peer-to-peer review on psm values

Transcription

PEER-TO-PEER
REVIEW ON
PSM VALUES
FEBRUARY 2015
PEER-TO-PEER REVIEW ON PSM VALUES
3
Peer-to-peer review
on PSM Values
CONTENTS
Peer review
conducted by:
Ruurd Bierman
Director Dutch Media
Fund and Consultant,
Netherlands
Brian Dalton
Managing Director
Corporate
Development, RTE,
Ireland
Jean-Philip De Tender
General Manager
Television, VRT,
Belgium
Klaus Unterberger
Head of Public
Value Center of
Competences ORF,
Austria
The following report assesses the management practices and content quality of
Yle – Yleisradio Oy, the Finnish national free-to-air public media service company –
according to the public service values defined by the EBU in Strasbourg in 2012. The
report is based on a combination of a self-assessment by Yle and the on-site visit in
Helsinki by an international group of peers on 14–16 January 2015.
The objectives of the report are to:
1. Provide Yle with a statement on its current situation, including highlights on best
practices and suggestions for improvement;
2.Give other media organizations comparative tools to improve their internal
processes, develop best practices, and improve their own understanding of public
service values.
Yle is the second EBU Member to undertake the public service values review.
This report reflects the peers’ observations, opinions and suggestions after their
visit. It starts with general comments and then outlines Yle’s performance in terms
of the six public service values (universality, independence, excellence, diversity,
accountability, and innovation). It highlights best practices (actions, ideas, activities,
programmes) that could be used as a model by other EBU Members.
Hans Laroes
Project leader PSM
values review, EBU
Nathalie Labourdette
Secretary
Head of Eurovision
Academy, EBU
The report is divided into six chapters that correspond to the six public service
(PSM) values defined by the EBU: universality, independence, excellence, diversity,
accountability, and innovation.
The report focuses on key issues related to each public service value to provide EBU
Members with a comparative toolkit.
For each public service value, the report describes the current situation, and when
relevant, emphasizes the best practices implemented by Yle, along with suggestions
for improvement.
6
7
YLE KEY FIGURES
Staff
Reach within national
population
Budget
EUR
471.9
million
(2015)
92
%
weekly (autumn 2014)
3,509
employees
(permanent +
fixed-term contracts)
on 31 December 2014
Number of
channels
In-house
production
Total income
13
5,970
%
Business operations and other income
sources represent EUR 13.7 million (2014)
No advertising income
(4 TV + 9 radio
channels)
hours/year for TV
(2014)
Proportion of independent producers
vs. all producers
34.1
%
i.e. 5,350 hours out of 13,420 hours of
European content on TV (2014)
Proportion of on-line
consumption in total TV
consumption
3
%
(2014)
2.9
Number of professional journalists
1,202
employees
(+ 120 external journalists/ freelancers
on 31 December 2014)
Social media
(number of followers vs. overall reach)
1
million
followers on Facebook and Twitter
(all Yle accounts combined) on 31 January 2015
Proportion of programmes on internet vs. all programmes
100
%
All radio and TV channels (except radio Mondo) are transmitted simultaneously on
broadcast networks and on the internet.
universality
Yle’s offer comprises content
published on all platforms.
It is still not easy to make this
happen.
Lauri Kivinen,
Yle Director General
9
10
universality
SUMMARY
Yle is deeply rooted in Finnish society. One hundred per cent of the population use
at least one of Yle services a year, while the daily reach of Yle was over 70% of the
population in 2014.
Through its “platform neutral” strategy (all programmes available on any platform),
which is part of its digital orientation, Yle covers the entire Finnish territory, and
offers incomparable opportunities for its audiences (traditional television and radio
services, live streaming, media player, mobile applications, etc.).
Nonetheless Yle’s audience is mainly the older sectors of society, whereas Yle is less
present among the under-45s, and even less among the younger generations. This
represents a major challenge for Yle in order not only to keep its privileged position
in the Finnish media environment, but also to maintain the relevance of public
service media itself.
To meet these challenges, Yle launched in 2014 a new strategy called "A New Public
Service". The strategy is mainly founded on the need to adapt the public service
to developments in Finnish society, both in terms of media consumption habits
(content and platforms) and social cohesion (new expectations and challenges in a
changing world).
PEER-TO-PEER REVIEW ON PSM VALUES — UNIVERSALITY
11
Audience
reach
Current
situation
Yle is a successful leader on the TV and radio market.
The daily reach of Yle channels was 57% of the population in 2013, and 71% in 2014.
Yle’s strategic aim is to reach 80% of the population (over 9 years old) every day by
2016. The weekly reach was 85% in 2013 (86% in 2012).
Also:
- 100% of Finns use at least one of Yle’s services annually (spring 2013)
- 90% of Finns find some services provided by Yle to be interesting (81% in 2013)
- 80% of Finns use at least one of Yle’s services every day (71% in 2013)
Though the audience characteristics vary, 59% of Yle television viewers are over
65 years old, whereas the commercial channels’ proportion of viewers under 45
is much broader than Yle’s. The main challenge for Yle is to attract teenagers and
young adults: Yle is market leader for children’s programmes (0-8 years old), but
only reaches 20 to 25% of 20-24 year-olds. In this respect radio does better than
television.
Best
practice(s)
Yle covers the Finnish territory in the most exhaustive way, with a mixture of
TV stations, radio channels, and internet services (for instance all regional radio
channels can be listened to on the internet). Yle has built up a strong network
providing audiovisual content.
Yle broadcasts regional programmes in three languages in 25 regions.
Yle services cover all of Finland
Yle TV channels:
YLE SÄPMI
Yle radio channels:
YLE LAPPI
YLE PERÄMERI
SÁMI RADIO
YLE OULU
YLE KAINUU
Main services on the Internet:
YLE KESKIJANMAA
YLE POHJANMAA
YLE ÖSTERBOTTEN
YLE SAVO
YLE POHJOIS-KARJALA
YLE KESKI-SUOMI
YLE ETALÄ-SAVO
YLE TAMPERE
YLE LAHTI
YLE SATAKUNTA
YLE TURKU
YLE ÄBOLAND
YLE HÄME
YLE ETELÄ-KARJALA
YLE KYMENLAAKSO
YLE HELSINKI
YLE HUVUDSTADSREGIONEN
YLE VÄSTNYLAND
YLE ÖSTNYLAND
–– Yle Areena / Yle Arenan
–– Yle Uutiset
–– Svenska.yle.fi
Other services in the Internet:
–– Lapset
–– Oppiminen
–– Muu verkkojournalismi
12
Suggestion(s)
The challenge is to broaden the audience by reaching people under 45 years old,
and mainly younger generations (15-25 years old). The new strategy based on digital
development should help (see below).
Platform
reach
Current
situation
Yle is platform-neutral. In other words, Yle programmes are not linked to a specific
platform, but can be found on any platform available. Yle made this possible by
building bridges between platforms: traditional TV and radio services - Areena
(media player) - internet - apps.
Yle was the first media provider in Finland to offer simulcast streaming of TV
content on the internet. Simulcast streaming is also offered on all Yle Areena
applications.
Yle has no legal limitation regarding what it wants to broadcast on what platform.
Yle took advantage of this, and was able to differentiate itself from the traditional
channel structure. Yle’s Media Department decides how to distribute content, using
on line and broadcast media.
Yle’s total daily reach in different media
Weeks 1-52
(radio Jan.-Nov.)
2013/2014
Yle Television (4+)
3 129 000
+1%
Yle Radio (9+)
2 016 000
+0%
Yle.fi*
990 000
+32%
* Yle.fi: unique browsers. One person can use several devices (pc, smartphone, table)
Tv-mittaritutkimus, Finnpanel Oy/Yle/ LN
KRT Online, Finnpanel Oy/Yle/OR
ComScore/Yle/LK
Best practice(s)
13
Yle’s mobile strategy
Part of Yle’s digital strategy specifically targets mobile devices. As a result, the
use of Yle on-line services has exploded since 2013.
Yle applications all together have been installed on more than 500,000 mobile
phones and tablets.
In 2013, Yle web and mobile services were visited more than 440 million times,
with approximately 1.9 billion pages viewed. The most popular service is Yle
News, with 1.95 million visitors a week.
Areena, the Yle media player, reaches 1.6 million visitors a week, and the
children’s section more than 250,000 visitors a week. Areena.fi achieved 344
million hits in 2014, all devices combined.
Finnish law doesn’t put any limitation on operating on digital platforms. That
allows Yle to meet the new needs of the audience, propose new types of
content and formats adapted to the new technologies, develop multimedia
programmes, as well as broadcast on all possible platforms.
Growth in traffic comes from mobile
Visits, Yle.fi - July 2012, 2013, 2014
50 000 000
45 000 000
40 000 000
35 000 000
30 000 000
25 000 000
20 000 000
15 000 000
10 000 000
5 000 000
0
July 2012
Tablet
SUGGESTION(s)
/
July 2013
Mobile
July 2014
Computer
14
Accessibility
Current
situation
Yle is legally obliged to offer services for disabled people.
Yle has to provide a subtitling service for a large part of its programmes (the
government decides what percentage annually, 100% being the target for 2016).
Yle’s obligation in this regard is higher than for commercial broadcasters:
–– Yle is required to offer subtitles for all programmes in Finnish and Swedish (apart
from musical performances, sport and children’s programmes) by 2016;
–– Any programme with translated subtitling is required to also have audio subtitling
(for the visually impaired audience).
