Bell Canada Inc. 2014 Corporate Responsibility Report

TOC Responsibility Report Responsibility 2014 Corporate

BCE AT A GLANCE

TEAM For the third year in a 82% of team members said Invested $17.9 million Received Excellence Canada’s Bell Aliant named one of MEMBERS row, one of Montréal’s they are proud to work in employee training 2014 Gold Award for Mental Canada’s Top Employers Top employers by for Bell Health at Work for Young People 2014 Mediacorp Canada 82% $17.9M

CUSTOMERS Fibe TV footprint reached First Canadian network 99 of the top 100 companies Ranked number 1 by Netflix Maintained network more than 6M households operator to deliver in the country use for fibre optic Internet availability at 99.99% transmission speeds of Bell services provider speeds 100 Gigabits per second 6M 100 Gbit/s 99% No. 1 99.99%

COMMUNITY Bell Let’s Talk commitment Donated a record-setting Donated 10,456 used Since 2002, Bell team Included on the 2014 to mental health increased $2.5 million to mark the computers to schools members have raised Maclean’s/L’actualité/ to $73 million 25th anniversary of Kids and non-profits $9.7 million for Kids Sustainalytics list of the Help Phone Help Phone Top 50 Socially Responsible Corporations in Canada $73M $2.5M 10,456 $9.7M Top 50

ENVIRONMENT Recovered more than Canada’s first telecom Bell is the first and only Prevented the release of Total of 44 buildings

1.6 million mobile phones signatory to the United telecommunications nearly 43.5 kilotonnes of CO2 certified BOMA BESt since 2003 Nations Global Compact company in Canada to equivalent since 2008 (UNGC) obtain ISO 14001 certification for its environmental management system 1.6M 43.5 kt 44

ECONOMY Over $3.5 billion invested to Investing $20 billion through Injected $4.4 billion into Total shareholder return of Ranked fourth among deploy broadband networks the end of 2020 to propel the economy in wages 194% since the end of 2008 Canada’s Top 100 Canada’s digital economy and benefits corporate spenders in R&D

$3.5B $20B $4.4B 194% Top 100 TOC 2 IN THIS REPORT

2014 CORPORATE RESPONSIBILITY REPORT 1 BCE at a glance 2 Executive summary 4 Key objectives and results 6 Message from our CEO 8 About this report 10 Who we are 12 Material corporate responsibility issues and our business 14 Recognition 24

TEAM MEMBERS 25 CUSTOMERS AND SUPPLIERS 43 COMMUNITY 52 ENVIRONMENT 62 ECONOMY 85

TOC 3 EXECUTIVE SUMMARY

ON-TARGET PROGRESS BCE Inc. (“BCE”) is committed to being a leader in corporate responsibility. In 2014, we continued to proactively advance that commitment and are on track to BCE is achieve our goal of becoming Canada’s leading communications company. Bell provides a comprehensive and innovative suite of broadband communications and content services—IPTV, Canada’s satellite TV, high-speed Internet, wireless and wireline telephone—under the Bell Canada and Bell Aliant brands Largest to consumers and business customers in Canada. Bell Media is Canada’s premier multimedia company, with leading assets in television, radio, out-of-home and Communications digital media, including CTV, and specialty channels. Bell is also a significant investor in Canada’s leading sport and entertainment institutions, the Montréal Canadiens, Maple Leaf Sports and Entertainment, and the owner Company. of The Source. The cornerstone of our community commitment is the Bell Let’s Talk mental health initiative, which promotes better mental health across Canada. Guided by our sustainability vision to contribute to the well-being of society by providing high quality jobs, enabling responsible economic growth, connecting communities and safeguarding the environment, BCE is committed to maintaining the security of customer information, responsible procurement along our supply chain, radio frequency emissions, energy consumption and electronic waste management.

TOC 4 This report is organized in 5 sections that reflect our priorities: 1 2 3 4 5 Team members Customers Community Environment Economy Bell is committed to attract- and suppliers The cornerstone of our commu- Bell is the first and only Bell spends more than $3.5 bil- ing, developing, engaging and nity commitment is the Bell Let’s Canadian telecom company lion a year to build leading We have invested billions of retaining talented and diverse Talk mental health initiative, our to be ISO 14001-certified for networks and has recently dollars to expand and enhance employees. This section outlines largest community program our environmental manage- announced plans to invest our industry-leading broad- our significant advancements and the largest corporate ment system. As part of this $20 billion in capital by the band fibre and mobile networks in creating a diverse and inclu- commitment to mental health system, we manage recov- end of 2020. Employing over and to add Canadian customer sive environment that drives ever in Canada. Our annual ery and recycling programs 57,000 people, Bell injects contact centres and enrich our employee engagement and Bell Let’s Talk Day set records for our own waste, as well as another $4.4 billion a year into online self-serve options. We stimulates career and leader- in early 2015 and Clara Hughes stewardship programs for our the economy in wages and also continue to update our ship development. Bell is also a raised awareness around the customers’ electronic waste. benefits. The company pro- capacity to accommodate the leader in the development and country with Clara’s Big Ride We make every effort to be vides products and services special needs of customers implementation of guidelines last spring. Other initiatives environmentally responsible that enable Canadians to with disabilities and we care- for a psychologically healthy include our work to improve when deploying and main- operate more efficiently and fully manage our responsible workplace and we are commit- online security for young taining networks, building our compete globally, with 99 of procurement process. ted to protecting the personal people as well as filling school offices, and consuming energy the top 100 Canadian corpo- privacy, human rights, and backpacks and distributing and other resources. rations using Bell services. occupational health and safety used computing equipment. of employees.

TOC 5 KEY OBJECTIVES AND RESULTS

Our key performance indicators encompass all sectors of corporate responsibility. Here is a summary of our progress against objectives in 2014.

RELATED GLOBAL RELATED GRI COMPACT KPI VERIFICATION 2014 OBJECTIVES 2014 RESULTS PERFORMANCE 2015 OBJECTIVE REFERENCE PRINCIPLE

Corporate ISS Remain a leader in cor- ISS QuickScore: 1. 1 Remain a leader in cor- governance porate governance and porate governance and and business ethical business conduct by ethical business conduct by — 1 -10 ethics maintaining best practices, maintaining best practices, transparency and accountability transparency and accountability to our stakeholders. to our stakeholders.

Management BSI Management Maintain ISO 14001 certification Maintained ISO 14001 certification for our Maintain ISO 14001 certification — 8 systems Systems America, Inc. for our EMS. EMS for 6th year in a row. 2 for our EMS.

Community Pricewaterhouse Make a meaningful contribution Bell contributed $20.2M in community Make a meaningful contribution investment Coopers LLP to improving mental health in investment, mental health and other to improving mental health in Canadian communities through initiatives, including workplace mental Canadian communities through G4-EC1 — 4 key action pillars: anti-stigma, health programs. 4 key action pillars: anti-stigma, care and access, research and care and access, research and workplace health. workplace health.

Climate Pricewaterhouse Redefine our objective in Objective redefinition delayed until 2017 due Redefine our objective in change Coopers LLP light of the recent business to Bell Aliant reintegration into reporting. light of the recent business G4-EN15 transformations. Greenhouse gas (GHG) emissions in 2014 n/a transformations. G4-EN16 7, 8 G4-EN17 were 411.98 kilotonnes of CO2 equivalent. Continue to report our GHG emissions.

Materials Pricewaterhouse Reach a diversion rate for recov- In 2014, our diversion rate increased Tracking to Reach a diversion rate for recov- G4-EN23 7, 8 recovery Coopers LLP ered waste of 75% in 2016. to 69.4%. 3 2016 target ered waste of 75% in 2016.

Service Pricewaterhouse Pursue network investment to At the end of 2014, 86% of the country’s Expand 4G LTE coverage in access Coopers LLP expand LTE coverage in smaller population had access to Bell’s smaller markets and rural — — markets and rural areas. 4G LTE wireless network, an increase areas to serve 98% of Canadian of 6 percentage points over 2013. population at year end. 4

1 Score as of May 2015. We report the most recent update to our score at the time of publication because it reflects performance for the previous year. Score indicates decile rank relative to peer group. A decile score of 1 indicates lower governance risk, while a 10 indicates higher governance risk 2 The scope includes all Bell Canada business sectors, including wireline, wireless, television and internet services, broadband, data hosting and cloud computing services, in addition to related general administrative functions (excluding Bell Media operations and former Bell Aliant operations in Atlantic Canada) 3 Excluding BCE Nexxia and Bell Aliant operations in Atlantic Canada TOC 4 Assuming successful negotiation and after public announcement of provisional licence winners by Industry Canada. 6 RELATED GLOBAL RELATED GRI COMPACT KPI VERIFICATION 2014 OBJECTIVES 2014 RESULTS PERFORMANCE 2015 OBJECTIVE REFERENCE PRINCIPLE

Responsible Pricewaterhouse Increase the number of prod- In 2014, we developed packaging guidelines Increase the number of prod- procurement Coopers LLP ucts covered by eco-criteria. for tangible products that will be added ucts covered by eco-criteria. Continuously improve our as part of the renewal cycle for existing Continuously improve our G4-EN32 responsible procurement contracts. responsible procurement G4-LA14 program. In addition, we added controls in our program. G4-HR1 1—10 centralized procurement process to identify G4-HR10 suppliers of products we resell, lease G4-SO9 or distribute to customers that contain “conflict minerals”.

e-billing 5 Pricewaterhouse Increase e-billing to 46% of all 46% of all bills produced by Bell (excluding Increase e-billing to 46% of all Coopers LLP bills produced by Bell (excluding Bell Aliant) were electronic, 7 percentage bills produced by Bell (including Bell Aliant). points increase over 2013. Bell Aliant). — 7, 8, 9 42% of all bills produced by Bell (including Bell Aliant) were electronic.

Employee Pricewaterhouse Continue to improve In 2014, Bell had an overall employee Continue to improve engagement Coopers LLP employee engagement. engagement score of 71%, an increase of employee engagement. — — 1 percentage point over 2013. 6

Health Pricewaterhouse Adopt a new H&S Policy and In 2014, we created a new H&S policy Develop a centralized contractor and safety Coopers LLP conduct a new round of inves- and conducted a risk assessment to identify safety management program. tigation to identify workplace workplace hazards. Continue to report the Time Lost hazards in light of the recent The time lost accident frequency 7 rate Accident Frequency Rate. G4-LA6 1, 2 business transformations. was 1.26. Continue to report the Time Lost Accident Frequency Rate.

5 All business and residential services (excluding Northwestel) 6 Includes Bell (excluding Bell Aliant), BTS and Expertech TOC 7 Time Lost Accident Frequency Rate = number of time-lost accident cases × 200,000 ÷ number of worked hours. 7

TOC This Corporate Responsibilityreport reviews indetailhowan • • • • • • As theBellteamtransforms Canada’slargest communicationscompanyintoaninnovative MESSAGE FROMMESSAGE OUR CEO customers, shareholders andcommunitiesinaresponsible andsustainable manner. competitor focused ongrowth services,weremain firmlycommitted to delivering for our AND MEASURABLE PROGRESS AND MEASURABLE CONSISTENT OF YEAR ANOTHER workplace, communityandsustainabilityleadership. Bell’s strategy isfocused on bringingtheworld’s best broad summed upinour6 Strategic Imperatives: experience ateverylevel.Ourcommitmenttoleadership is communications products anddeliveringabettercustomer communications company–aswebuildonour135-yearlegacy energized Bell team is executing a clear strategy to achieve of technology and service innovation, and our commitment to of technologyandserviceinnovation,ourcommitmentto our goal–toberecognized bycustomers asCanada’sleading band networkcapabilitiestoCanada,creating innovativenew Achieve acompetitivecost structure Accelerate wireless Expand media leadership Leverage wireline momentum Improve customer service Invest inbroadband networksand services - As we have since our founding in 1880, Bellisleadingtherollout of and entertainment. choice ofCanadiansfor news,sports and internationalprogramming and investinginthetopdomestic exclusive Restart,buildingbetter and developmentinvestment,creat accelerate ourbroadband network country, includingCanada’sNorth.We next-generation communications ing andcloudcomputingcentres, business solutions such as Canada’s ing uniqueconsumerproducts like infrastructure ineveryregion ofthe that hasmadeBellMediathefirst the innovativeFibeTVappand largest networkofdatahost leadership withunparalleled research - - 8

Message from our CEO

TOC service innovation, and our commitment to workplace, service innovation,andourcommitmenttoworkplace, Building on our 135-year legacy of technology and Building onour135-yearlegacyoftechnologyand community andsustainability leadership. The BellLet’sTalk initiativewaspropelled forward in 2014likenever America. Recognizedfor ourworkplacementalhealthprograms by Excellence Canada withtheir2014GoldAward, Bellisalsoputtingthe Bell servicesare backedbyateamofmore than57,000 employeesin shared themessage withCanadianseverywhere thatwecanbuilda services ofcommunications—Wireless, Internet, Television and Media. every province andterritory,BellLet’sTalk’s nationalspokesperson around CanadabyOlympianClara Hughes.Ridingfor 110 daysthrough earn recognition asoneofthemostengagedworkplacesinNorth customer connectionsnationwide,including99 of Canada’s top 100 com every province andterritory,meaningapproximately 1 in300work deployments havealso quickly madeustheindustryleaderingrowth country. Ensuring Canada remains competitive in broadband at a global end of2020,onethelargest capitalprograms inanyindustrythe nation free ofthestigmaaround mental illness. billion in new networks by the In 2015,Bellannouncedplanstoinvest$20 billioninnewnetworksbythe ing Canadians is part of the Bell team. We serve more than 21 before byClara’s Big Ride,theepic,11,000-kilometre cyclingjourney principles ofBellLet’sTalk intoactionwithinourown company. panies. We strive tobeoneofCanada’stopemployers andconsistently level, Bell’sunmatchedhigh-speedfibre andmobile4G LTE network million million - - pack” in tackling challenging social and community issues. With “leads thepack” intacklingchallengingsocialandcommunityissues.With Sparking unprecedented newawareness, Clara’s BigRidewas 122,150,772 calls, textmessages,tweetsandshares ofsupportfor the Canada whoworktomakeourcompanybettereveryday.Asweexe George A. Cope BCE Inc. andBellCanada President andChief Executive Officer Nations GlobalCompact. Bell hasstakedoutaleadership positioninenvironmental sustainability committed to delivering for all our stakeholders with the highest levels cute ourstrategy toberecognized asCanada’sbest,ourteamremains ability performance, participatinginorganizations guidingsustainability as ourcustomers do.Andaswestrivetoenhanceouroverall sustain a Belldonationof5 centsperinteraction, theresult was$6,107,538.60 in action inmentalhealth,whileForbes magazinedeclared BellLet’sTalk mental healthcause.Thecampaignwasthe#1 trend onTwitter not mitment tomore than$73.6 million. new Bellfundingfor mentalhealthprograms—bringing ourtotalcom I wouldliketoextendmythanksalloftheBellemployeesacross of corporate governanceand responsibility. only inCanadabutworldwide,underliningtheuniversal desire for by aBellLet’sTalk Daythatsetall-newrecords for engagementwith impact through increasingly energy-efficientby facilities and fleets, and to theISO14001environmental standard. We reduce ourenvironmental too, remaining Canada’sonlytelecommunicationscompanycertified practices suchastheGlobaleSustainabilityInitiativeandUnited using ourownservicestoreduce businesstravel andpaperusagejust followed - - 9

Message from our CEO ABOUT THIS REPORT

This report, together with the information and documents available on the Responsibility section of BCE’s website, summarizes our 2014 corporate responsibility (CR) performance. Bell reports based on the Global Reporting Initiative (GRI) in accordance with the GRI fourth generation of guidelines (G4) at a core level and based on the United Nations Global Compact (UNGC) principles. This report describes actions we have taken to implement these guidelines and principles, and serves as our Communication on Progress (COP), as required for all companies that endorse the UNGC.

CAUTION CONCERNING FORWARD-LOOKING STATEMENTS Certain statements made in this report are forward-looking statements. (available at SEC.gov), for a description of certain risks and assumptions These statements include, but are not limited to, statements relating to our that could cause actual results or events to differ materially from our business outlook, objectives, plans and strategic priorities, including, in expectations expressed in or implied by forward-looking statements particular, our 2015 corporate responsibility and sustainability objectives contained in this report. These documents are also available at BCE.ca. (which include, without limitation, our objectives concerning reductions The forward-looking statements contained in this report describe our in the level of our greenhouse gas emissions and objectives for achiev- expectations as of August 7, 2015 and, accordingly, are subject to change ing electricity consumption savings), our network deployment plans, after such date. Except as may be required by Canadian securities the value of capital investments expected to be made by Bell Canada laws, we do not undertake any obligation to update or revise any for- from 2015 to the end of 2020, and other statements that are not historical ward-looking statements contained in this report, whether as a result facts. Forward-looking statements are typically identified by the words of new information, future events or otherwise. Except as otherwise assumption, goal, guidance, objective, outlook, project, strategy, target indicated by BCE, forward-looking statements do not reflect the potential and other similar expressions or future or conditional verbs such as aim, impact of any special items or of any dispositions, monetizations, merg- anticipate, believe, could, expect, intend, may, plan, seek, should, strive ers, acquisitions, other business combinations or other transactions that and will. All such forward-looking statements are made pursuant to the may be announced or that may occur after August 7, 2015. The financial ‘safe harbour’ provisions of applicable Canadian securities laws and of impact of these transactions and special items can be complex and the United States Private Securities Litigation Reform Act of 1995. depends on the facts particular to each of them. We therefore cannot Forward-looking statements, by their very nature, are subject to inherent describe the expected impact in a meaningful way or in the same way risks and uncertainties and are based on several assumptions, both we present known risks affecting our business. general and specific, which give rise to the possibility that actual results Forward-looking statements are presented in this report for the purpose or events could differ materially from our expectations expressed in of assisting readers in understanding, in particular, certain key ele- or implied by such forward-looking statements, and that our business ments of our 2015 corporate responsibility and sustainability objectives, outlook, objectives, plans and strategic priorities may not be achieved. and in obtaining a better understanding of our anticipated operating As a result, we cannot guarantee that any forward-looking statement environment. Readers are cautioned that such information may not be will materialize and we caution you against relying on any of these appropriate for other purposes. The value of capital investments expected forward-looking statements. Refer to BCE’s 2014 Annual MD&A dated to be made by Bell Canada from 2015 to the end of 2020 assumes that March 5, 2015 (included in the BCE 2014 Annual Report), BCE’s 2015 capital investments will continue at current levels. However, there can First Quarter MD&A dated April 29, 2015 and BCE’s news release dated be no assurance that such investment levels will be maintained, with the April 30, 2015 announcing its 2015 first quarter results, filed by BCE with result that the value of actual capital investments made by Bell Canada the Canadian provincial securities regulatory authorities (available during such period could materially differ from current expectations. TOC at Sedar.com) and with the U.S. Securities and Exchange Commission 10 FORMAT As part of our objective to reduce our carbon footprint, since 2007 our annual Corporate Responsibility Report is available online only. It is designed to be accessible, easily read on a standard computer screen and most screen readers used by the visually impaired. A 2-page highlights document is also available on BCE.ca.

REPORT BOUNDARIES This report covers the period from January 1, 2014 to December 31, 2014. Unless otherwise stated, data are valid as at December 31, 2014. This report contains data about the BCE group of companies, which includes, unless otherwise specified, Bell Aliant Inc. and its subsidiaries, and which is referred to collectively in this report as “BCE”, “Bell”, “Bell Canada”, “we”, “us”, “our” or “company”. For more details, see page 13 of this report.

MAJOR CHANGE SINCE LAST REPORT We periodically acquire or sell businesses in line with corporate strat- As appropriate to maintain or improve the accuracy or comparability egy; we also undertake continual year-over-year modifications in our of data and performance trends between years and/or with the base- reporting processes and procedures to continuously improve those CR year of 2011, and/or where any variance in prior years data has been reporting processes and controls. identified, we restate that data in the Report. This year, Bell Aliant is being reintegrated into the Bell Canada report. On Data on energy use and carbon footprint equivalent for our base-year October 31, 2014, BCE completed the privatization of Bell Aliant Inc. In this of 2011 and for 2013 have been adjusted compared with previously year’s report, Bell Aliant is presented as a separate segment. Beginning reported numbers to include Bell Aliant and Bell Astral operations and January 1, 2015, the results of operations of Bell Aliant will be included using site-specific data. Data for 2012 were not included because we within our Bell Wireless and Bell Wireline segments. Consequently, begin- report the base-year and the 2 most current years, in line with our ning in 2015, our reportable segments are Bell Wireless, Bell Wireline and financial reporting. Bell Media.

CONTENT This report focuses mainly on the corporate responsibility issues that are of greatest importance to our stakeholders and have a major influence on our business success. The Responsibility section of our website presents general information on our sustainability programs, provides access to specific policies and includes an index that directs readers to relevantGRI indicators and UNGC principles. For more details on determining report content, see the Material Corporate Responsibility Issues and Our Business section on page 14 of this report.

DATA COLLECTION AND VALIDATION Our Corporate Responsibility and Environment team coordinated the PricewaterhouseCoopers was engaged to verify most of the perfor- collection and validation of all data. Information in this report was mance statements in the table. This verification statement is available supplied by various subject matter experts (SMEs) across the company. on our website. SMEs collected, verified and submitted the data to the Senior Specialist We round all figures to the closest full integer in our reporting, unless on the Corporate Responsibility and Environment team, and documented otherwise specified, and all data are in international units. the sources of information and how results were obtained. Where available, we include comparative historical data to demon- In many cases, these data are collected through tasks associated with strate trends in indicators. Some historical data have been restated our ISO 14001-certified management system. These tasks are con- due to mergers and acquisitions, changes in calculation methodolo- nected to employee performance evaluation and remuneration. In TOC gies to improve accuracy, or to correct previous errors in recording or 11 addition, for data that are presented in the KPI table (see pages 6 and 7), calculating data. WHO WE ARE

Canada’s communications leader for 135 years, Bell has now moved to the forefront of providing consumers and businesses with the full range of advanced broadband networks and services. With unparalleled investments in high-speed fibre and mobile 4G LTE, high-capacity data centres and premium content, Bell is the leader in the communications growth services of today and tomorrow—Wireless, Internet, Television and Media. For consumers, these services range from high-speed Bell Fibe Internet, Fibe TV, Bell Aliant FibreOp and Satellite TV to wireless services from Bell Mobility Inc. (“Bell Mobility”) and Virgin Mobile Canada (“Virgin Mobile”), as well as Bell Home Phone local and long distance. In 2014, Bell privatized Bell Aliant which continues to deliver services to customers throughout Atlantic Canada.

Bell Business Markets serves organizations and companies of all sizes Wholly-owned Bell subsidiary, The Source (Bell) Electronics Inc., is with broadband network and information and communications tech- Canada’s largest electronics retailer with more than 700 outlets across nology (ICT) services. Bell Media Inc. (“Bell Media”) is Canada’s premier the country, and Bell expanded its retail leadership with the purchase multimedia company with leading assets in television, radio and digital of a 50% stake in Glentel Inc. in 2015. media, including CTV, Canada’s #1 television network, and the country’s most-watched specialty channels. Through the 2013 acquisition of Astral Media Inc. (“Astral”), Bell is also now the largest radio station operator in Canada, a leading TV broadcaster in Québec and the second largest out-of-home advertising space provider in the country. Canada’s communications leader for 135 years. Headquartered in Montréal, Québec.

TSX, NYSE BCE

TOC 12 OUR BRANDS BCE’s business segments and brands AT DECEMBER 31, 2014

Other BCE investments Bell Wireless

Bell Wireline

BCE

Bell Media

Bell Aliant

Bell Wireless provides wireless voice and data communication products Bell Media provides conventional, specialty and pay TV, digital media, and services to Bell’s residential, small and medium-sized business and and radio broadcasting services to customers across Canada and out- large enterprise customers across Canada. of-home (OOH) advertising services. Bell Wireline provides data, including Internet access and television (TV), Bell Aliant provides Internet, data, TV, local telephone, long distance, local telephone, long distance, and other communications products and wireless, home security and value-added business solutions to residential services to Bell’s residential, small and medium-sized business and large and business customers in the Atlantic provinces. enterprise customers. In addition, this segment includes our wholesale business, which buys and sells data, local telephone, long distance and other services from or to resellers and other carriers.

For more information about Bell’s brands, products and services, please see our Annual Report, p. 27-30.

TOC 13 MATERIAL CORPORATE RESPONSIBILITY ISSUES AND OUR BUSINESS

The telecommunications industry faces a number of corporate responsibility issues, including environmental footprint, customer privacy, cyber attacks, and e-waste. These and many other corporate responsibility matters touch various areas of our company and organizations in our supply chain (see illustration on page 18). This report considers the risks and opportunities associated with these areas and details how Bell is addressing each of them.

Corporate responsibility megatrends in our industry Various corporate responsibility issues move in and out of stakeholder In April 2014, an expert panel of the Royal Society of Canada (RSC) focus over time as trends and priorities change. In recent years, the published a report prepared for Health Canada which reviewed major issues identified by stakeholders as being most relevant to them and international studies and new knowledge in the scientific literature. our business include: The RSC concluded that a weight-of-evidence evaluation showed that the current evidence for a causal association between cancer and exposure Supply chain to RF energy is weak. At the same time, the RSC confirmed that existing We vigorously monitor and manage supply chain issues. This is especially scientific data cannot be used to rule out any possible adverse health important because we do not manufacture any of the information and outcomes from exposure to radiofrequency emissions, and further communications technology (ICT) products we offer customers. We work research was warranted. with a limited number of manufacturers of products, some of which dominate the global market. That means we must be vigilant in our supply Energy consumption chain management because some of these suppliers operate in countries Always a notable component of the ICT industry, energy consumption is cited for human rights and environmental violations. becoming even more of an issue as more people use smartphones and tablets, driving data consumption growth. Demand for wireless data Radio frequency emissions services continues to rise quickly as carriers develop more data-heavy The World Health Organization (WHO), in its fact sheet on mobile phones services such as access to social networking, cloud computing, mobile reviewed in October 2014, stated that, to date, no adverse health effects TV, mobile commerce and banking. Adding to the demand is the emer- had been established as being caused by mobile phone use. In 2013, gence of other M2M (machine-to-machine) applications in retail and the International Agency for Research on Cancer (IARC) had classified advances in transportation such as the connected car, asset tracking and radiofrequency electromagnetic fields from wireless phones as possibly remote monitoring. For example, while an estimated 21% of households carcinogenic to humans. However, it also indicated that chance, bias or in Canada were wireless-only at the end of 2013, a recent study predicts confounding could not be ruled out with reasonable confidence, and the figure will reach 31% by the end of 2015, a nearly 50% jump in just called for additional research into long-term heavy use of mobile phones. 2 years. Growth in wireless data consumption drives up our demand for Further studies are currently underway. energy to power our networks, making energy efficiency an important issue in our industry.

TOC 14 The growth of data centres to shift applications and services to the Electronic waste (e-waste) cloud is another important trend. This virtualization brings agility and As faster and smarter devices are developed, the desire and need to efficiency to networks and business operations as carriers like Bell make replace devices is constant. As consumers upgrade, the industry produces more and more tools and professional services available to customers. more waste. Bell makes every effort to recover unwanted equipment on In time, both fixed and wireless access network elements will become behalf of the entire ICT industry. This is a major commitment since all virtualized, and more functions that once resided on the customers’ electronic components, such as cathode ray tubes, may contain con- premises will be transferred to centralized facilities. As a result, opera- taminants including lead, cadmium, beryllium and brominated flame tors of these facilities will consume more energy while their customers retardants that generate significant risks for workers and communities will see their energy consumption drop. The net effect will be to reduce involved in the recycling and disposal of e-waste. We also take great overall consumption. care to avoid leaks of hazardous materials from landfills and incinerator ashes. As a reseller of electronic products, Bell also takes proactive steps Information security and privacy to help consumers properly dispose of their unwanted items. As devices connected to the Internet become smarter, and data transmission rates increase, there are more opportunities for security breaches. These and other issues are addressed in the 5 sections of this report: Bell’s commitment is to deliver the highest levels of information security • Team members through the protection and the effective organization of systems, appli- • Customers and suppliers cations and information repositories. This is not only vital to the secure operation of our networks and business. It is also critically important to • Community our customers who, along with our employees, expect that we protect • Environment their identity and information. • Economy.

