Our Performance - Strategy 2020
The Strategy 2020 Performance Report tracks the corporate-wide objectives of our current strategic plan. We established long-term targets we aim to meet by 2020. Each year, we track our progress against annual targets. Eight key indicators measure progress in four key areas: audience, infrastructure, people and financial sustainability.
Our goal is to increase our value and deepen our relationship with all Canadians. With this in mind, four of the eight indicators measure our connection to our audience. When we originally launched our strategy, by 2020 we wanted:
- Three out of four (75%) Canadians to consider one or more of our services to be very important to them (indicator 1);
- Canadians to continue to strongly agree that CBC/Radio-Canada’s information programming reflects a diversity of opinions and covers issues in a fair and balanced way (indicator 2); and
- To increase our digital reach so that 18 million Canadians will use our digital platforms each month and to grow the number of digital interactions they have with our services (indicators 3 and 4).
To support our audience goals, we are transforming our infrastructure, including reducing our real estate footprint by 50% (indicator 5). We are also transforming our workplace, focusing on employee engagement (indicator 6) and better reflecting Canadian diversity (indicator 7). We are becoming more financially sustainable through cost reductions (indicator 8).
The table below highlights the progress we have made on these indicators:
|Indicators||Results 2016-2017||Targets 2017-2018||Results 2017-2018||Performance against target||Targets 2018-2019||Targets 2020|
|1. Importance to Canadians (% very important)1 2||54.5%||58.0%||57.1%||58.8%||75.0%|
|2. Information programming has diverse opinions and is objective (% who strongly agree)1||53.2%||57.0%||52.7%||55.0%||57.0%|
|3. Digital reach of CBC/Radio-Canada (millions)3||16.9||18.8||18.5||18.0||18.0|
|4. Monthly digital interactions with CBC/Radio-Canada (millions)4||140.4||159.5||159.1||145.2||95.0|
|5. Reduce real estate footprint (millions of rentable square feet)5||3.9||3.8||3.8||3.7||2.0|
|6. Employee engagement (% proud to be associated)6||82.0%||84.0%||85.0%||87.0%||90%|
|7. Employee diversity (% of new employees)7||23.0%||23.2%||27.8%||25.4%||23.2%|
|8. Achieve cost reduction target ($ million)||$87.5||$93.1||$93.1||$104.0||$106.38|
Indicator 1: CBC/Radio-Canada continues to be positively perceived by Canadians. Close to six out of ten strongly believe that we are important to them, a result that has significantly increased from last year and nearly reached its 2017-2018 target.
Indicator 2: Perception results of our information programming remained relatively stable compared to last year, but fell below target.
Indicator 3: Our digital reach continued to grow significantly this year and passed a major milestone, meeting its 2020 target two and a half years early. With 18.5 million unique visitors, we now reach roughly half of all Canadians through our digital platforms; more than ever before. This result is, however, slightly below our annual target.
Indicator 4: Driven by the success of our digital coverage of the PyeongChang 2018 Olympic Winter Games, monthly digital interactions continued to increase significantly this year, almost achieving its annual target.
Indicator 5: With the sale of our Halifax building in October 2017, CBC/Radio-Canada's real estate footprint met its annual target level of decreasing to 3.8 million rentable square feet. A sizeable reduction in our real estate footprint is expected following the move from the current Maison de Radio-Canada into a new leased facility on a portion of the same site, scheduled for 2020.
Indicator 6: Employee engagement surpassed its annual target by one percentage point as a result of our organizational climate and work environment continuing to improve.
Indicator 7: Employee diversity continued to significantly increase, outperforming its 2017-2018 annual target and last year’s record result, as we include a wider range of faces, voices, abilities, experiences and perspectives in our workplace. Inspired by our successes in becoming a gender parity leader in the Canadian media industry, we will continue to implement our Diversity and Inclusion Plan to attract a broader pool of external candidates and improve the retention and advancement of diverse employees.
Indicator 8: Cost reductions met the 2017-2018 target, with a cumulative $93.1 million of costs reductions now achieved.
1 Source: Mission Metrics Survey, 2017-2018, TNS Canada. This is the percentage of Canadians who give us top marks (i.e. 8, 9 or 10 on a 10-point scale). Information programming (Indicator 2) is the average of two questions: CBC/Radio-Canada’s information programming "reflects a diversity of opinions on a wide range of issues" and "covers major issues in a fair and balanced way.
2 In fall 2017, the word personally was removed from the end of the question that now reads: How important would you say the CBC is to you?
3 Source: Unduplicated reach of CBC and Radio-Canada digital platforms. comScore, multiplatform measurement, monthly average unique visitors.
4 Source: comScore, multiplatform measurement, monthly average visits.
5 Our rentable square feet (RSF) results exclude foreign offices (e.g. bureaus), transmission sites, parking lots and leases for the sole purpose of storage (i.e. no broadcasting activity).
6 Source: Gallup Consulting, Dialogue 2017 Survey. This is the percentage of employees who are proud to be associated with CBC/Radio-Canada. This is measured as the percentage of employees who responded four to five on a scale of one to five in a representative survey of employees.
7 This metric is made up of three groups: Indigenous and Inuit peoples, persons with disabilities, and visible minorities. It is calculated as a percentage of new external hires for positions of 13 weeks or more.
8 Target updated to reflect the continuation of our broadcasting of Hockey Night in Canada on Saturday night and playoff hockey beyond 2020.