transition plan for year 2009 - rte.ie · 2009-2013 (sp3) was due to be produced by december 31,...

Strategic Plan

Transition Plan for Year 2009

December 2008 (SP3)

Contents

1. Introduction ....................................................................................................................... 1

1.1. Background ..........................................................................................................................1 1.2. Transition Plan .....................................................................................................................1 1.3. Maintain Relationship with the Audience .............................................................................1 1.4. Key Objectives .....................................................................................................................2

2. Key Strategic Issues for RTÉ........................................................................................... 3

2.1. Financial Situation................................................................................................................3 2.2. Digitisation - DTT .................................................................................................................3 2.3. Efficiencies ...........................................................................................................................3 2.4. Building Renewal .................................................................................................................4 2.5. Strengthening RTÉ On-line..................................................................................................5

3. Key External Issues for RTÉ ............................................................................................ 6

3.1. Five-year Licence Fee Review.............................................................................................6 3.2. Annual review of the Licence Fee........................................................................................6 3.3. Consolidated Broadcasting Legislation................................................................................7 3.4. Comparisons with EBU broadcasters ..................................................................................7

4. Interim Budget 2009........................................................................................................ 10

5. Implementation Plans SP3, 2009 ................................................................................... 11

5.1. RTÉ News and Current Affairs Transitional Implementation Plan 2009-2010 ..................12 5.2. RTÉ Television Transitional Implementation Plan 2009-2010...........................................15 5.3. RTÉ Radio Transitional Implementation Plan 2009-2010..................................................17 5.4. RTÉ Publishing 2009-2010 ................................................................................................20 5.5. RTÉ Performing Groups Transitional Implementation Plan 2009-2010 ............................25 5.6. RTÉNL Transitional Implementation Plan 2009-2010 .......................................................28

APPENDICES........................................................................................................................ 31

Appendix 1 ................................................................................................................................32 Summary of actions on Implementation Plans SP2, 2008........................................................32

Appendix 2 ................................................................................................................................39 Staff 2007..................................................................................................................................39

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1. Introduction

1.1. Background RTÉ prepared a five-year Strategic Corporate Plan, 2006–2010 (SP1) which was published in June 2006. It was followed, in June 2007, by the second iteration of the Plan, Strategic Corporate Plan, 2007–2011 (SP2). The third iteration, Strategic Plan 2009-2013 (SP3) was due to be produced by December 31, 2008. In formulating SP2, RTÉ made a number of assumptions; there were three over-arching assumptions and Detailed Financial Assumptions set out in an Appendix. The over-arching assumptions, set out in section 1.5 of SP2, were:

since the DTT Plan is not yet finalised, the Five-Year Forecasts do not include any costs or revenues associated with DTT. These forecasts will change when the DTT Plan is finalised

no major economic shock no changes to RTÉ’s corporate status: RTÉ has suggested that good

governance can be achieved through the transposition of the relevant sections of the Companies Acts into Broadcast Legislation

During 2008 events that impacted on these assumptions were:

the situation re DTT has significantly progressed but has not yet been finalised. However, it is now possible to more accurately but not definitively forecast costs and revenues

the economic shock was, and indeed is, major - greater than any that could have been anticipated and is impacting on all aspects of RTÉ’s business. In particular revenue, from both commercial and Licence Fee sources, is being adversely impacted

there was no change to RTÉ’s corporate status in 2008.

1.2. Transition Plan SP3 was due to be the third iteration of a rolling five-year Plan and therefore it was to take a similar approach to SP1 and SP2. However, the unprecedented changes in the local, national and international economic situation during 2008 have made such a Plan unrealistic. For example, it is impossible to forecast with any degree of accuracy what might happen in terms of revenue. Therefore, as advised to DCENR, SP3 is a one-year Transition Plan. An additional consideration is that the Broadcasting Bill 2008 has not yet been enacted. The Bill is being finalised in the Oireachtas committee stages at the end of 2008, it is expected to be enacted in early 2009 and a new Board for RTÉ should be appointed shortly thereafter. The new Board should have an opportunity to participate in the development of the next iteration of the five-year Plan.

1.3. Maintain Relationship with the Audience RTÉ’s ethos remains as:

Putting the Audience First This ethos, which commits the Organisation to serving its audiences, wherever they are, remains at the heart of RTÉ’s activities and strategy. As a not-for-profit organisation offering premier free-to-air content, RTÉ believes that this ethos sets it

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apart from commercial companies and that it is more important than ever at times of economic difficulties. RTÉ’s output remains of prime importance; in so far as possible the quality and choice available to the audience must remain at its current very high standard. Currently the choice offered includes output in two languages, across all genres, on all platforms and for niche or generalist audiences. RTÉ must remain more than the sum of its parts. It is an integral expression of contemporary Ireland in all its manifestations. To serve its audiences RTÉ must remain in close contact with them and understand their needs. The Audience Research Panel is a bespoke piece of research which the Organisation employs to give daily quantitative feedback of a qualitative nature on both Television and Radio programming. RTÉ is also party to all major industry research that gives quantitative feedback on Television, Radio and Internet usage.

1.4. Key Objectives RTÉ Group set itself the following objectives over the course of its rolling five-year Strategic Plans:

Set the standard for quality output and content in Ireland Be a technology leader Achieve a significant increase in the range of output from the regions Develop people and skills Grow revenues Control and manage costs Ongoing strategic planning to become integral to running RTÉ Group.

These Group objectives were reflected in the objectives of the individual IBDs – as it was largely at IBD level that the objectives would be achieved. After over two years and in a changing broadcasting environment the Group objectives need to be reviewed but this is not the appropriate time. Instead the above objectives have been amended in the light of the current reality. The objectives for the year 2009 are:

Set the standard for quality output and content in Ireland Use technology in a targeted and effective manner Maintain an appropriate balance in the range of output from the regions Develop people and skills Maintain revenues and endeavour to grow ahead of market Control and manage costs Ongoing strategic planning to remain integral to running RTÉ Group.

These objectives provide the framework for the Implementation Plans (IPs) for 2009 for the individual IBDs and these are attached in section 5, of this document. The RTÉ Authority, or its replacement Board, will continue to monitor the IPs on a quarterly basis.

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2. Key Strategic Issues for RTÉ The key strategic issues facing RTÉ in 2009 are:

Financial situation Digitisation - DTT Efficiencies Building Renewal Strengthening RTÉ On-line.

2.1. Financial Situation Given the very major challenges and threats facing RTÉ, the public finances in Ireland and the Irish economy in general the financial situation is clearly the primary strategic issue facing the Organisation in 2009. RTÉ must ensure good Corporate Governance and minimise perceived risks while adhering to budget. To this end at its meeting in November 2008 the RTÉ Authority adopted an interim budget for the coming year; the Authority will review the situation in April 2009. A summary of the Interim Budget 2009 is in section 4 of this document. The full Interim Budget document is being submitted to DCENR under separate cover.

2.2. Digitisation - DTT The European Commission has recommended that Member-States complete analogue television transmission switch-off by 2012. Viewers in the east of Ireland will begin to lose spill over free-to-air analogue services during 2009 when the UK begins its switch-off. The Broadcasting (Amendment) Act 2007 mandates RTÉ to have a Public Service Broadcasting DTT MUX in operation by December 31, 2012. Also under the terms of that Act, the BCI has awarded the three commercial multiplexes to Boxer DTT, a 50/50 joint venture between Communicorp Ltd and Boxer Sweden. Significantly, the legislation provides neither for the co-ordination of the rollout nor for the necessary function of a platform operator to ensure a coherent launch programme and to maintain the centrality of free-to-air television to this new offering. This is an issue of priority and negotiations are taking place with the major stakeholders; in November 2008 RTÉ issued a draft contract to Boxer DTT for the provision of Transmission and Distribution Services. RTÉ’s wholly owned subsidiary RTÉNL, has an existing network of some 200+ transmission sites and equipment with a capital replacement value of circa €50m +. RTÉNL is engaged in planning and constructing a new transmission and distribution network infrastructure for DTT. RTÉ expended €25 million in 2008, out of the Authority approved budget of €111 million, in relation to the development of this infrastructure. The Organisation also prepared a detailed Information Memorandum and issued it to selected banks with a view to accessing debt facilities to bring the project to fruition. During 2009 securing the necessary financing terms for the development of DTT will ensure a comprehensive offering to the audience.

2.3. Efficiencies RTÉ constantly endeavours to organise its structure, decision-making processes and activities in an effective and efficient manner. There is a continual need for emphasis

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on Value-for-Money, extending beyond attention on efficiency and cost control, and this is emphasised in the present economic climate. The Executive Board has established a Fact Finding Group to support it in its consideration of options for action in the event of a further or more sustained downturn in revenue or a further significant escalation of the operational cost base.

Fact Finding Group:

All ideas generated by the Group will be subjected to an impact evaluation on the:

competitive position of services capacity to deliver on public service requirements.

Given the financial imperatives of, and potential Human Resource (HR) implications for, the work being done by the Group it is comprised of senior staff from both these areas. The group is conscious that the majority of issues to be examined will likely have serious implications for staff and that there will be a need to develop HR approaches to the different scenarios. In considering ideas for cost reduction the group will have regard to the possible approaches to implementing them including the industrial relations implications.

The group is considering two types of analysis:

review of operations to identify opportunities to achieve efficiencies and cost reductions

mechanisms by which contractual commitments may be renegotiated or reduced - including the reconfiguration of employment obligations.

Reviews will match mechanisms to operational cost reduction opportunities and will be done on a cross IBD basis except where processes are IBD specific. Among the areas being considered across Television and Radio channels; Performing Groups and On-line are:

Schedule Issues - exchange and reuse of content, genre mix, transmission duration etc.

Programme Production – base loading, production efficiency, tracking resource utilisation

News Gathering – deployment of resources, regional and foreign infrastructure, synergies between broadcast and On-line

Infrastructure, Support and Compliance Services - distribution of tasks between IBDs and Central Shared Service, outsourcing vs. in-house activities

Sales Functions – synergies possible cross IBDs Contractual Arrangements – renegotiation, re-tendering and other

procurement changes to reduce third party contractual arrangements Broadcast and Transmission – including Diaspora, DAB, Transmission

costs.

2.4. Building Renewal The primary building infrastructure on the Donnybrook site was been identified as a weakness for the organisation in the SWOT analyses done in both SP1 and SP2. The majority of the buildings on the site are over 30 years old and were designed to accommodate very different forms of broadcast production activity than those currently deployed or likely to be deployed in the future.

A significant increase in flexibility, and the particular needs of server-based production methods, is required. Significant work has been done in developing a Building Reconfiguration and Renewal Plan and RTÉ will be in a position to proceed

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to outline planning position stage during 2009. However, in the current economic climate it would not intend to go beyond this stage.

2.5. Strengthening RTÉ On-line RTÉ.ie has had considerable growth in recent years with substantial increases in audience traffic. The platform has the ability to retain existing and grow new audiences for example with the use of on-demand opportunities such as Internet Protocol Television (IPTV).

During 2009 RTÉ will continue to build its On-line offerings to strengthen the RTÉ experience on new platforms in text, audio and visual formats. Key planned developments for next year include:

the launch of a Web TV service, RTÉ player, in early 2009. RTÉ player will

feature RTÉ Television’s programming on a 7 to 21-day catch-up basis, and will be another way to access the programming content through one service - rather than going through each individual programme page within the RTÉ.ie website. The key benefit for audiences will be that this is a catch-up service, which is expected to carry up to 70 hours of programmes each week, enabling viewers to catch up with flagship RTÉ, and some acquired programmes after they have been broadcast, subject to rights clearance. RTÉ player will also make RTÉ programmes available to users overseas. Programmes unavailable for viewing outside of Ireland for copyright reasons will be geo-blocked to viewers in Ireland. RTÉ player is clearly a service that will be of specific interest to the Irish Diaspora

continuous enhancements mainly by way of proposed site redesigns of the News, Sports and Entertainment sites.

o RTÉ.ie/News will, following on from the successful launch of RTE News Now, deliver to audiences a richer more relevant and timely news experience across all platforms. Key drivers will be improvements to editorial quality and presentation of news and multi-media content in an enhanced design

o RTÉ.ie/Sport will initiate the process of positioning itself as an integrated multi-media sports hub where the audience can watch, listen to, read about and interact with the latest Irish and international sports stories. It will facilitate coverage by RTÉ of sporting events where the traditional output platforms may be restricted by either rights or scheduling

o RTÉ.ie/Entertainment will continue to provide a fast-moving and comprehensive news service from the world of television and showbiz through its main sites, and will grow its audience by expanding its current output through increased video content by producing web videos – including some behind the scenes footage and interviews.

It will also strengthen its lifestyle offering by expanding output on other selected sites.

introduction of H.264 and Flash video technology for all multimedia content. Based on an open standard, the highly efficient H.264 video codec is achieving increasing popularity with both broadcasters and internet content providers. Flash has become the most commonly used technology for viewing of video content on the Internet. It has the largest install base of 98% of all PCs and is also supported by other devices such as mobile phones and gaming consoles. RTÉ’s support for H.264 and Flash will strengthen RTÉ’s position as the leading multimedia content provider and will ensure that all RTÉ’s content is accessible to the widest possible audience.

