Next on my agenda is the further improvement of program quality as expected of a public broadcaster. I know that NHK’s programs are already of extremely high quality, but the expectations of viewers and listeners also constantly continue to grow. There is an unending cycle of seeking new ways to satisfy the audience and resolving the issues that cause audience dissatisfaction. NHK must meet their expectations and, furthermore, surpass those expectations in its broadcasts. What matters is how far ahead NHK can go of public expectations for program quality. High quality programs and news reports are the lifeline of NHK. I have no intention, in this connection, to cut program production budgets at the risk of impairing the quality of programs and news coverage, which would let down viewers and listeners.

News coverage is one of the main pillars of NHK’s broadcasts. It is our lifeline. This is especially true in times of emergency, such as earthquakes. Disaster-related broadcasting is vital for the protection of life and property. When a natural disaster strikes, most victims turn anxiously to NHK radio and TV for reliable information. This is a sure indication that NHK is relied on as a trustworthy public broadcaster. I shall work to firm up further the sort of environment in which the news staff working on the ground can exercise their capabilities to the full.
Regarding the provision of more regional stories, I sense there is a need for a new relationship between Tokyo and other areas, such as through the transfer of authority to NHK’s regional stations whenever and wherever possible so that they can produce programs on their own initiative more freely and actively; the introduction of competitive principles to the regional stations so that they can improve themselves through friendly rivalry; and letting the regional stations propose ideas and having the Tokyo Headquarters develop strategy on this basis. I have yet to paint a specific picture of how to enrich regional dispatches but will tackle this issue strenuously by listening to the views of staff working on the ground.
With the full digitalization of terrestrial TV looming in 2011, NHK is well aware of the urgent need to promote the diffusion of digital terrestrial broadcasting even more actively. I understand that 92% of all Japanese households had potential access to the digital terrestrial service as of the end of 2007. The hardest task lies in bringing the service within reach of the remaining 8%. In view of the strong calls to resolve regional disparities, I think people expect NHK to provide its services for all people of Japan, including on remote islands and deep in the mountains, and enable everyone to receive the benefits of digitalization.
NHK’s plan to intensify its international broadcasting service is in harmony with the general corporate trend in Japan. The intensification of global strategy was the second most frequently used key phrase in the New Year greetings made by top company executives this year. The 21st century has often been referred to as the century of Asia. The intensification of international broadcasting requires urgent attention in order for Japan to make its presence even more strongly in Asia’s rapidly developing information-oriented society. NHK has an extremely important role to perform in this area with respect to the full establishment of the media infrastructure.
Before assuming office, I visited the NHK Audience Services Office in Ueno, Tokyo on January 10 and the NHK Viewer & Listener Calling Center in Kawasaki City on January 20. I was amazed by the staff’s tremendous effort to conclude receiving fee contracts and raise the ratio of fee collection. It made me keenly aware of the importance of the receiving fees that sustain NHK. Some people say that NHK’s receiving fee system and payment arrangements are a little complicated. I understand that further effort is needed to obtain fair sharing of the receiving fee burden. I am determined to carry out realistic reforms of audience services, listening to the opinions of the staff working on the ground.
This year marks a turning point for NHK. We must regain the public trust which has been lost, and strive to achieve all of the goals stated in the Three-Year Corporate Plan, which finishes at the end of fiscal 2008. This is also a year to press forward in drawing up the next mid-term corporate plan as a roadmap for NHK to follow from fiscal 2009. The new plan must show how much NHK can change. NHK’s raison d’etre for the years to come will be called into question.
In my inaugural address to NHK employees this morning, I encouraged them to take pride in their duty. I fear that everyone at NHK may be feeling ashamed and downcast regarding the recent scandals involving its employees. But precisely because of this, I believe that NHK must now show its strong mettle as a public broadcaster that can perform a core role in Asia and the world, and exhibit the determination to prevent the repetition of similar scandals. My ideal image for NHK is that of a unified organization in which both executives and employees communicate freely with one another for the common goal of moving NHK forward. For this to happen, I will commit myself to the full recovery of NHK.