Being accountable and responsible Overview Increasing the accountability and transparency of the BBC will be an important priority for the new BBC Trust which, under the terms of the new draft Charter, is required “actively to seek the views of, and engage with, licence fee payers” and to ensure that “the BBC observes high standards of openness and transparency”. As Governors we have already begun the move towards this new relationship with licence fee payers. In 2005/2006 we held our first Annual General Meeting and carried out a wide range of other accountability activities.The Broadcasting Councils and the English National Forum are important ways for licence fee payers to channel their views to us and we have continued to work closely with them. Under the new Charter they will be replaced by new bodies to be called Audience Councils. In this section we report on the BBC’s responsibilities to provide training both for BBC staff and for people working in other parts of the industry, and to support diversity in its workforce.This section also reports on BBC support for charitable activity, and on the steps taken to reduce the BBC’s negative impact on the environment. BBC advisory bodies Broadcasting Councils and the English National Forum The BBC draws on a network of more than 500 licence fee payers around the UK – selected through an independent process – for advice on programmes and services. Broadcasting Councils for Northern Ireland, Scotland and Wales represent the interests of people in the nations. In England, Regional Advisory Councils advise the Governors through the English National Forum (ENF) and are informed in their turn by a network of Local Advisory Councils. Each Broadcasting Council, and the ENF, is chaired by a BBC national Governor who ensures that their members’ views are fed into our discussions.There are also many informal contacts throughout the year. In the past year the Chairman and senior members of the Governance Unit have attended Council and ENF meetings to brief them on how the new governance arrangements have been developing and to hear their views in response. Representatives of the Council and the ENF also brief us face-to-face on their assessment of BBC performance – the results of the most recent meeting, in April 2006, will be reflected in our work going forward. The Councils’ primary responsibility is to advise us how well the BBC serves the needs of audiences in the nations and the English regions.As part of this they advise on key objectives for the nations and monitor the BBC’s delivery against these objectives. All the Councils hold a wide programme of outreach activities in order to understand the concerns of audiences in the nations and regions.This informs their assessment of how the BBC has performed. Overall the Councils felt that significant progress had been made against the 2005/2006 60 BBC Annual Report and Accounts 2005/2006 Governors’ accountability activity Being open: BBC Governor, Ruth Deech, listens to licence fee payers in Cardiff – one of a series of Governors’ public meetings around the UK objectives.There were, however, some areas of concern. Digital provision is a concern shared by all Councils.The Broadcasting Council for Northern Ireland noted that clarification was required about the timetable for digital switchover in Northern Ireland, particularly with regard to digital developments in the Republic of Ireland, It also noted the continuing problem with DAB availability in Northern Ireland, and called for Radio Foyle to be carried on the DAB platform at the earliest opportunity.The Broadcasting Council for Wales noted that there was a lack of universal access to the BBC’s digital services in Wales.A significant percentage of listeners were unable to access either BBC Radio Wales or BBC Radio Cymru on DAB. In particular,the majority of Welsh speakers were unable to receive Radio Cymru on DAB.They expressed concern about the amount of promotion for the digital services in Wales, given that such a large number could not receive these services.The ENF was concerned that there was a lack of knowledge among licence fee payers about digital switchover. It stressed that the BBC had a key role in educating licence fee payers about digital services, and must help to demystify the process. A call for greater information about digital services for late adopters was made by all the Councils. The Broadcasting Council for Scotland expressed concerns about the failure, particularly in news and sports coverage, to differentiate between issues that affected the whole of the UK and those which applied elsewhere but did not affect Scotland.The Broadcasting Council for Wales expressed similar concerns about issues which did not apply to post devolution Wales.The Council also wanted network news bulletins to include more stories reflecting Welsh experience. As we report elsewhere,BBCNews is planning a Average monthly licence fee spend 2006 monthly cost£ BBC One 3.52 BBC Two 1.52 Transmission and collection costs 1.08 Nations and English Regions television 1.04 BBC Radio 1, 2, 3, 4 and Five Live 1.02 Digital television channels 1.00 Local and Nations’ radio 0.68 bbc.co.uk 0.36 BBC jam 0.14 Digital radio stations 