Corporate Diversity Report 2011

Via Access Key

March 15, 2012

Mr. John Traversy Secretary General Canadian Radio-television and Telecommunications Commission Ottawa, Ontario K1A 0N2

Dear Mr. Traversy:

Re: Annual Report on Diversity, 2011

1. Corus Entertainment Inc. (“Corus”) is pleased to submit its Annual Report on Diversity in Radio for 2011 (the “Report”). This report demonstrates Corus’ ongoing commitment to reflect Canada’s diversity in our programming, as well as in our internal recruitment, training and employee retention practices.

2. Corus thanks the Commission granting us an extension of time to prepare this report. Please contact the undersigned if you have any questions concerning the content of this report.

Sincerely,

Sylvie Courtemanche Vice President, Government Relations Corus Entertainment Inc.

***End of document*** CORUS ENTERTAINMENT INC. (CORUS)

ANNUAL REPORT TO THE CANADIAN RADIO-TELEVISION AND TELECOMMUNICATIONS COMMISSION (CRTC) ON CULTURAL DIVERSITY 2011

I Corporate Accountability

The CRTC has stated in the renewal decisions of various licensees that it considers the elements set out below will help ensure that the corporate culture of each broadcast group supports the reflection of cultural diversity in the programming that it presents. Accordingly, each licensee/corporate group should:

1. Senior executive in charge of diversity: “Identify a senior executive who will be accountable for diversity practices and ensuring that management becomes more reflective of Canada's multicultural reality.”

(a) Has a senior executive been identified in the corporate plan?

The Executive Vice President, Human Resources and the Executive Vice President & General Counsel of Corus continue to share accountability for cultural diversity and equity practices, under the leadership of the President & CEO (the “Core Team”).

(b) What specific responsibilities have been identified in the corporate plan?

The Core Team is responsible for the implementation and ongoing assessment of corporate practices related to cultural diversity.

Central to Corus‟ approach in ensuring cultural diversity is to demonstrate it at the level of senior management and the Board of Directors. Corus continues to have a higher proportion of women than most boards of regulated media companies, with an equal number to men. Although not part of the Commission‟s diversity mandate, Corus‟ board is also reflective of regional diversity, with board members residing in three different provinces across Canada.

Respect and diversity are core elements in the operations of Corus. This is reflected in Corus‟ company policies as well as day-to-day operations. Corus‟ Respect at the Workplace Policy, a full copy of which is attached as Appendix “A”.

The Corus Code of Conduct, attached as Appendix “B”, establishes the baseline for respect and behaviour that ensures that all Corus employees and contributors understand their obligations and roles in meeting the standards that are described in this report.

The Diversity and Inclusiveness Policy, attached as Appendix “C”, affirms Corus‟ commitment to promoting an equitable work environment. It indicates that both

1 employees and managers are accountable for acting consistently with this policy and ensuring the policy is enforced.

In addition to its regulatory mandate overseen by the CRTC, Corus is a publicly- traded company and is listed on the Toronto stock exchange (TSX:CJR.B). As such, Corus is also subject to a rigorous matrix of securities legislation that impacts upon the standards we establish for cultural diversity. The following Corus Core Values establish the baseline for how each member of the Corus team approaches our responsibilities:

Knowledge: We believe in continuous learning and the sharing of our insights and ideas.

Innovation: We are committed to creative thinking that leads to breakthrough ideas and superior results.

Initiative: We empower employees to make great things happen.

Teamwork: We believe that the greatest value is realized when we work together.

Accountability: We do what we say we‟ll do – no excuses.

(c) What has the senior executive responsible for diversity accomplished in this reporting year, particularly with respect to ensuring that management becomes more reflective of Canada’s multicultural reality?

Employment Equity Audit

In 2010, the Canadian Human Rights Commission notified Corus of an Employment Equity Audit. Throughout 2011, Corus liaised with a Compliance Review Officer to provide information, validate findings and finalize a new Employment Equity Plan. As part of this review, the Compliance Review Officer met with the Equity & Diversity Committee to gather input. In addition, a series of individual interviews were conducted with more than 18 managers and 9 employees, including a union representative, to gain an understanding of Corus‟ employment practices. The audit was completed in May 2011, finding Corus in compliance with all nine statutory requirements.

Recruitment/Outreach

Corus is committed to providing a fair and equitable work environment and encourages applications from qualified women, men, visible minorities, aboriginal peoples and persons with disabilities, and continues to ensure that job postings are neutral and barrier-free. Corus has implemented processes to provide a more consistent approach across the organization when recruiting and selecting

2 individuals, including a rigorous hiring process with a centrally controlled system of standardized hiring letters that ensures all new hires are treated equitably.

To reach a diverse group of applicants, Corus continues to post job openings on the Corus website and forwards them to a number of outreach organizations including CareerEdge, the Canadian National Institute for the Blind, and Canadian Women in Communications. In addition, Corus also forwards job postings to the following agencies: Completing the Circle, Aboriginal Multi-Media Society, Career Foundation focusing on Newcomers to Canada, The Ontario Federation of Indian Friendship Centres, ACCES Employment, Fort Erie Native Friendship Centre, Delaware Nation Council and the Aboriginal Employment and Training Centre. Corus also maintains a commitment to work with Career Bridge to develop relationships with and hire qualified immigrants new to Canada through their process of integrating skilled immigrants into the Canadian workplace.

Respect at the Workplace Policy

Corus remains committed to providing and maintaining a workplace which ensures that all employees of the company are treated with dignity and respect and are able to work in an environment free from discrimination and harassment. Corus upholds, as a matter of normal business practice, the freedom from discrimination and harassment provisions of applicable human rights legislation. The policy applies to all Corus employees (including directors and officers) and to all business-related activities between employees and third parties such as customers, contractors, vendors, suppliers and members of the public. An overview of the Respect at the Workplace policy remains part of Corus‟ web-based employee orientation program for new hires and every employee is required to review and sign off on this policy.

As part of its ongoing commitment to respect in the workplace and in an effort to retain valuable employees, Corus continues to maintain a team of in-house employee Respect at the Workplace Advisors across the Company. This initiative gives employees the opportunity to help their peers, on a confidential basis, while promoting a workplace free from discrimination and harassment in which each employee is treated with dignity and respect. Employees also have access to a formal complaint process, whereby the Executive Vice President, Human Resources initiates an investigation whenever he or she receives a formal written complaint and the complaint is not resolved informally, if the complaint falls within the scope of this policy or in the case of an anonymous complaint if the EVP-HR considers an investigation appropriate in the interest of ensuring that the company is free from harassment. In the event that a complaint is made against the EVP-HR, it must be made in writing to the President and Chief Executive Officer and the company‟s Executive Vice President and General Counsel. If the complaint is against the Executive Vice President and General Counsel, it must be made in writing to the President and EVP-HR. If the complaint is against the President, it must be made in writing to the Chair, HR Committee of the Board. Employees are also made aware that complaints may be made directly to the Canadian Human Rights Commission.

3 AlertLine® Employee Hotline

Employees are able to contact the AlertLine® employee hotline, a third party monitoring service, through a 24-hour-a-day, seven-day-a-week toll free telephone number. Contact information for AlertLine® is posted on the Company intranet site for easy access. This initiative, in conjunction with a number of internal policies such as Respect at the Workplace and Code of Conduct, ensures that Corus is governed by values, principles and appropriate regulatory controls. There were no complaints in 2010. In 2011, two complaints were made using AlertLine, both of which were resolved.

Workplace Accommodation

Over the spring and summer of 2010, Corus consolidated all of its Greater Toronto Area locations, including radio, specialty and pay television, children‟s book publishing and animation operations, at its new corporate headquarters on the Toronto Waterfront, called Corus Quay. Some 1100 employees are now accommodated in a state-of-the-art broadcast facility comprising approximately 500,000 square feet.

The building was designed as a world-leading facility from both a production technology point of view and from a building systems perspective. One of the foremost design considerations of the Corus Quay building architecture was to ensure that all measures were taken to create a barrier-free and accessible environment. The new location is an open concept design, which lends itself to being a barrier-free environment. Prior to the move to Corus Quay, employees were provided with the opportunity to test various workstation and furniture types and provide their feedback. Additionally, employees were advised that Corus intended to accommodate all reasonable requests to modify workstations.

Because public transit does not serve Corus Quay well, Corus provides employees with a dedicated shuttle bus service between Union Station and Corus Quay, operating from 6:30 a.m. to 10:00 a.m. in the morning and from 3:00 p m. to 8:00 p.m. in the afternoon and evening.

In addition, physical accommodations have been made for employees based on findings from ergonomic assessments. These assessments typically take place as a result of a physician‟s recommendation. In 2011, further ergonomic assessments were conducted resulting in cases of individual workstations being refitted and/or modified. An accommodation was also provided for an employee with a disability with respect to parking accessibility.

Employment Equity Questionnaire

Corus tracks numbers of employees from diverse groups through its Employment Equity Self-Identification Questionnaire. All new employees are asked to complete

4 this questionnaire as part of their new hire process. We also annually re-survey employees who did not submit their Employment Equity Questionnaire upon hire.

During 2011, to continue our efforts to encourage employees to self-identify, we revised definitions of disabilities and advised employees that the questionnaire could be made available in alternate formats. To help improve the form completion rates, we divided the questionnaire into two sections and identified that Section A (including name and contact information) was mandatory to complete and return, however, Section B (the self-identification portion) was voluntary to complete.

Corus University

Knowledge is one of Corus‟ Core Values and training and development are vital tools for both our employees‟ and our Company‟s continued success. Corus University (“Corus U”), a multi-modular training program, was designed to enhance the skills and knowledge of the leadership management team by providing sessions that teach vital management skills and practical real-life tips to help managers become stronger leaders and, in turn, build stronger teams. In February F11, Corus invested further in “knowledge” for staff by introducing a Learning and Development Department.

Women in Leadership

In June 2011, Corus held its sixth annual “Women in Leadership” two-day personal development program designed for female supervisors and managers who wish to further develop their careers at Corus while balancing other aspects of their lives related to family, friends, personal interests and community involvement. In 2011, 17 women participated in the program which included presentations and discussion by external presenters including three-time Olympic champion Jennifer Botterill. The program provides a forum for participants to share their ideas directly with the President and Chief Executive Officer of Corus. Following delivery of the course, participants continued to meet informally throughout the year and will continue to network with each other and provide content suggestions for the next cycle of Women in Leadership.

The Bob Krueger Mentorship Program

The Bob Krueger Mentorship Program is designed to facilitate the professional development of Corus employees and assist them in developing career plans for their advancement within the company. The program pairs employees who volunteer to be mentored (referred to as Partners) with a senior Corus leader (the Mentor).

In the first offering of the program a total of 51 employees applied for the 25 available places. Mentors were provided with training on effective mentoring, as well as ongoing advice and support throughout the one year duration of the program. The objectives of the program were to provide partners with a broader

5 understanding of the industry within which Corus operates, a better understanding of Corus as a whole, and advice and counsel regarding personal career development. At the conclusion of the first offering of the program, a survey of both partners and mentors indicated a very positive response to the experience on the part of all involved. In 2011, Corus U started its third iteration of the program with a pairing of 25 Mentors and Partners.

Executive Training

Corus supports a number of development programs in partnership with Canadian Women in Communications. The CWC/Corus Digital Media & Technology Career Accelerator program (funded directly by Corus) along with the Jeanne Sauvé Professional Development Program and the CWC Radio Career Accelerator program provide women in the Canadian communications field with industry-specific, targeted development and networking opportunities. One Corus executive participated this year.

Job Evaluation Program

Corus is committed to the principle of equal pay for work of equal value. The job evaluation process and the implementation of salary ranges for similar jobs create an equitable and non-discriminatory compensation framework from both an internal and external perspective.

In 2011, the HR Compensation team planned, developed and embarked on an 18 month, multi-staged, multi-facetted review process. Major initiatives included a review of the: Job evaluation process and structure (review of jobs, grades, roles and responsibilities and titles) Weighting assigned to the ranking criteria and our current grade structure Job evaluation committee Salary structure Program maintenance recommendations Communication strategy creation and execution

Town Hall Meetings

6 for viewing on our Corus Central intranet. In addition, Corus Senior Management also conducted divisional meetings. These meetings promote and engender an open, supportive environment that encourages honest feedback regarding practices and guidelines that are currently in place. In 2011, Corus also commenced a new initiative, Birthday Breakfast with the President and CEO of Corus. These monthly sessions provide an informal forum for discussion between employees and the President and CEO of Corus.

Employee Survey

Corus continues to obtain feedback on company practices and policies through an anonymous employee survey that reviews satisfaction, equality and fair treatment. Upon analysis of the results, the Corus Management Committee discusses areas that may require attention and action and if warranted, a work group will be established to develop a recommended action plan. Each division and location is also responsible for addressing areas of concern within their own groups. An action plan is designed to foster changes, to show accountability and to move from problem to solution. The most recent survey was launched in January 2012 and results will be rolled out in spring 2012.

