Ruv 2021 strategy

OUR RÚV

TOGETHER TOWARDS THE FUTURE

STRATEGY 2017-2021

CONTENT Context.......................................................................2 What are we going to do................................... 4 Legal and fianncial context............................. 4 Today´s challenges............................................ 5 RÚV´s postition ................................................... 6 Media in transformation................................... 8 New digital world............................................. 10 Public service in a new landscape...............11 Approach..................................................................13 RÚV in the wider context of the world........ 14 Open and extensive dialogue....................... 15 The core of the strategy................................. 18 RÚV´s strategy 2017 – 2021..................................19 Key Concepts....................................................20 Mission.................................................................21 Vision................................................................... 22 Values.................................................................. 23 Strategic objectives........................................24 Operational goals............................................ 29 Sound finances................................................. 33 Fulfilling RÚV´s strategic objectives and operational goals.....................................34 1

CONTEXT

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For nearly 90 years, the National Broadcasting Service (RÚV) has been the companion of the Icelandic people, both at the great moments in history and also in their daily routine. RÚV has been a sort of common man’s university and a source of entertainment and instruction. And Icelanders use RÚV’s services in a big way.

About 70% of the nation use RÚV’s services every day – and the average use of RÚV’s media, per person across the nation, is nearly two hours a day. This position means that now is the right time to look into the future.

In the past years there has been a transformation in the international media world. Access to foreign entertainment is almost unlimited, while material in Icelandic and about Icelandic society and reality is very scarce. These changes also impact the public’s wishes regarding services. Society has also become fragmented, more variegated and more complex. And everyone is now a content creator or a news reporter.

The need for sound, quality broadcasting and reliable news has however not diminished – it has only changed.

The strategy process was executed from two directions. Firstly, through interviews, surveys and datagathering in Iceland. And secondly, by examining the major changes taking place all around us. We began by going round the country two years ago. We turned straight to the ordinary man in the street, conducted surveys and studied

the statistics. Naturally, the board and the staff played an active role in this work at many meetings and workshop sessions. We talked to representatives of dozens of companies and institutions in RÚV’s immediate neighbourhood in education and culture, and also to independent producers and other media. This consultation process was extremely gratifying everyone has an opinion about RÚV or has demands to make of it, and people were willing to share their ideas on how RÚV should go about playing its role in the future.

In the past few years we have prioritised and changed various things. This is a positive and natural line of development in which we are constantly engaged in making small modifications to our broadcasting, shifting funding around within a certain framework. In this way we ensure that RÚV will provide reliable and interesting public services that are in step with the times and the public’s wishes.

And now we have now brought out our strategy for the period up to 2021. The strategy was approved by RÚV’s board in April 2017.

It is our intention to ensure that RÚV will be a modern, Icelandic public service broadcaster.

Magnús Geir Þórðarson útvarpsstjóri

While certain projects are given priority, this does not mean that everything else will be side-lined.

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WHAT ARE WE GOING TO DO? RÚV is a public service broadcaster owned by the Icelandic public, striving to inform, educate, and entertain every day. But what does that mean in 2021? How do we ensure that RÚV serves all Icelanders wherever they are and whenever they choose in the coming years? How can we ensure a strong and impartial news service for everyone with important information reaching the audience swiftly, while maintaining

in-depth coverage? How do we ensure services for new generations in an increasingly fragmented society? How do we respond to a transformed media landscape and emerging technologies? These and other questions formed the basis of the strategy process.

LEGAL AND FINANCIAL CONTEXT RÚV’s role and duties are set out in legislation on the National Broadcasting Service and in a service agreement between RÚV and the Ministry of Education, Science and Culture. This provides the foundation for RÚV’s strategic plan, where they are expanded on. External conditions have been challenging for RÚV. Service income has been repeatedly decreased and the license fee has been significantly lowered over the past few years, as has been discussed elsewhere.

Since RÚV was founded as a

public corporation in 2007, it has repeatedly been subjected severe financial cut-backs and the number of employees has decreased by almost a third over the past few years. Consequently, RÚV has in the past ten years often had to take a defensive stance while needing to advance.

Management has too often had to focus on finances and operations when faced with strategic challenges due to a transformed media landscape and a changing society.

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TODAY’S CHALLENGES For the duration of the current Public Service Contract it is unwise to assume that the tight financial framework set for RÚV will change to any significant extent.

