Annual Review 2010/11

Editorial standards

The BBC is trusted as a source of high-quality broadcasting and content, renowned for accuracy, insights and some of the most original entertainment in the world. We have set rigorous standards to ensure nothing we do harms this remarkable reputation. All our people and partners are required to work within our editorial framework and follow our guidelines on editorial integrity and independence from external interest as well as on advertising and sponsorship.

People

In order to attract, retain and develop the best people, we strive to be an organisation that is both aspirational and inspirational and to be the best employer in our industry.

To ensure that BBC Worldwide is an employer of choice we focus on the following key areas:

• Providing a great place to work, both via a stimulating physical environment and culture, and also by promoting engagement with, and pride in, our business.
  
  
• Continuous learning, which is linked to career progression, developing new skills and ensuring performance is managed to the highest standard.
  
  
• Providing access to exciting careers where top talent can be identified and nurtured, succession plans are created, and moves across function and country become a reality.
  
  
• Working to be an inclusive organisation where diversity is reflected in the make-up of our workforce at all levels.
  
  
• Offering a structure for reward which is fair, competitive, linked to performance and aligned with our Values.

 

Ethical sourcing

Each year BBC Worldwide sources and licenses millions of products that carry the BBC brand. We try hard to ensure that appropriate labour standards and working conditions exist in the factories that make these products. We have strict minimum standards relating to pay, hours, age, health and safety and we operate on the basis of continuous improvement.

All suppliers around the world are required to provide independent third-party factory audits for their factories in higher-risk territories, and these are checked and graded by our ethical team. We will only work with factories which are open and honest, have no critical failures, and are prepared to engage with us and make changes when improvements are required.

Environment

We are passionately committed to reducing our impact on the environment. That we achieved ISO 14001 certification for our UK Environment Management System in 2010 is testament to this commitment and to our philosophy of continuous improvement in the areas where we can make the most difference.

Paper used by our publishing businesses represents one of our biggest environmental impacts and we manage it with great care. This year our long-term dedication to credible forest certification was recognised by an FSC Global Partner award. We also won the Professional Publishers Association's Environmentally Sustainable Business of the Year award.

In order to further minimise our environmental impact, we have begun to measure the carbon footprint of each of our businesses in order to understand how carbon emissions may be reduced. Our "Travel Less, Travel Light" policy, introduced in 2008, restricts domestic and close-European flights, and includes measures to limit long-haul travel. Our company headquarters in London and regional headquarters in New York and Sydney have high environmental building ratings: BREEAM Excellent in London, LEED (due August) in New York and 4.5 NABERS energy rating in Sydney.

We continue to offset all business travel and premises carbon emissions through Gold Standard offsets in wind-farm projects.

Outreach

We are fortunate in attracting highly educated, well motivated and creative people to work for us. We never forget that many people do not have the opportunity to go on to higher education. This is why in our outreach activity we have decided to focus mainly on mentoring and enrichment opportunities for secondary school children.

Staff are also able to take part in community projects, which benefit our neighbours and also help to foster team spirit and personal development.

We actively promote and encourage staff to support BBC charities such as Comic Relief and BBC Children in Need, while giving to registered charities of their choice is made simple via the Payroll Giving scheme. Our outreach activity abroad has been largely driven by our Channels business which is working to promote our Values internationally.

Our actions to further all these five areas of Corporate Responsibility in 2010/11, and our plans to progress them in 2011/12 can be viewed overleaf.

Responsible business practice:
progress and plans

Plan for 2010/11	Progress	Plan for 2011/12
Editorial Standards
Continue to ensure the highest editorial standards are at the core of the business and that all staff understand the company's editorial framework.	Launched the Inspire Trust editorial standards programme in November 2010; over 2100 staff members attended Inspire Trust workshops to update their knowledge.	Complete the roll-out of the Inspire Trust programme to all staff members; provide more tailored editorial standards training to specific business areas.
Share best practice by bringing together senior editorial figures from across the business at regular Editorial Forums (EF) and Editorial Leaders Group (ELG) meetings.	ELG met four times across the year; two EFs brought together 70 senior editorial figures to discuss issues, ranging from general election reporting issues to the editorial dilemmas of televising sport.	Review the activities and composition of the ELG to ensure editorial standards retain a high level of importance in new business activities.
Roll out the new Advertising & Sponsorship Guidelines, ensuring relevant staff fully understand them; review, in association with the BBC, to ensure they remain up to date.	Workshops held in the majority of our offices globally; Guidelines translated into Spanish for Latin America and updated to reflect product placement following changes in UK broadcasting regulation.	Roll out easily accessible online training; provide training around product placement; ensure we remain competitive by adapting Guidelines where necessary, while protecting the BBC Values and brand.