REPORTING WHAT IS RELEVANT TO STAKEHOLDERS In our daily activities, our team members address a broad spectrum of Central to our corporate responsibility strategy at Bell is a materiality issues including preventing conflicts of interest, protecting company assessment that identifies relevant stakeholders and issues through assets, safeguarding privacy and confidentiality, treating clients, busi- consultation with our main stakeholder groups. It also helps us focus on ness partners, team members and competitors with respect and honesty, the social, environmental and economic issues that matter most to our fostering a diverse and safe workplace, and protecting the environment. business and to our stakeholders.

TOC 15 STAKEHOLDERS Because issues evolve over time, and new ones emerge, Bell engages reporting guidelines, including the Global Reporting Initiative, the with a broad range of stakeholders on an ongoing basis. For example, Sustainable Accounting Standards Board, Life Cycle Assessment method- we conduct internal consultations with subject matter experts 4 times ologies and our commitment to the principles of the UN Global Compact. a year through our Sustainability Leadership Team (increased from 3 in In addition, clean capitalism analysts from Corporate Knights, Bloomberg 2014). Other internal stakeholder groups we consult include customer ESG and Sustainalytics update us on what is important from a socially service, investor relations, human resources, health and safety, business responsible investor’s point of view. continuity, community investment, procurement, and union groups. We identified our most important stakeholders based on their engage- We also monitor corporate responsibility issues and opportunities ment with the company and their influence on the company, generating externally through stakeholder surveys, trend analyses, benchmark a short list that comprises employees and unions, investors, customers, studies, and stakeholder feedback. We also take into account relevant suppliers, ratings agencies and civil society/NGOs.

TOC 16 MATERIAL ISSUES We establish materiality of issues by correlating the full list of Global Reporting Initiative (GRI) G4 indicators with the views and concerns of our targeted stakeholders—employees and unions, investors, customers, suppliers, ratings agencies and civil society/NGOs. We plot economic, social and environmental issues that are of most concern to them against those that pose risks to or present opportunities for the business.

Significant impact Fully reported on the business

Moderate impact Partially reported on the business

Negligible impact Mentioned on the business

Zero impact Not reported on the business

BUSINESS IMPACT

STAKEHOLDER INTEREST

Some interest from Significant interest Significant Some interest from one Some interest Zero interest from some stakeholders, but from one of the interest from the of the most influential from ALL any stakeholder not the most influential most influential most influential stakeholders stakeholders stakeholders stakeholders stakeholders

As a result of our consultations, responsibility issues addressed in this report that are material include:

SIGNIFICANT ISSUES ADDRESSED IN THIS REPORT

SOCIAL ENVIRONMENTAL ECONOMIC GOVERNANCE Online Safety Greenhouse Gases Financial Performance Supplier Screening

Customer Privacy Energy Consumption Direct & Indirect Impacts Regulatory Compliance

Customer Satisfaction Waste Community Investment

Workplace Statistics Water

Training & Career Development Biodiversity

Diversity

LEGEND : CUSTOMERS INVESTORS SUPPLIERS EMPLOYEES RATING AGENCIES NGOS/CIVIL SOCIETY

TOC 17

TOC This graphic replicates thebusinesssegmentrepresentation ofour company.ElementsofBellAliantare includedinthewireless andwireline PRIMARY RESOURCE RESOURCE PRIMARY NOTE: Itemsingrey are non-Bell entities. (page 22,50) Working conditions Water pollution(page50) Fossil fuels(page50) (page 51) Corruption/bribery (page 51) Conflict minerals Air quality(page50) segments. Relatedcorporate responsibility issuesare listeddirectly belowthedifferent partsofthevaluechain. OUR VALUEOUR CHAIN EXTRACTION

MANUFACTURING/ (page 22,50) Working conditions Water pollution(page50) Fossil fuels(page50) (page 50) Employee health+safety (page 51) Corruption/bribery Air quality(page50) DISTRIBUTION

Fossil fuels(page69) (page 82) Environmental incidents (page 41) Employee health+safety (page 49) Community relations (page 47) Business continuity (page 79) into theenvironment physical integration Biodiversity and CONSTRUCTION/ INSTALLATION

DELIVERING PRODUCTS PRODUCTS DELIVERING (page 73) Waste management Fossil fuels(page69) (page 82) Environmental incidents Energy andGHGs(page63) (page 41) Employee health+safety (page 35) Employee engagement Economic impact(page86) (page 29) Diversity and inclusion Digital divide(page87) (page 21) Corporate governance (page 49) Community relations (page 47) Business continuity AND SERVICES SERVICES AND WIRELINE WIRELESS MEDIA

(page 15,77) Product stewardship (page 47,49) Product safety Privacy (page46) (page 14,65) Energy consumption (page 44) Customer satisfaction Accessibility (page48) END USERS

IMPORTANCE OF THE BUSINESS MODEL A company’s business model directly impacts the amount of GHGs it Also, because we have more aggressively diversified to ensure sus- generates and how those gases are calculated and classified. In general, tainable growth in the business—adding broadcast and other media the more vertically integrated the company, the greater the potential companies, Bell Media and Astral Out-of-Home—we have increased our for GHG generation by that company. consumption of energy. This is accounted for in our Scope 2 (indirect GHG Bell is a case in point. To ensure quality of service for our customers, emissions associated with the consumption of purchased electricity, heat, maintain direct control over operations and promote business continuity steam and cooling) emissions. that provides secure employment and career development potential, Our structure also affects the waste we generate. In contrast to other we have vertically reintegrated many of the functions that are often telecommunications companies, our installation and construction are outsourced by companies in our industry. For example, our operations integrated functions, so we manage our network waste ourselves. include installation technicians (Bell Technical Services) and construction Outsourcing such functions would reduce our waste-to-landfill results, operations (Expertech) who depend on a fleet of vehicles to take them to but would not maintain direct control over functions that directly impact our customers and job sites. These activities increase our Scope 1 GHGs customer service and operations. (direct GHG emissions from sources that are owned or controlled by Bell) in comparison to any competitor telco that outsources such functions.

TOC 19 Integrating corporate responsibility at Bell Bell’s corporate goal is to be recognized by customers as Canada’s leading communications company. Our sustainability vision is to contribute to the well-being of society by providing high quality jobs, enabling responsible economic growth, connecting communities and safeguarding the environment. By balancing economic, environmental and social objectives, we generate significant collective gains that go far beyond financial and commercial growth as Bell enables people to better communicate, build skills and contribute to economic and social advances.

Since 2006, Bell has been a signatory of the United Nations Global Our approach to corporate responsibility begins with a commitment to Compact, a set of universal principles that address issues involving governance discipline. Through a solid governance structure and rigor- human rights, labour, the environment and anti-corruption. Through ous practice, we actively balance economic growth, social requirements its membership in such forward-thinking groups, which are composed and environmental performance in order to ensure our ongoing success. of leaders of the global business community, Bell participates in the In the absence of any one of these 3 key elements, sustainability cannot development and sharing of innovative thinking that produces practical be supported. action and tangible results. Here are some of the groups in which we are involved:

TOC 20 MANAGEMENT AND GOVERNANCE The Audit Committee of the BCE Board of Directors holds the primary responsibility for, among other things, corporate responsibility issues including environmental risks, security and business continuity. The Management Resource and Compensation Committee of the Board holds the responsibility for HR issues, including health and safety. The committees designate an executive vice president-level committee—the Security, Environment, Health and Safety oversight committee (SEHS)—to ensure the company’s corporate responsibility strategy is aligned with and well integrated across all parts of our business so that we minimize risk (both financial and reputational) and maximize business opportunities. Among its duties, the SEHS annually reviews the company’s security, environmental, and health and safety policies and recommends modifications for approval by the Board. The SEHS committee also approves and reviews operational directives related to these environmental issues. The SEHS committee is chaired by the Executive Vice President, Corporate Services who has 30% of his variable pay tied to personal objectives, which include enhancing employee engagement, leading Bell’s diversity First and only and mental health programs, preventing workplace accidents, maintain- ISO 14001-certified ing ISO 14001 certification, and optimizing energy efficiencies. telecom company in Canada The Executive Vice President, Cor- porate Services has direct oversight of the Corporate Respon- GUIDING PRINCIPLES sibility and Environment team The following principles support our business which is responsible for corpo- We ensure that these values and vision are made real through a rigorously strategy and serve as a guide for employees to rate responsibility initiatives. This applied global strategic approach and a highly effective, practical man- help Bell achieve our sustainability vision: team’s managers also have the agement system which was ISO 14001-certified in 2009. We remain the • Act responsibly and engage with stakehold- variable portion of their com- first and only Canadian telecommunications company to be so certified. ers to identify opportunities to go beyond pensation tied to social and Read more about our approach to sustainability management here. compliance to create benefits for both environmental goals through For more information on Corporate Governance, please see our society and the company performance measures. Annual Report pages 34—36. • Rigorously maintain well-founded govern- Further, we reinforce individual ance principles and oversight systems to accountability through a clear monitor compliance, while managing the management structure to make business with transparency and integrity certain that we identify and properly address responsibility • Deploy leading-edge communications ser- issues and initiatives throughout vices that contribute to sustainability. the corporation.

TOC 21 THE UNITED NATIONS GLOBAL COMPACT PRINCIPLES As a signatory to the United Nations Global Compact and its 10 principles for responsible business, Bell is committed to report on our initiatives related to the following issues:

HUMAN RIGHTS LABOUR PRINCIPLE 1 Businesses should support and respect the PRINCIPLE 3 Businesses should uphold the freedom of protection of internationally proclaimed human association and the effective recognition rights; and of the right to collective bargaining; PRINCIPLE 2 make sure that they are not complicit in human PRINCIPLE 4 the elimination of all forms of forced and rights abuses. compulsory labour; PRINCIPLE 5 the effective abolition of child labour; and PRINCIPLE 6 the elimination of discrimination in respect We believe our employees should be fairly compensated and there- of employment and occupation. fore we provide our employees with a very competitive compensation package, including wages and extensive benefits (seepage 40). Our sustained success as a business enables us to offer high-value careers in Bell operates in a highly regulated labour market in which most workers an important industry with a company that prides itself on a solid social, are protected by federal and/or provincial employment legislation (see environmental and governance record, something we believe enables us page 26). In many cases, Bell’s policies and programs exceed minimum to attract the very best new recruits, thus helping us sustain our progress. legal requirements. For internal labour practices, Bell has a robust Through our Bell Let’s Talk initiative to improve mental health, we not Code of Business Conduct (see page 40) designed to support the most only build stronger relationships in the communities we serve, we are stringent international labour principles, including those set out in the also helping advance employee mental-health rights in the workplace. International Labour Organization (ILO) conventions. (see page 31). Suppliers are expected to uphold the human rights of workers, and Another human rights issue is discrimination. We respect and actively to treat them with dignity and respect in compliance with interna- support the human rights of Lesbian, Gay, Bisexual, and Transgender tionally accepted standards as defined in the ILO conventions and (LGBT) individuals. For example, we have in place non-discrimination regional or national legislation governing working conditions. Bell‘s policies that go beyond the minimum legal requirements and dedicate Supplier Code of Conduct addresses issues in the supply chain including resources to support LGBT rights inside and outside the workplace. For but not limited to: details on Bell’s employee programs, events, and our support to the LGBT • Freely chosen employment community see page 30. • Child labour avoidance Beyond that, we exert influence through rigorous value chain management. Because of the proliferation of global sourcing and distribution, • Working hours, wages and benefits companies must be aware of potential human rights issues both • Non-discrimination upstream and downstream. To address that imperative, Bell has had a • Freedom of association and collective bargaining. supplier code of conduct in place since 2007 (see page 50). As well, the company has adopted measures in our purchasing operations to avoid conflict minerals that finance or benefit armed groups (seepage 51).

TOC 22 ENVIRONMENT PRINCIPLE 7 Businesses should support a precautionary approach to environmental challenges; PRINCIPLE 8 undertake initiatives to promote greater environmental responsibility; and PRINCIPLE 9 encourage the development and diffusion of environmentally friendly technologies.

Bell has been actively promoting these principles since the early 1990s when we began reporting on environmental impacts. As a result of our long-time commitment to environmental protection, we have many mature programs. These are described in the Environment section of this report (see page 62).

ANTI-CORRUPTION PRINCIPLE 10 Businesses should work against corruption in all its forms, including extortion and bribery.

In 135 years of serving Canadians, Bell has built a reputation for adher- ing to the most rigorous standards of business conduct. We value that reputation and understand the importance of earning it every day in interactions with our fellow team members, our customers, shareholders, suppliers, and the broader public. That is why we are all required to reread the Bell Code of Business Conduct and make a signed personal commitment to its provisions each year. The Code clearly explains the values and standards of behaviour expected from every team member in all aspects of our business. See page 40.

TOC 23 RECOGNITION

One measure of any organization’s commitment to meaningful corporate responsibility is third party recognition. Bell continued to make consistent progress in 2014:

WORKPLACE SOCIAL RESPONSIBILITY ENVIRONMENTAL RESPONSIBILITY • For the third year in a row, Mediacorp Canada • BCE was named to the Maclean’s/ • Bell is the first and only telecommunica- named Bell one of Montréal’s Top Employers, L’actualité/Sustainalytics list of the Top tions company in Canada to obtain ISO citing our progressive work spaces, competitive 50 Socially Responsible Corporations in 14001 certification for its environmental benefits and professional development programs Canada for the third year in a row in 2015 management system • For the second straight year, Bell received and to the 2015 Corporate Knights Best • Since 2004, Bell Canada has been a the Leadership 500 Excellence Award which 50 Corporate Citizens in Canada respondent to the CDP’s 1 annual request recognizes North American organizations with • The Bell Let’s Talk initiative received for corporate climate change information. outstanding leadership programs. Bell ranked numerous honours, including: Bell Canada was ranked 8th in Canada on 4th out of 100 companies in the large interna- • Excellence Canada’s 2014 Gold Award the Climate Disclosure Leadership Index tional category on the strength of our Leadership for Mental Health at Work for leader- for 2014. In all, Bell has been recognized Pathway program launched in 2014 ship in promoting mental health across by the CDP as a leader 5 times since we • We were named one of Achievers Top 50 Most corporate Canada began reporting Engaged Workplaces in North America • The Workplace Benefits Award for • Since 2010, Bell Canada has obtained • Bell Aliant was named one of Mental Health BOMA BESt certification for 44 of the • Atlantic Canada’s Top Employers for 2014 • The Mental Health and Well-Being buildings we occupy across Canada. Award presented by the Québec Order We obtained LEED2 certification for the • Nova Scotia’s Top Employers for 2014 of Psychologists Montréal campus, LEED Silver for the • Canada’s Top Employers for Young People 2014. • The Public Service Award from the Mississauga campus expansion, and LEED • We received the Candidate Experience Award Ontario Psychological Association for Gold certification for our newest green from the Talent Board leadership in workplace mental health data centre in 2013. • We were honoured with the Excellence in and the impact of Clara’s Big Ride Innovation: Leadership Development award • The Corporate Social Responsibility from the Canadian Association of Career Award from the Mississauga Board Educators and Employers in recognition of of Trade our Mobility & Residential Services Graduate • The Cause + Action award from Leadership Program Strategy magazine for the impact of • Bell was also one of the few Canadian compa- the Bell Let’s Talk initiative and Clara’s nies to appear on the Universum Top 100 Ideal Big Ride. Employer Rankings • Our Graduate Leadership Programs won the Best Grad Program in 2014 and Best Campus 1 Formerly the Carbon Disclosure Project. Now known Recruitment Program in 2015 from Talent Egg, simply as CDP a top career resource for Canadian students 2 Leadership in Energy and Environmental Design TOC and new graduates. 24

TOC With more employees than any other communications company With moreemployeesthananyothercommunicationscompany Team in Canada,wemakeeveryeffort toprovideafulfillingwork environment, for allteammembers. Health atWork Award for Mental Canada Gold the Excellence BCE received 2014 Members

for Bell proud towork said theyare of teammembers 82%

Team Members

TOC TEAM A company’ssuccessisrooted intheskill,dedicationandpersistence ofitsemployees.Withmore employees inclusion andprovide toolsandtraining toenableemployeesmanagetheircareers anddevelop theirfull than anyothercommunicationscompanyinCanada,Bellprovides afulfillingworkenvironment, attuned tothe and retain diverse andengagedemployeesin2014,makingsignificantenhancementstoadvance diversity and Bell iscommittedtoemployeedevelopmentanddiversity. First, itisthe Bell operates in a highly regulated labour market in which most work senior executives, to the thousands of our front-line employees who leadership potential.We alsoinitiatedwaystobettermeasure andimprove engagementaswellenhance mental healthinourwork places. many anddiverse needsandaspirations ofitsteammembers. We deepenedourcommitment toattract, develop COMMITTED TO DEVELOPMENT, DIVERSITY, ENGAGEMENT AND AHEALTHY WORKPLACE attract, retain and motivate high-performance people, from the most content creation andmore. In eachlineofbusiness,Belloperates inan cations, information andcommunicationstechnologies,radio, television, company, withacomplexbusinessmodelthatcomprisestelecommuni ers are protected byfederal and/orprovincial employmentstandards growth ofthecompany.Belliscountry’s largest communications minimum wage, pay, vacation time and vacation pay, public holidays, minimum wage,pay,vacationtimeandpublicholidays, breaks, pregnancy leaveandparental leave,personal emergency interact withthe customer daily. by customers asCanada’sleadingcommunications company,wemust intensely competitiveenvironment. To meetourgoalofbeingrecognized Canadian standards employment to attract high-calibre employees whowillcontributetothesustainable right thing to do. As well, it makes business sense because it enables us right thingtodo.Aswell,itmakesbusinesssensebecause itenablesus pay. In many cases, Bell’s policies and programs exceed minimum legal requirements. leave, family medical leave, and termination notice and termination legislation thatcovers areas suchashours ofworkandovertimepay, MEMBERS context - - Our compensation policies reward achievement through a pay-for-per Our equitableworkplacepoliciesrespect andvaluethecontributionsof effort andoutstanding achievements. and diversity, inpartthrough ourleadership role inthedevelopment of all employees,includingsupportfor respectful accommodationofspecial formance culture andrecognition programs that acknowledgeextra national guidelines for psychologically safe and healthy workplaces. We needs. We are committedtostrictstandards for workplacesafety,equity work to place Best provide officeenvironments thatpromote collaboration andproductivity. - 26

Team Members

TOC At theendof2014,ourteamincluded57,234employeesdedicatedtodrivingshareholder return andimproving customerservice. We added1,404 employees(net)in2014,primarilyasaresult ofbringingbacktoBellactivitiesthathadbeenprovided bysuppliers. Aswell,we 3 2 1 OUR TEAM OUR decreased workforce across our Bell Wireless and Bell Aliant segments attributable to normal attrition, retirements and productivity bolstered theworkforce inFieldServicestosupportourongoingIPTVroll-out andservicequalityinitiatives.Thisincrease wasoffsetpartlybya Our people EMPLOYEES BY BUSINESS SEGMENT BYEMPLOYEES BUSINESS BCE EMPLOYEES

Increase from 41% to 43% due to privatization of Bell Aliant, whose workforce is 62% unionized 62% is employees. Nordia workforce and temporary whose Source, Aliant, The excluding Bell of Expertech, employees, BTS, BCE privatization All to Media, due Bell 43% to Excludes 41% from Increase 13% 55,830 Bell Wireless 49,545 6,285 2013 11% 2013 63% 13% MEMBERS Bell Wireline 57,234 51,123 6,111 2014 13% Bell Aliant Bell Bell Media 11% 2014 64% 12% Bell Aliant UNIONIZED EMPLOYEES UNIONIZED 2013 2014 43% 41% 1 VOLUNTARY TURNOVER VOLUNTARY RATE AND RETIREMENTS AND RATE 2013 2014 11% 11% 3 2

improvements. 27

Team Members

TOC TOTAL WORKFORCE BY REGION TOTAL WORKFORCE PERMANENT EMPLOYEES BY EMPLOYMENT TYPE AND GENDER AND TYPE BY EMPLOYMENT EMPLOYEES PERMANENT WORKFORCE BY EMPLOYMENT CONTRACT AND GENDER AND CONTRACT BY EMPLOYMENT WORKFORCE Yukon, Nunavut,andNorthwestTerritories Alberta Saskatchewan Ontario Québec Male Male Male Male Newfoundland andLabrador Prince Edward Island Nova Scotia New Brunswick Manitoba British Columbia Female Female Female Female GENDER GENDER REGION Temporary Temporary Part-Time Part-Time Permanent Permanent Full-Time Full-Time CONTRACT EMPLOYMENT TYPE 100.0% 47.3% 31.5% 100% 100% 0.7% 0.7% 3.3% 4.4% 1.0% 2.4% 0.4% 3.9% 4.5% 32% 53% 34% 57% 2014 2014 2014 5% 9% 2% 7% 100.0% 53.4% 32.7% 100% 100% 0.6% 0.6% 3.8% 4.7% 1.7% 0.7% 0.0% 1.3% 0.6% 31% 11% 51% 34% 56% 2013 2013 2013 6% 2% 8% British Columbia 36% 41% 35% 37% New Brunswick Newfoundland TOTAL WORKFORCE BY REGION AND GENDER AND BY REGION TOTAL WORKFORCE and Labrador Manitoba 65% 64% 63% 59% 38% 35% 35% 36% Yukon, Nunavut and Northwest and Northwest Nova Scotia Territories Ontario Alberta 65% 65% 64% 62% 39% 36% 30% Saskatchewan Prince Edward Québec Island Female Male 64% 70% 61% 28

Team Members

TOC This year, we improved the calculation of the workforce diversity metrics At Bell,webelieveinvestingindiversity generates theinnovationand DIVERSITY AND INCLUSION Bell believesitisimportanttohaveaseniorleadership Executive VicePresident, Corporate Services,thecouncil’s12 executive Bell’s strategy istoattract, engageanddevelopa diverse workforce Bell Media, Aliant,BTS,Expertech,Northwestel) andsetamore Act Equity Board, consideronlythemostqualified candidates BCE Board of Directors, on the recommendation of set outinthe sales incentives.Since2013,theunionizationrate hasbeenstableataround 43%oftotalBellteammembers, includingBell Aliant. year by the executive teamandis delivered bya dedicated teaminthe ENGAGING WITH customers and shareholders. In February experience thatreflect thediversity ofouremployees, ership developmentandtheWomen@Bell network,wesupportteam creativity thatfuelourongoingdrivetodeliverbest-in-classservices members are responsible for embeddingdiversity andinclusionintheir members withawiderange ofbackgrounds intheirefforts toachieve fying andconsideringindividualsfor electiontothe It willalsoconsiderthelevel ofrepresentation ofwomenon In 2014,wesigned4 collectiveagreements covering3,358 teammembers. Aswell,ongoingcommitteesmonitorprogress onspecificissuessuchas business units,reporting progress andultimately,for increasing the inclusive baseline. by includingallBCEcompanies covered bythefederal in termsof gender,ethnicity,ageand experience. based ontheirskills,expertise,experienceandbackground. have womenrepresent atleast 25%ofnon-execu the Board, and strivetoincludecandidateswithdiverse backgrounds that theGovernanceCommitteewill,whenidenti tive directors bytheendof2017.Thepolicyprovides the GovernanceCommittee,approved atarget to team withthedepth,breadth ofperspective, andthe the company, we created theDiversity Leadership Council.Ledbythe talent managementgroup. In2014,tostrengthen ourcommitment across that reflects themarketplaceweserveandallowsustomeettargets their fullcareer potential. to ourcustomers. Through initiativessuchasourtalentprograms, lead Bell at diversity Promoting presence ofunderrepresented groups inallbusinessunits. (BellCanada,Bell Mobility,BellExpressVu LimitedPartnership, Employment Equity Act Equity Employment UNIONS . Thisstrategy isreviewed twicea 2015, the - - Employment Employment the endof2017 directors by of non-executive 25% represent at least to havewomen Our target: -

4 3 2 1 WORKFORCE Aboriginal peoples Visible minorities

Persons withdisabilities Women 2014 (%)

Vice Presidents and above and each Presidents in Vice persons of percentage the indicates availability market labour Occupational Data for these categories depend upon full-time and part-time employee employee part-time and full-time upon depend categories these for Data Source The Excludes designated group in the Canadian workforce that may have the skills necessary to fill fill to necessary skills the have may that workforce Canadian the in group designated self-identification in Bell’s Diversity Questionnaire. Diversity Bell’s in self-identification occupational roles at Bell based on December 2014 headcount. The data are provided provided are data The headcount. 2014 December on based Bell at roles occupational to Bell by the Canadian government, and are based on 2011 National Household Household National 2011 on based are and government, Canadian the by Bell to Survey data Survey officers 15% of executive represented 2014, women December 31, As of DIVERSITY

4 4 4

1 1.8 4.6 34.5 20.4 AVAILABILITY WORKFORCE WORKFORCE MARKET MARKET LABOUR 2 1.5 15.0 34.7 2.0 SENIOR SENIOR WORKFORCE WORKFORCE MANAGEMENT) (INCLUDING (INCLUDING 10.1 4.3 2.9 27.4 AVAILABILITY SENIOR SENIOR LABOUR MARKET LABOUR MARKET MANAGEMENT 2 1.2 3.9 25.9 0.5 SENIOR SENIOR MENT MANAGE- 3 29

Team Members

TOC • • • • • • • various programs andemployeenetworksthatfoster aninclusivework Women’s Executive Network. Circles inwhichseniorrole modelsfrom across Bellshared theircareer Under thedirection oftheDiversity Leadership Council,Bellpromotes Women@Bell journeys andprofessional advicewithsmall groups offemale leaders. women-focused organizations through its corporate memberships, we respect peoplewhospeakdifferent languages,whoare ofdifferent Established in 2007, Women@Bell is a collaborative, employee-led Bell employeesalsoqualifyfor complimentarymemberships toseveral and ChantalLacroix. Thenetworkalsoran more thanadozenLeadership events across CanadatomarkInternationalWomen’s Dayaswell as and mentorship opportunities. In 2014, the network hosted a series of as leaders atBellbyproviding networking,professional development, environment andenhanceindividualperformance andbusinesssuccess. generations, who may be sufferingfrom mentalillness, and thosewho national program withamandatetohelpwomenreach theirfullpotential number ofunderrepresented groups withinourworkforce, including: hosting inspirational speakers suchasJudithHumphrey, MarilynDenis including Women in CommunicationsandTechnology, Catalystandthe work to place inclusive amore Creating From Bell’s Language Diversity Program toprayer rooms in our campuses, practice variousreligions. We alsoencourage initiativesthatsupporta The LGBTcommunity Veterans. Visible minorities Women Aboriginal peoples New Canadians Persons withdisabilities Turcke, President ofBellMedia,wasnamed A numberoffemaleleaders atBellwere honoured in2014.MaryAnn VP, Program Planning,BellMedia,received theMentorAward; and SVP, Finance, BellMedia, won the WCT Leader Award: Pat DiVittorio, Women inCommunicationsandTechnology alsorecognized 3 addi Women inCommunicationsandTechnology aswellbeinglisted Borika Vucinic, Director, TVEngineering&Operations, wontheTechnology Both Women@Bell andtheLGBTnetworkactivelypromote career Pride at Work Canadaandthe Established in2009,LGBTatBellisanemployee-lednetworkthathosts among the external networking. as MentoringatBell,People Leadership Foundations courses and development opportunitiestotheirmembers through programs such and CorrieCoe,SVPIndependentProduction for CTV,were bothamong Innovator Award. LisaLaFlamme,ChiefAnchorofCTVNationalNews internal eventsandpartners withexternalindustryleaders suchas tional Bellleaders withLeadership ExcellenceAwards: NikkiMoffat, their allies. to promote openandinclusiveworkplacesfor LGBTemployeesand the Women’s ExecutiveNetwork’s 2014 Bell LGBT at Finally, MelanieSchweizer,VPLegal,wasnamedtoLexpert’s list ofCanada’sleadinglawyers under 40. 2014 25 Top Women of Influence of Women Chambre de commerce gaie du Québec du gaie commerce de Chambre Most Powerful Women Powerful Most 100 Top by Women of Influence. Woman of the Year the of Woman Rising Stars Rising by by - .