Additionally, Yle provides disabled audiences with the following services, available
for a large part of its programmes:
–– Sign language
–– Descriptive subtitling (new service)
–– News in “easy” Finnish for people with a limited ability to understand speech or
text
–– Teletext service for hearing-impaired audiences.
BEST
PRACTICES (s)
/
Suggestion(s)
/
Social
cohesion
Current
situation
Yle’s role, as defined by the parliament, is to defend the relevance of the public
service for Finnish society. To tackle developments in both the media environment
and society itself, four years ago Yle decided to renew the concept of public service.
For this, Yle defined a clear, new strategy based on digital, strong corporate brand,
and partnerships.
Yle’s goal is to highlight the value of public service, by:
–– giving a return to society (which is funding Yle through taxation)
–– delivering quality services
–– providing service(s) to everybody (reach strategy)
best
practice(s)
15
Renewed concept of public service
New public service
Change ahead online
Working with partners
Efficient working
Changing media usage habits
influence our work and demand
new ways of working. The
Internet has a greater role than
before in telling and spreading
stories.
We are strengthening
development of the media
sector in Finland and accept our
responsibility to do so. We new
do less alone and collaborate
more with different partners.
We are freeing up resources for
new creative work by increasing
flexibility in finance and
operational logistics. Efficient
financial management helps us
to use Yle tax revenue for the
benefit of all Finns.
Independence Day
The coverage of Finland’s Independence Day (6 December), and related
programming, is one of Yle’s most successful achievements in terms of social
cohesion. One-third of the population watches the “Linnan Juhlat” broadcast event,
which becomes a ritual closely tied to Finnish national identity.
President Sauli Niinistö and his wife Jenni
Haukio at the Independence Day celebration
2012.
16
Suggestion(s)
Though Finland, after Denmark and Norway, is the third highest country in terms of
social cohesion1 (Bertelsmann Foundation - 2013 figures), Yle still has a role to play in
maintaining this cohesion.
In this respect Yle needs to increase its involvement within Finnish society, and
attract younger generations.
We suggest that Yle interacts more with some specific sectors of Finnish society
(such as civil associations, clubs, NGOs, etc.), and share ideas, ways of thinking,
and experience with them. This should help Yle penetrate new/younger sectors of
society, as well as bring innovation to Yle’s programmes and content.
1
“Social cohesion is defined as the special quality of how members of a community live and
work together. A cohesive society is characterized by resilient social relationships, a positive
emotional connectedness between its members and the community and a pronounced focus
on the common good.”
17
Independence
Neither the parliament nor
the Finnish Communications
Regulatory Authority (FICORA)
has the authority to interfere
with the editorial and operative
decision-making related to
programmes.
Yle self-assessment report
19
20
Independence
SUMMARY
Yle is under the direct supervision of parliament, which implies that the parties
need to agree on its role, remit, and funding. Consequently Yle’s independence is
both part and the result of the Finnish consensual culture. This system encouraged
political influence over Yle, mainly when senior management positions used to be
attributed on the basis of politics. The parliament also checks that Yle fulfils its
public service remit and decides Yle’s funding (law on financing Yle; ability to index
Yle’s yearly grant). Yle’s independence is therefore the result of a delicate balance.
Yle as a public service broadcaster is well established in Finnish society and
considered as trustworthy. Its broad offer in terms of content and the quality of
its news service make Yle an important and active agent of social cohesion, and
democracy. The challenge for the future is to still be representative of a society in
evolution in all its diversity.
PEER-TO-PEER REVIEW ON PSM VALUES — INDEPENDENCE
21
Governance
Current
situation
Yle – Yleisradio Oy, the Finnish Broadcasting Company – is a State-owned (99.9%)
limited company operating in the administrative field of the Ministry of Transport
& Communications. Yle’s operations are defined in the Act on Yleisradio Oy
(1380/1993).
Yle’s highest decision-making body is the Administrative Council (AC). It comprises
21 members appointed by parliament. Though the law only states that AC members
must be representatives of the various groups of society, the tradition – with few
exceptions – is for them to be members of parliament.
The Administrative Council’s duties are to:
–– Appoint the Yle Board of Directors (whose members cannot belong to Yle senior
management or to the Administrative Council);
–– Oversee Yle’s strategy and its adherence to its public service mandate;
–– Report to the parliament on the implementation of public service values;
–– Assess whether potential new services serve democracy and public service
values.
The Board of Directors appoints and dismisses the Yle Director General, and decides
on the budget. In the past, the Board used to choose a Director General (DG) on his
political background. This was not the case for the current DG, Lauri Kivinen, which
consequently gives Yle more independence.
The relationship between Yle senior management and these two bodies is good and
constructive. The Finnish Communications Regulatory Authority (FICORA), as an
independent regulator, supervises Yle’s compliance with the legislation, except for
the fulfilment of the public service remit.
Yle's organization 2013
ADMINISTRATIVE COUNCIL
BOARD OF DIRECTORS
CEO
MEDIA
NEWS AND
CURRENT
AFFAIRS
CREATIVE
CONTENT
SWEDISH YLE
OPERATIONS
TV
Yle News
Yle Factual
Media
Radio
Yle Sport
Yle Culture and
Entertainment
Factual and
Fiction
Yle Production
and Design
Helsinki
Tampere
Web
Yle Current
Affairs
Yle Drama
News, Sport and
Current Affairs
ICT and
Production
Technology
Marketing and
Branding
Commissioning
and Audience
insight
Yle Regions
News Centre
Internet
News and
Current Affairs
Production
Development
Yle Children and
Youth
FRSO
Product
development and
innovation
Media production
HR
FINANCIAL
AFFAIRS
STRATEGY
Broadcast and
Transmission
Technologies and
Development
Facilities Services
LEGAL AFFAIRS
COMMUNICATIONS
Strategy and
planning
Audience insight
and Research
SECURITY
22
Best
practice(s)
/
SUGGESTION(s)
Yle managed to distance itself from the political field. Senior appointments are made
on professionalism rather than political background. Nonetheless the situation is
delicate and relies on a consensus between the political parties and within Finnish
society.
Yle depends on parliament – and on the Administrative Council whose members
usually come from parliament – for its funding, as well as for validation of its strategy.
To guarantee Yle’s independence from political influence in the long term, we suggest
it thinks about introducing specific safeguards, such as appointing non-politicians
to the Administration Council, develop codes of conduct for Council and Board
members, let Yle have its own ombudsman system (not a parliamentary one), etc.
Funding
Current
situation
The legal framework in which Yle operates was reviewed in 2012, and updated in
2013. This gave Yle a solid financial basis for introducing its new digital strategy, as it
guarantees Yle a yearly grant of EUR 500 million.
The new law states that each citizen has to pay an annual tax – regardless of the size
of the household – of 0.68% of earned and capital income (up to a maximum of EUR
143) to fund the public service media offer. People under 18 or with low income are
exempt.
Through the individual tax, each (paying) citizen owns part of Yle, which then
becomes Finnish public-personal media.
The parliament can decide on the indexation of the grant. In 2014, as Finland was
facing an economic crisis, parliament decided not to apply any increase for 2015.
This, together with structural changes within the organization, resulted in savings of
a few millions and the loss of 67 jobs for Yle.
23
The collection and allocation of the Yle-tax in 2013
Tax authorities collect
Assets pass the state finance system
technically
Outside state budget negotiations
Annual index-based
increases
500 M€
approx. 480 M€ +
collection costs
State Television and Radio Fund
Minor amounts for costs of
administrative nature
approx. 22 M€
Persons pay
50 - 140 €/year
500 M€
Companies etc. pay
140 € - 3 000 €/year
Value added tex deducted
Separate decision
by Government
455 M€
VAT 10%
Yleisradio Oy
The Finnish Broadcasting Company
Yle
Best
practice(s)
/
SUGGESTION(s)
The funding situation generates some financial insecurity for Yle, as it leaves the
door open for parliament and/or political parties to use the funding as leverage, and
therefore threaten Yle’s independence.
Yle should try to negotiate an agreement with parliament for financial visibility of
4–5 years.
Editorial
decision-making
Current
situation
News and current affairs are at the core of the Yle offer. Yle supports independent,
accountable, open, transparent, and innovative journalism.
Each employee/journalist/supervisor/editor is personally responsible for complying
with the law, Yle editorial/ethical guidelines (both for operations and content
creation), and the instructions issued by the editors-in-chief and supervisors.
The Board of Directors appoints the five editors-in-chief. Each of them covers a
different programming area. They adhere to common principles, in line with the
Chief of Ethics, and work together as a group. They are internally responsible for the
24
content, and are not subject to the DG’s authority in this respect. Under the law, the
News Director alone is accountable for published news content.
Yle’s ethical guidelines include the acquisition of information, individual rights,
and independence from commercial interests, among other things. Training on the
revised guidelines was given to more than 500 employees in 2012 and 2013.
Delegation of tasks
Responsible editors
–– General legal supervisory responsibility for supervising journalistic
work and publication
–– Special issues, e.g. exceptional methods in acquisition of
information, confidentiality of sources of information, right of reply
and correction, sponsorship
BEST
PRACTICE(s)
Chiefs reporting directly to
responsible editors
Fulfil the tasks delegated by the responsible editor
Producers
Oversee that good journalistic practices are followed in daily work
Journalists and all content
creators
Responsible for carrying out daily work in compliance with laws,
ethical guidelines, and good journalistic practices
Accountability
Though the News Director relies on a group comprising the editors-in-chief, the
head of Ethics, and a lawyer specializing in freedom of information and expression,
the News Director is ultimately the only one accountable for published news. This is
a guarantee for the quality and accuracy of the news, as well as for the newsroom’s
independence from the general management.
