MTS-Allstream-2014-Corporate-Social-Responsibility-Report

2014 Corporate Social
Responsibility Report
Manitoba Telecom Services Inc. www.mtsallstream.com

FOR OUR CUSTOMERS
FOR OUR EMPLOYEES
SUPPLIERS OUR
COMPANY CUSTOMERS
OUR COMPANY HAS BEEN PARTNERING
WITH SUPPLIERS FOR OVER 100 YEARS
SUPPLIER CODE OF CONDUCT:
FOR OUR SUPPLY CHAIN
FOR GOOD GOVERNANCE
FOR OUR COMMUNITY
FOR OUR ENVIRONMENT
FOR OUR ECONOMY
12,393
DEVICES
RECYCLED OR
REPURPOSED
26.2%OF ALLSTREAM EMPLOYEES
IDENTIFIED AS VISIBLE MINORITIES
40% OF OUR
WORKFORCE ARE
WOMEN
40% OF OUR
LEADERS ARE
WOMEN
29,509PEER USERS ON
MTS COMMUNITY FORUM
64% INCREASE
IN LIVE CUSTOMER
SERVICE WEBCHATS
10,000 – 12,000
EVERY MONTH
71%OF CUSTOMER
ISSUES RESOLVED
AFTER FIRST CALL
$100,000
MTS ALLSTREAM CORPORATE SOCIAL RESPONSIBILITY
AT A GLANCE
*Most recent data from 2013
7.1%OF MANITOBA EMPLOYEES
IDENTIFIED AS INDIGENOUS
+ 25 COVETED
VOLUNTEER SPOTS

BECAUSE
IS GOOD FOR BUSINESS
DOING
GOOD
That doesn’t mean financial success
isn’t important. What it does mean is
that creating shareholder value can and
should compel us to build companies
that recognize their connection to the
community, both locally and globally.
We’re on the path towards increased
social, economic and environmental
responsibility, in the workplace and in the
communities we serve. We’re engaging
our stakeholders in the process to find
out what matters most to them, and
we’re putting in place the tools we need
to assess our operations and manage our
impact – because we’re all connected, and
It’s the connection that counts.
In the past, most businesses were driven by the need to
create shareholder value. Today, there’s a shift to
creating shared value.
At a Glance
2
It’s the Connection that Counts
6
Our Stakeholder Engagement Process
8
For Our Customers
14
For Our Employees
18
For Our Community
22
For Our Supply Chain
26
For Our Environment
28
For Good Governance
32
For Our Economy
34
About Our Report
36
Forward-Looking Statements
38
MTS ALLSTREAM4 5

Few sectors understand the
importance of connection better
than telecommunications. The way
we see it, the fibre and equipment
delivering that connection are just
part of the picture. Connection, to
us, means linking our customers to
the world and our company to
the community.
That’s because who we are and what we
do are a direct result of the environment
in which we operate. So we have a vested
interest in contributing to the health of
that environment.
Climate change, wasteful work practices,
inequality of opportunity; each affects
our world and our work. As a company,
we are committed to examining our
also formalized the Board’s role with
respect to our corporate and social
responsibilities as part of its duty to
the company’s stakeholders.
We are extremely pleased to have the
opportunity afforded by this report to
share with you some of our progress
on the road towards a heightened
corporate consciousness and improved
work practices. Economically, socially,
globally, our interconnectedness has
never been more apparent; and we
have never been more aware that
It’s the Connection that Counts.
CONNECTION
IT’S THE
THAT COUNTS
N. Ashleigh Everett
CHAIR, GOVERNANCE & NOMINATING COMMITTEE
Jay Forbes
CHIEF EXECUTIVE OFFICER
MAY 6, 2015
operations and the values that guide
them, ensuring that our potential impact
factors into the decisions we make and
the services we provide. Whether it’s
holding more Board meetings by video
conference, right-sizing our vehicle
fleet, increasing electronic document
distribution or refining our focus on
community investment, we’re becoming
more and more conscious of our impact
on the world around us. And that’s
change for the better.
Among the biggest changes in 2014:
conducting our first stakeholder
engagement survey to identify the
social responsibility issues that mattered
most. This process informed the
Board’s approval of our company’s first
Corporate Social Responsibility Policy, in
which we outline our commitment
to seven shared priorities:
• Our Customers
• Our Employees
• Community Investment
• Supply Chain
• Sustainability and Environment
• Governance
• Economy
The policy, in turn, sharpened our focus
operationally with an emphasis on
generating measurable results. It led
us to implement a number of initiatives
under each priority that strengthen our
connections on every level. The policy
CORPORATE SOCIAL RESPONSIBILITY REPORTMTS ALLSTREAM 76

Deeply rooted and headquartered in Winnipeg, Manitoba,
we have evolved and grown right along with our customers.
There’s an understanding of our responsibility to operate wisely,
respectfully, progressively – that we have a reason, many reasons,
to care about those we serve and the places we call home.
For corporate social responsibility to be elevated above platitudes and
token gestures requires a commitment to change, to report, and to craft
our operations in a manner that allows us to identify targets and track
results. In 2014, that effort received renewed commitment; but in order
to be meaningful we had to identify our stakeholders’ priorities, internally
and externally, and align our efforts accordingly; because goals, like most
good things, are better when they’re shared.
OUR
STAKEHOLDER
ENGAGEMENT
PROCESS Input from stakeholders was essential
to identifying and measuring the
relevance of issues reported in
this, our 2014 Corporate Social
Responsibility (CSR) report.
We’re grateful to all those who
participated – we hoped for 200
responses, however we received
435, more than double our target!
HOW WE DEFINED OUR CSR
REPORT CONTENT
As recommended by the Global
Reporting Initiative (GRI) which
offers Reporting Principals, Standard
Disclosures and an Implementation
Manual for the preparation of
sustainability reports by organizations
the world over, we followed a
four-step process:
1. Identification: We identified
our stakeholders and the relevant
indictors, as listed in the GRI
Reporting G4 Guidelines, on
economic, environmental and
social impacts. The applicable
telecommunications sector
supplement was also utilized.
2. Prioritization: We selected and
organized relevant issues by their
significance to our stakeholders and
business, and then identified the
level of data or information
requiring disclosure.
3. Validation: We assessed the
identified material content against
the scope, boundary, and timeliness
of issues identified.
4. Review: The aspects and indicators
will be reviewed and used to improve
the next reporting cycle.
CORPORATE SOCIAL RESPONSIBILITY REPORT 9MTS ALLSTREAM8

