►
Description
1. Decision on taking business in private: The Committee will decide whether to take agenda item 4 in private.
2. Presidency of the Council of the European Union: The Committee will take evidence from-
H.E. Konstantin Dimitrov, Ambassador to the United Kingdom, Republic of Bulgaria.
3. STV – strategic review: The Committee will take evidence from-
Simon Pitts, Chief Executive, and Bobby Hain, Director of Channels, STV.
4. STV – strategic review: The Committee will review the evidence it heard earlier in the meeting.
Published by the Scottish Parliament Corporate Body.
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A
And
welcome
to
the
17th
meeting
in
2018
of
the
culture,
tourism,
Europe
and
External
Relations
Committee
I'd
like
to
remind
members
and
the
public
to
turn
off
mobile
phones
and
any
members
using
electronic
devices
to
access
committee
papers
should
please
ensure
that
these
are
turned
to
silent.
Our
first
item
of
business
today
as
a
decision
on
taking
agenda
item
four
in
private,
our
members
agreed
our
first
item
on
the
agenda
today.
A
As
an
evidence
session
with
the
ambassador
to
the
United
Kingdom
for
the
Republic
of
Bulgaria
Bulgaria
holds
the
presidency
of
the
Council
of
the
European
Union
and
I'd
like
to
welcome
the
ambassador,
His
Excellency,
Konstantin,
Dmitriev,
welcome
and
I
understand.
You
would
like
to
make
an
opening
statement
well.
B
Thank
you
very
much,
madam
convener,
honourable
member
of
the
committee,
I,
am
indeed
privileged
to
address
you
today,
as
we
enter
the
final
phase
of
the
Bulgarian
presidency
of
the
European
Union.
It
is
a
historic
opportunity
of
my
country,
formerly
a
communist
bloc
country,
to
assume
the
presidency
of
this
important
political,
economic
and
civilizational
project.
B
We
call
the
European
Union
I'll,
be
very
brief
in
my
introductory
statements,
so
that
we
have
more
opportunity
for
questions
and
answers
that
would
address
more
directly
those
areas
of
interest
or
concern
that
you
have,
as
representatives
of
the
Scottish
people,
point
number
one
in
our
priorities,
even
though
not
necessarily
the
most
pleasant
one
from
the
viewpoint
of
Bulgaria.
This
is
the
ongoing
process
of
negotiations
for
the
departure
of
the
United
Kingdom
from
the
European
Union.
B
An
important
element
of
both
the
Euro
agreement
and
the
future
agreement
will
be
the
rights
of
EU
citizens
on
the
territory
of
the
United,
Kingdom
and,
reciprocally,
the
rights
of
UK
nationals
on
the
territory
of
the
EU
members
in
a
word
are
the
progress
in
that
particular
area
has
been
very
satisfactory.
We
don't
see
any
major
impediments
at
this
point
of
time
to
ranging
to
reaching
a
mutually
satisfactory
set
of
rights
and
obligations
that
would
address
the
expectations
of
EU
and
UK
citizens
respectfully.
B
The
same
holds
true
at
this
point
in
time
about
the
financial
arrangements
related
to
the
obligations
of
the
United
Kingdom,
as
it
departs
from
the
European
Union.
There
are
other
aspects
that
are
yet
to
be
clarified
and
if
you
have
an
interest
in
discussing
them
to
the
degree
possible,
be
ready
to
engage
in
a
dialogue
on
these
matters
of
the
in
the
context
of
the
brexit
negotiations,
our
agenda
is
not,
however,
confined
to
the
issue
of
brexit.
B
B
An
important
priority
for
the
member
for
the
presidency
of
Bulgaria
is
the
reaffirmation
of
the
European
perspective
for
the
Western
Balkans
by
Western
Balkans.
We
understand
the
countries
in
southeastern
Europe
that
have
not
yet
started
or
have
just
started
their
membership
negotiations
for
exceeding
into
the
European
Union.
B
Last
but
not
least,
I
would
like
to
touch
on
a
final
important
element
of
our
prioritization
for
the
presidency.
This
is
Maya
the
management
of
migration
policy,
a
very
difficult
area
that
is
an
open
secret
with
once
again
differing
interest
by
member
states
on
the
on
whether
or
not
bulgasari
the
European
Union
will
be
open
to
more
of
managed
migration
into
it
through
Europe,
or
there
should
be
further
reduction
into
the
processes
owing
to
the
flows
of
my
growth
for
the
the
flows
of
my
gray
migrants,
be
they
legal
or
illegal,
into
the
European
Union.
B
A
You
you
talked
about
brexit
and
the
progress
that
had
been
made
on
citizens
rights,
which
is,
of
course
welcome.
Can
you
say
a
little
bit
more
about
the
the
eu-27
other
priority
issues
such
as
the
islands
of
Island
and
in
particular
whether
the
Bulgarian
presidency
of
the
EU
is
hopeful
that
the
brexit
talks
might
make
significant
progress
at
the
June
European
Council.
B
So
these
three
elements
constitute
the
problematic
need
of
squaring
the
circle
in
practical
terms.
On
this
point
of
time,
we
at
27
expects
a
more
detailed
proposal
by
the
UK
government,
hopefully
very
soon,
whatever
that
means
on
a
detailed
description
of
the
backstop
arrangements
on
that
particular
point
that
could
be
applicable
in
case
innovative
solutions
contemplated
by
the
United
Kingdom
government.
Take
time
that
is
longer
might
take
time.
That
is
longer
than
the
period
of
the
transition
post
march
20
20
19,
that
is
supposed
the
date
of
December
31st
2020.
B
This
is
I,
think
the
most
concrete
description
of
our
expectation,
which
I
am
allowed
to
mention
now
and
which
I
think
is
well
understood
by
a
by
the
government
of
the
United
Kingdom.
We
hopefully
would
receive
that
clearer
and
more
detailed
description
of
their
idea.
How
to
tackle
the
issue
so
that
one
of
the
impediments
to
the
smoother
continuation
of
the
finalization
of
the
draw
agreement
be
removed.
C
B
C
B
After
your
withdrawal,
however,
we
have
a
clear
political
declaration
on
the
part
of
your
of
the
UK
government
that
there
is
an
interest
of
participation
on
a
case-by-case
basis
in
regional
development
programs
that
reflect
a
the
interest
and
be
the
traditional
strategic
commitments
of
the
United
Kingdom
to
regional
development
programs.
That
may
enhance
the
capacity
of
East
European
nations,
including
Bulgaria,
to
catch
up
in
their
socio-economic
development,
and
we
welcome
this
forum
political
declaration
as
another
testimony
to
the
strategic
commitment
by
the
UK
government's
to
the
future
of
Europe,
especially
to
the
future
of
Europe.
D
C
Be
aware
that
the
type
of
debate
we
had
in
the
UK
around
brexit
and
around
the
referendum
magnesian
with
a
significant
issue
within
that
to
be,
do
you
find
the
pressure
on
the
EU
in
terms
of
migration
policy
that
there's
any?
How
do
you,
the
role
as
the
presidency
try
to
keep
that
the
27
countries
united
around
this
issue?
Do
you
have
any
concerns
that
other
countries
are
considering
there?
Membership
of
the
EU?
Does
this,
as
you
have
traction
in
other
countries,
in
terms
of
presenting
that
kind
of
to
the
stability
of
EU?
Now.
B
B
Who
will
have
already
been
here
by
the
date
of
your
withdrawal,
who
will
have
been
here
by
the
date
of
the
expiry
with
transition
period?
The
only
area
of
relative
obscurity
remains
the
status
of
EU
citizens
who
will
arrive
in
the
United
Kingdom
for
the
first
time
after
the
end
of
the
transition
period,
but
it's
very
natural
that
we
haven't
covered
all
aspects
of
the
future
relationship.
We
are
yet
to
adopt
a
political
declaration
we're
yet
to
begin
working
on
the
concrete,
legally
binding
text.
B
E
You
convener
good
morning,
ambassador
I'm,
really
fascinated
to
hear
your
comments
this
morning
and
following
on
from
your
previous
statement
around
the
reciprocal
arrangements
for
foreign
nationals.
Both
here
are
those
who
may
arrive
during
the
transition
and
I
would
also
like
to
focus
on
the
issue
of
Iran
seasonal
workers,
perhaps
as
well,
which
is
an
important
issue
around
Scotland
and
indeed
the
UK's
rural
economy.
B
One
of
them
is
that
those
who
have
already
arrived
and
began
working
legally
as
seasonal
workers
have
been
able
to
adapt
themselves
on
a
more
permanent
basis
in
the
United
Kingdom
and
to
try
to
change
the
type
of
profession
that
they
would
like
to
exercise
while
residing
in
the
United
Kingdom.
Secondly,
contrary
to
the
idea,
the
the
perceptions
of
parts
of
your
public
may
be
fueled,
these
perception
of
fueled
by
some
of
your
wide
circulation
newspapers.
B
Let
me
put
it
this
way,
contrary
to
this
belief
that
the
United
Kingdom
is
a
great
magnet
for
the
low-skilled
labor
force.
There
is
an
element
in
concerning
the
standard
of
living
in
the
United
Kingdom,
it's
relatively
expensive
for
East
Europeans
to
live
in
the
United
Kingdom,
compared
to
opportunities,
another
more
less
expensive.
In
inverted
commas,
European
Union
countries,
especially
having
in
mind
the
some
of
those
countries,
overcame
the
most
acute
phases
of
the
economic
crisis.
B
They
have
been
living
through
after
the
crowd,
the
problems
with
the
eurozone
and
in
the
financial
crisis
of
2008
2009.
That's
the
second
element,
and
the
third
element,
maybe
is
the
element
of
insecurity
about
their
long-term
status
in
the
United
Kingdom,
especially
if
they're
yet
to
arrive.
Even
though
we
are
technically
speaking
at
the
end
of
your
full
membership,
we
haven't
yet
entered
your
transition
period
still
in
the
perception
of
the
average
national,
there
always
lingers.
The
question
am
I
sure.
B
If
I
commit
myself
to
the
United
Kingdom,
if
I'm
not
given
the
same
status
that
my
compatriots
have
to
have
already
arrived,
is
it
worthwhile
the
the
risk
taking
on
top
of
it
it's
a
season
of
work
with
without
guarantees
for
any
long-term
employment?
If
you
will,
maybe
these
are
the
factors
that,
in
a
specific,
we
combine
in
the
minds
of
those
who
show
greater
reticence
to
commit
themselves
to
repetitive
seasonal
work
in
the
United
Kingdom.
At
least
that
is
my
explanation.
B
F
You
very
much
now
I
just
asked
a
supplementary
to
Jimmy
Dean's
theme.
There
I
expect
that
many
of
your
nationals
are
seeking
official
advice
from
their
governments.
What
official
advice
are
you
giving
nationals
who
ask
about
status
in
the
UK
or
whether
or
not
they
should
come
to
the
UK
and
work
and
seasonal
work
forever?
The.
B
These
procedures
have
not
yet
been
finalized
and
therefore
we
at
this
point
do
not
embark
upon
an
active
information
campaign
as
to
the
way
in
which
people
could
revalidate
their
legal
status
from
a
permanent
status,
as
we
call
it
no
into
a
settled
status
that
may
be
called
after
you
redraw
from
the
European
Union,
so
as
to
avoid
confusion
to
create
false
impressions
about
the
actual
ride.
Starting
from
the.
B
Content
of
the
questionnaire
that
should
have
to
be
filled
in
going
on
to
issues
related
to
family
reunification,
pension
benefits,
social
benefits
and
so
on
and
so
forth.
Maybe
by
the
end
of
the
summer,
we
all
have
greater
clarity
on
the
total
plan
of
the
United
Kingdom
government
and
thereafter
we
are
ready
to
engage
into
an
explanatory
campaign
both
through
the
sources,
digital
and
other
sources
of
the
Bulgarian
embassy,
but
also
inside
Bulgaria,
and
that
seems
to
be
expected
plan
of
action
of
other
countries
whose
Nationals
are
among
the
economic
migrants
into
the
United
Kingdom.