Information acquisition and sharing
The News Department set up its own internal news agency, fed by its journalists.
Every journalist must first report to the news agency. This ensures that the country
and society are well covered and gives provides a high level of reactivity in Yle news.
Yle has also launched an innovative news app that allows users to customize their
news feed. It also provides Yle with a huge amount of data/information for its own
use (customer habits and expectations). Although the news feed can be customized,
news considered as important by the editorial staff is posted anyway.
suggestion(s)
/
25
trust
Current
situation
Yle is highly valued by Finnish society in terms of trust. Among public services, Yle
shares the top position with the police. In the past seven years, Yle has maintained
its position. Audience satisfaction globally increased, whereas trust slightly
decreased, but stayed high.
Trust is measured globally, and is not related to a specific programme. Everyone is
in practice responsible for trust: it’s the result of the strategy and professionalism of
everyone.
Trust in Yle
"Does 'trustworthy' fit Yle's brand image?"
76%
2013
82%
2014
"How reliable are the following news
organisations?
86%
2013
Say 4-5 on 1-5 scale plus
option "I don't know" (only
2% said that). Yle ranks nr. 1
"How much do you trust the following
institutions in Finland? You might not have
personal experience of all the institutions, but
you might have a view of them on the general
level."
86%
2013
Say 4-5 on 1-5 scale plus
option 0="I don't know".
5="I trust very much", 4="I
trust rather much"
87%
2014
Source: Taloustukimus Oy- Yle Strategy
Source: Taloustukimus Oy- Yle
Source: TNS Gallup - Yle Strategy
Say Yes
Yes/No are the only options
2013: Yle ranked nr 5(*)
2014: Yle ranked nr. 1
together with the Police
( )
* In 2013 Yle ranked nr. 5 together with the Finnish Defence Forces and the Finnish Red Cross after the
Police, the schools, the President of the Republic and the universities.
10.12.2014 Yle Strategy
Best
practice(s)
/
suggestion(s)
/
26
Serving
democracy
Current
situation
Yle is serving democracy by offering a huge volume of independent and accurate
news/current affairs that are available on all its platforms (also see above).
Several programmes developed by Yle are intended to foster discussion and
participation with and within the audiences, such as the youth magazine Yle
Summeri (Finns in their teens learn to participate in public discussion by being part
of the Summeri community online).
By offering content in several languages and a large variety of programmes Yle
contributes to the diversity of the Finnish media environment.
Yle’s new public service strategy aims to revitalize the role of the public service
within the population in order to meet its goal of serving democracy. Universal
(digital) accessibility to Yle programmes together with a renewed and diversified
content offer are part of the strategy.
BEST
PRACTICE(s)
New format for the elections
Prior to the European Parliament elections in 2014, Yle offered each of the 251
candidates the opportunity to take part in an individual campaign debate. Yle
journalists questioned the candidates and challenged them in a four-minute
interview that everybody could watch, unedited, on PC, tablet or smartphone.
The same exercise will take place prior to the parliamentary elections in the
spring 2015. There will be about 2,000 candidates. One day will be dedicated to
each political party and time on-air offered to parties that are not represented in
parliament (though less).
New format for younger viewers
The drama series #lovemilla consists of 5-minute webisodes that target young
viewers online and discuss the issues of teenage life. Because of its success,
#lovemilla is going to be turned into a full-length movie as well (see chapter on
innovation).
The daily drama series Uusi päivä (“A New Day”) tackles social issues as part of the
narrative, and enables young people to reflect on these issues at a deeper, more
emotional level.
Yle News Class (Uutisluokka) is another example of a programme giving young
people a voice; it fits in with the Finnish education system and curriculum (concept
borrowed from the BBC).
SUGGESTION(s)
–– Yle should carry on innovating to capture the interest of younger generations
(both in content and digital offer).
–– Yle programmes/content should better reflect Finnish society in all its
developments and diversity. Minorities such as the immigrant populations are not
really represented. Yle should work on “diversity” and adopt a segmented vision
of its audiences to better understand their needs and expectations.
Excellence
The Yle brand is associated
with “Finnishness”, reliability,
professionalism, respect for
everyone and independence.
Yle self-assessment report
Yle has to be a well organized
company, like a stock market
company. Yle has a modern
strategy now. It is a mature
organization.
Kari Neilimo, D.SC. (Econ)
Former chairman of the Yle
Board of Directors
29
30
Excellence
SUMMARY
Even though Yle has an extensive reach and satisfaction level in Finnish society (see
chapters 1 and 2), the quality of its content and programmes (traditional and online)
could be improved by means of a systematic quality control and feedback process.
To meet the digital challenges and comply with its goal of excellence and renewed
public service, Yle develops alternative ways to interact with its audiences. Yle
would nonetheless benefit from more detailed audience research in two fields:
assessing the online penetration and perceived quality of online content, and finer
analysis and categorization of its audiences.
Yle invests in the training and development of its staff’s competencies in line with its
new strategy and future needs.
PEER-TO-PEER REVIEW ON PSM VALUES — EXCELLENCE
31
Improvement process
and quality control
Current
situation
Yle is aware of the importance of being accountable while using public money. In
line with this, the company is developing a set of metrics to measure its efficiency,
and improve its results.
Part of the improvement process should be related to quality control of content.
There is no systematic process to check the quality of content at the design and
development stages, before broadcasting/publishing, and afterwards (feedback).
Each editor and content producer is responsible for the quality of the final content
and for adhering to internal guidelines and regulations. It’s not sufficient to ensure
high quality of the content. Journalistic content is better monitored than other
programmes because of its nature; nonetheless, news content still needs more
monitoring, especially when related to online content and regional journalism.
Over the last 10 years Yle has improved the whole broadcasting production system
by changing from channel to content commissioning. Whereas in the past the
channels had the power – which generated silos, inefficiency, and no sharing of
resources – Yle now concentrates on content development and production.
Maintaining quality lies in the continuous dialogue between the departments
producing the content and the Media Department that publishes the content on all
platforms. The Media Department is responsible for the audience.
Yle creates a lot of new programmes and has good reach. In a way the success does
not encourage Yle to introduce a quality control system. Nonetheless it is essential
to reach the target level of excellence:
- The challenge in introducing such a system for radio programmes is that most
radio content is produced live; only one radio channel has high-end programmes.
- For TV: the Programme Council sets priorities each year, under the supervision
of the Director General. Then each type of content depends on the decision of
the Director of Creative Content, after discussion with the Programme Director,
Audience Strategic Planning, and the channel directors.
Best
practice(s)
Head of Journalistic Standards & Ethics
In October 2014 Yle appointed a head of Journalistic Standards & Ethics. The
position supports editors-in-chief in order to improve Yle’s operating methods.
The area of responsibility for this position covers the entire company and all of its
content. It includes training, too, as far as related to the familiarization of staff with
the Programme Operation Guidelines.
SUGGESTION(s)
Yle needs to define and implement a systematic quality control process in order to
check the compliance of all content/programmes with its own specifications (which
also implies clear specifications for each type of content, both in terms of content
itself and expected technical quality), with Yle ethical, editorial, and programme
guidelines, legislation, and audience expectations. Feedback to content creators
should also be part of the systematic quality process.
32
Audience research and
audience satisfaction
Current
situation
Yle measures its audience satisfaction according to different and combined tools:
–– Audience surveys: each year 40,000 Finns take part in audience surveys on the
use of Yle services and user satisfaction.
–– Studies: Yle conducts interviews, focus-group surveys and user panels to study
the Finns’ views of new programmes and services. There is, for instance, a special
panel dedicated to teens.
–– Direct feedback: Yle received a total of 41,300 e-mails, phone calls, and letters
from viewers/listeners in 2013. Increasing feedback comes from the internet and
social media, but is not yet fully integrated into the audience research process.
–– Television ratings
–– Reach in terms of social media
All these data are integrated into strategy work and programming, though it does
not seem that Yle has a clearly defined and “scientific” process to do this. Even the
teams working on audience ratings are segmented (3 people in programming, some
in other departments). The data is also used to assess Yle brand recognition.
Yle’s traditional measurement tools are not adapted to the assessment of online
content. Yle is working on alternative solutions. So far Yle has been partially able to
measure the reach of its internet/online content – but not audience feedback.
Measuring Internet journalism
Weekly reach, stressing the difficult audiences:
Chillaajat 80%, Nettipeukut 90%, Viikkotavoittavuus 55%
15-45 - vuotiaista
Daily reach, mainly News 800,000, Areena 550,000 and
Swedish Yle 85,000
Factual and Fiction: (Areena + yle.fi weekly): Factual
620,000, Drama 480,000, Culture 275,000 and Children
335,000
100 K One project weekly that reaches a big audience,
engages the audience, co-creation
BEST
PRACTICE(S)
Surveys
Yle monitors the level of interest in its programmes and services through the
Biannual Channel Impression Survey. Yle also monitors its value to the Finns
through a specific survey. The results show that Yle is globally considered to be
more valuable in terms of social than personal significance, though 73% of Finns
have a positive view of Yle in terms of both society and personal significance. Yle
stands out from the competition mainly because of its factual programmes, reliable
informative approach, and lack of commercials.