These priorities were integral to the
development of our Corporate Social
Responsibility Policy, which guides our
CSR efforts and maintains focus on
what matters most to those we serve.
In our increasingly data-driven, digital
world where the Internet of Things
is fast becoming the Internet of
Everything, we’re all becoming more
focused on customer privacy.
Our Transparency Report provides
an overview of how we respect and
protect our customers’ right to privacy
while meeting our legal and corporate
responsibilities to co-operate with
government and law enforcement
agencies. The Report outlines the
circumstances under which we disclose
customer information and to whom.
Our Privacy Code is a formal statement
of principles and guidelines concerning
the minimum requirements for the
protection of personal information.
The objective is to ensure responsible
and transparent practices in the
management of personal information,
in accordance with the national standard
and federal legislation.
In addition, we have two dedicated
Privacy Officers who are charged
with the responsibility of ensuring
compliance with our Privacy Code, and
company compliance with the privacy
management program. They must:
• Understand the types of personal
information that we collect and
where it is held
• Develop internal policies that address
obligations under the law regarding
the collection, use and storage of
personal information
• Conduct risk assessments on
products, services and strategies to
ensure compliance with privacy laws
• Ensure our employees are aware of,
and ready to act on, privacy obligations
• Establish and monitor privacy
breach and incident management
response protocols
• Investigate and resolve actual or
threatened breaches of privacy
• Monitor and manage protocols for
personal information handled on our
behalf by third parties
Our Privacy Officers are connected
with industry groups dedicated to
monitoring privacy trends and issues
and consult with privacy authorities
such as the federal office of the Privacy
Commissioner as required.
OUR STAKEHOLDERS’
TOP
1. Customer Privacy
2. Labour Practices
3. Corruption
4. Occupational Health and Safety
5. Customer Health and Safety
6. Community
7. Economic Performance
8. Environmental Policy
9. Environmental Compliance
10. Overall Economic Performance
11. Economic Goals
12. Emissions, Effluents, Waste
13. Products and Services
14. Energy
15. Freedom of Associations and
Collection Bargaining
16. Indigenous Rights
17. Marketing Communications
18. Environmental Goals
19. Climate Change
20. Organizational Responsibility
21. Transportation
22. Market Presence
23. Employment
24. Social Training and Education
25. Social Policy
26. Social Compliance
27. Social Monitoring and Follow-up
28. Products and Services Labeling
29. Public Policy
30. Economic Policy
31. Organizational Responsibility
32. Anti-Competitive Behaviour
33. Environmental Training Awareness
34. Environmental Motioning and
Follow-up
35. Indirect Econmic Impacts
36. Water
37. Security Practices
38. Child Labour
39. Forced and Compulsory Labour
40. Biodiversity
41. Materials
1. Customer Privacy
2. Labour Practices
3. Corruption
4. Occupational Health and Safety
5. Customer Health and Safety
6. Community
7. Economic Performance
8. Environmental Policy
9. Environmental Compliance
10. Overall Economic Performance
HOW WE DEFINED OUR
STAKEHOLDERS
We identified 11 key stakeholder
groups, including business and
enterprise customers, employees,
suppliers, community members,
non- profit organizations, all levels
of government, industry and trade
associations, media, unions, and
shareholders and investors. These
diversified groups make up our main
stakeholders because they are directly
or indirectly affiliated with our business
activities or have a vested interest in our
performance and operations. What our
stakeholders think matters to us and
to our long- term success.
WAYS WE ENGAGE
We’re committed to providing open
communication channels to our
stakeholders to understand their
opinions, primary concerns and interests.
That feedback is crucial, equipping us
to make informed and well-balanced
decisions. In order to examine how
the GRI indictors resonate with our
stakeholders, and to capture external
issue materiality insights, we conducted
an online survey in 2014.
ASSESSING MATERIALITY
We define “material issues” as issues
that directly or indirectly impact our
ability to develop, sustain or corrode
economic, environmental and social
value for our business, our stakeholders
and society. We are committed to
transparent reporting on issues that
demonstrate our impacts, to recognize
and address opportunities and risks,
and to measure and understand our
value through a multi-faceted approach.
As a part of this report, we conducted
a detailed materiality assessment
compiling a comprehensive list of top
stakeholder priorities and concerns
which was cross-referenced internally
among our top management and CSR
team. A matrix, was created to evaluate
the indicators’ relevance to our business
and stakeholders. This valuable exercise
clarified what needed to be tracked
and reported.
Understanding the Matrix: The indicators
that ranked in the top right quadrant
of the matrix are of highest relevance
to both stakeholders and business, and
therefore are the prominent features of
this CSR report. The threshold for this
quadrant is indicators with an average
materiality score between 6 and 10 for
both axes and is depicted as the red
portion below. The orange segment of
the graph represents the indicators with
an average materiality score between 6
and 10 on a singular axes, representing
significance to one of: stakeholders or
business. The blue section of the graph
represents indicators with an average
materiality score below 6 on both axes.
The legend of the matrix below orders
the indictors in order of their relevance,
determined by the average scores.
We are proud to be part of a concerted,
ongoing movement to preserve and
nurture the things that sustain and
improve us – all of us. Our CSR report
is dedicated to everyone who made it
a priority to share their thoughts, to
work with us, to hold us accountable.
Together we prove beyond a doubt that
It’s the Connection that Counts.
10 priorities emerged from our stakeholder
engagement and materiality assessment process
10