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3. Key External Issues for RTÉ

The economic situation is clearly the most significant key external issue for RTÉ and it is dealt with in the context of section 2 above, Key Strategic Issues for RTÉ. How the Organisation deals with this situation is the primary issue going forward. The other key issues identified below are inter-related but for ease of reference are dealt with separately. While responsibility for the development of the five-year Licence Fee Review and Consolidated Broadcasting Legislation is external to RTÉ, they are issues of vital importance to the Organisation.

3.1. Five-year Licence Fee Review A five-year Licence Fee Review was scheduled to take place in 2007, following a Government decision in 2002; no Review took place. It is impossible to forecast what the outcome of such a Review would have been so therefore it is impossible to address the likely effect on RTÉ’s finances and the Organisation’s ability to deliver services to the Irish people. However RTÉ has clearly lost significant revenue as a result of this – and at a time when additional requirements have been placed on it. For example the Broadcasting (Amendment) Act 2007 mandated RTÉ to make a selection of its Television programming, and that of TG4, available internationally to cater for the Irish Diaspora. The Act is silent on the method of distribution and funding for this new activity. That said, RTÉ welcomed the opportunity to make its content available as widely as possible (within the restrictions of existing rights agreements) and was working towards launching RTÉ International at the end of 2008. This plan had to be deferred because of economic circumstances but the Organisation will implement actions to achieve this new obligation as soon as possible. Under the terms of the Broadcasting Bill 2008, section 124, the Broadcasting Authority of Ireland (BAI) is required to carry out a review of the adequacy, or otherwise, of public funding to enable RTÉ to meet its public service objects. The initial review must take place within three years of the enactment of the Bill and then every five years thereafter. On the basis of the review the BAI will recommend the requisite level of public funding required to permit RTÉ fulfil its public service commitments. The Bill is expected to be enacted in early 2009, so the first review under BAI will likely take place early 2012 or at best in late 2011. This means that the Government decision will be implemented with a four-year delay. The five-year Licence Fee Review affords the opportunity to re-assess funding of certain services and the emergence of new services; this has been denied and therefore has negatively impacted on the offering to the audience. Compounding this are concerns RTÉ has been urging the Department of Communications, Energy and Natural Resources (DCENR) to address for many years in relation to the high level of Licence Fee evasion and the need for the introduction of Commercial Licences.

3.2. Annual review of the Licence Fee Under the terms of the Broadcasting Bill 2008, section 124, the BAI shall carry out an annual review of the extent to which RTÉ has during the previous financial year fulfilled the commitments in respect of its public service objects stated in an annual statement of performance commitments. On the basis of the review the BAI shall recommend a modification in the Licence Fee. The enshrinement of an annual review mechanism in legislation is welcome.

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When a significant increase in the Licence Fee to €150 was announced, with effect from January 2003 and following the deliberations of the Forum on Broadcasting, there was a commitment to an annual review and adjustment of the Licence Fee. Following independent reviews, undertaken on behalf of the Minister, this commitment resulted in the following changes:

€152 (January 2004) €155 (April 2005) €158 (October 2006) €160 (January 2008)

There was no review of RTÉ’s performance in 2007 but during 2008 a performance framework has been developed by RTÉ and DECENR, with the support of PwC. This will apply from 2009 until such time as the process referred to in section 124 of the Broadcasting Bill 2008 is implemented. Based on this frameork a report for a Licence Fee Adjustment Review for 2007 has now been submitted and one for 2008 will be submitted by end Q1 2009.

3.3. Consolidated Broadcasting Legislation RTÉ welcomes the progress made on the Broadcasting Bill, 2008 as the Organisation has stated that consolidated broadcasting legislation has long been a key priority. Presently, RTÉ believes that the fragmented nature of broadcasting legislation inhibits it to investing resources in certain areas that would benefit the audience. The Broadcasting (Amendment) Act 2007 and the Broadcasting Bill 2008 as amended going into fourth stage, have a significant financial impact on RTÉ. The key impacts in 2009, applied to the 2007 figures as 2008 are not available, but would include:

Broadcasting (Amendment) Act 2007: availability of TV programming to the Irish Diaspora via RTÉ International

Broadcasting Bill 2008 o section 33: Levy for the BAI expenses o section 116: an increase in the mandatory IPU programme o section 152: an increase in the % Licence Fee to the Broadcasting

Funding Scheme These increases in mandatory spend and reduced allocation of the Licence Fee to RTÉ come at a time when the Government decision to have a five-year review is significantly behind schedule. Realistically meeting these costs will lessen the quality and/or the quantity of the offering to the audience.

3.4. Comparisons with EBU broadcasters In SP1 and SP2 RTÉ identified the relevance of considering its business and structure in the context of other similar broadcasters. Comparisons are frequently made, sometimes appropriately and sometimes not. The following chart illustrates RTÉ’s position vis-à-vis other Public Service Broadcasters in the medium-sized category of the European Broadcasting Union (EBU). This is an update to year-end 2007; both SP1 and SP2 detail comparisons for 2005 and 2006 respectively. A significant, and worrying, change over the past three years is the decrease in the percentage of Licence Fee of RTÉ’s overall revenue:

50.9% (2005) 48.7% (2006) 44.4% (2008)

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EBU MEDIUM-SIZED BROADCASTERS - COMPARATIVE CHART

Netherlands (NPO)

Belgium Fl (VRT)

Belgium Fr (RTBF)

Portugal (RTP / RDP)

Austria (ORF) Switzerland (SRG-SSR)

Ireland (RTÉ)

Source

% Government Funding (public funds and licence fee)

67.8% 64% 70.8% RTP 77% / RDP n/a 47.7% 72.7% 44.4% (i)

Government Shareholder

No Yes No Yes No No No (ii)

Population of Country (millions)

16.3 6.2 5.2 10.5 8.3 7.7* *estimated

4.2 (iii)

Total # TV households (millions)

7 2.7 1.7 3.5 3.4 2.7 1.5 (iii)

Number of national public service broadcasters

1 1 1 2 1 1 1 (iii)

Number of Staff n/a 2,974 perm 2,403perm 2,301 perm 3,616 perm 5,522 perm 2,307 perm (i) Number of Services (inc Digital)

22 TV, 7 Radio, On-line Services






2 TV, 10 Radio, On-line Services (iii)

DTT commenced commenced commenced not commenced commenced 2006 commenced

transmitting on a trial basis (iii)

DAB commenced commenced commenced commenced

trial completed end 2008, no further transmissions

commenced commenced on regional basis (iii)

Performing Groups

4 orchestras, 1 choir

No No No 1 orchestra, no

choir Contribution to

PGs

2 orchestras, 2 choirs, 1 string

quartet (iii)

Print Publishing

Programme guides for radio

& TV No No No Yes No Yes (ii)

Network No

100% owned (terrestrial

analogue, DVB-T & DAB)


analogue & DVB-T) No

owns 60% Network terrestrial

analogue, DVB-T & DVBS


analogue & DVB-T & DVBS )

100% owned terrestrial

analogue (DAB, DVB-T under construction)

(ii)

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EBU MEDIUM-SIZED BROADCASTERS - COMPARATIVE CHART 2007 contd.

Netherlands (NPO)

Belgium Fl (VRT)

Belgium Fr (RTBF)

Portugal (RTP / RDP)

Austria (ORF) Switzerland (SRG-SSR)

Ireland (RTÉ)

Source

Terrestrial Penetration (i.e. not cable analogue)

Analogue switch off December ‘06

Analogue switch off November ‘08

5-10%

64%*

* Contains duplication

2% terrestrial analogue; 5%

DVB-T 10% 28% (ii)/ *(iv)

Total TV Share

31.3% 39.4% 19.7% 30.4% 43.3% Swiss (Ge) 33.5%, Swiss (Fr) 30.7%, Swiss (It) 30.5%

39.8% (v)

Top TV Channel Share

17.8% (Nederland 1)

30.2% (VRT - een)

15.2% (RTBF - La Une)

25.2% (RTP1) 25.5% (ORF2) Swiss (Ge) 24.1%, Swiss (Fr) 24.3%, Swiss (It) 24.3%

25.0% (RTÉ One) (v)

Total TV broadcast hours (total home production)

21,065 (n/a) 9,535 (3,143)

12073* (3,559*)

(* = figures for 2006)

15,325 (4,905) 16,769 (4,952) 48,367 (7,971) 15,264 (3,496) (vi)

Total Radio Share 30.1% 62.0% 27.9% 12.7% 79% 67.9% 34.3% (v)

Top Radio Channel Share

10.8% (Radio 2) 30.4% (VRT -

Radio 2 11.6% (VivaCité)

6.8% (RDP - Antenna 1)

37% (OE2) n/a 19.6% (RTÉ

Radio 1) (v)

How is On-line Funded

Licence Fee & Commercial

Revenue Central financing n/a n/a

Licence Fee & Commercial

Revenue Central financing

Commercial Revenue (ii)

Number of Unique Users (per month)

7.7 million 1.7 million 0.85 million n/a 2.1 million 1.3 million 1.6 million (ii)

Programmes Developed Specifically for On-line

Yes Yes No n/a No Yes

www.swissinfo.ch Yes (ii)

(i) EBU Guides, Volume 4: EBU Members' key financial and personnel data (November 2008), based on figures for 2007 (ii) Research Departments in the following stations NPO, VRT, RTBF, ORF, SRG-SSR, December 2008 (iii) EBU Guides, Volume 1: EBU Members' Services (July 2008) (iv) Eurobarometer 293: E-communications Household Survey June 2008 (v) EBU Guides, Volume 2: EBU Members' Audience Trends (July 2008), based on figures for 2007 (vi) EBU Guides, Volume 3: EBU Members' TV Programming (July 2008), based on figures for 2007

http://www.swissinfo.ch/�

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4. Interim Budget 2009 The full Interim Budget 2009 document, including assumptions, was submitted to DCENR December 2008 so is available internally. Following is the summary group income statement (2004 – 2008) and interim budget 2009 which will, in light of current uncertain economic circumstances, be reviewed in April 2009.

2004 2005 2006 2007 2008 2008 2009

Actual Actual Actual Actual Forecast BudgetInterim Budget

€m €m €m €m €m €m €mCOMMERCIAL INCOME

144 165 184 202 194 216 Advertising Income 191 33 35 38 43 45 46 Other Commercial Income 49

177 200 222 245 239 262 240

166 170 183 196 201 205 Licence Income 205

343 370 405 441 440 467 REVENUE 445

151 165 189 210 214 218 Personnel Related Costs 214 164 183 191 202 220 234 Other Operating Costs 206 315 348 380 412 434 452 OPERATING COSTS 420

28 22 25 29 6 15 Operating Surplus - B.I.T.D.A 25 (35) (16) (17) (19) (19) (20) Depreciation/ Amortisation (22)13 2 - - - - Gain/ loss on disposal of assets -

6 8 8 10 (13) (5) E.B.I.T. 3 1 1 2 3 4 2 Interest receivable 1 - - - 16 6 16 Other finance income (DB Pension) (3)

7 9 10 29 (3) 13 E.B.T. 1 - - - (3) 3 (3) Tax (1)

7 9 10 26 (0) 10 NET SURPLUS / (DEFICIT) 0

RTÉGROUP INCOME STATEMENT

INTERIM BUDGET 2009

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5. Implementation Plans SP3, 2009 Any strategic plan is worthless if it is not implemented and if it does not continue to evolve to match changing circumstances. For this reason, RTÉ continues to emphasise the area of implementation and ongoing strategic planning. Appendix 5.2 details how objectives and action points were implemented in the 12 months following publication of SP2. Despite the economic necessity to produce SP3 as a Transition Plan rather than the third iteration of a five-year rolling plan RTÉ will, as part of ongoing implementation and strategic planning, continue to focus on a number of areas:

a. Implementing agreed actions contained in the Plan – key responsibilities have been identified and funding has been allocated for actions in IPs detailed in this section

b. Monitoring implementation – milestones have been identified and specific people are charged with monitoring specific actions

c. Evaluating results of existing business and newly implemented initiatives – internal targets have been identified for each business area and for each initiative; specific people are charged with monitoring specific actions

d. Deciding on new issues – new areas for review will continually emerge.

At IBD level, a designated Implementation Team will continue to drive the monitoring of implementation and the results of initiatives. The Team reports to the IBD Director, who in turn reports to the Executive. The Authority will continue to play an active oversight role, reviewing all developments on a quarterly basis.