At the same time, there is a great demand for enhanced and more diverse services with regard to both television and radio, and other platforms. Faced with this situation RÚV sees it as its duty, as a media service in public interest, to show and tell how important a role the public service broadcaster plays in modern society. Media usage is transforming dramatically. It is fragmenting – television is no more a “campfire” except when largescale events are broadcasted live.

Radio audience is changing and the internet has been taking over many tasks, creating different demands, and serving fragmented and smaller groups. It is more complicated to

reach all groups of society and to fulfil the mission of a public service media. This calls for a restructuring of priorities, concepts and ideas about media.

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RÚV í dag

• 70% of all Icelanders use RÚV´s

RÚV’S POSITION

services daily

• The average usage per person is 116 minutes a day

• RÚV has a 59% share in

television viewing and 50% share in radio listening

• 68% of the population consider RÚV to be the country´s most important media service provider

• 69% trust RÚV News

RÚV holds a strong position.

Viewer and listener ratings are very high. Surveys indicate high public satisfaction with RÚV services, in fact increasing satisfaction according to statistics. Employee surveys reveal positive attitudes in the workplace and job satisfaction has risen. Over the past months, new priorities, prioritising domestic content, cultural content, and services for children, and content that RÚV is involved in is in demand abroad. RÚV has received several awards for equality initiatives.

After many difficult years, from the financial crash and consequent cutbacks, a balance in operations has been achieved and the company has

been run without loss since 2014.

The sales of construction rights on a plot in Efstaleiti led to significant debt relief, yet long term debt remains too high. It is evident that this situation will not be resolved without action. Development of infrastructure and skills in pace with rapid technological advancements has also suffered during this ten year period of uncertainty, which is an issue that needs to be addressed.

Predictable service income for the next few years, bound by the service contract until 2019, offers a valuable opportunity to set targets in the operations and to take the lead in discussions on developments in public service media in the future.

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Internal environment

External environment

• Internal work place audit reveals strong position

• Extensive use of all of RÚV´s media • Attitude to RÚV never measured moe postive

• Improvements to office building • Big green steps and health intitatives

• By far the most important and trusted media service provider in Iceland

• Improved organisation, processes and plans

• Great support for new goals and priorities

• Clear future strategy

• Clear future strategy

Financial security • Operational costs in balance – without deficit for the last 2 years • Great reduction in debt • New license agreement secures future financing 7

MEDIA IN TRANSFORMATION The Icelandic media landscape has developed significantly over a short period of time. Private media companies have merged, with telecommunications operators taking over the broadcast media.

This concentration involves changed emphasis in content curating and business models for media, evolving towards an extension of telecommunications operators’ marketing.

Global streaming services have entered the Icelandic market recently causing a shift completely transforming older business models of private commercial media.

Social media services have at the same time changed into content providers that still are mostly based on content from other mass media.

Supply and quantity of media content has increased dramatically, with users being able to find content from all over the world on social media and streaming services such as YouTube, Facebook, and Netflix.

Here in Iceland this means that international content, especially from the U.S.A., is much more readily available. Overall use of television and radio content has increased in hours, but it is spread across more devices and platforms than before.

Rapid advances in technology enables the public to consume media content in different ways to before, leading to new demands regarding selection and access.

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NEW DIGITAL WORLD mín./dag

Technical developments impact the basis of media services on a global scale – RÚV is no exception.

Society is also changing. Percentage of seniors growing, and the ever growing group of younger generations demand ever more diverse services. The demand for personalised and on-demand media clashes with concepts of the basis

55-80 years olds -11%

Non-linear viewing 12 – 29 year olds

of public service media.

RÚV now faces the same challenges and opportunities as other public service media and mass media in general that seek the optimal means of responding to the fundamental changes occurring and that are to be expected in audience behaviour, the media market, and society. The European Broadcasting Union (EBU) divides these changes in Europe’s society and culture, into two major trends – fragmentation and digitisation. Fragmentation stems from the rise of individualisation, globalisations, and diminishing trust in institutions and convention.

Technological developments drive the rapidly expanding digital force.

12–29 year olds -54%

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PUBLIC SERVICE IN A NEW LANDSCAPE EBU’s Vision 2020 predicts that further development of fragmented networked and technological societies will be the fundamental change that will have the greatest impact on public service media in Europe.

One core assignment of public service media is to provide the public with contentimpartial and reliable information so that citizens can take on these changes, form an opinion, and make informed decisions. It stands to reason that the need has never been greater in light of the societal changes discussed above.