Recognizing the fundamental and long-
term benefits of healthy communities
in which people and businesses alike
can grow and prosper, we maintain
close relationships with numerous
organizations working to improve the
lives of those around us. Our community
commitment ranges from Allstream’s
support of the TORONTO 2015 Pan Am/
Parapan Am Games to the MTS Future
First program, which provides grants,
in-kind support, sponsorships,
scholarships and the volunteer support
of MTS employees and retirees to
organizations across Manitoba working
to improve the lives of young people.
In its first year, MTS Future First directly
invested in a diverse range of young
people through organizations that
support young girls, young people living
with physical and intellectual disabilities,
new Canadian children, Indigenous
youth and refugees, among others.
That commitment to giving pays unique
and valuable dividends. It nurtures a
healthy population – one where young
people grow up to be educated, strong,
creative and bold, and maybe even work
with us one day. Regardless, investing
in youth is an investment in the future
– for all of us. Find out more in the
Community Investment section of
this report.
In terms of our overall economic
performance, we continue to deliver
shareholder value, paying a strong
dividend while maintaining a consistent
and stable majority stake in the
telecommunications market in Manitoba.
We employ approximately 5,000 people
across Canada – 3,000 residing in
Manitoba. Salaries and spending provide
direct stimulus, while our infrastructure
delivers the performance of reliable
networks on which many Canadians
rely. The fact is we all contribute to
economic performance; it’s one more
reflection of the connection that counts.
Connection is also evident in our
relationship to the world around us. Our
environmental policy and Environmental
Management System provide guidance
for environmental compliance and
management, and also highlight
key principles including:
• Reporting to the executive team and
Board of Directors on environmental
matters affecting the company
• Minimizing the creation of waste
• Maximizing the principles of reduce,
reuse and recycle
• Disposing of waste in an
environmentally sound manner
• Encouraging the use of innovative
technology, products and services that
minimize environmental impacts.
From increased on-line billing to
declining paper usage, focused
community investment to fleet
vehicle right-sizing, fostering a
culture of inclusion to supply chain
strategy, we’re more aware than
ever of our impact on people and
the planet.
Throughout this report you’ll find
information on what we’re doing to
ensure Corporate Social Responsibility
is an integral part of our operations.
Channeling our efforts towards
becoming an employer of choice for the
best and brightest talent across genders,
ages, cultures and lifestyles is a clear
priority for us. Our labour practices are
intended to support that effort, and we
are increasingly aware of the need to
promote a culture that is welcoming and
supportive of a diversity of perspectives.
You’ll find more on what we’re doing
to foster a positive workplace in the For
Our Employees section of this report.
We’re not only focused on recruitment,
however. Retaining the experienced,
valued employees we already have
means dedicating resources to
continuous improvement through
educational assistance, tuition
reimbursement, webinars such as our
highly successful ‘Women of the Board’
event, an online corporate educational
campus offering thousands of online
learning titles, an extensive number
of simulation exercises on a variety
of topics as well as formal
classroom-based programs.
Labour relations is an important facet
of our work culture, and with more
than 3,000 of our employees belonging
to a labour union (representing
approximately 60% of our total
workforce), we believe in building
productive relationships that encourage
open dialogue before, during and after
collective bargaining.
Operating our business with integrity
and transparency has contributed to
our longevity as a company and a
corporate citizen. Our award-winning
governance practices continue to be
recognized for their commitment to
ethical conduct and disclosure. To that
end, our safeguards against corruption
are embedded in our Governance
Model. You can find out more in the
Governance section of this report.
A healthy workforce has a fundamental
impact on any company’s ability to do
business. It makes sense to place a high
priority on offering a healthy, positive
work environment for our employees.
At MTS Allstream, we have a number of
programs and policies that articulate our
intention and commitment regarding
occupational health and safety. We
also offer an Employee and Family
Assistance Program through an external
vendor. There is no charge to eligible
individuals who use the program.
MTS employees in Manitoba can take
advantage of MTS Fitness, which offers
a variety of programs and services at
three workplace locations to support
sustained health and well-being, while
both MTS and Allstream employees
receive a special corporate rate with a
national gym partner.
Being aware of our impact on the world
around us includes customer health
and safety, and as devices proliferate
and become increasingly prominent in
our lives, it’s natural to wonder about
the consequences of all that usage. We
ensure that all our wireless devices fall
within the radiofrequency (RF) emission
guidelines set by Health Canada.
As explained in the manufacturers’
materials provided with each new
wireless phone, each wireless phone
contains a radio transmitter and
receiver, and emits RF energy during
use. The possible impact of RF energy
is the subject of considerable research
and debate, and we’re paying careful
attention. For customers that have
concerns, there are a few ways to
reduce RF exposure, such as:
• place more distance between your
body and the source of the RF;
• use “hands-free kits” where possible;
• reduce talk time or send text
messages instead.
OF OUR TOTAL
WORKFORCE
BELONGS TO A
LABOUR UNION
60%

CUSTOMERS
There’s no shortage of competition, so customers have the
opportunity – and the right – to insist on a level of service that
responds quickly and efficiently to their needs.
FOR OUR
On the
Phone
First contact resolution is a key indicator
of customer satisfaction. No matter
how a customer connects with us, we
want to answer the question or fix the
problem the first time. So we’re working
to make sure our employees have the
tools and the latitude to get things done
on the spot. It’s better for all of us, and
for the environment, too: if we only
have to visit a home or business once,
or better yet, resolve the issue over the
phone, it decreases our greenhouse gas
emissions because we’re not on the road
to the same place for the same reason,
time and time again.
Connecting online is a great way
to share information, expertise and
support. In August we launched the
MTS Community Forum, a peer-to-peer
online environment for customers to
connect with each other. The results
are very encouraging, with over 46,000
visitors to the site so far and over
29,000 users registered.
Webchat continues to be a popular
addition to the MTS site. In 2014,
we saw a 64% spike in usage as
customers and contact centre agents
communicated directly by instant
message. The ‘Chat Now’ button
appears as soon as there’s an available
agent, and is found throughout the
website, so it’s there whenever the
customer needs it. We have anywhere
from 10,000 – 12,000 chats with
customers every month!
Allstream also offers online
communication through a variety
of support mechanisms, including
the TouchPoint Service Portal. Using
TouchPoint, an Allstream customer can:
• open, view and track progress
on incident tickets for Voice,
Data, Internet and Managed
Network Services;
• search for and view details of their
in-progress service orders;
• submit and track billing inquiries; and,
• access network performance
management reports for
Internet Access, Wavelength
and MPLS services.
29,509PEER USERS ON
MTS COMMUNITY FORUM
64% INCREASE
IN LIVE CUSTOMER
SERVICE WEBCHATS
10,000 – 12,000
EVERY MONTH
Online
OF CUSTOMER
ISSUES RESOLVED
AFTER FIRST CALL
71%