Kipinä pilot platform
The Kipinä pilot platform is intended as a tool for the audience to submit their ideas
for content and receive professional feedback, participate in the crowd-sourced
selection, and be involved in turning their own idea into a media concept, and
perhaps even into a transmedia content product.
SUGGESTION(S)
33
–– Yle’s traditional tools for measuring audience satisfaction are not adapted to
assessing its online penetration. Yle needs to use new technologies to do this.
–– Yle’s customer segmentation should also be more detailed and taken more into
account in the audience research.
Transmission and
technical facilities
Current
situation
The technical quality of television and radio services is monitored and observed, and
these services have a high level of readiness in case of broadcast disruptions.
For online services the service level promise is not currently as high as for traditional
broadcasting services. Yle is looking into how to improve it without generating too
much cost.
BEST
PRACTICE(s)
Environmental Responsibility Programme
Yle is implementing an Environmental Responsibility Programme. It promotes
practical actions for greater energy efficiency, as well as a more sustainable use of
natural resources. Some measures have already been taken and results are positive;
more are planned for the next few years:
–– Yle plans to reduce its facilities by 40% and develop a more efficient use of space,
which will significantly improve Yle’s energy and environmental efficiency.
–– Yle takes account of environmental criteria in its vehicle purchase and travel
policy. The goal is to reduce air traffic emissions by increasing teleconferencing
and favouring public transport.
Emissions
tC2 - ekv
Total
16 000
Enegy
Traffic
14 000
12 000
10 000
8 000
4 000
2 000
0
2010
2011
2012
2013
Greenhouse gas emissions have been calculated as carbon dioxide equivalents. The emission calculations
are based on the Greenhouse Gas Protocol and the Climate Calculator developed by WWF Finland,
Helsinki University of Technology Lifelong Learning Institute Dipoli, Espoo. The calculations include energy
consumption and travel by air and car as well as waste.
34
Yle offices already comply with the WWF Green Office environmental management
system.
Energy consumption
Yle's vehicles
Fuel comsuption
kWH
Litres
35 000 000
350 000
30 000 000
300 000
25 000 000
250 000
20 000 000
200 000
15 000 000
150 000
10 000 000
100 000
5 000 000
50 000
0
0
2007
SUGGESTIONs)
2008
2009
2010
2011
2012
2013
2010
2011
2012
2013
/
Training
Current
situation
Yle has a centralized HR team of 8 people in charge of keeping up with skills, and
developing competencies that fit in with Yle’s new strategy. The team is also in
charge of training and individual development processes (for instance coaching) for
supervisors and directors.
In addition, each unit has staff in charge of planning and running training and other
development measures to meet the unit’s specific needs.
The HR team works in close cooperation with each unit’s representatives to identify
needs and priorities. Training is delivered by Yle experts or external partners. The
HR team collects feedback after each training session for further development
purposes.
To ensure input from the best experts, the HR team closely monitors developments
in the field in Finland and abroad.
Yle carries out an annual performance review: each spring supervisors evaluate
their employees’ performance and development capabilities in conjunction with
performance appraisal interviews. After one-to-one discussions, HR and unit
managers hold recap discussions to identify high-performing employees in each
unit.
Yle has a budget of EUR 0.5 million for staff training and development, which
corresponds to EUR 142/employee per year.
Best
practice(s)
35
Reflection on future needs
Yle has a training policy oriented toward the real needs of the company in terms of
competencies to meet its new strategy.
2) Defining everybodys role
Broadcast and XS
or S for the web
Broadcast only
S
Mostly web
XL
M
Present on the web
Broadcast and web
Sharing webcontent
Transmedia
XL web only
L
3) Defining the competencies needed
Basics
Suggestion(s)
Ethics
Co-creation
Web
text
text
–– Yle management expresses a lot of concern about the audience and the digital
strategy but hardly talks about the staff and the people that make up Yle. There is
a need for improved internal communication and change-management training,
in order to explain the ongoing changes to staff and obtain its understanding and
support.
–– The training budget seems rather small in comparison with the challenges and
training strategy developed by Yle.
Diversity
There are two ways to establish
diversity, the old way which
was chaos through the use
of huge resources, and the
current way which is planning
and targeting diversity
objectives.
Atte Jääskeläinen,
Director of News & Current
Affairs
37
38
Diversity
SUMMARY
Yle’s commitment to diversity is visible in the broad programming offer it provides
for its audiences, not only in terms of quantity, but also in terms of origin (more
than 50% is domestic production), and variety (sport, culture, news, fiction, etc.).
In this respect Yle is far ahead of its commercial competitors. Nonetheless some
sectors of Yle audience are less represented than others, which gives Yle room for
improvement.
Yle has also developed several tools to better interact with its audiences (discussion
forums, live comments, etc.), that could be better exploited for audience research
and as a source of content innovation and diversity.
Last but not least, diversity is not only related to content, but also to the way
the company is organized. Yle does a good job in terms of gender equality and
opportunities. Its next challenge is to diversify its staff according to age, origin, and
culture to reflect changes in Finnish society over the last decade yet without losing
in internal cohesion.
PEER-TO-PEER REVIEW ON PSM VALUES — DIVERSITY
39
Programming
Current
situation
Yle provides its audiences with broad diversity in programming, reflected in:
–– The origin of the programmes (more than 50% are domestic, 11% are Nordic, 24%
come from other European countries, 10% from North America).
–– The type of programmes: Yle invests more in factual, current affairs, news, sport,
domestic fiction, and cultural programmes than its commercial competitors.
–– The audiences targeted: children programmes offered by Yle are higher than
those of commercial operators.
–– News production: Yle thinks of news in terms of target groups, and provides each
group with what it wants and needs to know (instead of trying to cover everything
with a huge waste of resources); in that respect planning, as well as understanding
the audiences are key aspects.
Insights from the needs formed into concrete action points in workshops
Young early adopters
6:00
8:00
10:00
12:00
14:00
16:00
18:00
20:00
22:00
0:00
WORLD
SOCIAL
PRIVATE
MORNING: ”obligatory news”
neatly packaged
DAY: (mobile) news content to fill
empty moments
EVENING: focusing on friends and
personal interests
Working-age people with families
6:00
WORLD
SOCIAL
PRIVATE
8:00
10:00
MORNING: most important news
that I need to know to make it
through the day
12:00
14:00
16:00
DAY: news give an opportunity to
have an useful break from work
18:00
20:00
22:00
0:00
EVENING: relaxing and summing up the
news day
Active seniors
6:00
WORLD
SOCIAL
PRIVATE
8:00
10:00
MORNING: news create a feeling of
belonging to the national
community
Best
practice(s)
12:00
14:00
16:00
DAY: consuming news brings
meaning to the day
18:00
20:00
22:00
0:00
EVENING: news help to keep the mind
active
Yle Areena
Areena is Yle’s on-demand service; it provides simulcast and catch-up for TV
content. Launched in 2008, in a few years it has become a strong brand and player.
In 2015 traditional TV reaches 3 million people a day, whereas Areena reaches
700,000. The most difficult is to renew the offer and find programmes that fit in with
Areena’s format (purchasing, own production, archives, etc.).
Areena has a lot of content, but it’s hard to find. Areena’s technology now needs
to be developed further, and to be made more user friendly. Yle plans to improve
Areena in spring 2015 by changing the off-the-shelf video player, and developing it
with a new supplier. Yle’s aim is to make Areena the main TV platform by 2020. The
main challenges are to create playlists and specific linear channels that do not yet
appear on Areena, and to innovate and generate space for “crazy content” as can be
found on YouTube. In this respect Yle recently signed an agreement with YouTube
for specific content targeting young people.
40
Yle TV service strategy 2015
TV
Yle Areena
Radio
Yle TV +
Yle Areena
Radio
Yle TV broadcast and Areena into the 2020s
4 million
3 million
Yle TV reach
2 million
Yle
1 million
2014
SUGGESTION(s)
e na
Are
2017
Yle TV reach per day
3.5 - 4 million
per day
day
h per
reac
2020
2023
/
Interaction with
the audience
Current
situation
Yle has developed several ways to interact with its audiences, some regularly, and
other related to a specific event. Nonetheless there still is room for improvement,
mainly in exploiting the data/information derived from these interactions, and in the
use Yle makes of social media.
The main interaction channels developed by Yle:
–– Broadcast window
On all Yle radio channel websites, listeners can discuss and comment on the
broadcast currently on air.
–– Interactive desk
Yle News, Current Affairs and Sport offer a forum for discussion on their websites.
A moderator puts forward topics and monitors the discussion.
41
–– Crowdsourcing
The current affairs magazine A2 on Yle TV2 organized a panel discussion on
Islam and asked viewers to suggest guests on the internet. A2 also held an open
programme planning meeting and offered a parallel broadcast on the internet
during the TV broadcast.
–– Chat service
Yle management answers audience questions about the company’s new funding
model in a live chat.
–– Second screen
The documentary programme Docventures requested viewers to comment via
social media. The comments were used as part of the TV broadcast.
–– Participation in programming
A group of young people prepared 4 alternative programming schedules for two
Sundays on Yle TV2. The audience voted for the schedules online.
