater than one year
Forward foreign currency contracts1 1 3.9 (1.4)
Cash flow swaps1 2 417.6 (515.9)
Interest rate swaps 2 7.6 –
Embedded derivatives1 3 0.3 (0.6)
Investment properties 3 174.6 –
Other investments 3 193.9 –
Other payables 3 – (25.2)
Finance leases 3 – (889.7)
797.9 (1,432.8)
Less than one year
Forward foreign currency contracts 1 9.0 (5.4)
Embedded derivatives 3 0.1 –
Finance leases 3 – (46.9)
9.1 (52.3)

Fair value Assets Liabilities

hierarchy level £m £m

2017
Greater than one year
Forward foreign currency contracts 1 4.6 (6.9)
Cash flow swaps 2 459.4 (525.2)
Interest rate swaps 2 26.8 –
Embedded derivatives 3 – (1.8)
Investment properties 3 181.4 –
Other investments 3 230.2 –
Other payables 3 – (5.8)
Finance leases 3 – (943.9)
902.4 (1,483.6)
Less than one year
Forward foreign currency contracts 1 6.6 (34.0)
Other payables 3 – (1.4)
Finance leases 3 – (46.3)
6.6 (81.7)

The fair value and carrying value of financial instruments is the same, with the exception of finance leases and other investments
(including the investment in Daunus Limited).

1 See Glossary for further details.

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G. Other continued
G3.3 Fair value hierarchy continued
Included within level 2 financial instruments are cash flow swaps. This represents derivative financial assets of £417.6 million (2017:
£459.4 million) and derivative financial liabilities of £515.9 million (2017: £525.2 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 an appropriate credit risk adjustment of 250 basis points. 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 discount rate of +1%
would result in an increase in the net liability by £42.6 million (2017: £40.0 million) whilst a reduction in the respective discount rate of
-1% would result in a decrease in the net liability of £54.9 million (2017: £52.6 million).
In order to facilitate the redevelopment and subsequent financing arrangement relating to Broadcasting House the BBC holds an
investment in Daunus Limited, which is included within level 3 financial instruments with a fair value of £193.3 million (2017: £233.3
million). The BBC holds a 20% (2017: 20%) share of the issued share capital (preferential in nature), which is 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
£125.0 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 £125.0 million, inflated by RPI and subsequently discounted to 31 March 2018. The estimated interest rate used was 3.6% (2017:
1.0%) and the rate used to discount the future cash flows was 1.8% (2017: 1.5%). 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 liability of £32.3 million (2017: £42.2 million) whilst a reduction in the respective interest rate
of -1.0% would result in a decrease in the net liability of £27.9 million (2017: £35.7 million).
The fair value of the investment in Daunus Limited is not included on the balance sheet as it is equity accounted for (see note E3). This
is due to the BBC sharing joint control with other investors, including voting power and right to veto over relevant activities, along with
significant shared exposure to variable returns. The assumptions relating to Daunus Limited are reviewed 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.
Level 3 financial liabilities also include the Group’s obligations under finance leases, with a fair value of £936.6 million (2017:
£1,190.6 million), which predominantly relate to the lease of three properties. This is £261.9 million higher than their carrying value (2017:
£500.6 million). The fair value has been determined by recalculating the finance lease liability using current market interest rates with an
appropriate risk adjustment. The movement in interest rates between inception of each finance lease and the balance sheet date creates
a difference between carrying value and fair value. These assumptions and inputs are reviewed on an annual basis, along with the
completion of a sensitivity analysis relating to the aforementioned three property leases. A change in the interest rate applied of +0.25%
would result in a decrease in the liability of £17.9 million (2017: £20.0 million) whilst a reduction in the respective interest rate of -0.25%
would result in an increase in the net liability of £18.3 million (2017: £20.6 million).
These leases also include provisions to provide for the BBC’s share of any appreciation in market value.
The change in fair value of level 3 financial instruments is reconciled as follows:
2018 2017
£m £m
Financial Financial Financial Financial
assets liabilities assets liabilities

Opening balance 411.6 (999.2) 326.7 (985.8)

Settlements and payments – 69.1 – 67.2
Unwinding of discount recorded within finance expense – (48.1) – (50.1)
Disposal of available for sale asset (7.3) – – –
Additions 0.4 (21.8) 14.0 (3.4)
Change in fair value recorded in operating costs – 3.9 – 2.3
Change in fair value (35.8) 33.7 70.9 (29.4)
Closing balance 368.9 (962.4) 411.6 (999.2)

The BBC Group applies cash flow hedge accounting for trades taken out by some of its commercial subsidiaries in respect of their
forecast foreign currency transactions1. Hedge accounting is only applied where appropriate designation and documentation exists. Net
gains (before tax and non-controlling interests) recognised in the hedging reserve on forward foreign exchange contracts in cash flow
hedge relationships at 31 March 2018 were £25.9 million (2017: £10.1 million net losses). These amounts will be recognised in the income
statement in the period when the hedged forecast transaction affects the income statement, at various dates over the next three years.

1 See Glossary for further details.

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F I N A N C I A L S TAT E M E N T S

G. Other continued
G3.3 Fair value hierarchy continued
The following table details the BBC Group’s remaining contractual maturity for its non-derivative financial liabilities (including
obligations under finance leases) but excludes trade and other payables that were settled in the normal course of business and are due
within one year. The table has been drawn up based on the undiscounted cash flows of financial liabilities based on the earliest date on
which the BBC Group can be required to pay:
Cash flow Interest Principal
£m £m £m

2018
Fixed interest rate instruments
Not later than one year 69.8 50.9 18.9
Later than one year but not later than five years 474.3 181.1 293.2
Later than five years 785.8 241.0 544.8
1,329.9 473.0 856.9
2017
Fixed interest rate instruments
Not later than one year 67.2 52.7 14.5
Later than one year but not later than five years 493.7 192.2 301.5
Later than five years 855.0 279.8 575.2
1,415.9 524.7 891.2

G4 Interests in associates, joint ventures and subsidiaries

G4.1 Significant associates and their activities
The BBC Group holds (directly and indirectly) interests in the following joint ventures, associates and subsidiaries listed below which,
except where otherwise stated, are incorporated in Great Britain and registered in England and Wales.
Holding of issued
Place of incorporation and ordinary shares
Name of entity principal place of business % Activity

YouView TV Limited England and Wales 14.2% Multiplatform broadcasting

New Video Channel America LLC* United States 50.1% TV channel operator
3sixtymedia Limited** England and Wales 10.0% Production

* Whilst BBC Worldwide Limited retain a significant influence over New Video Channel America LLC and has the rights to variable returns, it is not deemed to have control and is
therefore 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.

G4.2 Significant joint ventures and their activities

The BBC Group has an interest in the following joint ventures which are all incorporated in Great Britain and registered in England and
Wales, unless otherwise stated:
Holding of issued
Place of incorporation and ordinary shares
Name of entity principal place of business % Activity

Commercial joint ventures:

UKTV Media Holdings Limited England and Wales 50% TV channel operator
Daunus Limited* England and Wales 20% 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.

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G. Other continued
G4.3 Subsidiary undertakings1
Name of entity Registered address

Directly owned commercial subsidiaries: (all 100% owned unless stated)

BBC Commercial Holdings Limited
BBC Property Limited
BBC Property Investment Limited
BBC Property Development Limited
Centre House Productions Limited
BBC News Limited
Broadcast Centre Media Village 201 Wood Lane, London W12 7TP
BBC Free to View (Satellite) Limited
BBC Free To View Limited
Media Applications Technologies Limited
BBC Subscription Television Limited
BBC Investments Limited
BBC Digital Programme Services Limited
World Service Trading Limited
London Broadcasting House, Portland Place, London W1A 1AA
BBC World Service Holdings Limited
DSHS Limited The Lighthouse, 201 Wood Lane, London, W12 7TQ
Indirectly owned commercial subsidiaries: (all 100% owned unless stated)
BBC Studios Group Limited
(formerly BBC Ventures Group Limited)
BBC Worldwide 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 (Africa) Limited
1 Television Centre, 101 Wood Lane, London W12 7FA
BBC Earth Productions (Life) Limited
BBC Earth Productions Limited
BBC Earth Productions (Giant Films) Limited
Earth Film Productions Limited
BBC Magazine Holdings Limited
BBC Worldwide Corporate Services Limited
BBC Worldwide Investments Limited
BBC Worldwide Productions (UK) Limited
Tonto Films and Television Limited
DVDS3 Limited
Worldwide Channel Investments Limited
Mortimer Productions Limited
UK Programme Distribution Limited (92.683% owned)
beeb Rights Limited (88.402% owned)
BBC Global News Holdings Limited
BBC Global News Limited
Broadcasting House, Portland Place, London, United Kingdom, W1A 1AA
BBC World Distribution Limited
BBC.com Limited
BBC Studios Limited
BBC Grafton House Productions Limited
BBC Children’s Productions Limited
Bc2 A5 Broadcast Centre Media Village 201 Wood Lane, London, W12 7TP
BBC Comedy Productions Limited
BBC Natural History and Factual Productions Limited
BBC Store Limited
BBC Studioworks Limited Room N101 Neptune House BBC Elstree Centre, Clarendon Road,
* Formerly BBC Ventures Group Limited Borehamwood, Hertfordshire WD6 1JF

1 See Glossary for further details.

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F I N A N C I A L S TAT E M E N T S

G. Other continued
G4.3 Subsidiary undertakings1 continued
Name of entity Registered address

Baby Cow Productions Limited (72.994% owned)

Baby Cow Manchester Limited
Baby Cow Pictures Limited (80% owned)
Baby Cow Productions (Hunderby) Limited
Baby Cow Productions (Partridge) Limited
Baby Cow Productions (Red Dwarf) Limited
Baby Cow Films Limited
Charles House, 5-11 Regent Street, St James’s Way, London SW1Y 4LR
Alan Partridge Limited
Baby Cow Animation (Warren) Limited
Baby Cow Animation (Wussywat) Limited
Baby Cow Animation Limited
Baby Cow Films (Zoe) Limited
The Last Holiday Limited
Sid Gentle Films Limited (51% owned)
Lookout Point Limited 4 Daventry Road, Dunchurch, Rugby CV22 6NS
BBC Worldwide (Africa) (Pty) Limited Office 003H3 Ground Floor, 10 Melrose Boulevard, Melrose Arch,
Melrose North, Gauteng, 2196
BBC Worldwide Australia Pty Limited
BBC Worldwide Australia Holdings Pty Limited Level 1, 35-51 Mitchell Street, McMahons Point NSW 2060, Australia
BBC Worldwide Australia Publishing Pty Limited
BBC Worldwide Intermediadora de Programadora Rua Ferreira de Araujo, 741, Andar 1, Pinheiros, São Paulo SP 05.428-002
Estangeira Ltd Brazil
Nine Productions1 Inc 650-699 Howe Street, Vancouver, British Columbia, V6 0B4, Canada
Worldwide Channel Investments (Ontario) Ltd Toronto Dominion Bank Tower, Toronto Dominion Center, Toronto,
2004370 Inc ON M5K 1E6
Worldwide Knowledge (Beijing) Business Consulting Unit 7, Floor 9, West Tower, Genesis Building, 8 Xinyuan South Road,
Company Ltd Chaoyang District, Beijing 100027
BBC Worldwide Productions Nordics ApS Mosedalvej 14 , 2500 Valby, Denmark
BBC Worldwide Germany GmbH
Kaiser-Wilhelm-Ring 17-21, 50672 Köln, Germany
Erste Weltweit Medien GmbH
BBC Worldwide Media Private Ltd Flat No. 401, 4th Floor, Construction House ‘A’, Off Linking Road, 24th Road,
Khar (W), Mumbai 400 052
BBC Worldwide Channels Mexico S.A de C.V Avenida Paseo de la Reforma No 115, Piso 4 Lomas de Chapultepec,
BBC Worldwide Mexico S.A de C.V Distrito Federal 11000 Mexico
BBC Worldwide Polska Pl. Bankowy 1, 00-139 Warszawa, Poland
BBC Worldwide Channels (Singapore) Pte. Ltd 3 Anson Road, #17-03 Springleaf Tower, Singapore 079909
BBC.com US, Incorporated c/o Corporation Trust Centre, 1209 Orange Street, Wilmington New Castle,
Worldwide Americas Investments Incorporated Delaware 19801
BBC Worldwide Americas (401) k Plan Trustees 1120 Avenue of the Americas, 5th Floor, New York, NY 10036-6700
BBC Worldwide Americas Incorporated
BBC Worldwide France Sarl 18-20 Quai du Point du Jour, Bat. A, 92100 Boulogne-Billancourt, France
BBC Worldwide Holdings B.V Prins Bernhardplein 200, 1097 JB Amsterdam, Netherlands
Global Hybrid Productions LLC
Lime Grove Productions LLC
Sun Never Sets Productions LLC
Bad Wolf Productions LLC 10351 Santa Monica Boulevard, Suite 250, Los Angeles, CA 90025
Adjacent Productions, LLC
BBC Worldwide Reality Productions LLC
Worldwide Competition Productions LLC
BBC Worldwide Canada Limited 409 King Street West, 5th Floor, Toronto, ON, M5V 1K1
BBC Worldwide Japan Limited Tokyo Club Bldg., 10F, 3-2-6 Kasumigaseki, Chiyoda-ku, Tokyo 100-0013,
Japan
BBC Worldwide Productions (Africa) (PTY) Limited 24 18th Street, Menlo Park 0081, Mazars House, 5 St Davids Place,
Parktown 2193, South Africa

1 See Glossary for further details.

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G. Other continued
G4.3 Subsidiary undertakings1 continued
Name of entity Registered address

Rapid Blue 263 Oak Avenue, Ferndale, Randburg, 2194, South Africa
BBC World Japan Limited (Incorporated in Japan) BBC World Japan Limited, Tokyo Club Bldg., 3-2-6, Kasumigaseki,
Chiyoda-ku, Tokyo, 100-0013, Japan
BBC World (Singapore) Private Limited
#12-08/08 Shaw Tower, 100 Beach Road, Singapore, 189702
(Incorporated in Singapore)
BBC Global News (India) Private Limited Unit No. 301, 3rd Floor, D-2, Southern Park, District Centre, Saket,
(Incorporated in India) New Delhi, 110017
BBC Global News US LLC Corporation Service Company, 80 State Street, Albany, New York,
12207-2543
BBC Holdings M LLC
115054 Moscow, Bakhrushina street no. 32/1
LLC BBC R News

G5 Reserves
G5.1 Operating reserve
The operating reserve reflects accumulated profits to date.
G5.2 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 £17.4 million were removed from
the hedging reserve and debited to revenue in the income statement (2017: £28.1 million).
G5.3 Translation reserve
The translation reserve comprises all foreign exchange differences arising since the transition to IFRS, from the translation of the
financial statements of foreign operations, as well as from the translation of liabilities that hedge the Group’s net investment in
foreign subsidiaries.
G5.4 Other reserves
Other reserves includes revaluation of available for sale financial assets and the fair value of the put option liabilities arising on
acquisition of new subsidiaries. There has been a decrease in the fair value of the available for sale asset of £2.9 million due to a disposal
during the period, and an additional put option liability of £21.8 million has been recognised during the year in relation to the acquisition
of Sid Gentle and Clerkenwell.
G6 Post-balance sheet events
On 3 April 2018 BBC Ventures Group Limited was renamed BBC Studios Group Limited, which acts as the holding company for BBC
Studios Limited and BBC Worldwide Limited. As a result, BBC Studios Group is a global content group, embodying the very best of bold
British creativity, and investing in quality content across premium genres including factual, scripted and entertainment. Its profits
contribute to significant financial returns that are reinvested into the BBC for the benefit of the UK licence fee payer.
On 1 April 2018 the Global News Group began a restructuring programme to simplify their legal structure and better align it with the
way the business operates.
Although the former represents a significant operational change and the latter a legal restructure, no material impact is expected to the
BBC Group financial statements.

