SRG must standardize its management at the behest of the Uvek. The regional language companies, such as Swiss Radio DRS or Télévision Suisse Romande (TSR), are to hand over powers to the Director General and the SRG Board of Directors. This means that in future the regional council committees will no longer be able to elect the directors and top executives of their business units themselves, but will pass on their election proposals to the SRG Board of Directors. Accordingly, the directors of the SRG stations will report to the Director General, who in return will no longer have a seat on the regional council committees.
The planned changes to the structure are set out in a reform paper that has already been approved by the SRG Board of Directors. On November 26, this is to be presented to the delegates of the sponsors, SRG spokesperson Daniel Steiner confirmed a report in the NZZ on Friday.
The reason for the changes to SRG's corporate structure is the new concession granted just under a year ago, which requires a "clear separation of powers", Steiner told SDA. In future, the Board of Directors will be responsible to the licensing authority for SRG's performance, and no longer the Director General as was previously the case. This should prevent double subordination, he added.
However, the sponsors in Bern, Fribourg, Valais and Eastern Switzerland rejected the paper. The associations in Zurich, Basel and Central Switzerland demanded corrections. According to Steiner, the rejection was not accepted, but the other societies were accommodated one step further. For example, the regional companies' say in the program concepts had been strengthened again. In addition, the regional council committees would largely have sovereignty over the distribution of the financial resources allocated by the SRG Board of Directors. If the paper fails at the Assembly of Delegates despite adjustments, the SRG will have to seek talks with DETEC.
As early as 2006, the Swiss Federal Audit Office (SFAO) stated in its report on SRG that SRG's decentralized structures created a deficit in efficiency. The structures, with the ownership, overall company, business units and shareholdings, were too complex.
However, SRG did not accept the criticism two years ago. The decentralized structures were a strength in terms of state policy and customer proximity, it said at the time.