Best
practice(s)
Tuesday Studio
Tuesday Studio is a lobbying (pro Yle) event based on the concept of a current
affairs programme in a studio with a live audience. It is not meant to be published.
The guests are: members of parliament, civil servants, experts, scholars, students,
journalists, interest groups.
Tuesday Studio offers Yle a tribune to:
–– Communicate first-hand information about Yle, its strategy, the changes going on
in the company;
–– Address criticisms of the public broadcaster (mainly from competitors);
–– Interact and engage in discussions with participants.
Suggestion(s)
Yle should reflect the diversity of Finnish society, and the changes it is going
through:
–– In terms of content, Yle should be a vector for all ideas, cultures, and thinking (see
sub-chapter “Serving Democracy”). This implies developing new content, fed by
a broader interaction with all sectors of Finnish society; it also implies a highly
segmented view in terms of audience knowledge/research.
–– Within the organization itself, Yle should be more diverse, at all levels and in the
broadest sense. This takes time to achieve, and requires strong commitment from
management (see below).
–– Yle should find a better way to use the various interactive tools with its audiences,
as well as social media, in order to have a deep understanding of their needs
and expectations, to find ideas for new content, to gain feedback on existing
programmes and platforms, in other words to derive the means to improve
innovation and diversity.
42
ORGANIZATION
Current
situation
Yle has undergone a change in leadership and strategy over the past 4 years.
This did not impact the structure of the company itself and it has remained
homogeneous (so it doesn’t properly reflect the diversity within the Finnish society).
Yle is considered to be a company promoting equal opportunities among its staff.
Nonetheless the new public service strategy and the switch-over to digital are
generating the need for new skills, and a new vision of the way to perform one’s job.
This creates hurdles within staff at all levels, and causes misunderstandings that
can obstruct the performance of the company. The challenge for Yle is to develop
internal diversity and have everybody on the same page.
BEST
PRACTICE(S)
Gender equality
Every 3 years Yle prepares a statutory gender equality plan based on the Equality
Act. The plan is prepared with staff representatives. The Equality Act prohibits
discrimination on the basis of sex or gender.
Gender equality assessments are carried out regularly. Yle also carries out an annual
work atmosphere survey that includes gender equality.
As a result, Yle maintains high level of gender equality:
–– Average salary of women is 97.2% of that of men.
–– Women constitute 49% of permanent Yle staff; the proportion of women in
managerial positions was 48% in 2013.
–– Women constitute more than 50% of staff working as journalists or producers;
men are in the majority in production and technology.
–– On the Administrative Council, 10 are women and 11 are men. On the Board in 2013,
three were women and four were men. The Board of Directors comprises six men
and six women.
suggestion(S)
–– Yle did not manage to achieve the goals of its 2012-2014 Equality Plan that was
aimed at turning the company into a more diverse workplace. The company
remains very homogenous in terms of age, ethnic and cultural backgrounds. It still
is a challenge for Yle to reflect the structure of Finnish society.
–– The biggest challenge for Yle in terms of organization relates to its internal
culture and leadership: the new strategy developed by Yle’s top management is
not well understood by some parts of the organization. Partly because it’s not
always clear in which direction Yle is moving, and who is in charge of what project
(communication issue), partly because there is always inertia in a big organization.
–– Yle’s top management is aware of the challenge and had made it a priority.
Everybody within the organization needs to be committed to successfully
implementing the new strategy.
Accountability
Our budget is EUR 471.9 m.
We have come out of the red,
and have stopped eating into
our capital. We agreed with
the Board that we can be +/EUR 5 m flexible during sports
years.
Lauri Kivinen,
Yle Director General
Responsibility is connected with
all the choices and decisions Yle
makes as a media company, an
operator in society, a reliable
employer, and a cooperation
partner.
Yle annual report and corporate
responsibility report for 2013
45
46
Accountability
SUMMARY
Yle made transparency one of its strategic goals for the period 2013-15.
Transparency, and responsibility its corollary, drive Yle’s daily activities
(administration and operations, including content production), financial statements,
and relationships with its audiences and Finnish society in general. The legal
framework and self-regulation – mainly its ethical guidelines – support Yle’s
openness strategy. As a result, the majority of Finnish citizens and decision-makers
consider Yle to be an open, responsible company.
In addition to its mandatory reporting duty, Yle chose to issue and publicize several
reports on its activities, finance, and organization, including corporate social
responsibility.
As a public service company, funded by taxpayer money, Yle wants not only to
be fully accountable, but also to bring value to Finnish society. With this in mind it
is developing interaction and partnerships with several groups representative of
society. Their impact in terms of value is nonetheless hard to assess.
PEER-TO-PEER REVIEW ON PSM VALUES — ACCOUNTABILITY
47
Transparency
Current
situation
Despite the fact that Finnish doesn’t have a word for accountability, Yle has set out
strong guidelines to guarantee its responsibility towards Finnish society.
Responsibility is strongly embedded in Yle’s working culture. It is based on 3
principles: openness, transparency, and reliability. In practical terms:
–– Ethical guidelines guide journalistic choices and content production, including
social media, and content for children and young people. The editors-in-chief are
responsible for implementing them.
–– Yle’s operations take account of sustainable development and environmental
responsibility.
–– Good governance and financial efficiency are the basis for the administration,
while reliability of programmes and content are the basis for the production.
–– Yle applies State guidelines on management remuneration. The remuneration and
benefits of the General Manager and the Board of Directors are disclosed yearly.
Yle’s senior management is responsible for operating activities and strategic
management in line with the guidelines provided by the Board of Directors and
the Administrative Council. The senior management is ultimately in charge of
implementing Yle’s ethical guidelines, its human resources policy and environmental
responsibility.
Though Yle doesn’t need to apply the Openness Act, most of the documents
delivered to the Administrative Council are open, but Board documents and minutes
are not public.
The Yle Communication Department and top management regularly respond to
public enquiries regarding Yle’s decisions. Their responses are sent to the media
organizations, usually the newspaper at the origin of the concern. They are also
posted on Yle.fi under “Yle Answers”.
Ethical guidelines,
Guidelines for journalists,
Yle's ethical guidelines
Values
Reliability,
Independence,
respect for everyone
Laws
Act on Yle,
Act on Freedom of
Expression,
TV and Radio Act,
Protection of honour
and privacy
48
Yle is transparent regarding the use of its budget. 2013 was the first year that its
funding came from taxes and it felt compelled to publish all details on the use of its
resources:
–– EUR 207 million on television programmes
–– EUR 73 million on radio programmes
–– EUR 29 million on online and mobile services
–– EUR 234.8 million for staff costs
–– EUR 187 million on services and products from Finnish companies/organizations,
of which the audiovisual sector represented EUR 58 million
–– EUR 16 million to freelancers
–– EUR 25.6 million on Finnish programme acquisition
–– EUR 76.3 million on broadcasting rights and copyright fees
Shares of costs in 2013
Total EUR 318.6 million
News
(2012:
18%)
News
(2012:
18%)
7
15
Sport
(2012:
14%)
Sport
(2012:
14%)
17
Current
affairs
(2012:
12%)12%)
Current
affairs
(2012:
11
21
Factual (2012: 16%)
Factual (2012: 16%)
Culture and entertainment (2012: 20%)
Culture and entertainment
(2012: 20%)
17
12
Drama (2012: 15%)
Drama (2012: 15%)
Children and youth (2012: 5%)
Children and youth (5%)
Yle cost structure in 2013
Total EUR 464.4 million (change + 11.5 million)
4
Media contents and services (2012: 67%)
Media contents and services
(2012: 67%)
8
Distribution (2012: 8%)
Distribution
8%) (2012: 10%)
Technology
and(2012:
infrastructure
6
Joint operations (2012: 4%)
12
Technology and
69
Depreciation
and consolidated
infrastructure
(2012:10% items (2012: 11%)
Joint operations (2012: 4%)
To conclude, transparency is based on a solid legal triangle:
- Legal framework related to Yle
- Yle self-regulation
- General legal framework
Best
practice(s)
49
Transparency as a strategic goal
Yle strategic goals for 2013–2015 included openness in order to reinforce the
perception of a reliable and transparent company among public opinion.
The goals were achieved in 2014:
–– 55% of Finns associate openness with Yle
–– 68% of decision-makers and partners associate openness with Yle
–– 45% of decision-makers feel that Yle communicates transparently about its
finances
Yle's responsibility in various areas (% of population) in 2013
Openness
5
9
Social responsibility
4
8
71
14
68
11
1 5
1
12
Series 1
Distinctiveness
19
3
68
17
5
Series 2
5
Series 3
Efficiency
5
2
57
22
2
Series 4
14
Series 5
Financial
transparency
2
1
47
0%
Very high
20%
35
40%
High
Low
3
60%
80%
Non-existent
13
100%
Do not know
Yle's Value for Finns 2013. TNS Gallup - Yle Strategy
Yle is a member of the Finnish corporate responsibility network (FIBS) since 2011. As
part of its social responsibility, Yle publishes the details of sick leave and accidents
among staff.
Sick leave days and accidents 2007 - 2013
2013
2012
2011
2010
2009
2008
2007
Sick leave days, average,
per person
7
7
7
7
8
9
9
Average length of sick
leave (days)
10
9
9
9
9
9
10
Number of accidents
121
107
94
114
92
112
113
50
SUGGESTION(S)
Following the recommendation of the association of independent producers of
audiovisual content in Finland (SATU ry), the team of peers suggests that Yle divide
its costs accurately by genre to enable comparisons of hourly prices between Yle
and indie companies.
reporting
CURRENT
SITUATION
Yle issues several reports a year to fulfil its mandatory duties, but also voluntarily to
inform Finnish society about its activities.