1 See Glossary for further details.

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F I N A N C I A L S TAT E M E N T S

G. Other continued
G7 Related party transactions
The following table represents transactions with related parties excluding key management personnel.
Associates, joint ventures
and other investments BBC Pension Scheme
2018 2017 2018 2017
£m £m £m £m

Rendering of services 89.7 79.4 – –

Receiving of services (102.0) (95.3) – –
Pension contributions – – 154.7 334.3
Dividends received 39.3 24.8 – –
27.0 8.9 154.7 334.3

Amounts owed by related parties Amounts owed to related parties

2018 2017 2018 2017
£m £m £m £m

BBC Pension Scheme 0.4 – (0.4) (0.8)

Associates, joint ventures and other investments 34.3 36.2 9.1)
(9.1) (14.5)
34.7 36.2 (9.5) (15.3)

In all transactions, terms were negotiated on an arm’s length basis.

The BBC Group also enters into various transactions with Government and local authorities on an arm’s length basis. These transactions
include council tax agreements and corporation tax payments.
Related party transactions with key management personnel are disclosed in note C6.
During the year the BBC Group received less than £100,000 of income and incurred less than £100,000 of expenditure with BBC Children
in Need, which is the level of rounding used in these financial statements. At 31 March 2018, the BBC Group had a debtor balance of £0.5
million (2017: £1.0 million) with this entity, predominantly relating to the recharge of employee costs. At year end, the BBC Group also
had a debtor balance of £0.6 million with Media Action UK (£2017: £1.4 million).
G8 Segment reporting
Geographical location of income and non-current assets
Other Group
PSB Group BBC Worldwide BBC Studios commercials adjustments Group
2018 £m £m £m £m £m £m

Non-current assets excluding deferred

tax and financial instruments:
UK 1,334.3 296.4 1.5 526.9 (791.3) 1,367.8
Rest of world 71.9 209.5 – 0.2 – 281.6
1,406.2 505.9 1.5 527.1 (791.3) 1,649.4
Additions included in non-current assets
and investments 243.1 179.0 2.1 146.1 (262.3) 308.0
External income:
UK 4,133.7 199.4 432.0 52.9 (546.5) 4,271.5
Rest of world 11.4 668.9 – 110.9 – 791.2
4,145.1 868.3 432.0 163.8 (546.5) 5,062.7

Other Group
PSB Group BBC Worldwide BBC Studios commercials* adjustments* Group
2017 £m £m £m £m £m £m

Non-current assets excluding deferred

tax and financial instruments:
UK 1,148.6 332.3 – 420.3 (445.1) 1,456.1
Rest of world 48.9 244.3 – 0.3 – 293.5
1,197.5 576.6 – 420.6 (445.1) 1,749.6
Additions included in non-current assets
and investments 117.7 203.4 – 0.1 5.2 326.4
External income:
UK 4,018.1 206.8 – 26.0 (92.2) 4,158.7
Rest of world 15.4 669.5 – 110.4 – 795.3
4,033.5 876.3 – 136.4 (92.2) 4,954.0

* A presentational adjustment has been made between the Other commercials and Group adjustments segments to more accurately reflect the Group’s eliminations.

228 BBC Annual Report and Accounts 2017/18 Return tto

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H. Basis of preparation of the financial statements and other Going concern1

accounting policies The financial statements are prepared on a going concern basis.
The BBC is incorporated in the United Kingdom by Royal Charter. The directors believe this to be appropriate for the reasons set
out below.
Statement of accounting policies
The BBC Group is required to select and apply accounting policies The directors have prepared and reviewed cash flow forecasts for
for each type of transaction entered into throughout the year and the 24-month period to 31 March 2020, a period in excess of a year
in the preceding year. An accounting policy will specify the timing from the date of approval of these financial statements. In the
for recognising and derecognising assets, liabilities, income and directors’ judgement, the key factors in these forecasts are the
expenditure, how those items will subsequently be measured and continuity of the Charter and licence fee, the BBC Pension Scheme
where they are presented in the statement of total income and deficit and the resultant deficit recovery payments agreed with the
expenditure, balance sheet and statement of cash flows. pension scheme Trustees and the realisation of planned cost
savings under the ‘Strategic Plan’ programme.
Use of estimates and judgements
The preparation of financial statements requires the use of certain The Charter and licence fee give the BBC Group a secure source
critical accounting estimates that affect the reported performance of income, however the timing of cash flows is an important factor
and position of the Group, or areas where assumptions or in the consideration of going concern given the borrowing
estimates are significant to the consolidated financial statements. restrictions agreed with the DCMS for both the PSB Group (£200
million) and the commercial operations of the BBC (£350 million).
It also requires management to exercise judgement in applying the
An additional £850 million is available to the PSB Group to fund
BBC Group’s accounting policies. These areas involve a higher
finance leases only.
degree of judgement or complexity.
The BBC Group has external funding available, including a £200
The areas involving a higher degree of judgement or complexity are
million sterling revolving credit facility which expires on 31 March
set out below and in more detail in the related notes:
2020, which is currently unutilised. PSB net debt at 31 March 2018
— Revenue recognition (note A) was £239.3 million, which equates to a headroom of £810.7 million
against the external funding available.
— Provisions and accruals (note F9)
The BBC Group also has a £380 million multicurrency revolving
— Property, plant and equipment (note D1) credit facility available to the BBC commercial operations, with
— Pension scheme and actuarial assumptions (note C7) funding split between a US$259 million US Private Placement
(fixed through foreign exchange swap transactions at £171 million)
— Derivative financial assets and liabilities (note G3) until June 2020 and a £210 million facility until July 2019. As at the
year end, the Group had drawn down £181.3 million of the facilities
Basis of preparation
available (2017: £201.2 million).
These consolidated financial statements for the BBC Group have
been prepared in accordance with IFRS as adopted by the EU. The directors of the BBC Group have reviewed the forecasts
Additional analysis is also presented to meet additional regulatory and available external borrowing facilities. Together with the
requirements including those prescribed by DCMS, Ofcom or sensitivities and mitigating factors in the context of available
the Charter. funds, they expect the BBC Group to be able to meet its debts
as they fall due for the foreseeable future.
The financial statements are principally prepared on the historical
cost basis. Exceptions are noted within the relevant section of As a result, the directors are satisfied that the going concern basis
the notes. is appropriate for the preparation of these financial statements.
Where items are sufficiently significant by virtue of their size or Basis of consolidation
nature, they are disclosed separately in the financial statements in The BBC Group financial statements include the results of the BBC
order to aid the reader’s understanding of the BBC Group’s and all businesses controlled by the BBC (subsidiaries) together
financial position and performance. with the BBC’s share of the results of businesses over which the
BBC has significant influence but not control (associates) and those
Adoption of new and revised accounting standards
which the BBC jointly controls (joint ventures).
The following new and revised EU endorsed accounting standards
have been adopted for the first time. They have been applied since The BBC Group accounts for its interests in associates and joint
1 April 2017 and have not had a significant impact on the results or ventures using the equity method. The equity method means that
financial position of the Group: the BBC presents its interest in associates or joint ventures as a
single line item in the balance sheet, measured at the cost of the
— Recognition of Deferred Tax Assets for Unrealised Losses
investment plus the share of the net result, less dividends received.
(Amendments to IAS 12)
The equity accounted result for the year is presented as a single
— Disclosure Initiative (Amendments to IAS 7) line item in the statement of income and expenditure.
— Annual Improvements to IFRS 2014-16 (Amendments to
IFRS 12 Disclosure of Interests in Other Entities)

1 See Glossary for further details.

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F I N A N C I A L S TAT E M E N T S

H. Basis of preparation of the financial statements and other Financial statements of foreign operations
accounting policies continued The assets and liabilities of foreign operations are translated into
Changes in the BBC Group’s interests in subsidiaries that do not sterling at the rate of exchange ruling at the balance sheet date.
result in a loss of control are accounted for as equity transactions, The income and expenses of foreign operations are translated into
being movements between reserves attributable to the BBC and sterling at average rates of exchange ruling during the financial
non-controlling interests. A non-controlling interest is the interest period, which is a good approximation for the actual rate. Exchange
in a subsidiary that is not owned, directly or indirectly, by the BBC. differences arising on translation are recognised directly in the
The non-controlling interest reflects the amount of the net result translation reserve.
for the year and the net assets/(liabilities) which are not
On disposal of an investment in a foreign operations the associated
attributable to the BBC. The carrying amounts of non-controlling
translation reserve balance is released to the income statement.
interests are adjusted to reflect any changes in their, and the BBC
Group’s, relative interests in the subsidiaries. Any difference Accounting policies relevant to section A
between the amount by which the non-controlling interests are Licence fee income
adjusted and the fair value of the consideration paid or received Income from television licences is treated as an amount due from
is recognised directly in equity and attributed to the BBC. the relevant Government department, principally the DCMS. This
represents the value of licences issued in the year, less a deduction
When the BBC Group loses control of a subsidiary, the profit or
for refunds and cancellations.
loss on disposal is calculated as the difference between (i) the
aggregate of the fair value of the consideration received and the Where an element of the licence fee income has been ring-fenced
fair value of any retained interest and (ii) the previous carrying by the Government for a specific purpose, that income is
amount of the net assets of the subsidiary (including attributable recognised when it is due, except if it becomes virtually certain
goodwill) and any non-controlling interests. Amounts previously that the BBC’s expenditure on the ring-fenced purposes will be
recognised in other comprehensive income in relation to the less than the ring-fenced income already received. In this case,
subsidiary are reclassified to the income statement or transferred the relevant amount of licence fee income, as agreed with the
directly to retained earnings as appropriate. The fair value of any Government, will be repayable and recognised as such in the
interest retained in the former subsidiary at the date when control year the obligation to repay arises.
is lost is regarded as the cost on initial recognition of an
investment in an associate or joint venture. Other income
Other income arises from activities such as the sale of goods,
Business combinations provision of services and granting of licences. Revenue is measured
The acquisition of subsidiaries is accounted for using the after deductions for value added tax, any other sales taxes, trade
acquisition method. The cost of an acquisition is measured at the discounts and sales between BBC Group companies.
aggregate of the fair values, at the date of exchange, of assets
given by the BBC Group in exchange for control of the acquiree. Other revenue
The acquiree’s identifiable assets, liabilities and contingent In respect of the supply of goods, revenue is recognised once the
liabilities that meet the conditions for recognition under IFRS 3 are significant risks and rewards of ownership have been passed to the
recognised at their fair value at the acquisition date. Subsequent customer. Sales of goods are stated after deduction of the sales
adjustments to the fair values of net assets acquired are made value of actual and estimated returned goods. Examples of goods
within 12 months of the acquisition date where original fair values sold include magazines, books and DVDs.
were determined provisionally. These adjustments are accounted With regard to the provision of a service, revenue is recognised
for from the date of acquisition. Transaction costs that the BBC at the point the service has been delivered and the receipt of the
Group incurs in connection with a business combination, such as income is probable. Where the delivery is over a period of time, the
legal fees, due diligence fees and other professional and consulting revenue is recognised on a straight-line basis. Examples of services
fees, are expensed as incurred. On acquisition, the BBC Group sold include advertising and commercial licences for specific rights
recognises any non-controlling interest either at fair value or at the associated with TV programmes.
non-controlling interest’s proportionate share of net assets.
Royalties
When control is obtained in successive share purchases (a ‘step Royalty income is recognised on receipt or on an accruals basis,
acquisition’) it is accounted for using the acquisition method at the in accordance with the detail of the relevant agreements, where
acquisition date. The previously held interest is remeasured to fair sufficient information is available.
value at the acquisition date and a gain or loss is recognised in the
income statement. Rental income
Rental income is recognised on a straight-line basis over the term
Foreign currency transactions of the lease.
Transactions in foreign currencies are translated into sterling at
the rates of exchange ruling at the date of the transactions. Grant income
Grants from Government departments are recognised as income
Monetary assets and liabilities denominated in foreign currencies in the financial year that they relate to. Grants from other public
at the balance sheet date are translated into sterling at the rate bodies are recognised as income consistently with the related
of exchange ruling at that date. Foreign currency gains or losses costs, provided that there is reasonable assurance that the BBC
arising from the translation of assets and liabilities at these rates will comply with any conditions attached to the grant and that the
of exchange, together with exchange differences arising from grant will be received.
transactions settled during the year, are included in the income
statement within operating costs. Non-monetary assets and
liabilities measured at historical cost are translated into sterling
at the rate of exchange on the date of initial recognition.

1 See Glossary for further details.

230 BBC Annual Report and Accounts 2017/18 Return to contents

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H. Basis of preparation of the financial statements and other Accounting policies relevant to section C
accounting policies continued Other employee benefits
Use of estimates and judgements – Commercial income Other short and long-term employee benefits, including holiday
Revenue recognition in the BBC’s commercial operations is pay and long service leave, are recognised as an expense over the
complex, with a number of different revenue streams, including period in which they accrue.
sale of content to global broadcasters, subscription income and
Termination benefits
revenue from the sale of physical and digital products.
Termination benefits are expensed at the earlier of when the Group
The complexity of individual contractual terms may require the can no longer withdraw the offer of those benefits and when the
Group to make judgements in assessing when the triggers for Group recognises costs for a restructure.
revenue recognition have been met, particularly whether the
Defined contribution plans
Group has sufficiently fulfilled its obligations under the contract
The amounts charged as expenditure for the defined contribution
to allow revenue to be recognised.
plans represent the contributions payable by the BBC for the
Accounting policies relevant to section B accounting period.
Completed originated programmes, programmes in production
Defined benefit plans
and prepayments to acquire future programme-related rights
The defined benefit plans, of which the majority of staff are
Completed originated programmes and programmes in production
members, provide benefits based on pensionable pay. The assets
are held at cost.
of the BBC’s Pension Scheme are held separately from those of the
Cost includes all direct costs, production overheads and a BBC Group.
proportion of other attributable overheads. The proportion of
Pension scheme assets are measured at fair value. Pension scheme
programmes necessarily taking a substantial period of time to
liabilities are measured using the projected unit credit method.
produce is small and, as such, no borrowing costs are included
The present value of scheme liabilities is calculated by discounting
in cost.
estimated future cash outflows at the current rate of return on a
Where, exceptionally, it becomes certain that a programme is high-quality corporate bond of equivalent term and currency to
unable to be broadcast, the full value of the programme is written the liabilities.
off to the income statement.
Remeasurement comprising gains and losses and the return on
Programme development costs are expensed to the income scheme assets (excluding interest) are recognised immediately
statement until such time as there is a strong indication that the in the balance sheet with a charge or credit to the statement
development work will result in a commissioned programme1, when of comprehensive income in the period in which they occur.
any further costs are recognised as programme-related assets. Remeasurement recorded in the statement of comprehensive
income is not recycled. When the benefits of a plan are changed
Originated programmes that are still in production at the balance
the resulting change in benefit that relates to past service is
sheet date are recognised as programmes in production, except
recognised immediately in the income statement. Net interest
that prepayments to acquire future programme-related rights are
is calculated by applying a discount rate to the net defined
shown separately where the BBC has made payments to
benefit liability or asset. Defined benefit costs are split into
independent producers, or the holders of certain rights (for
three categories:
example, rights to broadcast sporting events), to receive the
programme on completion. —— c urrent service cost, past-service cost and gains and losses
on settlements and curtailments;
Rights to broadcast acquired programmes and films
The rights to broadcast acquired programmes and films are —— net interest expense or income; and
recognised at cost. The costs of acquired programmes and films
—— remeasurement.
are expensed on first transmission except to the extent that the
number of further showings are contractually agreed, when they The current service cost and past-service cost are included
are expensed according to the expected transmission profile. within operating costs in the consolidated income statement.
Assets and liabilities relating to acquired programmes are Curtailments gains and losses are accounted for as past-service
recognised at the point of payment or commencement of the cost. Net interest expense or income relating to the funded defined
licence period, whichever is earlier. Agreements for the future benefit pension plans is included within ‘finance income’ or ‘finance
purchase of rights whose licence period has not commenced and costs’, as relevant, in the consolidated income statement.
where there has been no payment by the balance sheet date are
disclosed as purchase commitments. Administration costs directly related to the management of plan
assets are deducted from the return on plan assets, which are
Where the BBC has invested in independent productions, in recorded as remeasurements in the statement of comprehensive
addition to broadcasting rights, the BBC may obtain rights to income. Other administrative scheme expenses associated with
future royalties from the sale of rights associated with the running the scheme are recorded within operating expenses
production. These residual interests are recognised initially when incurred.
at cost subject to amortisation as royalties are received and
impaired if anticipated royalties do not materialise. The retirement benefit obligation recognised in the consolidated
balance sheet represents the deficit or surplus in the Group’s
defined benefit schemes. Any surplus resulting from this
calculation is limited to the present value of any economic benefits
available in the form of refunds from the schemes or reductions in
future contributions to the schemes.