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5.1. RTÉ News and Current Affairs Transitional Implementation Plan 2009-2010 Notes on changes from SP2 Enhance programmes / news service

This objective has been changed from Develop new programmes and enhance programmes / news service. Due to limitation on available funding it is not practicable to develop new programmes within the next twelve months

Enhance quality of programme output – Seek to implement longer cycle approach to Prime Time Investigates has been removed due to funding not being available

International thematic focus has been confined to Q1 & Q2 2009 due to the necessity to curtail expenditure

Due to the completion of a new studio Enhance studio output for television news has been developed to Re-launch and enhance television news

One new item has been included: Enhance television business coverage within existing resources, a plan is being developed to address this requirement without additional resource allocation.

Develop On-line and other non-broadcast media services

The objective Develop in conjunction with RTÉ On-line new strategies to achieved greater utilisation of and access to RTÉ News output via On-line and other new media. has been amended to two more specific and focussed objectives:

o Expand and deepen news presence On-line by creating an integrated Morning Ireland product for RTÉ.ie

o Derive On-line added value through creation of additional RTÉ News: Six One based material

Maintain an appropriate balance in the range of output from the regions

Seek to put an additional Questions and Answers on the road has been removed, it will not occur in the lifetime of this plan due to funding not being available.

Review the organisation of Nuacht including the decentralisation of Radio Nuacht has been replaced by a more appropriate and specific action Decentralise Nuacht which is to include Nuacht Teilifís. The time-frame has been refined to Q2 2009.

Develop people and skills

Establish partnerships with 3rd level colleges has been extended into Q4 Continue to seek new talent has been removed as it will not occur in the lifetime of this plan;

this is a result of restrictions on recruitment due to the financial situation A new action Implement enhanced cost control procedures has been agreed and costed for

Q1 to Q4 Another new action Implement new management structure for Current Affairs has been added

to Q1 and Q2 as an opportunity has been created by a personnel change. This action is intended to yield greater efficiency.

Enhance news gathering and programme-making efficiencies Review and enhance equipment and infrastructure

Develop and roll-out support for audio and video field contributions in both high and low resolution has been amended to the more specific action Deploy new camera resources completing the transition to digital news production. This clarifies the situation and reflects the actions completed in 2008 regarding camera systems

The objectives Develop new data transmission and Upgrade to iNews Interplay have been deleted as they will not occur in the lifetime of this plan, due to the necessity to curtail capital expenditure

Plan new newsroom locations and studios has been postponed pending clarification of new dates for major building programme

Develop strategy for tapeless camera chain has been removed as it was completed in 2008.

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Review structures and operations Develop central news output desk has been moved to Q3 and Q4 following a review of the

practicality of the implementation timeframe. Review the organisation of Nuacht including the decentralisation of radio nuacht has been

replaced by Review the organisation of Nuacht. The original reference was inappropriate and it is now planned that a review of the organisation be conducted in Q4 after decentralisation has been implemented.

Review opportunities for organisational and work practice efficiencies in relation to SMU operations, regional locations and emergency response units has been dropped as this has been superseded by the Fact Finding Group established by the Executive

Expand the scope and frequency of product costing processes to support regular reporting and decision making has been deleted as this was linked to group roll out of new ERP systems. This has been deferred as part of the curtailment of the capital programme and will not occur in the lifetime of this plan.

Examine opportunities for strategic alliances has been removed due to a lack of clarity in the original definition of this objective.

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NEWS & CURRENT AFFAIRS TRANSITIONAL PLAN 2009 – 2010

Remain the Main Source of News for the Irish public

Maintain brand presence with focus at national events.Regular research and analysisEnhance programmes/news service

International thematic focusEnhance Television business coverage within existing resources.

Relaunch and enhance Television news.

Develop Online and other non-broadcast media services

Expand and deepen news presence on line by creating an integrated Morning Ireland product for RTÉ.ieDerive online added value through creation of additional RTÉ News: Six One based material.Expand regional output

Review Structures Operations and Resources to Optimise Regional OutputDecentralise Nuacht

Expand presence through integration of Irish language news teams.Develop local government focusDevelop people and skills

Develop TrainingEstablish partnerships with 3rd level collegesRefocus staff training in the context of technological changeReview Recruitment and Retention

Review staff retention, remuneration, work place environment.Reinforce StandardsRegular staff assessmentsEncourage innovation cultureEstablish news standards manualImprove StructuresReassess newsroom rolesImplement enhanced cost control procedures.Implement new management structure for Current Affairs.

Enhance news gathering and programme-making efficiencies

Review and Enhance Equipment and Infrastructure

Deploy new camera resources completing the transition to digital news production.Review Structures and OperationsDevelop central news output deskReview the organisation of Nuacht Examine opportunities for strategic alliancesStrategic Planning

News Strategic PlanningGroup Strategic planning co-ordination.

Agreed & costed in PlanStrategic PlanningNon RTE dependant

2009 2010

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5.2. RTÉ Television Transitional Implementation Plan 2009-2010 Notes on changes from SP2 Set the standard for quality TV programming

Grow our commitment to statement and ‘must see’ cross platform live events has been changed to Grow our commitment to statement and ‘must see’ cross platform output. The cross-platform drive is across all events and output, not just restricted to live events.

Under the heading Devise and implement strategy to make RTÉ programming available to audiences abroad timelines have been changed. RTÉ player will be launched in Q2 and RTÉ International has been deferred due to financial constraints.

In future, review Acquisition of key Sports Rights will be reported on bi-annually. Use technology in a targeted and effective manner

TV will continue to report on progress of Complete delivery of File Server Technology although it should be noted that financial constraints have impacted Phase 5 Avid and MAM projects and there could be further delays.

Pilot HD experiment on DTT has been completed in 2008 and is therefore removed from the plan

Updates on Limited peak time HDTV on one channel will begin when planning commences in 2010. New planned date for completion is Q2 2011.

Plan to Upgrade one studio to full HD has been deleted as the project has been suspended and will not occur in the lifetime of this plan.

Provide content for a wide range of platforms

Generate cross-platform Young Peoples’ programming has been incorporated into Work with Publishing IBD to provide content for new media platforms – including Young Peoples’ programming.

Facilitate introduction of signage and audio description with DTT rollout has been amended to Facilitate the introduction of access services with DTT rollout as this is more accurate terminology for this activity. This action is dependant on rollout of DTT project.

Maintain an appropriate balance in the range of output from the regions

In future, progress on supporting region production companies will be reported bi-annually in line with commissioning rounds.

Develop our key asset – people

Updates on the up-skilling of staff will now be reported bi-annually Develop strategy for TV succession planning has been removed as this was completed in

2008 and will be presented to the Exec Board in Q1 2009. Review of ethnic minorities and multi cultural awareness in mainstream programming will be

reported on bi-annually Control and manage costs

New headings to report on additional controls put in place to manage the current economic conditions include:

o Managing and meeting 2009 budgeted costs. Monthly reporting on costpool overruns and redress action agreed at Board level

o In house programme budgets, endeavour to maintain at 2008 levels o Independent production budgets, endeavour to maintain at 2008 levels o Quarterly monitoring of discretionary spend cuts, e.g. canteen, taxis, stationary,

travel, newspapers o Contingency planning / fact finding group.

16

RTÉ TELEVISION - TRANSITIONAL IMPLEMENTATION PLAN 2009-2010

1. Set the standard for quality TV programming Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Maintain public service commitment

Increase proportion of subtitled programmes

Limited peak time HDTV on one channel by Q2 2011

5. Develop our key asset - people

- On screen talent- Inhouse production teams- production resource teams- support teams

8. Ongoing Strategic PlanningTV Strategic Planning

- IBD Board meetings & Budgeting- PSG meetings

Group Strategic planning co-ordination

Integrate relevant TV expenditure and Other IBDs into

Managing & meeting 2009 budgeted costs. Monthly reporting on In house programme budgets - endeavour to maintain at 2008 Independent production budgets - endeavour to maintain at 2008

Contingency planning / fact finding groupQuarterly monitoring of discretionary spend cuts, e.g. canteen,

Offer specific enhanced commercial sponsorship opportunities to Place increased emphasis on Cross Media & Cross Technology Exploit all appropriate RTÉ Group info/research sources7. Control and manage costs

Focus on the upskilling of existing staff

Increase presence of ethnic minorities & multi cultural awareness

Maintain RTÉ's position as market leader in relation to Seek appropriate regulation & legislation (ad mins, alcohol

6. Maintain revenues and endeavour to grow ahead of

Facilitate the introduction of access services with DTT rolloutIncreasing amount of sports events streamed live on RTÉ.ie

4. Maintain an appropriate balance in the range of output Support regional production companies

Continue to implement Value for Money initiative

Grow audiences, in number and/or rangeGrow our commitment to cross platform output.Devise & implement strategy to make RTÉ programming

Acquisition of key Sports Rights2. Targeted and effective use of technologyComplete delivery of File Server TechnologyIntroduce High Definition TV

3. Provide Content for a wide range of platformsWork with the Publishing IBD to provide content for new media

2010

Find and foster new on-air talent.

2009

Agreed & costed in PlanStrategic PlanningNon-RTÉ dependant

17

5.3. RTÉ Radio Transitional Implementation Plan 2009-2010 Notes on changes from SP2 Set the standard for quality output and content in Irish radio

The above has been changed from Set the public standard for quality, relevance and diversity in Irish radio to better reflect the corporate strategic objectives

Implement revised audience matrix has been removed as this objective has been superseded by the new corporate Performance Measurement Framework. Publish new commitments is a new annual objective

Implement overall reporting framework has been replaced by Programme definition and review, a new and more detailed objective involving in-depth analysis of key programmes and genres

Under the action Increase mainstream multicultural activities, two detailed actions have been added, namely Assign resource to promote and embed multiculturalism and Track and review quarterly

The actions with regard to Develop independent production process have been updated for 2009, following the successful completion of Implement pilot and Develop proposal for new model in 2008. New actions under this heading for 2009 are:

o Finalise commissioning and administration processes o Initiate first commissioning round o Final decisions on commissioning o Schedule Independent programmes o Assess first year of IPU

Compete for Audience: Align competitive strategy of four services

The objective Quarterly review of JNLR figures has been updated to Quarterly Schedule Review as this better reflects this process as it has developed and the objective Develop forward plans annually has been superseded by this process

The objective Implement Plan with Channel and Programme targets has been amended to Implement Review with Channel and Programme targets. The sub-heading Implement 2008 Plan including business communication has been removed as this was completed in 2008. Two new action points have been added :

o Talent Management o Schedule Projection and Development

A new objective Audience Research – Adopt a Forensic Approach has been added with a view to maximising usage of all audience research resources available to RTÉ Radio. This involves two new actions:

o Establish project with targets and objectives in Q1 o Track and review project monthly

Compete for Audience: Implement new listening strategy Two out of four objectives in this section have been deleted, DAB implementation, planning

and licensing and Trial and evaluate DRM as these were successfully completed in 2008 The DAB project is being progressed with the following objectives:

o Maintain present DAB services and coverage levels o Obtain full DAB licence from Comreg

Another new objective Launch RTÉ 2fm website has been included. This was an element of the Radio 2020 project.

Maintain an appropriate balance in range of output for the regions

The objective Implement new policy for content origination and transmission has been removed as a review was completed in 2007 and the project was cancelled as other divisions were unclear as to its benefit

A new objective: Maintain coverage as defined in Statement of Performance Commitments 2009 has been included in this section.

18

Develop People and Skills

Develop detailed succession and training plan has been removed as the generation of a Succession plan for RTÉ Radio 1 in Q3 2008 completed the objective. Two new objectives have been included:

o Enhance management toolkit o Resource management coaching incorporating a workshop and year-end report

including business gains. Maintain Revenues and Endeavour to Grow Ahead of the Market

A new objective has been added: Identify cost-neutral opportunities to promote the RTÉ Radio brand and/or sub-brands.

Control and Manage Costs

Close RTÉ Radio 1 medium wave has been removed as it was completed in 2008 Expand the scope and frequency of product costing processes to support regular reporting

and decision making has been removed as due to capital projects reductions it will not happen during the lifetime of this plan

A new objective Resource planning – set and review quarterly resource plan against 2009 budget has been included in this section.

Radio Strategic Planning

Devise and agree new cross IBD promotion and marketing strategy has been removed from the plan as it was completed in 2008

Devise and implement Radio 2020 and related objective Devise and agree new cross platform content management strategy have been removed due to economic circumstances they will not happen during the lifetime of this plan.

