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ROGERS COMMUNICATIONS INC.
2009 CORPORATE SOCIAL
RESPONSIBILITY REPORT
2
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
TABLE OF CONTENTS
Section I – Introduction
1 Welcome to Our 2009 Corporate Social Responsibility Report
2 2009 Highlights
3 A Message from Nadir Mohamed
4 Who We Are
Section II – Corporate Social Responsibility at Rogers
8 CSR Strategy & Analysis
10 Ethics & Governance
11 Stakeholder Engagement
Section III – Year in Review
16 Customers
22 Employees
30 Environment
38 Community & Society
42 Suppliers
44 CSR Key Performance Indicators
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
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ABOUT THIS REPORT
Rogers’ CSR Report, published in July 2010, provides information about our social, environmental and
economic impacts, focusing on those of importance and relevance to our key stakeholders. This report
complements our Annual Report to Shareholders and the CSR section of our website; together, they
represent our total reporting on Rogers’ CSR activities. In an effort to minimize our environmental
footprint, this publication is available in electronic (PDF) format only.
SCOPE AND CONTENT
This report covers Rogers’ 2009 fiscal year, January 1, 2009 – December 31, 2009, and our activities
in Canada, which represent substantially all of our operations. Subject matter experts across the
company supplied data and information, and content was reviewed and approved by management
and executives. With this being our first CSR report, we have collected and included two consecutive
years of data, where available. We plan to provide three consecutive years of data in future reports.
We have tried to keep this document succinct and reader friendly, as more detailed information
about our policies, programs and commitments are available in the CSR section of our website – visit
www.rogers.com.
GLOBAL REPORTING INITIATIVE (GRI)
In preparing this report, we have followed the GRI G-3 reporting guidelines, including the standards of
accuracy, completeness, reliability, clarity and materiality. A full GRI index, identifying the disclosures
for which Rogers is reporting, can be found on our CSR website. For the 2009 reporting period, Rogers
self-declares a GRI Application Level C. This report was not externally audited.
We are pleased to present Rogers’ inaugural Corporate Social Responsibility
(CSR) Report. While we have provided CSR-related information on our website
for some time, this publication marks the first time we are providing our
stakeholders with a consolidated review of our past year’s CSR performance
and results.
Welcome to Our 2009
Corporate Social Responsibility Report
2
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
Committed to Improving
the Sustainability of
Our Operations
Became an Imagine Canada Caring
Company, giving $56.7 million (cash and
in-kind support), with an additional $1.3
million donated by Rogers employees
Community Donations
Completed carbon footprint assessment
to measure greenhouse gas (GHG)
emissions and to identify reduction
opportunities
Climate Change
Launched the Rogers Customer
Commitment, a new Ombudsman
Office and a social media team
Focusing on the Customer
Achieved best-in-class score in our
annual Employee Engagement Survey
Employee Engagement
Invested $1.7 billion in employee
compensation and benefits
Compensation
Conducted paper footprint assessment
to set baseline of paper consumption
and to find ways to reduce usage
Paper Consumption
138,562 used cell phones recovered
through our Phones for Food program
Product Stewardship
Expanded multicultural programming
and added new accessibility products
Diversity and Accessibility
Engaged Canadian Business for Social
Responsibility to evaluate our CSR
strengths and areas for improvement
CSR Assessment
94% of the population covered with
our digital wireless network
Network Access
Named to the list of top employers
in the Greater Toronto Area by
MediaCorp
Award-Winning Workplace
New and existing suppliers were
subject to the Rogers Supplier Code
of Conduct of high ethical standards
Responsible Procurement
2009 Highlights
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
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I am pleased to present Rogers’ inaugural Corporate Social
Responsibility (CSR) Report. While information about our CSR
commitments and programs has been offered on our website for
some time, this publication marks the first time we are providing
our stakeholders with a consolidated review of our past year’s CSR
performance and results.
Our stakeholders rely on Rogers to deliver the best in information,
entertainment and communications. And they expect us to do so
while considering how our actions affect Rogers’ performance
and the well-being of our customers, employees, communities
and environment. We work hard to grasp and tackle CSR issues
like climate change that affect our business and matter to
our stakeholders. At the same time, we want to add value to
Canadians and our shared society, from nurturing the talent of
our people to taking care of the planet’s resources.
In 2009, our organization advanced on several fronts in continuing
to build sound, sustainable practices. We believe our efforts made
a clear impact. Let me give you some examples.
First, we introduced initiatives to enhance the customer
experience, including an Office of the Ombudsman to provide
our customers with a fair and impartial mediator, and the Rogers
Customer Commitment to help our customers understand what
they can expect when they choose to do business with us.
Second, we improved employee engagement, with 74%
responding positively in our 2009 workplace survey. That ranks as
a best-in-class engagement score. We invested in our people:
$1.7 billion in employee compensation, $45 million in training and
development and the launch of a comprehensive wellness resource
called “bwell” for employees and their families.
Third, mitigating climate change and our operational footprint
remained high priorities. We devoted significant time and energy
to benchmarking our GHG emissions and paper consumption
so that we could better understand and target areas for
improvement. Our objective is simple yet crucial – to ensure
responsible, efficient use of natural resources while at the same
time reducing environmental impacts. Lastly, we contributed
significantly to community programs through charitable giving
and in-kind support.
In this report we discuss what Rogers is doing to improve our
performance. Great companies look to the horizon and this is
where our sights are firmly set. It’s about defining the future,
nurturing what’s next. We have an innate desire – and a
responsibility to our stakeholders – to operate with a long-term
view. That has been central to our rich history of innovation and
entrepreneurship, as well as our strong corporate citizenship.
I’d like to thank and commend all of our employees for their
hard work and dedication. They have contributed to our success
for more than 40 years, and are helping Rogers cultivate a more
sustainable future for our business and all Canadians. I invite your
feedback on this report and our ongoing CSR efforts.
Nadir Mohamed
President and CEO
Rogers Communications Inc.
2009 was a year of tremendous progress for Rogers’
Corporate Social Responsibility program. Despite a
challenging economic climate, intensifying competition
and significant changes in our industry, we delivered the
highest standards of good governance and ethical conduct
and strengthened our corporate citizenship.
A Message
from
Nadir
Mohamed
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ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
Who
We Are
ROGERS COMMUNICATIONS
Rogers Wireless provides wireless voice
and data communications services across
Canada to 8.5 million customers under
both the Rogers Wireless and Fido brands.
Rogers Wireless is Canada’s largest wireless
provider and the only national carrier oper-
ating on both the global standard GSM and
highly advanced 3G HSPA+ technology plat-
forms. Rogers Wireless is Canada’s leader in
innovative wireless voice and data services,
and provides customers with the best and
latest wireless devices and applications.
In addition to providing seamless wireless
roaming across the U.S. and more than 200
countries internationally, Rogers Wireless
also provides wireless broadband services
across Canada utilizing its 2.5 GHz fixed
wireless spectrum.
Rogers Cable is a leading Canadian cable
services provider, whose territory covers
approximately 3.5 million homes in Ontario,
New Brunswick, and Newfoundland and
Labrador with 63% basic penetration of its
homes passed. Its advanced digital two-
way hybrid fibre-coax network provides
the leading selection of on-demand and
high-definition television programming
including an extensive line up of sports
and multicultural programming. Rogers
Cable pioneered high-speed Internet access
and now 71% of its television customers
subscribe to its high-speed Internet service,
while Rogers Cable boasts 1.2 million
residential and business telephony
subscribers. Rogers Cable also operates
a retail distribution chain which offers
Rogers branded wireless, cable and home
entertainment products and services.
Rogers Media is Canada’s premier com-
bination of category-leading radio and
television broadcasting, publishing, sports
entertainment and online properties.
Its Radio group operates 53 radio sta-
tions across Canada, while its Television
properties include the five-station Citytv
network; its five multicultural OMNI
television stations; Rogers Sportsnet, a
specialty sports television service licensed
to provide regional sports programming
across Canada; and The Shopping Channel,
Canada’s only nationally televised shopping
service. Media’s Publishing group produces
70 well-known consumer magazines and
trade and professional publications in
Canada. Media’s Sports Entertainment
assets include the Toronto Blue Jays
Baseball Club and Rogers Centre, Canada’s
largest sports and entertainment facility.
WIRELESS CABLE MEDIA
Rogers Communications (TSX: RCI; NYSE: RCI) is a
diversified Canadian communications and media
company. Headquartered in Toronto, Canada, with a
presence in every province, Rogers is engaged in three
primary lines of business through its wholly owned
subsidiaries Rogers Wireless, Rogers Cable and Rogers
Media. Rogers is publicly traded on the Toronto Stock
Exchange (TSX: RCI.a and RCI.b) and on the New York
Stock Exchange (NYSE: RCI).
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
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Who We Are
OUR ECONOMIC IMPACT
Rogers is a proud contributor to Canadian society and economic development. In our day-
to-day business actions as a diversified communications company, we work hard to serve as
a positive influence and deliver real benefits to our stakeholders by:
• meeting customer needs: We provide Canadians from coast to coast with innovative
ways to be in touch, to be informed and to be entertained. We add choice, value,
convenience and enjoyment to millions of lives every day.
• fostering innovation: Each year Rogers spends millions in technology investments
(“capital expenditures”), including in our broadband and wireless networks across
Canada. It’s because of our strong belief in continually investing in our technology –
$1.8 billion was spent in 2009 alone – that our wireless network reaches 94% of the
Canadian population, offering extensive coverage in both urban centres and
local areas.
• creating rewarding careers: Rogers employs more than 30,000 people in all provinces.
In 2009, we invested $45 million in employee training and development and paid
$1.7 billion in employee compensation.
• driving economic growth: Our success and growth as a company contribute to the
overall health of the economy. As a large purchaser of supplies and services, we
support other Canadian businesses and thousands of jobs in the supply chain. Rogers
is a major taxpayer, helping to support various levels of government and government
services for Canadians. In 2009, we paid more than $246 million in taxes.
• providing shareholder value: Rogers is a public corporation that offers the
opportunity for long-term value to thousands of shareholders, who benefit from our
success. In 2009, for example, our annual dividend was $1.16 per share.
• investing in our communities: Rogers is actively involved in community causes. In 2009,
we contributed $56.7 million in charitable donations and gifts-in-kind.
FINANCIAL HIGHLIGHTS
Market Presence
➤ Owned or leased office buildings: 195
➤ Retail Locations: 400+
➤ Tower sites: 5,665
➤ Radio stations: 53
➤ Wireless customers: 8.5 million
➤ Basic cable customers: 2.3 million
➤ Telephony customers: 1 million
➤ High speed Internet customers:
1.6 million
➤ Magazines: 70+
➤ Conventional TV channels: 10
➤ Specialty TV channels: 6
* Data as at December 31, 2009
Rogers executives at the New York Stock Exchange
(in millions of dollars, except per share data)
2009 2008
Revenues 11,731 11,335
Adjusted operating profit 4,388 4,060
Adjusted operating profit margin 37% 36%
Adjusted net income 1,556 1,260
Adjusted basic earnings per share 2.51 1.98
Annualized dividend rate at year-end 1.16 1.00
Total assets 17,018 17,082
Long-term debt (includes current portion) 8,464 8,507
Shareholders' equity 4,273 4,716
Taxes 246 243
Capital expenditures 1,855 2,021
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ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
Corporate Social
Responsibility
at Rogers
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
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ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
CSR Strategy &
Analysis
OUR CSR COMMITMENT AND VISION
Rogers is committed to operating our business in a socially, economically and
environmentally sustainable manner, while balancing the interests of our stakeholders and
being transparent about our impacts and performance. We strive to be an innovative yet
responsible company for our customers and shareholders, a best-in-class employer for our
people, a caring neighbour in the community and a steward of the environment. As part of
the society in which we operate, we always aim to create value in ways that align with our
business strategies.