At the
Store
MTS’ first enhanced customer
experience location opened on
November 4, 2014 at Winnipeg’s
Kildonan Place Mall. Reflective of our
Manitoba roots, the store’s unique
design concept underscores MTS’
historic connection to its customers,
people who are our neighbours,
family and friends.
It might seem obvious to be customer-
focused, however many traditional
retailers are anything but; their products
and services are offered individually –
as lines of business – with no apparent
connection between them and certainly
no connection to the customer’s lifestyle.
Our MTS retail locations take a very
different approach: we sell the way
people live. Organized into pods, the
stores highlight products and services
that mesh with the ways our customers
use them, so it’s easy to view, try
and buy all in one place. Our “Stay
Connected” pod, for example, features
products and services that make life
more mobile, such as wireless devices,
plans and Internet service. The themes
are adaptable depending on customers’
needs; which we take time to ask about.
Because knowing what the customer
wants to do helps us find a solution
that makes sense. That’s selling the
way people live.
The space is also designed to handle
more customer inquiries at the store
level, so many things that used to
require a call to the contact centre
can now be resolved face-to-face. This
service model is being trialed in early
2015 to determine the processes and
training needed to augment
customer support.
This first Enhanced Customer Experience
retail environment will become the
model for all our MTS branded stores
going forward, with three more
scheduled to open in 2015.
In the
Field
In 2014, we restructured the boundaries
of Winnipeg to bring over 25,000
additional lines into the Winnipeg
serving area. Now these customers
have access to morning, weeknight and
weekend appointments not previously
available to them – meaning we can
connect with an additional 25,000
customers faster and accommodate their
schedules better than ever before.
We also launched new customer service
and communication training modules
to support our field technicians, as well
as a new tool that creates a diagnostic
blueprint of the installation or repair
in a customer’s home. This generates
a scorecard to make sure everything is
working before we leave, and creates
a starting point if something happens
afterwards for quicker troubleshooting.
It all adds up to a better experience and
helps ensure we get it right the first time.

EMPLOYEES
It’s hard to imagine any employer in the 21st century not actively
building connections with communities of all kinds.
Canadian society is an increasingly vibrant blend of cultures, ages, races,
genders and lifestyles. Going forward, the companies that thrive will be
the ones that embrace that vitality and internalize it through things like
recruitment and business development strategies.
We know that a diverse workforce, reflective of our community, is
essential to ensuring our team is comprised of the best and brightest
talent, and that our customer solutions fulfil the needs of an equally
diverse marketplace.
FOR OUR
Connecting
with
Indigenous
Communities
Across Canada, and particularly in
Manitoba, a meaningful connection to
our Indigenous communities is essential
if we are to become the company we
can be. But it takes a strategy, not just
good intentions, to get results – and
passively listing available jobs on a
website and hoping people will
apply is no strategy.
So in 2014 we took steps to
connect, personally, with Indigenous
organizations across the province to
establish ties and ensure job vacancies
are advertised where Indigenous people
are actively seeking employment. We’ve
built relationships with 21 organizations
so far, and we’re aiming to grow that
number even more throughout 2015.
Within those groups we’ve accumulated
a list of specific individuals – people
we’ve come to know – who are ideally
placed to identify applicants and
encourage them to apply.
We’re also taking care to connect
potential candidates with jobs they
want to do, in the places they want to
do them. People often want to work
close to home, whether that’s in an
urban centre or a rural community,
and whenever possible we want to
make that happen.

In April, Chief Corporate and Strategy
Officer and Corporate Secretary
Paul Beauregard sat down with MTS
employee and Outwords Magazine
social media editor Miles McEnery
to talk about strides the company is
making towards becoming an employer
of choice for Lesbian, Gay, Bisexual,
Transgendered, Two-Spirited, Queer
(LGBTTQ) candidates.
On the path to creating just that kind of
workplace, we:
• joined Pride at Work Canada, a national
organization that works towards
fostering good relationships between
LGBTTQ community members and
their respective employers
• trained Recruiters to be more aware
and sensitive to LGBTTQ issues
• strengthened our Respectful
Workplace Policy to provide a better
understanding of what constitutes
harassment - “It also explicitly states the
obvious,” says Paul, “that discrimination
against our LGBTTQ employees or
candidates is unacceptable and
contrary to our values.”
• take part in Winnipeg’s annual
Pride Parade
There’s still more work to do, and many
more opportunities ahead to support
workplace change in Canada and to
encourage others to do the same.
“Yes, we’re taking these steps to
create the kind of welcoming, inviting
environment LGBTTQ candidates are
looking for,” says Paul, “but there’s more
to it than that. We’re consciously creating
a vibrant workplace conducive to the kind
of creativity that exists only where a wide
variety of perspectives contribute.”
And who wouldn’t want to work in a
place like that?
PROUD PARTNER || FIÈRE PARTENAIRE
Hoop dancers, drummers and guest
speakers took centre stage at MTS
on June 20, 2014, as a prelude to
National Aboriginal Day on June 21,
2014. Officially proclaimed by former
Governor General Roméo A. LeBlanc
in 1996, National Aboriginal Day is
a time for all Canadians to celebrate
and acknowledge the unique heritage,
diverse cultures and outstanding
achievements of First Nations, Inuit
and Métis peoples in Canada.
Our downtown Winnipeg Campus
employees were joined by Community
Elders who explained some of the
traditions and culture of this diverse
group of Canadians. We were honoured
to learn from the experience of a
courageous residential school survivor
and fascinated by a hoop dancer who
gracefully manipulated dozens of hoops
in intricate patterns to tell a traditional
story. The celebrations were streamed
live to MTS and Allstream employees
in 16 locations across Canada.
FRIED BANNOCK – A MÉTIS METIS RECIPE (6 SERVINGS)
3 cups (750 ml) sifted flour
1 tsp (5 ml) salt
1-2 Tbsp (15-30 ml) baking powder
Water
Vegetable oil or lard
Method: Mix half of the flour with the remaining dry ingredients. Add
water until the mixture becomes thick, like a papier mâché paste. Add
more flour until the dough feels like a soft earlobe. Heat the oil over
medium high heat – very hot but not smoking. Break off small pieces of
the dough, and flatten each to the size of your palm. Place the pieces of
dough in the hot oil. Turn over after 3-4 minutes or when golden brown.
Place the bannock on a paper towel to soak up the excess grease. Serve
plain or with maple syrup or blueberry jam.
Celebrating
Indigenous
Culture
FOR OUR CUSTOMERS
FOR OUR EMPLOYEES
FOR OUR COMMUNITY
40% OF OUR
WORKFORCE ARE
WOMEN
40% OF OUR
LEADERS ARE
WOMEN
29,509PEER USERS ON
MTS COMMUNITY FORUM
64% INCREASE
IN LIVE CUSTOMER
SERVICE WEBCHATS
10,000 – 12,000
EVERY MONTH
71%OF CUSTOMER
ISSUES RESOLVED
AFTER FIRST CALL
AT A GLANCE
Creating a Culture
of Inclusiveness:
LGBTTQ Worklife
at MTS
Employees
across
Canada
enjoyed
bannock as
part of the
celebration