A
G
You
convener
I.
It
was
really
just
in
terms
of
some
of
the
identified
priorities
that
you
had
for
the
presidency
and
also
in
relation
to
some
of
the
comments
that
you
made
in
your
opening
statement
about
the
multi-annual
financial
framework,
because
it
was
really
just
to
get
your
views
on
where
the
mean
opportunities
lie
within
the
new
framework,
because
I
believe
that
I
think
one
of
your
priorities
was
on
the
future
of
Europe
and
young
people
and
I
believe
that
the
budget
for
Erasmus
is
due
to
double.
And
obviously
that's.
G
A
third
as
most
plus
program
is
something
that
this
committee
has
done
at
a
port
on,
because
we
believe
it's
something.
That
well
is
something
that
Scotland
very
much
still
wants
to
continue
to
be
a
part
of.
So
there's
really
just
acute
about
some
of
the
opportunities
that
you
think
will
exist
within
the
new
financial
framework
eye,
for
example,
or
other
areas
that
we
might
wish
to
that.
We
can't
take
part
in
because
I
know
that
there
are
some
areas
of
concern
within
the
new
budget
as
well.
G
B
Starting
from
your
final
point,
madam
I
did
mention
the
Common
Agricultural
Policy,
because
there
are
problems
there
and
the
retention
of
the
level
and
the
categorization
of
the
funding
in
the
Common
Agricultural
Policy
is
something
that
the
fight
is
yet
to
enter
its
acute-phase.
We
start
at
the
initial
phase
of
the
of
the
debate
on
the
multi-annual
financial
framework,
but
we
would
like
to
retain
the
levels
of
agricultural
support
while
at
the
same
time
agreeing
to
the
needs
of
reforming
the
principles
of
financing
agricultural
farmers,
especially
whenever
we
talk
about
support
for
smaller
scale.
B
B
H
Thank
you
good
morning,
ambassador
under
the
Bulgarian
presidency,
has
open
any
activity
undertaken
to
try
to
deal
with
the
rise
of
the
populist
movements
across
the
European
Union
countries,
with
our
target
of
actually
trying
to
safeguard
the
existence
of
the
European
Union
there
in
future
years.
Well,.
B
B
And
that
is
why
the
European
Union,
through
its
organized
institutions
and
program,
to
strengthen
cybersecurity
to
combat
fake
news
and
to
enter
in
an
in
a
farm
or
simply
fight
in
language
terms.
But
a
more
detailed
debate
about
why
the
European
Union,
with
its
current
set
of
values,
is
more
conducive
to
the
prosperity
and
security
to
the
individual.
This
is
where
the
European
Union
has
a
role
to
play,
and
that
is
how
you,
on
top
of
the
national
efforts,
could
combat
the
extremely
dangerous
extremities
of
certain
populist
movements.
All
over
Europe.
H
Which
means
certainly
in
in
the
future
when
the
UK
does
leave
the
European
Union
it's
important,
not
that
is
that
the
strength
of
an
organization
and
that
gripping
of
Nations
who
genuinely
want
to
work
together
to
be
beside
the
this
country
in
order
to
have
that
try
to
have
a
better
level
of
security,
but
also
to
try
to
have
an
understandable,
a
level
of
trading
arrangements
and
also
the
issue
of
the
lakes
of
the
Erasmus
scheme
that
Mario
Guzan
spoke
about.
So
it's
important
that
the
European
Union
actually
it
does
survive.
B
Totally
share
your
view.
We
expect
that
the
agreement,
if
it's
one
agreement,
that
they
are
talking
about
the
future
agreement,
it
should
contain
a
trade
pillar.
A
security
pillar
beats
subdivided
into
a
into
justice
and
Home
Affairs,
pillar
and
common
foreign
and
security
and
defence
pillar,
and
if
it's
a
comprehensive
agreement,
if
it's
a
sweet,
generous
agreements
not
with
any
routine
third
country
but
a
special
case
of
privilege
in
deep
partnership,
that
would
I
think
be
a
kind
of
outcome
of
this
Breck
situation.
B
B
Once
again,
your
government,
and
especially
some
of
the
supporters
of
the
majority
in
the
United
Kingdom
Parliament,
should
understand
that
before
we
have
finished
step
number
one,
it's
difficult
to
move
straight
officially
to
step
number
two,
so
we
should
concentrate
on
the
finalization
of
the
draw
dreamand
and
on
the
finalization
of
the
characteristics
of
the
transitional
period,
including
its
day.
Ura
or
de
facto
length
thank
you.
D
D
Although
we're
not
you
no
longer
with
the,
but
we
would
still
have
the
opportunity
to
tap
into
that
and
the
expertise
that
we
have
and
the
expertise
that
you
have
I
would
be
still
being
able
to
be
assessed
and
processed
across
the
the
countries
that
are
participating
so
your
view
and
how
that
would
succeed.
Well,.
B
The
UK
should
be
also
involved
in
in
in
in
projects
related
to
the
realisation
of
the
common
foreign
and
security
policy
of
the
European
Union,
outside
the
geographical
scope
of
the
European
Union
and,
of
course,
in
areas
related
to
science,
research
and
the
ability
of
the
European
Union
to
give
young
people
a
chance
to
get
sooner,
rather
than
later,
a
good
qualified
job
based
on
overall
improvement
of
the
level
of
accessible
education.
Thank
you.
I
B
The
one
has
to
be
very
precise
in
describing
the
way
in
which
we
deal
successfully
with
this
problem,
we
are
bound
by
applicable
international
and
national
law
to
register
every
every
foreign
national
who
crosses
legally
the
borders
of
Bulgaria
to
to
register
him
or
her
and
in
the
process
of
registration
they
have.
These
individuals
will
have
to
say
where
they're
coming
from
in
water,
what
are
the
grounds
for
requesting
refuge
or
some
other
form
of
legal,
probably
permanent,
stay
in
a
country
of
the
European
Union.
B
We
are
bound
by
the
current
Convention
as
a
country,
a
first
entry
to
register
all
those
people,
all
those
people
on
the
moment,
the
entry
we're
not
allowed
to
waive
them
by
for
them
to
go
to
another
country.
This
is
something
which
we
have
never
done
and
will
never
do,
even
though
this
adds
to
the
burden
of
responsibility
to
Bulgaria.
B
There
is,
however,
another
element
that
we
cannot
force
people
to
remain
in
Bulgaria,
contrary
to
their
will.
In
other
words,
we
register
them,
and
then
we
are
not
allowed
by
any
international
treaty,
including
European
Union,
a
key
to
forcibly
make
them
stay
in
Bulgaria.
The
only
thing
that
they
can
do
I
mean
the
only
submissive
sanction
is
for
them
to
having
been
registered
in
Bulgaria
for
them
to
be
returned
to
Bulgaria
by
another
country
which.
B
B
They
continue
to
be
relatively
free
and
their
move
on
if
they
go
away
and
if
they
go
away
from
Bulgaria
that
there
has
to
be
another
return
to
Bulgaria,
and
this
is
something
which
is
which
is
not
efficient.
In
other
words,
we
say
the
following
thing:
I
have
to
reduce
the
incentives
of
migrants
to
come
to
Bulgaria
we
have
to
to
the
European
Union.
We
have
to
crack
down
with
greater
determination
on
the
international
trafficking
circles.
B
Sorry,
our
ganks.
We
have
to
keep
the
all-important
agreement
with
Turkey
on
the
control
of
the
refugee
or
migrant
flows,
especially
along
the
route
from
Syria
through
Turkey
to
Europe,
and
we
have
to,
of
course,
appeal
on
the
greater
solidarity
of
other
countries,
who
have
a
very
low
level
of
my
gray
of
migrants
presence
and
their
well
their
territories,
adversity
of
very
reluctant
to
even
conceive
of
a
voluntary
acceptance
of
a
kind
of
Court
of
migrants
of
their
territory.
And
that
is
where
the
most
problematic
essence
of
the
political
debates.
I
You
mentioned
there
at
the
end.
The
countries
have
a
very
well
profile
of
refugees
arriving
that
which
could
the
United
Kingdom
just
given
our
geographical
reality,
but
also
given
the
policy
intentions
of
the
United
Kingdom
government.
What
would
your
hopes
be
for
the
UK's
participation
in
European
responses
to
the
refugee
crisis
after
we've
left
your
opinion.
F
B
Helping
former
military
personnel
who,
in
terms
of
crisis,
may
be
invited
to
control
borders,
how
these
former
military
officials
could
be
retrained
for
rules
of
engagements
with
non-combatants,
because
the
refugees,
even
them
the
most
aggressive
ones
who
want
to
cross
the
border
illegally,
cannot
be
equalized
to
say
jihadist
terrorists
in
Afghanistan's.
There
are
civilians
of
a
quite
another,
quite
different
category
category.
You
cannot
employ
rules
of
engagements
that
are
applicable
to
to
a
combat
situation.
B
So,
therefore,
the
United
Kingdom
is
one
of
those
countries
who
have
a
very
good
training,
expertise
for
former
or
current
military
women
and
men
how
they
could
be
retrained
to
perform
functions
that
are
more
characteristic
to
border
guards
in
situation
of
extreme
pressure
on
the
borders
of
a
respective
country
by
migrants
or
refugees.
So
these
are
the
two
areas
where
you
could
be
very
useful
in
terms
of
cooperation.
You
are
me
in
the
United
Kingdom.
Thank
you.
Thank.
A
J
B
What
we
want
wonder
what
we
advise
the
European
Commission
to
do
is
to
exhaust
all
possible
channels
of
dialogue,
but
once,
but
once
the
dollar
has
versi
has
proven
to
be
futile,
we
have
to
be
ready
to
eat,
to
employ
proportionate
and
as
varied
countermeasures
that,
in
themselves
do
not
provoke
further
escalation
of
the
reciprocal
trade
sanctions,
because
a
know
what
all
our
trade
was,
something
that
is
totally
would
be
totally
detrimental
for
all
sites
in
this.
In
this
unacceptable
situation,.
A
Thank
you
very
much.
Ambassador
has
been
a
great
pleasure
to
hear
from
you
today
and
not
only
as
the
ambassador,
but
also
as
a
former
member
of
the
Bulgarian
Parliament
European
Affairs
Committee.
So
thank
you
very
much
for
coming
to
give
evidence
today.
It's
very
clear.
The
beginning
presidency
has
made
progress
as
well
as
faced
significant
challenges
during
your
six
months,
but
thank
you
again
for
coming
to
speak
to
us
today
will
no
suspend.
A
A
A
A
We
will
take
evidence
from
STV
to
discuss
the
strategic
plan,
which
was
announced
in
me
this
year,
representing
STV
I
would
like
to
welcome
Simon
Pitts,
the
chief
executive
and
Bobby
hearing
director
of
channels
and
I'd
like
to
invite
mr.
Pitts
to
make
a
very
short
opening
statement.
Thank
you.
Thank.
K
You
convener
for
inviting
us
here
today,
Bobby
and
I,
very
much
look
forward
to
answering
the
committee's
questions
and,
to
begin
with,
as
you
say,
I'd
like
to
make
a
very
brief
opening
statement
to
address
the
concerns
raised
in
Parliament
directly.
We
have
never
had
better
television
than
we
have
today,
but
television
is
also
changing.
Fundamentally
we're
all
watching
differently,
especially
younger
audiences,
and
the
traditional
players
are
under
huge
pressure
from
new
global
competitors
like
Google
and
Netflix.
K
This
is
what
the
board
appointed
me
to
do.
They
are
backing
a
significant
investment
of
15
million
pounds
over
the
next
three
years,
far
more
than
we
are
saving
in
any
cuts
to
set
up
STV
for
the
future.
This
is
not
a
strategy
to
prepare
STV
for
sale
to
ITV
or
to
anyone
else.
If
that
was
the
case,
we
simply
wouldn't
be.
