Rogers 2015 Annual Report Download - page 8

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Overall in 2015, the improvements we made in self-service
reduced the number of times our customers needed to contact
us by 13%. We also saw the biggest reduction amongst our
primary competitors in customer complaints to the CCTS,
down 26%, and down 50% over the past two years.
Importantly, in the second half of the year, we made steady
progress in reducing customer churn, the number of customers
who leave us every month, year over year. This is a good indicator
of success, although this is a journey, and it will take time. In 2016,
we will reinvest another $100 million to continue to strengthen
the customer experience.
Drive Growth in the Business Market
We believe Canadian businesses are underserved and this
represents an important growth opportunity that we will pursue.
In 2015, we established a solid foundation with a plan to capture
market share. We built a leadership team comprised of global
experts, consolidated a strong portfolio of assets into a single
focused unit, expanded our range of products and services and
developed a go-to-market strategy. In the last half of the year,
we opened our doors for business, announcing two “leapfrog”
technologies, Managed Wi-Fi and Cyber Security as a service.
In 2016, we will continue to introduce new “leapfrog” technologies
that better serve the changing needs of Canadian businesses. Our
Enterprise business is now open for business and we are excited
about the potential of this longer-term growth opportunity.
Invest In and Develop Our People
Creating a high performing culture is critical to delivering
on our Rogers 3.0 plan. In 2015 we made a number of
investments in tools, training and our physical workspace to
create the right workplace.
In total, we introduced over 20 programs to help our employees
better serve our customers. For example, we introduced a best-
in-class training program, Retail Academy, to strengthen 400+
front-line retail leaders so they can better serve our customers.
We also established a robust national onboarding program
with 500 participants in 2015, so that new employees get up
and running in their jobs more quickly. We put 800 managers
through a new leadership development program and provided
‘Go to Market’ training for 18,000 employees. And we rolled out
our new open, collaborative work space to employees in Calgary,
Brampton and Toronto.
Our eorts were recognized externally. In 2015, we were
recognized as one of Canada’s Top 100 employers, a top
employer for young people, one of Canada’s best diversity
employers and one of Canada’s greenest employers. We
delivered our employee survey and achieved an employee
engagement score of 76%, up 4% from the prior year, and 4%
shy of best in class. Employee engagement is assessed by using
answers to survey questions focused on sense of employee
pride, satisfaction, advocacy and intention to stay with Rogers.
9:45 AM 100%
ROGERS
It was a big year for sports at Rogers.
In 2015, Sportsnet became the number one sports
media brand in the country. The Toronto Blue Jays
made the postseason for the rst time in 22 years
and we delivered our rst full year of the NHL.
6 ROGERS COMMUNICATIONS INC. 2015 ANNUAL REPORT