Overview of technology_visions_v30a_mar_11_blog

BBC Technology Strategy Technology Vision Statements March 2011BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Contents and Structure of this pack This pack contains a consolidated view of the summary visions for all areas of the BBC’s technology strategy. This document is an addendum to the BBC’s overall technology strategy published in January 2010. for details go to: http://www.bbc.co.uk/blogs/bbcinternet/img/Technology_Strategy_Public_Master_FINAL_25_01_10.pdfBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

BBC Technology Strategy Map Audience Facing Line Of Business Enterprise Infrastructure Transcoding & media Broadcast distribution Content acquisition Bureaux movement High definition Development platforms Servers Data centres & technology Stereoscopic 3D Studios Enterprise portal accommodation Vehicles Enterprise integration Storage Internet distribution Business systems Networks Red Button Service management Cloud Online Search Databases Media asset and metadata Virtualisation management Archive access, management & digital archive storage Rights management Desktops & client services Telephony, messaging, collaboration Broadcast content production Accessibility & usability systems Online content production and Environmental management Post production systems Information security Broadcast publishing systemsBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Broadcast Distribution Vision Statement Complete the migration from analogue to digital television transmission while enabling new service launches and developing the next generation of broadcast and hybrid distribution technologies Roll out the Digital Switchover programme across the whole UK to complete by end 2012 • Achieve 98.5% coverage of BBC services on DTT (by population) • Decommission legacy analogue and low power DTT infrastructure Roll out HD on DTT to the agreed timetable (increasingly synchronised with DSO roll-out during 2010) Use advances in HD and audio encoding technologies (H.264 and HE-AAC) and modulation technologies (DVB-S2) to optimise capacity use and release capacity for further HD services on DTT (with a target of 5 by 2012) and DSAT Plan and roll out national DAB across the UK to achieve c.92% coverage by population by 2011. Support the promotion of digital radio and a radio switchover in the longer term Support where possible the aspirations of event-driven broadcasting (including London 2012) Develop a single view of metadata across IP and broadcast delivery to enable integrated service propositions whether editorially or operationally motivated (PushVoD, IP mitigation) Develop a single view for service delivery across hybrid broadcast/IP platforms to enable rich, interactive and personalised services to be delivered Take a leading role in the research and development of next generation broadcast distribution technologies (video encoding, NGH)BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

High Definition Vision Statement Enable HD to become an integral and seamless capability in all of the BBCs content acquisition, production, storage and distribution activities HD shall be "business as usual" BBC by 2012/13 because: • It will be the benchmark quality level expected by the viewing audience, • The HD standard is one of the key enablers of the transformation to an efficient end to end digital TV operation The BBC exclusively supports the 1920 x 1080 HD standard (so called Full HD by the consumer market) for programme making using a range of frame rates and the delivery of programmes with multi-channel audio (surround sound). The BBC believes HD must meet a minimum quality threshold on all delivery platforms in order to maintain the quality of its HD services the BBC. To enable this to happen: • HD should not continue to be a separate technology programme. The vision is to have HD as an integral part of all the activities of the BBC. This vision will make "HD business as usual" by the end of FY 2012/13 • HD standards for programme making, programme exchange and archive will be aligned. The BBC will work with other UK broadcasters to produce common delivery standards for tape and file based HD programmes • Only platforms capable of meeting a minimum standard will have HD branding. The BBC will continue to work to achieve this standard on all suitable platforms • The entire backbone infrastructure of the organisation must support HD. This requires the BBC contribution infrastructure to have sufficient capacity to address the increase in file sizes, bit rates while at the same time be sufficiently flexible to handle a wide range of codecs • There will be no separate HD investment programme. The BBC will ensure that any new technology investment will be “HD ready”. HD will be embedded into all infrastructure and equipment investment programs • We will address the lack of multi-channel audio (considered an integral part of the HD viewing experience). This vision will make the output of BBC HD 100% surround on all platformsBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Stereoscopic 3D Vision Statement The BBC will be responsive to possible changes in the Stereoscopic 3D landscape and explore the opportunities it offers programmes and audiences. To protect the BBC’s position as a world leader for programme production and innovation the BBC will investigate, the technology challenges S3D produces through a series of trials. The BBC will also help to drive the setting of standards and workflows that are needed to successfully deliver S3D. S3D is a consumer display manufacturer driven technology. Much of the current hype has come from the success of recent movie titles and the imminent release of these on Blu-Ray. There is no standardisation of the technologies for acquisition, post production, contribution or distribution of S3D. This approach is likely to suit a smaller but better funded number of players in the movie industry. Within the broader, more diverse and often less well funded television making community a lack of standardisation would be a more significant issue; not just for S3D as a format but also in financial terms for the producers and commissioning broadcasters. The BBC has stated publicly that it will not be investing in S3D programme making but intends to continue to investigate via limited trials and commercially available equipment. The BBC will also take an active role in standards bodies and with manufacturers to ensure there is simple and affordable technology in place if and when programmes are required in S3D. Note: this strategy is expected to have a limited life (estimated until mid-2012). It is anticipated that at this point either a full BBC S3D programme strategy will be developed or the current S3D standards fail to deliver / take off. The S3D strategy ASSUMES the source is HD and is totally dependent on an integrated BBC HD strategy being implemented (as per the HD Tech Strategy).BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Content Acquisition Vision Statement To move to file based high definition capable acquisition technologies to enable the BBC to migrate to a fully digital and connected solution which will improve production efficiency and content sharing All new acquisition technology will support HD and record to file based, solid state media 1. The choice of acquisition formats, codecs and bitrates for the types of content category, Live/as Live; Journalism and Recorded for Future Transmission will be based on BBC HD guidelines and their alignment with the end to end production chain. http://www.bbc.co.uk/commissioning/production/hd.shtml 2. Formats will vary according to workflow and genre. High end drama, documentaries, entertainment, studio output and events will operate at the upper end, using 100Mbps AVCi or higher, with observational documentaries and more general programming using minimum bitrates of 50Mbps 3. For specific reasons, and subject to approval of the Architecture Council, certain areas and uses may fall beneath the minimum HD and audio standards. Initial areas are Journalism (reasons of newsworthiness and speed to air); miniature cameras in factual programming (reasons of acquisition circumstances). For file based SD operation, the SD codec strategy for Journalism should be followed 4. Audio and Music will use the BWAV format in line with DQ requirements http://www.bbc.co.uk/guidelines/dq/contents/radio.shtml and will not use bit-rate reduced formats for capture 5. Video and audio content can also be acquired lower than BBC HD guidelines, where editorial demands mean that either quality cannot be maintained or where output to the HD channel is not required initially or cannot reasonably expected in future. However opportunity should be taken to capture at the highest possible quality for archive and re-use 6. To enable connected and efficient workflows, all file based camcorders will be expected to support MXF operational patterns OP1A or OPATOM 7. Interfaces will be aligned between acquisition devices and broadcast content production areas and with current and future major projects. These will be overseen and approved by the content acquisition strategy group 8. To reduce cost, consumer storage media should be used in camcorders, standardising on SD or compact flash 9. The BBC will implement EBU standards for volume measurement (loudness) and where appropriate encourage the use of multi-channel audio (surround sound) for Television and Audio/Music ensuring that compatibility is maintained for mono and stereo delivery 10. Consumer acquisition technology including Digital SLRs will be introduced for HD video capture use once technically mature. Cameras used for stills acquisition should be set to the highest quality, preferably RAW, or with minimal compression 11. To ensure accessibility compliance and positive user experience DQ accessibility and usability guidelines should be followed.BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Development Platforms Vision Statement To improve development capacity and capability, and reduce development time and costs, the BBC shall implement application development environments that are internet based, secure, have short on-boarding cycles, and enable application lifecycle management Build capability and capacity 1. To build in-house capabilities and capacity to develop, operate and evolve consistent applications across audience facing systems, internal systems and B2B / enterprise systems 2. These development capabilities shall have common patterns, processes and be fully integrated 3. Development tools and environments shall support being made available at no additional cost to individual developers or dev teams 4. For B2B and internal systems, there shall be common operational platforms (including provision and deployment) which is to be the basis for development and ongoing maintenance of new applications. Existing applications shall be migrated onto the common operational platforms 5. Implement BBC developer desktop, including virtual machines, reducing 6 week induction to committing code at the end of day 1 Execute against frameworks and guidelines 6. The common operational platforms shall prioritise, track and run applications. These platforms shall be available across in-house and appropriate 3rd parties 7. Technologies shall be chosen with “entire life” costs as a key criteria, these costs shall also include the management costs of multiple similar technologies / skill needs 8. Applications shall be developed against five best practices; big audience facing, small audience facing, B2B, big internal and small internal 9. To enable internal and external collaboration and flexibility, the default approach shall be applications that are loosely coupled, SOA based, RESTful, internet based (outside the firewall) while being end-to-end secure 10. Align technology selection and procurement with the new directionBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Studios Vision Statement The BBC operates a wide range of radio and TV studios. To provide flexible, adaptable, robust and efficient resources for broadcast production, new studios will be constructed using appropriate best practice design templates for their core purpose, incorporating new technologies where available. IP and fibre based technology will be adopted where appropriate, these must comply with a set of minimum operational standards. 1. Implementation of any infrastructure for a studio facility is to be considered for long term use with a lifespan of at least 5 years. 