1
1 See Glossary for further details.

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H. Basis of preparation of the financial statements and other Investment properties

accounting policies continued Investment properties are initially recognised at cost and
Use of estimates and judgement – post-retirement benefits subsequently carried at cost less accumulated depreciation and
The pension costs and obligations of the BBC Group’s defined accumulated impairment losses. Depreciation is calculated using
benefit schemes are calculated on the basis of a range of a straight-line method to allocate the depreciable amounts over
assumptions, including the discount rate, inflation rate, salary the estimated useful lives of the properties (see depreciation on
growth and mortality. Differences arising as a result of actual land and buildings above). The residual values, useful lives and
experience differing from the assumptions, or future changes in depreciation method of investment properties are reviewed, and
the assumptions, will be reflected in subsequent periods. A small adjusted as appropriate, at each balance sheet date. The effects
change in assumptions can have a significant impact on the of any revision are included in the profit and loss when the
valuation of the liabilities. Further analysis on the sensitivity changes arise.
of pension assumptions is given in note C8.1.
Lease payments
Accounting policies relevant to section D Payments made under operating leases are recognised in the
Owned assets income statement on a straight-line basis over the lease term.
Other than as noted below, items of property, plant and equipment
Payments made under finance leases are apportioned between
are stated at cost less accumulated depreciation and any
financing costs and the reduction of the outstanding liability.
accumulated impairment losses.
The financing costs are allocated to each period so as to produce
Cost includes expenditure that is directly attributable to the a constant periodic rate of interest on the remaining balance of
acquisition of the asset. the liability.
Leased assets Use of estimates and judgements – leases
Assets held under finance leases are capitalised within property, The determination of whether an arrangement is, or contains, a
plant and equipment and depreciation is provided as appropriate. lease, is based on the substance of the arrangement and requires
On initial recognition the asset is measured at the lower of its fair an assessment of whether the fulfilment of the arrangement is
value and the present value of the minimum lease payments. dependent on the use of a specific asset or assets and whether
the arrangement conveys the right to use the asset.
Depreciation
Depreciation is provided to write off the cost of each item of In assessing whether a lease is an operating lease or a finance
property, plant and equipment, less its estimated residual value, lease, judgement needs to be exercised in determining whether
on a straight-line basis over its estimated useful life. The major or not substantially all the risks and rewards of ownership of the
categories of property, plant and equipment are depreciated leased asset are held by the BBC Group. Given that finance leases
as follows: are recognised as liabilities, and operating leases are not, this can
have a significant effect on the reported financial position of the
Land and buildings
BBC. Another key judgement is the determination of the
Freehold land – not depreciated
commencement date of a lease.
Freehold buildings – 50 years
Freehold building improvements – 10 to 50 years When determining the accounting for a finance lease, the BBC
Leasehold buildings – shorter of 50 years or life of lease has assessed whether it has the right to use the leased asset at the
Leasehold building improvements – shorter of 50 years or life inception of the lease, or whether this right passes at a later date
of lease (‘the commencement date’).
Plant and machinery Where a significant site is being redeveloped, occupation may
Computer equipment – 3 to 5 years occur in distinct phases; consequently, the leased asset and
Electrical and mechanical infrastructure – 10 to 25 years liabilities are recognised based on the proportion of the site
Other – 3 to 10 years occupied at each commencement date.
Furniture and fittings – 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
for which amounts have been capitalised on the Group’s
balance sheet.
The recoverability of these assets is dependent on the achievement
of project completion and the assets being used in the manner
intended as part of the original business case.

1 See Glossary for further details.

232 BBC Annual Report and Accounts 2017/18 Return to contents

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H. Basis of preparation of the financial statements and other Impairment1: Non-financial assets
accounting policies continued At each balance sheet date, the BBC Group reviews the carrying
Accounting policies relevant to section E amount (net amount held on the balance sheet) of those assets
Programme-related intangible assets that are subject to amortisation to determine whether there is any
Programme-related intangible assets, which include programme indication that any of those assets has suffered an impairment loss.
rights and residual programme rights, are stated at cost, after If any such indication exists, the recoverable amount of the asset is
writing off the costs of programmes that are considered estimated in order to determine the extent of any impairment loss.
irrecoverable, less accumulated amortisation. The cost and
For goodwill, the recoverable amount is estimated each year at the
accumulated amortisation of programme-related intangible
same time.
assets are reduced by programmes which are fully written off.
The recoverable amount of an asset is the higher of fair value
Research and development expenditure – internally generated
less costs to sell and value in use. For the purposes of impairment
intangible assets
testing, assets are grouped at the lowest level at which they
Expenditure on research activities is written off in the income
generate separately identifiable cash flows (cash-generating units).
statement when incurred.
In assessing value in use, the estimated future cash flows are
Expenditure on development activities is included on the balance discounted to their present value using a pre-tax discount rate that
sheet as an asset only if both of the following conditions are met: reflects current market assessments of the time value of money
and the risks specific to the asset for which the estimates of future
—— i t is probable that the asset will generate future economic
cash flows have not been adjusted.
benefits; and
An impairment loss is recognised in the income statement for
—— the development costs of the asset can be measured reliably.
the amount by which the asset’s carrying amount exceeds its
The assets are measured at cost less accumulated amortisation recoverable amount. Where a cash-generating unit is impaired, the
and any accumulated impairment losses. 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,
For the PSB Group it is generally unlikely that future economic except that the carrying amount of any individual asset will not be
benefits in the form of cash inflows will be received, and as a result, reduced below its separately identifiable recoverable amount.
other than assets created for use by the business in delivering its
public purposes, development costs are only capitalised by the Impairment losses in respect of goodwill are not reversed. In
BBC Group’s commercial businesses. respect of assets other than goodwill, an impairment loss is
reversed if there has been a change in the estimates used to
Other intangible assets determine the recoverable amount. An impairment loss is reversed
Other intangible assets acquired separately by the BBC Group only to the extent that the asset’s carrying amount does not
are stated at cost less accumulated amortisation and any exceed the carrying amount that would have been determined,
accumulated impairment losses. The identifiable intangible assets net of depreciation or amortisation, if no impairment loss has
acquired as part of a business combination are shown at fair value been recognised.
at the date of acquisition (in accordance with IFRS 3 Business
Combinations) less accumulated amortisation and any accumulated Goodwill
impairment losses. Goodwill is recorded in the balance sheet as the difference
between the fair value of the consideration transferred by the
Amortisation1 BBC and the recognised amount of non-controlling interests
Amortisation is charged to the income statement on a systematic in the acquiree compared to the fair value of the identifiable
basis over the estimated useful lives of intangible assets, from the assets and liabilities acquired. These are all measured at the
date that they are available for use, unless such lives are indefinite. date of acquisition. Where the consideration is less than the net
Amortisation methods, useful lives and residual values are assets acquired, the difference is recognised immediately in the
reviewed at each balance sheet date and adjusted if appropriate. income statement.

The useful lives and amortisation methods of other classes of Acquisitions prior to 1 April 2007 – as part of the adoption of IFRS,
intangible asset are as follows: in accordance with IFRS 1 First-time adoption of IFRS, the Group
elected to restate only those business combinations that occurred
UKTV carrier agreement Straight line Unexpired term on or after 1 April 2007. In respect of acquisitions prior to 1 April
of agreement 2007, goodwill is recognised at deemed cost, being the amount
Software Straight line 2 – 5 years previously recognised under UK accounting standards, subject to
Other Straight line 3 – 8 years being tested for impairment at that date. Goodwill arising in
periods up to 1 April 1998 remains offset against the operating
Amortisation of distribution rights is charged to the income
reserve, as was permitted by UK GAAP at the time.
statement to match the average revenue profile over its estimated
average marketable life. The Group reviewed the amortisation Goodwill arising on the acquisition of associates and joint ventures
profile of distribution rights during the 2016/17 financial year and is included in the carrying amount of the associate or joint venture
updated it in line with the overall revenue profile based on and is tested for impairment as part of the overall balance.
experience. The review resulted in a change in the expected
average marketable life of investments to be over a three-year Subsequent measurement of separately recognised goodwill –
period, instead of the previous range of one to ten years. This goodwill is tested annually for impairment and is measured at cost
resulted in an additional amortisation charge in the 2016/17 less any accumulated impairment losses. For the purposes of
financial year as a result of the change in estimates. impairment testing the goodwill is allocated to cash-generating
units on the basis of those expected to benefit from the relevant
business combination.

1
1 See Glossary for further details.

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F I N A N C I A L S TAT E M E N T S

H. Basis of preparation of the financial statements and other Current tax assets and current tax liabilities are offset if, and only
accounting policies continued if, there is a legally enforceable right to set off the recognised
Accounting policies relevant to section F amounts; and the entity intends either to settle on a net basis,
Trade and other receivables or to realise the asset and settle the liability simultaneously.
Trade receivables are recognised initially at fair value and
Deferred tax is provided using the balance sheet liability method
subsequently measured at fair value less an allowance for estimated
on any temporary differences between the carrying amounts of
impairment. The allowance is based on objective evidence that the
assets and liabilities for financial reporting purposes and the
BBC Group will not be able to recover all amounts due.
amounts used for taxation purposes. The amount of deferred tax
Changes in the carrying amount of the allowance are recognised provided is based on the tax rates expected to apply in the period
in the income statement. when the liability is settled or the asset is realised using tax rates
enacted or substantively enacted at the balance sheet date.
Trade and other payables
Trade and other payables are recognised initially at fair value and Deferred tax assets and deferred tax liabilities are offset only
subsequently measured at amortised cost using the effective where there is a legally enforceable right to set off current tax
interest method. assets against current tax liabilities; and the deferred tax assets
and the deferred tax liabilities relate to income taxes levied by the
Borrowing costs
same taxation authority on either:
Borrowing costs directly attributable to the acquisition,
construction or production of qualifying assets (those necessarily —— the same taxable entity; or
taking a substantial period of time to get ready for their intended
—— d
ifferent taxable entities which intend either to settle current
use) are added to the cost of those assets, until such time as the
tax liabilities and assets on a net basis, or to realise the assets
assets are ready for their intended use.
and settle the liabilities simultaneously, in each future period
Originated programmes can be qualifying assets, but those in which significant amounts of deferred tax liabilities or
necessarily taking a substantial period of time to get ready for assets are expected to be settled or recovered.
broadcast are a small proportion of overall programme
Financial instruments
investment. Any borrowing costs that could be attributed to those
The BBC Group holds various derivative and non-derivative
programmes are not significant and, therefore, no borrowing costs
financial instruments (including assets such as trade investments
are capitalised.
and liabilities such as borrowings). All financial assets are
All finance income and other borrowing costs are recognised in recognised and derecognised on a trade date. The accounting
income and expense in the period in which they are incurred. policy for the major categories of financial instruments is set
out below.
Use of estimates and judgements – provisions
Judgement and estimation techniques are employed in the Cash and cash equivalents
calculation of the best estimate of the amount required to settle Cash and cash equivalents comprise cash balances and call
obligations, including determining how likely it is that expenditure deposits with maturities of less than three months (short-term
will be required by the BBC. This can be very complex, especially deposits). Cash and cash equivalents also includes licence fee
when there is a wide range of possible outcomes. funds collected on behalf of HM Treasury, which are excluded from
the Group’s net funds and in respect of which a separate creditor
The BBC Group recognises decommissioning liabilities as part of
is recognised.
the initial cost of the asset, discounted to present value. The Group
reassesses whether there has been a change in this liability based Derivative financial instruments
on the facts and circumstances at each balance sheet date. The BBC Group does not enter into speculative derivative
contracts; however, some derivative financial instruments are
Accounting policies relevant to section G
used to manage the BBC’s exposure to fluctuations in interest
Taxation
rates (interest rate swaps1, caps1 and collars1) and foreign
The tax charge for the period comprises both tax currently payable
currency exchange rates (foreign currency forwards contracts
and deferred tax. Taxation is recognised in the income statement
and currency options).
except to the extent that it relates to items recognised directly in
reserves, in which case it is recognised in reserves. Derivative financial instruments, excluding derivatives held as
qualifying hedges, are initially recognised at fair value and are
Current tax is the expected tax payable for the year, using tax rates
subsequently remeasured to fair value at the balance sheet date
that are enacted or substantively enacted at the balance sheet
with movements recorded in the income statement.
date, and any adjustment to tax payable in respect of previous
years. In respect of tax currently payable: The fair value of interest rate swaps, caps and collars is the
estimated amount that the BBC Group would receive or pay to
—— t he PSB Group is not liable to corporation tax on any surplus
terminate the swap, cap or collar at the balance sheet date, taking
licence fee income or grants received from Government
into account current interest rates, the current creditworthiness
departments; however, it is fully liable for corporation tax on
of swap, cap or collar counterparties and the creditworthiness of
capital gains and on all its other external income. Expenditure
the BBC.
on capital assets is not eligible for capital allowances giving
rise to temporary differences that would lead to deferred tax The fair value of foreign currency forward contract rates is
assets or liabilities. Movements of fair value adjustments in determined using forward exchange rates at the balance
the income statement give rise to deferred tax balances. sheet date.
—— the BBC’s commercial subsidiaries are liable for corporation
tax based on taxable profit for the year.