19

RTÉ RADIO - IMPLEMENTATION PLAN 2009-2010

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

SET THE STANDARD FOR QUALITY OUPUT AND CONTENT IN IRISH RADIO

Programme Definition and Review* Agree Definition

* Monthly Review wih programme teams

Publish new commitmentsIncrease mainstream multi-cultural activities* Assign resource to promote and embed mulitculturalism

* Track and review monthly

Develop Independent Production Process* Finalise Commissioning and AdminIstration processes

* Initiate first commissioning round

* Final decisions on commissioning

* Schedeule Independent programmes* Assess first year of IPU

COMPETE FOR AUDIENCE

ALIGN COMPETITIVE STRATEGY OF FOUR SERVICES

Quarterly Schedule Review Implement Review with Channel and Programme targets* Talent Management

* Schedule Projection and Development

Audience Research - Adopt a Forensic Approach* Establish project with targets and objectives in Q1

* Track and review project monthly

IMPLEMENT NEW LISTENING STRATEGY

Maintain present DAB services and coverage levelsObtain full licence from Comreg

Work to achieve sectoral agreement on DAB National Plan

Launch RTÉ 2fm Website

MAINTAIN AN APPROPRIATE BALANCE IN RANGE OF OUTPUT FOR REGIONS

Maintain coverage as defined in Statement of Performance Commitments 2009

DEVELOP PEOPLE AND SKILLS

Enhance Management ToolkitResource Management coaching * Review of Workshop

* End of Year report including business gains

Implement PDP

MAINTAIN REVENUE AND ENDEAVOUR TO GROW AHEAD OF THE MARKET

Cross media revenue

* Ongoing development of Cross-media propositions

* Quarterly sign off by Comm Director Radio of joint Cross media report

Grow specific sector revenuesSubmit Minutage ProposalIdentify cost-neutral opportunities to promote the RTÉ Radio brand

CONTROL AND MANAGE COSTS

Continue to roll out Value for money initiativeReview new rights contracts at contract endResource Planning * Set and Review Quarterly Resource Plan against 2009 Budget

STRATEGIC PLANNING

Radio Strategic Planning* Radio Board Off-Site Strategy Planning (dependent on new MD)

* Quarterly Communication


Agreed & costed in PlanStrategic PlanningNon RTE dependant

* Exploit all appropriate information/research sources from across the organisation to assist revenue earning purposes

2009 2010

20

5.4. RTÉ Publishing 2009-2010 Notes on changes from SP2 RTÉ Publishing decided in September 2008 to apply the Balanced Scorecard Model in its strategic planning process. This allows identification of individual department goals and the alignment of these goals in each area to better achieve overall IBD goals more efficiently and effectively. The use of the Balanced Scorecard process and the difficulties facing RTÉ led the Publishing IBD to revisit and where appropriate to revise its Objectives - reflecting what is possible in the current economic climate, and ensuring that the Goals and Objectives are closely aligned with those included in SP3. Set the standard for quality multimedia output and content in Ireland

This objective reflects the corporate strategic objective and replaces two previous objectives, Provide relevant content to our audiences and Develop existing and new services

A new objective Bring all key brands onto multiple platforms to meet audience needs has been added to this section and carries forward the essence of three previous objectives which have been removed:

Deliver RTÉ content to new audiences on new and emerging platforms and devices, in conjunction with relevant IBDs

Increase RTÉ's share of audience across all multimedia platforms Utilise RTÉ.ie to deliver integrated RTÉ content

The action points under this new objective are: o Launch RTÉ player domestically for programme catch-up o Develop multi-platform video clips strategy for News/Sport/Entertainment content o Launch new multi-platform Weather service

A new objective, Create content strategy for RTÉ Aertel and a new action, Launch RTÉ Aertel Digital to market subsume two objectives from SP2, namely:

Leverage the RTÉ Aertel brand through expansion into multiple media platforms Launch RTÉ Aertel Digital

Increase the range of sports content and material has been broadened to Deliver an integrated multi-media sports service, which has two specific actions:

o Deliver UEFA Champions League mobile streaming o Investigate the redesign of the Sports website

The objective Develop entertainment and lifestyle content strategy has been deleted from the plan and the essence of this objective has been carried forward to the new plan as two more clearly defined objectives with relevant action points. Lifestyle content is now covered by the objective, Develop a strategy to build RTÉ multi-platform Lifestyle Brand, with the action points Develop a Lifestyle brand proposition / editorial strategy in terms of multimedia content and Investigate and assess audience segments / competitor analysis for Lifestyle Brands

The new entertainment-related objective is Become Ireland’s leading cross platform source for Entertainment, with the action points:

o Relaunch RTE Guide On-line as the home of TV content o Develop content strategy for RTE.ie entertainment brand across multiple media o Implement a Marketing Plan to reach key audience segments

The objective Launch Broadband news channel has been deleted from the plan as this was completed in 2008.

A final new objective under this category has been added, Deliver a richer redesigned News Service with two action points:

o Improve editorial quality and presentation of News Content o Improve presentation of multimedia content

Use technology in a targeted and effective manner

The above has replaced the previous objective Develop existing and new services to align with the corporate strategic objectives

Four technology related objectives on the previous plan have been removed: Incubate new and emerging technologies to enhance market leadership Incubate new media technologies and digital production techniques Research, develop and test prototype products and services Develop production systems for service and product launch (Actual services being launched

specified in new plan, see below)

21

This section now has one over-arching objective Harness technological changes to deliver richer, more relevant and timely content experiences with three specific actions flowing from it:

o Develop technology to launch a series of planned new products and services to the end user such as Digital Text, DDT, Digital Text on SKY and NTL.

o Implement a software development project management system to improve technology workflow

o Provide the technology to re-launch a series of planned website redesigns. Maintain an appropriate balance in range of output for the regions

Give the nature of the RTÉ Publishing’s businesses, their key regional constituency is the Irish Diaspora. The key objective in this section is new: Extend RTÉ’s reach to Irish communities overseas via multiple platforms which carries forward two key actions from SP2:

o Develop and launch IPTV services o Exploit opportunities to extend the range of RTÉ content to Irish audiences worldwide

via RTÉ.ie and a modification of a third - Endeavour to build inventory of Rights over three years which has become Endeavour to build the maximum possible levels of music rights and other rights clearance over two years


Review of publishing staff structures has been amended to a more directional over-arching objective Align staffing structure to deliver business goals. The detailed actions flowing from this are all new:

o Negotiate new house agreement with NUJ to put in place RTÉ Entertainment Newsroom and new staff structures and working practices.

o Relocate On-line Entertainment team to RTÉ Guide offices o Negotiate a cost neutral Publishing Journalist Multi-media salary scale and an in-

house Publishing agreement with NUJ o Implement a second tier management structure in the technology unit

Two previous objectives in the Develop people and skills section have been deleted. Formal Performance Management Structure for all Staff was completed in 2008 Review of Staff Survey was completed for 2007/2008

Identify competencies and resources required to deliver Five Year plan has been reworded to Identify competencies and resources required to deliver Transitional Plan

Maintain revenues and endeavour to grow ahead of the market

The above has been changed from the previous Grow and diversify revenue base, in line with the corporate strategic objectives. This section now comprises three new over-arching objectives with detailed goals. The first is Achieve budgeted revenue targets which replaces Introduce new revenue initiatives across all services from the previous plan. The specific goals are:

o Maximise Revenue on High Demand Website Inventory by split level pricing o Redesign News and Sport sites to incorporate industry standard adverts o Agree and action LTA's with key agencies to incentivize spend with RTE o Deliver RTE Guide Retail Sales Circulation as budgeted for 2009

The second new objective is Develop new products and services to drive business growth, this replaces Introduce new revenue formats on all platforms from the previous plan and has the following specific goals:

o Assess our audience measurement metrics including the usefulness of web analytical tools so as to improve our knowledge of all relevant demographics (which replaces Ongoing customer and consumer research from SP2)

o Develop a Content Syndication strategy for new markets. o Develop a pricing strategy for Media Player opportunities including RTÉ 2FM

The final new objective is Drive commercial revenues to Publishing’s businesses. This replaces Marketing / revenue opportunity review and Develop market segmentation across publishing audience and channels from the previous plan and has the following specific goals:

o Investigate a Brand Portfolio assessment process to identify a hierarchy of brands to spearhead business and audience growth

o Ensure opportunities for extra revenue sources in new RTÉ Guide pagination schedule

Control and manage costs

This section has three over-arching objectives. The first is Achieve overall Budget 2009. The specific goals related to this objective are:

22

o Production of accurate monthly management accounts and commentary o Production of bi-monthly three month rolling forecasts for revenues o Production of accurate monthly expenditure analysis and commentary to costpool

managers o Production of accurate quarterly reforecasts o Ensure delivery of new Guide magazine editorial strategy on a cost neutral basis,

which replaces Build on the RTÉ Guide’s position as Ireland’s biggest selling magazine

The second objective is Apply value for money strategy in financial management. This replaces Incorporate a value for money approach to increase effectiveness of business planning processes and has three actions, two of which are new:

o Communication of benefits thereof, and reissue of Special Projects matrix as the primary decision making and quantitative evaluative tool in Publishing

o Develop and implement formal NPD portfolio management process The third objective in this section is Utilise cost effective management in technology solutions

and supplier contracts, which builds on and replaces Seek opportunities to improve supplier contract terms. The new objective is far more specific and includes Technology costs which will be an increasing proportion of RTÉ Publishing expenditure in the future. The new actions here are:

o Utilise all marketing assistance available under the new RTÉ Guide distribution contract

o Implement group policy across Publishing re all non-permanent staff o Deliver Capital Programme on a timely basis to the desired quality

Implement and enforce the revised RTÉ Group Procurement policies has been removed as this was completed in 2008

Ongoing strategic planning to remain integral to the running of RTÉ Publishing

The previous objective Adopt a portfolio management approach across products and audience segments has been reworded to Manage our brand portfolio to deliver business growth as the portfolio management approach has been adopted and the wish is to move forward to manage the portfolio on an ongoing basis

A new objective has been included, Manage and optimise internal relationships / partnerships (inter-IBD, TV websites) which has two key actions:

o Seek to agree cross media pricing strategy across Publishing with TV and Radio o Introduce crisis management procedures and communications to Publishing

One objective was removed from the plan, as follows: Challenge organisational strategy and processes to deliver strategic objectives was completed

in 2008 A new objective Implement strategic planning model for RTE Publishing was introduced with

the Balance Scorecard strategy as the template for objectives formation for the Transitional Plan.

Ongoing customer and consumer research was removed from this section and carried forward into new plan as Assess our audience measurement metrics including the usefulness of web analytical tools so as to improve our knowledge of relevant demographics.

23

PUBLISHING PLAN 2009 - 2010

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Set the standard for quality multimedia output and content in IrelandBring all key brands onto multiple platforms to meet audience needs.Launch RTE Player domestically for programme catch upDevelop multi platform video clips strategy for News/Sport/Entertainment contentLaunch new multi-platform Weather serviceCreate content strategy for Aertel Launch Aertel Digital to marketDeliver a richer redesigned News Service Improve editorial quality and presentation of News ContentImprove presentation of multimedia contentDeliver an integrated multi-media Sports Service Deliver UEFA Champions League mobile streamingInvestigate redesign of Sports websiteDevelop a strategy to build RTE multi platform Lifestyle Brand

Develop a Lifestyle brand proposition/editorial strategy in terms of multimedia contentInvestigate and assess audience segments/competitor analysis for Lifestyle BrandsBecome Irelands leading cross platform source for EntertainmentRelaunch RTE Guide online as the home of TV contentDevelop content strategy for RTE.ie entertainment brand across multiple mediaImplementation of a Marketing Plan to reach key audience segmentsUse technology in a targeted and effective manner.Harness technological changes to deliver richer more relevant and timely content experiencesDevelop technology to launch a series of planned new products and services to the end user such as Digital Text, DDT, Digital Text on SKY and NTL.Implement a software development project management system to improve technology workflow

Provide the technology to relaunch a series of planned website redesigns.Maintain an appropriate balance in the range of output from the regionsExtend RTE's reach to Irish communities overseas via multiple platformsDevelop and launch IPTV servicesExploit opportunities to extend the range of RTE content to Irish audiences worldwide via RTE.ieEndeavour to build the maximum possible levels of music rights and other rightsclearance over two yearsDevelop people and skillsAlign staffing structure to deliver business goalsNegotiate new house agreement with NUJ to put in place RTE Entertainment Newsroom and new staff structures and working practices.Relocate Online Entertainment team to RTE Guide officesNegotiate a cost neutral Publishing Journalist Multi-media salary scale and an in- house Publishing agreement with NUJIdentify personnel resources for annual budget

Identify competencies and resources required to deliver Two Year Transitional PlanImplement a second tier management structure in the Technology unit

2009 2010

24

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Maintain an appropriate balance in the range of output from the regionsExtend RTE's reach to Irish communities overseas via multiple platformsDevelop and launch IPTV servicesExploit opportunities to extend the range of RTE content to Irish audiences worldwide via RTE.ieEndeavour to build the maximum possible levels of music rights and other rightsclearance over two yearsDevelop people and skillsAlign staffing structure to deliver business goalsNegotiate new house agreement with NUJ to put in place RTE Entertainment Newsroom and new staff structures and working practices.Relocate Online Entertainment team to RTE Guide officesNegotiate a cost neutral Publishing Journalist Multi-media salary scale and an in- house Publishing agreement with NUJIdentify personnel resources for annual budget

Identify competencies and resources required to deliver Two Year Transitional PlanImplement a second tier management structure in the Technology unitMaintain revenues and endeavour to grow ahead of market