Investing
and
I
didn't
leave
a
great
job
to
become
CEO
of
a
company
that
just
sold
itself.
K
I
came
here
to
build
a
successful
future
for
STV,
a
healthy,
profitable
business,
serving
Scottish
viewers,
headquartered
in
Scotland
and
showcasing
Scottish
creativity
to
the
world.
However,
to
do
that,
we've
had
to
take
some
difficult
commercial
decisions
and
I
am
very
mindful
of
their
impact
on
people's
lives
and
people's
livelihoods.
K
Closing
STV
2
is
one
of
those
local
TV
has
struggled
right
across
the
UK,
our
Channel
launched
as
SCV
Glasgow
over
four
years
ago
and
has
made
a
significant
financial
loss
every
year,
since
the
disappointing
truth
is
that,
despite
the
best
efforts
of
our
talented
STV,
two
team,
very
few
people
are
watching
the
channel.
Our
news
team
deliver
the
best
news
service
in
Scotland
and
we're
very
proud
of
it.
K
But
TV
news
audiences
are
in
decline
and
if
we
want
to
avoid
going
the
way
of
the
newspapers
we
have
to
properly
embrace
digital,
just
as
our
competitors
have
already
done,
that's
why
we're
proposing
changes.
Our
intention
here
is
not
to
ask
the
team
to
do
more
with
less
we're
asking
them
to
do
things
differently.
I
do
understand
the
concerns
expressed
here,
though,
change
like
this
is
never
easy
and
it
needs
to
be
done
in
the
right
way
to
protect
our
people
and
to
protect
the
quality
of
our
journalism.
K
But
virtually
everyone
told
me
the
same
thing
when
I
arrived
here
that
STV
doesn't
invest
enough
in
original
programming
for
Scottish
audiences
that
we
need
to
be
famous
for
more
than
news
Taggart
and
take
the
high
road.
So
that's
exactly
what
we're
going
to
do.
As
you
know,
from
your
recent
inquiry
into
the
Scottish
screen
sector,
what
the
Scottish
TV
market
needs
more
than
anything
our
high
quality
returning
series
made
in
Scotland
by
bonafide
a
Scottish
production
companies.
K
We
have
a
wonderful
opportunity
here
and
I
intend
SDV
to
be
right
at
the
forefront,
making
new
programming
for
ourselves
and
other
broadcasters
and
generating
new
jobs
that
create
that
keep
creative
talent
in
Scotland,
rather
than
losing
them
to
London
or
America.
The
biggest
threat
to
s
TVs
independence
and
prosperity
is
to
not
be
taking
decisive.
K
A
You
very
much
mr.
Pitts.
We
all
understand
that
companies
need
to
diversify
and
G
in
order
to
grow,
and
we
accept
and
know
very
well
promoting
quietly
that
TV
and
screen
is
indeed
changing.
I
think
what
the
concerns
are
raised
in
Parliament
indeed
across
Scotland
is
the
cuts
to
content
and
the
cuts
to
creative
jobs,
so
you're
in
a
creative
industry.
And
how
can
you
expand
your
creative
content
if
you're,
if
you're
cutting
jobs,
tension.
K
K
We
don't
punch
our
way
as
a
nation
across
the
TV
sector,
I'm
sure.
That's
the
evidence.
You've
heard
in
your
recent
inquiry.
You
can
name
the
number
of
shows
that
return
that
are
made
in
Scotland
on
one
hand
the
homes
under
the
hammer,
Antiques,
Road,
Trip,
our
own,
show
location,
location,
location,
eggheads,
but
you
can't
name
them
any
more
than
that,
and
there
are
hundreds
of
returning
shows
right
across
the
UK
networks.
It
isn't
good
enough
that
we
only
have
a
handful.
K
The
way
to
create
a
sustainable,
independent
production
sector
and
a
real
success
story
in
Scotland
is
to
invest.
That's
exactly
what
we're
doing.
We
are
making
in
total
two
million
pounds
a
year
of
savings,
we're
doing
that
in
news
and
I'm
sure
we'll
come
back
to
explaining
the
rationale
for
it
we're
doing
that
in
STV.
K
But
we
are
reinvesting
all
of
that
and
more
we're
reinvesting
five
million
pounds
three
more
than
we're
saving
every
year
for
the
three
years
of
our
plan,
precisely
into
new
programming
for
Scottish
audiences
that
we
can
then
sell
around
the
UK
and
around
the
world,
but
that
costs
money
at
the
moment.
Stv
beyond
news,
doesn't
make
much
of
its
own
programming,
and
many
people
have
told
me
inside
STV
and
outside
that.
It's
a
shame
that
we
don't
do
that
and
ask
me
why
we
don't
do
that.
K
The
truth
is
we
have
an
enormous
opportunity
here
we
have
the
biggest
shot
window
in
Scotland
through
main
channel,
which
gets
a
23%
share
of
all
viewing
in
Scotland
reaches
80%
of
all
Scots
to
make
shows
famous
to
pilot
them
to
a
whole
country.
To
then
create
a
track
record
for
those
shows
and
sell
them
around
the
world
and
I'll
give
you
if
you,
if
you'll
permit
I'll,
give
you
a
quick
example
of
how
positive
the
impact
of
a
new
returning
show
could
be
on
the
Scottish
economy.
K
We
are
currently
having
have
just
finished
filming
for
a
new
BBC
one
peak
time
drama
called
the
victim.
It
will
come
out
later
this
year.
It's
a
series
set
in
Scotland
legal
drama.
It
brings
in
brings
100
new
jobs.
A
hundred
people
have
been
working
on
it,
87
of
them
are
Scottish
or
permanently
based.
Here,
almost
all
of
the
cast
are
Scots
Kelly
Macdonald
John
Hanna,
almost
all
of
the
backroom
staff,
whether
it's
the
director
or
the
exec
producer.
K
Those
are
the
sorts
of
shows
if
they
return
regularly
to
the
Scottish
economy
that
are
the
bedrock
of
a
business
and
the
bedrock
of
a
sector.
We
have
another
one
in
antiques,
roadtrip,
60
jobs,
almost
year-round
jobs,
because
we
we
made
60
episodes
of
these
for
BBC
two
just
last
year,
three
million
pounds
into
the
local
into
the
local
economy.
Those
are
the
sorts
of
shows
that
we
need
to
do
more
of
it's
a
real
shame
that
we
have
so
few
of
them
in
Scotland's
name.
K
A
A
K
We
currently
spend
a
certain
amount
of
money
each
year
on
what
is
called
the
block
plan,
which
is
to
fulfill
some
of
our
licence
commits
where
we
we
commissioned
a
number
of
shows.
We
are
going
to
treat
those
shows
rather
differently
we're
going
to
treat
them
as
potential
pilots
for
new
shows
that
can
be
that
can
be
sold
around
the
UK
and
around
the
world,
but
just
to
explain
what
what
we
do
with
our
profits,
because
what
we
do
is
is
reinvest
and
that's
what
we're
doing
here
too.
K
But
there's
been
a
lot
of
discussion
that
STV
is
a
profitable
business
and
why
make
cuts.
We
made
18
million
pounds
of
profit
last
year
immediately.
Nine
million
pounds
goes
into
paying
the
pension
deficit,
which
is
the
right
thing
to
do.
Obviously,
but
that's
straight
away:
nine
million
pounds.
We
then
have
investment,
including
things
like
new
programming,
but
in
technology
and
buildings
and
other
things,
and
then
we
have
dividends
which
are
paid
out
to
our
shareholders
and
our
shareholders
haven't
seen
a
dividend
for
seven
years
that
was
reintroduced
in
2013.
K
K
That
all
I
understand
the
question.
Let
me
let
me
start
to
expand
some
of
that
detail.
We
have
set
out
in
the
statement
that
we
we
shared
with
everyone
at
shareholders
and
and
and
everyone
two
weeks
ago,
that
all
that
money
was
going
into
three
areas.
It
was
going
into
new
programming
for
STV
and
for
STV
player,
our
digital
service,
which
needs
to
get
better
and
so.
K
K
A
Partly
a
public
sector
remit
is
to
provide
news,
and
one
of
the
issues
that
their
new
Jie
has
raised
with
us
is
that
you
haven't
actually
provided
any
air
costings
in
terms
of
the
plan
to
change
news.
For
example,
you
know
that
will,
as
you've
said
yourself
require
additional
technology,
it
will
require
training
and
what
are
the
figures
for
that
investment?
Well,.
K
There
will
be
our
pasta
Bobby
for
some
of
the
detail,
but
we
will.
We
will
still
be
spending
9
million
pounds
on
news
at
the
end
of
this.
It
will
still
be
the
most
significant
investment
we
make
in
content,
more
than
double
any
of
the
other
genres
put
together,
and
we
have
said
that
there
will
be
investment
in
technology
in
connectivity
and
in
training
and
we're
serious
about
that.
It's
necessary
for
the
new
plan.
K
We
do
have
a
plan,
yes,
and
we
know
how
much
the
individual
elements
of
it
cost,
and
we
know
that
it
adds
together
to
around
9
million
pounds
of
investment,
which
is
1
million
pound
less
than
we've
been
spending
in
the
last
couple
of
years.
But
it's
still
significantly
more
overall
than
we
spent
on
news
in
2015
2014,
2013
2012.
It
is
a
an
enormous
contribution
to
news
and
it
is
enough
to
deliver
high-quality
news,
the
most
comprehensive
news
right
across
Scotland.
You
want
to
yes,.
L
I
think
the
plan
that
we've
laid
out
with
the
5
million
pounds
per
year
of
investment
across
the
three
years,
which
is
the
15
million
pounds
to
create
better
content
to
create
new
pilots,
includes
a
million
pounds
of
savings
from
news
and
includes
a
further
million
pounds.
Saving
from
the
closure
of
STV.
So
it
is
fully
costed
and
the
news
budget
which
we've
been
very
open
about,
will
remain
around
9
million
pounds.
So
it's
roughly
twice
what
we're
spending
on
everything
else.
A
L
I
think
that
the
news
that
we
have
all
around
Scotland
is
differentiated
by
its
localness.
We
broadcast
news
from
four
different
new
centres.
Every
night
we
have
contributions
from
other
places.
The
contribution
that
we
have
from
Edinburgh
is
one
that
we're
very
proud
of.
It
reflects
the
capital
and
the
East
of
Scotland.
It
sits
alongside
the
program
that
we
have
for
Glasgow.
In
fact,
what
we're
going
to
do
is
reconstitute
the
central
belt
offering
so
that
people
will
still
see
a
very
rich
offering
of
material
from
both
east
and
west.
L
They
will
see
the
presenters
that
they
know
anchoring
stories
and,
of
course,
will
continue
to
have
dedicated
coverage
and
as
specialist
units
based
here
in
the
parliament,
so
we'll
continue
to
have
a
very
localised
and
very
different
offering
on
television
that
will
move
forward,
but
it
will
be
a
slightly
different
presentation
of
that,
but
we're
retaining
the
studio
base.
We
want
to
change
the
templates
of
the
program
because
we
want
to
reflect
changing
times.
C
C
The
enumeration
package
that's
been
offered
to
mr.
Petts
in
terms
of
the
annual
salary
process.
The
golden
hello.
There
are
companies
that
the
80
million
pound
pre-tax
profit
that
you've
spoken
about
already
the
inflated
dividends
to
shareholders,
which
I
understand
returns
in
2013,
but
our
honor
increasing
level
in
the
last
few
years,
and
that
doesn't
look
like
a
company
that
needs
to
make
this
level
of
cuts
and
I.
Think
it's
difficult
for
STV
to
justify
the
cuts.
C
K
K
What
we've
announced
it?
Actually,
what
we've
announced
overall
is
that
the
amount
that
we
will
return
to
shareholders
under
this
new
plan
will
reduce.
We've
announced
a
small
increase
to
the
dividend,
but
at
the
same
time,
as
you
have
seen
from
the
from
the
release
that
we
have
reduced
the
overall
amount
above
the
share
buyback
scheme
that
we
had
committed
to
last
year
under
previous
management,
it
was
gonna,
be
10
million.
