Management of corporate responsibility at Bell

Our approach to corporate responsibility begins with our goal of balancing economic growth, social responsibility, and environmental performance as we pursue our ongoing success as a company and seek to ensure our continued ability to contribute to the Canadian economy.

Since our founding in 1880, Bell has been the Canadian leader in telecommunications enabling Canadians to connect with each other and the world around them. We take very seriously our responsibility to manage the company in ways that enable us to sustain our record of serving the personal and business communications needs of millions of customers, seek to create value for shareholders, provide meaningful careers for tens of thousands of people, and make a significant contribution to the broader Canadian community and economy.

Governance structure

We seek to remain a leader in corporate governance and ethical business conduct by maintaining best practices, transparency, and accountability to our stakeholders. This includes adhering to the highest standards of corporate governance as BCE's Board and management believe that good corporate governance practices contribute to the creation and maintenance of shareholder value.

The Board of Directors has established clear lines of authority and oversight over our corporate responsibility programs, with primary accountability at the committee level. The Health, Safety, Security, Environment and Compliance (HSSEC) oversight committee is co-chaired by the Chief Human Resources Officer and the Chief Legal Officer, and reports directly to board committees.

For a description of each board committee and to learn more about our corporate governance practices, please visit the Board committees page on our website.

For more information on risk management and team member conduct, see our 2018 corporate responsibility report.

Corporate responsibility issues and our business

The telecommunications industry is the foundation of societal and economic information sharing and commerce. As the Canadian leader in this ever more important, growing, and evolving industry, Bell is an important provider of the infrastructure essential to enable world-class quality and accessible services for all Canadians. As such, we believe we have a responsibility to approach our management of particular issues strategically.

What we report

We report on the topics at the intersection of value chain impacts, industry sustainability megatrends, stakeholder interest, and external research on emerging trends. These are the issues that are of greatest importance to our stakeholders and could have an important impact on our business. For a complete description of our stakeholder engagement process, please see Reporting what is relevant in the Responsibility section of our website.

The most relevant responsibility issues discussed in this report include:

  • SOCIAL

    Customer Privacy and information Security

    Customer Satisfaction

    Diversity

    Online Safety

    Training and Career Development

    Workplace Statistics

  • ENVIRONMENTAL

    Biodiversity

    Energy Consumption

    Greenhouse Gases

    Waste

    Water

  • ECONOMIC

    Community Investment

    Direct and Indirect Impacts

    Financial Perfomance

  • GOVERNANCE

    Regulatory Compliance

    Supplier Screening

Customers

Investors

Suppliers

Team members

Rating agencies

NGOs/Civil society

Key performance indicators and results

In the wide range of topics we cover in this report, we have identified several priority areas for key performance indicators. Here is a summary of our progress against objectives in 2018. Indices for GRI, SASB, and the SDGs are available in the Responsibility overview of this website.

Community
Environment
INDICATOR
OBJECTIVE
VERIFICATION
2018 PERFORMANCE
YOY VARIATION
TREND
RELATED GRI INDICATOR
RELATED SDG
GLOBAL COMPACT PRINCIPLE
RELATED SASB INDICATOR
Governance
Women on the Board of Directors1
30% by 2021
Goal achieved in 2017
2018: 31%
Goal maintained
405-1
4
5
8
6
---
Governance
ISS quality scores2
1st quintile
ISS
Gov score: 1
Env score: 1
Soc score: 1
Goal maintained
102-28
102-30
16
all
---
Governance
ISO 14001 certification3
Maintain certification
Intertek
10th year in a row
Goal maintained
102-56
---
7,8,9
---
Customers
LTE advanced network coverage4
Reach 94% of Canadians by the end of 2019
PWC5
91%
+5 percentage points and 3% from our goal
---
9
---
---
Team Members
Team member engagement
Reach an overall team member engagement score of 75%
PWC
74%
+1 percentage point and 1% from our goal
401-1
4
5
8
3,6
TC0301-08
Team Members
Maintain engagement above Canadian norm
---
Goal maintained
---
4
5
8
3,6
---
Team Members
Women in senior management
At least 35% women in executive positions (vice-president level and above) by the end of 2021
---
28.7%
-1.4 percentage points and 6% from our goal
102-8
405-1
4
5
8
6
---
Team Members
Time lost accident frequency rate6
Report annually
PWC
1.13
-9%
403-2
3
8
1,2
---
Community
Community investment7
Make a meaningful contribution to improving mental health in Canadian communities through 4 key action pillars: anti-stigma, care and access, research, and workplace health
PWC
17.3 million
-7.7
8
201-1
3
---
---
Environment
Greenhouse gas (GHG) emissions reduction9
Reduce the ratio of our Scope 1 & 2 GHG emissions (tonnes of CO2 equivalent) to our network usage (PBytes) by 75% of 2014 level by end of 202010
PWC
-73%
- 8% 2 percentage points from our goal
305-4
7
8
7,8,9
TC0301-08
Environment
Administrative waste11
55kg of waste sent to landfill per employee in Bell-owned or -leased administrative buildings by 2024
PWC
85kg
---
---
306-2
3
5
12
7,8,9
TC0301-08
Environment
Hazardous waste11
Divert 100% of generated hazardous waste to certified recyclers by 2024.
PWC
99%
---
---
306-4
3
5
12
7,8,9
TC0301-08
Environment
e-waste
Recover 10 million used TV receivers, modems, and mobile phones between January 1st, 2016 and the end of 2020
PWC
2,560,642
+1.6% and 27% from our goal
301-3
306-2
3
5
12
7,8,9
TC0301-08

Improving

Declining

Stable

  1. Non-executive directors. Data valid as on December 31, 2018
  2. Scores as of May 22, 2019. 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
  3. The scope includes all Bell Canada business sectors, including wireline, wireless, television and Internet services, broadband, data hosting, and cloud computing services, radio broadcasting services and digital media services, in addition to related general administrative functions (excluding BellMTS Inc., AlarmForce, BCE Holding Corporation, BCE Nexxia International Inc., Northwestel Inc. (Northwestel), and The Source (Bell) Electronics Inc. (The Source), which are part of the environmental management system (EMS), but not within the scope of certification
  4. Data valid as on December 19, 2018. The percent of population covered depends upon the plans of our partners, which are not yet fully known, and which could influence the result; Population data is based on the 2016 census conducted by Statistics Canada
  5. PricewaterhouseCoopers LLP has provided limited assurance over indicators marked PWC. Please see PwC’s assurance statement
  6. Time Lost Accident Frequency Rate = number of time-lost accident cases ÷ number of worked hours × 200,000
  7. This includes cash donations, in kind donations, and management costs
  8. Multiyear funding commitment for metal health on track
  9. Network usage includes residential and wholesale Internet, business Internet dedicated (BID), virtual private network (VPN), IPTV, Inter-Network Exchange (INX), prepaid and postpaid wireless services, wireless-to-the-home, Voice-over-LTE (VoLTE) traffic, IoT, and enterprise usage, both in Canada and on international roaming partners network. As methodology for gathering the network usage differs from one carrier to another, and because a company’s business model directly impacts the amount of GHG it generates and how those GHG are calculated and classified (as noted in Impact of the business model), the ratio itself cannot be used to directly compare carrier performance
  10. 2018 performance is based on energy consumption and network usage data from October 1, 2017 to September 30, 2018, while 2014 performance is based on energy consumption and network usage data from January 1 to December 31, 2014
  11. New indicator.