EX-99.1 2 d511515dex991.htm EX-99.1

Management’s Discussion and Analysis

This Management’s Discussion and Analysis (MD&A) contains important information about our business and our performance for the year ended December 31, 2017. This MD&A should be read in conjunction with our 2017 Audited Consolidated Financial Statements, which have been prepared in accordance with International Financial Reporting Standards (IFRS) as issued by the International Accounting Standards Board (IASB).

All dollar amounts are in Canadian dollars unless otherwise stated. All percentage changes are calculated using the rounded numbers as they appear in the tables. Charts, graphs, and diagrams are included for reference; however, they do not form part of this MD&A. This MD&A is current as at March 8, 2018 and was approved by RCI’s Board of Directors (the Board). This MD&A includes forward-looking statements and assumptions. See “About Forward-Looking Information” for more information.

We, us, our, Rogers, Rogers Communications, and the Company refer to Rogers Communications Inc. and its subsidiaries. RCI refers to the legal entity Rogers Communications Inc., not including its subsidiaries. Rogers also holds interests in various investments and ventures.

We are publicly traded on the Toronto Stock Exchange (TSX: RCI.A and RCI.B) and on the New York Stock Exchange (NYSE: RCI).

In this MD&A, the first quarter refers to the three months ended March 31, 2017, the second quarter refers to the three months ended June 30, 2017, the third quarter refers to the three months ended September 30, 2017, the fourth quarter refers to the three months ended December 31, 2017, this year refers to the twelve months ended December 31, 2017, and last year refers to the twelve months ended December 31, 2016. All results commentary is compared to the equivalent periods in 2016 or as at December 31, 2016, as applicable, unless otherwise indicated.

ABOUT FORWARD-LOOKING INFORMATION

This MD&A includes “forward-looking information” and “forward-looking statements” within the meaning of applicable securities laws (collectively, “forward-looking information”), and assumptions about, among other things, our business, operations, and financial performance and condition approved by our management on the date of this MD&A. This forward-looking information and these assumptions include, but are not limited to, statements about our objectives and strategies to achieve those objectives, and about our beliefs, plans, expectations, anticipations, estimates, or intentions.

Forward-looking information:

• |  | typically includes words like could, expect, may, anticipate, assume, believe, intend, estimate, plan, project, guidance, outlook, target, and similar expressions, although not all forward-looking information includes them;

• |  | includes conclusions, forecasts, and projections that are based on our current objectives and strategies and on estimates, expectations, assumptions, and other factors, most of which are

|  | confidential and proprietary and that we believe to have been reasonable at the time they were applied but may prove to be incorrect; and

• |  | was approved by our management on the date of this MD&A.

Our forward-looking information includes forecasts and projections related to the following items, some of which are non-GAAP measures (see “Non-GAAP Measures”), among others:

• |  | revenue;

• |  | total service revenue;

• |  | adjusted EBITDA;

• |  | capital expenditures;

• |  | cash income tax payments;

• |  | free cash flow;

• |  | dividend payments;

• |  | the growth of new products and services;

• |  | expected growth in subscribers and the services to which they subscribe;

• |  | the cost of acquiring and retaining subscribers and deployment of new services;

• |  | continued cost reductions and efficiency improvements;

• |  | traction against our debt leverage ratio; and

• |  | all other statements that are not historical facts.

Specific forward-looking information included or incorporated in this document includes, but is not limited to, our information and statements under “Financial and Operating Guidance” relating to our 2018 consolidated guidance on revenue, adjusted EBITDA, capital expenditures, and free cash flow. All other statements that are not historical facts are forward-looking statements.

Our conclusions, forecasts, and projections (including the aforementioned guidance) are based on the following factors, among others:

• |  | general economic and industry growth rates;

• |  | currency exchange rates and interest rates;

• |  | product pricing levels and competitive intensity;

• |  | subscriber growth;

• |  | pricing, usage, and churn rates;

• |  | changes in government regulation;

• |  | technology deployment;

• |  | availability of devices;

• |  | timing of new product launches;

• |  | content and equipment costs;

• |  | the integration of acquisitions; and

• |  | industry structure and stability.

Except as otherwise indicated, this MD&A and our forward-looking information do not reflect the potential impact of any non-recurring or other special items or of any dispositions, monetizations, mergers, acquisitions, other business combinations, or other transactions that may be considered or announced or may occur after the date on which the statement containing the forward-looking information is made.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 23

MANAGEMENT’S DISCUSSION AND ANALYSIS

RISKS AND UNCERTAINTIES

Actual events and results can be substantially different from what is expressed or implied by forward-looking information as a result of risks, uncertainties, and other factors, many of which are beyond our control, including but not limited to:

• |  | regulatory changes;

• |  | technological changes;

• |  | economic conditions;

• |  | unanticipated changes in content or equipment costs;

• |  | changing conditions in the entertainment, information, and/or communications industries;

• |  | the integration of acquisitions;

• |  | litigation and tax matters;

• |  | the level of competitive intensity;

• |  | the emergence of new opportunities; and

• |  | new interpretations and new accounting standards from accounting standards bodies.

These factors can also affect our objectives, strategies, and intentions. Many of these factors are beyond our control or our current expectations or knowledge. Should one or more of these risks, uncertainties, or other factors materialize, our objectives, strategies, or intentions change, or any other factors or assumptions underlying the forward-looking information prove incorrect, our actual results and our plans could vary significantly from what we currently foresee.

Accordingly, we warn investors to exercise caution when considering statements containing forward-looking information and caution them that it would be unreasonable to rely on such statements as creating legal rights regarding our future results or

plans. We are under no obligation (and we expressly disclaim any such obligation) to update or alter any statements containing forward-looking information or the factors or assumptions underlying them, whether as a result of new information, future events, or otherwise, except as required by law. All of the forward-looking information in this MD&A is qualified by the cautionary statements herein.

BEFORE MAKING AN INVESTMENT DECISION

Before making any investment decisions and for a detailed discussion of the risks, uncertainties, and environment associated with our business, fully review the sections in this MD&A entitled “Regulation In Our Industry” and “Governance and Risk Management”, as well as our various other filings with Canadian and US securities regulators, which can be found at sedar.com and sec.gov, respectively.

FOR MORE INFORMATION

You can find more information about us, including our Annual Information Form, on our website (investors.rogers.com), on SEDAR (sedar.com), and on EDGAR (sec.gov), or you can e-mail us at investor.relations@rci.rogers.com. Information on or connected to these and any other websites referenced in this document does not constitute part of this MD&A.

You can also find information about our governance practices, corporate social responsibility reporting, a glossary of communications and media industry terms, and additional information about our business at investors.rogers.com.

24 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

Executive Summary

ABOUT ROGERS

Rogers is a leading diversified Canadian communications and media company that’s working to deliver a great experience to our customers every day. We are Canada’s largest provider of wireless communications services and one of Canada’s leading providers of cable television, high-speed Internet, information technology, and telephony services to consumers and businesses. Through Rogers Media, we are engaged in radio and television broadcasting, sports, televised and online shopping, magazines, and digital media.

Almost all of our operations and sales are in Canada. We have a highly skilled and diversified workforce of approximately 24,500 employees. Our head office is in Toronto, Ontario and we have numerous offices across Canada. We report our results of operations in four reporting segments. See “Understanding Our Business”.

2017 HIGHLIGHTS

KEY FINANCIAL INFORMATION

|  | Years ended December 31 |
(In millions of dollars, except margins and per share amounts) |  | 2017 |  |  | 2016 |  |  | % Chg |
Consolidated |  |  |  |  |  |  |  |  |  |  |  |
Total revenue |  |  | 14,143 |  |  |  | 13,702 |  |  |  | 3 |
Total service revenue 1 |  |  | 13,560 |  |  |  | 13,027 |  |  |  | 4 |
Adjusted operating profit 2 |  |  | 5,379 |  |  |  | 5,092 |  |  |  | 6 |
Adjusted operating profit margin 2 |  |  | 38.0% |  |  |  | 37.2% |  |  |  | 0.8 pts |
Net income |  |  | 1,711 |  |  |  | 835 |  |  |  | 105 |
Adjusted net income 2 |  |  | 1,821 |  |  |  | 1,481 |  |  |  | 23 |
Basic earnings per share |  | $ | 3.32 |  |  | $ | 1.62 |  |  |  | 105 |
Adjusted basic earnings per share 2 |  | $ | 3.54 |  |  | $ | 2.88 |  |  |  | 23 |
Capital expenditures 3 |  |  | 2,436 |  |  |  | 2,352 |  |  |  | 4 |
Cash provided by operating activities |  |  | 3,938 |  |  |  | 3,957 |  |  |  | – |
Free cash flow 2 |  |  | 1,746 |  |  |  | 1,705 |  |  |  | 2 |
Wireless |  |  |  |  |  |  |  |  |  |  |  |
Service revenue |  |  | 7,775 |  |  |  | 7,258 |  |  |  | 7 |
Revenue |  |  | 8,343 |  |  |  | 7,916 |  |  |  | 5 |
Adjusted operating profit |  |  | 3,561 |  |  |  | 3,285 |  |  |  | 8 |
Adjusted operating profit margin as a % of service revenue |  |  | 45.8% |  |  |  | 45.3% |  |  |  | 0.5 pts |
Cable |  |  |  |  |  |  |  |  |  |  |  |
Revenue |  |  | 3,466 |  |  |  | 3,449 |  |  |  | – |
Adjusted operating profit |  |  | 1,709 |  |  |  | 1,674 |  |  |  | 2 |
Adjusted operating profit margin |  |  | 49.3% |  |  |  | 48.5% |  |  |  | 0.8 pts |
Business Solutions |  |  |  |  |  |  |  |  |  |  |  |
Revenue |  |  | 387 |  |  |  | 384 |  |  |  | 1 |
Adjusted operating profit |  |  | 128 |  |  |  | 123 |  |  |  | 4 |
Adjusted operating profit margin |  |  | 33.1% |  |  |  | 32.0% |  |  |  | 1.1 pts |
Media |  |  |  |  |  |  |  |  |  |  |  |
Revenue |  |  | 2,153 |  |  |  | 2,146 |  |  |  | – |
Adjusted operating profit |  |  | 139 |  |  |  | 169 |  |  |  | (18 | )
Adjusted operating profit margin |  |  | 6.5% |  |  |  | 7.9% |  |  |  | (1.4 pts | )

1 | As defined. See “Key Performance Indicators”.

2 | Adjusted operating profit, adjusted operating profit margin, adjusted net income, adjusted basic earnings per share, 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 not have standard meanings, so may not be a reliable way to compare us to other companies. See “Non-GAAP Measures” for information about these measures, including how we calculate them.

3 | Includes additions to property, plant and equipment net of proceeds on disposition, but does not include expenditures for spectrum licences.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 25

MANAGEMENT’S DISCUSSION AND ANALYSIS

KEY PERFORMANCE INDICATORS

|  | As at or years ended December 31 |
|  | 2017 |  |  | 2016 |  |  | Chg |
Subscriber results (000s) 1 |  |  |  |  |  |  |  |  |  |  |  |
Wireless postpaid net additions 2 |  |  | 354 |  |  |  | 286 |  |  |  | 68 |
Wireless prepaid net additions |  |  | 61 |  |  |  | 111 |  |  |  | (50 | )
Wireless subscribers 2 |  |  | 10,482 |  |  |  | 10,274 |  |  |  | 208 |
Internet net additions |  |  | 85 |  |  |  | 97 |  |  |  | (12 | )
Internet subscribers |  |  | 2,230 |  |  |  | 2,145 |  |  |  | 85 |
Television net losses |  |  | (80 | ) |  |  | (76 | ) |  |  | (4 | )
Television subscribers |  |  | 1,740 |  |  |  | 1,820 |  |  |  | (80 | )
Phone net additions |  |  | 14 |  |  |  | 4 |  |  |  | 10 |
Phone subscribers |  |  | 1,108 |  |  |  | 1,094 |  |  |  | 14 |
Total service unit net additions 3 |  |  | 19 |  |  |  | 25 |  |  |  | (6 | )
Total service units 3 |  |  | 5,078 |  |  |  | 5,059 |  |  |  | 19 |
Additional Wireless metrics 1 |  |  |  |  |  |  |  |  |  |  |  |
Postpaid churn (monthly) 2 |  |  | 1.20% |  |  |  | 1.23% |  |  |  | (0.03 pts | )
Postpaid ARPA (monthly) |  | $ | 124.75 |  |  | $ | 117.37 |  |  | $ | 7.38 |
Blended ARPU (monthly) 2 |  | $ | 62.31 |  |  | $ | 60.42 |  |  | $ | 1.89 |
Ratios |  |  |  |  |  |  |  |  |  |  |  |
Capital intensity 1 |  |  | 17.2% |  |  |  | 17.2% |  |  |  | – pts |
Dividend payout ratio of net income 1 |  |  | 57.7% |  |  |  | 118.3% |  |  |  | (60.6 pts | )
Dividend payout ratio of free cash flow 1,4 |  |  | 56.6% |  |  |  | 57.9% |  |  |  | (1.3 pts | )
Return on assets 1 |  |  | 5.9% |  |  |  | 2.9% |  |  |  | 3.0 pts |
Debt leverage ratio 4 |  |  | 2.8 |  |  |  | 3.0 |  |  |  | (0.2 | )
Employee-related information |  |  |  |  |  |  |  |  |  |  |  |
Total active employees (approximate) |  |  | 24,500 |  |  |  | 25,200 |  |  |  | (700 | )

1 | As defined. See “Key Performance Indicators”.

2 | Effective October 1, 2017, and on a prospective basis, we reduced our Wireless postpaid subscriber base by 207,000 subscribers to remove a low-ARPU public services customer that is in the process of migrating to another service provider. We believe adjusting our base for a customer of this size that migrates off our network provides a more meaningful reflection of the underlying organic performance of our Wireless business.

3 | Includes Internet, Television, and Phone subscribers.

4 | Dividend payout ratio of free cash flow and debt leverage ratio are non-GAAP measures and should not be considered substitutes or alternatives for GAAP measures. These are not defined terms under IFRS and do not have standard meanings, so may not be a reliable way to compare us to other companies. See “Non-GAAP Measures” for information about these measures, including how we calculate them.

26 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

FINANCIAL HIGHLIGHTS

HIGHER REVENUE

• |  | Revenue increased by 3% this year, primarily driven by Wireless service revenue growth of 7%.

• |  | Wireless service revenue increased largely as a result of subscriber growth and a greater number of subscribers on higher-rate plans from our various brands, including Rogers Share Everything plans. Overall, we achieved our best Wireless financial results this year since 2009.

• |  | Cable revenue increased marginally as a result of the 7% increase in Internet revenue, due to the general movement of customers to higher-end speed and usage tiers and a larger subscriber base, partially offset by lower Television and Phone revenue, primarily due to Television subscriber losses over the past year and the impact of Phone pricing packages. We continue to see an ongoing shift in product mix to higher-margin Internet services, with 54% of our residential Internet base now on plans with download speeds of 100 megabits per second or higher compared to 46% at the end of last year. Excluding the impact of the Canadian Radio-television and Telecommunications Commission’s (CRTC) decision (effective October 2016) that reduced wholesale Internet access service rates, Cable revenue would have increased by 1% this year and Internet revenue would have increased by 9% this year.

• |  | Media revenue increased marginally as a result of higher sports-related revenue driven by the strength of Sportsnet, increased sales at TSC, Today’s Shopping Choice (TSC), and higher conventional broadcast TV advertising revenue, partially offset by lower publishing-related revenue due to the strategic shift to digital media announced last year.

HIGHER ADJUSTED OPERATING PROFIT

• |  | Adjusted operating profit increased 6% this year, with a consolidated adjusted operating profit margin of 38.0%, an expansion of 80 basis points. This increase was primarily driven by Wireless, with a 50 basis point expansion to 45.8%, and Cable, with an 80 basis point expansion to 49.3%.

• |  | Wireless adjusted operating profit increased 8% this year as a result of strong flow-through of the service revenue growth described above, partially offset by higher expenditures associated with increased subscriber volumes and costs of devices.

• |  | Cable adjusted operating profit increased 2% this year as a result of strong Internet revenue growth, the ongoing product mix shift to higher-margin Internet services, and various cost efficiencies. Excluding the impact of the CRTC decision that reduced wholesale Internet access service rates, adjusted operating profit would have increased by 4% this year.

• |  | Media adjusted operating profit decreased 18% this year primarily as a result of higher Toronto Blue Jays player payroll (including the impact of foreign exchange) and higher TSC merchandise costs, partially offset by lower publishing costs due to the strategic shift and the increase in revenue as described above.

HIGHER NET INCOME AND ADJUSTED NET INCOME

• |  | Net income increased 105% primarily as a result of the impairment and related charges we recognized last year as a result of our decision to discontinue developing our legacy Internet Protocol television (IPTV) product (instead, we are moving forward with the deployment of Comcast Corporation’s (Comcast) X1 IP-based video platform as Ignite TV), along with prior year equity losses associated with the wind-down of shomi, and higher adjusted operating profit and lower depreciation and amortization this year. The increase was partially offset by higher income tax expense consistent with higher earnings. See “Review of Consolidated Performance” for more information.

• |  | Adjusted net income increased 23% this year as a result of higher adjusted operating profit and lower depreciation and amortization, partially offset by higher income tax expense.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 27

MANAGEMENT’S DISCUSSION AND ANALYSIS

SUBSTANTIAL FREE CASH FLOW SUPPORTS FINANCIAL FLEXIBILITY

• |  | Our substantial cash flow generation enabled us to reduce outstanding debt, continue to make investments in our network, and return substantial dividends to shareholders. We paid $988 million in dividends in 2017.

• |  | Our cash provided by operating activities was stable this year as the increase in net income was offset by an increase in income taxes paid and an increased investment in non-cash working capital items. Free cash flow increased 2% this year to $1,746 million as a result of higher adjusted operating profit, partially offset by higher cash income taxes and higher capital expenditures.

• |  | Our debt leverage ratio improved to 2.8 as at December 31, 2017 from 3.0 as at December 31, 2016, driven by lower adjusted net debt and higher adjusted operating profit.

• |  | Our overall weighted average cost of borrowings was 4.70% as at December 31, 2017 (2016 – 4.72%) and our overall weighted average term to maturity on our debt was 9.9 years as at December 31, 2017 (2016 – 10.6 years).

• |  | We ended the year with approximately $2.7 billion of available liquidity (2016 – $2.7 billion) including $2.3 billion available under our bank and letter of credit facilities (2016 – $2.4 billion), and $0.4 billion (2016 – $0.25 billion) available under our $1.05 billion accounts receivable securitization program.

28 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

Understanding Our Business

Rogers is a leading diversified Canadian communications and media company.

FOUR REPORTING SEGMENTS

We report our results of operations in four reporting segments. Each segment and the nature of its business are as follows:

Segment |  | Principal activities
Wireless |  | Wireless telecommunications operations for Canadian consumers and businesses.
Cable |  | Cable telecommunications operations, including Internet, television, and telephony (phone) services for Canadian consumers and businesses.
Business Solutions |  | Network connectivity through our fibre network and data centre assets to support a range of voice, data, networking, hosting, and cloud-based services for the enterprise, public sector, and carrier wholesale markets.
Media |  | A diversified portfolio of media properties, including sports media and entertainment, television and radio broadcasting, specialty channels, multi-platform shopping, digital media, and publishing.

We intend to redefine our reporting segments effective January 1, 2018 as a result of technological evolution and the increased overlap between the various product offerings within our Cable and Business Solutions reporting segments, as well as how we allocate resources amongst, and the general management of, our reporting segments. Effective January 1, 2018, the results of our existing Cable segment, Business Solutions segment, and our Smart Home Monitoring products will be presented within a redefined Cable segment. Financial results related to our Smart Home Monitoring products are currently reported within Corporate items and intercompany eliminations. We will retrospectively amend our 2017 comparative segment results in 2018 to account for this redefinition.

See “Capability to Deliver Results” for more information about our extensive wireless and cable networks and significant wireless spectrum position.

During the year, our Wireless, Cable, and Business Solutions reporting segments were operated by our wholly-owned subsidiary, Rogers Communications Canada Inc. (RCCI), and certain other wholly-owned subsidiaries. Our Media reporting segment was operated by our wholly-owned subsidiary, Rogers Media Inc., and its subsidiaries.

