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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 – Introduction1 Welcome to Our 2009 Corporate Social Responsibility Report2 2009 Highlights3 A Message from Nadir Mohamed4 Who We Are

Section II – Corporate Social Responsibility at Rogers8 CSR Strategy & Analysis10 Ethics & Governance11 Stakeholder Engagement

Section III – Year in Review16 Customers22 Employees30 Environment38 Community & Society42 Suppliers44 CSR Key Performance Indicators

ROGERS COMMUNICATIONS INC. 2009 CORPORATE SOCIAL RESPONSIBILITY REPORT 1

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


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


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


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).


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

Corporate Social Responsibility at Rogers



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.

• EngagedCanadianBusinessfor

Social Responsibility (CBSR) to

evaluate Rogers’ CSR progress

• IdentifiedCSRopportunitiesand

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.


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

• Employeerelations Leads Canadian Competitors

• Wewillmaintainleadership position by continuing to be a best-in-class employer

• CSRvision

• Communityinvestment

• Customertransparency

• Ethicalsupplychain

• Productstewardship

Compares to Canadian Competitors

• Wewillcontinuetofocus on and strengthen these areas

• IntegratedCSRstrategyand management systems

• Climatechangeprogram

Requires improvement compared to Canadian Competitors

• Wewillbetter“connectthe dots” by creating an overarching CSR strategy and management system by end of 2010

• Wewillimplementa climate change program, with specific goals and targets, by end of 2010

MORE ON THE WEB

• GRIindex

• 2009AnnualReport

CSR Strategy & Analysis


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

• Corporategovernancepractices

• Rogers Business Conduct Policy

• 2009AnnualReport

• ExternalCommitments

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.

• UpdatedandrelaunchedtheRogers

Business Conduct Policy

kEY ACHIEvEMENTS IN 2009


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.


• Engagedwithstakeholdersthrough

a wide range of communication and

feedback avenues

• Launchedanindustry-firstOfficeof

the Ombudsman and created a social

media team

• Introducedliveonlinechatstogive

employees direct communication

to executives

• Achieved“best-in-class”scoreof74%

for employee engagement

• StrengthenedCSRcommunications

and transparency by launching our

first annual CSR 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”Scorefor

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”engagementscoreratings

(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%,

whichputsRogers1%overthebest-in-class

norm for this category.

Managerial effectiveness score

Survey participation rates

Employee engagement score

2008 2009

71%

82%76% 74%

90%

78%




Main Stakeholders forms of Engagement What Are the Issues of Interest?

Customers • CustomerSatisfactionsurveys(CSAT); focus groups; e-mails, letters, telephone calls; complaint resolution process; Office of the Ombudsman; social media sites

• Transparency(pricing, product info)

• Customerexperience

• Productchoiceandinnovation

• Responsiblemarketing

• Health,safetyandprivacy

• Accessibilityofproducts

• Ethnicprogramming

• Environmentalprotection

• Contentstandards

Employees • Employeesurveysandfocusgroups, 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

• Competitivecompensation

• Health,safetyandwellness

• Careerlearninganddevelopment

• Inclusive,accessibleworkplace

• Employeeengagement

• Volunteeropportunities

• Sociallyresponsibleemployer

Environment • Meetingswithenvironmentalgroups; engagement with environmental consultants; e-mails, letters, telephone calls; employee participation

• Climatechangeandenergyuse

• Recyclingandwastediversion

• Paperfootprint

• Eco-productsforcustomers

• Greenprocurementpractices

• Environmentalsustainability

Community & society

• Outreachprograms;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

• Communitygivingandoutreach

• Volunteerism

• Partnerships

• Participationinmulti-stakeholder initiatives and public policy discussions

Suppliers • InteractionwithRogers’sourcing team; e-mails, letters, telephone calls

• Transparency

• Fairselectionprocess

• Efficientpayment

Shareholders & investors

• Shareholderinformationevents; meetings and feedback sessions with mainstream and socially responsible investor groups; investor surveys and consultations; e-mails, letters, telephone calls

• Transparency

• Long-termshareholdervalue

• Corporategovernance

• Sustainableinvestment

• Riskmanagement


Year in Review

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:

• ournextgenerationsuper-chargedHSPA+network–thefirstinNorthAmerica–

offering customers wireless speeds up to 21.1 Mbps or triple those previously available.

• a50Mbpshigh-speedInternetserviceonournewDOCSIS3.0platform.