MATERIAL AREAS OF CSR
According to the Global Reporting Initiative (GRI), a sustainability report should cover
“topics and indicators that reflect the organization’s significant economic, environmental,
and social impacts, or that would substantively influence the assessments and decisions
of stakeholders”. In this report we address such topics and indicators, which we have
identified as significant or material to both our business and our key stakeholders as
determined through extensive research and various forms of stakeholder engagement.
Key themes and priorities include:
• Customer Transparency: Our customers expect us to be open and transparent with
them at all times. We strive to ensure our offerings are clearly labeled and explained,
and that customers have all the information they need when using Rogers’ products
and services.
• Product Stewardship: As our mission states, we want “To better the lives of our
customers….” But this goes beyond offering the latest devices. It also means offering
safe, reliable and responsible products and services, while paying close attention to
their environmental impact and overall life cycle.
• Employee Relations: We aim to enrich our employees’ lives with workplace culture and
practices that deliver a great learning experience, a challenging work environment
and an exciting career, where they can make a real difference in their communities.
We know that working for a socially responsible company is important to existing and
prospective employees, so we strive to be a leading corporate citizen.
• Community Investment: We support our communities with financial and in-kind giving
and through the efforts of our community-minded employees.
• Climate Change and Energy Use: Recognizing the serious long-term implications on
our business and the planet, we are deepening our understanding of climate change
issues and concentrating efforts on reducing our carbon footprint.
• Ethical Supply Chain: We strive to treat all of our suppliers fairly and respectfully, and
seek to have dealings only with contractors and dealers who adhere to similar values
and ethical standards of corporate conduct as we do.
Strong corporate citizenship is a proud heritage at
Rogers. From our earliest beginnings, our company
has worked hard to exemplify, nurture and advance
corporate and civic responsibility.
• EngagedCanadianBusinessfor
Social Responsibility (CBSR) to
evaluate Rogers’ CSR progress
• IdentifiedCSRopportunitiesand
areas for improvement
2009 HIGHLIGHTS
CSR is a Corporate Priority
We must protect and build Rogers
reputation by being a good corporate
citizen and by always considering how our
actions will help Rogers be seen as a great
company to do business with.
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
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ASSESSING OUR CSR STRENGTHS AND GAPS
We are endeavouring to strengthen our CSR practices and management systems. In 2009,
we engaged the CBSR to evaluate Rogers’ progress and benchmark analysis against peers
and best practice. We brought together VPs from different divisions within the company to
discuss the findings and find opportunities to move forward. Highlights of their assessment,
and what we’re doing in response, are outlined below.
CSR Areas CBSR Assessment Our Response
• Employeerelations Leads Canadian
Competitors
• Wewillmaintain
leadership position
by continuing to be a
best-in-class employer
• CSRvision
• Communityinvestment
• Customertransparency
• Ethicalsupplychain
• Productstewardship
Compares to Canadian
Competitors
• Wewillcontinueto
focus on and strengthen
these areas
• IntegratedCSRstrategy
and management
systems
• Climatechange
program
Requires improvement
compared to Canadian
Competitors
• Wewillbetter“connect
the dots” by creating
an overarching
CSR strategy and
management system
by end of 2010
• Wewillimplement
a climate change
program, with specific
goals and targets, by
end of 2010
MORE ON THE WEB
• GRIindex
• 2009AnnualReport
CSR Strategy & Analysis
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ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
Ethics &
Governance
CSR OVERSIGHT
The leadership team at Rogers is dedicated to CSR. There is not one department at Rogers
charged with overseeing CSR-related programs and policies. It is a shared responsibility
among all of our people and woven through our business. CSR values and principles are
entrenched in our company policies, practices and management systems – starting first and
foremost with the Rogers Business Conduct Policy and extending to the Rogers Supplier
Code of Conduct – influencing everything from how we treat our customers and employees
to the way we source, develop and advertise our products.
CORPORATE GOVERNANCE
Rogers’ Board of Directors is strongly committed to sound corporate governance and
continuously reviews its governance practices and benchmarks them against acknowledged
leaders and evolving legislation. We take pride in our proactive and disciplined approach
toward ensuring that Rogers’ governance structures and practices are deserving of the
confidence of the public equity markets. The Board has seven permanent (or standing)
committees, including the Corporate Governance Committee, which assists the Board in
developing, recommending and establishing corporate governance policies and practices.
ETHICS AND INTEGRITY
To ensure that all of our employees meet the highest standards of responsible behaviour at
all times, we honour the Rogers Business Conduct Policy. It outlines the values, ethics and
business conduct expected of Rogers employees in their dealings with customers, vendors,
the public, fellow employees and other stakeholders. The policy addresses issues such as
conflicts of interest, confidentiality, respect and dignity in the workplace, environmental
responsibility, protection and proper use of company assets, and anti-corruption procedures.
All Rogers’ employees must review, understand and fully comply with this policy, as well
as complete annual online training to refresh their knowledge. We carefully monitor
training completion rates, among new and existing employees, and perform audits to
verify that we are 100% compliant. We have an anonymous hotline for employees to report
any suspected ethical misconduct and management carefully investigates ALL reported
incidents, regardless of the employee’s status. Failure to adhere to any and all provisions of
the Rogers Business Conduct Policy may result in discipline up to and including termination
of employment and/or legal action.
MORE ON THE WEB
• Corporategovernancepractices
• Rogers Business Conduct Policy
• 2009AnnualReport
• ExternalCommitments
We are committed to ethical conduct and good
governance in everything we do. These pillars of
corporate responsibility have long been core to the
Rogers way of doing business.
“ Over the years the Canadian economy has
benefited greatly from family founded and
controlled companies that are able to take
a longer term view of investment horizons
and general business management. At
Rogers, we have successfully overlaid
disciplined corporate governance processes
that strike a healthy balance of being
supportive of the business’ continued
success, making common business sense
and benefiting all shareholders.”
Alan D. Horn
Chairman of the Board
Rogers Communications Inc.
• UpdatedandrelaunchedtheRogers
Business Conduct Policy
KEY ACHIEVEMENTS IN 2009
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
11
Stakeholder
Engagement
WAYS WE INTERACT WITH OUR STAKEHOLDERS
As a multi-faceted business, Rogers has a wide range of stakeholders who have an interest
in our performance and activities. We dialogue regularly with our key stakeholders, actively
seeking and openly receiving their input, feedback and concerns on our operations and
priorities. The chart below outlines the many ways we interact with our stakeholders, as
well as the topics and issues that we have learned are of interest to them.
Open engagement is vital – we all stand to gain from it. For Rogers, it helps us to
continually refresh our thinking and to better our products, services and business processes.
For example, our stakeholders are increasingly concerned about pressing environmental
issues like climate change, so we are enhancing our disclosure in this area so that
stakeholders can understand and gauge our performance and, in turn, give us valuable
feedback on how we’re doing and what more we can do.
Rogers’ CSR reporting is handled by our Public Affairs group, which works closely with the
relevant areas of our company to compile and review information. With this publication we
are reporting based on GRI guidelines and quantitative metrics.
Our reputation and success depend on the quality of
relationships we nurture with our stakeholders. And like
any good relationship, open, two-way communication
is vital.
As a company devoted to Corporate Social
Responsibility, we are pleased that Rogers
is recognized by the Jantzi Social Index, a
stock index of 60 Canadian companies that
pass a set of broadly based environmental,
social and governance criteria, and the
FTSE4Good, an index series that has been
designed to measure the performance of
companies that meet globally recognized
CSR Standards.
KEY ACHIEVEMENTS IN 2009
• Engagedwithstakeholdersthrough
a wide range of communication and
feedback avenues
• Launchedanindustry-firstOfficeof
the Ombudsman and created a social
media team
• Introducedliveonlinechatstogive
employees direct communication
to executives
• Achieved“best-in-class”scoreof74%
for employee engagement
• StrengthenedCSRcommunications
and transparency by launching our
first annual CSR report
12
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
NEW ENGAGEMENT CHANNELS
In 2009, we added new ways to reach and be reached by our stakeholders:
• Office of the Ombudsman: Customers can express concerns about their experience
with Rogers in person or by telephone, e-mail, mail or fax. As another escalation point
for customers with complaints, last year we introduced an Office of the Ombudsman to
provide our customers with a fair and impartial mediator. Our Ombudsman is not an
advocate for either Rogers or its customers. The Office reviews customer disputes for
all our businesses and operates independently of Rogers’ customer service department.
• Social Networks: Blogs and social networks are changing the way we communicate.
Rogers created a dedicated social media team in 2009 to engage with customers
looking for help in online forums and micro blogs, including Twitter and Facebook.
This is part of our core strategy to improve communications with customers.
• Live Chats: Rogers’ executives now host online “live chats” for employees to submit
their questions to senior management, including our CEO. These one-hour events
allow employees to address their questions directly to senior management on any
customer, business or workplace issues. Our senior management have also been
posting blogs available to our intranet on hot industry and company topics.
CASE STUDY
Achieving“Best-in-Class”Scorefor
Employee Engagement
As our number one asset, the engagement
of our employees is critical. Each year we
conduct an extensive Employee Engagement
Survey across our company. It’s run by a
third party provider and allows employees to
give their confidential feedback on the work
environment, growth and development, direc-
tion and communication, teamwork, and the
customer experience. The survey also bench-
marks Rogers against other companies.
A record 90% of our employee population
participated in the survey last year. We are
pleased that despite the economic downturn
in 2009, our overall employee engagement
score continued to rise: at 74%, we tied
“best-in-class”engagementscoreratings
(the average engagement score for Canadian
companies is 58%). We believe that factors
contributing to the positive increase at Rogers
include a sustained commitment to people
development programs and increased com-
munications from our CEO and leadership
team. Our Managerial Effectiveness Index
also increased last year, up from 76% to 78%,
whichputsRogers1%overthebest-in-class
norm for this category.
Managerial effectiveness score
Survey participation rates
Employee engagement score
2008 2009
71%
82%
76%
74%
90%
78%
Stakeholder Engagement
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
13
Stakeholder Engagement
Main Stakeholders Forms of Engagement What Are the Issues of Interest?
