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8/4/2019 Bussiness Ethics assignment on ESPN
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BUSSINESS ETHICS
Presented to:
Prof. Hassan Mobeen Alam
Presented by:
Kanwal Ikram Siddiqui 646
Fatima Manzoor 653
Benazir Zuberi 666
B.com (hons.) Replica 6th Semester
Hailey College of Commerce
University of Punjab, Lahore
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Table of Contents:
History.5
Vision & Mission Statement.19
Core Values..21
Code of Conduct..23
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Company Perspectives:
ESPN, Inc., the leading destination for American sports fans, continued
its growth in 2002, led by major programming acquisitions and originalprograms, increased viewership, greater distribution of its domestic
networks, and international network launches.
Key Dates:
1978:
Bill Rasmussen forms Entertainment Sports ProgrammingNetwork, Inc. (ESPN) to broadcast sporting events to cable television
operators via satellite.
1979: ESPN begins broadcasting on a limited-time basis.
1980: ESPN begins broadcasting 24 hours a day, seven days a week.
1984: ABC, Inc. acquires ESPN.
1986: Capital Cities Communications, Inc. acquires ABC and becomes
Capital Cities/ABC, Inc.
1987: ESPN begins broadcasting National Football League games.1988: ESPN International is created.
1989: ESPN begins broadcasting Major League Baseball games.
1990: The Hearst Corporation acquires a 20 percent interest in ESPN
from RJR Nabisco Inc.
1991: ESPN Radio Network is launched in conjunction with the ABC
Radio Network.
1993: ESPN2 begins transmission.
1995: Walt Disney Company acquires CapitalCities/ABC, Inc. andbecomes ESPN's parent company.
1997: ESPN purchases the Classic Sports Network and launches ESPN
Classic.
1998:ESPN: The Magazine is launched.2003: ESPN HD, a high-definition television sports network, is
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introduced.
Company History:ESPN, Inc. is a pioneer among basic cable television networks,
devoting its entire programming to a single subject: sports. By 2002 the
company's flagship network, ESPN, reached more than 87 million
households and televised all of the major professional leagues:
baseball, football, hockey, and basketball. According to the 2002 annual
report of ESPN's parent company, Walt Disney, ESPN was the numberone basic cable network in terms of affiliate, national, and local
advertising revenue. Considered by many to be the most successful
basic cable network, ESPN delivered the hard-to-capture audience of
young males to a wide range ofadvertisers. Cable system operatorsconsistently selected ESPN as the number one cable network in
perceived value.
Early History: 1978-80ESPN, Inc. was the brainchild of Bill Rasmussen, an unemployed
sports announcer. In the spring of 1978 Rasmussen was fired by the
New England Whalers of the World Hockey Association as its
communications director and play-by-play announcer. He began
looking for a way to broadcast University of Connecticut basketballgames through cable television operators in the state. At the time,
satellite technology was a relatively new way of transmittingprogramming to cable operators. RCA had an underused satellite on
which Rasmussen couldlease time. With six of 23activetranspondersites fully available, RCA was eager for customers.
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After discovering that it was cheaper to rent satellite time from RCA for
24 hours rather than for five hours, Rasmussen decided to offer 24-
hour sports programming on a national basis. RCA offered Rasmussen
an easy payment program, so he used his credit card to lease space on
RCA's Satcom 1 in July 1978. He called his company Entertainment
Sports Programming Network, Inc., or ESP Network for short. According
to company legend, it became ESPN when the company's letterhead
came back that way from the printer.
ESPN began broadcasting in September 1979 with limited airtime
during the week and 24-hour coverage on the weekends. The company
had signed up 625 cable system affiliates, reaching more than one
million of a total of 20 million households that had cable at that time.Its first televised event was a slow-pitch world series softball game
between the Milwaukee Schlitzes and the Kentucky Bourbons. ESPN's
first sponsor was Anheuser-Busch, which purchased $1.4 million worth
of advertising--a record for cable television. Through a deal with the
NCAA, ESPN broadcast college football games as well as other sports.
To fill airtime, ESPN would often broadcast the same games more than
once. In March 1980 ESPN covered early rounds of the NCAA basketball
tournament, which featured future NBA stars Larry Byrd and Earvin
"Magic" Johnson. In September 1980 ESPN began broadcasting on a
full, 24-hour basis. New programming included weekly boxing matches.