If we are to safeguard the fundamental objectives of public service media, that is to enhance people’s abilities to act and make decisions in a democratic society, and strengthen culture, language and social wealth in society, we must ensure that the content is not only diverse but that the public can easily access and find out services, and actually use them. Only then can we envision the fulfilment of the fundamental objectives of public service media for the future.

Furthermore, it is vital for the future of public service media that the content is edited and curated is

such a way that the audience has access to content that broadens horizons and areas of interests for each and every one. That is to say, if a public service media is to fulfil fundamental objectives for the future, it must be in place on every platform that people use at each given time, both on linear radio and television channels, and all other digital platforms.

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Another great challenge, but which also offers abundant opportunities, is the great demand for domestic content for children and youths. In order to ensure that the content reaches this group, public service media must have a framework enabling reorganising from the ground up development, production, and distribution of the platforms preferred by the younger generations. Public service media increasingly needs to utilise the possibilities of digital platforms in the form of participation, dialogue, and unobstructed access to interesting content that appeals to younger groups.

The third big challenge is that digital communities call for as open online access as possible free of charge for the public to the public service media’s content, including older content from the archives. There is also a distinctive demand for bolstering of local media. Icelandic stories from the immediate environment now reach global audiences in a digital world.

In that context, there is a call for finding the optimal way to form long-term policy on collaboration of public service media broadcasters, private media, and public organisations. Such policy would include an assessment on how all relevant parties can find points of collaboration, beneficial to all included, thus increasing the overall benefits for society.

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APPROACH

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RÚV IN WIDER CONTEXT OF THE WORLD The strategic goals put forth in RÚV´s strategy are based on key external trends, i.e. changes in people´s values, attitude and behaviours, media industry developments and the evolving role of public service media. The Icelandic market and RÚV´s postion is considered in this context.

RÚV is not the only public service media that must turn a critical eye to its role in a transformed media landscape, seeking ways to ensure impartial service for the future that speaks to all people across the country. Other public service media have also conducted research and crafted their strategy on how to meet audience expectations and demands for a comprehensive public service media.

A RÚV steering group analysed charters of affiliated stations in the Nordic Countries, Ireland, and the UK. RÚV’s position, role, and challenges were compared to the situation of these other broadcasters, and the actions they have taken. The RÚV charter for the coming years clearly resonates with them. RÚV is of course an Icelandic public service media broadcaster in a landscape that is not exactly like anywhere else, but RÚV is far from being unique or unable to learn from others.

Among the main conclusions of other parties, including the EBU, is that funding must be transferred from conventional radio and television production to new, digital projects, and understanding of that world within public service media must be enhanced to a much greater extent. Though it is important for conventional radio and television to adopt digital thinking, these platforms must not take over, rather new forms of media need to emerge on their own terms, and terms of the public, which is the only indicator of purpose and importance of the given service..

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OPEN AND EXTENSIVE DIALOGUE After extensive analysis on the position of RÚV, development of media and technology, strategies and research of other parties, an open dialogue with both the public and RÚV staff was held. A web-portal was launched on the RÚV website in September 2016 under the title: “Vertu með í að móta framtíðina” [“Be a part of shaping the future”], where over 1450 members of the public took part in answering questions about what part of RÚV’s services they cherished the most, and what RÚV should focus on more

or less in the future. Participants selected five values that they considered most important for RÚV, listed the most important aspects of RÚV’s operations, and answered how important they considered developing communication and interface of content for smart devices in addition to the available platforms. An online survey was sent to all members of staff at RÚV in June 2016, asking about strengths and weaknesses in the work environment, and main points of emphases for the future.

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Three workshops were held in July and August 2016 where a cross-section of RÚV staff from all fields were invited to take part. Consultants from Capacent conducted individual interviews with RÚV board members, management, and key members of staff. Furthermore, a discussion was instigated among a broad group of other stakeholders in RÚV’s environment. Their outlook on RÚV and certain aspects of the operations was analysed with an online survey and interviews with representatives of nongovernmental organisations, directors of educational and cultural institutions, private commercial media, and other interest groups, mapping areas of contact between these parties and RÚV.

On a regular basis, RÚV additionally monitors ratings and performs surveys and trust analysis, while constantly engaging with audiences through feedback portals on the website and social media. This data has been analysed simultaneously throughout the strategy process.

As the information above suggests, an extensive data bank formed the basis of the strategy process.

The data-processing was critical and care taken to ensure that each strategic objective had a link to reality, and that concrete actions were directly connected to it. This resulted in a strategy document outlining RÚV’s vision for the future, providing the foundation of the actions that RÚV will undertake until the end of the year 2020.