Customers • CustomerSatisfactionsurveys
(CSAT); focus groups; e-mails,
letters, telephone calls;
complaint resolution process;
Office of the Ombudsman;
social media sites
• Transparency(pricing,
product info)
• Customerexperience
• Productchoiceandinnovation
• Responsiblemarketing
• Health,safetyandprivacy
• Accessibilityofproducts
• Ethnicprogramming
• Environmentalprotection
• Contentstandards
Employees • Employeesurveysandfocus
groups, including annual
Employee Engagement Index;
one-on-one employee/manager
discussions; 360-degree
feedback process; online live
chats with executives; Town
Halls; employee intranet,
blogs, forums
• Competitivecompensation
• Health,safetyandwellness
• Careerlearningand
development
• Inclusive,accessibleworkplace
• Employeeengagement
• Volunteeropportunities
• Sociallyresponsibleemployer
Environment • Meetingswithenvironmental
groups; engagement with
environmental consultants;
e-mails, letters, telephone calls;
employee participation
• Climatechangeandenergyuse
• Recyclingandwastediversion
• Paperfootprint
• Eco-productsforcustomers
• Greenprocurementpractices
• Environmentalsustainability
Community &
society
• Outreachprograms;
partnerships with community
groups and not-for-profit
organizations; e-mails, letters,
telephone calls; employee
volunteerism; memberships;
relationships with government
officials; participation in multi-
stakeholder conferences,
forums and research initiatives;
employee participation on
charitable boards
• Communitygivingandoutreach
• Volunteerism
• Partnerships
• Participationinmulti-
stakeholder initiatives and
public policy discussions
Suppliers • InteractionwithRogers’
sourcing team; e-mails, letters,
telephone calls
• Transparency
• Fairselectionprocess
• Efcientpayment
Shareholders &
investors
• Shareholderinformation
events; meetings and feedback
sessions with mainstream and
socially responsible investor
groups; investor surveys and
consultations; e-mails, letters,
telephone calls
• Transparency
• Long-termshareholdervalue
• Corporategovernance
• Sustainableinvestment
• Riskmanagement
14
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
Year in
Review
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
15
DRIVING CONTINUOUS INNOVATION
Our goal is to bring customers the latest technology and services that are designed for
them, offer choice and meet their high expectations. At the core of the Rogers legacy is
innovation, and Canadians know if there is new technology on the horizon, Rogers will
most likely have it first. Our networks are some of the best in the world. True to Rogers’
reputation as the industry innovator to watch, in 2009 we launched:
• ournextgenerationsuper-chargedHSPA+network–thefirstinNorthAmerica–
offering customers wireless speeds up to 21.1 Mbps or triple those previously available.
• a50Mbpshigh-speedInternetserviceonournewDOCSIS3.0platform.
FOCUSING ON THE CUSTOMER
We’re making a long-term investment to better understand and deliver against our
customers’ needs and expectations. In 2009, we introduced a number of visible efforts to
enhance the customer experience. As discussed in the Stakeholder Engagement section,
we launched an Office of the Ombudsman as another complaint escalation channel and
created a social media team to engage with customers in online forums. Here are other
highlights from last year:
• Rogers Customer Commitment: We created the Rogers Customer Commitment to
state clearly what customers can expect when they choose to do business with us,
and to demonstrate our desire to constantly improve. Importantly, it was developed
with the ideas and suggestions of our employees and customers. We will measure our
performance against this commitment; identify and resolve the root cause of issues if
we don’t; and always aspire to do better.
• Redesigned Website: We want to ensure our customers have a great experience
whenever – and however – they contact us. For many customers, managing their own
Rogers account quickly and easily is a key part of a great experience – and in 2009, that
reality came one step closer with the launch of a redesigned Rogers.com website.
We’re defining and nurturing newer, better and faster
ways to deliver what customers want. Enhancing our
customers’ experience is critical: we want to make it
easier for them to do business with us, and easier for us
to do the right things for them.
Our Customer Commitment
➤ We stand behind our products.
➤ We listen. And we empower our
people to help you.
➤ We give you more choices.
➤ We help you understand
your purchase.
➤ We put innovation to work for you.
➤ We keep you connected.
➤ We will protect your information.
➤ We believe in doing the right thing.
Customers
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ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
KEY ACHIEVEMENTS IN 2009
• Changedthewaywemeasure
customer satisfaction to better
understand the needs of
our customers
• IntroducedtheRogersCustomer
Commitment
• ExpandedRogers’lineupof
accessibility products for persons
with disabilities
• Celebrated25+yearsofethnic
broadcasting and added new
multicultural channels to our cable
line up, bringing our total to over
80 offerings
• Completed$42millionnetwork
expansion in Alberta, providing new
and broader services to residents and
businesses in the region
• Redesignedourwebsitetogive
customers more ”how to” and
self-serviceinformation
Customers
Customers can count on Rogers to provide the world’s
most advanced and accessible communication solutions,
and leading-edge content across multiple platforms.
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
17
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ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
SERVING DIVERSE COMMUNITIES
While Rogers offers many products, services and entertainment with broad consumer
appeal, we also cater to many niche communities. We design or adapt many of our services
to benefit specific groups, including technology to help students or small business, or
programming geared to families or seniors.
We have a culturally rich customer base, and Rogers is committed to meeting their needs:
• AspartofRogersMedia,weproduceandbroadcastawidevarietyofmultilingual
and multicultural programming through our television and radio stations, including
funding for original independent productions. In fact, Rogers OMNI Television has over
25 years of experience in Canadian ethnic television in over 40 languages.
• Rogers OMNI Television was the first Canadian multilingual broadcaster to digitally
stream its newscasts to five non-official language communities each weekday, including
Cantonese, Italian, Mandarin, Portuguese and South Asian editions. Last year we
launched the OMNI News: Online Edition to allow multilingual audiences anywhere in
the world to view news in their language of comfort outside of Rogers’ broadcast area.
• Todayweoffer80-plusmulticulturalchannelsthroughRogersCable.OurSouthAsian
offerings grew to more than 30 channels in 2009 with the launch of seven new South
Asian channels, which also coincided with the 10th anniversary of our carriage of the
South Asian channel, the Asian Television Network (ATN).
• RogersCablealsolaunchednewmulticulturalwebsitesin2009socustomerscan
manage their cable TV account online in their own language. Russian, Mandarin and
Cantonese-speaking customers can now use the new websites to order any cable
TV products, create a new cable TV account, add cable TV to an existing Internet or
Rogers Home Phone account and much more.
MAKING OUR PRODUCTS ACCESSIBLE
Technology is a great way to improve access, freedom and empowerment for many
segments of our society, including persons with disabilities. More than ever, technology is
opening doors and Rogers is eager to share these innovations with those who can benefit
from them.
We strive to make all customer ”touch points” as accessible as possible. That means, for
instance, ensuring that our Rogers stores meet accessibility standards with wheelchair
ramps and automatic doors, and delivering customer service options online, which helps
persons with limited mobility.
Customers
Measuring Customer Satisfaction
Each month, we conduct Customer Satisfac-
tion surveys (CSAT), both overall and by key
business area, to gauge customer satisfac-
tion with their Rogers relationship and our
service delivery. In 2009 we changed the way
that we measure CSAT so that we can enrich
our understanding of customer needs and
expectations.
We also conduct regular transactional surveys,
which allow customers to comment on recent
dealings they have had with us, ranging from
calls made to our Credit Operations group to
service installation provided by a technician.
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
19
Rogers’ Accessibility Products Include:
➤ Alternative billing formats
(Braille, large print, electronic)
➤ Voicemail to text service
➤ Message relay service
➤ VoicePrint
➤ Described video service
(DVS) programming
➤ Closed captioning
➤ Talking cell phones
“ Accessible technologies play a critical role
in enhancing independence for people who
are blind or partially sighted, and enabling
them to participate in all the parts of life
they choose. CNIB therefore applauds Rogers’
ongoing commitment to making this latest
accessible mobile phone available in the
Canadian marketplace.”
John M. Rafferty
President and CEO
Canadian National Institute for
the Blind (CNIB)
In 2009, we continued to expand our line up of accessibility products, among them:
• OurWirelessdivisionlaunchedanewcellphonewiththeNuanceTALKSsoftware,
the Nokia E71, designed to help Canadians with vision loss. The Nokia E71 is pre-
loaded with TALKS, Nuance’s assistive technology that converts displayed text into
speech. With TALKS, customers with vision loss are able to take advantage of the
many features found on today’s popular mobile phones, including contact directories,
caller ID, text messaging, access to the Web browser and other screen content. We
also launched the Nokia 6681RVi on the Fido network so that our Fido customers have
access to accessible handsets.
• OurCabledivisionbeganofferingacomplimentarybigbuttonremotecontrolthatis
pre-programmed to provide single-button access to DVS content.
In 2009, the Canadian Radio-television and Telecommunications Commission (CRTC)
announced new requirements to facilitate greater access to telecommunications and
broadcasting services for the more than 4 million Canadians living with disabilities. Rogers
fully supports the new requirements and is also participating on a CRTC working group of
representatives from the distribution and broadcasting sectors, with a 12-month mandate
to develop recommendations for improving the accessibility and promotion of described
programming. This will include developing simple means for viewers to access embedded
DVS programming and ensuring that information regarding described programming is
made available in print, online and electronic programming guides.
PROTECTING PRIVACY AND SECURITY
At Rogers, we handle a lot of sensitive information about our business, customers and
employees. It’s one of our most valuable assets, and our success depends on protecting
these assets from unauthorized access and compromise. We maintain strong privacy
practices and security systems, and regularly review and update them to ensure customers
and their information are protected at all times. We provide our employees with privacy
training and require their compliance with Rogers’ privacy practices as a condition
of employment.
Customers
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ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
CUSTOMER HEALTH AND SAFETY
To ensure customer health and safety, Rogers performs research, testing and quality
assurance on all of our products and services, both during the development stage and on
an ongoing basis once we make them publicly available. Rigorous testing and assessment
of our products and services allows us to deliver high-quality products and identify, at any
given time, areas for improvement. We participate in industry/multi-stakeholder initiatives
for the development of customer quality and safety programs, and emergency response
plans are in place to address any product issues (e.g., recalls or product tracking systems).
Some customers have inquired about the health effects of radio frequency fields (also
known as electro-magnetic fields) and microwave radiation emitted from mobile phones.
Rogers follows all Canadian government guidelines as they relate to wireless device signals
and antenna towers. Numerous studies on the effects of radio frequency fields, as well as
ongoing monitoring by the World Health Organization, show no evidence of any health
risks for adults or children.
We are also sensitive to the concerns of families with young children. At Rogers Plus, for
example, we honour our Pledge to Parents to help them ensure that their children cannot
access inappropriate or offensive film and video game content from Rogers locations.
Parents may also add restrictions to their accounts so their children can only rent parent-
approved material. Rogers Cable services include a four-digit code to ensure that children
cannot view age-restricted video-on-demand services.
Responsible driving is another area of importance to Rogers. In 2009, we continued to
promote responsible driving through a dedicated section on our website and information
materials, including customer reminders to avoid using their cell phones unless in a hands-
free position while behind the wheel.
CUSTOMER TRANSPARENCY AND RESPONSIBLE MARKETING
Rogers is committed to giving customers clear and transparent communications on all
aspects of our business. Ingrained in the Rogers Business Conduct Policy is our commitment
to “promote full, fair, accurate, timely and understandable disclosure”. We strive to make
everything we do meet the “3E” standard:
• easytounderstand
• easytobuy
• easytouseandmanage
We continuously review our advertising materials, sales literature and operating
instructions, for both new and existing products, to ensure they reflect our 3E philosophy.
We meet all minimum standards mandated by the Consumer Packaging and Labeling Act,
as well as the Consumer Protection Act, the Competition Act and any other applicable
legislation. All of our customer service employees are trained to provide clear and
transparent explanations of Rogers’ prices and any additional charges or fees that are
applicable. To ensure that our marketing communications meet high ethical standards and
regulatory requirements, we are a member of the Canadian Marketing Association and our
communication materials are subject to extensive internal review.