Becoming an Established SportsNetwork: 1980sESPN's early financing came from Getty Oil, which invested $10 millionin the company in 1979 for a controlling interest. Getty hiredChetSimmons, president of NBC Sports, to run ESPN. After seeing its
financing rise to $25 million with no profits in sight, Getty hiredmanagement consultant McKinsey & Co. toassess ESPN'sfuture.McKinsey's lead consultant on theproject was RogerWerner,who
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forecast that ESPN would become profitable in five years with another
$120 million investment. Werner joined ESPN as its vice-president of
finance, administration, and planning, and developed a new business
plan. Up to this time ESPN's only revenue stream came from
advertising. Werner proposed charging cable operators, who had been
receiving ESPN programming for free, small monthly fees, starting at six
cents per subscriber and gradually increasing to 10 cents by 1985.
While this innovative system of affiliate fees eventually became
standard practice among cable programmers, cable operators were not
interested at first. Werner received help in convincing cable operators
of the need to support ESPN from the company's new CEO, Bill Grimes,
who replaced Chet Simmons in June 1982. Meanwhile, Werner was
promoted to senior vice-president. When CBS Cable folded in October
1982, Grimes and Werner convinced major cable companies that ESPN
could not survive without subscriber fees. About half ofthe majorcable companies agreed to ESPN's rates.
By the end of 1983 ESPN was cable's largest network, with a reach of
28.5 million households. In January 1984 ABC, Inc. bought a 15 percent
stake in the company, then acquired control of the company six months
later. The acquisition of ESPN by ABC put the sports network on firmer
financial footing and provided a foundation for its phenomenal growth
in the coming years.
When college football on television was deregulated through a court
decision in 1984, ESPN began broadcasting Thursday and Saturday night
games. These college football broadcasts helped improve the image of
ESPN's audience with advertisers, who began noticing upscale
demographics among ESPN'sviewers. When ESPN announced it wouldcover the 1986-87 America's Cup competition, advertisers quickly
bought up all of the advertising timefor the network's 70hours ofcoverage of yachting's premiere event.
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Following its acquisition by ABC, which was acquired by Capital Cities
Communications, Inc. at the beginning of 1986 to form Capital
Cities/ABC Inc., ESPN landed major broadcasting contracts from the
National Hockey League (1985), the National Football League (1987),
and Major League Baseball (1989). According to Cablevision, ESPN
became part of the American consciousness when it broadcast the
finals of yachting's America's Cup live from Australia in January 1987.
The New York Times devoted a front-page story to the coverage, noting
how people were hosting late-night and early-morning parties to watch
the races, or gathering in bars to cheer on the American team. Two
months later the National Football League awarded ESPN its first-ever
package of games to be broadcast on cable television, which began in
August 1987 with the televised broadcast of the inaugural game at the
Miami Dolphins' Joe Robbie Stadium against the Chicago Bears. The
four-year contract was renewed for 1990-93 at a cost ofabout $450million to ESPN. In addition, ABC-TV paid about $900 million for its
package of Monday night and weekend games.
ESPN also expanded internationally in the 1980s. The company began
distributing programming overseas in 1983, and in 1988 it formally
created ESPN International to launch networks in other countries. In
March 1989 ESPN Latin America was introduced, followed by ESPN Asia
in 1992. ESPN gained a foothold in Europe in 1993 with the launch of a
redesigned Eurosport in partnership with European broadcasters TF1
and Canal Plus.
Expanding Its Brand: 1990-95ESPN began the 1990s with a new president and CEO, when Steve
Bornstein replaced Roger Werner. Werner, the former McKinsey& Co.consultant, was ESPN's president and CEOfrom 1988 to1999. Heleft
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ESPN to become president and CEO of Daniels & Associates Inc., which
owned a wide range of sports properties. Bornstein was formerly
ESPN's executive vice-president in charge of programming and
production and the network's second in command. He first joined ESPN
in 1980 as a program coordinator.
Under Bornstein's leadership, ESPN extended its brand name in the
1990s by launching new networks, expanding globally, and signing
contracts to broadcast games of major sports leagues. The brand
expansion began in 1991 with the launch of ESPN Radio Network in
conjunction with the ABC Radio Network. ESPN Radio began with 16
hours of programming per week and was offered to 200 radio stations.