PRODUCTS AND SERVICES

WIRELESS

Rogers is a Canadian leader in delivering a range of innovative wireless services. Our postpaid and prepaid wireless services are offered under the Rogers, Fido, and chatr brands, and provide consumers and businesses with the latest wireless devices, services, and applications including:

• |  | mobile and fixed high-speed Internet access;

• |  | wireless voice and enhanced voice features;

• |  | wireless home phone;

• |  | device protection;

• |  | text messaging;

• |  | e-mail;

• |  | global voice and data roaming, including Roam Like Home and Fido Roam;

• |  | bridging landline phones with wireless phones through products like Rogers Unison;

• |  | machine-to-machine solutions; and

• |  | advanced wireless solutions for businesses.

CABLE

Our cable network provides an innovative and leading selection of high-speed broadband Internet access, digital television and online viewing, phone, and advanced home Wi-Fi services to consumers in Ontario, New Brunswick, and on the island of Newfoundland. We also provide services to businesses and enterprises across Canada that aim to meet the increasing needs of today’s critical business applications.

With the forthcoming launch of Ignite TV, our new Cable Television product, we plan to reinvent how our customers experience TV. Ignite TV will deliver a high-value, premium service with advanced features and video experiences, along with a robust product roadmap of innovation leading to a truly connected home service. First on the innovation roadmap, we intend to adopt Comcast’s

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 29

MANAGEMENT’S DISCUSSION AND ANALYSIS

new Digital Home solution. This whole-home networking solution will provide customers with a simple, fast, and intuitive way to control and manage their connected devices. The cloud-based platform will link to the new DOCSIS 3.1 Wi-Fi gateway devices to deliver fast, reliable connectivity in the home and will allow customers to easily add or pause devices, pair Wi-Fi extenders that boost signal strength, and use voice controls to see who is on the network, all in a safe and secure manner.

Internet services include:

• |  | Internet access (including basic and unlimited usage packages), security solutions, and e-mail;

• |  | access speeds of up to one gigabit per second (Gbps), covering our entire Cable footprint;

• |  | Rogers Ignite and Fido Internet unlimited packages, combining fast and reliable speeds with the freedom of unlimited usage and options for self-installation; and

• |  | Rogers Smart Home Monitoring, offering services such as monitoring, security, automation, energy efficiency, and smart control through a smartphone app.

Television services include:

• |  | local and network TV, including starter and premium channel packages along with à la carte channels;

• |  | on-demand television;

• |  | personal video recorders (PVRs), including Whole Home PVRs and a 4K PVR;

• |  | linear and time-shifted programming;

• |  | digital specialty channels;

• |  | 4K television programming, including all 2017 and 2018 regular season Toronto Blue Jays home games and select marquee National Hockey League (NHL) and National Basketball Association (NBA) games; and

• |  | Rogers Anyplace TV, televised content delivered on smartphones, tablets, and personal computers.

Phone services include:

• |  | residential and small business local telephony service; and

• |  | calling features such as voicemail, call waiting, and long distance.

Enterprise services include:

• |  | voice, data networking, Internet protocol (IP), and Ethernet services over multi-service customer access devices that allow customers to scale and add services, such as private networking, Internet, IP voice, and cloud solutions, which blend seamlessly to grow with their business requirements;

• |  | optical wave, Internet, Ethernet, and multi-protocol label switching services, providing scalable and secure metro and wide area private networking that enables and interconnects critical business applications for businesses that have one or many offices, data centres, or points of presence (as well as cloud applications) across Canada;

• |  | simplified information technology (IT) and network technologies with security-embedded, cloud-based, professionally-managed solutions; and

• |  | extensive wireless and cable access networks services for primary, bridging, and back-up connectivity.

MEDIA

Our portfolio of Media assets reaches Canadians from coast to coast.

In Sports Media and Entertainment, we own the Toronto Blue Jays, Canada’s only Major League Baseball (MLB) team, and the Rogers Centre event venue, which hosts the Toronto Blue Jays’ home games, concerts, trade shows, and special events.

Our NHL Agreement, which runs through the 2025-2026 NHL season, allows us to deliver unprecedented coverage of professional hockey, with more than 1,200 regular season games per season streamed across television, smartphones, tablets, and the Internet, both through traditional streaming services as well as Rogers NHL LIVE. Our NHL Agreement also grants Rogers national rights on those platforms to the NHL playoffs and Stanley Cup Final, all NHL-related special events and non-game events (such as the NHL All-Star Game and the NHL Draft), and rights to sublicense broadcasting rights to Groupe TVA and the Canadian Broadcasting Corporation (CBC) and to use the Hockey Night In Canada brand through a sublicense agreement.

In Television, we operate several conventional and specialty television networks:

• |  | Sportsnet’s four regional stations, Sportsnet ONE, Sportsnet 360, and Sportsnet World;

• |  | City network, which, together with affiliated stations, has broadcast distribution to approximately 85% of Canadian individuals;

• |  | OMNI multicultural broadcast television stations, including OMNI Regional broadcast television stations, which provide multilingual newscasts nationally to all digital basic television subscribers;

• |  | specialty channels that include FX (Canada), FXX (Canada), and Outdoor Life Network; and

• |  | TSC, Canada’s only nationally televised shopping channel, which generates a significant and growing portion of its revenue from online sales.

In Radio, we operate 55 AM and FM radio stations in markets across Canada, including popular radio brands such as 98.1 CHFI, 680 NEWS, Sportsnet The FAN, KiSS, JACK FM, and SONiC.

As part of our strategic change to focus on digital media, our services and products include:

• |  | our digital sports-related assets, including Rogers NHL LIVE (formerly Rogers NHL GameCentre LIVE) and Sportsnet NOW;

• |  | many well-known consumer brands, such as Maclean’s, Chatelaine, Today’s Parent, and Hello! Canada; and

• |  | a broad digital presence that continues the extension of content across new and existing platforms.

OTHER

We offer the Rogers Platinum MasterCard and the Fido MasterCard, credit cards that allow customers to earn cashback rewards points on credit card spending.

OTHER INVESTMENTS

We hold interests in a number of associates and joint arrangements, some of which include:

• |  | our 37.5% ownership interest in Maple Leaf Sports & Entertainment Ltd. (MLSE), which owns the Toronto Maple Leafs, the Toronto Raptors, Toronto FC, the Toronto Argonauts, and the Toronto Marlies, as well as various associated real estate holdings; and

• |  | our 50% ownership interest in Glentel Inc. (Glentel), a large provider of multicarrier wireless and wireline products and services with several hundred Canadian retail distribution outlets.

30 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

COMPETITION

Competition in the telecommunications industry continues to intensify, with national, regional, and reseller players giving consumers a broader choice in service providers and plan offerings. This puts downward pressure on pricing, potentially reducing profit margins, and could also affect our subscriber churn.

Traditional wireline telephony and television services are now offered over the Internet. This has allowed more non-traditional providers to enter the market and has changed how traditional providers compete. This is changing the mix of packages and pricing that service providers offer and could affect churn levels.

In the media industry, there continues to be a shift towards digital and online media consumption by consumers, which in turn drives advertisers to direct more advertising dollars to digital and online versus traditional media. In addition, the number of competitors has increased as more digital and online media companies, including large global companies, enter the market.

WIRELESS

We compete on customer experience, quality of service, scope of services, network coverage, sophistication of wireless technology, breadth of distribution, selection of devices, branding and positioning, and price.

• |  | Wireless technology – our extensive long-term evolution (LTE) network caters to customers seeking the increased capacity and speed it provides. We compete with Bell, Telus, Shaw, Videotron, SaskTel, and Eastlink, all of whom operate LTE networks. We also compete with these providers on high-speed packet access (HSPA) and global system for mobile communications (GSM) networks and with providers that use alternative wireless technologies, such as Wi-Fi “hotspots” and mobile virtual network operators (MVNO), such as President’s Choice Mobile and Primus.

• |  | Product, branding, and pricing – we compete nationally with Bell, Telus, and Shaw, including their flanker brands Virgin Mobile (Bell), Lucky Mobile (Bell), Koodo (Telus), Public Mobile (Telus), and Freedom Mobile (Shaw). We also compete with various regional players and resellers.

• |  | Distribution of services and devices – we compete with other service providers for dealers, prime locations for our own stores, and third-party retail distribution shelf space.

• |  | Wireless networks – consolidation amongst regional players, or with incumbent carriers, could alter the regional or national competitive landscapes for Wireless.

• |  | Inbound roaming – we compete with other major national carriers to provide service to international operators who have customers who roam while in Canada.

• |  | Spectrum – Innovation, Science and Economic Development Canada (ISED Canada) has announced a future 600 MHz spectrum auction, expected to take place in the next one to two

|  | years. The outcome of this auction may increase competition. See “Regulation In Our Industry” for more information.

CABLE

Internet

We compete with other Internet Service Providers (ISPs) that offer residential high-speed Internet access services. Rogers and Fido high-speed Internet services compete directly with:

• |  | Bell and Bell Aliant’s Internet services in Ontario, New Brunswick, and on the island of Newfoundland; and

• |  | various resellers using wholesale telecommunication company digital subscriber line (DSL) and cable Third-Party Internet Access (TPIA) services in local markets.

A number of different players in the Canadian market also compete for enterprise network and communications services. There are relatively few national providers, but each market has its own competitors that usually focus on the geographic areas where they have the most extensive networks. In the enterprise market, we compete with facilities- and non-facilities-based telecommunications service providers. In markets where we own network infrastructure, we compete with incumbent fibre-based providers. Our main competitors are as follows:

• |  | Ontario – Bell, Cogeco Data Services, and Zayo;

• |  | Quebec – Bell, Telus, and Videotron;

• |  | Atlantic Canada – Bell Aliant and Eastlink; and

• |  | Western Canada – Shaw and Telus.

Television

We compete with:

• |  | other Canadian multi-channel broadcast distribution undertakings (BDUs), including Bell, Shaw, other alternative satellite TV services, and IPTV;

• |  | over-the-top (OTT) video offerings through providers like Netflix, YouTube, Hulu, Apple, Amazon Prime Video, Google, and other channels streaming their own content; and

• |  | over-the-air local and regional broadcast television signals received directly through antennas, and the illegal reception of US direct broadcast satellite services.

Phone

We compete with:

• |  | Bell and Bell Aliant’s wireline phone service in Ontario, New Brunswick, and on the island of Newfoundland;

• |  | incumbent local exchange carrier (ILEC) local loop resellers and voice over IP (VoIP) service providers (such as Primus and Comwave), other VoIP-only service providers (such as Vonage and Skype), and other voice applications riding over the Internet access services of ISPs; and

• |  | substitution of wireline for wireless products, including mobile phones and wireless home phone products.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 31

MANAGEMENT’S DISCUSSION AND ANALYSIS

MEDIA

Television and specialty services compete for viewers and advertisers with:

• |  | other Canadian television stations that broadcast in their local markets, including those owned and operated by the CBC, Bell Media, and Corus Entertainment;

• |  | other specialty channels;

• |  | distant Canadian signals and US border stations, given the time-shifting capability available to subscribers;

• |  | other media, including newspapers, magazines, radio, and outdoor advertising; and

• |  | content available on the Internet, such as web-based streaming services.

Our radio stations compete mainly with individual stations in local markets, but they also compete with:

• |  | other large, national radio operators, including the CBC, Bell Media, Corus Entertainment, and satellite radio operator SiriusXM;

• |  | broadcast and Internet radio platforms, such as iHeartRadio, which combine free, on-demand music services with the availability of live radio broadcasts and podcasts;

• |  | iTunes Music, Spotify, Radioplayer Canada, and comparable apps, which allow free or paid music and radio streaming directly from users’ smartphones;

• |  | other media, including newspapers, magazines, television, and outdoor advertising; and

• |  | new technologies, such as online web information services, music downloading, and portable media players.

TSC competes with:

• |  | retail stores;

• |  | catalogue, Internet, and direct mail retailers;

• |  | infomercials that sell products on television; and

• |  | other television channels, for channel placement, viewer attention, and loyalty.

Our digital media and publishing products compete for readership and advertisers with:

• |  | other Canadian magazines, both digital and printed;

• |  | foreign, mostly US, titles that sell directly into Canada, both digital and printed;

• |  | online information and entertainment websites, such as news services and streaming services; and

• |  | other traditional media, such as TV and radio.

Competition in Sports Media and Entertainment includes other:

• |  | televised and online sports programming;

• |  | Toronto professional teams, for attendance at Toronto Blue Jays games;

• |  | MLB teams, for Toronto Blue Jays players and fans;

• |  | local sporting and special event venues; and

• |  | professional sports teams, for merchandise sales revenue.

32 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

INDUSTRY TRENDS

The telecommunications industry in Canada and our reporting segments are affected by various overarching trends relating to changing technologies, consumer demands, economic conditions, and regulatory developments. See “Risks and Uncertainties Affecting Our Business” and “Regulation In Our Industry” for more information. Below is a summary of the industry trends affecting our specific reporting segments.

WIRELESS TRENDS

More sophisticated wireless networks and devices and the rise of multimedia and Internet-based applications are making it easier and faster to receive data, driving growth in wireless data services. Consumer demand for mobile devices, digital media, and on-demand content is pushing providers to build networks that can support the expanded use of applications, mobile video, messaging, and other wireless data.

Wireless providers are investing in the next generation of broadband wireless data networks, such as LTE, Licensed Assisted Access, 4.5G, and future 5G technologies, to support the growing data demand.

Wireless market penetration in Canada is approximately 87% of the population and is expected to grow at an estimated 0.8% annually over the next four years, per International Data Corporation.

The CRTC Wireless Code has limited consumer wireless term contracts to two years from three years, which has resulted in a greater number of customers completing and renewing contracts at any given time. Shorter-term contracts allow less time for carriers to recover subsidies.

Subscribers are increasingly bringing their own devices or keeping their existing devices longer and therefore may not enter into term contracts for wireless services. This may negatively impact our subscriber churn, but may create gross addition subscriber opportunities as a result of increased churn from other carriers. This also may negatively impact the monthly service fees charged to subscribers.

Wireless providers are collaborating with OTT services to offer their customers unique, value-added benefits and service options.

Mobile commerce continues to increase as more devices and platforms adopt secure technology to facilitate wireless transactions.

CABLE TRENDS

Technology advancement, non-traditional competitors, consumer behaviours, and regulatory advancement are key areas influencing Cable. The Internet and social media are increasingly being used as a substitute for wireline telephone services, and televised content is increasingly available online. Downward Television tier migration (cord shaving) and Television cancellation with the intent of substitution (cord cutting) appear to be on the rise with increased adoption of OTT services, such as Apple TV, Netflix, and Android-based TV boxes. The CRTC’s decision to lower wholesale Internet access rates may also adversely affect companies that wholesale Internet services.

Broadcast television technology continues to improve with 4K TV broadcasts, and high dynamic range (HDR) for higher resolution and improved video image colour and saturation.

The CRTC Basic Telecommunications Services decision established several criteria to improve Internet access for Canadian residents and businesses. As a result, the CRTC believes fixed broadband subscribers should have access to speeds of at least 50 Mbps download and 10 Mbps upload, and access to a service with an unlimited data allowance.

Our digital cable and VoIP telephony services compete with competitor IPTV deployments and non-facilities-based service providers, respectively, which continue to increase competitive intensity that have and may continue to negatively impact the industry.

Cable and wireline companies are expanding their service offerings to include faster broadband Internet. Canadian companies, including Rogers, are increasingly offering download speeds of 1 Gbps and Internet offerings with unlimited bandwidth. Consumers are demanding ever-faster speeds for streaming online media, playing online video games, and for their ever-growing number of connected devices. In order to help facilitate these speeds, cable and wireline companies are shifting their networks towards higher speed and capacity Data Over Cable Service Interface Specifications (DOCSIS) 3.1 and fibre-to-the-home (FTTH) technologies. These technologies provide faster potential data communication speeds, allowing both television and Internet signals to reach consumers more quickly in order to sustain reliable speeds to address the increasing number of Internet-capable devices.

Our enterprise customers use fibre-based access and cloud computing to capture and share information in more secure and accessible environments. This, combined with the rise of multimedia and Internet-based business applications, is driving exponential growth in data demand.

Enterprises and all levels of government are transforming data centre infrastructure by moving toward virtual data storage and hosting. This is driving demand for more advanced network functionality, robust, scalable services, and supportive dynamic network infrastructure.

Canadian wireline companies are dismantling legacy networks and investing in next generation platforms and data centres that combine voice, data, and video solutions onto a single distribution and access platform. As next generation platforms become more popular, our competition will begin to include systems integrators and manufacturers.

Our enterprise customers are using third parties to increase security for their data and information to address cyber threats and other information security risks.

Devices and machines are becoming more interconnected and there is more reliance on the Internet and other networks to facilitate updates and track usage.

MEDIA TRENDS

Consumer demand for digital media, mobile devices, and on-demand content is increasing and media products, such as magazines, have experienced significant digital uptake, requiring industry players to increase their efforts in digital content and capabilities in order to compete. This trend is also causing advertisers to shift their spending from conventional TV and print publishing to digital platforms.

Competition has changed and traditional media assets in Canada are increasingly being controlled by a small number of competitors with significant scale and financial resources. Technology has allowed new entrants and even individuals to become media players in their own right.

Some players have become more vertically integrated across both traditional and emerging platforms. Relationships between providers and purchasers of content have become more complex. Global aggregators have also emerged and are competing for both content and viewers.

Access to live sports and other premium content has become even more important for acquiring and retaining audiences that in turn attract advertisers and subscribers. Therefore, ownership of content and/or long-term agreements with content owners has also become increasingly important to media companies. Leagues, teams, and networks are also experimenting with the delivery of live sports content through online, social, and virtual platforms, while non-traditional sports are also growing in mindshare.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 33

MANAGEMENT’S DISCUSSION AND ANALYSIS

Our Strategy, Key Performance Drivers, and Strategic Highlights

As part of our overall strategy and related priorities, we set corporate objectives each year to measure progress on our long-term strategic priorities and address short-term opportunities and risks.

OUR STRATEGIC PRIORITIES

Our refocused strategy builds on our many strengths, including our unique mix of network and media assets. Our focus is clear: deliver a best-in-class customer experience, grow the core business, and deliver industry-leading shareholder value.

To achieve these goals, our strategic priorities are as follows:

• |  | Create best-in-class customer experiences by putting our customers first in everything we do;

• |  | Invest in our networks and technology to deliver leading performance and reliability;

• |  | Deliver innovative solutions and compelling content that our customers will love;

• |  | Drive profitable growth in all the markets we serve;

• |  | Develop our people and a high performance culture; and

• |  | Be a strong, socially responsible leader in our communities across Canada.

CREATE BEST-IN-CLASS CUSTOMER EXPERIENCES BY PUTTING OUR CUSTOMERS FIRST IN EVERYTHING WE DO

Everything starts and ends with our customer, so improving their experience is core to our strategy. We obsess over our customers’ end-to-end service experiences by listening carefully to the voice of our customers and the voice of our front-line. We will continue to focus on making things clear, simple, and fair for our customers while we continue building our digital capabilities so our customers have reliable and consistent experiences across our channels.

INVEST IN OUR NETWORKS AND TECHNOLOGY TO DELIVER LEADING PERFORMANCE AND RELIABILITY

We believe that networks are the lifeblood of our business and world-class performance is critical to our future. Our plan is to deliver high-performing, worry-free network services with a focus on core performance and reliability. Our investments in our cable network will allow us to continue to improve Cable Internet performance and reliability. Accelerated investments in our wireless network will ensure we keep up with our customers’ growing data demands while accelerating our move to 4.5G and setting the stage for a smooth evolution to 5G.

DELIVER INNOVATIVE SOLUTIONS AND COMPELLING CONTENT THAT OUR CUSTOMERS WILL LOVE

Innovation has always been a part of our DNA. We strive to deliver compelling products and innovative solutions to our customers that make their lives easier. We will do this by leveraging proven technologies and remarkable innovations from across the globe, making them more cost-effective for us.

Rogers has some of the most sought-after media assets in Canada, with a deep roster of leading sports assets, top radio stations, iconic magazines, and award-winning television programming. Canadians expect to be able to consume the content they want, when and where they want. We will continue to invest in delivering the content our audiences value and want most, delivered on their screens of choice.

DRIVE PROFITABLE GROWTH IN ALL THE MARKETS WE SERVE

The overarching goal of our strategy is to accelerate revenue growth in a sustainable way and translate it into strong margins, profit, free cash flow, an increasing return on assets, and returns to shareholders. Therefore, we will focus on our core growth drivers while developing a strong capability in cost management to support investments that will fuel our future.

DEVELOP OUR PEOPLE AND A HIGH PERFORMANCE CULTURE

Our people and our culture are the heart and soul of our success, and their passion for our customers and our company is truly incredible. Our strategy is to invest more in our people through training and development programs and to establish clear accountabilities for all employees. We are working to strengthen our employment brand and to make Rogers a top employer known for attracting and retaining the best talent. This means fostering an open, trusting, and diverse workplace grounded in accountability and performance.