K
We've
said
we're
not
going
to
give
10
million
back
to
shareholders
over
a
period
we're
going
to
give
7
and
we're
going
to
put
3
of
that
back
into
this
new
growth
plan,
so
actually
net
net.
We
are
giving
less
money
back
to
shareholders
under
this
new
plan.
But
yes,
it's
actually
right
that
we
distribute
our
profits
in
an
in
an
even
way,
first
of
all,
first
and
foremost
to
the
pension
plan,
where
many
members
are
still
in
employment
or
have
retired.
That
needs
to
be
robust.
K
It
needs
to
be
paid
for
then
into
investment
and
I've
already
outlined.
That's
where
the
money
additional
money
is
coming
from
to
invest
in
new
programming
into
new
technology
and
yet
also
to
to
our
shareholders,
who
have
been
very
patient,
who
sat
without
a
dividend
for
seven
years,
and
you
had
that
reintroduced
and
it's
fine
and
right
that
it
should
be
introduced
progressively
over
the
next
few
years,
but
they're
one
of
many
recipients
of
the
profits
that
STV
makes.
K
K
K
My
focus
here
is,
and
what
I'm
paid
to
do
is
to
make
difficult
decisions
in
order
to
grow
a
business,
and
that
is
exactly
what
I'm
trying
to
do.
It
is
a
strategy
that
overall
will
deliver
an
independent,
successful,
sustainable
STV
that
builds
for
the
future
and
that,
if
we
get
it
right
will
create
more
jobs
and
more
prosperity
and
make
sure
that
we
are
independent
long
into
the
future
and
take
real
advantage
of
what
is
a
wonderful
opportunity
to
put
the
Scottish
production
sector
right
back
on
the
map.
It's.
C
A
pity
there's
no
one
here
from
the
board
and
this
morning
and
while
perhaps
you
can
recognise
the
argument
that,
while
that
an
argument
made
that
you
will
receive
what
is
in
line
with
national
pay
structures,
the
cuts
that
we
made
to
the
news
service
will
look
like
it's:
reducing
the
Scottish
News
Service
to
regional
news
service
rather
than
a
national,
and
that
the
status
of
the
pea
doesn't
reflect
the
direction
the
news
coverage
is
hidden
within
the
other
thing.
I
went
to
tell
us
at
the
beginning.
C
You
said
damn
that
change
needs
to
be
done
the
right
way,
and
is
it
the
case
that
staff
found
out
about
the
cause
cuts
when
the
press
release
went
out
at
the
same
time
they
made
peace
found
out
about
it.
There
was
also
staff
who
were
told
about
redundancies
as
the
reduce
to
go
or
near,
and
can
you
understand
the
anger
and
distress
this
has
caused
among
the
new
staff?
Worth's
ftv?
Yes,.
K
But
let
me
let
me
give
you
my
side
of
the
story,
which
is
slightly
different
to
that.
First
of
all,
the
team
didn't
hear
about
it.
First,
in
a
press
release,
I
spoke
to
them
first
directly
on
the
morning
on
that
same
morning
that
same
morning,
in
meetings
from
8:00
a.m.
the
press,
release
didn't
go
out
until
later
than
that
we
are
under.
You
know
that
we're
under
an
obligation
as
a
listed
company
to
be
publishing
information.
At
the
same
time,
we
took
a
view
actually
that
we
could
talk
to
our
our
teams
first.
K
C
K
Actually,
that's
that's
not
true.
Either
we
exhausted
our
conversation
about
the
future
of
of
STV
with
our
teams.
We
had
working
groups
thinking
about
the
future,
not
just
of
that
channel,
but
of
our
overall
viewing
proposition,
whether
it
was
STV
or
something
else.
We
involved
many
different
people
from
across
the
organisation
to
give
their
views,
and
once
we've
come
to
a
internal
conclusion,
and
we
had
taken
that
conclusion
and
recommendation
to
our
board.
A
I
Should
see
from
the
start
I'm
both
a
member
of
the
national
unity
Ernest,
but
also
I
era,
where
this
week
had
a
private
meeting
with
mr.
Petts
and
just
to
address
the
letter
from
Margaret
Ford.
First,
very
brief.
Rick,
sir
she's
not
here
to
attend
certain
to
be
unfair.
To
ask
yourselves
to
do
so,
and
the
letter
states
that
mr.
Petts
that
European,
that
your
welcome
package
is
simply
a
reflection
of
market
rates
of
going
rates.
I
But,
as
the
chair
of
a
board
of
a
company,
miss
Ford
will
understand
that
market
rates
are
set
by
those
in
the
market
and
that
she
is
contributing
towards
that
kind
of
upward
wage
pressure.
The
people
who
say
at
market
rates
are
the
people
who
make
the
decisions
that
she
made,
including
for
your
salary,
but
to
look
at
wage
ratios
within
the
organisation
and
mr.
I
K
I
say
my
pay
is
a
matter
for
the
board.
That's
why
the
chair
of
the
board
wrote
to
you
I,
don't
think
it's
right
to
suggest
that
that
contributes
to
wage
inflation,
not
least
because
my
annual
wage
is
in
line
with
my
predecessors
wage
and
he
was
in
post
for
ten
years.
The
remuneration
strategy
is
is
approved
by
the
board.
It
is
completely
in
line
with
the
board's
recommendations.
It
was
approved
by
shareholders.
The
specific
joining
arrangements
were
approved
by
shareholders.
K
I've
been
brought
in
here
to
build
a
business,
not
sell
a
business
build
the
business.
That
is
what
I
am
focused
on
doing
purely
and
to
do
that,
we
need
to
invest.
We
also
need
to
take
tough
decisions.
We've
taken
decisions
to
seek
to
modernize
our
news
operation,
we've
taken
a
decision
to
face
into
the
harsh
reality
that
a
channel
which
our
team
were
doing
a
fantastic
job
running
on
very
little
resource,
simply
hasn't
worked.
K
I
And
we
will
discuss
that
in
more
detail
to
spec
with
the
issue
of
P,
you
talk
about
having
to
make
tough
decisions
and
harsh
reality.
You
this
year
will
receive
1.2
million
pound
in
total
earnings.
There
are
people
in
your
newsroom
on
18,000
pounds
a
year,
journalists
who
are
facing
redundancy
now.
The
harsh
decision
for
them
is
about
that's
their
livelihood,
and
it
must
be
incredibly
hard
for
them
to
stomach
that
when
they
see
people
at
the
other
end
of
the
organization
receiving
the
kind
of
renumeration
that
you
are.
I
K
How
difficult
the
situation
is
for
the
people
that
are
facing
redundancy?
It's
horrible.
It
is
a
very
difficult
situation.
We
have
made
a
series
of
difficult
decisions
that
have
a
real
impact
on
people's
lives.
We
have
done
that
in
order
to
be
able
to
grow
this
business,
to
use
the
savings
that
we
are
making
in
order
to
reinvest
for
the
future
and
also
take
some
of
the
profit
that
we
are
making
to
reinvest
for
the
future.
That
is
exactly
what
we're
doing,
but
do
I
understand
that
these
decisions
are
very
difficult
for
the
people
concerned.
K
Of
course,
I
do,
but
they
are
necessary
in
order
to
build
for
the
future.
That
is
what
companies
right
across
Scotland,
the
UK
and
the
world
have
to
do
every
day.
Pick
up
the
newspapers
every
morning
and
you'll
see
that
this
is
a
tough
economic
climate.
It's
the
same
for
us
and
if
you
don't
change
and
you
don't
invest
for
the
future,
don't
just
wait
for
trouble
to
happen.
Art
news,
which
is
very
well
respected
and
very
well
trusted
and
is
comprehensive,
actually
is
losing
audience
overall
by
around
15%
in
the
last.
K
In
the
last
five
years,
or
so,
we
have
not
yet
faced
into
the
challenges
of
digital
everyone.
These
days
consumes
news
in
a
very
different
way:
stories
break
in
people's
social
feeds
on
their
phones
rather
than
in
six
o'clock
bulletins.
If
we
don't
want
to
go
the
way
of
the
newspapers,
and
obviously
the
newspapers
are
the
reason
they
are
losing
so
much
viewership
is
that
the
news
is
already
known
to
people
before
the
newspapers
drop
in
through
the
map
every
morning.
K
If
we
don't
change
and
embrace
digital
properly,
then
our
audience
will
leave
us
at
an
even
greater
rate.
That
is
the
threat
that
we
face
and
yes,
it
does
involve
making
difficult
decisions,
but
the
decisions
we're
taking
are
to
go
where
our
audiences
are
our
under
55
s,
who
watch
s?
Tv
news
consume
more
s,
TV
news
online
and
on
the
move
than
they
do
on
television
70%
of
our
audience,
for
the
news
is
above
55
years
old.
We
have
to
change
to
engage
new
audiences.
K
A
F
Thank
you
very
much.
Well,
the
strengths
of
s
TV
in
the
past
has
been
reflecting
the
nation's
diversity
and
geographical
myths
and
in
terms
of
your
news,
Opie,
you
have
proportioning
to
cut
the
news
team,
an
STV
north
from
42
to
33
and
I.
Note
that,
due
to
committee
appearance
today,
there's
loss
of
TV
cameraman.
F
It's
a
the
committee
room
there,
but
in
the
north
and
northeast
of
Scotland,
I,
think
I'm
right
in
saying
you're
going
to
reduce
the
number
of
cameras
to
2
to
cover
the
whole
of
the
north
and
northeast
of
Scotland,
which
is
a
huge
diversity
of
graphical
area
and,
of
course,
you're.
Going
to
ask
the
remaining
reporters,
presumably
to
become
video
journalists
effective.
Does
that
not
just
simply
lead
to
less
news,
outputs,
and
also
in
the
relation
of
music
from
with
the
central
belt
in
Scotland.
K
Let
Bobby
come
in
on
the
detail
in
a
second,
but
we
have.
We
have
recommitted
to
our
licence
arrangements
and
recommitted
to
two
programs
from
SME,
North
and
Central.
We
haven't
thought
through
any
conversations
with
Ofcom
to
change
a
single
clause
of
our
public
service
commitments
and
actually,
what
we're
doing
in
SV
north
is
recommitting
to
a
long-term
future.
There
we
have
just
signed
a
15-year
lease
on
the
building.
We
have
plans
detailed
plans
to
upgrade
our
technology,
our
property,
to
upgrade
our
studio
to
HD.
K
You
made
a
point
that
the
number
of
cameras
would
would
reduce
us.
The
number
of
craft
cameras
overall,
the
number
of
cameras
in
the
field.
Therefore,
our
Live
capability
will
go
up
in
in
the
north,
from
15
to
18.
We
will
be
better
placed
to
cover
the
whole
breadth
of
that
part
of
the
country
than
we
ever
have
been.
Probably
some
of
the
detail,
I
think
the.
L
Difference
between
the
programs
that
you
see
in
the
central
belt
and
the
north
is
indeed
a
very
strong
feature
of
s:
TVs
news
output
and,
as
we
were
seeing
earlier
on,
we
have
two
versions
of
the
programme
in
the
north,
one
which
includes
material
exclusively
for
Aberdeen
in
the
north
and
one
which
includes
material
that
comes
out
of
our
Dundee
studio.
Again,
that
is
a
USP
of
STV
news
and
we're
very
proud
of
it.
But
it's
also
important
to
remember
that
the
north
team
is
not
creating
all
programme
themselves
every
day.
L
So
if
you
take
the
example
of
last
night,
just
for
example,
the
story
about
the
difficulty
of
finding
housing,
particularly
in
rural
areas,
was
covered
from
Ely,
which
is
exactly
on
the
border,
as
it
happens
between
STV,
central
and
STV
north,
but
that's
a
piece
that
was
carried
in
depth
by
both
our
programs.