Team Members

TOC WORKPLACE MENTAL HEALTH various initiativesalignwiththeBellLet’sTalk mentalhealthinitiative visible minorities;nearly35%are women.Bellisalsoafounding partner Our managers continuetoparticipateinour Workplace MentalHealth Here are someoftheorganizations withwhichwepartner: Bell placesthehighestpriorityonattracting anddevelopingtoptalent Bell continuestargeted efforts totrain allnewlypromoted ornewman Leadership certificateprogram, the foundation for a sustainable culture attended the training. agers and weencourage training for unionrepresentatives andmembers a certificatefrom Queen’s University. also completeonlinetraining requirements andathird modulereceive awareness toencourage ahealthier lifestyleathomeand work. as wecontinuedtodeepenawareness, educateandimprove processes diversity-focused, on-campusstudentgroups. We are proud thatmore across thecountry.To ensure wereach thewidestanddeepesttalent In 2014,Bellcontinuedtobuildmomentuminitsefforts todevelopand of CareerEdge which helpsussourcetalented,internationallytrained of the Health & Safety committee. To date, more than 7,500 of support.In2014,weworkedinpartnership withMorneauShepellto in our work toend the effectsof stigma related to mental illness.These implement best-in-classmentalhealthpractices inourworkplace.Our by equippingteammembers withpractical techniques,resources and initiatives alsohelpedmanageworkplacementalhealth effectively than 30%ofthecurrent participantsinBell’sGrad Program identifyas through partnerships withEquitek,AboriginalLinkandanumber of Expanding mental health mental Expanding Recruitment professionals, persons withdisabilitiesandnew graduates. pool, weadvertisejobopportunitiestoCanada’sdiverse communities launch asecondmoduleofthe3-moduleprogram. Participants who training leaders have - • • • workplace our in practices health mental Additional veterans are part of the growing team of Bell employees rolling out the Canada’s veterans through recruitment campaignsandapartnership Our innovativereturn-to-work program alsoraises employeeawareness We are alsoseeingsignificantprogress inincreasing employeeaware with CanadaCompany.Manyofthetechnicalskillsveterans acquire while providing asignificant benefittoaffectedemployeesanddelivering Bell wasthefirst communicationscompanytojointhefederal gov Reaching outfor helphasneverbeeneasier.Through ourEFAPprogram, during theirserviceare anassettoBell.For instance,anumberof ernment’s Hire aVeteran program. In2014,Bellsuccessfullytargeted employees can benefit from resources to support their mental health Program aVeteran Hire next-generation IPTV service. ness oftheresources availabletothem,as measured byparticipation face toface,orevene-counsellingondemand.We complementEFAP needs includingcounsellingwithaccredited professionals overthephone, In addition to our extensive work in support of better mental health, Bell In additiontoourextensiveworkinsupportofbettermentalhealth,Bell of disabilityleave.Oursuccessful supportinitiatives include: base in 2010to25%2014,anincrease of 108%. health initiative,useofourEFAPhasgrown from 12%ofouremployee in theprogram. Specifically, since welaunchedourworkplacemental health experts. ing Canada’sdiversity. TheseincludetheimagineNATIVE FilmFestival and has sponsored anumberofexternalorganizations andeventscelebrat Investment Community the Yee HongDragon Ball.Aswell,Bellistheofficialtelecommunications Employee and Family and Employee Program Assistance resources with a library of videos that provide insights from mental promising results in 2014termsofreduced relapse andreoccurrence partner for theCanadianParalympic Team. Ensuring open communications andongoing support Emphasizing earlydetection, referral and intervention to ensure successfulreintegration inthe workplace Facilitating accommodationand specific return-to-work measures (EFAP) - - - 31

Team Members

TOC Mental HealthatWork byExcellenceCanada. Bell Team members were honoured withtheprestigious 2014GoldAward for • • • 2014) where leaders canfindpractical tips,specific resources and Creating theLeaders’ Corner,adedicatedintranet site(launchedin Establishing a multidisciplinary team of subject-matter experts Establishing amultidisciplinaryteamofsubject-matterexperts Providing coachingfor leaders andsupportfor complex situations cases andbettersupporttheir staff. best practices tools such as leader guides and advice on how to manage complex tools suchasleaderguidesandadviceonhowtomanagecomplex to review complexcasesandensure theconsistentapplicationof • • • • • We alsoincrease awareness for workplacementalhealthinotherways, Québec Order of Psychologists. We were proud that Excellence Canada, Gold Award for MentalHealthatWork inrecognition ofourexemplary Bell’s disciplinedapproach andcommitment wasrecognized byexternal Psychological HealthandSafetyintheWorkplace andcontinuesto Bell supportedtheinitialdevelopmentofNationalStandard for stones wehavecompleted include: a non-profit nationalorganization thatpromotes workplacebestprac expand itspromotion oftheguidelinesacross corporate Canada.To do organizations and associations in 2014, including Benefits Canada and the National for Standard Psychological including: tices across a range ofindustries,honoured Bellwith theprestigious the developmentofwhichwaspartlyfundedbyBell.Somemile this credibly, wehavedonesignificantworktoimplementthestandard, leadership andsustainablecommitmentto workplace mental health. Talk Day.Since2011,Bellhasorganized more than535 mentalhealth The BellLet’sTalk websiteonourintranet continuestoprovide easy Awareness Week, NationalSuicidePrevention Day andBellLet’s Ongoing communications, events and special employee activities Ongoing communications,eventsandspecialemployeeactivities Continuing toadhere totheformal mentalhealth policy Building onourmentalhealthmanagementsystemtodrive continu Maintaining arigorous governancestructure through acommittee shops, information kiosksandkeynote speakers events for teammembers across Canada,includingseminars, work access, centralized toolsandresources for teammembers tolearn, formal scorecard mental healthresources, includingarticles,videosand training. ous improvement ofprograms and initiatives. that promote awareness duringMentalHealthWeek, MentalIllness that reports totheBCEBoard ofDirectors. Thisgroup monitors risks annuallyandreviews progress onaquarterlybasisthrough a participate andstayinformed. Itprovides accesstocomprehensive Health - - - - 32

Team Members

TOC • • • • At Bell,wetakegreat prideinenablingteammembers tolearnandgrow, filled 7 outof10vacantmanagementpositionswithinternalhires in 2014. We operate anextensivecareer managementintranet site—MyCareer at LEARNING, GROWTH AND DEVELOPMENT GROWTH LEARNING, Bell—that provides information oncareer choices,tipsonhowtoadvance support theirteammembers’ career planning.We alsobeganaseriesof career developmentworkshopstoguideparticipantsinbettermanaging career opportunities,We continuetoenhancethesiteby offeringtools greatly valuetheirskill,commitmentandexpertisewhichiswhywe not only as they gain experience but alsoas the industry changes. We In 2014,Bellenhancedtheresources weoffertoourleaders tohelpthem interact withcolleaguesinotherbusinessunits,whichnotonlybroadens Career their owncareer development. that enableindividuals to: their knowledgeofthecompanyasawhole,butmayalsoleadtonew toward career goals,aswellpractical adviceoncreating stand-out résumés and acinginterviews.The site alsoenablesteammembers to Study thecareer storiesofothers tolearnhowthey succeeded Create ashort-andlong-termcareer plan Help leaders coachandsupportteammembers lookingtomake Discover career choicesineachbusinessunitandcareer paths a career change. related toour business management internal hires in 2014 positions filledwith Vacant management 7 out of10 in training invested $17.9M more than In 2014,

development professional and Training This toolprovides manybenefitstoemployees,includingtheability To strengthen itscommitmenttohelpemployeesbuildrewarding careers The learningmanagementsectionenablesteammembers toeasilyenroll The performance managementmodulehelpsbothemployeeandleader As wellassupportingindividualemployeeaspirations, Bell’semployee Success Profile, which outlines 15dimensionsofleadership. find suitablejobopportunitiesat Bell. Our robust training curriculumisdelivered in anumberofways,includ Bell investsheavilytoensure ouremployees’skillsandknowledge remain and tofacilitatethedevelopmentofahigh-performance team,Bell and desktop applications. Additionally, Bell’s learning solutions include and desktopapplications. Additionally,Bell’s learningsolutionsinclude and communication skills,totechnicalcertification, project management development plansupportsbusinessgoalsandobjectives byreinforc employees tofindsubjectmatter experts quickly to share best different locations,anditenhancesinformation sharingby enabling communication andengagementbybetterconnectingemployeesacross career alertsandadvancedjobsearchcapabilitiestomakeiteasier and awards andotherdistinguishingfeatures. Career Zonealsoprovides career aspirations, relocation preferences, languageskills,certifications create aprofile thatcanbeused for multiplejobapplications. Team mem Integrated talent from leadership development toprofessional, functionalandtechnical module willenableemployeestocollaborate andnetwork.Itimproves more consistentassessmentsofteam members. It alsohelpsautomaticallylinkobjectivestooneofthe on topicsranging from personal timemanagement, work-lifebalance online Career Zone toolhasthousandsoffree onlinetraining courses objectives library and an objectives and measurements writing wizard. ing both virtual training and instructor-ledcourses in classrooms. The ing core programs andprocesses thatalign withtheBellLeadership in training andprofessional developmentcourses. Anewsocialmedia bers canshowcasetheirskillsandexperience,career history,education, thousands ofonline booksonawidevariety ofbusiness topics. through internalandexternal courses. training. In2014,the company investedmore than$17.9 millionintraining the corporate strategy. For leaders, thetoolenableseasier,fairer and through theprocess withmore intelligenttools suchasacustomized performance, career andlearning management. provides aweb-basedtool(Career Zone)thatencompassesrecruitment, up todatebyproviding cost-effectivecourses inawiderange ofareas, system 6 imperatives practices. of of - - - 33

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TOC To developfuture leaders, Bellcreated aleadership pathwayfor manag The LanguageDiversity websiteoffers manylinguistictools, including: The LanguageDiversity Program helpsteammembers learnorincrease That ranking wasbasedonthestrength ofourFoundations andAdvanced The innovationandimpactofourprograms were recognized several • • • LEADERSHIP Launched inMarch 2013,theprogram supportsdifferent learningstyles Leadership Development programs. North American organizations with outstanding leadership programs. Early in 2015, Bell was ranked 4th end, 1,330 leaders hadparticipated,withmostrating thecourse highly: and professionals. Thepathwaysenableleaders todeveloptheskills ers andseniormanagers, customizedfor newandexperiencedleaders already bilingual, this program offers innovative and fun ways to improve and levelsofdifficultysoteammembers canimprove theirskillsin competency inasecondlanguage(French for AnglophonesandEnglish members and helps client-facing representatives serve customers in for Francophones). Thisenablesbettercommunicationamongteam international categoryfor theLeadership 500 Award, whichrecognizes times inthelast year. to besuccessfulatthecurrent levelandadvancetothenext.Byyear the waytheylearnbest.Whetherateammemberisbeginner or the customer’slanguageof preference. Leadership Language language skills. 90% agreed thattheskillslearnedinclass are applicablein 92% saidtheywouldrecommend thecourse andfeltitsupportstheir Essential resources suchasonlinedictionaries,dictations, grammar, verb-conjugationtools,gamesandlearning apps the workplace. personal development training pathways DEVELOPMENT out of 100 companies in the large - The 2014CanadianHRAwards recognized Bellfor theBestLearningand • • Our strong commitmenttodevelopfuture leaders isevidentinourpro Our progress inthisarea isalsoproducing measurable andrelevant Language Pairing Program. By yearend,1,100 peoplehadregistered for thenewonlinelanguage Development Strategy. Thisacknowledgedoursupportfor acontinuous said theywere satisfiedwiththeuseoftheirlanguagepreference in and readiness for thenextchallenge.Through theseprograms, weare and director levelswhothenparticipatein structured, corporate-wide active worktoidentifyhigh-potentialindividualsatthesenior manager develop theirskills,includingonlineresources inCareer Zoneandthe networking andexecutiveMBAsponsorships. Next-generation including executive-led learning sessions, external coaching, mentoring, including executive-ledlearningsessions,externalcoaching, mentoring, building communities of high-potential leaders who have been exposed training course. More than260 teammembers registered for the to avarietyofrelevant andchallenging developmentopportunities, the workplacethanayear ago. results. Inthemostrecent nationalteamsurvey,4%more respondents Foundations andAdvancedLeadership Development programs. learning and development programs aimed at accelerating their growth learning environment andfor providing employeeswithmanywaysto A varietyoftraining solutionstosuitdifferent learningstyles,from A LanguagePairing Program thatconnectsparticipantswitha online worktoface-to-faceindividualorgroup learninganddicta tion toolstoimprove writing skills. partner toprovide feedbackand support talent - - 34

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TOC • • • • • • 1 which measures howteammembers feelabouttheirjob,depart Because ourteammembers driveBell’ssuccess,wevaluetheirinput More than50 leaders wentthrough theexperientialprogram, and88% Management teamtocreate personalized developmentplansfor each EMPLOYEE ENGAGEMENT EMPLOYEE exclusive—source ofthisinputistheannualnationalBellTeam Survey, geography, department and other categories, the information enables ment andthecompanyasawhole.Broken downbyorganizational level, In 2014,79%ofteammembers participatedinthesurvey.Amongmany In 2014, we continued to support our high-potential leaders through of themagreed orstrongly agreed thattheworkshophelped them into ourstrategic direction andeverydayoperations. Themajor—butnot identify personal areas for immediate action that will enhance their high-potential seniormanagers thatprepares themfor theirnextrole. things, theresults showed that: person. We also redesigned a leadership development program for leaders todevelopactionplansimprove engagement. leadership capability. leadership assessmentandone-on-onecoachingfrom ourTalent

78% recommend Bellproducts andservicestofriends family Confidence insenior leadership had jumped by 14 Overall employeeengagementscore is71% 86% ofteammembers understand howtheworktheyproduce 80% ofteammembers understand howtheworkbeingdoneintheir 82% ofrespondents are proud toworkfor Bell Results from 2009 did not yet include BTS or Expertech. or BTS include yet not did 2009 from Results directly contributestothese goals. business unitcontributestoouroverall goals points since 2009 1 -

Judy Project, Canada’sleadingforum preparing womentoadvance share bestpractices andlearnfrom eachother.TheseincludeThe executives inworld-renowned educationprograms where theycan education, such as executive MBA andother intensive development or development initiative. networking programs. focused on capability building and engagement, as well as external into executiveleadership positions,andtheInternationalWomen’s development leadership Executive For 11 consecutiveyears, Bellhasalsosponsored participationbywomen For our executive leaders, we investin company-driven development Forum Fellows Program, aleadinginternationalwomen’sexecutive to ourgoals directly contributes work theyproduce understand howthe of teammembers 86% 35

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TOC The Excelprogram isdesignedto give employeestheopportunityto • • • As partofourtotalcompensationpackage,employeeshaveanopportu Our 3 levelsofrecognition: We continuedtotakestepsenhanceemployeerecognition and winners ofBravo Awards, thehighest honour. workshops, beingrolled outcompanywidetohelpleaders understand EMPLOYEE efforts indeliveringontheircompany goals. acknowledge theefforts oftheircolleaguesthrough peer-to-peernomi cash prize,anawards galaandpersonal recognition from the CEOfor audit ofallourrecognition programs toensure they are alignedwith appreciation, encouraging team members to celebrate the success nity toachieveincentivebonusesbasedontheirperformance alongwith nations. Last year4,173 of all their colleagues, further supporting our work to strengthen our best practices andourstrategic imperatives. that of their departments. In addition, we manage3 the importanceofmeaningfulrecognition. We alsoconductedaninternal program Recognition Excel Aliant Bell rewards ranging from gift certificates and movie tickets to a significant performance-driven culture. Most recently, we launched recognition Award, Bell’smostprestigious honour.Theawards are presented at Level 2: Business unit Level 2:Businessunit Level 1:Local Level 3:Bell’sBravo Awards value ofrewards isabout$500 for eachindividualorteam.Alongwith Quarterly award winners are chosen by a recognition committee with Business unitsrecognize everydayachievementswithindepartments Business unitleaders maynominateLevel2 award winners for a Bravo at specialeventsacross the country and workgroups. Typical rewards includegiftcertificates,movie members from all levels and functions within the business unit. The from thePresident andCEO,as wellas$5,000 andatrophy. the Bravo Gala,witheachwinnerreceiving aletterofcongratulations the cashprize,Level2 recognition award winners are alsocelebrated tickets andthank-youcards RECOGNITION employees were recognized for their outstanding levels of recognition - - Bell Corporate Servicesteam members received thelevel2Synergy Award. Bell Financeteammembers received thelevel2Excellence Award. Corporate ServicesAwardBreakfast Finance Award Luncheons 36

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TOC The Bravo Awards Gala. The Bravo Awards Galaisa5-starevent,witheverydetail,including The prestigious Bravo Awards program recognizes the most outstanding The President’s Wallet Program—a tradition since 1931—provides aper The SamRobertsBand,9-timeGrammy award-winning singerJohn We alsohonourthededicationandloyaltyofourteammembers through winners across the company. Bravo Awards andwere honoured attheAprilgala event. Legend andJunoaward-winning vocalgroup TheTenors. Eachwinner sonal mementotomarkanemployee’sretirement. Allretiring employees accomplishments by individuals and teams at Bell. Keyed to the execu every 5-yearincrement ofservice.Rewards increase invaluewithlength and BenMulroney, anchorandproducer, ETALK. as blues singer Nikki Yanofsky, Juno-award winning Canadian rockers, guests. Theeveningincludesareception, dinner,theaward presenta for aBravo nomination,employeesmustfirst be recognized withintheir noting theiryears of service. In 2014, 56 of service. In 2014,more than1,880 employeescelebrated anniversaries business unitbefore beingconsidered for selectionfrom amongallsimilar is announced by Lisa LaFlamme, Chief Anchor & Senior Editor, CTV News is announcedbyLisaLaFlamme,ChiefAnchor&SeniorEditor,CTVNews tion ofoneormore ofBell’s6 Strategic Imperatives, theBravo Awards the EmployeeServiceAward program, recognizing teammembers for tions andalivemusicalperformance, whichhasfeatured artistssuch travel and hotel arrangements, carefully planned for winners and their Wallet President’s Awards Service Employee receive aleatherwalletembossedwiththe companylogoaswella ranging from 25 to45years ofservicewith Bell. underscore extraordinary excellenceacross theorganization. To qualify letter signedbythepresident, thankingthem for theircontributionand individuals and 109 members on 32 different teams received - - - 37

Team Members

TOC Graduate Leadership Programs won the Best Grad Program in 2014 and TALENTNEW 2 1 Bell’s newgrad programs supportthevariousinterests and skillsetsof During theSeptember 2014recruitment season,Bellconducted14 campus Major reasons for thesuccessoftheseprograms includethehighlevel Best CampusRecruitmentProgram earlyin 2015from Talent Egg,atop students intohigh-value,full-timepositionsacross thecompany.Our commitment on campus by being involved in more than 6 attended ourBell-ledsessions,yetanotheryear-over-yearincrease and acomprehensive recruitment/selection process. career resource for Canadianstudentsandnew graduates. new grads byproviding avarietyofdifferent opportunitiesacross our ferences andsponsorships thathelpgivebacktothestudentcommunity. In 2014,Bellcontinuedtoattract anddevelopournextgeneration of commitmentandinvolvementfrom themostseniorBellexecutives, of leaders byoffering6 grad programs andhiring106 graduating business units: in participation.Inadditiontoourrecruiting season,Bellreinforced its information sessions,attended4 career fairs, andbrought Bell 268 Graduates leaders toourcampuseventsacross Canada.More than750 students Accountant designations Accountant designations Accountant andChartered Approved Training Office: Chartered Professional Graduate Leadership Graduate Leadership Residential Services Program, Mobilityand Program: FieldServices (CPA, CA) ROTATIONAL

In Non-Rotational Grad Programs, new grads take on a specialized role from the first first the from role specialized a on various take across grads new rotate Programs, organization Grad the joining grads Non-Rotational In new Programs, Grad Rotational In day they join Bell and do not rotate across the organization. the across rotate not do and Bell join they day timeframe 2-year a over Bell of parts 1

2014 32 8 3 Network Program Program (BBM) Bell BusinessMarkets Business IntelligenceProgram NON-ROTATIONAL PROGRAMS 2 student con 2014 26 12 17 - building activities. In thispicture, participantsoftheBellGraduates program participateinawealthofteam — John Watson, EVP Customer Operations Customer EVP Watson, John — “To ensure our future success, Bell is focused on on focused is Bell success, future our ensure “To with Bell after they complete the 18-month rotation.” 18-month the complete they after Bell with Canada. The Bell program is truly best in class and and class in best truly is program Bell The Canada. Leadership Program was developed to do exactly exactly do to developed was Program Leadership Bell who would have loved a similar opportunity when when opportunity similar a loved have would who Bell that. It’s a program inspired by senior executives at at executives senior by inspired program a It’s that. the program as excellent and more than 90% stay stay 90% than more and excellent as program the the fact that our Grad participants consistently rate rate consistently participants Grad our that fact the they graduated. Last year we enhanced our program program our enhanced we year Last graduated. they attracting and developing the next generation of of generation next the developing and attracting culture that is second to none. We’re very proud of of proud very We’re none. to second is that culture and ongoing personal support in a peer-to-peer Grad Grad peer-to-peer a in support personal ongoing and dynamic business over an 18-month rotation. We also also We rotation. 18-month an over business dynamic leaders to take our great company forward. Our Grad Grad Our forward. company great our take to leaders offer direct access to senior leaders for mentoring mentoring for leaders senior to access direct offer offers opportunities to experience all facets of our our of facets all experience to opportunities offers one of the largest and most successful of its kind in in kind its of successful most and largest the of one by adding a Summer Internship stream, making it it making stream, Internship Summer a adding by 38

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TOC at Bell.Programs include: and thestudentanaccurate senseofwhetherBellistherightplacefor Internships In 2014,more than450 studentsgotaheadstartoncareer through internship, co-op and Career Edge programs that give both the company the individual,andserveasagreat sourceoftalentfor full-timepositions 1,000 paid internshipsormore. viduals intofull-timepositionsaftertheycompletetheirCareer Edge Career Edgeprovides newhires withhands-onexperienceinanarea We offerpositionstostudentsinpost-secondary programs with 84 co-opstudents. Residential Services.Itprovides anearlyintroduction andfasttrack commitment totheprogram and for beingthefirst companytooffer a co-opcomponent.Rolesare availablethroughout theorganiza enjoy before theyreturn tofinishtheirfinalyearin school. a competitive advantage: it runs for just 3 Career EdgeCareer Co-op Customer Experience Consultant—Internship program Summer Internship Summer Introduced in2014,thisprogram isbuiltonthesuccessofourlargest of thebusinesstheymayneverhavebeenabletoaccess through business, meettheirco-opobjectivesandinmanycases,obtainfull- interns aftertheycompletedtheprogram. Itwasalsodesignedwith interns intovariousmanagement andunionized positions. internship. To date,Bellhashired more than 1,100 candidatesintothe through summerjobs.In2014,Bellhired close to200 paidsummer there are still opportunitiestoworkatBellandbuildrésumé experience traditional hiringmethods.Eachyear,wehire about33%oftheindi time employmentwithBelloncetheygraduate. In2014,Belltookon tion andprovide students withanexcellentwaytolearnaboutthe typical 4.Thatgivesstudentssomemuch-neededtimeoffinAugustto to thegrad program. Lastsummer,wehired 18 outof31student rotation program, theGraduate Leadership Program inMobilityand For thosenotlookingtocomplete aco-oporCareer Edgeposition, program and in June 2014,we were honoured by Career Edge for our students year 3rd for opportunities program opportunities months instead of the more - - in 2014 internships career through head startona students gota 450

unionized positions management and interns intovarious paid summer 200 In 2014,Bellhired 39

Team Members

TOC Team members are provided keyinformation onBell’sprivacywebsite WORKPLACE AIP havebenefitedfrom payoutsaveraging 105%oftarget, inlinewiththe 20,000 eligible employees.Overthelast6years, employeeseligiblefor Clear privacyandconfidentialitypoliciesare inplacetoensure which clearlydefines roles, processes, thecurrent legalframework and workplace where respect and ethics are paramount. Introduced in 1995, Bell’s Ethical behaviourisoneofthecornerstones ofasociallyresponsible Bell’s benefitsprogram isdesignedtohelpteammembers maximize Bell reviews compensationlevelsatleastannuallyoras required. Bell’s totalcompensationpackageincludesacompetitivebasesalary, Bell and its affiliatedcompanieshavelongbeencommittedtomain safeguarding privacyandconfidentiality,improper influenceofaudits, strong performance incentivesandarange of benefitsincluding COMPENSATION AND an employer. employees understand theirresponsibilities for safeguarding personal clients, business partners and competitors. Every employee must review company. Ouremployeeshavetherighttoexpectasafeanddiverse company’s success in that period. To maintain market competitiveness, more. Theycan alsoaddress questionsandobtainsupport through the Incentive Plan(AIP)isthecorporate bonusplanthatcovers more than health andfinancialsecurity. Team members haveflexibilitytochoose information. Ourrepresentatives undergo privacytraining toensure information. Guidance on employee they are aware of their privacy rights as well as our obligations as taining theaccuracy, confidentiality,security andprivacyofpersonal the Codeannuallyandrefresh theirtraining every2 years. the healthcare plan,lifeandaccidentinsurance thatbestsuitstheir the company’ssuccessandindividualachievement.TheAchievement Privacy Employee privacy coordinator. privacy mailbox,whichismonitored andpromptly answered bythe protection oftheenvironment, andinteractions withteammembers, long- andshort-termdisabilityleaves.Incentiveplansreflect both Code ofBusinessConduct PRACTICES conduct BENEFITS provides guidance on conflicts of interest, - Works! million voluntary contribution to the defined benefit Bell madea$350 millionvoluntarycontributiontothedefinedbenefit Bell complieswiththe Bell continuestoactivelyleadtheadvancementofhumanrightsand site where employeescanalsoanonymously report anyincidentsthey services, aswellfor otherpurchasesatThe Source. savings planssuchasagroup RSP,agroup TFSAandashare-purchase year for each covered person. In terms of retirement benefits, we provide and may purchase additional vacation days. As part of Bell’s commitment and maypurchaseadditionalvacation days. AspartofBell’scommitment evolving individualneeds.Theyare covered intheeventofadisability ates substantial cash tax savings. Employees can also benefit from other and responds to complaints. Human members, reduces thecompany’sfuture pensionobligationandgener both definedbenefitandcontributionpensionplans.In2014, inclusion intheworkplace.Bell’scontributionwasrecently recognized by is handledbyanindependentadministrator whocontinuallymonitors believe maycontravene of ourpoliciesorethicalstandards. Thistool to mentalhealthintheworkplace,Bell’sbenefitsprogram reimburses fees ticipation in the development of a process map and the the CanadianHumanRightsCommission,whichcitedBell’sactivepar team members withtraining andcentralized information onanintranet paid to psychologists and social workers up to a maximum of $1,500 plan. We alsoprovide employeeswithdiscountsfor Bell’sproducts and pension plan.Thisenhancesthesecurityofbenefits for plan mobile application. rights Canadian Human Rights Act Rights Human Canadian . Further, weprovide Accommodation Accommodation per per - - 40

