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A New Direction: Statement of Strategy 2025 - 2029 PDF Free Download

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A New Direction

Statement of Strategy

2025 - 2029

Our purpose is to serve as an independent source

of stories, news, information and entertainment

for Ireland, reﬂecting the diversity of its people and

providing experiences that enrich the lives of all.

Contents

Preface

DG opening statement 2

Chair opening statement 3

Introduction

Key messages 4

Laying the foundations for

change in 2024

Strategy Overview

Goals and Initiatives 6

Financials 8

Strategy

Development Process

Consultation and feedback 10

Clarity of purpose 11

Statutory requirements 12

Context

Media landscape disruption and

transformation

Audience dynamics and behaviours 16

Conclusion 40

Strategic Goals

Goal 1:

Engage

audiences with

high-quality

impactful

content

Goal 2:

Provide excellent

streaming

products and

services

Goal 3:

Diversify

production and

support sectoral

development

across Ireland

Goal 4:

Ensure robust

ﬁnancial

management

performance

Goal 5:

Build a sustainable,

trusted and

responsible

organisation

Director

General’s

opening

statement

This strategy is about ensuring the future and the relevance of a

transformed RTÉ. It is about delivering a strong and independent public

service, available to everyone; it is about creating a trusted organisation

delivering for Irish audiences; it is about backing creative ambition and

digital innovation; it is about supporting Irish culture and bringing people

together; it is about reﬂecting all of the country and supporting the

creative industry across the island.

The launch of the strategy comes after a period of turmoil for the

organisation; a time when we were kept going by the commitment of our

staﬀ and partners and the continued support of our audiences. Against

this backdrop we must recommit to our core public service mission and

beliefs.

Public service media continues to enhance the lives of individuals and

society, especially at a time when people are subjected to damaging

disinformation. RTÉ will be a source of trusted and independent news

and information for Irish audiences and the home of signiﬁcant national

moments that unite the country whether that is sports, politics, arts or

entertainment.

This New Direction strategy sets out transformative change in how we

deliver for audiences and how we run the organisation; how we ensure

that we deliver value for money and are transparent and accountable.

It is a plan based on our core values. It is outward looking and ambitious

- but it is deliverable. We are determined to build a strong, modern RTÉ

that will play its role in Irish life, that Ireland will be proud of and that will

deliver a better outcome for the public we serve.

We cannot deliver this plan alone. As is widely recognised, funding

reform is critical to protecting public service media in Ireland. We will

continue to need the outstanding support of our staﬀ, our partners in

the independent sector and the range of organisations we work with

daily across Ireland. And we will reciprocate that faith placed in us by

delivering a public service broadcaster ﬁt for the future and for our

audiences.

Kevin Bakhurst

Director-General

Chair’s

opening

statement

Terence O’Rourke

Chair

Public Service media is facing fundamental challenges. RTÉ is not

immune to this and throughout its long history it has adapted its

services from radio to television to online to the Player. Now, technology,

social media and shifts in how information is consumed have all framed

a new world in which RTÉ must go through a radical evolution to

continue to serve and reﬂect Irish society into the future.

We, as a Board, have tested this strategy and believe it oﬀers a realistic

roadmap for the organisation to change. Its vision is clear. Its ﬁnancial

underpinning is realistic and sustainable. The events of 2023 also

highlighted the need for change and broader cultural reform within the

organisation. As a priority we will be implementing improved governance

standards, both at Board level and across the organisation. It is critical

that we work collectively to restore the public trust. We will continue

with our responsibility to steward this work of creating an RTÉ that’s ﬁt

for the future while protecting what we all value.

This strategy oﬀers the staﬀ of RTÉ the opportunity to be part of a

revitalised and modern public service media company. It presents

opportunities for RTÉ to be closer to its industry partners and by doing

so, become a crucible for the development of a dynamic independent

audio and video sector. It also marks a bold move to locate more of

RTÉ’s activities around the country bringing it closer to the audiences it

serves.

The Board of RTÉ fully endorses this New Direction for RTÉ and will

continue to support the Director General and his team in delivering it.

2 3

Introduction Key messages

This strategy sets out how, over the next ﬁve years, RTÉ will transform

in order to take account of major changes in the media landscape,

evolving audience preferences and behaviours and the expanding role

and importance of public service media. The strategy is also clear about

the need for changes inside RTÉ.

Navigating these changes requires that RTÉ’s strategy has a dual focus

in this period: creating relevant and engaging content for Ireland’s

diverse audiences; and ensuring that our streaming and on-demand

services develop while still maintaining the choice of scheduled viewing

and listening.

Implementing the strategy over the next ﬁve years is contingent on

a resolution on the funding of public service media by Government,

expected to be conﬁrmed in 2024. A reformed public funding model

will enable RTÉ to deliver a generational change in public service media

in Ireland, in which RTÉ will have achieved a full transformation from

broadcaster to the preferred streaming destination of Irish audiences.

Over the period of this strategy, many aspects of the organisation

will have been improved and streamlined, with new ways of working

adopted internally and with external partners particularly the

independent sector. The content that RTÉ provides audiences

will evolve to be of higher-quality and more impactful, with more

programmes that share uniquely Irish stories, national moments, and

shared experiences.

Implementation of the strategy will build on progress already made

to strengthen governance and to improve communication within

the organisation. There will also be continuity in areas where the

organisation is already on the right track, including an ambition to

increase RTÉ’s leadership on relevant environmental, social and

governance (ESG) issues which run through many of the goals and

initiatives. RTÉ will also show leadership in examining and contributing

to policy debate and legislation, especially on critical issues such as

prominence codes, net neutrality and Artiﬁcial Intelligence.

Laying the foundations for change in 2024

The focus in 2024 has been on laying the foundations for change and for

delivery of RTÉ’s new strategy, adding to the momentum from activities already

completed. Over the course of the year, RTÉ will demonstrate early progress on

implementation through:

Launching a veriﬁcation

mark to aid audiences

navigate mis- and

disinformation

Closing four radio

digital radio services in

preparation for our new

audio app and content

strategy

Launching sign-in for

all RTÉ Player users

as the enabler of

improved audience

personalisation features

Finalising the

commissioning roadmap

to achieve a broader

portfolio of genres and

programmes from 2025

onwards

Engaging with Coimisiún

na Meán as they consider

the minimum statutory

spend, as recommended

by the Future of Media

Commission’s (FOMC)

Participating in the

Comprehensive Review

of the Provision of Irish

Language Services in

line with the FOMC’s

recommendation

Making key

appointments to roles

critical to strategy

implementation,

including Directors of

Audio and Video

Reviewing staﬃng

and developing new

production models for

audio and video.

Strengthening our

advertising sales

capability through a re-

focused and restructured

Commercial Team.

Securing a reduction

in staﬀ through the

voluntary departure

of 40 people under

the Voluntary Exit

Programme following the

relevant permissions

Completing work

underway to produce

the economic case

and capital plan for the

modernisation of RTÉ’s

physical infrastructure.

Publishing a new

governance framework,

taking account of the

Government’s Expert

Advisory Committee

reports’ recommendations

and a review of the

organisation’s values

4 5

Strategy

Overview

Goals and Initiatives

Advanced through

the following

initiatives:

Goal 1:

Engage audiences

with high-quality

impactful content

a. A new video content strategy

addressing audiences’

streaming preferences

b. A new audio content strategy

showcasing new stories and

voices

c. Enhanced independent news

and current aﬀairs for digital

audiences

d. An expanded schedule of live

cultural performances and

public events

Goal 2:

Provide excellent

streaming

products and

services

a. Quality digital products oﬀering

an enhanced and personalised

experience

b. Developing RTÉ Player as a

competitive destination for

streaming video content

c. Launching new ways to listen

and be informed with the RTÉ

Audio and News Apps

d. Providing access to an

expanded and digitised RTÉ

Archives

Goal 3:

Diversify

production and

support sectoral

development

across Ireland

a. Increased commissioning to

increase diversity of content

and origin

b. Investment in a new production

facility in Cork

c. Re-balance of employment from

Dublin to the network of RTÉ

centres

Goal 4:

Ensure robust

ﬁnancial

management

performance

a. Transparent reporting

and performance within a

sustainable ﬁnancial model

b. Control and reduce operating

costs and drive eﬃciencies

c. Commercial success with

a focus on growing digital

commercial revenues

d. Development of the capital plan

for Donnybrook facilities and

infrastructure

Goal 5:

Build a sustainable,

trusted and

responsible

organisation

a. A re-skilled, smaller and more

agile workforce

b. Foster a positive working

environment

c. Embedding good practice on

diversity and inclusion

d. Operate to a best-in-class

governance framework

6 7

Strategy

Overview Financials

This strategy has been costed on the basis of a level of public funding

within a reformed and index linked public funding model: aligned to

the Future of Media Commission’s recommendations and that will

be conﬁrmed in parallel with the launch of this strategy. It also takes

account of our ambitious plans for commercial revenue generation, a

streamlined organisation, all while delivering on our public service remit,

with value for money for audiences to the fore. Additional ﬁnancial

details have been provided in a separate document to the Minister, New

ERA and Coimisiún na Meán as part of this process.