Plan for 2010/11	Progress	Plan for 2011/12
People
Training and Development
Centralise budget and resource in order to focus on delivering more training and development that is aligned efficiently to our strategic objectives; ensure we deliver maximum benefit from our investment; develop and launch an online learning management system.	Developed a suite of training courses covering all core business skills; agreed preferred training supplier list and developed in-house courses; online learning management system launched, providing access to 250 courses for most staff globally.	Extend systems and training course portfolio to Lonely Planet and 2 entertain; continue to develop content to support the delivery of our company strategy; this will include the further development of an in-house sales and marketing academy.
Support new and middle managers with programme, establishing core standards and reinforcing the importance of managing performance and of our culture and Values.	Management Essentials programme introduced and 40% of all managers completed Module 1.	All managers to complete Module 1 and Module 2 to be introduced.
Talent management
Create a better talent and succession planning process; launch a development programme for high achievers.	Talent and succession plans now reviewed annually; Personal Development Plans in place to speed individual progress, address skill gaps and help retain key individuals; High Potentials Development programme, Aspire 2010, completed in the UK (candidates complete a 12-month rapid development programme); Aspire 2011 launched in the US and Europe.	Cascade the process for reviewing talent and creating succession plans further down the organisation; launch Aspire in Australia, Asia and at Lonely Planet and 2 entertain.
Values
Embed the Values formally in all aspects of employee systems and raise the profile of BBC Worldwide as an employer of choice.	Values embedded into job descriptions, induction programme, new performance appraisal system and recruitment processes.	Develop BBC Worldwide recruitment tools including website.
Reward
Develop and implement a new Reward strategy to realign BBC Worldwide with our commercial competitors while taking into account the interests of our shareholder, the BBC; review incentives to drive performance and reward strong performance; ensure reward is fair and competitive.	Strategy in place; benchmarking survey completed and new Annual Bonus Scheme and Long-term Profit Sharing Plan developed (senior employee bonuses based on personal performance as well as operating business and/or company financial achievement).	From 2012, most staff bonuses to be linked to personal performance as well as operating business and/or company financial achievement.
Consult with and communicate to staff the proposed new BBC Pension changes.	Consulted with staff on the BBC Defined Benefit Pension Scheme and introduced a new Defined Contribution Pension Scheme.	Continue to monitor the pensions situation and take appropriate action to address issues.
Diversity
Work to achieve a diverse mix of employees across the Group.	Currently the Group employs 20.6% of staff from black and minority ethnic backgrounds.	Continue to work to ensure recruiting processes actively seek and attract as diverse a range of candidates as possible.
Join the BBC's Extend scheme, which facilitates recruitment of disabled employment candidates.	Joined scheme and ran several placements in various areas of the business.	Continue to ensure people with disabilities have the opportunity to seek and maintain employment with BBC Worldwide.

Plan for 2010/11	Progress	Plan for 2011/12
Ethical Sourcing
Training
Continue targeted ethical training and ethical workshops for staff; introduce ethical training module as part of induction programme for all new managers.	New training module developed and launched March 2011.	Hold monthly ethical training for new managers; extend to joint ventures and evaluate overseas requirements.
Planning and systems
Review ethical programme scope.	Scope reviewed and extended to include joint ventures.	Action ethical programme with relevant joint ventures.
Extend comprehensive factory and audit data capture to include all business areas.	Ethical data record implemented autumn 2010 to include all business areas.	Extend data recording to include joint ventures.
Factory Auditing
Continue to require third party SMETA (Sedex Members Ethical Trade Audit) audits for all primary factories producing BBC Worldwide products in higher-risk countries.	Audits received for all primary factories producing BBC Worldwide products.	Extend audit requirement to joint ventures.
Continue to conduct control (forensic) audits in order to build on the effectiveness of the core programme and gain increased understanding of labour standards issues within our supply chain.	Extended to lower-risk countries.	Review requirement to run control audits in lower-risk countries.
Introduce trial of record verification audits where there is evidence of inconsistency in factory records.	Audits trialled in Licensed Products and Children's Publishing.	Review effectiveness of these audits and extend use where appropriate.
Introduce measures to track and respond to discrepancies between control and third-party audits.	Discrepancies report launched; initial findings shared with stakeholders.	Further develop strategy for addressing audit discrepancies.
Continue to grade all audits.	Increased in-house review capability.	Extend to joint ventures.
Continue to address and resolve all Critical Failure Points (CFPs); encourage use of Hours Action Plans (HAPs) to address extreme hours CFPs; develop a resolution strategy for lesser non-compliance.	CFPs resolved as routine; take up of HAPs increased.	Establish programme to address lesser non-compliance issues; extend CFP resolution to joint ventures; establish monitoring mechanism for HAPs.
Check ethical programme compliance and understanding across our businesses.	Factory and grade data tracked for all business areas.	Extend to joint ventures.
Communication and learning
Develop more links with companies with comparable programmes, labour standards organisations and NGOs.	Initial dialogue established with a number of trade bodies, retailers, compliance initiators and NGOs.	Extend discussions with a view to collaboration on key issues, including transparency and audit reliability.
Conduct a trial capacity-building programme.	Trial commenced in China March 2011.	Evaluate impact of trial, adapt/extend as appropriate.
Research and conduct trial social programme in high-risk country.	Trial launched in India December 2010.	Track progress, evaluate effectiveness, adapt/extend as appropriate.