2. Technology refresh will reflect future requirements and technology development, and be in line with associated framework agreements.Total cost of ownership, utilisation, and/or hire availability and cost, of equipment used within a studio space will determine whether it is purchased or hired. 3. TV studios will be constructed for HD operation, with a minimum standard of 1080i(50), operating at SMPTE 292M standard (1.5G) with embedded multichannel audio. 4. Digital audio systems for TV and radio must comply with the AES3 standard at a minimum 48kHz sampling rate. Analogue audio interfaces shall be balanced and operate at zero level (mic level amplified at the first appropriate point in the system). 5. Signal interfaces will be to the standards set out in the Delivering Quality Guidelines. 6. Descriptive metadata associated with a studio live feed or recording will be provided in its predefined native format for integration and storage within other systems. 7. All studios will have an internal network robust enough to handle the precise requirements for control systems and communications. 8. IP data connectivity with the studio will be sufficient and resilient for control of multiple external facilities. It will ensure secure external data connectivity to provide VPN’s and internet connectivity to the required Quality of Service. This connectivity will also cover ad-hoc and permanent 3rd party production solutions such as real time graphics and voting results. The default position shall be that all external interfaces are service based. 9. IP provision for broadcast signals will be determined by a set of standards defining minimum operational characteristics compatible with the appropriate level within the 5- level broadcast framework. Specifically, TV studio talkback should have a maximum delay of 10ms. 10. All studio synchronisation will be referenced to the GPS standard. 11. Studios will meet specific energy saving targets for the type of studio. These will be based on a minimum percentage reduction in the electrical load of a set of reference studios and operations. See the Environmental Tech Strategy for detail. 12. The design of any studio space must take into account accessibility and adjacencies of supporting facilities. Technology implementation must be accessible where appropriate.BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Vehicles Vision Statement Deliver a fleet of Broadcast and Production Vehicles that enable distinctive news, sport, cultural and entertainment event coverage across the BBC’s output. Technology Direction • Transform the current fleet of single media, point-to-point transmission vehicles and their fixed path receive infrastructures to provide easy and flexible access to live streams and content via the BBC Wide Area Network. • Reduce the design and procurement costs of the “live vehicle” fleet through standardising on three vehicle types based on the main operational function • Type 1: Self Operate* Audio production and transmission for radio • Type 2: Self Operate* Video production and transmission for TV • Type 3: Complex and technically demanding live event coverage for TV with enhanced support for Radio and On-Line, audio production and transmission for radio • All vehicles will be multi-media capable and be able to provide content for online services. • Reduce operating costs and increase flexibility through using connectivity that allows carriage of IP data, suitably coded for live audio or video streams and supporting file transfer workflows. Connectivity will be bi-directional to provide connection to the BBC data network and access to business and production systems from location. • Equip all vehicles to generate a local secure WiFi Hot Spot, enabling multiple BBC reporters at the event location to share and transfer content using commodity business tools. • Standardise the connectivity on un-contended IP over satellite, using Very Small Aperture Terminals (VSAT), provided through a resilient centrally managed pan BBC contract or service. Provide connection to the BBC through a restricted number of entry points where receiving areas can connect to streams in the IP domain. Restrict other forms of connectivity to only be allowed by exception (subject to approval) where there is a specific business or technical requirement (e.g. COFDM for London) • The choice of antenna and RF systems should not exceed the transmit power threshold beyond which OFCOM transmit clearances are required (currently 50dBW). • Maintain the live IP streams in the IP domain until as close to the point of broadcast as possible, minimising the need to transcode • Build new Type 3 vehicles to be capable of or easily upgradeable to HD production and transmission. Type 2 vehicles should be capable of producing HD content and transfer of HD files but have SD live capability as the default. • Fit all live vehicles with GPS location tracking to enable flexible and collaborative deployment and to assist with utilisation monitoring. • The choice of vehicles (type and manufacturer), their design parameters such as technical power source and their operation and utilisation will all aim to minimise their CO2 emission. Any project proposal which specifies a diesel generator as a power source over DC battery should clearly set out why this design decision has been taken. * Technical design should be simple enough to enable operation with a minimum amount of technical ability but may require an operator for more complex requirements.BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Transcoding and Media Movement Vision Statement In 5 years all BBC content will have a globally unique identifier throughout its lifetime, and be stored frame accurate using MXF. Transcodes will be avoided or ideally done once only. Genealogy and metadata will be maintained throughout the workflow and the BBC will mandate an industry standard by which a complete audit trail for content will exist with all its partners. Technology Direction 1. If transcoding is required, it will happen as near to the master or origin as possible and encoding for transmission will happen as late as possible 2. Every piece of content and variant thereof will be stored as an MXF, and have a global unique identifier containing a minimal metadata profile. This will be accessible from anywhere by the BBC and all its partners 3. The BBC will mandate standards around workflows and best practices, driving consistency throughout the production workflow 4. The BBC will roll out a common ingest process for studio productions, assign a unique identifier to the content, and capture the maximum amount of metadata 5. The aspiration is that in 2 – 3 years there will be end-to-end digital file based media publishing system. This will be multi-platform, and content, metadata and genealogy will be shared by passing a URL. 6. Develop an open platform for 3rd parties to directly work with, and manipulate metadata 7. Work with the industry to create tools and put in place quality standards and processes for file integrity and file security 8. History, genealogy and metadata will be tracked throughout the federated workflow with our partnersBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Internet Distribution Vision Statement Provide a highly scalable platform for the delivery of static and dynamic web content and a/v media to all connected devices with high availability and competitive performance worldwide, and ready for London 2012 For the production teams 1. Provide the tools (equally to product teams inside and outside the BBC) to enable efficient delivery of new and updated services, whilst at the same time providing the processes to maintain service availability 2. Provide increased consistency on processes, performance and availability For performance and availability 3. Use of a mixture of shared and separated environments, both virtualised and on dedicated servers, hosted internally and in the cloud, to provide the optimum balance of agility, stability, scalability, security and cost. Provide the tools to efficiently manage this flexibility 4. Unify the three different delivery platforms, increasing efficiency by avoiding duplication of similar functions, and ensure that services and content can be used across the whole of BBC Online and IP connected devices 5. Minimise single points of failure by following a multi-redundant multi-location architecture with automated failovers and stateless operation wherever possible 6. Maximise performance and scale for flash crowds by providing graceful degradation of functionality in exchange for highly efficient and cacheable delivery of core content through both our own and third party infrastructure 7. Deliver solutions that work both for the UK and for the World, in line with Worldwide and Global News Division priorities 8. Work with UK ISPs to plan capacity roadmap to 2012 Technology strategy alignment 9. Use standards-based and/or commodity solutions to minimise lock-in to proprietary platforms where possible and appropriate 10. Maximise synergies with the BBC’s network, data centre, storage, virtualisation, cloud, service management and environmental strategies to deliver to a common strategy where appropriate 11. Drive innovation in conjunction with R&D, in particular in the areas of multicast and IPv6BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Red Button Vision Statement The BBC will create and drive development of new interactive TV applications to enhance the future TV experience, making BBC content available through emerging technologies and on platforms as they are taken up by the audience, in parallel with supporting the large audience for existing broadcast-only Red Button capabilities This vision will be achieved by adopting the following principles and technical direction: Serving Audiences 1. Develop quality interactive and on-demand applications, in line with the HD Strategy 2. Maintain the established technology base for interactive TV, invest in stabilising the existing platform and reducing dependencies on legacy platforms, in order to protect the substantial existing audience on Red Button 3. Enable personalisation technologies on interactive TV platforms to support new products and promote BBC content across devices 4. Create broadcast and IP “hybrid” services, which include broadcast event driven interactivity on connected TV platforms 5. Build all applications from the outset with accessibility requirements in mind, supporting our underserved audiences and the BBC Diversity Strategy 6. Continue to support the Digital Switchover initiative, securing sufficient capacity on DTT for Digital Text and providing support to Broadcast Distribution when and where switchover take place, in line with the BBC Broadcast Distribution Strategy Standardisation 7. Standardise on Flash, MHEG and HTML for presentation environments, in order to remain relevant on the emerging connected TV platforms, while driving down fragmentation and proliferation of technologies in the industry, in line with the BBC Syndication Policy 8. Drive development of standards in the industry including HTML5, MHEG5-IC and broadcast/broadband interaction through active participation in the Digital TV Group and other industry bodies 9. For infrastructure hosting and support, standardise on using the BBC Cloud Infrastructure as default for connected TV services, while continuing to support Broadcast- only interactive TV on existing platforms Cost Reduction 10. Re-use existing online media delivery and metadata services as components for connected TV applications 11. Consolidate architecture, tools and frameworks across connected TV, mobile and desktop 12. Implement a re-usable, re-skinnable approach to product development requiring minimal ongoing software engineering input 13. Develop a set of components and interfaces allowing product groups in FM&T to build interactive TV applications and deploy rapidly, including the Krypton Framework and MHEG+ 14. Develop a device detection and customisation toolset to allow efficient development across multiple devices and classes MediaCity UK – BBC NORTH 15. Ensure the appropriate service levels and connectivity to BBC broadcast and hosting centres are maintained. 