"Providing French People with Quality, Pluralistic, Balanced, and Reliable Information is Essential"
Politique & Société
His public statements are rare. The CEO of the TF1 Group joined us under the press room awning after his presentation on the theme “Sovereignty: Competition or Monopoly, What is the Choice?” alongside former Prime Minister Jean Castex, who is now the head of the SNCF. At a time when social networks are spreading more and more “alternative truths,” he recalls the essential role that falls to TF1, as a leader, to provide reliable information serving the greatest number of people. It is a demanding commitment that comes with a cost, but one that he believes is one of the conditions for the proper functioning of democracy.
In the era of American and Chinese giants, the fragmentation of players can appear to be a weakness. In certain sectors, critical mass, network effects, financial power, and technological mastery seem to impose dominant companies capable of investing massively, innovating quickly, and setting their standards. In your opinion, should economic sovereignty be thought of in terms of small players, or has critical mass become a condition for survival?
Rodolphe Belmer: The answer depends on the economic sector, but in our business, critical mass is absolutely decisive. It dictates the amount of investment in programs, and these investments directly determine their success with the general public. A well-funded program has a much better chance of finding its audience. To be relevant, attract audiences, and meet the population’s expectations, the scale effect is therefore essential.
At what point does concentration become a strategic asset rather than a risk to competition?
R. B.: In practice, the State manages these situations through regulation. We observe a monopoly/regulation pairing or, conversely, head-on competition. However, highly concentrated sectors do not necessarily harm the service provided to the public or the prices, provided that regulation is effective.
Should we accept dominant, or even quasi-monopolistic, positions if they allow for faster and more massive investment?
R. B.: Certain sectors have operated this way for a very long time, such as space launchers, where scale effects are considerable for financing research and fixed costs. The State therefore accepts monopolies, often local ones, which remain competitive on a global scale. This is because today’s reality for almost all large French companies and cutting-edge sectors is that competition is global, dominated by American and Chinese players. Yet, competition rules and the definition of relevant markets remain local, which creates a mismatch. In this context, it is indispensable to have European players of comparable size to continue providing services to our fellow citizens.
In your sector, what is the meaning of the French cultural exception when facing players like Netflix?
R. B.: The cultural exception is based on a simple principle: broadcasters finance French creation and make it accessible to the French public. This model has made it possible to build one of the most dynamic audiovisual industries in the world. We have even successfully integrated players like Netflix, Disney, or Amazon Prime, which now contribute to the financing and distribution of French works, adding to the vitality and influence of French creation. On the other hand, other players like YouTube or Meta do not participate in this effort, which creates a significant competitive asymmetry, particularly in the advertising market.
Should media obey the same rules as other industries, or does their democratic role justify special treatment?
R. B.: The social role of major media, particularly those that produce information in a democracy, is undeniable. One should not underestimate the value of a player like ours, which is also capable of offering quality entertainment for free across the entire country. This type of content also contributes to the collective bond: it fosters a common culture, sparks shared emotions, and contributes, in its own way, to national cohesion. That being said, news remains central. Providing French people with quality, pluralistic, balanced, and reliable information is absolutely essential. The vitality of our media dictates both the vitality of our cultural ecosystem and that of our democracy. However, we are currently seeing a marked weakening of the print press, which has become marginal in providing access to information for a large part of the population. In this context, it is absolutely vital that major audiovisual media, which are structural, can continue to thrive tomorrow. This requires a fairer framework, particularly when facing major international platforms. Public authorities have a responsibility here: to restore a level playing field between national players and large American groups.
In this landscape you describe, dominated by platforms, must legacy media consolidate?
R. B.: Yes, absolutely. Our strategy is built around four pillars:
Innovation: We are investing heavily in digital to permanently establish ourselves in public usage habits and capture a significant share of their content consumption.
Regulatory Asymmetries: It is essential that the State removes the obstacles weighing on our competitiveness against major American platforms, by establishing at least a principle of symmetry in rules. Personally, I think it should favor us. Otherwise, we operate within a structurally unbalanced framework.
Scale Effects: We too must achieve scale effects comparable to those made possible by the globalization of media. To do this, we must rely on a market that is relevant to us: the French-speaking world (la francophonie). The rollout of TF1+ across this region aims to build a major free entertainment and news platform, capable of expanding our audience, better amortizing our content, and, ultimately, strengthening our investment capacity.
Consolidation: The French landscape must structure itself around a clear industrial logic: a strengthened public sector around France Télévisions, a pay-TV sector around Canal+, and a consolidated free-to-air sector around the TF1 Group. This organization is essential to generate scale effects, accelerate digital transformation, continue investing in content, and be on a slightly more equal footing in relations with the tech intermediaries who also distribute our programs.
What role can a leader like TF1 play in citizens’ trust in news, in the face of fake news, manipulation, and other foreign interference?
R. B.: I am acutely aware of our role, mission, and responsibility regarding information, and more broadly, the proper functioning of democracy. We are obviously not the only ones contributing to it, but we fully embrace our share. Concretely, this translates into a strong commitment: investing massively in quality news, accessible for free everywhere in France, and broadcasted across all available channels. My goal is to offer the French public reliable, pluralistic, neutral, and honest information that can serve as a benchmark.
This commitment relies on significant resources. The TF1 Group mobilizes around 700 employees within the news division, including 550 journalists, and dedicates nearly 150 million euros per year to it. Furthermore, we are massively strengthening our presence on social networks, with nearly 25 million subscribers for our TF1 Info brand—including 7.5 million on TikTok—to fight the problem of disinformation right where it thrives the most, and in a structural way. This is the price to pay to guarantee rigorous news at the service of everyone. I also believe we have a special role to play during major democratic moments. This is why we welcome all presidential election candidates, so they can address the French public directly within a clear, fair, and accessible framework.
How do you convince people that news is of high quality? Is proclaiming it enough in a world that produces more and more alternative “truths”?
R. B.: No, claiming to be a trusted media outlet is not enough. Trust cannot be decreed; it is built. It is earned day after day by producing complete, rigorous, and quality information. The French public shows us this first through their choices. TF1’s news programs are very widely followed: the 13 Heures (1 p.m. news) remains, by far, the most-watched midday news show; the 20 Heures (8 p.m. news) maintains a clear lead over its main competitor; and our new morning news show, Bonjour!, has quickly established itself in the audiovisual landscape. They also show us this when we measure the trust they place in different media. TF1 is among those they trust the most. This is a responsibility that binds us. Our ambition is to produce neutral, impartial, and honest news, with a single priority: being at the service of the French people.