This plan and the ﬁnancial forecasts underpinning it, brings RTÉ onto

a ﬁnancially sustainable footing. At the end of the strategy period, we

will have completed a major restructure, delivering smaller and more

ﬂexible RTÉ, and will be close to completing a once in a generation

capital investment programme. In parallel, robust cost controls mean

that RTÉ’s annual Operating Expenditures is forecast to rise by just 5%

over the ﬁve years, with some key changes to the cost proﬁle set out

below.

Content and Ireland’s independent

production sector

In making ﬁnancial trade-oﬀs to deliver this

strategy, we have protected content spend

and within that, are directing signiﬁcant

investment into the independent

production sector.

Commissioned spend will rise from €47m in

2024 to circa €70m per year from 2026,

an increase of over 60%.

Over the strategy period, RTÉ plans

invest in excess of €340m with Ireland’s

independent production sector, with

increased spend right across Ireland.

Digital and infrastructural transformation

We will direct additional investment in our

digital skills and product roadmap for

RTÉ Player, and the new RTÉ News and

RTÉ Audio apps. We estimate this will cost

circa €40m over the strategy period.

Capital investment in a consolidated

Donnybrook site and infrastructure, will

enable us to reduce overheads, meet

climate targets, and introduce new and

more eﬃcient ways of working.

We will also invest in a new multi-functional

studio and production facility in Cork,

that will be home to a mix of in-house and

commissioned programmes.

A streamlined RTÉ with a new skills proﬁle

We will reduce headcount by up to 400

and funding this targeted voluntary exit

programme is likely to cost circa €50m.

Personnel costs as a % Operating Costs

will reduce from 51% in 2024 to 45%

in 2029. We also invest in training and

development to ensure RTÉ has the right

skillset to deliver the change.

8 9

Strategy

Development

Process

The Statement of Strategy was developed over the period from Q4

2023 to Q2 2024 considering the current context and developments

anticipated over the next ﬁve years.

Consultation and feedback

The New Direction1 framework published in Q4 2023 set out the

strategic direction and vision for a transformed RTÉ as a blueprint

for this Statement of Strategy. A consultation followed which sought

feedback from the public, RTÉ staﬀ and a wider group of stakeholders,

generating insights which sharpened the focus on areas for action

and shaped the resulting strategy. Overall, the consultation provided

encouragement that the strategic direction was correct and there was

broad agreement across the public, national, stakeholder and staﬀ

surveys on key points:

That RTÉ should become

a smaller organisation

in pursuit of longer-term

ﬁnancial stability, with

71% support in the public

consultation

That RTÉ should make

fewer programmes in

Dublin, and more outside

of Dublin, with 72%

support in the public

consultation

That more of RTÉ’s

programmes should be

produced by members

of the independent

production sector, with

63% support in the public

consultation

That RTÉ should

increase investment

in digital services, with

81% support in the public

consultation

1. https://about.rte.ie/2023/11/14/rte-publishes-new-direction-document/

This broad endorsement of the change the framework set out was

balanced with a need to see evidence of that change, with some

concern around the implementation of reforms. While 57% of those

consulted agreed that RTÉ is serious about transforming into a

better-run organisation, this points to a need to act promptly to make

the planned changes and ensure that all reforms are transparently

communicated. Similarly, only 46% of respondents agreed that the

plans would result in a better use of public money, providing further

evidence of the importance that value for money is both pursued and

demonstrated.

Taking stock of the consultation ﬁndings during Q1 2024, the Interim

Leadership Team of RTÉ prioritised ﬁve goals. Through iterative

consultation with relevant business owners, we sought to improve

the organisation’s position relative to identiﬁed strategic risks (listed

together with management measures in RTÉ’s Annual Reports) as well

as to factor in and manage implementation risks for individual initiatives.

Following engagement with the Department on this format, the

leadership of RTÉ engaged in further planning, prioritisation, phasing

and costing of these goals. The Strategy Sub-committee of the RTÉ

Board were consulted at regular points. On completion, the Statement

of Strategy was approved by the Board and submitted to the Minister.

Clarity of purpose

Underpinning a new, clear direction for the organisation was an

interrogation of how RTÉ could best deliver against the challenges and

opportunities as Ireland’s principal national public service media in the

digital age. As an outcome of these considerations, and informed by

inputs from research and consultation, a Purpose Statement has been

developed to provide a clear, concise and unambiguous statement

of the reason RTÉ exists and the value it creates. This provides an

enduring ‘north star’ to each multi-annual strategy and the decisions

within it.

Along with the development of a new governance framework, this will

serve, together with the values subscribed to and demonstrated by all in

the organisation, as a guide for the day-to-day decisions and behaviours

which are critically important to how the organisation works and the

standards it upholds.

Our purpose is to serve as an independent

source of stories, news, information and

entertainment for Ireland, reﬂecting the diversity

of its people and providing experiences that

enrich the lives of all.

10 11

Strategy

Development

Process

Statutory requirements

Statutory requirements govern the development of each RTÉ

Statement of Strategy and two closely related documents: the Public

Service Statement and the Annual Statements of Performance

Commitments.

RTÉ Statement of Strategy

Section 99 of the Broadcasting Act (2009) states that RTÉ must

prepare a statement of strategy every ﬁve years.

“…set(ting) out the strategy of the board of the

corporation for achieving its objects under this

Act during the period to which the statement

relates, having regard to resources available to

the corporation.”

The preparation of this Statement of Strategy has been underpinned by

due consideration of RTÉ’s extensive remit as outlined in Section 114 of

the Broadcasting Act.

More recently, the Future of Media Commission has also articulated the

role of public service media (with key elements of the report cited later

in this statement). This role was described as:

• Informing, educating and entertaining the Irish public with regard to

matters of Irish culture, identity, sport, language and other matters

inherent to Ireland and the Irish people

• Ensuring that the public has access to high-quality, impartial,

independent journalism, reporting on matters of local, regional,

national, European and international importance in a balanced way

and which contributes to democratic discourse

• Bringing the nation, and diaspora, together at moments of great

national importance

• Ensuring that creative Irish talent gets the opportunity to have their

work reach audiences in Ireland and, where possible, further aﬁeld.

RTÉ Public Service Statement

Section 101 of the Broadcasting Act (2009) states that RTÉ must

prepare a public service statement every ﬁve years.

“…setting out the principles to be observed, and

activities to be undertaken by the corporation in

order to fulﬁl its public service objects.”

A ﬁve-week public consultation in 2021 informed RTÉ’s Public Service

Statement 20222 attracting almost 10,000 respondents, one of the

highest engagement levels of any media or other public consultation

undertaken in Ireland. The respondent sample was diverse in both

demographic proﬁle and media habits, and the ﬁndings directly

informed the resulting Public Service Statement. This statement

reaﬃrmed the need to continue providing much of what we do, while

also reinforcing areas where we need to do better – all within a highly

dynamic media and technology sector. The guiding principles and

activities in RTÉ’s Public Service Statement provided the foundations to

this strategy.