1 See Glossary for further details.

234 BBC Annual Report and Accounts 2017/18 Return to contents

 F I N A N C I A L S TAT E M E N T S

H. Basis of preparation of the financial statements and other — Classification and Measurement of Share-based Payment
accounting policies continued Transactions (Amendments to IFRS 2)
Hedge accounting
— Applying IFRS 9 Financial Instruments with IFRS 4 Insurance
The BBC Group designates certain derivatives as cash flow hedges
Contracts (Amendments to IFRS 4)
by documenting the relationship between the hedging instrument
and the hedged item, along with the risk management objectives — Transfers of Investment Property (amendments to IAS 40)
and its strategy for undertaking various hedge transactions. Where
the hedge is deemed to have been effective, the effective portion — Annual Improvements to IFRS 2014-2016 Cycle (Amendments
of any changes in the fair value of the derivatives that are to IFRS 1)
designated in the hedge are recognised in other comprehensive — Annual Improvements to IFRS 2014-2016 Cycle (Amendments
income. The accumulated amount in the cash flow hedge reserve is to IAS 28)
reclassified to profit or loss in the same period as the hedged cash
flows affect profit or loss. Any ineffective portion of the hedge is — IFRIC 22 Foreign Currency Transactions and Advance
recognised immediately in the income statement. Consideration

Embedded derivatives The directors do not expect that the adoption of the standards and
These derivatives are found embedded within other financial interpretations above would have a material impact on the financial
instruments or other host contracts. Once identified they are statements of the Group in future periods, except for the following:
treated as derivatives in their own right if their risks and
IFRS 9 Financial Instruments (date of adoption: 1 April 2018)
characteristics are not closely related to those of the host contract
replaces the existing guidance in IAS 39. It includes revised
and the host contract is not carried at fair value.
guidance on the classification and measurement of financial
Embedded derivatives are carried on the balance sheet at fair value instruments, including a new expected credit loss model for
from inception1 of the host contract. Unrealised changes1 in fair calculating impairment on financial assets, and the new general
value are recognised as gains/losses within the income statement hedge accounting requirements. Other than new disclosure
during the period in which they arise. requirements, the most significant impact on the Group is
expected to relate to the impairment of financial assets. The
Use of estimates and judgements – Impairment of financial assets three-stage expected credit loss model is likely to result in earlier
Financial assets are assessed at each balance sheet date to recognition of credit losses as it is no longer necessary for an
determine whether there is any objective evidence of impairment. impairment event to have occurred before a credit loss is
Factors considered in determining whether there is objective recognised. The Group has performed an initial review of its
evidence of an impairment include significant financial difficulty material financial assets to determine the scope of IFRS 9. No
of the counterparty and breach of contract. Individually significant material changes are currently expected as a result of adopting
financial assets are tested for impairment on an individual basis. IFRS 9.
The remaining financial assets are assessed collectively in groups
that share similar credit risk characteristics. IFRS 15 Revenue from Contracts with Customers (date of
adoption: 1 April 2018) replaces IAS 18 and IAS 11. IFRS 15 requires
The amount of the loss is measured as the difference between the identification of distinct promises within contracts with
the asset’s carrying amount and the present value of estimated customers in order to determine the ‘performance obligations’
future cash flows discounted at the financial asset’s original that exist. The transaction price receivable from customers is
effective interest rate1. All impairment losses are recognised subsequently allocated between the identified performance
in the income statement. obligations. In order to apply IFRS 15, entities are required to
Reserves follow the five-step model below:
The operating reserve is the accumulated surplus/deficit to date. 1 Identify the contract with a customer
Available for sale reserve includes fair value gains and losses on 2 Identify the performance obligations in the contract
available for sale financial assets.
3 Determine the transaction price
The hedging reserve is used to record the effective portion of the
cumulative net change in the fair value of cash flow hedging 4 Allocate the transaction price to the performance obligations
instruments related to hedged transactions that have not yet
5 Recognise revenue when the entity satisfies each performance
occurred (net of tax).
obligation
The translation reserve is used to record exchange differences
An assessment of the impact on the Group has been undertaken
arising from the retranslation of the net assets and results of
with specific revenue streams identified where revenue recognition
overseas subsidiaries.
will change. Revenue recognition under IFRS 15 is expected to be
New standards and interpretations not yet adopted consistent with current practice with the exception of certain
At the date of authorisation of these financial statements, the programme production contracts and certain commercial licencing
following standards and interpretations, which have not been agreements, where the timing of revenue recognition will change.
applied in these financial statements, were in issue but not yet Licence Fee revenue will continue to be accounted for in line with
effective (and in some cases had not yet been adopted by the EU): IAS 20 Accounting for Government Grants and Disclosure of
Government Assistance. No material changes are currently
— IFRS 9 Financial Instruments expected as a result of adopting IFRS 15.
— IFRS 15 Revenue from Contracts with Customers
(including Clarifications to IFRS 15 Revenue from
Contracts with Customers)

1 See Glossary for further details.

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F I N A N C I A L S TAT E M E N T S

H. Basis of preparation of the financial statements and other

accounting policies continued
IFRS 16 Leases (date of adoption: 1 April 2019) replaces IAS 17.
IFRS 16 will impact the accounting for lessees. For applicable lease
agreements, IFRS 16 will require the recognition of lease assets
and lease liabilities, representing the right to use the leased item
and the respective future lease payments. The rental expense
previously recognised within the income statement will be replaced
by a depreciation charge and a finance charge. This will apply to all
leases unless the term is less than 12 months or the underlying
asset has a low value.
A significant number of lease transactions will be impacted by IFRS
16, with a number of judgements being required to both identify
and account for leases. Work is ongoing to ensure completeness of
leases, collate all necessary data, and implement system changes.
The application of certain practical expedients allowed for upon
adoption is also being considered by the Group.
Lessor accounting, relating to the Group’s investment property
portfolio, is deemed to be similar to IAS 17 and, given the size of
the Group’s investment property portfolio, is not expected to have
a material impact on the Group.
The impact of IFRS 16 on the Group is being assessed by the Group
and cannot currently be reasonably estimated, given the number
of lease arrangements in place. However, given the value of the
Group’s lease commitments, the changes will have a material
impact on the consolidated income statement, consolidated
statement of financial position and consolidated statement
of cash flows.
When IFRS 9, 15 and 16 are adopted, they can be applied either
on a fully retrospective basis, requiring the restatement of the
comparative periods, or with the cumulative impact of the new
standard applied as an adjustment to reserves on the date of
adoption. The Group is expected to apply the latter approach,
which will require the disclosure of the impact of the relevant
accounting standard change on each line item in the financial
statements in the reporting period.

236 BBC Annual Report and Accounts 2017/18 Return tto

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 F I N A N C I A L S TAT E M E N T S

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 the regular use of that asset by the organisation.
Associate E3 An associate is an entity that the BBC Group has significant influence over, but
that does not meet the definition of a joint venture or subsidiary. Significant
influence is the power to participate in the financial and operating decisions of
an entity but is not control or joint control over those policies.
Cash flow swaps G3.3 The BBC’s cash flow swaps exchange a series of variable cash flows for a series
of fixed cash flows.
Cash-generating units E2 Cash-generating units are the smallest group of assets that can independently
generate cash flows.
Changes in demographic and G2.1 Changes in demographic and financial assumptions represent the changes in
financial assumptions estimates used to value the future 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 C7.2 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 of taxable or deductible temporary differences, the carry forward of
unused losses, and/or the carry forward 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 the tax base of an asset
or liability is the amount attributed to that asset or liability for tax purposes.
Derivative G3.3 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 valuation has been derived with reference
to market yields at the end of the reporting period on AA-rated sterling-
denominated corporate bonds with maturities consistent with the estimated term
of the post-employment benefit obligations. Certain types of bonds are excluded
from the calculating model, either because they have unusual features, are
relatively small or potential outliers, in order to remove the distortion that might
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 rate H An effective interest rate is the rate used to discount future cash flows over the
life of the contract back to present value.
Exercise G3.3 Exercise is the point at which the rights in the option are implemented or
acted upon.
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.
Finance lease F4.3 A finance lease is a lease where the lessee has substantially taken on the risks and
rewards of ownership and operating the asset. As such, both the asset and future
liability are recognised on the balance sheet.
Foreign currency transactions G3.3 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 that variations 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 contracts G3.3 Under forward exchange contracts you buy or sell a currency at a fixed exchange
rate with delivery 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 which these financial statements were signed.

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F I N A N C I A L S TAT E M E N T S

Term Note Definition

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.
IAS 19 valuation C8.1 The IAS 19 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 is recoverable from its use or sale.
Inception H Inception is the point at which a contract is confirmed; this is normally the point
at which the contract is signed.
Interest cost on pension F10 The interest cost on pension plan liabilities represents the increase during the
plan liabilities year in the value of the 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 G3.1 Interest rate collars are the same as interest rate caps except that there is also
a lower limit set to the 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 Group 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 the likely 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) C7.2 Net finance income/(cost) is the difference between the expected return on assets
and the interest liabilities.
Operating lease F4.4 An operating lease is a lease where the lessee has not taken on the risks and
rewards of owning and operating the asset. The lessee (the BBC) is hiring rather
than buying an asset.
Past service cost C7.2 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 C7 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 G3.3 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 C6 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 C7.2 Remeasurements which arise from actual performance being different from that
predicted give rise to gains and losses in the statement of comprehensive income.

238 BBC Annual Report and Accounts 2017/18 Return to contents

 F I N A N C I A L S TAT E M E N T S

Term Note Definition

Remeasurements on plan assets G2.2 Remeasurements 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 prior year 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 G4.3 A subsidiary undertaking is an entity that is directly or indirectly controlled by
the Group. Control exists where the Group 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.
Unrealised changes H Unrealised changes are those changes that occur to the value of the embedded
derivative prior to the point at which the derivative is exercised.

1 See Glossary for further details.

Return to contents BBC Annual Report and Accounts 2017/18 239

E Q UA L I T Y I N F O R M AT I O N R E P O R T

Equality Information Report

Our annual Equality Information
Report provides an update on
the progress we have made in
relation to equality, diversity
and inclusion for our workforce.

Doctor Who

240 BBC Annual Report and Accounts 2017/18 Return to contents

 A D D I T I O N A L I N F O R M AT I O N

Staff (reporting is shown separately for our staff and freelancers)

All staff and leadership: 31 March 2018
Workforce All staff Leadership 2020 target

Women 47.7% 43.3% 50.0%

BAME 14.8% 10.4% 15.0%
Disability 10.4% 9.5% 8.0%
LGBT 10.9% 12.0% 8.0%

Age
All staff age distribution by division: 31 March 2018
Age band (numbers) Age band (%)
Division Total <20 20-29 30-39 40-49 50-59 60+ <20 20-29 30-39 40-49 50-59 60+

Content 886 * 162 301 291 110 20 0.2 18.3 34.0 32.8 12.4 2.3
Corporate, Policy
and External Affairs 212 – 38 81 51 30 12 – 17.8 38.2 24.1 14.2 5.7
Deputy Director-
General Group 5,402 92 1,074 1,655 1,436 958 187 1.7 19.9 30.6 26.6 17.7 3.5
English Regions 3,003 – 289 794 934 774 212 – 9.6 26.4 31.1 25.8 7.1
Nations and
Regions 2,732 * 263 660 885 762 157 0.2 9.6 24.2 32.4 27.9 5.7
Network News 3,246 * 325 885 988 895 152 – 10.0 27.3 30.4 27.6 4.7
Radio and
Education 1,912 * 307 555 483 458 108 0.1 16.1 29.0 25.2 24.0 5.6
UK Public
Service 17,393 101 2,458 4,931 5,068 3,987 848 0.6 14.1 28.4 29.1 22.9 4.9
World Service
Group 1,316 – 102 443 405 282 84 – 7.8 33.7 30.8 21.4 6.3
BBC Studios 1,409 * 385 439 343 201 35 0.4 27.3 31.2 24.3 14.3 2.5
Worldwide 1,105 * 237 429 307 117 14 0.1 21.4 38.8 27.8 10.6 1.3
Other 236 – 45 80 45 62 * – 19.1 33.8 19.1 26.3 1.7
Grand Total 21,459 108 3,227 6,322 6,168 4,649 985 0.5 15.0 29.5 28.7 21.7 4.6

Senior leadership staff age distribution by division: 31 March 2018

Age band (numbers) Age band (%)
Division Total <20 20-29 30-39 40-49 50-59 60+ <20 20-29 30-39 40-49 50-59 60+

Content 176 – * 36 92 40 * – 0.5 20.5 52.3 22.7 4.0

Corporate, Policy
and External Affairs 67 – – 20 24 15 * – – 29.9 35.8 22.4 11.9
Deputy Director-
General Group 978 – 10 245 408 286 29 – 1.0 25.1 41.7 29.2 3.0
English Regions 111 – – * 36 55 13 – – 6.3 32.4 49.6 11.7
Nations and
Regions 202 – – 12 90 88 12 – – 5.9 44.6 43.6 5.9
Network News 537 – – 69 210 224 34 – – 12.9 39.1 41.7 6.3
Radio and
Education 223 – * 38 90 79 14 – 0.9 17.0 40.4 35.4 6.3
UK Public
Service 2,294 – 13 427 950 787 117 – 0.6 18.6 41.4 34.3 5.1
World Service
Group 173 – * 18 69 72 13 – 0.6 10.4 39.9 41.6 7.5
BBC Studios 206 – * 23 98 72 11 – 1.0 11.1 47.6 35.0 5.3
Worldwide 366 – 14 129 158 59 * – 3.8 35.3 43.2 16.1 1.6
Other 21 – – * * * * – – 23.8 28.6 42.8 4.8
Grand Total 3,060 – 30 602 1,281 999 148 – 1.0 19.7 41.9 32.6 4.8

All staff data reflects UK based employee contracts only.

Senior leadership is defined as grades 10 and above.
Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

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E Q UA L I T Y I N F O R M AT I O N R E P O R T

All staff age distribution by job family: 31 March 2018

Age band (numbers) Age band (%)
Job Family Total <20 20-29 30-39 40-49 50-59 60+ <20 20-29 30-39 40-49 50-59 60+

Commissioning 143 – * 21 67 40 * – 4.9 14.7 46.8 28.0 5.6

Programming 10,216 * 1,354 3,113 3,161 2,156 426 0.1 13.3 30.4 30.9 21.1 4.2
Technical/
Engineering 5,338 * 774 1,470 1,368 1,387 334 0.1 14.5 27.5 25.6 26.0 6.3
Sales/Marketing 599 * 159 242 138 51 * 0.2 26.5 40.4 23.1 8.5 1.3
Support/Admin 3,261 * 416 1,001 981 732 130 – 12.8 30.7 30.1 22.4 4.0
Not Allocated 1,902 95 517 475 453 283 79 5.0 27.1 25.0 23.8 14.9 4.2
Grand Total 21,459 108 3,227 6,322 6,168 4,649 985 0.5 15.0 29.5 28.7 21.7 4.6

Senior leadership staff age distribution by job family: 31 March 2018

Age band (numbers) Age band (%)
Job Family Total <20 20-29 30-39 40-49 50-59 60+ <20 20-29 30-39 40-49 50-59 60+

Commissioning 99 – – 12 48 32 * – – 12.1 48.5 32.3 7.1

Programming 1,244 – * 154 527 483 75 – 0.4 12.4 42.4 38.8 60
Technical/
Engineering 396 – * 90 175 116 14 – 0.3 22.7 44.2 29.3 3.5
Sales/Marketing 101 – – 39 42 19 * – – 38.6 41.6 18.8 10
Support/Admin 841 – 14 207 325 261 34 – 1.8 24.6 38.6 31.0 4.0
Not Allocated 379 – 10 100 164 88 17 – 2.6 26.4 43.3 23.2 4.5
Grand Total 3,060 – 30 602 1,281 999 148 – 1.0 19.7 41.9 32.6 4.8

All staff age distribution by grade bands: 31 March 2018

Age band (numbers) Age band (%)
Grade band Total <20 20-29 30-39 40-49 50-59 60+ <20 20-29 30-39 40-49 50-59 60+

Worldwide non-
SM equivalent 812 – 231 337 172 63 * – 28.4 41.5 21.2 7.8 1.1
Bands 1-4 2,262 100 739 410 419 418 176 4.4 32.7 18.1 18.5 18.5 7.8
Bands 5-7 9,542 * 1,941 3,148 2,278 1,756 411 0.1 20.3 33.0 23.9 18.4 4.3
Bands 8/9 5,783 – 286 1,825 2,018 1,413 241 – 4.9 31.6 34.9 24.4 4.2
Bands 10/11 2,715 – 30 591 1,143 835 116 – 1.1 21.8 42.1 30.7 4.3
Bands SM2/1 345 – – 11 138 164 32 – – 3.2 40.0 47.5 9.3
Grand Total 21,459 108 3,227 6,322 6,168 4,649 985 0.5 15.0 29.5 28.7 21.7 4.6

All staff leaver and joiner distribution by age: 31 March 2018

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 3,464 25 1,162 1,127 613 389 148 0.7 33.6 32.5 17.7 11.2 4.3
Joiners 3,915 98 1,786 1,181 554 243 53 2.5 45.6 30.2 14.1 6.2 1.4

All staff data reflects UK based employee contracts only.