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Stórar breytingar

Media market developments

The postition and future of public service media

Strategic future goals Human skills and knowledge

On-line surveys, attitudinal and trust surveys, audience measures

Interviews and on-line surveys

Organisation and operations

Workshops

Interviews/on-line surveys

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THE CORE OF THE STRATEGY The core of the approach of the policy making is to define all RÚV services and projects, both large and small, within the context of the value created with the public, the owners and users. The public is therefore at the heart of the public services.

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RÚV´S STRATEGY 2017 - 2021 19

KEY CONCEPTS Strategic Plan A strategic plan is a framework.

Icelandic law regarding media no. 38/2011 and law regarding the Icelandic National Broadcasting Service (RÚV), a public service broadcaster, no. 23/2013, offer a framework for policy making and the company’s mission. Emphases in policy are expanded on in the Public-Service Contract between the Ministry of Education, Science and Culture and RÚV, which is valid until the end of 2019. This strategy outlines how RÚV chooses to meet expectations of the Icelandic people, to best fulfill the goals set in laws and the public service contract.

Vision Our vision for the future describes the position RÚV aspires to – and what impact and success RÚV would like to achieve in accordance with its mission. Thus, our vision is not self-centred but rather describes the position RÚV would like to carve out for itself: to have a role in ensuring that this country is inhabited by an informed, broadminded and an observant nation.

Mission The very heart of a company is in its mission. Why does RÚV exist, and what exactly drives its operations? What are we trying to achieve every day? What may not be overlooked and what is the focus of all activities? A company’s mission defines its purpose, sometimes in a

slightly ceremonious way, but also highlighting the very foundations of the company’s existence.

Values Our values are at the core of the company and should influence employee behaviour, both within and outwards. The values are all encompassing and all decisions should be in accordance with them. RÚV’s core values are the foundation of the company’s culture, marking behaviour, conduct, and performance of all staff. We don’t only focus on what we do, but also how and why we do it.

Strategy The strategy is based on RÚV’s vision and mission. It should ensure that we live up to our role and achieve set goals in the company’s vision for the future. It has a direct impact on the company’s structure and human resource issues. RÚV’s

strategy is a guiding light for the next few years and a promise to society.

A promise that provides a basis for assessing success and standards of all operations.

It is vital to read the document in its entirety, as the big picture depicts how individual aspects are interconnected. To appreciate individual aspects, it is necessary to comprehend the whole context.

The text in the document is generally written in the present tense. Emphases are described as if they are already a fact of RÚV’s position, rather than being written with the mind-set that it is a goal for the future. By keeping the text in the present tense, we lend it more weight and find inspiration to work systematically in line with the emphases.

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TO INSPIRE ENGAGE EMPOWER

MISSION • RÚV cultivates its mission by informing, educating, entertaining and enabling people in Iceland

• RÚV records and guards the nation’s history, communicating it in an accessible way.

• RÚV protects public interest by exploring and explaining, deepening both discussions and culture.

• RÚV forms an important part of Iceland’s public emergency system.

• RÚV promotes Icelandic culture, creating, fostering the language and the zeitgeist.

• RÚV is a multi-media service for the public and is a flexible, efficient, and digital company.

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WIDE AWAKE BROAD-MINDED

NATION

VISION • RÚV has a leading role in the • RÚV enriches society and serves Icelandic media arena and an its members. In an informed and active duty to innovate and broadminded society people share common experiences and events, collaborate. It enriches the daily have access to diverse perspectives life of people in Iceland and and room for education and provides a platform for discussion enjoyment of entertainment and arts and experiences of the nation as a at their convenience. whole.

• RÚV is an unbiased Icelandic information and content provider that enables people to widen their horizons and put its community and the world into context.

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INTEGRITY QUALITY COURAGE

COLLABORATION

VALUES Integrity

Courage

Integrity is the foundation of the trust and credibility RÚV enjoys in society. We build on facts, keep our promises, fulfil demands and acknowledge mistakes. We trust each other, are transparent and constructive in our work.

We often need to be brave and dare to think outside the box. We have the courage to exercise curiosity, learn new things, try and change. All creative work involves some risk, and courage is often needed to defend public interest.

Quality Quality is the cornerstone in all our work towards creating and sharing good programs. Is established when expectations are met or surpassed.

This is why we set clear professional guidelines and criteria and co-ordinate all procedures.