Customers
Employees Putting Customers First!
Our Customer 1st program is all about
recognizing Rogers employees who put
the customer first every day and at every
opportunity. The program has a set prizing
structure, and features an online nomination
process. In 2009, there were more than
2,100 nominations made, from which
60 Customer 1st Champions were chosen
across the company.
“To me, this award means that Rogers is
an employer who truly values employee
contributions. The team award in particular
shows that Rogers emphasizes and recognizes
not just individual performance but also team
co-operationandspirit.”
Customer 1st Recipient, 2009
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
21
DIRECTION IN 2010
In 2010, our CSR related objectives for customers include:
• Enhancingtheoverallcustomerexperience.Forexample,wewillimprovethe
customer service technology used by our front line employees, so we can better
support customer needs and track issues and trends. We will increase the speed
and number of customer ”calls resolved” and reduce problem resolution time.
• Strengtheningdisclosureonoursalesandmarketingpractices,pricing,claims
and product safety.
• Increasinglevelsofcustomersatisfaction.
• Providingasafeandhealthyenvironmentandprotectingprivacyatalltimes.
• Expandingourdiversityofferings.
• Improvingtheaccessibilityofourproductsandservices.
Challenges in 2009 Our Response
• TheCRTCreleasedadecisionin
July 2009 stating new regulatory
requirements for accessibility of
communications products and services
• Rogershasassembledaninternal
accessibility working group to ensure
our products are accessible and
meeting the needs of our customers
MORE ON THE WEB
• Multiculturalprogramming
• Privacypolicy
• SecureShoppingGuarantee
• RogersPlusPledgetoParents
• Responsibledriving
Customers
AWARDS IN 2009
• ReceivedtheInformationand
Communication Technology Award
from the Brampton Board of Trade,
at the 13th Annual Outstanding
Business Achievement Awards
ceremony
• Named“InnovatoroftheYear”by
Verint Systems Inc., at the Driving
Innovation Global User Conference
• RecognizedwithfourCTAM(Cable&
Telecommunications Association
for Marketing) Mark Awards, at the
annual CTAM conference
• OMNITelevisionreceivedBest
Television Editorial or Opinion Piece
and Best Television News or Feature
Awards at the 31st Annual (2009)
Canadian Ethnic Media Association
(CEMA) Awards
22
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
OUR APPROACH
How do we recruit, retain and develop the best and brightest team – employees who
are engaged in harnessing the latest technologies, designing new services and providing
outstanding care and support to customers? It’s simple – we ask employees what they want
from their workplace, and then we engage them in shaping it. Two-way communication
between Rogers and our employees is just the way we do business.
As discussed in the Stakeholder Engagement section, we listen to and engage with
employees in various ways, including one-on-one employee/manager discussions, a
360-degree feedback process, employee surveys and focus groups, including our cyclical
Employee Engagement Index. Rogers also hosts Town Halls, where employees can attend in
person or via webcast to listen to senior management speak on corporate plans, challenges
and opportunities. Employees are able to address concerns or questions at these forums,
either by sending in a question prior to the meeting, or asking in person at the event.
2009 Employee Engagement Survey:
Selected Questions
Rogers
(Percent Agree)
Best-in-Class
Norm
Overall, I am extremely satisfied with Rogers as
a place to work 79% 74%
I am proud to say that I work for Rogers 80% 81%
I would gladly refer a good friend or family member
to Rogers for employment 79% 77%
Nurturing our talent is pivotal to Rogers’ long-term
success. We strive to enrich our employees’ lives with a
rewarding and inclusive workplace culture that provides
a great learning experience, attractive incentives and
far-reaching career opportunities.
Employees
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ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
Featured Wellness Champion:
Dr. David Satok
“Our team has come together to create healthy
lifestyle opportunities and offer preventative
health information to all Rogers employees
and their families. Whether you are looking
for support in a time of crisis, reliable
information on a medical topic of interest or
you need assistance in achieving a personal
health goal, the bwell website has resources
to assist you in many areas. Rogers is a family
company and it is with this in mind that we
have made the bwell website available to
you not only at work but anywhere you have
Internet access, so you can share this online
resource with your family and friends. I am
passionate about wellness in the workplace
and I believe this vision will help create an
even better future for all of us.”
Dr. David Satok,
Family Physician and Rogers Medical Director,
September 2009
KEY ACHIEVEMENTS IN 2009
• Achieved“best-in-class”scoreof
74% for employee engagement
• Employedover30,000people
across Canada
• Spent$45millioninemployee
training and development
• EstablishedaformalRogers
Women’s Network
• EnhancedourHealthandSafety
policies,proceduresande-learning
programs
• Introduced“bwell”,acomprehensive
wellness resource for employees and
their families
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
23
We believe that it is the right of all Rogers
employees to perform in a workplace
environment free of harassment and be
treated with dignity and respect, and it is
the duty of all Rogers employees and the
company at large to do everything in our
power to respect and to ensure that right.
Employees
24
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
Employees
2009 Workforce by Region
Province/Territory Employees
Alberta 1,338
British Columbia 2,546
Manitoba 273
New Brunswick 1,520
Newfoundland & Labrador 243
Nova Scotia 122
Ontario 20,713
PEI 6
Quebec 3,496
Saskatchewan 130
Yukon 9
International 121
Total 30,517
COMPETITIVE COMPENSATION
Our compensation programs are designed to recognize employee contributions, support
business values and strategies and encourage staff focus on performance and career
development. Rogers offers a comprehensive benefits plan that provides employees and
eligible dependents with extensive healthcare and financial benefits. All benefits are
effective immediately for full-time employees and after three months continuous service
for part-time employees.
HEALTH AND SAFETY
As a large organization with employees serving a wide variety of roles in diverse work
conditions, Rogers is dedicated to providing and maintaining a safe and healthy work
environment for our employees, contractors, volunteers and the general public. We
implement and maintain strong health and safety standards at all our subsidiary companies,
and use applicable codes and comply with legislative requirements with consideration to
industry standards and management best practices. Rogers had a total of 52 work-related
lost-time incidents in 2009, with a total of 238 days lost due to accidents.
Benefits at Rogers Include:
➤ Health benefits plan in which Rogers
pays 75% of the premiums
➤ Defined benefit pension plan with
company contributions to 3.53% of total
member earnings
➤ Share purchase plan with graduated
company match
➤ Group RRSP
➤ Employee discounts up to 50% on all
Rogers’ products and services, from
magazine subscriptions to cell phones to
video rentals
➤ Preferred rates and placement for child
care and elder care through a partnership
with Kids and Company, Canada’s
leading provider of care options with
over 22 locations nationwide
Mission: At Rogers, health and safety is
paramount. We are dedicated to protecting
the safety and health of our employees, the
public and the environment.
Vision: Rogers will continuously improve its
safety culture. Through the establishment of
programs, policies and procedures that align
with legislation and industry best practices,
we will achieve our goal of zero injuries.
Total
Part time and contract
Full time
2008
30,560
7,175
23,385
Employment Type
2009
7,248
23,269
30,517
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
25
Your Heart Is Safe at Rogers!
“To say that I am thankful for the Rogers
Wellness Centre is an understatement. On
July 9th, 2009, I experienced a cardiac arrest
at work and without the quick actions
and knowledge of the Rogers medical
staff I wouldn’t be here today. Not every
organization has invested in their employees’
health like Rogers does. Thank you for being
here, for knowing what to do and for giving
me a chance to continue living my life.”
Traci Wells, Rogers employee
Employees
HIGHLIGHTS OF OUR SAFETY INITIATIVES:
• WemaintainaHealth&Safety(H&S)Policyandrelatedprocedures–whichwere
enhanced in 2009 – to recognize the various H&S codes, regulations, acts, standards
and the Rogers H&S Procedures. H&S topics are also covered in formal agreements with
worker unions.
• AlllevelsofseniormanagementareresponsibleforpromotingandimprovingH&S
performance within their operations.
• Weoperate65jointmanagement-workerH&ScommitteesacrossCanada,representing
100% of our workforce, which help monitor and advise on our H&S programs. This
total includes seven new committees added last year.
• Employeescompleteawidevarietyofsafetytrainingtoensurethattheyhavethe
appropriate knowledge to safely complete their tasks. In 2009, we strengthened this
training with the roll-out of an additional eight e-learning safety programs.
• ThereisanactiveH&SCommitteeorrepresentativeateachRogersworksite,andwe
maintain procedures and perform inspections to safeguard the health and safety of
our technicians and field staff. Another key focus in 2009 was supporting the local H&S
Committees to ensure compliance and harmonize procedures, further elevating our
safety culture.
• WesetperformancegoalsandtargetsforeachRogersbusinessandevaluateour
performance on an annual basis.
Our H&S commitment doesn’t stop there. Rogers also believes in supporting overall
employee wellness. To help achieve work/life balance, for instance, flexible work schedules
can be arranged. We offer the voluntary Employee and Family Assistance Program (EFAP),
which provides confidential counselling and information on personal, work-related and
behavioural health concerns, including serious diseases. Recently, we asked employees to
share their thoughts on wellness by completing a survey. They told us they were interested
in a one-stop-shop for health resources and wellness initiatives. After further consultations,
in 2009 we launched bwell, a new wellness website for Rogers employees and their families.
On the site employees can get articles on nutrition, stress, fitness and other topics; contact
details for Rogers’ wellness representatives in each city; and health tools like a calorie
calculator, body mass index calculator and heart rate calculator.
At our headquarters in Toronto and Rogers Park in Brampton, Rogers has medical centres
staffed with general practitioners, nurses, chiropractors and physiotherapists, as well as
fitness centres with exercise machines and classes such as spinning, yoga and aerobics. In
2009, we launched a four-week fitness challenge to all employees across the country, in
which points and prizes were earned for doing wellness activities each day.
Fatalities
Number of days lost due to accidents
Number of accidents where an employee
was able to return to work
Number of accidents where an employee
was not able to return to work
2009
0
52
484
238
Accidents in the Workplace (2009)
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ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
Employees
LEARNING AND DEVELOPMENT
In 2009, we invested $45 million in employee learning and development. We have a
dedicated Learning Team at Rogers focused on preparing employees for the future by
creating tailor-made initiatives relevant to employees’ needs. Employees have access to
more than 3,500 online and classroom-learning activities designed to aid their development.
Managing Matters, our management development curriculum, is one example. It was
awarded gold honours from the Canadian Society for Training and Development’s 2008
Canadian Awards for Training Excellence.
Tandem, our team mentoring program, is a national program designed to link a group
of like-minded and engaged protégés with a diverse group of mentors to provide insight
into career development and professional growth. Throughout the year, participants meet
monthly in small teams to discuss pertinent career development topics, share experiences
and functional knowledge, as well as attend program wide events such as speaker panels
featuring Rogers executive leaders. We also support education taken outside of Rogers: we
pay 100% of tuition for courses related to an employee’s position and 75% of tuition for
courses not related to an employee’s position, with no annual maximum amount for either.
We operate an online Performance Management system that allows employees to set
annual objectives and evaluate their performance at year-end. For certain groups in the
company, we administer a mid-year annual review process, in addition to the year-end
performance review for all employees. Information from our performance review system
flows into our online base and bonus tool to help determine appropriate pay increases and
bonus levels for individual employees.