Departure Questionnaire Feedback

Corus continues to receive employee feedback through the use of a questionnaire given to departing employees upon resignation or termination. Participants are asked if they feel there are any barriers limiting the career progression of Women, members of Visible Minorities, Persons with Disabilities, and/or Aboriginal Peoples within Corus. They are also asked if they observed or experienced any examples of employment inequity while working at Corus. The responses to these questions have alerted the Company to both real and perceived equity issues and have enabled management to take appropriate action where required.

Diversity and other Awards Obtained by Corus

Corus was selected as one of Canada's Best Diversity Employers 2012 by Canada‟s Top 100 Employers Group. Canada's Best Diversity Employers recognizes employers across Canada that have exceptional workplace diversity and inclusiveness programs. This competition examines a range of diversity initiatives covering five major employee groups: (a) Women; (b) Members of visible minorities; (c) Persons with disabilities; (d) Aboriginal peoples; and (e) Lesbian, Gay, Bisexual and Transgendered/Transsexual (LGBT) peoples. Corus also received this recognition in 2009, 2010 and 2011.

Corus was ranked third in the 2011 Corporate Knights Leadership Diversity Index for Female Representation on Canadian boards. Corporate Knights is a media, research and financial products company dedicated to the promotion of responsible business practices within Canada.

7 In 2011, Corus received numerous corporate awards, including:

For the second consecutive year, Corus was selected as one of Canada‟s Top Employers for Young People. Corus was chosen as one of 55 companies recognized as Canada‟s leaders in attracting and training younger employees.

For the second consecutive year, Corus was selected as one of Greater Toronto's Top Employers. This award is given to 100 companies recognized for offering an exceptional work environment and strong leadership.

Corus was recognized as one of Canada‟s Greenest Employers. Selected alongside 50 other companies, this award recognizes employers that create a culture of environmental awareness in their organizations have developed exceptional earth-friendly initiatives and are attracting people to their organizations because of their environmental leadership.

Corus one Canada‟s Outstanding Employer Awards. Corus was chosen as one of 10 companies for making exemplary commitments to students through The Learning Paternship‟s Take Our Kids to Work™ program.

Strategic Alliance of Broadcasters for Aboriginal Reflection (SABAR) Membership

Corus continues to be part of the Strategic Alliance of Broadcasters for Aboriginal Reflection (SABAR). SABAR is a group of Canadian broadcasters and Aboriginal organizations working to increase the contribution and representation of Aboriginal people in all aspects of the Canadian broadcast industry. Jointly initiated by Indian and Northern Affairs Canada (INAC), a diverse group of broadcasters and industry- related organizations, SABAR examines opportunities for Aboriginal participation in targeted areas such as internships, scholarships, partnerships with Aboriginal organizations and participation at job and career fairs targeting Aboriginal people.

Canadian Women in Communications (CWC)

For the past six years, Corus has funded the CWC/Corus Digital Media & Technology Career Accelerator program, an intensive six-day executive training program offered in conjunction with Ryerson University. This course is designed for women in management positions in the Canadian communications industry who are in need of executive training to help integrate new media issues into their roles. In addition, Corus has also funded the CWC Radio Accelerator Program designed exclusively for women in Canadian radio. This executive training course offers an intensive and enriching learning experience for new and middle managers with a focus on programming, administration and sales within the industry. In 2011, 20 participants were enrolled in the course.

Corus continues to support the CWC in 2012. A senior executive sits on the CWC Board of Directors, and Corus also sponsors the CWC Annual Awards Gala.

Corus Chair in “Women in Management”

Corus‟ commitment to the career progression of women of all cultures and backgrounds is exemplified in its continued support of the Corus Entertainment Chair in Women in Management at the Richard Ivey School of Business at the University of Western Ontario. The Chair was established by Corus to develop innovative research, teaching materials, and outreach programs on Women in Management and to broaden the impact of the school‟s unique teaching and research programs. This research explores culturally related themes such as the impact of race on perceptions of fairness in promotions and methods for evaluating the effectiveness of organizational diversity issues.

The Corus Chair liaises with industry organizations and builds alliances with external organizations, such as Canadian Women in Communications. The aim is to complement existing programs as well as manage annual roundtables and conferences, and liaise with industry representatives and alumni to develop the strategic focus to promote, train, and assist Canadian women in management. Intellectual capital generated under the Corus Chair will be made available to partner organizations such as CWC to build a broader knowledge base on women in management.

In December 2011, Corus launched the Women's Leadership Network, designed to help women succeed and develop corporately and personally. Sessions are conducted throughout the year to create networking opportunities, help women develop tools for success and work together to create a corporate culture that removes barriers to professional achievement.

Canadian Association of Broadcasters (CAB)

Corus is an active participant in all Canadian Association of Broadcasters (CAB) related activities dealing with diversity or service to the disabled. Sylvie Courtemanche, Vice-President, Government Relations for Corus is Chair of the CAB Board of Directors and in that capacity oversees broadcast industry involvement in a variety of issues including closed captioning, described video, audio description and

9 other accessibility issues discussed in Broadcasting and Telecom Regulatory Policy CRTC 2009-430.

Women in Film and Television (WIFT)

Corus is an active member of WIFT. Corus continues to fund bursaries for five women each year to attend the WIFT-T Convergent Media Program. The program trains participants in understanding how the convergence of media affects film and television businesses.

(d) If applicable, please describe any new initiatives, including those that might have resulted from work in this area.

Employment Equity Plan

As noted above, one of the results of the Employment Equity Audit was the development by a new Employment Equity Plan. Corus continues to work towards implementing initiatives outlined in the 2011 - 2013 Employment Equity Plan.

Learning and Development Department

In 2011, and as noted above, Corus created a new Learning and Development department. Along with all day Corus U Workshops, the L&D department launched Microsoft Office training, Performance Review training and a series of one hour information sessions called Corus U Mini‟s presented by Corus employees. In Fiscal 2011, the L&D department provided 48 courses and trained 1,274 employees, an increase from Fiscal 2010 in which 119 employees participated in 5 courses.

Corus U introduced and continues to offer a series of one-hour sessions entitled Corus U Minis. These sessions are delivered by senior leaders and are designed to offer insight into areas of Corus to which employees might not be exposed in their daily jobs. Most sessions are webcast across the country and the recordings are available online for on-demand viewing.

Performance Reviews

The focus continues to be on measurable performance objectives promoting discussions and agreement between managers and employees on the completion of the current fiscal‟s objectives and the creation of the following fiscal‟s measureable goals. In 2011, the performance review process was automated to include online form completion and online reporting capabilities. The performance review completion rate for fiscal 2011 was 97% compared to fiscal 2010 at 85%.

With the launch of the new, online performance management tool, a series of training sessions were conducted in order to facilitate the change. In-class and online sessions were held for both managers and non-managers. The training focused on

10 the use of the tool, but also included some information on goal setting and delivering and receiving constructive feedback.

Role Mandates

In 2010, Corus initiated and executed a realignment and re-design of several departments within our organization. A multitude of new and significantly changed positions emerged from the execution of these departmental changes. In order to be compliant with the Pay Equity Act and our commitment to equal pay for work of equal value, our mandate was to have these positions re-evaluated so they could be reinstated appropriately within our internal hierarchy.

This project consists of three major initiatives: Phase I is to complete role mandates for all positions in grades 1-5; Phase II is to complete role mandates for new and significantly changed positions in grades 6-12; and, Phase III is to complete role mandates for all outstanding positions in grades 6-12.

In 2011, we worked across all three divisions (TV, Radio and Corporate) to complete Role Mandates for over 84 unique positions in grades 1-5. The purpose of the mandates is to gain role clarity with respect to individual and team accountabilities, necessary leadership behaviors, decision rights and measures of success. Through the creation of these documents, 53 positions were identified as new or significantly changed. The Job Evaluation Committee received this new evaluation tool as the foundation for our job evaluation review process.

Talent Development

Corus is committed to fostering a strong, vibrant and sustainable media industry that is both domestically successful and globally competitive.

Corus Radio believes in working with Canadian artists to enrich the music industry by investing in Canadian talent development. Since 1999, Corus Radio has contributed more than $30 million to Canadian talent development initiatives; including 102.1 the Edge‟s Canadian Artists Selected By You (CASBY) Music Awards, 99.3 The FOX‟s Vancouver Seeds and Power 97‟s River City Rocks.

Corus Television plays a major role supporting the development and broadcast of high quality television. Since its inception in 1999, Corus has commissioned 6,950 hours of Canadian production, spent more than $445 million in licence fees paid to Canadian independent producers and has triggered over $1.3 billion of investment in original independent Canadian productions. As a result of its investment and broadcast commitments, Corus is one of the largest private sector supporters of Canadian feature film production. Corus also sponsors educational and industry- related initiatives in Canada such as Concerned Children‟s Advertisers, Canadian Women in Communications, Banff World Media Festival, Women in Film & Television and the Canadian Film Centre.

11 In 2011, Corus formed a creative partnership with the Canadian Film Centre (CFC) to invest in bringing Canadian filmmakers‟ stories to the big screen. The CFC feature program is designed to aid filmmakers, at various levels of their career, advance their scripts and produce Canadian films that achieve critical success. It‟s a practical, results-oriented program that mirrors the real world process of developing, producing and distributing Canadian films.

Corus also administers various benefit funds resulting from Corus‟ acquisition of specialty channels from CTV in 2008 and 2009. These benefit funds are primarily allocated to support the production of original Canadian programming, with $1 million set aside specifically for script and concept development for formal education and information educational programming. Other funds have been earmarked for educational institutions across Canada to support initiatives in broadcasting or broadcasting-related fields and include upgrades to school equipment for use by students and the creation of labs or lecture series to encourage creative talent development of students.

2. Clear goals for station managers: “Set clear goals for station managers so that their stations reflect the diversity that exists in their communities.”

(a) What goals for station (general) managers have been identified in the corporate plan?

The goals for General Managers at Corus have remained unchanged. General Managers are required to apply the initiatives set out in Corus‟ and Employment Equity Plan. They are also responsible for ensuring that their staff undergoes prescribed training programs relating to Respect at the Workplace, Workplace Diversity, Employment Equity, and Recruitment & Selection. General Managers, in conjunction with the Human Resources department, have a duty to ensure that fair hiring practices are in place at their respective locations and that their hiring managers use outreach organizations to attract a diverse pool of candidates for job openings at Corus.

(b) In this reporting year, which initiatives to meet those goals have been implemented?

Continuation of Established Practices

Corus continued and improved upon its practices as outlined in Section 1(c) of this document which include: Corus Town Halls, Employee Surveys, Employee Annual Awards, Job Evaluation Program, memberships in several “diversity reflection” organizations and in its recruitment/outreach initiatives.

12 Employee Survey Results

The ongoing Respect at the Workplace training programs continue to heighten and maintain the awareness of staff and management regarding issues of harassment and discrimination. Corus has measured levels of respect and harassment in the workplace in our engagement surveys. Although, results for the most recent survey will not be rolled out until the spring of 2012, historically, employees have consistently given "provided with a harassment free workplace", the highest performance score on the survey.

Designated Group Representation

There has been a steady increase in visible minority representation within Corus. The number of self-identified members of a visible minority increased from 8.6% in 2009 to 8.9 in 2010.

There has also been an increase in the representation of Aboriginal persons within Corus from 0.8% in 2009 to 1% in 2010.

Data for the 2011 Employment Equity Annual Report is in the process of being finalized.

Diversity Budget

Another outcome of these activities is that diversity programs and projects are a significant and material budget item for the company.

Award Recognition

As noted above, Corus was selected as one of Canada's Best Diversity Employers 2012 by Canada‟s Top 100 Employers Group. Canada's Best Diversity Employers recognizes employers across Canada that have exceptional workplace diversity and inclusiveness programs. This competition examines a range of diversity initiatives covering five major employee groups: (a) Women; (b) Members of visible minorities; (c) Persons with disabilities; (d) Aboriginal peoples; and (e) Lesbian, Gay, Bisexual and Transgendered/Transsexual (LGBT) peoples. Corus also received this recognition in 2009, 2010 and 2011.

In 2011, Corus received numerous corporate awards, including:

For the second consecutive year, Corus was selected as one of Canada‟s Top Employers for Young People. Corus was chosen as one of 55 companies

13 recognized as Canada‟s leaders in attracting and training younger employees.

Corus received Canada‟s Outstanding Employer Award. Corus was chosen as one of 10 companies for making exemplary commitments to students through The Learning Partnership‟s Take Our Kids to Work™ program.