École Opasquia
School, The Pas,
Manitoba:
The Genius Hour
23
The Genius Hour gives students the time
to learn and explore a topic they are
truly interested in. Using iPads purchased
with a $10,000 MTS Future First Grant,
students participate in active learning
after school, developing questions they
want to explore, resources they’re going
to use to find the answers and finding a
way to share what they’ve learned with
the class. Families get to take part as
well, which means the parents get a
chance to use the technology, too.
Originally piloted in the grade three class,
the program’s resounding success led to
its expansion throughout the school.
It can be difficult for organizations to
deliver community-building services
outside of urban centres. Among the
obstacles: fewer funding options and
greater distances between people and
the services they need. For Big Brothers
Big Sisters of Portage la Prairie, a
$10,000 MTS Future First Grant made
it possible to continue the Go Girls!
program, aimed at young women aged
12 -14. Its aim is to promote a healthy
body and mind through discussion and
mentoring focused on body image,
fitness, balanced eating and
positive relationships.
“Our MTS Future First Grant is still
paying dividends almost one year later,”
says Dawn Froese, Executive Director,
Big Brothers Big Sisters of Portage la
Prairie. “It’s allowed us to expand Go
Girls! to four new school partners. It
means we can reach up to 100 girls and
provide training for volunteers to deliver
the program. The team at MTS Future
First really understands what we’re
doing and why it matters. It’s
a partnership we appreciate!”
“We can all have fun and be ourselves.
We don’t have to be afraid of who we
are. It just feels like I belong here.”
-Janine, age 12
CLICK HERE
to see École Opasquia
School, Big Brothers
Big Sisters of Portage la
Prairie and other incredible
organizations receive their
‘surprise’ MTS Future
First cheques.
COMMUNITY
Gratitude is the heart of community investment; that, and a
profound awareness of our interdependence as human beings.
We’re all connected, and in business as in life, you can’t just take.
You have to give back, too.
With more than 100 years behind us, we have a lot to be grateful for
and community investment is an important way for us to say thank you.
It’s also an acknowledgement that the foundation of our prosperity
is people: strong, healthy, empowered people. By investing in the
communities we serve we’re helping to create the conditions that
allow all of us to succeed.
2014 was the first full year of MTS Future First, a new community
investment program focused on Manitoba youth. It was a fantastic
year, one that saw an additional $250,000 in direct investment
provided to youth-focused Manitoba organizations, scholarships
awarded to support post-secondary education, event sponsorships,
value-in-kind donations and thousands of hours of volunteerism
provided by MTS employees and retirees.
FOR OUR
“ I like Genius Hour because we get to do
our own things. It’s fun discovering new
things by myself.”
-Tatiana Bear, Grade 3
Big Brothers
Big Sisters of
Portage la Prairie:
Go Girls!

Allstream
Connects Canada
to the World for
the TORONTO
2015 Pan Am/
Parapan Am Games.
Allstream is proud to be the Official
Managed IP Communications Supplier
and Official Hosted Collaboration
Solutions Supplier for the TORONTO
2015 Pan Am/Parapan Am Games.
Organizers are relying on us to make
the games a success by delivering non-
stop communications (voice, data and
Internet) to the Games, making them
accessible, intimate and connected.
As a sponsor, Allstream was given
preferred access to the Volunteer
Program with a limited number of
“front-of-the-line” volunteer spots.
Allstream employees and members of
their immediate families are eligible to
apply for one of these 25 coveted spots.
Consistent with our approach to
giving back to the communities in
which we live and work, we modified
our volunteering program for this
event: a corporate sponsorship of
seven paid days is available for each of
the successful volunteer applicants. The
remaining days can be taken as paid or
unpaid vacation with one additional day
for volunteering per year as part of the
My Community Program, bringing the
total number of paid volunteer days to
eight. In addition, Allstream will sponsor
one volunteer from each of the Western
and Eastern Regions for travel
and accommodations.
Special
Olympics
Manitoba
Each year, MTS employees and retirees
contribute their time, money and
creativity to fundraise for important
causes that work to make Manitoba a
better place for everyone. MTS proudly
matches each and every donation dollar
for dollar (up to an annual maximum
of $5,000 per employee). The annual
employee fundraising campaign at MTS
supports two separate but important
initiatives; the United Way and MTS
Future First Choice – where MTS
employees choose five charities close
to their hearts – with a portion of
funds raised going to each. In its
inaugural year, MTS employees chose
Special Olympics Manitoba as one of
those five community organizations.
For families of young people with an
intellectual disability, accessing community
programs can be overwhelming. That’s
why it’s important for Special Olympics
Manitoba to provide them with the
opportunity to learn these basic motor
skills in a fun, comfortable and safe
environment. The benefits last a lifetime.
“We’re so grateful to MTS and its
employees for their support,” says
Kim Morphy, Vice President, Marketing
and Development, Special Olympics
Manitoba. “Their sponsorship,
volunteerism and donations allow
us to reach so many youth in our
community living with intellectual
disability and to expose them to the
joy of sport. The athletes gain so much
from the experience: the fun, the
friendships, the wellbeing that comes
from an active lifestyle; it opens up a
world that many of these young people
might not otherwise experience.”
And that’s a good thing, because a
level playing field doesn’t help unless
everybody gets to play.
The Heart
of Allstream
When employee Johnny Dela Cruz
announced his intention to cycle 7,000
kilometres across Canada as part of
the Sears National Kids Cancer Ride,
Allstream stepped up in support,
donating $10,000 to the cause.
Johnny rode with a team for 17 days
from Vancouver to Halifax, stopping in
major cities and hospitals along the way.
He raised nearly $50,000 for the Coast
to Coast Against Cancer Foundation, a
charity committed to improving the
lives of children with cancer and
their families.
Another employee, who prefers to
remain anonymous, drives the streets
of Ottawa on his own time searching
for homeless people in need of warm
clothes. With a car full of donated
scarves, hats, mittens and blankets,
this employee sets out to spread extra
warmth and cheer to those in need.
Led by Allstream employees Brian
Stinson, senior manager operational
services and Cheryl Stinson, senior
business consultant, employees at the
Orbitor and Worcester Road locations
hold an annual toy drive in support of
the Toys for Tots program, organized by
Peel Regional Police. The program serves
the needs of financially disadvantaged
children in the Region of Peel, and in
2014, over 200 toys found homes with
some very happy kids!
And nearly 90 Allstream employees
took a seat on the Heart & Stroke
Foundation’s infamous Big Bike to
raise money for research. Three
separate teams, clad in our signature
orange Allstream t-shirts made their
way from First Canadian Place
through the streets of downtown
Toronto raising nearly $19,000
in support of a great cause.
$100,000
+ 25 COVETED
VOLUNTEER SPOTS