AN INCLUSIVE, ACCESSIBLE WORKPLACE
Creating a diverse and inclusive workforce – comprised of people with a wide variety of
backgrounds, interests and abilities – is a priority at Rogers. As a company that provides
services to thousands of different communities, in one of the world’s most multicultural
countries, we recognize the importance of building a workforce that reflects the profile of
our customers and Canada’s diversity.
Diversity Management Program
Through our Diversity Management Program, we develop diversity and employment equity
plans in which we set out goals and timetables, including steps to address any representation
gaps. Key elements of our planning include reviewing Rogers’ employment systems, including
all policies, practices and procedures that relate to hiring, recruitment, job evaluation,
compensation, training opportunities, promotions, transfers and terminations. We have
corporate policies and training initiatives that specifically address diversity issues. Core
training programs include Respect and Dignity in the Workplace; Diversity: What Managers
Should Know; and Diversity: What Employees Should Know. All employees are required to
complete at least one of these programs and subsequent training and development efforts
also serve to provide updated information and reinforce corporate policies.
Diversity Areas of Focus:
➤ Women
➤ Persons with disabilities
➤ Aboriginal peoples
➤ Members of visible minorities
SPOTLIGHT:
Walk a Mile in My Shoes!
What do fellow employees experience
in their jobs? Well, find out! A unique
experience at Rogers is our Walk a Mile in
My Shoes program. It allows employees to
work in different roles across the company
to experience the customer from a different
perspective. There are currently 60 positions
from which to choose. Directors and Executives
arenotbonus-eligibleunlesstheyhave
completed at least one other role during
the year. The program has proven a smash
success – in fact, employees rave about it.
In 2009, over 1,200 Walk a Mile sessions
were completed.
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
27
Employees
We partner with community groups to support the goals of our diversity and inclusiveness
strategy. Here are a few examples:
• Strategic Alliance for Broadcasters for Aboriginal Reflection (SABAR): Rogers is
involved with SABAR’s scholarship committee, which benefits students, while providing
us with insight into the recruitment, career development and retention needs of
aboriginal peoples. Citytv is also SABAR’s television sponsor.
• Human Resources Development Canada (HRDC): Rogers participates in HRDC’s
annual job fairs to hire people with disabilities and we co-sponsor “Wellsizing
the Workplace”, a two-day symposium for employers, agencies and people
with disabilities.
• Canadian Women in Communication (CWC): Rogers sponsors and encourages female
employees to join the CWC, which focuses on the advancement of women in the
communication sector.
Diversity by the Numbers
Group
2009 Rogers
Representation
Canadian Labour Force
Availability*
Women 42.9% 48.2%
Visible minorities 31.6% 22.8%
Persons with disabilities 1.3% 4.5%
Aboriginal peoples 0.9% 1.3%
* Based on Government of Canada 2006 census data.
Accommodation
Rogers continually accommodates its workforce by consulting with employees on their
individual needs.
Accommodation may require specific tools, equipment, ergonomic intervention,
modified days/hours, modified duties, work from home and other arrangements. These
accommodations result in the removal of barriers for designated groups and allow
employees to see positive changes in their work environment, demonstrating the
importance of inclusiveness at Rogers.
For example, our Health and Safety team conducted over 300 ergonomic assessments last
year for Rogers employees in the Greater Toronto area, and our Montreal Call Centre
recently renovated an elevator to accommodate an employee with reduced mobility due to
crutches and adjusted their facility to accommodate a new hire in a wheelchair.
Human Rights
We have a number of policies and programs in place to respect, promote and protect the
human rights of our employees. Rogers abides by the Canadian Human Rights Act across
our operations. Approximately 100% of Rogers employees undertook training on policies
and procedures concerning aspects of human rights that are relevant to Rogers’ operations
through our Rogers Business Conduct Policy. None of Rogers’ operations are considered as
being at risk for incidents of child labour or compulsory labour.
We believe that it is the right of all Rogers
employees to perform in a workplace
environment free of harassment and be
treated with dignity and respect, and it is
the duty of all Rogers employees and the
company at large to do everything in our
power to respect and to ensure that right.
AWARDS IN 2009
• NamedoneofGreaterToronto’sTop
Employers by MediaCorp Canada
• OurVicePresidentofPartnerships,
Nyla Ahmad, was named Canadian
Women in Communications
Leadership Excellence Award Winner
• OurNationalVicePresidentof
OMNI Television, Madeline Ziniak,
was awarded the Order of
Canada for “her contributions as
the major driving force behind
the development and growth of
multilingual and multicultural
television in Canada”
28
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
DIRECTION IN 2010
In 2010, our CSR-related objectives for employees include:
• ContinuingtostrengthentheEmployeeEngagementIndexscore.Target:BestinClass.
• Deliveringadiverseandinclusiveworkplace.
• Providinglearningopportunitiestodevelopandmaximizethecareerpotentialofour
employees and to produce future company leaders.
• ContinuingtoelevateasafetycultureatRogers,withagoalofzerolost-timeaccidents
by 2011. A key initiative in 2010 is the implementation of a new Emergency Safety
System consisting of defibrillator and oxygen at every staffed facility.
Challenges in 2009 Our Response
• Rogerswentthroughacorporate
restructuring which resulted in layoffs
to 3% of our workforce
• Wemadeitatopprioritytobe
transparent and supportive through
the process, openly discussing our
plans, timelines and the impacts.
For example:
o we ensured that employees had
the opportunity to talk with senior
management through Live Chats and
Town Halls held during this period
o we provided employee packages
that went beyond legislated
requirements
• Wecontinuedtoexperiencean
under-representation of women in
management-level positions
• Weconsultedwithstaffandengaged
Knightsbridge Human Capital
Solutions Inc. to help us create a
framework and plan for launching a
formal Rogers Women’s Network
• InDecember2008ourCEOand
founder, Ted Rogers, passed away
• Weprovidedemployeeswithan
opportunity to express their grief
through an employee memorial service
held in Toronto and broadcast online
to our offices nationally, as well as
through a website where employees
could write their thoughts and
memories
• Wekeptemployeesup-to-datewith
the search for a new CEO through our
internal communications channels.
After conducting a thorough external
and internal candidate search, Nadir
Mohamed was named President and
CEO in March 2009
MORE ON THE WEB
• Workplaceprograms
• RogersEmploymentEquityReport
Employees
”Our goal has been to create an enjoyable
and fulfilling work environment for
our employees. We are honoured to be
recognized on the GTA’s Top Employer list
and share this honour with our over 18,000
employees working in the region.“
Kevin Pennington
Chief Human Resources Officer
Rogers Communications
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
29
Employees
CASE STUDY
Expanding Career Development Opportunities for Women
To ensure that Rogers has a sustainable leadership team,
we have long focused on nurturing the pool of candidates
for senior manager roles who reflect the diversity of our
workforce and surrounding communities. Despite progress
inmanyareas,womenhaveremainedanunder-represented
group in our leadership development efforts. For example, as
of December 31, 2009, women made up 22% of our Board of
Directors and 23.1% of our senior management team.
While some organizations have reported that internal
women’s networks can help attract, develop and retain
female talent, similar voluntary groups at Rogers have been
informal and ad hoc, limiting their reach and impact. To
remedy the issue, Rogers engaged Knightsbridge Human
Capital Solutions Inc. to develop a strategy to support
women’s leadership development. Following extensive
employee interviews and a study of previous women’s
networks – which identified nearly universal support for
similar programs – we formulated a model for the new
Rogers Women’s Network.
Among women’s priorities that emerged from the study:
• Roll out the program formally across Rogers companies
to improve access.
• Create a business forum where women can meet
and network.
• Offerguestspeakersoncareeradvancementtopics.
• Develop mentoring opportunities among female executives
and employees.
Based on this input, Rogers officially launched the Rogers
Women’s Network (RWN) in early 2010, with the support
of a National Governance Team of interested women
leaders from across the Rogers group. An Advisory Group,
composed of other internal and external executives, will also
help champion the advancement of women in business. In
collaboration with Human Resources, RWN will coordinate
activities to attract and retain women at Rogers and promote
professional development, networking and communication
among females.
With the support of RWN, we can build a workplace culture
that helps women achieve their full career potential and
contributesgreaterdiversitytodecision-makingat
the company’s executive levels, both of which will benefit
the business.
30
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
OUR APPROACH
Environmental stewardship is not a question of simply meeting environmental regulations
for our operations. It’s about wearing our “green hats” as we run our business so that
environmental due diligence is a forethought in our planning. For us it’s about taking
responsibility for streamlining our direct and indirect environmental impacts.
Our environmental influence extends beyond our direct operations to our purchasing
decisions, to how we engage with our customers, to the products we offer, how they are
used and disposed. Our stakeholders expect us to be environmentally minded across our
operations, so it’s our goal to ensure that in every aspect of our business we are making
efforts to reduce our footprint.
While our Corporate Environmental Policy has been guiding our activities for some
time, we have recognized the need for an enhanced approach. In 2009, we updated
the policy and took the first steps in consolidating our planning and activities under a
formal, overarching Environmental Management System (EMS). Our EMS is consistent
with the intent and principles of the internationally recognized ISO 14001 standard for
environmental management systems. The most significant attributes of our EMS include
transparent responsibility and accountability for environmental matters; comprehensive
gathering and consolidated storage of environmental information; setting appropriate
targets; and ongoing monitoring of environmental performance. A formal EMS will allow
us to know exactly where we stand and where we must step up our efforts.
To implement and oversee the next phase of our EMS, in 2010 we will establish an
Environmental group headed by our Director of Environment, Health and Safety. An
Environmental and Sustainability Committee made up of Senior Managers will be charged
with reviewing relevant climate change issues and company initiatives to help Rogers
achieve carbon reduction goals.
For a company as large as Rogers, implementing an EMS is a massive undertaking. As such,
we have prioritized key environmental issues to tackle first. These issues are energy use and
paper consumption – representing Rogers’ most significant environmental impacts. Other
areas such as water consumption and usage of materials, while important and covered
under our EMS, will become a larger focus of our attention in 2011.
Environmental matters are important issues we face
at Rogers. We are committed to nurturing global
sustainability by applying our culture of innovation
to tackle the challenges of climate change and by
promoting initiatives aimed at repairing and preserving
the environment.
Environment
Environment
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
31
It’s our goal to ensure that in every aspect of our
business we are making efforts to reduce our
environmental footprint.
KEY ACHIEVEMENTS IN 2009
• Launchedthefirstphaseofour
comprehensive Environmental
Management System
• CompletedsecondCarbonFootprint
Assessment and first Paper Footprint
Assessment
• Approximately378,236lbsofRogers
IT equipment was diverted from
landfills
• 138,562cellphonesrecycledby
customers and employees through
our Phones for Food program
• Increasedthenumberofcustomers
using online billing by 39% to
1.43 million customers, helping to
reduce paper and saving thousands
of trees
32
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
Environment
CLIMATE CHANGE AND ENERGY USE
Climate change is a high priority for Rogers and our stakeholders. It affects all sectors and
demands more efficient use of energy and resources. We have many initiatives in place
(discussed in the next section) to reduce our emissions and enhance the energy efficiency of our
operations, which consist of owned and leased offices, warehouses, retail stores, cell towers, a
fleet of vehicles and the Rogers Centre, a year-round sports and entertainment facility.