(d) Please identify the timelines for those initiatives that have not yet been implemented.

Corus will continue to work towards implementing initiatives outlined in the 2011 - 2013 Employment Equity Plan.

(e) If applicable, please describe any new initiatives, including those that might have resulted from work in this area.

Employment Equity Plan

As a component of the Employment Equity Audit, in 2011, Corus developed a new Employment Equity Plan. Corus will continue to work towards implementing initiatives outlined in the 2011 - 2013 Employment Equity Plan.

3. Diversity training for management: “Ensure that all managers receive appropriate training.”

(a) What specific training initiatives have been identified in the corporate plan?

Corus recognizes that managers need to receive training in Workplace Diversity and Employment Equity to develop a more comprehensive understanding of the statutory requirements for accommodating members of the designated groups. The initiatives outlined below reflect Corus‟ commitment of ensuring managers have the requisite training in these areas.

(b) In this reporting year, which training initiatives have been implemented?

ManageMentor – Diversity Module

14 Corus U‟s online training through the Harvard Business School provided multiple course streams targeted at both employees and management staff. One of the course offerings was ManageMentor which, during 2011, continued to be available to all employees, and includes a module on diversity. Topics covered how to recruit diverse talent, resolve diversity-related conflicts and communicate with people from other cultures.

Recruitment Training

Corus implemented Recruitment training, as outlined in the new 2011 - 2013 Employment Equity Plan. In 2011, Corus U held a session titled “Getting the Right Person for the Job: A Guide to Interviewing and Recruiting”, in order to reinforce expectations on hiring practices. This session is now available for all employees to access on our intranet site.

(c) For those training initiatives that have been implemented, please answer the following questions. For those initiatives that have yet to be implemented, please proceed to question (d).

i. What kind of training has been received?

Both of the training initiatives outlined above were received.

ii. Please indicate which levels of management have participated in this training, and what proportion of management that this represents.

Both programs outlined above are open to all employees.

iii. What have been the benefits of this training?

As part of the Recruitment Training Program, the session titled “Getting the Right Person for the Job: A Guide to Interviewing and Recruiting” included a section on a barrier-free environment, which advised managers to be aware of perceptual biases and also highlighted the benefits of hiring a diverse workforce. This session educated managers on the human rights and employment equity legislation requirements related to recruitment.

(d) Please identify the timelines for those training initiatives that have not yet been implemented.

Employment Equity Plan

Corus will continue to work towards implementing any training related initiatives outlined in the 2011 - 2013 Employment Equity Plan.

(e) If applicable, please describe any new initiatives, including those that might have resulted from work in this area.

N/A

4. Staff involvement in plan’s progress: “Ensure that regular opportunities are provided for staff assessment of progress made toward the reflection of diversity, as well as for identification of future challenges.”

(a) What specific initiatives have been identified in the corporate plan?

Promoting an equitable work environment continues to be a priority for Corus. As part of its commitment to this goal, during 2011, Corus worked with an Equity and Diversity Committee (the “Committee”), which is tasked to review and provide input to senior management on employment equity and diversity goals.

The Committee is comprised of a cross-section of employees from management, non- management and union representation, while representing geographical locations and designated group membership. Corus has made a concerted effort to ensure that regular opportunities are provided for staff assessment of the progress made toward the reflection of diversity. While Corus values the input of external consultants, it has found the comments and suggestions of employees to be invaluable in shaping its diversity and equity plans.

Corus also conducts comprehensive employee surveys and holds quarterly divisional town hall meetings with employees.

(b) In this reporting year, which initiatives have been implemented?

The Committee continues to play an integral role in reviewing and providing input on Corus‟ employment equity and diversity initiatives. In 2010, the Canadian Human Rights Commission provided Corus with notification of an Employment Equity Audit. Throughout 2011, Corus continued to liaise with a Compliance Review Officer to provide information, validate findings and finalize a new Employment Equity Plan. As part of this review, the Compliance Review Officer met with the Committee to gather their input. As well, a series of individual interviews were conducted with more than 18 managers and 9 employees including a union representative, to gain their perception of Corus‟ employment practices.

The audit was completed in May 2011, finding Corus in compliance with all nine statutory requirements.

(c) For those initiatives that have been implemented, please answer the following questions. For those initiatives that have yet to be implemented, please proceed to question (d).

i. In this reporting year, describe the opportunities provided for staff assessment of progress in the area of cultural diversity.

16 The Committee continued to provide feedback and provide input on Corus‟ Diversity and Inclusiveness Policies and Procedures, and reviewed and updated the Employment Equity Plan.

Employee Survey

Corus continues to obtain feedback on company practices and policies through an anonymous employee survey that reviews satisfaction, equality and fair treatment. Upon analysis of the results, the senior management discusses areas that may require attention and action and if warranted, a work group will be established to develop a recommended action plan. Each division and location is also responsible for addressing areas of concern within their own groups. An action plan is designed to foster changes, to show accountability and to move from problem to solution. The most recent survey was launched in January 2012 and results will be rolled out in spring 2012.

Town Hall

Throughout 2011, the President and CEO of Corus continued to hold employee Town Hall meetings across Canada at which corporate initiatives were outlined to employees and the forum provided for direct feedback to the CEO by encouraging employees to raise issues that are on their minds. There continues to be wide spread feedback on the positive nature of these Town Hall meetings. Virtually all operations are visited by the CEO each year. In 2011, the Company continued to transmit its live video Town Hall from our new broadcast facility, Corus Quay in front of a live audience. This format was interactive, allowing employees to ask the President and CEO questions in person or via email and text and have those questions answered live during the Town Hall. Recordings of these webcasts have been made available for viewing on our Corus Central intranet. In addition, Corus Senior Management also conducted their own divisional meetings. These meetings promote and engender an open, supportive environment that encourages honest feedback regarding practices and guidelines that are currently in place. In 2011, Corus also commenced a new initiative, Birthday Breakfast with the President and CEO of Corus. These monthly sessions provide an informal forum for discussion between employees and the President and CEO of Corus.

Departure Questionnaire

Corus continues to receive employee feedback through the use of a departure questionnaire that is given to all staff upon resignation or termination. Participants are asked if they feel that there are any barriers limiting the career progression of women, members of visible minorities, persons with disabilities, and/or Aboriginal peoples within Corus. They are also asked if they observed or experienced any examples of employment inequity while working at Corus. The responses to these questions have alerted us to both

17 real and perceived equity issues and have enabled us to take appropriate action.

Respect at the Workplace Advisors

As part of its ongoing commitment to respect in the workplace and in an effort to retain valuable employees, Corus continues to maintain a team of in-house employee Respect at the Workplace Advisors across the Company. This initiative gives employees the opportunity to help their peers, on a confidential basis, while promoting a workplace free from discrimination and harassment in which each employee is treated with dignity and respect. Employees also have access to a formal complaint process, whereby the Executive Vice President, Human Resources will initiate an investigation whenever he or she receives a formal written complaint and the complaint is not resolved informally, if the complaint falls within the scope of this policy or in the case of an anonymous complaint if the EVP-HR considers an investigation appropriate in the interest of ensuring that the company is free from harassment. In the event that a complaint is made against the EVP-HR, it must be made in writing to the President and Chief Executive Officer and the company‟s Executive Vice President and General Counsel. If the complaint is against the Executive Vice President and General Counsel, it must be made in writing to the President and EVP-HR. If the complaint is against the President, it must be made in writing to the Chair, HR Committee of the Board. Employees are also made aware that complaints may be made directly to the Canadian Human Rights Commission.

AlertLine® - Employee Hotline

As noted above, all Corus employees are able to contact the AlertLine® employee hotline, a third party monitoring service, through a 24-hour-a-day, seven-day-a-week toll free telephone number. There were two complaints in 2011, both of which were resolved. ii. How many staff participated in this assessment?

On the Committee, 14 employees participated in this assessment, representing locations across Canada. In addition, members of the Human Resources department added input on this committee.

The Employee Survey, Town Halls, Departure Questionnaire, Respect at the Workplace Advisors and AlertLine® encompass the entire employee population. iii. Through these opportunities for staff assessment, have future challenges been identified?

Future challenges were not identified.

18 (d) Please identify the timelines for those initiatives that have not yet been implemented.

In consultation with the Committee, Corus will continue to work towards implementing initiatives outlined in the 2011 - 2013 Employment Equity Plan.

(e) If applicable, please describe any new initiatives, including those that might have resulted from work in this area.

Employment Equity Plan

During 2011, in consultation with the Committee, Corus implemented the following initiatives, as outlined in the new 2011 - 2013 Employment Equity Plan.

Recruitment training to be provided to managers in order to reinforce expectations on hiring practices. As a result, in 2011, Corus U held a session titled “Getting the Right Person for the Job: A Guide to Interviewing and Recruiting”. This session is now available for all employees to access on our intranet site.

Training provided to managers in the areas of Performance Management and the Termination process. During 2011, the following training sessions were held:

 Employee & Manager Performance Management  Managers Coaching for Performance  Navigating your Career  Conflict Resolution

The Plan also outlined an update to our existing Employment Equity Self- identification Questionnaire. During 2011, to continue our efforts to encourage employees to self-identify, we revised definitions of disabilities and advised employees that the questionnaire could be made available in alternate formats. To help improve the form completion rates, we divided the questionnaire into two sections and identified that Section A (including name and contact information) was mandatory to complete and return, however, Section B (the self-identification portion) was voluntary to complete.

5. Improving employment practices re visible minorities: “Set out the licensee's plans for hiring and retention of visible minorities, as well as training in this area that it will provide to staff.”

This requirement contains two sets of objectives – hiring and retention/training.

19 Hiring:

(a) What specific hiring initiatives have been identified in the corporate plan?

Corus identified that there is a need to establish relationships with community centres, schools and associations for designated groups in order to post job openings with these organizations.

(b) In this reporting year, which hiring initiatives have been implemented?

Outreach

As noted above, Corus continues to be committed to providing a fair and equitable work environment and encourages applications from qualified women, men, visible minorities, aboriginal peoples, and persons with disabilities and continues to ensure that job postings are neutral and barrier-free. Corus continues to posts job openings on the Corus website and forwards them to a number of outreach organizations including CareerEdge, the Canadian National Institute for the Blind, and Canadian Women in Communications. Corus also forwards job postings to the following agencies: Completing the Circle, Aboriginal Multi-Media Society, Career Foundation focusing on Newcomers to Canada, The Ontario Federation of Indian Friendship Centres, ACCES Employment, Fort Erie Native Friendship Centre, Delaware Nation Council and the Aboriginal Employment and Training Centre.

Internships

Many of our radio stations have relationships with local colleges and universities that encourage internships from diverse backgrounds. Corus Radio stations have also developed partnerships and relationships with local educational institutions and encourage applications from diverse backgrounds.

Corus‟ production arm, Nelvana Studio, participates in an internship program with the Sheridan Institute of Technology and Advanced Learning‟s Faculty of Animation, Arts and Design. Nelvana also participates in Sheridan‟s annual Industry Day by presenting to students, viewing animation screenings and participating in interview sessions. Nelvana also sponsors the following scholarships, which are presented to students participating in the Industry Day: the Nelvana Outstanding Leadership Award, the Nelvana Best 3D Computer Animation Award and the Nelvana Honourable Mention Award. Nelvana also regularly participates in Industry Days for the following educational institutions: Durham College, Max the Mutt Animation School and Algonquin College.

In 2011, Nelvana also participated in the Partnership to Advance Youth Employment (PAYE). PAYE is a joint initiative between private sector employers and the City of Toronto that is working to increase access to economic opportunities for youth and connect employers that are hiring a pool of talented young candidates. PAYE focuses on young people under 30 years of age and includes high school graduates, youth

20 with some post-secondary education and internationally-educated workers with post-secondary degrees. Corus participated in a two day panel which involved informing candidates about our Company and providing advice on the preparation of resumes and interviews. During the second day, candidates are interviewed. As a result of these interviews, Corus hired a Visible Minority intern and provided training on both 2D and 3D software and this candidate has been hired for an additional contract in a higher role and they will be considered for any full-time positions that may become available.

Recruitment Training

In consultation with the Committee, Corus implemented Recruitment training, as outlined in the new 2011 - 2013 Employment Equity Plan. In 2011, Corus U held a session titled “Getting the Right Person for the Job: A Guide to Interviewing and Recruiting”, in order to reinforce expectations on hiring practices. This session is now available for all employees to access on our intranet site.

(c) For those initiatives that have been implemented, please describe what has been accomplished. For those initiatives that have yet to be implemented, please proceed to question (d).

Outreach & Internships

As a result of these and other initiatives, Corus stations have a growing number of on-air talent from designated groups, reflecting the diversity of the audiences they serve.