Plan for 2010/11	Progress	Plan for 2011/12
Environment
Management
Maintain and develop the ISO 14001 Environmental Management System (EMS).	ISO 14001 (achieved in London HQ May 2010) passed first surveillance audit in November 2010.	Develop and use the EMS according to the needs and plans of the company, reviewing targets and objectives regularly.
Ensure all staff are aware of environmental impacts and objectives; staff with environmental responsibilities to receive bespoke training.	44% of UK staff completed online training; bespoke training provided for key teams, such as IT, legal and facilities.	Promote training module and staff awareness; extend bespoke training to other areas; develop training module for international offices.
Carbon
Monitor and track travel carbon emissions against internal target to reduce carbon emissions from travel by 10% by 2010 from a 2008 baseline by enforcing the environmental travel policy.	Progress proved challenging owing to our rapid international expansion. Travel carbon emissions increased by 6% over the target period, but would have been higher without the travel policy.	Review strategy to reduce emissions relative to international growth; reinforce travel policy throughout company.
As part of a "measure, reduce, offset" approach, offset all unavoidable carbon emissions.	Unavoidable emissions from energy consumption in buildings and travel offset with Gold Standard certified credits.	Regularly review carbon reduction and offsetting position.
Waste Packaging
Develop and roll out new Environmental Packaging Guidelines.	Packaging Guidelines developed.	Assess current packaging used and roll out Packaging Guidelines to relevant business areas.
Run a bespoke waste audit at our London HQ.	Set up for June 2011.	Use findings from waste audit to change behaviour where required; introduce binless offices internationally (already in place in the UK).
Paper
Ensure paper used in manufacture of BBC products is recycled or sourced from credibly certified, well managed forests.	100% of magazines printed on paper from controlled sources, including 82% (peak) FSC-certified paper; 91% of Lonely Planet titles printed on FSC-certified paper; FSC stock sourced for all DVD/Blu-ray titles from April 2011.	Continue to increase percentage from either recycled or from credibly certified, well managed forests.
Water
Extend water-saving initiatives beyond London HQ's rainwater harvesting system.	Low-volume toilets installed in UK and US HQs.	Continue to monitor water usage.

Plan for 2010/11	Progress	Plan for 2011/12
Outreach
Support not-for-profit initiatives that help young people develop an understanding of the media business and raise their career aspirations.	Initiatives with Hammersmith & Fulham Education Business Partnership included: Take Two mentoring scheme and running an Explore Media Day; lessons in law provided at a local school via Lawyers in Schools; paid placements provided to students in the Career Academies UK programme.	Monitor and assess Take Two mentoring scheme; hold another Explore Media Day; recruit Career Academy interns for summer 2011.
Provide opportunities for staff to participate in volunteer activities which benefit local schools and non-profit organisations; help staff understand the needs of our local communities.	Team Challenges took place at four schools near our London HQ; for the fourth year, volunteers supported the Jack Tizard School for children with profound special needs.	Seek out new opportunities to contribute to local communities in the UK and overseas, sharing London HQ experiences; recruit fresh volunteers for Jack Tizard scheme.
Develop opportunities internationally to support young talent in media-related professions.	BBC Knowledge with New Zealand's film production association (SPADA) offered grants, and an opportunity to premiere documentaries, to producers under 30; CBeebies Australia co-funded an internship with media college AFTRS; Young Writers and Public Speaking awards held in Holland, Belgium and Hungary.	Continue to support young talent internationally.
Continue to give support to BBC charities; provide easy tax-free method for staff to donate to charity via Payroll Giving.	Staff raised funds for BBC charities through a variety of activities and our magazines and websites widely publicised them to the public; Payroll Giving drive held in February 2011.	Review our Outreach policy in the UK and internationally; continue to promote charitable giving across all areas.