We recognize that we need to do more in our environmental program. To address this,
as part of our EMS we are in the process of developing a comprehensive climate change
strategy that includes setting a baseline and reducing GHG emissions, as well as increasing
focus and reporting on our environmental management systems and end-of-life product
management.
Carbon Footprint Assessment
To measure our GHG emissions from the operation of all of Rogers’ facilities across Canada,
we have completed two comprehensive carbon footprint assessments. Conducted by
Pinchin Environmental, the first was undertaken in 2008 for base year 2006, including
Scopes 1, 2 and 3. The results helped us to determine our carbon footprint and to identify
the challenges and opportunities. A second study was performed in 2009, this time
measuring 2008 inventories, including paper usage in our Scope 3 study.
Our total GHG emissions were 277,154 tonnes of CO
2
e in 2008 and 235,643 tonnes of CO
2
e in
2006. The majority of GHGs are due to electricity consumption at tower sites, followed by
employee commuting. The upward trend from 2006 to 2008 reflects the continued growth
of our company: an increase in our workforce by nearly 4,000 employees and the purchase
of Citytv, which has offices in five major Canadian cities.
We are using the carbon footprint information to develop reduction plans and targets, in
addition to improving our disclosures. We responded to the Carbon Disclosure Project (CDP)
questionnaire, providing information on our carbon footprint and climate change related
strategies. This was our most detailed response to date and was based on our 2006 baseline
GHG emissions. Rogers is committed to participating in the CDP process every year, as well
as reporting on our environmental progress in our future CSR reports.
Scope 1 Scope 2 Scope 3
Direct emissions from
natural gas and fuel oil
consumption, generator
fuel use, owned and
leased vehicles and
Hydrofluorocarbons (HFC)
refrigerant losses
Indirect emissions from
purchased electricity used
for buildings and network
equipment
Other indirect emissions
from business travel,
employee commuting,
paper usage, hotel stays
16%Scope 1
30%Scope 3
54%Scope 2
2008 GHG Emissions by Source
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
33
Environment
GHG Emissions*
Source
Adjusted 2006
Emissions
(tonnes CO
2
e)
2008 Emissions
(tonnes CO
2
e)
Owned buildings
36,630 57,727
Leased buildings
15,472 15,133
Rogers Centre
9,614 11,250
Retail stores
11,674 11,637
Tower sites
55,836 58,295
Executive car fleet
332 326
Company vehicle fleet
15,883 18,435
Air travel
5,053 4,623
Rail travel
67 29
Vehicle rentals
66 75
Hotel nights
389 351
Employee commuting
42,333 50,621
Blue Jays travel
283 216
Blue Jays hotel nights
82 81
Paper usage
21,014 25,977
Power supply stations
20,915 22,378
Subtotal (Rogers)
235,643 277,154
* Carbon Footprint Assessment conducted by Pinchin Environmental, with the Greenhouse Gas Protocol
(GHG Protocol) by the World Resources Institute (WRI, 2004) used as the basis. The assessment measured all
ofRogers’facilities,includingofcebuildings(leasedandowned),retailsites(includesstand-alone,kiosk,
in-lineandotherstoreformats),dealerretailsitesandtransmissiontowersites.2006emissionswereadjusted
in order to compare to the 2008 assessment, to account for sources in Rogers’ organizational and operational
boundaries that were not originally included in the 2006 assessment.
Initiatives to Reduce GHG Emissions and Energy Use
Here are a few examples of steps we took in 2009 to improve energy efficiency and reduce
GHG emissions:
• Atourcorporateheadquarters,westartedadaytimecleaningprogramtotrim
down the need for having people on site at night, when full lighting is necessary, to
complete the cleaning.
• Wecontinuedtoupdateourlighting,heating,coolingandhumidificationcontrolsin
our facilities with more energy-efficient systems.
• Wepromotedconservationpracticesamongourworkplace,suchasencouraging
employees to turn off their computers and printers every night. In April 2009, we
hosted a Green Fair for employees at our head office. We invited suppliers that we
work with on recycling and energy initiatives to participate so that our staff could
learn about how we recycle at our facilities, as well as how to cut back energy
consumption at work stations.
• Ourvideoconferencing,teleconferencingandtelepresencingtechnologieshelp
employees reduce their need for business travel, cutting related carbon emissions.
Rogers was the first company in Canada to launch TelePresence, which allows true
real-time video meetings – no buffering, delays or synchronization problems, and with
excellent sound and picture quality. TelePresence rooms are available at our Rogers
Campus (Toronto), Rogers Park (Brampton), Place Bonaventure (Montreal) and Burnaby
Tower (Burnaby) locations.
34
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
Environment
2008 Energy Consumption
By Building and Fuel Type
Building
Type
Energy (GJ)
Electricity
(kWh)
Diesel
Generators
Propane/
Other Fuels
Natural Gas Electricity Total
Lease
59 452 135,434 208,931 344,875 58,036,288
Owned
(1)
1,722 0 325,518 828,690 1,155,930 230,191,793
Retail
0 0 50,711 126,052 176,763 35,014,427
Tower
5,979 0 0 846,420 852,399 235,116,672
Grand
Total
7,759 452 511,662 2,010,093 2,529,966 558,359,179
(1) Please note that the Rogers Centre (stadium) is included in the Owned building row data.
We produce GHG emissions through our transportation activities, as we move goods and
services, make service calls using a fleet of 2,100 vehicles, or commute to and from work. To
help reduce our environmental impact:
• Wearechoosinggreenervehicles,andnowhave109HybridVehiclesactiveinour
fleet, an increase from 77 a year ago.
• WearedownsizingourService&InstallationFleetfromfull-sizecargovans
(V8 engine) to minivans (V6 engine), resulting in a 47% overall vehicle weight
reduction. We anticipate a 20% reduction in fuel usage with these new vehicles. We
replaced 12 full-size vans with minivans in 2009 and the rest are being cycled out as
replacements are required.
• WehavereconfiguredtheinteriorsofourConstruction&Maintenancevanstoreduce
weight by 15%, which will also have a positive impact on fuel economy.
• Telematicstechnologyhasbeeninstalledinmorethanhalfofourvehicles.Itprovides
reports on engine idle times and service notifications to help us use less fuel and lower
vehicle emissions.
• Rogersprovidessecurebikeracksforemployeeuseatmanyofouroffices,facilitating
an alternate travel method.
Helping Customers Reduce Their Impact
Our customers want options to be green. Rogers sees climate change as an opportunity to
promote and leverage the benefits of our efficient, low-carbon, telecom solutions. Recent
studies show that smart use of telecom can save significantly more CO
2
by reducing the
need for travel time. Telecommunication networks, products and services are critical to
enhancing business efficiency and provide many ways for businesses and consumers to
lessen their own environmental footprints.
Here are some examples:
• mFleet™ is Rogers’ wireless asset tracking and logistics solution. Armed with GPS
location technology, mFleet helps customers manage their vehicle fleets, track
movements and receive online diagnostic and maintenance reports, resulting in less
engine idling and fuel consumption.
• We’reworkingonbuildingalineupofphonesthatreusematerialsandcreateless
waste. In 2009, FIDO partnered with Motorola to introduce the MOTO W233 Renew
phone, Canada’s first eco-friendly phone made partly with recycled water bottles.
In fact, this phone’s housing is made from 25% post-consumer recycled plastics.
Since the April 2009 launch of the phone, 250 kilograms of plastic have been diverted
from landfills.
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
35
Environment
SPOTLIGHT:
Green Solutions – The Kyoto Cooling System
In 2009, Rogers became the first company in Canada to deploy the “Kyoto Cooling System”.
This innovative system was installed at one of our newly constructed network centres in
Toronto, and is one of the most efficient and environmentally friendly cooling systems
available in the market today.
By deploying this cutting edge technology, we’ll reduce CO
2
emissions and our energy
consumption to cool the newly constructed network centre will drop by over 80%, in
comparison to the conventional Computer Room Air Conditioner system.
Recycling and Waste Diversion
Rogers works with suppliers and employees to divert paper and other materials from our
operations from landfills. For example, in our corporate offices we provide employees
with recycling bins at each workstation; printer and fax toner cartridges are returned
to the supplier for reuse; and, where available, wet waste from cafeterias is separated
and diverted to local farms or municipal composting programs. Our recycling program at
Rogers’ Toronto office campus with Metro Waste is saving the equivalent of 5,000 trees
per year. At our Brampton office, our partnership with Wasteco enabled Rogers to have a
98.6% waste to energy diversion rate last year.
With respect to e-waste, we work with our supplier GEEP (Global Electric Electronic
Processing) to recycle IT equipment. In 2009, approximately 378,236 lbs of Rogers IT
equipment was diverted from landfills and either remarketed or disposed of in an
ecologically responsible manner.
Rogers and Fido continue to promote online billing to save the number of bills and
envelopes we print, thereby reducing both paper and energy usage. In 2009, thanks to the
over 380,000 Fido customers who have subscribed to the program, we were able to save
over 3.62 tonnes of paper, a significant leap from the 1.06 tonnes we saved in 2008. Those
Fido customers who still need a paper invoice are charged $2 per month. Proceeds from the
billing program are donated to our partner Evergreen – a national charity that has been
planting trees and creating dynamic outdoor spaces in schools and communities since 1991
(see sidebar on page 37).
We encourage customers to extend the life of their cell phones by returning them. We are
the national wireless sponsor of the Phones for Food program, founded in 2003, to divert
waste from landfill sites and in the process, raise funds for local food banks by recycling
used cell phones and accessories. Phones and accessories can be dropped off for recycling in
receptacles across most of Canada’s major cities at over 1,000 Rogers Plus, Rogers Wireless
and Fido branded locations. Rogers was also the first company to offer a postage-paid
recycling envelope with most new wireless devices so users can mail in devices at any time.
Returned phones are either refurbished or recycled.
Phones for Food Collection
2009 2008
138,562 148,672
Since 2003, more than 500,000 phones have
been donated for recycling through Rogers’
Phones for Food program, helping the
environment while contributing more than
$769,000tohelpthoseinneed.
36
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
Environment
GREENING OUR PROCUREMENT PRACTICES
Working with our supply chain is an effective way to reduce our footprint. All suppliers and
partners who want to do business with us must demonstrate that they are operating in an
environmentally responsible manner. We continually work with our suppliers and partners
to ensure responsible, efficient use of natural resources while at the same time reducing
environmental impacts and ensuring regulatory compliance.
For example:
• Environmentalcriteriaisembeddedintoourfoodservicesandjanitorialcontracts,to
ensure that these suppliers use green and recyclable products.
• OurPublishingdivisionhasaMagazinePaperProcurementPolicythatsetsout
environmental criteria.
• Weseekpulppapersuppliersthatarecertifiedforenvironmentallyandsocially
responsible forest practices, such as the Forest Stewardship Council (FSC) or Programme
for the Endorsement of Forest Certification (PEFC).
• ThemajorityofRogers’papermanufacturersareISO14001-certifiedandwestrive
to use timber from local conservation programs or sawmill waste wood. No timber is
taken from tropical rainforests.
• Ourpapersupplyhas10%recycledcontent.Additionally,weareincreasinglyusing
lighter basis weight papers that use fewer resources and reduce energy consumption.
As important as these initiatives are, there is much more we need to do on the procurement
side to mitigate our environmental impacts. Paper will be a key focus moving forward.