In 1993 ESPN introduced a second cable network, ESPN2, which begantransmission on October 1, 1993. Billed as an alternative sports
network, ESPN2 was expected to reach a younger demographic than
ESPN. Its initial programming included college basketball games, arena
football,volleyball, motor racing events, fitness programs, soccer,karate, kickboxing, and other sports, as well as two sports and talk
shows. When ESPN2 was launched, it reached about nine million
homes, compared to 61.7 million for ESPN. ESPN2 had agreements in
place with 15 of the top 20 multiple cable system operators (MSOs) and
was expected to reach 30 million homes within a couple of years.
ESPN's first contract with Major League Baseball was a four-year, $400
million package that was signed in January 1989 and began in 1990. It
called for ESPN to broadcast 175 games, six games a week. The contract
was baseball's first cable package since 1983. At the time ESPN reached
more than 50 million households. After sustaining losses of more than
$200 million on its baseball broadcasts, ESPN announced at the end of
the 1992 season that it would not renew its contract with Major League
Baseball, which expired at the end of the 1993 season. At the end of
the 1993 season, however, the twosides reached anagreement for ascaled-back six-year contract to begin with the 1994 baseball season.
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In March 1993 ESPN acquired the sports programming division of
Ohlmeyer Communications Inc. Donald Ohlmeyer, the company's
founder and CEO, had recently been named president of NBC West
Coast. His company was known for developing professional golf's Skins
Game, among other sports programs. It also produced the television
coverage of the Indianapolis 500 auto race.
Another acquisition took place in 1994, when ESPN acquired an 80
percent interest in SportsTicker from Dow Jones. SportsTicker was a
sports news information service. ESPN planned to use its sports feed to
supplement other information sources for its recently launched online
service, ESPNET, which was available at the time through Prodigy.
ESPN began developing its Extreme Games competition in 1994, and
the first annual Extreme Games were held in June-July 1995. ESPN and
ESPN2 broadcast more than 60 hours of Extreme Games, which
included nine extreme sports such as in-line skating, mountain biking,
skateboarding, sky surfing, and street luge racing. Television coverage
also included a beach party and concert. In 1996 the name of the
competition was changed to X Games, with more than 400 athletes
competing in events that included bungee jumping and bicycle stuntriding. ESPN and ESPN2 carried about 35 hours of X Games
programming in 1996. By 1997 the X Games enjoyed a range of
merchandising tie-ins that included sporting apparel, music CDs,
videotapes, and video games. Advertising for the annual event was sold
out each year. The EXPN web site provided online coverage of a variety
of extreme sports.
It was during the first half of the 1990s that ESPN began facing seriouscompetition from Fox Sports. In 1994 a new contract with the National
Hockey League, whose games ESPN had been broadcasting since 1992,
split coverage of the 1995 Stanley Cup playoffs between ESPN and Fox
Sports and gave Fox Sports the right to broadcast the 1995 All-Star
game.
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New Parent, Walt Disney: 1995-99In mid-1995 Walt Disney Company acquired ESPN's parent company,
Capital Cities/ABC, giving Disney an 80 percent interest in ESPN and full
control of its operations. The Hearst Corporation, a passive investor in
ESPN, retained the 20 percent interest in ESPN it had purchased from
RJR Nabisco Inc. in 1990 for an estimated $170 million. In April 1996
Disney announced plans to combine ESPN and ABC Sports into a single
operating unit under the control of Steve Bornstein. Although Bornstein
became president of both ESPN and ABC Sports, he made it clear that
the two would remain separate and distinct businesses.
ESPN gained another cable sports network in September 1997 with the
purchase of the Classic Sports Network (CSN), an independently owned
cable service that broadcast classic sporting events from the past.
While financial terms were not disclosed, it was reported that Disney
paid between $150 million and $200 million. At the time of the
acquisition CSN had about 11 million subscribers and was expected to
gain another four million in November when Time Warner Cable in New
York City began carrying it. Analysts agreed that CSN would provide a
good cable outlet for ESPN's and ABC Sports' extensive sports libraries.
CSN was ESPN's fourth network. At the time ESPN reached about 71
million homes, ESPN2 was available in 52 million homes, and ESPNews
reached five million households.
