DOCSLIB.ORG

STV Interims Presentation FINAL

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
STV Interims Presentation FINAL STV Strategic Plan delivers profitable growth 2019 Interim Results - 3 September 2019 Agenda Introduction Simon Pitts Financial Results Lindsay Dixon Strategic Update & Outlook Simon Pitts Q&A !2 Key Messages • Delivered double digit operating profit growth despite national advertising weakness • New team executing well on the strategy • Excellent viewing performance maintained on TV and online • Uniquely strong position in Scotland, outperforming wider UK advertising market • Increasingly high margin digital business with significant scope for growth • Investing in STV’s creative pipeline to meet local and global demand for content • Growing progressive dividend • Good momentum into H2 despite Brexit uncertainty !3 2019 H1 Highlights Total Total Regional Digital Production Advertising Revenue Revenue Revenue Revenue Revenue £54.9m £48.8m £7.3m £5.6m £2.0m -5% -0.6% +19% +19% -46% Operating Operating Interim EPS Exceptionals Profit Margin Dividend £11.0m 20% 21.8p 6.3p Nil +10% +270 bps +9% +5% !4 Financial Review Lindsay Dixon Group Results Strong performance in an uncertain advertising market H1 2019 H1 2018 £m £m Change Revenue 54.9 57.7 (5%) • Revenue down 5% reflecting national advertising market and phasing of deliveries in Operating profit pre Productions exceptionals 11.0 10.0 +10% • Strong growth in adjusted operating profit, up Exceptional items - (8.6) 10% Operating profit 11.0 1.4 • Operating margin at 20%; highest H1 margin for Finance costs at least 10 years - Funding (0.7) (0.6) • No exceptional items in the period - Other (1.2) (0.9) • Cash finance costs in line with last year - Exceptional • Other finance costs are non-cash and relate to provision - ELM - (4.2) pensions and introduction of IFRS16, Leases Profit/(loss) before tax 9.1 (4.3) • Operating performance converted to 9% increase in adjusted EPS EPS pre exceptionals 21.8p 20.0p +9% !6 Broadcast Good growth in regional, benefit of news restructure & closure of STV2 H1 2019 H1 2018 £m £m Change Revenue • National advertising decline includes impact of - National airtime 34.4 36.6 (6%) FIFA World Cup in comparator - Regional airtime 7.3 6.1 +19% • Strong growth in regional advertising at the top - Sponsorship 3.0 3.0 - end of expectations - STV2 - 0.7 (100%) - Other 1.1 1.4 (21%) • Impact of STV2 closure is £0.5m benefit to - Internal supply (0.8) (1.3) (38%) profit (removal of £0.7m revenue and £1.2m 45.0 46.5 (3%) costs) • Operating costs tightly controlled; 60% of costs Operating costs (35.3) (37.4) +6% are with ITV which reduce in line with any national advertising decline Operating profit 9.7 9.1 +7% • Operating margin reflects STV’s unique variable cost model, the strength of regional advertising, STV News restructure and closure of STV2 Operating margin 21.6% 19.6% +200bps !7 Digital Revenue growth delivers increased profitability H1 2019 H1 2018 £m £m Change Revenue 5.6 4.7 +19% • Strong revenue growth driven by" - increased distribution, new features and " Operating costs (2.6) (2.6) - improved reliability of STV Player" - enhanced content offer Operating profit 3.0 2.1 +43% • Viewing up 13%, and ad impressions up 20%, even with FIFA World Cup in the comparator Operating margin 53.6% 44.7% +890bps • Carriage on Virgin delivering in line with plan; contributing 15-20% of all VOD views • Operating costs flat" - additional content charges offset by tight cost " control • Strong flow through to operating profit !8 Productions Impacted by programme deliveries strongly weighted to second half H1 2019 H1 2018 £m £m Change Revenue 2.0 3.7 (46%) • Significant revenue and profit impact from phasing of deliveries Operating costs (3.7) (4.9) +24% • Total revenue of £13m secured for 2019 as at end July, similar to last year (c.