Senior leadership is defined as grades 10 and above.
Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

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 A D D I T I O N A L I N F O R M AT I O N

All staff leaver distribution by age and reason for leaving: 31 March 2018
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 1,248 * 366 528 238 96 18 0.2 29.3 42.3 19.1 7.7 1.4
Redundancy 626 – 22 138 217 197 52 – 3.5 22.0 34.7 31.5 8.3
End FTC 1,478 23 763 446 141 73 32 1.6 51.6 30.2 9.5 4.9 2.2
Other involuntary 52 – * 12 12 14 * – 15.4 23.1 23.1 26.9 11.5
Other 60 – * * * * 40 – 5.0 5.0 8.3 15.0 66.7
Grand Total 3,464 25 1,162 1,127 613 389 148 0.7 33.6 32.5 17.7 11.2 4.3

All staff internal mover distribution by age: 31 March 2018

Age band (numbers) Age band (%)
Internal move type Total <20 20-29 30-39 40-49 50-59 60+ <20 20-29 30-39 40-49 50-59 60+

Attachment 1,738 – 264 789 492 177 16 – 15.2 45.4 28.3 10.2 0.9
Promotion 463 * 173 179 88 21 * 0.2 37.4 38.7 19.0 4.5 0.2
Transfer 1,788 * 683 618 336 136 11 0.2 38.2 34.6 18.8 7.6 0.6
Grand Total 3,989 * 1,120 1,586 916 334 28 0.1 28.1 39.8 22.9 8.4 0.7

All staff age distribution by contract type: 31 March 2018

Age band (numbers) Age band (%)
Contract type Total <20 20-29 30-39 40-49 50-59 60+ <20 20-29 30-39 40-49 50-59 60+

Continuing 18,378 * 1,765 5,456 5,762 4,474 920 – 9.6 29.7 31.4 24.3 5.0
Fixed term less
than 1 yr 2,283 24 1,117 673 306 125 38 1.1 48.9 29.5 13.4 5.5 1.7
Fixed term 1 yr+ 728 83 328 179 84 39 15 11.4 45.0 24.6 11.6 5.4 2.1
Flexicon 70 – 17 14 16 11 12 – 24.3 20.0 22.9 15.7 17.1
Grand Total 21,459 108 3,227 6,322 6,168 4,649 985 0.5 15.0 29.5 28.7 21.7 4.6

All staff age distribution by length of service: 31 March 2018

Age band (numbers) Age band (%)
Length of service (yrs) Total <20 20-29 30-39 40-49 50-59 60+ <20 20-29 30-39 40-49 50-59 60+

Less than 1 3,043 87 1,324 928 465 201 38 2.9 43.5 30.5 15.3 6.6 1.2
1<3 3,088 21 1,137 1,113 524 254 39 0.7 36.8 36.0 17.0 8.2 1.3
3<5 2,359 – 545 1,015 515 227 57 – 23.1 43.1 21.8 9.6 2.4
5<10 3,528 – 219 1,864 948 411 86 – 6.2 52.8 26.9 11.7 2.4
10+ 9,441 – * 1,402 3,716 3,556 765 – – 14.9 39.4 37.6 8.1
Grand Total 21,459 108 3,227 6,322 6,168 4,649 985 0.5 15.0 29.5 28.7 21.7 4.6

All staff data reflects UK based employee contracts only.

Senior leadership is defined as grades 10 and above.
Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

Return to contents BBC Annual Report and Accounts 2017/18 243

E Q UA L I T Y I N F O R M AT I O N R E P O R T

Disability
All staff disability distribution by division: 31 March 2018
Disability (numbers) Disability (%)
Division Total Disabled Not disabled Disabled Not disabled

Content 809 83 726 10.3 89.7

Corporate, Policy and External Affairs 191 25 166 13.1 86.9
Deputy Director-General Group 4,869 627 4,242 12.9 87.1
English Regions 2,790 248 2,542 8.9 91.1
Nations and Regions 2,554 242 2,312 9.5 90.5
Network News 3,004 291 2,713 9.7 90.3
Radio and Education 1,757 219 1,538 12.5 87.5
UK Public Service 15,974 1,735 14,239 10.9 89.1
World Service Group 1,182 83 1,099 7.0 93.0
BBC Studios 1,293 125 1,168 9.7 90.3
Worldwide 981 81 900 8.3 91.7
Other 213 17 196 8.0 92.0
Grand Total 19,643 2,041 17,602 10.4 89.6

Senior leadership staff disability distribution by division: 31 March 2018

Disability (numbers) Disability (%)
Division Total Disabled Not disabled Disabled Not disabled

Content 162 17 145 10.5 89.5

Corporate, Policy and External Affairs 60 * 52 13.3 86.7
Deputy Director-General Group 912 96 816 10.5 89.5
English Regions 106 16 90 15.1 84.9
Nations and Regions 193 13 180 6.7 93.3
Network News 510 43 467 8.4 91.6
Radio and Education 213 29 184 13.6 86.4
UK Public Service 2,156 222 1,934 10.3 89.7
World Service Group 158 13 145 8.2 91.8
BBC Studios 192 15 177 7.8 92.2
Worldwide 337 21 316 6.2 93.8
Other 19 – 19 – 100.0
Grand Total 2,862 271 2,591 9.5 90.5

All staff disability distribution by job family: 31 March 2018

Disability (numbers) Disability (%)
Job Family Total Disabled Not disabled Disabled Not disabled

Commissioning 128 12 116 9.4 90.6

Programming 9,486 892 8,594 9.4 90.6
Technical/Engineering 4,837 566 4,271 11.7 88.3
Sales/Marketing 537 70 467 13.0 87.0
Support/Admin 3,014 352 2,662 11.7 88.3
Not Allocated 1,641 149 1,492 9.1 90.9
Grand Total 19,643 2,041 17,602 10.4 89.6

All staff data reflects UK based employee contracts only.

Senior leadership is defined as grades 10 and above.
Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

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Senior leadership staff disability distribution by job family: 31 March 2018

Disability (numbers) Disability (%)
Job Family Total Disabled Not disabled Disabled Not disabled

Commissioning 92 * 84 8.7 91.3

Programming 1,173 107 1,066 9.1 90.9
Technical/Engineering 373 40 333 10.7 89.3
Sales/Marketing 93 * 84 9.7 90.3
Support/Admin 779 79 700 10.1 89.9
Not Allocated 352 28 324 8.0 92.0
Grand Total 2,862 271 2,591 9.5 90.5

All staff disability distribution by grade bands: 31 March 2018

Disability (numbers) Disability (%)
Grade band Total Disabled Not disabled Disabled Not disabled

Worldwide non-SM equivalent 710 62 648 8.7 91.3

Bands 1-4 1,963 244 1,719 12.4 87.6
Bands 5-7 8,737 935 7,802 10.7 89.3
Bands 8/9 5,371 529 4,842 9.8 90.2
Bands 10/11 2,541 240 2,301 9.4 90.6
Bands SM2/1 321 31 290 9.7 90.3
Grand Total 19,643 2,041 17,602 10.4 89.6

All staff leaver and joiner distribution by disability: 31 March 2018

Disability (numbers) Disability (%)
Category Total Disabled Not disabled Disabled Not disabled

Leavers 3,020 307 2,713 10.2 89.8

Joiners 3,247 290 2,957 8.9 91.1

All staff leaver distribution by disability and reason for leaving: 31 March 2018
Disability (numbers) Disability (%)
Reason for leaving Total Disabled Not disabled Disabled Not disabled

Voluntary 1,105 105 1,000 9.5 90.5

Redundancy 592 54 538 9.1 90.9
End FTC 1,218 131 1,087 10.8 89.2
Other involuntary 48 * 39 18.8 81.2
Other 57 * 49 14.0 86.0
Grand Total 3,020 307 2,713 10.2 89.8

All staff internal mover distribution by disability: 31 March 2018

Disability (numbers) Disability (%)
Internal move type Total Disabled Not disabled Disabled Not disabled

Attachment 1,649 194 1,455 11.8 88.2

Promotion 427 52 375 12.2 87.8
Transfer 1,558 180 1,378 11.6 88.4
Grand Total 3,634 426 3,208 11.7 88.3

All staff data reflects UK based employee contracts only.

Senior leadership is defined as grades 10 and above.
Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

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E Q UA L I T Y I N F O R M AT I O N R E P O R T

All staff disability distribution by contract type: 31 March 2018

Disability (numbers) Disability (%)
Contract type Total Disabled Not disabled Disabled Not disabled

Continuing 16,998 1,764 15,234 10.4 89.6

Fixed term less than 1 yr 1,991 205 1,786 10.3 89.7
Fixed term 1 yr+ 589 64 525 10.9 89.1
Flexicon 65 * 57 12.3 87.7
Grand Total 19,643 2,041 17,602 10.4 89.6

All staff disability distribution by length of service: 31 March 2018

Disability (numbers) Disability (%)
Length of service (yrs) Total Disabled Not disabled Disabled Not disabled

Less than 1 2,661 208 2,453 7.8 92.2

1<3 2,487 282 2,205 11.3 88.7
3<5 2,265 220 2,045 9.7 90.3
5<10 3,387 368 3,019 10.9 89.1
10+ 8,843 963 7,880 10.9 89.1
Grand Total 19,643 2,041 17,602 10.4 89.6

All staff data reflects UK based employee contracts only.

Senior leadership is defined as grades 10 and above.
Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

246 BBC Annual Report and Accounts 2017/18 Return to contents

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Ethnicity
All staff ethnicity distribution by division: 31 March 2018
Ethnicity band (numbers) Ethnicity band (%)
Other white Other white
Division Total BAME background White UK BAME background White UK

Content 843 123 48 672 14.6 5.7 79.7

Corporate, Policy and
External Affairs 208 25 13 170 12.0 6.3 81.7
Deputy Director-General
Group 5,134 875 316 3,943 17.0 6.2 76.8
English Regions 2,888 241 78 2,569 8.3 2.7 89.0
Nations and Regions 2,644 82 290 2,272 3.1 11.0 85.9
Network News 3,099 464 230 2,405 15.0 7.4 77.6
Radio and Education 1,853 204 92 1,557 11.0 5.0 84.0
UK Public Service 16,669 2,014 1,067 13,588 12.1 6.4 81.5
World Service Group 1,196 651 115 430 54.4 9.6 36.0
BBC Studios 1,345 130 75 1,140 9.6 5.6 84.8
Worldwide 1,046 204 108 734 19.5 10.3 70.2
Other 227 24 * 195 10.6 3.5 85.9
Grand Total 20,483 3,023 1,373 16,087 14.8 6.7 78.5

Senior leadership staff ethnicity distribution by division: 31 March 2018

Ethnicity band (numbers) Ethnicity band (%)
Other white Other white
Division Total BAME background White UK BAME background White UK

Content 166 14 10 142 8.4 6.0 85.6

Corporate, Policy and
External Affairs 66 * * 57 6.0 7.6 86.4
Deputy Director-General
Group 944 88 67 789 9.3 7.1 83.6
English Regions 106 * * 94 8.5 2.8 88.7
Nations and Regions 194 * 26 164 2.1 13.4 84.5
Network News 520 45 24 451 8.7 4.6 86.7
Radio and Education 219 23 * 187 10.5 4.1 85.4
UK Public Service 2,215 187 144 1,884 8.4 6.5 85.1
World Service Group 163 56 12 95 34.3 7.4 58.3
BBC Studios 201 15 11 175 7.5 5.5 87.0
Worldwide 348 49 30 269 14.1 8.6 77.3
Other 21 – * 20 – 4.8 95.2
Grand Total 2,948 307 198 2,443 10.4 6.7 82.9

All staff data reflects UK based employee contracts only.

Senior leadership is defined as grades 10 and above.
Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

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E Q UA L I T Y I N F O R M AT I O N R E P O R T

All staff ethnicity distribution by job family: 31 March 2018

Ethnicity band (numbers) Ethnicity band (%)
Other white Other white
Job Family Total BAME background White UK BAME background White UK

Commissioning 137 19 14 104 13.9 10.2 75.9

Programming 9,772 1,500 651 7,621 15.3 6.7 78.0
Technical/Engineering 5,065 657 308 4,100 13.0 6.1 80.9
Sales/Marketing 567 60 46 461 10.6 8.1 81.3
Support/Admin 3,134 509 218 2,407 16.2 7.0 76.8
Not Allocated 1,808 278 136 1,394 15.4 7.5 77.1
Grand Total 20,483 3,023 1,373 16,087 14.8 6.7 78.5

Senior leadership staff ethnicity distribution by job family: 31 March 2018

Ethnicity band (numbers) Ethnicity band (%)
Other white Other white
Job Family Total BAME background White UK BAME background White UK

Commissioning 95 * 11 77 7.4 11.6 81.0

Programming 1,201 143 61 997 11.9 5.1 83.0
Technical/Engineering 377 37 24 316 9.8 6.4 83.8
Sales/Marketing 100 * * 90 4.0 6.0 90.0
Support/Admin 814 79 69 666 9.7 8.5 81.8
Not Allocated 361 37 27 297 10.2 7.5 82.3
Grand Total 2,948 307 198 2,443 10.4 6.7 82.9

All staff ethnicity distribution by grade bands: 31 March 2018

Ethnicity band (numbers) Ethnicity band (%)
Other white Other white
Grade band Total BAME background White UK BAME background White UK

Worldwide non-SM
equivalent 769 167 86 516 21.7 11.2 67.1
Bands 1-4 2,152 318 106 1,728 14.8 4.9 80.3
Bands 5-7 9,095 1,443 627 7,025 15.9 6.9 77.2
Bands 8/9 5,519 788 356 4,375 14.3 6.4 79.3
Bands 10/11 2,615 286 170 2,159 10.9 6.5 82.6
Bands SM2/1 333 21 28 284 6.3 8.4 85.3
Grand Total 20,483 3,023 1,373 16,087 14.8 6.7 78.5

All staff leaver and joiner distribution by ethnicity: 31 March 2018

Ethnicity band (numbers) Ethnicity band (%)
Other white Other white
Category Total BAME background White UK BAME background White UK

Leavers 3,265 535 253 2,477 16.4 7.7 75.9

Joiners 3,608 637 280 2,691 17.7 7.7 74.6

All staff data reflects UK based employee contracts only.

Senior leadership is defined as grades 10 and above.
Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

248 BBC Annual Report and Accounts 2017/18 Return to contents

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All staff leaver distribution by ethnicity and reason for leaving: 31 March 2018
Ethnicity band (numbers) Ethnicity band (%)
Other white Other white
Reason for leaving Total BAME background White UK BAME background White UK

Voluntary 1,167 222 93 852 19.0 8.0 73.0

Redundancy 604 69 43 492 11.4 7.1 81.5
End FTC 1,384 233 107 1,044 16.8 7.7 75.5
Other involuntary 51 * * 38 15.7 9.8 74.5
Other 59 * * 51 5.1 8.5 86.4
Grand Total 3,265 535 253 2,477 16.4 7.7 75.9

All staff internal mover distribution by ethnicity: 31 March 2018

Ethnicity band (numbers) Ethnicity band (%)
Other white Other white
Internal move type Total BAME background White UK BAME background White UK

Attachment 1,687 245 114 1,328 14.5 6.8 78.7

Promotion 451 66 28 357 14.6 6.2 79.2
Transfer 1,697 317 127 1,253 18.7 7.5 73.8
Grand Total 3,835 628 269 2,938 16.4 7.0 76.6

All staff ethnicity distribution by contract type: 31 March 2018

Ethnicity band (numbers) Ethnicity band (%)
Other white Other white
Contract type Total BAME background White UK BAME background White UK

Continuing 17,603 2,517 1,148 13,938 14.3 6.5 79.2

Fixed term less than 1 yr 2,136 367 162 1,607 17.2 7.6 75.2
Fixed term 1 yr+ 679 137 54 488 20.2 8.0 71.8
Flexicon 65 * * 54 3.1 13.8 83.1
Grand Total 20,483 3,023 1,373 16,087 14.8 6.7 78.5

All staff ethnicity distribution by length of service: 31 March 2018

Ethnicity band (numbers) Ethnicity band (%)
Other white Other white
Length of service (yrs) Total BAME background White UK BAME background White UK

Less than 1 2,792 505 223 2,064 18.1 8.0 73.9

1<3 2,936 524 258 2,154 17.8 8.8 73.4
3<5 2,264 369 191 1,704 16.3 8.4 75.3
5<10 3,353 583 223 2,547 17.3 6.7 76.0
10+ 9,138 1,042 478 7,618 11.4 5.2 83.4
Grand Total 20,483 3,023 1,373 16,087 14.8 6.7 78.5

All staff data reflects UK based employee contracts only.