RTÉ Annual Statements of Performance Commitments

Section 102 of the Broadcasting Act (2009) requires that RTÉ prepare

an annual Statement of Performance Commitments:

“…including the activities to which the corporation

intends to commit in that ﬁnancial year and

associated performance indicators.”

Annual Statements of Performance Commitments will be submitted

over the period 2025-2029 following approval and adoption of RTÉ’s

Statement of Strategy. Metrics for the strategy will be included in

RTÉ’s Annual Statement of Performance Commitments. 2024’s

Commitments have already been structured around the ﬁve goals of

this strategy, allowing us to build moment and lay strong foundations for

its delivery. These published commitments will support transparency

in demonstrating how RTÉ is delivering against the stated goals and

outcomes of this strategy, for public and stakeholders.

2. https://about.rte.ie/wp-content/uploads/2023/03/RTE-Public-Service-Statement-2022.pdf

12 13

Context This strategy was developed with audience needs at its heart. Despite

the proliferation of content choices from international sources, we know

from the results of our public consultations that there is a strong and

enduring desire from audiences to rely on their public service media to

reﬂect Ireland, to highlight the issues that matter and to showcase the

best of Irish stories and culture.

To fulﬁl the public service media role, this content must provide national

moments and shared experiences; shine light on issues and provide a

forum for discussing solutions; allow people to recognise themselves

and the society they live in in dramas and documentaries; and hear their

own language spoken - alive and vibrant - in our Irish language output.

The role of independent news and reporting is critical to the health of

a democratic society and RTÉ News & Current Aﬀairs must strive to

reach all audiences as media habits change and evolve.

The strategy has also been developed in the context of changes to the

media landscape as well as the evolving public policy environment.

This context has shaped the discussions during the development of the

strategy and informed the decisions on priorities that are reﬂected in

this statement.

Media landscape disruption

and transformation

A major initiative to map and navigate the changing media landscape

was completed by the Future of Media Commission, and the

Commission’s report sets out a roadmap for the development and

sustainability of Ireland’s media. We have incorporated a range of the

FOMC recommendations into our plans including prioritising the Irish

language and engagement in the planned comprehensive review;

collaboration with, and increased investment in the independent

production sector; the importance of diversity and inclusion; and

developing our strategy for capital assets management. Points of

particular relevance from the FOMC report are cited here as a preface

to the strategy adopted by RTÉ.

The Commission report states that the next decade will be

characterised by “disruption and transformation” driven by changing

economics, technologies and consumer behaviours, and emphasised

the need for media organisations including RTÉ to “ﬁnd new ways to

connect and engage with audiences, or risk losing them”; they also

called on organisations to “renew and reinvigorate their social contracts

with the public” – a call that this strategy endorses and seeks to achieve.

The report notes that the public have “a wide range of interests and

tastes” across news and current aﬀairs, entertainment, arts, culture,

sport and the Irish language with interests and preferences varying

across age groups and other demographic variables. These diverse and

evolving content preferences place new demands on public service

media to balance these interests and provide a distinctive mix of

content to audiences: independent and distinctively Irish content that

prioritises the public interest over proﬁt.

The report also called for a stronger ethos of strategic collaboration

among relevant stakeholders, and for media to rise to the challenge

of ensuring that they are “appropriately diverse, accessible, inclusive

and representative of contemporary Ireland.” A key recommendation

accepted by Government was that 25% of RTÉ’s public funding should

be spent with independent companies. This points to the role RTÉ can

play in supporting sectoral sustainability, developing new talent, and

showcasing the best of Irish talent. The report also concludes that the

intrinsic value of Public Service Content should be recognised as a

“merit good” that delivers valued beneﬁts to society and the democratic

system and, as such, represents critical public infrastructure. Given the

challenges facing Ireland and the world, public service media has a vital

role to play in countering disinformation, informing and empowering

citizens in relation to climate change and other societal challenges, and

in ensuring that there is inclusive and respectful representation of the

diversity of the country.

The Commission report conveys how the funding challenge for public

service media has been compounded by the competition from large

multinational online giants like Meta, YouTube and others for advertising

revenues. At the same time, there is an intensifying rate of change

and innovation within the media sector which requires increased

investment by media companies. For public service media, this presents

a diﬃcult challenge: to invest suﬃciently in digital transformation to be

competitive, while at the same time continuing to provide high quality

content on linear services.

14 15

Context Audience dynamics and behaviours

Two of the market dynamics must be met head-on in this ﬁve-year

period: the move in audience preference from broadcast (terrestrial,

satellite and cable TV) to streaming (ﬁbre and mobile broadband), and

within that, a change in behaviour from linear (scheduled content) to on-

demand (including catch-up and downloads).

These two dynamics will become more signiﬁcant over the life of

the strategy; if not properly adapted to, these dynamics will in time

inevitably result in steadily decreasing audiences for public service

media.

'LINEAR'

Consuming

content via a

linear schedule

'BROADCAST'

Broadcast delivery

over terrestrial,

satellite, cable TV

'STREAMING'

Delivery over the

Internet via both OTT

or IPTV platforms

'ON DEMAND'

Consuming

content anytime

24/7

Points of access:

Scheduled channel with live and recorded content

Standalone live event at a scheduled time

PVR storage (local device) PVR in the cloud (nPVR) Live re-start

Curated playlists

Fast channels

“On Demand" Viewing

“Time Shift" Viewing

“Live” Viewing

Interactivity

and engagement

examples

Search and

discovery

Personalisation

Favourites

Personalised

recommendations

Voice control

Gesture control

Real time data

lmmersive content

(VR, AR,XR)

Key

Catch-up

content after

transmission

Content released

pre linear

transmission

Scheduled

drop of non-live

content

Box sets Archive

content

Content

downloads

Podcasts

Standalone

web, mobile,

TV apps

Platform apps IP platforms

Hybrid device

EPGs

Broadcast

device EPGs

Consumption

behaviour Media distribution

The appeal of broadcasters’ video content, both scheduled and BVOD

(broadcaster video on-demand), remain very strong, accounting for

62% of in-home viewing for all adults in 20233. SVOD (subscription

on-demand) giants like Netﬂix accounted for a further 10% of video

consumed in 2023, with social media and video sharing platforms like

Tik Tok and YouTube making up the remainder of minutes viewed.

While the trends are towards on-demand, we should under-estimate

scheduled viewing at our peril, where the 3.75m viewing adults in

Ireland watch an average of 2.5 hours a day. Younger people aged 15-34

however watch less than one hour a day, which clearly points to change.

Whether a broadcaster’s content is linear (scheduled) or watched on-

demand, video is consumed more and more via streaming i.e. over IP. In

2023, Ofcom estimated 33% of viewing minutes to broadcasters in the

UK were over IP4, across both scheduled and on-demand video content.

They estimate that by 2030, over half, 54% of broadcasters’ viewing

minutes in the UK will be over IP.

In audio, live radio listening continues to thrive, with 3.4m people

listening for over three hours a day. Live radio accounts for a 74%5 share

of daily audio time for all adults, and a 65% share for adults aged 15-34,

which is particularly notable. While FM is expected to remain strong over

the period of this strategy, the trend towards streaming continues, with

over 3m or 78%6 of adults listening to digital audio each week, and this

trend is driven by younger listeners and smartphones. 38% of this digital

audio group listen to a podcast each week. This growing area represents

an actively selected listening choice which brings a powerful personal

connection to the content and often by extension, the media brand.

Ireland,

2023: 62% of

total viewing

minutes were to

broadcasters’

content

UK, 2023: 33%

of broadcasters’

daily viewing

(scheduled and

on-demand) was

over IP

UK, 2030

forecast: 54%

of broadcasters’

daily viewing will

be over IP

3. https://www.tamireland.ie/top-50-tv-programmes-2023/

4. https://www.ofcom.org.uk/consultations-and-statements/category-1/future-of-tv-distribution

5. JNLR 2023-2 Audio Module for Total Audio

6. IAB-Ireland-Digital-Audio-Survey-2024-Final-29FEB24

Live radio

accounts for a

74% share of

daily audio time

for all adults

Live radio

accounts for

a 65% share

for adults aged

15-34

78% of adults

listening to

digital audio

each week

38% of this

digital audio

group listen to

a podcast each

week

16 17

Strategic

Goals

In our New Direction framework, we set out the

blueprint of a strategic direction and presented

it for consultation. Major steps in that direction

are now made real in this strategy in the form of

prioritised and costed goals, each with a set of

initiatives that will launch their implementation.