Mandatory reports:
The Yle Administrative Council report to parliament, and Yle’s report to the Finnish
Communications Regulatory Authority (FICORA) are the main mandatory reports.
The report to FICORA covers areas such as:
–– Compliance with the legislation on electronic communications;
–– Separate accounts for radio and TV broadcasting, other public services (internet),
and commercial operations (DVD sales) – with a limit, as the production costs are
shared between all;
–– Compliance with the legal requirements for subtitling services;
–– Fulfilment of obligations related to European programmes and to independent
producers;
–– Advertising, sponsorship, product placement in broadcasting.
Other reports:
Yle issues reports for a large public and in various languages:
–– In English: annual report and corporate responsibility report, as well as (detailed)
financial statements.
–– In Finnish and Swedish: audience report, and corporate governance report.
All reports are available on the website, along with topical information on the
company: www.yle.fi/yleisradio/about-yle/this-is-yle
Yle sends the annual report and corporate responsibility report to the press,
decision-makers, the authorities, and to other interest groups.
best
practice(S)
Reporting on corporate social responsibility
Yle’s annual report includes corporate responsibility. Yle applies Global Reporting
Initiative (GRI ) and recommendations for the Media Sector (Supplement of 2012).
Based on its self-assessment, Yle complies with Application Level C of the GRI.
SUGGESTION(S)
/
51
STAKEHOLDERS
CURRENT
SITUATION
Part of Yle’s strategy to provide value to society relies on the development of
partnerships with different groups that are representative of Finnish society. Yle
therefore frequently meets with representatives of youth, sport, professional,
cultural, and non-governmental organizations. Every year, Yle welcomes thousands
of visitors from companies, educational institutions, and other organizations and
organizes open door events and discussions for the broader public.
In January 2015 Yle issued a report entitled “The value comes from working
together” (http://yle.fi/yleisradio/sites/yleisradio/files/arvo-syntyy-yhdessatekemisesta.pdf). Yle states that “Partners complement our know-how. Efficiency is
the new way of working”.
BEST
PRACTICE(S)
Online questionnaire to measure Yle’s value to its stakeholders
Yle developed a user-friendly online survey to assess its impact on its stakeholders.
The survey deals with the role and importance of broadcasting in Finnish society
today and tomorrow, and refers to democratic values and social cohesion. The
results of the survey will be published in the spring 2015.
(https://www.webropolsurveys.com/ Answer/SurveyParticipation.aspx?
SDID=Fin896735&SID=8f69f84b-1a98-433c-a420-80c90cbfd851&dy=1830826041).
SUGGESTION(S)
Yle should accurately define what output the company expects from each meeting/
interaction with representatives of Finnish society, and consequently align its
expectations with the event and the targeted group.
Apart from being part of a public relations campaign, these events potentially
provide Yle with useful data on its audiences needs and behaviours, the trends and
ideas current in Finnish society, etc. It’s up to Yle to find the best way to use this
information to improve its knowledge of its customers and potential customers.
Fulfilment of public
service (measurement)
CURRENT
SITUATION
At content/programme level, Yle considers that its public service remit is to:
–– Strengthen civic society
–– Promote culture and education
–– Share emotions, creating a sense of community (social cohesion)
–– Promote equality in the digital age
–– Provide partnerships (and therefore enrich the creative sector)
Any new programme project is assessed according to how much public value it will
create.
52
Conducting a public value and market impact assessment on new services is part
of the duties assigned to the Administrative Council (AC) in the new Act on Yle
of 2013. The evaluation is not limited to new media even though internet-based
services are the most probable cases to appear. The AC therefore assesses new
services according to their compliance with society's democratic, social and cultural
requirements. It is largely a political tool. The assessment has been carried out twice.
Ex ante assessments are to be carried out on new, important services
that have a major impact on the available content in terms of significance,
duration and costs. An assessment can also be performed if otherwise
justified.
Proposal on
commencing
an advance
assessment
–– Administrative Council
–– Board (notification to the Council)
–– Person or company (notification to the Council)
–– Service description, costs, duration and significance
Board
The Council's
working
committee
–– Preparing expert selection to be decided on by the
Council
–– A proposal to the Council on commencing ex ante
assessment: questions, schedules, hearings
best
practice(S)
/
SUGGESTION(S)
The EBU peer-to-peer review is one way to assess the extent to which Yle is
implementing public service values. The peer assessment can be used on its own
as an improvement tool, or as a comparison with other public service broadcasters,
and as a way of sharing best practices.
The current public value assessment could become a new and truly interactive
public consultation instead of being merely a verification tool. It should improve the
debate on how a service represents the public interest and fits in with public service
values. This could also help to make citizens recognize the value of public media in
the long term, to build further relationships and to make the case for PSM today.
Innovation
If we move slowly, we are going
to be screwed.
Mika Rahkonen,
Head of Online
We have to create an online
news service available at any
time in the best possible way.
Atte Jääskeläinen,
Director of News & Current
Affairs
55
56
Innovation
SUMMARY
In terms of content, Yle’s major innovation lays in its news production. It focuses
on online news and customized news. This implied a total renewal of its news
production (perspective, format, target audience, etc.), supported by a thorough
analysis of the news consumption patterns and needs. Part of this strategy was a
news app that is praised by users. Yle also innovates in other programmes, mainly by
developing internet, multiplatform and transmedia content.
Yle’s renewed public service offer currently relies on innovation at all levels,
including technology and creativity. In this respect Yle has set up two centres where
digital content producers, start-ups specializing in technology, and other experts
and businesses can meet, work together, foster creativity for the media industry, and
other results.
Yle is creating more and more partnerships with media industry professionals,
including with commercial broadcasters, in order to benefit from their expertise and
develop its own.
PEER-TO-PEER REVIEW ON PSM VALUES — INNOVATION
57
Content
Yle’s innovation strategy focuses on digital and the internet. Some content, such
as educational programmes, is even only available on the web. Other programmes,
such as for children, have more viewers on line than on television. Yle is also working
on new concepts for multiplatform and multimedia content, including drama series
(see below).
News is at the top of the on-line strategy, relying on a new way of thinking: news has
to be attractive (relevant content), diversified, and customized (adapted to different
audience targets and changes in news consumption patterns). The strategy is “topic
first and online first”.
TV- and radio
news
Current affairs
magazines
Current affairs TV
discussions
show
Aamu-TV,
Ajantasa,
Pressiklubi,
Ykkösaamu,
Silminnäkijä
A-Studio
Ajankohtainen
kokonen
Yle Uutiset
News, Current affairs
and sports in web
A-Studio
Thu, Fri
Broadcast first
Editorial groups producing
broadcasts
Interaction with audience in web
Topic first
Editorial groups based on topics
Webpublishing in topic teams
yle.fi/uutiset
yle.fi/urheilu
Current
situation
Programme flow
Special projects
and programmes
Yle is developing a new style of journalism for the internet led by 3 guidelines:
- Create storytelling for the internet that stands up to international comparison;
- Reach audiences who usually don’t consume news;
- Use this news content also on TV and radio.
To reach its goal, Yle developed a thorough analysis of the news need:
1. Analyse of the news consumption - the clock model:
Consideration of different audiences, optimization between platforms,
understanding the needs
improved quality of content & better PSM
The rhythm
The content
The "clock model"
of news journalism
The needs
How do people consume news:
when, where, on which platform, how, why?
Rikka Latti, Yle
58
2.Separation of audiences into 6 categories according to their behaviour regarding
news, and their consumption pattern:
"The Laid-backs"
16%
Self-assured
dreamers
The Online
Thumbs-ups"
20%
Social goers
"The Smiths 2.0"
"The Housecats"
"The Stable Ones"
16%
17%
19%
10%
Up-to-date
staying rationals
Caucious
cocooners
Responsible and
active
Brave and
vigorous
Weak relationship to Yle
"The Loyals"
Strong relationship to Yle
Younger than 45
Older than 45
Mobile
Linear TV
Source: Yle segmentation handbook 2013, TNS Values & Vision (translation: RL)
Rikka Lätti, Yle
3.Analysis of the needs and feelings of news consumers according to three layers:
–– News consumer as part of the surrounding world;
–– News consumer as part of the social community;
–– News consumer as a private person.
Me as part of the
surrounding world
Me as part of the social
community
Me as a private person
–– Me in relation to the “big
picture”
–– News serving the need to
belong to the world we live in
–– Me in relation to others
–– News fueling social interaction
–– Me in relation to myself
–– News as material for identitybuilding
59
4.Definition of the types of content Yle wants to offer (short XS stories and long indepth XL stories).
XS-S
WORLD
S-L
GUIDANCE
S-L
SOCIETY
Programme
FINLAND
S-L
Programme
XS-S
Programme
XS-S
SPORTS
L
XL
S-L
Programme
S
customers
XS-S
BROADCASTING
customers
Programme
VISUALS
STUDIO
5.Increase the value of each news item by working on three levels:
–– Content itself;
–– Broadcast and services;
–– Customized services (the apps).
In January 2015 Yle produced 370 exclusive stories a day, instead of 400 in the
past. The idea is “fewer but better stories”, because customers are bombarded with
information and become saturated.