Recruitment Training

The session titled “Getting the Right Person for the Job: A Guide to Interviewing and Recruiting” included a section on a Barrier-free Environment, which advised managers to be aware of perceptual biases and also highlighted the benefits of hiring a diverse workforce. This session also educated managers on the human rights and employment equity legislation requirements related to recruitment.

(d) Please identify the timelines for those initiatives that have not yet been implemented.

Employment Equity Plan

The new Employment Equity Plan outlines the need to build on existing outreach activities. Human Resources will work with Managers to encourage them to raise awareness of Corus as a potential employer, to these community organizations. HR will develop a checklist of Recruitment Audit questions and will develop a process to randomly audit hiring managers on their hiring practices.

21 (e) If applicable, please describe any new initiatives, including those that might have resulted from work in this area.

N/A

Retention/training:

(a) What specific initiatives, including training, have been set out to address retention of culturally diverse employees in the corporate plan?

Respect in the Workplace Advisors

As noted above, Corus continues to maintain a team of in-house employee Respect at the Workplace Advisors across the Company. This initiative gives employees the opportunity to help their peers, on a confidential basis, while promoting a workplace free from discrimination and harassment in which each employee is treated with dignity and respect. Employees also have access to a formal complaint process, whereby the Executive Vice President, Human Resources initiates an investigation whenever he or she receives a formal written complaint and the complaint is not resolved informally, if the complaint falls within the scope of this policy or in the case of an anonymous complaint if the EVP-HR considers an investigation appropriate in the interest of ensuring that the company is free from harassment.

Learning and Development Department

As noted above, Corus created a Learning and Development department in 2011. In Fiscal 2011, the L&D department provided 48 courses and trained 1,274 employees, an increase from Fiscal 2010 in which 119 employees participated in 5 courses.

Work/Life Balance

Corus recognizes that employees, regardless of gender or culture, increasingly face the challenges of balancing the demands of their jobs with their personal responsibilities. Initiatives that address work/life issues benefit all parties and create a more positive, loyal, and productive workplace. Employees have communicated a desire for balance between home and work and they are able to achieve this through Corus‟ Work/Life Balance policy. In 2011, Corus continued to accommodate requests of this nature.

Employee Survey

Corus continues to conduct an employee survey, with a comprehensive review of the results and an action planning process to identify on a location by location basis the key human resource issues. Corus continues to obtain feedback on company practices and policies through an anonymous employee survey that reviews satisfaction, equality and fair treatment. Upon analysis of the results, senior management of Corus discusses areas that may require attention and action and if

22 warranted, a work group will be established to develop a recommended action plan. Each division and location is also responsible for addressing areas of concern within their own groups. An action plan is designed to foster changes, to show accountability and to move from problem to solution. The most recent survey was launched in January 2012 and results will be rolled out in spring 2012.

The Bob Krueger Mentorship Program

The Bob Krueger Mentorship Program is designed to facilitate the professional development of Corus employees and assist them in developing career plans for their advancement within the company. The program pairs employees (referred to as Partners) with a senior Corus leader (the Mentor). In 2011, Corus U started its third iteration of the program with a pairing of 25 Mentors and Partners.

(b) In this reporting year, which initiatives have been implemented?

All of the initiatives outlined in part (a) were implemented.

(c) For those initiatives that have been implemented, please describe what has been accomplished. For those initiatives that have yet to be implemented, please proceed to question (d).

Due in large part to the “Advisor Program,” issues are often resolved at the employee level without escalating to management. Employees are learning how to resolve conflicts and, in the process, are developing a keener understanding and appreciation for what behaviour is acceptable and desirable in the workplace. Employees are becoming more comfortable with the notion of raising concerns and recognize that it is their right to work in a respectful environment free from any type of harassment or discrimination. Corus believes that this type of open environment promotes employee retention.

Corus has implemented action plans that resulted from feedback on the Corus Employee surveys and this has resulted in positive changes at many locations. In some instances this includes setting up advisory boards to provide feedback and suggestions to management on an ongoing and timely basis throughout the year on such issues as fair treatment of staff and reaction to, and interpretation of, guidelines and policies.

(d) Please identify the timelines for those initiatives that have not yet been implemented.

In consultation with the Committee, Corus will continue to work towards implementing any initiatives outlined in the 2011 - 2013 Employment Equity Plan.

(e) If applicable, please describe any new initiatives, including those that might have resulted from work in this area.

23 Corus Women's Leadership Network (CWLN)

The CWLN was designed to help women succeed and develop corporately and personally. Sessions are conducted throughout the year to create networking opportunities, help women develop tools for success and work together to create a corporate culture that removes barriers to professional achievement.

II Reflection of diversity in programming

The CRTC has also stated in the renewal decisions of various licensees that corporate plans should address the presence of people from diverse backgrounds, both in programming that licensees produce and in programming that licensees acquire. As well, plans should address the way that cultural minority groups including Aboriginal peoples are portrayed in programming.

News:

More specifically, with respect to news programming, licensees should identify mechanisms to assess progress in the following areas:

1. Diversifying news sources: “The use of people from minority groups as sources regardless of whether the issue being discussed is particularly related to a minority community.”

(a) What specific initiatives have been identified in the corporate plan?

Corus‟ plan on diversity extends to all of its assets, including its news/talk radio stations in relation to news programming as well as to news programming originated by our conventional television stations.

Please refer to the Corus Radio Annual Report on Diversity in Radio for 2011, to be filed by March 15, 2012, for further details respecting our radio stations.

Our conventional television stations actively endeavour to reflect the communities the serve in both hiring practices and news programming.

(b) In this reporting year, which initiatives have been implemented?

Corus radio stations continue to acquire news stories from various sources to better diversify its sources. In this regard, our stations actively seek input on various issues in the community from persons that happen to come from culturally diverse backgrounds.

Our news/talk stations examine cultural issues almost on a daily basis. We reflect the communities in which we operate.

24 A sample of this activity will be provided in the Corus Radio Annual Report on Diversity in Radio for 2011.

News operations within our conventional television stations have continued to seek as much diversity as possible when choosing sources or individuals to be included in coverage, regardless of the topic or context.

(c) For those initiatives that have been implemented, please describe how each initiative has contributed to diversifying news sources? For those initiatives that have yet to be implemented, please proceed to question (d).

The active solicitation of view points from viewers and listeners, in studio guests or experts has enabled these stations to provide a varied perspective on topical and often controversial issues. Many of these practices are outlined in Corus‟ Report on Diversity in Radio, 2011.

i. If diversification has not improved in this area, have barriers been identified?

N/A

ii. If barriers have been identified, are any new initiatives being planned to address those barriers?

N/A

(d) Please identify the timelines for those initiatives that have not yet been implemented.

N/A

(e) If applicable, please describe any new initiatives, including those that might have resulted from work in this area.

N/A

2. Diversifying news stories: “Ensuring that stories about ethnic communities do not appear solely within the context of coverage of cultural celebrations or reporting of negative stories.”

(a) What specific initiatives have been identified in the corporate plan?

As noted in Corus‟ Report on Diversity in Radio 2011, Corus news departments focus on local and provincial events. When reporting news, our stations do not place race or culture in issue unless it is an integral part of the story. This helps to ensure that the issue behind the story, rather than the characters in the story, is featured.

Moreover, Corus news departments develop and maintain a list contacts with diverse backgrounds who speak on range of matters. In many instances, these individuals are contacted not solely because they can speak to issues related to their specific race, culture, background or experience, but also because they are experts in a particular field. This ensures provides an opportunity for those from designated groups to play a role in news making that goes beyond the headlines.

(b) In this reporting year, which initiatives have been implemented?

The practices described above were implemented in 2011.

(c) For those initiatives that have been implemented, please describe how each has contributed to diversifying news stories. For those initiatives that have yet to be implemented, please proceed to question (d).

All the initiatives noted above have helped to diversify the type of news stories that are presented on Corus‟ conventional television and news/talk radio stations and have increased the public‟s awareness of some of the issues affecting various communities.

Please refer to the Corus Radio Annual Report on Diversity in Radio for 2011 for further details respecting our radio stations.

i. If diversification has not improved in this area, have barriers been identified?

N/A

ii. If barriers have been identified, are any new initiatives being planned to address those barriers?

(d) Please identify the timelines for those initiatives that have not yet been implemented.

N/A

(e) If applicable, please describe any new initiatives, including those that might have resulted from work in this area.

N/A

3. Diversifying on-air personalities: “Ensuring that on-air personalities reflect the diversity of the community that the station serves.”

(a) What specific initiatives have been identified in the corporate plan?

26 Managers have a duty to ensure that fair hiring practices are in place at their respective locations and that their hiring managers utilize local outreach organizations to attract a diverse pool of candidates for job openings at Corus.

(b) In this reporting year, which initiatives have been implemented?

When recruiting employees we continue to promote Corus as an equal opportunity employer and receive substantial coverage in industry related publications. While trying to ensure that on-air personalities reflect the diversity of the communities the stations serve, Corus hires the person best qualified for the given job.

The following table provides the total number and percentage of on-air employees (full-time, part-time and temporary), including voice-overs, from each designated group, as well as the total number of all on-air employees who were employed in the last year.

On-air employees Number % Women 173 36.04 Aboriginal Peoples 3 0.63 Persons with Disabilities 6 1.25 Visible Minorities 15 3.13 Total number of on-air employees 480

The above data is reflective of the year-end 2010 Employment Equity Report that was submitted to HRDC. In so far as employment equity is a federally regulated program, the above data excludes the Corus business units Nelvana & Kids Can Press, which are provincially regulated.

i. If diversification has not improved in this area, have barriers been identified?

N/A

ii. If barriers have been identified, are any new initiatives being planned to address those barriers?

N/A

(d) Please identify the timelines for those initiatives that have not yet been implemented.

N/A

(e) If applicable, please describe any new initiatives, including those that might have resulted from work in this area.

N/A

4. Equitable distribution of news beats: “Ensuring that reporters and journalists from minority communities are not assigned exclusively to covering stories of principal concern to cultural groups.”

(a) What specific initiatives have been identified in the corporate plan?

News beats at the news/talk radio stations and conventional television stations at Corus are distributed either geographically, by areas of experience and expertise or seniority, or according to rotating time shifts.

(b) In this reporting year, which initiatives have been implemented?

On-going practice of distribution of news beats as noted in the response to question (a) above.

This initiative ensures that the news staffs at these stations gain general news coverage experience.

i. If diversification has not improved in this area, have barriers been identified?

ii. If barriers have been identified, are any new initiatives being planned to address those barriers?

N/A

(d) Please identify the timelines for those initiatives that have not yet been implemented.

N/A

(e) If applicable, please describe any new initiatives, including those that might have resulted from work in this area.

N/A

28 Non-news:

The plan should also address how the portrayal and presence of cultural minorities will be incorporated into all stages of the production and acquisition of non-news programming, including decisions about which programs will be broadcast. For instance, the plan should address how the licensee will ensure that:

1. Diversifying casts: “Those responsible for casting make a concerted effort to hire visible minority actors in leading and recurring roles.”

(a) What specific initiatives have been identified in the corporate plan?

Corus managers have a duty to ensure that fair hiring practices are in place to make certain that on-air talent on our television stations is reflective of the communities they serve. Our hiring managers, as well as those involved in the creation of original programming, make an ongoing effort to look for and bring to the forefront culturally diverse on-air program hosts and casts.

In the case of YTV and Treehouse, more specifically, those involved in the production of original programming are required to adhere to a set of principles, the following three of which apply to the issue of cultural diversity in programming:

 avoid programs with racial stereotypes and encourage producers and writers to provide programs with ethnic diversity and strong visible minority role models;

 avoid programs with gender stereotypes and encourage producers and writers to provide programs with strong female role models;

 actively seek out programs that will be reflective of the Canadian cultural landscape; and

 ensure that new programs offer a sense of greeting and recognition for a variety of cultural groups and appeal to boys and girls, and different ages within preschool audience

These expectations are clearly outlined at early stages of production and development. In addition, our Original Programming team is closely involved throughout both the production and development stage of our programs to ensure adherence to these principles.

(b) In this reporting year, which initiatives have been implemented?

All initiatives, policies and processes are in place.

29 (c) For those initiatives that have been implemented, please describe how each initiative has contributed to diversifying casts. For those initiatives that have yet to be implemented, please proceed to question (d).