0.10 Interactive TV (BBCi) 0.08 Total 10.54 Note: Programme related costs such as marketing and overheads have been fully apportioned against channels/networks to show the total cost of BBC output. Excludes exceptional restructuring costs. Figures rounded to the nearest penny. training module on reporting the devolved UK.The Broadcasting Council for Northern Ireland expressed its view that more network-commissioned programming from Northern Ireland – particularly drama – should be made in Northern Ireland. The ENF noted that in BBC network drama there was very little reflection of life in the English regions.The Councils all wanted closer links between network programme commissioners and the nations and regions. The Broadcasting Council for Northern Ireland noted that a key concern raised by audiences at public meetings was bad language used in some programmes.The Council felt that research into perception of inappropriate language, focusing on regional variations in attitude, could be helpful to the BBC and other broadcasters. The Council also noted the importance of providing programming in both Irish language and Ulster-Scots and has sought clarification of the new Charter requirement that there should be “appropriate provision” in this area. The Broadcasting Council for Wales welcomed the review of the schedule of BBC 2W, particularly in light of the increasing number of people watching the service via Freeview who, therefore, had no access to BBC Two Wales.The Council also noted the importance of a close strategic partnership between the BBC and S4C, which would be crucial if audiences in Wales were to receive the best public service broadcasting. The Broadcasting Council for Scotland noted the low approval for political programmes and believed that in addition to traditional political programmes there was a need to develop innovative programming which would appeal to a wider audience.They welcomed BBC Scotland initiatives such as Energy Week as a way to engage audiences in current affairs topics.The Council also noted the need for BBC Scotland to develop successful network programmes across all genres now that a number of long-running series had ended. The English National Forum paid particular attention to the local television pilot being carried out in the West Midlands.They noted that such services would be vital in the future as the BBC tried to connect with communities throughout the UK. They noted, however, that such services need adequate funding. Under the new draft Royal Charter the Broadcasting Councils and the English National Forum will be replaced by new bodies called Audience Councils – one each for England, Scotland,Wales and Northern Ireland. The views of the Broadcasting Councils and the ENF are published in more detail in their Annual Reviews.These are available on the BBC Governors’ website at www.bbcgovernors.co.uk. Central Religious Advisory Committee The Central Religious Advisory Committee (CRAC) advises the BBC on religious policy and programmes. In preparation for the beginning of the new Charter period and the replacement of the BBC’s Board of Governors by the BBC Trust, the BBC’s Governance Unit has been carrying out a thoroughgoing review of the BBC’s accountability arrangements. This has involved consideration of the role of the BBC’s existing system of advisory bodies, such as CRAC. CRAC has been active in working with the Governance Unit on addressing this BBC Annual Report and Accounts 2005/2006 61 Being accountable and responsible issue throughout the year. At present CRAC has the dual role of advising the Board of Governors on broad policy issues and advising the BBC’s management on programming. Under the new governance arrangements, which are based on the principle of much greater separation between the Trust, as the BBC’s sovereign body exercising both strategic and regulatory oversight, and the BBC’s Executive, which is charged with operational duties, this dual role is open to question. The issue for the future, therefore, is how and on what terms CRAC might continue to fulfil a useful advisory role that is consistent with this principle of separation. Various options have been discussed and work continues on this question which must be resolved in good time for the beginning of the new Charter period. Although CRAC’s principal focus this year has been on its future role it has also undertaken work on matters relating to its current remit. It was consulted on changes to the religious output of the World Service, which involved a greater emphasis on religious journalism rather than worship. BBC World Service and Global News Consultative Group The BBC Governors’ World Service and Global News Consultative Group provide the Governors with an independent external assessment of the range and quality of BBC World Service and BBC World output. In 2005/2006 the Group commissioned independent research from Ipsos MORI to review World Service output in English for Africa, Urdu, Romanian, Persian, and Spanish for America. Overall they were satisfied that the World Service output reviewed was of a good standard, with no significant concerns identified. BBC Complaints website Being responsive: the BBC has overhauled its