1. Hubert T. Lacroix Performance Management Objectives 2011-2012

2. 2011-2012 Performance Management & Development Form President Form Employee Name: Hubert LacroixJob Title: President, CBCRadio-CanadaReports to: Canadians, Accountable to minister of Canadian Heritage Component: EverythingLocation: Across CanadaDepartment Head: Board of Directors PMSD Meeting held on: May 28, 2008 PMSD Meeting – Met with: Challenge Us! – Orange Team COMPONENT, DEPARTMENTAL OR UNIT OBJECTIVES Performance ObjectivesPerformance Indicators/ Action Plan/Timeline ResultsAction/ Comments/ Follow-up 1. PEOPLE – Industrial Relations All collective agreements renegotiated on reasonable terms without labour disruptions Monthly meetings between local management and staff Zero tolerance for unresolved issues – zero grievances Cost savings from eliminated arbitrations redirected into programming

3. 2011-2012 Performance Management & Development Form President Form COMPONENT, DEPARTMENTAL OR UNIT OBJECTIVES Performance ObjectivesPerformance Indicators/ Action Plan/Timeline ResultsAction/Comments/ Follow-up 1. PEOPLE –Employee Engagement & Accountability In 2010, Hay survey results in 85% of employees are satisfied with their workplace Gap between perceptions and stakeholder perceptions is eliminated 100% adoption of performance management for all staff, done twice a year All managers have completed the “ready to lead” training and have the toolkit to effectively manage staff and are held accountable for doing so –Talent Management Development of onboarding and orientation program for all CBC staff

4. People

5. Performance Objective Performance Indicators Industrial Relations All collective agreements renegotiated on reasonable terms without labour disruptions Zero tolerance for unresolved issues – zero grievances Monthly meetings between local management and staff Cost savings from eliminated arbitrations redirected into programming

6. People Performance Objective Performance Indicators Employee Engagement & Accountability Employee satisfaction survey results: 85% of employees are satisfied with CBC/Radio-Canada as an employer Significant gaps between employee and stakeholder perceptions is eliminated 100% adoption of performance management for all staff, done twice a year All managers have completed the “ready to lead” training

7. People Performance Objective Performance Indicators Talent Management Development of onboarding and orientation program for all CBC staff

8. People Performance Objective Performance Indicators Grow the value & relevance of CBC/Radio-Canada for Canadians & government Define what it means to be Canada’s public broadcaster in 2011 and communicate it to Canadians. Reconcile CBC/Radio-Canada’s public service values with our need for commercial revenue Ratings for CBC/Radio-Canada programming increased 20% over 2008 levels across all platforms (net growth)

9. People Performance Objective Performance Indicators Grow the value & relevance of CBC/Radio-Canada for Canadians & government In a survey of public, stakeholders, and broadcast industry, over 90% see CBC/Radio-Canada as a respected leader in the evolution of Canadian culture and democracy Over 60% feel that CBC/Radio-Canada has a clear vision for the future Over 85% believe that CBC/Radio-Canada is unique and distinct from Canada’s private broadcasters

10. People Performance Objective Performance Indicators Ensure Canadians find $40 of value in CBC / Radio-Canada’s services Survey of public, stakeholders, and government demonstrates that over 85% of Canadians get value for their money from CBC/Radio-Canada Increase awareness of Canada’s public broadcaster through a targeted communication campaign

11. People Performance Objective Performance Indicators Report CBC/Radio-Canada’s performance against its objectives to both government & Canadians Develop clear objectives and performance indicators that are easy to understand and report against Develop performance indicators that aggregate audiences across platforms Release corporate objectives and report to Canadians quarterly on progress against our plans and priorities

12. People Performance Objective Performance Indicators Enhance commitment between CBC/Radio- Canada and its audiences 50% of Canadians interact with the public broadcaster (based on a recent audience survey). 75% of stakeholders feel that CBC/Radio-Canada is interested in public opinion (based on a stakeholder survey). 60% of our Radio, TV and Internet audiences feel that CBC/Radio- Canada is interested in public opinion (based on a recent audience survey). 75% of employees feel that CBC/Radio-Canada is interested in public opinion (based on a staff survey).

13. Programming

14. Performance Objective Performance Indicators Deliver unique, high quality programming that resonates with Canadians Clear programming priorities understood by Canadians (promote culture, promote democracy, foster dialogue and interaction) A recognized brand - 60% of focus group is able to identify CBC/Radio-Canada programming when shown ten upcoming programs from various platforms

15. Programming Performance Objective Performance Indicators Multi-platform from the start 100% of Canadians are able to access CBC/Radio-Canada content across platforms whenever and wherever they want it (e.g. TV, radio, internet, mobile...) Increase reach and demographic / geographic diversity

16. Programming Performance Objective Performance Indicators Secure rights to exploit content on the appropriate platforms Change financing mechanisms (e.g. CTF) so the public broadcaster can secure rights for multiple platforms Enter into terms of trade agreements where the broadcaster and the independent producer share the risks and the rewards (70/30 revenue split)

17. Pushing Forward

18. Programming Performance Objective Performance Indicators Create an environment of stable predictable funding from Parliament, linked to programming Increase parliamentary appropriations from $33 to $40 per Canadian Obtain commitment for long-term, predictable funding from the government (MOU)

19. Programming Performance Objective Performance Indicators Increase self-generated revenue (sales, sponsorships, and partnerships) Increase value of new platform revenues Increase commercial revenue through premium new formats 50% of inventory available as downloadable purchase 50% of our web (including radio content on the web) and TV material is sponsored 50% flagship shows have been put into syndication 50% of TV shows are available as VOD

20. Programming Performance Objective Performance Indicators Take risks to develop new platforms and content formats Devote 5% of the Corporation’s budget to research and development into emerging platforms and content formats. Be the leading content producer on mobile platforms. 75% of our audience feel that CBC/Radio-Canada is leading the way in the development of new platforms and content formats (based on an audience survey).

21. Programming Performance Objective Performance Indicators Meet deadlines for digital broadcasting and HD production, opting to focus on urban centres 44 conventional transmitters (reaching 85% of Canadian households) 100% HD in studios and CBC Centres

22. Hubert’s Personal Development Performance Objective Performance Indicators Create SET basketball team to play against Heritage Committee Secure long term funding

23. Good Luck, Hubert! Sincerely, Team Orange