BE A STRONG, SOCIALLY RESPONSIBLE LEADER IN OUR COMMUNITIES ACROSS CANADA

Giving back where we live and work is an important part of who we are. Our goal is to be a relevant and respected community leader in each region of our country. This means leveraging our strong local teams to become active and engaged volunteers in our communities and to deliver a strong, regionally empowered program.

34 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

2017 OBJECTIVES

For 2017, we set forth the following objectives related to our refocused strategic priorities.

|  | Strategic Priority |  | 2017 Objectives |  |
|  | Create best-in-class customer experiences by putting our customers first in everything we do |  | Foster good relationships and obtain positive feedback from our customers through continual improvements to our customer service with a focus on self-serve |  |
|  | Invest in our networks and technology to deliver leading performance and reliability |  | Continue to grow our leadership in Wireless and Internet, and set forth developments to reclaim a sound position in video |  |
|  | Deliver innovative solutions and compelling content that our customers will love |  | Maintain our status as the number-one sports media brand in Canada and leverage that status across our different platforms |  |
|  | Drive profitable growth in all the markets we serve |  | Achieve our 2017 financial targets while at the same time investing to support future growth |  |
|  |  |  | Utilize our enterprise-grade networks and introduce new products to gain market share in the business market |  |
|  | Develop our people and a high performance culture |  | Invest in our employees’ futures, in part so they say they are proud to work for us, and to enhance employee engagement |  |

KEY PERFORMANCE DRIVERS AND 2017 STRATEGIC HIGHLIGHTS

The following achievements display the progress we made towards meeting our refocused strategic priorities and the objectives we set along with them, as discussed above.

CREATE BEST-IN-CLASS CUSTOMER EXPERIENCES BY PUTTING OUR CUSTOMERS FIRST IN EVERYTHING WE DO

• |  | Attracted our highest number of postpaid net additions and realized our lowest annual postpaid churn rate since 2010.

• |  | Introduced Data Bytes for Fido mobile, giving new and existing Fido Pulse plan customers an additional hour of data, five times per billing cycle, at no extra charge. With this feature, customers can activate their data session and start streaming, searching, and sharing, worry-free.

• |  | Launched Stream Saver, part of our worry-free data management objective that allows users to get more out of their data plan by switching video streaming settings between high definition and standard definition.

• |  | Launched Social Media Security by Rogers, a cloud-based solution that allows Canadian businesses to better safeguard their social media accounts.

• |  | Announced we are tying 50% of our 2018 company-wide bonus plan to the achievement of certain customer metrics.

INVEST IN OUR NETWORKS AND TECHNOLOGY TO DELIVER LEADING PERFORMANCE AND RELIABILITY

• |  | Augmented sections of our existing LTE network with 4.5G technology investments that are designed to migrate to a 5G environment.

• |  | Initiated a program to upgrade our hybrid fibre-coaxial infrastructure with additional fibre deployments and further DOCSIS technology enhancements. This program will lower the number of homes passed per node, will incorporate the latest technologies to help deliver more bandwidth and an even more reliable customer experience, and will lay the foundation to evolve to FTTH.

• |  | Launched LTE-Advanced (LTE-A) service in many communities in Manitoba, including Winnipeg, Brandon, Portage La Prairie, Churchill, and more. We also expanded other cellular services in Manitoba.

• |  | Expanded LTE wireless service in Alberta; expanded LTE wireless service and implemented network improvements in several communities across British Columbia.

• |  | Extended our 700 MHz LTE network reach to 92% of Canada’s population and extended our overall LTE coverage to 96% of the population.

• |  | Recognized as the fastest ISP in both Ontario and Canada between July 2016 and May 2017, according to PCMag’s Speed Index.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 35

MANAGEMENT’S DISCUSSION AND ANALYSIS

DELIVER INNOVATIVE SOLUTIONS AND COMPELLING CONTENT THAT OUR CUSTOMERS WILL LOVE

• |  | For the third consecutive year, Sportsnet was ranked Canada’s number-one sports media brand and Canada’s number-one specialty network.

• |  | Successfully completed the third year of our exclusive 12-year national NHL Agreement while bringing the NHL to more Canadians than ever before, with our 2016-2017 NHL season being our most successful NHL season to date.

• |  | Extended, for seven additional years, our sublicensing arrangement with CBC for English broadcasts of Hockey Night in Canada and the Stanley Cup playoffs, beginning with the 2019-2020 season. CBC will continue to broadcast nationally-televised regular season games on Saturday night, plus all four rounds of the Stanley Cup playoffs.

• |  | Achieved excellent radio ratings across Canada, including 98.1 CHFI and 680 NEWS in Toronto, where they were the city’s number-one radio and news stations, respectively, for the key demographic between ages 25 and 54.

• |  | Added four new 4K services to our existing lineup, allowing our customers to watch some of the world’s biggest artists, concerts, movies, and events in 4K, in addition to more than 100 Toronto Blue Jays, NHL, and NBA games.

• |  | Launched OMNI Regional across the country, a new television service providing Canada’s diverse language communities with access to vital news and information programming.

• |  | Launched CityNews in Edmonton and Winnipeg, and announced upcoming CityNews launches in Vancouver, Calgary, and Montreal, offering a fresh approach to local news that provides viewer-based content with original stories that reflect these communities.

DRIVE PROFITABLE GROWTH IN ALL THE MARKETS WE SERVE

• |  | 100% achievement of our 2017 guidance on selected full-year metrics. See “Financial and Operating Guidance” for more information.

• |  | Adjusted operating profit margin expansion of 80 basis points. This increase was primarily driven by Wireless, with a 50 basis point expansion, and Cable, with an 80 basis point expansion.

• |  | Achieved our best annual Wireless service revenue growth and adjusted operating profit growth since 2009.

DEVELOP OUR PEOPLE AND A HIGH PERFORMANCE CULTURE

• |  | Achieved an employee engagement score of 79%.

• |  | Recognized in November 2017, for the fifth year in a row, as one of Canada’s Top 100 Employers for 2018, and in January 2017, for the eighth year in a row, as a Top Employer for Young People, by the editors of Canada’s Top 100 Employers.

• |  | Selected as one of Canada’s Best Diversity Employers for 2017, for the fifth year in a row, in a report released by Mediacorp Inc. in March 2017, in recognition of our efforts to promote diversity and inclusion in the workplace.

• |  | Named one of Canada’s Greenest Employers for 2017, for the fifth year in a row, by the editors of Canada’s Top 100 Employers in April 2017.

• |  | Named one of the 50 Best Corporate Citizens in Canada by Corporate Knights in June 2017, an award that recognizes employers that incorporate social, economic, and ecological benefits and costs in their normal course of business.

BE A STRONG, SOCIALLY RESPONSIBLE LEADER IN OUR COMMUNITIES ACROSS CANADA

• |  | Invested $64 million in our communities through cash and in-kind donations to various charitable organizations and causes.

• |  | Launched the Ted Rogers Scholarship Fund and awarded 307 scholarships through our community partners and to dependents of our hard-working employees. This program also included 65 grants to community organizations across the country that provide innovative and educational programs for youth.

• |  | Released Rogers’ 2017 Transparency Report, which outlines how we share customer information in response to requests from legal authorities. We are committed to protecting our customers’ privacy and fulfilling our obligation as a good corporate citizen to follow the law and contribute to public safety.

• |  | Launched a new annual employee giving campaign, Give Together Month, where Rogers matched employee donations to the charity of their choice, up to $1,000 each. In total, $2.2 million was raised.

• |  | Expanded Connected for Success, a program offering access to affordable, high-speed Internet to 150,000 low-income Canadian households through 200 subsidized housing partners across our cable footprint.

36 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

2018 OBJECTIVES

|  | Strategic Priority |  | 2018 Objectives |  |
|  | Create best-in-class customer experiences by putting our customers first in everything we do |  | Improve our end-to-end customer experience by improving critical end-to-end processes; investing in multi-channel capabilities; simplifying frontline tools; and delivering online tools and apps to improve our customers’ experiences |  |
|  | Invest in our networks and technology to deliver leading performance and reliability |  | Deliver improved network performance and system stability by improving the performance and reliability of both our wireless and cable networks |  |
|  | Deliver innovative solutions and compelling content that our customers will love |  | Deliver solutions that will grow our core business through a smooth launch of Ignite TV and the delivery of other innovative content solutions and compelling content |  |
|  | Drive profitable growth in all the markets we serve |  | Achieve our 2018 financial targets while at the same time investing to support future growth and driving a focus on cost management and margin improvement |  |
|  | Develop our people and a high performance culture |  | Make Rogers one of the best places to work in Canada by strengthening our employment brand; getting behind the personal and career development of our leaders and teams; improving the employee experience, especially for our frontline team; and evolving our incentive plans to drive a “customer first” culture |  |
|  | Be a strong, socially responsible leader in our communities across Canada |  | Develop a better local presence in our key regional markets through the launch of our Give Together Community Investment program; the delivery of a strong, regionally empowered program and plan; and the expansion of Internet service for all Canadians |  |

FINANCIAL AND OPERATING GUIDANCE

We provide consolidated annual guidance ranges for selected financial metrics on a consolidated basis consistent with the annual plans approved by the Board.

2017 ACHIEVEMENTS AGAINST GUIDANCE

The following table outlines guidance ranges that we had previously provided and our actual results and achievements for the selected full-year 2017 financial metrics.

(In millions of dollars, except percentages) |  | 2016 Actual |  |  | 2017 Guidance Ranges |  |  | 2017 Actual |  |  | Achievement |
Consolidated Guidance 1 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Revenue |  |  | 13,702 |  |  |  | Increase of 3% to 5% |  |  |  | 14,143 |  |  |  | 3.2% |  |  |  | ✓ |
Adjusted operating profit 2 |  |  | 5,092 |  |  |  | Increase of 5% to 6% |  |  |  | 5,379 |  |  |  | 5.6% |  |  |  | ✓ |
Capital expenditures 3 |  |  | 2,352 |  |  |  | 2,350 to 2,450 |  |  |  | 2,436 |  |  |  | n/m |  |  |  | ✓ |
Free cash flow 2 |  |  | 1,705 |  |  |  | Increase of 2% to 4% |  |  |  | 1,746 |  |  |  | 2.4% |  |  |  | ✓ |

n/m | – not meaningful

1 | The table outlines guidance ranges for selected full-year 2017 consolidated financial metrics provided in our January 26, 2017 earnings release and subsequently updated on October 19, 2017. Guidance ranges presented as percentages reflect percentage increases over 2016 actual results.

2 | Adjusted operating profit 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 not have standard meanings, so may not be a reliable way to compare us to other companies. See “Non-GAAP Measures” for information about these measures, including how we calculate them.

3 | Includes additions to property, plant and equipment net of proceeds on disposition, but does not include expenditures for spectrum licences.

2018 FULL-YEAR CONSOLIDATED GUIDANCE

For the full-year 2018, we expect steady growth in revenue and adjusted EBITDA to drive higher free cash flow, despite higher capital expenditures. In 2018, we expect to have the financial flexibility to maintain our network advantages, to further reduce debt, and to continue to return cash to shareholders.

Effective January 1, 2018, the Company will commence using adjusted earnings before interest, tax, depreciation, and amortization (adjusted EBITDA) as the key measure of profit for the purpose of assessing performance for each segment and to make decisions about the allocation of resources. As such, we plan to introduce adjusted EBITDA as a new non-GAAP measure in our financial reports commencing January 1, 2018. This measure will replace our existing adjusted operating profit non-GAAP measure. We believe adjusted EBITDA better reflects segment and consolidated profitability. The difference between adjusted operating profit and adjusted EBITDA is that adjusted EBITDA will include stock-based compensation expense. We also believe that our decision-making processes will not be significantly affected through the use of adjusted EBITDA. Additionally, use of this measure will change our current definition of free cash flow. For detailed reconciliations, please see “Non-GAAP Measures”.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 37

MANAGEMENT’S DISCUSSION AND ANALYSIS

(In millions of dollars, except percentages) |  | 2017 Actual |  |  | 2018 Guidance Ranges based on a comparable basis prior to the adoption of IFRS 15 1 |
Consolidated Guidance |  |  |  |  |  |  |  |
Revenue |  |  | 14,143 |  |  |  | Increase of 3% to 5% |
Adjusted EBITDA 2 |  |  | 5,318 |  |  |  | Increase of 5% to 7% |
Capital expenditures 3 |  |  | 2,436 |  |  |  | 2,650 to 2,850 |
Free cash flow 2 |  |  | 1,685 |  |  |  | Increase of 3% to 5% |

1 | Guidance ranges presented as percentages reflect percentage increases over full-year 2017 results. 2018 amounts for purposes of assessing our performance against guidance will be calculated consistently with revenue recognition accounting policies prior to adopting IFRS 15, Revenue from contracts with customers. See “Accounting Policies” for more information.

2 | Effective January 1, 2018, free cash flow will be calculated using adjusted EBITDA as a result of our adoption of this profit measure instead of adjusted operating profit. Free cash flow presented above reflects this change. The difference between adjusted EBITDA and adjusted operating profit is that adjusted EBITDA will include stock-based compensation expense. Adjusted EBITDA 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 not have standard meanings, so may not be a reliable way to compare us to other companies. See “Non-GAAP Measures” for information about these measures, including how we calculate them.

3 | Includes additions to property, plant and equipment net of proceeds on disposition, but does not include expenditures for spectrum licences.

The above table outlines guidance ranges for selected full-year 2018 consolidated financial metrics. These ranges take into consideration our current outlook and our 2017 results and are not expected to be impacted by the adoption of IFRS 15 on January 1, 2018. The purpose of the financial outlook is to assist investors, shareholders, and others in understanding certain financial metrics relating to expected 2018 financial results for evaluating the performance of our business. This information may not be appropriate for other purposes. Information about our guidance, including the various assumptions underlying it, is forward-looking and should be read in conjunction with “About Forward-Looking Information”, “Risks and Uncertainties Affecting Our Business”, and the related disclosure and information about various economic, competitive, and regulatory assumptions, factors, and risks that may cause our actual future financial and operating results to differ from what we currently expect.

We provide annual guidance ranges on a consolidated full-year basis that are consistent with annual full-year Board-approved plans. Any updates to our full-year financial guidance over the

course of the year would only be made to the consolidated guidance ranges that appear above.

Key underlying assumptions

Our 2018 guidance ranges above are based on many assumptions including, but not limited to, the following material assumptions for the full-year 2018:

• |  | continued intense competition in all segments in which we operate, consistent with our experience during the full-year 2017;

• |  | a substantial portion of our US dollar-denominated expenditures for 2018 is hedged at an average exchange rate of $1.30/US$;

• |  | key interest rates remain relatively stable throughout 2018;

• |  | no significant additional legal or regulatory developments, shifts in economic conditions, or macro changes in the competitive environment affecting our business activities. We note that regulatory decisions expected during 2018 could materially alter underlying assumptions around our 2018 Wireless, Cable, and/or Media results in the current and future years, the impacts of which are currently unknown and not factored into our guidance;

• |  | Wireless customers continue to adopt, and upgrade to, higher-value smartphones at similar rates in 2018 compared to 2017 and a similar proportion of customers remain on term contracts;

• |  | overall wireless market penetration in Canada grows in 2018 at a similar rate as in 2017;

• |  | our relative market share in Wireless and Cable is not negatively impacted by changing competitive dynamics;

• |  | continued subscriber growth in Wireless and Cable Internet; a decline in Cable Television subscribers; and a relatively stable Phone subscriber base;

• |  | Ignite TV launches in 2018;

• |  | in Media, continued growth in sports and declines in certain traditional media businesses; and

• |  | with respect to the increase in capital expenditures:

| • |  | we continue to invest appropriately to ensure we have competitive wireless and cable networks through (i) building a 4.5G to 5G wireless network and (ii) upgrading our hybrid fibre-coaxial network to lower the number of homes passed per node, utilize the latest technologies, and deliver an even more reliable customer experience; and

| • |  | we continue to make expenditures related to the launch of Ignite TV in 2018.

38 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

Capability to Deliver Results

LEADING NETWORKS

WIRELESS

Rogers has one of the most extensive and advanced wireless networks in Canada, which:

• |  | was the first LTE high-speed network in Canada;

• |  | reached 96% of the Canadian population as at December 31, 2017 on our LTE network alone;

• |  | is supported by voice and data roaming agreements with international carriers in more than 200 destinations, including a growing number of LTE roaming operators; and

• |  | includes network sharing arrangements with three regional wireless operators that operate in urban and rural parts of Canada.

We are continuously enhancing our IP service infrastructure for all our wireless services. Advances in technology have transformed the ways in which our customers interact and use the variety of tools available to them in their personal and professional lives. Technology has also changed the way businesses operate.

We are augmenting our existing LTE network with 4.5G technology investments that are designed to migrate to a 5G environment. We

will increase our 5G-related trials across key applications and multiple frequencies in 2018. A number of investments will be required to successfully launch a 5G network, including:

• |  | refarming spectrum currently used for 2G and 3G to LTE;

• |  | densifying our wireless network with macro and small cells in key markets; and

• |  | purchasing 5G-ready radio network equipment with lower unit and operational costs, the ability to aggregate more radio carriers, and greater spectral efficiency.

Significant spectrum position

Our wireless services are supported by our significant wireless spectrum holdings in both high-band and low-band frequency ranges. As part of our network strategy, we expect to continue making significant capital investments in spectrum to:

• |  | support the rapidly growing usage of wireless data services;

• |  | support the launch of a 5G-capable network; and

• |  | introduce new innovative network-enabled features and functionality.

Our spectrum holdings as at December 31, 2017 include:

Type of spectrum |  | Rogers licence |  | Who it supports
700 MHz |  | 24 MHz in Canada’s major geographic markets, covering 92% of the Canadian population. |  | 4G / 4.5G LTE subscribers.
850 MHz |  | 25 MHz across Canada. |  | 2G GSM, 3.5G HSPA+, and 4G / 4.5G LTE subscribers.
1900 MHz |  | 60 MHz in all areas of Canada except 40 MHz in northern Quebec, 50 MHz in southern Ontario, and 40 MHz in the Yukon, Northwest Territories, and Nunavut. |  | 2G GSM, 3.5G HSPA+, and 4G / 4.5G LTE subscribers.
AWS 1700/2100 MHz |  | 40 MHz in British Columbia and Alberta, 30 MHz in southern Ontario, an additional 10 MHz in the Greater Toronto Area, and 20 MHz in the rest of Canada. |  | 4G / 4.5G LTE subscribers.
2500 MHz |  | 40 MHz FDD across Canada and an additional 20 MHz TDD in key population areas in Quebec, Ontario, and British Columbia. |  | 4G / 4.5G LTE subscribers.

We also have access to additional spectrum through the following network sharing agreements:

Type of spectrum |  | Kind of venture |  | Who it supports
2.3 GHz/3.5 GHz range |  | Inukshuk Wireless Partnership is a joint operation with BCE Inc. in which Rogers holds a 50% interest. Inukshuk holds 30 MHz (of which 20 MHz is usable) of FDD 2.3 GHz spectrum primarily in eastern Canada, including certain population centres in southern and eastern Ontario, southern Quebec, and smaller holdings in New Brunswick, Manitoba, Alberta, and British Columbia. Inukshuk also holds 3.5 GHz TDD licences (between 50-175 MHz) in most of the major population centres across Canada. The current fixed wireless LTE national network utilizes the jointly held 2.3 GHz and 3.5 GHz spectrum bands. |  | Mobile and fixed wireless subscribers.
850 MHz, 1900 MHz AWS spectrum, |  | Three network-sharing arrangements to enhance coverage and network capabilities: |  |
700 MHz |  | • with Bell MTS, which covers 98% of the population across Manitoba; |  | 3.5G / 4G HSPA+, 4G LTE subscribers.
|  | • with TBayTel, that covers the combined base of customers in northwestern Ontario; and |  | 3.5G / 4G HSPA+, 4G LTE subscribers.
|  | • with Quebecor (Videotron) to provide LTE services across the province of Quebec and Ottawa. |  | 3.5G / 4G LTE subscribers.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 39

MANAGEMENT’S DISCUSSION AND ANALYSIS

CABLE

Our expansive fibre and hybrid fibre-coaxial infrastructure delivers services to consumers and businesses in Ontario, New Brunswick, and on the island of Newfoundland. We also operate a transcontinental, facilities-based fibre-optic network that extends over 48,000 route kilometres and is used to service enterprise customers, including government and other telecommunications service providers. We also use our extensive fibre network for backhaul for wireless cell site traffic. In Canada, the network extends coast-to-coast and includes local and regional fibre, transmission electronics and systems, hubs, points of presence, and IP routing and switching infrastructure. The network also extends to the US from Vancouver south to Seattle; from the Manitoba-Minnesota border through Minneapolis, Milwaukee, and Chicago; from Toronto through Buffalo; and from Montreal through Albany to New York City and Ashburn, allowing us to connect Canada’s largest markets, while also reaching key US markets for the exchange of data and voice traffic.