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TOC Be Ready training participated in team members two-thirds ofBell In 2014, committee reviewed andapproved Bell’s assessing ourrisksinlightofrecent businesstransformation. Over measurable progress byadoptinganewhealthandsafetypolicy In 2014,two-thirds ofBellteammembers participatedinBeReady Security the past year,the Security, Environment, Health andSafety oversight training which prepared them for different emergency situations, from ees is atop priority at Bell. In 2014, we continued to make fires andearthquakestobombthreats. Thetraining includes Protecting thehealth,safetyandwell-beingofouremploy key contact information for teammembers tokeep handy. Occupational Health and They alsohaveaccesstomore thanadozenemer gency procedures thatcomplementthe training by an emergency. the company’sabilitytocontinueoperate during providing additionalinformation tobeusedinthe ensure boththesafetyofourteammembers and event of lockdowns, extreme weather, floods and These procedures andtraining initiativeshelp other emergencies. Health andSafetyPolicy Safety which which - - The HealthandSafetyOperation VPSteeringCommittee,whichoversees Another priorityistopromote thesamelevelofsafeworkpractices with Supported byourleadership andagovernance commitmenttoprovide 1 we create efficienciesandincreasea effectivenesswhilemaintaining worked. We experiencednofatalities in2014.Bellwillcontinuetobench we are continuingtorefine our Contractor Managementprogram to Bell’s corporate andlocalHealthSafetycommitteesare inte strengthens teammembers’ commitmenttoandaccountabilityfor health employees inmitigatingandmanagingaccidentsinvolvingslips and safetywherever wework.Thispolicyisthefoundation for continuous collaborate tointegrate health andsafetyprocesses andprograms as a safe working environment, Bell and its subsidiaries will continue to accident enhance ourpartnerships andtheoverall commitmenttosafetyand contractors on Bell work sites through aContractor Safety Management gral tothe success of such risk mitigation initiatives. Both union and falls. Byimplementingavarietyoftoolsandresources, wehaveseena mark againstbest-in-classorganizations to monitortheeffectiveness frequency. Our performance continues to improve, with our frequency management to more accurately track and report on Bell’s accident non-union employeesparticipateinthesevaluedcommittees,collab In 2013, Bell aligned its safety performance indicator with the indus our higherriskexposures, hasbeenactiveinsupportingmanagers and of ouroverall safety performance. orating withalllevelsofleadership toidentifyandaddress potentially improvements toourhealthandsafetymanagement system. hensive evaluationofourcontractor managementprocess andin2015, hazardous situations. try-recognized criterion of 200,000 hours worked as an indicator of the effectivemanagementofworksite hazards. reduction inthistypeofinjurydespiteourveryharsh seasonal variances. rigorous focus on managing risk. rate decreasing by15%in2014,from 1.48 to1.26 per 200,000hours program that is active throughout Bell. In

Time Lost Accident Frequency Rate = = Rate Frequency Accident Lost Time Number of time-lost accident cases x 200,000 ÷ Number of worked hours. worked of Number ÷ 200,000 x cases accident time-lost of Number frequency 1 . In 2014, we made process improvements in data

2014, we began a compre - - - - - 41

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TOC • • • AWARDS FOR WORKPLACE EXCELLENCE In 2014,Bell’sprogressive workplaceandrecruitment programs were honoured withnumerous awards. These included: Judges cited Bell’s exceptional training and professional development • • • Achievers also placed Bell in its Elite 8 Achievers, aU.S.-based companythatspecializesinemployeerewards 100 Employers, aMediacorpCanadapublication Bell wasfurtherrecognized for: strating anexceptionalenvironment where leaders driveemployee summer employmentopportunities,paidinternships,apprenticeships engagement, workingcloselywithteammembers toachieveboth and recognition, honoured Bellfor itsleadership inworkplacebest and co-opwork terms campus facilities as well as newrecognition this year for our men North America. Named oneofAchieversTop 50 MostEngagedWorkplaces in Named oneofMontréal’sTop Employersfor the3rd consecutive opportunities, ourmentalhealthleadership andstate-of-the-art organizational goalsandpersonal employeedevelopment goals. Bell AliantnamedoneofAtlanticCanada’sTop Employersfor 2014 torship andleadership training for studentsandnewgrads through plan topromote diversity practices, from innovative mental health initiatives to a comprehensive year inannualawardsorganizedbytheeditorsofCanada’sTop Supporting ongoing employee development with tuition subsidies Supporting ongoingemployeedevelopmentwithtuitionsubsidies 1 to 6daysdependingontheemployeegroup. financial bonuses for somecourse completions(to $15,000) volunteer theirtime(upto $2,500) Providing newemployeeswith3 weeksofpaidvacationaswell Encouraging employeestogetinvolvedwithpaidvolunteertime, as personal daysoffthatcanbescheduledwhenneeded,from and matchingcharitabledonationstocharitieswhere employees for courses atoutsideinstitutions(to$1,500),in-houseandonline training programs, subsidiesfor professional accreditation, and Employers are evaluated usingthesameeight crite Employers Now entering its seventh year, employers inCanada’s4 AtlanticProvinces thatlead their industries in offering exceptional places to work. the editors of Canada’s Top 100 Employertoidentify ria asthenational competition:(1)Physical Workplace; is a regional competition organized by Leadership category for demon Atlantic Canada’s Top Top Canada’s Atlantic - - - • • • • • • • • • The Talent Egg,aleadingresource for Canadianstudentsandnewgrads, The ExcellenceinInnovation:LeadershipDevelopment The CandidateExperienceAward Bell was also one of the few Canadian companies to appear on the Bell wasalsooneofthefewCanadian companiestoappearonthe Leadership Program Early in 2015, Bell’s francization committee won the prestigious “Mérites Management; (7) Training & Skills Development; and (8) Community Universum Top 100 IdealEmployer Rankings. du français” award from theOfficequébécoisdelalanguefrançaise forward-thinking programs for Bell’sleadership inthepromotion oftheFrench language Strategy Involvement. Companies are compared with other organizations Mérites du français award Mérites dufrançaisaward our leadership in promoting mentalhealthacross corporate Canada in their field to determine which offers the most progressive and in recognition ofourMobility&ResidentialServices Graduate Excellence Canada’s 2014GoldAwardfor MentalHealth atWork Bell AliantnamedoneofNovaScotia’sTop Employersfor 2014 Best GradProgramandCampusRecruitment the CanadianAssociationofCareer Educators andEmployers Bell AliantnamedoneofCanada’sTop Employersfor Young People 2014 recognizing ourGraduate Leadership Programs recruiting experience (4) Vacation & Time Off; (5) Employee Communications; (6) Performance (2) Work Atmosphere &Social;(3)Health,FinancialFamily Benefits; Foundations andAdvancedLeadership Development programs profit, U.S.-basedorganization thatcompilesdataonthecorporate 2014 CanadianHRAwardfor theBestLearning&Development includingonlineresources inCareer Zoneandthe Accountant Training Office Awarded by the editors of Canada’s Top 100 co-op programs, aswellourdesignatedChartered assets, judgescitedBell’smentoring,internshipand attracting andretaining youngerworkers. Amongother entering its10th year,designatesthemostprogressive Identical totheAtlanticCanadaTop Employercompeti organizations inNova Scotia to employers thatofferthenation’sbestbenefits for tion exceptfor itsgeographical scope,thisranking, now from theTalent Board, anon- award from Employers from for for - 42

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TOC We engagedeverydayindeliveringtoourcustomersthefullrange and Customers of communications products and services to meet their diverse of communicationsproductsandservicestomeettheirdiverse and evolvingneeds. Suppliers Bell services the countryuse companies in of thetop100 99

households 6M reached more than Fibe TVfootprint

Customers and Suppliers

TOC AND CUSTOMERS We aimtoberecognized bycustomers asCanada’sleading LEADING SERVICE COVERAGE to ensure ourcompanylivesuptoCanadians’expectationsofus,notonly as abusinessbutalsopresence intheircommunities. communications company.We workcloselywiththousandsofsuppliers world-leading 4GLTE technologytoCanadians insmalltowns,rural loca MHz spectrum. This enables us to take network servicewithnew700 MHzspectrum.Thisenablesustotake In early2014,Bellbecamethefirst Canadiancarriertolaunch4G LTE of the population and we plan to reach more than 98% by the end of tions andtheNorth.Byendof2014,our4GLTE networkcovered 86% In 2014,wecontinuedtoincrease HSPA+coverage tomore commu nities intheNorthwestTerritories and Nunavut. 98% of the population and we extended our enhanced 4G HSPA+ DC This is backed up with our 4G HSPA+ network, which we continue This isbackedupwithour4GHSPA+network,whichwecontinue Northwest Territories andNunavutin2014.HSPA+covers more than to enhanceandexpand,specificallymore communitiesinthe (Dual Cell)networktomore than89%oftheCanadian population in 2014,compared with87%in 2013. An importantaspectofBell’swireless service, especiallyfor customers whotravel andconduct business alloverthe world, is Bell’s leading roaming services. We offer roam SUPPLIERS ing tomore than220 countries.We havealso recently acted to make roaming significantly more affordable, Cuba, Japan,Bermuda,andmostCaribbean islands. Canadians travel themost,includingUnitedStates, Europe, Mexico,China,Turkey, Australia, New Zealand, reducing feesbyasmuch50%tocountries where 2015. - - - Telecommunications Commission(CRTC).In 2002, theCRTCestablished Through ourdeferral accountinitiative,Bellextendedbroadband ser This continuedgrowth isclearevidencethat Bellisbringingmeaningful At yearend,wehad700,533 BellFibeTVsubscribers, ayear-over-year vices to112 rural andremote communitiesinQuébecandOntario 2014. Specifics surrounding the initiative,includingwhich communities would benefit,were approved bytheCanadianRadio-televisionand Bell Aliant’s FibreOp TV subscribers, Bell served 990,325 IPTV subscribers, services. More than4 in5newFibeTVcustomers alsotakeatleastone significant positiveimpactonBell’sabilitytosustainthe growth ofits ers (ILECs)and,in 2008,ruledthatthephonecompanies couldusea a deferral accountmechanism for incumbentlocalexchangecarri competition andconsumerchoicetocustomers. FibeTValsohasa quarter of2015.Attheend March 2015,andincluding newlyintegrated aggressive deploymentofbroadband fibre whichextendsaccesstoour mid-April 2015. market-leading FibeTV and Fibe Internet services for residences and In additiontoourinvestmentsinwireless networks,wecontinuedour other Bellhomeproduct suchasInternet orHome Phone. of fibre optic cable directly to the home and business by 2.1 business, becauseithasapowerfulpull-through effectfor otherBell increase of46.1%.We addedanother60,863 netsubscribers inthefirst businesses. We ended 2014 with6million customer locationsableto these customers withthegreatest accesstoindustryleading products. tions, positioningBellwiththeultimateinfuture-proof technologyand rural broadband. receive theseservices.Moreover wesignificantlyincreased thepresence portion ofthe remaining moneyin theirdeferral accounts toexpand up 36.8% from the same date last year. We passed the 1 spectrum with new700 MHz network service 4G LTE carrier tolaunch First Canadian First per second of 100 Gigabits transmission speeds operator todeliver Canadian network million mark in million mark in million loca - - - 44

Customers and Suppliers

TOC A substantialportionofourannualcapitalinvestmentgoes toupgrade Ashburn (VA), and SeattleintheUnitedStates.To address strong customer Our nationalvoiceanddatanetworkreaches allmajorCanadianmetro Q9 NetworksInc., Bellcustomers haveaccessto25 datahostingcentres ware andsoftware across allnetworks toenhancefeatures andresolve which runsbetweenurbancentral offices,cantransmit theequivalent ways toprotect critical business applications and increase their own Because weunderstand thatCanadianbusinessrunsonBell—99 ofthe Bell has also assembled thelargest national network of data centres services. In2014,wemigrated 300 GbpsofInternettraffic (about30% same time.Thisisnowavailableovermore than7,800 kilometres ofkey address routing andspeedlimitations.We alsoregularly upgrade hard as much possible. availability at99.99%.Italsomeansthatwerigorously monitor network continuous investment to upgrade performance and maintain network continue tomaintainIPVPNstabilityandrobustness. Thatentails notonly and streaming videoservices,Bellcontinuouslyupgrades andgrooms demand for a vast number of data-dependent applications, gaming a service (IaaS) and cloud computing. With our strategic investment in mission speedsof100 Gigabitspersecond.Thissuper-core technology, network toaddress thegrowing demandfor bandwidthfor Internet In fact,weare thefirst Canadiannetworkoperator todelivertrans of 12,500 HDTVchannelsormore than1.5 millionvoicecallsallatthe of thetotal)toournext-generation carrierEthernet(NGCE)platform to or expandthefibre opticandtransmission equipmentinourbackbone operation andregularly conducttests,suchasfire drills,toensure weare between maincommunicationshubsacross Canada. its core IP VPN (Internet Protocol, Virtual PrivateNetwork)networkso in keymarkets,alllinkedwithBell’sbroadband fibre IP networks. in theindustry,providing BellBusinessMarketscustomers withsecure broadband Internet protocol network and 37,000 issues. In2014,for instance,weadded22,000 Gbpsofcapacitytoour top 100 companiesinthecountryuseBellservices—weare committedto traffic routes across Canadaandtostrategic meet-mepointsinthe U.S. that customers can rely on its robust ability to transmit voice and data Bell’s core network: an essential link for communications communications for link essential an network: core Bell’s prepared for anyeventualityandthatnetworksurvivabilityissecured politan centres, aswellNewYork, Chicago,Boston,Buffalo,Minneapolis, productivity through co-location,datamanagement,infrastructure as and commerce Gbps to our transport - - - 400 Gbps ofcapacityin2014tosuccessfully Ontario, tonewurbanandsuburbanhousing Working withAkamaiTechnologies, Inc.,a Cup ofsoccerin2014,ourcore net with thecontinueddeploymentof fibre to work experiencedhugespikesintraffic. Bell’s Networkteamisalsoextremely start eveniftheytunein late. server infrastructure tosupportthelaunch customers to watch a TV show from the as FibeTVandNetflix. We alsoenhancedthe developments, and to multiple-dwelling units and quality regardless ofwhatplatform they customers experienced exceptional picture cloud servicesprovider thatstreamed all games for theCBC,wetripledourcapac network to address the growth of services such more neighbourhoodsthroughout Québecand footprint toapproximately 6 millionlocations maintain our #1 In 2014, we grew our wireline broadband fibre Internet serviceprovider speeds. of Restart,afeature thatenablesBellTV key large businesscustomer locations. ity, addingabout200 Gbpstoensure our responsive toeventsthataffectnetwork used towatchthegames.We alsoadded load. For example,duringtheFIFAWorld spot in the Netflix ranking of - - 45

Customers and Suppliers

TOC • • • • Our operations, service performance and reputation depend onhow NORTHWESTEL—CHANGING TO OUR CUSTOMERS’ MEET well weprotect ournetworks,systems,applications, datacentres and we do,in2014,Northwestelmadesignificantinvestmentsnewways Because customerservicecontinuestobethecornerstone ofwhat service deliveryfrom thenetworkcore tothecustomers’ premises, PRIVACY AND DATA SECURITY customer-facing employees—enabledustoimprove customersatisfac making iteasierfor customers togetintouchwithus,andreducing our tion. Here are someofthewayswegot better: to deliverqualityserviceourcustomers. We focused onimproving response time.Thoseinitiatives—plusastepped-uptraining program for As partofourfocus ontraining, especiallynewhires, wecreated Our customerservicerepresentatives answered 80%ofcustomer We standardized ourlevelofservicefor everycallthrough We openedresidential contactcentres onSaturdays andthey a training planwithanewcomponentcalledTrueNorth Service calls within30 seconds,meetingservicelevelgoalseverymonth early in 2014 customer satisfaction score delivered strong performance throughout theyearwithgood in 2014 increased monitoringunderaqualitycallprogram implemented Bell disclosescustomerconfidential information togov authority, such asacourtorder, statutorypowerorCRTC ernment agenciesonlywhen compelledtodosobyalegal and mayleadtosystemoperating failure or information theft, and privacyperspective. Anyvulnerability couldharmour and employeeinformation, are allsensitivefrom amarket are central tothesecure operation ofournetworksand electronic andphysicalrecords, andthebusinesspersonal of oursystems,applicationsandinformation repositories other events. The protection and the effective organization brand andreputation, aswellourcustomerrelationships, business and personal data, such asconfidentialcustomer business aselectronic andphysicalrecords ofproprietary ized accessorentry,damagefrom fire, natural disasterand information theycontain,against cyber attacks,unauthor tariffs. Bell does not voluntarily disclose customer confidential tariffs. Belldoes notvoluntarilydisclosecustomer confidential loss or leakage. - - - • The oneexceptiontothisruleisinrare emergency situations where • vacy training to better understand their obligations to protect customer We alsoenforce strictcontrols on the protection anduseof personal Our commitmenttoprotect theprivacyofcustomer information is We track improvements through cus Code ofBusinessConduct we safeguard andproperly usecustomerinformation. Becausetheir explicitly laid out in the and itisnotfeasiblefor therequesting public authoritytoobtainavalid contact, Northwestelcustomers can or ahostage-takingare exampleswhere avoluntarydisclosure may ously through concrete mandatoryactionbyallemployees. TheBell on socialmedia,ourwebsiteand be appropriate. believe that the disclosure oftheinformation willreduce possible harm information to government agencies without the customer’s consent. information within oursystemsand websites. information andto ensure theyrespect customerrightsatalltimes. information regularly, ourcustomer-facingrepresentatives undergo pri there isanimminentthreat topersons orproperty, itisreasonable to through ourservice technicians. the phone,through retail centre forms, tell ushowto serve them better—over tomer feedback.Ateverypointof roles bringthem intocontactwithcustomers andconfidential customer legal authority to compel the disclosure in a Service Technicians inremote We continuetoaddCommunity We re-launched thecableself-servicetoolonNorthwestel website, enablingcustomers toorder channels,viewtheirbilling and businessesdirect access communities togiveresidents history andrefresh theircableequipment24 hours a day to majortowns. to high-quality servicesimilar NEEDS is completing hissafetytraining. Community Service technician, Community Servicetechnician, Justin Mantlafrom WhatiNWT specifically defines, among other things, how specificallydefines,amongotherthings,how Bell Privacy Policy - timely manner. A lost child timely manner. A lost child and reinforced continu - - 46

Customers and Suppliers

TOC The privacypolicyandtheanswers tofrequently askedquestionsare vering commitmenttotakeallreasonable steps tomaintainastateof Commissioner found that the Program should have express consent we havediligentlyalignedouractionswithindustry-bestpractices and well-being of our customers, the government, and Canadians more was placedthrough theProgram. InApril 2015,theOfficeofPrivacy Bell’s infrastructure is critical to the health, safety, security and economic Bell supportsawareness andeducationfor youthandparents onInternetsafetythrough sponsorships oforganizations suchasMediaSmarts and Notices were provided toBellMobilitycustomers startingin2013,how BUSINESS CONTINUITY BUSINESS PROTECTION OF any anticipateddisruptiontothebusiness.Indesigning our program, continuity planningprogram asakeycomponent ofBell’smanagement ever theProgram wasnotdeployedcommerciallyandnoadvertising customers, usingrobust notificationandapersistent opt-outfunction. available onourwebsiteunder generally. Recognizing this, we have developed a rigorous business notices. Bell accepts the Commissioner’s findings and has committed notices. BellacceptstheCommissioner’sfindingsandhascommitted from customers andrecommended improvements tothecontent ofthe In 2013, Bell launched its Relevant Advertising Program for Bell Mobility In order tomeetdemandsfor greater clarityandtransparency with of operational, financialand reputational risks. We adhere toanunwa in consultationwiththeOfficeofPrivacy Commissioner. in asimple,easy-to-read privacystatement. international standards. the CanadianCentre for ChildProtection. (For more information onthese,pleaseseethe to complyingwiththem.Bellhaswithdrawn theProgram andwillonly readiness, with carefully planned proactive and effective responses to re-introduce theProgram afterrevising thenoticeandconsentprocess, respect toprivacy,wehavesetoutkeyelementsofourprivacypolicy MINORS Privacy atBell . - - Security Standard, andtheInformation SecurityForum Standard of Our business continuity program objectives are to protect customer Good Practice. Bysafeguarding ourphysicalandinformation assets,we which we operate. Bell leadstheevolutionandestablishmentofsecuritypractices. We Bell takestheprotection of information veryseriously.Asanactive safety and the company’s assets. This careful, methodical and thorough specific actions for properly responding toemergencies suchasfires, services andourteammembers, revenues andreputation. To dothis, we approach notonly benefitsouremployees;italsohelpssafeguard the earthquakes and bomb threats, thus reducing the risks to their personal dent-command system for coordinating with other utilities, public safety continuously prepare for unforeseen eventsthatthreaten ourpeople, controls through ongoinginvestmentand testing. disruption protection, malware detection, securityeventmonitoring,data deployed anumberofdefensivelayers andcontrols, includingsystem minimize therisktoourcustomers. Thisisespeciallyimportantbecauseof frameworks, including ISO 27001, Payment Card Industry (PCI) Data facilities, businessfunctions,systemsandrevenues. In addition,ourEmergency ManagementProgram includesaninci officials andothercriticalinfrastructure partners. Underourplan,allBell interests ofourcustomers as wellascitizensofeverycommunityin team members mustcompleteobligatory BeReadytraining thatprovides the growing sophisticationandpotentialimpactofcyberthreats. Bellhas rigorously adhere toanumberofinternationalsecuritystandards and participant inthemember-drivenglobalInformation SecurityForum, loss prevention andintrusionprevention. We continuously evolvethese Community sectionofthis report.) - 47

Customers and Suppliers

TOC and Québec disabilities inOntario for persons with improve accessibility to fundinitiativesthat $25.4M Text with9-1-1 service(T9-1-1).Several years indevelopment,thisservice 9-1-1 Association’s (CWTA) Wireless Accessibility Committee,whichfocuses As partofBell’sdeferral account-related program approved bytheCRTC, website, Bell remains committed to supporting customers with disabilities with a dedicated team of agents, specially trained in the entire line of Bell prod March 2014, BellMobility,workingwithotherCanadianwireless carriers, Bell is a member of the Canadian Wireless Telecommunications OUR COMMITMENT TO ACCESSIBILITY WITH CUSTOMERS communicate with9-1-1 callcentres usingtextmessaging,thusincreasing enables customers who are Deaf, hard of hearing or speech-impaired to and tangiblyhelpfulfor customers. To thatend,thefoundation ofthe all newaccessibilitytechnologiesinawaythatiseasilyunderstandable cacy groups andinclusivedesignexpertsinToronto. We willalsosupport mobile telecomspace.To planourapproach, weusedaconsultative, on accessibilityissuesfor mobileproducts andservicesacross Canada. In iterative design process that included input from leading Canadian advo information can befound at their accesstoemergency services.Theserviceisavailableinselect to theonlineresources availabletocustomers onBell’sAccessibility to understand thebarriers thatpersons withdisabilitiesfaceinusingcommunicationsservicesandtohelpcustomers overcomethose barriers. regions ofCanada, withnewlocationsbeingaddedallthetime.More processes, product life-cycle management andsignificant upgrades project willbeourfocus onupgrades toemployeetraining, procurement ucts, servicesandaccessibilityoptions,servingcustomers through theAccessibilityServicesCentre. Members ofthisteamare thoroughly trained Bell Mobilitywillremain amongtheworldleaders intheaccessible Bell hasearmarked$25.4 milliontofundinitiativesthatimprove acces emergency service providers, the CRTC and the CWTA, launched the sibility for persons withdisabilitiesinOntarioandQuébec.Over and widelypromote theiravailability.Through theseupgrades, bell.ca/accessibility and servicesfor BellMobilitycustomers withdisabilities the pastseveral years, Bellhasworked with various groups Over the next 5 years, we will introduce new products and peoplewithdisabilitieshasintroduced avariety our products andservicesfor customers withdisabilities. of products, servicesandotherinitiativesaspartofthis to usemostofthefundsleftinaccountimprove program, usingthebulkofassignedfunds.Many This year,BellMobilityreceived approval from theCRTC these canbefound on DISABILITIES www.bell.ca/T911 . bell.ca/accessibility . . - - Administrator ofVRS,Inc.,orCAV, inconsultationwith American SignLanguageandLanguedessignesquébécoise.We were Service (VRS)inCanada.VRSwill replace traditional TTYtelephonecalling Canada inatimelyandefficientmanner, CRTC approved thisproposal inDecember 2014. Bell hasalsobeenactivelysupportingtheintroduction ofVideoRelay Bell is committed to seeing VRS launch in and willcontinuetoprovide strong support central administrative body,nowknownastheCanadian a sign-languageinterpreter whowillprovide real-time interpretation from Bell,onefrom theCanadianAssociationofDeaf(CAD),anda for sign-languageusers byenablingthemtoconnectavideolink In thesummerof2014,provisional Board proposed astructure for the of telephoneconversations. Inthespringof2014,CRTCdetermined honoured thattheCRTCestablishedaprovisional Board ofDirectors for is provided inaccordance withcertainservicerequirements inboth to CAV. the Deafandhard-of-hearing community.The third person oftheirjoint choosing. this newcentral administrative body,consistingofonerepresentative that willcontract withVRSserviceproviders andensure thattheservice that VRSwillbeprovided inCanadabyacentral administrative body (VRS) inCanada Video RelayService the introduction of actively supporting Bell hasbeen VRS - 48

Customers and Suppliers

TOC The safe operation of Bell’s telecommunications sites is critical to the WIRELESS HEALTH, SAFETY AND HEALTH,WIRELESS SAFETY 6 guidelines. AllofBell’swireless, broadcasting andradio sitescomply World HealthOrganization (WHO)publishedanauthoritativereview Canada released arevised andmore stringentversion ofitsSafetyCode Group classified radiofrequency electromagnetic fields from wireless with orexceedHealthCanada’sSafetyCode6 requirements. Similarly, Many studieshavebeenperformed toassesswhetherwireless phones, Bell MobilityisamemberoftheCWTA, whichmonitors worldwide sci RSC concluded that aweight-of-evidence evaluation shows that the scientific data cannot beusedtoruleoutany possible adverse health current evidencefor acausalassociationbetweencancerandexposure additional research intolong-termheavyuseofmobilephones,and established asbeingcausedbymobilephoneuse.TheIARC calledfor confidence. Initsfactsheetonmobilephones reviewed inOctober 2014, chance, bias or confounding could not be ruled outwith reasonable adverse healtheffectsandexposure toradiofrequency emissions.Some conditions, while other studiescouldnot establish such alink between cated thatradiofrequency emissionsmaybelinkedtocertainmedical entific research related to mobiletechnologies. We meet regularly with all manufacturers ofwireless devicesoffered byBelltesttheir products and regular review ofitsSafetyCode6 guidelines,inearly2015Health communities in which Bell operates. As part of HealthCanada’songoing networks andtowers poseapotentialhealthrisk.Somestudieshaveindi further studiesare underway. In April In 2013, the International Agency for Research on Cancer (IARC) of the of thecarcinogenicityradiofrequency emissions.TheIARCWorking our networkstoaddress coverage orcapacity needs. other carriers through theCWTA’s workinggroups toaddress potential outcomes from exposure toradiofrequency emissions, andfurther be warranted. issues withaviewtosatisfyingcommunityconcernsregarding the international studiesandnew knowledgeinthescientificliterature. The to RFenergy is weak. Atthesametime,RSCconfirmedthatexisting the WHOstatedthattodate,noadverse healtheffectshavebeen to ensure theymeetallapplicableguidelinesand regulations. Radiofrequency research is warranted. recent studieshavesuggestedthataprecautionary approach may published areport prepared for HealthCanadawhichreviewed major phones aspossiblycarcinogenictohumans,butalsoindicated that placement ofnewtelecommunicationsitesaswecontinuetoexpand 2014, an expert panel of the Royal Society of Canada (RSC) emissions CONSULTATION - - As we deploynew technologies, especially in thewireless area, we are As part of our community consultation As partofourcommunityconsultation We believe in and practice meaningful dialogue with land-use authorities Health Canada and Industry Canada are responsible for establishing wireless communications devices. Bell lookstoplaceantennasonexistingstructures suchastallbuildings safe limitsfor signallevelsofradio devices.We makeeveryeffort to stakeholders. Bellroutinely conducts standards. We alsorely onoursuppliers toensure thatthenetwork ensure that the handsets and devices we sell, as well as our network antenna siteswithlocalresidents and consultations for proposed wireless and pre-existing towers where technically possible. community officials to identify local preferences and review established acquiring property for anew telecommunication site,Bellworkswith as partofourefforts toexpandourwireless networks.We workwith and customerequipmentsuppliedtousmeetallapplicablesafety equipment, comply with all applicable Canadian government safety mindful thatsomestakeholders haveconcernsaboutthepotentiallong- municipalities, provincial andfederal agencies,First Nation,Métisand Issue 5, Radiocommunication and Broadcasting Antenna Systems. Before Inuit communitiestomitigatelocalconcernsabouttowerplacement, open houses,publicmeetingsandwrit operation anddesign.BellcompliesfullywithIndustryCanada’sguide of this report. Community term healtheffectsoncustomers whousesuchtechnologies,including tower sites. to understand local viewsonproposed the countrytoprovide information and ten consultationsincommunitiesacross regulatory requirements. For more onsuppliers, seethe program, we undertake thorough public protocols. Priortobeginninganylandacquisition for anewtowersite, lines for public and municipal consultation as laid out in CPC-2-0-03, consultation Responsible products andservices - Code 6requirements. exceed HealthCanada’s Safety and radio sitescomplywithor All ofBell’swireless, broadcasting section section - 49