16. Redefine ways of working by making development environments fit for purpose and increasing collaboration and interaction between technical teams and stakeholdersBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Online Search Vision Statement (1 of 2) Search on BBC.CO.UK will be standardised and enhanced to provide a deeper, more engaging experience for users. This will be delivered by consolidating the numerous different search products currently in use on the site onto a single search platform common to all parts of the website (including its mobile versions and big-screen treatments of iPlayer). The single search engine will return results scoped to the domain in which the search was input, and integrate with tagging technology to further improve the quality of search results The single search product will always show the best, relevant content from around the BBC: a search in a particular area (e.g. news) will also return relevant results from other areas of the website (e.g. iPlayer). This will aid cross-promotion and further enhance user engagement There are no current plans to develop a federated search capability inside the BBC. Existing BBC Gateway search functionality will be enhanced using a low maintenance search appliance. This will provide basic capabilities whilst requiring minimal resources to deploy. More advanced search technology is available to the BBC internally, but at a higher cost to serveBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Online Search Vision Statement (2 of 2) Technology Direction (Audience Facing) Enhanced Quality 1. Improve relevance of search results through query expansion, synonym control, Best Links, and result ordering controls 2. Rich results including images, dates, summaries, and section information 3. A system to index tags attached to BBC content by producers and to use this extra meta-data to influence the ordering of results 4. Use of filters, parametric searching and advanced search options 5. The ability to ingest rich modules (football match results, lottery numbers, weather forecasts, etc) into result pages via ESP 6. Multi-language support (Welsh, Scots and Irish as well as 17+ foreign languages) 7. Links to non-BBC content including news, blogs, social and websites (all editorially complied) 8. Implement auto-suggest and spelling suggestion features 9. Add an automated, audience-facing “search trends” page 10. Improved optimisation for mobile versions of the website and iPlayer big screen devices 11. Optimised handling of inferred video meta-data (e.g. sub-titles, auto-transcripts, chapter information) Standardisation 13. Ability to “scope” results to meet local needs whilst never omitting the high-value results from outside the scoped domain 14. Options to include or omit languages, children’s and learning content, tied to user preferences. 15. All other search services, systems and products will be removed from the BBC website and replaced by Search+. No other search product is permitted to be built on the BBC website (or other platforms) Sharing and Integration 16. Search result pages will have persistent addresses and so can act as navigation destinations. The content can be consumed as feeds via ESP 17. Addressable, semantically-rich search result pages that can serve as navigation destination pages and be indexed by other search engines 18. Ability to track a search query (Topic) in Topic Tracker, Flow, etc. 19. Rich integration with other BBC products. Performance and Reporting 20. Search will have sub 1 second response times 21. Provide reports on click-through and usage statisticsBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Media Asset and Metadata Mgmt Vision Statement To deliver to audiences the richest possible interaction with the BBCs content, and enable the BBC to create, process and deliver content effectively and efficiently, there shall be a seamless metadata exchange between different production and publication environments using mandated common metadata sets and agreed file formats 1. The BBC will continue to develop an asset centric rather than programme centric approach to content and metadata 2. The BBC will continue to consolidate the storage and management of content and publication metadata around a single central platform (Fabric/EM3) 3. All content creation environments will deliver automated feeds of appropriate asset metadata to the EM3 platform 4. All content publication metadata will be available to the Fabric/EM3 platform 5. Systems interoperability will be facilitated by appropriate required (or minimum) data sets. Data sets are determined by the position of assets or process in the lifecycle of the content 6. The BBC will mandate enterprise-wide common descriptive and technical metadata sets to enable a comprehensive search experience for audiences and BBC internal users and a more consistent view of management information around media assets 7. The BBC will implement a federated reference data management system utilising the Fabric/EM3 platform 8. The BBC will collaborate with other UK broadcasters on the creation of best practice guidelines for metadata exchange 9. Future systems and technology will have configurable metadata capabilities which maintain data integrity through the workflow and will be accessible through open integration standards 10. The BBC will adhere to the Media Asset Management strategy and enable point of creation capture and accumulation for all asset creation and metadata reporting systems 11. Preferred file formats will be established which exhibit behaviours which allow for system interoperability, metadata exchange and enhance preservation of essence. File formats will be mapped against an agreed BBC classification. The generation and maintenance of this mapping will be developed within the BBC 12. The BBC will create a mechanism for metadata exchange with partner organisations under the terms of the UK AV standards initiative 13. The BBC will have a single architectural approach for the storage and archiving of assets and metadata, which will incorporate a federated asset storage strategy 14. The BBC will comply with SMPTE and EBU technical metadata standards Note: Essence shall be ingested and stored in a digital format which retains the maximum fidelity to the original. Where analogue essence is to be ingested it shall be digitised as accurately as possible.BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Archive Access and Storage Vision Statement To provide effective access to the BBC’s archive both inside and outside the corporation (including public access) to support programme making and safe storage of the BBC’s content. This will be enabled by new pan-BBC technology for federated archives through DMI / Fabric 1. Fabric to provide the infrastructure for the central digital archive which will provide storage and access throughout the BBC 2. ISO Standard 14721 OAIS (Open Archive Information System) will be the standard to which the BBCs central digital archive conforms 3. Some areas (news, sport, drama, nations) will need a federated approach to archive; this will also enable federation of archives outside the BBC. This approach will allow for a range of types of media movement, dealing with different levels of info / proxy appropriate to the user need and network speed 4. Fabric will be the master (metadata) catalogue for all BBC content from production and in the archive (including all output areas) 5. Access to the BBCs catalogue and archives for internal and external partners will be through Fabric. Public access will be through bbc.co.uk with a technology solution still to be determined 6. The BBC will provide archival solutions for new media content including dynamic web pages, interactive TV content and applications 7. Fabric to provide the new stock management system for all physical holdings in the BBC Archive 8. There will be a technology solution for indicating the editorial/enduring value of content and ensuring its long term retention 9. Repeat Digitisation: the underlying principle is to digitise once from analogue formats to the most appropriate long term archival file format 10. Searching the archive will be via the enterprise search and proxy provision within Fabric 11. The BBC will implement a ‘factory digitisation process for archive video and audio supported by streamlined quality control capability 12. The BBC will actively manage down the number of formats and codecs in use in production and the archive (see also gold/silver/bronze approach for file formats in Media Asset and Metadata Management) 13. The BBC will actively manage out obsolete formats/codecs before content is permanently damaged or lost 14. Digital archive storage must conform to resilience and business continuity needs 15. Digital archive storage must guarantee the integrity of files stored and retrieved 16. Existing I&A systems will be consolidated by 2014 with DMI/Fabric replacing the majority of I&A systems 17. Technology for records management needs to ensure compliance with the relevant regulatory obligations 18. The BBC will manage archival storage and access technologies to ensure long-term access to content (manage the issue of obsolete archival software & hardware)BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Rights Management Vision Statement To simplify the rights management systems and processes and eliminate manual intervention where possible by incorporating the rights processes within the production environment and using the integrated data sets to make available an automated, accurate, dynamic view of the rights position associated with the BBCs assets that meets the BBC’s contractual reporting obligations 1. Project TOO: “Touch Only Once” is a business transformation project within the BBC focussed on simplifying the operating model. By removing the complexities that currently characterise BBC contracts and re-engineering the business processes. The technology direction is underpinned by supporting the simplified operating model, not coding the complexity. 2. Asset Identity : We shall use the identity framework provided by DMI’s EM3 as a single, reliable source for the identities of relevant business entities and reference data and the relationships between them in order to cope with the expected proliferation of versions including those created by 3rd parties In addition, we shall use DMI’s genealogy features to track contributors in excerpts back to original contracts to support making rights positions visible dynamically. 3. Consolidation- data & systems: initially, to continue consolidating rights data onto the existing system, ACON, to move towards offering a single view of all rights acquired. To de-commission the legacy systems no longer required and then replace ACON in the next 3-5 years Incorporating rights management of acquired programmes into ACON is in flight with the BBC’s legacy programme acquisition database (PAGODA) targeted for de-commissioning. We intend to move on to the other non-ACON contracts starting with Location rights and Sport Our strategic objective is to consolidate four rights systems into a single new system, albeit that the connectivity to BBC Worldwide will need to be maintained. 4. Automation / elimination of re-keying : To automate routine costing and clearance activities by turning them into a “self service” operation via a Rights indicator (traffic light) in DMI underpinned by a “Rights Availability & Costing Tool” which compares contract terms with PasC data & intended use to indicate how Production/Channels/Worldwide should proceed thereby providing better integration of processes & systems To eliminate re-keying in the rights area. We will aspire to improve the Artist Requisition and Fastclear processes by leveraging the Digital Media Initiative’s service. 5. Archive programmes : We shall incorporate rights availability and costing activities for archive programmes into the overall self service solution 6. Relationship with BBC Worldwide: We shall set up an interface with BBC Worldwide to exchange structured data to obviate the need to share ownership of systems. We shall continue to work with Worldwide - particularly its “Futureworks” IT project - to establish an “arm’s length” relationship. 