BRIGHTER
TOGETHERESG Report 2020

2020 — SHAW ESG REPORT2ABOUT THIS REPORTThis is Shaw’s inauguralenvironmental, social and governance(ESG) report, published December 7,
2020. It provides an overview of our
ESG program, including our goals,
actions and performance during
our 2020 fiscal year from September
1, 2019 to August 31, 2020, unlessotherwise indicated.
Throughout this report, the terms
we, us, Shaw and the Company referto Shaw Communications Inc. andits subsidiaries, including Freedom
Mobile Inc.
The material in this report references
the Global Reporting Initiative

Caution Concerning Forward
Looking Statements
Statements included in this ESG reportthat are not historic constitute “forwardlooking statements” within the meaningof applicable securities laws. They cangenerally be identified by words such as“anticipate,” “believe,” “expect,” “plan,”“intend,” “target,” “goal”, and similar
expressions (although not all forwardlooking statements contain such words).
All of the forward-looking statements
made in this report are qualified by thesecautionary statements. Forward looking
statements in this report include, but(GRI) Standards, the Sustainability
Accounting Standards Board’s(SASB) Telecommunication
Services Standard, as well as therecommendations of the Task
Force on Climate-related Financial
Disclosures (TCFD). A complete
list of these disclosures and theirlocations can be found in theStandards Index in the appendix of
this report.
This ESG report is intended toprovide our stakeholders, including
our customers, employees, investors,
supply chain partners and regulatorswith information about Shaw’s ESG
practices. It is our goal to provide

are not limited to, statements relating toour social, economic, and environmental
performance in Canada and theCompany’s objectives and strategies
related thereto. Forward-looking
statements are based on assumptions andanalyses made by the Company in lightof its experience and its perception ofhistorical trends, current conditions andexpected future developments, as well asother factors it believes are appropriate in
the circumstances as of the current date.
The Company’s management believes
that its assumptions and analysis in
this report are reasonable and that thetransparency for our stakeholders tocontinue building on our foundationof trust and accountability.
Additional information concerning
the Company, including our 2020
Annual Report, is available on
SEDAR which may be accessed atwww.sedar.com. Copies of suchinformation may also be obtainedon the Company’s website atwww.shaw.ca, or on request andwithout charge from the Company
by contacting Investor Relations at
Suite 900, 630 – 3rd Avenue S.W.,
Calgary, Alberta, Canada T2P 4L4;by telephone at (403) 750-4500; or byemailing Investor.Relations@sjrb.ca.

expectations reflected in the forwardlooking statements contained herein are
also reasonable based on the information
available on the date such statements are
made and the process used to prepare
the information. You should not place
undue reliance on any forward-looking
statements. Many factors, including
those not within the Company’s control,
may cause the Company’s actual results
to be materially different from the views
expressed or implied by such forwardlooking statements. Accordingly, thisreport is qualified by the assumptions
and risk factors referred to in Shaw’s 2020
Annual Report, as filed on October 30,

2020 on SEDAR at www.sedar.com, andalso available at www.shaw.ca.
Any forward-looking statement speaks
only as of the date on which it was
originally made and, except as requiredby law, the Company expressly disclaims
any obligation or undertaking todisseminate any updates or revisions to
any forward-looking statement to reflect
any change in related assumptions,
events, conditions or circumstances. All
forward-looking statements contained inthis report are expressly qualified by thisstatement.

2020 — SHAW ESG REPORT3

TABLE OF CONTENTSOV E R V I E W

STRATEGYG OV E R N A N C E &RISKNETWORK &PRODUCTSPEOPLE &COMMUNITYEFFICIENCY &INNOVATION

4
Executive Chair andCEO’s Message

10
ESG Strategy and
Focus Areas

16
Governance
Programs
and Policies

25
Network andClimate Change
Resilience

33
Employee
Engagement andDevelopment

45
Energy Efficiency

18
ESG Governanceand Oversight

27
Data Privacy

36
Diversity andInclusion

6
Shaw
Overview
7
ESG Highlights
8
ESG Scorecard

11
Alignment with
Shaw’s Strategy
and Values
12
Materiality
Assessment
Results

19
Board
Composition and
ESG Competencies

13
Stakeholder
Engagement

20
Risk Management

28
Cybersecurity
29
CustomerExperience40
Health and Safety
41
Community
Engagement

47
Renewable
Energy48
Greenhouse Gas
Emissions
50
Waste and
E-waste52
Sustainable
Sourcing

21
Business Ethics

APPENDICESHOW TO USE THIS REPORTThis sustainability report is an interactive PDF and is designed to be viewed with Adobe
Reader and an internet connection. The report can also be viewed offline, but any externallinks will not be accessible.

54
Standards Index
61
Social Data Tables

60
Environmental
Data Tables

2020 — SHAW ESG REPORT4EXECUTIVE
CHAIR ANDCEO’S MESSAGE
Since my father, JR Shaw, began ourcompany more than 50 years ago, we
have been guided by his commitment
to operating responsibly andthoughtfully in the communities
we serve. This has been reflected in
all periods of our history, and in all
aspects of our business — from how
we serve millions of Canadians as
a leading connectivity provider toour support for local, regional andnational charitable causes.
Our commitment to doing
business responsibly is embedded
in our values: Human, Caring, Fair,
Collaborative, Generous, Adaptiveand High Achieving. Our decisions
and our operations are guided by asolid governance structure, which
includes a senior commitment
to oversee our ESG activities andprogress. Maintaining the trust of
our customers and employees isessential for the future success of thecompany, which is why we make ourcustomer interactions as clear andtransparent as possible.
This report represents an importantmilestone for our company, as athorough description of our activities
and our commitments to ourcustomers, employees, shareholders,
and local communities.

We are in the business of connecting
people, communities, and businesses,
and we take that responsibility
seriously. Thanks to the resilienceof our people and our networks, wehave weathered many crises overthe decades and every time we haveemerged stronger than before.
Now, more than ever, Canadiansneed connectivity to learn, create,
innovate, and share. In 2020, the
COVID-19 pandemic put our Fibre+
network to the test and it performed
exceptionally well through peak usage
times that soared as our customers
moved their offices and classrooms
home. Our customers used our
network more than ever over the firstsix months of the pandemic, withtraffic increasing by as much as 50 per
cent. The importance of our country’s
communications networks are crystal
clear: they are the backbone of oursocial and economic well-being andwill drive our economic recovery.
The pandemic has also changed ourworld in profound and challenging
ways, with major implications for
how we gather, work, learn, travel,and connect. For the most vulnerable
in our society, the pandemic had an
immediate and profound impact.
We are proud of how our employees
and our company have been there
for our communities when they
have needed us most. In the early2020 — SHAW ESG REPORT

5stages of the crisis, we took decisive action to launch the #ShawHelps initiative
to help Canadians feel connected, safe and engaged as they navigated throughthe unpredictable challenges brought on by the pandemic. Notably, these steps
included:• Helping address the dramatic increase in food insecurity and social isolation
with a $1 million donation to Community Food Centres Canada,• Opening our Shaw Go WiFi network to provide connectivity options for
Canadians,• Waiving internet fees for thousands of Connecting Families low income
customers,• Collaborating with core partners to create a K-12 virtual education platform
available for all Canadians to assist families as their kids schooling moved
remotely,• Providing devices and connectivity to support hundreds of students, families,
seniors, Indigenous groups, and victims of domestic violence to help ensure they
could continue to learn, stay connected, and access critical social services andsupport, and• Supporting over 75 grassroots organizations in over 50 communities with relief
and recovery grants.
In addition to leadership on critical issues affecting our communities, thisreport highlights the actions we are taking to ensure we address climate change
throughout our operations.
Our key facilities have achieved LEED or BOMA Best certification and we continue
to find more innovative ways to reduce our environmental footprint through waste,water, and energy reduction. For instance, Shaw’s industry leading self-connect
program has reduced our GHG emissions.

In the past year, we successfully transitioned over 500,000 customers from paper
billing and planted thousands of trees in our local communities. Shaw is a signature
partner in the City of Vancouver’s Greenest City Action Plan, helping create
alternative and sustainable transportation opportunities through Mobi by Shaw
Go bike share, which has clocked over 7.7 million kilometres of rides, equivalent tomore than 300,000 kilograms of CO2 avoided.
Without doubt, our society is in a period of transformational change and, in
addition to the opportunities we have taken to reshape our operations, werecognize our company and our people have a role to play in helping reimagine thepotential growth of our communities and our economy to be more connected, more
equitable, more resilient, and more sustainable.
We are confident in our ability to elevate and outshine our challenges as we makethe future brighter together. It will take a collective, long-term effort to continually
improve the way we do things and what strikes me so deeply is that our people neverfail to demonstrate incredible leadership, compassion, and drive to get the job done
for our customers, communities, and each other.
As you read through this report, we hope you share our excitement about our ESG
achievements and focus going forward, built upon the core pillars of:••••

Network & Products
People & Community
Efficiency & Innovation; andGovernance & Risk

We look forward to keeping you informed of our continuous progress.
Sincerely,
Bradley S. Shaw
Executive Chair & Chief Executive Officer

2020 — SHAW ESG REPORT6SHAWOVERVIEW
Shaw Communications Inc. is aleading Canadian connectivity
company headquartered in
Calgary, Alberta.
Together across Shaw’s businesses,
we employ approximately 9,500
people, who enable us to deliver ourworld-class products and services
to millions of subscribers acrossCanada. Our total revenue in fiscal
2020 was $5.4 billion, while ouradjusted EBITDA1 was $2.4 billion.
The Company maintains a strong
balance sheet that has supported
the significant level of investment
required for long-term growth
while remaining committed to an
investment grade credit rating andlong-term free cash flow growththat supports our initiatives toreturn capital to our shareholders.
Shaw is one of the largest providersof residential communication
services in Canada. Our Consumer
division connects people andfamilies in British Columbia,
Alberta, Saskatchewan, Manitoba,
and northern Ontario through ourFibre+ network. Shaw Direct is
one of two licensed satellite Video
services available across Canada.
Our Business division leverages
our network infrastructure with a1

product suite targeting businessesof all sizes.
Shaw is the fourth largest wirelessprovider in Canada, offering both
postpaid and prepaid services.
Shaw Mobile currently operates
in British Columbia and Alberta.
Freedom Mobile currently operates
in Ontario, British Columbia andAlberta. Over 19 million Canadians
reside within our current mobile
wireless network service area.
Voting control of the Company isheld by Shaw Family Living Trust(SFLT) and its subsidiaries. As
at December 7, 2020, SFLT and
its subsidiaries held 17,562,400
Class A Participating Shares(“Class A Shares”), representing
approximately 79% of the issued andoutstanding Class A Shares, for the
benefit of the descendants of the late
JR Shaw and Carol Shaw. The soletrustee of SFLT is a private company
controlled by a board consistingof seven directors, including as at
December 7, 2020, Bradley S. Shaw,
four other members of his family,
and two independent directors.
The Class A Shares are the only
shares entitled to vote in all
circumstances. Accordingly,
SFLT and its subsidiaries are able
to elect a majority of the Boardof Directors (the “Board”) of theCompany and to control the voteon matters submitted to a voteof the Company’s Class A Shares.
Shaw is traded on the Toronto and
New York stock exchanges and isincluded in the S&P/TSX 60 Index(Trading Symbols: TSX – SJR.B, SJR.
PR.A, SJR.PR.B, NYSE – SJR, and
TSXV – SJR.A).

Adjusted EBITDA (earnings before interest, taxes, depreciation and amortization) and free cash flow are non-GAAP measures and should not be considered substitutes or alternatives for GAAP measures. These are not defined terms under IFRS and do nothave a standard meaning, and therefore may not be a reliable way to compare us to other companies. See “Key Performance Drivers” in our Annual Report dated October 30, 2020 for information about these measures, including how we calculate them.

2020 — SHAW ESG REPORT7ESG
HIGHLIGHTS
In 2020, Shaw formalized our ESG program byundertaking extensive outreach to different
stakeholders to support us in identifying whichissues to prioritize, as part of a materiality
assessment. We embedded ESG into thegovernance structures of the Company toensure strong accountability and oversightand integrated ESG-related risks andopportunities into our Enterprise Risk
Management program.