Customers and Suppliers

TOC The BellEnvironmental Policy requires thatweseekoutsuppliers who All newBellcontracts bindsuppliers toBell’s Any purchaseofgoodsandservicescangenerate economic,socialand Our centralized sourcing approach enables us to obtainthe best value Bell maintainsrelationships withavarietyofsuppliers, includingmanu Bell’s centralized procurement organization controls thestrategic sourc sonable measures torespect that codeinitsownoperations andwith safety, labourand ethics. sustainable criteriafor itsproducts andservices,ranging from energy sions for corrective actionandongoingmonitoring.Bellalsoconsiders structure, information technology,wireless devices,consumerresidential RESPONSIBLE PRODUCTS AND SERVICES and thequestionnaire form thebasisfor evaluating suppliers. during theselectionprocess andtoimprove thepoliciesofexistingsup clearly establishingtheexpectationthatsupplierwill takeallrea demonstrate astrong commitmenttocorporate responsibility through and ethics principles. consumption, recyclability, contentvalueandenvironmental certifica questionnaire for suppliers, andanauditprocess thatincludesprovi environmental impacts.Bellactivelymanagesuniform supplychain content, andcarrier services. and executescorporate supply agreements. competitive bidrequests, negotiatespricingandtermswithsuppliers, focused onthefollowing areas: wireline andwireless networkinfra facturers, distributors, contractors andconsultants.Theyare largely our sustainability objectives. ing of goods and services. Among many other activities, this team issues ing ofgoodsandservices.Amongmanyotheractivities,thisteamissues its supplychains.Bellusesadetailedquestionnaire toassesssuppliers Supplier through oursignificantpurchasingpower while ensuringadherence to the adoptionofrigorous principlesregarding theenvironment, health, tions toattributesrelated tohuman andlabourrights,health andsafety pliers. Combined, the Procurement Policy, the Supplier Code of Conduct performance tools such as a risk assessment, a corporate responsibility products, businesstelecommunicationsproducts andservices, media approach Supplier CodeofConduct ------, TV receivers and modems qualify under ENERGY STAR®, a voluntary Since 2011,wehavestrictlyadhered toasetofresponsible criteriafor 2015, thesecriteriawillbeaddedtocontract templates.For existing Beyond thesupplierapproach toresponsible business,wealsoaddress New in2014,wedevelopedsustainablecriteriafor packagingmaterials specific products through ourexpandingcriteriaprogram. OurFibe contracts, thecriteriawillbeaddedaspartofregular contract and theimpactonourcarbon footprint. aging. Theseaddress theuseoftoxicsubstancesandconflictminerals, government-business program thatensures products meet apremium mobile phonesandcomponents,includingbatteries,chargers andpack modems andTV receivers. implemented inBell’sbusinessunitsasweintroduce newsuppliers for the recyclability ofmaterials,identificationplastics,energy efficiency Product renewal cycle. used for tangiblegoodsthatweresell tocustomers oruseinternally.In level ofenergy efficiency.The same responsible criteriacontinuetobe 2 1 RESPONSIBLE BELL’S OBJECTIVES FOR

by eco-criteria Increase thenumberofproducts covered Continuously improve ourresponsible procurement program. approach PROCUREMENT: - 50

Customers and Suppliers

TOC Specifically, wefurtherupdatedourProcurement U.S. lawsasconflictminerals becauseincertaincasestheyare minedin we askedourmajorsuppliers ofelectronic equipmenttoimplementpro Exchange Commission(SEC)ofrulesrequiring certainpubliccompanies EICC (Electronic IndustryCitizenshipCoalition)Implementation Group. Many electronic devicescontainsmallamountsofmetals—suchastanta Policy andour SupplierCodeofConductto supply chains andthe responsible sourcing of conflict min suppliers demonstrate theircommitment to sibly andtoemphasizeourinsistence thatour customers that containconflictminerals. Further, through ourcontractual erals. In addition, we added controls in our centralized procurement deploy effectivecontrols overtheirrespective can betteridentifythesourcesofconflictminerals in chain becomesmore transparent becauseoursuppliers cesses andcontrol mechanismstoavoidtheuseofsuchminerals inthe exploitative circumstances. Bell shares the concerns of many companies formalize ourcommitmenttosourcingrespon from conflict-free operations, andassuppliers takeaction,oursupply In additiontoourwell-establishedinitiativesin In 2011,aheadoftheanticipatedadoptionbyU.S.Securitiesand or indirectly benefitarmedgroups intheDRCoranadjoiningcountry, in conjunction with GeSI (the Global eSustainability Initiative) and the in conjunctionwithGeSI(theGlobaleSustainabilityInitiative)andthe Conflict this regard, wetookadditionalstepsin2014. that enablemanufacturers tovalidatethatconflictminerals are sourced to disclosetheuseintheirproducts ofconflictminerals thatmay directly try-wide approach to supply-chain issues, including conflict minerals, process toidentifysuppliers ofproducts weresell, leaseordistribute to products thatweresell, suchas mobile phones. products theysupplytoBell.Asimprovements are madetomechanisms lum, tin, tungsten and gold—that are derived from minerals known under minerals We considerasunacceptabletheexploitationandtrade Congo (DRC)orinadjoining countries. In 2005, Bell began working with other companies from of conflictminerals thatfuelarmedconflictsandlead or benefitarmedgroups intheDemocratic Republicofthe in theelectronics andtelecommunicationsindustriesthat the telecommunicationsindustrytodevelopanindus that our suppliers source conflict minerals responsibly. to theabuseofhumanrights.Ourcommitmentandour practice are tomakeeveryappropriate effort toensure use conflictminerals thatmaydirectly orindirectly finance - - - - - These actions underscore our strong conviction that Bell has an important • • • Council andthendesigningourdetailed program. Next stepsincludeobtainingsupportfor ourstrategy from Bell’sDiversity smelter program setupbyGeSIandtheEICCExtractives Work Group. and traceability ofminerals inthesupplychainthrough theconflict-free a competitive advantage while at the same time contributing to social a competitiveadvantagewhileatthesametimecontributingtosocial about supplierdiversity, itsevolutioninCanadaandhowitcanprovide membership inGeSI,whichsupportsefforts toimprove thetransparency In 2014,ourProcurement teamtookanumberofsteps tolearnmore diversity Supplier that, wecontinuetoengagewithgroups around theworldonsuch issues. role toplayinencouraging responsible supply-chainpractices. As partof responsibly. Inaddition,wecloselymonitorthismatterthrough our responsibility ofcorporations. Thesesteps included: process, weevaluatesuchsuppliers’ commitmenttosourcingminerals Attending supplierdiversity industryeventsorganized bythe Commerce. We alsobecameamemberofthose organizations Canadian AboriginalandMinoritySupplierCouncil,Women’s Providing awareness andinformation sessionsontheprogram to Meeting expertsfrom 11 Bellsuppliers thathavesupplierdiver Business EnterpriseandtheCanadianGayLesbianChamberof sity programs, tolearnmore aboutsuccessfulsupplierdiversity internal Bellpartners whoare involvedinsupplier management. program implementation - 51

Customers and Suppliers

TOC We understandandwelcomeourroleasaleadingcitizengood Community fully inthevillages,townsandcitieswherewelive. neighbour and we work to fulfill that expectation by participating neighbour andweworktofulfillthatexpectationbyparticipating of KidsHelpPhone 25th anniversary to markthe $2.5M record-setting Donated a $73M increased to mental health commitment to Bell Let’sTalk 52

Community

TOC The BellLet’sTalk mentalhealth initiative COMMUNITY stigma against fight The we liveandwork. $6 billion inlostproductivity costsduetoabsenteeismand presenteeism Canadians toBellLet’sTalk Day. With initiativessuchasClara’s BigRidefor BellLet’sTalk, Bellexpanded Bell operates inthousandsofcommunitiesacross thecountry.We understand andwelcomeourrole asaleading citizen andgoodneighbourweworktofulfillthatexpectationbyparticipatingfullyinthecommunities where Let’s Talk program. Focused onfighting stigma,supporting research, seek treatment. Even those not directly affected will more than likely be stigma, justone-third ofthosewhohavea psychological disorder will gle. Mentalhealthproblems andillnessesalsoaccount for more than Initially, Bell Let’s Talk was a $50 in the workplace, Bell Let’s Talk is the largest ever corporate commitment improving accesstocare andensuringpsychologicalhealthsafety ing mentalhealthacross thecountrythrough theaward-winning Bell its worktoengageCanadiansinthenationalconversation aboutimprov to more than$73 million onthestrength oftheenthusiasticresponse of touched by aco-worker, friend or family member who faces a strug reluctant totalkaboutit,eventhoseclose tothem.Becauseofthat (reduced effectiveness whileat work). million commitment. It has since grown Mental illnessisoneofthemost year itreaches more Canadians, quences for everyCanadian. One country, withfar-reaching conse more funding,ultimatelyraising of mental illness and most will be of mentalillnessandmostwillbe in 5 peoplewillexperienceaform hope for millionsofsufferers and builds awareness andgenerates those closeto them. to mental health in Canada. Each pervasive healthissuesinthe - - - A record Bell Let’s Talk Let’s day Bell A record Canadians responded in record numbers on the 5th Mary Walsh and StefieShock‑ allambassadors ofBellLet’sTalk Day. From lefttoright;Clara Hughes,Michael Landsberg, Howie Mandel,MichelMpambara, Day on January Each year,OlympicchampionClara Hughesleadsahigh-profile cam shares recorded ontheday,12%more thanin2014.Asaresult, Bell committed $6,107,538.60 more tomentalhealth initiatives. and organizations alsosupportthe campaign. encouraging everyone togetinvolved. Hundreds of large businesses country whoshare theirownstruggleswithmentalillnessasawayof is supportedbybusiness,politicalandentertainmentleaders across the the 122 millionlongdistanceandmobilecalls,texts,tweetsFacebook paign toreduce stigmaandraise more fundstofightmentalillness.She 28, 2015. Bell donated an additional 5 annual Bell Let’s Talk cents for each of - 53

Community

TOC in 2014 Let’s Talk day annual 5th

The majorinnovationinouranti-stigmacampaignfor 2014 wasClara’s Two andCTVGoinJanuary,withon-demandavailabilityatCTV.ca filmmakers. Thedocumentarywasbroadcast inprimetimebyCTV,CTV which Olympichero Clara Hughescovered more than11,000 kmand Big Ride,a110-daybikeridetoeveryprovince andterritoryduring CLARA’S BIG RIDECLARA’S TAKES ANTI-STIGMA INITIATIVES TO THOUSANDS on CraveTV. met withthousandsofCanadians.StartinginToronto inmid-March, directed by Larry Weinstein, one of Canada’s most accomplished

Clara endured alltheextremes ofaCanadianspringtotravel to well, BellMediafilmedadocumentaryofherepicjourney, 105 communities before crossing thefinishlineon Parliament nationally andlocally,tofurtherspread themessage. As Hill onCanadaDay.Sheattended235 communityand Clara’s BigRidegenerated extensivenewscoverage, both school eventsandcollectedthousandsofsignatures to 160 other electedofficialsandleaders. support workingtogethertocreate astigma-free Canada, including theGovernorGeneral, thePrimeMinister and They are: TALK ABOUTIT We alsorefined ourcommunications about BellLet’s Talk Daytoincrease theimpact.Withmessaging focused Clara, wealsoenlistedsportsbroadcaster MichaelLandsberg, comedianandTVhostHowieMandelenter were prominent leaders ofourprogram in Québec. Bell addedtoitslistofcelebrityambassadors for BellLet’sTalk Day.Inadditiontotheongoingleadership of on creating a stigma-free Canada, we promoted 5 illness, developedwithDr. HeatherStuartofQueen’sUniversity, theworld’sfirst chairinanti-stigma research. tainer Mary Walsh to raise the profile of the event. As always, entertainers Stefie Shock and Michel Mpambara LISTEN ANDASK BE KIND EDUCATE YOURSELF LANGUAGE MATTERS

Learn, talkmoreandunderstandthe signs Pay attentiontothewordsyouuseaboutmental illness Sometimes itisbesttojust listen Small actsofkindnessspeaka lot Start adialogue,breakthe silence. • • Our major new commitments to improve access to care in We contributedanother$1 millioninone-timegrants ofupto$50,000 58 additional communityorganizations thatare involvedinmental Bell Let’sTalk CommunityFund. Applicationsfor the 2015fundwere being mental health issues. In 2014,Bellcontinuedtoinvestinabroader selectionofinnovative health care atthelocallevelineveryregion ofthecountrythrough the access and care better for Support publicly inOctober. processed asthisreport wasprepared andresults willbecommunicated programs aimed at improving care and access tocare for those with $1 million toVancouver General HospitalandtheUniversity of $1 million for ajointproject withtheGovernmentofAlbertato British ColumbiaFoundation tocomplete theirfundingcampaign centre opensin 2017,itisestimatedwillserve1,900 peopleas especially inrural andremote areas, withasingleonlineaccess of thelargest inthe country outpatients every year, making it the inpatients andabout30,000 outpatients everyyear,making itthe improve accessfor children andyouththroughout theprovince, to thenewJoseph&RosalieSegal Family Health Centre. Whenthe point toinformation and care largest purpose-built mentalhealthfacilityintheprovince andone simple ways to support a broader understanding of mental 2014 included: - 54

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TOC • • • • • • • • Since theBellLet’sTalk program began,Bellhasprovided significant versities andotherinstitutionsacross Canada.Bellisalsosupporting support toseveral leading-edgeresearch initiativesathospitals,uni Investing in In 2014,wecontinuedtoprovide significantsupport to: the bestresearchers byfundingchairs, fellowships andproject grants. The BellTruePatriot LoveFund provided $250,000 ingrants to Yukon withafocus onhelpingInuitandFirst Nationsyouthatthe Assistance Centre Sunnybrook Health SciencesCentre tocreate theBellCanadaChair 16 organizations across thecountrythatdelivermentalhealth fishing, navigation,andthepreparation ofwild foods. $150,000 to theNunatsiavutgovernment’s $225,000 to Université Lavalfor mentalhealthtraining for $500,000 to McGillUniversity tohelpfundtheMcGillWellness $500,000 to theUniversité deMontréal toimplementanumberof $500,000 to theCHUSainte-Justinecreate Québec’sfirst inte $1 million over5years tosupportcommunitymentalhealthand Portal, acomprehensive self-screening tool focused onthemost such projects since 2013 anxiety, eatingdisorders, andalcohol misuse common mentalhealthissuesfacedbyMcGillstudents:depression, community level anti-stigma programs inNunavut,theNorthwestTerritories and grated Mother-ChildCentre for EatingDisorders tomeetdemand frontline staffandspecializedservicesthrough theStudent military familiestolearnaboutmentalhealthresiliency andaccess members. Funded projects includeproviding opportunitiesfor new initiativestosupportstudentsexperiencingstressful situations or sufferingfrom anxietyoramood disorder in AdolescentMood&Anxiety Disorders, ledbyDr. AmyCheung itive role modelswhoteachthemtraditional skillssuchashunting, Strong Growing Off, health servicesinNain.Theprogram pairs youngpeoplewithpos innatuk—Going to care aswellacompaniondogprogram thathelpsthosewith that hasgrown 44%inthelast4 years alone post-traumatic stress disorder. Thefundhasprovided 32 grants to programs andsupporttomilitaryfamilies,veterans andserving research program toenhancemental Aullak sangilivalliang Aullak - - - - • • • • Our workinthisarea impactsmore than ouremployees.For instance,in Our entire management team undergoes training to support team Workplace psychological Bell proactively andcontinuouslyenhancesaccesstomentalhealth Bell hasestablisheditselfasaleaderindeployingandpromoting best a mentallyhealthyworkplace.Theprogram isavailabletoallCanadian collaboration withQueen’sUniversity, BellandMorneauShepelldevel an innovativereturn-to-work program for teammembers affectedby quality of life. a whole.Inanygivenweek,atleast500,000employedCanadiansare mental illness. members experiencingmentalhealthissuesandwehaveimplemented mental illnessinCanadaisestimatedat$51 billionperyear.Thisincludes oped aprogressive workplacementalhealthcertificate training program businesses andorganizations from Morneau Shepell. inars and events with health care organizations and professionals. information for ourteammembers, online, inperson andthrough sem health care costs,lostproductivity andreductions inhealth-related is a significant challenge for Canadian business and for the economy as that teachesleadership skillsinmanagingperformance andpromoting practices to ensure psychological health and safety in the workplace. This unable toworkduementalhealthproblems. Theeconomicburden of Awards tosupporttalentedyoungCanadianmentalhealth Anti-Stigma ResearchChair,ledbyDr. HeatherStuart. Centre andCentre for ClinicalResearchin Health Concordia University’s DepartmentofPsychology tosubsidize Queen’s University tosupporttheworld’sfirst MentalHealthand Douglas MentalHealthUniversity Institutetosupportmentalhealth Brain CanadatoestablishtheBellMentalHealthResearchTraining therapy andassessmentattheuniversity’s AppliedPsychology research atitsuniquebrain bank researchers withmatchingfundingfrom theGovernmentof Canada health - - 55

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TOC • • • • • • • A Nielsen Consumer Insights survey conducted in October Workplace initiativessuchasthesehaveearnedBellmanyhonours, 5 years. Specifically, respondents reported that: which wewere themajorprivate-sectorsourceoffunding.Theseguide Early in 2014, we celebrated the first anniversary of the National Standard for theiremployees.We alsosignificantlyincreased thebenefitcoverage for Psychological HealthandSafetyintheWorkplace, aninitiativefor offered toouremployeesfor psychologicalandsocialwork services. Making a difference Making including, in 2014: that Canadiansfeelthere hasbeenprogress onmentalhealthinthepast lines provide organizations withresources toensure bettermentalhealth The MentalhealthandWell-Being Award presented bytheQuébec The Workplace BenefitsAward for MentalHealth, recognizing 78% are more aware ofmentalhealth issues 68% believeattitudesaboutMHissueshavechangedfor the better. Almost 50% believe the stigma associated with mental health Almost 50%believethestigmaassociatedwithmentalhealth A Public ServiceAward from theOntarioPsychological Association Order ofPsychologists inrecognition ofthecontributions madeby Work for Bell’sleadership inpromoting mentalhealthacross Bell Let’sTalk toimproving thelivesofpeopleacross Québec Bell’s creative andeffectivementalhealthinitiativetosupport Excellence Canada’s 2014GoldAward for MentalHealthat encourage thepsychologicalwell-beingof employees corporate Canada for leadership inworkplacemental health has reduced 2014 showed 2014 showed - • • • • • • As well,Bell’sinvestmentsincommunityagencies,hospitals,anduni versities have resulted in direct benefits for individuals as well as for While theBellLet’sTalk initiativewasnotthesubjectofsurvey,and gram andtheimproving nationalperceptionofmentalillness,wenote mental healthcare systemsandservicescommunity-wide.Some highlights include: that thechangehastakenplaceduringtimeBellLet’sTalk has existed. therefore wecannotdraw adirect causalrelationship betweenourpro The DotsNBcampaign,whichraises awareness for children’s mental The RoyalOttawaFoundation for MentalHealthTelemedicine Suites The Portage projects haseliminateda3-monthwaitlistfor mental Centre for MentalHealthScienceshasreduced itswaitlistfrom 9 with amentalillnessbydetectingrelapses, anticipatingcrises Bell CanadaYouth MentalHealthOutreach ClinicatOntarioShores and accompanyingrelatives totreatments, whileestablishing development anduseofnewmobiletechnologiesinmental health and recovery; theseinnovationsrepresent afirst inQuébec for the designing mobileapplicationsthatassistpatientsintheirtreatment months to3weeks one ofevery4 virtualpatientvisits health issuesacross NewBrunswick,haslogged 140,000 partici has hosted320 oftheRoyal’s1,367consultations,approximately health servicesfor youth that helpfamilyandfriendslearnhowtocare for peopleliving Friends ofMentalHealthhaveenhancedcounsellingprograms Fondation del’Institutuniversitaire ensantémentale deMontréal is pants inthelast3 years. physical health personal boundariesinorder to preserve theirownmentaland - - - 56

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TOC As themainsponsorofMontréal Walk for MentalHealth,heldevery October since 2011, Bell supports anti-stigma sensitization in an event October since2011,Bellsupportsanti-stigmasensitizationinanevent Champions ofMentalHealthAwards andMentalIllnessAwareness We sponsortheannualawareness campaignoftheCanadian Alliance Participants totheMontréal Walk for MentalHealthtookthe streets lastOctober. week, aims toturn up the volume onthe conversation about the need for In addition to investing directly in better mental health, Bell sup on Mental Illness and Mental Health. The campaign, which includes The on MentalIllnessandHealth.Thecampaign,whichincludes other organizations. health organizations andtheir clientele. improved accesstoservicesandsupportfor mentalhealthin Canada. that attracts more than1,000 walkers representing communitymental health mental for funds more Raising ports avariety of fundraising initiatives and campaigns led by - There were many other initiatives. For example, during the CHEO telethon, Since the event began in 2002, Bell team members have raised more 25th anniversary ofKidsHelpPhone.Inaddition,employeevolunteers 22-year history. Among the most significant initiatives is the Bell Capital 22-year history.AmongthemostsignificantinitiativesisBellCapital We are alsomajorsupporters ofKidsHelpPhone,theonlynationalbilin Charity GolfClassicwhich,in 2014alone, Cup, the largest amateur hockey tournament in the world, which has We alsocontinuedourlong-termcollaboration withtheOttawaSenators with raising awareness atthegame Bell’s Miracle MatchChallengehelpedboostthefundraising by$10,000 in Luke Richardson. DIFD (Do It For Daron), a youth mental Mental Health Awareness Night. Along Bell havealsoworkedcloselytogether Refuge desJeunesenhancetheirmentalhealthservicesfor thecity’s Montréal $20,000 tohelpChezDoris,theOldBrewery Missionand any number of challenges, including mental health issues, bullying and any number of challenges, including mental health issues, bullying and and ancillaryevents,thisinitiative gual telephoneandonlineurgent helpresource for youngpeoplefacing made arecord-setting corporate donationof$2.5 milliontomarkthe fund-raising initiative,withfullsupportfrom the company.In2014, Bell family conflict.Hundreds ofBellvolunteers helporganize andpartici major collaboration hasbeena5-yearagreement toraise $1 millionfor for pledgesand participated in local walks, raising a total of $374,364. from BellCanada,Media,Aliant,andThe Sourcecanvassed In another joint initiative, Bell contributed $80,000 of thedaughterformer Senators player health awareness fundstartedinmemory has generated more than$212,000 for homeless population. to promote theBellHockeyTalks Youth through theBellSensSoirée andtheBellSens the Children’s Hospital of Eastern Ontario (CHEO) the $100 millionmarkinfundsraised for communityinitiativesoverits than $9.7 million. raised more than$140,000.The Sensand raised more than$2.5 millionfor thefoundation over15 years. Another Foundation innumerous ways, proudly helpingtheNHLteamreach pate everyyearintheWalk SoKidsCanTalk, theorganization’s major phones—to the CanadianMentalHealth Association. program—which encourages customers to recycle theirusedmobile less than 10 minutes. As well, Bell donates all proceeds from its Blue Box since 2002 for KidsHelpPhone $9.7M have raised more than Bell teammembers and the city of - - 57

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TOC Through theEmployeeGivingProgram, Bellteammembers and retirees Investing in communities 337,000 hours ofvolunteertimetoamateursportorganizations and $500 a yeartoanyapproved organization supportedbyanemployee’s the CanadianMentalHealthAssociation,anduniversities andcolleges.Thecompanycovers all the EmployeeGivingProgram, Bellmatchesdonationsthatteammembers maketoUnitedWay/Centraide, deducted from payroll, butwhateverthemethodofpayment,100%fundsgoto charity. administrative costsoftheEmployeeGivingProgram. Mostoftheprogram contributionsare automatically Overall in2014,Bellinvestedmore than$20 millioninthecommunitiesweserve,includingworkplacemental will alsogrant upto$2,500 an organization for which employeesor Bell alsoprovides grants tocharitiesandcommunitysports organiza health programs. Thisincludessupportfor arange ofcommunityinitiatives inadditiontoBellLet’sTalk. Through charities. Intheremainder ofthissection,wepresent thecommunity donated more than$2.1 millionin2014.Inaddition,theycontributed grant is upto$250 for 50 hours ormore ofvolunteer time.Thecompany individual volunteercommitmentofatleast50 hours. For aretiree, the tions atwhichouremployeesorretirees volunteer.Bellwillgrant upto retirees contribute250 hours aspartofalarger volunteer team. programs andorganizations Bellanditsconstituentparts support. - As afounding supporter, Bellcontributes$150,000 everyyeartopromote Since 2002,Cybertip.ca—whichBellhassupportedsinceits inception— Half ofthatisearmarkedfor Cybertip.ca,anationaltiplinefor Canadians 1 when theyusethe Internet. KEEPING CHILDREN CANADIAN SAFE cyber safetythrough theCanadianCentre for Child Protection. from thepublicandprovided 10.5 million piecesofeducationalmaterial has workedwithlawenforcement torespond to144,000 complaints BELL COMMUNITY INVESTMENT COMMUNITY BELL to schoolsandfamiliesacross thecountry.In 2014alone,Cybertip.ca to raise awareness of the issues so that children are better protected to report theirconcernsaboutonline sexualexploitationofchildren and received approximately 33,000 reports from Canadians. ($ millions)

Restated to align with scope of business units defined for 2014. for defined units business of scope with align to Restated 2012 17.4 1.9 1 2013 16.2 2.3 1 20.2 2014 2.2 ONLINE Employee Donations Bell Community Investment 58

