 Hello from ITU Headquarters in Geneva, where I'm very pleased to be joined by Piotr Domarhovski-Lipski, the Executive Secretary at Etosat IGO. We're at the Future of TV for Europe workshop, and we're here to talk about Etosat's view on the future of TV. Thanks for joining us, Piotr. Pleasure to be here. Thanks for having me. Could you explain the meaning of Etosat IGO in relation to Etosat? Actually, the best way of explaining this is to go a little bit back in history, and I promise I'd be very brief. Etosat European Telecommunications Satellite Organization was formed in 1977 by several countries, what would used to be Western Europe before all the political changes and demolition of the Berlin Wall and so on. For the purpose of creating a pan-European system of satellite telecommunications, as the name implies, and at the time the whole SATCOM industry was very young, it was the nascent stage, and since then it has developed into a big business, more and more services being offered, and it basically became, in addition of being an intergovernmental organization, in addition of being an intergovernmental organization, it has become a big business. Additionally, the political changes in Europe in 1989-1990, disillusion of the Soviet Union, expanded the membership of the organization to 49 member states, so it was impossible to keep it as a business and an international organization, and in 2001 Etosat was restructured. Basically, all the business side, all the employees, assets, clients were transferred into what is today known as Etosat SA, one of the major satellite operators in the world, and the Etosat IGOS intergovernmental organization stayed because the parties, the member states, decided that the organization should retain legal rights to orbital positions and associated frequencies, and that organization would let the company use those intangible assets, those rights, in exchange, not so much for money, not for money at all, but for the company fulfilling or ensuring the fulfillment of certain basic principles of public service, and our role today is to make sure that the company does that, and the principle mechanism is for the executive secretary who is an elected official, that's my role now, I was elected two years ago for a four-year mandate, for a four-year term, and the principle mechanism is that the executive secretary sits on the board of directors as a non-voting member of Etosat SA. So there is a relationship which is a little bit indirect, but very close. You mentioned on the way to the studio that you've been in broadcasting for many years, and so how has it changed over these years you've been in it, and what do you think the future looks like? Oh yes, I actually started out as a radio journalist back in the 80s, as a very young person, and then spent years in cable TV, was one of the founders of what is now the largest, now it's not only cable TV, but it's quadruple player in Poland, now owned by UPC, who is CFO of Polish National Television, and you know, it's a cliche that it has changed a lot. I mean, it could probably go for hours talking about all those changes. I remember as a young journalist when I was doing editing, I was actually sitting at the editing table with a razor and actually cutting the tape. No, but today it's a completely different business than it used to be. However, certain fundamentals are still there. You need to provide content that people like, that people can relate to, and run your business in such a way that is profitable, and not only good for your audiences, but also for the culture as a whole, for the society as a whole, and for the investors if you're in commercial broadcasting business as opposed to public service. But for the past several years, starting with the advent of the digital era and the expansion of all the technologies and techniques and business models associated with data transmission, with the internet and so on, the industry itself is undergoing unbelievable changes that actually this seminar here in Geneva on the future of broadcasting is centered on and many changes. Primarily there's more universal and broader access not controlled by the broadcasters, but controlled by viewers. If I were forced to give you one sentence explanation of those changes, this is it, that the control patterns change. The viewer, the consumer, the user, the interactive user of media has more and more power and the whole new set of business paradigm has emerged and grown based on that. You speak of the consumer driving for the business. We have access to so many different forms of media. Are you seeing viewing habits change or media consumption habits change? And how's industry serving that? What are the new relationships and business changes that have to happen to enable that? There are a couple of things. From the supply side, from the industry side, the key word is convergence. The key factor is the lines between traditional industries are blurred. Telecommunications and media, social media and traditional media. All of this is in the process of, the process is not finished yet, but is creating the whole new paradigm. From the demand side, from the customer side is the advent of new generations. It's very much centered on generational change. With young people, what's called being digital natives and so on, that's actually their word. They insist on having the content on their terms, on their time. Not only personalized, with personalization understood as done by somebody else, but themselves being in the driver's seat. And the convergence between social media and traditional media is very important. Having said that, I will go back to what I said before. The fundamentals are still there. In order to make money, you need to have interesting content. The changes that sometimes this content nowadays is generated or aggregated by the users. And you have to do it in a way that it's economically viable. That probably will stay unchanged. Thank you very much for joining us. Thank you very much. Pleasure.