ENVIRONMENTAL
BASELINE
Performed an extensive inventoryof Shaw’s energy consumption, as
well as greenhouse gas emissions
and waste generation
to better understandour impacts in 2019and 2020

RELIABLE
CONNECTIVITY
Provided the reliable connectivity ourcustomers depend on despite significant
increases in consumption of homeinternet, wireline voice traffic andwireless voice traffic due to the
COVID-19 pandemic, while investing in
the community and caring for our
employees$30 BILLION
17.1
Achieved a “Low Risk” ESG ratingof 17.1 from Sustainalytics, aleading ESG research and ratings
firm (April 2020)

Spent over $30 billion to build,
upgrade and expand ourwireline and wireless networks
and services since 2013, which
has helped to improve both theoverall performance andreliability of our network

3.4 OUT OF 4
Achieved 3.4 out of 4
maturity rating on our
cybersecurity program for2019 based on the Information
Security Forum’s framework,
significantly exceeding the2019 global peer score1 of 2.1
1 As determined by ISF

MOST TRUSTED
Ranked the most trusted
telecommunications brand in
Canada (Shaw), according to the
Gustavson Brank Trust Index
survey following the onset of
the COVID-19 pandemic

PEOPLE
Received an Employee
Net Promoter Score of+45 through our
Employee Engagement
survey (scale from-100 to +100)

CANADA’S
BEST EMPLOYERS
Recognized as one of Forbes
Canada’s Best Employers in2020 and as one of Canada’s
Best Diversity Employers
for having exceptional
workplace diversity andinclusiveness programs

2020 — SHAW ESG REPORT8

ESG SCORECARD
The scorecard below presents a summary of our performance across select key performance indicators (KPIs) aligned with the pillars of Shaw’s ESG program. Additional details
can be found throughout the report. We will explore setting targets for select KPIs and look forward to sharing our progress transparently in forthcoming ESG reports.

NETWORK &PRODUCTSK E Y P E R F O R M AN CE I N DI CATOR

2020

2019

Ookla ISP Speed Score1

126.5

123.7

Investment in networks and services

$4.1B

$4.4B

Customer retention / Churn Rates (Wireless post-paid)

1.40%

1.32%

61%

38%

41,000+38,000+

21.1%

26.1%

Employee Net Promoter Score (scale -100 to +100)

+45

+29

Lost time accident/incident frequency rate

1.27

1.77

Women at VP level and above

28.8%

26.2%

Visible minorities at VP level and above

13.6%

12.3%

Cash and in-kind community investments$43.6M$48.4M

Energy use intensity (eMWh/$M)

69.6

73.0

GHG emissions intensity (tCO2e/$M)

18.2

19.5

Facility waste diverted

49%

47%

2,188 t1,909 t

25%

23%

26

21

% of connections completed by self-installation
Hours of online employee training
External recognition as employer of choice
Employee turnover rate2

PEOPLE &COMMUNITIESEFFICIENCY& INNOVATION

Materials recovered through take back programs (e-waste)
Board gender diversity (independent directors)

GOVERNANCE& RISK

ESG integrated into Board, Executive and Senior Leadership roleand responsibilities
Score in customer trust opinion survey

1 Fastest provider in the four main provinces where we provide wireline services (British Columbia, Alberta, Saskatchewan, Manitoba)
2 As part of Shaw’s multi-year Total Business Transformation initiative, a voluntary departure package was offered to eligible employees in 2018, increasing our turnover rate until the end of 2020 when the departures were substantially completed.

9

STRATEGY10
ESG Strategy and Focus Areas
11
Alignment with Shaw’s Strategy
and Values
12
Materiality Assessment Results
13
Stakeholder Engagement

2020 — SHAW ESG REPORT

2020 — SHAW ESG REPORT10

ESG STRATEGY AND FOCUS AREAS
In 2020, we worked with our stakeholders to better understand our environmental, social and governance (ESG) risks and opportunities and outline our vision for the future.
Our ESG program is comprised of four strategic pillars, each of which addresses topics that are material to the success of Shaw’s businesses.
By focusing our ESG-related efforts on these four pillars, Shaw expects to create shared value for our stakeholders, including our customers, employees, investors, local
communities and supply chain partners. Our approach builds on our existing customer trust and loyalty by championing common values that differentiate Shaw in the market.
We believe our commitment to ESG will enhance employee attraction, retention and engagement and ensure our workforce reflects the diversity of the communities where
we operate and serve our customers. We will also continue to look for collaboration and innovation opportunities with strategic supply chain partners to advance common
objectives and expand the impacts of our ESG program.
We will continue our work over the coming years and we expect our ESG program will continue to evolve, enhancing our resilience. In doing so, we will report on our progress
towards achieving our goals and targets through our future ESG reports as we strive to make the future brighter together.

NETWORK & PRODUCTSPEOPLE
& COMMUNITY

EFFICIENCY& INNOVATIONGOVERNANCE & RISK

Shaw connects Canadiansthrough our high-performing,
secure and resilient networks,
while taking care of ourcustomers and their data.

To build on our legacy andthrive in the future, we put ourpeople - employees and local
communities – first.

We are responsible stewardsof the resources we use andharness industry innovation toprepare us for the future.

We are committed to continuing
to create a strong ESG culture
and embedding it in ourgovernance and the way we
do business.

• Energy efficiency• Climate change resilience• Employee engagement anddevelopment• Renewable energy• Board composition andcompetencies• Data privacy• Diversity and inclusion• GHG emissions• Risk management• Cybersecurity• Community engagement• Waste and e-waste• Ethical business conduct• Customer experience• Health and safety• Sustainable sourcing

TOPICS• Network resilience2020 — SHAW ESG REPORT11

ALIGNMENT WITH SHAW’S STRATEGY AND VALUESAt Shaw, we focus on delivering
sustainable long-term growthby connecting customers to theworld through a best-in-classseamless connectivity experience
which leverages our world classconverged network. This includes
driving operational efficiencies
and executing on our strategic
priorities through the delivery of an
exceptional customer experienceand an agile operating model. As aresult of significant facilities-based
investments, our powerful androbust networks serve as thefoundation for connectivity andinnovation.
With the onset of the global
COVID-19 pandemic in 2020,
connectivity rapidly became acritical lifeline for Canadiansand our economy. During thisunprecedented period, our network
performance was exceptional, andwe remain focused on supporting
our employees, customers, andcommunities. While the pandemic
had an impact on our business,
Shaw continues to be resilient
and we believe that we are well
positioned to meet the rapidlychanging and increasing demandsof our customers.
Shaw’s ESG program supports our
strategy by reinforcing our mission

to continually improve the way weoperate, invest in our employees
and capitalize on digital solutions todrive performance. We are working
to enhance the resiliency of our
networks to environmental andhuman threats and capitalize on
efficiencies to reduce our energy
consumption, which will bolster the
reliability and cost-competitivenessof our businesses. We also provide
our employees with the skills
and support they need to deliver
exceptional service to our customers
across Canada.
The goals of Shaw’s ESG program
are aligned and integrated with
our strategy, so that our efforts
will improve both our operational

performance and address ourenvironmental and social objectives.
By integrating ESG into Shaw’s
overall business strategy, we areembedding material ESG issues into
the core of how we do business.
Our ESG program also aligns with
Shaw’s corporate values:

These values underpin everything we do at Shaw and reflect our commitment to operating in a socially andenvironmentally responsible manner. Our ESG program will allow us to effectively coordinate all our activities
across the ESG landscape and communicate our stories and progress to stakeholders.

2020 — SHAW ESG REPORT12S H AW ESG M AT ER I ALI T Y MAT R IX

Environmental Topics​

Social Topics​

Network
Resilience
Community
Engagement
Board
Competencies

Influence on stakeholder
assessments and decisions

Accessibility andConnectivity
LabourRelations

RiskManagement

Health and
SafetyBoard
Composition
Climate Change
Resilience

DiversityandInclusion

Data
Privacy

Cyber Security

Ethical BusinessConduct
EnergyEfficiency
Waste &
E-WasteEmployee
Engagement &Development

Greenhouse
Gases

Sustainable
Sourcing
Responsible
Partnerships

Industry
Collaboration

CustomerExperience

Governance Topics​

Renewable
EnergyBiodiversity andEnvironmental
Protection

Significance of Shaw’s economic, environmental and social impacts

MATERIALITYASSESSMENTRESULTSIn the Spring of 2020, Shaw
undertook a materiality assessment
to gain greater insight into the ESG
topics that are most important toour business. Over 80 different
stakeholders, including our
employees, senior management,
institutional investors and suppliers,
offered their input and rated ESG
topics according to their importance.
Despite the challenges presented
by conducting our assessment
during the height of the COVID-19

pandemic, we were able to solicit
valuable insights to inform thedesign of our ESG program.
All stakeholders expressed that ESG
issues are important to them andthat they want to see Shaw continue
to take meaningful steps to address
them going forward. We also heardthat we are already performing wellon many of our most important
topics, including our networkrelated, employee engagement andcommunity investment efforts, butneed to formalize our efforts andbetter communicate our intentions
and progress.

Overall, there was consensus
among all stakeholders on which
topics were most important for
Shaw, and that network-related andenvironmental issues are expected
to increase in importance moving
forward. We – Shaw’s Board,
Executive Leadership Team andother stakeholders – collectively
agreed that as our ESG program
evolves, it needs to be focused,
future-oriented and have support
from leadership. By integrating
the program into our governancestructures and broader businessstrategy, we are confident in ourability to deliver on this expectation.

From this engagement process,we developed a materiality matrix
in line with GRI Standards. While
all topics are important and havebeen incorporated into our ESG
program, this materiality assessment
enables us to focus our ESG
program and reporting on areasthat have the most impact on both
our stakeholders and on the future
success of the Company.

2020 — SHAW ESG REPORT13STAKEHOLDER ENGAGEMENT
At Shaw, we understand the value of engaging with our stakeholders. We have established processes to actively solicit input from our stakeholders, including their perspectives
on ESG topics, and incorporate feedback into our ongoing efforts to drive improved performance.

STAKEHOLDER GROUPENGAGEMENT METHODSFREQUENCYKEY ISSUES DISCUSSED IN 2020
• Community investment preferences

Customers• Customer ThinkTank and CustomerPulse

Monthly• Sentiments on COVID-19• Customer insights on overall experience• Prioritization of ESG topics• Workshops/Focus Groups
Employees• PeoplePulse Survey

Ongoing• Supporting employees in the new workfrom-home culture• Employee intranet

Investors

Suppliers• Shareholder Engagements• Industry Conferences• Interviews• Prioritization of ESG topics
Ongoing

Communities• Community Investment Initiatives• Preferred methods of ESG disclosure• Network resilience and performance

Ad Hoc• Customer ThinkTank• Charitable organizations and Community
partner engagements• Sentiments on diversity and belonging• Overlap in ESG priorities such as productstewardship and carbon emissions• Community investment preferences
Ad Hoc• Trends on societal challenges / areas ofopportunity

14

GOVERNANCE& RISK
16
Governance Programs andPolicies
18
ESG Governance and Oversight
19
Board Composition and
ESG Competencies
20
Risk Management
21
Business Ethics

2020 — SHAW ESG REPORT

2020 — SHAW ESG REPORT

15

We are committed toembedding ESG in ourgovernance and theway we do business.
OUR GOALS:

We integrate ESG
into our corporate
governance practices
and the role of theBoard.

Our risk management
practices include
ESG-related risks
and identify business
improvement
opportunities.

We work to earn our
stakeholders’ trust.

2020 — SHAW ESG REPORT

16

GOVERNANCE PROGRAMSAND POLICIES
Shaw’s Board and management recognize that effective corporate governance iscentral to the prudent direction and operation of the Company in a manner that
ultimately enhances shareholder value. Ensuring that the proper structures are inplace to direct the Company towards achieving its strategic goals and managing
relevant risks and opportunities are crucial functions of both the Board and seniorleadership at Shaw. The skills and expertise of our Board and executive leaders
enable the Company to achieve its strategic objectives and deliver value to ourvarious stakeholders.
Our corporate governance practices and policies have been developed under the
stewardship of the Corporate Governance and Nominating Committee of theBoard and in response to evolving laws and best practices, including the policies of
the Canadian Securities Administrators, the Toronto Stock Exchange (TSX) and the
New York Stock Exchange (NYSE) as well as the Sarbanes Oxley Act.
The Board of Directors has overall responsibility for supervising and overseeing
management of the Company. With respect to strategic planning, the Board
establishes strategic objectives for the Company, reviews and approves
management’s strategic plans and budgets, reviews emerging trends, opportunities,risks and issues with management. Certain responsibilities and powers of the Board
have been delegated to the following committees of the Board: Audit Committee,
Corporate Governance and Nominating Committee, Human Resources andCompensation Committee, and Executive Committee. Each of these committees
maintains a charter which outlines its roles and responsibilities in supporting theoverall direction and governance of the Company.
The Chief Executive Officer has responsibility for the management of the businessand affairs of the Company. The CEO provides day-to-day leadership and is
responsible for the achievement of the overall objectives and policies established by
the Board. In particular, the CEO is expected to lead the Company and formulate
strategies and policies, agreed upon by the Board. The CEO is directly accountable
to the Board for all activities of the Company.

1

Willard Yuill will not stand for election as a director at the January 13, 2021 Meeting. Steven A. White will stand for election asa director at the January 13, 2021 Meeting. For more information about the Board, refer to our Proxy Circular and Statementof Corporate Governance at https://www.shaw.ca/corporate/investor-relations

B OA R D OF D I R E C TO RS 1

Audit
Committee

Corporate
Governance&Nominating
Committee

Human
Resources &Compensation
Committee

Executive
Committee

Bradley
Shaw

-

-

-

Chair

Peter
Bissonnette--

AdrianBurns--

Richard
Green

-

-

-

-

-

-

Gregg
Keating-

MichaelO'Brien

Chair

-

-

Paul Pew

-

Chair

-

-

-

-

-

-

-

-

-

-

-

-

Chair

-

-

-

Jeffery
Royer
Mike
Sievert-

Carl Vogel
SheilaWeatherill-

Willard
Yuill-

Christy
Clark

-

-

2020 — SHAW ESG REPORT17

E X E C U TIV E LE AD ER S HIP T EAM

BRAD SHAW
Executive Chair & Chief Executive Officer

PAUL MCALEESETREVOR ENGLISHZORAN STAKICPETER JOHNSON

President,
Shaw Communications Inc.