Senior leadership is defined as grades 10 and above.
Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

Return to contents BBC Annual Report and Accounts 2017/18 249

E Q UA L I T Y I N F O R M AT I O N R E P O R T

Gender
All staff gender distribution by division: 31 March 2018
Gender band (numbers) Gender band (%)
Division Total Female Male Female Male

Content 886 409 477 46.2 53.8

Corporate, Policy and External Affairs 212 149 63 70.3 29.7
Deputy Director-General Group 5,402 2,227 3,175 41.2 58.8
English Regions 3,003 1,388 1,615 46.2 53.8
Nations and Regions 2,732 1,219 1,513 44.6 55.4
Network News 3,246 1,480 1,766 45.6 54.4
Radio and Education 1,912 1,085 827 56.7 43.3
UK Public Service 17,393 7,957 9,436 45.7 54.3
World Service Group 1,316 636 680 48.3 51.7
BBC Studios 1,409 899 510 63.8 36.2
Worldwide 1,105 617 488 55.8 44.2
Other 236 132 104 55.9 44.1
Grand Total 21,459 10,241 11,218 47.7 52.3

Senior leadership staff gender distribution by division: 31 March 2018

Gender band (numbers) Gender band (%)
Division Total Female Male Female Male

Content 176 79 97 44.9 55.1

Corporate, Policy and External Affairs 67 38 29 56.7 43.3
Deputy Director-General Group 978 381 597 39.0 61.0
English Regions 111 49 62 44.1 55.9
Nations and Regions 202 77 125 38.1 61.9
Network News 537 233 304 43.4 56.6
Radio and Education 223 107 116 48.0 52.0
UK Public Service 2,294 964 1,330 42.0 58.0
World Service Group 173 71 102 41.0 59.0
BBC Studios 206 103 103 50.0 50.0
Worldwide 366 178 188 48.6 51.4
Other 21 * 13 38.1 61.9
Grand Total 3,060 1,324 1,736 43.3 56.7

All staff gender distribution by job family: 31 March 2018

Gender band (numbers) Gender band (%)
Job Family Total Female Male Female Male

Commissioning 143 83 60 58.0 42.0

Programming 10,216 5,342 4,874 52.3 47.7
Technical/Engineering 5,338 1,328 4,010 24.9 75.1
Sales/Marketing 599 375 224 62.6 37.4
Support/Admin 3,261 2,131 1,130 65.3 34.7
Not Allocated 1,902 982 920 51.6 48.4
Grand Total 21,459 10,241 11,218 47.7 52.3

Senior leadership staff gender distribution by job family: 31 March 2018

Gender band (numbers) Gender band (%)
Job Family Total Female Male Female Male

Commissioning 99 53 46 53.5 46.5

Programming 1,244 549 695 44.1 55.9
Technical/Engineering 396 72 324 18.2 81.8
Sales/Marketing 101 54 47 53.5 46.5
Support/Admin 841 425 416 50.5 49.5
Not Allocated 379 171 208 45.1 54.9
Grand Total 3,060 1,324 1,736 43.3 56.7

All staff data reflects UK based employee contracts only.

Senior leadership is defined as grades 10 and above.
Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

250 BBC Annual Report and Accounts 2017/18 Return to contents

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All staff gender distribution by grade bands: 31 March 2018

Gender band (numbers) Gender band (%)
Grade band Total Female Male Female Male

Worldwide non-SM equivalent 812 471 341 58.0 42.0

Bands 1-4 2,262 1,280 982 56.6 43.4
Bands 5-7 9,542 4,675 4,867 49.0 51.0
Bands 8/9 5,783 2,491 3,292 43.1 56.9
Bands 10/11 2,715 1,197 1,518 44.1 55.9
Bands SM2/1 345 127 218 36.8 63.2
Grand Total 21,459 10,241 11,218 47.7 52.3

All staff leaver and joiner distribution by gender: 31 March 2018

Gender band (numbers) Gender band (%)
Category Total Female Male Female Male

Leavers 3,464 1,987 1,477 57.4 42.6

Joiners 3,915 2,127 1,788 54.3 45.7

All staff leaver distribution by gender and reason for leaving: 31 March 2018
Gender band (numbers) Gender band (%)
Reason for leaving Total Female Male Female Male

Voluntary 1,248 656 592 52.6 47.4

Redundancy 626 385 241 61.5 38.5
End FTC 1,478 900 578 60.9 39.1
Other involuntary 52 28 24 53.8 46.2
Other 60 18 42 30.0 70.0
Grand Total 3,464 1,987 1,477 57.4 42.6

All staff internal mover distribution by gender: 31 March 2018

Gender band (numbers) Gender band (%)
Internal move type Total Female Male Female Male

Attachment 1,738 1,036 702 59.6 40.4

Promotion 463 208 255 44.9 55.1
Transfer 1,788 964 824 53.9 46.1
Grand Total 3,989 2,208 1,781 55.4 44.6

All staff gender distribution by contract type: 31 March 2018

Gender band (numbers) Gender band (%)
Contract type Total Female Male Female Male

Continuing 18,378 8,551 9,827 46.5 53.5

Fixed term less than 1 yr 2,283 1,328 955 58.2 41.8
Fixed term 1 yr+ 728 321 407 44.1 55.9
Flexicon 70 41 29 58.6 41.4
Grand Total 21,459 10,241 11,218 47.7 52.3

All staff gender distribution by length of service: 31st March 2018

Gender band (numbers) Gender band (%)
Length of service (yrs) Total Female Male Female Male

Less than 1 3,043 1,576 1,467 51.8 48.2

1<3 3,088 1,599 1,489 51.8 48.2
3<5 2,359 1,162 1,197 49.3 50.7
5<10 3,528 1,697 1,831 48.1 51.9
10+ 9,441 4,207 5,234 44.6 55.4
Grand Total 21,459 10,241 11,218 47.7 52.3

All staff data reflects UK based employee contracts only.

Senior leadership is defined as grades 10 and above.
Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

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E Q UA L I T Y I N F O R M AT I O N R E P O R T

Religion
All staff religion and belief distribution (numbers): 31 March 2018
Religion and belief (numbers)
Prefer not
to say/
Total Total Atheist Buddhist Christian Hindu Jewish Muslim Sikh Other None excluded

BBC total 21,459 3,518 117 6,056 268 187 518 134 685 8,196 1,780

All staff religion and belief distribution (percentages): 31 March 2018

Religion and belief (%)
Prefer not
to say/
Total Atheist Buddhist Christian Hindu Jewish Muslim Sikh Other None excluded

BBC total 16.4 0.5 28.2 1.3 0.9 2.4 0.6 3.2 38.2 8.3

Senior leadership staff religion and belief distribution (numbers): 31 March 2018
Religion and belief (numbers)
Prefer not
to say/
Total Total Atheist Buddhist Christian Hindu Jewish Muslim Sikh Other None excluded

BBC total 3,060 533 15 1,001 38 47 48 21 81 1,036 240

Senior leadership staff religion and belief distribution (percentages): 31 March 2018
Religion and belief (%)
Prefer not
to say/
Total Atheist Buddhist Christian Hindu Jewish Muslim Sikh Other None excluded

BBC total 17.4 0.5 32.7 1.2 1.5 1.6 0.7 2.7 33.9 7.8

All staff religion and belief distribution by grade bands (numbers): 31 March 2018
Religion and belief (numbers)
Prefer not
to say/
Grade band Total Atheist Buddhist Christian Hindu Jewish Muslim Sikh Other None excluded

Worldwide non-SM equivalent 812 127 * 240 31 * 24 * 29 271 71

Bands 1-4 2,262 314 * 636 17 11 43 16 71 963 185
Bands 5-7 9,542 1,565 62 2,612 105 74 271 61 332 3,648 812
Bands 8/9 5,783 979 28 1,567 77 46 132 32 172 2,278 472
Bands 10/11 2,715 475 13 874 36 41 41 20 74 923 218
Bands SM2/1 345 58 * 127 * * * * * 113 22
Grand Total 21,459 3,518 117 6,056 268 187 518 134 685 8,196 1,780

All staff data reflects UK based employee contracts only.

Senior leadership is defined as grades 10 and above.
Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

252 BBC Annual Report and Accounts 2017/18 Return to contents

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All staff religion and belief distribution by grade bands (percentages): 31 March 2018
Religion and belief (%)
Prefer not
to say/
Grade band Atheist Buddhist Christian Hindu Jewish Muslim Sikh Other None excluded

Worldwide non-SM equivalent 15.6 0.7 29.6 3.8 1.1 3.0 0.5 3.6 33.4 8.7
Bands 1-4 13.9 0.3 28.1 0.8 0.5 1.9 0.7 3.1 42.6 8.1
Bands 5-7 16.4 0.7 27.4 1.1 0.8 2.8 0.6 3.5 38.2 8.5
Bands 8/9 16.9 0.5 27.1 1.3 0.8 2.3 0.6 2.9 39.4 8.2
Bands 10/11 17.5 0.5 32.2 1.3 1.5 1.5 0.7 2.8 34.0 8.0
Bands SM2/1 16.8 0.6 36.8 0.6 1.7 2.0 0.3 2.0 32.8 6.4
Grand Total 16.4 0.5 28.2 1.3 0.9 2.4 0.6 3.2 38.2 8.3

All staff leaver and joiner distribution by religion and belief (numbers): 31 March 2018
Religion and belief (numbers)
Prefer not
to say/
Category Total Atheist Buddhist Christian Hindu Jewish Muslim Sikh Other None excluded

Leavers 3,464 671 28 877 49 29 74 27 145 1,007 557

Joiners 3,915 755 24 932 51 34 102 26 141 1,245 605

All staff leaver and joiner distribution by religion and belief (percentages): 31 March 2018
Religion and belief (%)
Prefer not
to say/
Category Atheist Buddhist Christian Hindu Jewish Muslim Sikh Other None excluded

Leavers 19.4 0.8 25.3 1.4 0.8 2.1 0.8 4.2 29.1 16.1
Joiners 19.3 0.6 23.8 1.3 0.9 2.6 0.7 3.6 31.8 15.4

All staff leaver distribution by religion and belief and reason for leaving (numbers): 31 March 2018
Religion and belief (numbers)
Prefer not
to say/
Reason for leaving Total Atheist Buddhist Christian Hindu Jewish Muslim Sikh Other None excluded

Voluntary 1,248 234 * 298 27 10 30 13 57 380 191

Redundancy 626 109 10 192 * * * * 20 158 118
End FTC 1,478 314 10 349 15 14 36 11 67 442 220
Other involuntary 52 * – 20 * * – – – 10 13
Other 60 * – 18 – – * * * 17 15
Grand Total 3,464 671 28 877 49 29 74 27 145 1,007 557

All staff data reflects UK based employee contracts only.

Senior leadership is defined as grades 10 and above.
Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

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All staff leaver distribution by religion and belief and reason for leaving (percentages): 31 March 2018
Religion and belief (%)
Prefer not
to say/
Reason for leaving Atheist Buddhist Christian Hindu Jewish Muslim Sikh Other None excluded

Voluntary 18.8 0.6 23.9 2.2 0.8 2.4 1.0 4.6 30.4 15.3
Redundancy 17.4 1.6 30.7 1.0 0.6 1.1 0.3 3.2 25.2 18.9
End FTC 21.3 0.7 23.6 1.0 1.0 2.4 0.7 4.5 29.9 14.9
Other involuntary 13.5 – 38.5 1.9 1.9 – – – 19.2 25.0
Other 11.6 – 30.0 – – 1.7 1.7 1.7 28.3 25.0
Grand Total 19.4 0.8 25.3 1.4 0.8 2.1 0.8 4.2 29.1 16.1

All staff religion and belief distribution by contract type (numbers): 31 March 2018
Religion and belief (numbers)
Prefer not
to say/
Contract type Total Atheist Buddhist Christian Hindu Jewish Muslim Sikh Other None excluded

Continuing 18,378 2,921 101 5,246 227 157 432 111 559 7,252 1,372
Fixed term less than 1 yr 2,283 450 14 589 24 26 65 20 91 684 320
Fixed term 1 yr+ 728 139 * 201 17 * 21 * 29 231 82
Flexicon 70 * – 20 – * – – * 29 *
Grand Total 21,459 3,518 117 6,056 268 187 518 134 685 8,196 1,780

All staff religion and belief distribution by contract type (percentages): 31 March 2018
Religion and belief (%)
Prefer not
to say/
Contract type Atheist Buddhist Christian Hindu Jewish Muslim Sikh Other None excluded

Continuing 15.9 0.5 28.5 1.2 0.9 2.4 0.6 3.0 39.5 7.5
Fixed term less than 1 yr 19.7 0.6 25.8 1.1 1.1 2.8 0.9 4.0 30.0 14.0
Fixed term 1 yr+ 19.1 0.3 27.6 2.3 0.4 2.9 0.4 4.0 31.7 11.3
Flexicon 11.4 – 28.6 – 1.4 – – 8.6 41.4 8.6
Grand Total 16.4 0.5 28.2 1.3 0.9 2.4 0.6 3.2 38.2 8.3

All staff religion and belief distribution by length of service (numbers): 31 March 2018
Religion and belief (numbers)
Prefer not
to say/
Length of service (yrs) Total Atheist Buddhist Christian Hindu Jewish Muslim Sikh Other None excluded

Less than 1 3,043 563 19 753 42 26 81 19 102 965 473

1<3 3,088 627 19 855 73 27 85 35 125 966 276
3<5 2,359 476 10 687 30 25 85 17 95 758 176
5<10 3,528 582 20 1,001 53 28 129 13 110 1,341 251
10+ 9,441 1,270 49 2,760 70 81 138 50 253 4,166 604
Grand Total 21,459 3,518 117 6,056 268 187 518 134 685 8,196 1,780

All staff religion and belief distribution by length of service (percentages): 31 March 2018
Religion and Belief (%)
Prefer not
to say/
Length of service (yrs) Atheist Buddhist Christian Hindu Jewish Muslim Sikh Other None excluded

Less than 1 18.5 0.6 24.7 1.4 0.9 2.7 0.6 3.4 31.7 15.5
1<3 20.3 0.6 27.7 2.4 0.9 2.8 1.1 4.0 31.3 8.9
3<5 20.2 0.4 29.1 1.3 1.1 3.6 0.7 4.0 32.1 7.5
5<10 16.5 0.6 28.4 1.5 0.8 3.7 0.3 3.1 38.0 7.1
10+ 13.5 0.5 29.2 0.7 0.9 1.5 0.5 2.7 44.1 6.4
Grand Total 16.4 0.5 28.2 1.3 0.9 2.4 0.6 3.2 38.2 8.3

All staff data reflects UK based employee contracts only.

