1. 1 Recovery Plan 2009-2010 CBC/Radio-Canada

2. 2 Guiding Principles The current challenge affects the entire Corporation. We are addressing it as one company. Every component is contributing to the solution. The Corporation will implement cuts with an eye to ensuring it is positioned to remain a relevant and effective 21 st century public broadcaster. CBC/Radio-Canada will become a content company; Shift from a television provider to a source of video content Shift from a radio provider to a source of audio content. CBC/Radio-Canada will become the most important creator and distributor of Canadian content across all major platforms Canadians use. To ensure continued engagement with Canadians, CBC/Radio-Canada will find ways to remain deeply rooted in the regions. This means striking the right balance between national and regional services, using the most appropriate platforms.

3. 3 Main Effects of Plan Reduction of up to 800 positions (full-time equivalents); 393 English Services (Network 189: 169 TV, 20 Radio) (Regions 204: 103 TV, 101 Radio) 336 French Services (Network 270: 226 TV, 44 Radio) (Regions 66: 40 TV, 26 Radio) 70 Corporate Services Major reductions to network television budgets in order to protect regions; Scaling back of regional radio and television programming; Decrease in current affairs, drama, music, and special event programming; Reductions in services to minority language communities; Reductions in news, including elimination of Dakar bureau, reductions to other international bureaux TBD; Repeat presentations throughout the schedule to make up for reduced content production; Elimination of Ukrainian and Cantonese programming on RCI; 10-20 per cent cut in executive compensation.

4. 4 What is Protected? – No radio advertising – New media – Regional stations – Distinctive programming – Respect of CRTC license conditions – Training funds – Cross-cultural funding In order to remain on strategy as much as possible, we have protected and even enhanced our focus in certain areas.

5. 5 Difficult financial decisions have been made to enhance, rather than detract from, our successful core Strategic Direction. AreaStrategic DirectionAncillary Effects Radio  All major Morning & Drive shows remain intact  Radio One and Radio 2 schedules remain largely intact  Non-commercial nature of CBC Radio is protected  Production efficiencies used to generate savings (Radio 2/3 & News)  Some degree of repeat / encore presentation throughout the schedule  Some decrease in regional shows, music, current affairs, & drama programming Television  Maintain 80% Canadian content during prime time  Increase Canadian content by half-hour during the daytime  Hold revenue and CTF dollars  Repeats in prime time will affect share English Services

6. 6 Difficult financial decisions have been made to enhance, rather than detract from, our successful core Strategic Direction. AreaStrategic DirectionAncillary Effects News  News Renewal project remains intact and continues  Fewer financial resources to accomplish end-state Regions  Increased local news offered on radio, television and online  No stations closed except two one-person bureaux  Resources in some stations in the least- populated areas have been reduced New Platforms  Incremental dollars directed towards Online  Current TV Canada funding secured  Strengthened the online sales team to drive incremental revenues English Services

7. 77 French Services Difficult financial decisions have been made to enhance, rather than detract from, our Strategic Plan. Area Strategic DirectionAncillary Effects Radio  Morning and Drive shows remain intact  Première Chaîne and Espace musique schedules remain largely intact, outside of normal programming renewal  Highly distinctive nature of radio programming on both networks is protected  Non-commercial nature of Radio de Radio-Canada is protected  Production efficiencies used to generate savings (Première Chaîne – network and regional programming; Espace musique; Bande à part; and RCI)  Elimination of radio morning and weekly overnight program in Windsor. Windsor will provide coverage for regional programs out of Toronto (model already in use for Saskatoon/ Regina, and Calgary/ Edmonton. Television  Maximize capacity to generate revenue  Hold CTF dollars  Repeats in prime time will affect share

8. 88 French Services Difficult financial decisions have been made to enhance, rather than detract from, our Strategic Plan. Area Strategic DirectionAncillary Effects News  Maintain our news-gathering capacity  Decrease in resources in selected news & current affairs programs Regions  Morning & Drive shows remain  Maintain news presence seven days a week in all regions  Regional presence protected and no stations closed  Reductions in some programs. New Platforms  Maintain online and digital services to preserve our capacity to innovate, increase and diversify our activities

9. 9 Official Language Minority Communities The Corporation is mindful of its responsibilities to official language minority communities. Funding for these communities has been disproportionately sheltered in our business plan. However, some communities will be affected. There will be reductions in French services in Western Canada, Moncton and Ontario. Reduced television programming in Western Canada, Ottawa and Atlantic Canada. Elimination of Téléjournal midi in Ottawa, Québec and Moncton. Elimination of overnight radio programs in Vancouver and Edmonton. Elimination of noon radio programs in Toronto, Moncton and Western Canada. Elimination of radio morning and weekly overnight programs in Windsor. Three people will remain in Windsor and provide coverage for regional programs out of Toronto. This is the same model already in use for Saskatoon/Regina and Calgary/Edmonton. There will be some reductions to English services in Montréal and Québec City.