Executive Vice President andChief Financial & Corporate
Development Officer

Chief Operating Officer andChief Technology Officer

Executive Vice President andChief Legal & Regulatory Officer

KATHERINE EMBERLYDAN MARKOU

PAUL DEVERELL

President, Business

Executive Vice President andChief People & Culture Officer

President, Consumer

2020 — SHAW ESG REPORT18

ESG GOVERNANCE AND OVERSIGHT
Board
In 2020, Shaw integrated formal ESG-related roles and responsibilities into ourexisting corporate governance structures. The Board of Directors oversees overall
progress regarding Shaw’s ESG objectives and receives regular updates on thestatus of the ESG program. The Board also has responsibility over the operationaland financial performance of the Company, as well as to identify and manage any
developments that may have a significant and material impact on the Company.
This includes both ESG and climate-related risks and opportunities that could
potentially impact Shaw.

BOARD

The Board further evaluates ESG risks and opportunities through Shaw’s
Enterprise Risk Management (ERM) process.
More specifically, the Board’s Audit Committee, Corporate Governance andNominating Committee (CGNC) and Human Resources and Compensation
Committee (HRCC) play central roles in supporting the governance componentsof the Program, including our commitments towards ethical business conduct,ensuring principled executive compensation procedures and integrating ESG
principles into the nomination process for Directors. The Board monitors
compliance with the Business Conduct Standards through the CGNC and
Audit Committees.
ESG Steerco
We have established an ESG Steerco which is responsible for developing andexecuting on the activities included in Shaw’s ESG Program. This team includes
management representatives from across Shaw’s business units to advance ESG
objectives in all areas of the Company. The ESG Steerco oversees the preparationof the Company’s ESG disclosures (for approval by our Disclosure Committee,
Executive Leadership Team and the Board) and supports the Company’s
engagement with external stakeholders on ESG issues.

ESG
STEERCO2020 — SHAW ESG REPORT19

BOARD COMPOSITION AND ESG COMPETENCIES
Board Composition

ESG Competencies

At Shaw, we believe that diversity sparks creativity, stimulates discussion anddisrupts the status quo, ultimately leading to innovative thoughts and ideas.
To that end, the Corporate Governance and Nominating Committee (CGNC)
considers diversity in all its forms
when evaluating board candidates,
to ensure the Board has a broad
range of perspectives and experience.
Diversity considerations, including therepresentation of women and visible
minority groups, form an integral partof the Company’s Board nomination
process and in addition to a skills matrix
analysis, are an important factor in theselection process for new directors.
At this time, the Board has not adopted
a formal diversity policy or targets
for director positions. The Company
is continuing to identify diverse
candidates for its board throughthe ordinary course of its director
nomination and selection process.

ESG principles and experience are considered in our selection process. Whenselecting new or re-nominating members to the Board, the CGNC, together
with the Executive Chair & Chief Executive Officer, use a skills matrix to identify
director strengths and competencies, and conduct a gap analysis to identify
areas that would complement the Board in carrying out its mandate effectively.
The skills matrix is used to create model director profiles to help identify andtarget potential director candidates who possess the capabilities and personal
attributes that complement, diversify and further strengthen the Board.

As of August 31st,
2020, 25% of theBoard’s independent
directors were women.

Over 30% of
independent
director nominees
to our Board in 2021
represent diversity.

As part of its ongoing board succession
process, the CGNC, with the support of external consultants, considers the levelof representation of diversity on the Board by overseeing the selection process
to ensure that diverse candidates are included and considered in the pool ofpotential director candidates.
The Company does not have a mandatory retirement policy or term limit policy
for members of the Board and rather assesses board succession as part of its
annual board and committee assessments. The Company has an establishedpractice of retaining the benefit of director insight from related industry,
regulatory or technological experience. This is particularly significant for theCompany given the narrow field of candidates who have experience in thisunique, regulated sector in Canada.

As part of its mandate, the CGNC is responsible for the orientation of new
directors and ongoing education initiatives for all members of the Board. In
recognition of the rapidly changing technology and competitive environment,
the Board receives regular updates from management on strategic developments
and presentations are given at regularly scheduled quarterly Board meetings.
Presentation topics are proposed by management or requested by Board
members. The presentations are made by internal and external experts on a wide
range of topics relevant to the current and future direction of the Company.
Our formalized ESG program was presented to the Board in October 2020.
Our orientation of new directors includes discussion of our ESG journey andstrategy at Shaw.

2020 — SHAW ESG REPORT20RISK MANAGEMENT
In the normal course of our business activities, the Company is subject to risks. The purpose of risk management is to manage
and mitigate risk, rather than to eliminate risk. The Company is committed to continually strengthening our risk management
capabilities to protect and enhance value.
Risk Governance and Oversight
The Board of Directors has overallrisk governance and oversight
responsibilities. Specifically, theBoard is responsible for identifying
and assessing the principal risks
inherent in the business activitiesof the Company and ensuring thatmanagement takes all reasonable
steps to implement appropriate
systems to manage such risks. The
Board of Directors has delegatedelements of its risk oversight
responsibilities to specific Board
committees. The Audit Committee
is responsible for: (1) overseeing theCompany’s processes for identifying,assessing and managing risks; and(2) ensuring that management
implements and maintains effective
internal controls and proceduresfor identifying, assessing andmanaging the principal risks to the
Corporation and its business. In
addition, the Human Resources
and Compensation Committee is
responsible for ensuring that theCompany’s short, medium and longterm incentive plans do not incent
risk-taking beyond the Company’srisk tolerance.

Responsibilities for Risk
Management
Responsibility for risk management isshared across our organization. Eachdepartment’s operating management,
led by the Company’s executive team,have integrated controls and risk
management practices into day-today activities and decision-making
processes. We have risk management
and compliance functions acrossthe organization such as Finance,
Privacy, Security and Risk, Legal andRegulatory, and Technology Risk
Governance. The Internal Audit
and Advisory Services (“IA&AS”)
department provides independentand objective audit and advisory
services to evaluate and improvethe effectiveness of the Company’s
governance, internal controls,
disclosure processes, and risk
management activities. The Audit
Committee oversees the work of the
IA&AS department and all reports
issued by the IA&AS department. In
addition, the IA&AS department’s
annual plan is reviewed and approvedby the Audit Committee.

Enterprise Risk Management
As part of its role in risk governanceand oversight, the Audit Committee
oversees the Enterprise Risk
Management (ERM) program. The
ERM is a performance focusedprocess designed to identify,
monitor and manage significant
corporate level risks that could
impact the achievement of ourstrategic objectives. The Company’s
executives meet periodically to:(1) review and update significant
corporate level risks, (2) assess suchcorporate level risks in terms oflikelihood and magnitude of impact,(3) review the response strategy, and(4) monitor progress. The latest ERM
update was provided to the Audit
Committee in October 2020, with
updates provided to the Board at least
annually. The significant risks anduncertainties affecting the Company
and its business are discussed under“Known Events, Trends, Risks andUncertainties” in the Company’s 2020
Annual Report.

The Internal Audit and Advisory Services department has reviewed the environmental, social and governance performance data
disclosed in this report. The review included both qualitative information and quantitative performance indicators.

2020 — SHAW ESG REPORT

21

BUSINESS ETHICS
In order to maintain the confidenceof our customers and otherstakeholders, we are committed to
conducting our business according
to the ethical principles of integrity,
respect, teamwork, quality,
innovation and citizenship.
Ethical Conduct
Shaw has adopted a set of BusinessConduct Standards, which
apply to all directors, officers
and employees of the Company.
The Corporate Governance andNominating Committee, withthe assistance of the Company’s
Business Conduct Standards
Committee, is responsible formonitoring compliance with theBusiness Conduct Standards andfor approving waivers of suchstandards. As of the date hereof,
no waivers have been granted toany directors or officers of theCompany.
Shaw’s Business Conduct
Standards address matters such asconflicts of interest, confidential
information, and the protection
and proper use of the Company’s
assets. The Business Conduct
Standards also include proceduresfor the submission of complaints
or concerns that employees may
have regarding compliance with
the Business Conduct Standards,

applicable laws or regulations, orwith respect to accounting, internal
control and auditing matters. All
new directors, officers, employees
and certain contractors are required
to receive an orientation about theBusiness Conduct Standards when
they commence their engagementwith the Company. The Company
also requires employees, officers
and certain contractors to maintaintheir knowledge by periodicallyre-certifying that they understandthe Business Conduct Standards.
The Board monitors compliancewith the Business Conduct
Standards through the Corporate
Governance and Nominating
Committee and the Audit
Committee, with the assistance of
the Company’s Business Conduct
Standards Committee. Each such
Board committee receives updates
on matters relating to the BusinessConduct Standards that are relevant
to it.
No material change reports havebeen filed since the beginningof the Company’s most recently
completed financial year thatpertain to any conduct of a director
or executive officer that constitutes
a departure from the BusinessConduct Standards.

2020 — SHAW ESG REPORT22The Business Conduct Standards
are shared with all Board members
and employees. Employees
complete mandatory training on
the Business Conduct Standards
every two years. In 2019 and 2020,
9,522 of our employees (over 90% of
those active at the time) completed
this training. Each business unit, as
well as our Security team, monitors
the Company’s operations forpotential instances of corruption
and fraud. Matters requiring further
investigation or termination are
escalated to our Employee Relations
team. Where there is evidenceof fraud or corruption, it is ourpractice to terminate for just cause,and as a result in 2020, 35 employees
were terminated (compared with 29
employees in 2019).

further detail, please see our 2020
Annual Report. In 2020, Shaw madeno contributions to political parties,
candidates or labour organizations.
The concept of net
neutrality is enshrined in the
Telecommunications Act and has
been addressed by the CRTC in
a series of three key decisions:the 2009 Internet Traffic
Management Practices decision,the 2015 mobile TV decision,and the 2017 differential pricing
framework, which specificallyaddressed zero rating. Shaw is incompliance with these decisions
and the underlying provisions of
the Telecommunications Act. Shaw’sinternet traffic management policy
can be found in our Joint Termsof Service.

Trust
Maintaining the trust of ourcustomers is essential for the future
success of the Company, which
is why we make our customer
interactions as clear and transparent
as possible. One way we measure
the level of confidence that ourcustomers have in the Shaw brand isthrough the University of Victoria’s
Gustavson Brand Trust Index(GBTI). The GBTI is an annual,publicly available survey that asks
thousands of Canadians to scorenearly 350 companies on their brandoverall trust, values-based trust,functional-trust, relationship trust,and likelihood of recommending
companies to others. Scores are
given on a scale from -100 (total
distrust) to +100 (total trust).

In a follow-up study
after the onsetof the COVID-19
pandemic, Shawscored the highestof all Canadiantelecommunications
firms on the
Gustavson Brand
Trust Index.1

Regulatory Matters
A major component of conducting
our business responsibly is beingtransparent and accountable. This
includes any litigation brought
against the Company pertaining
to potential instances of anticompetitive actions that could
result in potential collusion
with competitors, anti-trust or
monopoly practices. In 2020, Shaw
had no such legal actions taken
against the Company.
Shaw is committed to compliancewith all laws and regulations
relevant to our businesses. For
1

BR AN D TR U S T S C OR E – S C A L E F R OM - 1 0 0 TO + 1 00
2020

2020

(Most recent)(Pre-COVID)

Shaw

26

Freedom
Telecommunications
average (Canada)

https://www.uvic.ca/gustavson/brandtrust/assets/docs/2020/2020-bti-followup-report.pdf

2019

2018

2017

21

21

20

17

12

15

13

20

17

16.5

14.5

15

15.5

16.5

23

NETWORK& PRODUCTS
25
Network and Climate Change
Resilience
27
Data Privacy
28
Cyber Security
29
Customer Experience2020 — SHAW ESG REPORT

2020 — SHAW ESG REPORT

24

Shaw connects Canadiansthrough our high performing,
secure and resilient networks
while taking care of ourcustomers and their data.
OUR GOALS:

We invest in theperformance andresilience of our
network.

We care for ourcustomers’ data andare a leader in
network security.

We give our customers
peace of mind.