complaints system to make it easier for licence fee payers to complain if they are unhappy about any aspect of BBC output In the context of the increasing competition from new radio stations in many of the countries reviewed, the Group were encouraged by the findings.The World Service has retained its image as a solid and reliable source of news and its journalism is regarded as providing more detail than other radio stations, including international competitors. However, there were indications that the proliferation of more lively local stations was changing audience expectations of news programmes (notably in Pakistan and Africa) and that some younger non-listeners perceive the World Service presentation to lack dynamism and energy.The Group felt it would be important to monitor the risk of the World Service being marginalised by its listeners. In the light of polarising world events our research provided an opportunity to gauge how well the World Service was perceived to have handled these difficult issues.We were pleased to conclude that the World Service had maintained its reputation for impartiality and objectivity. There were no accusations of bias on international issues from the respondents. Some issues were raised, however, at a national or regional level. For example, in Africa some respondents felt that the BBC adopted a Western attitude to Africa by regarding the continent as a “problem”. The Group has asked World Service management to take account of this issue when producing output. The online services were singled out as offering an accessible version of the BBC brand with wide appeal. However, some further presentational areas for improvement were identified.These included improving the look of cluttered home pages; making it easier to return to the language service home page; giving clearer instructions for use for the BBC Open Centre, Sheffield Being accountable: BBC Chairman Michael Grade takes questions from licence fee payers in Sheffield – the exchange was broadcast live on BBC Radio Sheffield Learn English and Participate pages; and considering a fully functioning English/Urdu dictionary to increase the usability and educational value of the site. Feedback from the respondents satisfied the Group that their research – while inevitably limited and impressionistic – nevertheless provided a useful indication of a range of listener and potential listener views across the language services. World Service management have been made aware of the key concerns of the respondents. Responding to complaints The BBC has a Charter commitment to ensure that the BBC handles comments and complaints properly.The Governors’ Programme Complaints Committee (GPCC) is the subcommittee that monitors this. It receives quarterly complaints reports from management and considers an annual review of complaints handling. It also considers serious editorial complaints on appeal. New complaints system The BBC launched a major new complaints system in February 2005. Key features of the system include a published code of practice; a commitment to answer initial complaints within ten working days; a complaints website (bbc.co.uk/complaints) which continues to be refined; a clear three-stage process with the GPCC as the final stage; and a Complaints Management Board chaired by the Deputy Director- General to oversee complaints handling within management and share learning at a senior level. The complaints system was analysed by the BBC’s internal audit team this year to evaluate its robustness against internal audit measures. No major areas of concern were found. It found that sampled 62 BBC Annual Report and Accounts 2005/2006 1 .8 million adults in homes with digital televisions used BBCi 24/7 in March 2006 complaints were handled in accordance with procedures; that there was good awareness of the new system; that there was an effective relationship with Capita – the provider of frontline services; and that management information was robust.A number of areas for further improvement were identified, for example better communication between some areas, and these are being addressed. The GPCC noted management’s achievement in implementing and improving the new complaints system. The GPCC noted the BBC’s greater willingness to admit where it had made a mistake. Discussion will continue on ensuring that apologies are appropriately full and clear. This year the BBC handled more than 150,000 complaints overall, compared with 137,000 the previous year. More than 50,000 of last year’s total was accounted for by complaints about Jerry Springer – the Opera, which means that the underlying total is up by around 80%.The GPCC considered that the likely primary driver of the increase is the improved accessibility in terms of complaining because of the website. Some notable specific issues this year included complaints during the General Election; the new format for weather reporting; and the controversy surrounding cartoons depicting the Prophet Muhammad. 