The network is structured to optimize performance and reliability and to allow for the simultaneous delivery of video, voice, and Internet over a single platform. It is generally constructed in rings that interconnect with distribution hubs, providing redundancy to minimize disruptions that can result from fibre cuts and other events.

Homes and commercial buildings are connected to our network through hybrid fibre-coaxial (HFC) nodes or FTTH. We connect the HFC node to the network using fibre optic cable and the home to the node using coaxial cable or fibre. Using 860 MHz and 750 MHz of shared cable spectrum in Ontario and Atlantic Canada, respectively, we deliver video, voice, and broadband services to our customers. Hybrid fibre-coaxial node segmentation increases bandwidth per home passed by reducing the number of customers that share the cable spectrum.

We continually upgrade the network to improve capacity, enhance performance and reliability, reduce operating costs, and introduce new features and functionality. Our investments are focused on:

• |  | further segmenting our network nodes to reduce the number of homes sharing spectrum in each node;

• |  | improving video signal compression by moving to more advanced video protocols;

• |  | improving channel and on-demand capacity through switched digital video; and

• |  | increasing the FTTH footprint by connecting more homes directly to fibre.

In early 2016, we completed the transition of customers receiving television signals over our analog broadcast channels to all-digital services, freeing up significant cable network capacity for additional features and services. This migration strengthened the customer experience and, in addition to allowing us to reclaim significant amounts of network capacity, enabled us to reduce future network operating and maintenance costs.

Broadband Internet service is provided using a DOCSIS CCAP 3.0/3.1 platform, which combines multiple radio frequency channels onto one access point at the customer premise, delivering exceptional performance. The bandwidth of our Internet service offerings has increased 55-fold in the last 10 years as we bring new technologies to market when they become available.

This track record of investing in our networks and demonstrating the capability to deploy best-in-class service is one of our key strategies for ensuring that we stay competitive with other service providers that provide Internet service into homes and businesses over copper facilities. By the end of 2016, 100% of our cable network had been upgraded to DOCSIS CCAP technology supporting DOCSIS 3.1 and Ignite Gigabit Internet.

In 2018, we will begin evolving our cable network to a passive HFC architecture with nodes serving small groups of customers. This architecture will provide the foundation for subsequent generations of DOCSIS, including Remote PHY and Full Duplex DOCSIS, both of which will continue to expand the capabilities and capacity of our cable HFC network. Over time, this next generation architecture is expected to support synchronous upload and download speeds of up to 10 gigabits per second.

We continue to invest in and improve our cable network; for example, with technology to support gigabit Internet speeds, Ignite TV, Rogers 4K TV, our 4K PVR set-top box, and a significant commitment to live broadcasting in 4K, including all regular season Toronto Blue Jays home games for 2018 and numerous NHL and NBA games.

Voice-over-cable telephony services are currently provided over a dedicated DOCSIS network. Our offerings ensure a high quality of service by including geographic redundancy as well as network and customer premise backup powering. Our phone service includes a rich set of features, such as TV Call Display, three-way calling, and advanced voicemail features that allow customers to be notified of, and listen to, their home voicemail on their wireless phone or over the Internet.

We own and operate some of the most advanced networks and data centres in Canada. We leverage our national fibre, cable, and wireless networks and data centre infrastructure to enable businesses to deliver greater value to their customers through proactive network monitoring and problem resolution with enterprise-level reliability, security, and performance. Our primary and secondary Network Operation Centres proactively monitor Rogers’ networks to mitigate the risk of service interruptions and allow for rapid responses to any outages.

Our data centres provide guaranteed uptime and expertise in collocation, cloud, and managed services solutions. We own and operate 16 state-of-the-art, highly reliable, certified data centres across Canada, including:

• |  | Canada’s first Tier III Design and Construction certified multi-tenant facility, opened in 2012 in Toronto;

• |  | Alberta’s first Tier III certified data centre, opened in 2014; and

• |  | a third Tier III certified data centre in Ottawa, opened in 2015.

POWERFUL BRANDS

The Rogers brand has strong national recognition through our:

• |  | established networks;

• |  | extensive distribution;

• |  | recognizable media content and programming;

• |  | advertising;

• |  | event sponsorships, including the Rogers Cup;

• |  | community investment, including the Ted Rogers Scholarship Fund; and

• |  | naming rights to some of Canada’s landmark buildings.

40 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

We also own or utilize some of Canada’s most recognized brands, including:

• |  | the wireless brands of Rogers, Fido, and chatr;

• |  | 25 TV stations and specialty channels, including Sportsnet, FX (Canada) and FXX (Canada), OMNI, and City;

• |  | publications, including Maclean’s, Chatelaine, Today’s Parent, Flare, and Hello! Canada;

• |  | 55 radio stations, including 98.1 CHFI, 680 NEWS, Sportsnet The FAN, KiSS, JACK FM, and SONiC;

• |  | major league sports teams, including the Toronto Blue Jays, and teams owned by MLSE, such as the Toronto Maple Leafs, the Toronto Raptors, Toronto FC and the Toronto Argonauts;

• |  | an exclusive 12-year agreement with the NHL, which runs through the 2025-2026 season, that allows us to deliver unprecedented coverage of professional hockey in Canada; and

• |  | TSC, a premium online and TV shopping retailer.

WIDESPREAD PRODUCT DISTRIBUTION

WIRELESS

We distribute our wireless products nationally using various channels, including:

• |  | an extensive independent dealer network;

• |  | company-owned Rogers, Fido, and chatr retail stores;

• |  | major retail chains and convenience stores;

• |  | other distribution channels, such as WOW! mobile boutique, as well as Wireless Wave and TBooth Wireless through our ownership interest in Glentel;

• |  | customer self-serve using rogers.com, fido.ca, chatrwireless.com, and e-commerce sites;

• |  | our call centres; and

• |  | outbound telemarketing.

CABLE

We distribute our residential cable products using various channels, including:

• |  | company-owned Rogers and Fido retail stores;

• |  | customer self-serve using rogers.com and fido.ca;

• |  | our call centres, outbound telemarketing, and door-to-door agents; and

• |  | major retail chains.

Our sales team and third-party retailers sell services to the enterprise, public sector, and carrier wholesale markets. An extensive network of third-party channel distributors deals with IT integrators, consultants, local service providers, and other indirect sales relationships. This diverse approach gives greater breadth of coverage and allows for strong sales growth for next generation services.

FIRST-CLASS MEDIA CONTENT

We deliver highly sought-after sports content enhanced by the following initiatives:

• |  | an exclusive 12-year agreement with the NHL, which runs through the 2025-2026 season, that allows us to deliver unprecedented coverage of professional hockey in Canada across television, smartphones, tablets, and the Internet;

• |  | Rogers NHL LIVE, an online OTT destination for enhancing NHL action on any screen;

• |  | GamePlus, an innovative and interactive experience within Rogers NHL LIVE that includes enhanced camera angles, exclusive interviews and analysis, and original video-on-demand content;

• |  | Rogers Hometown Hockey Tour, which brings hockey-themed festivities and outdoor viewing parties to 24 communities across Canada over the 2017-2018 NHL season;

• |  | the MLB Network, a 24-hour network dedicated to baseball, brought to Canada for the first time on Rogers digital cable;

• |  | an 8-year, multi-platform broadcast rights agreement with MLB Properties and MLB Advanced Media to show live and in-progress games and highlights within Canada through 2021;

• |  | a 10-year, multi-platform agreement that commenced in August 2014, which makes Rogers the exclusive wholesaler and a distributor of World Wrestling Entertainment’s (WWE) flagship programming in Canada; and

• |  | exclusive broadcasting and distribution rights of the Toronto Blue Jays through our ownership of the team.

CUSTOMER EXPERIENCE

We are committed to providing our customers with the best experience possible. To do this, we have invested in several areas to make it easier and more convenient for customers to interact with us, such as:

• |  | contact centres located throughout Canada;

• |  | an innovative Integrated Voice Response (IVR) system that can take calls in four languages, including English, French, Mandarin, and Cantonese;

• |  | voice authentication technology across all of our call centres that automatically identifies our customers by their voice, increasing security and protecting customers from potential fraud;

• |  | self-serve options, including:

| • |  | the ability for Fido and Rogers consumer customers to complete price plan changes and hardware upgrades online;

| • |  | simplified login, allowing Fido customers to log in to their accounts online or through the Fido MyAccount app using their Facebook login credentials, eliminating the need to remember multiple login credentials and making self-service easier to access;

| • |  | the ability for customers to install their Internet and TV products at their convenience, without the need for a technician visiting their residence; and

| • |  | Rogers EnRoute, a tool that gives customers the ability to track on their phone when a technician will arrive for an installation or service call;

• |  | customer care available over Facebook Messenger, Twitter, and online chat through our websites;

• |  | Family Data Manager, a data manager tool, and Data Top Ups, both of which allow Wireless customers to manage and customize their data usage in real-time through MyRogers;

• |  | Fido Data Bytes, which grant Fido Pulse customers an additional hour of data, five times per billing cycle, at no extra charge;

• |  | a simple mobile bill, making it easier for customers to read and understand their monthly charges; and

• |  | Roam Like Home and Fido Roam, worry-free wireless roaming allowing Canadians to use their wireless plan like they do at home when traveling to included destinations.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 41

MANAGEMENT’S DISCUSSION AND ANALYSIS

ENGAGED PEOPLE

For our team of approximately 24,500 employees, we strive to create a great workplace, focusing on all aspects of the employee experience, which include:

• |  | engaging employees and building high-performing teams through initiatives including engagement surveys and leadership development programs;

• |  | aiming to attract and retain top talent through effective training and development, performance-driven employee recognition programs, and career progression programs for front-line employees;

• |  | maintaining our commitment to diversity and inclusion; and

• |  | providing a safe, collaborative, and agile workplace that provides employees the tools and training to be successful.

FINANCIAL STRENGTH AND FLEXIBILITY

We have an investment-grade balance sheet, conservative debt leverage, and substantial available liquidity of $2,650 million as at December 31, 2017. Our capital resources consist primarily of cash provided by operating activities, available lines of credit, funds available under our accounts receivable securitization and US dollar-denominated commercial paper (US CP) programs, and issuances of long-term debt. We also own approximately $1,465 million of marketable equity securities in publicly-traded companies as at December 31, 2017.

The following information is forward-looking and should be read in conjunction with “About Forward-Looking Information”, “Financial and Operating Guidance”, “Risks and Uncertainties Affecting Our Business”, and our other disclosures about various economic, competitive, and regulatory assumptions, factors, and risks that could cause our actual future financial and operating results to differ from those currently expected.

Similar to 2017, we anticipate generating positive free cash flow in 2018. We expect that we will have sufficient capital resources to satisfy our cash funding requirements in 2018, including the funding of dividends on our common shares, repayment of maturing long-term debt, and other financing activities, investing activities, and other requirements. This takes into account our opening bank advance balance, cash provided by operating activities, the amount available under our $3.2 billion bank credit facility, our accounts receivable securitization program, our US CP program, and funds available to us from the issuance of other bank, publicly issued, or private placement debt from time to time. As at December 31, 2017, there were no significant restrictions on the flow of funds between RCI and its subsidiary companies.

We believe we can satisfy foreseeable additional funding requirements by issuing additional debt financing, which, depending on market conditions, could include restructuring our existing bank credit and letter of credit facilities, entering into new bank credit facilities, issuing public or private long-term or short-term debt, amending the terms of our accounts receivable securitization or US CP programs, or issuing equity. We may also opportunistically refinance a portion of existing debt depending on market conditions and other factors. There is no assurance, however, that these financing initiatives will or can be done as they become necessary.

HEALTHY TRADING VOLUMES AND DIVIDENDS

Our RCI Class B Non-Voting common shares (Class B Non-Voting Shares) actively trade on the TSX and NYSE with a combined average daily trading volume of approximately 1.2 million shares in 2017. In addition, our RCI Class A Voting common shares (Class A Shares) trade on the TSX. Dividends are the same, at the discretion of the Board, on both classes of shares. In 2017, each share paid an annualized dividend of $1.92.

42 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

2017 Financial Results

See “Accounting Policies” in this MD&A and the notes to our 2017 Audited Consolidated Financial Statements for important accounting policies and estimates as they relate to the following discussion.

We use several key performance indicators to measure our performance against our strategy and the results of our peers and

competitors. Many of these are not defined terms under IFRS and should not be considered alternative measures to net income or any other financial measure of performance under IFRS. See “Key Performance Indicators” and “Non-GAAP Measures” for more information.

SUMMARY OF CONSOLIDATED RESULTS

|  | Years ended December 31 |
(In millions of dollars, except margins and per share amounts) |  | 2017 |  |  | 2016 |  |  | % Chg |
Revenue |  |  |  |  |  |  |  |  |  |  |  |
Wireless |  |  | 8,343 |  |  |  | 7,916 |  |  |  | 5 |
Cable |  |  | 3,466 |  |  |  | 3,449 |  |  |  | – |
Business Solutions |  |  | 387 |  |  |  | 384 |  |  |  | 1 |
Media |  |  | 2,153 |  |  |  | 2,146 |  |  |  | – |
Corporate items and intercompany eliminations |  |  | (206 | ) |  |  | (193 | ) |  |  | 7 |
Revenue |  |  | 14,143 |  |  |  | 13,702 |  |  |  | 3 |
Total service revenue 1 |  |  | 13,560 |  |  |  | 13,027 |  |  |  | 4 |
Adjusted operating profit 2 |  |  |  |  |  |  |  |  |  |  |  |
Wireless |  |  | 3,561 |  |  |  | 3,285 |  |  |  | 8 |
Cable |  |  | 1,709 |  |  |  | 1,674 |  |  |  | 2 |
Business Solutions |  |  | 128 |  |  |  | 123 |  |  |  | 4 |
Media |  |  | 139 |  |  |  | 169 |  |  |  | (18 | )
Corporate items and intercompany eliminations |  |  | (158 | ) |  |  | (159 | ) |  |  | (1 | )
Adjusted operating profit 2 |  |  | 5,379 |  |  |  | 5,092 |  |  |  | 6 |
Adjusted operating profit margin 2 |  |  | 38.0% |  |  |  | 37.2% |  |  |  | 0.8 pts |
Net income |  |  | 1,711 |  |  |  | 835 |  |  |  | 105 |
Basic earnings per share |  | $ | 3.32 |  |  | $ | 1.62 |  |  |  | 105 |
Diluted earnings per share |  | $ | 3.31 |  |  | $ | 1.62 |  |  |  | 104 |
Adjusted net income 2 |  |  | 1,821 |  |  |  | 1,481 |  |  |  | 23 |
Adjusted basic earnings per share 2 |  | $ | 3.54 |  |  | $ | 2.88 |  |  |  | 23 |
Adjusted diluted earnings per share 2 |  | $ | 3.52 |  |  | $ | 2.86 |  |  |  | 23 |
Capital expenditures |  |  | 2,436 |  |  |  | 2,352 |  |  |  | 4 |
Cash provided by operating activities |  |  | 3,938 |  |  |  | 3,957 |  |  |  | – |
Free cash flow 2 |  |  | 1,746 |  |  |  | 1,705 |  |  |  | 2 |

1 | As defined. See “Key Performance Indicators”.

2 | Adjusted operating profit, adjusted operating profit margin, adjusted net income, adjusted basic and diluted earnings per share, 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 not have standard meanings, so may not be a reliable way to compare us to other companies. See “Non-GAAP Measures” for information about these measures, including how we calculate them.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 43

MANAGEMENT’S DISCUSSION AND ANALYSIS

KEY CHANGES IN FINANCIAL RESULTS THIS YEAR COMPARED TO 2016

REVENUE

Wireless service revenue increased this year primarily as a result of a larger subscriber base and a greater number of subscribers on higher-rate plans from our various brands, which includes the continued adoption of higher-blended-ARPU-generating Rogers Share Everything plans.

Cable revenue increased marginally this year as the increase in Internet revenue, due to the general movement of our Internet customers to higher-end speed and usage tiers and a larger subscriber base for our Internet products was partially offset by Television subscriber losses over the past year.

Business Solutions revenue increased this year primarily as a result of the growth in on-net next generation services, including our data centre businesses, which more than offset the continued reduction in lower margin, off-net legacy revenue.

Media revenue increased marginally as a result of higher sports-related revenue driven by the strength of Sportsnet, increased sales at TSC, and higher conventional broadcast TV advertising revenue, partially offset by lower publishing-related revenue due to the strategic shift to digital media announced last year.

ADJUSTED OPERATING PROFIT

Wireless adjusted operating profit increased this year primarily as a result of the strong flow-through of service revenue growth as described above, partially offset by higher costs associated with increased subscriber volumes and costs of devices.

Cable adjusted operating profit increased this year as a result of higher revenue as described above and lower operating expenses.

Business Solutions adjusted operating profit increased this year as a result of revenue growth as described above and lower operating expenses.

Media adjusted operating profit decreased this year primarily as a result of higher Toronto Blue Jays player payroll (including the impact of foreign exchange) and higher TSC merchandise costs, partially offset by lower publishing costs due to the strategic shift and the increase in revenue as described above.

NET INCOME AND ADJUSTED NET INCOME

Net income increased this year primarily as a result of losses incurred last year related to the discontinuation of the development of our legacy IPTV product and the wind-down of shomi, higher adjusted operating profit, and lower depreciation and amortization expense, partially offset by higher income tax expense.

Adjusted net income increased this year as a result of higher adjusted operating profit and lower depreciation and amortization expense, partially offset by higher income tax expense.

44 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

WIRELESS

ROGERS IS CANADA’S LARGEST PROVIDER OF WIRELESS COMMUNICATIONS SERVICES

As at December 31, 2017, we had:

• |  | approximately 10.5 million subscribers; and

• |  | approximately 33% subscriber and revenue share of the Canadian wireless market.

WIRELESS FINANCIAL RESULTS

|  | Years ended December 31 |
(In millions of dollars, except margins) |  | 2017 |  |  | 2016 |  |  | % Chg |
Revenue |  |  |  |  |  |  |  |  |  |  |  |
Service revenue |  |  | 7,775 |  |  |  | 7,258 |  |  |  | 7 |
Equipment revenue |  |  | 568 |  |  |  | 658 |  |  |  | (14 | )
Revenue |  |  | 8,343 |  |  |  | 7,916 |  |  |  | 5 |
Operating expenses |  |  |  |  |  |  |  |  |  |  |  |
Cost of equipment 1 |  |  | 2,033 |  |  |  | 1,947 |  |  |  | 4 |
Other operating expenses |  |  | 2,749 |  |  |  | 2,684 |  |  |  | 2 |
Operating expenses |  |  | 4,782 |  |  |  | 4,631 |  |  |  | 3 |
Adjusted operating profit |  |  | 3,561 |  |  |  | 3,285 |  |  |  | 8 |
Adjusted operating profit margin as a % of service revenue |  |  | 45.8% |  |  |  | 45.3% |  |  |  | 0.5 pts |
Capital expenditures |  |  | 806 |  |  |  | 702 |  |  |  | 15 |

1 | Includes the cost of equipment revenue and direct channel subsidies.

WIRELESS SUBSCRIBER RESULTS 1

(In thousands, except churn, postpaid ARPA, and blended ARPU) |  | Years ended December 31 |
| 2017 |  |  | 2016 |  |  | Chg |
Postpaid 2 |  |  |  |  |  |  |  |  |  |  |  |
Gross additions |  |  | 1,599 |  |  |  | 1,521 |  |  |  | 78 |
Net additions |  |  | 354 |  |  |  | 286 |  |  |  | 68 |
Total postpaid subscribers 2, 3 |  |  | 8,704 |  |  |  | 8,557 |  |  |  | 147 |
Churn (monthly) |  |  | 1.20% |  |  |  | 1.23% |  |  |  | (0.03 pts | )
ARPA (monthly) |  | $ | 124.75 |  |  | $ | 117.37 |  |  | $ | 7.38 |
Prepaid |  |  |  |  |  |  |  |  |  |  |  |
Gross additions |  |  | 782 |  |  |  | 761 |  |  |  | 21 |
Net additions |  |  | 61 |  |  |  | 111 |  |  |  | (50 | )
Total prepaid subscribers 3 |  |  | 1,778 |  |  |  | 1,717 |  |  |  | 61 |
Churn (monthly) |  |  | 3.48% |  |  |  | 3.32% |  |  |  | 0.16 pts |
Blended ARPU (monthly) 2 |  | $ | 62.31 |  |  | $ | 60.42 |  |  | $ | 1.89 |

1 | Subscriber counts, subscriber churn, postpaid ARPA, and blended ARPU are key performance indicators. See “Key Performance Indicators”.