2020 — SHAW ESG REPORT25

NETWORKAND CLIMATECHANGERESILIENCE
We know that connectivity is thefuel that powers our customers to
succeed, which is why ensuring thereliability of our networks is a toppriority at Shaw. We invest in our
networks and continually improvethe connectivity experience forour customers. We recognize thatthe reliability and outstanding
performance of our wireline andwireless networks may sometimes be
put to the test by environmental andsocial shocks and stressors, making it
critical that we continue to executestrategic decisions around how weinvest in and manage our networks.
Managing our Network
To ensure we reduce customer
impact, Shaw has advanced systems
in place to monitor our networkfor outages and interruptions. We
continue to invest in these systems
to further improve customer
experience and to provide additional
analytics on outages, including
customer impacts and natural orsocial causes.
More specifically, we work diligently
to prepare for and respond toboth natural- and human-caused
disruptions to our network in
1

Based on capital and operating expenses.

order to provide uninterrupted
connectivity to our customers.
For example, climate change may
increase the severity, duration andfrequency of natural threats to ourbusiness, including weather-related
events, which is why we continually
improve the resilience of ourwireline and wireless networks - byprotecting, testing, maintaining,
repairing and sometimes replacing
our networks, IT systems,
equipment and other infrastructure.
We have faced wildfires, floods,
and other natural disasters, andpandemic-related traffic increases,
and our network has fared
remarkably well.
Pandemic Response
As the COVID-19 pandemic has
shown, telecommunications
networks can face challenges fromsocial disruptions as well. During
the initial months of the pandemic,
we saw a 50% increase in homeinternet consumption compared topre-COVID levels, as well as a 70%
increase in wireline voice traffic and
25% increase in wireless voice traffic.
We are proud of how our networks
have been able to rise to thesechallenges and continue providing
connectivity that our customers
depend on.
Investing in Our Networks
We have spent over $30 billion1
to build, upgrade and expand our

In August, Shaw became Alberta’s
first province-wide internet service provider
to offer gigabit download speeds to 100 per centof its residential customers.
wireline and wireless networks andservices since 2013, which has helped
to improve both overall network
performance and reliability.
These capital investments intechnology paired with stringent
four hour mean time to resolve,
or MTTR, targets (excluding force
majeure) for restoration of services
have allowed us to minimize impacts
in size and duration. Redundancy in
our network mitigates the impactof equipment or transmission
line failures in the event of severe
weather events, such as fires,floods and earthquakes. Enhanced
monitoring and stringent escalation
protocols have also resulted inearly detection and rapid response
to incidents.
One focus of our investment has
been on a series of innovative‘Mid-Split’ network upgrades, whichhave substantially increased thecapacity of our Fibre+ network.
These upgrades provided us with
ample capacity to deal with theunprecedented levels of usage seen

during the COVID-19 pandemic.
As a result, we believe Shaw now
has one of the most advanced
networks in North America andoffers the fastest broadly available
download speeds of any operator inWestern Canada.
In our wireless business, we
continue to invest in sites and deploy
low-band spectrum to improve the
network coverage and enhancecustomer experiences. We have madesubstantial investments in replacing
microwave sites with fibre links toincrease capacity and improve service
reliability during inclement weather.

2020 — SHAW ESG REPORT26

Our Network’s Performance
A key evaluation of our network’s performance is Ookla Speedtest data, theindustry standard for measuring network speed performance. Ookla’s Speed Scoreis a weighted average of measured download and upload speeds, with an emphasis
on median speeds.

For Q3 2020, Ookla named Shaw the fastest ISP
in the four main provinces where we provide
wireline services.1
O O K L A SPEED SCO R ES
20 2 02 0 192 0 18

Shaw

126.5

123.7

77.3

Freedom Mobile

29.9

29.1

23.6

Continuing to improve our network’s resilience to both natural- and humancaused disruptions is part of our long-term strategy to deliver seamlessconnectivity to Canadians.

Shaw and Freedom’s Speed Scores increasedby 64% and 27% respectively between 2018and 2020.

1

British Columbia, Alberta, Saskatchewan, and Manitoba https://www.speedtest.net/global-index/canada/#fixed

CASE STUDYPROVIDING ACCESS TO
HIGH-SPEED INTERNET TO
RURAL AND REMOTE FIRSTNATIONS COMMUNITIES.
Government-funded programs, such as the federal Connect to Innovate
program and provincial Connecting British Columbia initiative, are driven
by the need to provide Indigenous communities with access to dependable
broadband services. Since 2018, Shaw successfully received approval tocomplete six broadband infrastructure projects with the help of government
funds that will provide over 20 First Nations communities in British
Columbia the opportunity to access high quality, affordable broadband
services. Shaw’s broadband investment will provide rural and Indigenous
communities more choice and greater ability to access dependable service.

Shaw holds direct relationships with over 100
First Nations communities in Canada, andservices over 32,000 accounts with Indigenous
customers for internet, video, phone, cellular,
satellite and business services.

2020 — SHAW ESG REPORT27

DATA PRIVACYAt Shaw, we recognize that
protecting the privacy of ourcustomers is a responsibility
entrusted to us. As part of Shaw’s
security and privacy governance, weare committed to being accountable
for the personal information ourcustomers entrust us with andto being transparent about how
this personal information is used,
protected, stored and disposedof. We are always working to
implement the best standards,
processes and technology tomanage this data.
Shaw’s Privacy Policy, which was
updated in February 2019, uses
the ten principles set out in the
National Standard of Canada
entitled Model Code for theProtection of Personal Informationand is designed in accordancewith the Personal Information
Protection and Electronic
Documents Act (“PIPEDA”). To
learn more, please see Shaw’s andFreedom’s privacy policies.
Training
To ensure the continued safety
and responsible use of ourcustomer data, Shaw provides all
employees with annual (or more
frequent) security training on dataprotection issues relevant to theirrole, including how to recognize

unauthorized access requests tocustomer data and best practices
for when and how to verify
customers to protect customer
information and provide excellent
customer service.
Safeguarding Personal
Information
We do not sell personal information
about our customers, employees
or web site users. We may sharecustomers' personal information (asdefined in our privacy policies) with
our partners, associates, and thirdparty service providers, but in suchcases, third-parties are governed
by our strict confidentiality
standards and policies to ensure thecustomer's personal information issecure and treated with the utmost
care in accordance with PIPEDA.
Shaw conducts privacy impact
assessments as well as threat risk
vulnerability assessments before
onboarding any new vendor that
may have access to customers’
personal information. We also
conduct these assessments on
internal initiatives to ensure thatthe lifecycle of personal informationis understood, documented andthat adequate privacy and security
measures are implemented.
As part of Shaw’s compliance with
PIPEDA, we track all breaches of
security safeguards that involve

personal information and report theincidents that create a significant
risk of harm. We believe that beingtransparent around data protection
activities and performance isa crucial part of earning ourcustomers’ trust and continued
business. In 2020, we had nomonetary losses in adjudicative
legal proceedings associated withissues pertaining to customer
privacy (there were no suchproceedings).
We notify all users of material
policy changes, security issues
or data breaches in a timely
manner and ensure all facts are
known and mitigation measures
are implemented as quickly
as possible.

Cooperating with Authorities
As part of our commitment totransparency, Shaw publishes
an account of the requests fromgovernment organizations,
including law enforcement agencies,that we receive and process. These
requests are individually andcarefully vetted internally by a teamof experts. Shaw will only disclose
personal information in responseto these requests when permitted
by law, in accordance with PIPEDA.
In calendar year 2019, we received
and responded to 20,962 requests
from law enforcement agencies that
resulted in the disclosure of 46,503
customers’ personal information.
For more information, please readour most recent Transparency
Reports for Shaw and Freedom.

2020 — SHAW ESG REPORT28

CYBERSECURITY
Cyber threats are an increasingly
important concern for businesses
and individuals across Canada.
Establishing industry-leading
cybersecurity systems for protecting
customer, employee and corporate
data is a critical priority for us
at Shaw.
Cybersecurity at Shaw is the
responsibility of the Security& Privacy Executive Steering
Committee, which is composed ofsenior leaders and subject matter
experts and is led by the Chief
Security Officer. It reports bi-weekly
to the Chief Operating Officer andChief Technology Officer, quarterly
to the ELT and periodically to
the Audit Committee and Boardof Directors. The Committee
oversees Shaw’s Enterprise
Security Risk Management (ESRM)
program, which has the mandateof protecting the Company’s
proprietary knowledge, as wellas the confidentiality, integrity
and availability of information
assets belonging to the Company
and its customers. Shaw’s ESRM
program was externally assessedfor 2019 against the Information
Security Forum’s (ISF) Standardof Good Practice for Information
Security, which uses both the
National Institute of Standards
and Technology and International
Organization for Standardization’s
27001 standard.

Our most recent ISF
score was 3.4 out of 4,
significantly exceeding
the 2019 global peerscore of 2.1.
1

CYBER SECURITY 
INTELLIGENCECYBER SECURITY
ARCHITECTURE

Shaw maintains a dedicatedCybersecurity Team that includes
a 24/7 Security Operations Centre,
intelligence, threat mitigationand security architecture teams
composed of trained and certified
professionals in these domains.
The Security Operations Centre
is operational around the clock
to monitor and respond to cyberthreats and attacks against
Shaw’s network infrastructure or
employees. There is also a teamdedicated to conducting full-time
vulnerability, penetration anduser testing.
Shaw’s Security Awareness teamprovides regular training on
our internal intranet including
blogs, tips and alerts to engage
employees on cybersecurity issues.
All employees complete a Security
Awareness and Social Engineering
training as part of their orientation,
and annually thereafter, to ensure
SECURITY 
PARTNERSHIPSLAWFULACCESS

they have the necessary information
to keep our systems safe and secure.
Shaw also employs a vulnerability
management team to test our
security and safeguards on adaily basis.
In August 2020, we released our
new Smart Remote Office solution,a teleworking gateway that brings
the security and functionality ofworking in the office to the homesof Shaw Business customers
to support them through the
COVID-19 pandemic. With Smart
Remote Office, businesses can offer
their employees a secure, reliable
connection directly to the company’s
internal network, allowing
employees to access the internal
applications they need to do theirjob effectively and securely fromhome. This represents just one more
way that Shaw is providing secureconnectivity and peace of mind to
our customers.
BUSINESSCONTINUITY
PLANNINGSHAWCYBERSECURITY
OPERATIONSCENTRE
ENTERPRISE 
SECURITY OPERATIONCENTRE (ESOC)1

As determined by ISF.

INVESTIGATIONSSECURITY CULTURE
& OPERATIONCOMPLIANCE

PHYSICALSECURITY

2020 — SHAW ESG REPORT29

CUSTOMER EXPERIENCE
Serving Shaw’s millions of customers is foundational to the success of ourbusinesses. We strive to provide customers with exceptional service in all
interactions, as well as foster transparency surrounding our marketing andbilling practices.

Shaw’s President, with the Executive Leadership
Team, is responsible for our customers’ experienceand ensures our customer care teams receive theresources necessary to provide quality support.

We actively embed the voice of our customers throughout the organization
to ensure that we continually elevate our customer experience. We do thisthrough our research, which includes our ThinkTank customer focus groups,
our CustomerPulse program, and external studies. We combine this with otherdescriptive and predictive internal analysis to both monitor customer experienceand use insights learned to drive continuous improvements
Customer Care and Satisfaction
We are constantly striving to improve our customers’ experiences and provide
them with seamless and efficient connectivity. To measure our success, we actively
monitor customer satisfaction and loyalty rates. Churn rates measure success inretaining subscribers, by calculating the number of subscribers that deactivatedduring a period as a percentage of the subscriber base. In 2020, our wirelesspost-paid customer churn rate was 1.40%.

CASE STUDYCARING FOR CUSTOMERSWITH CUSTOMERPULSE
Our CustomerPulse program is
focused on gathering customer
feedback and insights basedon their experience, suchas Self Connect and Shaw
Mobile Onboarding, as well
as Disconnect moments. We
monitor the relative ease of use
through our Customer Effort
Score (CES), as well as thedegree to which the customer
is likely to recommend
experiences like Self Connect.
Our Executive team reviews
these results regularly, topromote accountability anddiscuss new insights that could
point to opportunities tomake positive changes to theexperience.

2020 — SHAW ESG REPORT

30

Fair Billing Practices
When we receive a complaint with billing issues we make sure to listen to thecustomer, understand the issue and remedy the situation in a timely manner. This
includes investigating and verifying the cause of the error, and correcting it toensure customers are billed the correct price. We will then send feedback to theagent who made the error and include their supervisor and manager. This process
drives accountability and continuous improvement.
The Commission for Complaints for Telecom-television Services (CCTS), an
independent, industry-funded agency that receives and resolves complaints fromconsumers and small business retail telecom customers pursuant to four codesof conduct issued by the Canadian Radio-television and Telecommunications
Commission, releases periodic reports on the number of complaints received bycustomers, nationwide. In the most recent report, Shaw, Shaw Direct and Freedom
Mobile received a small proportion of the industry’s annual complaints.