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TOC Again in2014,Bellgavestrong supporttotheComputers for Schools 15,000 monitors and4,000 printers sincetheprogram began. which provides youngpeoplewithpractical adviceondealingwith RQO (RecyclerQualificationOffice)undertheERRP(Electronics Reuse Pioneer Volunteers isoneofthelargest corporate-based volunteer secondary schoolsandtovariousnon-profit organizations. This program sexting situations. PROVIDING COMPUTERS AND NON-PROFIT FOR SCHOOLS ORGANIZATIONS current andretired employeesofBellAliantanditspredecessor com distributed 3,801 computers inAtlanticCanada2014.TheBell Aliant and Refurbishing Program). It has also been selected as an EPRA-Québec In an associated initiative, the In 2014,Bellanditssubsidiariesdonated6,655 usedcomputers, 1,119 mon In addition to chairing andmanaging the program in Québec, Bell also In 2014,Bellcontinuedits$50,000 annualcommitmenttoMediaSmarts, of whichweare alsoafounding supporter.MediaSmartsisanational, organization in Atlantic Canada. Its more than 6,000 itors and198 printers, for atotalofmore than70,000 computers, is ISO 14001:2004 bilingual organization committedtodigitalandmedialiteracy for parents issue. Bell’ssupportalsohelpedtheCentre launch their communities. reuse, socialinclusionandenvironmentally sound recycling. (Québec Electronic Products RecyclingAssociation)reuser/refurbisher. panies whofocus oneducation andtechnology-related projects within provides spacefor aworkshopandofficemanagement.CFSencourages program (CFS)whichprovides refurbished computers toprimaryand RDS Bell Media Bell Technical Solutions Bell Canada certified and has been audited and approved by the The other half of Bell’s donation goes to The other half of Bell’s donation goes to send andshare sexualimageryonline guides to or viatexts.Bellhasfunded2 guidesto help parents and educators address the ting” whichiswhenyoungpeoplecreate, the Centre’s initiativestoreduce “sex Bell Aliant Pioneers COMPUTERS members comprise refurbished and needhelpnow.ca 5,163 253 902 337 - - -

LCD MONITORS workshop seriesfor teachers andlibrarians, andmedialiteracy week Bell isalsoproud ofitsrole asafounder oftheCanadianCoalitionAgainst and families,teachers andlibrarians. Theyworkcloselywithacademics, distribute child pornography. child abuseimagesandcreate adisincentivefor thosewhoaccessand Internet ChildExploitationanditsCleanfeedCanadainitiative(operated oping critical-thinking skills. organizations offeringspecificinitiativessuchasonlinetutorialstoassist broadcasters, telecommunications service providers and Internet-based by Cybertip.ca).Thiswasdevelopedtoreduce Canadians’exposure to to buildpublicawareness oftheimportancedigitalconsumers devel parents withstrategies for thedigitalgeneration, aweb-awareness 146 116 806 51 PRINTERS 136 28 23 11 - 59

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TOC • • • • • As the country’s premier media company, Bell Media invests in a variety Signals of Suicide, a school-based suicide prevention program. The 20% increase over theyearbefore, andbringsthetotalto50,000 since Bell AliantandtheCanadianMentalHealthAssociationofPrinceEdward Bell Aliantisactiveinthecommunitiesitservesacross AtlanticCanada. BELL ALIANT COMMUNITY INVESTMENT BELL MEDIA FOCUSES ON COMMUNITY AND MEDIA INDUSTRY SUPPORT delivered 13,000 backpacks fullofschoolsupplies sothatelementary a hair salon. a dayinwhichpeoplethatcity—oftenhomelessorliving inpoverty— get free accesstoservices thatcanmaketheirlivesbetter,suchas medical andfoot care, clothingdistribution,asit-downlunch,andeven noon toraise awareness for kids’mental health. more than70,000 peopleacross theprovince rang bellsfor aminuteat In theBackpackfor Kidsprogram, BellAliantvolunteers packed and In NovaScotia,BellAliantwasamajorsupporterofHalifax Connects, In NewBrunswick,BellAliantsupportedDotsfor KidsDay,duringwhich Island hostedthe annual Golffor LifeTournament, raising moneyfor of Canadiantalent.Amongthekeyrecipients in 2014were: of initiativesthatsupportthebroadcasting industryandthedevelopment tournament hasraised more than $200,000 since2000. fund benefits tangible BCE-Astral program beganin 2003. pupils couldstarttheacademic yearwitheverythingtheyneed.Thatwasa The NationalMusicCentre’s Artist-in-Residenceprogram which The annualDreamspeakers FilmFestival celebrates Aboriginalarts, The NationalScreen Institute’sTotally Television program, which Alberta Instituteof Technology. world-class facility Broadcast journalismscholarships in 2014supportedtheSouthern MusiCounts, anorganization thatmakesgrants toschoolsatall series andsecure developmentdealswith broadcasters enables diverse artiststocreate innovativeworkinaunique heritage andfilmfrom around theworld.In2014,28of38films helps creative writer/producer teamsrefine theirconcepts for TV presented were Canadian levels across thecountrytoenablethembuymusical instruments • • • As partofouracquisitionAstral Media,Bellagreed toestablisha A significantpartofBellAliant’scontributioncomesfrom theworkof for Kidsprogram. Bell Aliantvolunteers participate intheBackpacks benefits fundswenttoorganizations such as: initiatives intheCanadianbroadcasting industry.In2014,ourtangible talent andenablenewmediatraining andconsumerparticipation tangible benefits fund of $246.9 the RoyalNewfoundland Constabulary,theRCMPandemergency first teers were veryactive in Newfoundland and Labrador, partneringwith responders tofundtraining inyouthmental healthfirst aid. pillows for usebycardiac patients aftersurgery. AndPioneervolun language TV,radio andfilmcontent,supportemerging Canadianmusical The NationalTheatre School,toprovide studentswithopportunities Wapikoni Mobileoperates mobilestudiosequippedwiththelatest Québec-wide, free 3-dayeventofartsandculture. Ourcontribu Les Journéesdelaculture, coordinated byCulture pourtous,a spread theimpacttomore audiences and professional skills. digital technologyfor musicandvideoproduction. Theyare brought ing them with the opportunity to develop artistic, technical, social ing themwiththeopportunitytodevelopartistic,technical,social to Aboriginalcommunitiesbreak theisolationofyouthbyprovid tion supportedtheredesign anddevelopmentofwebplatforms to to transfer theirstageskillstocinemaand television million to develop French- and English- 100,000 hours ofvol volunteers. As a group, Canada. For example, year anddonated cash tovariouschar more than $136,000 ities across Atlantic hundreds of Pioneer tributed 3,184 they made and dis the Pioneers provided unteer serviceinthe heart - in in - - - - - 60

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TOC To foster therichandpredominant aboriginalculture oftheNorth,we Territorial HospitalFoundation mentalhealthinitiative,andTheoren Youth Initiatives Arts Festival, Yukon ArtsCentre’s Lovers SeriesandAlianaitArts Festival. Aboriginal community and culture and community Aboriginal Culture and Arts Council, Aurora College,theNWT Literacy Council,theFort NelsonPublic SUPPORTING NORTHERN Because youth are critical to northern development, we provided ongo Northwestel continuedtoinvestinprograms andorganizations thatwork Northwestel, whichforged more than200 uniquepartnerships through Library, SpecialOlympicsYukon andSports North. support avarietyofprograms includingNationalAboriginalDaycele as theKamatsiaqtutHelpLineinNunavut,adistress andsupportline culture; aboriginalcommunityandculture; andyouth initiatives. graduation ceremonies. Health and Mental Wellness Mental and Health for theYukon, acommunityTVshow,“Yukon StateofMind”,theStanton In addition to supporting Clara’s Big Ride, we supported projects such In additiontoour$1 millionBellLet’sTalk commitmenttosupportmental out theNorth,focusing on4 areas: healthandmentalwellness;arts brations, theEmerging Leaders GatheringinYukon, and First Nations initiatives toenrichlifeinnortherncommunitiesthrough oursubsidiary, health inCanada’snorthernterritories,wedelivered avarietyofother ing tosupportorganizations suchastheBeaufort DeltaEducation to promote northernculture thoughartisticexpression. In2014,our sup Fleury’s MessageofHealingin Yukon. port wenttoinitiativessuchastheDirectory ArtCovercontest,Nunavut COMMUNITIES - - - - “Last year,wesawthatfire couldnotonlydestroy exposed “At onepoint,weevenborrowed afire truckfrom HayRiver “We hadtomakesure ourequipmentdidn’tphysicallyburn up The companyhadlearnedfrom theexperiencesofsummer That’s whythecompany’stechniciansworkedaround theclock fires putNorthwestel’snetworkequipmentandphoneservice fire-related disruption—abrief outagein Kakisa.” MAINTAINING SERVICE FACE IN THE OF Gillard. “Duringthisyear’sfire season,weonlysawasingle were ready.” Northwestel’s Operations SupportCentre Director. “We saw area justslightlysmallerthanVancouver Island,wasablaze equipment, it actually got so hot in some spots that it could equipment, itactuallygotsohotinsomespotsthatcould from 352 fires. Thesmokecausedhighwayclosures, andthe for hundreds of kilometres alongHighway3 andcoatedthem numerous hotspots,Northwestelburiedits fibre accesspoints melt ourfibre buried2 feetunderground,” saidPaul Gillard, In thesummerof2014,2.8 millionhectares ofwoodland,an In addition to thousands of gallons of water pumped onto In additiontothousandsofgallonswaterpumpedonto one area nearourMorriseyMicrowave siteloseservicewhen of 2013. or melt,”saidFieldOperations ManagerBobO’Toole, whose in fire retardant. “We’re veryhappytosayitallpaidoff,”said the buriedfibre inthearea physically melted.Thisyear,we to extinguish hotspotsaboveourburiedlines.” to ensure continuedserviceintheSouthSlavecommunities. ters offibre buriedorstrungacross theNorthwest Territories team waskeptbusyclearingbrushfrom hundreds ofkilome to ensure thatthecompany’sservicesremained active. to hundreds of communitiesatrisk. FIRES - 61

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TOC Environment Our determinationtominimizeourcarbonfootprint andsafeguard the environment in every aspect of our operations reflects the values the environmentineveryaspectofouroperationsreflectsvalues of thecompanyanditsemployees. since 2008 of CO 43.5 kt release ofnearly Prevented the 2 equivalent BOMA BESt buildings certified Total ofBell 44

Environment

TOC ENVIRONMENT June 2015. The GeSI study estimated that widespread deployment of There isascientificconsensusthatGHG emissions,especiallycarbon Thus, carbon-reduction initiatives have a tangible positive effect on Carbon reduction A deepcommitmenttoenvironmental protection iscore tooursustainabilityvision andalignswithourstrategic 10 times thecarbonemissionsgenerated bytheICTsectoritself. fight climatechangeby reducing thecarbon footprint withinouroper We support the findingsof We makeeveryeffort tobeenvironmentally responsible whendeployingandmaintainingnetworks,buildingourofficesconsuming energy imperative toachieveacompetitivecoststructure. Justasimportant,ourdeterminationtominimize ourcarbon footprint andsafeguard theenvironment ineveryaspectofouroperations reflects thevaluesofcompanyand Bell haslongunderstood thattheuseofits products andserviceshelp Bell Centre in Montréal. Bell teammembers saveenergy andreduce GHGemissionsbyminimiz Bell’s bottom line. structure andfacilities simply mustprovide aconsistent,secure and strategic imperatives: toestablishamore competitivecoststructure. COMMITMENT TO ENVIRONMENTAL LEADERSHIP dioxide, are a major contributor to climate change. Our critical infra adherence toenvironmental protection initiativesproduces positive ations andthoseofourcustomers. More thanthat,weunderstand that across Canadagodark,alongwithsignsonmajorvenuessuchasthe environmental initiativessuchasEarthHour,whenmostBellbuildings an alternativetotravel. Aswell,weare visiblesupporters ofbroader at BellfacilitiesandusingSmartMeetingtoolssuchasVideoZone company tobesocertified. We also receive manycommendations everyyear for ourenvironmental performance. and other resources. For more than 20 operations. BellhasachievedISO14001 certification for ourenvironmental managementsystem,thefirst andonlyCanadiantelecommunications of whichBellisanactivemember), our employees,andtheexpectationsofcustomers, investors andthepublicatlarge. ing thetimeourvehiclesare leftonidle,increasing energy efficiency information and communications technologies (ICT) could save upto benefits for thebusiness. Ourcarbon-reduction efforts helpusspend reliable environment tooperate ournetwork and ITinfrastructure less on fuel and electricity, which also supports one of our key corporate Global e‑SustainabilityInitiative SMARTer 2030report years, Bell has implemented and maintained numerous programs to reduce the environmental impact of our , released in (GeSI, (GeSI, - - - Scientists generally agree thatglobalclimatechangecould exacer weather events. and tornadoes. events suchasice,snowandwind storms,flooding,hurricanes,tsunamis damage from natural disasters, includingseismic andsevere-weather and tohouseemployees.Ouroperations depend onhowwellwepro bate someof these threats, includingthefrequency and severityof tect ournetworksaswell as otherinfrastructure and facilities against - 63

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TOC “greening” oftheQuébececonomythrough sustainabledevelopment,andsupport vices fivefold inlessthan12 months. such asNetlift.We signedupourMontréal andOttawaregional offices for Netlift’s and exportofcleantechnologies. entrepreneurs inaccelerating thedesign,development,adoption, commercialization car-sharing serviceinearly2014.QuébecCitywillbeaddedFall 2015.The online mobilize thecleantechindustryaround commongoalsandactions,participateinthe In thesamespirit,wealsosupportentrepreneurial efforts ofcleantechstart-ups In 2009,wejoinedÉcotechQuébec,whichuniteskeyQuébecdecision-makers in thecleantechnology(cleantech)sector.Theaimofthisgroup istouniteand tool wasinitsbetaphasebutstillincreased ournationalparticipationinsuchser As aconscientiouscorporate citizen,Bell takesseriouslyitsresponsibility 1 GREENHOUSE (GHG) GAS EMISSIONS approach also includes quantifying risks and opportunities stemming continue developingICTsolutionsthatreduce thecarbonfootprint. Our from climate-changeissueswithaviewtoleveraging Bell’sproducts EMISSIONS to control andreduce where possibleitsGHG emissions. From along-termperspective, wehavemadeadeepcommitmentto (kilotonnes of CO of (kilotonnes Total Scope 3 Scope 2 Scope 1

To maintain the comparability of data and performance trends, performance data on energy use and carbon footprint equivalent for our base-year of 2011 and for 2013 have been been have 2013 for and 2011 of base-year our for equivalent footprint carbon and use energy on data performance trends, performance and data of comparability the maintain To adjusted compared with previously reported numbers to include Bell Aliant and Bell Astral operations using site-specific data and also minor changes reflecting improved reporting for for reporting improved reporting. reflecting financial our changes with minor line also in and years, data current most 2 site-specific the and using base-year operations the Astral Bell report we and Aliant because Bell included include not to were numbers 2012 for reported Data flows. previously data with certain compared adjusted 2 equivalent) 262.30 411.98 140.16 9.52 2014 144.04 247.66 401.61 9.91 2013 - 235.34 383.79 137.86 10.59 2011 1 At anassetlevel,ourcorporate real estate, riskmanagementandbusi findings totheSEHStwicea year. Continuity team.Thatteamassessesthreats, vulnerabilities andimpacts CO We alsoalignincentiveswithenvironmental objectives,andthatproduces Natural disasters andenergy costsare themostsignificant issues for services. Thisleadstoplansfor mitigatingriskandimproving operations. and services to enable carbon reduction. This means identifying the duction initiatives inour vehicle fleet, buildings, telecom network, IT essential theyare tothecontinueddeliveryofkeytelecommunication ment-level committeereporting totheSEHS.Thiscommittee’smandate networks andfleet.Buildingsare first prioritizedbyhow ness continuityteamsassessrisksandopportunitiesfor ourbuildings, In support of Bell’s climate policy to meet our absolute carbon emission In supportofBell’sclimatepolicytomeetourabsolutecarbonemission on ourbusinessanddevelopsrisk-mitigationplans.We monitorthe objectives, in 2008wecreated theEnergy Board committee,amanage our risk-and-opportunity assessment. infrastructure andbusinesstravel program. is to specifically identify and ensure the implementationof energy-re regulations thatmayalsoimpactourbusiness,andreport on these results. In2014,for instance,wesaved40.26 GWhor4,500tonnesof potential for current and future climate-related legislation, policy and potential impactofsevere weatheronouroperations withtheBusiness 2 equivalent ofelectricityinourbuildings,datacentres and networks. - - - 64

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TOC The largest portionofthe 2014increase over2013isattributableto Also, becausewehavemore aggressively diversified toensure sus A company’sbusinessmodeldirectly impactstheamountofGHGsit Scope 2 emissions (indirect GHG emissions associated with the consumption vehicles by9%.However,wedecreased thequantityofrefrigerant 2014. IntermsofScope1 emissions(direct GHGemissionsfrom sources Compared with2013,Bell’s carbon footprint increased by 10 kilotonnes in we haveverticallyreintegrated manyofthefunctionsthatare often Bell isacaseinpoint.To ensure qualityofservicefor ourcustomers, sions from Scope 1. steam andcooling) emissions. GHG INTENSITY and wireless operations, hasgreatly affectedourelectricity consumption. emissions associated with the consumption of purchased electricity, heat, emissions associatedwiththeconsumptionofpurchasedelectricity,heat, consumption of energy. This is accounted for in our Scope 2 companies, BellMediaandAstral Out-of-Home—wehaveincreased our generates andhowthosegasesare calculatedandclassified.Ingeneral, ness inthelastfewyears, andinparticularthe expansionofourwireline maintain direct control over operations and promote business continuity for GHGgeneration bythat company. of purchasedelectricity,heat,steamandcooling).Thegrowth ofourbusi our customers and job sites. These activities increase our Scope 1 operations (Expertech)whodependonafleetofvehiclestotakethem outsourced by companies inourindustry.For example,ouroperations in comparisontoanycompetitortelcothatoutsourcessuch functions. include installation technicians (Bell Technical Services) and construction that are owned or controlled by Bell), we increased the number of fleet tainable growth inthebusiness—addingbroadcast andothermedia that provides secure employment andcareer development potential, the more verticallyintegrated thecompany,greater thepotential released in2014.Overall, theeffecthasbeentolowerourcarbonemis (direct GHGemissionsfrom sourcesthat are ownedorcontrolled byBell) 19.0 20.0 21.0 19.5 20.5 21.5 Carbon Intensity(KT CO Bell CanadaRevenue ($G) 2011 2 e/$Grevenue) 2013 (indirect GHG 2014 Since 2011 Since 2011 8% 8% 1% 1% GHGs GHGs

- - • • • 46.1% to479,430 andextendedourFibeTVservicecoverage to6 million While our own footprint is increasing, we help our enterprise customers We continuallyexpand andenhanceourmobilenetworkstoextend Wireless expansionalsoincreased ourconsumptionofelectricityin2014. SMARTer 2030 We decreased ourScope3 emissions(otherindirect GHGemissions Growth inwireline increased ourconsumptionofelectricityin2014.For Despite the increase of the absolute quantity of GHG emissions, the smartphones, which enable people to browse the Internet, watch TV services to more customers and to accommodate the increasing demand such asvideoconferencing andteleconferencing, allofwhichare gaining such asmanagedhostingandcloudcomputingtoservetheneedsof employees touseourteleconferencing andvideoconferencing services. and control mechanismsthatlimitbusinesstravel andencourage our and engage in social networking activities, all on their mobile phones. and engageinsocialnetworkingactivities,allontheirmobile phones. enable customers toreduce their ownenergy use. data hostingcentres inthecountry.Thesedatacentres houseservices example, weincreased ourtotalnumberofBellFibeTVsubscribers by agement, logistics,distributionandmanufacturingprocesses. Overall, and byconnectingtheirdevicesthrough ourmachine-to-machine expansion wireless of Impact expansion wireline of Impact for bandwidth.Thisincreased demandisdrivenbytheproliferation of In 2014 we: in popularity.Whilethesedatacentres increase Bell’senergy use,they households. Inaddition,ournetworksincludethelargest collectionof to wireless andwireline business growth. the country’s largest organizations, and Bell’s remote collaboration tools, the carbonreduction-enabling effectofICTservices,pleaseconsultthe this isanetgainfor theplanet’scarbonload.For more detailsabout tivity byhostingtheirservers inahighlyenergy-efficient environment, reduce theirenergy needs,cutcarbonemissionsandenhanceproduc related toBellbusinesstravel activities)by4%duetocorporate policies (M2M) services.M2Mservicesare typicallyusedtooptimizefleetman 2011 due Financial IntensityIndicatorhasdeclinedyearoversince 2011due 76% ofourtotal postpaidsubscribers, upfrom 73%attheendof 2013 Acquired 35%of totalnewpostpaidgross activationsand 46% of Continued our rapid expansion of4GLTE wireless networktechnol Expanded thenumberofsmartphone users attheendof 2014to net activationsamongthe3 majorwireless carriers in Canada ogy toreach 86%oftheCanadian populationcoastto coast. report. - - - 65

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TOC As arecognized environmental leader,Bellsetanambitiousobjectiveto We estimatethatatleast51% 3 2 1 with 2013. way, Bellhassetanewintensityindicator,energy consumptionintensity Recognizing theneedtoestablishtargets anddeadlinesintheinterim, and theneedtounderstand ouroperational footprint inameaningful and achievablecarbonreduction target for thewholeofBCE. end of2020.In2014,recognizing howaseriesofmergers andacquisi and solar.95%ofthisrenewable energy isfrom hydro sources. electricity in 2014wasfrom renewable sourcessuchashydro, wind,tidal must extend the redefinition phase until 2017 in order to set a meaningful BELL tion pernetwork usage.In2014alone,Bell’sECIdecreased 32%compared target. Withthemore recent privatizationofBellAliantinlate2014,we tions havetransformed ourcompany,wesetanobjectivetore-define our objective saving energy ambitious Bell’s reduce GHGemissionsby149kilotonnes—or50%of2003levels—bythe (ECI)

Energy consumption intensity (ECI): Electricity Consumed (MWh) divided by Network usage (PBytes). Network usage includes residential and wholesale Internet, business Internet Internet business Internet, wholesale and the on residential 2015 17, includes April usage published Network provinces. (PBytes). (1990-2013), Atlantic usage Report in Network Inventory operations by Aliant National divided Bell (MWh) Canadian Excluding the of Consumed Tables Electricity Intensity (ECI): and intensity Summary Canada: consumption in Energy Electricity the from data 2012 the on Based umption and network usage are excluded from the data. data. the from excluded are usage network and umption cons electricity Atlantic Aliant Bell (INX). Exchange Inter-Network and IPTV (VPN), network private virtual and Change (BID) Climate on dedicated Convention Framework Nation, United Also please note that as methodology for gathering the network usage differ from one carrier to another, the ECI itself cannot be used to directly compare carrier performance carrier compare directly to used be cannot itself ECI the another, to carrier one from differ usage network the gathering for methodology as that note please Also 1697.84 2 3 , 2011 ECI (MW ECI which demonstrates asignificant reduction of electricity consump h /PB) 869.70 2013 1 ofthe1,782,773,727 kWhconsumedfor 588.85 2014 . website - - 43.5 World Resources Institute(WRI),World WildlifeFederation (WWF), will usethisasabasefor determininghowsuchobjectivescouldbe No matterhowwedefineourultimateobjective,Bell’sEnergy Saving Point 380 andMcKinsey&Co.onanewapproach tosettingreduction Bell is also working with the CDP and its various partners such as Even underouroriginalGHGobjective,wehavemadesubstantial achievable inBell’soperations. energy costs. cumulative savingsfor the3 focus areas. efficiency incompanyvehicles,andusingphone,videowebcon for travel. Italsoenhancesourcostcompetitivenessbyoffsettingrising focuses on3 areas: ourfacilities,fleetandsubstitutingtechnology ferencing toolstocurtailbusinesstravel. Thetablebelowillustrates the objectives using a science-based methodology. This methodology aims objectives using a science-based methodology. This methodology aims SAVINGS, 2008-2014 SAVINGS, to limitglobaltemperature riseto2°Cabovepre-industrial levels.We progress. Since 2008,theBell team hasprevented the release of nearly program isanimportantpartofgettingtoourtargets. Theprogram lion byreducing electricityconsumptionatBellfacilities,improving fuel This is the This isthe CO Costs Energy same as... 2 equivalents kilotonnes of CO 24,746 homes 27.50 kilotonnes 247.46 GWh Electricity for $24.29M for ayear ELECTRICITY 2

equivalent emissions and saved more than $50 4.83 millionlitres 11.4 kilotonnes tanks 87,800 tanks of gas in a of gasina $5.17M mid-sized car Fuel for FUEL

airplane 7,247 airplane 4.66 kilotonnes TRAVEL Canada $21.2M N/A Fuel for trips across

mil - - 66

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TOC Electricity Savings Electricity Data Centre—IT Data Centre—IT DC Load) Network Electricity Network Bell Mobility Bell Mobility Building (UPS Load) (Wireline+Wireless FUNCTION

• • • • • • • • • • • • • • • • 2014 accomplishments 2015 objectives 2014 Highlights—Maininitiatives 2015 objective 2014 accomplishment 2015 objective 2014 accomplishments 2015 objectives 2015 objectives 2014 ACCOMPLISHMENTAND2015OBJECTIVES Through consolidationandvirtualization, weoptimized58%ofphysicalservers, upfrom Add BellMediaandAlianttothescopeofEnergy Board for initiativesthatwill Saved $88Kandenergy consumptionof0.67GWhbyimproving efficienciesinfree cooled Supplement theongoinginitiativestoreduce electricityconsumptioninbuildings, Subsidies from provincial utilities($583K). Settings, calibration, schedulingandoperating sequences:Operation group completed Systems re-commissioning: Commissioned30systems,resulting insavings of$165Kor Continue rectifier modernizationprogram 150 actionitemstoimprove equipmentefficiencyand reduce buildingenergy consumption, 1.8 GWh,toensure thatelectromechanical systemsare optimizedfor current buildinguse 2.7 millionkWhofhydro 50% atyear-end2013.We transformed 30%into virtual machinesanddecommissioned 3.9 GWh,representing $391K Pursue free-cooled shelterprograms. Be 68%virtual. Removed theequivalentof1,285devicesbyconsolidation,optimization andvirtualization Removed orde-powered legacyequipmentin66sitesresulting inrecurring yearly Increase legacynetworkdepowering programs, includingself-sufficiencyprograms. Lighting improvement: Implemented560conversions toLED.Thesenotonly reduce Modernized powerequipmentin63sites,resulting inrecurring yearly an additional20%. of servers Free cooling:Modified93systemsto reduce theneed for mechanicalcooling,avoiding saving $406Kor3.7GWh shelter programs andbytakingadvantage ofincentivestoreplace lightsand aeronautical savings of1.7millionkWhhydro. networks, Mobilitycellsitesanddatacentres painting onBellMobilitytowers. produce additionalenergy reductions andcostsavings. lighting pollutionbutalsogenerate costavoidanceof$230Kor2.1GWh OPEX savings of savingsof OPEX Total:

$5,195,000 $3,976,000 2014 SAVINGS $646,000 $485,000 $88,000 $

ENERGY ENERGY 40.25 30.01 4.45 5.12 0.67 GW h

Environment

TOC at Courageous Lake,MacKayMcEvoyLakeandWeasel Lake. After asuccessfultrialin2013, 2014weinstalledfour 15KwSolarPhotovoltaicarrays inremote helicoptersites • • • • • • Bell leads by example, demonstrating in practical ways the idea that Bell is fostering innovation and entrepreneurship by engaging with development ofcleantechnology.Through suchpartnerships, Bellaims cleantech clusters, suchasÉcotechQuébec,focused onaccelerating the ICT servicesoffersimpleandsmartwaystoimprove productivity while in ourown operations: to improve ourenvironmental performance. Withintheseorganizations, to supportlocalinnovationandliaisewithcleantechentrepreneurs reducing energy costsandGHGemissionsbyusing the following services Teleconferencing thatreduces travel needs Telemetry systemsthatreduce idlingandoptimizetheroutes of Virtual products (books,newspapers, magazines)and Virtualization andcloudcomputingthatensure optimaluseof Social networksthatfacilitate carpoolingand car-sharing Electronic controls coupledto thecommunicationnetworktoreduce storage capacities space, powerandcoolingresources byconsolidating servers and electronic transactions. commercial vehicles energy consumptionin buildings 10 companies presented projects featuring 10 degrees Celsius, 5 degrees betterthan In 2013,BellandÉcotechQuébec Bell isworkingwithCarnot,apioneerin Bell’s environmental footprint. In2014,Bell improve itsenergy efficiency.Asa result, innovative technologytohelpBellfurther the developmentofCO the systemcanmaximizefree coolingupto technologies, oninnovativedatacentre thermo-siphon principlethatemploysoutside centres withsurprisingly positiveresults: conducted apilotproject inoneofourdata cooling solutions—uniqueinCanada—that compressors, whichare themajorconsumers air tocooltherefrigerant gases(CO expected. Bymaximizingfree coolingusinga have thepotentialtosignificantly reduce of electricity,for more than150 days organized Inno+sessionswhere more than per year. possible tocooltheequipmentwithoutusing 2 refrigeration 2 ), itis 68