2 | Effective October 1, 2017, and on a prospective basis, we reduced our Wireless postpaid subscriber base by 207,000 subscribers to remove a low-ARPU public services customer that is in the process of migrating to another service provider. We believe adjusting our base for a customer of this size that migrates off our network provides a more meaningful reflection of the underlying organic performance of our Wireless business.

3 | As at end of period.

REVENUE

Our revenue depends on the size of our subscriber base, the revenue per user, the revenue from the sale of wireless devices, and other equipment revenue.

Service revenue

Service revenue includes revenue derived from voice and data services from:

• |  | postpaid and prepaid monthly fees;

• |  | data usage;

• |  | airtime;

• |  | long distance charges;

• |  | essential services charges;

• |  | inbound and outbound roaming charges; and

• |  | certain fees.

The 7% increase in service revenue this year was a result of:

• |  | larger postpaid and prepaid subscriber bases; and

• |  | higher blended ARPU, primarily as a result of the increased mix of subscribers on higher-rate plans from our various brands, which includes the customer-friendly Rogers Share Everything plans, and increased data usage. Our higher-rate plans typically generate higher ARPU, may allow users to pool and manage their data usage across multiple devices, and provide access to some of our other offerings, such as Roam Like Home, Fido Roam, Rogers NHL LIVE, Fido Data Bytes, and Spotify.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 45

MANAGEMENT’S DISCUSSION AND ANALYSIS

The 6% increase in postpaid ARPA was primarily a result of the continued adoption of Rogers Share Everything plans and the increasing number of lines per customer account. Customers on Share Everything plans have increasingly utilized the advantages of premium offerings and access their shareable plans with multiple devices on the same account.

The 3% increase in blended ARPU this year was primarily a result of increased service revenue as discussed above.

We believe the increases in gross and net additions to our postpaid subscriber base and the lower postpaid churn this year were results of our strategic focus on enhancing the customer experience by providing higher-value offerings, such as our Share Everything plans, improving our customer service, and continually increasing the quality of our network.

Equipment revenue

Equipment revenue (net of subsidies) includes revenue from sales to:

• |  | independent dealers, agents, and retailers; and

• |  | subscribers through fulfillment by Wireless’ customer service groups, websites, telesales, and corporate stores.

The 14% decrease in revenue from equipment revenue this year was a result of:

• |  | larger average investments in higher-blended-ARPU-generating customers who purchased devices under term contracts; and

• |  | a 3% decrease in device upgrades by existing subscribers; partially offset by

• |  | higher gross additions.

OPERATING EXPENSES

We assess operating expenses in two categories:

• |  | the cost of wireless devices and equipment; and

• |  | all other expenses involved in day-to-day operations, to service existing subscriber relationships, and to attract new subscribers.

The 4% increase in the cost of equipment this year was a result of:

• |  | a continued shift in the product mix of device sales towards higher-cost smartphones as we continue to invest in higher-blended-ARPU-generating customers; and

• |  | higher gross additions; partially offset by

• |  | the decrease in device upgrades by existing subscribers, as discussed above.

The 2% increase in other operating expenses this year was a result of:

• |  | higher service costs, as a result of our growing subscriber bases; and

• |  | higher commissions, as a result of our higher postpaid gross additions; partially offset by

• |  | various cost efficiencies and productivity initiatives.

ADJUSTED OPERATING PROFIT

The 8% increase in adjusted operating profit this year was a result of the strong flow-through of service revenue growth, partially offset by higher operating expenses, as discussed above.

46 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

CABLE

ONE OF CANADA’S LEADING PROVIDERS OF HIGH-SPEED INTERNET, CABLE TELEVISION, AND PHONE SERVICES

As at December 31, 2017, we had:

• |  | approximately 2.2 million high-speed Internet subscribers;

• |  | approximately 1.7 million Television subscribers –approximately 30% of Canadian cable television subscribers;

• |  | approximately 1.1 million Phone subscribers; and

• |  | a network passing approximately 4.3 million homes in Ontario, New Brunswick, and on the island of Newfoundland.

CABLE FINANCIAL RESULTS

|  | Years ended December 31 |
(In millions of dollars, except margins) |  | 2017 |  |  | 2016 |  |  | % Chg |
Revenue |  |  |  |  |  |  |  |  |  |  |  |
Internet |  |  | 1,606 |  |  |  | 1,495 |  |  |  | 7 |
Television |  |  | 1,501 |  |  |  | 1,562 |  |  |  | (4 | )
Phone |  |  | 353 |  |  |  | 386 |  |  |  | (9 | )
Service revenue |  |  | 3,460 |  |  |  | 3,443 |  |  |  | – |
Equipment revenue |  |  | 6 |  |  |  | 6 |  |  |  | – |
Revenue |  |  | 3,466 |  |  |  | 3,449 |  |  |  | – |
Operating expenses |  |  |  |  |  |  |  |  |  |  |  |
Cost of equipment |  |  | 2 |  |  |  | 3 |  |  |  | (33 | )
Other operating expenses |  |  | 1,755 |  |  |  | 1,772 |  |  |  | (1 | )
Operating expenses |  |  | 1,757 |  |  |  | 1,775 |  |  |  | (1 | )
Adjusted operating profit |  |  | 1,709 |  |  |  | 1,674 |  |  |  | 2 |
Adjusted operating profit margin |  |  | 49.3% |  |  |  | 48.5% |  |  |  | 0.8 pts |
Capital expenditures |  |  | 1,172 |  |  |  | 1,085 |  |  |  | 8 |

CABLE SUBSCRIBER RESULTS 1

|  | Years ended December 31 |
(In thousands) |  | 2017 |  |  | 2016 |  |  | Chg |
Internet |  |  |  |  |  |  |  |  |  |  |  |
Net additions |  |  | 85 |  |  |  | 97 |  |  |  | (12 | )
Total Internet subscribers 2 |  |  | 2,230 |  |  |  | 2,145 |  |  |  | 85 |
Television |  |  |  |  |  |  |  |  |  |  |  |
Net losses |  |  | (80 | ) |  |  | (76 | ) |  |  | (4 | )
Total Television subscribers 2 |  |  | 1,740 |  |  |  | 1,820 |  |  |  | (80 | )
Phone |  |  |  |  |  |  |  |  |  |  |  |
Net additions |  |  | 14 |  |  |  | 4 |  |  |  | 10 |
Total Phone subscribers 2 |  |  | 1,108 |  |  |  | 1,094 |  |  |  | 14 |
Cable homes passed 2 |  |  | 4,307 |  |  |  | 4,241 |  |  |  | 66 |
Total service units 3 |  |  |  |  |  |  |  |  |  |  |  |
Net additions |  |  | 19 |  |  |  | 25 |  |  |  | (6 | )
Total service units 2 |  |  | 5,078 |  |  |  | 5,059 |  |  |  | 19 |

1 | Subscriber count is a key performance indicator. See “Key Performance Indicators”.

2 | As at end of period.

3 | Includes Internet, Television, and Phone subscribers.

REVENUE

Internet revenue includes:

• |  | monthly subscription and additional use service revenue from residential, small business, and wholesale Internet access subscribers; and

• |  | modem rental fees.

Television revenue includes:

• |  | digital and analog cable services – comprised of:

| • |  | basic cable service fees;

| • |  | tier service fees;

| • |  | access fees for use of channel capacity by third parties; and

| • |  | premium and specialty service subscription fees, including pay-per-view service fees and video-on-demand service fees; and

• |  | rentals of digital cable set-top boxes.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 47

MANAGEMENT’S DISCUSSION AND ANALYSIS

Phone revenue includes revenue from residential and small business local telephony service from:

• |  | monthly service fees;

• |  | calling features, such as voicemail, call waiting, and caller ID; and

• |  | long distance calling.

The marginal increase in revenue this year was a result of:

• |  | general movement of customers to higher speed and usage tiers of our Ignite broadband Internet offerings; and

• |  | a larger Internet subscriber base; partially offset by

• |  | Television subscriber losses over the past year; and

• |  | lower wholesale revenue as a result of a CRTC decision that reduced wholesale Internet access service rates. Excluding the impact of the CRTC decision, Cable revenue would have increased by 1% this year.

Internet revenue

The 7% increase in Internet revenue this year was a result of:

• |  | general movement of customers to higher speed and usage tiers of our Ignite broadband Internet offerings;

• |  | a larger Internet subscriber base, with 54% of our residential Internet base on plans of 100 megabits per second or higher (2016 – 46%); and

• |  | the impact of changes in Internet service pricing; partially offset by

• |  | more promotional pricing provided to subscribers; and

• |  | lower wholesale revenue as a result of a CRTC decision that reduced wholesale Internet access service rates. Excluding this impact, Internet revenue would have increased by 9% this year.

Television revenue

The 4% decrease in Television revenue this year was a result of:

• |  | the decline in Television subscribers over the past year; partially offset by

• |  | the impact of Television service pricing changes, net of promotional pricing.

Phone revenue

The 9% decrease in Phone revenue this year was a result of the impact of pricing.

Equipment revenue

Equipment revenue includes revenue generated from the sale of digital cable set-top boxes and Internet modems. Equipment revenue this year was in line with 2016.

OPERATING EXPENSES

We assess Cable operating expenses in three categories:

• |  | the cost of programming;

• |  | the cost of equipment revenue (cable digital set-top boxes and Internet modem equipment); and

• |  | all other expenses involved in day-to-day operations, to service and retain existing subscriber relationships, and to attract new subscribers.

The 1% decrease in operating expenses this year was a result of:

• |  | various cost efficiency and productivity initiatives; and

• |  | relative shifts in product mix to higher-margin Internet from conventional Television broadcasting; partially offset by

• |  | higher costs related to increased revenue, as discussed above.

ADJUSTED OPERATING PROFIT

The 2% increase in adjusted operating profit this year was a result of the revenue and expense changes described above. Excluding the impact of the CRTC decision that reduced wholesale Internet access service rates, adjusted operating profit would have increased by 4% this year.

48 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

BUSINESS SOLUTIONS

LEADING-EDGE WIRELINE TELECOM AND DATA COMMUNICATIONS SERVICES TO CANADIAN BUSINESSES

As at December 31, 2017, Business Solutions:

• |  | sold to enterprises and public sector;

• |  | sold to other carriers on a wholesale basis;

• |  | had 10,000 on-net fibre connected buildings; and

• |  | had fibre passing close to an additional 25,500 near-net buildings.

BUSINESS SOLUTIONS FINANCIAL RESULTS

|  | Years ended December 31 |
(In millions of dollars, except margins) |  | 2017 |  |  | 2016 |  |  | % Chg |
Revenue |  |  |  |  |  |  |  |  |  |  |  |
Next generation |  |  | 322 |  |  |  | 307 |  |  |  | 5 |
Legacy |  |  | 58 |  |  |  | 71 |  |  |  | (18 | )
Service revenue |  |  | 380 |  |  |  | 378 |  |  |  | 1 |
Equipment revenue |  |  | 7 |  |  |  | 6 |  |  |  | 17 |
Revenue |  |  | 387 |  |  |  | 384 |  |  |  | 1 |
Operating expenses |  |  | 259 |  |  |  | 261 |  |  |  | (1 | )
Adjusted operating profit |  |  | 128 |  |  |  | 123 |  |  |  | 4 |
Adjusted operating profit margin |  |  | 33.1% |  |  |  | 32.0% |  |  |  | 1.1 pts |
Capital expenditures |  |  | 131 |  |  |  | 146 |  |  |  | (10 | )

Business Solutions generates revenue from the provision of wireline communications services and the sale of related equipment to enterprises and public sector at retail rates and to other telecommunications carriers on a wholesale basis. Business Solutions also provides voice and data communications and advanced services, including data centres, cloud computing, fibre networking, and professional services.

Next generation revenue is generated by the provision of high-speed, high-reliability data and voice communications, provided on Rogers’ advanced IP, Ethernet, and cloud platforms, and mainly through Rogers’ extensive communications network and data centre infrastructure.

Legacy revenue is generated mainly by circuit-switched local and long distance voice services and legacy data services, provided over time-division multiplexing (TDM) and prior generation data platforms, with client access often delivered using leased third-party network elements and tariffed ILEC services.

REVENUE

The 1% increase in service revenue this year was a result of:

• |  | the continued growth of higher margin, next generation on-net and near-net IP-based services revenue; partially offset by

• |  | the continued decline in the legacy and off-net voice business, a trend we expect to continue as we focus the business on next generation on-net and near-net opportunities and customers move to more advanced and cost-effective IP-based services and solutions.

Next generation services, which include our data centre operations, represented 85% (2016 – 81%) of total service revenue during the year.

OPERATING EXPENSES

The 1% decrease in operating expenses this year was a result of lower service costs as we continue to grow our higher-margin on-net and near IP-based offerings.

ADJUSTED OPERATING PROFIT

The 4% increase in adjusted operating profit this year was a result of the revenue and expense changes discussed above.

We intend to redefine our reporting segments effective January 1, 2018 such that, the results of our existing Cable segment, Business Solutions segment, and our Smart Home Monitoring products will be presented within a redefined Cable segment. We will retrospectively amend our 2017 comparative segment results in 2018 to account for this redefinition. See “Understanding Our Business”.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 49

MANAGEMENT’S DISCUSSION AND ANALYSIS

MEDIA

DIVERSIFIED CANADIAN MEDIA COMPANY

We have a broad portfolio of media properties, which most significantly includes:

• |  | sports media and entertainment, such as Sportsnet and the Toronto Blue Jays;

• |  | our exclusive national 12-year NHL Agreement;

• |  | category-leading television and radio broadcasting properties;

• |  | multi-platform televised and online shopping;

• |  | digital media; and

• |  | publishing.

MEDIA FINANCIAL RESULTS

|  | Years ended December 31 |
(In millions of dollars, except margins) |  | 2017 |  |  | 2016 |  |  | % Chg |
Revenue |  |  | 2,153 |  |  |  | 2,146 |  |  |  | – |
Operating expenses |  |  | 2,014 |  |  |  | 1,977 |  |  |  | 2 |
Adjusted operating profit |  |  | 139 |  |  |  | 169 |  |  |  | (18 | )
Adjusted operating profit margin |  |  | 6.5% |  |  |  | 7.9% |  |  |  | (1.4 pts | )
Capital expenditures |  |  | 83 |  |  |  | 62 |  |  |  | 34 |

REVENUE

Media revenue is earned from:

• |  | advertising sales across its television, radio, digital media properties, and publishing;

• |  | subscriptions to televised and OTT products;

• |  | ticket sales, fund redistribution and other distributions from MLB, and concession sales;

• |  | retail product sales; and

• |  | circulation of published products.

The marginal increase in revenue this year was a result of:

• |  | higher net sports-related revenue, driven by the continued success of Sportsnet and a distribution in the first quarter to the Toronto Blue Jays from Major League Baseball, partially offset by the 2016 impacts of the Toronto Blue Jays postseason and the World Cup of Hockey;

• |  | higher TSC merchandise sales; and

• |  | higher conventional broadcast TV advertising revenue; partially offset by

• |  | lower publishing-related revenue due to the strategic shift to digital media announced last year.

OPERATING EXPENSES

We assess Media operating expenses by:

• |  | the cost of broadcast content, including sports programming and production;

• |  | Toronto Blue Jays player payroll;

• |  | the cost of retail products sold; and

• |  | all other expenses involved in day-to-day operations.

The 2% increase in operating expenses this year was a result of:

• |  | higher Toronto Blue Jays player payroll (including the impact of foreign exchange); and

• |  | higher TSC merchandise costs; partially offset by

• |  | lower publishing costs due to the strategic shift described above.

ADJUSTED OPERATING PROFIT

The 18% decrease in adjusted operating profit this year was a result of the revenue and expense changes described above.

50 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

CAPITAL EXPENDITURES

Capital expenditures include costs associated with acquiring property, plant and equipment and placing it into service. The telecommunications business requires extensive and continual investments, including investment in new technologies and the expansion of capacity and geographical reach. The expenditures related to the acquisition of spectrum licences are not included in capital expenditures and do not factor into the calculation of free cash flow or capital intensity. See “Managing Our Liquidity and Financial Resources”, “Key Performance Indicators”, and “Non-GAAP Measures” for more information.

Capital expenditures are significant and have a material impact on our cash flows, therefore our management teams focus on planning, funding, and managing them.

Capital expenditures before related changes to non-cash working capital represent capital assets to which we took title. We believe this measure best reflects our cost of property, plant and equipment in a given period and is a simpler measure for comparing between periods.

|  | Years ended December 31 |
(In millions of dollars, except capital intensity) |  | 2017 |  |  | 2016 |  |  | % Chg |
Capital expenditures |  |  |  |  |  |  |  |  |  |  |  |
Wireless |  |  | 806 |  |  |  | 702 |  |  |  | 15 |
Cable |  |  | 1,172 |  |  |  | 1,085 |  |  |  | 8 |
Business Solutions |  |  | 131 |  |  |  | 146 |  |  |  | (10 | )
Media |  |  | 83 |  |  |  | 62 |  |  |  | 34 |
Corporate |  |  | 318 |  |  |  | 357 |  |  |  | (11 | )
Capital expenditures before proceeds on disposition |  |  | 2,510 |  |  |  | 2,352 |  |  |  | 7 |
Proceeds on disposition |  |  | (74 | ) |  |  | – |  |  |  | n/m |
Capital expenditures 1 |  |  | 2,436 |  |  |  | 2,352 |  |  |  | 4 |
Capital intensity 2 |  |  | 17.2 | % |  |  | 17.2 | % |  |  | – pts |

1 | Includes additions to property, plant and equipment net of proceeds on disposition, but does not include expenditures for spectrum licences.

2 | As defined. See “Key Performance Indicators”.

WIRELESS

The increase in capital expenditures in Wireless this year was a result of investments made to upgrade our wireless network to continue delivering worry-free, reliable performance for our customers. We are augmenting our existing LTE network with 4.5G technology investments that are also designed to migrate to a 5G environment. This year, we began upgrading our radio infrastructure and made investments to activate the AWS-1 spectrum licence acquired this year.

In 2017, we acquired a spectrum licence for $184 million, which is not included in the table above. See “Managing Our Liquidity and Financial Resources”.

CABLE

The increase in capital expenditures in Cable this year was a result of higher investments in network infrastructure, partially related to our forthcoming Ignite TV, which uses Comcast’s X1 IP-based video platform, and higher customer premise equipment additions in 2017, partially offset by costs related to development of our legacy IPTV product in 2016. This year, we began upgrading our hybrid fibre-coaxial infrastructure with additional fibre deployments and further DOCSIS technology enhancements. These deployments and enhancements will lower the number of homes passed per node and incorporate the latest technologies to help deliver more bandwidth and an even more reliable customer experience.

BUSINESS SOLUTIONS

The decrease in capital expenditures in Business Solutions this year was a result of higher investments in network infrastructure in 2016.

MEDIA

The increase in capital expenditures this year was a result of higher investments in our broadcast infrastructure and the Rogers Centre this year, partially offset by greater investments in digital platforms in 2016.

CORPORATE

The decrease in capital expenditures in Corporate this year was a result of higher investments in information technology and premise improvements at our various offices in 2016.

PROCEEDS ON DISPOSITION

We sold certain real estate assets for total proceeds of $74 million in 2017.

CAPITAL INTENSITY

Capital intensity was stable this year as a result of the higher capital expenditures as discussed above, offset by the increase in revenue.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 51

MANAGEMENT’S DISCUSSION AND ANALYSIS

REVIEW OF CONSOLIDATED PERFORMANCE

This section discusses our net income and other expenses that do not form part of the segment discussions above.

|  | Years ended December 31 |
(In millions of dollars) |  | 2017 |  |  | 2016 |  |  | % Chg |
Adjusted operating profit 1 |  |  | 5,379 |  |  |  | 5,092 |  |  |  | 6 |
Deduct (add): |  |  |  |  |  |  |  |  |  |  |  |
Stock-based compensation |  |  | 61 |  |  |  | 61 |  |  |  | – |
Depreciation and amortization |  |  | 2,142 |  |  |  | 2,276 |  |  |  | (6 | )
Gain on disposition of property, plant and equipment |  |  | (49 | ) |  |  | – |  |  |  | n/m |
Restructuring, acquisition and other |  |  | 152 |  |  |  | 644 |  |  |  | (76 | )
Finance costs |  |  | 746 |  |  |  | 761 |  |  |  | (2 | )
Other (income) expense |  |  | (19 | ) |  |  | 191 |  |  |  | (110 | )
Income tax expense |  |  | 635 |  |  |  | 324 |  |  |  | 96 |
Net income |  |  | 1,711 |  |  |  | 835 |  |  |  | 105 |

1 | Adjusted operating profit is a non-GAAP measure and should not be considered a substitute or alternative for GAAP measures. It is not a defined term under IFRS and does not have a standard meaning, so may not be a reliable way to compare us to other companies. See “Non-GAAP Measures” for information about this measure, including how we calculate it.