This implementation will add to work already

underway - including the wide-ranging

Governance Framework - and will have to be

delivered in parallel with the day-to-day work of

developing and delivering content across RTÉ

and the many activities of the organisation that

necessarily underpin that.

Limited ﬁnancial resources impose a need

to carefully judge where, as a public service

media organisation, investment will lead to

the greatest long-term value for the public. A

number of the plans set out in this strategy

need to be addressed with urgency, while

others can be accomplished later in the

strategy; this is reﬂected in the phasing

of the milestones. For all goals, a critical

success factor for implementation will be

open engagement with staﬀ, partners and

other stakeholders, eﬀective cross-divisional

planning within RTÉ, and the renewal of public

support and trust through demonstrating proof

of the changes being made.

This section of the statement sets out the strategy for the ﬁve-year

period 2025 to 2029 in the form of ﬁve goals.

Goal 1:

Engage audiences with high-quality

impactful content

Goal 2:

Provide excellent streaming

products and services

Goal 3:

Diversify production and support

sectoral development across Ireland

Goal 4:

Ensure robust ﬁnancial

management performance

Goal 5:

Build a sustainable, trusted and

responsible organisation

For each goal this statement sets out:

• A short description of the goal to be achieved. As change and

performance are built over time, this includes the expected near-term

outcomes and longer-term impacts.

• The rationale for the goal, capturing why it matters that it be achieved.

• The major initiatives that will be implemented to achieve the goal. Each

of these will be underpinned by the necessary subsidiary strategies,

implementation plans and budgeting processes.

• The milestones that will indicate key points of annual progress within

each goal. These have been identiﬁed for each of the ﬁrst three years

of implementation together with others that are expected towards

the end of the ﬁve-year period. An overview of these milestones in

visual form is provided in the Strategy Summary Overview section. In

addition, there is a brief description of preparatory milestones in 2024.

• The metrics for each goal representing regularly measurable progress

to be monitored and reported to track performance relative to each

goal.

While each goal is distinct, they are also complementary with progress

in one goal enabling progress in others. Collectively they constitute the

transformation that RTÉ will achieve over the period to 2029.

18 19

Goal 1:

Engage

audiences

with high-

quality

impactful

content

We will ensure that the distinctive mix of

content we provide engages our existing

audiences and attracts new audiences,

whether they want to watch or listen, live

or on-demand. We will serve audience

interests across our public service media

content: news, sport, drama and comedy,

factual, arts and culture, young people’s

programmes, music and entertainment with

a range of this content in the Irish language.

We will provide high-quality, impactful programmes for all our

audiences: programmes that bring the country together and

provide a home for uniquely Irish stories, national moments,

and shared experiences, and address key societal issues of our

time such as the climate crisis and mis- and dis-information.

Our impartial and independent journalism and investigations in

the public interest will continue to enrich public debate and our

democracy.

The near-term outcome of this goal will be that audiences

are engaged and informed by the mix of quality content RTÉ

provides across its video and audio services.

The longer-term impact will be that RTÉ serves a wider

audience that is more reﬂective of the diversity of Ireland,

fulﬁlling our public service media role and oﬀering value for

public money.

Rationale

As a public service media organisation, RTÉ has a diﬀerent

purpose than any commercial media company with an

obligation to produce a wide and diverse range of content that

aligns with audiences’ interests, including audiences currently

under-served and under-represented.

In contrast to a time when only scheduled programming was

available, audiences now actively choose when and where they

watch and listen to our programmes. As the context for this

strategy notes, the increase in on-demand viewing and listening

by audiences, will inevitably result in declines in engagement

with linear services. To engage audiences with public service

media audio and video content on-demand, our content oﬀering

needs to evolve and expand.

Feedback received in the course of RTÉ’s consultation on the

2022 Public Service Statement7 indicated that 91% of national

survey respondents endorsed the statement that ‘It is important

RTÉ should provide audiences with access to a broad range of

high-quality content that is from Ireland’; the same percentage

of respondents also endorsed the importance of RTÉ providing

programmes and other content to be viewed live or on-demand.

7. https://www.rte.ie/eile/2021/0708/1233438-you-have-had-your-say-about-rte-this-is-what-you-said/

Initiatives

New content strategies in video, audio and online are major initiatives that will

be implemented to meet the generational shift in media consumption towards

streaming and on-demand and maintain RTÉ’s broad role in Irish life. Over the life

of this strategy we will advance this goal through the following initiatives:

a. A new video content strategy addressing audiences’ streaming preferences

Will provide audiences a choice of uniquely Irish public service content across

all genres. This content will serve audiences beyond traditional linear schedules

and meet the needs of younger, underserved and underrepresented audiences

through the digital products detailed under Goal 2. Content will be developed

according to audience preferences: in scheduled video, the core genres will be

news, current aﬀairs, sport and entertainment; in on-demand video the core

genres will be children’s, drama, factual-entertainment formats and documentary

series. We will also increase the number of high-quality drama series that

showcase Ireland’s talent to domestic and international audiences.

b. A new audio content strategy showcasing new stories and voices

To deliver audio content across multiple platforms wherever and whenever

audiences are listening. Two Audio Incubator Units in Cork and Galway (for Irish-

language content) will develop the skills and capabilities of audio creators, a key

role required for developing audio content. Both units will have a national remit

to create new audio stories and voices from and for everyone across Ireland.

A single editorial and content policy will manage all services and platforms,

refreshing our schedules and podcasts to better meet audience needs. FM

radio’s genres remain our core strengths of quality journalism and news, debate,

entertainment, arts and music with a focus on Irish artists and music; in on-

demand audio will expand the breadth and quality of our podcast series and bring

a range of curated music play-lists.

c. Enhanced independent news and current aﬀairs for digital audiences.

We will rise to the challenge of ensuring the availability and accessibility of

accurate and independent information, providing context to support individuals

to interpret breaking and topical news. To serve younger audiences, we will

provide more tailored and personalised digital content on third party social

media platforms. To enhance media literacy, essential to countering mis- and

dis-information, we will launch a visual mark to assist audiences to conﬁdently

navigate the information they encounter on current events, demystify

complicated issues and debunk deliberate attempts to disinform or misinform.

We will serve the public interest through investigative journalism across our

Investigations Unit, documentary series and podcasting, and through a dedicated

Climate Unit within RTÉ News and Current Aﬀairs.

d. An expanded schedule of live cultural performances and public events

Including the Concert Orchestra and collaborations with classical and

contemporary artists. RTÉ will also create and cover live events and moments

of national importance or interest: as part of this, RTÉ will issue a public call for

ideas for additional live events to cover and make these available to audiences on

RTÉ, live and on-demand.

20 21

Goal 1:

Engage

audiences

with high-

quality

impactful

content

Milestones

In the time remaining in 2024 we will participate in the Comprehensive

Review of the Provision of Irish Language Services in line with FOMC

and in parallel, develop potential initiatives to promptly respond to its

recommendations. We will also complete the appointment in 2024 of

two key roles: a new Director of Audio and a new Director of Video to

lead the implementation of their respective content strategies. We will

launch a visual veriﬁcation mark to assist audiences to navigate the

news and information they encounter on current events.

The milestones over 2025-2029 provide evidence of annual progress

towards the goal.

2025

Launch of a range of new audio content to

align with the development of a new Audio

App, including podcasts on culture and

multipart documentary series.

Establishment of a dedicated

Disinformation Unit in News and Current

Aﬀairs incorporating a new Disinformation

Correspondent role.

Launch of a daily news podcast to bring

digital audiences “the story behind the

stories” and provide additional insights into

the news and events of the day.

Renew our Irish Language strategy in

response to the Comprehensive Review

ensuring signiﬁcant Irish Language and

bilingual English-Irish programmes.

