RNZ board chair Jim Mather says he maintains confidence in the broadcaster's chief executive after a report highlighted problems with the newsroom's structure, editorial systems and culture.
An RNZ audit, set up in response to evidence news agency stories were inappropriately edited and published on its website, has concluded with corrections issued on 49 of the 1319 stories examined.
The audit began after inappropriate editing of several wire service stories relating to the Ukraine war was first raised with RNZ on 9 June.
The audit found no evidence that the issue involved more than one staff member, who has resigned.
On Wednesday, an independent panel reported back with 22 recommendations, including merging the radio and digital news teams, a review of staffing levels and workloads, refresher training for journalists, and hiring a new senior editor responsible for editorial integrity and standards. RNZ has agreed to implement all of the panel's recommendations.
The report stressed that only one journalist was responsible for the more than 49 story edits, but said he would not have got away with it if RNZ's systems and oversights had been up to scratch. However, the independent panel said it felt not all the edits identified by RNZ were inappropriate.
Mather told Checkpoint the board welcomed the recommendations and RNZ was going to move quickly to implement them.
"The main failings are the fact that we have not integrated our digital news into the news division and that we have not fulfilled our responsibility to provide the required level of training and support to part of our organisation."
He said in his conversations with the chief executive, he emphasised transparency of the review, leaving no stone unturned, and being prepared to the accept and implement the findings.
The report also accused RNZ's leadership of over-reacting, saying it "contributed to public alarm and reputational damage", while the journalist who made the pro-Russian edits "genuinely believed he was acting appropriately".
"We understand why the review panel took that position," Mather said in response.
"I was also criticised for my very robust response and it was in terms of anything that impacts the trust factor associated with RNZ is something that I, the chief executive, and the board take extremely seriously.
"So whilst we understand that criticism, the context was that it was a situation whereby there was a sense of erosion of public confidence. The board responded very quickly with the appointment of a review panel and we can understand why the chief executive responded very strongly in his own way."
RNZ board chair Jim Mather (right) and chief executive Paul Thompson (left). Photo: RNZ / Dom Thomas
He said he retained confidence in the chief executive as well as his ability to help implement the recommendations.
"I've got full confidence in the organisation and the people who are leading it.
"I also just want to acknowledge something that has not been emphasised as much as I would like is the fact that the vast majority of journalism and reporting that comes via RNZ is of an excellent standard and we're just talking about a very small element of the news output of the organisation."
Asked if the individual involved had been left as a "fall guy", Mather said he would never want to lay that kind of responsibility on an individual.
"I have empathy for the journalist and his situation. He felt he's been doing the right thing, he's been doing it a long period of time, the report clearly identifies he didn't receive the required level of training, support and oversight.
"So I think there's some significant questions we, as an organisation, do need to be asking ourselves and also if I can just conclude, there needs to be a balanced view and a level of empathy applied here as well."
Asked if RNZ let the individual involved down, Mather said to a certain extent, RNZ did.
"[The report says] he was not clear on the parameters of the work in his contract and what was able to be changed or modified, what those parameters were.
"The report states that training wasn't provided along with the ability to refer upwards, which is a protocol in journalism that needs to be adhered to, but there are several other areas of improvement that were identified by the report so I have empathy for what's occurred to the journalist involved in this situation."
Asked if RNZ had the experience it needed on its digital team, he said: "I can't answer that question, because the report didn't actually refer to the level of experience. It referred more to systems and processes and also the culture that exists between the digital team and the news division team. That's a question that you'd need to, once again, put to the chief executive."
Mather said the most critical recommendation to implement would be integrating the digital and news teams to ensure greater alignment of work, that protocols are followed, and that editorial policies are not just understood but also being put into practice.
"I think it's not just a simple fix and to that end, I've discussed on behalf of the board with the chief executive our commitment to getting all 22 recommendations implemented as quickly and effectively as possible."
He said the money spent on the independent panel was worth it.
"I say that on the basis that the New Zealand taxpayer is investing over $70 million a year in its public media entity and $230,400 is a reasonable investment to identify what we need to do to improve team work, to improve the effectiveness of the organisation and to make sure that it's fit for future.
"I think it's also given us a very clear blueprint of what we need to do as we move towards our new role as the lead public media organisation in the country, and I think that's invaluable and let's not overlook the fact, we've had three of the most preeminent people associated with the media sector undertake this review so I think the investment's been a worthwhile one."
