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Food-licensing policy
In 2003, BBC Worldwide decided to review its food-licensing
policy in light of concerns over child obesity and nutritional
balance in children’s diets. Since this time, BBC Worldwide
has been at the forefront of policy development in this area,
working extensively with the Food Standards Agency and
introducing a new policy under which BBC Worldwide
has committed:
- not to license its key properties, such as Teletubbies or Fimbles, for everyday treat foods, such as cakes and confectionery;
- not to promote its properties with fast-food companies;
- to develop with its licensees a range of nutritionally balanced foods, including fruit and vegetables;
- to lower maximum levels for salt, sugar and fats in line with FSA recommendations.
BBC Children’s Magazines will only accept advertorials and sponsorships that are consistent with the company’s food-licensing policy. |
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Treatment of suppliers
BBC Worldwide is committed to dealing with all suppliers
on clear, pre-agreed contractual terms and to paying
suppliers (whether large or small) within the agreed payment
period. The company seeks to comply with the CBI prompt
payment code. To underpin this commitment in 2004/05
the company implemented a purchase-order system, enabling
clarity and efficiency in dealing with all BBC Worldwide
suppliers across the company and ensuring timely payment.
The system will be fully implemented by summer 2005.
Customer service
BBC Worldwide’s increasing success not only gives a
global platform to the best of British talent but also
delivers substantial financial returns to rights holders and
producers, with BBC Worldwide now paying in excess
of £75m per annum to rights owners, contributors and
programme producers.
Over half a million statements and cheques are issued
annually to this group relating to BBC Worldwide’s activities
alone. BBC Worldwide is committed to accounting
accurately and on time to every contributor and producer.
It has taken steps to radically improve its systems and
processes to enable them not only to meet the increase in
volumes that its success has produced but also to provide
a radically improved level of customer service. |
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