91% of Stage 1 complaints (ie to the programme or BBC Information) were responded to within the target ten working days of receipt. Special arrangements were put in place to deal with complaints during the General Election. BBC Information BBC Information continued to operate 24 hours a day, seven days a week, handling 27% of the population watched at least 15 minutes of Springwatch (BBC Two, May–June 2005) complaints via telephone, letter and email. It handles the vast majority of complaints at Stage 1. Around two-thirds of complainants score BBC Information at least 8 out of 10 in terms of overall satisfaction with the service in an independent survey conducted by MORI.The GPCC noted that this was a good figure in the context of complaints handling. It welcomed management’s proposal to measure public perceptions of the BBC’s willingness to embrace complaints during 2006/2007. Editorial Complaints Unit The role of the Editorial Complaints Unit (ECU) is to take serious editorial complaints from people who are not satisfied with the Stage 1 response. It considers these independently of programme makers.The ECU considered 206 complaints (0.14% of all complaints): 40 were upheld (19.5%) in full or in part. Upheld findings were published quarterly, together with a note of the action taken in each case. 53% of complaints were responded to within four to seven weeks (48% 2004/2005).The target is to respond to 80% within this time frame. A review of the ECU was undertaken in response to the changed context of the new complaints system, and new structures and procedures will be implemented during 2006/2007.The GPCC noted that the new procedures should help improve turnaround times. Governors’ Programme Complaints Committee Part of the GPCC’s remit is to hear serious editorial complaints on appeal – ie from people who have been through the two management stages but remain unsatisfied with the response. Fifty-four complaints were escalated to appeal. Of these, eight were upheld in full or in part. Training Building the next generation of media professionals: the BBC offers highly-regarded training to its own staff – and to many others in the UK broadcasting industry As part of its wider objectives to deliver greater transparency and accountability, the GPCC reviewed its own procedures during 2005/2006, and in March 2006 conducted a public consultation on proposed changes on how it would consider and handle appeals.The proposals were: first, that all parties should normally have the opportunity to comment on material provided to the GPCC in making its decision; second, that with some first- party complaints (where complainants are directly affected by issues for fairness or privacy) the GPCC should have the discretion to hold a hearing.The GPCC will also publish details on its procedures, and it consulted on the drafting of these. The GPCC is currently considering responses to the consultation and plans to implement new procedures later in 2006. Ofcom The industry regulator Ofcom can also take complaints on most editorial matters. The notable exception is impartiality and accuracy – the BBC Governors are the sole regulators on these issues.The BBC was found to be in breach of regulatory codes in eight standards cases and ten fairness and privacy cases. For further information about editorial compliance, see page 89. BBC Annual Report and Accounts 2005/2006 63 Being accountable and responsible BBC College of Journalism In 2005 we approved the setting up of a BBC College of Journalism – a demonstration of our determination that BBC journalists should have access to the best training in order to ensure they can meet the highest standards of independence, impartiality and accuracy. We are encouraged by the rapid progress made since then.Vin Ray, a distinguished BBC journalist, has been appointed Director and work has begun to identify the key skills and knowledge that BBC journalists will need in the future and how best they can be delivered. The College is not a set of buildings on a campus.Training is delivered – face-to-face or through self- administered online modules – close to where BBC journalists do their work.The aim is to offer all staff continuous learning at every level of their careers. In March 2006 a module Israel and the Palestinians was launched using the BBC’s Middle East editor Jeremy Bowen and aimed at 4,000 staff. Future modules will include legal training, reporting the devolved UK, and reporting faith and religion. A website on journalism issues is being developed as the main entry point for all the College activities as well as a forum for discussion and debate.The College will seek to build strong relationships with key external bodies such as regulatory agencies, think tanks, journalism training schools, and other news organisations. BBC World Class Bringing the world to the UK: as part of the Africa Lives season the BBC World Class project linked up more than 1,700 African and UK schools.This school in Lagos was twinned with one in Loughborough Training and development During the year, management completed a major review of training and development strategy. It found that the existing training model was too complex and did not promote a long-term collective strategic approach or encourage innovation. It recommended a new training and development strategy focusing on areas vital to the BBC and the wider broadcasting industry.This has now been implemented. All