SUPPLY CHAIN
Everything comes from somewhere. Knowing where is what
supply chain is all about.
We don’t manufacture what we sell, however we do have a large
number of suppliers, people who provide us with everything from
phones to furniture; and we want to work with those who have the
same values we do when it comes to managing supply chain activities.
FOR OUR
That’s why we established our Supplier
Code of Conduct, a document that
articulates our expectations and
commitment to a high standard
of social responsibility and ethical
conduct. It covers:
• Compliance with Laws
• Labour and Human Rights
• Wages and Compensation
• Health and Safety
• The Environment
• Supplier Assessment and Monitoring
The final section, Supplier Assessment
and Monitoring, sets out our right to
ask questions and scrutinize supplier
practices on an ongoing basis. That’s
important primarily because we believe
adhering to laws and regulations,
promoting safe and healthy work
environments, paying sustaining wages
and minimizing environmental impact
are important – important enough to
expect compliance or exercise our option
to terminate the relationship.
Supplier
Code of
Conduct
27
SUPPLIER ENVIRONMENTAL
REQUIREMENTS
Our company has been around a long
time: more than 100 years. That kind of
history is humbling; we’re grateful for a
prosperous past and for the foundation
it provides to explore the future. A healthy
environment is essential to that effort,
and ensuring it is everyone’s responsibility.
Working with our suppliers, we can help
make things better – for people and the
planet – for generations to come.
To get everyone on the same page,
in 2014 we documented our Supplier
Environmental Requirements clearly
and concisely, so that through shared
understanding of expectations we could
create a better business. It’s one more
way we’re becoming more conscious
of our impact.
The Requirements cover:
• Hazardous Materials
• Transportation
• Lifecycle/Disposal Management
• Pollution Prevention and
Resource Reduction
• Supplier’s Supply Base
• Reporting of Environmental
Policies and Practices
After all, we couldn’t manage our supply
chain activities in an environmentally
responsible way without including our
suppliers in the process. That’s because
we’re all connected – everything we do
impacts someone or something else. Our
hope is that by working with our suppliers
to meet a higher standard, they’ll do
the same with theirs. It’s about working
together, for the better.
FOR OUR CUSTOMERS
FOR OUR EMPLOYEES
SUPPLIERS OUR
COMPANY CUSTOMERS
FOR OUR SUPPLY CHAIN
FOR GOOD GOVERNANCE
FOR OUR COMMUNITY
FOR OUR ENVIRONMENT
FOR OUR ECONOMY
12,393
DEVICES
RECYCLED OR
REPURPOSED
40% OF OUR
WORKFORCE ARE
WOMEN
40% OF OUR
LEADERS ARE
WOMEN
29,509PEER USERS ON
MTS COMMUNITY FORUM
64% INCREASE
IN LIVE CUSTOMER
SERVICE WEBCHATS
10,000 – 12,000
EVERY MONTH
71%OF CUSTOMER
ISSUES RESOLVED
AFTER FIRST CALL
$100,000
AT A GLANCE
+ 25 COVETED
VOLUNTEER SPOTS

Fleet
Vehicles
It’s hard to overstate the environmental
benefits of eliminating posted bills.
Reduced paper consumption and lower
greenhouse gas emissions are just two
of the many advantages. In 2014, our
online bill active subscribers increased by
over 25% to 93,944, up from 72,797 in
2013. Assuming the average MTS bill is
two pages in length, that’s a saving of
42,294 pieces of paper!
FLEET VEHICLES
We cover a lot of ground. Literally.
Servicing an area the size of ours
requires a considerable number of
vehicles; as many as 800 cars and trucks
at MTS and more than 250 at Allstream.
Things are changing, though, with
buried fibre, remote troubleshooting
capability and regularly scheduled
travel reducing driving time – and
the emissions that go with it.
As part of our overall Fleet Operations
Strategy, company cars are being
eliminated in favour of pool, or shared,
vehicles. Plus, the implementation of a
corporate GPS system has allowed us to
analyze usage patterns to better target
fleet reductions. It all adds up: over
the past three years MTS has reduced
its fleet size by just over 10%, and
Allstream by 11% - that’s 126 vehicles
off the road!
We’ve even incorporated electric cars
at MTS, although results are mixed:
they’re great for short trips in favourable
weather, but we often travel long
distances in all kinds of conditions to
reach our customers. Manitoba winters
pull a lot of engine power, greatly
reducing distance between charges,
sustained speeds and interior heat; all of
which limit the vehicles’ usefulness. We
haven’t given up, though. Alternative
energy sources are an important piece
of any ongoing sustainability strategy,
including ours.
Allstream has Hybrid fleet units currently
in operation in the GTA region and has
attached a decal to all Allstream fleet
units indicating “We turn the key OFF
to unnecessary idling”. We track the idle
times (via GPS) of all units and provide
feedback to any fleet drivers that have
an idle time exceeding seven minutes.
In addition, we have adjusted the types
of fleet units that we provide the
technicians and now provide smaller
and better fuel economy vehicles
within the major centres.
Shipping Out
Setting a defined schedule for shipping
goods from our warehouses was
another positive change in 2014.
It’s resulted in larger, consolidated
shipments, fewer rush requests and
reduced the number of ad hoc calls
for couriers. The net result is fewer
delivery vehicles on the road, decreased
greenhouse gas emissions and lower
carrier costs – all because we simply
created a schedule!
ENVIRONMENT
In nature and in business, harmony and connection are essential
to healthy, sustained growth. Our company is rooted in a
foundation of stability that we both benefit from and contribute
to. That’s harmony. That’s home. And that’s worth protecting.
FOR OUR
It’s hard to overstate the environmental
benefits of eliminating posted bills.
Reduced paper consumption and lower
greenhouse gas emissions are just two
of the many advantages. In 2014, our
online bill active subscribers increased by
over 25% to 93,944, up from 72,797 in
2013. Assuming the average MTS bill is
two pages in length, that’s a saving of
42,294 pieces of paper!
Online
Billing