C RTC/ CCTS COMP L AINT S MI D-YEAR R EP ORT 20 1 9- 20 20 1
NU M B E R O F
C O M P L A I NT SR E C E I VE DPERCEN TAGE
OF TOTAL CCTS
COM PL AI N TS

Shaw

408

4.7%

Shaw Direct

100

1.2%

Freedom Mobile

585

6.8%

Advertising and Ethical Marketing
At Shaw, we are committed to maintaining responsible marketing practices, incompliance with Canadian advertising laws. Trust is a significant part of ourbusiness’s success, so ensuring that our advertising reflects the Company’s valuesof being caring and fair is a focal point in our marketing practices. In 2020, we wereinvolved in no incidents of non-compliance concerning marketing communications.
All employees working in our marketing departments must comply with ourAdvertising Compliance Program, which sets requirements for ethical marketing
practices, in compliance with both federal and provincial regulations. Shaw actively
monitors compliance with this program and provides regular training to staff.

1

https://www.ccts-cprst.ca/codes-stats-and-reports/ccts-reports/annual-and-mid-year-reports/

CASE STUDYINNOVATING CUSTOMEREXPERIENCES WITH
SELF-INSTALLATION
One way that we are working to improve customers’ experience is byshifting towards in-home self-installations. Giving our customers the choice
to install their own TV and internet services is an outcome of a journey
started two years ago to reinvent our operating model to better meet thechanging tastes and expectations of consumers and businesses. Our focus
on self-connections allows us to embrace the agility and efficiency of digitalplatforms to improve superior products and customer care.

In 2020, 61% of our Consumer wireline
connections were completed by self-installation(up from 38% in 2019). This increased to 79% in
Q4 2020. In addition, we are completing more of
our customer interactions over digital channels
such as online self-serve and chat. These
improvements allow our customers to receive
products and information faster.

31

PEOPLE& COMMUNITY
33
Employee Engagement andDevelopment
36
Diversity and Inclusion
40
Health and Safety
41
Community Engagement

2020 — SHAW ESG REPORT

2020 — SHAW ESG REPORT

32

To build on our legacy andthrive in the future, we put
our people – employees andlocal communities – first.
OUR GOALS:

We offer anunparalleled career
experience resulting
in high employee
engagement andperformance.

We prioritize andinvest in employee
well-being, safety
and health.

We are committed tobeing a diverse andinclusive company toposition our businessfor the future.

We have a positive
impact in ourcommunities.

2020 — SHAW ESG REPORT33

EMPLOYEE ENGAGEMENT AND DEVELOPMENT
Shaw was recognized byboth Forbes Canada’s
Best Employers 2020 and
The Career Directory
2020 - Canada’s Best
Employers for Recent
Graduates.
At Shaw, our strength and difference isour people. When JR Shaw founded theCompany in 1966, he recognized that
promoting a culture where employees
felt appreciated and supported was key
for driving the success of the business.
Shaw is still a family-run company andJR’s philosophy remains essential to theway we operate.
As a leading Canadian connectivity
company, we make purposefulinvestments in our people whichenables us to deliver on our corporate
and operational strategy. Building
off a foundation of strong leadership

We invest in thefull Shaw employee
experience, creating acompetitive advantage.

and talent, our commitment toa diverse employee base ensuresbusiness decisions are made withour customers’ needs at the forefront
to create a seamless connectivity
experience. Ultimately, we believethat when our employees feel caredfor, they’ll provide exceptionalcustomer care, which is thefoundation of Shaw’s current andfuture success.
Our strategy is rooted in an approachthat empowers and develops ourpeople to deliver break-throughresults and provides them with thetools they need to deliver on our
strategic priorities through thedelivery of exceptional employee
and customer experiences in a moreagile operating model. We regularly
seek feedback from our employees
and promote a culture of openness
and active listening, an approach thatenables us to keep focused on thethings that matter most to them intheir careers at Shaw.

We are a team of
9,500 people strong.
Every role matters.

Through various inputs and interactions, as well as listening to our employees
regularly, we are focused on the following four imperatives to achieve our people
and culture objectives:
1) Talent – Elevating our people by giving them personalized
development tools, skills, and the knowledge they need to succeed today
and in the future. We proactively build skills while keeping an eye on
emerging talent needs.
2) Leadership – Investing in our leaders by enhancing their capabilities
to drive performance, support our culture and inspire our people.
3) Culture – A key driver to our success and competitive advantage
stems from our corporate culture and putting our people first to ensure
we deliver on exceptional employee and customer experiences.
4) Well-Being – Foundational to the growth of our employees and theirability to deliver winning results has been a focus on holistic well-being.
As an organization, we are proud to play an expanded role in employees’
financial, physical and psychological well-being to ensure they havethe resources they need to feel safe and supported – both during the
COVID-19 pandemic and beyond. We are putting the health and safetyof our people and customers first, ensuring all employees have theflexibility, support, tools, and resources (e.g., virtual healthcare, fitness,leadership development) to navigate how we work and lead during these
uncertain and evolving times.

We develop new skills
and evolve as we grow ourbusiness.

We listen to each other andcollaborate – one team living
the Shaw values.

2020 — SHAW ESG REPORT34

E M P LOY M EN T DATA

2020

2019

2018

New employee hires

1,398

1,975

1,932

Voluntary turnover

9.6%

13.3%

18.9%

Voluntary Departure Program turnover

8.3%

9.9%

10.1%

Involuntary turnover

3.3%

2.9%

5.6%

Total employee turnover rate1

21.2%

26.1%

34.6%

Developing Our People
Shaw provides career development
resources and training throughour TalentEd digital platform.
TalentEd connects our people todevelopment solutions, empowering
employees to upskill, reskill andestablish new ways of working.
The system uses a digital approachthat harnesses social collaboration
and blended-learning methods tosupport a learner-centred and led
experience. Employees have accessto an enterprise license for LinkedIn
Learning courses and content,
allowing them to explore over 16,000
online courses. Training modules
focus on issues such as leadership,
personal adaptability, operational
excellence and accountability,
customer service, automation anddigital transformation and personal
career development.

1

Employees complete an annual
Performance Management Plan
to commit to personal businessoutcomes with their leader. This
forms the basis for each employee’s
annual review, which influences theirsalary adjustments and Short-Term
Incentive Plan payments – linking
pay to performance.

In 2020, employees
actively used TalentEd
to participate in over
41,000 hoursof learning.

As part of Shaw’s multi-year Total Business Transformation initiative, a voluntary departure package was offered toeligible employees in 2018. Approximately 3,140 employees accepted the package and exited the Company between
2018 and 2020, increasing our turnover rate. The departures are now substantially completed.

2020 — SHAW ESG REPORT

35Engaging Our People
We care deeply about engaging with
our employees to better understandtheir experiences working at theCompany and how we can support
their continued success. We
engage with our 9,500 employees
quarterly through our PeoplePulse
survey to understand the employee
experience at Shaw. This year,
we achieved an average response
rate of 80% in our PeoplePulse
employee survey, maintaining highscores across most categories anddelivering positive results in people
feeling comfortable expressing
ideas, accessing learning anddevelopment, and being able to beinnovative in their roles.
The Employee Net Promoter Score
evaluates how willing employees areto be ambassadors to their employer
and if they would recommend
employment there. Similarly,
the Leader Net Promoter Score
evaluates how likely they are to
recommend their direct supervisor.
It separates responses into threegroupings; promoters, passives anddetractors, which produce a netscore (promoters minus detractors)
ranging from -100 to +100. Although
no authoritative benchmark exists,
generally, a score between 10 and 30
is considered good and a score of 45
or above is exceptional.
Shaw will continue to make ourpeople a priority by providing theresources they need to succeed andcareer development opportunities
to grow exciting careers and become
future leaders.

Through ourPeoplePulse Employee
Engagement survey,
Shaw received a+45 Employee Net
Promoter Score,reflecting our strong
commitment tobuilding leadershipand talent at theCompany.

P E O PLEPU LSE SUR VEY SCO R ES
M AY 2 0 2 0

DEC 2 0 19

SEP 2019

JU N 2019

FE B 2019

Employee Net Promoter Score

+45

+30

+29

+27

+16

Leader Net Promoter Score

+62

+54

+53

+52

+45

2020 — SHAW ESG REPORT36

DIVERSITY AND INCLUSION
Listening to Our Employees

In 3 of the past 4 years,
including 2020, Shaw
was recognized as
one of Canada’s Best
Diversity Employers
for having exceptional
workplace diversity
and inclusivenessprograms.
At Shaw, we believe diversity
and inclusion are integral to thecontinued growth and success of
our entire company. We believe
diversity and inclusion enhances
our Company’s culture and createsa sense of belonging where people
feel comfortable bringing their true
selves to work. This in turn promotes
innovation through harnessing thevariety of experiences, thoughts, andperspectives our employees haveto offer. Shaw’s goal is to reflect therichness of the communities’ where
we work, serve and play, fostering
an environment of inclusivity andcelebrating the diversity that allows
us to thrive and be successful. We
also strive to create an environmentthat protects all employees fromharassment or discrimination in
the workplace.

In support of our ongoing strategies
to create a more diverse and inclusive
culture, we continue to support ouremployee-led resource groups. We
also launched a survey as part of ourregular employee listening to gain adeeper understanding of how diverse
and inclusive our people feel Shaw
is and to help us grow and reflect
their needs and the needs of ourcustomers. This information not
only helps us to inform our evolving
priorities, but also to inform areasof opportunity to ensure we arereflective of our employee base andcommunities we serve.
Equal Opportunity
Shaw is an equal-opportunity
employer. We are committed toa policy of non-discrimination in
our employment and personnel
practices. We encourage applications
from all qualified individuals,
regardless of race, gender, age,disability or any other identifying
characteristic. Our philosophy is
to respect the individual and the
dignity of others by appreciating
their differences and similarities.
Our Workplace Violence andHarassment Prevention Policy includes
discrimination in the definition of
workplace violence, including on thebasis of race, sex, colour, national or

ethnic origin, religion, marital status,
family status, sexual orientation,
gender identity or expression,
genetic characteristics, age, disability
or conviction of an offense for whicha pardon has been granted. We
have adopted a requirement for all
employees to complete a mandatory
training module on this policy.
One of our central goals is to increase
the number of employees who arefemale, visible minorities, living withdisabilities or Indigenous by building
our talent pool through publicizing
vacancies to organizations that
support these groups.
In 2020, Shaw received 12 formal
complaints related to discrimination,of which six remained under review,
five were subsequently withdrawn,
and one was resolved throughmediation.

82% of employees agree
they feel safe being theirauthentic selves at workand 91% agree thatpeople of all culturesand backgrounds arerespected and valued
at Shaw.

Belonging
We are building an inclusive place towork and measuring belonging using
three strategies:
Values & Leadership:
Using Shaw's Values andLeadership Capabilities
to shape mindsets anddefine behaviours to help
leaders lead.
Unconscious Bias:
Identifying and removing
bias in our culture andpractices.
Awareness & Celebration:
Embracing andempowering the diverse
communities within andoutside of Shaw to raiseawareness about andcelebrate the uniquenessof each of us.

2020 — SHAW ESG REPORT

37

Measuring
We monitor the gender, ethnic andage diversity of our employees andtrack our performance across ourdiversity and inclusion objectives
using surveys and internal resources.
We annually submit reporting that
focuses on pay transparency andpay equity as it relates to gender andmarginalized groups, in accordancewith the Canadian Employment
Equity Act. We are also currently
in the process of conducting an
extensive employee engagement
process and are adopting an
inclusion index which will measure
our performance across eight
dimensions and allow us to focus on
enhancing our employees’ sense of
belonging.

MEASU R I N G D I VE R S I TY
POSI TI ON

2020

2019

All Employees

31.5%

29.9%

VP level and above

28.8%

26.2%

All Employees

25.2%

27.5%

VP level and above

13.6%

12.3%

All Employees

2.6%

2.9%

VP level and above

0.0%

0.0%

All Employees

1.8%

2.1%

VP level and above

0.0%

0.0%

2020

2019

Under 30 years old

20.6%

22.0%

30 – 50 years old

64.6%

62.8%

Over 50 years old

14.8%

15.2%

Women

Visible Minorities

Employee Resource Groups
Diversity and inclusion efforts
at Shaw are coordinated by our
Employee Resource Groups (ERGs),
such as Pride @ Shaw, Women @Shaw and Spectrum @ Shaw. These
enable our employees to engage
with the Company’s work anddevelop inclusivity programs andinitiatives. To ensure effective
governance, each ERG has an
executive sponsor and champion,and receives support from ourDiversity and Inclusion department.

People with Disabilities

Indigenous People

38

CASE STUDYPRIDE @ SHAWIn June 2019, we launched Pride @ Shaw to share educational
resources and blogs. At the same time, we established a
National Committee, with chapters in Victoria, Nanaimo,
Vancouver, Calgary, Winnipeg, and Toronto which includes
40 LGBTQ2SIA+ team members.
The Committee’s mandate includes:• Increasing awareness, visibility and support for LGBTQ2SIA+
people at Shaw
• Cultivating psychological safety• Identifying and resolving all LGBTQ2SIA+ biases at Shaw
• Enabling education and involvement in the community• Increasing positive diversity of thought within the workplace
In 2020, Pride @ Shaw hosted an Inclusivity Workshop in February
in Vancouver hosted by the Get Real Movement, a Canadian
non-profit focused on combatting LGBTQ2SIA+ discriminationand promoting acceptance. The session was attended by Shaw’s
senior leaders and focused on gaining a deeper understanding of
LGBTQ2SIA+ identities, terminology and languages and working
through specific workplace scenarios and providing practical steps
towards enhancing a culture of belonging at Shaw. In June 2020,
the Get Real Movement hosted a virtual workshop that provided
a platform for five LGBTQ2SIA+ Shaw employees to share theirpersonal stories with the wider organization.