training and development funding is now controlled by a newly created Learning Board which sets and monitors spending priorities.The training itself is channelled through four training boards. These cover journalism (including the BBC College of Journalism – see box); leadership and personal effectiveness; production (including engineering); and creativity and audience insight. Each training board is chaired by a member of the Executive Board, who is also a member of the Learning Board. Industry training As well as training its own staff, the BBC continues to play an important role as a trainer to the wider broadcasting industry. In 2005 the BBC provided more than 3,800 days of training for 176 organisations. BBC Training & Development also offers a range of free online courses covering aspects of television and radio production – including shooting, lighting, editing, writing, interviewing, and health and safety advice. In addition, the BBC offers free and subsidised training to freelance and contract workers on a range of camera, sound, lighting and new media training. In 2005, 300 UK freelances benefited from BBC training.The BBC also maintains strategic relationships with Skillset (the sector skills council for the audio-visual industries) and with the Broadcasting Training and Skills Regulator established by Ofcom. Serious Amazon Supporting new talent: the CBBC series Serious Amazon sent a group of children – chosen in a nationwide competition – on a testing trip to South America. Special efforts were made to include children from disadvantaged backgrounds BBC Talent BBC Talent was launched in 2000 and continues to provide a pathway into the BBC for new talent from across the UK. New schemes in 2005/2006 included finding a new presenter for BBC Radio Coventry & Warwickshire, finding new DJs and radio drama writers for 1Xtra BBC, and a competition to choose the eight children to take part in the CBBC series Serious Amazon – to encourage children who might not otherwise have applied. A team from BBC Talent held workshops at 25 schools, many in inner cities. Awards In 2005/2006 the BBC received more than 250 programme-related awards across television, radio and new media. These included 24 Baftas (TV, Craft and Children’s), 22 Sony Golds, 48 RTS awards (Programme, Educational, Journalism, Sport, Crafts and Design), two Webbies and one Prix Italia award. Diversity Management adopted a new diversity strategy in 2005, following a review of activity in the preceding years. Among the key principles of the new strategy is that diversity should be seen as a creative opportunity for the BBC to engage the totality of the UK audience. Diversity should be seen as including ethnicity, disability, age, faith, sexuality, class, political affiliation and regional differences. BBC leaders across the organisation should be held accountable for making diversity happen in their part of the business and diversity should be embedded into the key processes of programme making, creativity, service delivery and creating an inclusive workforce. A Diversity Board, chaired by the Director-General, has been created to establish priorities and monitor progress. 64 BBC Annual Report and Accounts 2005/2006 88,969 job applications received by BBC Recruitment in 2005/2006 BBC News coverage of the EU During the year we asked management to update us on progress on implementing the recommendations of the 2005 Wilson report on the impartiality of BBC coverage of the EU.We received management’s response in February 2006. We welcome the significant progress made by management in implementing change in this area. New training initiatives have included a compulsory EU interactive online course taken by more than 6,000 people. In addition, the College of Journalism is planning a series of seminars and producing two films to be distributed to all programme teams in an effort to get them to think more deeply about their EU coverage. We welcome the appointment of Mark Mardell as the BBC’s first Europe Editor. His work has added significant depth and authority to BBC coverage. Regular monitoring of BBC coverage of the EU is now carried out by management every six months, assessing such things as accuracy, fairness and use of language.The results and recommendations are considered by the Journalism Board, which is chaired by the Deputy Director-General and brings together the leaders of all the BBC’s journalism – national, international, regional and local. People’s War Capturing community histories: the BBC’s People’s War project enabled many people to record their personal memories of the Second World War – building a valuable archive for future generations The BBC has had workforce diversity targets for a number of years.These targets are due to be met by December 2007. They include a target of 12.5% for ethnic minority staff in the total workforce and of 7% for ethnic minority staff in senior management grades. By March 2006, the figures stood at 10.3% and 5.3% respectively (10.1% and 4.9% March 2005). There is also a target of 4% for disabled staff in the total workforce. By March 2006, this stood at 2.7% (no change from March 2005).The slow progress on diversity targets in 2005/2006 partly