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TOC Telematics provide vehiclepositioningandvitalengineinformation, ficient models. That included replacing 52 vehicles. In vans (theFord Transit andRamProMaster). Theywillreplace theGrand 2013. Overall, though,annualfuelefficiencypartially recovered asthe Caravan, RamCargo Van CVandolderFord Econoline vans. Connect andRamProMaster City)andmore fuel-efficientfull-size We are also testing new, more fuel efficient minivan models (Ford Transit C-Max Energi) and also tested a regular hybrid (C-Max), with 7 vehicles We rolled out a formal idling policy across the company in October Overall fuelefficiencydeteriorated from 17.73L/100 kmin2013to17.92 Our program includestheongoingdeployment ofmore fuel-efficient work whileminimizingenvironmental impacts. which means486,000 more litres offuelwere used.Thisincrease was with 2014 models.We estimatethat,duetoimproved engineandtrans which are detrimentaltofueleconomy,providing opportunitiestocoach L/100 km in2014. By 2014, Bellhad installed telematics on more than 11,700 sumption ofthesevehiclesandcompare itwith thefuelconsumptionof year progressed, endingwithadecrease of1.08%compared with2013. OUR due in part to the vehicles we inherited from the Astral acquisition and employees aboutsafer,greener driving habits. allowing service technicians to be more productive. The latest telematics mission technology, fuel efficiency with these new vehicles is 17% better mission technology,fuelefficiencywiththesenewvehiclesis17%better In 2014,Bellcontinuedtotestahybridplug-inpassenger car(Ford In 2014,Bell’sfuelconsumptionincreased 1.5%compared with2013, our standard passengercar,the Ford Focus. Thisanalysiswilldetermine by 4.5% in January and February compared with the same period in business expanded.Inaddition,aharsh winterreduced ourfuelefficiency in Ontarioand6 Québec.In2015,wewillanalyzetheenergy con the potential of electric and hybrid vehicles to meet the demands of our the potential of electric and hybrid vehicles to meet the demands of our the additionof348 vehiclestoourfleet,helpus roll outFibeTVasour than withtheoldervans,goingfrom 14.5L/100kmto 12km. vehicles Prototype vehicle Electric/hybrid Replacement units can sense idling, harsh acceleration and excessive speed, all of Fuel consumption FLEET 2014, we replaced 634 trials older vehicles with new, more fuel-ef 2007 Dodge Caravan minivans vehicles. 2014. - - - 69

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TOC in 2014 $10M approximately saved us conferencing Video Virtualization Audioconferencing andvideoconferencing solutionsprovide aquick, Videoconferencing isafast-growing toolused11 timesmore oftentoday Virtualization isasystematicapproach tolimitingthecarbonfootprint of 10 video callsallowsustoavoid$750intravel costs,incombination $10 million in2014. with otherfactors, videoconferencing helpedBellsaveapproximately Bell hasdeployed1,273 dedicatedVideoZoneendpointsthroughout the Bell teammembers alsoheld929,047 AudioZonecallslastyear,an COMMUNICATIONS conference calls,up17%from justayearago.Assumingthat1 inevery company, from Vancouver toSt.John’s. convenient andcost-effectivewaytosimultaneouslycommunicatewith multiple people, improving efficiency and reducing the need for travel at offer significantbenefits forbusinesscontinuity,enablingteammembers increase of7%over 2013. Conferencing than just7 years ago.In2014,Bellteammembers held151,906 VideoZone to theworkplace. to workeffectivelyfrom anylocationwhenanincidentprevents access the sametime.Thesesolutions—inparticularaudioconferencing—also our data centres by optimizing space, power and cooling use through reduction of569 tonnesGHGemissions. 5,120 households for ayear.Italsoresulted inayear-over-year the consolidationofservers andstorage. In2014,weremoved the and saved approximately 5,120,000 equivalent of1,285 devicesunderthisprogram. sioned anadditional20%.Thisreduced capitalrequirements Through consolidation and virtualization, we optimized 58% also transformed 30% into virtual machines and decommis of ourphysicalservers, upfrom 50%atyear-end2013.We solutions TECHNOLOGY kWh—enough energy to heat - The use ofconferencing solutionsdependsonthevariable nature of These sametechnologiesare helpingourcustomers address theirown VIDEOZONE GROWTH However, weanticipateusagetocontinuegrow asthesetechnologies conferencing—and thedegree towhichusers understand thetechnology. environmental-protection andcost-reduction prioritiesevery day. business travel, accesstotechnology—especiallyinthecaseofvideo become partoftheeverydaybusiness environment. Number of video calls calls video of Number (in thousands) (in 2007

13 Projected Actual 2008 26 2009 39

2010 67 2011 98 2012 102 2013 130 2014 152 2015 167 2016 184 2017 202 70

Environment

TOC The balanceofourbillswasprintedonpapercertifiedbythe Forest 7 percentagepointsover2013.IncludingBellAliant,42%ofallbillswere Stewardship Council (FSC).We continue topromote paperlessbilling, which havethepotentialtocapture approximately 6,600tonnes ofCO automatically registering new customers to electronic billing and charg electronic. This reduced consumption of paper saved about 52,000 trees, In 2014, we continuedto leverage technology to reduce our impact on by Bell( ing afeefor newcustomers whostillwantapaper bill. ing BellAliantandNorthwestel)were electronic. Thisisanincrease of the environment. For example,46%ofallbillsproduced byBell(exclud Electronic For 2015,ourobjectiveistoincrease e-billingto46%ofallbillsproduced including billing BellAliant),anincrease of4 percentagepointsover2014. electronic Bell Aliant)were by Bell(excluding of allbillsproduced 46% 2 - - . At Bell, CFCs were phased out in early 2007, replaced by HCFCs and HFCs Specifically, theproduction ofHCFC-22,intendedtoserveasa refriger Canadian federal andprovincial regulations aimtoprogressively elim HALOCARBONS Halocarbons are chemicalcompoundssuchaschlorofluorocarbons Bell usesapproximately 150 tonnesofrefrigerant inmore than11,000 air Bell alsophasedouthalonsbymid-2010.However,withtherecent acqui substances (ODS) that destroy the stratospheric ozone layer which systems usinghalonasafire extinguishingagent.In2015,wewillestab sition ofAstral andOntera, Bellonceagainhasbuildingsequippedwith contribute toglobalwarming,andsomeofthemare ozone-depleting and fire extinguishingsystems.When released intotheatmosphere, they and halons.Halocarbonsare usedinairconditioning/coolingsystems conditioning systems across the country. These systems average 15 ant, willnotbeallowedinCanadaby2020.To address thissituation,all developed toserveastransition coolingagents.Theyare nowtargeted qualified labourtomanage them. of service.Ofthese,more than64%useR-22 asrefrigerant. of Bell’s business units have prepared a 5-year plan to replace internationally, and their elimination is progressively planned in Canada. inate somehalocarbons(CFCs,HCFCsandhalons).Theyalsoregulate that are less harmful to the environment. However, HCFCs were only the control ofhalocarbonreleases anddisposal, as well as the use of (CFCs), hydrochlorofluorocarbons (HCFCs),hydrofluorocarbons (HFCs) protects theEarthfrom damagingultraviolet rays. lish ahalonphase-outplanfor theseformer Astral andOntera facilities. HCFC-22. years - - - - 71

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TOC To furtherreduce leaksandcontrol anyfuture impact,weperform root- • • • • • Even withthepreventive androutine maintenanceweconductonour Bell’s long-standing commitment to managing halocarbons has resulted cause analysesofincidentsandequipmentlifecycles. decreased by24% compared with 2013. Total leaks represented 5,207 defects andbreakdowns. In2014,ournumberofhalocarbonleaks equipment, releases ofhalocarbonsare inevitabledueto mechanical of halocarbons, which is 30% lower than the volume leaked in 2013. This of halocarbons,whichis30%lowerthanthevolumeleakedin2013.This is just3%ofthe150 tonneshalocarbonsweuseacross the country. in manyadvancesoverthelastdecade, includingfollowing: Total weightinuse(tonnes) Amount leaked(tonnes) Number ofleaks Proportion oftotalweightleaked(%) Converting orreplacing airconditioning/coolingsystemsusing CFCs Creating guidelinesfor thedecommissioningofairconditioning/ CO Helping developanairconditioningsystemthatusescompressed Developing phase-out plans aligned with government and industry Developing phase-outplansalignedwithgovernmentandindustry cooling systemsandhalonfire extinguishing systems Implementing areporting process intheeventofahalocarbon leak. recommendations for equipmentusingHCFCsinallbusinessunits 2 as arefrigerant rather thanHCFCs 380 150 2014 5.2 3% 500 143 2013 7.5 5% kg kg • • • • Our halocarbonprogram hasclearand DEFINING consistent objectives: Decommission equipment using HCFCs Decommission equipmentusingHCFCs Maintain systemsusinghalocarbonsin Minimize theuseof halocarbons Protect theozone layer as soonpossible,inaccordance with compliance withapplicable regulations government regulators’ expectations. OBJECTIVES 72

Environment

TOC To minimize the amount of waste sent to landfill, Bell runs several programs to reduce, reuse, recycle or use as fossil fuel substitutes the products A company’sbusinessmodeldirectly impactstheamountofwasteitgenerates. Generally speaking,companieswithgreater verticalintegration Outsourcing suchfunctionswouldallowustoreduce ourwaste-to-landfill results, butwewouldnotbeabletomaintaindirect control overfunctions Unlike othertelecommunicationscompanies,ourinstallationandconstructionare integrated functions,sowemanageournetworkwasteourselves. MANAGING and materialsrequired tooperate our business. are responsible for amore significantproportion oftheirindustry’swaste. Diverting waste from landfill from waste Diverting that directly impactcustomerserviceandoperations. Thrift Store. Any corporate moveorrenovation generates surplusmaterial—furniture, Standards toresell, recycle andprovide charitabledonations toensure Since thepartnership beganin2011,Bellhasdiverted98%ofitssurplus Green Standards North America, in fact, that adds up to millions of tonnes piling up in landfill North America,infact,thataddsuptomillionsoftonnespilinglandfill donations sincethenis $192,720. and Green Standards havepartnered on11 projects since 2011. every year.Thisnotonlycontributetocarbonemissions,itlocksaway appliances, computers, artwork,supplies—thatcanendupinlandfill.Across furniture, fixtures, suppliesandITequipment.Bellpartners withGreen furniture from landfill.Donations were madetothe Pearson Educational In 2014,Green Standards andBelldiverted 89%(5.4 tonnes)ofsurplusoffice office furniture from landfill—97 tonnesinall.Theoverall valueofthein-kind is minimized and that the benefit to the community is maximized. Bell is minimizedandthatthebenefittocommunitymaximized.Bell that theamountofoursurplusofficefurniture thatendsupaswaste redistribution ofsurplusandobsoletedurable goods,includingoffice Foundation, theIntegra Foundation andtheSalvationArmyMississauga potentially usefulandtherefore valuableresources. WASTE specializesintheresponsible andcost-effective lb 2,000 = ton 1 0 0 Program ImpactReport(January2011 toDecember2015) Program ImpactReport(JanuarytoDecember2014) diverted fromlandfill diverted fromlandfill 98% 89% 1 metric tonne = 2,204 lb 2,204 = tonne metric 1 distribution distribution Asset Asset Diverted fromlandfill diverted fromlandfill diverted fromlandfill diverted fromlandfill 107 tons 6 tons of in-kindcharitabledonations of in-kindcharitabledonations $192,720 $5,755 91.3% 15.9% 73.0% 11.1% 2.1% 0.0% 0.0% 6.6% 0.0% 0.0% 89% landfilled relocated resold recycled donated landfilled relocated resold recycled donated 98% 73

Environment

TOC Three decadesago,weestablishedaprogram toreuse andrecycle 69.4%. We were abletoreduce theamountofwastesenttolandfilldue 2 1 waste wegenerate hasanimpactondiversion. For thisreason, weare we recognize that less waste is better, we also recognize that the type of which is a result of the number of projects we carry out in a year. While waste in2014.Ofthis,54%wasdivertedfrom landfill. seeking partners toexplore waystovalorizefibre optic cable. sent toourrecycling businesspartners. In2014,wastefrom operations due toanincrease infibre opticcables,whichcannotbe recycled or expanded services,employees’segregation efforts inouradministrative centres withrecycling binswhere materialsare collectedanddirectly from landfillby2016,weconsidered thenumberandtypeofnetwork from landfill.Ouradministrative buildingsproduced 22%ofthetotal In 2014,ouroverall diversion rate increased by0.8 percentagepointsto our network equipment, including telecommunication cables, terminals, our networkequipment,includingtelecommunicationcables,terminals, buildings, andanincrease inthenumberofcustomer-facingproducts reused atthistime.Whensettingourobjectivetodivert75%ofwaste re represented 70%ofallwasteproduced atBell.We diverted70%ofthis project activities.Recovery,however,dependsonwastegeneration, utility poles,cablereels andwoodpallets.Today, weequipallofourwork Operations Office Customer-facing Overall FUNCTION

covered. Ontheoperational side,wenotedasmallincrease, mainly Data is adjusted to include Bell Aliant (excluding operations in Atlantic provinces). Atlantic in operations (excluding Aliant Bell provinces include Atlantic to in adjusted is operations Data Aliant Bell Excluding RECYCLING/VALORIZATION (METRIC TONNES) 17,599 12,539 2,954 2,105 BELL 2014 (METRIC TONNES) 1 LANDFILL 5,278 2,479 7,757 0 DIVERSION RATE 100.0% Our general objectivefor Office Office Operations Customer- Office and to facilitate sorting by employees. With regard to administrative ation recovery program toidentifyopportunitiesimprove itsefficiency diversion diversion buildings tofurtherreduce wastesentto landfill. buildings, wewillimprove recycling andcompostingservicesat5 main (TONNES) BY FUNCTION RESULTS that generates residual materials.We willalsoanalyzeournetworkoper 69.4% rate: diversion 2014 2,479 tonnes 2,105 tonnes 2,954 tonnes facing facing 5,278 tonnes landfill landfill 69.4% 70.0% 54.0% % RECYCLING/VALORIZATION 21% 8% (METRIC TONNES) 11,506 16,442 12% 10% 2,030 2,906 2015 is to improve awareness in eachfunction BELL 2013 49% (METRIC TONNES) 2 LANDFILL 7,529 4,768 2,761 Operations diversion 12,539 tonnes 0 DIVERSION RATE 9,991 tonnes Packaging HAZMAT Fleet Field/Network 1,198 tonnes 821 tonnes 529 tonnes 100.0% 68.6% 71.0% 51.0% % - 74

Environment

TOC Six years ago,webeganourSort-Itprogram, whichencourages employ 5 more buildings. Waste from offices Environmental stewardship for electronic devices Northwest Territories. We alsorecovered 2,105 tonnesofcustomer-facing Bell’s reuse andrecycling programs alsoaddress residual materialssuch expanded theZero Waste Program to2 more buildingsinYukon andthe as electronic waste,tonercartridgesandofficefurniture. In2014,we ees tosorttheirwasteatcentral stationsbyseparating paper,cardboard, gram, representing 65%ofofficeemployees.In2015,weplantoadd glass, steel,aluminumandorganic matter.13 sitesnowofferthispro For more onrecovering customer-facingproducts, pleaseseethe products in2014,includingTVreceivers, mobilephonesandaccessories. • • • • 7,600 students collectedmore than 17,500 directories, whichwere divertedfrom We reused andrecycled 70 tonnesof We collected5,433 tonnesofmaterialfrom was divertedfrom landfill,upfrom 51% waste produced at Bell In 2014,officewaste represented 22%ofall Recycling Program. computers and peripherals, and8 tonnes a yearago landfill through Northwestel’sDirectory toner cartridges of toner cartridges office operations, 54%ofwhich(2,954 tonnes) sectioninthis report. - - • • • • We collected17,817 tonnesofmaterial,12,539(70%)whichwere We supporttheCentre deformation enentreprise etrécupération (CFER), Network) and Fleet (Field, operations from Waste Bell hasbeenrecovering residual materialsfrom operations for more diverted from landfill.Thiswastebreaks downas follows: a schoolthatteachesusefulskillsinrecovery andrefurbishing toyoung In 2014,operational wasterepresented 70%ofallwasteproduced atBell. In 2015,theresults for Bell operations inAtlanticprovinces willbe of material. integrated intoourreport. Bell Alianthashistoricallyrecovered cable than 3 decades.Telecommunications cable, terminals, utilitypoles, cable reels, woodpallets,lead-acidbatteriesandsomehazardous materials reels andlead-acidbatteries;in2014,BellAliant recovered 393 tonnes recyclable materialsgenerated at15 ofourworkcentres in Québec. produced byField,FleetandNetwork activitiesare reused andrecycled. people without a secondary school education. CFER collects and sorts people withoutasecondaryschooleducation.CFERcollectsandsorts 9,991 tonnes are hardware telecommaterials,suchascables,termi 1,198 tonnes are packagingproducts for networkequipment,such 100% ofthisfrom landfill 821 tonnes are hazardous materials,suchaslead-acidbatteries, 529 tonnes comefrom ourfleetvehicles,includingtires, batteries,oil as woodpallets,cardboard boxesandplasticwrap. Ofthis,83%is centralized orlocalprograms andare 100%divertedfrom landfill alkaline batteries,fluorescent tubes,oilycontainers, contaminated and filters, usedengineantifreeze, andcleaningsolvents. We divert nals, utilitypolesandcablereels, 68%ofwhichisreused or recycled. reused or recycled rags andabsorbents,aerosols andotherpressurized containers, paints, solvents,andglues.Thesematerialsare managedunder - 75

Environment

TOC To minimizeourenvironmental impact,wepromote efficientuseof The Corporate ResponsibilityandEnvironment teamcontinually Materials RecoveryCentre (HMRC)inLaval,Québec.Atthissite,wesort Bell collects hazardous materials generated by its operations and man By law,someresidual materialsare definedashazardous, becausethey step oflocalHRM management. suppliers directly, andensures thesematerialsare properly managed. such cases,thelocalsitedealswithtransportation, recycling anddisposal sent for disposal.Whenthesematerialsare notdisposedofproperly, environmental impact. company byprocuring cost-effectiveproducts. To achievethis,Bellhas also savesmoney.Inaddition,wereduce ourfinancialimpact onthe and store thematerialsbefore returning themtostock,recycling them and otherpressurized containers, paints,solvents,andglues.Thespecial ages themaccording tothemostrigorous standards. Somematerialsare contaminants can enter the atmosphere or migrate through the soil and and municipallawsregulations strictlyregulate themanagement gathers information onnewproducts tobeintroduced intocompany Hazardous Residual Materials (HRMs) may beathreat tohumanhealthortheenvironment. Federal, provincial In somecases,materialsgenerated from Bell’s operations are managed or sendingthemfor safe disposal. of thesehazardous materials,especiallywhenstored, transported or operations, assessingthem basedonbestoperational practices and bins usedtocollectthesehazardous materialsare senttotheHazardous batteries, oilycontainers, contaminatedrags andabsorbents,aerosols implemented anevaluationprocess for new“controlled” products. recovered andmanagedcentrally, includingbatteries,smallnon-spillable Federal, provincial andmunicipal lawsandregulations regulate each potentially dangerous products. Thisnotonlyresults inlesswastebut pollute groundwater, affectingdrinkingwaterquality. locally, such as at work centres, at switching centres and in Bell stores. In - • • • • • • • OBJECTIVES Ensure theproper managementofbatteries Have comprehensive information on Maintain allrequired documentationwith Ensure thetransportation ofresidual Minimize thelandfillingandincineration Bell’s operations Recover allhazardous materialsusedin Minimize thepurchaseofhazardous materials the hazardous material inventoriesatthe from clientpremises. communicate this information dangerous goods complieswith regulations owned orservicedbyBellandremoved of hazardous materials bymaximizingreuse, recovery centre andbeabletoeffectively regard totheshippingofhazardous materials recycling andenergy recovery 76

Environment

TOC TO waste throughout Greater Montréal. Electrobac’s missionistoreduce In April 2014,Bellbeganapartnership withElectrobac, ayoungMontréal PARTNERSHIP WITH LOCAL BUSINESS service isanexampleofthecarbon-reducing to-machine (M2M)communicationwiththe the volumeofobsoleteelectronics senttolandfilleachyear.Thesmart consumption. deploy vehiclestoeachlocation determine central officeeliminatestheneedtophysically effect of ICT.Specifically,thebins’machine- buildings, inshoppingcentres andatotherhigh-traffic locations.This bins canbefound onuniversity campuses,ingrocery stores, inoffice business rolling outanetworkofsmartcollectionbinsfor electronic pick up requirements, thereby reducing fuel REDUCE Source locations,theBellBlueBoxprogram wasthefirst cross-Canada Bell Trade-in program andtheBellBlueBoxprogram. Launchedin 2003 Bell recovers mobilephonesthrough 2 complementaryprograms: the Bell has put programs in place to help its customers protect the environ and 115 tonnesofbatteriesaccessoriessince2003. collection program establishedbyacompanyfor re-using andrecycling and availableatallBellstores, Virgin Mobilestores andparticipatingThe from landfillin2014, for atotalofmore than1.6 millionmobilephones mobile phones.Belldonatesthenetproceeds from theBellBlueBox more than2,100 tonnesofelectronics from landfill. mobile phones, Bell Internet modems and Bell TV receivers. In 2014, thanks ment bymakingiteasierfor themtorecycle theirproducts, including in the Bell Let’sTalk MentalHealthInitiative.Combined,theBellTrade-in to ourcustomers’ participationinourrecovery programs, Bell diverted Environmental program andtheBellBlueBoxprogram divertedalmost250,000 phones program to the Canadian Mental Health Association (CMHA), a partner E-WASTE stewardship for electronic devices - vation to upgrade tonewerdevices.Indeed, recovery isoftenrelated to we are exploringreasonable andachievableperformance indicators we have no control over when or whether a customer returns a device, Recovery is difficult to predict and control, as it relies on customers’ moti store theiroldhandsetswhentheyacquire newmobilephones.Since devices andsignupfor newplanslessfrequently. Itisalsodependent economic activity:intimesofrecession, peopleupgrade their collected more than700,000 modemsand 855,500 electronic products, suchastablets,headsets,TVs andcomputers. For control overpublicbehaviour. more details on these programs, visit our website for therecovery ofusedproducts whichtakeintoaccountourlimited In addition, Bell participates in provincial recycling programs for other on customer behaviour. ACWTA study shows that 40% ofCanadians TV receivers Accessories (tonnes) All otherbatteries Corded phones Corded phones Mobile phone batteries Mobile phonebatteries Modems Mobile phones ITEM (tonnes) (tonnes) (tonnes) TREND N/A AMOUNT COLLECTED 855,500 700,000 250,000 16.85 17.62 1.89 1.97 2014 Bell.ca/recycling TV receivers in AMOUNT COLLECTED 194,955 719,406 640,486 17.00 2.62 2014. . Bell . Bell N/A 2013 3.4 - 77

Environment

TOC Earth Award. in Toronto, which received theprestigious BOMA The BellBayStreet Tower onTrinitySquare Association BuildingEnvironmental Standards) andLEED(Leadership in SUSTAINABLE Level 3 or4,and1wasawarded theBOMAEarthAward. Bell activelyworkstoobtainenvironmental assessmentsandcertifica Energy andEnvironmental Design)buildingcertificationsare central to Part of the strategy, which goes beyond compliance with regulatory Bell began developing an integrated, sustainable real estate strategy standards, isthattheBOMABESt(BuildingOwners andManagers and 2 inAlberta.Ofthese,11haveachievedtheprestigious BOMABESt goal ofremaining anindustryleaderinsustainablepractices—in 2014, In keepingwithourcommitmenttocontinuousimprovement—and our in British Columbia the buildings weoccupy:17inQuébec,22Ontario,3BritishColumbia tions for buildings. We have BOMA BESt certifications for 44 of the wayweensure allenvironmental impactsare takenintoaccount. the environment. that addresses allbuildingactivitieswithapotentialimpacton BUILDINGS The expansionwillincludeLEDlighting Silver (Mississauga),LEED-EBGOLD with time- and motion-based controls, and with themosteffectiveuseofpower,using LEED building in Québec. Our LEED-certified LEED building in Québec. Our LEED-certified Nuns’ IslandCampusisthelargest corporate LEED-NC Certified(Montréal), LEED-NC Prior to 2013, Bell had 4 expand the Gatineau data centre while est securitystandards, includingadvanced consumers. It also complies with the strict data centre inGatineauisdesignedtobe centre intheGatineauarea. TheMontréal green hydro poweronagridseparate from maintaining its LEED-NC Gold certification. maintaining itsLEED-NCGoldcertification. biometric accesscontrols. Bell intends to that used by most National Capital Region that usedbymostNationalCapitalRegion the top 2%ofdatacentres inNorth America rainwater recovery. (Toronto), andLEED-NCGOLDfor ourdata LEED certifications: LEED certifications: - - Our datacentre inMarkham,Ontariousespowerfrom alocaldistrict Our target overthenext4 years istocollaborate withlandlords and Canada Centre withemployeesworkingineco-friendly workplaces. 1 Montréal’s BellCampusonNuns’Island. where itisusedtoheatnearbyschoolsandcommunity centres. Put anotherway,everyworkday,wecould fill everyseatattheAir senting 64%ofBellteam members energy utility.Thebuildingproduces emergency powerandcoldwater as green parkingandgreen housekeeping. enhance oursustainablereal estatestrategy tocovernewareas, such centres andworkcentres. Overall, 8.7 millionsquare feetofBell’soccu ment inthecentre byreturning thenowwarmwatertocommunity, number ofemployees working in certified facilities. Moreover, we aim to facility managers to renew certifications, and to certify more of the In total,18,236 employeesworkinBOMABEStorLEEDbuildings,repre on amassive,highlyefficientscale,augmentedbysolararray onthe buildings weownorlease.Thiswillensure wecontinuallyincrease the roof of the facility.Italsorepurposes thecold water used to coolequip pied spaceiscertified, representing 71%ofallbuildingspaceownedor leased byBell.Thisisequivalenttomore than1,850 NBAbasketballcourts.