YTV and Treehouse TV

YTV‟s internal programming policy, as well as the YTV Programming department‟s continued involvement in the development and production process ensure the broadcast of programs featuring talent from diverse cultural backgrounds. Examples of such programs broadcast on YTV and Treehouse in 2011 include:

 The Zone (YTV), a popular program for 6-11 year olds is hosted by Carlos, who is of Asian-Latino descent  How to Be Indie (YTV), a popular original production following the life of a 13-year old South-Asian Canadian girl as she navigates growing up while balancing her home and school life continues to be broadcast. This show includes a diverse case including Indian Canadian Melinda Shankar who plays the main character “Indie”, Asian Canadian Marline Yan as Indie‟s best friend “Abigail”, and Indian Canadians Ellora Patnaik and Vijay Mehta as Indie‟s parents  In Real Life (YTV), hosted by Swiss-Pakistani Canadian Sabrina Jalees  Kid vs. Kat (YTV), an animated series in which one of the lead characters, Dennis Chan, is Asian Canadian  Roll Play (Treehouse), an interactive program that encourages children to be physically active and promotes diversity, featuring seven children from visible minority communities (3 Asian Canadians, 3 African Canadians and one Latin Canadian).  Life With Boys (YTV), features a visible minority in the supporting role  Splatalot (YTV), an unscripted series with a cast from a range of different cultures from around the world.

W Network and OWN

When casting for original programming for W Network and OWN, every effort is made to ensure that various ethnic cultures are incorporated. All productions commissioned, co-produced or produced in-house by W Network and OWN, and all casting decisions for those productions, require approval from Corus‟ Original Production team.

When casting shows for these networks, much effort is made to reflect the cultural landscape of Canada. W Network‟s on-air hosts and personalities are representative of various ethnic and cultural groups. Examples of original such programs broadcast in 2011 include:

 Ghostly Encounter, a series which examines supernatural phenomenon is hosted by an African-Canadian, Trevor Blackman  How to Look Good Naked Canada, a series hosted by an Indian-Canadian

30  Save Us From Our House, hosted by Indian Canadian, Hina Khan  Divine Design, whose electrician, Chico Garcia, is Filipino-Canadian, and regularly features home owners with diverse cultural backgrounds, including Asian, African-Canadian, as well as same sex couples.

Digital Networks

Corus makes a conscious effort to ensure that programming for its digital networks makes a conscious effort to ensure that its programming features culturally diverse casts, to the extent appropriate to each of the services specific market, demographic and programming genre. On the station Cosmo TV, for example, episodes of Oh So Cosmo feature segments with reporter Jacqui Skeete, a Caribbean Canadian. Cosmo TV also airs a makeover series, Style by Jury, in which participants on the “jury” come from diverse backgrounds, as do the doctor contributors, Dr. Kucy Pon and Dr. Armaghan Afsar.

2. Diversifying scripts: “Those persons responsible for script development ensure that minorities are not portrayed in a stereotypical manner.”

(a) What specific initiatives have been identified in the corporate plan?

As noted above, Corus managers have a duty to ensure that fair hiring practices are in place to make certain that on-air talent on our television stations is reflective of the communities they serve. The same principles apply to the development of scripts, storylines, whether the program is being commissioned for production, or being licensed.

(b) In this reporting year, which initiatives have been implemented?

Movie Central and Encore Avenue

Movie Central continues to create a diverse programming schedule by showcasing movies and series from around the world, some of which are original Canadian productions that feature culturally diverse casts, themes, and languages. Examples of such productions from 2011 include:

 Amreeka (Movie Central), a film about a Palestinian woman and her teenage son face economic hardship and prejudice after they move to the U.S. shortly after the American invasion of Iraq  Kissed by Lightning (Movie Central), a Canadian production about a Mohawk painter grieves for her husband while trying to start a new relationship and deal with his children  Maina (Movie Central), a Canadian film that features a woman on a mission in the aftermath of a confrontation between the Innu and Inuit tribes.  A Passage to Ottawa (Encore), a Canadian film in which an East Indian boy is sent to Ottawa to live with his uncle due to his mother's illness back home.

31 Unaware that his mother is likely to die, Omi believes that he is on a mission to find a hero to save his mother.

(c) For those initiatives that have been implemented, please describe how each initiative has contributed to diversifying scripts. For those initiatives that have yet to be implemented, please proceed to question (d).

The initiatives described above have contributed to ensuring that programming aired on Corus‟ children‟s television, as well as its adult‟s specialty and pay television accurately portrays the cultures it reflects. Given the cultural landscape of Canada, a gentle, rather than overpowering integration of different cultures enriches a show and increases authenticity for the audience. For example, including a character in the traditional dress of their heritage, or a traditional meal being served at the dinner table has contributed to diversifying scripts beyond the mere inclusion of lead or supporting culturally diverse roles.

See examples listed under Movie Central and Encore Avenue in part (b), above, for examples of programs aired in 2011 that resulted from this practice. The following are added to the list:

 Sharkwater 2 (Movie Central), a documentary aimed at exploring 15 countries in this story about how to save the world‟s ecosystem.  Babar and the Adventure of Badou (Treehouse): an animated series in which African animal characters speak to diversity and tolerance, and to the importance of a family bond. This message encourages an appreciation of the fact that not all people are the same, and teaches tolerance for and appreciation of, different cultural groups.  Are we there yet? World Adventure (Treehouse) is an unscripted series showcasing diverse countries, their people and unique cultures through the experiences of 4 different pairs of young siblings who travel the globe. Examples of recent episode destinations and experiences include visiting a sumo club in Japan, visiting a tree-house hotel in Brazil, and participating in a chariot race in Jordan.  Come Dine With Me Canada (W Network) is a series in which strangers get together to compete to for the title of hosting the best dinner party, cooking a variety of international cuisines with a cast of culturally diverse people.  Anna and Kristina’s Grocery Bag (OWN) is another great example of a cooking show that that frequently focuses on international cuisine. In one episode, Thai chef, Brian Marchesi, helps the hosts understand the complexity of cooking authentic Thai cuisine.

CMT continues to extensively promote its Video Advantage Program, a grant program that assists new artists from all cultural groups in producing music videos in the country music genre.

i. If diversification has not improved in this area, have barriers been identified?

N/A

ii. If barriers have been identified, are any new initiatives being planned to address those barriers?

N/A

(d) Please identify the timelines for those initiatives that have not yet been implemented.

N/A

(e) If applicable, please describe any new initiatives, including those that might have resulted from work in this area.

N/A

3. Diversifying acquisitions

(a) What specific initiatives have been identified in the corporate plan?

When acquiring programming, YTV and Treehouse adhere to the internal programming policy in determining which shows are suitable for its networks. For its specialty television services, Corus rejects any programming that it feels negatively portrays any racial, ethnic or social group.

(b) In this reporting year, which initiatives have been implemented?

Corus stations adhere to internal programming policies to determine which shows are suitable for their networks. Treehouse has acquired culturally diverse programming from outside of Canada, which continue to air on the service, such as: Global Grover, which follows Grover as he travels all over the world to explore the traditions of people from many diverse cultures; Go Diego Go!, spin-off to the wildly popular Dora the Explorer series and features Dora‟s cousin Diego, a Caribbean boy who takes viewers on exciting animal rescue missions while encouraging them to jump, clap, cheer and speak in Spanish; and Ni Hao Kai-lan, which introduces viewers to the Mandarin Chinese language, along with elements of Chinese culture, multiculturalism, and intergenerational families.

W Network commissioned programs reflecting Canada‟s cultural diversity. In this regard, reality documentary series such as “Love it or List it” and “Anna & Kristina‟s Grocery Bag” feature people from numerous visible minority communities as well as foods from different cultures. In each episode a family is featured who are unsatisfied with their home. After the home is renovated and decorated the family must decide if they will keep their home or sell it. The families are often visible minorities, including Indian, Chinese, and African-Canadians. W Network also

33 encourages its drama producers to cast culturally diverse guests in all the projects commissioned.

In respect of its pay television services, Corus makes every attempt to acquire movies that reflect cultural diversity and that have been filmed all over the world. Lemon Tree is an Israel/Germany/France co-production that tells the story of a Palestinian woman who must fight to save the lemon grove that separates her property from the Israeli defense minister's new home after the Israeli secret service deem the trees a security threat. Cooking with Stella, a Canada/India co-production, goes inside the Canadian diplomatic compound in New Delhi, where a mischievous cook affects the lives of her employers and fellow staff. For Coloured Girls, an American production and adaptation of the Obie Award winning play, is a story that follows a group of women who explore what it means to be female and of colour in this film adaptation of the Obie Award winning play.

i. If diversification has not improved in this area, have barriers been identified?

N/A

ii. If barriers have been identified, are any new initiatives being planned to address those barriers?

N/A

(d) Please identify the timelines for those initiatives that have not yet been implemented.

N/A

(e) If applicable, please describe any new initiatives, including those that might have resulted from work in this area.

N/A III Community Involvement

1. Community input and feedback: “The plan should set out mechanisms that the licensee will put in place to ensure that it receives effective input and feedback from its community with respect to the reflection of cultural diversity, including Aboriginal cultures, in its programming.”

(a) What specific initiatives have been identified in the corporate plan?

Viewer Relations

Corus‟ Viewer Relations department solicits ongoing feedback and comments from the viewers of all our networks. Members of the public are able to share their comments and feedback and concerns with Corus via all of the Corus websites. We receive viewer feedback on a wide variety of topics, including cultural diversity, equitable portrayal and accessible programming. Members of the public are able to share their comments, feedback and concerns with Corus by email, letters, telephone, TTY and social media.

Human Resources Initiatives

Corus Human Resources Department has also been holding informal discussions with individuals from various community groups and outreach agencies to measure and monitor Corus‟ progress on its recruitment initiatives. As noted above, Corus strives to reach applicants from diverse backgrounds, and employs a number of mechanisms in that regard. For example, Corus posts job openings on the Corus website and forwards them to a number of outreach organizations including Completing the Circle, Aboriginal Multi-Media Society, The Ontario Federation of Indian Friendship Centres, ACCES Employment, Fort Erie Native Friendship Centre, Delaware Nation Council and the Aboriginal Employment and Training Centre.

Strategic Alliance of Broadcasters for Aboriginal Reflection (SABAR)

As part of SABAR, Corus contributes to the promoting opportunities for Aboriginal participation in targeted areas such as internships, scholarships, partnerships with Aboriginal organizations and participation at job and career fairs targeting Aboriginal people. Participation in SABAR acts as a useful mechanism for garnering information about Corus‟ recruitment and programming practices with respect to the Aboriginal communities of Canada.

Community Outreach

Corus‟ commitment to the community is reflected in a number of programs that we participate in on an ongoing basis. The various programs are targeted at different sectors of the community in order to maintain ongoing relationships with a variety of organizations representing diverse communities, and as a means of bridge- building and ensuring that the Corus applicant pool remains diverse.

Internships

Many of our stations have relationships with local colleges and universities that encourage internships from diverse backgrounds. See the Corus Cultural Diversity in Radio Report 2011 for examples of partnerships and relationships with local educational institutions and encourage applications from diverse backgrounds. As noted above, Nelvana Studio, participates in an internship program with the Sheridan Institute of Technology and Advanced Learning‟s Faculty of Animation, Arts and Design.

(b) In this reporting year, which initiatives have been implemented?

All initiatives continued in 2011.

(c) For those initiatives that have been implemented, please answer the following questions. For those initiatives that have yet to be implemented, please proceed to question (d).

i. What kind of input and feedback has been solicited?

Our Viewer Relations department continues to solicit feedback and comments from the viewers of all our networks. Members of the public are able to share their comments and feedback and concerns with Corus via all of the Corus websites.

ii. Please indicate the communities and/or groups from whom input and feedback has been received.

We receive viewer feedback on a wide variety of topics, including cultural diversity, equitable portrayals and accessible programming. Members of the public are able to share their comments, feedback and concerns with Corus by email, letters, telephone, TTY and social media.

iii. Who within the organization reviews this input and feedback?

Senior management, including the President of Corus Television, reviews the input and feedback that we receive. Our Viewer Relations department receives feedback from our viewers and members of the public. This feedback, in turn, is reported to the applicable Television Management group and discussed as part of their regular meetings.

iv. How is the input and feedback being used?

We carefully consider all viewer feedback and when responding continue to make assurances, that as a responsible broadcaster, we embrace diversity and take all conceivable measures to provide quality programming for and about our wide-ranging Canadian audience. Where appropriate, the input and feedback is used to implement improvement and changes to our programming and initiatives.

(d) Please identify the timelines for those initiatives that have not yet been implemented.

N/A

36 (e) If applicable, please describe any new initiatives, including those that might have resulted from work in this area.

N/A

Appendix “A” Respect at the Workplace Policy

Definitions Term Definition Manager As referenced in this policy, a manager is the person to whom an employee directly reports.

Overview The Company is committed to providing and maintaining a workplace which ensures that all employees of the company are treated with dignity and respect and are able to work in an environment free from discrimination and harassment. The company upholds as a matter of normal business practice, the freedom from discrimination and harassment provisions of applicable human rights legislation (the legislation).