Taking
the
LEEDLocated in Winnipeg, the MTS Data Centre
is designed to meet Uptime Institute Tier
III standards for reliability and is built with
energy efficiency in mind. The first of
its kind in the province, the Data Centre
will be LEED Certified and powered
by Manitoba’s ample and renewable
hydroelectric energy supply. Choices
including the use of recycled content,
cool roofing products and low-emitting
flooring, paint and adhesives, as well as
water-efficient landscaping design, water
use reduction strategies and lighting
controls are just a few of the ways the
project reflects the conscious decision to
build and operate in an environmentally
sensitive manner. We’re taking the
LEED elsewhere, too, receiving Silver
Certification for our Winnipeg offices
at 333 Main and 191 Pioneer in 2014.
Retail Store
Design
MTS also reimagined its retail experience
in 2014, launching its first new concept
store in November at Winnipeg’s
Kildonan Place Mall. It’s a big step,
with some big thinking behind it. In the
stores we’re aiming to create not only
a more responsive customer service
experience, but a more responsible
one. That means taking a holistic
approach that weaves sustainability
into everything from design elements
to furniture choices. From feature walls
made of local species wood to LED
lighting to recyclable carpet tile to task
chairs that contain over 50% recycled
content – and are 98% recyclable –
we’re making more than decisions, we’re
making choices: conscious choices that
contribute to a healthier planet.
MTS Wireless
Devices Recycling
Program
Paperless may be the way of the future,
but our increasingly wired world still
creates a lot of waste. As the devices
that connect us to each other and
to the information we need evolve
and upgrade, landfills become a likely
destination for all manner of used
electronics and hazardous materials.
We are doing our part to channel
the flow of electronic waste towards
recycling facilities. In 2014, our MTS
Wireless Device Recycling Program
diverted 4,843 devices from landfills –
that’s 1,036 kgs. of waste! The program
launch for MTS staff gave the recycling
effort a huge boost – gathering 700
devices in the first week alone. An
additional 12,393 devices were recycled
or repurposed through the Wireless
Protection Plan and My Trade In
programs. As part of our past recycling
efforts, MTS helped divert 184,718 Kgs
of waste from landfills and recycled
over 46,000 devices.
Used wireless devices dropped off at
an MTS office or retail location are
taken to a Canadian recycling facility,
where they’re refurbished or dismantled
depending on their condition. That’s
great news, but it gets even better:
proceeds from the Wireless Device
Recycling Program are channeled
towards our community investment
program, MTS Future First, which
supports initiatives that help young
people overcome obstacles and reach
their full potential. It’s a small change
that makes a big difference.
Office Supplies
and Batteries
Devices aren’t the only things we recycle.
Toner cartridges and alkaline batteries,
paper, cans and cardboard are also
collected and disposed of with the
environment in mind. Shredding greatly
increases the amount of paper we’re
recycling: confidential shredding alone
amounts to 159,675 lbs.
157,892 KG
OF METALSALUMINUM, STEEL, CABLE, WIRE, COPPER, ETC.
RECYCLED
12,393
DEVICES
RECYCLED OR
REPURPOSED

Governance
Awards
In August, we were the co-recipient of
the “Best Overall Governance Award”
by the Canadian Society of Corporate
Secretaries. The award is presented each
year to a company that demonstrates
a high level of effectiveness across the
three pillars of governance, risk
and compliance.
We were also shortlisted in 2014
by U.S.-based Corporate Secretary
Women of
the Board
Webcast
Member of the Jantzi Social Index (JSI), a socially
screened, free-float market capitalization-weighted
stock index launched in 2000 consisting of 60 Canadian
companies that pass a broad set of environmental,
social, and governance rating criteria.
Signatory to the Catalyst Accord, affirming our
commitment to increasing the representation of
women on our Board of Directors. Today, 40% of
our board members are women, and we are mindful
of how gender diversity – indeed all dimensions of
diversity – benefit corporate decision-making and
all aspects of business development.
Member of the 30% Club, a group of business leaders
committed to achieving better gender balance at all
levels of organizations, with the goal of 30% women
on boards by 2015. We are proud that our company
exceeds this goal.
magazine for the Corporate Governance
Awards in the category of “Best Overall
Corporate Governance – International”.
Recognition by our peers world-wide
serves to underscore our reputation as
a company guided by the principals of
transparency and accountability, and
our determination to provide ongoing
value to our employees, customers,
communities and economy.
We have chosen to pursue executives
of excellence to serve on our Board,
and while women directors number less
than 16% at the average Financial Post
500 Company, we are well ahead of the
curve at 40%, among the best in the
industry and in the country.
In November, three of our directors, N.
Ashleigh Everett, Carol M. Stephenson
and Barbara Fraser, sat down for an
interactive discussion with employees
in our downtown Winnipeg campus.
A standing-room only crowd attended
live while hundreds of employees across
the country watched via webcast. The
executives responded to questions from
the audience and shared their individual
perspectives on matters ranging from
career choices to gender quotas.
The event was extremely well-received,
demonstrating the value that a culture
of inclusion brings to a company. We
are more committed than ever to a
workplace and a boardroom that reflect
and connect our communities.
For more than 100 years, we have drawn on the strength of our
people – including those around the Board table. Their guidance
reflects the company’s core values of professionalism, integrity,
value to customers, demonstrated financial strength and our
status as an employer of choice.
These values thrive in an atmosphere that insists upon corporate
independence, accountability, clarity of roles, effective strategy, prudent
risk management, an ethical culture and transparent financial disclosure.
This is the atmosphere in which our company’s business affairs are
managed, one that requires all levels of the organization to operate
with diligence and integrity. And it is precisely this atmosphere that
continues to be recognized, nationally and internationally, among
publicly traded companies.
FOR
GOOD
GOVERNANCE