Excluding Bell Aliant, whose representative population in in population representative whose Aliant, Bell Excluding BOMA buildings will be integrated into the data for 2015. for data the into integrated be will buildings BOMA 1 located in office buildings, switching locatedin officebuildings,switching - - - 78

Environment

TOC The consumptionreduction initiativeswehavealready taken include The networkprojects conductedbyBell anditssubsidiariescanhavean WATER CONSUMPTION Although Bell’sactivitieshaveonlyaminorimpactonwaterresources, aswemainlyusewaterfor drinking We aim toestablishaformal andauditablemethodologytoproduce an communities around theworld.Aswell,weare benchmarkingindustrybestpractices for watergovernance and sanitarypurposes,Bellacknowledgesthattheavailabilityofdrinkingwaterisagrowing concern inmany we considerthefederal, provincial andmunicipallegalframeworks. where required. For instance,weavoidtheuseoftreated woodpolesin ways, provincial andnationalparks,First Nations’ reserves, whenever Bell recognizes that the first stepto protecting the environment and Bell thoroughly studieseachproject and analyzes its potential impact sensitive natural areas, using cedarpolesinstead.Bell’spolesuppliers standard. We havealsoperformed aninternalstudyonthepossibility sumption across all sites. We performed water consumption audits for BIODIVERSITY AND INTEGRATION INTO THE PHYSICAL ENVIRONMENT and certified forests. and onlydeliverproducts thatare sourcedfrom sustainablymanaged at-risk species is to avoid sensitive locations, such as wetlands, water annual report disclosingyearlywaterconsumption,reduction all ownedandleasedproperties toidentifythesitesthatconsume most water.We willusetheseconclusionstodevelopamulti-yearplan must complywithresponsible purchasingpoliciesfor forest products network projects andapplymitigation measures tominimizeanypoten In 2014,wecontinuedtoimprove ourunderstanding ofourwatercon of rainwater harvesting,theresults ofwhichare stillunder evaluation. on theenvironment. Whenplanning andpreparing networkprojects, of its territoryand the numerous environments affected by its network, initiatives, waterconsumptionvariationsandreduction objectivesfor impact onnatural andhumanenvironments. Consideringthevastextent tial impactonnatural habitats,aswellobtain regulatory approvals the installationofwater-efficientfixtures compliantwiththeLEEDO&M the following year. to improve waterconsumptiondata accuracy. possible. Accordingly, we conduct environmental assessments for our programs, standards and initiatives. - - - We continuetoassessthematerialityofwaterfor ourbusinessandlook We havedevelopedaninternalprogram for evaluatingandintegrating 1 Biodiversity preservation, a primary way to reduce the potential for cutting andclearingduringnetworkdeployment,while maintaining continuity. We therefore makeeveryeffort tominimizetree trimming, environmentally sensitive,regulated areas. evaluation process ismainlyintendedfor project managers andapplies atically reduce theimpactofnetworkprojects ontheenvironment. The each of the company’s practices and procedures, in order to system network integrity. maintenance anddecommissioning. Theprogram issupportedbya for newopportunitiestodecrease ourwater consumption. to allproject steps,includinginstallationplanning, design,construction, resource scarcitythatcouldaffect usall,isalsoessentialtoourbusiness required legalauthorizations for constructionormaintenanceworkin WATER CONSUMPTION BY TYPE BY TYPE WATER CONSUMPTION procedure summarizingthesteps thatmustbefollowed toidentifythe Total Operations Office (in m

The methodology for calculating water consumption was modified in 2014 to better better to 2014 in modified was consumption water calculating for methodology The reflect current practices, making it more accurate. Data for 2012 and 2013 are no longer longer no are 2013 and 2012 for Data accurate. more it making practices, comparable. current reflect 3 ) 1,225,059 679,642 545,417 2014 1 - 79

Environment

TOC The outdoorapplicationofpesticidesonthecompany’sproperties is of fibre opticcables. Bell teammembers experimenting withasquirrel repellent toprotect thesheaths such cases, mechanical methods, such as pruning and clearing, are ation ofvegetation.For example,wemustensure thatvegetation does another environmental concernthatmayrepresent arisktohuman not restrict accesstotelecommunicationcables,for safetyreasons. In nature ofourbusinessrequires thatwesometimescontrol the prolifer managing vegetation, which involves planning, maintaining and moni for aestheticpurposesonproperties itownsormanages,aheadof health. In2002,Belladoptedapolicyprohibiting theuseofanypesticide toring properties in order to reduce pesticide use. Nevertheless, the prioritized overtheuseofchemical products. legislation. Thispolicycomplementsourenvironmental approach to - - The experimental sheaths installed last summer successfully The experimentalsheathsinstalledlastsummersuccessfully The creative solutionproposed byOTRwastoinstallahard Squirrels are rodents, whichmeanstheyneedtoregularly file CREATIVE THINKING CREATIVE ware sheathwithanatural rodent repellent madeofsynthetic with squirrel guards andmetalsheaths,buttheseare expen sive topurchase,installand maintain. squirrel repellent toprotect thesheathsoffibre opticcables. attacked. Thewinterresults are notyetconclusive,butitis away from thecables.Ifsquirrels are notdiscouraged by continues todevelopcreative solutionstothe problem. and hardware. Ourengineers havetriedtoprotect thecables down theirconstantlygrowing teeth,andtheydosowiththe In 2014,OutsideTechnologies Research(OTR)begantestinga of rodents, andthesmelloftigerurinekeepssquirrels believed the cold air may diminish the effectiveness of the believed thecoldairmaydiminisheffectivenessof their mouths,andtheystopchewing. the urinesmellandchewonsheathanyway,cayenne tiger urineandcayennepepper.Felines are natural predators repelled therodents, whiletraditional cablescontinuedtobe repellents. TheOTRteamismonitoringtheexperimentand pepper creates anunpleasantbutbenignburningfeelingin plastic wehavebeenusingfor manyyears tocoverourwires - - 80

Environment

TOC To heatitsbuildings,fuelemergency generators andoperate its The criteriafor theseassessmentsare basedonprovincial andfederal To minimizetheenvironmental impactonsoilandgroundwater, Bell • • • vehicle fleet,Bellusesavarietyofpetroleum products. Stored intanks wood utility poles. warehouses, huts,etc.Thisreal estatemaybecontaminatedduetothe Bell activities,suchasthestorage ofpetroleum products andtreated Because Bellservesavastterritory,itownsnumerous properties usedfor Bell is subjecttofederal, provincial and in some cases U.S. state regu PETROLEUM TANKS STORAGE ENVIRONMENTAL SITE ASSESSMENTS age ofpetroleum products. Bell’stankstandards generally surpass and otherpetroleum equipment,particularlyduringtheuse and stor assessment findings. action (purchase,saleorlease)whencontaminationisdiscovered orat conducts environmental siteassessmentspriortoanyreal estatetrans activities offormer owners, ortoaccidentalspillsreleases causedby administrative offices, vehiclemaintenancegarages, switchingcentres, others: that may be above or below ground, these include the following, among the endofanoperational activitythatmayhavecontaminateda site. regulatory requirements. regulations, andweundertakeappropriate remediation basedonthe product tanks,giventheenvironmental risksassociatedwithtanks lations governingtheinstallation,operation andremoval ofpetroleum Used oilcollectedfrom vehicles. Diesel for emergency generators atswitchingcentres and transmission towers Fuel oilfor heating buildings - - - • • • • • Of Bell’s2,600 petroleum storage tanks,87%are above ground. We entails thefollowing: maintain their integrity and prevent accidental spills. We perform annual manage andmonitorourpetroleum storage tanksandequipmentto by regulations. Ourrigorous planfor managingourequipmentalso inspections oneverytankandconductcomplianceauditsasrequired 4,000 litres andlocatedoutsidebuildings)withdouble-walled tanks Ensuring thattheequipment inspection program Replacing hydraulic hoistswithelectric Replacing single-walledabove-ground tanks (withacapacityabove Replacing underground steeltanks with double-wallednon-corro Reducing thenumberoftanksandminimizinginstallation sive fibreglass tanks of underground tanks,whichare lesssecure andmore difficult is rigorously followed. to inspect • • Our property assessmentprogram isdrivenbyclearand measurable objectives: Take allthenecessarymeasures toremediate orminimize Establish andmaintainanefficientduediligenceprocess caused byprevious landusers, andwhenleasingorsellinga associated withsoilandgroundwater contamination discovered contamination(e.g.spills,historic contamination). known contamination to minimizeBell’senvironmental andfinancialliabilities the impactstonatural environment incaseofsuddenor property, toprevent anyfuture legalactionassociatedwith - 81

Environment

TOC These incidentshadlimitedor noimpactontheenvironment, andwere • • • • • • • • • At Bell,wetakegreat care inmanagingenvironmental incidentsand sibilities ofthedifferent partiesinvolvedtoadequatelyrespond toan ENVIRONMENTAL addressed diligently andincompliancewithallregulatory requirements. company involvedvariousbusinessunitsandtypesofequipmentwith company. Theincrease inreported publiccomplaintsisaresult ofBell an increase in publiccomplaintsto58,and14spills/discharges bythe ation ofallenvironmental incidents,regardless ofthequantityspilled emergency. We provide supportfor thereporting, control andremedi dents. Bell has developed rigorous measures to deal with environmental acting on the root causes of problems. We deploy considerable efforts no commonroot causes. from ourown premises. In summary: In 2014, we had no material environmental incidents or infractions. We or thepotentialimpact,ofwhetherincidentoccurred onoraway because of 120 incidents. Thesespecifythestepsemployeesmustfollow andtherespon tal concernswithourcustomerserviceagents.Spills/discharges bythe to increase employeeawareness andcommitmenttoreporting inci reinforcing processes for the identification and reporting of environmen recorded a7% decrease in the number of reported incidents,mainly 74 concerns were reported bythird parties 4 minor environmental impactsresulted in governmentwarnings 468 spills andreleases were reported byouremployees, 1,792 litres ofhydrocarbons were spilledfrom vehicles,storage 399 incidents (85%ofthe468reported) were belowgovernment 21 litres ofcorrosive liquidswere spilledfrom network batteries 2 administrative warningsfrom authorities 81% ofwhichwere related toleaksofhalocarbonfrom air 5,200 kg ofhalocarbonswere released from ourair No environmental infractions resulted in fines conditioning systems. conditioning systems tanks or generators reporting thresholds fewer halocarbon releases. This was partly offset by INCIDENTS - - - - We haveclearobjectivesfor themanagement • • • • • • • of environmental incidents: Adopt aproactive approach toprevent Address theroot causesofrepetitive Quickly remediate anysituationthatcannot Report allenvironmental incidentstothe Diligently manageoutside-partyincidents Ensure allenvironmental incidentsare Ensure appropriate emergency plansare in placeand tested incidents tominimize recurrence to internalparties. that impactBell’s assets appropriate authorities, asrequired, and and Environment environmental incidents be prevented reported toCorporate Responsibility 82

Environment

TOC This commitmentbeginswithteammemberawareness andtraining, to To Bell,environmental protection isanintegral partofdoingbusiness. A sustainable events guideline is available to employees hosting internal A sustainableeventsguidelineisavailabletoemployeeshosting internal SUSTAINABLE EVENTS we usenativespeciesfor ornamentalvegetationtoreduce theneed Bell Pavilion wasmadewithrecycled containers anddesignedwithLED Every year,Bellsupportslarge-scale eventsacross Canadathatare Responsibility and Environment team. This training covers the regulatory Earth DayandCanadianWaste Reduction Week. such topicsasfood anddrink,transportation, products, equipment sored by Bell reach the minimum threshold of sustainability, as defined ENVIRONMENTAL and location. events inBellbuildings,onthecorporate intranet. Theguidecovers exploring waystomitigatetheimpact.Accordingly, wemadesure the and performance toemployeesthroughout theyear,through thecorpo are aware ofthecorporate environment policywithinthe Code. document stating they have read the Bell for watering,andpaleroofs toreduce theurbanheatislandeffectby foster theproactive managementofourenvironmental impact.During In 2015,wewillintroduce atoolto determine whethertheeventsspon In 2014,theSponsorship Team for nationaleventsinQuébecbegan In addition,environmental impactawareness israised bymeansofan online training tool created, updated and managed by the Corporate only support events that score above this threshold, as well as continue by theCorporate ResponsibilityandEnvironment team.Theteamwill to lookfor waystofurtherreduce Bell’secological impact. the hiringandorientationprocess, allemployeesare required tosigna rate newsletter,ourdedicatedwebsite,andsucheventsasEarthHour, Furthermore, wecommunicateourcorporate environmental objectives providing reflective surfaces. promotional materialsrequire raw materialsandconsumeenergy. lights, toreduce itsoverall energy consumption.Amongotherinitiatives, likely tohaveanenvironmental impact.For instance,Bellkiosksand TRAINING

Code of Business Conduct and and - - and designedwithLEDlightstoreduce itsoverall energy consumption. The BellPavilion, whichweuseduringmajorfestivals,ismadewithrecycled containers Employees whosetasksare likelytohaveanimpactontheenvironment and almost11,000 teammembers havetakenthe course. ees mustfollow. Bellinvestedmore than$1.2 millioninthistraining in2014, must completethetraining everyyear. requirements, best practices and environmental procedures Bell employ Time spent,estimate(hours oftraining): Total numberofemployeestrained: Money spent,estimate($K): TREND 27,913 10,873 1,200 2014 18,551 9,252 1,041 2013 - 83

Environment

TOC Toronto, withtransit shelters beingaprimeexampleofreduced energy Astral Out-of-Homehasimplementednumerous environmentally friendly 139,181 kWh everymonthcompared withtraditional lighting.Sincethe ASTRAL OUT-OF-HOMEASTRAL Home transit shelters are madefrom recycled materials.Moreover, shelters haveLEDsecuritylighting,whichconsumesupto75%less daylight generate an estimated 50% savings in energy consumption. energy. Advertisinglightinguseshigh-efficiencyballasts,whichsave consumption, materialsuseandwaste.Overall, 31%ofAstral Out-of- design, installation and maintenance features for street furniture in materials are sourcedsustainablyandlocallywherever possible.The by 112 tonnesofCO initiative wasintroduced in2007,1.7MkWhhavebeensaved—enough to powermore than180 typicalhouseholdsfor ayear.Additionally, Finally, 35%ofAstral’s transit shelters inToronto are equippedwith photovoltaic panels,whichhaveenabledustoreduce GHGemissions photocell systemsthatshutoffshelterlightingwhenthere issufficient 2 equivalent since2007. of recycled content.Typically, ashelteris36%aluminum. One ofmanyAstral Out-of-Hometransit shelters, whichcontainsignificantamounts 84

Environment

TOC We havebeenconnectingCanadiansfor 135years. Economy digital economy to propel Canada’s through 2020 in investments $20B

of 2008 since theend 194% return of Total shareholder

Economy

TOC OUR CONTRIBUTIONOUR TO THE These innovations include many Canadian, North American and world These innovationsincludemanyCanadian,NorthAmericanandworld Helping the economygrow As Canada’slargest communicationscompany,withmore than21 million We are—and are committedtoremaining—one ofthecountry’sleadingcompaniesintermsgenerating wealth 35 years ago:Canada’sfirst personal video recorder (PVR),wireless TV firsts, intelephony, long distance,mobility, microwave networks, wireless Canadians witheachother,andtheinformation theyneedtoenrichtheir livesandpursue theiraspirations. and contributingtothestrength oftheeconomyasa whole. with wireless, TV,Internet,homephoneandbusinesscommunications Bell was the first company in North America to invest in digital switch Bell has played an important role in the growth of Canadian communities services, aswellleadingassetsintelevision,radio anddigital media. and companies,ofthecountryasawhole,producing awiderange customer connections,Bellprovides consumers andbusinesscustomers market innovationsstemmingfrom thoseinvestmentsmademore than metropolitan area (QuébecCity). of innovationsthathaveshapedCanada’scommunicationsindustry. ing—the foundation oftoday’sdigitalage—andcontinuestodevelop For 135 years now,andsinceCanada’stelecommunicationsindustrywasfounded, Bellhasbeenconnecting broadband fibre optics to connect homes and businesses in an entire receiver, mobileTV service, whole-homePVR,andfourth-generation FINANCIAL (4G) wireless network, not to mention the largest-ever deployment of paging, commercialfaxservices,andsoon. Capital expenditures Operating costs and interest payments) and benefits Wages, salaries,andrelated taxes Income taxesandotherpaid Payments toproviders ofcapital Revenues (dividends toBCEcommonshareholders ($ MILLIONS) INFORMATION 12,739 21,042 2,800 4,351 3,717 743 2014 12,311 20,400 4,232 2,674 3,571 470 2013 - This drivetoinnovateandinvestensures thatCanadianshavethebest 194% since the end of 2008. Bell is an essential contributor to enhancing 194% sincetheendof2008.Bellisanessentialcontributor to enhancing flexibility. Similarly, the Festival InternationaldeJazz deMontréal not Canada, 99 runtheirbusinessesusingBellproducts and services.Bell’s with innovative ways to engage with the cinematic arts beyond simply with innovativewaystoengage withthecinematicartsbeyondsimply wages and benefits each year. It also generates a significanton return Bell isproud topartnerwithsomeof Canada’s premier entertainment Bell Aliant),which ismore than anyothercompany inCanada,with Bell spendsover$3.5 billionannuallyincapitalinvestment(including sustaining more than57,000 high-valuejobswithintheBCEgroup of events, andgenerate indirect economicandsocialbenefits for commu companies and thus injecting about $4.4 nities andindividuals.For example,withtheToronto InternationalFilm northern regions, andtoprovide allourwireless customers withbetter mobile 4G700 MHznetwork,whichwelaunchedin2014afterobtaining foundation for the servicescustomers wantandneed,from IPTVand of itskindinCanada, offeringuniqueprograms that are closelytied ongoing successandgrowth haveasignificantmultipliereffect,directly investment for BCE shareholders, producing a total shareholder return of but alsoasdrivers ofeconomicprogress. Ofthetop100 companiesin in-building connections. high-speed Internettomobiledata.For example, we are leveraging our broadband fibre andstate-of-the-artwireless networks,whichare the to the Ontario educational curriculum and designed for cross-course taking aclasstriptothemovies. TheTIFFBellLightboxistheonlyfacility they pursue theirownprioritiesintheglobal economy. the productivity andcompetitivenessofmost Canadianbusinessesas the requisite spectrum,toreach more customers, especiallyinrural and that spendinggoestoextendingandimproving theperformance ofour the exceptionofmajorenergy companiesinWestern Canada. Mostof Festival, we support TIFF Learning, which provides students and teachers possible communicationsproducts andservices,notonlyasindividuals ECONOMY billion into the economy in - 86

Economy

TOC Thanks to our careful stewardship of both our defined-benefit and fibre networks to7.9 millioncustomerlocations. financial securityofouremployeesand retirees. financial securityin retirement. Infact,Bellhasaccumulatedmore than financial plan. $19 billion inthevariouspensionplansoffered toemployeesandretirees, Our capital structure and strong liquidity position provide us with a Our clear,strong businessmodelreflects aprudentcapitalmarkets Québec City.Theeventgenerates more than$25millioninaddedvalue Bell’s sustainablesuccess as acommercialenterprise enables us to Bell alsopartners withtheFestival d’étédeQuébec,anon-profit event Bell is a leading contributor to the ongoingindustry effort to bridge Moreover, weare well-positioned,withanattractive long-termdebt solid financial foundation and ahighlevelofoverall financialflexibility. strategy, astrong balancesheet andinvestment-grade credit ratings. CREATING FINANCIAL CREATING BRIDGING THE DIGITAL DIVIDE IN CANADA 2014 adding another$350 millionincashtothedefined-benefitplan2014 defined-contribution our pensionplans, our employeescanexpect age ensures teammembers haveeveryopportunitytobuildasecure employ tomore than57,000 Canadians.Inaddition,ourbenefitspack and provincial governments. economic spinoffsofcloseto$100 million,largely asaresult ofspend for thecity. more than$3.5 billion ayeartoextendourbroadband fibre networks maturity profile andmanageablenear-term requirements to repay debt. only bringsthecommunitytogethertoenjoymusicbutalsogenerates billion, further contributing to the have accumulatedanadditional$1.2 billion,furthercontributingtothe includes roughly $20 millioninannualtaxrevenue for boththefederal ing by tourists attending the largest musicaleventin the world. This benefits ofpersonal andcommercialdigitalcommunications. We invest that the Internet has to offer. In 2015, we plan to expand our high-speed that theInternethastooffer. In 2015,weplantoexpandourhigh-speed to more communities, providing residents with thefastestaccesstoall the digitaldeficitfeltbyCanadianswhodonothaveaccess toallthe to ensure itsongoingsolidity.Through otheremployeesavingsplans, we that runsfor 11days,withmusicfor everyoneat10venues throughout INDEPENDENCE - - Through suchcareful fiscalmanagement—andourongoingoperational As amatterofcourse, wecontinuetorigorously monitor thecapital fibre networktosupportIPTVandInternetserviceinKingston,Ontario vast country. We havealsomadea$40 millioninvestmenttoextendourbroadband We havealsoinvestedheavilyinextendingthereach ofourworld-lead U.S. dollar-denominated purchases, equity-based incentive plans and U.S. dollar-denominatedpurchases,equity-basedincentiveplansand a state-of-the-art network infrastructure, it will also be a selling point for and fibre companies.Becauseourinvestmentwillprovide Kingstonwith communications solutionstoitssparsely populatedterritory, where auctions, to deliver service to rural and more remote areas of our excellent dividendsandongoinggrowth. Infact,since 2008,wehave and marketplacesuccess—wehavesustainedBell’slongstable and ourcostofcapital.Plus,weproactively managefinancialriskin grew 21.7%,aheadofindustrypeers here andintheU.S.,betterthan northern Canada,continues tobealeaderindeliveringadvanced markets for opportunitieswhere wecanfurtherreduce ourcostofdebt In that same spirit, Northwestel, Bell’s wireline subsidiary serving overall dividendgrowth of78%.Last yearalone,totalshareholder return by mid-2015.Thiswillnotonlycreate jobsinthearea butalsohavea blocks of spectrum we obtained in the past 15 months at two federal ing 4GLTE mobilenetworks,quicklyandaggressively deploying new increased thedividendonourcommonshares 11 times,whichrepresents history asoneofthemostwidelyheldstocksincountry,offeringboth interest rates. the citytoattract businesseslookingtoexpandorrelocate to Kingston. the S&P/TSXCompositeIndex.Sinceendof2008,total shareholder terms ofexposure tofluctuationsincurrency, especially regarding our return hasgrown 194%. positive impact on the regional supply chain, including hotels, restaurants - 87

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TOC 4G HSPA+networkcoveringmore than98%ofthepopulation.These 4G wireless upgrades, andanimproved userexperiencewithenhanced See value for ourcustomers from ourexistinginvestmentin spectrum. Our massive investments contribute to Canada’s largest 4G LTE wireless We alsoleadtheCanadiancommunicationsindustryincapitalinvest just 121,000 peopleare spread outover4 millionsquare kilometres, with 1 with more reliability andchoiceincommunicationsentertainment.In Bell consistentlyranks amongthetopCanadiancompaniesfor Northwestel is executing a 5-year modernization plan to deploy new Bell Aliant, we now reach more than 6 Bell Mobilitydevelopmentwork in thewireless space, focusing on the strategic investmentsenableusto not only sustain growth withinBellby some cases,weare connectingcommunitiesthathaveneverbeencon RESEARCH ANDRESEARCH DEVELOPMENT delivering theservicesthatcustomers want andneedbutalsosupport and highest-qualitynext-generation wireless andwireline networks. companies in2013,ayearduringwhichBCEspent$575 milliononR&D. ers onresearch anddevelopment,basedontheR&Dspendingbyall communities benefitted from improved service quality, the fastest ment, spendingmore than$3.5 billionayeartobuildthemostextensive nected before, helpingthemgrow andprosper. To thatend,Northwestel more than two thirds of the population living in communities of fewer for 98%ofthenationalpopulation bytheendof2015,aswellBell’s network, currently availableto91%ofresidents, withplannedcoverage IPTV service. Coverage for the service continues to expand and, with In 2014,Bellcontinuedtosupport anddevelopnewfeatures for our In 2014, Internet speeds to date, better ability to talk, browse and download with Internet, cable,landline and mobilecustomers in22 communities.Remote In 2014,someofthatinvestmentwenttonewtechnologiesfor our has invested$88.7 millionsince2013. the growth and productivity of the economy in this digital age. In addition, technologies alongsideestablishednetworks,andprovide northerners than 500 residents. reorganization offrequency bands,hasenabledustoderiveadditional research anddevelopment,spendingoverhalfabilliondollars ayear.

Research and development investment numbers are reported annually in late summer. summer. late in annually reported are numbers investment development and Research This figure always lags one year behind the rest of the data. the of rest the behind year one lags always figure This researchinfosource.com 1 BCEranked fourth among Canada’s Top 100 corporate spend . million customer locations, up from - - - As aresult ofourinvestments,northernCanadiansreceive telecommu 5 million in2013.TheteamalsodevelopedanexclusiveRestartfeature, well astheintroduction ofPulseTV, anewdigitalvideo service. with our partners and suppliers. Finally, they create a substantial pool of which allowscustomers towatch a TV program already inprogress from Mackenzie region, aswelltolinkthesatellitereceiving stationsin Northwest Territories to delivera fibre link that will improve the delivery Last year,wedoubledthebandwidthcapacitytoMackenzieDelta Research and development expense is the amount of money Bell spends Research anddevelopment expense isthe amount of money Bell spends Research workinourcore networkalsofocuses onacompletetrans communities, andweare currently workingwiththegovernmentof calling features. Our and engineers. and services,comparable withanyintheworld. Theyalsohelpfuela allow Belltocontinueprovide itscustomers withthelatestproducts dedicated hardware. customers tobemore competitiveand innovative. formation ofourvoicenetworkandtheevolutiontoanewtechnology nications services that are comparable with, and in some cases superior Inuvik tosouthernCanadian networks. of health, educationand social services to remote communitiesin the of our100 MbpsserviceinWhitehorse, Yellowknife andFort Nelson,as our first SmartCO(central office),whichenablesustorunapplica high-value career opportunities for home-grown professionals, scientists to developnewproducts andserviceseach year. Suchinvestments tions on a general-purpose, shared computing platform instead of the beginningiftheyjoinin late. to, those available in the southern parts of Canada, enabling our business positive cycleofinnovationandgrowth, notonlywithinBell butalso paradigm, tobetterprepare usfor thefuture. In2014,wedeployed 2014 initiatives also included the ongoing expansion 2014 initiatives also included the ongoing expansion - - - 88

Economy Please email us at [email protected] and tell us what you think of this report and sustainability at Bell.

If you’d like more details about our corporate responsibility and environment activities, please visit our website at BCE.ca/responsibility.

TRADEMARKS The following are trademarks referred to and used as such in this report that BCE Inc., its subsidiaries, joint arrangements, associates or other entities in which we hold an equity interest, own or use under license. Aliant and FibreOP are trademarks of Bell Aliant Regional Communications, Limited Partnership; BCE is a trademark of BCE Inc.; Bell, Bell Canada, Bell Centre, Bell Media, Bell Mobility, Bell TV, Fibe, Let’s Talk and Let’s Talk & Design are trademarks of Bell Canada; Astral, Astral Media, Astral Out-of-Home, A & Astral Design, BNN Business News Network & Design, Canal D & Design, Canal Vie & Design, CTV, CTV GO, CTV and Design, CTV.CA, CTV News Channel & Design, ETALK, EZ Rock & Design, MUCH & Design, Super Écran & Design, Space Design and M The Movie Network & Design are trademarks of Bell Media Inc.; CraveTV and CraveTV & Design are trademarks of 7680155 Canada Inc.; Discovery & Globe Design is a trademark of Discovery Communications, LLC; Expertech is a trademark of Expertech Network Installation Inc.; ExpressVu is a trademark of Bell ExpressVu Limited Partnership; HBO Canada & Design is a trademark of Home Box Office Inc.; MLSE, Toronto Raptors, Toronto Maple Leafs and Toronto Marlies are trademarks of Maple Leaf Sports & Entertainment Ltd.; Montreal Canadiens is a trademark of Le Club de Hockey Canadien Inc.; NorthwesTel is a trademark of NorthwesTel Inc.; Ontera and Ontera & Design are trademarks of O.N. Tel Inc.; Q9 is a trademark of Q9 Networks Inc.; Télébec is a trademark of Telebec Limited Partnership; The Globe and Mail is a trademark of The Globe and Mail Inc.; The Source and The Source & Design are trademarks of The Source (Bell) Electronics Inc.; Toronto FC is a trademark of MLS Canada LP; TSN and RDS are trademarks of The Sports Network Inc.; Virgin Mobile, Virgin Mobile & Design, and Virgin Radio & Design are trademarks of Virgin Enterprises Limited. We believe that our trademarks are very important to our success and take appropriate measures to protect, renew and defend them. Any other trademarks used in this report are the property of their respective owners.