7. Media Rights Management Forum : We shall take a leading role in DRG to steer the industry’s thinking with reference to developing open standards (for interfaces between systems) and more broadly, how best to manage rights in an environment where the pace of change has traditionally outstripped the ability to deploy technical solutionsBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Broadcast Content Production Systems Vision Statement To facilitate the creation of content at the right quality through faster and more cost effective production workflows across different output areas. This will be delivered by consolidating around a small number of broadcast content production systems, rationalising existing variants and pursuing the standardisation of solutions, technologies, media asset management and workflows. We will lead the market towards implementation of suitable standards and an approach based on common services, interfaces and capabilities 1. Existing Broadcast Content Production Systems (BCPSs) will be rationalised, with standardisation of tools, media asset management and supported workflows for Audio and Music, Journalism, North and Vision and other divisions. To facilitate this there will be a managed list of solutions, assessed and amended by a team of BBC experts 2. We will increase our standardisation of BCPS architecture, integration, interfaces, codecs and file formats. The output will be published internally and externally 3. So far as financially and technically viable, workflows will be integrated and file based across the production lifecycle; tape based workflows will be replaced 4. Where viable, existing stores of digital broadcast content will be connected and media movement tools provided. No new ‘digital islands will be created 5. Metadata will be maintained at the appropriate level of detail and standard of integrity needed across the production chain 6. Where required, BCPSs will be developed to support story-centric production with single authoring, intelligent discovery and workgroup collaboration, underpinned with close links to Online Content Production Systems for full multi-media production capability 7. BCPSs will fully support remote working via mobile and internet devices. These devices will conform to the agreed interfaces and standards 8. Appropriate technology solutions will be defined to enable the BCPS toolsets and deployment types to scale (technically and financially) both up and down the range of organisational areas and output types. This will range from major Vision productions to local radio district offices 9. In the long term solutions will increasingly be based around a set of common services, interfaces and capabilities. These will be based on both new services and drawn from existing BCPSs. The BBC will define a path for introduction of this common approach. The BBC will then seek to lead the market (especially in the UK) to achieve thisBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Online Content Production and Management Vision Statement (1 of 2) Moving from a page publishing model to a content publishing model where metadata and asset management is used to render the appropriate content to different target platforms for the lowest possible cost Technology Direction 1. Ensure that the tools supporting the content creation workflow unite across linear asset management systems and online content management systems to fully represent the requirements for publishing content to many platforms Key Benefits: this makes production cheaper and more efficient when we think about all platforms at source 2. Architecturally support the separation of content creation and management from the output rendering of services with all CMS able to work within a BBC framework of de-coupled, common interfaces Key Benefits: Makes it easier to scale services, support multiple devices and scale staffing for projects (allows for easy access to generic content) 3. Underpin BBC content management services with a common hosting and services platform, that provides a shareable content model and mechanisms for messaging and orchestration of federated services – benefit of sharing Key Benefits: Optimise sharing and make the most of our investment in infrastructure 4. Align CMS platforms and reduce their number to focus on providing scalable services for the appropriate content types and workflows. Key Benefits: Improves efficiency and support of key systems and reduce ongoing costs 5. The principle of working anywhere is important to allow easy access to BBC Staff, partners and freelancers to work in the UK and internationally both inside BBC networks and off site with a range of devices. Within this we must provide the future ability for extending our services to support large scale User Generated Content Key Benefits: Essential to meet the demands of new ways of working 6. Metadata creation and management is a critical part of the workflow for online services and is not optional. It must be part of our content creation standards and acceptance criteria Key Benefits: Metadata underpins new models for publishing and managing content – without it our services are more expensive to deliver and less effective in optimizing our reach. Also a key part of engagement in the next stage of web development and dynamic publishing.BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Online Content Production and Management Vision Statement (2 of 2) Technology Direction (cont.) 7. To maximize the opportunity to share resources and staff across services, we will standardize development methods, frameworks and tools. We will use off the shelf or open source components where possible and work with partners to resist the urge to build bespoke services where they are not appropriate. Key Benefits: Reduce costs and make it easier to “swarm” around key projects and systems when needed 8. Develop our capability to handle real-time data and feeds, with integration of online and linear services data. In particular we need to build out new capacity and methods to deliver real time data services to end users for sport, games, etc… Key Benefits: Maximise investment in single data sources for all our services which do not suffer from the delays in our current publishing process and limitations of browsers. 9. A clear commitment to dynamic publishing of key services by 2012 with a mixed model that provides cost effective serving of static and dynamic content to meet audience facing requirements and manage peak loads Key Benefits: To meet new requirements and improve quality and efficiency we need flexible publishing methods. 10. Increased Focus on the migration of content from old systems, services and templates Key Benefits: Without this, we have two tier services which degrade the user experience for all as some services use new methods and others don’t 11. Develop a media asset management view of online content 12. We need monitoring and audience measurement dashboards that give precise and real time information about how services are performing. Within this and supported by the platform we need to have mechanisms to protect key services and gracefully degrade services. Key Benefits: this is essential to enable us to manage our services and also respond to service incidents, peak demands and events. We also need more effective audience measurement so we can more clearly see where we get most value from services delivered.BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Post Production Systems Vision Statement (1 of 2) To work with the industry and internally with BBC developers to provide a Post Production framework of defined interfaces that facilitates collaborative working for video, audio and graphics production. This will be supported by a clearly defined and regularly reviewed set of tools, codec’s, file formats, metadata, workflows, accessibility and usability drivers and delivery guidelines to maintain and enhance the creative processes. Additional attention will be given to a closer working synergy with production business systems. The BBCs post production strategy is to support a defined range of functions. ‘Functions within the strategy can be viewed as a defined set of required actions to bring a production to a specific state of completion. Key to the deployment of such functional areas is the tools and interfaces provided to facilitate the generation of content for Multiple Platforms and languages. The Strategy review team will have a key role in identification of such tools and interfaces. Subsequently the review team should use their influence as a Pan BBC strategy group to leverage the market place to develop in these areas. Currently Identified Functions are: 1. Ingest 2. Viewing & Logging. 3. (Rough Cut Editing) 4. Booth Video Editing 5. Close to Air and On Air Craft Production edit systems. 6. High-End Finishing solutions 7. High-End Grading solutions 8. Tech Review Function 9. Close to Air and On Air Craft Graphics Production systems 10. High-End Graphics Production Systems 11. High-End Visual Effects Production Systems 12. Template and NLE (Non Linear Edit) Graphics production FunctionsBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Post Production Systems Vision Statement (2 of 2) 13. Audio VO / Commentary Function 14. Audio track Laying facility. 15. Audio Dubbing Facilities The ‘Functions will be aligned to a managed set of interfaces with content acquisition and processing workflows. Functions will differ by the creative capabilities they offer. Supporting points There will be a managed list of supported tools and interface definitions, which will align with other compliant industry products. In addition, there will be alignment to the interface definitions created from the BBC Digital Media Initiative to enable internal post production integration. There will be a range of functions supported; the number and type of functions will support the creative diversity needed by the BBC. Capabilities delivered over time by Fabric that support Post Production will also be considered. The Functions will be regularly assessed and updated to ensure their relevance. The review period will be in keeping with any framework purchasing agreements relevant to technologies used within the Post Production workflows. All Functions will adhere to the overarching objective of increased collaborative working throughout Departments, Regions, Nations and beyond. Post Production technologies will support the goals of delivery standards for SD, HD and Online production within the BBC see http://www.bbc.co.uk/commissioning/production/hd.shtml and will facilitate (where possible in the design) the flexibility to respond rapidly to emerging technologies and platforms. The BBC envisages the deployment of the Strategy to be a 4 step process. Step 1. Stopping the purchase of any further non compliant editing solutions Step 2. Strategy implementation for new installations Step 3. Strategy implementation for existing Production areas Step 4. Management and iteration of the interfaces and list of supported tools based on market developments, budgetary considerations and BBC workflow changes.BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Broadcast Publishing Systems Vision Statement Continue to move onto cost-effective, IT based technology, reinforced to support resilient broadcast activities. New workflows and creative opportunities will be enabled by file-based transfer, canonical data and unique asset identity manifest through integrated systems The default delivery method for content inbound to linear and non-linear publishing will be electronic by 2012/13. It will be at the “highest common factor”, using formats and to a quality as defined in the BBC’s managed document: “Technical Standards for TV Delivery” including subsection “Delivery of file based material to Broadcast Publishing” All new video publishing systems will be capable of publishing in High Definition (ref. HD strategy A2). Audio publishing systems are relatively mature and therefore are unlikely to change significantly in the timeframe of this strategy The BBC will define and mandate a canonical format for the definition of publication events. This will cover linear and on demand, using unique asset identifiers and a publication identifier framework to facilitate consistent audience experiences and BI/reporting requirements The BBC will provide for the integration of publishing events such as the publication of an asset or events and transitions during the publication of an asset, to allow time and state dependent services to be built across the BBC Systems designs and architectures will facilitate up-stream management of any publishing metadata that is the root source for audience- facing services There will be a common playout solution across all Nations television services. The playout control surfaces will remain local. Implementation will follow a review of the playout activities undertaken by Nations television, considering