Best
practice(s)
News Watch (Uutisvahti) mobile application
The news app is based on the analysis that people don’t want to spend too much
time reading long stories. They look for customized news and don’t want too much
information.
The news app is user friendly, and works with 140,000 key words. The news is
customized according to the consumer’s behaviour (“liked content“, preferred
topics, location, etc.). Yle sends ½ million notifications a day, all triggered by the
user’s own settings. At the same time, Yle lives up to its public service obligation
and automatically offers the main news headlines, as well as the latest news.
Yle news app is one year old. Initial feedback is good: Yle customers consider the
app to be a premium service (the app is given 4 stars – whereas the average Finnish
app gets 2 stars). 220,000 Finns downloaded the app to their mobile phone.
Altogether, about half a million Finns have downloaded the various Yle applications.
60
Yle is hoping for much more, and plans to invest in new areas of content, science and
technics for example.
Transmedia storytelling
#lovemilla is a drama series for 10-15 year-olds. It has innovative content - teenage
issues are boldly discussed - and format – 5-minute web episodes with further
storytelling on digital platforms. The fans interact with Milla on social media and
make her character and story more real.
#lovemilla was a huge success (3 seasons and 70 episodes), and an award-winning
series. Its episodes have been viewed more than two million times. The protagonist
has a significant number of followers on Instagram and Facebook.
61
#sota39 is the first slow journalism concept in the world using social media, specially
Twitter. The idea is to tell the story of the Finnish Winter War 1939-1940 in real time
and to engage the audience. Yle has created a web phenomenon around the clock,
collecting human interest stories together with official government records.
Yle will continue producing multiplatform and transmedia drama content, building
on its successful experience so far.
Suggestion(s)
/
Technical innovation
Current
situation
Yle used to rely on the incremental improvement of its processes. The new
challenges faced by Yle (technical as well as related to audience behaviour), and the
resulting new public service strategy pushed Yle to build innovative capabilities at
all levels.
Yle regularly takes part in cross-industry innovation programmes, such as RadiCamp
(generation of cross-knowledge-based radical ideas and processing of concrete
business ventures).
Yle also takes part in the Discontinuous Innovations programme by Aalto University.
Technical innovation is currently based on a long track record of cooperation with
technical universities (for instance, the world-famous Genelec loudspeakers were
originally developed for Yle).
Best
practice(s)
/
62
Suggestion(s)
/
Partnerships
Current
situation
Yle mainly collaborates with production companies and production technology
service providers, educational institutions, and other operators. Most of these
partnerships relate to subcontracting and journalism, but they are becoming more
and more diverse.
Yle is interested in partners providing expertise and helping to develop its own
expertise in areas that are important for Yle. This includes cooperation with
universities, such as the Baltic Film & Media School at Tallinn University.
Yle has developed several joint projects with commercial broadcasters:
–– Radiot.fi: All radio channels available on one website;
–– Joint service to measure audience ratings nationwide;
–– Campuses on media and communication: Tampere is the most advanced with
2 media schools and 400 students – Yle has moved its daily youth drama
there; Turku is in development with its media hub; Helsinki is the next one to be
developed.
Yle is member of Nordvision, in which Nordic public broadcasting companies
exchange experiences, ideas and strategies, in addition to television and radio
programmes. Yle also participates in the Open Knowledge network and actively
collaborates with many network development communities.
Best
practice(s)
Mediapolis and Pasila Studios: innovation and creativity
Yle has set up two centres, Mediapolis (Tampere region), and Pasila Studios
(Helsinki – launched in February 2014), where media and gaming companies,
educational institutions and public sector operators can meet and bring together
experts, technologies and creativity. The participants include start-ups and digital
content producers. Mediapolis and Pasila Studios both create new opportunities for
cooperation and a new production culture.
They are also expected to create new jobs and export opportunities for Finnish
culture and the Finnish media industry.
Suggestion(s)
As part of its attempt to provide the best possible news, Yle should look for
alliances/synergies with commercial broadcasters – without losing its independence
and identity.
EXECUTIVE
SUMMARY
Yle recently implemented a new strategy intended to transform the Finnish public
broadcaster into a true frontrunner digital media organization. The objective is to
create a “new public service” that fits in with both the ongoing (r)evolution of the
digital world, and audience behaviour and expectations. To achieve its goal, Yle is
aware it must – among other things – reach out to new partners, and strengthen the
glue within society to help shape the “Finnish identity”.
Yle leadership and management have a clear vision for the future. They understand
the key challenges that a public media organization faces in a context of rapid change,
and all the more when new globally operating media organizations are eliminating
borders between countries and regions.
The team of peers was impressed by the clear view, and the work already achieved
by Yle. It is clearly part of the “avant-garde” of EBU Members with regard to
implementing the public service values, and their related objective of empowering
society.
65
MAIN
FINDINGS
Yle holds a strong position within the Finnish media environment, as well as within
Finnish society. Yle is considered as one of Finland’s cornerstones. Currently and
since spring 2013, 100% of Finns use at least one of Yle’s services annually.
Yle wanted to increase its relevance and therefore set out new goals and milestones.
In a context of growing global competition Yle, as the public service broadcaster,
must be ready to face the digital challenge, and meet the needs and expectations of
modern society.
Editorial
independence
and
professional
journalism
News and current affairs are at the heart of Yle programmes.
The team of peers was impressed by the concept of journalism developed by Yle:
independent, accountable, open, transparent, and innovative. It is deeply rooted
in clear editorial (and ethical) guidelines, supported by strong regulation, that
guarantee quality journalism. The editorial leadership is very professional and meets
the challenge of turning the high journalistic principles into daily practice.
The leadership keeps on challenging the journalists, so that they provide information
of “superior quality” and fulfil several tasks a day. Among other things, the News
Department created its own internal “news agency” fed by its journalists.
Yle also introduced an innovative news app that allows users to customize how they
access information. In the meantime, this provides Yle with a huge amount of data to
be processed – and protected. The design of this news app made it possible to avoid
the trap of a customised information flow that allows users to voluntarily ignore
major news and developments to concentrate on their preferred issues: stories
labelled as important by the editorial staff are always “sent out” to the app.
For all the elements mentioned above, the team of peers considers Yle’s vision of
journalism to be “best practices” worth exchanging with EBU Members.
Thinking
digital
Yle is a strong, creative organization with a clear vision and mission statement. Yle’s
goal is to offer a world-class public service, and provide everyone in Finnish society
with information, education, and insights. To support its goal Yle focuses on digital,
based on two key ideas: think digital first, and free access to service. Yle is therefore
reinventing the one-to-many approach of public media, and wants to create fully
fledged digital public media.
In news and information Yle faces a major challenge: reaching younger audiences.
This means feeding them with stories that are important to them, in ways that
“talk” to them, when younger generations are not television consumers. “Kioski” is
Yle’s new approach to these groups: it is a live-stream, digitally based, cross-media
programme, made by young journalists, with the participation of young people. It
is too early to say whether “Kioski” will achieve its goal. Nonetheless, if it succeeds,
it will open the way to a new generation of content no longer made for specific
platforms but for cross-media use.
66
The same approach, focusing on digital and new media, also results in innovative
content and formats in programming. The transmedia drama #lovemilla is a good
example of this.
Yle has implemented a media-player, Areena, which is a very promising tool for
increasing Yle’s position on the digital battlefield. The aim in the next few years is to
develop Areena as a digital multi-platform service, and therefore pave the way for a
highly customized service 24/7, accessible anywhere.
Programming
YLE has developed innovative and disruptive ways of thinking that reflect its new
strategy. Nonetheless the team of peers is under the impression that all parts of YLE
are not impacted equally. Content innovation and format development should be
reinforced. Creative content development should be more at the heart of thinking
and acting.
Programming is no longer organized according to the duality “production versus
channel management” and the focus is on content and its quality. Objectives have
to be set for each programme in terms of audience and impact on society. After the
broadcast, these objectives are checked against audience share and feedback from
viewers/listeners.
Yle’s innovation strategy is oriented toward digital and has a direct impact on
programming. Educational programmes (learning) are only available on the
internet. Other programmes, such as for children, have more viewers on line than
on television. Yle also works on new concepts for multiplatform and multimedia
content, including drama series (#lovemilla).
Organization
Yle is facing a very important internal challenge in communication from
management to leadership. The new strategy and all the related changes developed
by Yle top management are indeed badly understood by some of the organization.
Partly because it’s not always clear in which direction Yle is moving, and who is in
charge of what project (ownership issue). The “silo” mentality is still dominant, when
it shouldn’t be.
These are important challenges for Yle’s future. Yle top management is aware of
these issues and is giving them priority.
Relationship
with the
Finnish
society
Yle is working hard to strengthen its roots in Finnish society – even though it is
currently deeply rooted in society – to fit in with the changes going on within a
modern society in general, and to attract younger generations. A giant like Yle
should not be locked into its own building, but be an active player in an increasingly
networked society.
We suggest that Yle should go further in approaching civil society, i.e. all those
players that are not always well organized but are an active part of the society
(NGOs, ad hoc groups, education establishment, the arts, creative runners, etc.), to
share facilities, ideas, experience, and examine their ideas and ways of thinking, or
tackle challenges together. Yle could develop a kind of “agenda for cooperation”
with these stakeholders. This is a very good way not only to stimulate innovation
and provide subjects to feed Yle with content, but also to generate a “return to
society”.