Cooperation We are all one team. We work together internally and with other entities. We share ideas and information that lead to better decisions and innovations. We trust in the success of the team. Together we take responsibility for the success of the whole.

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Key priority: Meet people’s needs Increase access

STRATEGIC OBJECTIVES FOR YOU • RÚV is an Icelandic multi media company in the service of the public.

This is reflected in the services provided and a systematic search for ideas from the public.

• People of society are at the core of everything we do. The impact of our services is the measure of RÚV’s success.

• Different communities and life in every part of the country is presented in a systematic way to the society. There is continuous focus on equality in the programmes and operations.

• RÚV serves inhabitants of Iceland and Icelanders abroad.

• Our portofolio of services reflects the diversity of Icelandic society.

• RÚV pursues and listens to the public, strategically using focus groups, surveys and big data.

• RÚV has a responsibility to encourage open-mindedness amidst the growing use of algorithms and personalization in media. A growing demand for individually tailored services must not lead to the narrowing of people’s horizon.

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Key priority: Serve young people better

FOR THE FUTURE • Public services should reach all age groups. RÚV cannot fulfil its principal role unless younger audiences find and enjoy its services to the same extent as older generations do.

• Needs and demands of the younger generations change faster than those of older people. Therefore, RÚV needs to be alert to the fast changing needs of this group. That calls for the development of new technologies, platforms and forms of communication.

• All RÚV content is developed, produced and distributed crossmedia with the aim of successfully reaching the target audience.

This calls for reconsidering of roles, new skills and increased collaboration.

• RÚV systematically works towards developing new methods, solutions, and content.

• RÚV applies start-up methodologies, creating an environment of collaboration and development outside of the framework of daily operations.

• The young people are the future; it is therefore imperative to learn more about them and empower them, interact with them and build bridges between generations, the narrative heritage and contemporary history.

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Key priority: Advance creativity Promote Icelandic culture

FOR CULTURE • RÚV is the largest cultural institution in Iceland; a lifeline of art, culture, and sports. RÚV creates original, relevant content and preserves and promotes Icelandic culture. The coverage on every platform is deep, dynamic and daring, informative and critical.

RÚV cultivates the grassroots and highlights innovation.

• Every aspect of RÚV’s activities focuses on the cultivation and preservation of the Icelandic language. Good language is spoken and written in all media outlets, in addition to informing and educating the public on language and language usage. This is especially important today when entertainment in foreign languages is abundant and more readily available than ever before.

• RÚV actively contributes to create original works, focusing on original drama, telling local stories; stories that have particular resonance with the Icelandic nation, as there is a plethora of stories available that reflect a foreign reality.

• RÚV follows Icelandic champions of sport, offering interesting narratives. RÚV promotes public health with constructive and coverage on diverse sporting events and excercise.

• RÚV captures icelandic contemporary history at the same time preserving the cultural heritage found in the RÚV archives, making it increasingly accessible to the public. This is a continuing project. The present is a treasure chest of the future.

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Key priority: Be sharper and deeper

FOR INDEPENDENCE • RÚV is one of the most important and reliable information providers for the public. RÚV serves its duty as a vital part of Iceland’s safety net every day, all year round.

RÚV works in the interests of the public. Independence, trust, and objectivity are key concepts in how RÚV approaches its democratic role.

• RÚV’s coverage is of the highest quality and it critically probes activities of government, companies, and businesses that impact public interest. RÚV emphasises research and in-depth analysis of issues, both regarding daily debate and issues that are more under the radar.

• RÚV wants to ensure that all aspects of life and culture are covered; highlighting the positive as much as the negative, and drawing up a comprehensive

picture of events, social development, and culture. All coverage looks to the past and present as much as the future.

Emphasis is on covering and depicting daily life in Iceland in context with the world – and the world in context to Iceland.

• RÚV seeks balance between fast rolling news and in-depth coverage that demands time and patience.

The demand for speed should never be at the cost of reliability and quality.

• RÚV is an important link in the country’s safety net. RÚV cultivates this role and takes it into account when developing new ways of communication in collaboration with other security institutions in the country. When danger arises, RÚV’s response is unfaltering with reliable communication of information.

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FOR SOCIETY • RÚV operates in an international arena of mass media, producers, content providers, and social media, and needs to keep constantly on top of developments.

• RÚV strives to be leading in making and distributing Icelandic programming, thereby contributing to media development in Iceland.

• RÚV is a force for good, seeking collaborations and dialogue with different parties in society, in accordance with its vision, mission and values. All RÚV’s activities aim to return added value into society.