whether the best placement of the playout control systems and media servers is locally within each Nation or within data centresBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Enterprise Portal Vision Statement The BBC’s enterprise portal will provide a common look and feel, and self-service anywhere access through a single sign- on solution. Easy access to trusted information and services, with the power to share ideas and information collaboratively, will drive employee engagement and promote efficiency. Technology Direction Upgrade the employee portal Provide a single entry point where people can access information and services in a simple, consistent way on multiple devices Serve as a window to common services including People/Expert finder and that is linked to collaboration and community services Deliver an ‘extranet’ as the central place for BBC and its partners to share information Integrate line of business applications and services Enable single sign-on for both the portal AND all linked services Enable personalisation Allow for the configuration of preferences to allow a personalised view of content and communications that can be reset. Deliver an enterprise content management platform Provide a platform to ensure services provide a consistently branded experience Create commonality for landing pages for all BBC departments, and remove content duplication Present new ways of presenting aggregated data through dashboards Provide a common standard for internal and 3rd party secure document sharing and enforcing BBC retention policy and rights where appropriate Deliver a simple to use contribution mechanism Put in place a content lifecycle mechanism to assist in ensuring content is relevant and current Search Expose people and ‘things’ using a common taxonomy that is linked to enterprise search Support work group business processes Provide rich, web and intelligent forms based front ends to promote ‘self-service’ via the portal Business work flow functions provide the definition and execution of process flowsBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Enterprise Integration Vision Statement The BBC will aggressively rationalise integration products and standards and mandate interface standards across our systems to ensure key information and functionality are accessible enabling cost reduction, automation, and increased agility. Technology Direction - Key steps We will standardise on exposing information and functionality using a service oriented approach, coupled with the use of XML, SOAP, and REST technologies to lower costs and barriers to use Whenever possible, we will standardise on open source integration framework/platform to compliment and leverage the skills and expertise that exist in FM&T, and to reduce commercial and technology lock-in We will standardise on one Commercial integration product to support integration scenarios with high service quality requirements We will create a Centre of Excellence alongside strong governance processes to ensure value realisation is delivered and sustained We will create a Service Registry/Repository, where we will store information on existing and future interfaces and service end-points, making it easier to govern and manage the rationalisation and standardisation of interfaces to key information and functional sets We will rationalise integration products with a focus on simplicity of use over functionality, as the benefits of wide adoption outweigh those of functionality We will adopt a framework of capabilities that are lightweight, fit-for-purpose, and tailored to our needs. The framework will avoid products that are over-engineered or unwieldy to manage; especially if they add unnecessary complexity or costBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Business Systems Vision Statement To drive increased operational efficiency and new levels of corporate performance management, information and data will be managed as a core asset and business systems will be integrated, simple to use and accessible. The BBC will improve access to information and data through the development of the intranet and business intelligence capabilities. Adoption of key principles for data quality, meta data, security and ownership will drive a sound data foundation. The BBC will rationalise business systems and the technology landscape using appropriate enterprise applications. The provision of applications will have moved to services that are ‘plug and play and provide an on-demand capability. This will be achieved by: • Building an application architecture: Develop an application architecture for an extended enterprise that provides an agile environment to increase the ease of implementing process improvement. Service Oriented Architecture, Software as a Service and Cloud computing will be key considerations in the architecture development. • Rationalising the application landscape: Rationalise the application portfolio through the movement of functionality into enterprise applications and services where possible and migrating or transforming on to the new application architecture. • Delivering a pan-BBC business intelligence capability: Develop shared infrastructure and tools supporting overarching information and data management (e.g. reference and master data management) and the creation of operational data warehouses allowing the integration of data across the BBC. • Create a sound data foundation: Establish a systems data management capability including master data and reference data management to contribute to improving the management of data quality and provide trusted source data that can be easily integrated to enable pan-BBC BI to be produced.BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Bureaux Vision Statement Adopt a standard approach to the technology deployed at the BBCs Bureaux which is scalable, aligned with the general technology strategy and supports the easy adoption of consistent workflows for live and file-based content. The technology delivered should support the editorial need for speed of response and content quality as well as minimising operational costs The technology needs of the Bureaux have been identified in other strategy papers and should be applied in a standard way or adapted to the specific needs of the bureau through ongoing governance processes. The BBC will have a convergent Bureaux technology strategy covering all international and domestic locations. Bureaux will be classified based on the operational, location and technology needs with appropriate scaling of a standardised technology stack deployed to meet the editorial requirements 1. Definition of a reduced set of location types (e.g. Small, Medium, Large) 2. Consistent technology within the classification to improve support and media operations 3. Use of standardised connectivity as defined in the Network strategy that can provide the maximum throughput while meeting the availability requirements of live and file content delivery and search for innovative solutions at locations where standard approaches prove difficult to deploy 4. Production technology that can support the delivery of content in variable qualities aligned to the needs of file and live output in line with the Content Acquisition and metadata strategies. 5. Support the capture of high fidelity content for future use and archive Provide a portable, consistent set of technology to operate independently of the Bureaux 6. Support basic content acquisition (audio, video, images and text), production and delivery from field based situations in a consistent and reliable manner 7. Enable access to the appropriate enterprise tools to support remote, effective collaboration across the BBCBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Servers Vision Statement The BBC will move to a compute-as-a-service model to drive convergence of enterprise, media and broadcast serving platforms and to achieve efficiencies in TCO, data centre footprint, and energy. The server strategy will create a centralised, commodity-based compute-as-a service model, driving efficiencies and reducing TCO. This will be realised through: 1. Support of a compute service Future compute capability within the BBC should be procured as a service: A defined set of compute services available to the BBC will be published in a service catalogue. Different use case requirements will drive towards specific compute service levels. Online use cases may drive the use of less resilient hardware due to an application architecture focused on a horizontally scaled infrastructure tolerant of individual device failure Broadcast and media compute capabilities should, where possible, move from dedicated appliance-type hardware to commodity services. It is accepted that exceptions will exist e.g. in film editing, encoding, etc. Consumption of compute services should align with Data centre strategy to support a shift from on-premise compute to Data centre compute. This service based approach will support the adoption of cloud strategy for both internal and external compute requirements and provide the ability to scale (both up and down) to meet compute needs. Physical servers will be subject to "intelligent refresh" based on an assessment of cost, energy efficiency, service, reliability and supportability. Virtual server hosts will be subject to the same assessment however will likely be run until failed, provided that the virtualisation or application layer delivers the necessary business resilience 2. Convergence to commodity hardware The compute service will drive the convergence of enterprise, broadcast and media compute requirements towards commodity hardware platforms enabling services to begin to share compute capacity. Commodity servers are defined as those employing vendor agnostic, industry-standard architectures (e.g. x86 processors, SDRAM memory, GbE connectivity) Hardware architectures must be standardised to support the widest range of applications, however suppliers may define specific technology components and configurations to meet BBC service requirements and use cases A common service management framework will enable performance monitoring and alerting to be exposed to the BBC and provide an interface for provisioning requests 3. Minimal deployment of dedicated technology Dedicated hardware will continue to be deployed only for approved exceptions. Deployment of additional capacity (either standard or non-standard hardware) into the compute environment will be undertaken in a consistent manner using standard tools. Physical [non-standard, dedicated] servers will be subject to "intelligent refresh" based on an assessment of cost, energy efficiency, service, reliability and supportability.BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Data Centre and Tech. Accommodation Vision Statement To enable flexibility and adaptability in delivery of service while meeting the environmental and business goals of the BBC, Technology will be consolidated to centralised enterprise environments, with only location-sensitive applications at edge locations It is envisaged that the BBC will move towards a ‘data centre as a service ‘model to support a future cloud based strategy. Service Where possible services will be consolidated to core central facilities Centralising services will be based on assessment against service and business characteristics. A service catalogue will be defined that defines the selection of technical accommodation based on characteristics. Tiering Delivery of redundancy at an application or service level Operation All technical accommodation areas should aim to be "lights out" and operated remotely. Data centre operations should be consolidated in a central team that may be virtual. Remote hands support will be provided for simple infrastructure operations where presence is required (cabling, hardware upgrades, etc.) Investment Strategic facilities core to the BBCs business should be owned by the BBC.BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Storage Vision Statement The BBC will move to a Storage as a Service model, with storage centrally consolidated as much as possible across both Enterprise and Broadcast. The BBC and its affiliates will be able to centrally request and activate provision of appropriate storage 1. Storage will be delivered through a combination of dedicated and private cloud infrastructure based on commodity infrastructure. The ambition is to modernise storage through scalable storage infrastructures, eliminating