Paper Footprint
In parallel with our carbon footprint assessment discussed previously, in 2009 also we
measured our paper footprint as part of our commitment to improving the sustainability
of our operations. We wanted to determine where we stood with respect to our paper
consumption, and what improvements could be made.
To help us, we retained Pinchin Environmental and Canadian Business for Social
Responsibility (CBSR) to conduct the paper footprint assessment. They calculated that in
2008 Rogers used almost 22,000 metric tonnes of paper per year. Our publishing business
makes up approximately 74% of this total, while marketing communications and billing
make up 23%. Emissions from paper represent 13% of Rogers total CO
2
e emissions. Pinchin
Environmental and CBSR concluded that Rogers has some good paper management
practices in place, but we need to build consistency by adopting a company-wide approach
for reducing paper usage. Opportunities can be captured in three categories: paper
reduction initiatives; sourcing decisions that reduce carbon impact; and actions that
increase transparency.
Publishing (74%)
Marketing
Communications (13%)
Billing (10%) Internal (3%)
Magazines 92%
Circulation 4%
Print services 4%
Retail 74%
Direct mail 26%
Forms 67%
Envelopes 33%
Copy paper 88%
Receipts 9%
Letterhead 1%
Stationery 1%
Envelopes 1%
Business cards 0%
Other 0%
2009
Acquisition of spectrum licenses: $40
Additions to program rights: $185
Acquisitions and other net investments: $198
Payments under bank credit facility: $585
Dividends: $704
Repurchase of shares: $1,347
$5,393
Additions to PP&E: $1,910
Redemption of subordinated note: $424
20082007
$2,021$1,796$1,712
ADDITIONS TO
CONSOLIDATED PP&E
(In millions of dollars)
2006
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
% in Metric Tonnes (’000s)
16.3 (74%)
2.8 (13%)
2.3 (10%)
0.6 (3%)
Total = 21,990.5 tonnes
Paper Footprint by
Department – tonnage
Source: Canadian Business for Responsibility and
Pinchin Enviornmental – Rogers paper footprint,
completed February 2010.
” Rogers has some good paper management
practices in place, however there is a need to
build consistency across the organization to
reduce its footprint.”
Report on Rogers Paper Footprint
Canadian Business for Social Responsibility &
Pinchin Environmental
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
37
Environment
DIRECTION IN 2010
In 2010, our CSR-related objectives for the environment include:
• Adoptingafocusedclimatechangestrategy.Wewillestablishtargetsforreducingour
GHG emissions and improving energy efficiency.
• Assessinganddeployingalternativeenergysolutions.Asoneexample,wewilldeploy
wind turbine generators at our Brampton campus, which will become a “test site”
prior to adoption at other locations.
• Forminganenvironmentalgovernancestructure.
• Creatingacompany-widepaperstrategy.Aspartofit,wewillsetpaperreduction
targets and focus on strengthening green sourcing, training paper procurement staff
on sustainable paper types and increasing transparency of our procurement practices.
• Providingmoreopportunitiesforemployeestogogreen.
• FocusondevelopingandraisingcustomerawarenessofRogers’greenproductsand
services. Increase conversion of customers to online billing and number of cell phones
diverted from landfill through the Phones for Food program.
Challenges in 2009 Our Response
• Therewasadecreaseinthenumberof
phones recycled by customers through
our Phones for Food program
• Wewillstrengthenpromotionand
create more consumer awareness of
the program in 2010
• Althoughwecanreportandmeasure
waste diversion rates for our larger
owned facilities, measuring Rogers’
overall waste diversion continues to
prove challenging due to our number
of leased properties and the lack of
waste diversion programs in some
smaller communities where we
do business
• Wecontinuetoworkwithour
property managers and landlords to
ensure that we are properly recycling
materials and implementing programs
to capture waste diversion rates, with
a goal to have a national overall waste
diversion number within three years
MORE ON THE WEB
• RogersEnvironmentalPolicy
• EnvironmentalManagementSystem
• EnvironmentalActivities
Naturalization Projects Taking Root
with Fido’s Support
To support innovative community greening
projects, in 2009 Fido teamed up with Evergreen,
anationalnot-for-profitorganizationthat
makes cities more livable. The partnership will
support the Evergreen Common Grounds
program, which engages community volunteers
to restore and improve the health of local
environments. The projects include restoring
degraded environments, protecting spaces for
open-airrecreation,educationandenjoyment,
and improving the health and biodiversity
of natural habitats. Supported by Fido, the
projects will help to strengthen community
tiesbyfosteringasenseofco-operationand
instilling feelings of pride and ownership in
residents for local, outdoor spaces.
Fido employees participating in Evergreen
treeplanting event
38
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
OUR APPROACH
Our communities need support more than ever. Despite a difficult economy in 2009,
Rogers donated $56.7 million to charities and not-for-profits. This included giving in-kind
products and services such as through the Cable in the Classroom program, and valuable
public service announcement air-time on our television and radio stations, as well as
print advertisement in our suite of consumer magazines. Our 34 Rogers TV cable stations
produce more than 15,000 hours of local programming involving over 25,000 community
groups, including coverage of local charitable events and the donation of media and
advertising resources.
The causes and charities we choose to champion are guided by the ideas and feedback of
our employees, customers and communities, based on the issues that matter to them. We
recently launched an innovative way for our customers to donate to Canadian charities:
mobile giving campaigns, allowing people to donate via texting. This was successfully done
through relief efforts in South East Asia following devastating earthquakes to that region,
raising $25,000 for the Canadian Red Cross.
Type of Giving 2009
Cash donations $9.3 million
In-kind donations $47.4 million
Total $56.7million
COMMUNITY PROGRAMS
We invest in the human and social capital of our communities by contributing generously
to many areas, including arts and entertainment, social services, education, health
and wellness, and sports. Below we highlight a few examples of how we are making a
meaningful impact:
Children and Youth – A Key Focus
Across the areas we support, Rogers gives priority to nurturing and encouraging children
and youth – keeping them healthy, nourished, safe and active. For instance, Rogers is a
long-standing supporter of Child Find, where we print the photograph of a missing child on
our monthly cable bills. We sponsor the Hospital for Sick Children, the Rogers Conn Smythe
Sports Celebrities Dinner and Auction to benefit Easter Seals, and the Jays Care Foundation,
which provides programs to support physical activity, education and life-skill development.
SupportLink
Rogers, Ericsson Canada Inc. and the Ontario government marked the 10th anniversary
of SupportLink in 2009. The program provides victims at risk of domestic violence, sexual
assault or stalking with intensive and comprehensive personal safety planning, as well as
wireless phones provided by Ericsson Canada, pre-programmed by Rogers to dial 911 in
the event of a personal safety emergency. Each year, the program serves more than 2,000
victims of crime in 20 cities across the province.
Through generous giving and employee volunteerism,
we’re helping nurture the prosperity, health and quality
of life of the communities in which we operate. Rogers
is committed to donating at least 1% of our pre-tax
earnings to charitable donations each year.
Community &
Society
Caring Company Commitment
In 2009, Rogers became an Imagine Canada
Caring Company. Through this commitment,
we support the principles of corporate
citizenship and benchmarks for community
investment established by Imagine Canada.
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
39
KEY ACHIEVEMENTS IN 2009
• Contributed$56.7million(cashand
in-kindsupport)tomorethan1,000
charitiesandnot-for-profitgroups
across Canada
• Employeesdonated$1.36million
to United Way and other Canadian
charities, as well as thousands
of hours for volunteering and
fundraising
• Helpedprotectandenhancethe
lives of children through our support
of kids’ sports, the recovery of
lost children, local food banks
and Rogers Pumpkin Patrol on
Halloween night
Community &
Society
We place a special emphasis on children and
youth, with many of our community dollars
allocated to keeping kids and families healthy,
nourished, safe and active.
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
39
40
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
Community & Society
Vancouver Santa Claus Parade
The 2009 Santa Claus Parade entertained over 300,000 children and parents in the City of
Vancouver. There was a record-breaking number of volunteers, with nearly 200 Rogers
employees and members of the public taking on various roles such as banner carriers,
parade pacers and float guides. More than 9,500 lbs of food and $29,000 was raised for the
Greater Vancouver Food Bank Society.
Shelter from the Storm
For the fifth consecutive year, Rogers was proud to be the media partner for Canada’s
largest campaign to end violence against women. Run by the Canadian Women’s
Foundation, the Shelter from the Storm campaign supports over 450 shelters for abused
women across Canada, as well as violence prevention programs. Rogers’ involvement
included donations of print, television, online and radio advertising, and culminated in our
hosting a live radio-thon on Rogers radio stations across Canada, raising close to $500,000.
We matched donations for a two-hour period during the radio-thon, generating an
additional $20,000.
Rogers Innovations
@
Work Award Program
Reinforcing our commitment to pioneering excellence, Rogers celebrates leading-edge
businesses through the Rogers Innovations @ Work Award program. Launched nationwide
in 2007, it recognizes businesses with fewer than 20 employees whose ground-breaking
products, creative marketing initiatives or unique human resources practices contribute to
their success.
Cultural Initiatives
As a uniquely Canadian company, Rogers is committed to supporting Canadian culture and
content. Some of the numerous organizations and projects we have funded over the years:
an annual fiction prize awarded in conjunction with the Writers’ Trust of Canada; film and
television festivals such as the Vancouver International Film Festival, Atlantic Film Festival,
Banff World Television Festival and Hot Docs; and our national museums and galleries,
including a recent sponsorship of the Stan Douglas exhibition at the Vancouver Art Gallery.
EMPLOYEE VOLUNTEERISM
Rogers employees volunteer thousands of hours each year to help their communities,
pitching in for local initiatives, participating on charitable boards and events committees,
and fundraising for causes close to their hearts. We support their good efforts by providing
opportunities to make a difference. Here are just a few examples:
Rogers Pumpkin Patrol
Started by Rogers employees 25 years ago to help keep kids safe on Halloween. Volunteers
in Rogers cellular and radio-equipped vans work with local police and other emergency
services to spot trick-or-treaters needing assistance. In 2009, approximately 1,000 of our
employees volunteered.
United Way
In 2009, Rogers employees raised more than $1.36 million for the United Way, and Rogers
donated directly to over 25 regional branches of the United Way.
RogersChomp&Stomp
Rogers employees helped raise tens of thousands for the Kids Cancer Care Foundation of
Alberta at the 15th annual Rogers Chomp & Stomp rodeo near Calgary. A huge fundraiser –
more than $250,000 has been generated over the past four years – the fun event is a
combination of rodeo, music, dancing and food. Rogers and Fido created the option to
make a donation via text message.
Lifting Children’s Spirits
In 2009, Rogers Plus and the Sony Canada
Charitable Foundation unveiled the revitalized
Jolly Trolley program with the eager help
of young patients in Canadian hospitals
coast-to-coast.Forthepast16years,theJolly
Trolley program has brought colourful mobile
entertainment units to young patients across
the country in hopes of generating smiles and
providing a welcome distraction during their
hospital stay.
“The Sony Canada Charitable Foundation is
happy to be partnering with Rogers Plus for
this fantastic initiative. It’s one way we can
show the strong dedication we have to
our communities.”
Tony Smith, VP Marketing Communications,
Sony Canada.