Policy A. The Company’s Commitment

Corus Entertainment Inc. (the “company”) is committed to providing and maintaining a workplace which ensures that all employees of the company are treated with dignity and respect and are able to work in an environment free from discrimination and harassment.

Harassment is a form of discrimination, which is prohibited by law. It also undermines our established company Vision and Values whereby we commit ourselves to Accountability,

Teamwork, Initiative, Innovation and Knowledge.

The company upholds as a matter of normal business practice, the freedom from discrimination and harassment provisions of applicable human rights and occupational health and safety legislation (the “legislation”).

B. Application of Policy

This Policy applies to all Corus employees (including directors and officers) and to all business-related activities between employees and third parties such as customers, contractors, vendors, suppliers and members of the public. Furthermore, this Policy applies to all company locations including Canada, Ireland, and France.

The Policy covers all forms of discrimination and harassment prohibited by applicable legislation including, but not limited to, sex (including pregnancy), sexual orientation, race, ancestry, nationality, place of origin, colour, ethnic origin, citizenship, creed, religious beliefs, age, record of offences (pardoned criminal conviction), marital status, family status, same-sex partnership status and physical or mental disability.

In addition to all forms of harassment prohibited by legislation, this Policy also covers the area of personal harassment. Personal harassment (such as threatening behaviour,

38 bullying, mobbing, taunting, belittling or ostracizing co-workers, etc.) may occur as a result of an employee‟s position in the company or because of an association with a group outside the company, or perhaps because someone simply dislikes the individual. Personal harassment may also arise out of someone abusing their position of authority or power (such as when an employee provides constructive feedback to a manager and then is later penalized for doing so indirectly through another matter). Such harassment contributes to a „poisoned‟ work environment and thus will not be tolerated by the company.

Any employee who believes that he or she has been discriminated against or harassed in the workplace on any of these grounds, may use the procedures in this Policy.

For the purpose of this Policy, the company‟s workplace includes any place where the business of the company is conducted or where social or other functions of the company occur. Nothing in this Policy is designed to stifle the creativity and artistic licence inherent within the nature of the business conducted by the company. Any on-air content or conduct, however, continues to be subject to the requirements of the CRTC and any other federal or provincial law as may be applicable.

C. What Is Harassment?

For the purpose of this Policy, harassment means vexatious comment or conduct, related to any grounds prohibited by applicable legislation, engaged in by someone who knows, or ought reasonably to know, that the comment or conduct is unwelcome.

Harassment may occur as a result of one incident or a series of incidents. The unwelcome comment or conduct does not have to be directed at a specific person for harassment to occur. Comments or conduct that tend to ridicule or disparage a group protected by legislation may give rise to an offensive hostile or „poisoned‟ work environment and thus to harassment.

Examples of sexual harassment may include, but are not limited to: . remarks, jokes, or innuendos about sex or sexual orientation where the speaker has been advised, or should otherwise be aware, that they are offensive or where they are by their nature offensive; . leering or other offensive or sexually suggestive gestures; . derogatory or degrading remarks used to describe or which are directed toward members of one sex or sexual orientation; . the display or distribution (including use of electronic media) of sexually explicit or otherwise offensive material; . refusing to work with people because of their sex or sexual orientation; . unwelcome advances, invitations or propositions of a sexual nature or repeated invitations after previous requests have been refused; . any advances, invitations or propositions of a sexual nature, or the refusal of any such advances, invitations or propositions, which might, on reasonable grounds, be perceived as placing a condition on a person's employment, work assignment, or on any opportunity for training or promotion; . unwarranted inquiries or comments about a person's personal life;

39 . unwanted physical contact, including touching, patting, etc.; . verbal abuse or threats of a sexual nature; and . sexual assault.

Examples of racial harassment may include, but are not limited to: . comment or conduct which disparages or ridicules a person's race, ethnic origin, colour, language or religion; . insulting gestures or jokes which relate to race, ethnic origin, colour, language or religion; . mimicking a person's accent, speech or mannerisms; . the display or distribution (including use of electronic media) of derogatory materials which relate to race, ethnic origin, colour, language or religion; and . refusing to work with people because of their race, ethnic origin, colour, language or religious background.

Harassment on other grounds may follow similar patterns.

D. No Retaliation For Using This Policy

All employees have a right to make a complaint or enforce their rights under this Policy without retaliation or threat of retaliation. Retaliation against a person who makes a complaint or who enforces any right under this Policy, or who takes part in an investigation under this Policy, will be treated in the same manner as harassment.

Retaliatory behaviour could include: . unwarranted criticism of a person's job performance; . the arbitrary reassignment of a person to a different department, job or set of responsibilities; . the failure to extend to a person (or others of the same group, sex or race) opportunities available to others; . the refusal to work with a person or others of the same group, sex or race as the complainant; and . the breach of the confidentiality requirements of this Policy.

E. What To Do If Harassment Occurs

This Policy outlines both informal and formal options available to any employee who believes that he or she has been harassed by any other employee of the company. See the Procedures section for detailed steps to take in either type of complaint.

While the company is committed to resolving harassment concerns internally, nothing in this Policy precludes an employee from filing a complaint under applicable legislation or having criminal charges laid in appropriate cases.

F. Investigation of Formal Complaints

The EVP of HR and Communications (EVP-HR) will initiate an investigation whenever he or she receives a formal written complaint and in other circumstances where an investigation would be appropriate in the interest of ensuring that the company is free

40 from harassment. An investigation might be appropriate where the EVP-HR becomes aware of a serious allegation or incident, or where an Advisor has been approached by a person who does not wish to make a complaint (formal or informal), but who describes a very serious allegation or incident.

It is incumbent upon all employees to advise the EVP-HR or an Advisor of any known serious incident or allegation.

G. Disciplinary and Rehabilitative Actions

Disciplinary and rehabilitative action arising out of the informal resolution process or resulting from a formal complaint and subsequent investigation may include one or more of the following: . a formal apology; . counselling and/or attendance at educational seminars on harassment; . a written warning delivered to the person who was deemed to have engaged in harassment (and placed in that person's personnel file); . a change of work assignment of the person complained about; . the suspension with or without pay of the employee; . the termination of the employee.

In all cases where an intervention is warranted, the EVP-HR (or designate) is responsible for taking all reasonable measures to ensure that there is no retaliatory behaviour. Disciplinary action which involves suspension or termination from the company must be initiated in consultation with the appropriate Corporate Executive Team members.

Employees who engage in harassment may also expose themselves personally to damages in the event of a successful lawsuit or human rights case.

H. Confidentiality

It is essential that the complainant, respondent and all of those involved in the informal or formal investigation of a complaint maintain confidentiality throughout the formal or informal complaint procedure, the investigation and subsequent to the investigation. Both the formal and the informal complaint procedures will be carried out in strict confidence. It is a serious breach of this Policy to break confidentiality unless disclosure of information relating to the complaint is required by law or is necessary in order for the proper investigation and resolution of the matter.

I. Harassment by and towards Non-Employees of The Company

(a) Corus acknowledges its responsibility to support and assist any employee of the company who believes that he or she has been harassed by persons outside the company during the course of their business-related interaction with the company. This includes customers, contractors, vendors, suppliers and members of the public.

Any employee who believes that they have been harassed by a person outside the

41 company in the course of their business-related interaction with that person, may bring their concerns to the attention of an Advisor or the EVP-HR. The EVP-HR will ultimately be responsible for appropriately investigating and resolving the matter.

(b) If a non-employee believes that he or she has been harassed by a Corus employee in the course of business-related interaction with a Corus employee, then the non- employee is requested to immediately bring the matter to the attention of any Corus employee who shall immediately notify an Advisor or the EVP-HR. The EVP-HR will ultimately be responsible for the proper investigation and resolution of the matter.

Any Corus employee who has knowledge of another Corus employee harassing a non-employee, is directed to immediately bring the matter to the attention of an Advisor or the EVP-HR. The EVP-HR will ultimately be responsible for the proper investigation and resolution of the matter.

J. Posting and Reporting Requirements

A copy of this Policy will be placed on the company Web site and on bulletin boards in conspicuous places across the company.

The EVP-HR will report quarterly in writing to the Board of Directors and Corporate Officers citing the number of cases (informal and formal) considered by the Advisors and the EVP-HR and describing the status of those cases.

K. The Company’s Commitment Restated

The position of Corus with respect to discrimination and harassment at the workplace is very straightforward. Every employee of this company has the right to work in a dignified, respectful, discrimination-free and harassment-free environment. Harassment at the workplace is a serious issue. This Policy must not be used maliciously or in bad faith.

42 Practices and Procedures

L. What To Do If Harassment Occurs

L. 1 Informal Complaints

L. ( 1 ) . 1

In many situations, simply informing the person that his or her comment or conduct is unwelcome will resolve the issue. Telling the person to 'stop' may be difficult to do, but frequently it is the most effective means of eliminating the problem.

L. ( 1 ) . 2

(a) If an employee finds it too difficult to speak to the person directly (or if a conversation occurs but the unwelcome comment or conduct persists, or if it is felt that as a result there has been retaliatory behaviour) the employee is encouraged to discuss other concerns with one of the company's designated internal Respect at the Workplace Advisors (the "Advisors").

Advisors are employees of the company who are trained to help employees clarify the options available to them, identify appropriate counselling or support services provided by Corus or third parties (such as the company Employee Assistance Program), and facilitate and assist in the informal resolution process.

(b) After a discussion with an Advisor, the employee may wish to have the Advisor address the matter informally with the person whose behaviour has troubled them or accompany the employee in doing so.

The Advisor may (after conferring with the employee) discuss the matter confidentially with other Advisors. In particularly serious circumstances, the Advisor may request that the EVP-HR initiate a formal investigation of the matter [see Section M (a)].

(c) In every case where the Advisor addresses the matter informally, the Advisor will keep the employee apprised of how the matter is being addressed and of any proposed resolution initiatives. The Advisor will confer with the EVP-HR prior to resolving the matter. A confidential record of the matter will be kept by the EVP-HR.

The Advisor will complete this informal procedure as soon as possible, normally within 14 days of learning about the case, unless a longer period is appropriate in the circumstances. In this case, the Advisor will communicate the proposed time frame.

L. ( 2 ) Formal Complaint Option

(a) The employee may decide to make a formal written complaint under this Policy to the EVP-HR. They may seek the assistance of an Advisor in drafting the formal written complaint.

(b) A formal written complaint may be made whether or not an Advisor has been spoken to and whether or not the Advisor agrees that there is evidence of harassment. The employee may also make a formal written complaint in the event that the informal process does not resolve the matter to their satisfaction. 43

(c) Upon receipt of a formal written complaint, the EVP-HR shall determine whether the conduct complained of falls within the scope of this Policy and in the event that it does not, shall advise the person making the complaint (the “complainant”) accordingly and shall take no further steps under this Policy.

Anonymous complaints will not usually be dealt with under this Policy except in those circumstances where the EVP-HR considers an investigation appropriate in the interest of ensuring that the company is free from harassment.

(d) Upon receipt of a formal written complaint, the EVP-HR may, in consultation with the complainant, attempt to resolve the matter informally with due consideration given to the nature of the complaint.

M. Investigation of Formal Complaints

(a) The EVP-HR will initiate an investigation whenever he or she receives a formal written complaint and the complaint is not resolved informally, if the complaint falls within the scope of this policy or in the case of an anonymous complaint if the EVP-HR considers an investigation appropriate in the interest of ensuring that the company is free from harassment. An investigation will be initiated in other circumstances where an investigation would be appropriate in the interest of ensuring that the company is free from harassment. An investigation might be appropriate where the EVP-HR becomes aware of a serious allegation or incident, or where an Advisor has been approached by a person who does not wish to make a complaint (formal or informal), but who describes a very serious allegation or incident.

It is incumbent upon all employees to advise the EVP-HR or an Advisor of any known serious incident or allegation.

(b) The investigation will ordinarily be conducted by an investigative team consisting of two (2) persons. The investigative team will usually include the EVP-HR and one other person designated by the EVP-HR. The other investigative team member may be a manager, non- management employee or someone external to the company with due regard being given to the nature of, and parties to, the complaint. The EVP-HR may elect not to participate in an investigation, in which case, the EVP-HR will designate two (2) persons to conduct the investigation with, again, due regard being given to the nature of, and parties to, the complaint.

In certain circumstances, the EVP-HR may designate someone external to the company to conduct the investigation. Employees who are currently designated as Advisors will not participate in the conduct of an investigation relating to a formal complaint.

(c) If the complaint is against the EVP-HR, it must be made in writing to the President and Chief Executive Officer (the “President”) and the company‟s Executive Vice President and General Counsel. The President and Executive Vice President and General Counsel will jointly designate someone external to the company to investigate the matter in accordance with the formal procedure. In this instance, the confidential record of the proceedings and the result will be retained by the President.