In 1998 ESPN committed to new long-term contracts with the National
Football League and the National Hockey League. An eight-year, $18
billion television package with the NFL was announced at the beginning
of the year that included ABC, CBS, and ESPN. NBC and TNT (Turner
Network Television) dropped out of the package. ESPN's and ABC's
parent, Walt Disney, paid more than half of the total package, or $9.2
billion. ABC retained its Monday Night Football package and ESPN
expanded its Sunday night coverage for the full season. Annually, ABC
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would pay about $550 million a year and ESPN $600 million a year to
broadcast NFL football games for the next eight years. Later in the year,
in spite of ratings declines, ABC and ESPN agreed to a five-year, $600
million contract with the NHL to start with the 1998-99 season. The
contract gave ABC exclusive national broadcast TV rights and ESPN
exclusive national cable TV rights for NHL games.
ESPN launched ESPN: The Magazine in 1998 under the direction
of John Skipper, president of Disney Publishing. Previously ESPN's only
presence in print was Total Sports, an irregularly published magazine
produced in association with Hearst. In its first year of existence, ESPN:
The Magazine achieved a circulation of 400,000 and ranked second
behind Sports Illustratedin number of advertising pages. Its targetaudience was males in their 20s.
In 1998 Fox Sports' regional programming approach was giving ESPN
significant competition for advertising dollars. Fox customized its "Fox
Sports News Primetime" broadcasts for each local market. Its regional
approach to baseball resulted in larger audiences nationwide than
ESPN, even though ESPN reached 12 million more households that
Fox/Liberty's 22 networks combined. Fox/Liberty, Fox Sports Net'sparent, was a 50-50 joint venture between Rupert Murdoch's Fox
Sports and TCI Chairman and CEO John Malone's Liberty Media.
Toward the end of 1998 Steve Bornstein was named to the newly
created position of chairman of ESPN. George Bodenheimer, who had
been with ESPN since shortly after its launch in 1979, became ESPN's
president. Bornstein retained the presidency of ABC Sports. Further
management changes took place in March 1999, when Bornstein waspromoted to president of ABC Inc. Howard Katz, ESPN's head of
production, was named president of ABC Sports.
During most of the 1999 baseball season ESPN was involved in a
dispute with Major League Baseball. Seeds of the disagreement began
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in 1998 when ESPN preempted three Sunday night baseball games with
football broadcasts. ESPN chose to move the baseball games to ESPN2
and broadcast the football games on ESPN. At issue was whether or not
MLB had the right to reject any proposed preemption. Under its
contract with MLB, ESPN had the right to preempt up to ten games per
season for events of "significant viewer interest." At the beginning of
the 1999 season, MLB announced it would terminate its six-year
contract with ESPN at the end of the season. ESPN responded by filing a
lawsuit against MLB to enforce its contract. After much squabbling, the
two sides reached a compromise agreement in December 1999. A new
six-year agreement valued at $815 million extended ESPN's right to
cover Major League Baseball through 2005. ESPN agreed to increase
the number of regular games it broadcast from 90 to 108 on both ESPN
and ESPN2 and to increase its studio coverage of baseball. ESPN Radio
would continue to have regular and postseason broadcast rights.
ESPN.com would be able to show daily four-minute video highlight
packages, and the company's video games division was granted
interactive rights.
ESPN's combination of Sunday night football and the Major League
Baseball playoffs pushed the sports network to the number one ranking
in prime time among cable networks in October 1999. Its NFL games
were the top three rated cable shows for the month, with one game
achieving a 9.5 rating and viewership of 7.3 million households.
Mixed Blessing for Disney: 2000-03In Walt Disney's annual report for 2000, CEO Michael Eisner praised
ESPN as "in a class of its own." Dubbed the "worldwide leader in
sports," ESPN contributed $2.6 billion in revenue in 2000 and $824
million in operating income. ESPN was worth $20 billion, or 25 percent
of Disney's market value, but it only provided 10 percent of Disney's
total revenue, according to one estimate published in Forbes. ESPN
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reached 82 million cable households, and cable system operators paid
ESPN 70 cents per subscriber to carry it. ESPN's fees were double those
of CNN and four times those of MTV. By 2002 Business Weekreported
that ESPN's fees averaged $1.50 per subscriber, more than double
those of CNN, with contracts calling for annual 20 percent increases.
Nevertheless, ESPN was facing significant competition from Fox Sports
as well as regional cable networks and numerous web sites. For the
period from October 2000 to March 2001 ESPN's ratings declined 19
percent from the previous year, reaching their lowest point in three
years. ESPN's ad revenue in 2000 increased by 3.5 percent to top $1
billion, while ESPN2's ad revenue increased 15 percent. For 2001 ESPN's
ratings in the 18- to 49-year-old male group sank by 14 percent fromthe previous year, while Fox Sports' ratings increased by 12 percent in
the same group.