Meginmarkmið: Motivate and empower society

• Public understanding of the role and unique position RÚV is vital.

Mutual understanding creates a platform to define points of collaboration.

• RÚV is an open and accessible platform for active collaborations and for developing ideas.

• RÚV strives to unite the nation, both in everyday life and during important events.

• RÚV’s collaboration regarding distribution and technical advancements is based on feasibility surveys, such as exploring whether they are financially beneficial or likely to improve services or distribution.

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OPERATIONAL GOALS DEVELOPING THE RIGHT TALENT AND SKILLS

• Jobs in media are constantly

developing mostly due to the rapid advances in technology and society. Each and every employee is responsible for continuously developing her/his knowledge and skills.

• As the border between editorial

work and technical work dissolves, new and exciting opportunities in developing and distributing content arise.

• The key to improving services of RÚV is to integrate technological and programme production methods,

Key priority: Advanced multi-media skills

broad skillsets with in-depth knowledge. Therefore, emphasis is placed on training every member of staff to work with new technologies as a growing part of all of RÚV’s activities. RÚV programming and news department staff edits original content onwards for online publishing.

• Content is conceived cross-media,

where new technology is a means to an end, but not the goal in itself. This development calls for new ways of thinking, new infrastructure, training and recruiting. All staff is trained to work across media.

• RÚV systematically trains and educates all members of staff with the development of the RÚVAcademy.

Key priority: Systematic training and improved reception of new employees

• Clear demands are made to staff regarding professional qualifications and skills.

Assessments are performed on a regular basis. New systems and processes are implemented with care.

• RÚV follows a strict recruiting process where jobs are defined according to the scale and development of the operations.

Recruiting is aimed at hiring the most qualified individual while cultivating diversity and strong teams within the company.

• Professional reception of new staff and a robust training programme supports RÚV’s demands for high quality and professionalism in all aspects of operations.

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STRONGER TEAMS AND BETTER PROCESSES • Professionalism and up-to-date

processes are at the core of our operations, appearance, and communication. RÚV sets clear goals in this regard.

• RÚV places emphasis on

strengthening operations and teams. Targets are well defined, responsibility is clear, work processes are documented and continually improved.

• RÚV makes a point of coordinating it’s contracts, ensuring that they follow efficient and professional procedures.

• All members of staff are responsible Key priority: Cultivating professionalism

for systematic communication of information and initiative. They share

information about their projects and tasks, results, and objectives. An open and honest conversation is the key to reformative thinking and an earnest determination to constantly do better.

• RÚV makes clear demands to staff

while offering flexibility at work to promote balance between work and private life. Great emphasis is placed on offering everyone the opportunity to develop in their job.

The workplace encourages vibrant and creative social activities for the teams.

• The workplace should be exemplary with regard to health and wellbeing, taking into account social responsibility.

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• RÚV emphasises critical thinking,

clear and creative communication and initiative. We believe that the potential of different individuals provide fertile ground for good ideas.

The composition of the workforce reflects Icelandic society and staff diversity is an valuable asset for the overall activities. RÚV follows a transparent wage policy and is an equal pay certified workplace.

• Teamwork characterises RÚV’s

activities. Targets set by staff and the projects that they work on always support the objectives set in this strategy. Criteria for new projects is the quality of the idea and resonance with RÚV policy and services provided.

• RÚV strongly advocates that staff

members absorb RÚV’s values, approach issues in a positive and constructive manner, and are willing to constantly improve in accordance with the role of the company.

Emphasis is on bolstering health and wellbeing of staff with regular exercise and a healthy lifestyle.

Key priority: Improved leadership skills

Key priority: More effective teamwork • RÚV is committed to professional management and success, Clear indicators are in place to assess whether and how success has been achieved. It is up to staff to create good morale, mutual respect, and strong teams.

• Team and unit leaders have a clear role, and responsibility in the overall organisation and are empowered to act.

• Managers have the skills needed for successful leadership. They are encouraged to seek training and support according to their position.

• Leaders practice transparent management with clear communications and offer a good example. RÚV encourages initiative and honesty in discussions about projects and assignments.

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UPDATING DIGITAL SYSTEMS Key priority: • Development of digital infrastructures that support core processes and innovation • The right tools

The organisational structure of RÚV and the work environment as a whole, is increasingly supported by digital systems that bolster innovation, development, distribution of information, project management, and documentation.