If the complaint is against the Executive Vice President and General Counsel, it must be made in

44 writing to the President and EVP-HR who will jointly designate someone external to the company to investigate the matter in accordance with the formal procedure. In this instance, the confidential record of the proceedings and the result will be retained by the President.

If the complaint is against the President, it must be made in writing to the Chair, HR Committee of the Board (the “Chair”) who will designate someone external to the company to investigate the matter in accordance with the formal procedure. In this instance, the confidential record of the proceedings and the result will be retained by the Chair.

(d) The investigation will be completed and the appropriate resolution decided upon within 30 days of the EVP-HR receiving a formal written complaint or upon the EVP-HR electing to initiate a complaint, unless a longer period is appropriate in the circumstances. In this case, the EVP-HR (or designate) will notify the complainant, as well as the person whose conduct is complained of (the “respondent”), of the proposed time frame.

(e) In the event that the complainant withdraws his or her involvement in a complaint at any stage during the informal or formal process, the EVP-HR remains obligated to pursue the matter if he or she believes that continued investigation is appropriate in the interest of ensuring that Corus is free from harassment (for example, if there are concerns that the withdrawal of the complaint occurred as a result of possible retaliatory behaviour by the respondent or others, or in cases where there are previous complaints or incidents involving the respondent, or in cases involving allegations of inappropriate physical contact).

(f) All procedural and administrative matters arising during the course of the investigation will be coordinated by the EVP-HR.

(g) In the event that other commitments prevent the EVP-HR from expeditiously fulfilling any or all of the responsibilities conferred on him or her under this Policy or when he or she concludes that it is otherwise appropriate, the EVP-HR may designate another senior employee to act on his or her behalf.

(h) In the course of the investigation, the investigative team will: . notify the President and Executive Vice-President and General Counsel as to the initiation of an investigation; . interview the complainant regarding the written complaint; . give a copy of the written complaint to the respondent or advise the respondent in writing of the allegations; . provide the respondent with an opportunity to respond to the complaint orally or in writing and give a copy of any written response or a written summary of the oral response to the complainant; . investigate the complaint by speaking to the complainant, respondent and other individuals where appropriate; and . notify the President and Executive Vice-President and General Counsel as to the investigative findings. . In that instance where the respondent is the Executive Vice-President and General Counsel; the investigative team will notify only the President as to the investigative findings. In that instance where the respondent is the President, the investigative team will notify only the Chair as to the investigative findings.

(i) Upon receipt of the investigative findings the EVP-HR, in consultation with the President and the

45 Executive Vice-President and General Counsel, will, where the complaint is substantiated: (i) give a written summary of the findings to both the complainant and the respondent;

(ii) provide the complainant and the respondent the opportunity to make representation regarding the findings to the President, Executive Vice-President and General Counsel and the EVP HR;

(iii) initiate appropriate disciplinary or rehabilitative action; and

(iv) lodge a confidential record of the investigative proceedings and the result with the EVP- HR.

where the complaint is not substantiated, (i) take no further action against the respondent, but

(ii) give a written summary of the findings to both the complainant and the respondent; and

(iii) lodge a confidential record of the investigative proceedings and the result with the EVP- HR.

In the instance where the respondent is the EVP-HR, the President in consultation with the Executive Vice-President and General Counsel, will follow the procedures identified above. In the instance where the respondent is the Executive Vice-President and General Counsel, the President in consultation with the EVP-HR will follow the procedures identified above. In the instance where the respondent is the President, the Chair in consultation with the HR Committee of the Board will follow the procedures identified above.

46 Appendix “B” Code of Conduct

Definitions Term Definition Manager As referenced in this policy, a manager is the person to whom an employee directly reports.

Overview

At Corus, we are committed to fair dealing, honesty and integrity in all aspects of our business conduct. We take this responsibility to our employees, shareholders and other stakeholders very seriously. The Code of Conduct is vital to implement these responsibilities in the workplace and in dealings with the public and our stakeholders. It also aims to demonstrate to our stakeholders and the public the Company‟s commitment to conduct itself ethically.

Policy The Code of Business Conduct applies to all employees and members for the Board of Directors of Corus Entertainment Inc. and our subsidiary companies (referred to collectively in this Code as “Corus” or the “Company”). For purposes of rules promulgated under section 406 of the Sarbanes Oxley Act of 2002, portions of this code shall comprise the Company‟s “code of ethics” for senior executives and financial officers. Each employee and director of Corus is expected to read and comply with the entire Code. Failure to abide by this Code will lead to disciplinary measures appropriate to the violation, up to and including dismissal. All new employees must sign the Code of Conduct within their first two weeks of employment with Corus. ALL employees must review and re-sign the policy every year. The complete Code of Conduct can be found on Corus Central and on our Orientation Website.

Practices and Procedures New employees are made aware of the Code of Conduct in two places: . It is included in their offer letter package for their signature . They are expected to review and answer questions about the Code as part of the Corus on-line orientation program

Employees will be notified when the time comes for an additional electronic review and signing of the code.

Any questions about the Code of Conduct should be directed to Human Resources.

Employees should contact Human Resources or their direct Manager immediately if they are aware of conduct inconsistent with the Code. Managers should contact Human Resources if applicable. The Code of Conduct

To Whom Does the Code Apply?

The Code of Business Conduct (the “Code”) applies to all employees and members of the Board of Directors of Corus Entertainment Inc. or our subsidiary companies (referred to collectively in this Code

47 as “Corus” or the “Company”) as well as all long term independent contractors. For purposes of rules promulgated under section 406 of the Sarbanes Oxley Act of 2002, portions of this code shall comprise the Company‟s “code of ethics” for senior executives and financial officers. Each employee and member of the board of Corus is expected to read and comply with the entire Code of Business Conduct. If you have any questions concerning the Code, please contact the Vice-President of Corporate and Regulatory Affairs, General Counsel or the Vice-President of Human Resources. Failure to abide by this Code will lead to disciplinary measures appropriate to the violation, up to and including dismissal.

Why do we have a Code of Business Conduct?

At Corus, we are committed to fair dealing, honesty and integrity in all aspects of our business conduct. We take this responsibility to our employees, shareholders and other stakeholders very seriously. The Code is vital to implement these responsibilities in the workplace and in dealings with the public and our stakeholders. It also aims to demonstrate to our stakeholders and the public the Company‟s commitment to conduct itself ethically.

Code of Business Conduct

Compliance with Legal and Ethical Standards

Corus employees and directors will act ethically with high standards of integrity and abide by the principles of lawful conduct in all their business dealings. No one in the Company is permitted to commit or condone any illegal or unethical act, or to instruct other employees to do so. Any doubt as to the legality of any course of action should be discussed with your immediate supervisor or Corus‟ General Counsel as necessary.

Our Responsibility to Fellow Employees

Employees must be treated with dignity, respect and fairness at all times. Corus is committed to high standards of ethics in all relations with and among its employees.

Corus is committed to fairness in the workplace and recognizes that a diverse workforce allows us to serve our stakeholders most effectively. Unlawful discrimination, harassment or violence in the workplace will not be tolerated.

Specifically, Corus will not tolerate discrimination or harassment prohibited by applicable legislation including sex, sexual orientation, race, ancestry, nationality, place of origin, colour, ethnic origin, citizenship, creed, religious beliefs, age, record of offences (pardoned criminal conviction), marital status, family status, same-sex partnership status and physical or mental disability.

In addition to all forms of harassment prohibited by legislation, Corus will not tolerate any form of personal harassment (such as threatening behaviour, bullying, taunting or ostracizing co-workers etc.) which may occur as a result of an employee‟s position in the Company or because of an association with a group outside the Company, or perhaps because someone simply dislikes the individual. Personal harassment may also arise out of someone abusing their position of authority or power.

Corus is committed to keeping its workplaces free from hazards. We are all responsible to follow government approved health and safety guidelines for maintaining a safe workplace and to immediately report any accident, injury, unsafe practice and condition to your immediate supervisor.

Employment Practices

The Company is committed to ensuring that equal opportunity exists for all employees in all aspects of employment. Merit will be the principle on which all employment and promotion opportunities will be based.

Job Performance and General Conduct

Employees will carry out their job responsibilities to the best of their ability. This includes among other things: accepting supervisory direction, promotion, teamwork and maintaining the required quality and quantity of work.

Employees will conduct themselves in a professional manner when dealing with staff members, customers and the public at large.

Attendance

The company is committed to promoting and maintaining high standards of attendance and employees are expected to be at work on time each scheduled day. When illness or emergencies necessitate absence or lateness, employees are expected to notify their supervisor in advance of their regular hours of work.

Drugs and Alcohol

The use, possession, distribution, offering or sale of illicit drugs, illicit paraphernalia or non-prescribed drugs for which a prescription is legally required, while on Company business or on company premises (including Company vehicles) is forbidden.

The use, distribution, offering or sale of alcoholic beverages on the Company‟s premises (including Company vehicles) is prohibited. Senior management approval is required if alcoholic beverages are to be served at a Company-sponsored function.

Intellectual Property Assignment

Employees of Corus agree to keep confidential and not to disclose to others, confidential information including any audio, video, inventions, drawings, algorithms, computer codes in both source code and object code, customer information, customer lists, data of Corus and trade secrets related to the business of Corus or a related entity (“Inventions”).

All such works or inventions so produced by employees shall be owned by Corus and employees waive their rights in any copyright to such work and warrant that such work is original and shall not contain any virus or other harmful code.

Employees agree to sign all documents to enable Corus to secure patent, trademark, copyright, industrial design or other intellectual property rights in the works or inventions and to transfer legal title therein.

Appropriation of Company Assets

49 Employees and directors have a responsibility to protect the Corus assets entrusted to them from loss, damage, misuse or theft. Corus assets such as funds, products, electronic devices and services, including, but not limited to, computers, computer-related equipment, products and services, may only be used for Company business purposes and other purposes approved by management. The Company‟s name, property (including intellectual) and goodwill must not be used for personal advantage.

Proper Maintenance of Records

Corus requires honest and accurate recording and reporting of information in order to make informed and responsible business decisions. Corus‟ books and records should accurately reflect all business transactions. Undisclosed or unrecorded revenues, expenses, assets or liabilities are prohibited.

For example, if you are responsible for accounting or record-keeping, you must be diligent in enforcing proper accounting and Company established practices. You may not alter, conceal or falsify any document or record. Each Corus business unit will adopt an approved record retention policy consistent with Corus‟ documented business policies and applicable legal and regulatory requirements.

Information Disclosure

Employees are required to protect Corus‟ confidential and proprietary information from unauthorized disclosure and use. This applies to information about customers and fellow employees as well as confidential and proprietary information about the Company‟s own affairs. Proprietary information includes any information that is not generally known to the public and is helpful to Corus, or would be helpful to competitors. Employees may not use confidential information or trade secrets gained by virtue of their employment with Corus for personal gain or for any purpose other than specific job related duties.

Employees will safeguard all proprietary information by marking it accordingly, keeping it secure, and limiting access to those who have a need to know such information in order to do their jobs. When an employee leaves Corus for any reason, confidential and proprietary information remains with and is the exclusive property of the Company and is not to be used nor disclosed in any way by the departing employee following the termination of his or her employment with the Company.

Insider Trading

Unauthorized disclosure of internal information relating to Corus Entertainment could cause competitive harm to Corus and in some cases could result in liability under insider trading legislation for both Corus and the person disclosing the information. It is the duty of all persons to whom this statement applies to maintain the confidentiality of information belonging to or relating to Corus Entertainment. Employees should not disclose internal information about Corus to others outside of the company without express authorization or as required by law.

Only specifically designated representatives of Corus Entertainment may make communications on behalf of Corus with the media, securities analysts and other investors. If you receive any inquiry relating to Corus Entertainment from the media, a securities analyst or an investor, unless you have been expressly authorized to make such communication, you are required to refer the inquiry to the Chief Financial Officer.

50 The Securities Act (Ontario) provides that it is an offence for directors, employees and stock option plan participants of Corus Entertainment or anyone who has received a “tip” from such persons to purchase or sell securities of Corus Entertainment with the knowledge of a “material fact” or “material change” with respect to Corus Entertainment that has not been made public by Corus Entertainment.

The terms “material fact” and “material change” refer to a fact or change relating to Corus Entertainment that significantly affects or would reasonably be expected to have a significant effect on the market price of Corus Entertainment‟s shares.

You should assume that information is material if an investor might consider the information to be important in deciding whether to buy, sell or hold shares of Corus Entertainment. Examples of matters which may be material are: . earnings forecasts . possible acquisitions or joint ventures . signing or loss of a significant contract . major litigation developments . significant financing developments . major personnel changes . important sales developments

A “material fact” or a “material change” is often difficult to determine. When in doubt, please discuss the matter with the Chief Financial Officer prior to trading.