Adding to ESPN's woes was the high cost of its premiere sports
contracts with the NFL and Major League Baseball. To offset some of its
costs, ESPN dropped some high-priced contracts, letting NASCAR jump
to other networks in 1999 with a $2.4 billion six-year deal. In January
2001 ESPN declined to sign up golf's Senior PGA Tour, which went toCNBC. In an effort to buy some low-cost viewers, ESPN acquired
B.A.S.S., the largest fishing organization in the United States with more
than 600,000 members, in April 2001. B.A.S.S. ran two fishing
tournament series, both of which already aired on ESPN2, and
published three magazines. ESPN also hoped to attract viewers with
original programming, including a movie about controversial basketball
coach Bobby Knight that aired in March 2002, and a new late-night
sports variety show that launched in April 2002. A large-format movie
produced with Touchstone Pictures called ESPN's Ultimate X Games
wasreleased in May 2002. Other revenue sources included eight Zone
restaurants and a new interactive channel on DirecTV. In addition,
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ESPN's wireless unit delivered scores and sports news to cell phones
and personal digital assistants for a fee.
New contracts signed in 2002 included a blockbuster six-year contract
with the National Basketball Association for $4.6 billion. The contractbegan with the 2002-03 season, with ABC and ESPN paying $2.4 billion
and AOL Time Warner's TNT paying about $2.2 billion. NBC, which held
the NBA contract for the past 12 years, dropped out of the bidding. ABC
and ESPN also signed a six-year contract with the Women's NBA in June
that called for sharing expenses and revenue without having to pay a
rights fee. Under another contract with Major League Soccer to
broadcast the 2002 and 2006 men's World Cup soccer tournaments and
the 2003 women's World Cup, Major League Soccer agreed to buy timeon ABC and ESPN to air the World Cup matches. As part of the deal
ESPN2 agreed to broadcast 26 MLS matches on Saturdays, with ABC
carrying at least three MLS games including the MLS Cup and MLS All-
Star game.
In an interview published in Multichannel News in mid-2002, ESPN
President George Bodenheimer identified three programming areas of
growth outside of ESPN's major sports franchises. They were the XGames, with ESPN introducing the X Games Global Championship in the
spring of 2003; outdoor programming, including the Great Outdoors
Games and programming from B.A.S.S.; and NCAA national
championships in 15 different sports. He also cited SportsCenter as a
solid piece of programming for the network; it aired its 25,000th live
edition in August 2002, more shows than any other television series. In
March 2003 Bodenheimer added the presidency of ABC Sports to his
duties following the resignation of Howard Katz.
In the final quarter of 2002 ESPN continued to enjoy a high position in
the cable TV ratings. It jockeyed with Lifetime Television for the
primetime ratings crown, losing the top overall rating spot in October
but gaining the number one position among adults in the 18-34 and 18-
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49 age groups. It beat out MTV in the 18-34 age group and USA
Network in the 18-49 age group. For the year 2002, ESPN led 13 other
cable networks in double-digit increases in primetime ratings. ESPN's
pro football games led the way, capturing 9 of the 10 highest-rated
positions for individual programs. As a result, ESPN was up 15 percent
in households, 20 percent among adults 25-54, and 24 percent among
adults 18-49 for the year.
Looking to expand its brand and gain additional revenue sources, ESPN
began broadcasting in high definition (HD) in March with a live
cablecast of an opening game of Major League Baseball. Its new spinoff
network, ESPN HD, was a clone of ESPN and provided an exact replica
of ESPN's 24-hour programming. At first only select events werebroadcast in HD, giving ESPN HD subscribers higher quality sound and
image. What more could a sports fan want?
Principal Operating Units:ESPN; ESPN2; ESPN Classic; ESPNews; ESPN HD; ESPN Interactive; ESPNInternational; ESPN Original Entertainment; ESPN Outdoors; ESPN The
Magazine; ESPN Radio; ESPN.com; ESPN ABC Sports Customer
Marketing and Sales.
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Vision & Mission Statement
Vision Statement:
To be the channel of choice for audiences interested in the
latest and archival sporting events around the world, as well as
promotion of local sporting events from all over the world.