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



• Changedthewaywemeasure

customer satisfaction to better

understand the needs of

our customers

• IntroducedtheRogersCustomer

Commitment

• ExpandedRogers’lineupof

accessibility products for persons

with disabilities

• Celebrated25+yearsofethnic

broadcasting and added new

multicultural channels to our cable

line up, bringing our total to over

80 offerings

• Completed$42millionnetwork

expansion in Alberta, providing new

and broader services to residents and

businesses in the region

• Redesignedourwebsitetogive

customers more ”how to” and

self-serviceinformation

CustomersCustomers can count on Rogers to provide the world’s most advanced and accessible communication solutions, and leading-edge content across multiple platforms.



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:

• AspartofRogersMedia,weproduceandbroadcastawidevarietyofmultilingual

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.

• Todayweoffer80-plusmulticulturalchannelsthroughRogersCable.OurSouthAsian

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).

• RogersCablealsolaunchednewmulticulturalwebsitesin2009socustomerscan

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’ 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:

• OurWirelessdivisionlaunchedanewcellphonewiththeNuanceTALKSsoftware,

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.

• OurCabledivisionbeganofferingacomplimentarybigbuttonremotecontrolthatis

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


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:

• easytounderstand

• easytobuy

• easytouseandmanage

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-operationandspirit.”

Customer 1st Recipient, 2009


dIRECTION IN 2010

In 2010, our CSR related objectives for customers include:

• Enhancingtheoverallcustomerexperience.Forexample,wewillimprovethe

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.

• Strengtheningdisclosureonoursalesandmarketingpractices,pricing,claims

and product safety.

• Increasinglevelsofcustomersatisfaction.

• Providingasafeandhealthyenvironmentandprotectingprivacyatalltimes.

• Expandingourdiversityofferings.

• Improvingtheaccessibilityofourproductsandservices.

Challenges in 2009 Our Response

• TheCRTCreleasedadecisioninJuly 2009 stating new regulatory requirements for accessibility of communications products and services

• Rogershasassembledaninternalaccessibility working group to ensure our products are accessible and meeting the needs of our customers

MORE ON THE WEB

• Multiculturalprogramming

• Privacypolicy

• SecureShoppingGuarantee

• RogersPlusPledgetoParents

• Responsibledriving

Customers

AWARdS IN 2009

• ReceivedtheInformationand

Communication Technology Award

from the Brampton Board of Trade,

at the 13th Annual Outstanding

Business Achievement Awards

ceremony

• Named“InnovatoroftheYear”by

verint Systems Inc., at the Driving

Innovation Global User Conference

• RecognizedwithfourCTAM(Cable&

Telecommunications Association

for Marketing) Mark Awards, at the

annual CTAM conference

• OMNITelevisionreceivedBest

Television Editorial or Opinion Piece

and Best Television News or Feature

Awards at the 31st Annual (2009)

Canadian Ethnic Media Association

(CEMA) Awards


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-ClassNorm

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


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


• Achieved“best-in-class”scoreof

74% for employee engagement

• Employedover30,000people

across Canada

• Spent$45millioninemployee

training and development

• EstablishedaformalRogers

Women’s Network

• EnhancedourHealthandSafety

policies,proceduresande-learning

programs

• Introduced“bwell”,acomprehensive

wellness resource for employees and

their families


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


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


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:

• WemaintainaHealth&Safety(H&S)Policyandrelatedprocedures–whichwere

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.

• AlllevelsofseniormanagementareresponsibleforpromotingandimprovingH&S

performance within their operations.

• Weoperate65jointmanagement-workerH&ScommitteesacrossCanada,representing

100% of our workforce, which help monitor and advise on our H&S programs. This

total includes seven new committees added last year.

• Employeescompleteawidevarietyofsafetytrainingtoensurethattheyhavethe

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.

• ThereisanactiveH&SCommitteeorrepresentativeateachRogersworksite,andwe

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.

• WesetperformancegoalsandtargetsforeachRogersbusinessandevaluateour

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

2009052

484

238

Accidents in the Workplace (2009)


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

arenotbonus-eligibleunlesstheyhave

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.


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

Group2009 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

• NamedoneofGreaterToronto’sTop

Employers by MediaCorp Canada

• OurVicePresidentofPartnerships,

Nyla Ahmad, was named Canadian

Women in Communications

Leadership Excellence Award Winner

• OurNationalVicePresidentof

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”


dIRECTION IN 2010

In 2010, our CSR-related objectives for employees include:

• ContinuingtostrengthentheEmployeeEngagementIndexscore.Target:BestinClass.

• Deliveringadiverseandinclusiveworkplace.

• Providinglearningopportunitiestodevelopandmaximizethecareerpotentialofour

employees and to produce future company leaders.

• ContinuingtoelevateasafetycultureatRogers,withagoalofzerolost-timeaccidents

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.