Senior leadership is defined as grades 10 and above.
Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

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Sexual orientation & gender identity

All staff sexual orientation and gender identity distribution by division (numbers): 31 March 2018
Sexual orientation (numbers)
Gay woman/ Heterosexual/ Prefer not to
Division Total Bisexual Gay man lesbian straight Other say/excluded Transgender LGBT

Content 886 16 23 15 667 * 163 13 66

Corporate, Policy
and External Affairs 212 * 16 – 167 * 26 * 24
Deputy Director-
General Group 5,402 115 213 66 4,183 31 794 110 509
English Regions 3,003 32 107 17 1,991 18 838 59 221
Nations and Regions 2,732 23 83 15 1,869 * 733 46 170
Network News 3,246 62 134 30 1,986 22 1,012 57 292
Radio and Education 1,912 34 74 29 1,277 11 487 45 183
UK Public Service 17,393 284 650 172 12,140 94 4,053 335 1,465
World Service
Group 1,316 21 31 4 850 10 400 11 76
BBC Studios 1,409 45 65 18 1,032 10 239 34 168
Worldwide 1,105 18 44 * 917 * 119 36 101
Other 236 * * * 182 * 45 * 10
Grand Total 21,459 369 794 202 15,121 117 4,856 417 1,820

All staff sexual orientation and gender identity distribution by division (percentages): 31 March 2018
Sexual orientation (%)
Gay woman/ Heterosexual/ Prefer not to
Division Bisexual Gay man lesbian straight Other say/excluded Transgender LGBT

Content 1.8 2.6 1.7 75.3 0.2 18.4 1.8 9.1

Corporate, Policy and External
Affairs 0.9 7.5 – 78.8 0.5 12.3 2.7 12.9
Deputy Director-General Group 2.1 3.9 1.2 77.5 0.6 14.7 2.4 11.0
English Regions 1.0 3.6 0.6 66.3 0.6 27.9 2.7 10.2
Nations and Regions 0.9 3.0 0.6 68.4 0.3 26.8 2.3 8.5
Network News 1.9 4.1 0.9 61.2 0.7 31.2 2.6 13.1
Radio and Education 1.8 3.9 1.5 66.8 0.6 25.4 3.2 12.8
UK Public Service 1.6 3.7 1.0 69.8 0.6 23.3 2.5 11.0
World Service Group 1.6 2.3 0.3 64.6 0.8 30.4 1.2 8.3
BBC Studios 3.2 4.6 1.3 73.2 0.7 17.0 2.9 14.4
Worldwide 1.6 4.0 0.5 83.0 0.2 10.7 3.7 10.2
Other 0.4 1.7 1.3 77.1 0.4 19.1 0.5 5.2
Grand Total 1.7 3.7 1.0 70.5 0.5 22.6 2.5 11.0

All staff data reflects UK based employee contracts only.

Senior leadership is defined as grades 10 and above.
Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

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Senior leadership staff sexual orientation and gender identity distribution by division (numbers): 31 March 2018
Sexual orientation (numbers)
Gay woman/ Heterosexual/ Prefer not to
Division Total Bisexual Gay man lesbian straight Other say/excluded Transgender LGBT

Grand Total 3,060 40 156 33 2,274 16 541 71 303

Senior leadership staff sexual orientation and gender identity distribution by division (percentages): 31 March 2018
Sexual orientation (%)
Gay woman/ Heterosexual/ Prefer not to
Division Bisexual Gay man lesbian straight Other say/excluded Transgender LGBT

Grand Total 1.3 5.1 1.1 74.3 0.5 17.7 2.8 12.0

All staff sexual orientation and gender identity distribution by job family (percentages): 31 March 2018
Sexual orientation (%)
Gay woman/ Heterosexual/ Prefer not to
Job Family Bisexual Gay man lesbian straight Other say/excluded Transgender LGBT

Commissioning 0.7 6.3 1.4 76.9 – 14.7 4.1 13.1

Programming 1.7 3.7 0.9 67.2 0.6 25.9 2.8 11.6
Technical/Engineering 1.9 3.5 1.0 69.3 0.6 23.7 1.8 10.5
Sales/Marketing 1.0 6.5 1.2 79.0 0.3 12.0 1.9 11.8
Support/Admin 1.3 3.5 1.1 81.9 0.5 11.7 2.8 9.7
Not Allocated 2.2 3.6 0.5 68.7 0.4 24.6 2.9 11.2
Grand Total 1.7 3.7 1.0 70.5 0.5 22.6 2.5 11.0

All staff data reflects UK based employee contracts only.

Senior leadership is defined as grades 10 and above.
Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

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Socio-economic background (school type)

All staff socio-economic background (school type) distribution by division: 31 March 2018
School type (numbers) School type (%)
A state-run or A state-run or
A state-run or state-funded A state-run or state-funded
state-funded school – selective state-funded school – selective
school – non- on academic, faith Independent or school – non- on academic, faith Independent or
Division Total selective or other ground fee-paying school selective or other ground fee-paying school

Content 519 284 134 101 54.7 25.8 19.5

Corporate, Policy and
External Affairs 143 77 38 28 53.8 26.6 19.6
Deputy Director-General
Group 3,278 1,974 825 479 60.2 25.2 14.6
English Regions 1,424 858 349 217 60.3 24.5 15.2
Nations and Regions 1,396 866 416 114 62.0 29.8 8.2
Network News 1,370 704 332 334 51.4 24.2 24.4
Radio and Education 1,042 583 258 201 55.9 24.8 19.3
UK Public Service 9,172 5,346 2,352 1,474 58.3 25.6 16.1
World Service Group 338 166 96 76 49.1 28.4 22.5
BBC Studios 843 514 186 143 61.0 22.0 17.0
Worldwide 651 350 178 123 53.8 27.3 18.9
Other 140 80 40 20 57.1 28.6 14.3
Grand Total 11,144 6,456 2,852 1,836 57.9 25.6 16.5

Senior leadership staff socio-economic background (school type) distribution by division: 31 March 2018
School type (numbers) School type (%)
A state-run or A state-run or
A state-run or state-funded A state-run or state-funded
state-funded school – selective state-funded school – selective
school – non- on academic, faith Independent or school – non- on academic, faith Independent or
Division Total selective or other ground fee-paying school selective or other ground fee-paying school

Content 115 67 21 27 58.3 18.3 23.4

Corporate, Policy and
External Affairs 46 23 * 14 50.0 19.6 30.4
Deputy Director-General
Group 675 369 161 145 54.7 23.9 21.4
English Regions 71 39 21 11 54.9 29.6 15.5
Nations and Regions 131 78 44 * 59.5 33.6 6.9
Network News 242 106 49 87 43.8 20.2 36.0
Radio and Education 167 88 42 37 52.7 25.1 22.2
UK Public Service 1,447 770 347 330 53.2 24.0 22.8
World Service Group 80 30 24 26 37.5 30.0 32.5
BBC Studios 123 65 27 31 52.8 22.0 25.2
Worldwide 239 105 62 72 43.9 26.0 30.1
Other 15 10 * * 66.7 20.0 13.3
Grand Total 1,904 980 463 461 51.5 24.3 24.2

All staff data reflects UK based employee contracts only.

Senior leadership is defined as grades 10 and above.
Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

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All staff socio-economic background (parental degree) distribution by division: 31 March 2018
Parental degree (numbers) Parental degree (%)
Division Total No Yes No Yes

Content 524 273 251 52.1 47.9

Corporate, Policy and External Affairs 150 66 84 44.0 56.0
Deputy Director-General Group 3,497 1,686 1,811 48.2 51.8
English Regions 1,399 784 615 56.0 44.0
Nations and Regions 1,379 694 685 50.3 49.7
Network News 1,546 675 871 43.7 56.3
Radio and Education 1,067 481 586 45.1 54.9
UK Public Service 9,562 4,659 4,903 48.7 51.3
World Service Group 562 202 360 35.9 64.1
BBC Studios 843 364 479 43.2 56.8
Worldwide 726 305 421 42.0 58.0
Other 132 67 65 50.8 49.2
Grand Total 11,825 5,597 6,228 47.3 52.7

Senior leadership staff socio-economic background (parental degree) distribution by division: 31 March 2018
Parental degree (numbers) Parental degree (%)
Division Total No Yes No Yes

Content 117 62 55 53.0 47.0

Corporate, Policy and External Affairs 50 23 27 46.0 54.0
Deputy Director General Group 719 331 388 46.0 54.0
English Regions 72 48 24 66.7 33.3
Nations and Regions 131 75 56 57.3 42.7
Network News 275 105 170 38.2 61.8
Radio and Education 175 84 91 48.0 52.0
UK Public Service 1,539 728 811 47.3 52.7
World Service Group 106 29 77 27.4 72.6
BBC Studios 131 56 75 42.7 57.3
Worldwide 271 115 156 42.4 57.6
Other 14 * * 50.0 50.0
Grand Total 2,061 935 1,126 45.4 54.6

All staff socio-economic background (parental occupation) distribution by division: 31 March 2018
Parental occupation (numbers) Parental occupation (%)
Higher managerial Routine Higher managerial Routine
and professional Intermediate and manual and professional Intermediate and manual
Division Total occupations occupations occupations occupations occupations occupations

Content 540 329 66 145 60.9 12.2 26.9

Corporate, Policy and
External Affairs 149 106 20 23 71.2 13.4 15.4
Deputy Director-General
Group 3,588 2,098 445 1,045 58.5 12.4 29.1
English Regions 1,392 758 196 438 54.5 14.1 31.4
Nations and Regions 1,406 781 195 430 55.5 13.9 30.6
Network News 1,529 1,008 174 347 65.9 11.4 22.7
Radio and Education 1,057 671 134 252 63.5 12.7 23.8
UK Public Service 9,661 5,751 1,230 2,680 59.5 12.7 27.8
World Service Group 558 407 49 102 72.9 8.8 18.3
BBC Studios 831 535 101 195 64.4 12.1 23.5
Worldwide 738 493 87 158 66.8 11.8 21.4
Other 140 78 17 45 55.8 12.1 32.1
Grand Total 11,928 7,264 1,484 3,180 60.9 12.4 26.7

All staff data reflects UK based employee contracts only.

Senior leadership is defined as grades 10 and above.
Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

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Senior leadership staff socio-economic background (parental occupation) distribution by division: 31 March 2018
Parental occupation (numbers) Parental occupation (%)
Higher managerial Routine Higher managerial Routine
and professional Intermediate and manual and professional Intermediate and manual
Division Total occupations occupations occupations occupations occupations occupations

Content 119 69 11 39 58.0 9.2 32.8

Corporate, Policy and
External Affairs 49 32 * 14 65.3 6.1 28.6
Deputy Director-General
Group 724 449 99 176 62.0 13.7 24.3
English Regions 68 30 13 25 44.1 19.1 36.8
Nations and Regions 132 61 18 53 46.2 13.6 40.2
Network News 264 182 33 49 68.9 12.5 18.6
Radio and Education 170 93 31 46 54.7 18.2 27.1
UK Public Service 1,526 916 208 402 60.0 13.7 26.3
World Service Group 107 78 14 15 72.9 13.1 14.0
BBC Studios 127 86 11 30 67.7 8.7 23.6
Worldwide 270 183 33 54 67.8 12.2 20.0
Other 14 * * * 64.3 14.3 21.4
Grand Total 2,044 1,272 268 504 62.2 13.1 24.7

All staff socio-economic background (school type) distribution by Job Family: 31 March 2018
School type (numbers) School type (%)
A state-run or A state-run or
A state-run or state-funded A state-run or state-funded
state-funded school – selective state-funded school – selective
school – non- on academic, faith Independent or school – non- on academic, faith Independent or
Job Family Total selective or other ground fee-paying school selective or other ground fee-paying school

Commissioning 97 55 24 18 56.7 24.7 18.6

Programming 4,875 2,781 1,197 897 57.0 24.6 18.4
Technical/Engineering 2,717 1,684 706 327 62.0 26.0 12.0
Sales/Marketing 364 209 85 70 57.4 23.4 19.2
Support/Admin 2,135 1,223 569 343 57.3 26.7 16.0
Not Allocated 956 504 271 181 52.7 28.4 18.9
Grand Total 11,144 6,456 2,852 1,836 57.9 25.6 16.5

Senior leadership staff socio-economic background (school type) distribution by Job Family: 31 March 2018
School type (numbers) School type (%)
A state-run or A state-run or
A state-run or state-funded A state-run or state-funded
state-funded school – selective state-funded school – selective
school – non- on academic, faith Independent or school – non- on academic, faith Independent or
Job Family Total selective or other ground fee-paying school selective or other ground fee-paying school

Commissioning 71 39 20 12 54.9 28.2 16.9

Programming 654 339 155 160 51.8 23.7 24.5
Technical/Engineering 261 155 63 43 59.4 24.1 16.5
Sales/Marketing 71 38 12 21 53.5 16.9 29.6
Support/Admin 597 303 149 145 50.7 25.0 24.3
Not Allocated 250 106 64 80 42.4 25.6 32.0
Grand Total 1,904 980 463 461 51.5 24.3 24.2

All staff data reflects UK based employee contracts only.

Senior leadership is defined as grades 10 and above.
Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

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All staff socio-economic background (parental degree) distribution by job family: 31 March 2018
Parental degree (numbers) Parental degree (%)
Job Family Total No Yes No Yes

Commissioning 100 55 45 55.0 45.0

Programming 5,217 2,353 2,864 45.1 54.9
Technical/Engineering 2,869 1,433 1,436 49.9 50.1
Sales/Marketing 398 182 216 45.7 54.3
Support/Admin 2,217 1,139 1,078 51.4 48.6
Not Allocated 1,024 435 589 42.5 57.5
Grand Total 11,825 5,597 6,228 47.3 52.7

Senior leadership staff socio-economic background (parental degree) distribution by job family: 31 March 2018
Parental degree (numbers) Parental degree (%)
Job Family Total No Yes No Yes

Commissioning 74 39 35 52.7 47.3

Programming 716 319 397 44.6 55.4
Technical/Engineering 281 127 154 45.2 54.8
Sales/Marketing 76 35 41 46.1 53.9
Support/Admin 634 288 346 45.4 54.6
Not Allocated 280 127 153 45.4 54.6
Grand Total 2,061 935 1,126 45.4 54.6

All staff socio-economic background (parental occupation) distribution by job family: 31 March 2018
Parental occupation (numbers) Parental occupation (%)
Higher managerial Routine Higher managerial Routine
and professional Intermediate and manual and professional Intermediate and manual
Job Family Total occupations occupations occupations occupations occupations occupations

Commissioning 98 48 14 36 49.0 14.3 36.7

Programming 5,190 3,308 620 1,262 63.8 11.9 24.3
Technical/Engineering 2,964 1,713 372 879 57.7 12.6 29.7
Sales/Marketing 400 249 47 104 62.3 11.7 26.0
Support/Admin 2,237 1,256 311 670 56.1 13.9 30.0
Not Allocated 1,039 690 120 229 66.5 11.5 22.0
Grand Total 11,928 7,264 1,484 3,180 60.9 12.4 26.7

Senior leadership staff socio-economic background (parental occupation) distribution by job family: 31 March 2018
Parental occupation (numbers) Parental occupation (%)
Higher managerial Routine Higher managerial Routine
and professional Intermediate and manual and professional Intermediate and manual
Job Family Total occupations occupations occupations occupations occupations occupations

Commissioning 72 38 10 24 52.8 13.9 33.3

Programming 701 425 91 185 60.6 13.0 26.4
Technical/Engineering 288 177 39 72 61.5 13.5 25.0
Sales/Marketing 76 52 * 15 68.5 11.8 19.7
Support/Admin 631 400 81 150 63.4 12.8 23.8
Not Allocated 276 180 38 58 65.2 13.8 21.0
Grand Total 2,044 1,272 268 504 62.2 13.1 24.7

All staff data reflects UK based employee contracts only.