2020 — SHAW ESG REPORT

2020 — SHAW ESG REPORT

39

Training and AwarenessAs Shaw continues to develop its diversity and inclusion programs, we will continue
to make the Company an open and welcoming place to work. We are working toembed diversity and inclusion into our broader employee engagement activities,
such as widening its place in our PeoplePulse survey and TalentEd employee
learning and development platform.
We have integrated diversity and inclusion into TalentEd, which enables our
employees to access thousands of materials and self-serve courses on topics
including Communications Across Cultures and Unconscious Bias and Confronting
Bias: Thriving Across our Differences. We have also created a dedicated landing
page for diversity and inclusion on Shaw’s employee intranet to provide resources
and updates on events happening around the Company. Shaw is also proud of
its celebration of various themed ‘days’, including International Women’s Day,
National Indigenous Peoples’ Day and Diversity Day, which highlight and promote
the achievements of different groups through events and blog posts circulated
across the organization.

CASE STUDYWOMEN @ SHAWThe Women @ Shaw initiative was established in January 2019 to engage
women from various business lines and levels of leadership in conversations
regarding their careers. The Women @ Shaw initiative envisions a workplacethat is free of gender bias where women are empowered and encouraged
to reach their full potential. It also provides educational opportunities that
promote gender equality through in-person and online workshops to foster
valuable connections while increasing positive diversity of thought. Women@ Shaw held a virtual workshop in May 2020 to foster an open dialogue
amongst the Freedom team and engage men in conversation surrounding
gender equality in the workplace. Members also participate in Minerva
BC’s Learning to Lead program and supported as guest speakers and speed
mentors for 150 young women leaders in British Colombia.

CASE STUDY

SPECTRUM@ SHAW
In June 2020, we launched a
National Committee for theSpectrum @ Shaw initiative to fostera space where people from different
ancestries and different ethnicities
are accepted, empowered andvalued. We provide employees withresources and blogs about ethnic
diversity and inclusion.

2020 — SHAW ESG REPORT

40

HEALTH AND SAFETY
Shaw is committed to protecting the health and safety of all employees in theworkplace. We put the health and safety of our people and customers first,
ensuring all employees have the tools and support they need, as well as providing
flexibility and responsiveness in an evolving world. This commitment was put into
action during the first week of the COVID-19 crisis, when we quickly transitioned
the vast majority of our employees to work from home while maintaining theconnectivity our customers depend on.
We identified specific objectives for Shaw’s Health and Safety Management
System, including:
Leadership and organizational commitment to “Total Safety”
Reduce/eliminate injuries and illnesses
Meet or exceed compliance with legislated standards
Identify hazards and implement effective controls
Maintain industry leading safety orientation and training programs

H E A LTH A N D SA FET Y S TAT IS T IC S
2020

2019

2018

Lost time frequency
rate1

1.27

1.77

0.90

Total number of losttime incidents

105

163

96

0

0

0

Total fatalities

demonstrates the values we embrace and makes positive choices. Taken together,
these support not only the safety of Shaw’s employees, but also that of our supply
chains and the communities which we serve.
Our Hazard Identification, Assessment and Control Standard outlines the various
roles, responsibilities, and processes behind assessing and controlling worksite
hazards that our employees might encounter. This standard has led to the creationof over 100 job-specific safe work practices to provide context-specific guidelines
to ensure workplace hazards are safely identified and managed.
Reporting on health and safety incidents is an important responsibility at Shaw.
All employees are required to report any injury occurring in the workplace to their
Leader and through our online system when it occurs, no matter the severity.
Shaw Benefits

Continue to promote and elevate our safety culture
Our Shaw Safety Services team support our ‘Total Safety’ objective by overseeing
all health and safety reporting at the Company and communicating important
information throughout the organization. The Safety Services team is supported
by our network of 44 safety committees, who lead local training and information
sessions with our teams across the country.
Management System
Our Health and Safety Management System outlines our policy, accountability
structure and procedures to ensure everyone experiences our rich culture,1

Calculated as the total number of recordable incidents resulting in lost work days or fatalities per 200,000 hours worked.

We are proud of our fully customizable employee health and benefits plan,
which is tailored to each employee’s needs. Shaw employees are given the option
to create their own bundle by choosing different levels of coverage for benefit
categories. Our comprehensive benefits package includes healthcare, dental,
vision, prescription drug, group life insurance, emergency travel insurance, accessto a virtual healthcare platform, and confidential short term counseling sessions
through our Employee Family Assistance Program. These benefits are available for
eligible full-time and part-time employees and their respective dependents.

2020 — SHAW ESG REPORT41

COMMUNITY ENGAGEMENT
Shaw is proud to support the local Canadian communities in which we operate to
make the future Brighter Together. To do so, we partner with leading organizations
to help build an inclusive, resilient, healthy and connected Canada.
Shaw’s approach to community investment is designed to build brand awarenessand affinity, advance business objectives and deepen employee engagement, while
creating positive impacts in our communities and for our customers.
Our community investments are reviewed quarterly by Shaw’s Donations
Committee. The Community Investment team researches and consults withinternal and external stakeholders to provide partnership recommendations
that provide demonstrable and lasting community impact in our priority
areas, and supports brand, business, and community engagement goals. All
community investment activity is assessed and validated annually by the London
Benchmarking Group-Canada (LBG-SiMPACT).

S H AW 'S C OMMU N IT Y IN V ES T M EN T S
2020

2019

Cash donations

$4.5M

$4.9M

In-kind donations

$1.5M

$0.5M

Regulated in-kind donations$24.5M$28.3M

External Resource Leveraged$13.1M$14.7M

Total community investments1$43.6M$48.4M

Shaw’s Community Investments
In 2020, Shaw’s community investments, in support of 750 charities across Canada,
totaled over $43.5 million - including over $1.25M through Shaw’s employee giving
programs which provide donation matching and volunteer grants. We focus our
support for children and youth in the areas of digital literacy, health and wellbeing,
and education, while also advancing diversity and inclusion.
Additionally, Shaw invests over $80 million annually in support of the productionof quality local and news programming, Canadian children’s audio-visual content
through the Shaw Rocket Fund, Canadian content funded by the Canada Media
Fund, and the Aboriginal People’s Television Network.
To see examples of some of the organizations we work with please see our
Community Investment page at shaw.ca.

1Community investments assessed by LBG-Simpact; does not include Shaw's annual investments in Canadianprogramming and content.

CASE STUDYSHAW CHARITY CLASSIC
Due to the COVID-19 pandemic, our hallmark
charity event, the Shaw Charity Classic, was canceledin 2020. However, Shaw continued its $1 million
commitment and launched #ChipinforKids,
to help rally the community around the 200+
charities supported by the tournament. Through#ChipinforKids, Canadians could text to donate or
tap to donate at select Shaw Retail stores and golfcourses, and Shaw would match all donations up to$150,000. Including this years’ fundraising efforts,
the tournament has raised over $50M for over 200
charities supporting Alberta youth, since 2013. We
look forward to relaunching the event in 2021.

2020 — SHAW ESG REPORT

42

Community and Children’s Programming
Another way in which Shaw is active in our communities is through ourcommunity programing initiatives, including Shaw Spotlight and Shaw Rocket
Fund. Shaw Spotlight provides a platform to showcase community-developed
and multicultural programming in order to celebrate, engage and connect ourcommunities. Shaw Rocket Fund is an equity investment fund that supports
the Canadian children’s media sector by investing in and championing quality
Canadian content for our kids and families. These initiatives allow us to leverage
our products and services to provide quality Canadian media content to our
local communities.

CASE STUDYRESPONDING TO COVID-19
In 2020, the COVID-19 pandemic caused many negative impacts in thecommunities we serve across Canada. In response, Shaw stepped up its
community investment efforts to support Canadians as they navigate
uncertain times. For example, we donated $1 million to support Community
Food Centres Canada, which helps low-income and barriered communities
across the country address food insecurity and social isolation. During
the initial crisis, our donation provided over 500,000 meals across 40
communities helping ensure they could keep providing food and resources tothe most vulnerable and impacted Canadians.
Additionally, Shaw provided $300,000 in relief and recovery grants to over
75 organizations in more than 50 communities. Grants were used to address
immediate and emerging needs that leverage technology to connect barriered
or vulnerable populations, accelerate digital transformation, and address
food insecurity and social isolation. Over 45% of the funds specifically went
to support BIPOC (black, Indigenous and people of colour) communities andpeople with disabilities.
The pandemic also demonstrated the importance connectivity plays in the
lives of Canadians. To help our customers stay connected, Shaw provided
thousands of devices and connectivity to support victims of domestic
violence, low income students, urban indigenous populations, seniors, andnewcomers, and provided internet credits to all Shaw Connecting Families
customers. To support Canadian students and families, we also provided free
digital learning modules for students from kindergarten through to highschool across the country, engaging over 50,000 families.

43

EFFICIENCY &INNOVATION
45
Energy Efficiency
47
Renewable Energy
48
Greenhouse Gas Emissions
50
Waste and E-waste
52
Sustainable Sourcing

2020 — SHAW ESG REPORT

2020 — SHAW ESG REPORT

44

We are responsible stewardsof the resources we use andharness industry innovation toprepare us for the future
Shaw is committed to delivering a seamless connectivity experience to Canadians in an environmentally responsible and sustainable manner. In 2020,
we quantified our energy, greenhouse gas (GHG) emissions and waste performance to help us understand our resource consumption trends. By better
assessing, monitoring and reporting on the Company’s environmental performance, we will be able to seize efficiency opportunities to set targets andreduce both the impact and costs resulting from our operations.

OUR GOALS:

We support thetransition to a lowcarbon economy.

We reduce waste
and use recycled andrenewable materials in
our packaging.

We source products
and services
responsibly.

2020 — SHAW ESG REPORT45

ENERGY EFFICIENCY

We calculated our overall energy consumption in 2019 and 2020 to better
understand how and where the Company consumes energy. In 2020, our total energy
consumption was 376,210 eMWh1, a 3.5% decrease from our 2019 consumption.
Shaw’s overall energy intensity was 69.6 MWh per million dollars of revenue.
Energy Management
Energy is managed across the Company according to different operational areas:

E N E R GY C ON S UM P T IO N , 2 0 1 9 A N D 2 0 2 0Energy Consumption (eMWh)

As one of Canada’s leading telecommunications providers, Shaw consumes
energy to operate our wireline and wireless networks, as well as our facilities andservice vehicles. We are constantly working to find ways to improve the efficiencyof our operations.

350,000
300,000
250,000
200,000
150,000
100,000
50,000Our Workplace team is accountable for the energy consumption of
the buildings that we own and lease. We use an online monitoring
software to track the utility consumption for our larger energy
consuming buildings.
Our Network Operations team is responsible for our network
facilities and equipment, while managing and monitoring theassociated energy use.
We also maintain a fleet of approximately 1,500 vehicles, whose
fuel use is managed by our Field Operations team. We use software
to automatically track and report on our fleet’s mileage and fuelconsumption.

0

Shaw

Freedom
2019

Shaw

Freedom2020

20 20 E N E R GY C O N S UM P T IO N BY AC T IV IT Y / S O URC E<1%Facility2 Electricity

11%
30%

Facility2 Heating Fuel
Shaw Network Power
Supplies and Shaw Business
Access Points

19%

Freedom Network Sites
9%

Fleet Vehicles

31%
Generators

1 Approximately 68% of our calculated energy consumption is based on real data, with the remaining portion being estimated according to industry-accepted standards.
2 In each case, “Facilities” refers to all owned and leased real estate, including corporate retail.

2020 — SHAW ESG REPORT46

In 2020, we implemented new and existing initiatives focused on improving ourenergy efficiency. For example, we have been working to increase the adoption ofcustomer self-installation, which enables customers to set up services on their own
schedule and limits technician on-premise visits. We have increased the annual
percentage of customers utilizing self-installation from 38% in 2019 to 61% in 2020
(reaching 79% in Q4) which resulted in fuel use reductions. Related successes
include our introduction of route optimization software for our fleet to reduce
distance traveled per service order, and our installation of automated faultdetection in our network which reduces our need to travel for manual checks.
At our network facilities and data centres, we are continuing to reduce power
consumption by installing high efficiency mechanical equipment, optimizing
equipment size, improving controls and using more outside air for cooling. Our
Calgary data centres participate in demand response programs, allowing us toprovide relief to the provincial electricity grid when it is experiencing stress. Shawis also a signatory of the Canadian Voluntary Agreement on Energy Efficiency(CEEVA) with respect to both Set-Top Boxes (STBs) and Small Network Equipment(SNEs), which aims to significantly reduce the total annual energy consumption
used by these types of equipment in Canada.
For our buildings, we developed Sustainable Design Guidelines for new real estate
projects and renovations. Shaw received LEED certification for the design andconstruction of three facilities in Calgary and the operation of Shaw Tower in
Vancouver, and we are relocating our Toronto office to a LEED certified building
in 2021.
We are continuing to refine our approach and explore new technologies andopportunities to improve the energy efficiency of our operations. We arealso looking at opportunities to better centralize and automate our energy
consumption tracking processes. Lastly, we will continue to work with
our suppliers and industry partners to develop minimum energy efficiency
specifications for our network equipment where standards do not yet exist.