£14m) Operating loss (1.7) (1.2) (42%) • Further series of Antiques Road Trip (ART), CART and Celebrity Catchphrase all confirmed for H2 Operating margin (85.0%) (32.4%) • Secondary sales growth year on year illustrating the value of returning franchises • Additional capability in Factual & Entertainment to supplement already strong genre teams • Primal integration progressing to plan" - £0.5m of full year synergies identified and in" delivery !9 Group Revenue Strong total advertising revenue performance down only 0.6% H1 2019 H1 2018 £m £m Change Broadcast 45.0 46.5 (3%) Digital 5.6 4.7 +19% • Digital and regional revenues now 27% of total Productions 2.0 3.7 (46%) advertising revenue, up from 21% in FY 2017:" ELM 2.3 2.8 - Regional airtime (including sponsorship) has Total revenue 54.9 57.7 (5%) grown from 13% to 16% due to the strength of our broadcast channel in Scotland and the Total ad revenue 48.8 49.1 (1%) success of The Growth Fund - Digital has grown from 8% to 11%, with strong flow through to profit • ELM revenue represents costs charged to the Scottish Children’s Lottery (SCL); revenue reduction reflects lower operating costs so is a positive !10 Group Operating Profit Strategic growth drivers more than offset national advertising weakness Operating profit pre exceptionals 12.0 10.0 8.0 6.0 4.0 2.0 0.0 H1 2018 National airtime Regional Digital revenue News STV2 closure STV Other H1 2019 airtime flow through restructure Productions • Additional profit from regional airtime offsets impact of national airtime decline and FIFA World Cup • Digital revenue growth at high margin benefiting bottom line • News restructure commenced in Q2 2018 generating efficiency savings in current year • Benefit from closure of STV2 • Phasing of deliveries in Productions; more weighted to H2 in 2019 !11 Cash Flow H1 2019 H1 2018 £m £m Operating profit 11.0 10.0 • £0.9m additional depreciation due to new lease Depreciation/amortisation 2.3 1.2 standard Share based payments 0.1 0.2 EBITDA 13.4 11.4 • Working capital driven by Productions" Working capital movements (2.9) 0.3 - increase in stock - EIM/ART in production" Capital expenditure (2.4) (0.8) - lower deferred income due to timing of deliveries" Operating cash flow 8.1 10.9 - tax credit received re The Victim Cash conversion 74% 109% • Capital investment in News infrastructure, STV Player Pension deficit payments (5.9) (4.4) development and Sky integration Interest paid (0.5) (0.4) • Pension payments include £1.4m additional contribution Reorganisation costs (0.8) (0.6) Dividends (5.3) (4.6) in line with agreement to share cash outperformance SCL funding (0.6) (1.1) with the schemes Share purchases (0.9) (2.0) Tax paid 0.2 (0.3) • Final dividend of 14p per share (2018: 12p per share) Sale of investments - 0.2 (5.7) (2.3) • Net debt expected to reduce by year end as Productions deliveries are realised, and in line with normal seasonal Net debt (42.0) (37.8) trends Net debt: EBITDA (covenant basis) 1.49x 1.46x Covenant 3.0x 3.0x • Share buy-back completed in July; cash outflow of £1.3m bringing total to £7m !12 Pensions Triennial valuation concluded on same terms, providing certainty Accounting valuation H1 2019 H1 2018 FY 2018 Assets (£m) 375.9 358.1 343.4 • Triennial valuation process (as at 1 January Liabilities (£m) (450.3) (417.4) (421.9) 2018) completed in April 2019 Deficit (£m) (74.4) (59.3) (78.5) • Deficit funding recovery plan of 12 years agreed for pre-tax deficit of £127m, representing a Key assumptions: continuation of the previous plan: Discount rate 2.20% 2.80% 2.75% - Base contribution of £9m p.a., paid monthly," RPI 3.25% 3.15% 3.30% increasing by 2% p.a., plus - 20% contingent funding of any " outperformance over an agreed cash " generation target, stated after all funding " needs of the business (e.g., capex, tax, " interest, loyalty and incentive plan awards, " working capital) and prior to pension funding " payments and shareholder returns !13 ELM Progress impacted by slower retail roll-out & platform challenges • Operational