To promote a unique, friendly, world class Games and to develop sport
for the benefit of the people, the nations and the territories.
Mission Statement:
To ensure the successful organisation and celebration of
Games and to promote the best interests of athletes participating in
them and to assist in the development of sport throughout the world.
To be the ultimate choice for spectators. ESPN is the pioneering Sports
channel showcasing the dynamic world of sports and the super stars in
all facets of their game and life.
It offer a comprehensive picture of the most provocative development
We will distinguish this broadcast in three ways:
them simply as performers and entertainers
gimmicks, clichs, and repetition that have become the industry
standard.
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Core Values
There are no set type of people we look for. However, we do generally
like to find the people who have all or some of the following:
Have a passion for new ideas. Love extreme sports (well not always) Have a total understanding of the youth market. Think differently and outside the box. Have signs of creativity-even if its in your own way. Can smell new business opportunities. Always listen to customers. Like to be given responsibility. Question things and look at how to improve things. Make it happen-are energetic, enthusiastic and committed.
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Programmes:(1) No programme shall be aired which:
(a) Passes derogatory remarks about any religion or sect
or community or uses visuals or words contemptuous
of religious sects and ethnic groups or which
promotes communal and sectarian attitudes or
disharmony:
(b) contains anything pornographic, obscene or indecent
or is likely to deprave, corrupt or injure the publicmorality;
(c) contains an abusive comment that, when taken in
context, tends to or is likely to expose an individual
or a group or class of individuals to hatred or
contempt on the basis of race or caste, national,
ethnic or linguistic origin, colour or religion or sect,
sex, sexual orientation, age or mental or physicaldisability;
(d) contains anything defamatory or knowingly false;
(e) is likely to encourage and incite violence or contains
anything against maintenance of law and order or
which promotes anti-national or anti-state attitudes.
(f) contains anything amounting to contempt of court.
(g) contains aspersions against the Judiciary andintegrity of the Armed Forces;
(h) maligns or slanders any individual in person or certain
groups, segments of social, public and moral life of
the country.
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(i) is against basic cultural values, morality and good
manners.
(j) brings into its people or tends to undermine its
integrity or solidarity as an independent andsovereign country.
(k) promotes, aids or abets any offence which is
cognizable under the law.
(l) denigrates men or women through the depiction in any
manner of the figure, in such a way as to have the
effect of being indecent or derogatory;
(m) denigrates children;(n) contains anything which tends to glorify crime or
criminals;
(o) contains material which may be detrimental to
relations with friendly countries; or
(p) contains material which is against ideology of country.
(2) Particular care should be taken to ensure that programmesmeant for children do not contain objectionable language or
are disrespectful to their parents or elders.
(3) Programmes must not be directed against the sanctity of
home, family and marital harmony.
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Advertisements(1) Advertisements aired or distributed by a broadcast shall
be designed in such a manner that it conforms to the laws ofthe country and is not offensive to morality, decency and
religious sects of the people.
(2) No Advertisement shall be permitted which:
(i) Promotes or supports sedition, anarchy or violence in
country;
(ii) Is against any provisions of the Constitution of country
or any other law for the time being in force;(iii) Tends to incite people to crime, cause disorder or
violence or breach of law or glorifies violence or
obscenity in any way;
(iv) Glorifies adultery, lustful passions or alcoholic drinks;
(v) Distorts historical facts, traditions of country or the
person or personality of a national leader or a state
dignitary;(vi) Fans racial, sectarian, parochial, regional or class
hatred;
(vii) Promotes social inequality, militates against concepts
of human dignity and dignity of labour.
(viii)Is directed against sanctity or home, family and
marriage.
(ix) Is wholly or mainly of a religious or political nature;(x) contains references that are likely to lead the public to
infer that the product advertised or any of its
ingredients has some special property or quality which
is incapable of being established;
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(xi) contains indecent, vulgar, or offensive themes or
treatment; or
(xii) contains material which is repugnant to ideology of
country.(3) The goods or services advertised shall not suffer from any
defects which are harmful to human health. Misleading claims
about the goods shall not be made.
(4) No advertisement which is likely to be seen by children in
large numbers should urge children directly to purchase goods
of a particular brand or ask their parents to do so.
(5) All advertisements must be clearly distinguishable as suchand be separate from the programmes and should not in any
manner take the form of news or documentary.