ADJUSTED OPERATING PROFIT

See “Key Changes in Financial Results This Year Compared to 2016” for a discussion of the increase in adjusted operating profit this year.

STOCK-BASED COMPENSATION

Our stock-based compensation, which includes stock options (with stock appreciation rights), restricted share units (RSUs), and deferred share units (DSUs), is generally determined by:

• |  | the vesting of stock options and share units; and

• |  | changes in the market price of Class B Non-Voting Shares; offset by

• |  | the impact of certain derivative instruments to hedge a portion of the stock price appreciation risk for our stock-based compensation program. See “Financial Risk Management” for information about equity derivatives.

|  | Years ended December 31 |
(In millions of dollars) |  | 2017 |  |  | 2016 |
Impact of vesting |  |  | 61 |  |  |  | 70 |
Impact of change in price |  |  | 74 |  |  |  | 24 |
Equity derivatives, net of interest receipt |  |  | (74 | ) |  |  | (33 | )
Total stock-based compensation |  |  | 61 |  |  |  | 61 |

Stock-based compensation was stable in 2017 (2016 – $61 million) as the change in market price of our Class B Non-Voting Shares was offset by the change in value of our equity derivatives.

We had a liability of $223 million as at December 31, 2017 (2016 –$189 million) related to stock-based compensation recorded at its fair value, including stock options, RSUs, and DSUs.

We paid $107 million in 2017 (2016 – $69 million) to holders of stock options, RSUs, and DSUs upon exercise.

DEPRECIATION AND AMORTIZATION

|  | Years ended December 31 |
(In millions of dollars) |  | 2017 |  |  | 2016 |  |  | % Chg |
Depreciation |  |  | 2,087 |  |  |  | 2,183 |  |  |  | (4 | )
Amortization |  |  | 55 |  |  |  | 93 |  |  |  | (41 | )
Total depreciation and amortization |  |  | 2,142 |  |  |  | 2,276 |  |  |  | (6 | )

Depreciation and amortization decreased this year primarily as a result of certain assets becoming fully amortized.

RESTRUCTURING, ACQUISITION AND OTHER

This year, we incurred $152 million (2016 – $644 million) in restructuring, acquisition and other expenses. These expenses in 2017 primarily consisted of severance costs associated with the targeted restructuring of our employee base and legal fees pertaining to class action lawsuits.

In 2016, these costs were primarily associated with the $484 million asset impairment and onerous contract charges related to a change in strategic direction such that we discontinued the internal development of our legacy IPTV product in lieu of a forthcoming IPTV product being developed in tandem with Comcast, which was classified as impairment of assets and related onerous contract charges in our 2016 financial statements and reclassified in 2017 to be included in restructuring, acquisition and other expenses. The other restructuring costs primarily consisted of severance costs associated with the targeted restructuring of our employee base and costs related to the wind-down of and changes to certain businesses.

FINANCE COSTS

|  | Years ended December 31 |
(In millions of dollars) |  | 2017 |  |  | 2016 |  |  | % Chg |
Interest on borrowings 1 |  |  | 740 |  |  |  | 758 |  |  |  | (2 | )
Interest on post-employment benefits liability |  |  | 12 |  |  |  | 9 |  |  |  | 33 |
(Gain) loss on foreign exchange |  |  | (107 | ) |  |  | 13 |  |  |  | n/m |
Change in fair value of derivative instruments |  |  | 99 |  |  |  | (16 | ) |  |  | n/m |
Capitalized interest |  |  | (18 | ) |  |  | (18 | ) |  |  | – |
Other |  |  | 20 |  |  |  | 15 |  |  |  | 33 |
Total finance costs |  |  | 746 |  |  |  | 761 |  |  |  | (2 | )

1 | Interest on borrowings includes interest on short-term borrowings and on long-term debt.

Interest on borrowings

Interest on borrowings decreased this year as a result of a lower amount of debt outstanding compared to 2016. See “Managing Our Liquidity and Financial Resources” for more information about our debt and related finance costs.

52 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

Gain on foreign exchange

During 2017, all of our US dollar-denominated senior notes and debentures were hedged for accounting purposes. Foreign exchange gains recognized in 2017 were primarily related to our US CP program borrowings and US dollar-denominated credit facility borrowings, for which the associated debt derivatives were not designated as hedges for accounting purposes due to the short-term nature of the borrowings. Foreign exchange losses recognized in 2016 were also related to our US dollar-denominated credit facility borrowings.

See “Managing Our Liquidity and Financial Resources” for more information about our debt and related finance costs.

OTHER (INCOME) EXPENSE

The increase in other income this year was primarily a result of the $140 million loss on the wind-down of shomi recognized in 2016. Additionally, in 2017 we recognized a recovery on the reversal of a provision pertaining to shomi of $20 million.

INCOME TAX EXPENSE

Below is a summary of the difference between income tax expense computed by applying the statutory income tax rate to income before income tax expense and the actual income tax expense for the year.

|  | Years ended December 31 |
(In millions of dollars, except tax rates) |  | 2017 |  |  | 2016 |
Statutory income tax rate |  |  | 26.7% |  |  |  | 26.6% |
Income before income tax expense |  |  | 2,346 |  |  |  | 1,159 |
Computed income tax expense |  |  | 626 |  |  |  | 308 |
Increase (decrease) in income tax expense resulting from: |  |  |  |  |  |  |  |
Non-deductible stock-based compensation |  |  | 9 |  |  |  | 5 |
Non-deductible portion of equity losses |  |  | – |  |  |  | 18 |
Non-deductible loss on available-for-sale investments |  |  | 7 |  |  |  | – |
Income tax adjustment, legislative tax change |  |  | 2 |  |  |  | 3 |
Non-taxable portion of capital gain |  |  | (10 | ) |  |  | (7 | )
Other items |  |  | 1 |  |  |  | (3 | )
Total income tax expense |  |  | 635 |  |  |  | 324 |
Effective income tax rate |  |  | 27.1% |  |  |  | 28.0% |
Cash income taxes paid |  |  | 475 |  |  |  | 295 |

Our effective income tax rate this year was 27.1% compared to 28.0% for 2016. The effective income tax rate for 2017 was higher than the statutory tax rate primarily as a result of non-deductible stock-based compensation and non-deductible losses recognized on certain of our investments, partially offset by the non-taxable portion of capital gains on the sale of certain real estate assets.

Cash income taxes paid increased this year primarily as a result of the impact that the 2015 acquisition of Mobilicity had on reducing our 2016 installment payments.

NET INCOME

Net income was 105% higher than last year primarily as a result of losses incurred last year related to the discontinuation of the development of our legacy IPTV product and the wind-down of shomi, higher adjusted operating profit, and lower depreciation and amortization expense, partially offset by higher income tax expense. See “Key Changes in Financial Results This Year Compared to 2016” for more information.

|  | Years ended December 31 |
(In millions of dollars, except per share amounts) |  | 2017 |  |  | 2016 |  |  | % Chg |
Net income |  |  | 1,711 |  |  |  | 835 |  |  |  | 105 |
Basic earnings per share |  | $ | 3.32 |  |  | $ | 1.62 |  |  |  | 105 |
Diluted earnings per share |  | $ | 3.31 |  |  | $ | 1.62 |  |  |  | 104 |

ADJUSTED NET INCOME

Adjusted net income was 23% higher compared to 2016, primarily as a result of higher adjusted operating profit, lower depreciation and amortization, and lower other expense, partially offset by higher income tax expense.

|  | Years ended December 31 |
(In millions of dollars, except per share amounts) |  | 2017 |  |  | 2016 |  |  | % Chg |
Adjusted operating profit 1 |  |  | 5,379 |  |  |  | 5,092 |  |  |  | 6 |
Deduct (add): |  |  |  |  |  |  |  |  |  |  |  |
Depreciation and amortization |  |  | 2,142 |  |  |  | 2,276 |  |  |  | (6 | )
Finance costs |  |  | 746 |  |  |  | 761 |  |  |  | (2 | )
Other expense 2 |  |  | 1 |  |  |  | 40 |  |  |  | (98 | )
Income tax expense 3 |  |  | 669 |  |  |  | 534 |  |  |  | 25 |
Adjusted net income 1 |  |  | 1,821 |  |  |  | 1,481 |  |  |  | 23 |
Adjusted basic earnings per share 1 |  | $ | 3.54 |  |  | $ | 2.88 |  |  |  | 23 |
Adjusted diluted earnings per share 1 |  | $ | 3.52 |  |  | $ | 2.86 |  |  |  | 23 |

1 | Adjusted operating profit, adjusted net income, and adjusted basic and diluted earnings per share are non-GAAP measures and should not be considered as substitutes or alternatives for GAAP measures. These are not defined terms under IFRS, and do not have standard meanings, so may not be a reliable way to compare us to other companies. See “Non-GAAP Measures” for information about these measures, including how we calculate them.

2 | Other expense for 2017 excludes a $20 million recovery on the reversal of a provision pertaining to the wind-down of shomi. Other expense for 2016 excludes an $11 million net loss on divestitures pertaining to investments and a $140 million loss on the wind-down of our shomi joint venture.

3 | Income tax expense excludes the $36 million recovery (2016 – $213 million recovery) for the year ended December 31, 2017 related to the income tax impact for adjusted items. Income tax expense also excludes the $2 million expense (2016 – $3 million expense) for the revaluation of deferred tax balances as a result of legislative income tax rate changes.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 53

MANAGEMENT’S DISCUSSION AND ANALYSIS

EMPLOYEES

Employee salaries and benefits represent a material portion of our expenses. As at December 31, 2017, we had approximately 24,500 employees (2016 – 25,200) across all of our operating groups, including shared services and the corporate office. Total salaries and benefits for full-time and part-time employees in 2017 were $2,120 million (2016 – $2,073 million). The increase was primarily a result of higher Toronto Blue Jays player salaries and higher pension expenses.

2016 FULL YEAR RESULTS COMPARED TO 2015

Revenue

Consolidated revenue increased by 2% in 2016, reflecting revenue growth of 3% in Wireless, 3% in Media and 2% in Business Solutions, while Cable revenue decreased marginally. Wireless revenue increased as a result of the continued adoption of Rogers Share Everything plans. Cable revenue decreased marginally as the increase in Internet revenue from a larger subscriber base and subscriber movement to higher-end speed and usage tiers was more than offset by the decrease in Television subscribers and the impact of Phone pricing packages. Business Solutions revenue increased primarily as a result of the growth in on-net next generation services, including our data centre businesses, which more than offset the continued reduction in lower-margin, off-net legacy revenue. Media revenue increased as a result of higher sports-related revenue, driven by the success of Sportsnet and the Toronto Blue Jays, partially offset by continued softness in publishing and radio advertising.

Adjusted operating profit

Consolidated adjusted operating profit increased in 2016 to $5,092 million, reflecting increases in Wireless, Cable and Business Solutions, partially offset by a decrease in Media. Wireless adjusted operating profit increased 1% as a result of the continued adoption of higher-rate service plans, partially offset by higher service costs associated with increased volumes and costs of devices. Cable adjusted operating profit increased by 1% in 2016 as a result of lower service and programming costs, and various cost efficiency and productivity initiatives, partially offset by increased advertising related to our Ignite Internet and 4K TV offerings. The increase in Business Solutions was a result of continued growth in the higher-margin on-net, next generation business improvements, partially offset by continued declines in the legacy, off-net business. Media adjusted operating profit decreased primarily as a result of the increase in sports-related and digital media costs, partially offset by higher sports-related revenue driven by the strength of Sportsnet and the success of the Toronto Blue Jays.

Net income and adjusted net income

Net income decreased to $835 million in 2016 from $1,342 million in 2015 primarily as a result of the impairment and related charges we recognized on our legacy IPTV product as a result of our decision to discontinue developing this product and develop a long-term relationship with Comcast and deploy their X1 IP-based video platform, along with higher restructuring, acquisition and other costs and higher equity losses associated with the wind-down of shomi.

Adjusted net income increased marginally to $1,481 million in 2016 from $1,479 million in 2015 as a result of a higher adjusted operating profit partially offset by higher other expense and higher income tax expense.

54 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

QUARTERLY RESULTS

Below is a summary of our quarterly consolidated financial results and key performance indicators for 2017 and 2016.

QUARTERLY CONSOLIDATED FINANCIAL SUMMARY

|  | 2017 |  |  |  |  |  | 2016 |
(In millions of dollars, except per share amounts) |  | Full Year |  |  | Q4 |  |  | Q3 |  |  | Q2 |  |  | Q1 |  |  |  |  |  | Full Year |  |  | Q4 |  |  | Q3 |  |  | Q2 |  |  | Q1 |
Revenue |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Wireless |  |  | 8,343 |  |  |  | 2,189 |  |  |  | 2,138 |  |  |  | 2,048 |  |  |  | 1,968 |  |  |  |  |  |  |  | 7,916 |  |  |  | 2,058 |  |  |  | 2,037 |  |  |  | 1,931 |  |  |  | 1,890 |
Cable |  |  | 3,466 |  |  |  | 871 |  |  |  | 870 |  |  |  | 870 |  |  |  | 855 |  |  |  |  |  |  |  | 3,449 |  |  |  | 858 |  |  |  | 865 |  |  |  | 870 |  |  |  | 856 |
Business Solutions |  |  | 387 |  |  |  | 99 |  |  |  | 97 |  |  |  | 96 |  |  |  | 95 |  |  |  |  |  |  |  | 384 |  |  |  | 96 |  |  |  | 95 |  |  |  | 97 |  |  |  | 96 |
Media |  |  | 2,153 |  |  |  | 526 |  |  |  | 516 |  |  |  | 637 |  |  |  | 474 |  |  |  |  |  |  |  | 2,146 |  |  |  | 550 |  |  |  | 533 |  |  |  | 615 |  |  |  | 448 |
Corporate items and intercompany eliminations |  |  | (206 | ) |  |  | (53 | ) |  |  | (40 | ) |  |  | (59 | ) |  |  | (54 | ) |  |  |  |  |  |  | (193 | ) |  |  | (52 | ) |  |  | (38 | ) |  |  | (58 | ) |  |  | (45 | )
Total revenue |  |  | 14,143 |  |  |  | 3,632 |  |  |  | 3,581 |  |  |  | 3,592 |  |  |  | 3,338 |  |  |  |  |  |  |  | 13,702 |  |  |  | 3,510 |  |  |  | 3,492 |  |  |  | 3,455 |  |  |  | 3,245 |
Total service revenue 1 |  |  | 13,560 |  |  |  | 3,430 |  |  |  | 3,450 |  |  |  | 3,466 |  |  |  | 3,214 |  |  |  |  |  |  |  | 13,027 |  |  |  | 3,306 |  |  |  | 3,328 |  |  |  | 3,308 |  |  |  | 3,085 |
Adjusted operating profit (loss) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Wireless |  |  | 3,561 |  |  |  | 860 |  |  |  | 964 |  |  |  | 924 |  |  |  | 813 |  |  |  |  |  |  |  | 3,285 |  |  |  | 792 |  |  |  | 884 |  |  |  | 846 |  |  |  | 763 |
Cable |  |  | 1,709 |  |  |  | 449 |  |  |  | 440 |  |  |  | 428 |  |  |  | 392 |  |  |  |  |  |  |  | 1,674 |  |  |  | 435 |  |  |  | 431 |  |  |  | 415 |  |  |  | 393 |
Business Solutions |  |  | 128 |  |  |  | 32 |  |  |  | 33 |  |  |  | 32 |  |  |  | 31 |  |  |  |  |  |  |  | 123 |  |  |  | 30 |  |  |  | 31 |  |  |  | 31 |  |  |  | 31 |
Media |  |  | 139 |  |  |  | 39 |  |  |  | 65 |  |  |  | 63 |  |  |  | (28 | ) |  |  |  |  |  |  | 169 |  |  |  | 49 |  |  |  | 79 |  |  |  | 90 |  |  |  | (49 | )
Corporate items and intercompany eliminations |  |  | (158 | ) |  |  | (40 | ) |  |  | (39 | ) |  |  | (37 | ) |  |  | (42 | ) |  |  |  |  |  |  | (159 | ) |  |  | (47 | ) |  |  | (40 | ) |  |  | (35 | ) |  |  | (37 | )
Adjusted operating profit 2 |  |  | 5,379 |  |  |  | 1,340 |  |  |  | 1,463 |  |  |  | 1,410 |  |  |  | 1,166 |  |  |  |  |  |  |  | 5,092 |  |  |  | 1,259 |  |  |  | 1,385 |  |  |  | 1,347 |  |  |  | 1,101 |
Deduct (add): |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Stock-based compensation |  |  | 61 |  |  |  | 14 |  |  |  | 15 |  |  |  | 19 |  |  |  | 13 |  |  |  |  |  |  |  | 61 |  |  |  | 16 |  |  |  | 18 |  |  |  | 15 |  |  |  | 12 |
Depreciation and amortization |  |  | 2,142 |  |  |  | 531 |  |  |  | 531 |  |  |  | 535 |  |  |  | 545 |  |  |  |  |  |  |  | 2,276 |  |  |  | 555 |  |  |  | 575 |  |  |  | 572 |  |  |  | 574 |
Gain on disposition of property, plant and equipment |  |  | (49 | ) |  |  | – |  |  |  | – |  |  |  | (49 | ) |  |  | – |  |  |  |  |  |  |  | – |  |  |  | – |  |  |  | – |  |  |  | – |  |  |  | – |
Restructuring, acquisition and other |  |  | 152 |  |  |  | 31 |  |  |  | 59 |  |  |  | 34 |  |  |  | 28 |  |  |  |  |  |  |  | 644 |  |  |  | 518 |  |  |  | 55 |  |  |  | 27 |  |  |  | 44 |
Finance costs |  |  | 746 |  |  |  | 184 |  |  |  | 183 |  |  |  | 189 |  |  |  | 190 |  |  |  |  |  |  |  | 761 |  |  |  | 188 |  |  |  | 188 |  |  |  | 189 |  |  |  | 196 |
Other (income) loss |  |  | (19 | ) |  |  | 3 |  |  |  | 20 |  |  |  | (31 | ) |  |  | (11 | ) |  |  |  |  |  |  | 191 |  |  |  | (4 | ) |  |  | 220 |  |  |  | 9 |  |  |  | (34 | )
Net income (loss) before income tax expense (recovery) |  |  | 2,346 |  |  |  | 577 |  |  |  | 655 |  |  |  | 713 |  |  |  | 401 |  |  |  |  |  |  |  | 1,159 |  |  |  | (14 | ) |  |  | 329 |  |  |  | 535 |  |  |  | 309 |
Income tax expense (recovery) |  |  | 635 |  |  |  | 158 |  |  |  | 188 |  |  |  | 182 |  |  |  | 107 |  |  |  |  |  |  |  | 324 |  |  |  | (5 | ) |  |  | 109 |  |  |  | 141 |  |  |  | 79 |
Net income (loss) |  |  | 1,711 |  |  |  | 419 |  |  |  | 467 |  |  |  | 531 |  |  |  | 294 |  |  |  |  |  |  |  | 835 |  |  |  | (9 | ) |  |  | 220 |  |  |  | 394 |  |  |  | 230 |
Earnings (loss) per share: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Basic |  | $ | 3.32 |  |  | $ | 0.81 |  |  | $ | 0.91 |  |  | $ | 1.03 |  |  | $ | 0.57 |  |  |  |  |  |  | $ | 1.62 |  |  | ($ | 0.02 | ) |  | $ | 0.43 |  |  | $ | 0.77 |  |  | $ | 0.45 |
Diluted |  | $ | 3.31 |  |  | $ | 0.81 |  |  | $ | 0.91 |  |  | $ | 1.03 |  |  | $ | 0.57 |  |  |  |  |  |  | $ | 1.62 |  |  | ($ | 0.04 | ) |  | $ | 0.43 |  |  | $ | 0.76 |  |  | $ | 0.44 |
Net income (loss) |  |  | 1,711 |  |  |  | 419 |  |  |  | 467 |  |  |  | 531 |  |  |  | 294 |  |  |  |  |  |  |  | 835 |  |  |  | (9 | ) |  |  | 220 |  |  |  | 394 |  |  |  | 230 |
Add (deduct): |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Stock-based compensation |  |  | 61 |  |  |  | 14 |  |  |  | 15 |  |  |  | 19 |  |  |  | 13 |  |  |  |  |  |  |  | 61 |  |  |  | 16 |  |  |  | 18 |  |  |  | 15 |  |  |  | 12 |
Restructuring, acquisition and other |  |  | 152 |  |  |  | 31 |  |  |  | 59 |  |  |  | 34 |  |  |  | 28 |  |  |  |  |  |  |  | 644 |  |  |  | 518 |  |  |  | 55 |  |  |  | 27 |  |  |  | 44 |
(Recovery) loss on wind-down of shomi |  |  | (20 | ) |  |  | – |  |  |  | – |  |  |  | (20 | ) |  |  | – |  |  |  |  |  |  |  | 140 |  |  |  | – |  |  |  | 140 |  |  |  | – |  |  |  | – |
Net loss (gain) on divestitures pertaining to investments |  |  | – |  |  |  | – |  |  |  | – |  |  |  | – |  |  |  | – |  |  |  |  |  |  |  | 11 |  |  |  | – |  |  |  | 50 |  |  |  | – |  |  |  | (39 | )
Gain on disposition of property, plant and equipment |  |  | (49 | ) |  |  | – |  |  |  | – |  |  |  | (49 | ) |  |  | – |  |  |  |  |  |  |  | – |  |  |  | – |  |  |  | – |  |  |  | – |  |  |  | – |
Income tax impact of above items |  |  | (36 | ) |  |  | (11 | ) |  |  | (18 | ) |  |  | (1 | ) |  |  | (6 | ) |  |  |  |  |  |  | (213 | ) |  |  | (143 | ) |  |  | (56 | ) |  |  | (9 | ) |  |  | (5 | )
Income tax adjustment, legislative tax change |  |  | 2 |  |  |  | 2 |  |  |  | – |  |  |  | – |  |  |  | – |  |  |  |  |  |  |  | 3 |  |  |  | – |  |  |  | – |  |  |  | – |  |  |  | 3 |
Adjusted net income 2 |  |  | 1,821 |  |  |  | 455 |  |  |  | 523 |  |  |  | 514 |  |  |  | 329 |  |  |  |  |  |  |  | 1,481 |  |  |  | 382 |  |  |  | 427 |  |  |  | 427 |  |  |  | 245 |
Adjusted earnings per share 2: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Basic |  | $ | 3.54 |  |  | $ | 0.88 |  |  | $ | 1.02 |  |  | $ | 1.00 |  |  | $ | 0.64 |  |  |  |  |  |  | $ | 2.88 |  |  | $ | 0.74 |  |  | $ | 0.83 |  |  | $ | 0.83 |  |  | $ | 0.48 |
Diluted |  | $ | 3.52 |  |  | $ | 0.88 |  |  | $ | 1.01 |  |  | $ | 1.00 |  |  | $ | 0.64 |  |  |  |  |  |  | $ | 2.86 |  |  | $ | 0.74 |  |  | $ | 0.83 |  |  | $ | 0.83 |  |  | $ | 0.47 |
Capital expenditures |  |  | 2,436 |  |  |  | 841 |  |  |  | 658 |  |  |  | 451 |  |  |  | 486 |  |  |  |  |  |  |  | 2,352 |  |  |  | 604 |  |  |  | 549 |  |  |  | 647 |  |  |  | 552 |
Cash provided by operating activities |  |  | 3,938 |  |  |  | 1,142 |  |  |  | 1,377 |  |  |  | 823 |  |  |  | 596 |  |  |  |  |  |  |  | 3,957 |  |  |  | 1,053 |  |  |  | 1,185 |  |  |  | 1,121 |  |  |  | 598 |
Free cash flow 2 |  |  | 1,746 |  |  |  | 244 |  |  |  | 538 |  |  |  | 626 |  |  |  | 338 |  |  |  |  |  |  |  | 1,705 |  |  |  | 392 |  |  |  | 598 |  |  |  | 495 |  |  |  | 220 |