Achieve budgeted Revenue targets

Maximise Revenue on High Demand Website Inventory by split level pricing

Redesign News and Sport sites to incorporate industry standard adverts

Agree and action LTA's with key agencies to incentivize spend with RTE

Deliver RTE Guide Retail Sales Circulation as budgeted for 2009

Develop new products and services to drive business and audience growthAssess our audience measurement metrics including the usefulness of web analytical tools so as to improve our knowledge of all relevant demographics

Develop a Content Syndication strategy for new markets

Develop a pricing strategy for Media Player opportunities including 2FM

Drive commercial revenues to Publishing's businessesInvestigate a Brand Portfolio assessment process to identify a hierarchy of brands to spearhead business and audience growthConsider opportunities for extra revenue sources in new RTE Guide pagination scheduleControl and manage costsAchieve overall Budget 2009Production of accurate monthly management accounts and commentaryProduction of bi monthly three month rolling forecasts for revenuesProduction of accurate monthly expenditure analysis and commentary to costpool managersProduction of accurate quarterly reforecastsEnsure delivery of new Guide magazine editorial strategy on a cost neutral basis Apply Value for Money strategy in financial managementCommunication of benefits thereof, and reissue of Special Projects matrix as the primary decision making and quantitative evaluative tool in Publishing Develop and implement formal NPD portfolio management processContinue zero based budgeting approach to formulation of annual budgetsUtilise cost effective management in technology solutions and supplier contracts

Utilise all marketing assistance available under the new RTE Guide Distribution contractSeek to integrate Publishing expenditure into consolidated RTE contractsImplement group policy across Publishing re all non permanent staff Deliver Capital Programme on a timely basis to the desired quality Ongoing strategic planning to remain integral to running of RTÉ PublishingManage our brand portfolio to harness business growth Implement strategic planning model for RTÉ Publishing

Continue annual review of long term business objectives using Balanced Scorecard modelAlign capital expenditure programme with strategic business objectivesManage and optimise internal relationships/partnerships (inter IBD, TV websites)Seek to agree cross media pricing strategy across Publishing with TV and RadioIntroduce crisis management procedures and communications to Publishing

2009 2010

Not yet scheduled

Ahead of schedule

On scheduleBehind schedule

Completed

Non-RTÉ dependent i.e. legislation/technology development

25

5.5. RTÉ Performing Groups Transitional Implementation Plan 2009-2010 Notes on changes from SP 02, 2007-2011 Maintain the range and quality of all content

This objective has changed from Maintain and develop the range and quality of all content; develop has been removed as given the current economic climate just maintaining range and quality will be an achievement

Two new action points have been added to this section: o Maintain the quality of Conductors and Soloists we engage o Platform emerging talent in appropriate ways

The action point Maintain appropriate levels of commissioning and/or of premiering new music by Irish and non-Irish composers has been amended to Commission and/or premier new works by Irish and non-Irish composers / arrangers. The word music was changed to works because it is the word more widely used in the industry and is more encompassing; it can include new compositions or new arrangements of compositions which have value and create employment etc. and can also include new media

The action Bring forward proposals for composer-in-residence has been changed to Bring forward proposals for artist-in-association. The composer-in-residence was completed in conjunction with RTÉ lyric fm in 2008 and this new wording broadens the scope of future proposals

Evaluate artistically and financially the feasibility of replacing the RTÉ Proms to consolidate RTÉ Performing Groups profile and relevance has been removed as Culture Night was put in place as a replacement in 2008.

Make output available in a form suitable for delivery on broadcast and new media platforms

Negotiate greater RTÉ Performing Groups contribution to TV and Radio schedules and Publishing has been changed to Maintain RTÉ Performing Groups contribution to TV and Radio schedules and Publishing as it is a more realistic target.

Develop existing audience base through recruitment, retention and replacement initiatives

Implement RTÉ Performing Groups website in conjunction with RTÉ Publishing has been removed as the website went live in Q4 2008.

A new objective has been added regarding the website: Bring forward proposals to develop an enhanced RTÉ Performing Groups website over the next 2 years.

Negotiate cross-promotional strategy with Radio, TV and Publishing IBDs has been amended to include the words “in line with BCI advertising / promotion guidelines”. This is to be delivered in Q3 2009.

Establish a working group to review the Musician of the Future competition has been removed from the plan. The working group was established and presented a paper to the MD Radio. The initiative will be progressed in the future if economic circumstances permit but this will not be in the lifetime of this plan.

Implement five-year programme of audience research has been removed as there is no budget available for this project in 2009.

Maintain an appropriate balance in the range of output for the regions

The objective Enhance educational / community / regional output has been changed to Maintain an appropriate balance in the range of output for the regions to reflect the corporate strategic objective

Make content available to community radio stations nationwide has been removed from the plan as this action has been completed and is now part of normal business

Review residency model has been removed and replaced with Implement replacement for residency model as a decision to replace the residency model was made in 2008 following the review conducted in Q4 2008.

26

Develop people and skills Embed performance management systems at managerial and other levels has been removed

as there is no scope to extend this process to other levels in the current economic climate. Bring forward musicians early retirement proposals has been removed for the same reason. Neither will happen during the lifetime of this plan.

Develop a noise policy has been amended to Review noise policy in line with best practice to reflect the fact that this policy was developed in 2008

Two new actions have been included in this category: o Bring forward proposals and implement a pilot to enable staff below managerial level

to broaden their experience within the IBD and beyond o Identify restrictive practices within the IBD with a view to their negotiated elimination.

This is in planning in 2009 – no budget will be required; it is hoped that budget will be available in 2010 so action will be possible.

Maintain revenues

This objective has been amended from Grow revenues to reflect corporate strategic objective. As a result the key action has also been amended from Increase funding from non-license fee sources by 1% in 2008 to Maintain funding from non-license fee sources at 2008 levels.


Review RTÉ Vanbrugh Quartet 2007-2009 service contract was completed in Q3 2008 and has therefore been removed.

A new objective, Implement a cost effective contract for chamber music in line with output and budgetary requirements and review annually has been added

Implement VFM initiative will be linked to Identifying restrictive processes within the IBD with a view to their negotiated elimination (see Develop people and skills)

Expand the scope and frequency of product costing processes to support regular reporting and decision making has been deleted as full product costing was been implemented for IBD Management reporting in 2008

Ongoing strategic planning to remain integral to running of RTÉ Performing Groups

Three new actions have been included under this objective: o Develop and sign-off on a two-year rolling plan for the IBD with mid-year reviews and

sign-offs taking place annually during the NCH redevelopment project o Negotiate/Agree venue hire contracts for 2010 o Develop and sign-off on SP2010-2014

27

RTÉ PERFORMING GROUPS - TRANSITIONAL IMPLEMENTATION PLAN 2009-2010

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Maintain the quality of Conductors & Soloists we engagePlatform emerging talent in appropriate ways Annually review the RTÉ Living Music Festival model toestablish viability / redefine modelCommission and/or premier new works by Irish and non-Irish composers/arrangers.Bring forward proposals for artist-in-association

Maintain RTÉ Performing Groups contribution to TVand Radio schedules and Publishing

Bring forward proposals to develop an enhanced Performing Groups Website over the next 2 yearsNegotiate cross-promotional strategy with Radio, TV & Publishing IBDs in line with BCI advertising /promotion guidelines

Implement replacement for 'residency' model

Bring forward proposals and implement a pilot to enable staff below managerial level to broaden their experience within the IBD and beyond. Implement Succession Planning PolicyReview Noise policy in line with best practiceIdentify Restrictive practices within the IBD with a view to their negotiated elimination

Maintain funding from non-licence fee sources at 2008 levels

Implement a cost effective contract for chamber music in line with output and budgetary requirements and review annually Implement VFM Initiative - Link to identifying restricted practices within the IBD Ensure consolidation of RTÉ contracts allowing for cross IBD use/benefit

Implement rolling output planning on cycles rangingfrom 6mths to 2 yearsDevelop & Sign off on a 2 year rolling plan for the IBD with mid-year reviews and sign-offs taking place annually during the NCH redevelopment project.

Negotiate/Agree venue hire contracts for 2010

Develop & Sign off on SP2010-2014

Agreed & costed in Plan

Strategic Planning

Non RTE dependant


2009 2010

Ongoing strategic planning to remain integral

Maintain an appropriate balance in the range of output in the Regions

Develop existing audience base through recruitment,retention and replacement initiatives


Maintain Revenues

Maintain the range and quality of all content

Make output available in a form suitable for delivery on broadcast and new media

28

5.6. RTÉNL Transitional Implementation Plan 2009-2010 Notes on changes from SP2 Use technology in a targeted and effective manner

Actions specific to 2008 i.e. Continue to work with DCENR on DTT project and Explore options for DTT platform development have been completed and only one action remains on DTT, namely Build out full national DTT platform.

DAB and DRM no longer appear in the plan as both have come to natural break points and there is unlikely to be any further activity during the lifetime of this plan.

o DAB: A quasi national network serving the major cities has been rolled out. Broadcasting of additional RTÉ services to these centres of population will continue for the foreseeable future using the existing trial licence. The expansion of the network has been put on hold at present. Any future development will be dependent on the uptake for the current services and the commercial viability of expansion. The commercial Radio sector have expressed no interest in operating a DAB service even at the current quasi national level.

o DRM: Testing has now been completed. Transmission equipment is in place and is fully DRM compliant. If and when receivers become widely available and the customer (RTÉ Radio) requires it RTÉNL can switch over as requested.

Maintain revenues and endeavour to grow ahead of the market

Enhance Customer support systems and Roll-out enquiry facility for clients have both been completed in 2008 and are therefore removed from the plan

A new action has been added Build DTT platform for Ireland to replace analogue - as in order to maintain RTÉNL income it is necessary to build the full national DTT network for use by RTÉ and commercial operators

29

RTÉNL IMPLEMENTATION PLAN 2009 – 2010

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Use technology in a targeted and effective manner

DTT

Build out full national DTT platform


Develop and roll-out individual training plans

Develop in-house trainers

Encourage Staff Development through temporary attachments

Ongoing review of organisation and structure

Maintain revenues and endeavour to grow ahead of market

Build DTT platform for Ireland to replace analogue


Value for Money Initiative

Improve budgeting process through earlier staff input

Develop enhanced monthly reporting procedures

Involvement of Internal Audit in regional reviews

Review & Strengthen T's and C's for project procurement

Ongoing Strategic Planning to remain integral to running of RTÉ Group

RTÉNL Strategic PlanningEstablish annual business planning processContinue annual review of long term business objectives.Ongoing strategic market development Ongoing customer and consumer research

Increase operational input to rolling strategic plan

Continue series of strategic IBD management planning days


Agreed & costed in Plan

Strategic Planning

Non RTE dependant

Expand the scope and frequency of product costing processes to support regular reporting and decision making.

20102009

31

APPENDICES

32

Appendix 1

Summary of actions on Implementation Plans SP2, 2008

The concept of a red flag () system was introduced into the quarterly summary report of the IPs in response to the drastically changed and unpredictable economic circumstances. The red flag highlights aspects of the various plans which were or almost certainly will be impacted by the economic downturn. The intention was for it to serve as an early warning system in situations where current or planned progress on projects could not be sustained. These included:

projects / actions which fell behind schedule due to funding problems projects which were on schedule but would likely run into problems due to

budget problems projects / actions showing a high level of activity in 2008 but which are not

sustainable into the coming year. The RTÉ Authority has discussed the quarterly plans to the end of Q3 2008; Q4 will be available early in 2009. The up-to-date IPs follow.

33

Status September 2008Not yet scheduled

agreed & costed in 5 Year PlanAhead of schedule

strategic planning On schedule

non-RTÉ dependent* * (e.g. legislations/technoloBehind schedule

Finished

Remain the Main Source of News for the Irish public Implementation Monitoring Other IBDS Status Comments

Maintain brand presence with focus at national events. Carolyn Fisher Cillian DePaor

Centre, Television, Radio

Presence at Young Scientists, Cheltenham, All Ireland Drama Festival and National Ploughing Championships. Presence planned for Oireachtas na Gaeilge.

Regular research and analysis Michael Good Paul Doyle Qualitative presenter and output research in quarter two.

Develop new programmes and enhance programmes/news serviceInternational thematic focus Cillian DePaor Paul Doyle China. World food supply.Enhanced the Range of Correspondent Coverage Cillian DePaor Paul DoyleEstablish a Far East based Correspondent operation on a temporary basis. Cillian DePaor Paul Doyle

Enhance Quality of Programme Output Cillian DePaor Paul Doyle TV IBDEnhance studio output for Television News Cillian DePaor Paul Doyle TV IBD New plan developed and work commenced for on air Q1 2009.Seek to implement longer cycle approach to Prime Time Investigates David Nally Cillian DePaor TV IBD Plan completed, implementation postponed due to costs.

Develop new campaign focuses Cillian DePaor Paul Doyle

Planning coverage in 2009 of European elections, Local elections and United Kingdom elections. Plans are likely to be significantly curtailed due to economic difficulties.