If
I
all
three
of
the
programmes,
there
was
a
piece
about
the
vault
here
in
Parliament,
pardon
gay
men
for
previously
illegal
activity
that
has
since
been
decriminalized.
L
That
was
a
piece
that
was
covered
for
on
all
programs,
but
creators
in
the
central
belt.
There
was
a
piece
about
the
walls
of
TSB,
customer
etc,
which
was
carried
below
programs,
but
in
the
north,
the
sinking
of
the
data
center
into
the
sea,
which
was
done
out
of
Aberdeen,
was
a
piece
that
was
carried
by
teams
in
Edinburgh
and
in
Glasgow,
and
they
had
a
piece
on
the
conference
around
health
and
safety
in
the
offshore
industry
on
the
30th
anniversary
of
the
piper
offer
disaster.
L
So
you
have
a
combination
if
you're
a
viewer
in
Aberdeen
or
a
Norton,
a
or
Shetland
or
the
Western
Isles,
a
combination
of
material
that
is
from
your
patch
from
your
neighborhood
and
is
done
by
both
the
craft
cameras
and
the
video
journalists
of
the
future.
But
as
well
as
that,
there
are
stories
that
come
to
you
from
other
news
teams.
So
the
reliance
on
our
team
in
Aberdeen
is
for
the
stories
that
matter
in
that
patch
and
with
our
Inverness
team
and
our
Dundee
operation.
L
F
I
get
that,
but
from
everything
of
the
situation,
you're
going
to
ask
the
existing
workforce
or
the
smaller
workforce
to
do
more
with
less,
because
they'll
have
to
do
the
digital
plus,
what
to
do
just
now
and
and
what
you've
been
good
at
in
the
past.
There's
a
fishing
issue:
you
do
a
live
broadcast
from
Peter
head
or
from
lyrick.
If
there's
a
storm,
you
have
reporters
at
the
store,
I'm
doing
the
reports.
F
You
me
have
someone
else
say
that
air
force
in
my
own
constituency
this
mission
to
do
with
the
the
fleet
there
I,
don't
know
how
that's
gonna
be
possible.
Wes
cameraman
or
cameras
have
cameras
in
that
part
of
the
country,
and
it's
not
the
case.
Mr.
Healy,
you
send
an
email
to
your
staff.
Seeing
they've
got
to
concentrate
on
fewer
stories
in
the
future.
K
Contradicts
your
point
using
most
weeks
can
I
just
take
answer
the
point
about
and
asking
our
team
to
do
more
with
less,
because
that's
that's
not
what
we're
intending
to
do
at
all.
We're
asking
our
team
to
do
things
differently.
That
is
absolutely
the
case.
Firstly,
STV
2
News
will
cease
from
the
end
of
June.
There
are
many
bulletins
during
the
day,
including
many
that
are
made
in
Aberdeen.
Our
one
o'clock
7
o'clock
show
but
many
hourly
bulletins.
K
We
will
not
need
that
output,
so
the
amount
of
overall
output
required
from
the
north
team,
but
also
the
central
team
will,
would
you
we're
also
not
asking
our
teams
to
make
the
same
program.
We
are
asking
for
a
different
program,
we're
asking
for
a
different
mix:
more
lives.
We
will
have
more
cameras
in
the
field,
as
I
said,
so
there
is
more
chance
to
do
more
lives
from
the
length
and
breadth
of
the
country.
K
More
interviews,
fewer
packages,
therefore,
and
that
we
think
by
our
calculations-
and
we
are
in
discussion
with
our
teams
and
the
union's
about
precisely
this
point
later
today-
will
mean
that
the
workload
for
the
average
journalist
is
comparable
to
what
it
is
today.
That's
what
we
think
we
are
more
than
willing
to
discuss
and
show
how
that
is
the
case
and
that's
what
a
consultation
is
all
about.
We
are
a
couple
of
weeks
in
we
have
three
more
weeks
of
discussions
to
have,
and
those
are
the
sorts
of
important
questions
that
will
address
a.
F
Productive
discussions,
because
there
is
a
big
question
mark
all
the
resources,
but
it
must
have
been
if
you
sent
an
email
to
staff
in
STV
north
scene,
there's
to
be
concentration
of
fewer
stories
here.
Does
that
set
with
the
commitment
to
keeping
the
same
level
of
news
and
respecting
the
diversity
and
geographical
needs
of
an
area
of
scotland's
the
size
of
some
European
countries?
So.
L
What
we
are
doing
is
putting
equal
emphasis
on
digital
and
broadcast
and
as
a
legacy,
television
broadcaster,
even
though
we
have
a
successful
and
growing
digital
distribution,
and
it
reflects
the
way
that
people
now
get
their
news,
whether
it's
in
their
Facebook
feed,
they
see
on
Twitter,
they
use
our
app.
This
is
a
increasingly
fast
pace
of
change
in
media
distribution,
and
we
all
are
aware
of
that.
L
If
you
count
all
of
the
stories
that
we
make
every
day
across
those
platforms,
it's
roughly
50
to
60
per
day,
and
some
of
those
stories
got
a
lot
of
attention
and
they're
very
important
stories,
and
they
feature
prominently
on
television.
They
may
not
translate
online
currently
or
we
may
have
stories
that
are
a
different
mix
online.
L
Overall,
there
will
be
fewer
stories,
they'll
be
between
30
and
40
stories
a
day
as
opposed
to
50
to
60,
so
the
the
email
that
you're
paraphrasing
is
about
the
emphasis
on
doing
more
stories
in
a
detailed
and
different
way
and
using
those
stories
across
both
television
and
digital.
But
the
important
thing
here
is,
as
Simon
has
said,
with
the
reduction
in
output
and
the
moving
away
from
all
of
the
bulletins
on
STV,
which
is
a
considerable
overhead.
The
workload
will
be
comparable
in
future
for
people
creating
those
stories.
K
More
video
around
these
stories-
and
that
is
one
of
the
anomalies
I
found
when
I
arrived
here-
was
that
we
have
a
a
digital
team
who
are
focused
on
digital
news,
but
only
15%
of
the
stories
that
they
post
online
actually
have
a
video
attached
to
them
here,
a
television
company
that
should
be
our
USP
and
having
more
cameras
in
the
field
in
STV
north
from
15
to
18,
and
that
is
what
is
going
to
happen.
We
will
have
more
opportunity
to
show
more
video,
whether
it's
online
or
in
our
scheduled
bulletins.
K
That's
the
sort
of
more
flexible
future.
We
want
will
be
better
placed
to
report
the
region
and
report
the
country
as
a
whole.
We
really
believe
that,
and
we
haven't
just
conjured
this
idea
up
on
our
own
in
a
dark
room.
We
have
thought
very
carefully
about
this
move
from
journalists
to
multimedia
journalists
in
virtually
every
newsroom
in
every
broadcaster,
across
the
UK
and
around
the
world.
This
switch
to
multimedia
journalist
is
taking
place
or
actually
has
already
taken
place.
I'll
give
you
an
example:
eight
years
ago,
BBC
Wales
retrained
200
journalists
as
multimedia
journalists.
K
Yes,
it
takes
time
there
is
always
initially
cynicism
about
an
impact
on
on
quality,
because
we're
asking
people
to
do
things
differently,
but
with
the
right
support
and
a
proper
transition
phase,
which
is
what
we
are
offering
over
the
next
few
months.
Then
the
output
has
retained
its
quality
and
is
still
impressive
and
award-winning
by
the
way
in
the
yearly
news
Awards
the
RTS
news
awards.
There
is
a
very
good
mix
of
winners.
They
include
craft
camera
pieces,
they
include
video
journalists
pieces
alongside
each
other
and
faring
very
well
against
each
other.
K
A
I
just
come
in
there,
mr.
Pitt,
so
perhaps
I
should
declare
an
interest,
as
I
was
a
journalist
and
newspaper
executive
for
many
years
before
I
became
politician,
but
it's
journalists
who
create
news.
It's
not
technology
that
creates
news
and
I
wonder
if
you
could
answer
the
point,
that's
raised
by
their
new
G
that
you
will
be
the
only
national
news
service
in
the
UK
without
a
dedicated
digital
news
desk.
How
does
that
is
that
correct
and
how?
If
so,
how
does
that
square
with
your
approach
to
future
proofing,
your
news
service.
K
Everyone
will
be
a
digital
journalist,
that
is
the
big.
That
is
the
big
change
you
warn
of
a
digital
news.
This
know
will
have,
will
have
someone
right
at
the
top
of
the
news
organization
who
is
in
charge
of
digital
output
for
the
very
first
time
at
the
moment,
and
this
came
as
feedback
from
many
of
our
news
people
when
I
arrived
at
STV,
we
are
very
broadcast
focused.
We
are
very
focused
for
understandable
reasons
on
our
six
o'clock
bulletins,
and
it
does
very
well,
but
we
don't
embrace
digital
digital
is
a
separate
Island.
K
A
K
Will
all
be
digital
journalists?
We
will
have
many
more
cameras
in
the
field.
We
will
currently
have
30
in
the
future.
We'll
have
40.
We
currently
have
a
digital
team
who
sit
elsewhere
and
are
not
integrated
properly
into
the
newsroom.
We
will
have
an
intakes
editor
who
is
in
charge
of
bringing
in
the
news
for
digital
and
for
for
broadcast
and
then
sitting
alongside
them.
K
A
E
That
I
know
it's
difficult
to
see
what
the
end
result
of
that
may
be,
but
I
should
perhaps
start
with
a
positive
and
at
least
in
that
respect,
but
I
would
like
to
move
the
competition
onto
the
local
TV
situation
STV
to
and
some
of
the
circumstances
around
that
and
perhaps
unfair
mr.
Pitts
has
recently
joined
the
organization.
So
my
questions
maybe
more
direct
to
mr.
Haines.
But
can
you
tell
me
what
has
gone
so
catastrophically
wrong
with
su
v--'s
decision
to
enter
into
the
local
TV
market?
Well,.
L
I
think
that
when
the
local
TV
world
was
announced,
it
wasn't
clear
what
shape
that
would
take
and
how
it
would
shake
out,
and
we
were
interested
and
curious
to
try,
along
with
a
number
of
other
operators,
you'll,
be
aware
that
universally
around
the
country
there
has
been
a
commercial
challenge
to
making
these
work.
A
lot
of
the
operators
have
been
flattered
in
their
early
years.
L
If
you
like,
in
terms
of
revenue
by
money
that
they've
received
from
the
BBC
from
the
license
fee
settlement,
which
was
extra
cash
left
over
from
digital
switchover,
which
wasn't
spent
on
switchover,
people
were
able
to
apply
to
receive
money
from
BBC
in
order
to
supply
news
stories.
Stv
decided
to
take
none
of
that
money,
so
we
didn't
take
any
of
the
money
from
the
BBC
and
we
supplied
no
news
stories
for
the
BBC.
L
The
reality
is
that
I
think
the
commercial,
the
local
commercial
TV
model
has
been
really
flawed
in
how
it
was
how
it
was
set
up
and
not
until
we
got
into
this
and
were
actually
running
on
a
week-to-week
basis.
Did
we
understand
that
the
challenge
of
generating
a
new
channel
from
scratch,
which
is
like
a
mini
version
of
what
people
know
of
the
main
public
service
broadcast
journalist?
Oh
these?
This
is
a
mixed
genres
service,
which
unusually,
has
considerable
original
programs
to
make.
L
If
you
think
about
the
the
sky
or
the
Virgin
EPG
full
of
hundreds
of
channels,
the
first
five
channels
from
BBC
one
through
STV,
dad
Channel
five,
those
five
channels
create
and
invest
over
90%
of
the
money
in
new
programs
and
the
other
495
channels
spend
next
to
nothing
by
comparison.
It
is
very
difficult
to
create
and
establish
a
new
brand
in
that
marketplace,
and
one
of
the
things
that
has
become
clear
to
us
as
we've
run
these
services
for
four
years
since
the
inception
is
STV.