2014 saw us break ground on our
Tier III Data Centre, the first of its
kind in Manitoba. As data proliferates
and becomes increasingly important
to our business customers’ financial
and strategic decision-making, we’re
convinced of the need for secure cloud
computing, hosting and colocation
Investing in
Customer
Connectivity services. We’re confident of the long-
term potential for the service and look
forward to leading the charge in its
development for business customers
locally, across Canada and beyond.
In addition, we reinforced our network
delivery framework, establishing a
state-of-the-art Manitoba Network
Operations Centre (MNOC), to
provide 24/7 network management
and monitoring services. This multi-
million dollar infrastructure investment
enhances network reliability, allowing
customers to shift seamlessly between
wireless and Internet services
ECONOMY
From the first telegraph messages to national fibre optic
networks, we have fueled economic expansion for more
than 125 years.
Both directly, through salaries and spending, and indirectly, providing
the tools and technology that help businesses grow and communities
connect, we contribute to a sustainable economic ecosystem. Our
employees across Canada further the economy in turn, through
spending that provides local stimulus, charitable giving and community
volunteerism: more than 32,000 hours last year alone.
We’re one of Manitoba’s largest private sector employers and a proud
supporter of community organizations working to improve life for our
young people. Today’s youth are tomorrow’s workforce, and you don’t
last a century in business without investing in those who will one day
invest in you – as employees and as customers.
We donated 1% of our pre-tax profits, including through MTS Future
First, for charitable purposes – the national standard of excellence in
corporate community investment. In addition, along with our employees,
we contributed more than $800,000 to the United Way.
FOR OUR
FOR OUR CUSTOMERS
FOR OUR EMPLOYEES
SUPPLIERS OUR
COMPANY CUSTOMERS
FOR GOOD GOVERNANCE
FOR OUR COMMUNITY
FOR OUR ENVIRONMENT
FOR OUR ECONOMY
12,393
DEVICES
RECYCLED OR
REPURPOSED
% OF OUR
RKFORCE ARE
WOMEN
40% OF OUR
LEADERS ARE
WOMEN
29,509PEER USERS ON
MTS COMMUNITY FORUM
% INCREASE
LIVE CUSTOMER
RVICE WEBCHATS
0,000 – 12,000
VERY MONTH
71%OF CUSTOMER
ISSUES RESOLVED
AFTER FIRST CALL
$100,000
AT A GLANCE
7.1%ANITOBA EMPLOYEES
IFIED AS INDIGENOUS
+ 25 COVETED
VOLUNTEER SPOTS
FOR OUR EMPLOYEES
FOR GOOD GO
FOR OUR COMMUNITY
FOR OUR ENV
FOR OUR E
40% OF OUR
WORKFORCE ARE
WOMEN
40% OF OUR
LEADERS ARE
WOMEN
$100,000
+ 25 COVETED
VOLUNTEER SPOTS

FORMAT
In keeping with our desire to reduce our
carbon footprint, this report is available
in pdf format only.
REPORT BOUNDARIES
This report covers the period from
January 1, 2014 to December 31,
2014. Unless otherwise stated, data
is valid as at December 31, 2014. This
report contains data relating to the
Manitoba Telecom Services Inc. group
of companies and its subsidiaries MTS
Inc. and Allstream Inc. (referred to,
collectively, in this report as “we”, “us”,
“our”, “company”, “MTS”, “Allstream”
or “MTS Allstream”). More information
about Manitoba Telecom Services Inc.
is available at mtsallstream.com.
CONTENT
In this report we have focused on
the corporate responsibility issues that
we identified by our stakeholders as
being of primary concern to them,
and that have a significant influence
on our operations. The responsibility
section of our website presents general
information on our sustainability
programs and provides access to specific
policies and includes an index that points
readers toward relevant GRI indicators
and UNGC principles.
DATA COLLECTION
AND VALIDATION
Information in this report was supplied
by various subject matter experts (SMEs)
within the company. Our Corporate
Responsibility and Environment group
coordinated the collection and validation
of all data. SMEs supplied and verified
data, and documented their sources
of information and how results were
obtained. As indicated in the text, we
differentiate between exact figures and
estimates in our reporting. All data is in
international units.
OUR REPORT PROFILE
This Corporate Social Responsibility Report is 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 the steps 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.
ABOUT
OUR
REPORTThis report, along with additional information
available online, summarizes our 2014 Corporate Social
Responsibility performance.
BY NOT PRINTING THIS REPORT,
WE ARE SAVING

FORWARD LOOKING STATEMENTS
This Report includes forward-looking statements and information (collectively: “the statements”) about our expectations of what we will do in the future, which are
subject to risks, uncertainties and assumptions. As a consequence, actual results in the future may differ materially from any conclusion, forecast or projection in such
forward-looking statements. Therefore, forward-looking statements should be considered carefully and undue reliance should not be placed on them. Examples of
statements that constitute forward-looking information may be identified by words such as “believe”, “expect”, “project”, “should”, “anticipate”, “could”, “target”,
“forecast”, “intend”, “plan”, “outlook”, “see”, “set”, “pending” and other similar terms. Factors that could cause anticipated opportunities and actual results to differ
materially include, but are not limited to, matters identified through - out this Report and matters contained in our public disclosure record. Please note that forward-
looking statements reflect our expectations as at May 6, 2015. We disclaim any intention or obligation to update or revise any forward-looking statements, whether as
a result of new information, future events or otherwise, except as required by law.

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