Undertake the feasibility study for a new

digital Irish language radio station targeting

15-34 year-old listeners, as noted in FOMC.

2026

Increased quality content meeting the

audience preference for streaming

including new and diverse high-impact

documentary series, in areas of relevance

to audiences in contemporary Ireland,

and new original scripted comedy series.

(building towards a 50% increase to 60

hours in 2028)

An increased number of series

commissioned from the independent

sector, including many original Irish

animations and live action series.

New look schedules across RTÉ One and

RTÉ2, including cultural events of scale.

2027

Refreshed peak and oﬀ-peak schedules

across our four national radio stations, as

well as our digital-only station, RTÉ Gold

A digitally transformed newsroom bringing

new ways of immersive storytelling, using

new tools and new ways of working,

delivering national and local news through

text, social, podcasts, video and audio

programmes.

By end of strategy

Increased quality content available to

audiences including 60 hours of original

Irish drama and comedy in 2028.

Six live national cultural or public service

events of scale as part of the annual

schedule of RTÉ live and on-demand

coverage.

Metrics

The metrics represent progress that can be monitored and reported to

track performance on a regular schedule:

• Total audience reach for all RTÉ content as an indicator of audience

maximisation, meaning as many people as possible watching, listening

or reading public service media. We will also track engagement with

new and currently underserved audiences.

• The public’s views on our programmes and content including that it

is relevant and entertaining, our Irish language provisions, and trust in

News & Current Aﬀairs.

Reach metrics include tracking the performance of RTÉ content with

currently underserved audiences.

22 23

Goal 2:

Provide

excellent

streaming

products

and

services

We will accelerate the digital transformation

of RTÉ so that we are able to provide best-

in-class streaming and online products

and services that meet the rapidly evolving

habits and preferences of audiences. The

features and performance of commercial

competitors’ products and services have

outpaced RTÉ, requiring an intensive eﬀort

to catch up in order to fulﬁl our public service

media role into the future.

The availability of high-quality digital products and experiences

is critical to competing for and retaining audiences and providing

easy access to content from Ireland for our diaspora. We

will ensure that audiences can access RTÉ through a strong

set of digital products for video, audio, and text, and that the

content and commercial opportunities created by this digital

transformation are realised.

The near-term outcome of this goal will be that the public will

enjoy a better experience as they access a better choice of linear

and on-demand content.

The longer-term impact will be that RTÉ’s digital products are

fully competitive and that audiences are beneﬁting from the

features that these digital products enable.

Rationale

Audience expectations and preferences continue to evolve,

with increasing numbers accessing on-demand and live content

and from home, car and while on the move over increasingly

fast broadband connections. Public service media needs to be

a habitual choice for these streaming audiences, which requires

that RTÉ invest in the development of high quality and innovative

digital products and content that connects with audiences,

especially new and young audiences. This also requires a strong

regulatory regime that supports the prominence of Ireland’s

public service media content for audiences.

Personalisation is a means to help audiences ﬁnd and enjoy the

wealth of RTÉ content. In addition to these fundamentals of digital

competitiveness, RTÉ must also demonstrate the agility and

creativity in digital products and experiences that are necessary

to compete. In pursuing this streaming goal we will reduce the

cost of traditional broadcast and distribution. In parallel, we will

protect the availability of free-to-air television and FM broadcast,

while we also explore the policy question of free universal

accessibility in the streaming era.

The public consultation feedback on these topics indicated that

81% of respondents endorsed the ambition that RTÉ should

increase investment in digital services, providing more reliable

access to live and on-demand video, audio, and web-based public

service content.

Initiatives

Over the life of this strategy, we will advance this goal through the following

initiatives:

a. Quality digital products oﬀering an enhanced and personalised experience.

To continue delivering value to all audiences, we will build, deliver and continue to

evolve our portfolio of digital products — RTÉ Player, Audio App, News App and

rte.ie — to be best-in-class, oﬀering a personalised user experience, accessibility

and reliability and with the features and functionality audiences expect. We will

deliver a more relevant streaming service – with recommendations and other

tailored features - by introducing sign-in for all users on video and audio products

while continuing to comply fully with our data protection responsibilities and

respecting the importance of our users’ trust. We will invest in the back-end

infrastructure, staﬀ development and training in software development and

engineering, and other areas needed for this transformation.

b. Developing RTÉ Player as a competitive destination for streaming video

content.

We will invest in RTÉ Player as our ﬂagship channel, delivering quality live and on

demand viewing, providing audiences with the opportunity for live viewing across

multiple devices from TV to mobile. We will signiﬁcantly expand the depth and

breadth of on-demand content available via RTÉ Player so that it competes with

and stands apart from global streaming video on-demand competitors. It will

showcase excellence within the Irish ﬁlm and television drama sector, expanding

the RTÉ Player on-demand catalogue with Irish ﬁlm and drama including new

releases, Irish ﬁlm festival favourites as well as classics. As it is digitised, RTÉ

Archive content will also feature on RTÉ Player oﬀering audiences a rich and

varied window into our past.

c. Launching new ways to listen and inform with the RTÉ Audio and News Apps.

The RTÉ Audio App will serve as the platform for delivering a full suite of audio

content from RTÉ for listeners to access and discover. Engagement with third-

party distributors will ensure that RTÉ audio content is also available on the

widest range of in-car and smart speakers. Audience insights derived from the

App and other sources will shape the content strategy in order to provide the

content that audiences want, in particular compelling and relevant content for

children and young people. The new RTÉ News App will showcase the best of the

depth and breadth of our quality journalism, making more creative use of text,

video, images and other storytelling devices with content that is worth sharing.

d. Providing access to an expanded digitised RTÉ Archives

We aim to open up RTÉ’s Archives, that document almost 100 years of Irish life

and cultural heritage, enabling greater use by programme makers and greater

public enjoyment. To do this we will continue to safeguard RTÉ’s Archives

through our on-going investment in digitisation and preservation programmes.

The digitisation of audio material is projected to be fully completed in 2025 with

video material expected to be completed by 2027. RTÉ will enhance access to

the collections, with a focus on partnerships with cultural heritage bodies and

institutions. A new internal content management system will go live in 2025 with

subsequent investments to support public access.

24 25

Goal 2:

Provide

excellent

streaming

products

and

services

Milestones

In the time remaining in 2024 we will close four digital radio services

(RTÉ Radio 1 Extra, RTÉ 2XM, RTÉ Pulse and RTÉjr radio) ahead

of refreshed content within the new Audio App. We will also launch

sign-in for all RTÉ Player users as the enabler of improved audience

personalisation features.

The milestones over 2025-2029 provide evidence of annual progress

towards the goal.

2025

Expanded personalisation features on RTÉ

Player including cross-device continue

watching, parental controls, relevant

recommendations and the ability to create

watchlists and rate shows.

Wide-spread availability of RTÉ Player

across all major TVs and TV platforms for

live and on-demand viewing by audiences.

Launch of the new RTÉ Audio App and

RTÉ News App, both oﬀering audiences an

enhanced content and user experience.

2026

Redesigned and further improved user-

interface and -experience on RTÉ Player

with increased personalisation and new

features such as Live Restart.

The total catalogue of content available

to audiences will be across all genres,

including drama, documentary, kids,

entertainment, and will reach over 6,000

hours in 2026, building towards a goal of

7,000 by 2029.

A 100% increase in the hours of children’s

content available in safe ad-free

environment on RTÉ Player,

2027

50% of all non-live RTÉ TV content made

available on RTÉ Player ﬁrst and pre-

broadcast, giving the audience choice on

how they watch RTÉ.

Redesigned and further improved user

interface and user experience on RTÉ

Player and additional personalisation

features including multiple user proﬁles

enabling personalisation for all in the

household.

Completion of the digitisation of the RTÉ

video and audio archive.

By end of strategy

Close the ‘time shift’ channels RTÉ One +1

and RTÉ2 +1 as this content will be available

more widely on-demand. Closing these

services will allow us to reduce the cost of

traditional broadcast distribution, as we

prioritise delivery of our live and on-demand

content via our digital products.