Review Oireachtas programming with emphasis on relevance to the public Cillian DePaor Paul Doyle

Develop Online and other non-broadcast media services

Develop in conjunction with RTÉ Online new strategies to achieve greater utilisation of and access to RTÉ News output via online and other new media. Cillian DePaor Paul Doyle Publishing

Online Nuacht site now active as well as Pobail and docs online as well. Special sites on China, Lisbon and U.S. Presidential campaign..

Expand regional output

Seek to put Additional Q & A on the road David Nally Paul Doyle

Planning completed. Not feasible to proceed with implementation due to cost and lack of available funding.

Review Structures Operations and Resources to Optimise Regional Output Michael Lally Cillian DePaorReview the organisation of Nuacht including the decentralisation of radio nuacht Michael Lally Cillian DePaor Decision to move Nuacht Telfís to Baile na hAbhann Easter 2009.Expand presence through integration of Irish language news teams. Michael Lally Cillian DePaor Nuacht personnel now contributing to English language regional coverage.Develop local government focus Michael Lally Cillian DePaor Nuacht Local Government Correspondent appointed.

Develop people and skillsDevelop Training Angela McEvoy Paul DoyleEstablish partnerships with 3rd level colleges Cillian DePaor Paul Doyle Nuacht is working with DCU, GMIT,NUIG and UCD.

Refocus staff training in the context of technological change Angela McEvoy Cillian DePaor

Training objectives established for the year and now being implemented. Plans for 2009 are being further refocused in the context of limited available funding.

Review Recruitment and Retention Angela McEvoy Cillian DePaorReview recruitment processes Angela McEvoy Cillian DePaorContinue to seek new talent Angela McEvoy Cillian DePaor New journalist panel established and new reporters appointed.Review staff retention, remuneration, work place environment. Angela McEvoy Ed Mulhall Remuneration plans reviewed in the context of corporate budgetary strategy.

Reinforce Standards Angela McEvoy Cillian DePaorRegular staff assessments Angela McEvoy Cillian DePaorEncourage innovation culture Michael Good Cillian DePaor Task and time specific partnership working groups active.Establish news standards manual Michael Good Cillian DePaor Pronunciation style guide ready. Editorial policy file/guide established.

Improve Structures Angela McEvoy Cillian DePaorReassess newsroom roles Angela McEvoy Cillian DePaorStreamline internal communications. Angela McEvoy Cillian DePaor New reporting structures, newsletter, staff seminar.

Enhance news gathering and programme-making efficienciesReview and Enhance Equipment and Infrastructure Ray Purser Paul DoyleDevelop and roll out support for audio and video field contributions in both high and low resolution. Ray Purser Paul DoyleUpgrade to iNews Interplay Ray Purser Paul DoylePlan new newsroom location and studios Ray Purser Paul DoyleDevelop new data transmission Ray Purser Paul Doyle Audio/video FTP now widely used.Develop strategy for tapeless camera chain Ray Purser Paul Doyle Strategy completed and now being implemented.

Review Structures and Operations Cillian DePaor Paul DoyleDevelop central news output desk Cillian DePaor Paul Doyle Working group active.

Review opportunities for synergies in Sports news coverage Cillian DePaor Paul Doyle News Sports Editor appointed, interdivisional staff transfers operational.Review the organisation of Nuacht including the decentralisation of radio nuacht Michael Lally Paul Doyle Decision to move Nuacht Telfís to Baile na hAbhann Easter 2009.Review opportunities for organisational and work practice efficiencies in relation to SMU operations, regional locations and emergency response units. Michael Lally Paul Doyle Review of E.N.G. and S.M.U. utilisation underway.Examine opportunities for strategic alliances Michael Good Paul Doyle Meetings with other media groups to discuss common industry issues.

Develop emergency response strategy Michael Good Cillian DePaor

Expand the scope and frequency of product costing processes, to support regular reporting and decision making. Paul Doyle Cillian Depaor Programme cost trend analysis prepared at I.B.D. level and for corporate use.

Strategic PlanningNews Strategic Planning Cillian DePaor Paul DoyleGroup Strategic planning co-ordination. Paul Doyle Cillian Depaor

Primary Responsibility2011

NEWS & CURRENT AFFAIRS PLAN 2007 - 20112008 2009 20102007

34

RTÉ TELEVISION - PROPOSED REVISED IMPLEMENTATION PLAN 2007-2011

1. Set the standard for quality TV programming Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Current Status Update for Q3

Maintain public service commitmentOverall on target to meet Programming Commitments for 2008. (Due to a mid-year change in Scheduling Strategy for Archive Factual on RTÉ Two we will not meet our Target hours for Factual on RTÉ Two for 2008. Archive Factual has been moved to RTÉ One.) Andrew

TV Sport employed a large number of new faces and voices for Q3 during the Olympic Games. Of the 20 analysts employed only 3 were regular contributors previously to TV Sport. In factual programming, Dr Michaél O Siochru anchored Cromwell in Ireland,his first major television series.In Drama, Charlene McKenna had her first outing as a lead in Whistleblower and was supported by a number of new faces on RTÉ. There are a number of new writers involved in RAW and Stuart Carolan wrote Little White Lies, his first TV Drama. Paul Walsh & Tony London have joined Young Peoples as new presenters. Mary

RTÉ TV has grown All Day All Individual Share year on year for Jan-Sept 2008 vJan-Sept 2007 by 0.6% in Multi-channel homes, by 0.2% in Digital homes. Share dropped by 0.4% in National homes. While a drop of this magnitude may be a function of random variables and not statistically significant a careful monitor of this apparent trend is warranted going forward. Andrew

Mary

Launch date suspended due to financial constraints. Now expected to start Q4 2009. Contracts to be finalised with suppliers Q4 2008. Fiona (John Hunt/Dermot Horan)

Increase proportion of subtitled programmesSubtitling coverage on RTÉ One and Two was increased on the same period last year. The June to August subtitling coverage on RTÉ Two reached 48.1% (June to August 2007 was 42.2%) in the hours set down by the BCI (07.00 to 01.00). All the main RTÉ coverage of the Olympic games and the Paralympics were subtitled live. All RTÉ coverage of the American election campaign has also been subtitled live. Andrew

Ireland qualifiers for World cup 2010 were secured and shown in Q3 (3 matches) and negotiations continue to secure further matches. Fiona (Breda)

Business plan agreed for Avid phase 5. Pilot project to be rolled out during first half of 2009. Completion delayed to Q2/Q3 of 2010. MAM, Competitive dialogue continuing with 2 suppliers. Financial constraints reduce size of initial phases of project. Exec board agree to lower spec with view to choosing partner by end of Q1 2009. Specific business oriented projects targeted for phase one with completion by end 2009. Subsequent phases dependent on economic situation. Paul T

Paul T

Pilot HD experiment on DTT Paul T

Limited peak time HDTV on one channel by Q1 2009 Launch further delayed until 2011 Paul T

Upgrade one studio to full HD by Q3 2009 Plan suspended pending business development plans. Paul T

Factual Programming and RTÉ Religious has developed two new websites with RTÉ Publishing to archive and build all all worship and festival output and to archive the 1 minute nightly films made for our new evening prayer slot - www.rte.ie/witness. Discussions and consultation are on-going with publishing about the RTÉ Player which will be trialed in the coming months. Mary

Red, a cross platform programme, has been developed by the Young People's Department and is currently in production. Aisling's Diary has also been commissioned and is currently on air crossing all platforms including broadcast and on-line. Mary

Detail planning about to begin following selection of Multiplex provider. Paul TAIB Ladies Irish Open Golf, Pro Box Live, Ireland TriAthlone, The Road To Croker Irish Athletics Championships, Greyhound Racing, GAA Web-only matches, Champions League Live , Beijing Olympics – all live TV output plus five extra live web-only feeds,RDS Dublin Horse Show, The Saturday Game Live , Tour of Ireland, World Cup 2010 Qualifiers, Up For The Match , Paralympics, Eircom League Live and UEFA Cup Live . Andrew

Daytime and Lifstyle has commisisoned a fifth series of the Afternoon Show from Green Inc in Belfast. They have also supported GMTV from Crossmalina in a successful award from the BCI. Power Pictures from Galway are producing Brides of Franc and Eo Telefis have also been commisioned to produce a series for RTÉ TWO Mary

5. Develop our key asset - people Many individual and group courses offered in Q3 on skills enhancement, development and job requirement skills. These ranged from Operational skills to management skills. Andrew

- On screen talent TV presenter training

- Inhouse production teamsCustomised Excel, Time management

- production resource teamsTV Lighting for drama, AVID basics

- support teams Adobe, Access level 1, Employment law, Equality and Good Practice, HD TV measurements, Negotiation skillsThe strategy has been developed and is to be presented to the Executive Board in Q4. Andrew

The new iWitness format for the nightly Evening Prayer includes a wide variety of people from all walks of life, faiths and cultures expressing their beliefs, hopes and passions in the first person.Studio worship is being consciously broadened to reflect Ireland's new demographic mix.Rax, the RTÉ TWO drama features a number of characters reflecting ethnic minorities. Andrew/Mary

6. Grow RevenuesTotal ROI TV Advertising spend has fallen sharply in 2008 due to uncertain economic conditions and as a result RTÉ TV has experienced an unprecedented decline in revenue, most noticeably in Q3 and forecasts for Q4 2008. Although difficult to predict it is expected that turbulent economic conditions will continue into 2009 and in this environment the target to grow revenue must be put into context of the falling market.Revenue, in line with the overall economy, is slowing considerably year-on-year. RTÉ Sales is holding its overall position as Market Leader in the less buoyant economy. Paul M

New Alcohol Code was launched on the 1st of July and RTÉ was directly involved in the wording of the Television and Radio sections in order to devise a workable Code that minimised the effect on RTÉ's revenue. Paul M

Developed a different model of sponsorship relationship for upcoming Dragons Den by ensuring the commercial customer was involved from the inception and committed funding upfront rather than at post production stage. This method of funding may become more important into the future. Paul MIn conjunction with Television's Afternoon Show, Online, and the RTE Guide, a specific cross media initiative with Domino Pasta Recipes created bespoke video content online tied in to the Afternoon Show and promoted strongly through the RTÉ Guide. Paul M

Continuing to monitor the existing procedures and meetings are taking place to ensure full valuable intelligence is shared across the organisation. Paul M

By Sept 2008 Value for Money initiatives identified €2m savings, against the target of €1.4m for 2008. Total of 60 projects, 36 projects finalised, 10 at implementation stage, 7 feasibilty and 7 ideas. Progress exceeded expectations. Savings identified in areas such as editing, re-voicing, marketing, IT and training. FionaCost per transmitted hour by channel agreed as metric for reporting. EBU metrics seminar held to meet other European broadcasters. RTÉ personnel visited BBC to review their processes. Cost per hour analysis prepared for 2007 v 2006. Fiona

Weather contract: Presentations from each supplier to TV, Radio, & Publishing in Aug. Final decision on tender expected early Q4. FionaFiona

8. Ongoing Strategic PlanningTV Strategic Planning

- 2009 Budget An intensive series of Budget 09 meetings took place at the back end of Q3 08 to finalize the Budget for 09. Andrew

- PSG meetings PSG meetings were held regularly in Q3, of particular importance was the report presented by the RTE Two Group in July.Group Strategic planning co-ordination The TV Executive Board, the PSG and the RTE Two Group met throughout Q3. Andrew

Agreed & costed in Five Year PlanStrategic PlanningNon-RTÉ dependant

Not yet scheduledAhead of scheduleOn scheduleBehind schedule

Completed

2011

4. Increase range / quality of output from regions

2. Be a technology leader

3. Provide Content for a wide range of platforms

Work with the Publishing IBD to provide content for new media platforms.

Generate cross-platform Young Peoples Programming

Facilitate introduction of signage & audio description with

Increasing amount of sports events streamed live on RTÉ.ie

2009 2010

Exploit all appropriate RTÉ Group info/research sources

Expand the scope and frequency of programme / product costing processes to support regular reporting and decision

Develop & implement resource utilisation efficiency

7. Control and manage costs

Continue to implement Value for Money initiative

Integrate relevant TV expenditure and Other IBDs into

Maintain RTÉ's position as market leader in relation to advertising and sponsorship.Seek appropriate regulation & legislation (ad mins, alcohol restrictions, gen codes & TWF)

Place increased emphasis on Cross Media & Cross Technology opportunities.

Offer specific enhanced commercial sponsorship opportunities to market

Increase presence of ethnic minorities & multi cultural awareness in mainstream programming

Focus on the upskilling of existing staff

Support regional production companies

2007

Devise & implement strategy to make RTÉ programming available to audiences abroad

Acquisition of key Sports Rights

Find and foster new on-air talent.