cashflow breakeven met briefly in January 2019; subsequent months impacted by slower than planned retail roll-out and platform issues impacting subscriber retention • As a result net debtor increased to £7.0m at the half year being a gross debtor of £11.7m and a provision of £4.7m • Focus for H2 2019:" -continuation of retail rollout, and acceleration as far as possible" -implementation of a number of initiatives to grow ticket sales through attracting new players - -and improving retention" -ongoing cost management !14 Corporate items Interest, tax, dividends and covenants Interest Tax • Cash interest up £0.1m to £0.7m" • Effective tax rate for 2019 of 18%" - higher average borrowings and LIBOR rates - lower than standard rate of 19%" • No change to margin payable under facility - pension contributions and utilisation of losses " Dividends Covenants • Interim dividend of 6.3p per share" • Net debt/EBITDA of 1.49x (2018: 1.46x)" - up 5% on prior year - covenant test is 3.0x • Future increases aligned with earnings growth • Remains within target range of 1.0x - 1.5x • Expect to reduce at year end as Productions’" revenues come through, and in line with seasonality of the business !15 Strategic Update & Outlook Simon Pitts Our 3 strategic objectives remain unchanged 1. Maximise the value of our broadcast business 2. Drive digital growth by creating an STV for everyone 3. Build a world class production business !17 BROADCAST STV’s broadcast position remains uniquely strong Broadcast STV’s best all 99.7% of all Biggest TV Most popular Continuing to content still time viewing large channel for source of outperform 70% of all share since audiences on 16-34s, Scottish rest of UK and video viewing 2009 STV 75% watch live news ITV Average peak time audience in H1 In H1 STV was the biggest peak time 341 327 channel in Scotland Bigger than 4x bigger than 96 91 60 5x bigger than 40 36 27 24 20 19 16 STV BBC 1 BBC 2 CH4 CH5 ITV3 ITV2 E4 BBC BBC 4 Film4 Sky1 Scotland Source: BARB Jan-Jun 2018.
Load more

Recommended publications
  • RTS Scotland Announces Winners of the 2021 Student Television Awards
    PRESS RELEASE THE ROYAL TELEVISION SOCIETY SCOTLAND ANNOUNCES WINNERS OF THE 2021 STUDENT TELEVISION AWARDS Glasgow, 1 June 2021 – The Royal Television Society’s (RTS) Scotland Centre last night celebrated the winners of its 2021 Student Television Awards, sponsored by STV. The awards ceremony was hosted by STV Entertainment Reporter Laura Boyd via STV Player last night, with all the outstanding winning entries also showcased in full on the platform. The RTS Scotland Student Television Awards celebrate the best audiovisual work created by students across the region in Animation, Scripted and Non-Scripted categories, with the judges looking for strong storytelling, creativity, innovation, outstanding visual and aural creativity with high-quality craft skills, and a strong emphasis on originality. For 2021, the nominees reflected the work from a range of talented students at Scottish institutions, with the winning teams of students from Glasgow Clyde College, City of Glasgow College and the Royal Conservatoire of Scotland. Simon Pitts, Chief Executive Officer of STV, said: “Supporting and celebrating the creative talent of the future is vital to us at STV, so we’re thrilled to once again be sponsoring the RTS Scotland Student Television Awards. The film-making prowess on display was hugely impressive, especially after the year our students have had, although I’ve come to expect nothing less from the fiercely talented bunch who enter these awards each year.” “I’m pleased that STV Player viewers will be given the opportunity to enjoy these unique short films, and I’m looking forward to continuing to work with RTS on supporting Scotland’s young creatives into the industry as part of our ongoing partnership.” All nominated and winning films are available on STV Player now, and the full ceremony is available to watch here.