1 | As defined. See “Key Performance Indicators”.

2 | Adjusted operating profit, adjusted net income, adjusted basic and diluted earnings per share, and free cash flow are non-GAAP measures and should not be considered as substitutes or alternatives for GAAP measures. These are not defined terms under IFRS, and do not have standard meanings, so may not be a reliable way to compare us to other companies. See “Non-GAAP Measures” for information about these measures, including how we calculate them.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 55

MANAGEMENT’S DISCUSSION AND ANALYSIS

FOURTH QUARTER 2017 RESULTS

Results commentary in “Fourth Quarter 2017 Results” compares the fourth quarter of 2017 with the fourth quarter of 2016.

Higher revenue

Consolidated revenue increased 3% in the fourth quarter, largely driven by Wireless service revenue growth of 7%.

Wireless service revenue increased 7% in the fourth quarter primarily as a result of subscriber growth and a greater number of subscribers on higher-rate plans from our various brands, including Rogers Share Everything plans.

Cable revenue increased 2% in the fourth quarter as strong Internet revenue growth of 9% was partially offset by the decline in Television and Phone revenue. We continue to see an ongoing shift in product mix to higher-margin Internet services.

Media revenue decreased 4% in the fourth quarter primarily as a result of lower revenue from the Toronto Blue Jays, primarily due to the postseason success in 2016, and lower publishing-related revenue due to the strategic shift to digital media announced last year, partially offset by higher Sportsnet revenue and increased sales at TSC.

Higher adjusted operating profit

Higher consolidated adjusted operating profit in the fourth quarter reflects an increase in Wireless adjusted operating profit as a result of the strong flow-through of top-line growth described above and improved Cable performance due to the shift in product mix to higher-margin Internet services.

Net income and higher adjusted net income

Net income increased in the fourth quarter as a result of losses incurred last year related to the discontinuation of the development of our legacy IPTV product and higher adjusted operating profit. Adjusted net income increased 19% in the fourth quarter primarily due to higher adjusted operating profit and lower depreciation and amortization.

QUARTERLY TRENDS AND SEASONALITY

Our operating results generally vary from quarter to quarter as a result of changes in general economic conditions and seasonal fluctuations, among other things, in each of our reporting segments. This means our results in one quarter are not necessarily indicative of how we will perform in a future quarter. Wireless, Cable, and Media each have unique seasonal aspects to, and certain other historical trends in, their businesses.

Fluctuations in net income from quarter to quarter can also be attributed to losses on the repayment of debt, foreign exchange gains or losses, changes in the fair value of derivative instruments, other income and expenses, impairment of assets, and changes in income tax expense.

Wireless

The trends in Wireless revenue and adjusted operating profit reflect:

• |  | the growing number of wireless voice and data subscribers;

• |  | higher usage of wireless data;

• |  | higher wireless device sales as more consumers shift to smartphones;

• |  | decreasing postpaid churn, which we believe is beginning to reflect the realization of our enhanced customer service efforts; and

• |  | higher roaming revenue as a result of customers increasingly utilizing our Roam Like Home and Fido Roam services; partially offset by

• |  | decreasing voice revenue as rate plans increasingly incorporate more monthly minutes and calling features, such as long distance.

The trends in Wireless adjusted operating profit reflect:

• |  | higher wireless device subsidies that offset the higher wireless device sales as more consumers shift to higher-cost smartphones; and

• |  | higher voice and data costs related to the increasing number of subscribers.

We continue to target organic growth in higher-value postpaid subscribers. We have maintained a stable mix of postpaid and prepaid subscribers. Prepaid plans are evolving to have properties similar to those of traditional postpaid plans. We believe this evolution provides Canadians with greater choice of subscribing to a postpaid or prepaid service plan. Growth in our customer base over time has resulted in higher costs for customer service, retention, credit, and collection; however, most of the cost increases have been offset by gains in operating efficiencies.

Wireless operating results are influenced by the timing of our marketing and promotional expenditures and higher levels of subscriber additions and related subsidies, resulting in higher subscriber acquisition- and activation-related expenses, typically in the third and fourth quarters. Conversely, periods with higher activity may adversely impact subscriber churn metrics as a result of heightened competitive activity. The third and fourth quarters typically experience higher volumes of activity as a result of “back to school” and holiday season-related consumer behaviour. Aggressive promotional offers are often advertised during these periods and also contribute to the impact on subscriber metrics. In contrast, we typically see lower subscriber additions in the first quarter of the year.

The launch of popular new wireless device models can also affect the level of subscriber activity. Highly-anticipated device launches typically occur in the fall season of each year. Wireless roaming revenue is dependent on customer travel volumes and timing, which is impacted by the foreign exchange rate of the Canadian dollar and general economic conditions.

Cable

The trends in Cable service revenue primarily reflect:

• |  | higher Internet subscription fees as customers increasingly upgrade to higher-tier speed plans, including those with unlimited usage;

• |  | general pricing increases; and

• |  | shift of enterprise customers from lower-margin, off-net legacy long distance and data services to higher-margin, next generation services and data centre businesses; partially offset by

• |  | competitive losses of Television subscribers;

• |  | Television subscribers downgrading their service plans; and

• |  | lower additional usage of Internet, Television, and Phone products and services as service plans are increasingly bundling more features, such as unlimited bandwidth or a greater number of TV channels.

56 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

The trends in Cable adjusted operating profit primarily reflect:

• |  | higher Internet operating margins, as a result of the shift from conventional Television to Internet services; partially offset by

• |  | higher premium supplier fees in Television as a result of bundling more value-added offerings into our Cable products.

Cable’s operating results are affected by modest seasonal fluctuations in subscriber additions and disconnections, typically caused by:

• |  | university and college students who live in residences moving out early in the second quarter and canceling their service as well as students moving in late in the third quarter and signing up for cable service;

• |  | individuals temporarily suspending service for extended vacations or seasonal relocations; and

• |  | the concentrated marketing we generally conduct in our fourth quarter.

Cable operating results are also influenced by trends in cord shaving and cord cutting, which has resulted in fewer subscribers watching traditional cable television, as well as a lower number of Television subscribers. In addition, trends in the use of wireless products and Internet or social media as substitutes for traditional home phone products have resulted in fewer Phone subscribers. Cable results from our enterprise customers do not generally have any unique seasonal aspects.

Media

The trends in Media’s results are generally the result of:

• |  | fluctuations in advertising and consumer market conditions;

• |  | subscriber rate increases;

• |  | higher sports and rights costs, including increases as we move further along in our NHL Agreement; and

• |  | continual investment in primetime and specialty programming relating to both our broadcast networks (such as City) and our specialty channels (such as FX (Canada)).

Seasonal fluctuations relate to:

• |  | periods of increased consumer activity and their impact on advertising and related retail cycles, which tend to be most active in the fourth quarter due to holiday spending and slower in the first quarter;

• |  | the MLB season, where:

| • |  | games played are concentrated in the spring, summer, and fall months (generally the second and third quarters of the year);

| • |  | revenue related to game day ticket sales, merchandise sales, and advertising are concentrated in the spring, summer, and fall months (generally the second and third quarters of the year), with postseason games commanding a premium in advertising revenue and additional revenue from game day ticket sales and merchandise sales, if and when the Toronto Blue Jays play in the postseason; and

| • |  | programming and production costs and player payroll are expensed based on the number of games aired or played, as applicable; and

• |  | the NHL season, where:

| • |  | regular season games are concentrated in the fall and winter months (generally the first and fourth quarters of the year) and playoff games are concentrated in the spring months (generally the second quarter of the year). We expect a correlation between the quality of revenue and earnings and the extent of Canadian teams’ presence during the playoffs;

| • |  | programming and production costs are expensed based on the timing of when the rights are aired or are expected to be consumed; and

| • |  | advertising revenue and programming expenses are concentrated in the fall, winter, and spring months, with playoff games commanding a premium in advertising revenue.

Other expenses

Depreciation and amortization has been trending upward over the past several years as a result of an increase in our general depreciable asset base, related significantly to our recent rollout and expansion of our wireless network. This is a direct result of increasing capital expenditures in previous and current years as we worked to upgrade our wireless network, purchase NextBox set-top boxes, and roll out Ignite Gigabit Internet and 4K TV to our Cable footprint. Depreciation and amortization has decreased in 2017 as a result of certain assets becoming fully amortized and our decision to discontinue development of our legacy IPTV product, which resulted in a reduction of assets subject to depreciation. We expect future depreciation and amortization to align with ongoing capital expenditures.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 57

MANAGEMENT’S DISCUSSION AND ANALYSIS

OVERVIEW OF FINANCIAL POSITION

CONSOLIDATED STATEMENTS OF FINANCIAL POSITION

As at December 31 (In millions of dollars) |  | 2017 |  |  | 2016 |  |  | $ Chg |  |  | % Chg |  |  | Explanation of significant changes
Assets |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Current assets: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Accounts receivable |  |  | 2,041 |  |  |  | 1,949 |  |  |  | 92 |  |  |  | 5 |  |  | Reflects an increase in trade receivables driven by increased revenue.
Inventories |  |  | 313 |  |  |  | 315 |  |  |  | (2 | ) |  |  | (1 | ) |  | n/m
Other current assets |  |  | 197 |  |  |  | 215 |  |  |  | (18 | ) |  |  | (8 | ) |  | n/m
Current portion of derivative instruments |  |  | 421 |  |  |  | 91 |  |  |  | 330 |  |  |  | n/m |  |  | Primarily reflects the reclassification to current of the debt derivatives associated with the upcoming maturity of our US$1.4 billion senior notes. See “Financial Risk Management”.
Total current assets |  |  | 2,972 |  |  |  | 2,570 |  |  |  | 402 |  |  |  | 16 |  |  |
Property, plant and equipment |  |  | 11,143 |  |  |  | 10,749 |  |  |  | 394 |  |  |  | 4 |  |  | Primarily reflects capital expenditures, partially offset by depreciation expense. See “Capital Expenditures”.
Intangible assets |  |  | 7,244 |  |  |  | 7,130 |  |  |  | 114 |  |  |  | 2 |  |  | Reflects the acquisition of a spectrum licence, partially offset by amortization of intangible assets.
Investments |  |  | 2,561 |  |  |  | 2,174 |  |  |  | 387 |  |  |  | 18 |  |  | Primarily reflects fair value increases for certain publicly-traded investments.
Derivative instruments |  |  | 953 |  |  |  | 1,708 |  |  |  | (755 | ) |  |  | (44 | ) |  | Primarily reflects the reclassification to current of the debt derivatives associated with the upcoming maturity of our US$1.4 billion senior notes and the changes in market value of our debt derivatives as a result of the appreciation of the Cdn$ relative to the US$. See “Financial Risk Management”.
Other long-term assets |  |  | 82 |  |  |  | 98 |  |  |  | (16 | ) |  |  | (16 | ) |  | n/m
Deferred tax assets |  |  | 3 |  |  |  | 8 |  |  |  | (5 | ) |  |  | (63 | ) |  | n/m
Goodwill |  |  | 3,905 |  |  |  | 3,905 |  |  |  | – |  |  |  | – |  |  | n/m
Total assets |  |  | 28,863 |  |  |  | 28,342 |  |  |  | 521 |  |  |  | 2 |  |  |
Liabilities and shareholders’ equity |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Current liabilities: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Bank advances |  |  | 6 |  |  |  | 71 |  |  |  | (65 | ) |  |  | n/m |  |  | See “Sources and Uses of Cash”.
Short-term borrowings |  |  | 1,585 |  |  |  | 800 |  |  |  | 785 |  |  |  | 98 |  |  | Reflects borrowings under our new US CP program, partially offset by a decrease in borrowings under our securitization program.
Accounts payable and accrued liabilities |  |  | 2,931 |  |  |  | 2,783 |  |  |  | 148 |  |  |  | 5 |  |  | Primarily reflects an overall increase in trade payables as a result of the timing of payments made.
Income tax payable |  |  | 62 |  |  |  | 186 |  |  |  | (124 | ) |  |  | (67 | ) |  | Reflects the timing of tax installments.
Current portion of provisions |  |  | 4 |  |  |  | 134 |  |  |  | (130 | ) |  |  | (97 | ) |  | Primarily reflects payments made for our share of the remaining obligations in our shomi joint venture and a related provision reversal.
Unearned revenue |  |  | 346 |  |  |  | 367 |  |  |  | (21 | ) |  |  | (6 | ) |  | Reflects customer deposits at the Toronto Blue Jays.
Current portion of long-term debt |  |  | 1,756 |  |  |  | 750 |  |  |  | 1,006 |  |  |  | 134 |  |  | Reflects the reclassification of our US$1.4 billion senior notes to current, partially offset by the cumulative repayment of $750 million of senior notes in 2017. See “Managing our Liquidity and Financial Resources”.
Current portion of derivative instruments |  |  | 133 |  |  |  | 22 |  |  |  | 111 |  |  |  | n/m |  |  | Primarily reflects changes in market values of our expenditure derivatives, as a result of the appreciation of the Cdn$ relative to the US$, and bond forwards, as a result of a change in the Government of Canada interest rates. See “Financial Risk Management”.
Total current liabilities |  |  | 6,823 |  |  |  | 5,113 |  |  |  | 1,710 |  |  |  | 33 |  |  |
Provisions |  |  | 35 |  |  |  | 33 |  |  |  | 2 |  |  |  | 6 |  |  | n/m
Long-term debt |  |  | 12,692 |  |  |  | 15,330 |  |  |  | (2,638 | ) |  |  | (17 | ) |  | Primarily reflects the reclassification to current of our US$1.4 billion of senior notes, a decrease in our credit facility borrowings, and revaluation due to the appreciation of the Cdn$ relative to the US$. See “Sources and Uses of Cash”.
Derivative instruments |  |  | 147 |  |  |  | 118 |  |  |  | 29 |  |  |  | 25 |  |  | Reflects changes in market values of debt derivatives, primarily as a result of the appreciation of the Cdn$ relative to the US$, partially offset by the upcoming maturity of certain bond forwards that are now classified as current. See “Financial Risk Management”.
Other long-term liabilities |  |  | 613 |  |  |  | 562 |  |  |  | 51 |  |  |  | 9 |  |  | Reflects an increase in long-term pension obligations.
Deferred tax liabilities |  |  | 2,206 |  |  |  | 1,917 |  |  |  | 289 |  |  |  | 15 |  |  | Primarily reflects an increase in temporary differences between the accounting and tax bases for certain assets and liabilities.
Total liabilities |  |  | 22,516 |  |  |  | 23,073 |  |  |  | (557 | ) |  |  | (2 | ) |  |
Shareholders’ equity |  |  | 6,347 |  |  |  | 5,269 |  |  |  | 1,078 |  |  |  | 20 |  |  | Reflects changes in retained earnings and equity reserves.
Total liabilities and shareholders’ equity |  |  | 28,863 |  |  |  | 28,342 |  |  |  | 521 |  |  |  | 2 |  |  |

58 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

Managing Our Liquidity and Financial Resources

SOURCES AND USES OF CASH

OPERATING, INVESTING, AND FINANCING ACTIVITIES

|  | Years ended December 31 |
(In millions of dollars) |  | 2017 |  |  | 2016 |
Cash provided by operating activities before changes in non-cash working capital items, income taxes paid, and interest paid |  |  | 5,302 |  |  |  | 4,994 |
Change in non-cash operating working capital items |  |  | (154 | ) |  |  | 14 |
Cash provided by operating activities before income taxes paid and interest paid |  |  | 5,148 |  |  |  | 5,008 |
Income taxes paid |  |  | (475 | ) |  |  | (295 | )
Interest paid |  |  | (735 | ) |  |  | (756 | )
Cash provided by operating activities |  |  | 3,938 |  |  |  | 3,957 |
Investing activities: |  |  |  |  |  |  |  |
Capital expenditures |  |  | (2,436 | ) |  |  | (2,352 | )
Additions to program rights |  |  | (59 | ) |  |  | (46 | )
Changes in non-cash working capital related to capital expenditures and intangible assets |  |  | 109 |  |  |  | (103 | )
Acquisitions and other strategic transactions, net of cash acquired |  |  | (184 | ) |  |  | – |
Other |  |  | (60 | ) |  |  | 45 |
Cash used in investing activities |  |  | (2,630 | ) |  |  | (2,456 | )
Financing activities: |  |  |  |  |  |  |  |
Net proceeds received on short-term borrowings |  |  | 858 |  |  |  | – |
Net repayment of long-term debt |  |  | (1,034 | ) |  |  | (538 | )
Net payments on settlement of debt derivatives and forward contracts |  |  | (79 | ) |  |  | (45 | )
Transaction costs incurred |  |  | – |  |  |  | (17 | )
Dividends paid |  |  | (988 | ) |  |  | (988 | )
Other |  |  | – |  |  |  | 5 |
Cash used in financing activities |  |  | (1,243 | ) |  |  | (1,583 | )
Change in cash and cash equivalents |  |  | 65 |  |  |  | (82 | )
(Bank advances) cash and cash equivalents, beginning of period |  |  | (71 | ) |  |  | 11 |
Bank advances, end of period |  |  | (6 | ) |  |  | (71 | )

OPERATING ACTIVITIES

The marginal decrease in cash provided by operating activities this year was a result of higher net investment in non-cash working capital and higher cash income taxes paid, partially offset by lower interest paid.