1

Primarily Saskatchewan and Manitoba.

E N E R GY I N TE N S I T IES P ER M IL L IO N D O L L A RS
OF R E VE N U E , 20 1 9 A N D 2 0 2 0

Total Energy Intensity(MWh/million CAD)

2020

2019

% RE D U CTION

69.6

73.0

5%

20 20 E N E R GY C O N S UM P T IO N BY P ROV IN C E
160,000
140,000
Energy consumption (eMWh)

Initiatives

120,000
100,000
80,00060,00040,00020,000
0
Alberta

BritishColumbia

Ontario

Other1

2020 — SHAW ESG REPORT47

RENEWABLE
ENERGYAs Canada begins to transition
towards a low-carbon economy,
the energy sector is undergoing atransformation. Renewable energy
sources, such as solar and wind,combined with battery storage
systems and energy efficiency
improvements, are becoming
increasingly cost competitive withtraditional energy sources.1 At
Shaw, we are actively monitoring
the state of the Canadian energy
market to identify opportunities
to reduce our overall energy
costs, improve the reliability andresilience of our energy systems andlimit our environmental impacts. In
particular, we are encouraged to see
the growth in the renewables (e.g.
solar and wind) and alternativefuel (e.g. hydrogen) sectors inAlberta and the opportunities they
may present.

1

The Pembina Institute - Reliable, affordable:
The economic case for scaling up clean energy
portfolios (October, 2019).

CASE STUDYSHAW’S SOLAR POWER PILOT PROJECTIn December 2018, weembarked on a pilot projectto explore how solar power
generation could support our
network hub-sites. To do so,
we installed 7.5 kW of solar
capacity at a hub-site located in
Chestermere, Alberta. The pilot
yielded important insights forour network team about how
Shaw could use this technology
more broadly across our
network infrastructure.

Energy generated (kWh)

2020

2019

9,440

6,858

Building off the success of our solar pilot project, we will continue to examine how
Shaw can adopt renewables technologies to support our network and properties.
This could include both on-site generation and power purchase agreements to
support our energy needs moving forward.

2020 — SHAW ESG REPORT48

GREENHOUSE GAS EMISSIONSAt Shaw, we support the transition to a low-carbon economy. In 2020, we undertook an inventory of our greenhouse gas (GHG) emissions to better understand our impacts
and inform our GHG emissions reduction efforts. Our total GHG emissions during 2020 amounted to 98,132 tCO2e, which was 5.5% less than in 2019.

TY P E S
OF GHGE M I SSION S:

Scope 1: Direct emissions from ourassets (e.g. natural gas, gasoline, diesel)

Scope 2: Indirect emissions thatpower our assets (e.g. electricity)

E MISSION S TOTALS BY SCO P E, 2 019 A N D 20 20
Scope 1

Scope 2

Scope 3: Other emissions related toour activities (e.g. employee travel)

E MI S S I ON S BY S O URC E, 2 0 2 0 1
Scope 3

4%

100,000

Facility2 Electricity

90,00010%

GHG Emissions (tCO2e)80,00070,000

Facility2 Heating Fuel

9%60,00042%

50,000Shaw Network Power
Supplies and Shaw
Business Access Points
Freedom Network Sites

40,00030,00028%

Fleet Vehicles

20,00010,0007%

0
Shaw

Freedom

Shaw

2019

Other (Business Travel,
Generators, Refrigerant Leaks)

Freedom
2020

E M I SSION S IN TENSIT IES P ER MI LLI O N D OL L A R S OF R E VE N U E , 20 1 9 A N D 20 20
GH G EMISSION S INT E NS I T Y

2020

2 019

% RE D U CTION

Scope 1 + 2 GHG Emissions Intensity (tCO2e/million CAD)

17.8

18.9

6%

Total GHG Emissions Intensity (tCO2e/million CAD)

18.2

19.5

7%

1 Approximately 75% of our calculated emissions are based on real data, with the remaining portion being estimated according to industry-accepted standards.
2 In each case, “Facilities” refers to all owned and leased real estate, including corporate retail.

2020 — SHAW ESG REPORT

49

Shaw purchased 13,750
trees for planting
through Tree Canada
in 2020. 10,000 ofthese trees generate
offsets equivalent
to 100% of Shaw’s
GHG emissions
from commercial
airline travel in 2020,
while the remainder
are equivalent toapproximately half ofour 2020 paper use for
consumer billing.
These findings will allow us to focus
our emissions reduction initiatives
where they will have the most impact.
The results of our GHG emissions
inventory will also enable us to assess
1

Primarily Saskatchewan and Manitoba.

setting GHG emissions reduction
targets in the coming years.
At Shaw, we recognize theopportunities that will emerge
from the transition to a low-carbon
economy. We have already been
exploring ways to develop products
and services that will reduce Canada’s
GHG emissions and grow ourbusinesses. For example, in 2020, we
increased the annual percentage of
new self-installations to over 60%,
resulting in an estimated 600 tCO2e
avoided in GHG emissions due toreduced vehicle trips. Furthermore,
the connectivity we provide plays arole in reducing GHG emissions in
the Canadian economy, by enabling
practices like videoconferencing andremote work.

E MI S S I ON S BY P ROV IN C E, 2 0 2 0
Scope 1

Scope 2

Scope 390,00080,000GHG Emissions (tCO2e)

We found that our largest shareof GHG emissions comes fromelectricity consumption in ourAlberta operations, representing
over 70% of Shaw’s total Scope 1 and2 emissions nationwide. Our next
largest emissions sources were ourfleet and natural gas consumption,
at approximately 10% and 7%
respectively.

70,00060,00050,00040,00030,00020,00010,000
0
Alberta

CASE STUDY

MOBI BY SHAW GO
In 2016, Shaw announced a multi-year partnership with Vancouver
Bike Share to become the system-wide presenting partner of theCity of Vancouver’s public bike share system, rebranded Mobi by
Shaw Go. As part of this initiative, Shaw has extended our ShawGo Wi-Fi footprint to cover over 100 bike stations, enabling easy
connectivity for Mobi users. In total, users have clocked over 7.7
million kilometres, equivalent to more than 300,000 kilograms of
CO2 avoided. Through our partnership with the City of Vancouver,
we are promoting emissions-free, active transportation.

BritishColumbia

Ontario

Other1

2020 — SHAW ESG REPORT50

WASTE AND E-WASTE
Another important aspect of Shaw’s environmental responsibility is the generation of waste and e-waste through our operations and administrative activities, as well as therecovery of consumer electronics such as modems, routers, remotes and satellite receivers. In 2020, we conducted a waste inventory to better understand how much waste is
generated through our operations, offices, and products, as well as how effectively we dispose of it.

WAS T E IN OU R OFFI CES AND FACI LIT IE S

A D D I TI ON A L N E T WO RK- REL AT ED WAS T E IN O UR
OP E R ATI ON S
2020

2 0 19Total waste generated (metric tons)

2,001

2,162

Percentage of total waste recycled

44%

44%

Percentage of total waste composted

5%3%Percentage of total waste landfilled

51%

53%

2020

2019

Network-related waste recycled/reused(metric tons)

319

196

IT waste recycled (metric tons)

31

20

As part of this exercise, we calculated the annual quantity of materials distributed to our customers, as well as how much equipment we were able to recover through our
take-back and recycling programs.

C U S TOM ER ELECT R O NI C DEVICES

1

C U S TOME R PA P ER A N D PAC K AG IN G D IS T RIB UT ED
2020

2 0 19Quantity of devices distributed (metric tons)

2,865

2,598

Quantity of devices recovered (metric tons)

2,188

1,909

Grams per subscriber for billing; grams per package for packaging.

2020

2019

Metrictons

Grams perunit1

Metrictons

Grams perunit1

Paper billing

259

37

338

47

Marketing paper

180

-

182

-

Packaging paper

1,087

357

974

346

Packaging plastic

38

12

36

13

2020 — SHAW ESG REPORT51

To address our waste impacts, weare starting with our own facilities:
We are phasing out noncompostable plastics acrossour break rooms and foodservice vendors, including
plastic stir sticks, straws,
dishware, cutlery andbottles. We also ensured that
our waste haulers at most of
our locations can properly
compost BPI-certified
compostable plastics.

We complement these internal
initiatives with programs forour customers.
We have a program to enable ourcustomers to return equipment to
our warehouses to be refurbishedand reused by others.

At most major offices, wehave removed deskside
garbage bins, saving
hundreds of thousands ofplastic bags per year.
We have significantly
reduced our internal
paper use by encouraging
electronic document
signatures and requiring
employees to swipe theirbadge in copy rooms before
documents are printed.
We educate our employees
on sustainability throughregular outreach campaigns
and a dedicated landing
page on our intranet – witha focus on actions they cantake to reduce our overall
waste footprint.

Employee recycling training video

In 2020, 78% of our customers used ourpaperless billing options, an increase from
71% in 2019.

2020 — SHAW ESG REPORT52

SUSTAINABLE SOURCING
To provide our world-class products and services, we work with a range of supply chain partners to source the equipment that powers our networks. As we continue to develop
our ESG program, we are excited to explore opportunities to partner with our suppliers to advance environmental and social objectives across our supply chain.
We have implemented an in-house Supplier Risk Management (SRM) tool that has matured our SRM program. The program focuses on identifying risk areas that need to be
mitigated moving forward and is complementary to our ESG efforts. Core risks that are contemplated as part of the assessment include: Geopolitical, Reputational, Legal/
Regulatory, Operational, Business Continuity, Financial, Cyber Security & Privacy and Safety.
While our efforts are still in their early stages, we have implemented several sustainable sourcing practices. For example:

During contract renewals or sourcing activities, we require that both existing and prospective suppliers sign the Supplier Code of Conduct form; a legal
document to ensure that suppliers we partner with are aware of the standard of conduct that Shaw expects from them and the consequences of nonadherence
to these codes of conduct. It includes compliance with health, safety and environmental regulations, and prohibits harassment or discrimination in the
supplier’s organization.

We require all vendor agreements to be 100% paperless and have shifted towards entirely electronic expense report submissions as opposed to physical receipt
and paper submissions.

We invested in cutting edge video call technology in corporate offices, as well as other collaboration tools, to reduce our overall business travel requirements andreduce our GHG emissions.

We developed sustainable and healthy procurement guidelines for our food service and cleaning product vendors.

When sourcing giveaways for employee or customer events, we aim to increase our use of products made sustainably and locally while reducing single-use items.

We are reviewing new processes to further integrate ESG considerations into our agreements to understand the extent to which our supply chain partners adhere toenvironmental and social practices. These could include social considerations, such as human and labour rights and health and safety records, as well as environmental
considerations, such as energy efficiency and packaging requirements.