L
Glasgow
is
when
you
talk
to
people
in
focus
groups
as
I've
done
many
times,
and
when
you
do
research,
people
say
they
like
the
programmes.
There's
no
problem
with
that
with
the
idea
that
you
can
create
and
reflect
the
local
areas
and
I
think
our
team
has
done
a
fantastic
job
in
doing
that.
They've
they've
done
live
sports.
They
do
live
news
programs,
they
do
the
live
magazine
programme.
They
do
creative,
Late
Show
programming.
They
really
have
made
the
most
of
the
budget.
L
The
challenge
is
that
if
you
run
additional
programs-
and
the
news
is
a
good
example,
what
people
will
say
is
I
really
like
the
idea
of
a
7
o'clock
news,
4's
TV
news
tonight,
which
has
Scottish
and
UK
and
international
dimensions,
but
I'm
already
watching
the
news
at
6
o'clock
and
I
can
watch
the
news
at
10
o'clock
and
there's
channel
4
news.
That's
been
there
for
decades
that
I
can
also
watch.
It's
simply
the
case
that
the
the
reality
of
peak
time
television
viewing
is.
It
is
very
habitual.
L
So
people
go
to
the
soaps
that
they
know
they
go
to.
The
entertainment
shows
that
they
know
and
they
watch
the
big
dramas
that
change
at
9
o'clock,
and
this
is
bookended
at
6
o'clock
and
10
o'clock
by
flagship
news
programmes.
It
is
very,
very
difficult
on
a
commercial
basis
to
establish
a
presence
and
make
a
commercial
success
in
that
marketplace
and
that's
the
reality.
I.
K
Think
that
really
helps
to
understand
the
economics
of
local
TV
and
why
we've
made
the
decision
that
we've
made
because
STV
from
when
I
came
in,
have
certainly
given
local
television
a
a
very
good
shot
over
the
last
four
years
and
have
tried
very
hard
to
make
it
work.
We
have
lost
cumulatively
over
three
million
pounds
in
total.
From
running
this
channel,
we
spend
6
million
pounds
a
year,
marketing
STV.
K
I'll
give
you
a
couple
of
examples:
our
highly
lauded
seven
o'clock
news
news
service,
which
is
a
fantastic
mix
of
international
national
and
local,
gets
1,800
viewers,
not
even
18,000
1800
viewers,
News
at
6
gets
200
times
that
at
350
thousand
or
so
our
live
at
5
magazine
show
at
5
o'clock
in
the
afternoons
every
every
day
gets
2,100
viewers.
Our
late-night
talk
show
with
you
and
Cameron
gets
1300
viewers.
Our
news
at
one
gets
1300
viewers,
and
it's
not
that
we
just
have
to
be
patient
and
the
audience's
will
grow.
K
Unfortunately,
in
the
last
year
alone,
our
news
bulletins
on
STV
to
have
lost
over
75%
of
their
initial
audience
when
they
launched
it
simply
isn't
a
sustainable
model.
We
cannot
justify
asking
our
teams
to
make
shows
that
are
extremely
good
and
well
put
together
that
no
one
is
watching.
That
is
not
the
right
thing
to
do.
However,
there
are
some.
There
are
some
green
shoots
here.
There
are
certain
shows
that
have
worked
well
and
that
have
transferred,
therefore,
onto
the
main
channel.
K
So
there
is
an
opportunity
to
to
to
grow,
shows
out
of
the
SDV
to
model
our
decision
that
we've
taken
is.
It
is
not
economic
to
run
a
channel.
It
is
hugely
costly,
running
a
channel
satellite
capacity,
transmission
capacity,
other
other
technology.
We
have
decided
we're
going
to
use
that
money
to
invest
in
bigger,
better
fewer
programming.
Ok,
it
means
on
STV
main
channel,
appreciate.
E
That
there
are
very
fulfilled
answers,
but
we
are
quite
tighten
time
and
I
did
self
want
some
other
questions.
So
if
I
could
move
on,
that
would
be
great
I
mean
missing
you.
You
sound
almost
surprised
four
years
down
the
line
that
this
hasn't
worked.
I
mean
surely
when
you
went
into
this,
and
it's
also
worth
noting
that
you
do
sit
on
the
boards
of
the
local
TV
operator
operating
company,
so
you've
had
an
oversight
of
the
industry
in
its
entirety
across
the
UK
and
all
the
various
models
that
exist
you
know.
E
Do
you
think
you
made
the
wrong
decision
to
enter
this
market?
You've
wasted
three
million
pounds
where
a
situation
where
dozens
of
people
are
losing
their
jobs,
perhaps
as
a
result
of
some
of
those
wrong
decisions.
You
were
there
at
the
beginning
of
this
decision-making.
Do
you
not
accept
any
personal
responsibility
for
this?
Well.
L
Hindsight
is
always
20/20
and
actually
the
the
opportunity
in
television
and
in
media
and
the
combination
of
licenses
that
was
advertised
and
subsequently,
let
appear
to
us
to
be
complimentary
at
the
time
as
as
a
good
idea
to
go
alongside
the
existing
channel
through
service
which
have
we
said
previously,
is
also
very
well
known
and
characterized
by
its
localness,
as
opposed
to
other
TV
services
and
I.
Think
the
same
is
true
on
a
wider
scale.
Across
the
country
there
was
the
this
was
seen
somewhere
between
community
radio
and
local
radio
and
television.
L
The
reality
is,
nobody
knew
how
it
was
going
to
pan
out
I.
Think
we've,
given
it
our
best
shot.
I
think
we've
developed
some
amazing
properties
and
I.
Think,
although
we're
drawing
a
line
under
STV
to
itself
the
spirit
of
STV
2
in
terms
of
production
and
the
experience
is
moving
on
and
we
are
going
to
make
new
shows,
we
are
investing
in
content
with
an
engine
room
of
and
people
there
will.
L
We
will
need
to
increase
that
every
time
we
get
a
commission
either
for
ourselves,
for
our
regional
programming
on
STV
or
for
other
partners,
and
that
experience
that
we've
had
making
STV
2
shows
will
stand
us
in
good
stead
and
will
stand
the
people
in
good
stead
as
we
go
forward.
Hopefully,
they'll
continue
to
work
with
us
on
new
shows.
Not
all
of
them
will
immediately,
but
in
the
fullness
of
time.
If
we
grow
the
Scottish
sector
and
the
Scottish
economy
and
make
more
shows
over
time,
there
will
be
more
work
and
more
jobs
and.
E
One
final
questions
around
the
transfer
of
the
licences
to
the
New
York
Reiter.
What
do
diligence
and
processes
have
you
gone
through
for
this,
because
I'm
aware
that
the
company
that
will
be
taken
over
the
locally
license
and
Scotland?
Do
you
have
any
idea
what
they're
going
to
do
with
them?
The
director
of
the
business
that
runs
that
company
sits
alongside
you
on
the
board
of
Cormac.
So
how
is
that
process
done
in
terms
of
the
approval
from
the
board
and
indeed
the
shareholders
of
that
company?
E
What
structure
have
you
taken
in
terms
of
the
approach
of
the
transfer
of
the
licenses
and
what
guarantees
have
you
been
given
by
the
New
York
rate
of
these
local
TV
licenses
that
they
will
still
continue
to
provide
local
content,
develop
local
TV
talent,
creativity
in
Scotland,
and
invest
in
in
these
new
channels
that
they're
acquiring
from
you
I
feel
that
you
have
a
huge
responsibility
and
passing
over
these
licenses
to
new
operator
that
the
is
they
fulfill
their
obligations
and
that
you
took
over
when
you
took
the
license
on
in
the
first
place?
Well,.
L
The
reality,
of
course,
is
that
they
will
have
that
obligation
and
as
they
acquire
the
licenses,
and
we
are
in
exclusive
negotiation
with
them
just
now
with
a
view
to
them
acquiring
those
licenses.
In
the
event
that
that
happens,
and
we
have
every
reason
to
believe
it
will
at
the
point
where
they
assume
the
ownership
of
the
licenses
and
they
acquire
the
license
holding
companies.
All
of
the
obligations
will
pass
to
them
and
it
will
be
Ofcom,
quite
rightly,
that
hold
them
to
account
for
the
very
assets
and
the
obligations
that
you
describe.
J
If
I
could
ask
mr.
Pitts
about
your
earlier
statement
regarding
the
strategy
not
being
about
preparing
STV
for
sale,
because
there's
been
a
lot
of
speculation
about
that,
since
the
announcements
were
made,
my
understanding
is
that
your
meat
that
SUVs
mean
shareholder
is
a
activist
fund
called
crystal
amber.
Is
that
so
what
do
they
do?
They.
J
The
Telegraph
said
on
the
2nd
of
February
5
got
it
right,
so
the
19th
of
February
about
crystal
amber
that
the
correlation
between
companies
we
invest
in
which
are
subsequently
taken
over,
is
very
high.
Are
you
familiar
with
that
I'm
familiar
with,
and
so
do
you
have
any
worries
about
this?
This
being
your
major
shareholder?
No,
actually.
K
They
are
supportive
of
the
new
strategy
and
they're,
not
supportive
of
the
new
strategy,
because
we're
telling
them
we're
making
cuts
they're
supportive
of
the
new
strategy,
because
we've
set
out
a
plan
for
growth
and
that's
what
they
want
to
see.
They
want
to
see
a
company
like
any
other
company
on
the
foot,
see
or
any
other
stock
market
around
the
world
investing
to
grow,
whether
it's
in
digital
or
in
content
or
in
broadcasting.
They
have
been
extremely
supportive,
both
historically
as
I,
understand
it
before
my
time,
and
certainly
since
I've
come
here.
K
K
Under
their
website,
yeah
I
understand
that
I
am
I'm
very
clear
what
my
job
is
here.
My
job
here
is
to
put
in
place
a
strategy
that
delivers
an
independent
future
for
our
company.
That
is
a
growth
strategy
that
takes
advantage
of
the
huge
opportunity
we've
got
and
I
have
to
say
the
best
possible
defense
against
any
sort
of
takeover
is
investment
is
a
growth
strategy.
K
K
Mr.
Scott,
that's
that's
when
you
become
a
vulnerable
company
precisely
because
people
looking
on
from
outside
prospective
buyers
from
looking
on
outside,
see
you
not
making
ethical
decisions
and
know
that
they
could
easily
come
in,
make
those
decisions,
add
the
value
themselves
and
then
your
independence.
J
K
Can
tell
you
our
experience
of
crystal
amber,
so
you've
met
them
quite
regularly.
I've
met
them,
as
just
as
I
have
met
every
other
shareholder
since
I've
got
here.
Yeah
I
can
tell
you
our
experience
and
and
before
my
time
as
well
for
the
last
five
years
when
they
have
been
on
our
stock
register
that
they
have
been
nothing
but
supportive.
They
think,
as
we
do,
that
our
shares
are
undervalued,
that
we
have
a
growth
strategy
and
potential
in
Scotland
and
around
the
world.
K
That
is
much
greater
than
is
currently
being
reflected
in
our
in
our
share
price.
So
they
see
a
real
opportunity,
like
our
other
shareholders,
for
us
to
grow.
They
have
been
nothing
but
supportive
and
they
are
encouraging
us
to
invest
to
grow
our
business
for
the
future
and
that's
exactly
what
we've
done.
So
you.
J
K
K
G
They
say
that
we
need
fewer
journalists,
they
were
told
they
said
the
STV
stated.
We
need
hear
journalists
to
work
at
the
company,
as
we
will
be
covering
fewer
stories
and
I
believe
that
that
are
currently
ten
reporters
in
Aberdeen
for
part
time.
Six
full-time
and
the
proposals
are
to
cut
that
to
five
full-time
equivalents
and
what
the
makeup
of
that
is.
It
remains
to
be
seen.