Senior leadership is defined as grades 10 and above.
Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

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Freelance (reporting is shown separately for our staff and freelancers)

All staff age distribution by division: Freelance 2017/18
Age band (numbers) Age band (%)
Division Total <20 20-29 30-39 40-49 50-59 60+ <20 20-29 30-39 40-49 50-59 60+

Deputy Director-
General Group 1,281 * 227 326 340 269 116 0.2 17.7 25.5 26.5 21.0 9.1
Content 627 * 178 183 146 93 23 0.6 28.4 29.2 23.3 14.8 3.7
Corporate, Policy
and External Affairs 31 – * * 13 * * – 9.7 16.1 41.9 19.4 12.9
Nations and
Regions 1,608 36 394 297 361 308 212 2.2 24.4 18.5 22.5 19.2 13.2
News and Current
Affairs 3,012 26 846 694 669 474 303 0.9 28.1 23.0 22.2 15.7 10.1
Radio and
Education 1,501 * 426 407 330 212 117 0.6 28.4 27.1 22.0 14.1 7.8
Sub Total 8,060 78 2,074 1,912 1,859 1,362 775 1.0 25.7 23.7 23.1 16.9 9.6
BBC Studios 6,910 52 1,679 1,855 1,776 1,076 472 0.8 24.3 26.8 25.7 15.6 6.8
BBC Total 14,970 130 3,753 3,767 3,635 2,438 1,247 0.9 25.0 25.2 24.3 16.3 8.3

All staff disability distribution by division: Freelance 2017/18

Disability (numbers) Disability (%)
Division Total Disabled Not disabled Disabled Not disabled

Deputy Director-General Group 777 49 728 6.3 93.7

Content 410 25 385 6.1 93.9
Corporate, Policy and External Affairs 20 * 17 15.0 85.0
Nations and Regions 929 44 885 4.7 95.3
News and Current Affairs 1,902 106 1,796 5.6 94.4
Radio and Education 831 56 775 6.7 93.3
Sub Total 4,869 283 4,586 5.8 94.2
BBC Studios 3,534 203 3,331 5.7 94.3
BBC Total 8,403 486 7,917 5.8 94.2

All staff ethnicity distribution by division: Freelance 2017/18

Ethnicity band (numbers) Ethnicity band (%)
Other white Other white
Division Total BAME background White UK BAME background White UK

Deputy Director-General
Group 1,168 117 85 966 10.0 7.3 82.7
Content 560 90 23 447 16.0 4.1 79.9
Corporate, Policy and
External Affairs 27 * * 22 14.8 3.7 81.5
Nations and Regions 1,460 59 158 1,243 4.1 10.8 85.1
News and Current Affairs 2,695 525 208 1,962 19.5 7.7 72.8
Radio and Education 1,387 116 77 1,194 8.3 5.6 86.1
Sub Total 7,297 911 552 5,834 12.5 7.5 80.0
BBC Studios 6,138 470 306 5,362 7.7 5.0 87.3
BBC Total 13,435 1,381 858 11,196 10.3 6.4 83.3

All staff data reflects UK based employee contracts only.

Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

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All staff gender distribution by division: Freelance 2017/18

Gender band (numbers) Gender band (%)
Division Total Female Male Female Male

Deputy Director-General Group 1,281 469 812 36.6 63.4

Content 627 236 391 37.6 62.4
Corporate, Policy and External Affairs 31 16 15 51.6 48.4
Nations and Regions 1,608 626 982 38.9 61.1
News and Current Affairs 3,012 1,360 1,652 45.2 54.8
Radio and Education 1,501 790 711 52.6 47.4
Sub Total 8,060 3,497 4,563 43.4 56.6
BBC Studios 6,910 3,011 3,899 43.6 56.4
BBC Total 14,970 6,508 8,462 43.5 56.5

All staff religion and belief distribution (numbers): Freelance 2017/18

Religion and belief (numbers)
Prefer not
to say/
Total Total Atheist Buddhist Christian Hindu Jewish Muslim Sikh Other None excluded

BBC Total 14,970 2,582 110 3,838 64 143 215 54 653 4,124 3,187

All staff religion and belief distribution (percentages): Freelance 2017/18

Religion and belief (%)
Prefer not
to say/
Total Atheist Buddhist Christian Hindu Jewish Muslim Sikh Other None excluded

BBC Total 17.3 0.7 25.6 0.4 1.0 1.4 0.4 4.4 27.5 21.3

All staff sexual orientation and gender identity distribution by division (numbers): Freelance 2017/18
Sexual orientation (numbers)
Gay woman/ Heterosexual/ Prefer not to
Division Total Bisexual Gay man lesbian straight Other say/excluded LGB

Deputy Director-General Group 1,281 12 42 16 942 * 261 78

Content 627 12 13 7 466 * 125 36
Corporate, Policy and External
Affairs 31 * * – 21 – * *
Nations and Regions 1,608 14 31 12 1,255 * 289 64
News and Current Affairs 3,012 52 86 26 2,260 18 570 182
Radio and Education 1,501 23 45 22 1,118 14 279 104
Sub Total 8,060 114 220 83 6,062 51 1,530 468
BBC Studios 6,910 87 190 60 4,929 51 1,593 388
BBC Total 14,970 201 410 143 10,991 102 3,123 856

All staff sexual orientation and gender identity distribution by division (percentages): Freelance 2017-18
Sexual orientation (%)
Gay woman/ Heterosexual/ Prefer not to
Division Bisexual Gay man lesbian straight Other say/excluded LGB

Deputy Director-General Group 0.9 3.3 1.3 73.5 0.6 20.4 7.6
Content 1.9 2.1 1.1 74.3 0.6 20.0 7.2
Corporate, Policy and External Affairs 3.2 9.7 – 67.7 – 19.4 16.0
Nations and Regions 0.9 1.9 0.7 78.0 0.5 18.0 4.9
News and Current Affairs 1.7 2.8 0.9 75.0 0.6 19.0 7.5
Radio and Education 1.5 3.0 1.5 74.5 0.9 18.6 8.5
Sub Total 1.4 2.7 1.1 75.2 0.6 19.0 7.2
BBC Studios 1.3 2.7 0.9 71.3 0.7 23.1 7.3
BBC Total 1.3 2.7 1.0 73.4 0.7 20.9 7.2

All staff data reflects UK based employee contracts only.

Totals for each characteristic differ due to varying disclosure rates.
* Data has been replaced with an asterisk where figures are below sample size.

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Volume of internal complaints

The following table summarises the volume of internal complaints received in relation to allegations of bullying, harassment
and sexual harassment.
Data of this sort is not published by other, similar organisations, so we are unable to compare our performance.
Complaints made and investigated
2017/18 2016/17 2015/16 2014/15

Bullying and 51 formal cases1, 2 41 formal cases 41 formal cases 47 cases

Harassment — 5 sexual harassment — 3 sexual harassment — 1 sexual harassment — 1 sexual harassment
Grievance complaints — 46 bullying and — 38 bullying and — 40 bullying and — 46 bullying and
notified either direct harassment harassment harassment harassment
to HR, via a grievance — 37 closed — 26 closed — 28 closed — 13 upheld
being raised, or via — 13 ongoing — 8 ongoing — 8 ongoing partially or fully
the confidential — 1 withdrawn — 7 withdrawn — 5 withdrawn — 31 not upheld
B&H helpline. Average time to close Average time to close Average time to close — 2 withdrawn
case: 78 days case: 62 days case: 58 days Average time to close
case: 83 days
Whistleblowing cases 15 cases in total 26 cases in total 31 cases in total 20 cases in total
Whistleblowing (covering a range of (covering a range of
allegations are received issues covering safety, issues covering safety,
either via Expolink, who theft, fraud): theft, fraud):
manage an independent — 2 upheld — 5 upheld
whistleblowing hotline — 8 unsupported — 19 unsupported
on our behalf, via senior — 5 on-going — 2 on-going
management including
the Senior Independent
Director, or directly to the
Business Assurance and
Investigations teams.

1 In addition, in 2017/18, Eight cases were heard as disciplinaries, relating to complaints of misconduct made outside the grievance process.
2 In October 2017, the Me Too movement emerged, highlighting international sexual harassment and assault. The movement became known by its hashtag #metoo. The BBC
has continued to raise awareness of how staff can raise concerns. In total the BBC had 48 #metoo cases in 2017/18, nine are included in the statistics above (four of the ‘Formal
Cases’ above and five of the ‘disciplinaries’ under footnote 1). The remaining 39 did not become formal cases or disciplinaries for a variety of reasons: e.g. the complaint was
withdrawn, the individual who was complained about was no longer working at the BBC or the complainant wasn’t able to identify the person concerned (or the person
concerned was deceased). In all #metoo cases, where appropriate, the BBC has advised the individuals how to refer their concerns to the relevant authorities e.g. the police
and/or the BBC has offered support.

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Index
Subject index Page number

Awards 04-05
BBC Studios 71, 72
BBC Studioworks 71, 73
BBC World Service 52-58, 73
BBC Worldwide 71, 72
Charities 84-85
Commercial trading 71-73
Committee reports 93, 108, 109, 118, 119, 121
Content spend by service – by nation 45, 47, 49, 51, 150-166
Content spend by service – network 63-65
Developing our people 78
Diversity and inclusion 40, 79-83, 93, 101, 240-263
Efficiency savings 67-68, 70-71
Environmental sustainability 86-87
Equality Information Report 240-263
Financial statements 168-239
Governance 88-124
Human rights 77
Licence fee income and expenditure 69-73
Market context 61-62
Nations and regions 42-51, 151-167
Pay disclosures 101-107
Performance against public commitments 125-149
Public purposes 18-58
Reach by service 45, 47, 49, 51, 56-58, 63-65, 153, 154, 157, 158, 161, 162, 165, 166
Remuneration – BBC Board 97
Remuneration – BBC senior managers 75, 76
Risks and opportunities 113-116
Service performance 45, 47, 49, 51, 63-65
Severance pay 77
Spend by service 45, 47, 49, 51, 63-65
Staff – headcount and location 75
Talent costs 75, 76
Time spent with each service 45, 47, 49, 51, 63-65, 153, 154, 157, 158, 161, 162, 165, 166
Trading fairly 121-122
Viability statement 117

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 A D D I T I O N A L I N F O R M AT I O N

Copyright and
photographer credits
Front cover Pages 24-25 Page 61
Blue Planet II – BBC/Lisa Labinjoh/Joe Platko Apple Tree House – BBC/Cool Riddims/Guy Levy 6 Music – BBC/Andrew Hayes-Watkins
Contents page Page 27 Page 62
Recording Radio 4’s The Hitchhiker’s Guide to the BBC Bitesize – BBC Radio 1Xtra – BBC/Ray Burmiston
Galaxy – BBC/Richard Ansett The Tempest – BBC/Guy Levy Detectorists - BBC/Channel X/Chris Harris
Doctor Who – BBC Pages 28-29 Page 66
BBC Newsroom – BBC/Jeff Overs My Family, Partition and Me: India 1947 – BBC/ Little Women – Playground Television UK/
Little Women – Playground Television UK/ Wall to Wall Media/Lorian Reed-Drake Patrick Redmond
Patrick Redmond
Page 30 Page 67
Pages 02-03 Blue Planet II – BBC/Gavin Thurston BBC Deputy Director-General, Anne Bulford – BBC/
Blue Planet II – BBC/Tony Wu Hospital – Label1 Television/BBC Ryan McNamara Liam Bailey Ltd
BBC Local Radio at 50 logo – BBC
Children’s: Blue Peter – BBC Page 31 Page 72
General Election – BBC Civilisations – BBC/Nutopia Blue Planet II – BBC NHU 2016/Steve Benjamin
BBC Studios: Strictly Come Dancing – BBC/Guy Levy High Street Hijabis – BBC Page 73
BBC iPlayer – BBC Page 32 Strictly Come Dancing – BBC/Guy Levy
BBC Sport – BBC McMafia – BBC Worldwide
Three Girls – BBC/Sophie Mutevelian Page 74
Page 33 BBC staff event – BBC
Pages 04-05 Tomorrow’s World – BBC
BAFTAs: Murdered for Being Different – BBC/ Page 79
BBC Proms – BBC/Mark Allan Creative Access – BBC
Des Willie
RTS Programme Awards: This Country – BBC/ Page 34 Pages 80-81
Sophie Mutevelian Culture UK, Boy Blue Entertainment’s Emancipation Mind Over Marathon – BBC/Paul Ploman
British Academy Children’s Awards: Hey Duggee – of Expressionism – BBC/Nicole Guarino Man In An Orange Shirt – BBC/Kudos/Nick Briggs
StudioAKA The Hitchhiker’s Guide to the Galaxy – BBC/
Richard Ansett Page 82
ARIAs: Flintoff, Savage and the Ping Pong Guy – BBC
Man Like Mobeen – BBC/Cave Bear and Tiger Aspect The MAMA Youth trainees – BBC
RTS Television Journalism Awards: Victoria
Derbyshire – BBC/Jeff Overs Productions Page 84
Broadcast Awards: Rio Ferdinand: Being Mum and Page 35 Children in Need – BBC Children in Need/Guy Levy
Dad – BBC BBC Sport – BBC Page 86
Writers’ Guild Awards: Holby City – BBC EastEnders – BBC/Jack Barnes
Page 36
Pages 06-07 Asian Network Live – BBC Page 87
Peaky Blinders – Caryn Mandabach Productions Ltd BBC Media City – BBC/Emma Gibbs
Page 37
2017/ Robert Viglasky
Gay Britannia – Radio 2’s I Feel Love concert – Pages 88-89
Page 08 BBC/James Stack BBC Newsroom – BBC/Jeff Overs
BBC Chairman – BBC/Liam Bailey Ltd Podcasts – BBC
Page 91
Page 10 Pages 38-39 BBC Board – BBC/Liam Bailey Ltd
BBC Director-General – BBC/Liam Bailey Ltd The Boy With The Topknot – BBC/Kudos/
Parti Productions Page 125
Page 11 Amol Rajan – BBC/Elizabeth Needham-Bennett
This Country – BBC/Ollie Upton Page 40
Without Limits: Vietnam – BBC/John Livesay Page 150
Page 12 Shetland – BBC/ITV Studios/Mark Mainz
BBC iPlayer – BBC Pages 42-43
Three Girls – BBC/Ewan Spencer Six Nations, Scotland v England – Getty Images/AFP Page 168
Howards End – Playground Television UK/
Page 13 Page 44 Laurie Sparham
Hull, UK City of Culture – Danny Lawson/PA Wire/ Keeping Faith – Vox Pictures/BBC Wales
PA Images Page 240
Page 46 Doctor Who – BBC
Pages 16-17 Two Doors Down – BBC Studios/Alan Peebles
New Broadcasting House – BBC/Victoria Roberts Inside back cover
Page 48 Inform: Blue Planet II – BBC/Gavin Thurston
Pages 18-19 Soft Border Patrol – BBC NI Educate: Pablo – BBC/Paper Owl Films
Strictly Come Dancing – BBC/Guy Levy Entertain: Strictly Come Dancing – BBC/Guy Levy
Page 50
Pages 20-21 BBC Radio Manchester – BBC
Newsnight – BBC/Jeff Overs
Pages 52-53
Page 22 BBC Arabic – BBC
BBC Election Debate – BBC/Jeff Overs
Pages 54-55
Page 23 BBC Minute; BBC News Pidgin; Nawal Al-Maghafi
This World, Nikki Fox – BBC – all BBC
BBC News, Clive Myrie – BBC
Page 59
BBC News on devices – BBC
Motherland – BBC/Delightful Industries/Merman/
Radio 5 live, Emma Barnett – BBC/Roscoe & Rutter
Colin Hutton

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