tape as a backup medium through the use of snapshots, deduplication and Virtual Tape Libraries (VTL) 2. Data Tape is still the least expensive medium for data that is rarely accessed, especially where long retention periods are a requirement. As a result, tape archive will continue to be used as a strategic platform for the long term archival of media assets 3. This vision is dictated by applications/users, technology advances, refresh rates and value for money and the following approach shall be adopted: • Build BBC storage ‘use cases and apply them to the delivery model for appropriate storage technologies (Benefit: cost effective storage delivery, supporting user requirements) • Centralise storage infrastructure and associated management platforms (Benefits: single storage resource management view to help reduce cost, increase flexibility and optimise capacity management) • Modernise storage platforms and media, migrating away from tape used during production, modernising any custom built and ad hoc storage (Benefits: improve workflow for BBC audience services, reduce risk from corrupt media or custom build failure) • Implement a simple to consume common presentation layer to access storage infrastructure • Deploy on a small scale first to prove the value of the new model, and then execute a plan to consolidate the remaining estateBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Networks Vision Statement Deliver a reliable, unified network infrastructure that serves the diverse needs of the BBC for both enterprise and broadcast purposes for the next 5 years and beyond. The network will provide tiered levels of availability matched to the business criticality of the services carried. Technology Direction • Directly procure specific network technologies, in the following order of preference;- • Direct access to dedicated Dark Fibre, providing full flexibility to upgrade bandwidth based on developments in fibre optics technology • Vendor managed wavelength services where it is cost-prohibitive to directly access dark fibre, but high bandwidth services are still required • Vendor managed bandwidth services, ranging from point to point circuits, MPLS, Internet access, VSAT, etc • Prefer purchase of bandwidth over compression equipment. • Ensure that interfaces and end-to-end connectivity are available for the full range of BBC broadcast requirements, including critical real-time services. • Enable services to be delivered to clients regardless of operational areas (broadcast and or enterprise). • Where necessary, use physical and virtual separation of the network to support the delivery of services at a quality meeting the needs of the business and supporting a move towards virtualisation and the use of Cloud like solutions • Require projects to include provision for network connectivity in the appropriate business criticality tiers, providing a funding model to enable investment in network infrastructure to meet the BBCs growing dependency on the reliability and performance of its enterprise network • Provide core network capacity to support strategic change initiatives such as DMI over the next 3 years. • the move to high definition for both emission and production • a much more open and collaborative production workflow where data is accessible both internally and externally. (50% of content from 3rd parties) • greater use of specialised Data Centres • Growth of Internet traffic will require a move to a distributed model – we need to minimise cost for additional capacity on existing routes • Deploy fully standard based networking protocols and avoid locking-in to proprietary platforms by default • Move towards an all-IP enterprise network with a single point of management and control. The aim is for the BBCs Next Generation Network (NGN) to be operational from 2016. • Increase the reliability and coverage of the Wireless elements of the LAN including providing complete coverage of all public areas and 10% of the users at shared used area (such as offices and meeting room) in any given site for Enterprise applications. • Put in place network management and monitoring infrastructure to deliver appropriate service levels, and management information to the BBCBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Cloud Vision Statement (1 of 3) "The overall cloud vision will be to improve value for money, deliver increased scalability and flexibility, and support ubiquitous user access through adopting a ‘cloud-like’ approach to the consumption of IT services. The strategy will help align and inform a number of other strategies such as virtualisation, storage etc such that the creation of a private BBC ‘B-Cloud’ of capabilities will be possible while also supporting the future and longer term adoption of public cloud offerings as the external market matures. This strategy document will specifically define the service wrapper, tooling and frameworks required to support and drive a consistent approach to consuming a service-based and standardised software, platform and infrastructure.” The strategy will deliver the use-cases and principles for adoption of a cloud-like approach to IT delivery across Enterprise, Broadcast, Production and New Media. The strategy will define an ongoing structure and governance within which individual strategies can and will be delivered. Example opportunity areas include: • Potential adoption of public Software-as-a-Service (SaaS) capabilities for specific requirements, default positions of SaaS adoption within Enterprise and possible opportunities for leveraging SaaS for improved third party collaboration within Broadcast and Production • Likely opportunities for increased sharing of common services across Broadcast, New Media and Enterprise such as Development and Test environments with Platform-as-a-Service (PaaS) • Potential aggregation of capacity and automation to give cloud-like attributes to dedicated infrastructure while in parallel assessing third party Infrastructure-as-a-Service (IaaS) providers for future use of burst capacity for storage and compute. • Use of Community Cloud models with partners or other media organisations to leverage economies of scale and improve collaboration.BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Cloud Vision Statement (2 of 3) Value Adoption of a holistic ‘cloud’ strategy will help support a number of the strategic aims for the BBC by driving improvements in scalability and flexibility, improved cost effectiveness and support for ubiquitous access to services. This strategy specifically focuses on: Cost avoidance through a more effective approach to deploying standardised and commoditised capabilities in support of business change Faster provisioning through automation and rapid self-service capabilities to support business agility Improved and simplified access to tools and capabilities enabling better internal collaboration and sharing of information Greater cost transparency of IT consumption and a transition from CAPEX to OPEX where this offers business benefit The benefits above will build on numerous other benefits being delivered by the overall Technology Strategy and reinforces the importance of taking a holistic approach to cloud adoption to drive further benefits: Reduced unit cost through the extensive use of virtualisation and rationalisation for better utilisation of existing infrastructure Elasticity in infrastructure to balance workload for known business cycles and for unexpected demand Improved collaboration with third parties to improve workflow in particularly in Broadcast and Production To realise these benefits the organisation will need to embrace a move towards a commoditised and standardised model for IT delivery, minimising the deployment of bespoke, customised solutions wherever possible.BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Cloud Vision Statement (3 of 3) Approach A low risk incremental approach is proposed, supporting the creation of a dedicated private BBC cloud (or B-Cloud) of software and infrastructure capabilities to pave the way for later and broader adoption of emerging offerings once they mature technically, operationally and commercially. These offerings could include those emerging from third party commercial providers and those being developed for the UK Government’s ‘G-Cloud’ initiative. Taxonomy The BBC defines ‘cloud’ in a way which includes any or all of the following three layers below and which are delivered either on dedicated infrastructure connected to the BBC network (‘private’ cloud), non-dedicated/shared infrastructure accessible via the internet (‘public’ cloud) or on a mixture of both (‘hybrid’ cloud). Typical attributes of all cloud types are flexibility, agility, rapid provisioning and cost transparency on a ‘per unit’ basis. Software as a Service (SaaS) Shared application services with ability to rapidly provision and change user numbers as needed, with transparent and variable cost to support business flexibility in an ‘elastic’ manner. Applications are usually accessed via a browser to support end-user mobility and flexibility. Platform as a Service (PaaS) A solution stack consisting of infrastructure, software (operating system, database etc) and tools, accessible in a self-service manner to support the development and delivery of new application services and capabilities. Infrastructure as a Service Server, compute, storage and network infrastructure capabilities provided in an agile (IaaS) and elastic manner, leveraging virtualisation technologies and high degrees of automation to help maximise asset utilisation and improve responsiveness to changing business demandsBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Databases Vision Statement (1 of 3) To achieve efficiencies in the total cost of ownership of databases and data management, the BBC will establish a standardised, flexible database environment that responds rapidly to the data management needs of the BBC Centralised, standardised database environments will be established to support BBC data management requirements: • Data Management - Deliver database environments to support Data Management requirements, in line with data management principles, policies, and standards ( to be defined by Business Systems strategy) • Standardisation and Consolidation of Database products and platforms - Database products and platforms should be consolidated and standardized to achieve efficiencies in operational capability and value for money • Standardisation of Operations - The operational management of databases should be consolidated and standardized, to adopt a standard set of tools and processes • Evaluate Database-as-a-Service model - Evaluate the benefits of moving to a service-oriented model for database provisioning 1. Data Management • Assess BBC data management requirements • Define standards / guidelines for database environments to support / comply with relevant BBC Data Management principles, policies, standards, and best practices (which will be defined in the Business Systems strategy). This could involve, for example: Information Data Management Example of how Database implementation Principle could support/ comply Consistent data across locations and Implement standardised mechanism for business processes database replication, database mirroring, snapshots. Centralised data management for Deploy database server farms with centralised quality control support and management. Ability to share information across Provide standardised access to standardised the business database environments with centralised support and management to facilitate provision of simple and common access by applications to dataBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Databases Vision Statement (2 of 3) 2. Standardisation and Consolidation of Database Products and Platforms Database products and platforms should be consolidated and standardised to achieve efficiencies in operational capability and value for money. • Definition of use cases for databases within the BBC. These will be used to drive standard database building blocks / tools resulting in common fit-for-purpose products and platforms. • A small set of database products and supporting platforms will be identified as the future strategic database environments based on an assessment of the existing estate and BBC requirements (data management needs and use cases). A clear governance route for exceptions needs to be established. • Develop decision-making tool to assist the consumer in selecting the most appropriate [strategic] database product+platform for requirements. • Rationalisation of existing product sets should be undertaken to remove niche products where possible (using refresh as an opportunity). • Evaluate the benefits and acceptable use cases of a self-service small platform database capability. • Use refresh as an opportunity to drive towards standardisation of the environment. • Retro-fit of the current environment should be undertaken on a cost/benefit case to drive towards standardisation. This would likely involve consolidation of existing database installations onto shared farms or clusters to reduce hardware footprint and energy consumption. • Application standards to be defined and enforced to ensure applications are designed to be optimised for strategic database platforms. • Standardisation of Operating Systems for each platform. • Evaluate the benefits of building strategic database farms to support BBC requirements.BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Databases Vision Statement (2 of 3) 3. Standardisation of Operations The operational management of databases should be consolidated and standardised, to adopt a common set of tools and processes. • As standard, there will be separation of production, development and test platforms, for each database environment. • Standardisation of database provisioning, management, backup and recovery, and reporting tools. • Standardise processes, SLAs, documentation. A common service management framework will enable performance monitoring and alerting to be exposed to the BBC and provide an interface for provisioning requests. Alignment with Service Management strategy. • Database strategy needs to align with Storage strategy to provide storage at a tier suited to database criticality. 