    [Show full text]
  • Scottish Television
    Scottish Television Are those who work in television libraries and archives to be classed as critical workers? This was the question facing management at Scottish Television (STV), a public service broadcaster based in Glasgow, as the UK went into lockdown when the Coronavirus crisis hit. STV’s Media Centre Manager, John McVie, has the challenging role of servicing broadcast, STV Player (an online hub for STV content), newsroom operations and production needs at this difficult time. In normal circumstances, the Media Centre team is based on site, managing a collection of physical and digital video assets and providing services to all parts of STV. As an office-based operation the team has quickly had to adapt their services, with transmission the main priority (keeping STV on-air), alongside ensuring that the daily news output continues to be captured to STV’s archive systems and catalogued to usual standards. However, one consequence of the current news cycle is that the demand for archive material to be used in news bulletins has reduced, as the journalistic focus is on one story only, which has little need for archive footage to illustrate it. The Media Centre has introduced a roster system (and, as a consequence, a reduced service for news), with only one member of the team based on site each day, while others in the team work from home. Working on site now presents new challenges, as the rostered person cannot mix with other teams and must maintain social distancing, remaining isolated as much as possible while in the building. In addition, archive workers in transmission and news environments handle multiple tapes and machines per day.
    [Show full text]
  • Providing IPTV in the IMS Network
    MATEC Web of Conferences 210, 03004 (2018) https://doi.org/10.1051/matecconf/201821003004 CSCC 2018 Providing IPTV in the IMS network Ladislav Kockovic,1*, Ladislav Szeiff2 1, 2 Slovak University of Technology in Bratislava, Faculty of Electrical Engineering and Information Technology, Institute of Multimedia Information and Communication Technologies, lkovičova 3, 812 19 Bratislava, Slovak republic Abstract. Providing IPTV in the IMS network is increasingly a problem solved today. All households are gradually passing through innovation and slowly every equipment becomes the so-called intelligent or smart and can be connected to a private or public network where it can be monitored, configured, diagnosed and then repaired.. This same upgrading takes place in television, and its current output is in the form of IPTV (Internet Protocol Television) provided in the IP Multimedia Subsystem Network, a new generation network that provides both audio and video data. IMS has originated in 1999 for the 3GPP standard in the 5th edition when switching from a 2G network to a 3G network. It has supported the older GSM and GPRS networks, but also a new UMTS network. In the sixth edition, it also has began to work on WLAN networks, more voice-oriented, or speech recognition services. This paper focuses on the provision of IPTV (Internet Protocol Television) in the IMS (IP Multimedia Subsystem) network. The aim of our paper is to design IPTV services in the IMS network, define the IMS architecture and the IMS network components such as HSS (Home Subscriber Server), various types of CSCF (Call State Control Function), describe the functionality and services provided by IMS and IPTV and, finally, compare the quality of the IPTV service provided by our network and by network of selected operator.
    [Show full text]
  • Scotland's Digital Media Company
    Annual Report and Accounts 2010 Annual Report and Accounts Scotland’s digital media company 2010 STV Group plc STV Group plc In producing this report we have chosen production Pacific Quay methods which aim to minimise the impact on our Glasgow G51 1PQ environment. The papers chosen – Revive 50:50 Gloss and Revive 100 Uncoated contain 50% and 100% recycled Tel: 0141 300 3000 fibre respectively and are certified in accordance with the www.stv.tv FSC (Forest stewardship Council). Both the paper mill and printer involved in this production are environmentally Company Registration Number SC203873 accredited with ISO 14001. Directors’ Report Business Review 02 Highlights of 2010 04 Chairman’s Statement 06 A conversation with Rob Woodward by journalist and media commentator Ray Snoddy 09 Chief Executive’s Review – Scotland’s Digital Media Company 10 – Broadcasting 14 – Content 18 – Ventures 22 KPIs 2010-2012 24 Performance Review 27 Principal Risks and Uncertainties 29 Corporate Social Responsibility Corporate Governance 34 Board of Directors 36 Corporate Governance Report 44 Remuneration Committee Report Accounts 56 STV Group plc Consolidated Financial Statements – Independent Auditors’ Report 58 Consolidated Income Statement 58 Consolidated Statement of Comprehensive Income 59 Consolidated Balance Sheet 60 Consolidated Statement of Changes in Equity 61 Consolidated Statement of Cash Flows 62 Notes to the Financial Statements 90 STV Group plc Company Financial Statements – Independent Auditors’ Report 92 Company Balance Sheet 93 Statement