53

APPENDICES

54
Standards Index
60
Environmental Data Tables
61
Social Data Tables

2020 — SHAW ESG REPORT

2020 — SHAW ESG REPORT54

STANDARDS INDEXD ISC LOSURE TOP I CS P E C I F I C S TA NDA RD

LO CATI ON

General disclosures102-1 Name of the organization

About this report

General disclosures102-2 Activities, brands, products, and services

Shaw overview

General disclosures102-3 Location of headquarters

Shaw overview

General disclosures

102-4 Location of operations

Shaw overview

General disclosures102-5 Ownership and legal form

Shaw overview

General disclosures102-6 Markets served

Shaw overview

General disclosures102-7 Scale of the organization

Shaw overview

General disclosures

102-8 Information on employees and other workers

Employee engagement anddevelopment; diversity and inclusion

General disclosures102-14 Statement from senior decision-maker

CEO’s message

General disclosures102-15 Description of key impacts, risks and opportunities

Risk management

General disclosures102-16 Values, principles, and norms of behavior

Alignment with Shaw’s strategy andvaluesGeneral disclosures102-18 Governance structure

Governance programs and policies

General disclosures102-19 Delegating authority

ESG governance and oversightGeneral disclosures102-20 Executive-level responsibility for economic, environmental,
and social topics

ESG governance and oversightGeneral disclosures102-21 Consulting stakeholders on economic, environmental, andsocial topics

ESG governance and oversightGeneral disclosures102-22 Composition of the highest governance body and its
committees

Governance programs and policies

NOTE S

GRI

Additional information about the Company can be found in our other public disclosure documents at: https://www.shaw.ca/corporate/investor-relations/financial-reports/

Further details are provided in
our Proxy Circular

2020 — SHAW ESG REPORT55

DIS C LOSURE TOP I CS P E C I F I C S TA NDA RD

LO CATI ON

General disclosures102-27 Collective knowledge of highest governance body

Board composition andcompetencies

General disclosures102-29 Identifying and managing economic, environmental, andsocial impacts

ESG governance and oversightGeneral disclosures102-32 Highest governance body’s role in sustainability reporting

ESG governance and oversightGeneral disclosures102-33 Communicating critical concerns

Governance programs and policies

General disclosures

102-40 List of stakeholder groups

Stakeholder engagement

General disclosures

102-43 Approach to stakeholder engagement

Stakeholder engagement

General disclosures

102-44 Key topics and concerns raised

Stakeholder engagement

General disclosures

102-45 Entities included

Shaw overview

General disclosures

102-46 Defining report content and topic boundaries

About this report

General disclosures

102-47 List of material topics

Materiality Assessment

General disclosures102-50 Reporting period

About this report

General disclosures102-53 Contact point for questions regarding the report

Back Cover

General disclosures102-54 Claims of reporting in accordance with the GRI Standard

About this report

General disclosures102-55 GRI content index

Standards index

Anti-corruption

205-1 Operations assessed for risks related to corruption

Business ethics

Anti-corruption

205-2 Communication and training about anti-corruption policies
and procedures

Business ethics

Anti-corruption

205-3 Confirmed incidents of corruption and action taken

Business ethics

Anti-competitive behaviour

206-1 Legal actions for anti-competitive behaviour, anti-trust andmonopoly practices

Business ethics

Materials

301-3 Reclaimed products and their packaging materials

Waste and E-waste

Energy302-1 Energy consumption within the organization

Energy efficiency

NOTE S

2020 — SHAW ESG REPORT56

DIS C LOSURE TOP I CS P E C I F I C S TA NDA RD

LO CATI ON

Energy302-3 Energy intensity

Energy efficiency

Energy302-4 Reduction of energy consumption

Energy efficiency

Emissions305-1 Direct (Scope 1) GHG emissions

Greenhouse Gas Emissions

Emissions305-2 Energy indirect (Scope 2) GHG emissions

Greenhouse Gas Emissions

Emissions305-3 Other indirect (Scope 3) GHG emissions

Greenhouse Gas Emissions

Emissions305-4 GHG emissions intensity

Greenhouse Gas Emissions

Emissions305-5 Reduction in GHG emissions

Greenhouse Gas Emissions

Waste306-3 Waste generated

Waste and E-waste

Waste

306-4 Waste diverted from disposal (and breakdown of diversion
methods)

Waste and E-waste

Environmental Compliance307-1 Non-compliance with environmental laws and regulations-

Supplier environmental
assessment

308-1 New suppliers that were screened using environmental
criteria

Sustainable sourcing

Employment

401-1 New employee hires and employee turnover

Employee engagement anddevelopment

Employment

401-2 Benefits provided to full-time employees

Health and safety

Occupational health andsafety403-9 Rates of injury, lost days, and number of work-related
fatalities

Health and safety

NOTE S

Shaw complies with allapplicable environmental
regulations. Key regulations
include product stewardshipof electronics and packaging.
In 2020 we received nosignificant fines or sanctions
for non-compliance (this also
applies to at least the 3 years
preceding).

2020 — SHAW ESG REPORT57

DIS C LOSURE TOP I CS P E C I F I C S TA NDA RD

LO CATI ON

NOTE S

Training and education

404-1 Average hours of training per year per employee

Employee engagement anddevelopment

Training data is available forour digital learning platform(TalentEd) only

Training and education

404-2 Programs for upgrading employee skills and transition
assistance programs

Employee engagement anddevelopment

Diversity and equal
opportunity

405-1 Diversity of governance bodies and employees

Diversity and inclusion

Non-discrimination

406-1 Incidents of discrimination and corrective actions taken

Diversity and inclusion

Local communities

413-1 Operations with local community engagement, impact
assessments and development programs

Community engagement

Supplier Social Assessment

414-1 New suppliers that were screened using social criteria

Sustainable Sourcing

Public policy

415-1 Political contributions

Business ethics

Marketing and labeling417-3 Incidents of non-compliance concerning marketing
communications

Customer interest

Customer privacy

418-1 Substantiated complaints concerning breaches of customer
privacy and losses of customer data-

Socioeconomic compliance419-1 Non-compliance with laws and regulations in the social andeconomic area

Annual Information Form (page 20)

Environmental Footprint of
Operations

TC-TL-130a.1 (1) Total energy consumed, (2) percentage gridelectricity; (3) percentage renewable

Energy efficiency; renewable energy

Data privacy

TC-TL-220a.1 Description of policies and practices relating tobehavioral advertising and customer privacy

Data privacy

Data privacy

TC-TL-220a.2 Number of customers whose information is used forsecondary purposes

Data privacy

SASB

We have elected to follow the
related SASB disclosure2020 — SHAW ESG REPORT58

DIS C LOSURE TOP I CS P E C I F I C S TA NDA RD

LO CATI ON

Data privacy

TC-TL-220a.3 Total amount of monetary losses as a result of legal
proceedings associated with customer privacy

Data privacy

Data privacy

TC-TL-220a.4 (1) Number of law enforcement requests for customer
information, (2) number of customers whose information was
requested, (3) percentage resulting in disclosure

Data privacy

Data security

TC-TL-230a.1 (1) Number of data breaches, (2) percentage involving
personally identifiable information (PII), (3) number of customers
affected-

Data security

TC-TL-230a.2 Description of approach to identifying and addressing
data security risks, including use of third-party cybersecurity
standards

Cybersecurity

Product End-of life
Management

TC-TL-440a.1 (1) Materials recovered through take back programs,
percentage of recovered materials that were (2) reused, (3) recycled,and (4) landfilled

Waste and E-waste

Competitive Behavior &Open Internet

Total amount of monetary losses as a result of legal proceedings
associated with anti-competitive behaviour regulations

Business ethics

Competitive Behavior &Open Internet

TC-TL-520a.2 Average actual sustained download speed of(1) owned and commercially-associated content and (2) nonassociated content

Network and climate resilience

Competitive Behavior &Open Internet

TC-TL-520a.3 Description of risks and opportunities associated with
net neutrality, paid peering, zero rating, and related practices

Business ethics

Managing Systemic
Risks from Technology
Disruptions

TC-TL-550a.1 (1) System average interruption frequency and (2)customer average interruption duration-

Managing Systemic
Risks from Technology
Disruptions

TC-TL-550a.2 Discussion of systems to provide unimpeded service
during service interruptions

Network and climate resilience

Activity Metric

TC-TL-000.A/B/C Number of wireless, wireline and broadband
subscribers

2020 Annual Report (page 10)

Activity Metric

TC-TL-000.D Network traffic (petabytes)-

NOTE S

We do not disclose thisinformation as doing so
may increase our overallcybersecurity risk

We do not yet disclose thisinformation

We do not disclose thisinformation

2020 — SHAW ESG REPORT59

D ISC LOSURE TOP I CS P E C I F I C S TA NDA RD

LO CATI ON

Governance

A: Describe the board’s oversight of climate-related risks andopportunities

ESG governance and oversightGovernance

B: Describe management’s role in assessing and managing climaterelated risks and opportunities

ESG governance and oversight

Strategy

A: Describe climate-related risks and opportunities the organization
has identified over the short, medium and long term

2020 Annual Report (page 55, 59)

Strategy

B: Describe impact of climate-related risks and opportunities on theorganization’s businesses, strategy and financial planning2020 Annual Report (page 55, 59)

Strategy

C: Describe the resilience of the organization’s strategy, taking into
consideration different climate-related scenarios, including a 2°C or
lower scenario-

Risk Management

A: Describe the organization’s processes for identifying andassessing climate-related risks

ESG governance and oversight

Risk Management

B: Describe the organization’s processes for managing climaterelated risk

ESG governance and oversight

Risk Management

C: Describe how processes for identifying, assessing, and managing
climate-related risks are integrated into the organization’s overallrisk management

Risk management

Metrics and Targets

A: Disclose the metrics used by the organization to assess climaterelated risks and opportunities in line with its strategy and risk
management process-

Metrics and Targets

B: Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhousegas (GHG) emissions, and the related risks.

Greenhouse gas emissions

Metrics and Targets

C: Describe the targets used by the organization to manage climaterelated risks and opportunities and performance against targets-

NOTE S

TCFD

We do not yet disclose thisinformation

We do not yet disclose thisinformation

We do not yet disclose thisinformation

2020 — SHAW ESG REPORT60

ENVIRONMENTAL DATA TABLES
CATEGORY

EnergyGHGemissions

Waste

STA NDA R D

I ND I CATOR

UN I T

2020

2019

GRI 302-1

Natural gas

eMWh

34,92033,274

GRI 302-1

Other fuelseMWh43,74958,541

GRI 302-1

Electricity

eMWh

297,541

298,180

GRI 302-1; SASB TC-TL130a.1 (1)Total energy consumed

eMWh376,210

389,995

SASB TC-TL-130a.1 (2)Percentage grid electricity%

99.99%

99.99%SASB TC-TL-130a.1 (3)Percentage renewables

%

<0.1%

<0.1%

GRI 302-3

Energy intensity

eMWh/revenue

69.6

73.0

GRI 302-4

Reduction of energy consumption

eMWh

13,785

Not Disclosed

GRI 305-1

Scope 1 Direct emissions

tCO2e

18,181

21,965

GRI 305-2

Scope 2 Indirect emissions

tCO2e

78,236

79,107

GRI 305-3

Scope 3 Indirect emissions (partial1)

tCO2e

1,715

2,809

GRI 305-4

GHG emissions intensity

tCO2e/revenue

18.2

19.5

GRI 305-5

Reduction of GHG emissions

tCO2e

5,749

Not Disclosed

GRI 301-3

Reclaimed products and their packaging materials2

%

76%

73%

GRI 306-3

Total waste generated

Metric tons

2,001

2,162

GRI 306-4

Waste diverted from disposal

Metric tons

1,323

1,230

GRI 306-4

CompostMetric tons

100

65

GRI 306-4

Recycling

Metric tons

1,190

1,185

SASB TC-TL-440a.1 (1)Materials recovered through take back programs

Metric tons

2,188

1,909

SASB TC-TL-440a.1 (2, 3)

Percentage of recovered materials that were reused or
recycled

%

100%

100%

SASB TC-TL-440a.1 (4)Percentage of recovered materials that were landfilled

%

0%

0%

1 Scope 3 emissions disclosed include employee airline travel and hotels.
2 Percentage includes devices only. Packaging reclamation data is not available. In most provinces, we pay environmental fees on each package, which are directed to local recycling programs to facilitate reclamation at the municipal level. Paper fibre iseasily recyclable and accounts for over 95% of our packaging by weight.

2020 — SHAW ESG REPORT61

SOCIAL DATA TABLESC AT EGORYSTA NDA R D

I ND I C ATO R

UN I T

2020

2019

Data
privacy &Cybersecurity

SASB TC-TL220a.4(1) Number of law enforcement requests for customer information,(2) number of customers whose information was requested,(3) percentage resulting in disclosure

Number; %Not yet available(calendar year
reporting)(1) 20,962(2) 46,503(3) 100%

GRI 102

Full-time equivalent employees

Number

9,473

10,076

GRI 404-1

Turnover rate

%

21.1%

26.1%

GRI 102-41

Employees covered by collective bargaining agreements

%

5%

5.5%

GRI 404-1

Training hours# of Hours

41,683~38,000

GRI 405 -1

Women on Board of Directors (independent directors)

%

25%

23%

GRI 405-1

Women at VP level and above

%

28.8%

26.2%

GRI 405-1

Women in workforce

%

31.5%

29.9%

GRI 405-1

Visible minorities on Board of Directors (independent directors)

%

0%

0%

GRI 405-1

Visible minorities at VP level and above

%

13.6%

12.3%

GRI 405-1

Visible minorities in workforce

%

25.2%

27.5%

GRI 405-1

People identifying as having disabilities at VP level and above

%

0%

0%

GRI 405-1

People identifying as having disabilities in workforce

%

2.6%

2.9%

GRI 405-1

Indigenous people at VP level and above

%

0%

0%

GRI 405-1

Indigenous people in workforce

%

1.8%

2.1%

GRI 405-1

Workforce over 50 years old

%

14.8%

15.2%

GRI 405-1

Workforce between 30 and 50 years old

%

64.6%

62.8%

GRI 405-1

Workforce under 30 years old

%

20.6%

22%

GRI 406-1

Incidents of discrimination

#

121

81

Employees

Diversity

1

In 2019, four of the incidents were resolved, three were subsequently withdrawn, and one remained under review. In 2020, one of the incidents was resolved, five were subsequently withdrawn, and six remained under review.

2020 — SHAW ESG REPORT62

C AT EGORY

Health andsafety1

STA NDA R D

I ND I C ATO R

UN I T

2020

2019

GRI 403-9

Lost time injury rate

Number1.27

1.77

GRI 403-9

Recordable injuries1

Number

105

163

GRI 403 -9

Fatalities

Number0

0

Figures presented include lost time injuries only.

ESG Report 2020
For inquiries regarding this report or any of the information
disclosed within it, please contact ESG@sjrb.ca