Grow audiences, in number and/or range

Grow our commitment to statement and "must see" cross

Develop strategy for TV Succession planning

2008

Complete delivery of File Server Technology

Introduce High Definition TV

35

Exec Responsibility/Overall Monitor : Adrian Moynes

IBD Core Implementation Team : JP Coakley, Kieran Barry

Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Implementation Monitoring Other IBD Timing

1SET THE PUBLIC STANDARD FOR QUALITY, RELEVANCE AND DIVERSITY IN IRISH RADIO

We need to establish a method of assessing and improving our performance in quality, relevance and diversity.

1.1 Implement revised audience matrix Channel heads MD Complete in Radio. Work will be reviewed in context of current corporate metrics exercise once complete.

Set public value criteria & measures Channel heads MDReview public editorial commitments vs public value Channel heads MDPublish new commitments Channel heads MD

1.2 Implement overall reporting framework Channel heads MDCommunicate new criteria and measures Channel heads MDCompile first report & subsequent Channel heads MD

1.3 Increase mainstream multi-cultural activities Channel heads MD RTÉ TV Ana Leddy appointed Multicultural Liaison for Radio IBD.

1.4 Develop Independent Production Process Kieran Barry/A Leddy MD Central HR/Legal Services Implement Pilot Transmission of pilot submissions accommodated in schedule in Q1'09

Develop proposal for new model Kieran Barry/A Leddy MD Central HR/Legal Services Plan for new model will be defined and developed in line with Broadcasting Bill provisions in Q4.

2 COMPETE FOR AUDIENCE

ALIGN COMPETITIVE STRATEGY OF FOUR SERVICES

2.1 Implement Plan with Channel and Programme targets Channel heads MD Plan reviewed and updated at each post-JNLR meeting

Implement 2008 Plan including Business Communication Channel heads MDDevelop Forward Plans annually Channel heads MD

2.2 Quarterly Review of JNLR Figures Channel heads MD Q3 review held 25/09

IMPLEMENT NEW LISTENING STRATEGY

2.3 DAB Implementation Planning and Licencing JP Coakley Kieran Barry Non-RTÉ dependancy

Launch new services on trial JP Coakley Kieran Barry Only five services will proceed to licence

Submit costed agreed Quasi national Plan to Executive Board for further DAB roll out JP Coakley Kieran BarryObtain full licence from Comreg JP Coakley Kieran Barry Non-RTÉ dependant, likely in Q4 2008

2.4 Commence DAB Quasi-national Roll-out JP Coakley Kieran Barry RTÉNL DAB channels now available in Cork and Limerick

2.5 Work to achieve sectoral agreement on DAB National Plan JP Coakley Kieran Barry RTÉNL Response to Comreg consultation required by 21st Oct. National Multiplex Licence expected by end Q4

2.6 Trial and evaluate DRM JP Coakley Kieran Barry RTÉNL Trial+evaluation complete - decision not to proceed in medium term (3 to 5 years)

3 ACHIEVE APPROPRIATE REGIONAL BALANCE

3.1 Implement new policy for content origination and TX Cyril Ryan MD News IBD Project cancelled as other divisions were unclear as to benefit

Initial Report to Radio Board Cyril Ryan MDFinal Report to Radio Board Cyril Ryan MDDefine subsequent Action Plan Cyril Ryan MD New IBD

4 DEVELOP PEOPLE AND SKILLS

4.1 Develop Detailed succession and training plan JP Coakley KBComplete Succession Plan for Radio 1 JP Coakley KBImplement PDP JP Coakley KB Producer Training Course running through Summer to end October

5 DEFEND AND GROW REVENUE

5.1 Cross media revenue Antony Whittall MD RTÉ Publishing/RTÉ TV

Ongoing development of Cross-media propositions Antony Whittall MD

Quarterly sign off by Comm Director Radio of joint Cross media report Antony Whittall MD Complete for Q3

5.2 Grow specific sector revenues Antony Whittall MD Revenue from Motoring industry ads up 20% in Jan to Sept

5.3 Submit Minutage Proposal Antony Whittall MD TV/Centre Proposal submitted to DG for use as appropriate

6 CONTROL AND MANAGE COSTS

6.1 Review and Update : Appropriate Flexible Cost Base Plan JP Coakley/Kieran Barry MD Central HR/Legal services Complete

6.2 Close Radio 1 Medium wave JP Coakley MD RTÉNLObtain Executive Board approval for closure of Radio1 MW JP Coakley MD RTÉNLResearch MW listening JP Coakley MDPrepare for Closure JP Coakley MD Announce Closure and Implement Communications Plan

Close Radio 1 Medium wave transmitter JP Coakley MD6.3 JP Coakley/Kieran Barry MD Deferred indefinitely as part of Capital Projects reductions

Acquire new systems JP Coakley/Kieran Barry MDImplement new resource scheduling system JP Coakley/Kieran Barry MDImplement Asset Tracking Process JP Coakley/Kieran Barry MD

6.4 Continue to roll out Value for money initiative JP/Kieran barry MD September update complete, process ongoing.

6.5 Review new rights contracts at contract end JP Coakley/Kieran Barry MD Deal concluded with IMRO

7 STRATEGIC PLANNING

7.1 Radio Strategic Planning JP Coakley/Kieran Barry MDRadio Board Off-Site Strategy Planning JP Coakley/Kieran Barry MD Held on 30th April

Quarterly Communication JP Coakley/Kieran Barry MD Complete for Q2

7.2 Group Strategic planning co-ordination JP Coakley/Kieran Barry MD7.3 Devise and agree new cross platform content management strategy JP Coakley/Kieran Barry MD RTÉ Publishing/RTÉNL/RTÉ TV/Performing Groups Key element of Radio 2020 Strategy. See 7.5.

7.4 Devise and agree new cross IBD promotion and marketing strategy Antony Whittall MD TV rte.ie/crossmedia

7.5 Devise and Implement Radio 2020 JP Coakley/Kieran BaMD Certain projects on hold, no new initiatives. 2fm Website project to continue

Agreed & costed Not Yet Scheduled

Strategic planning Ahead of Schedule

Non-RTÉ dependent On Schedule

Behind Schedule

Complete

RTÉ RADIO - IMPLEMENTATION PLAN 2007 - 2011 (IP'07) Status at: 30th September 2008

Exploit all appropriate information/research sources from across the organisation to assist revenue earning purposes

2008 2009 2010 Primary Responsibility2011

Expand the scope and frequency of product costing processes to supportregular reporting and decision making

2007

Antony Whittall MD

36

Status : September 2008

Exec Responsibility/Overall Monitor : Conor HayesIBD Core Imp Team : Muirne Laffan, Ken Nugent, Paudie O'Sullivan, Conor Mullen

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Implementation Monitoring Status Comments

Utilise RTÉ.ie to deliver integrated RTÉ content Micheal Lisovsky Ken Nugent New sites built for Olympics 2008, US Election and Ploughing Championships. New music festival sites such as Electric Picnic and OxygeEndeavour to build inventory of Rights over three years Paudie O Sullivan Conor Mullen Olympics 2008.

Increase the range of Sports Content and Material Tom Grealis Ken Nugent

Olympics 2008 site (streamed all Television output plus five extra live video feeds each day from Beijing); GAA Championship 2008 website (streamed all Television output plus web-only matches) , Paralympics 2008 website, special section for The Ryder Cup, increased amount of video and audio content in our 'Media Zone', increased amount of live text commentaries for events for which we do

Launch Broadband News Channel Joe Zefran Muirne Laffan Completed. Increase TV related material and provide podcasts of TV and Radio Programmes Micheal Lisovskiy Muirne Laffan

80 new sites developed in 2008 YTD. 11 new/redesigned sites for Young Peoples Dept. Major TV sites developed include Who do you think you are, RAW, Rose of Tralee and Failte Towers. Rights clearance for TV Podcasts are still difficult to negotiate.

Develop entertainment and lifestyle content strategy Harry Geurin Muirne LaffanExpanded text interview section with a greater focus on securing quality interviews with RTÉ Talent. Developed first TV blog dedicated to a show made for RTÉ (The Clinic). First video webcast on Entertainment with Ryan Tubridy.

Leverage the Aertel brand through expansion into multiple media platforms Emer Conlon Muirne Laffan

Budget for commercial Aertel on DTT submitted. Planning for commercial Aertel underway. Budget for upgrade to Aertel Mobile submitted. DTT user research completed. Negotiations ongoing with UPC and BSkyB regarding Aertel Digital.

Launch Aertel Digital (Launch of Aertel on Mobile and relaunch of Aertel online achieved in Q2 2007) Marcus O'Doherty Conor Mullen Not yet scheduled Enhance RTÉ's Public Service Broadcasting proposition through the delivery of cohesive, integrated, cross-media offerings in co-operation with other RTÉ divisions Harry Geurin Ken Nugent

Interviewed the stars of The Clinic, Aisling’s Diary etc in order to promote RTÉ Television Shows. Featured the new season trailer extensively, indexed RTÉ Radio One’s dedicated Dublin Fringe Festival programme On The Fringe and promoted extensively.

Extend the reach of RTÉ content to Irish audiences worldwide via RTÉ.ie Lucy Campbell Ken Nugent

2008 was 569,225 compared with 729,927 in Q2 2008, this was principally due to seasonality. Diaspora channel to be delivered via RTÉ World Player, subject to rights negotiations. This is due for launch Q2 2009.

Increase RTÉ's share of audience across all multimedia platforms Lucy Campbell Conor Mullen on RTÉ.ie for Q3 2008 was 45.9m compared with 40.6m for Q2 2008. Olympics site achieved 6.6m page impressions and over 1m live streams.

Deliver RTÉ content to new audiences on new and emerging platformsand devices, in conjunction with relevant IBD's Marcus O'Doherty Conor Mullen Olympics site with multi-video streaming launched. Develop and launch IPTV services Marcus O'Doherty Conor Mullen IPTV Player alpha test phase completed.

Incubate new and emerging technologies to enhance market leadership Marcus O'Doherty Paudie O'Sullivan Consumer research carried out for EPG application.

Incubate new media technologies and digital production techniques Marcus O'Doherty Paudie O'Sullivan MHEG interactive game introduced on Digital text platform.

Research, develop and test prototype products and services Marcus O'Doherty Paudie O'Sullivan Testing of flat screen TV DTT products.

Develop production systems for service and product launch Marcus O'Doherty Paudie O'Sullivan Sharewatch share pricing automated for publishing.

Identify competencies and resources required to deliver Five Year plan Susan Murdock Muirne Laffan Not yet scheduled

Review of Publishing Staff Structures Susan Murdock Muirne LaffanPlanning for 2009 has commenced using the Balance Business Scorecard Tool (BBS) - the Cultivation of Talent Management is a key

theme in this. Staff structure proposal is currently under review, it will require Executive approval before the NUJ can be approached. Formal Performance Management Structure for all Staff Susan Murdock Muirne Laffan Performance management system for all staff introduced and is currently ongoing.

Review of Staff Survey Susan Murdock Muirne Laffan Publishing Partnership Forum are considering specific development issues arising from the last survey: e.g. CommunicationsIdentify personnel resources for annual budget Susan Murdock Muirne Laffan Completed for 2009 budget.

Introduce new revenue initiatives across all services Conor Mullen Paudie O'Sullivan Online motors deal extended to mobile and Aertel platforms. Introduce new revenue formats on all platforms Ken Nugent Conor Mullen planned for lifestyle sites. Build upon the RTÉ Guide's position as Ireland’s biggest selling magazine. Aoife Byrne Muirne Laffan New front cover identity rolled out in Q3 2008 to reinforce the premium quality of the magazine, however, copy sales will remain behindE-commerce implement product development plan for RTÉ Shop, 2006 -07 Ken Nugent Conor Mullen Digital downloads launched in the RTÉ Shop.

Marketing/Revenue opportunity review Conor Mullen Ken NugentPersonal Finance Site launched, however, the completion of the review is delayed due to personnel changes in Q3 but it will now be

completed in Q4.

Develop market segmentation across publishing audience and channels Lucy Campbell Ken Nugent Plan to co-ordinate and analyse all publishing research data to assist market segmentation behind schedule due to differeing data samples, it is being prioritised for completion in Q4.

Seek opportunities to improve supplier contract terms Paudie O Sullivan Ken Nugent RTÉ Guide distribution contract as yet unsigned, improved terms in place since Q2. Ongoing review of all other Publishing IBD contracts. Integrate relevant publishing expenditure into consolidated RTÉ contracts Paudie O Sullivan Múirne Laffan

Ongoing negotiation of Media rights under RTÉ Group umbrella, PPI music rights still under negotiation. Ongoing negotiation of media rights for IPTV.

Implement and enforce the revised RTÉ Group Procurement policies Paudie O Sullivan Conor Mullen Ongoing in 2008.