    [Show full text]
  • Scotland's Home of News and Entertainment
    Scotland’s home of news and entertainment Strategy Update May 2018 STV in 2020 • A truly multi-platform media company with a balanced profit base across broadcast, production and digital o Expect around 1/3rd of profit from sources other than linear spot advertising (vs 17% today) • A magnet for the best creative talent from Scotland and beyond • A brand famous for a range of high quality programming and accessible by all Scots wherever they are in the world via the STV app • One of the UK’s leading producers, making world class returning series for a range of domestic and international players • Working in partnership with creative talent, advertisers, businesses and Government to drive the Scottish economy and showcase Scotland to the world Scotland’s home of news and entertainment 2 We have a number of strengths and areas of competitive advantage Strong, trusted brand Unrivalled Talented, connection with committed people Scottish viewers and advertisers Robust balance sheet and growing Scotland’s most returns to powerful marketing shareholders platform Settled A production relationship with business well ITV which placed for incentivises STV Profitable, growing “nations and to go digital digital business regions” growth holding valuable data 3 However, there is also significant potential for improvement •STV not famous for enough new programming beyond news •STV brand perceived as ageing and safe BROADCAST •STV2 not cutting through •News very broadcast-centric and does not embrace digital •STV Player user experience lags competition
    [Show full text]
  • Forename: Surname
    Title: Forename: Surname: Representing: Self Organisation (if applicable): Email: What additional details do you want to keep confidential? : Keep name confidential If you want part of your response kept confidential, which parts? : Ofcom may publish a response summary: Yes I confirm that I have read the declaration: Yes Additional comments: My latest views on ITV's proposals...with a new idea that could potentially incorporating their idea. Question 1: Do you agree that the existing obligations on Channel 3 and Channel 5 licensees in respect of national and international news and current affairs, original productions, and Out of London productions should be maintained at their current levels? If not, what levels do you consider appropriate, and why? : My current feeling is that as part of the Regional News proposal (that incorporates ITV's) below, I feel the English Pan-regions (excluding the Border region) should receive 30 minutes Non-News Current Affairs programming for 40 weeks per year. This would mean a new 30 minute programme for the following Pan-Regions - ITV LONDON, ITV MERIDIAN, ITV WESTCOUNTRY, ITV CENTRAL, ITV ANGLIA, ITV GRANADA, ITV YORKSHIRE & ITV TYNE TEES. The other proposals that the Channel 3 franchises have come up with for the ITV BORDER, ITV WALES, ITV CHANNEL ISLANDS, STV AND UTV franchises seem realistic to me. Question 2: Do you agree with ITV’s proposals for changes to its regional news arrangements in England, including an increase in the number of news regions in order to provide a more localised service, coupled with a reduction in overall news minutage? : Yes if the Regions work something like this..
    [Show full text]
  • LMRC ‘Re-Tweeted’ the St
    Campaign The Levenmouth Rail Campaign Update 37 Newsletter January “ More Than Just a Railway ! ” 2018 Happy New Year, Everyone - Enjoy 2018! “More Than Just a Railway!” ———————————–—————————————————————— New Slogan … and Plenty of New Campaign Strategies “A F I R S T - C L A S S P r e se n t a t i o n f r o m @Playfair15 tonight - lots of well—evidenced analysis and useful recommendations! ….. .... … .. ” — That was how the Above: The Playfair Consulting LMRC ‘re-tweeted’ the St. Group brief LMRC members at their meeting on Tuesday, 28th. November. Andrews-based Playfair Consulting Group for their impressive display at the TheDundee-Levenmouthfinal meeting of 2017 at Fife College, on Methil- Dundee, and its famous haven Road, Buckhaven. Tay railway bridge. The LMRC, and the Connection IImage:: Wiikiidata.. ‘News’ editor Alistair Ayn- scough, thank all of them LAST MONTH The LevenMouth Rail for all that sterling work! Campaign met up with their new He has already adopted the new LMRC campaign ‘mentors’, Playfair Consulting Group, and also Dundee Council ’s transport slogan ‘More Than Just a officials, for an important get together, to Railway’ for these news- discuss just how the Levenmouth rail link letters’ main title-banners. might benefit Dundee in future, and not connection could reduce Dundee’s likely The meeting, on Tues- day, 28th. November, was just Levenmouth. Gregor Hamilton, Head benefits but, by calling at a ‘minor’ plat- to set out new campaign of the Council ’s Planning and Economic form at one or other of the stations