An expanded RTÉ Player on-demand

catalogue of up to 7,000 hours

Launch of new online channels on RTÉ

Player such as RTÉ as Gaeilge and RTÉ

Archives.

Enhanced accessibility provisions on RTÉ

Player with n new online RTÉ ISL channel

and an expanded range on-demand content

with subtitles and audio description, as well

a better experience via screen readers.

Metrics

The metrics represent progress that can be monitored and reported to

track performance on a regular schedule:

• Average time spent engaged with RTÉ as an indicator that we are

providing content that audiences are continuing to engage with

through our portfolio of products

• User satisfaction ratings to illustrate improved user and content

experience.

• Active monthly sign-ins, and live, on-demand and download streams

to illustrate growth in audience engagement with RTÉ content via our

digital products.

Within these metrics, analysis by age bands will measure the

performance of RTÉ Player, Audio App and News App in reaching and

engaging diﬀerent audiences.

26 27

Our goal is for our commissioned and

internally produced content to be more

representative of our national diversity.

We will increase our commissioned spend by 50% by 2027

across video and audio in line our content objectives in Goal 1,

commissioning more video and audio content from companies

across the whole island of Ireland and thereby empowering

producers around the country to represent the experiences

and perspectives of their own communities. Reducing the

scale of RTÉ’s internal production to focus primarily on live

programmes, will enable this fundamental shift to a hybrid

production model. This will see the economic and cultural

beneﬁts of public service media funds more widely distributed

across the country.

We will support our national network of correspondents to

generate more News and Current Aﬀairs content from within

the communities they are embedded into, raising local lived

experience up and sharing it more widely.

The near term-outcome of this goal will be that our

commissioned output will be more inclusive and nationally-

representative, improving the alignment of content with

national and local audience interests and increasingly

supportive of an expanded independent production sector.

The longer-term impact will include increased RTÉ production

from a new multi-functional studio and production centre in

Cork, with a better distribution of public media funding across

the country through increased direct investment into the

communities that are home to RTÉ production centres.

Rationale

RTÉ has mandates to reﬂect the cultural diversity of the whole

island of Ireland and to help sustain and grow the independent

production sector. RTÉ must also be responsive to the diverse

interests and concerns of diﬀerent audiences. Recognising

that the proﬁle of those who make our programmes is as

important as those who feature in them, RTÉ believes that

we can better meet our obligations and align with audience

interests by working with a variety of producers across a

range of locations, and by ensuring that more RTÉ staﬀ work

in centres other than Dublin. The aspiration is for RTÉ to have

a close and collaborative relationship with the wider sector

on areas of common interest such as training and sectoral

development. The importance of diversity and inclusion is

clearly underscored through many areas of the FOMC report

and in feedback from our public consultations.

Goal 3:

Diversify

production

and support

sectoral

development

across

Ireland

We already have a strong national footprint however want to rebalance this

further through commissioning and internal production changes. While RTÉ has

multiple bases all across the island of Ireland, employees’ primary place of work

is Co. Dublin at 87%. 5% are based in Galway (RTÉ Raidió na Gaeltachta, and

Nuacht), 3% in Cork, where we plan to expand production and commissioning,

and 1% are based in Limerick (mainly RTÉ lyric fm). Others are based at multiple

locations including Northern Ireland. In 2023, RTÉ commissioned 495 hours

of original Irish television where 45% of commissions were from companies

in Co. Dublin, 44% from other counties and 10% from Northern Ireland. We

commissioned 440 hours of radio, where 43% of those commissions were from

companies in Co. Dublin, 56% from other counties and 1% from Northern Ireland.

The public consultation on these topics indicated that 63% of respondents

endorsed the ambition that more of RTÉ’s programmes should be produced by

members of the independent production sector; and 72% endorsed the ambition

that RTÉ should make fewer programmes in Dublin, and more outside of Dublin.

Initiatives

Over the life of this strategy we will advance this goal through the following

initiatives:

a. Increased commissioning to increase diversity of content and origin.

We will take a new approach to working across the sector with both independent

companies and partners, collaborating to create ambitious programming for

audiences in Ireland and internationally. This will be supported by a signiﬁcant

increase in the value of commissioning of video, audio, digital and Irish-language

content from the independent production sector outside of Dublin over the life

of the strategy, which will mean a greater investment in sectoral growth and

additional employment. As part of the engagement with the independent sector,

RTÉ will issue a call to the creative sector for ideas for contemporary streaming-

friendly formats across Irish language, arts and culture and specialist factual in

video. We will engage with the growing audio sector to commission a range of

podcasts, peak time and oﬀ peak radio shows for RTÉ Radio 1, RTÉ 2fm, RTÉ lyric

fm, and for RTÉ Raidió na Gaeltachta.

b. Investment in a new production facility in Cork.

We will invest in a new, expanded production centre in Cork. This facility will be

home to a mix of in-house and commissioned programmes that will increase the

number of regionally produced hours across our linear schedules and on-demand

libraries in video and audio. RTÉ’s production centre in Cork will also have a

dedicated regional commissioning editor, whose remit will be to increase our

investment in and support the growth of production companies based outside of

Dublin. RTÉ will also explore joint ventures with independent service providers in

the new production facility.

c. Re-balance of employment from Dublin to the network of RTÉ centres.

Where RTÉ recruits new staﬀ over the life of this strategy, we will seek to locate

new jobs in our network of production centres outside of Dublin and rebalance

the share of staﬀ based in Dublin, building out from our current footprint across

the country. Current Dublin-based staﬀ will be provided with the option of

relocation to take up newly created or open positions in other centres.

28 29

Goal 3:

Diversify

production

and support

sectoral

development

across

Ireland

Milestones

In the time remaining in 2024 we will further develop and reﬁne our

commissioning roadmap, deciding on the phasing of the activities

aligned with public funding and the schedule of the Voluntary Exit plan.

In parallel, we will engage fully with Coimisiún na Meán as they consider

the minimum statutory spend, as recommended by the FOMC. We

will also begin the process of commissioning for 2025 and issue a call

out for ideas in both video and audio content. We will scope the Audio

Incubator Units in preparation for increased commissioning.

The milestones over 2025-2029 provide evidence of annual progress

towards the goal.

2025

Publication of detailed content commissioning

strategy and roadmap as part of engagement

with Independent Production Sector,

Increase commissioned spend to €55m and

launch schemes across drama, scripted comedy

and animation, and target entertainment and

factual-entertainment commissions of scale.

Launch of a Síol Fund doubling the video

development budget across drama, Irish

language, documentaries, and home-grown

formats

Ringfenced funding for training and

development, in partnership with the

independent sector, aimed at growing skillsets

for comedy, journalism and documentary.

Increased share of independent commissioning

for RTÉ Radio 1 and RTÉ 2fm content, and the

launch of two Audio Incubator Units for new

content creators located in Cork and Galway.

Launch of the project to scope and identify the

site for the new Cork production facility.

Increase annual commissioning from

independent producers to €70m. The

FOMC recommended RTÉ spend 25% of

its public funding with the independent

production sector by 2027, and we plan to

exceed this and at a faster pace, investing

27% of public funding in independent

commissions in 2026. Target two new

scripted comedy series an three new drama

series building towards our goal of 60 hours.

Appointment a Commissioning Editor with

speciﬁc responsibility to support small and

emerging video production companies

across Ireland to win commissions.

Creation of a dedicated Climate Unit in

Cork within RTÉ News and Current Aﬀairs.

2026

Increase annual commissioning from

independent producers to €70m p.a.

New Cork production facility begins

operations enabling launch of a major daily

peaktime programme from the facility

together with the relocation of selected

activities from Dublin.

Launch of a Síol Fund supporting the

next generation of emerging production

companies and creating pipelines for

new talent - across writing, directing, and

producing - to enter the industry.

Consultation with stakeholders on growth

plans for Limerick and Galway production

and commissioning.

2027

Greater diversity of RTÉ’s production

and commissioning across Ireland, with

higher levels of on-going investment in

Ireland’s independent production sector

and a smaller RTÉ that focuses on live

programmes.