• RÚV has the tools and technological know-how to meet modern demands for production of both large and small scale projects. Technology is central to efficient work, production of schedules, and increasingly – all interface. These technological tasks are wide-ranging; their

purpose and approach is different, and so project assessment and prioritisation are not always the same. Emphasis is on coordinating demands, qualifications, and tools.

• RÚV exercises disciplined and modern financial management, supporting creativity and professionalism in all activities.

Strategic plans, organisation, and infrastructure support new emphases in policy.

• RÚV considers the most efficient and optimal way to tackle each project, for instance regarding outsourcing and collaboration with independent producers.

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SOUND FINANCES • Sound financial status is essential for RÚV to be able to fulfil its role and implement this policy. Sound long-term financing needs to be in place.

• Steady and predictable fee income and leeway for independent revenue, should be in accordance with the projects and role assigned to RÚV. RÚV strives to maintain advertising income in real terms, and increase additional revenue, such as with the sales of content abroad.

• Over the past years, RÚV has achieved quantifiable success in restructuring, while there has also been an increase in projects. RÚV continues to promote efficiency, cost awareness, and responsibility among staff. Balanced operations are key to RÚV activities.

• RÚV’s goal is first and foremost to fulfil its role and duties in an ambitious and efficient manner.

• The development of services for tomorrow within the current operational framework, will inevitably lead to changes in the current service offer. To meet new needs, it may be necessary to mitigate older services, unless there is an increase in funds.

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FULFILLING RÚV’S STRATEGIC OBJECTIVES AND OPERATIONAL GOALS Several actions form part of the strategy. They are all based on clear goals, have an accountable manager, and a set timeframe.

1. A new player and enhanced services in a non-linear world RÚV programming will be increasingly available on-demand at the convenience of the audience through a new player that appears consistently across devices. In addition to a wide-ranging offering of content for everyone, the audience can define their area of interest with personalised profiles, thus getting tips on content that they might otherwise miss.

Player on air before 1/10/17, personalised profiles ready before 1/3/18.

2. More open and transparent programme development and offering RÚV continues to increase programme acquisition from independent producers.

In addition, RÚV will systematically pursue programming ideas and suggestions for programmes across platforms and devices, from the public and from independent producers. Open pitch-days will be held for each platform twice a year.

Purchasing of content from independent producers increases in accordance with statistic indicators in the Public-Service Contract.

The first pitch-days for all media will be in the autumn of 2017 and twice a year after that.

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3. Enhanced services for the agegroup 15-29 Funding will be transferred between generations by systematically increasing programming investment for the age-group 15-29 years. A new project manager will be hired to tailor RÚV’s services to the needs of the young audience, in collaboration with different programme managers.

The implementation will be similar to the launching of KrakkaRÚV; analysis of the target group, investigation into how public service media elsewhere serve this group, and curating programme offering for this group. All forms of media will be looked into, and we will for instance explore how to improve services of audio content.

4. Opening of a new news studio A new news studio will enable the news team to respond more quickly and seamlessly, and to go live on-air swiftly and steadily. This will also provide opportunity for increasing simple online news reporting when needed. At the same time the importance of in-depth reporting is underlined with sharper prioritising and editing. Consumer issues are among the news team priorities, in addition to fact checking, being in the field, as close to the story as possible, with more frequent live broadcasting.

New news studio launched 1. March 2018, new investigative news programme launched autumn 2017.

5. Further advancement of Original drama Increased funding for theatrical content will be set in place and increased within the timeframe with a transparent organisational charter for RÚV myndir [film], which is established as a department at RÚV, and employs a script consultany.

RÚV Sales aims to increase sales of Icelandic television content internationally and establish terms for arranging partnerships. This will result in increased production of content at RÚV myndir.

6. Communication of culture strengthened with a new culture website and cultural editorial team cross-media RÚV’s diverse cultural communication will be more vibrant and visible with the new culture website where all forms of culture and art is covered in a diverse and skilful way. Everyone who works in cultural communication at RÚV deliver content to the website and coordinate treatment of material in RÚV cultural programmes.

Culture website launched 1/9/17.

Script-writing consultant hired by 1/6/17.

Organisational charter for RÚV myndir and RÚV Sales ready by 1/10/17.

Funding for theatrical content in 2017 and 2018 is a at least 200 m. ISK, increasing by 10% thereafter.

Project manager for hired summer 2017.

Programme offering for the age-group increased in ’18 and ‘19.

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7. KrakkaRÚV established firmly within the organization KrakkaRÚV has been a great success ever since it was launched in the autumn of 2015. The project is secured a permanent place by making it a special unit in the RÚV organizational chart with a fixed funding that will increase within the timeframe.