    [Show full text]
  • Wwciguide January 2019.Pdf
    From the President & CEO The Guide The Member Magazine for WTTW and WFMT Renée Crown Public Media Center Dear Member, 5400 North Saint Louis Avenue Happy New Year! This month, we are excited to premiere the highly anticipated Chicago, Illinois 60625 third season of the period drama Victoria from MASTERPIECE. Continuing the story of Victoria’s rule over the largest empire the world has ever known, you will Main Switchboard (773) 583-5000 meet fascinating new historical characters, including Laurence Fox (Inspector Member and Viewer Services Lewis) as the vainglorious Lord Palmerston, who crosses swords with the Queen (773) 509-1111 x 6 over British foreign policy. Websites Also on WTTW11, wttw.com/watch, and our video app this month, we know wttw.com you have been waiting for the return of Doc Martin. He’s back and the talk of wfmt.com the town is the wedding of the Portwenn police officer Joe Penhale and Janice Bone. On wttw.com, learn how the new season of Finding Your Roots uncovers Publisher Anne Gleason the ancestry of its subjects, and go behind the curtain for the first collaboration Art Director between Lyric Opera of Chicago and the Joffrey Ballet on their Orphée et Eurydice. Tom Peth WTTW Contributors On 98.7WFMT, wfmt.com/listen, and the WFMT app, the Metropolitan Opera Julia Maish on Saturday afternoons features Verdi’s Otello conducted by Gustavo Dudamel, Dan Soles WFMT Contributors Cilea’s Adriana Lecouvreur starring Anna Netrebko, Debussy’s enigmatic Pelléas Andrea Lamoreaux et Mélisande, and a new work by Nico Muhly based on Hitchcock’s filmMarnie .
    [Show full text]
  • CMR Template.Docx
    2 Television and audio-visual content 2 2.1 Recent developments in Scotland BBC Alba BBC Alba’s drama series, Bannan, returned in 2016 for a new series, having been re- commissioned for a further ten episodes in 2015, and it received a nomination in the drama series category at the Celtic Media Festival 2015. In March 2016 the Scottish Government announced £1m of funding for MG Alba for 2016/17. The UK Government withdrew £1m of funding, not renewing the annual grant from the Department of Culture, Media & Sport. In April 2016 MG Alba welcomed the commitment to Gaelic broadcasting in the BBC White Paper, which stated that the BBC should maintain its partnership with MG Alba. MG Alba moved from channel 8 to channel 7 on the Freeview EPG, following BBC Three’s move to an online platform. BBC Scotland BBC Scotland’s coverage of the 2015 General Election included results broadcast live from every count across the country, while Reporting Scotland remained the most-watched news programme in Scotland. The Investigations team covered a range of issues including fracking, and doping in sport, and Catch Me If You Can received the Sport Story of the Year Award at the 2015 British Journalism Awards. STV In March 2016 STV launched an enhanced digital news service tailored for Scottish viewers, including a mobile app, featuring bite-sized video reports on local, international, UK and other news from a Scottish viewpoint. Local TV STV Edinburgh and STV Glasgow joined forces to cover the Edinburgh Festival 2015 in a live one-hour show transmitting each weekday evening; this was shared with local TV stations across the UK.
    [Show full text]
  • Statement 2011 [FINAL]
    Statement 2011 Overall strategy / major themes for the year STV continues to thrive as Scotland’s most popular peak time TV station and holds the broadcast licences for central and north Scotland, attracting more than 4 million viewers each month. With a strong, recognisable brand and a flourishing production arm we enter 2011 in the best position possible to create and deliver and unique, rich and relevant schedule for our viewers. 2011 will see Scotland complete its digital switchover process which has already been achieved successfully in the STV north region. This brings increased choice to all viewers including a DTT HD version of STV, the result of new investment in order to offer Scotland’s most popular peaktime service at the highest resolution. The digital business has been a huge success for STV over the past 12 months and we are looking forward to bolstering this throughout 2011 and further cementing STV’s reputation as Scotland’s digital media company. Remaining at the core of STV’s strategy is our ongoing commitment to our quality content and making that content available to our audiences whenever, wherever and however they want it through our STV Anywhere program. We offer Scottish viewers a service that is both relevant and unique to Scotland and increasingly available on multi platforms including DTT, DSAT & DCAB and HD. To complement our on air transmissions, we are developing new access for viewers via online websites such as the STV Player and YouTube and serving content to mobile and connected devices starting with iPhone apps and PS3 consoles.
