Addressee: BBC · Source location: Page 10, paragraph 19, point a
The BBC should:
a) develop a clear plan for closing the cultural gap between the production and distribution arms of BBC Studios, including milestones and indicators for measuring its progress in achieving this.
Response position:
Accepted
Delivery:
Implemented
· 04/2021
· Confirmed by NAO
Addressee: BBC · Source location: Page 10, paragraph 19, point b
b) review the effectiveness of recent improvements to governance over BBC Studios, including whether the September 2019 changes to relevant terms of references have successfully clarified the respective roles of the main BBC Board, BBC Commercial Holdings Board and the Commercial Group strategy sub-committee in setting BBC Studios’ strategic objectives and the BBC’s commercial strategy, and in holding the BBC and BBC Studios to account for the delivery of these.
Response position:
Accepted
Delivery:
Implemented
· 03/2022
· Confirmed by NAO
Addressee: BBC · Source location: Page 11, paragraph 19, point c, first bullet point
c) finalise the performance indicators for the regular reporting to the BBC’s boards of BBC Studios’ non-financial performance in early 2020 as planned, while ensuring that this set includes adequate measures to enable board monitoring of:
• BBC Studios’ performance in winning new work and creating new IP against what it expected;
Response position:
Accepted
Delivery:
Implemented
· 04/2021
· Confirmed by NAO
Addressee: BBC · Source location: Page 11, paragraph 19, point c, second bullet point
• the size and strength of BBC Studios’ content delivery pipeline;
Response position:
Accepted
Delivery:
Implemented
· 04/2021
· Confirmed by NAO
Addressee: BBC · Source location: Page 11, paragraph 19, point c, third bullet point
• the management of significant risks to BBC Studios achieving sustainable margins and returns; and
Response position:
Accepted
Delivery:
Implemented
· 04/2021
· Confirmed by NAO
Addressee: BBC · Source location: Page 11, paragraph 19, point c, fourth bullet point
• BBC Studios’ management of its staff, development of organisational capacity and delivery of cultural change.
Response position:
Accepted
Delivery:
Implemented
· 04/2021
· Confirmed by NAO
Addressee: BBC · Source location: Page 12, 21a
BBC Studios should review the risks associated with not meeting its targets for generating new BBC Studios? owned IP. It should consider whether it fully understands the risks to the delivery of its long-term strategy associated with its current mix of income from ?work for hire? and from the production of new content whose IP it owns, and whether any action is necessary to ensure long-term, sustainable returns to the BBC.
Response position:
Accepted
Delivery:
Implemented
· Q1 2025-26
· Confirmed by NAO
Addressee: BBC · Source location: Page 12, 21b
The BBC should review its published financial targets for BBC Studios. As part of the intended review of its commercial activities, the BBC should consider whether its December 2018 profit margin targets for BBC Studios of between 9% and 11% and its March 2021 target for returns to the BBC of £1.5 billion need updating in light of the significant changes to its business model and the market in which it operates, and its future plans.
Response position:
Accepted
Delivery:
In progress
· Q3 2026-27
· Confirmed by NAO
Addressee: BBC · Source location: Page 13, 21c
The BBC should ensure that BBC Studios? strategic plans for delivering the growth ambition continue to evolve to reflect market developments. The BBC should include within the intended review of its commercial activities an examination of whether BBC Studios? growth strategy is still likely to deliver success in a dynamic and challenging market.
Response position:
Accepted
Delivery:
In progress
· Q3 2026-27
· Confirmed by NAO
Addressee: BBC · Source location: Page 13, 21d
BBC Studios should improve the consistency and effectiveness of its internal performance reporting. It should ensure that it strikes the proper balance between allowing flexibility in its performance framework to respond to market developments and corresponding changes to its plans, while maintaining sufficient consistency so that it is possible to track and compare progress and trends over time.
Response position:
Accepted
Delivery:
Implemented
· Q2 2025-26
· Confirmed by NAO