reflects a slowdown in external recruitment. In October 2005 the BBC held a Disability Leaders seminar which brought together representatives of 24 key disability organisations and senior BBC managers.The seminar considered issues including portrayal, recruitment, and how technology can improve access. A follow- up seminar is planned for 2006 to review progress and maintain the dialogue with disability groups. Corporate social responsibility The BBC sets out to deliver public value primarily through its programmes and services, but it also extends its public value through activities that reach out directly into society through a commitment to corporate social responsibility (CSR). This is how the BBC defines its ambitions in this area:“The BBC’s core mission is to enrich people’s lives with programmes and services that inform, educate and entertain. In line with this, the BBC aims to be a responsible corporate citizen, acting in the public interest to strengthen and enrich communities across the UK and internationally. CSR means living our values with integrity and ethical consistency towards our own people, our audience, business suppliers and the communities 91.6% of programming on BBC One was subtitled in 2005/2006 we operate in, to maintain their faith in the BBC.The BBC’s social impact will be most evident through fulfilling our public service duties and through environmental, ethical, charitable and community commitments.” Business in the Community, the organisation that works to improve the positive impact of business in society, publishes a CSR index each year. It provides a benchmark of how companies manage, measure and report their impact on society. In 2006 the BBC’s score was 95% (90% in 2005) placing it joint 20th in the top 100 UK companies for CSR (up from 32nd in 2004) and leader in the media and entertainment sector. The BBC published a CSR report (available online at bbc.co.uk/info/csr) which gives more detail on the wide range of activities through which the BBC puts into effect its CSR policies. Some of these activities in 2005/2006 are recorded below. Charitable work: fundraising through appeals Broadcast appeals are an important public service.They provide BBC audiences with an opportunity to support charities, while offering charities the opportunity to raise money and awareness of their work. The BBC is advised by the Appeals Advisory Committee (AAC), which is made up of 12 specialist external advisers who represent a broad range of interests across the charitable field.The AAC provides advice on the BBC’s appeals policy and assists the BBC in overseeing the major fundraising projects such as Red Nose Day and BBC Children in Need. It also advises on the allocation of the Radio 4 weekly appeals and BBC One Lifeline appeals. At the end of 2005, BBC Annual Report and Accounts 2005/2006 65 Being accountable and responsible following the recommendation of a report commissioned by the Governors, the reporting lines for the AAC were transferred from the Board of Governors to BBC management. The year 2005/2006 featured a number of major appeals. In November 2005, Children in Need raised more than £17million on the night, with the eventual total expected to be double that.The money goes to a wide range of projects working with children in the UK. A Blue Peter Treasure Trail Appeal for Childline, also launched in November, has raised £413,033 so far. In 2005, the BBC was a partner in two appeals coordinated by the Disasters Emergency Committee, an umbrella organisation representing the major overseas aid agencies.The first, in August, raised £25million for a humanitarian response to the food crisis in Niger and adjacent countries, and in October an appeal for the earthquake in Asia raised £59million for relief efforts in northern Pakistan and Indian Kashmir. Last year audiences also donated more than £1.4million to individual charities featured on weekly and monthly appeals. Listeners donated more than £1,194,000 to charities featured on the weekly Radio 4 Appeal, including more than £661,000 to the annual Christmas appeal for St Martin-in-the-Fields. Viewers of BBC One’s monthly Lifeline programme donated more than £240,000 to the charities featured over the year.This included £95,061 for the Starlight Children’s Foundation, with an appeal fronted by Stephen Fry, and £51,856 for the overseas charity WaterAid. 414,019 visitors to BBC Open Centres and buses in 2005/2006 Charitable work: BBC World Service Trust The BBC World Service Trust is the BBC’s international development charity, which aims to promote development through innovative use of the media in the developing world.Trust projects reach the poorest communities, promoting good health and providing educational programmes through radio and television in local languages.The Trust also helps local and national broadcasters to develop by training journalists and production staff. The Trust raises its funds not from the BBC but from governments, international agencies, other partner organisations and donations from individuals. In 2005/2006, £16.4million was raised. The Trust works in partnership with national and local broadcasters, other charities and governments, and now has more than 