4. Evaluate Database-as-a-Service model Evaluate the benefits of moving to a service-oriented model for database provisioning, this will include (but is not limited to): • Identify BBC business problems which need to be addressed by service model – does the BBC need this now? • Define “database as a service” – what it encompasses, its limitations, compare to current approach • Market assessment of database-as-a-service. This will include: - Established service vendors in the marketplace, offerings and associated costs – public, private, hybrid models - Technology assessment – maturity of database products to support service model, maturity of tools to support the model (management, orchestration, reporting, monitoring, chargeback) • Capability assessment of BBC for adopting a database-as-a-service model, consider suitability for e.g. development/test environments, self- service capability. • Alignment with Cloud strategyBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Virtualisation Vision Statement (1 of 2) Drive the use of virtualisation technology across the BBC through a dictating a ‘Default’ approach for enterprise servers, a ‘where practical’ approach for media servers, and a where appropriate approach for desktop and applications The BBC distinguishes its vision for virtualisation across 3 key areas of: • Core Enterprise Servers • Broadcast & Media Servers • Desktops & Applications 1. For new core enterprise servers, the BBC’s technology direction for virtualisation is to dictate a ‘default’ virtualisation strategy, meaning that the BBC will employ virtualisation for all new server deployments to increase flexibility and reduce costs through improving the ability to deliver disaster recovery (DR), remove dedicated cluster or High Availability (HA) software and enable future technology refresh through hardware abstraction. Acceleration of virtualisation across the existing enterprise estate will be undertaken based on an assessment of the value and service improvement delivered. 2. For servers that enable or support media, production and broadcast capabilities, the BBC’s technology direction is to virtualise commodity hardware based devices ‘where practical’. The BBC will work with their suppliers to drive for virtualisable versions of hardware appliances ‘where practical’. Web and back-office broadcast systems will follow the same strategy as core enterprise servers. This means that these areas should implement virtualisation where there is a clear case for increasing value within the parameters of the BBC’s audience facing service needs. This area will also look to leverage the use of cloud computing to flex the required computing capacity both up and down. 3. Drive a platform agnostic approach across desktops and applications, through a ‘where appropriate’ approach to virtualisation. Key drivers are: • Flexibility gained by providing temporary and contract staff with protected ‘builds’ and access to applications, without the need to provide BBC owned dedicated hardware. • Remote access to BBC systems from temporary and remote locations (e.g. Sporting events such as the Olympics)BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Virtualisation Vision Statement (2 of 2) The diagram below shows the strategic intent for business areas. The strategy for each area should be reviewed on an annual cycle to ensure that advances in technology are included. Figure 1 – Virtualisation Strategy TreeBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Service Management Vision Statement To provide outstanding quality of service to the BBC and its audience by utilising an agreed enterprise strength service management toolset to join up the large number of diverse pools of technology support available to the BBC. Moving all support providers to agreed BBC processes for service management. To deliver a technology solution that is close to vanilla, is free at point of implementation and seek to move to ‘Software as a Service’ to better facilitate the interaction and management of a wider set of support partners. The value delivered through this includes: Predictable service management to improve service to the End User Clarity of ownership Right set of services, at the right quality and at the right cost Minimising audience impact and maximising audience experience Easier collaboration/knowledge sharing across the BBC Enabling tools to be accessed at any time and any place Reducing duplication/increasing efficiency which will improve total cost of ownership for the BBC Effective life-cycle management Improved communication and clarity of inter-dependencies Consistent incident handling, reporting and escalation processes Consistent standards and measurable metrics – with the ability to deliver to these standards The steps to implement this vision include: 1. Identify and review current support organisations and the processes used: there are 50+ support providers of various sizes and sophistication that are currently supporting BBC technology, each uses different service management methodologies 2. Use of pan-BBC processes based on latest version of ITIL for internal support operations: ITIL V3 is currently industry proven practice 3. Develop a pan-BBC Service Catalogue: Each area will need to capture the services it provides to the BBC in a standard way 4. Support owners agreement to use common BBC toolset and to use a common foundation data set across the BBC: Buy-in required to justify the investment in an enterprise-strength tool and enables the sharing of data across all parties 5. Central funding of licensing for BBC users: This will drive support providers to chose to use the new toolset 6. Implementation of common toolset across internal BBC support organisations: This is when the benefits will start to be delivered, including common reporting and escalating capability 7. All third parties to integrate with the BBC Service Management toolset and follow BBC processes: Another enabler to improve handoffs between parties 8. Investigate case to move to Software as a Service (SaaS) Service Management: See whether products available in the market would provide more net benefit than traditional application deployment models.BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Desktops and Client Services Vision Summary The BBC will adopt a role-centric strategy for client computing services, focussed on accessibility, mobility and collaboration. A catalogue of standard managed client devices with consistent and appropriate applications will be supplemented with virtualisation and user-owned devices where appropriate. 1. Adoption of appropriate role-centric profiles Role-centric profiles will be defined, focused on increasing productivity and efficiency and will support appropriate choices of hardware platform ● The clear definition of an appropriate number of profiles will allow the BBC to create a standard catalogue of both hardware and software services to be delivered to users ● Roles will be based on a combination of the mobility needs and compute power requirements of the user ● This will enable a more cost efficient provision of services due to a reduced number of platforms and applications requiring support, while meeting the performance and reliability needs of the user 2. Driving the adoption of mobile-focused hardware and operating environment The future client device strategy will be the default deployment of laptops where feasible to help drive Workplace and People initiatives and enable increased mobility amongst the workforce ● The BBC will continue to provide a managed desktop service for staff, driving an increase in performance through the use of fit for purpose hardware with improved monitoring of operating performance. This service will be the default provision where the quality of service and support is critical to the user role. ● The desktop service will upgrade to the latest operating systems where the change can be shown to increase business efficiency and usability and where it is cost- effective. ● Greater use will be made of virtualisation across the estate for both BBC and external users, enabling user-owned devices to access services in a controlled and secure manner where practical. ● The use of mobile services and application virtualisation will facilitate improved collaboration with third parties while reducing security compliance challenges within the BBC. 3. Appropriate applications and client services Appropriate industry-standard business tools will be used across the estate in order to provide a consistent toolset that supports the productivity and collaborative needs of the workforce ● Users not requiring the full feature set of thick client productivity applications will access lightweight online “application-as-a-service” versions of compatible tools to reduce deployment, licensing and support costs ● Application developers and vendors will be required to provide up-to-date releases of their products which can run on current mainstream hardware and software platforms or facilitate virtualisation such that they shall not prejudice the BBC’s ability to upgrade platforms where beneficial to do so ● Virtual application delivery will be used to deliver a standardised set of applications to a variety of hardware platforms in a secure yet flexible manner without being tied in to specific platforms or vendorsBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Telephony and Collaboration Vision Statement Provide a standard, integrated, user-centric technology toolset for voice, video and text enabling users to find, connect and collaborate with staff and business partners, whether inside or outside of the BBC network in a reliable, simple and secure manner. Technology Approach Define use cases around user needs such as location, accessibility requirements and workstyles and provide appropriate technologies, aligned to these use cases. Emphasis will be to provide a consistent capability and usability for office, home and remote workers. Ease of use across functionality to be prioritised over best-in-breed component selection to promote adoption. This approach will require the use of a standard integrated Instant Messaging / Voice / Video client solution, and the presentation of Voicemail / SMS / Text / Email / Fax through a common interface. Supplementary technologies will be used in addition to the standard productivity toolset to satisfy specific business requirements. This approach will enable cost and environmental efficiencies through real-time collaboration and reduced need to travel. Unifying Communications Toolsets will be presented as a standard pan-BBC offering with a reliable, consistent user experience. Open standards technologies will