Incorporate a value for money approach to increase effectiveness of business planning processes) Paudie O'Sullivan Conor Mullen VFM Schedules versus budget issued for all costpools for Q3 2008. Challenge organisational strategy and processes to deliver strategic objectives Muirne Laffan Conor Mullen Not yet scheduled Adopt a portfolio management approach across products and audience segments Conor Mullen Muirne Laffan Ongoing cross media activity in Q3 2008. Continue zero based budgeting approach to formulation of annual budgets Paudie O'Sullivan Conor Mullen Basis for preparation of Publishing Operating Budget 2009. Continue annual review of long term business objectives Muirne Laffan Conor Mullen Planning meeting held and Balance Scorecard strategy introduced as template for objectives formation. Ongoing customer and consumer research Lucy Campbell Ken Nugent Audience research Dept.

Align capital expenditure programme with strategic business objectives Paudie O'Sullivan Muirne Laffan Basis for preparation of Publishing Operating Budget 2009 in conjunction with RTÉ corporate objectives.

agreed & costed in Five Year Plan Not yet scheduled strategic planning Ahead of schedule

non-RTÉ dependent* On scheduleBehind schedule

* (e.g. legislations/technology development) Completed

Grow and diversify revenue base


Ongoing strategic planning to become integral to running of RTÉ

Provide relevant content to our audiences

Challenge organisational strategy and processes to deliver

Develop existing and new services


2009 2010 2011 Primary Responsibility

PUBLISHING PLAN 2007 - 2011

2008

37

RTÉ PERFORMING GROUPS - IMPLEMENTATION PLAN Not yet scheduled

Ahead of schedule

Status : September 2008 On schedule

Exec Responsibility/Overall Monitor : Adrian Moynes Behind schedule

IBD Core Imp Team: Seamus Crimmins, Kieran Dempsey, Linda Power Completed

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Status Comment

Concern in relation to this objective to maintain & develop range & quality of content. The concern here is in relation to the need to become editorially more conservative to meet the Grow Revenues objective and to Grow Audience.

Annually review the RTÉ Living Music Festival model toestablish viability / redefine model Completed for '08

Review of 2008 RTÉ LMF on G Drive. New Format in 2010 moving away from 1 composer model2009 will be transitional year

Evaluate artistically & financially the feasibility of replacing the RTÉ Proms to consolidate RTÉ Performing Groups profile & relevance . Completed for '08

2008 - Participation in Culture night '08 in lieu of Farmleigh Very successful culture night took place on 19th September 2008

Maintain appropriate levels of commissioning and/or of premiering of new music by Irish and non-Irish composers. On schedule

Eight World Premiers of contemporary Music to end of Quarter 3 2008Five of the Eight were RTÉ Commissions. Concern, given the current economic climate, that this commitment level may not be sustainable

Bring forward proposals for composer-in-residence/composer-in-association Completed for '08

Process for 2008 devised in conjunction with lyric Process of selection was thorough - now complete.Elaine Agnew appointed as first 'composer in residence'Outreach programme to Schools (education)Compose work(s) for RTÉ NSODay time access lyricDetails available (press release) lyric website & on G Drive

Negotiate greater RTÉ Performing Groups contribution to TVand Radio schedules (esp. Radio 1) and Publishing On schedule

Modest additional contribution in 2008. RTÉ CO - Late Late Show - Official opening of Wexford Opera HouseOne-off opportunities to extend our audience reach on TV & Radio throughout the remainder of 2008 are being explored

Implement RTÉ Performing Groups website in conjunctionwith RTÉ Publishing Not yet scheduled

Negotiate cross-promotional strategy with Radio, TV & Publishing IBDs Behind schedule

Behind Schedule. Being Progressed informally. Bottom up approach. Contact established with individual editors/producers on the ground.

Establish a working group with Radio, TV & Publishing to review the merit/ feasibility of re-inventing the RTÉ Musician of the Future competition Ahead of schedule

Phase 1 Complete i.e. working group established & have met. Phase 2 Complete i.e. Draft Paper/proposal to MD Radio The matter has been progressed with DG, MD Radio and with input from TV Management Feasibility in question given the current economic climate.

Implement 5-year rolling programme of audience research Completed for '08

Completed. Plan re: 2008 is re:RTÉ CO Research - completed Q3. Formal presentation of findings from the completed research will be made on 14th Oct 2008. A copy will be available on G drive

Feasibility in question. Concerns in relation to our ability to maintain current education, regional & community activity levels. Enhancing activity, particularly regional activity, given the associated costs, is not feasible in the current economic climate.

Make content available to community radio stations nationwide On schedule

CD material issued to community radio stations. 3 CDs to 18 stations Q3Plus RTÉ Cór na nÓg Irish language cd to RnaG. (Details on G drive)

Review Residency model . Use 2007 Regional review as input to Educational / Regional/ Community planning 2008 & beyond Behind schedule

Review deferred to Q4 following 2008 Residency (Donegal)Date of 2008 Residency 22-24 October inclusive.

Embed performance management systems at managerial and other levels Behind schedule

Embedded at managerial level. Information from Corporate HR Pilot project received and being tailored for wider presentation/dissemination first to managers and then to staff in Q4

Implement Succession Planning Policy On schedule

Policy - 2 strands:(1) for editorial and (2) for executive succession Focus expanded in Q3 to replacement of the General Manger RTÉ NSO (Replacement Policy doc on G drive)

Develop a Noise Policy Behind schedule

RTÉ is incorporating HSA draft guidelines into RTÉ Draft policy document and is still awaiting final HSA sign-off on these guidelinesTender process (Audiometric testing supplier) completed, supplier appointed and testing commenced on 29th September 2008. Capital spend on other noise preventative measures commenced - A196 approved 19th September 2008 and Purchase Orders placed in Q3.

Bring forward musicians' early retirement proposals Behind schedule

PG's IBD Joint Working Group has been reconstituted.First meeting held early May.Two more meetings will take place in Q4 in order to finalise a paper for the executive board by end of Q4 2008. Feasibility seriously in question given the current economic climate.

Increase funding from non-licence fee sources by a specified percentage annually, 1% in 2008. On schedule

Forecast to achieve 1% increase in 2008Being monitored closely on a monthly basis. Concern, given the current economic climate, that this commitment level may not be sustainable into 2009 & beyond

Review RTÉ Vanbrugh Quartet 2007 - 2009 Service Contract Completed for 2008 Review carried out.Paper ( 5 scenarios) presented to MD Radio Q3.

Implement VFM Initiative On schedule

Without re-tendering again, selected designers will be invited, subject to certain specifications to bid for the print & design contract in Q4

Expand the scope and frequency of product costing processes to support regular reporting and decision making. Completed for 2008 Full product costing implemented for IBD Management reporting

Ensure consolidation of RTÉ contracts allowing for cross IBD use/benefit On schedule

Transport/Storage contract in liaison with TV in Q1. No other cross IBD contracts.

Implement rolling output planning on cycles rangingfrom 6mths to 2 years Behind schedule

Achieved in relation to RTÉ NSO Output PlanningNot as yet being consistently achieved in relation to RTÉ CO Output Planning

2008 2009 2010 2011

Ongoing strategic planning to continue to be integralto running of RTÉ Performing Groups

Enhance Educational/Regional/Community output

Develop existing audience base through recruitment,retention and replacement initiatives


Grow Revenues

Maintain and develop the range and quality of all content

Make output available in a form suitable for delivery by RTÉ platforms


38

Status : Sept (Q3) 2008

RTENL IMPLEMENTATION PLAN 2007 - 2011 Exec Responsibility/Overall Monitor : Conor Hayes

IBD Core Imp Team : Mick Kehoe Padraig Leahy

Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Implementation Monitoring Other IBD Status

Be a Technology Leader

DTT

Continue to work with DCMNR on their project Eamonn Reid Mick KehoeTV, John Hunt / Radio, JP Coakley Test transmissionsfor DCENR completed RTÉNL test on one Mux running as agreed.

Explore options for DTT platform development Mick Kehoe Padraig LeahyTV, John Hunt / Radio, JP Coakley

RTÉ wrote to the DCENR in June outlining the rollout of the public service multiplex in Ireland. BCI have awarded the three commercial multiplexes to Boxer DTT Ltd. Boxer DTT Ltd have also outlined their DTT rollout plan. The DTT platform development is now defined.

Project schedule agreed construction ongoing, on schedule

Work with industry towards deployment of DAB National DAB rollout on hold limited regional service in place.

Evaluate digital corridor infrastructure Ray Maguire Padraig Leahy Radio JP Coakley

Go/No Go decision Mick Kehoe Padraig Leahy Radio JP Coakley

Full DAB National Roll out Eamonn Reid Mick Kehoe Radio JP Coakley

Facilitate DRM implementation

Trial and evaluate DRM transmission Ciaran Sinclair Eamonn Reid Radio JP Coakley DRM transmission has been tested and is possible. Commencement

Go/No Go decision Mick Kehoe Padraig Leahy Radio JP Coakley of live transmissions will depend on customer and consumer demand.

Full DRM National Roll out Eamonn Reid Mick Kehoe Radio JP Coakley


Develop and roll-out individual training plans Annette Malone Mick Kehoe Annual training plans in place and training courses being scheduled accordingly

Develop in-house trainers Annette Malone Mick Kehoe Completed for 2008 Q1 Trainers identified and accredited for Health and Safety/Site acess and soft skills

Encourage Staff Development through temporary attachments Annette Malone Mick Kehoe R. Dempsey seconded to projects P. Culbert to Frequency Planning

Ongoing review of organisation and structure Annette Malone Mick Kehoe Re-org plan agreed in Oct 2007, implementation ongoing.

Defend and Grow Revenue

Enhance Customer Support Systems Louise McMahon John Clarke SCADA customer interface developed

Roll out enquiry facility to clients Brian Geraghty Padraig Leahy Remote access available to all BE staff, mimic in RTÉ Radio


Value for Money Initiative Power savings on MW switch-off call-out cost and requirement reduced folowing company re-org

Padraig Leahy Mick Kehoe Consistent costing in place for all new business enquiries

Improve budgeting process through earlier staff input Padraig Leahy Mick Kehoe SEIC's meeting in May 2008, input from then to first cut operational budget

Develop enhanced monthly reporting procedures Padraig Leahy Mick Kehoe Revised management reporting pack issued Q2

Involvement of Internal Audit in regional reviews Padraig Leahy Mick Kehoe Reviews completed for 2008 IA reported July 2008

Stenghten T's and C's for project procurement Eamonn Reid Mick Kehoe FIDIC agreed as basis for major project contracts

Ongoing Strategic Planning

RTÉNL Strategic Planning Padraig Leahy Mick KehoeEstablish annual business planning process Padraig Leahy Mick KehoeContinue annual review of long term business objectives. Padraig Leahy Mick KehoeOngoing strategic market development Padraig Leahy Mick KehoeOngoing customer and consumer research Padraig Leahy Mick Kehoe

Increase operational input to rolling strategic plan Padraig Leahy Mick Kehoe

Continue series of strategic IBD management planning days Padraig Leahy Mick Kehoe

Group Strategic planning co-ordination Padraig Leahy Mick Kehoe

Align capital expenditure programme with strategic business objectives . Padraig Leahy Mick Kehoe 2007 complete, Capital plan as budgeted reflects objectives in strategic plan

Agreed & costed in 5 Year Plan

Strategic Planning Not yet scheduled

Non RTE dependant Ahead of schedule

On schedule

Behind schedule

Completed

Primary Responsibility

Eamonn Reid Mick KehoeTV, John Hunt /

Radio, JP Coakley

2010 20112007 2008 2009

In advance of the budget preparation in September for the following year a series of meeting are scheduled to review the performance of the network infrastructure, current customer requirements and potential market developments and this information is fed into the budgeting process to ensure resources, human and financial, are available and targeted.

Expand the scope and frequency of product costing processes to support regular reporting and decision making.

Commence build of DTT platform

39

Appendix 2

Staff 2007 Breakdown of Staff per IBD

The breakdown of staff by IBD as of December 31, 2007 is charted below.

IBD/Cost Centre # Staff (Dec 31, 2007) FTE News 362 330 Radio 501 449 Television 842 799 Performing Groups 222 165 Publishing 97 88 RTÉNL 75 74 Corporate 208 201 Total 2307 2106

The age profile of staff across the Group as of December 31, 2007 is illustrated below.

Group Age Analysis as at 31/12/2007

12

120

338319

243 248

296

219

74

11

427

0

50

100

150

200

250

300

350

400

450

less than21

between21 - 25

between26 - 30

between31 - 35

between36 - 40

between41 - 45

between46 - 50

between51 - 55

between56 - 60

between61 - 65

more than65

Ages

Nu

mb

er o

f E

mp

loy

ees

RTÉ Staff Opinion Survey The second RTÉ Staff Opinion Survey took place in October 2007; an Executive Summary of the overall results was published in December 2007 and then detailed results were presented to the Senior Management Board in each IBD. Suggested actions were developed by managers and staff through the use of local staff focus groups. Based on this input and on RTÉ’s business priorities Action Plans were agreed and signed off by IBD management boards.

These action plans were then submitted to the Executive Board for consideration and final action plans, with timescales and assigned responsibilities, were signed off and subsequently communicated to staff.

transition plan for year 2009 - rte.ie · 2009-2013 (sp3) was due to be produced by december 31,...

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