Corus Entertainment‟s share trading rule is to wait one full business day after a “material fact” or “material change” announcement (press release) has been made by Corus Entertainment, to allow the details of an announcement to become generally disclosed to the public. Accordingly, if you are aware of any material information relating to Corus Entertainment which has not been made available to the public, you must not trade in Corus Entertainment‟s shares (either buy or sell) or disclose such information to another person who is likely to trade in Corus Entertainment‟s shares until the material information is publicly announced and one business day has passed. Thus, one may not attempt to “beat the market” by trading simultaneously with, or shortly after, the official release of material information. Financial information is particularly sensitive to insider trading rules. Therefore, Corus has special rules in place with respect to trading of securities prior to public release of financial information.

Any director, employee or stock option plan participant of Corus Entertainment who becomes aware of the details of any quarterly or annual financial reports of Corus Entertainment, prior to their release to the public, shall not trade in shares of Corus Entertainment during the time periods set forth below: (a) For quarterly financial reports - on or after the fifteenth (15th) day after the quarter end, until one (1) business day after the financial results of that quarter are released to the press or released generally to shareholders, whichever is earlier; or (b) For annual financial reports - on or after the fifteenth (15th) day, until one (1) business day after the financial results of that year are released to the press or released generally to shareholders, whichever is earlier.

Conflicts of Interest

All business decisions and actions must be based on the best interest of Corus, and must not be motivated by personal considerations or relationships. There is an infinite list of potential conflicts that could arise over the course of employment. The general rule is that employees and directors must 51 avoid any activity that compromises, or could reasonably be seen to compromise, their judgment, causes them to show undue favouritism to any party or causes them to receive a benefit of some kind. When in doubt it is best to disclose a potential conflict of interest. General guidelines for a better understanding of the most common examples of situations that may cause a conflict of interest are listed below.

Outside Business Activities

Corus employees are encouraged to participate in outside voluntary or community activities. Employees other than senior officers, are not prohibited from accepting part-time employment outside of Corus. However, neither the activity nor the part-time position must interfere with the employee‟s responsibilities to Corus or the employee‟s commitment, attention or business judgment required in performing those responsibilities.

Gifts or Favours

Accepting gifts or favours, other than of nominal value ($500 or less), from customers or suppliers or prospective customers or suppliers, is a conflict of interest. Additionally, frequent gifts from one source of any value should not be accepted. Employees may not engage in conduct that could be interpreted as directly or indirectly seeking, receiving or providing a bribe or kickback. A conflict of interest may also arise in the giving of gifts or favours. Corus gifts must be legal and reasonable. Corus will not provide any gift if it is prohibited by law or by the policy of the recipient‟s organization.

Investments

Corus employees may not allow their personal investments to influence, or appear to influence, their independent judgment on behalf of Corus. Specifically, without limiting the generality for the foregoing, an employee must disclose the following investments to senior management: . an employee owns a business in whole or part that is entering into a business transaction with Corus; or . an employee purchases, sells or holds interests in supplier companies and their subsidiaries or direct affiliates where the Company‟s relations with such suppliers could be considered to have a material impact; or . an employee has a financial interest in, or is performing services for, a competitor.

Contra Agreements for Personal Use

Corus employees may not enter into contra agreements that result in a personal benefit. Any legitimate contra agreement is subject to approval as outlined in the Contra Policy available on the Corus intranet site.

Business Communications

The Company‟s electronic devices and services, including, but not limited to, computers, computer- related equipment, products or services are the Company‟s property and should be used primarily for business purposes. Incidental appropriate personal use is permitted provided it does not interfere with the normal course of business.

52 The Company‟s electronic devices, specifically computers, should not be used to download any third party or employee confidential information for any purposes other than business related purposes. Computers should not be used to download any offensive or pornographic materials from the Internet. All downloadable material should be for business purposes and should comply with the Company‟s harassment policy, which is available on the Corus Entertainment intranet site. Corus computers should also not be used to download copyrighted material from the Internet including music and software.

The Company owns all information contained on the Company‟s computer networks. Therefore any information an employee or director transmits on these services should not be considered private and confidential.

Behaviour on Social Networking Websites, Blogs and Chat Rooms

It is acceptable to express personal views, to participate in chat rooms and on social networking sites, and to maintain a blog (“Online Activity”), provided that any and all Online Activity conforms with the following: 1. It is clear that views expressed in any and all Online Activity are those of the employee only, and not those of Corus; 2. The Online Activity does not include any confidential, non-public, proprietary or personal information, trade secrets or other information about the Company, its business, employees, customers, suppliers, partners, affiliates or competitors, including but not limited to comments about its services products operational performance, financial results or stock performance; 3. The Online Activity does not involve the disparaging of Corus or any of its employees, or otherwise negatively impacts the reputation of the Company, its services, its products, customers, suppliers, partners, affiliates, competitors or any of its employees, officers or directors; 4. The Online Activity does not contain any of Corus‟ copyrighted material or any of its trade- marks or logos; and 5. The employee engaging in the Online Activity does not in any way identify him or herself with Corus, through the use of visible monikers. 6. It is not done on company time or while using Corus-owned equipment.

Corus has the right to discipline an employee if, while employed at Corus, the employee engages in conduct, which in the opinion of Corus, would be sufficient or likely to bring Corus or its employees into disrepute. For example, posting disparaging remarks about Corus on websites, blogs and/or chatrooms; identifying oneself as a Corus employee while appearing on a distasteful website, as determined by Corus in its sole discretion, etc.

Our Responsibilities to the Community and the Environment

Corus is committed to supporting various local programs and initiatives and fostering growth within the Canadian broadcasting and entertainment fields through strategic partnerships and innovative business ventures.

The Company is committed to the conservation of resources in our business operations. All employees should use their reasonable efforts to make efficient use of all resources and to reduce, re-use and recycle supplies and materials wherever and whenever possible.

53 The health and well-being of all employees is a responsibility of everyone who works at Corus. Any circumstance relating to Corus‟ operations or activities which poses a real or potential health or safety risk must be reported promptly to your supervisor or to the Vice-President of Human Resources.

Communicating with External Resources

Corus aims to achieve complete, accurate, fair, understandable and timely communications with all of its stakeholders and the public, including filings with securities and regulatory authorities. In order to protect yourself and the Company, requests for information should be handled in the following manner: . financial information requests – directed to the Chief Financial Officer . media requests – directed to the Vice-President, Communications . requests from government agencies and regulators – directed to the General Counsel . employee information or human resources requests – directed to the Vice-President of Human Resources

The legal department should be consulted before handling any non-routine requests for information. All information provided must be truthful and accurate.

Corus and its employees are committed to honest and ethical communications and dealings with officials at all levels of government.

Our Responsibility with Respect to Privacy

Corus is committed to controlling the collection, use and disclosure of personal information. As a member of the Canadian Association of Broadcasters (CAB) and in accordance with the standards set out in the Personal Information Protection and Electronic Documents Act (Canada) (the “Privacy Act”), Corus developed a Privacy Policy outlining our commitment to maintaining the accuracy, confidentiality, security and privacy of third parties and employee personal information.

Reporting Concerns

Taking action to prevent problems is part of the Corus culture. If you become aware of an existing or possible violation of the Code, you should promptly notify the appropriate person.

Your concerns can be expressed on a confidential or anonymous basis to either the Vice-President & General Counsel; the Vice-President of Human Resources or on matters relating to accounting or auditing related issues to the Chairperson of the Audit Committee.

The concern should be submitted in a sealed envelope addressed to the appropriate individual. The envelope should be marked “Confidential Internal Corus Concern”.

Retaliation against any employee who honestly reports a concern to Corus about existing or possible violation of the Code will not be tolerated. It is unacceptable to file a report knowing it is false.

A copy of this policy can be obtained through the offices of the General Counsel or the Executive Vice- President of Human Resources or by visiting our website at www.corusentertainment.com.

54 Appendix “C” Diversity and Inclusiveness Policy

Definitions Term Definition Diversity Management The development of strategic human resource management programs that encompass all employees, recognizing their individual strengths to achieve the business goals of the organization. It also recognizes that individuals have different needs and that managers/supervisors must possess the skills to work effectively with a diverse group of individuals. Employment Equity Closely tied to managing Diversity Management initiatives, which include the identification and elimination of barriers to the employment of groups designated by legislation that have been traditionally disadvantaged in employment. Manager As referenced in this policy, a manager is the person to whom an employee directly reports.

Overview Corus is committed to promoting an equitable work environment based on the merit principle. A diverse employee population will increase the variety of ideas, the level of creativity and innovation and ultimately the productivity within the organization.

Policy It is the company‟s policy to make decisions on hiring, promotion, job assignment, training, rewards, and other human resources management functions on the basis of qualifications, ability and performance. This ensures: . fair treatment and opportunity for all employees regardless of sex, sexual orientation, race, ancestry, nationality, place of origin, colour, ethnic origin, citizenship, creed, religious beliefs, age, record of offences (pardoned criminal conviction), marital status, family status, same-sex partnership status and physical or mental disability, or any other factor unrelated to job performance . Corus has a breadth of talent available to them that would be much narrower in an exclusive environment . We make every effort to ensure our employees are reflective of the cultural demography in the markets in which we operate

It is also the policy of the Company that: . The Company prepares and implements a documented Diversity Management Plan that sets out the goals, timetables, and implementation of diversity management initiatives. This will be adjusted to reflect current labour force data and vacancy rates in each occupational group. . The Diversity Management Plan content varies and may include any of the following based on management strategies: - The role and responsibilities of the Equity and Diversity Committee which will be involved in the development of the Plan - The employment systems review of all policies, practices and procedures pertaining to hiring, recruitment, job evaluation, compensation, training opportunities, promotions, transfers and terminations will be reviewed. An action plan that ensures the elimination of any potential systemic barriers in the workplace will be developed - Workforce Analysis: A report identifying the utilization of designated group members by

55 occupational groups; projected vacancies for the upcoming year and an analysis of the Company‟s progress in meeting established quantitative goals and timetables - An employee communication plan which outlines the objectives of the Company‟s Diversity Management Plan . The Plan will be made available to the Equity and Diversity Committee, the respective operation company Presidents, Vice Presidents/Directors of Human Resources and senior Human Resources Managers . A copy of the Plan must be retained for at least three years after the year in which the Plan is prepared

All employees and managers are accountable for acting consistently with this policy through their interaction with other Corus employees and partners. Failure to do so will lead to disciplinary action up to and including termination.

Employees and managers are also accountable for ensuring this policy is enforced. Should an employee or manager be aware of behaviour inconsistent with this policy, they are expected to report their concerns to their manager and to Human Resources immediately.

If there is any conflict between this policy and a collective agreement, the terms and provisions of the collective agreement shall apply to those employees who are included in the collective agreement.

Practices and Procedures To ensure the Company‟s employment practices and procedures are administered without discrimination it is Corus‟ practice to: . Post all job opportunities within Corus (see the Job Posting Policy for more details) . Recruit and select applicants for employment on the basis of their qualifications and experience . Outreach to organizations targeted at designated groups such as Canadian Women in Film and Television and the Canadian Paraplegic Association . Make reasonable accommodations to create an inclusive environment . Ensure equal consideration is given to all candidates qualified for promotion or transfer . Base promotion and transfer decisions solely on job requirements, the applicant‟s skills, qualifications and prior performance . Ensure all employment practices and procedures, including compensation, benefits, retention, termination, training and self-development opportunities, and social and recreational programs are administered equitably

Staying Accountable Employment Equity reaffirms the company‟s commitment to a continuous practice of equal employment. The Company‟s actions relating to Employment Equity are continuously being reviewed to ensure adherence and application of this practice in all areas of the company. Corus‟ Employment Equity Committees in Western Canada and Ontario/Quebec that are part of this review process are reflective of the Company‟s diverse employee population.

Upon hire, all new employees at Corus are asked to complete an Employment Equity Self-Identification Questionnaire. This questionnaire asks employees to self-identify as a member of one or more of the following designated groups: visible minorities, persons with disabilities, Aboriginal peoples and/or women. Existing employees may also update their responses at any time by completing another questionnaire, which can be found in the Forms section of Corus Central. Through this questionnaire,

56 Human Resources collects data on the representation and distribution of designated group members in the workforce in order to meet statutory obligations and to help identify and eradicate potential barriers that may exist at Corus. This allows Corus to plan, implement, and report on Employment Equity programs more accurately. Corus requests that employees provide their names on completed questionnaires because Corus is required to collect flow data (employees hired, promoted, and terminated) under the Employment Equity Act. This information will remain confidential – it is retained separately from employee files and is always under lock and key.

Corus is also accountable to the CRTC and must submit an annual confidential report on employee demographics, programming and diversity at Corus.