Budget for KrakkaRÚV increases by 5% between years until 2019.

8. Updating of RÚV’s digital systems RÚV’s systems infrastructure will be updated to meet modern demands for efficiency of operations and quality of services. In the past few years of repeated budget cuts these systems have not been updated as needed to support our core processes.

9. RÚV-Academy to strengthen training and development To be able to see all this and more through, RÚV adds even more emphasis on employee training and talent development in line with rapid changes in technology and media. By updating skills, we ensure that RÚV and its staff can meet demands of society and implement this strategy with confidence and ambition. The RÚV Academy creates a framework for newcomer-, multi-media- and leadership training.

RÚV Academy launched and newcomer training established by 1/7/17.

Multi-media course and leadership training established by 1/1/18.

10. RÚV’s equipment, facilities, and services available to third parties

11. Increased collaboration with other stakeholders in the creative and media sector

Studio A, the only specialised television and film studio in Iceland, and other technological facilities will be available for rent to independent Film and TV producers, whether they are producing for RÚV or others.

In addition independent Film and Television producers will have access to the services of RÚV Sales (in collaboration with DR Sales) with regard to international programme sales.

We will continue to increase programming collaborations with different institutions in society, such as educational and cultural institutions. A feasibility study will be conducted regarding offering other media providers to deliver their content via RÚV services, and regarding enabling other media providers to offer RÚV programming on their platforms.

Services of RÚV Sales available to independent producers by 1/6/17.

Studio A available for rent by 1/4/18 acc. tariff.

Each year there will be at least 3 events in collaboration with the country’s educational institutions by 2018.

Explore possibilities of collaborating with the universities and other educational institutions.

Analysis available by 1/6/18.

RÚV broadcasting and Studio A HD updated.

Completed by 1/7/17.

Updating of production systems and infrastructure completed by 1/9/18.

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12. Opening up RÚV’s Archives to the public

13. Systematic increase of innovation projects

14. Restructuring of old, onerous debt

Proposal and budget for digitising archive content and accessing websearch possible for the public.

Financing strategies for the project are centred on obtaining approval of the plan by end of 2018.

Funding and personnel will systematically be transferred to development and innovation projects, such as software development, as RÚV operates in a challenging environment with rapid technological and societal changes. The feasibility of forming a special innovation and development team at RÚV will be analysed, this team would operate across all platforms.

RÚV has been overly indebted for years. The company’s debts will be restructured to enable it to take on demanding projects that lie ahead.

The goal is to make instalment payments of an old LSR loan more manageable.

Proposal and budget ready and delivered to the Ministry 1/10/17.

Project approved and agreement signed before end of 2018.

Agreement reached before Q 2 2018.

Two positions will be transferred to software development 1/1/18.

New innovation and development team formed Q1 19.

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RÚV´s strategy development June 2016 to May 2017 Stearing group Hildur Harðardóttir Ingólfur Bjarni Sigfússon Steinunn Þórhallsdóttir Valgeir Vilhjálmsson Þóra Margrét Pálsdóttir Strategy development team Anna Bjarney Sigurðardóttir Einar Logi Vignisson Frank Hall Gunnar Örn Guðmundsson Magnús Geir Þórðarson Margrét Magnúsdóttir Rakel Þorbergsdóttir Skarphéðinn Guðmundsson Þröstur Helgason

Consultants Ása Karín Hólm Bjarnadóttir, Capacent Bragi Valdimar Skúlason Þórður Sverrisson, Capacent Héðinn Unnsteinsson Design Jón Þorgeir Kristjánsson Pétur Stefánsson Sigurður Ó.L. Bragason Sævar Jóhannesson Proof-reading Anna Sigríður Þráinsdóttir Bragi Valdimar Skúlason Guðrún Línberg Guðjónsdóttir Ragnheiður Margrét Guðmundsdóttir Translation Jeffrey Cosser

The strategy was unanimously approved by RÚV´s board on April 26th 2017 Board Gunnar Sturluson, formaður Friðrik Rafnsson Guðlaugur G. Sverrisson Jón Ólafsson Kristinn Dagur Gissurarson

Lára Hanna Einarsdóttir Mörður Árnason Sjöfn Þórðardóttir Úlfhildur Rögnvaldsdóttir Valgeir Vilhjálmsson RÚV, Efstaleiti 1, 103 Reykjavík, www.rúv.is

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