L
Programs
will
be
doing
more
stories
in
greater
depth,
which
will
provide
greater
coverage
and
there'll
be
a
number
of
stories
that
we
have
on
the
website,
which
in
many
cases
are
actually
not
location,
specific
that
we
will
translate
to
both
broadcasts
and
digital
and
the
question
on
the
northeast
staffing
and
the
STV
North
stuffing
as
a
whole
I
think
it's
absolutely
right
to
say
that
we're
retaining
our
configuration
of
licenses
exactly
the
same
as
it
currently
is,
and
it
is
the
most
localized
news
service
anywhere
across
Scotland.
We've
got
strong
presence
in
Inverness.
L
We've
got
a
strong
presence
in
Aberdeen
and
in
Dundee,
but
our
output
will
be
changing
and
in
fact,
when
we
close
STV
to
a
lot
of
the
material.
That's
currently
seen
on
STV
to
is
created
and
prepared
in
Aberdeen.
That's
a
considerable
workload
that
will
no
longer
be
part
of
the
daily
mix
there.
We
have
in
plans,
most
importantly,
the
provision
to
go
to
more
cameras
across
all
parts
of
Scotland.
I
mean
the
change
in
technology,
and
this
is
by
the
way,
not
that
we
start
doing
this
from
scratch.
K
Editorial
roles
that
are
at
risk,
it's
3
and
we
will
be
seeking
to
and
are
confident
we
can
minimize
any
compulsion
redundancies
there
through
through
VR,
and
it's
worth
saying
again
that
we
we
know
this
model
works
in
other
news
operations,
we've
seen
it
I
sat
on
the
board
of
ITN
for
10
years.
I
have
seen
this
done.
It
is
being
done
in
Sky
in
the
BBC
in
ITV,
in
CNN,
in
CBC
in
Canada.
Many
of
them
started
this
process
8
to
10
years
ago.
K
K
It's
also
an
opportunity
to
learn
new
skills
for
a
number
of
journalists
who
might
want
that
for
their
career,
at
STV
and
and
and
and
beyond,
but
we
are
confident
not
because
we've
made
this
up
on
our
own
in
a
room,
but
because
we've
seen
it
done,
we've
spoken
to
many
newsrooms
who
have
also
done
it
done
it
and
been
through
these
changes.
It's
not
easy.
At
the
start,
there
is
cynicism
and
skepticism
about
an
impact
on
quality,
but
over
time
it
has
proven
to
work.
K
G
Just
have
to
say,
though,
I
mean
I
do
think
that
you
see
that
there's
a
comfortable
work
Lord
but
I
just
don't
see
how
that
can
be
the
case
when
Neil
you
aren't
expecting
the
reporters
that
you
do
have
to
do
more
and
there
will
be
less
less
of
them
and
I
think
that
I
know
that
you
say
there'll
be
more
in-depth
stories,
but
again
I
think
I
do
think
the
local
element
of
that
will
suffer
to
me.
One
of
the
main
USPS
of
STV
has
been
the
local
element
of
it.
G
I've
been
involved
in
campaigns
as
I'm
sure
many
people
are
doing.
This
table
have
been
picked
up
by
by
STV,
where
I'm
not
touched
by
de
port
in
Scotland,
which
always
seems
to
be
a
predominantly
central
belt
focused
and
you
struggle
to
get
stories
from
the
Northeast
at
anyway,
beyond
the
central
Bell
enter
the
news
and
I
think
that
the
situation
also
reminds
me
of
what
we've
seen
in
the
plinth
media
I
mean
I,
guess
I
represent
the
North
half
the
Angus.
G
L
Well,
we're
very
confident
that
the
strengths
that
you
describe
absolutely
underpinned
by
this
strategy
and
what
we've
learned
from
the
newspapers
is
how
not
to
do
it,
and
that
is
exactly
why
we've
reaffirmed
our
commitment
to
our
Deen.
We've
got
a
big
technical
change
happening
in
our
Aberdeen
Studios,
which
will
take
us
into
the
HD
world,
we're
upgrading
our
Dundee
facility
and
we're
upgrading
Inverness
for
the
very
reasons
that
you
described
in
order
to
maintain
our
local
nurse.
The
way
that
we
gather
news
will
change,
but
the
world
is
changing
around
us.
L
The
use
of
smartphones
to
create
content
by
everybody
has
been
a
revolution
and
actually,
at
a
similar
level,
the
world
of
television
news
gathering
is
changing
as
well
as
Simon
has
said
in
newsrooms
across
the
world,
so
we're
absolutely
committed
to
the
North
programme
for
the
strengths
that
we
described
earlier
on,
as
I
was
pointing
out
to
mr.
Lochhead.
L
It
is,
of
course,
a
combination
of
stories
from
the
Northeast
and
from
the
north
of
Scotland,
as
well
as
stories
of
residents
that
are
important
to
people
in
Aberdeen,
even
though
they
don't
happen
in
Aberdeen,
because
they're
important
to
Scotland
as
a
whole.
That
combination
is
our
strength
in
the
north
and
has
been
for
decades
and
will
continue
to
be
so.
D
Can
I
also
indicate
I
had
a
meeting
with
mr.
Pitts
earlier
this
week
earlier
than
evidence?
Mr.
Pitts,
you
said
that
you
had
thought
very
carefully
about
this
move.
As
far
as
I
can
see,
this
entire
saga
has
been
a
public
relations
disaster
for
STV.
You
are
damaged
in
the
community.
You
are
damaged
in
the
industry
and
you're
hitting
the
headlines
for
all
the
wrong
reasons.
D
We've
heard
today
from
others
about
the
LOC,
lack
of
regional
and
national
news
and
I've
not
heard
anything
for
me
that
gives
me
confidence
that
that's
not
going
to
be
the
case.
We've
also
talked
about
the
staff
and
how
they've
been
managing
the
situation
and
I
think
as
an
industry
they've
been
very
good
at
coping
with
change
and
having
to
be
asked
to
do
things
but
I
think
you're,
not
asking
them
to
multitask,
even
more
than
they
ever
had
before
you.
You
talk
about
being
a
trusted
voice
in
Scottish
news
and
current
affairs.
D
K
My
job
here
is
not
to
conduct
a
public
relations
exercise
it's
to
set
out
a
plan
to
grow
our
business
that
our
viewers,
our
team,
our
shareholders,
all
believe
in
I,
have
a
lot
of
support
at
STV
to
deliver
this
strategy.
It
is
the
right
strategy
for
the
business
it
invests
for
the
future.
It
puts
new
content,
digital
expansion,
but
also
yes,
news
front
and
center.
In
what
we're
doing
we
want
to
be
Scotland's
home
of
news
and
entertainment.
K
We
will
still
be
investing
more
in
news
than
anything
else,
and
yes,
you're
right,
the
the
prize
of
being
trusted
and
being
comprehensive
and
being
the
best
news
service
in
Scotland
is
hard
fought
and
it's
hard
won,
and
we
do
not
want
to
undermine
that.
We
have
no
intention
of
doing
so.
That's
why
we're
committing
to
not
touch
a
single
Clause
of
our
public
service
licenses.
What
we
are
doing
is
modernizing
to
prepare
ourselves
for
a
future
that
is
frankly
already
here.
People
consume
news.
K
You
consume
news
in
a
very,
very
different
way
to
how
we
did
five
years
ago,
and
it
is
accelerating.
It's
not
slowing
down.
I
have
a
duty
on
behalf
of
not
just
shareholders
but
viewers,
and
also
our
team
to
prepare
our
business
for
the
future.
Yes,
that
involves
taking
some
tough
decisions
that
aren't
always
popular
in
every
corner
of
the
country
or
in
every
corner
of
my
organization,
but
that's
what
I'm
paid
to
do.
That's
what
I've
done.
I
am
very
confident
that,
with
a
very
talented
team,
we
will
deliver
on
that
grow
strategy.
K
I'm
purely
focused
on
doing
that
and
I
hope
that
today
marks
the
start
of
a
wider
understanding
of
why
we're
doing
this.
In
the
first
place,
we
have
a
wonderful
opportunity.
This
committee
has
spent
many
weeks
thinking
about
the
future
of
Scottish
green.
We
have
a
huge
opportunity
ahead
of
us
that
currently
we
simply
do
not
make
the
best
of
to
put
the
Scottish
television
sector
right
back
on
the
map.
We
do
not
yet
wait.
We
need
returning
series
made
by
Scottish
production
companies.
I
intend
for
STV
to
be
absolutely
at
the
forefront
of
that.
K
It
takes
investment.
It
takes
skill.
It
takes
working
with
the
best
creative
talent
in
the
industry,
whether
it's
news
or
current
affairs,
and
to
your
point
about
current
affairs.
We
have
a
wonderful
program,
school
called
Scotland
tonight,
which
hopefully
you
all
watch
and
unsure
a
number
of
you
have
appeared
on
we're,
not
touching
Scotland
tonight,
we're
very
proud
of
it.
It
has
a
long
term
future.
We
don't
do
that
because
we
have
a
requirement
to
do
it
under
our
public
service
licences.
D
You,
but
you
must
acknowledge
the
frustrations
that
you
have
created
in
this
situation.
Of
course,
I'm
and
the
anxiety
there
is
no
idea
and,
as
I
say,
to
do
you've
had
the
opportunity
to
come
here
and
give
us
the
points
that
you
raised,
and
you
have
put
forward
your
case
but
as
I
say,
I'm,
yet
to
be
convinced
that
the
case
that
you
are
putting
forward
is
going
to
enhance
STV
in
Scotland
as
a
news
and
current
affairs
programme.
We.
K
H
Good
morning
panel
elder
on
you
mentioned
the
working
groups
on
discussions
are
undergoing,
and
can
you
provide
a
bit
more
information
about
these
working
groups
when
you
started
he
was
involved
with
them
and
when
you
anticipate
that
they
will
actually
be,
and
they
will
fulfill
their
particular
role.
So.
L
We're
in
a
formal
consultation
process,
which
is
around
the
changes
that
we
are
proceeding
with
and
as
a
statutory
basis.
That
would
be
a
month,
in
fact,
we're
going
longer
than
a
month
to
give
people
more
detail
and
more
time
to
consider
how
the
changes
might
work.
That
is
around
the
structure
and
the
detail
of
how
people's
rules
may
be
impacted
than.
L
However,
they
might
change
at
the
same
time
we're
starting
to
build
the
future
vision
of
news
from
the
news
getting
that
we've
talked
extensively
about
today
and
also
the
point
that
we've
just
made,
which
is
how
this
actually
looks
not
just
on
television
screens
but
on
smartphones
and
websites,
and
so
and
so
forth.
We
are
going
to
start
a
number
of
those
work
streams.
L
H
L
There
there
are
two
slightly
separate
processes:
one
is
about
jobs
and
structure,
which
is
the
consultation
process
once
we
are
downstream
of
that,
there
is
the
actual
process
of
working
out
exactly
what
our
news
will
look
like
in
future,
based
on
the
VAT,
the
vision
and
the
plan
and
the
ambitions
that
we
have.
Okay,.
K
We
are
right
in
the
process
of
doing
that.
We've
already
published
job
specs
for
assistant,
editor
multimedia
journalist
assistant
producer
production,
journalist,
multi-skilled
tech
operator,
SMG,
engineer,
multimedia,
graphics
coordinator.
So
we
are.
We
are
already
doing
this.
We
are
providing
our
teams
with
the
information
they
need
to
make
informed
decisions
about
whether
they
want
to
be
part
of
the
new
world
of
STV
news.
K
B
K
Understanding
of
that
and
I
wasn't
in
the
room
when
that
conversation
took
place.
My
understanding
of
it
from
our
team
was
that
that
person
was
given
the
chance
to
or
the
the
the
option
to
either
hear
what
the
impact
of
these
changes
were
on
his
or
her
future
or
to
wait
until
after
the
news,
and
they
chose
to
hear
it
now.
That
is
my
understanding
of
the
situation.
If
it's
the
same
example
that
you're
talking
about,
but
we
have
to
give
people
a
choices.
K
Actually
what
we've
done
there
has
been
concern
about
the
provision
of
information,
and
these
things
are
difficult
and
they
take
time
and
we've
taken
a
couple
of
decisions
at
the
start
of
the
process
that
we
don't
regret.