67
In this respect, the team of peers appreciates the media campuses aimed at
supporting cooperation within the whole media and creative sector. A campus
already exists in Tampere, and another is being developed in Helsinki.
Yle should also reflect the diversity of Finnish society in all its respects and
ongoing changes. We therefore recommend that Yle places “diversity” high on the
agenda. Yle should be a carrier for all ideas, cultures, and (political) thinking. The
organization itself should be diverse, at all levels and in the broadest sense. This
takes time to realize, and needs strong commitment from management.
Private and public media organizations are not enemies of each other, but
complementary elements of society. The EBU supports an intelligent approach
in which private and public sectors should look for ways to work together, and
strengthen the media and information-structure of society, while safeguarding
their own roles and positions. Any kind of alliance/synergy should be considered:
exchange of content, footage (taking rights issues into account), or journalistic
“hubs” at regional level.
Governance
and funding
Yle is an independent broadcasting service, though it is subject to parliamentary
oversight. It’s the result of a very delicate and sophisticated balance. This situation
is sustainable thanks to the way the Finnish society operates. It is actually a strong
system, with strong guarantees.
The members of parliament oversee Yle’s activities, and its long-term objectives.
Complaints about Yle decisions are handled by a parliamentary ombudsman or by
the legal authorities.
We nonetheless recommend Yle to strengthen its own internal procedures for
dealing with remarks and complaints from the audience. This would be received
by society as the willingness to be more independent, more open, and listen to the
audience.
The decline of economic growth did not really impact Yle, as the organization is not
funded by advertisement, but by taxation (at 97%), and its yearly allocation fixed by
the law. As a counterpart the idea is strongly rooted that each Finn owns the public
service (including the public broadcaster), and is entitled to expect from it quality,
efficiency, transparency and innovation.
To cope with the general economic problems the parliament nonetheless decided
not to index Yle’s budget for 2015. Even though that is totally understandable in the
context, it is important for the political system/politicians to maintain the tradition
of consensual decisions regarding public broadcasting, and not to use funding as a
means of pressure.
Conclusion
The team of peers considers Yle to be a strong member of the EBU, and as a true
asset for Finnish society. Yle is aware of its role and the challenges of the future; it is
open to self-criticism, and willing to be efficient and fulfil its public service mandate.
Yle plays a fundamental role in Finnish society. To keep on performing this task, Yle
should benefit from a safe legal framework that fully respects its independence and
guarantees a sustainable funding system for the public service media organization.
68
Ruurd Bierman, Director, Dutch Media Fund, and Consultant, the Netherlands
Current activities:
–– Consultancy assignments for EBU and European public broadcasting companies
–– Key notes about media strategies, VISION2020, diversity and innovation
–– Managing Director Dutch Cultural Media Fund
Previous functions:
–– EBU VISION2020 (2012-2014): Project Manager of this ambitious project, where EBU and
it’s more than 50 members were engaged in defining future strategies for European public
service media in the rapidly changing media environment.
–– NPO (2003-2012): Member of the Executive Board of Dutch public service broadcasting,
responsible for programming TV, Radio and Online.
–– NOS Radio and Television (1995-2003): As Managing Director responsible for the
production of all the news and sports programmes of Dutch public broadcasting.
Other activities a.o.:
–– Paradiso (2002-2010): Chairman Supervisory Board of the Amsterdam concert hall
–– Prix Europa (2009-2012): Chairman Supervisory Board
–– Functions in Supervisory Boards of a.o. Submarine Channel (av-production company),
ArtEZ (higher education in arts), etc.
–– TV Committee EBU (2008-2012): Chairman
–– Eurovison Song Contest (1998-2008): Chairman Supervisory Board
Brian Dalton is Managing Director of Corporate Development at RTÉ and a member of the RTÉ
Executive Board. He has direct responsibility for Public Affairs, Strategy, Corporate Marketing
and Communications, Audience Research and Human Resources.
He has more than 20 years senior director experience working in media, insurance, banking
and manufacturing. He has very significant experience and achievement in managing large
scale change programmes such as in mergers/acquisitions, turnaround and viability change
programmes and strategic re-alignment of large business divisions.
His primary degree is in Philosophy and Economics and he later completed studies in
psychology and a Masters in organisation behaviour. He qualified as a barrister in 2011.
Jean-Philip De Tender, General Manager Television, VRT, Belgium
For more than 25 years Jean Philip De Tender worked for VRT. He started of as journalist
for various television and radio programs. Later as television program manager he became
responsible for a wide range of programs in all genres (fiction, entertainment, current affairs,
reality, …).
From 2007 till 2013 he was the channel manager of the biggest television channel in Flanders.
During his management Eén grew to an enormous success with more than 33 % market share
and a clear vision on public broadcasting.
His last two years at VRT he was in charge of all television channels (Eén, Canvas and Ketnet).
Jean Philip De Tender loves writing and sharing his ideas. In Flanders he is a famous blogger.
Earlier Lannoo published his first book “Alles is een verhaal” (“Everything is a story”).
As an inspiring personality he often lectures internationally both within and outside the media
world. He loves reading books and is inspired by everything that crosses his path. His drive in
life : “Create order in the chaos and chaos in the order”.
In May 2015 Jean Philip will be starting as Director Media of the European Broadcasting Union.
69
Nathalie Labourdette, Head of EUROVISION ACADEMY, Switzerland
Nathalie joined the EBU to create a professional-to-professional model and international
training programmes for Broadcast professionals. EUROVISION ACADEMY sets the standards
for excellence and is a recognized leader in media training business.
Previously, she spent some years in Brussels at the European Commission where she was
administrator in the Audiovisual Policy unit. Before, she had been for 10 years a very active
producer of documentaries and works of fiction, moved on to film distribution and also
produced programmes for Radio Sweden.
Nathalie is secretary to WEM, the EBU Women Executives in the Media (WEM) network.
Hans Laroes, born in 1955, Middelburg, the Netherlands
Hans has a journalistic background. He has been editor-in-chief of NOS-News between
2002 and 2011, and chair of EBU's News Assembly from 2007-2011. He lead NOS when it
completely integrated radio, TV and the internet and went fully digital. Was connected
withJulian Assange's WikiLeaks and likes these kind of ad hoc emerging powers and sources of
information.
At EBU he created, together with a small group op others, the declaration 'Empowering
Society' on the six core values of public service media.
At this moment he is leading the PSM Values Review-project for EBU, in which peers review
their fellow organizations, help them improve and take back home best practices.
In 2012 he published a book on the (r)evolutionary changes going on in journalism.
Hans Laroes is also chair of the Ethical Board for Journalism in the Netherlands.
Klaus Unterberger, journalist, reporter/producer for Austrian Broadcasting Corporation (ORF),
Austria
Since 2007 he is Head of the “Public Value Department” at the Head Office of ORF, in charge
of substantial elements of ORF’s quality control system, including a yearly Public Value Report,
audience and expert panels, relevant scientific research, internal and external communications
and international cooperation.
For more than 10 years he was lecturer at the institute of political science of University of
Vienna. He was founder and CFO of the US corporation “tgg communications”.
In 2014 he produced the TV Documentary “Vision Possible – future scenario for Europe”. He
is working in close cooperation with EBU on different projects, including the EBU declaration
“Empowering Society - The 6 core Values of PSM”.
70
Peer visit of YLE
The Peer Review meeting of PSM Values
14-16 January 2015, YLE, HELSINKI
Reviewers
Mr Ruurd Bierman, Director Dutch Media Fund and Consultant, the Netherlands
Mr Brian Dalton, Managing Director Corporate Development, RTE, Ireland
Mr Jean-Philip De Tender, General Manager Television, VRT, Belgium
Mr Klaus Unterberger, Head of Public Value Center of Competences, ORF, Austria
Mr Hans Laroes, project leader PSM values review, EBU
EBU Secretary
Ms Nathalie Labourdette
Head of EUROVISION ACADEMY
T +41 22 717 2146
labourdette@ebu.ch
Participants
Yle:
Mr Lauri Kivinen, CEO (L.K)
Ms Gunilla Ohls, Director, Strategy and Business Development (G.O)
Mr Atte Jääskeläinen, Director, News and Current Affairs (A.J)
Ms Reija Hyvärinen, Director of Communications (R.H)
Mr Ismo Silvo, Director of Media (I.S)
Ms Katri Olmo, Director of Legal Affairs (K.O)
Mr Ville Villen, Director of Creative Content (V.V)
Ms Marit af Björkesten, Director of Swedish Yle (M af B)
Mr Antti Hirvonen, Producer (A.H)
Mr Mika Rahkonen, Head of Internet, News and Current Affairs (M.R)
Ms Riitta Pihlajamäki, Head of Journalistic Standards and Ethics (R.P)
Ms Tuija Aalto, Head of Strategy (T.A)
Ms Kirsi Bruck, Head of Development (K.B)
Ms Marina Österlund-Karinkanta, Senior Media Analyst (M.Ö.)
Ms Marit Ingves, Head of PA and International Relations and Policy (M.I)
Outside view:
Mr Kari Neilimo, D.SC. (Econ) former chairman of Yle Board of Directors
Mr Valtteri Niiranen, CEO - Federation of the Finnish Media Industry. LL.M. EMBA
72

peer-to-peer review on psm values

Transcription

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