• Rogerswentthroughacorporaterestructuring which resulted in layoffs to 3% of our workforce

• Wemadeitatopprioritytobetransparent 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

• Wecontinuedtoexperienceanunder-representation of women in management-level positions

• WeconsultedwithstaffandengagedKnightsbridge Human Capital Solutions Inc. to help us create a framework and plan for launching a formal Rogers Women’s Network

• InDecember2008ourCEOandfounder, Ted Rogers, passed away

• Weprovidedemployeeswithanopportunity 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

• Wekeptemployeesup-to-datewiththe 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

• Workplaceprograms

• RogersEmploymentEquityReport

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


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

inmanyareas,womenhaveremainedanunder-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.

• Offerguestspeakersoncareeradvancementtopics.

• 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

contributesgreaterdiversitytodecision-makingat

the company’s executive levels, both of which will benefit

the business.


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


It’s our goal to ensure that in every aspect of our business we are making efforts to reduce our environmental footprint.


• Launchedthefirstphaseofour

comprehensive Environmental

Management System

• CompletedsecondCarbonFootprint

Assessment and first Paper footprint

Assessment

• Approximately378,236lbsofRogers

IT equipment was diverted from

landfills

• 138,562cellphonesrecycledby

customers and employees through

our Phones for food program

• Increasedthenumberofcustomers

using online billing by 39% to

1.43 million customers, helping to

reduce paper and saving thousands

of trees


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 CO2e in 2008 and 235,643 tonnes of CO2e 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


Environment

GHG Emissions*

Source Adjusted 2006 Emissions

(tonnes CO2e)

2008 Emissions (tonnes CO2e)

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 ofRogers’facilities,includingofficebuildings(leasedandowned),retailsites(includesstand-alone,kiosk,in-lineandotherstoreformats),dealerretailsitesandtransmissiontowersites.2006emissionswereadjustedin 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:

• Atourcorporateheadquarters,westartedadaytimecleaningprogramtotrim

down the need for having people on site at night, when full lighting is necessary, to

complete the cleaning.

• Wecontinuedtoupdateourlighting,heating,coolingandhumidificationcontrolsin

our facilities with more energy-efficient systems.

• Wepromotedconservationpracticesamongourworkplace,suchasencouraging

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.

• Ourvideoconferencing,teleconferencingandtelepresencingtechnologieshelp

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.


Environment

2008 Energy ConsumptionBy 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:

• Wearechoosinggreenervehicles,andnowhave109HybridVehiclesactiveinour

fleet, an increase from 77 a year ago.

• WearedownsizingourService&InstallationFleetfromfull-sizecargovans

(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.

• WehavereconfiguredtheinteriorsofourConstruction&Maintenancevanstoreduce

weight by 15%, which will also have a positive impact on fuel economy.

• Telematicstechnologyhasbeeninstalledinmorethanhalfofourvehicles.Itprovides

reports on engine idle times and service notifications to help us use less fuel and lower

vehicle emissions.

• Rogersprovidessecurebikeracksforemployeeuseatmanyofouroffices,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 CO2 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’reworkingonbuildingalineupofphonesthatreusematerialsandcreateless

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.


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 CO2 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

$769,000tohelpthoseinneed.


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:

• Environmentalcriteriaisembeddedintoourfoodservicesandjanitorialcontracts,to

ensure that these suppliers use green and recyclable products.

• OurPublishingdivisionhasaMagazinePaperProcurementPolicythatsetsout

environmental criteria.

• Weseekpulppapersuppliersthatarecertifiedforenvironmentallyandsocially

responsible forest practices, such as the Forest Stewardship Council (FSC) or Programme

for the Endorsement of Forest Certification (PEFC).

• ThemajorityofRogers’papermanufacturersareISO14001-certifiedandwestrive

to use timber from local conservation programs or sawmill waste wood. No timber is

taken from tropical rainforests.

• Ourpapersupplyhas10%recycledcontent.Additionally,weareincreasinglyusing

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 CO2e 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: $40Additions to program rights: $185Acquisitions 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

Met

ric

Ton

nes

(’00

0s) 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


Environment

dIRECTION IN 2010

In 2010, our CSR-related objectives for the environment include:

• Adoptingafocusedclimatechangestrategy.Wewillestablishtargetsforreducingour

GHG emissions and improving energy efficiency.

• Assessinganddeployingalternativeenergysolutions.Asoneexample,wewilldeploy

wind turbine generators at our Brampton campus, which will become a “test site”

prior to adoption at other locations.

• Forminganenvironmentalgovernancestructure.