That
were
the
right
things
to
do,
but
that
have
had
the
effect
of
information
taking
time
to
come
out
to
the
rest
of
the
group
and
the
first
of
those
decisions
was
that
we
wanted
to
talk
to
every
individual
one-on-one
about
in
a
private
conversation
about
the
impact
of
these
proposals
on
their
future
careers.
We
didn't
want.
K
We
took
the
decision
not
to
give
everyone
all
information
all
at
once
in
a
group
situation,
because
the
worry
was
that
individuals
would
be
able
to
identify
that
their
roles
were
at
risk,
and
would
you
rather
find
out
in
in
a
group
in
front
of
all
of
your
peers
that
your
role
is
at
risk?
Or
would
you
rather
have
that
in
a
private
conversation
we
thought
the
best
thing
to
do
was
the
latter.
The
consequence
of
that
is
that
we
had
to
have
close
to
200
conversations
at
one-on-one
conversations
which
took
time.
K
The
second
decision
we
took
was
that
we
were
going
to
prioritize
those
one-on-one
meetings
with
our
STD
2
team,
because
the
news
that
they
had
heard
that
day
were
there
was
somewhat
more
definitive
around
the
closure
of
the
channel
again
that
took
time
and
meant
that
we
didn't
get
to
the
news
team
until
slightly
I
appreciate
there
are
always
concerns.
You
can
never
have
enough
information
about
the
impact
on
your
on
your
job
or
future
career.
That's
also
why
we
listen
to
the
team
and
have
extended
the
deadlines
here.
K
We
extended
the
voluntary
redundancy
deadline
until
tomorrow.
We've
extended
the
consultation
deadline
by
two
weeks
to
the
end
of
June.
We
don't
want
to
rush
our
teams
into
making
decisions,
and
we
won't
do
that.
We
haven't
got
a
savings
target
by
a
certain
time
that
we
are
tying
ourselves
to.
We
want
to
manage
this
transition
in
the
right
way
and
give
people
the
right
support
and
training
to
face
into
the
the
new
way.
We're
organizing
news
can.
H
K
K
There
will
be
some
people
in
the
new
team
that
have
that
have
been
trained
already
as
video
journalists
and
have
only
been
at
STV
a
little
while
and
are
fresh,
maybe
out
of
college
or
university,
and
there
will
be
others
who
haven't
been
trained
and
that
will
take
a
bit
more
time,
therefore,
to
be
fully
trained
as
a
multimedia
journalist,
but
will
be
more
experienced
through
the
experience
that
they've
accumulated
working
on
STV
for
a
number
of
years.
We
want
that
mix
of
skills
in
our
team.
A
M
Thank
you
for
the
opportunity
to
convene
I
realize
you're
short
of
time,
so
I
wanted
to
cover
ground.
That's
already
been
covered.
I
am
excited
about
the
opportunity.
You've
talked
about
for
the
development
of
new
drama.
It's
something
I
pursued
with
your
predecessor
over
many
years
and
without
much
success.
You
referred
to
previous
big
chose.
Taggart,
take
the
high
road
those
were
commissioned
in
an
era
where
the
independent
itv
network
was
still
a
mix
of
a
number
of
smaller
companies.
It's
now
consolidated
into
ITV
and
STV
the
drama
Commission's.
M
M
No
for
STV
to
actually
break
into
the
itv
network
because
it's
been
suggested
that
they
are
almost
insurmountable
because
they
see
the
itv
network
for
drama
is
something
that
is
much
more
sort
of
centralized
and
therefore
much
harder
for
STV
to
break
into
with
new
drama
commissioning,
because
those
returning
series
in
terms
of
the
screen
enquiry
that
the
committee
is
otherwise
looking
at,
are
very,
very
important.
Along
with
the
BBC
and
the
streaming
services
to
the
larger,
wider
creative
industries
in
Scotland.
That's.
K
A
good
question
because
it
is,
it
is
more
difficult
to
break
into
the
itv
network
these
days,
for
one
simple
reason
that
ITV,
but
also
every
other
broadcaster
around
the
world
are
trying
to
make
their
own
shows
so
ITV
want
to
Commission
their
own
drama
departments
and
their
own
drama
labels
to
make
drama.
Of
course,
they
are
under
an
obligation
and
they
adhere
to
it
to
to
Commission
on
merit.
So
if
we've
got
a
good
enough
idea
that
is
exciting
and
will
drive
an
audience,
then
I'm
sure
they
will
listen.
Another
obstacle
is
is
money.
K
To
be
honest,
the
reason
we
are
focused
at
least
initially
on
making
drama
for
other
networks
is
that
the
economics
are
easier
for
us.
It
means
that
BBC
or
another
commissioning
broadcaster
will
put
up
some
of
the
money.
We
will
put
up
some
of
the
money.
An
international
distributor
will
put
up
some
money.
Increasingly,
you
have
to
have
a
patchwork
funding
model
for
these
dramas
in
order
that
they
are
properly
financed
to
the
to
the
level
of
quality.
K
That's
required
for
people
these
days,
but
we
have
some
hope
that
we'll
be
able
to
co-produce
in
the
future
dramas
for
channel.
It
won't
be
immediately.
The
15
million
pounds
is
focused
on
other
types
of
programming,
at
least
initially,
but
I
don't
know
about
you.
I
I
watch,
Shetland
on
BBC
and
I
have
mixed
feelings.
One
I
think
that
is
a
brilliant
show
and
two
I
think
why
don't
we
make
it?
K
It
is
frustrating
that
that
is
being
made
by
a
company
outside
of
Scotland
when
it
is
so
obvious
that
we
should
be
doing
things
like
that.
So,
in
the
face
of
that
we've
done
what
we
think
is
the
next
best
thing:
the
lady
who
created
both
Shetland
and
Vera
Elaine
Collins,
who
celebrated
Scottish
producer
and
creator.
We
have
just
done
an
exclusive
deal
with.
She
now
works
in
partnership
with
STV
productions.
K
The
next
drama
she
makes
will
be
made
exclusively
with
STV
and
we
are
extremely
excited
to
be
working
with
her,
but
it's
that
sort
of
investment
and
partnership
with
talent
that
we
need
in
order
to
make
sure
that
the
Scottish
creative
economy
really
punches
its
weight
going
forwards,
and
we
are
it
costs
money.
It
takes
time,
it
will
require
piloting
and
trial
and
error,
but
we
hope
to
get
there.
E
K
I'm
not
saying
this
is
easy
and
nor
is
Bobby,
but
it's
necessary,
and
we
have
made
these
judgments
based
on
a
lot
of
evidence
from
other
news
organizations
bigger
than
us
that
have
been
through
similar
exercises
and
they
have
been
through
it
in
a
similar
way.
First,
there
is
concern
and
a
bit
of
cynicism
about
how
this
will
work
in
practice
and
I
totally
understand
that
it
is
a
brand
new
way
of
working
for
some,
for
some
they've
already
been
doing
it
for
many
years
since
the
start
of
their
careers.
K
So
there
is
concern
about
how
it
will
work.
There
is
understandably
concern
about
workloads.
We've
sought
to
respond
to
those
concerns
by
saying
you'll
have
support
and
training,
and
we
won't
be
asking
you
to
do
the
same
as
we're
asking
you
to
do
today,
because
there
will
be
less
news
as
a
result
of
the
STV
two
changes,
so
there's
just
fewer
bulletins
that
we're
doing
as
a
result
and
as
a
result
of
a
change
in
mix.
K
Think
people
would
have
a
point,
but
I
totally
accept
that
some
of
the
STV
news
team
are
not
there
yet
and
I
totally
accept
that
there
is
concern
and
genuinely
felt
concern
about
quality
and
that's
what's
driving
most
of
of
the
questioning,
both
here
and
also
back
at
STV,
and
we
have
to
work
with
the
teams-
and
it
continues
this
afternoon
with
a
conversation
with
the
unions
and
the
and
the
representatives
of
STV
about
quality.
In
news
where
we
will
share
our
understanding
of
how
this
should
work
going
forward.
K
A
I
just
interviewed
in
terms
of
Jim
Jamie
and
greens
question
there.
Perhaps
the
solution
might
be
to
release
the
consultant's
report
that
DME
media
did
for
you,
which
I
understand
hasn't
been
shared
with
the
staff,
but
is
used
to
justify
the
changes
that
you've
made.
Perhaps
if
you
really
start
to
the
committee,
we
could
see
what
they
what
the
truth
is
between
the
two
different
versions
of
events.
Well,.
K
We
will
consider
that
and
we'll
come
back
to
you
on
it.
The
news
team
at
DMA
media
who
were
engaged
to
work
with
us
are
experts
in
their
field.
There
are
very
few,
they
might
even
be
the
only
expert
news,
consultancy
out
there,
the
people
that
did
the
work,
journalists
that
have
worked
on
Sky,
BBC
news,
ITV
News,
have
worked
with
many
international
customers
down
the
down
the
years.
K
K
A
I
Thanks
commuter
and
I'll
be
very
brief
and
just
very
quickly.
Mr.
plaits,
you
mentioned
earlier
on
you're
surprised
at
the
lack
of
stories
that
were
going
up
online
without
video
contents
been
pointed
out
on
social
media
during
the
course
of
this
meeting,
the
SDV
used
to
have
a
dedicated
digital
video
team,
but
that
was
lost
as
a
result
of
previous
cuts
and
staff
were
made
redundant,
which
brings
us
back
to
this
point
of
remaining
staff
doing
more
with
less.
The
final
question
I
wanted
to
ask
is
in
relation
to
industrial
action.
I
There
are
staff
balloting
at
the
moment
and
I
wouldn't
want
to
preempt
that
ballot,
but
as
incoming
or
relatively
recent,
a
chief
executive.
Wonder
if
you
could
clarify
your
position
in
relation
to
industrial
action
and
if
you
could
confirm
that
you
would
not
employ
any
tactics
that
would
undermine
action
taken
by
your
staff.
I
K
Obviously,
we
hope
to
avoid
industrial
action
if
it's
all
possible
anything
that's
for
anyone.
Once
we
are
engaged
in
a
an
extensive
consultation
with
our
teams
and
with
the
unions,
we
are
providing
lots
of
information
in
order
for
the
teams
to
make
informed
decisions.
I
said
earlier
that
later
this
afternoon,
we
have
another
meeting
with
the
unions,
where
we're
talking
specifically
about
maintaining
quality
and
how
we,
how
we
intend
to
do
that
and
hearing
their
views
and
other
represents
his
views
on
it.
K
We
have
extended
those
consultation
deadlines
in
order
that
we
can
have
a
full
conversation.
You
have
a
full
three
weeks
to
go
of
discussions.
I
really
hope
that
we
will
be
able
to
avoid
industrial
action.
Obviously,
if
it
happens,
we
will
deal
with
it
and
as
regards
tactics,
I'm,
not
sure,
I,
understand
what
you
mean.
We
will
be
playing
a
straight
bat
and
trying
to
do
what's
best
for
the
future
of
our
business.
Thank.
A
A
A
K
That's
something
that
should
be
considered
in
the
round.
I
noticed
that
a
note
that
there
is
a
BBC
commitment.
There
is
a
new
channel
for
commitment.
They
are
publicly
owned
organizations
and
I.
Think
it's
right
that
the
bar
is
is
set
slightly
higher
for
ITV.
The
conundrum
is
always
to
balance
the
level
of
the
obligations,
and
that
includes
STV
to
the
level
of
the
obligations
with
the
benefit
of
holding
the
licences,
and
those
benefits
are
slightly.
A
K
Stv,
which
is
part
of
channel
3
convener,
we
are
under
very
similar
obligations
to
the
itv
network,
and
the
balance
is
always
is
the
is
the
value
of
the
licence
enough
to
justify
imposing
further
restrictions,
and
in
this
day
of
digits
and
vaad,
that
balance
is
much
more
coming
into
question.
Sorry.