be adopted if the user experience is not depreciated. Users will benefit from single sign on authentication, built upon an architecture enabling communication flow across enterprise and broadcast IT. Collaboration technologies will be designed to interoperate, avoiding technology silos. Tools will be extended beyond the perimeter of the BBC to facilitate seamless collaboration with third parties. VoIP capabilities will be further developed to enhance functionality and drive down costs. Benefits of VoIP will be maximised, including the provision of a single presence-aware contact number for all BBC people. This will include the integration of mobile devices where possible into the unified communications suite. The architecture will facilitate the integration of multi-modal and multi-tiered audio and video conferencing to allow users to join conferences using whatever device and level of quality available to them. Locating, accessing and distributing information easily A single platform will be available and promoted for sharing of enterprise information, regardless of device, platform or location. Private or public cloud services will be leveraged where possible. Tools will increasingly be delivered as SaaS. Locating and interacting with people and teams easily Aggregated directory, calendar and presence services will provide single point of reference for people information, available to trusted parties through federation. Virtual meeting and collaboration spaces will allow traditional and virtual teams to participate, promoting community awareness independent of physical proximity. A consistent and accurate view of staff presence and status will be available to and updated by line of business applications. The BBC aims to be a mobile organisation and the suite of collaboration tools needs to assist in this aim by delivering across existing and future geographical and departmental groups.BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Accessibility and Usability Vision Statement (2 of 2) Applications and Services To improve the overall user experience all applications and services will be designed and selected to integrate with the selected accessibility products while complying with usability guidelines by: • embedding accessibility and usability requirements into the strategies of all technology areas, particularly around collaboration and flexible working • providing standard accessibility and usability requirements, to drive the development or procurement of all products and services – ensuring they comply with DQ accessibility and usability standards • deploying technology to simplify and where possible automate the design and testing of applications and services against usability and accessibility requirements • ensuring any upgrades to desktop operating systems and applications are compatible with selected accessibility tools • to ensure Unicode compliance for languages which enables all parts of the enterprise to exploit applications and services in development or procurement Support tools and processes Focus technical support on the actual business needs of the workforce rather than either perceived needs or the needs of the service provider through: • the procurement of tools, technology and services being undertaken against the overall accessibility and usability requirements of the workforce • embed user and role specific needs into tools and processes to provide a frictionless, automated experience • engage the Accessibility and Usability teams early in the selection of hardware, software and processes for internal technology projects 2. Audience facing usability and accessibility FM&T will deliver technology to meet the overall charter needs of the BBC across all platforms and applications enabling the audience to receive content via text, video or audio and interact using standard accessibility products Audience platform and application development All BBC audience facing products will be created using the best technical standards available to ensure a usable service • Development platforms should be selected based on their ability to provide access to underlying accessibility frameworks • Understand and focus testing on the devices that are actually being used by the audience • End user applications and platform design should focus on the interaction of the user with a strong usability focus delivered through commonality across systems • Development should adopt standards where they exist or engage with the standards setting organisations to create new Interaction with the audience Platforms should support the widest range of assistive technology tools through the use of the standard accessibility framework • Where practical core accessibility requirements, such as subtitles or audio description, will be delivered across all platforms • Interactive solutions should focus on enabling all audience members to contribute irrespective of their accessibility needs • Partners, suppliers and vendors should be engaged to improve accessibility and usability of products and toolsBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Environmental Vision Statement (1 of 2) Meet or exceed the FM&T contribution to the BBC environmental targets and promote sustainable behaviour across the BBC, suppliers and its audience. Drive the Appropriate use of Technology • To ensure that FM&T are able to contribute appropriately to the overall BBC environmental targets it is necessary to understand the size and nature of the corporations technology footprint through measurement and bench marking. It will then be possible to drive the appropriate use of technology to reduce environmental impact cause by the creation of CO2, the use of water and the generation of waste. Develop a capability to measure, store, aggregate, analyse and report on the environmental impact of FM&T activity. The focus of this activity is to support effective decision making and to support behaviour changing activities, thus resulting in an improved ability to manage systems and equipment life cycles as well as to model and plan future systems and intentions. • All technology power utilisation and embodied energy data should be captured and stored in an appropriate data base, may be as part of our operational asset management. • All future projects should include technology that is capable of providing environmental measurement and power control as a default (e.g. device power usage, building cooling) and increasingly information on embodied energy and key components and materials (for their recoverability and toxicity). • Provide the organisational capability to support the analysis and turn its findings in to effective decisions, actions and behavioural change. • Monitor for unexpected consequences as these are surprisingly common and often negate the desired intent. It may be that a technology alone is not sufficient to effect a behavioural change, that suppressing demand in one area creates a greater demand else where or that more efficient technology allows us to consume more, rather than achieve the same with less. The BBC has a considerable technology asset base, a significant element of which is currently being replaced by in flight projects where sustainability was not mandated or a priority in the design. Thus if the carbon footprint of the BBC is to be addressed in a timely manner then ways of managing this legacy have to be developed. • For new projects, environmental business case analysis (power usage, refresh cost, embodied energy, duplication, power control) is needed. • For existing installations and in service technology we need an approach to decide if sustainability can be improved, possibly by retrofitting new systems or the accelerated refresh of equipment (rather than natural lifecycle refresh). This may be part of a “spend to save” initiative or a BAU refresh programme. The initial focus should be on how we operate core IT and communications infrastructure, then broadening across technologies and the equipment life cycle to encompass systems design, service provision and procurement across the enterprise, with a future focus across broadcast technology. Initiate an environmental focused "Kite mark" (yet to be determined) to support all deployment projects as well as technology procurement. Working closer with BBC procurement to ensure all technology and service procurements have strong sustainability componentsBBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Environmental Vision Statement (2 of 2) Exploiting the best of industry initiatives (such as the EPEAT gold IT standard). Where ever possible and appropriate use the best IT industry techniques and technology to reduce power consumption and improve cooling efficiency. Areas of focus should include data centres, storage, servers, virtualisation, power management, Power supply and management of peripherals (such as printers). Start to tackle the broadcast equipment industry (where sustainable approaches are in their infancy or non existent) with a view to ultimately gaining similar benefits as the more mature ITC sector. Promote FM&T Sustainable behaviour Establish a community of practice covering the range of technology areas to promote the environmental agenda and identify specific opportunities for change. The intention should be to ensure that appropriate sustainable thinking and behaviour becomes part of all of our considerations, activities and operations, similar to the way we manage health & safety of focus on value for money. Transfer environmental activity into business as usual so it becomes part of our organisational DNA. Install a formal environmental governance process within FM&T which works in conjunction with other BBC sustainability initiatives to effectively change behaviours. Feedback on environmental performance information to staff in order to promote sustainable behaviour (office/building power consumption figure, lighting use, printer activity, travel footprint etc.) This process should increase the maturity of the BBC’s capability allowing more ambitious and effective measures to be undertaken in the medium and long term. It should also allow sustainable thinking to enter strategic decisions across a range of areas from services, platforms, receiver technology and production work flows. Deliver enhanced visibility of the overall environmental impact of the BBC FM&T will provide the tools and processes to aggregate raw data and analyse the resulting information to drive improved behaviour across the entire organisation with the goal of meeting the existing BBC targets. Ensure effective cooperation with other BBC sustainability work streams. Drive change into the procurement process to assess the environment lifecycle costs of equipment & system components. Support the gathering and exploitation of business intelligence across BBC business systems to aggregate existing environmental data in order to enable decision making and provide insight. Influence change in the environmental impact of audience equipment through industry forums and the definition and promotion of standards. Work increasingly with partners, service providers (in sourced or out sourced) and suppliers to improve their performance and thus create greater effectiveness across the whole system. This may include those managed by other work streams (including those managing our facilities). Use our influence and leadership in an appropriate way to the benefit of the Broadcasting industry and UK plc. Finally it is important to note that although this is a technology strategy, and as such is focused on technology, the importance of co-ordinating with the other areas of environmental activity within the BBC is paramount if the primary objectives are to be achieved and truly sustainable behaviours are to become the norm.BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

Information Security Vision Statement This strategy has been removed because the BBC does not publish any specific details relating to Information Security. If you would like to know more detail relating to this strategy then please contact Andy Leigh (andy.leigh@bbc.co.uk) directly.BBC © 2011 All Rights Reserved “The information contained in this document is intended to set out the proposed technology strategy for the BBC and is not intended as an endorsement of any of the products ortechnologies."

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Overview of technology_visions_v30a_mar_11_blog

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