• Creatingacompany-widepaperstrategy.Aspartofit,wewillsetpaperreduction

targets and focus on strengthening green sourcing, training paper procurement staff

on sustainable paper types and increasing transparency of our procurement practices.

• Providingmoreopportunitiesforemployeestogogreen.

• FocusondevelopingandraisingcustomerawarenessofRogers’greenproductsand

services. Increase conversion of customers to online billing and number of cell phones

diverted from landfill through the Phones for Food program.


• Therewasadecreaseinthenumberofphones recycled by customers through our Phones for Food program

• Wewillstrengthenpromotionandcreate more consumer awareness of the program in 2010

• Althoughwecanreportandmeasurewaste 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

• Wecontinuetoworkwithourproperty 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

• RogersEnvironmentalPolicy

• EnvironmentalManagementSystem

• EnvironmentalActivities

Naturalization Projects Taking Root

with fido’s Support

To support innovative community greening

projects, in 2009 fido teamed up with Evergreen,

anationalnot-for-profitorganizationthat

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-airrecreation,educationandenjoyment,

and improving the health and biodiversity

of natural habitats. Supported by fido, the

projects will help to strengthen community

tiesbyfosteringasenseofco-operationand

instilling feelings of pride and ownership in

residents for local, outdoor spaces.

Fido employees participating in Evergreen treeplanting event


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 $56.7million

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.



• Contributed$56.7million(cashand

in-kindsupport)tomorethan1,000

charitiesandnot-for-profitgroups

across Canada

• Employeesdonated$1.36million

to United Way and other Canadian

charities, as well as thousands

of hours for volunteering and

fundraising

• Helpedprotectandenhancethe

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 & SocietyWe 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.



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.

RogersChomp&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.Forthepast16years,theJolly

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


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:

• Donatingatleast1%netearningsbeforetaxestocharity.

• Maintainingaprimaryfocusonprotectingandenhancingthelivesofchildren

and youth.

• Encouragingandsupportingemployeevolunteeringandfundraising.

• Contributingtopublicpolicydiscussionsthatimpactthetelecommunicationsand

media sectors.


• Weakeconomicclimateledtoincreased requests for funding from charitable sector

• Wefocusedourenergiesonkeycharitable needs and supporting them well

MORE ON THE WEB

• CommunitySupport

“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


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:

• Labourstandards,includingensuringaworkforcefreeofharassment,discrimination,

child labour and involuntary employment.

• Healthandsafety,includingprovidingpersonalprotectiveequipment,managing

safety hazards and implementing emergency preparedness procedures.

• Environmentalresponsibility,includingensuringsafehandlinganddisposalof

hazardous substances, having pollution prevention and resource reduction initiatives

in place, and monitoring and treating wastewater and solid waste.

• Managementsystemstoensureriskmanagement,accountabilityandcompliancewith

applicable legal and customer requirements.

• Ethics,includingpoliciesandpracticestoachievebusinessintegrity,protectionof

intellectual protection, privacy and confidentiality.

dIRECTION IN 2010

Our CSR-related objectives for our supply chain include:

• Increasethenumberoflocalsuppliersweuse.


• Giventhesheernumberanddiversityof our suppliers, we want to ensure that all of them understand and recognize Rogers’ values and codes of conduct

• WeensuredthattheSupplierCodeof Conduct was included in all of our major supplier agreements. Rogers employees also paid site visits to our major suppliers

MORE ON THE WEB

• RogersSupplierCodeofConduct

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


• Spent$8.02billiononproductsand

services from our suppliers

• 92.5%ofourtop200supplierswere

Canadian companies or those with

offices in Canada


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


Overall 31.6% 31.8%

Persons with disabilities


Overall 1.3% 1.5%

Aboriginal peoples


Overall 0.9% 1.1%

(1)Dataisforfull-timeandpart-timeemployeesinCanada.(2)Resultsbasedonannualemployeesurvey.InApril2009survey,24,303employeesor90%ofourworkforceparticipated.AverageengagementscoreforCanadiancompaniesis58%.(3)“Lost-timeaccidents”arethosewhereanemployeecannotreturntoworkfollowingaworkplace-relatedaccident,resultinginlosttimeintheworkplaceonanydayfollowingtheinjury.(4)“Nolost-timeaccidents”arethosewhereanemployeereturns 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.


Environment and Network 2009 2008

GHG emissions (tonnes of CO2e)(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 138,562 146,111

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.


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) Rogersconductedin-kindcharitablegivingactivitiesin2008,howeverduetoinsufficientdataavailable,weareonlyreporting2009datainthisreport.

Suppliers and Partners 2009 2008

Total suppliers 34,222 44,238



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:

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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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