A rebalancing our footprint across the

country, reducing the share of RTÉ staﬀ

based in Dublin. Over the strategy period

we envisage this proﬁle will rise from 13%

of RTÉ’s people based outside of Dublin,

to 20%.

By end of strategy

Metrics

The metrics represent progress that can be monitored and reported to

track performance on a regular schedule:

• Annual commissioning increases overall, and across the country, to

a minimum of 25% of RTÉ’s public funding: investing over €70m per

year.

• An increase in the share of RTÉ staﬀ based all across the country,

outside of Dublin.

• Increased hours of live TV and radio production in RTÉ centres

outside Dublin.

In addition to these metrics, individual projects will have appropriate

measures to ensure they are being achieved.

30 31

Goal 4:

Ensure

robust

ﬁnancial

management

and

performance

RTÉ will review all aspects of our

expenditure, production models, and ways

of working, to ensure that we are delivering

maximum value for money and operating

with a rigorous approach to ﬁnancial

management.

A reformed and index-linked public funding model will

provide a basis for multi-annual planning and investment

and consistent ﬁnancial performance. Together with our

commercial revenue generation this model can support a

ﬁnancially sustainable RTÉ.

Capital investments include a multi-year project to consolidate

and modernise RTÉ’s Donnybrook site so that the buildings

and technology enable new eﬃcient production models

and deliver on more ambitious production and operational

sustainability targets. Investments will also modernise and

strengthen RTÉ studio facilities around the country, starting

with Cork. Better infrastructure and increased production from

across Ireland will enable greater points of connection with a

wider diversity of perspectives and stories and can allow for

new partnerships.

The near-term outcome of this goal will be restored trust in our

ﬁnancial management and public conﬁdence that the funding

provided to RTÉ translates into delivery of the public service

media role and value for audiences.

The longer-term impact will be security of funding for

upgraded facilities on a reduced footprint on the Donnybrook

site with a strong focus on eﬃciency and sustainability

improvements, and signiﬁcant progress on the site

consolidation over the life of this strategy.

Rationale

RTÉ needs a reliable source of funding against which plans can

be made and delivered. This funding will primarily come from

a reformed public funding model predicated on conﬁdence

and trust: trust that the use of these resources is subject to

the highest standards of governance; and conﬁdence that the

use of these funds has been decided based on maximising

the beneﬁts to audiences. RTÉ’s building and technical

infrastructure will need to be modernised over the life of the

next strategy, both to ensure operational resilience and to

meet the speciﬁcations of energy management and climate

action, requiring a decision on the capital plan to be made and

commenced during this strategy.

The public consultation on these topics indicated that only

46% of respondents were satisﬁed that the plans will result

in a better use of public money, with 23% neither satisﬁed

nor dissatisﬁed. This ﬁnding helped underscore the need

to prioritise value for money in all decision making, and to

demonstrate to the public that we are achieving this goal.

Initiatives

Over the life of this strategy we will advance this goal through the following

initiatives:

a. Transparent reporting and performance within a sustainable ﬁnancial model.

We will operate robust and transparent ﬁnancial management systems,

rooted in driving value for money for audiences, and delivering long-term

ﬁnancial sustainability over the course of this strategy. We will apply robust and

transparent governance procedures to our decisions on allocating funding to

best fulﬁl the public service media role, and carefully manage ongoing and capital

costs to ensure enhanced value for money is achieved.

b. Control and reduce operating costs and drive eﬃciencies.

Changing how we work across all areas of RTÉ will allow us to reduce and control

costs. Investments in business- and media-production technologies will enable

us to have more eﬃcient workﬂows and to adopt new production models.

Production teams will need to embrace new ways of working and training and

skills development will be required. Through a phased Voluntary Exit Programme,

reducing headcount by up to 400, we will realise savings in our people costs,

as well as other measures such as limiting presenter salaries. A consolidated

Donnybrook site will also mean reduced overheads on a smaller physical

footprint, with fewer people on-site due to headcount reductions and further

increases in hybrid working.

c. Commercial success with a focus on growing digital commercial revenues.

We will deliver on RTÉ’s commercial vision of maintaining commercial success

and driving digital growth, transforming the way we do business. We will build a

sales team with specialists in digital video and audio. New advertising technology

will enable us to better meet clients and agencies needs for enhanced data and

insights, with a focus on improved communication. All of this will be supported

by robust business planning and risk management to drive sustainable revenues

funding delivery of our public service media purpose.

d. Development of the capital plan for Donnybrook facilities and infrastructure.

We will develop the economic case and capital plan for modernised and more

eﬃcient facilities on a reduced footprint and consult on this with Government,

the Department of Tourism, Culture, Arts, Gaeltacht, Sport and Media, New

ERA and other relevant stakeholders as required. We will seek to launch a major

multi-year modernisation of the Donnybrook site which will involve: the long

overdue modernisation and refurbishment of buildings, infrastructure, production

and media facilities; the consolidation of operations into a smaller footprint on

site; and the disposal of some of the site. Our buildings will be ﬁt for the future,

deliver against building compliance, sustainability and energy eﬃciency targets

under the national Climate Action Plan and energy directives, and provide for an

eﬃcient and positive working environment.

32 33

Goal 4:

Ensure

robust

ﬁnancial

management

and

performance

Milestones

In the time remaining in 2024 we will secure permission for the

departure of 40 people through the Voluntary Exit Programme. We will

complete reviews of staﬃng and develop the new production models

for audio and video. We will strengthen our advertising sales capability

through a re-focused Digital Sales Team. We will also complete work

underway to produce the economic case and capital plan for the

modernisation of RTÉ physical infrastructure and facilities and consult

with New ERA and Department of Tourism, Culture, Arts, Gaeltacht,

Sport and Media as recommended by the Future of Media Commission.

The milestones over 2025-2029 provide evidence of annual progress

towards the goal.

2025

Launch of the design and procurement

process for the modernisation of

Donnybrook’s RTÉ physical infrastructure

and facilities.

Implementation of new advertising

technology that better meets clients’

needs for data and insights and facilitates

securing reliable advertising income.

Further ﬁnancial transparency in RTÉ’s

Annual Report including the publication

of earnings for the Leadership Team,

alongside the top 10 highest paid on-air

presenters ﬁrst published in 2024.

2026

Realisation of the planned reduction in

staﬀ costs following completion of the next

phase of our voluntary exit programme.

Growth in digital advertising in-line with

target of reaching 25% of traded revenues

by 2029.

2027

Advanced preparation of the Donnybrook

site for the modernisation programme.

By end of strategy

Signiﬁcant progress on the modernisation

programme for RTÉ physical infrastructure

and facilities in Donnybrook, Cork and other

locations across Ireland.

Metrics

The metrics represent progress that can be monitored and reported to

track performance on a regular schedule:

• Actual performance against cost and income projections.

• Advertising revenue achieved through our new digital services as

an indicator of the commercial return on investment of improved

performance in digital products and services.

• RTÉ providing value for money

In addition to these metrics, individual projects will have appropriate

measures to ensure they are being achieved.

34 35

Goal 5:

Build a

sustainable,

trusted and

responsible

organisation

RTÉ will be a transformed organisation

in how it operates: its leadership; its

workforce and culture; its standards of

governance, and its contribution to climate

action and sustainability awareness.

RTÉ will be a better place to work with an open and

collaborative culture that drives transparency, feedback and

improvement. The organisation will develop into operating to

a best-in-class governance framework that will guide ethical,

responsible and values-driven decision making.

The near-term outcome of this goal will be an organisation

that has the capability to implement this strategy, and which

has begun to permanently change for the better including for

the staﬀ who are essential to the delivery of this strategy and

fulﬁlment of RTÉ’s purpose.

The longer-term impact will be an organisation that holds

and deserves public trust, shows leadership on climate and

inclusivity objectives, which is committed to continuous

improvement, and which is able to create, pursue and realise

opportunities with conﬁdence and success.

Rationale

The ambitions and performance objectives committed to in

this strategy require a modern infrastructure and an eﬃcient,

agile and collaborative way of working. Leadership, culture and

values must be in alignment; the capabilities of staﬀ, career

opportunities and performance management must enable

delivery; and through a focus on audiences, external ideas and

partnerships, enable continuous innovation and improvement.