Pumpkin Patrol
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
41
Community & Society
Thanksgiving at food banks
Rogers Training & Development employees were challenged to raise much-needed food
items for Food Banks across Canada, so they could deliver Thanksgiving Dinner to the
less fortunate. Our employees rose to the challenge with spectacular results, collecting a
whopping 21,802.55 lbs of food items!
SPOTLIGHT:
Community Television
In 2009, 540,505 30-second PSA messages were aired on Rogers TV’s community channels.
If one assigns a modest value of just $25 per airing, this represents over $13.5 million
in exposure for the featured charities, causes and not-for-profit organizations. Citizen
participation and community involvement are the touchstones of Rogers TV’s entire
approach to community programming. Our local community channels can only exist with
the constant and deep involvement of the communities we serve. Our 34 stations actively
solicit citizen participation through a variety of means, including on-air appeals, community
outreach initiatives, an outstanding school liaison program and even annual talent searches
and open calls for auditions, often held in local shopping malls. Our stations benefit from
the active participation of more than 2,000 volunteers, who in return receive training in
television production and a great social experience.
GOVERNMENT RELATIONS AND PUBLIC POLICY
Since Rogers operates many businesses in regulated industries, we have a great deal
of involvement with governments and regulators in Canada. Some of our executives
frequently have discussions with federal and provincial decision makers about regulatory
issues of importance in the communications sector.
Rogers is a registered lobbyist. We do not make financial or in-kind contributions to
political parties or politicians at the federal level but we do so in provinces where permitted
and ensure that the contributions conform with provincial guidelines. Rogers does not
receive significant financial assistance from government.
DIRECTION IN 2010
Our community objectives for 2010 include:
• Donatingatleast1%netearningsbeforetaxestocharity.
• Maintainingaprimaryfocusonprotectingandenhancingthelivesofchildren
and youth.
• Encouragingandsupportingemployeevolunteeringandfundraising.
• Contributingtopublicpolicydiscussionsthatimpactthetelecommunicationsand
media sectors.
Challenges in 2009 Our Response
• Weakeconomicclimateledto
increased requests for funding from
charitable sector
• Wefocusedourenergiesonkey
charitable needs and supporting
them well
MORE ON THE WEB
• CommunitySupport
“For far too long domestic violence has been
shrouded in silence. Thanks to Rogers, we
are giving voice to thousands of women
and children across Canada who have been
affected by violence and we are one step closer
to ending violence against women for good.”
Beverley Wybrow,
President and CEO of the
Canadian Women’s Foundation
42
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
OUR SUPPLY CHAIN
From the cell phones and cable units we sell to the computer equipment we use, Rogers
sources products from thousands of suppliers across Canada and internationally. In 2009, we
spent $8.02 billion on goods and services. We employ a rigorous Request for Proposal (RFP)
process in choosing our major vendors. Rogers does not have a specific requirement for
using locally-based suppliers, but we try to do so wherever possible. In fact, of our top 200
suppliers, 92.5% are Canadian companies or firms with offices in Canada. That accounts for
approximately 94% of the top 200 suppliers’ spend, or 67.5% of our total supplier spending.
SUPPLIER CODE OF CONDUCT
Our commitment to Corporate Social Responsibility extends to our procurement practices
and is embodied in the Rogers Supplier Code of Conduct. It sets out the high ethical,
environmental and compliance standards we expect from our suppliers, and we assess
all significant new and existing suppliers for their compliance with the Code. Recognized
standards such as the Universal Declaration of Human Rights (UDHR), Social Accountability
International (SAI) and the Ethical Trading Initiative (ETI) were used as references in
preparing the Code.
Our Supplier Code of Conduct addresses issues such as:
• Labourstandards,includingensuringaworkforcefreeofharassment,discrimination,
child labour and involuntary employment.
• Healthandsafety,includingprovidingpersonalprotectiveequipment,managing
safety hazards and implementing emergency preparedness procedures.
• Environmentalresponsibility,includingensuringsafehandlinganddisposalof
hazardous substances, having pollution prevention and resource reduction initiatives
in place, and monitoring and treating wastewater and solid waste.
• Managementsystemstoensureriskmanagement,accountabilityandcompliancewith
applicable legal and customer requirements.
• Ethics,includingpoliciesandpracticestoachievebusinessintegrity,protectionof
intellectual protection, privacy and confidentiality.
DIRECTION IN 2010
Our CSR-related objectives for our supply chain include:
• Increasethenumberoflocalsuppliersweuse.
Challenges in 2009 Our Response
• Giventhesheernumberanddiversity
of our suppliers, we want to ensure
that all of them understand and
recognize Rogers’ values and codes
of conduct
• WeensuredthattheSupplierCode
of Conduct was included in all of our
major supplier agreements. Rogers
employees also paid site visits to our
major suppliers
MORE ON THE WEB
• RogersSupplierCodeofConduct
We strive to treat all of our suppliers fairly and
respectfully, and seek to have dealings only with
contractors and dealers who uphold similar values and
ethical standards of corporate conduct to ours.
Suppliers
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
43
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
43
Rogers sources products from
thousands of suppliers across
Canada and internationally.
Suppliers
KEY ACHIEVEMENTS IN 2009
• Spent$8.02billiononproductsand
services from our suppliers
• 92.5%ofourtop200supplierswere
Canadian companies or those with
offices in Canada
44
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
Rogers’ 2009 performance in areas related to our
Corporate Social Responsibility:
CSR Key
Performance
Indicators (KPIs)
Customers 2009 2008
Total customers
Wireless customers (prepaid and postpaid) 8,494,000 7,942,000
Basic cable customers 2,296,000 2,320,000
Internet customers (residential) 1,619,000 1,517,000
Home phone customers (cable telephony and circuit switch) 1,061,000 1,055,000
Customer retention
Wireless monthly churn rate (prepaid and postpaid) 1.44% 1.51%
Concerns and complaints reported to Rogers’ Office of the Ombudsman 563 n/a
Employees 2009 2008
Total employees 30,517 30,560
Voluntary turnover rate
(1)
16.12% 24.45%
Employee engagement score
(2)
74% 71%
Managerial effectiveness index
(2)
78% 76%
Employee learning
Investment in training $45,000,000 $46,800,000
Investment in training per employee
(5)
$1,214 $1,275
Employee salaries and benefits $1.7b $1.35b
Eligible employees who participate in Rogers’ defined benefit pension plan 31.09% 33.88%
Eligible employees who participate in Rogers’ Share Accumulation Plan 35.76% 34.99%
Eligible employees who participate in the Group RRSP Plan 19.60% 19.70%
Workplace accident statistics
Lost-time accidents
(3)
(# of incidents) 52 48
Average number of days lost due to workplace-related accidents 4.6 7.54
No lost-time accidents
(4)
(# of incidents) 484 451
Fatalities 0 0
Women
In senior management positions 23.1% 23.5%
Overall 42.9% 42.4%
Visible minorities
In senior management positions 9.4% 7.0%
Overall 31.6% 31.8%
Persons with disabilities
In senior management positions 0.6% 0.0%
Overall 1.3% 1.5%
Aboriginal peoples
In senior management positions 0.0% 0.0%
Overall 0.9% 1.1%
(1)Dataisforfull-timeandpart-timeemployeesinCanada.(2)Resultsbasedonannualemployeesurvey.InApril2009survey,24,303employeesor90%ofourworkforce
participated.AverageengagementscoreforCanadiancompaniesis58%.(3)“Lost-timeaccidents”arethosewhereanemployeecannotreturntoworkfollowinga
workplace-relatedaccident,resultinginlosttimeintheworkplaceonanydayfollowingtheinjury.(4)“Nolost-timeaccidents”arethosewhereanemployeereturns
to their normal or modified work duties following a workplace related accident, with no time lost beyond the day of the injury. All accident data include motor
vehicle accidents. (5) Includes employees who were active in 2009 but are no longer with the company as of Dec.31, 2009.
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
45
Environment and Network 2009 2008
GHG emissions (tonnes of CO
2
e)
(1)
n/a 277,154
Energy consumption (GJ) n/a 2,529,966
Total paper consumption (metric tonnes) n/a 21,990.5
Paper purchased with a percentage recycled content n/a 77%
Waste diverted rate through reuse and recycling programs at our major office sites
(2)
Rogers Campus, Toronto 63.2% 56.1%
Rogers Park, Brampton 98.6% n/a
Phones collected for reuse and recycling 138,562 14 6,111
Number of significant spills and releases 1 0
(1) Carbon footprint assessment, conducted in 2008 by Pinchin Environmental, covers all of Rogers’ facilities across Canada, including office buildings (leased and owned)
as well as retail locations, transmission tower sites and cable power supply stations. This assessment represents Rogers’ second corporate carbon inventory; the first
was done for the 2006 calendar year.
(2) Diversion rates only currently available for our main locations, including Rogers Campus (head office in Toronto, and Rogers Park (Brampton) locations.
This information is supplied by Metro Waste and Wasteco, respectively.
CSR Key Performance Indicators (KPIs)
Community and Society 2009 2008
Charitable giving
Cash donations $9.3m $7.6m
In-kind giving $47.4m n/a
(1)
Total donations $56.7m n/a
% of five-year average pre-tax profits donated to charity (Imagine Canada target is 1%) 2.86% n/a
Dollars donated or raised by Rogers employees $1.36m $1.3m
Funding provided to support Canadian film and television production $36.2m $25.2m
(1) Rogersconductedin-kindcharitablegivingactivitiesin2008,howeverduetoinsufcientdataavailable,weareonlyreporting2009datainthisreport.
Suppliers and Partners 2009 2008
Total suppliers 34,222 44,238
46
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
CSR Key Performance Indicators (KPIs)
Compliance 2009 2008
Human rights
Number of incidents of discrimination 0 0
Number of incidents of violations involving rights of aboriginal peoples 0 0
Society
Number of significant fines for non-compliance with laws and regulations 0 0
Monetary value of significant fines for non-compliance with laws and regulations 0 0
Number of legal actions for anticompetitive behaviour, anti-trust and monopoly practices 0 0
Percentage of business units analyzed for risks related to corruption 100% 100%
Percentage of employees trained in Rogers’ standards of business conduct and anti-corruption
policies and practices
100% 100%
Product responsibility
Number of incidents of non-compliance with regulations and voluntary codes concerning health
and safety of products and services
0 0
Number of incidents of non-compliance with regulations and voluntary codes concerning
product and service information and labelling
0 0
Number of incidents of non-compliance with regulations and voluntary codes concerning
marketing communications, including advertising
0 0
Number of well founded privacy complaints with the federal Office of the Privacy Commissioner 0 0
Monetary value of significant fines for non-compliance with laws and regulations concerning the
provision and use of products and services
0 0
Environmental
Number of incidents of non-compliance with environmental laws/regulations 0 0
Monetary value of significant fines for non-compliance with environmental laws/regulations 0 0
MEMBERSHIPS
Rogers is a proud member of the following organizations:
MORE ON THE WEB
• ExternalCommitments
ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT
47
We invite your feedback and questions about this report.
Please e-mail us at [email protected]
A JANTZI SOCIAL INDEX COMPANY
As a company devoted to Corporate Social Responsibility, we are pleased that Rogers is
recognized by the Jantzi Social Index, a stock index of 60 Canadian companies that pass
a set of broadly-based environmental, social and governance criteria.
This publication is available as an electronic PDF only.
Design: Interbrand. Editorial: RJF Communications.
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