    [Show full text]
  • Scottish Sensory and Equality Awards 2019
    deafscotland’s Scottish Sensory and Equality Awards Friday 15 March 2019 Glasgow deafscotland Proudly sponsored by The ALLIANCE and Sign Language Interactions NRCPDThe National Registers of Communication Professionals working with Deaf and Deafblind People Mersey House | Mandale Business Park | Belmont | Durham | DH1 1TH Setting the Standard NRCPD regulates communication professionals working with D/deafness and deafblindness. Our purpose is to promote the best possible communication between D/deaf, deafblind and hearing people. We do this by: ● Setting high professional standards and a Code of Conduct ● Registering practitioners who meet these standards ● Investigating complaints and taking appropriate action Benefits for Registrants ● Endorsement of your professional status by our prestigious badge ● Enhanced work opportunities ● Promotion on our website Benefits for service users ● Reassurance of our Registrants’ high standards ● Access to over 1500 registered professionals ● A way of complaining if things go wrong Tel: 0191 323 3376 Text: 07526 173329 Fax: 0191 383 7914 Email: [email protected] Find a registered communication professional at www.nrcpd.org.uk Page 2 Scottish Sensory and Equality Awards 2019 Welcome Janis McDonald Morven Brooks deafscotland Chief Officer Disability Equality Scotland Chief Officer It is with great pleasure we welcome you to the Scottish Sensory and Equality Awards 2019. We are delighted that Kelly-Ann Woodland from STV has agreed to present the awards tonight, ably assisted by the dynamic duo, Janis and Morven. We are joined by Signed Songs R Us who are performing deafscotland’s very own single “Communication” written and performed by Lady Geraldine, who is with us tonight. Best wishes, #CommunicationForAll Page 3 Your Host Kelly-Ann Woodland Kelly-Ann Woodland is a newsreader and journalist based in Edinburgh who co-presents with John McKay on STV News.
    [Show full text]
  • Final Determination Annex 2: Channel Take-Up and Substitution
    BBC Scotland Competition Assessment Final Determination Annex 2: Channel Take-up and Substitution STATEMENT ANNEX Publication Date: 26 June 2018 BBC Scotland Competition Assessment – Final Determination Annex 2: Channel Take-up and Substitution A2. Channel Take-up and Substitution Introduction A2.1 In order to review the public value and assess the potential impact on fair and effective competition of the BBC’s proposal, we must first consider the audience that the new BBC Scotland channel is likely to attract. This Annex provides our assessment of the likely ’take- up’ of the BBC Scotland channel, i.e. the viewing hours the new channel is likely to attract in Scotland and the viewing share and audience reach it is likely to achieve.1 A2.2 The BBC’s proposal involves associated changes to existing BBC services, in particular BBC Two, BBC Four and CBBC HD in Scotland. We therefore also assess the effect on the viewing of BBC Two, BBC Four and CBBC in Scotland resulting from the BBC’s proposal. A2.3 We then identify the services most likely to be affected by the proposed new channel and the associated changes. We assess the potential audience substitution, including from existing BBC services and commercial services. A2.4 This Annex broadly reflects the assessment of take-up and substitution set out in our Consultation. Where relevant, we have set out the stakeholder views we received in response to our Consultation and how these, along with any further analysis, have influenced our assessment of take-up and substitution. In particular, we set out and respond to stakeholders’ views on: our take-up estimates for the new channel (paragraphs A2.104 to A2.135); and substitution from existing TV channels as a result of the BBC proposal (paragraphs A2.162 to A2.171).
    [Show full text]