Staﬀ surveys have made clear that there is a large gap

between how the organisation currently is as a workplace,

and how it needs to be. RTÉ must continue to invest in its staﬀ

development, equip them with the technology and workspaces

they need to work eﬀectively and foster a healthy culture at all

levels.

National survey feedback on these topics indicated that

73% of respondents endorsed the ambition that RTÉ should

become a smaller organisation in pursuit of longer-term

ﬁnancial stability.

Initiatives

Over the life of this strategy we will advance this goal through the following

initiatives:

a. A re-skilled smaller and more agile workforce.

We will reduce the number of RTÉ employees by up to 400 people through the

introduction of a phased voluntary exit scheme; this scheme will include training

and supports for people in their careers beyond RTÉ. For on-going employees,

a new Learning and Development strategy will provide training to support the

delivery of our strategic goals such as the new production models for live or

on-demand content; in the use of new technology or in order to adapt into new

roles. The Learning and Development programme will include a regular training

needs analysis to ensure staﬀ have development options to ensure they continue

to be aligned with the needs of the organisation. We will introduce a new career

framework which will support organisational agility and professional development

opportunities. We will also reduce the number of RTÉ employees by up to 400

people through the introduction of a phased voluntary exit scheme; this scheme

will include training and supports for people in their careers beyond RTÉ.

b. Foster a positive working environment.

Building on initiatives already introduced, we will adopt a more collaborative

approach to working with staﬀ throughout the organisation, with a strong focus on

dialogue and regular and open communication. We will foster an inclusive culture,

with a shared understanding of purpose and objectives. We will initiate a review

of the organisation’s values which will include opportunities for staﬀ to help shape

and promote the values the organisation will live up to over the lifetime of this

strategy. As the ﬁrst phases of the major multi-year overhaul of the Donnybrook

site begin, we will support employees as they re-locate to new workspaces,

and staﬀ comfort and productivity needs will be a key consideration in all site

redevelopment plans.

c. Embedding good practice on diversity and inclusion.

We will set clear diversity targets to demonstrate commitment to tackling

under-representation and driving accountability. Our senior leaders will have

diversity and inclusion objectives and will oversee the collection, monitoring

and communicating of our diversity data and performance. In recruitment,

we will ensure that inclusion is at the core from design and to delivery; we will

also continue with our internship and our outreach activities. In content, we will

develop diversity, inclusion and accessibility commissioning guidelines which

will apply to the programmes we produce internally and those we commission

from the independent sector, across all our platforms. We will provide all relevant

diversity and inclusion training to our employees, including all on-air presenters,

supported by an inclusive language guide.

d. Operate to a best-in-class governance framework.

We will implement our new governance framework, published in 2024 and

informed by the Government's Expert Advisory Committee. This framework will

be incorporated into Board, leadership and staﬀ training. The Board and the Audit

and Risk sub-committee will oversee a plan to further strengthen governance

where recommendations and opportunities arise. An element of this will include

a renewed commitment to stakeholder engagement as we hold ourselves

accountable for responding to their concerns and opportunities. We will also

adapt systems and policies to ensure that the organisation is in good standing in

terms of the implementation of the Corporate Sustainability Reporting Directive,

and all related reporting.

36 37

Goal 5:

Build a

sustainable,

trusted and

responsible

organisation

Milestones

In the time remaining in 2024 we will launch the Voluntary Exit

Programme seeking 40 redundancies in phase 1 and roll-out of a

training support scheme for those pursuing a voluntary exit. The training

supports for staﬀ skills needed to support the accelerated growth of

podcasting and visual content creation will be conﬁrmed within a new

Learning and Development plan. The new governance framework

will be rolled out with new elements progressively put in place, taking

account of the recommendations of the Government’s Expert

Advisory Committee reports in this area. We will launch a review of the

organisation’s values.

The milestones over 2025-2029 provide evidence of annual progress

towards the goal.

2025

New career framework in place following

engagement with employees and

employee representatives on the role and

grade review.

Roll-out of training under the Learning and

Development plan including management

training to support new leadership

behaviours, culture and values; and staﬀ

training to support new ways of working

and digital skills required to deliver the

strategy.

Review and improve our policies and

systems which support national climate

and sustainability objectives and adopt

best-practice reporting standards

transparently demonstrate our progress.

2026

Performance management system

in place as part of career framework

implementation.

Adoption of measures to enhance

performance on Diversity and Inclusion

including commissioning guidelines, data

collection mechanisms and an inclusive

language guide.

2027

Commit to new more wide-ranging

sustainability targets following a review

of opportunities for further progress and

building on the targets and achievements of

our existing climate action plan.

By end of strategy

Roll-out of a comprehensive programme of

supports for staﬀ across all phases of the

re-development of the Donnybrook site

within the modernisation programme for

RTÉ physical infrastructure and facilities.

Metrics

The metrics represent progress that can be monitored and reported to

track performance on a regular schedule:

• Staﬀ sentiment via surveys and other feedback mechanisms as

an indication of impact of the workplace initiatives on employees’

sentiment and changes in culture and behaviours.

• Progress achieved from a baseline of Diversity and Inclusion data.

• Measures to illustrate that the public’s trust in RTÉ has been restored.

In addition to these metrics, individual projects will have appropriate

measures to ensure they are being achieved.

38 39

Conclusion Over the period 2025 – 2029, the full range of these initiatives will

create meaningful change in how RTÉ adapts to meet the needs of our

audiences; contributes to the development of the creative economy;

and evolves as Ireland’s principal public service media provider.

As the organisation approaches its centenary year of service to the

Irish public, we are committed to ensuring that it delivers against its

remit and does so in a way that engenders the trust and support of

audience, staﬀ and external stakeholders.

2025 2026 2027 By end of strategy

Goal 1:

Engage audiences

with high-quality

impactful content

New Disinformation Unit

Daily news podcast

New Climate Unit On-going digital transformation in

N&CA

50% increase in drama and

comedy to 60 hours

Review Irish Language strategy:

potential youth service

RTÉ One, RTÉ 2 schedules refreshed

Radio schedules refreshed

Six annual cultural events

Goal 2:

Provide excellent

streaming

products and

services

On-going RTÉ Player improvements in personalisation,

user-interface and user-experience

New Audio app

New News app

Children’s content on

Player up 100%

6,000 hours on-demand 7,000 hours on-demand

on Player

50% of all non-live content

is Player ﬁrst

Goal 3:

Diversify

production and

support sectoral

development

across Ireland

Publish commissioning roadmap

and increase spend to €55m

Over €70m on commissions each year, more than 25% of public funding

Peak and oﬀ-peak commissions on Radio 1, 2fm, lyric fm and RnaG

Video commissions in drama, comedy, Irish language,

entertainment, children’s, factual-entertainment and sport

Launch development funding Commissioning Editor for sector

development

New Cork production

facility opens

Consultation on Limerick and

Galway site plans

Production and commissioning

increased across Ireland

20% of RTÉ people based

outside of Dublin

Goal 4:

Ensure robust

ﬁnancial

management

performance

Phased headcount reductions A smaller RTÉ, by up to 400

New on-going transparency

initiatives

Digital advertising increases annually, to 25% of traded revenues

Consultation on consolidated

Donnybrook site

Consolidated Donnybrook

site in progress

Goal 5:

Build a sustainable,

trusted and

responsible

organisation

Learning & Development to deliver change

Measures to improve Diversity & Inclusion

Career development framework in place

New climate targets A transformed RTÉ

with digital skillset

40 41

sourcedesign.ie

A New Direction

Statement of Strategy

2025 - 2029

Raidió Teilifís Éireann RTÉ

Baile Átha Cliath 4, Éire. Dublin 4, Ireland.

T: +353 1 208 3111 E: info@RTE.ie twitter.com/rte

F: +353 1 208 3080 www.RTE.ie linkedin.com/company/rte

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A New Direction: Statement of Strategy 2025 - 2029 PDF Free Download

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