Next generation BBC

Under a backdrop of demonstrating public value and in a wider and more varied competitive marketplace, the BBC established the ‘Next Programme’ in 2007 – a business transformation programme focusing on the technology specialists in four different divisions who support both IT and broadcast infrastructure across the Corporation. As well as the realisation of savings, the objective of the programme was to standardise processes and systems across the four teams, and consolidate the divisions, resulting in a headcount reduction of approximately 20%.

As part of the Next Programme, PwC was appointed to help develop a business case around how technology consolidation could realise financial savings. On approval of the business case, PwC worked with the BBC to set up and prepare internal teams to drive and deliver the expected benefits. We then assisted the teams, and senior management, through the first year of implementation.

Year 1 target savings were exceeded and the programme is currently on target to deliver in years 2 and beyond.

‘I was originally brought in as a programme manager to design and set up the project structure. The responsibilities of the team include providing reports to the Treasury to help it make informed decisions on the APS, as well as liaising with other consultancies, banks, investment banks and various teams of lawyers.

‘We’ve been able to help the Treasury establish a Project Management Office that will continue to operate effectively long after the engagement has ended.

‘This has been an incredible learning opportunity. It’s a groundbreaking assignment for a high-profile client and it’s giving me the opportunity to manage a large team under incredible pressure.

‘I am a working mum and the firm has been very supportive, ensuring I have access to the numerous provisions available and that I am being “looked after” and managing to get some downtime.’

Brian Henderson, Dame for the 2009 show and Director of the 2010 show, has been involved for five of the past seven years: “Everyone in the show has a hidden talent that they don’t get to use as part of their day job. Whether cast, band or crew, I’m always impressed by the enthusiasm and commitment of the whole team. It’s a huge project run at a very professional level”.

Adam Mahomed was a senior crew member in 2009 and will be Stage Manager for 2010: “We organise a backstage tour for blind children who meet the cast, play the instruments and touch the props so that they have a better understanding of the show when they hear it. This is an emotional event for the company and it's hard to find a dry eye in the house. I think this sums up what pantomime is about – giving something back to the communities we serve”.

Amelia Goudie was an Assistant Producer and a Principal character in Sleeping Beauty last year. She comments on how the Panto has helped her in her day to day work: “It has given me the opportunity to gain skills and experience I have not so far been able to gain in my employment, including chairing meetings, something I had never done before, and also build up a network of contacts across the firm which make doing my job easier. It has also contributed to my development in terms of problem-solving and communication”. The 11 performances are the culmination of a year’s hard work planning, producing, auditioning and rehearsing. For three-time Musical Director, Julia Bowyer, it’s all worthwhile: “Being practically deafened by the wall of sound from 1,000 screaming, singing under-10s is an amazing feeling.”

“Back in the office, my colleagues are all very supportive, but can’t resist the obvious jokes: ‘Where’s the stapler? It’s behind you.’

The Panto is seen by over 9,000 people a year, mostly children from schools and charities. The performance in the theatre is also broadcast live to seven children’s hospitals around the UK and Ireland, where PwC employees join the ward staff to give out Panto activity packs, song sheets and games.

‘And within the firm we have leading experts in every aspect of Board responsibilities and corporate leadership. Our senior decision-maker programme brings together these two groups to share their experiences and learning.

'We also believe that PwC should play its full part in developing the next generation of Board members for the public and private sectors. We have a range of programmes focused on helping to prepare these future leaders.

'I know from the time I spend talking to senior figures that they value the chance to spend time both with their peers and with experienced partners from PwC to discuss some of the common issues they face leading large organisations. And alongside these meetings we regularly research and publish briefings on the latest trends and best practice.'

With solar energy virtually unlimited in most parts of the world, CSP is one of the few currently available low-carbon technologies which could play a dominant role in the electricity sector over the next 40 years. It also provides tremendous opportunities to support economic and social development in developing countries.

To help us deliver on this ambition, PwC has formed Solar Potential – a working partnership with The Climate Group and the Potsdam Institute for Climate Impact Research. This partnership aims to accelerate the global uptake of renewable sources of electricity as a direct means of tackling climate change and energy security.

Over the next few years we will be working with organisations and governments around the world to develop a roadmap for delivering ‘solar potential’. This blueprint will help governments take direct and immediate action to move us to a lower carbon world.

Earlier this year PwC became a WWT corporate patron. Our membership will allow us to develop our environmental programme further by supporting WWT’s national network through our local offices. It also gives our staff an opportunity to support projects at WWT centres, to develop their team-building and leadership skills, as well as their understanding of the importance of the wetlands on climate change and ecosystems.

In June this year, a group of 50 PwC volunteers undertook vital work at the London Wetland Centre in Barnes, helping to remove the typha (bulrush), a prolific weed, from the centre's drainage waterways. They also painted fences, the bird hide and other wooden structures.

Martin Spray CEO of WWT, commented “We are absolutely delighted to have a partner as prestigious as PwC and look forward to developing a deep relationship with this organisation and their staff”.

Despite the secrecy and security it hasn’t stopped people trying to find out the winners’ names before the announcement at the Oscar® ceremonies. Many stars, from Julia Roberts to Robin Williams, have in jest tried to find out who has won or grab the briefcase prior to the opening of the envelope to reveal the winner.

As part of the tradition, the intentionally low-tech process is designed to maintain the utmost secrecy and it’s been at the heart of PwC’s relationship with the Academy for 75 years, one of the firm’s most high-profile and enduring client relationships.