600 staff working on projects in more than 50 countries worldwide. Community partnerships The BBC operates a number of community partnerships, actively seeking out opportunities to join with other local organisations to improve conditions in the communities in which they operate.They include the Community Channel, a free-to-air digital channel wholly owned by the Media Trust, the charity that provides media expertise to other charities. Through a strategic joint partnership, the Community Channel has access to BBC social action programmes and, where possible and appropriate, develops connections with relevant themes and seasons in the BBC television schedules. It also allows for the exchange of ideas and skills across both organisations. Children in Need Reaching out to the needy: Fearne Cotton with Ruby, a patient at Richard House Children’s Hospice in East London, one of the many charities helped by a grant from Children in Need BBC buses and Open Centres The BBC buses and Open Centres are a way to connect the BBC more closely to communities, to reach new audiences, to develop media literacy and bridge the digital divide, and to involve more people in local BBC programming. The first BBC bus began operating in 2001 in Lancashire, in partnership with Lancashire County Council. Its aim was to take the BBC local radio station on the road, to put listeners on air, and to offer opportunities for media and IT training. Its success led to other buses being commissioned and there is a now a fleet operating in England, Wales and Northern Ireland. Each bus has half a dozen computers and internet access, and is equipped as a mobile broadcasting studio. Qualified tutors are on board to teach visitors. The first BBC Open Centre was also launched in 2001 – in Blackburn – to strengthen and extend BBC Radio Lancashire’s connection with its local audience by offering opportunities to learn about the media, acquire IT skills and to become involved in community broadcasting.There are now similar centres across England and Wales. In 2005/2006 more than 360,000 people visited the BBC buses and Open Centres in England. The BBC works with external educational and not-for-profit organisations at each of the locations.The BBC has aspirations to extend the service of BBC buses and Open Centres to other areas where partnerships allow and audience need is greatest. The BBC and the environment The BBC works to ensure it complies 66 BBC Annual Report and Accounts 2005/2006 BBC Buses Taking the BBC to the audience: BBC buses, like this one on the road in Cumbria, help to connect the BBC with hard-to-reach communities with environmental legislation and tries to reduce its environmental impacts and to manage its business risks responsibly. The Business in the Environment Index 2005 places the BBC joint 53rd overall (up from 61st in 2004), and third in the media and entertainment sector (down from second in 2004). In 2005 management reviewed 72 areas of the BBC supply chain for their environmental and reputational impact. As a result, six categories have been identified as priorities for action and review.These are: timber and timber products; outsourcing of building facilities management; taxis and hire cars; fleet (outside broadcast vehicles and company vehicles); utilities; and outsourcing of the transmission network. Since November 2005 electricity has been bought from ‘Good Quality Combined Heat and Power’ sources – these are highly energy efficient and exempt from the climate change levy. The BBC now has a number of sites covered by the EU Emissions Trading Scheme, designed to reduce carbon dioxide emissions.These sites are allocated CO2 emission certificates and if they emit more CO2 than allocated the BBC has to buy more certificates in the open market – or, if less CO2 is emitted, it can sell the excess certificates. In 2005 the Media Village at White City produced 5,103 tonnes of CO2 less than its allocation – although this reflects the fact that the site is not yet fully occupied. The BBC is working to increase the amount of timber it buys from sustainably managed forests. BBC Magazines accounts for 95% of this in the form of pulp for paper, and detailed information on sources is now gathered to ensure Environmental awareness Purchasing responsibly: the Radio Times is printed on paper from sustainable forests, part of a BBC policy to take environmental concerns into account in the way it buys raw materials an increasing proportion comes from sustainable forests.The other 5% of timber is used in other areas including washroom consumables, furniture, sets and props. For these areas, better sourcing arrangements and monitoring systems are being developed together with improvement targets. The BBC works closely with its outsourced partners to bring environmental improvements.The partners can often bring specialist expertise and systems for managing environmental risk: they can often fund improvements – for example in energy-efficient equipment and power plant; and have the purchasing power to influence supply chains in environmentally sound ways. 77% of music played on 1Xtra is new (pre-release or less than one month since release) BBC Annual Report and Accounts 2005/2006 67