INVESTING ACTIVITIES

Capital expenditures

We spent a net amount of $2,436 million this year on property, plant and equipment before related changes in non-cash working capital items, which was 4% higher than 2016. See “Capital Expenditures” for more information.

Acquisitions and other strategic transactions

In June 2017, upon receipt of all necessary regulatory approvals, we acquired an AWS-1 spectrum licence from Quebecor Inc., pursuant to an existing agreement, by paying $184 million. Upon acquisition, we recognized the spectrum licence as an intangible asset of $184 million, which included directly attributable costs. The spectrum licence provides us with more wireless capacity in the Greater Toronto Area. We did not make any material acquisitions or other strategic transactions in 2016.

FINANCING ACTIVITIES

We repaid net amounts of $255 million for the year ended December 31, 2017 (2016 – $583 million) on our short-term borrowings, long-term debt, and related derivatives. See “Financial Risk Management” for more information on the cash flows relating to our derivative instruments.

Short-term borrowings

Our short-term borrowings consist of amounts outstanding under our accounts receivable securitization program and under our US CP program. Below is a summary of our short-term borrowings as at December 31, 2017 and 2016.

|  | Years ended December 31 |
(In millions of dollars) |  | 2017 |  |  | 2016 |
Accounts receivable securitization program |  |  | 650 |  |  |  | 800 |
US commercial paper program |  |  | 935 |  |  |  | – |
Total short-term borrowings |  |  | 1,585 |  |  |  | 800 |

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 59

MANAGEMENT’S DISCUSSION AND ANALYSIS

The table below summarizes the activity relating to our short-term borrowings for the years ended December 31, 2017 and 2016.

|  | Year ended December 31, 2017 |  |  | Year ended December 31, 2016 |
(In millions of dollars, except exchange rates) |  | Notional (US$) |  |  | Exchange rate |  |  | Notional (Cdn$) |  |  | Notional (US$) |  |  | Exchange rate |  |  | Notional (Cdn$) |
Proceeds received from accounts receivable securitization |  |  |  |  |  |  |  |  |  |  | 530 |  |  |  |  |  |  |  |  |  |  |  | 295 |
Repayment of accounts receivable securitization |  |  |  |  |  |  |  |  |  |  | (680 | ) |  |  |  |  |  |  |  |  |  |  | (295 | )
Net repayment of accounts receivable securitization |  |  |  |  |  |  |  |  |  |  | (150 | ) |  |  |  |  |  |  |  |  |  |  | – |
Proceeds received from US commercial paper |  |  | 8,267 |  |  |  | 1.30 |  |  |  | 10,712 |  |  |  | – |  |  |  | – |  |  |  | – |
Repayment of US commercial paper |  |  | (7,530 | ) |  |  | 1.30 |  |  |  | (9,704 | ) |  |  | – |  |  |  | – |  |  |  | – |
Net proceeds received from US commercial paper |  |  | 737 |  |  |  | 1.37 |  |  |  | 1,008 |  |  |  |  |  |  |  |  |  |  |  | – |
Net proceeds received on short-term borrowings |  |  |  |  |  |  |  |  |  |  | 858 |  |  |  |  |  |  |  |  |  |  |  | – |

In March 2017, we entered into a US CP program that allowed us to issue up to a maximum aggregate principal amount of US$1 billion. In December 2017, we increased the maximum aggregate principal amount allowed under our US CP program to US$1.5 billion. Funds can be borrowed under this program with terms to maturity ranging from 1 to 397 days, subject to ongoing market conditions. Any issuances made under the US CP program will be issued at a discount. The obligations of RCI under the US CP

program are unsecured and guaranteed by RCCI, and rank equally in right of payment with all our senior notes and debentures. See “Financial Condition” for more information.

Concurrent with our commercial paper issuances, we entered into debt derivatives to hedge the foreign currency risk associated with the principal and interest components of the borrowings under the US CP program. See “Financial Risk Management” for more information.

Long-term debt

Our long-term debt consists of amounts outstanding under our bank and letter of credit facilities and the senior notes and debentures we have issued. The tables below summarize the activity relating to our long-term debt for the years ended December 31, 2017 and 2016.

|  | Year ended December 31, 2017 |  |  | Year ended December 31, 2016 |
(In millions of dollars, except exchange rates) |  | Notional (US$) |  |  | Exchange rate |  |  | Notional (Cdn$) |  |  | Notional (US$) |  |  | Exchange rate |  |  | Notional (Cdn$) |
Credit facility borrowings (Cdn$) |  |  |  |  |  |  |  |  |  |  | 1,730 |  |  |  |  |  |  |  |  |  |  |  | 1,140 |
Credit facility borrowings (US$) |  |  | 960 |  |  |  | 1.32 |  |  |  | 1,269 |  |  |  | 2,188 |  |  |  | 1.31 |  |  |  | 2,877 |
Total credit facility borrowings |  |  |  |  |  |  |  |  |  |  | 2,999 |  |  |  |  |  |  |  |  |  |  |  | 4,017 |
Credit facility repayments (Cdn$) |  |  |  |  |  |  |  |  |  |  | (1,830 | ) |  |  |  |  |  |  |  |  |  |  | (1,540 | )
Credit facility repayments (US$) |  |  | (1,110 | ) |  |  | 1.31 |  |  |  | (1,453 | ) |  |  | (2,038 | ) |  |  | 1.32 |  |  |  | (2,686 | )
Total credit facility repayments |  |  |  |  |  |  |  |  |  |  | (3,283 | ) |  |  |  |  |  |  |  |  |  |  | (4,226 | )
Net repayments under credit facilities |  |  |  |  |  |  |  |  |  |  | (284 | ) |  |  |  |  |  |  |  |  |  |  | (209 | )
Senior notes issuances (US$) |  |  | – |  |  |  | – |  |  |  | – |  |  |  | 500 |  |  |  | 1.34 |  |  |  | 671 |
Senior notes repayments (Cdn$) |  |  |  |  |  |  |  |  |  |  | (750 | ) |  |  |  |  |  |  |  |  |  |  | (1,000 | )
Net repayment of senior notes |  |  |  |  |  |  |  |  |  |  | (750 | ) |  |  |  |  |  |  |  |  |  |  | (329 | )
Net repayment of long-term debt |  |  |  |  |  |  |  |  |  |  | (1,034 | ) |  |  |  |  |  |  |  |  |  |  | (538 | )

|  | Years ended December 31 |
(In millions of dollars) |  | 2017 |  |  | 2016 |
Long-term debt net of transaction costs, beginning of period |  |  | 16,080 |  |  |  | 16,870 |
Net repayment of long-term debt |  |  | (1,034 | ) |  |  | (538 | )
Gain on foreign exchange |  |  | (608 | ) |  |  | (245 | )
Deferred transaction costs incurred |  |  | (3 | ) |  |  | (12 | )
Amortization of deferred transaction costs |  |  | 13 |  |  |  | 5 |
Long-term debt net of transaction costs, end of period |  |  | 14,448 |  |  |  | 16,080 |

The revolving credit facility is unsecured, guaranteed by RCCI, and ranks equally with all of our senior notes and debentures.

Effective April 1, 2016, we amended our $2.5 billion revolving credit facility to, among other things, extend the maturity date from July 2019 to September 2020. At the same time, we also amended the $1.0 billion non-revolving credit facility to, among other things, extend the maturity date from April 2017 to April 2018. As a result of the repayments made during 2016, we reduced the amount of borrowings available under our non-revolving credit facility from $1.0 billion to $301 million.

60 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

As at December 31, 2017, we had nil drawn under our bank credit facilities (2016 – $301 million ($100 million and US$150 million)). We had entered into debt derivatives related to these borrowings

to convert all the interest and principal payment obligations to Canadian dollars as at December 31, 2016. See “Financial Risk Management” for more information.

Issuance of senior notes and related debt derivatives

Below is a summary of the senior notes that we issued in 2016, with the proceeds used to repay outstanding advances under our credit facilities and for general corporate purposes. We did not issue any senior notes in 2017.

(In millions of dollars, except interest rates and discounts) |
Date Issued |  | Principal amount |  |  | Due date |  |  | Interest rate |  |  | Discount/premium at issuance |  |  | Total gross proceeds 1 (Cdn$) |  |  | Transaction costs and discounts 2 (Cdn$) |
2016 issuances |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
November 4, 2016 |  |  | US 500 |  |  |  | 2026 |  |  |  | 2.900% |  |  |  | 98.354% |  |  |  | 671 |  |  |  | 17 |

1 | Gross proceeds before transaction costs, discounts, and premiums.

2 | Transaction costs, discounts, and premiums are included as deferred transaction costs and discounts in the carrying value of the long-term debt, and recognized in net income using the effective interest method.

The senior notes issued in 2016 were issued pursuant to public offerings in the US.

Concurrent with the 2016 issuance, we entered into debt derivatives to convert all interest and principal payment obligations on the senior notes to Canadian dollars. See “Financial Risk Management” for more information.

On February 8, 2018, we issued US$750 million senior notes due 2048 at a rate of 4.300%. At the same time, we entered into debt derivatives to convert all interest and principal payment obligations to Canadian dollars. As a result, we received net proceeds of $938 million from the issuance. We intend to use these funds for general corporate purposes, which may include the repayment at maturity of our outstanding commercial paper under our US CP program.

All the notes issued are unsecured and guaranteed by RCCI, ranking equally with all of our other unsecured senior notes and debentures, bank credit facilities, and letter of credit facilities.

Repayment of senior notes and related derivative settlements

Below is a summary of the repayment of our senior notes during 2017 and 2016.

(In millions of dollars) |
Maturity date |  | Notional amount (Cdn$) |
2017 repayments |  |  |  |
March 2017 |  |  | 250 |
June 2017 |  |  | 500 |
Total for 2017 |  |  | 750 |
2016 repayments |  |  |  |
May 2016 |  |  | 1,000 |

There were no debt derivatives associated with the 2017 and 2016 repayments.

Dividends

In 2017, we declared and paid dividends on each of our outstanding Class A Shares and Class B Non-Voting Shares. We paid $988 million in cash dividends. See “Dividends and Share Information” for more information.

Shelf prospectuses

We have two shelf prospectuses that qualify the offering of debt securities from time to time. One shelf prospectus qualifies the public offering of up to $4 billion of our debt securities in each of the provinces of Canada (Canadian Shelf) and the other shelf prospectus (together with a corresponding registration statement filed with the US Securities and Exchange Commission) qualifies the public offering of up to US$4 billion of our debt securities in the United States and Ontario (US Shelf). Both the Canadian Shelf and the US Shelf will expire in April 2018. In November 2016, we issued US$500 million ($671 million) of debt securities under the US Shelf. We did not issue any additional debt securities in 2017.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 61

MANAGEMENT’S DISCUSSION AND ANALYSIS

FREE CASH FLOW

|  | Years ended December 31 |
(In millions of dollars) |  | 2017 |  |  | 2016 |  |  | % Chg |
Adjusted operating profit 1 |  |  | 5,379 |  |  |  | 5,092 |  |  |  | 6 |
Deduct (add): |  |  |  |  |  |  |  |  |  |  |  |
Capital expenditures 2 |  |  | 2,436 |  |  |  | 2,352 |  |  |  | 4 |
Interest on borrowings, net of capitalized interest |  |  | 722 |  |  |  | 740 |  |  |  | (2 | )
Cash income taxes 3 |  |  | 475 |  |  |  | 295 |  |  |  | 61 |
Free cash flow 1 |  |  | 1,746 |  |  |  | 1,705 |  |  |  | 2 |

1 | Adjusted operating profit and free cash flow are non-GAAP measures and should not be considered as substitutes or alternatives for GAAP measures. These are not defined terms under IFRS, and do not have standard meanings, so may not be a reliable way to compare us to other companies. See “Non-GAAP Measures” for information about these measures, including how we calculate them.

2 | Includes additions to property, plant and equipment net of proceeds on disposition, but does not include expenditures for spectrum licences.

3 | Cash income taxes are net of refunds received.

The 2% increase in free cash flow this year was primarily a result of:

• |  | higher adjusted operating profit; partially offset by

• |  | higher capital expenditures; and

• |  | higher cash income taxes.

FINANCIAL CONDITION

LIQUIDITY

Below is a summary of our total available liquidity under our bank credit facilities, letters of credit facilities, and short-term borrowings.

As at December 31, 2017 (In millions of dollars) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| Total available |  |  | Drawn |  |  | Letters of credit |  |  | US CP program |  |  | Net available |
Bank credit facilities: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Revolving |  |  | 3,200 |  |  |  | – |  |  |  | 9 |  |  |  | 935 |  |  |  | 2,256 |
Outstanding letters of credit |  |  | 87 |  |  |  | – |  |  |  | 87 |  |  |  | – |  |  |  | – |
Bank advances |  |  | – |  |  |  | 6 |  |  |  | – |  |  |  | – |  |  |  | (6 | )
Total bank credit facilities |  |  | 3,287 |  |  |  | 6 |  |  |  | 96 |  |  |  | 935 |  |  |  | 2,250 |
Accounts receivable securitization |  |  | 1,050 |  |  |  | 650 |  |  |  | – |  |  |  | – |  |  |  | 400 |
Total |  |  | 4,337 |  |  |  | 656 |  |  |  | 96 |  |  |  | 935 |  |  |  | 2,650 |
As at December 31, 2016 (In millions of dollars) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
|  |  |  | Total available |  |  | Drawn |  |  | Letters of credit |  |  | Net available |
Bank credit facilities: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Revolving |  |  |  |  |  |  | 2,500 |  |  |  | – |  |  |  | 9 |  |  |  | 2,491 |
Non-revolving |  |  |  |  |  |  | 301 |  |  |  | 301 |  |  |  | – |  |  |  | – |
Outstanding letters of credit |  |  |  |  |  |  | 59 |  |  |  | – |  |  |  | 59 |  |  |  | – |
Bank advances |  |  |  |  |  |  | – |  |  |  | 71 |  |  |  | – |  |  |  | (71 | )
Total bank credit facilities |  |  |  |  |  |  | 2,860 |  |  |  | 372 |  |  |  | 68 |  |  |  | 2,420 |
Accounts receivable securitization |  |  |  |  |  |  | 1,050 |  |  |  | 800 |  |  |  | – |  |  |  | 250 |
Total |  |  |  |  |  |  | 3,910 |  |  |  | 1,172 |  |  |  | 68 |  |  |  | 2,670 |

In addition to the noted sources of available liquidity, we held $1,465 million of marketable securities in publicly-traded companies as at December 31, 2017 (2016 – $1,047 million).

Weighted average cost of borrowings

Our borrowings had a weighted average cost of 4.70% as at December 31, 2017 (2016 – 4.72%) and a weighted average term to maturity of 9.9 years (2016 – 10.6 years).

COVENANTS

The provisions of our $3.2 billion revolving bank credit facility described in “Sources and Uses of Cash” impose certain restrictions on our operations and activities, the most significant of which are leverage-related maintenance tests. As at December 31, 2017 and 2016, we were in compliance with all financial covenants, financial ratios, and all of the terms and conditions of our debt agreements. Throughout 2017, these covenants did not impose restrictions of any material consequence on our operations.

62 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

CREDIT RATINGS

Credit ratings provide an independent measure of credit quality of an issue of securities and can affect our ability to obtain short-term and long-term financing and the terms of the financing. If rating agencies lower the credit ratings on our debt, particularly a downgrade below investment-grade, it could adversely affect our cost of financing and access to liquidity and capital.

We have engaged each of S&P Global Ratings Services (S&P), Moody’s Investors Service (Moody’s), and Fitch Ratings (Fitch) to rate certain of our public debt issues. Below is a summary of the credit ratings on RCI’s outstanding senior notes and debentures (long-term) and US CP (short-term) as at December 31, 2017.

Issuance |  | S&P |  | Moody’s |  | Fitch
Corporate credit issuer default rating 1 |  | BBB+ with a stable outlook |  | Baa1 with a stable outlook |  | BBB+ with a stable outlook
Senior unsecured debt 1 |  | BBB+ with a stable outlook |  | Baa1 with a stable outlook |  | BBB+ with a stable outlook
US commercial paper 2 |  | A-2 |  | P-2 |  | N/A 3

1 | Unchanged for the year.

2 | Unchanged since the inception of our US CP program in the first quarter of 2017.

3 | We did not seek a rating from Fitch for our short-term obligations in 2017.

Ratings for long-term debt instruments across the universe of composite rates range from AAA (S&P and Fitch) or Aaa (Moody’s), representing the highest quality of securities rated, to D (S&P), Substantial Risk (Fitch), and C (Moody’s) for the lowest quality of securities rated. Investment-grade credit ratings are generally considered to range from BBB- (S&P and Fitch) or Baa3 (Moody’s) to AAA (S&P and Fitch) or Aaa (Moody’s).

Ratings for short-term debt instruments across the universe of composite rates ranges from A-1+ (S&P), F1+ (Fitch), or P-1 (Moody’s), representing the highest quality of securities rated, to C (S&P and Fitch), and not prime (Moody’s) for the lowest quality of securities rated. Investment-grade credit ratings are generally considered to be ratings of at least A-3 (S&P), F3 (Fitch), or P-3 (Moody’s) quality or higher.

Credit ratings are not recommendations to purchase, hold, or sell securities, nor are they a comment on market price or investor suitability. There is no assurance that a rating will remain in effect for a given period, or that a rating will not be revised or withdrawn entirely by a rating agency if it believes circumstances warrant it. The ratings on our senior debt provided by S&P, Fitch, and Moody’s are investment-grade ratings.

PENSION OBLIGATIONS

Our defined benefit pension plans had a net funding deficit of approximately $452 million as at December 31, 2017 (2016 – $387 million). During 2017, our net funding deficit increased by $65 million primarily as a result of a decrease in the discount rate we used to measure these obligations.

We made a total of $145 million (2016 – $125 million) of contributions to our defined benefit pension plans this year. We expect our total estimated funding requirements to be $141 million in 2018 and to be adjusted annually thereafter based on various market factors, such as interest rates, expected returns, and staffing assumptions.

Changes in factors such as the discount rate, participation rates, increases in compensation, and the expected return on plan assets can affect the accrued benefit obligation, pension expense, and the deficiency of plan assets over accrued obligations in the future. See “Accounting Policies” for more information.

In order to manage the rising cost of our pension plans, effective June 30, 2016, the Rogers Defined Benefit Pension Plan was closed to new enrollment. Beginning July 1, 2016, employees not participating in the Rogers Defined Benefit Pension Plan became eligible for enrollment into a new Defined Contribution Pension Plan.

Purchase of annuities

From time to time, we have made additional lump-sum contributions to our pension plans, and the pension plans have purchased annuities from insurance companies to fund the pension benefit obligations for certain groups of retired employees in the plans. Purchasing the annuities relieves us of our primary responsibility for that portion of the accrued benefit obligations for the retired employees and eliminates the significant risk associated with the obligations.

We did not make any additional lump-sum contributions to our pension plans in 2017 or 2016, and the pension plans did not purchase additional annuities.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 63

MANAGEMENT’S DISCUSSION AND ANALYSIS

FINANCIAL RISK MANAGEMENT

We use derivative instruments from time to time to manage risks related to our business activities, summarized as follows:

Derivative |  | The risk they manage |  | Types of derivative instruments
Debt derivatives |  | •  Impact of fluctuations in foreign exchange rates on principal and interest payments for US dollar-denominated senior notes and debentures, credit facility borrowings, and commercial paper borrowings. |  | •  Cross-currency interest rate exchange agreements •  Forward foreign exchange agreements (from time to time as necessary)
Bond forwards |  | •  Impact of fluctuations in market interest rates on forecasted interest payments for expected long-term debt |  | •  Forward interest rate agreements
Expenditure derivatives |  | •  Impact of fluctuations in foreign exchange rates on forecasted US dollar-denominated expenditures |  | •  Forward foreign exchange agreements
Equity derivatives |  | •  Impact of fluctuations in share price on stock-based compensation expense |  | •  Total return swap agreements

We also manage our exposure to fluctuating interest rates and we have fixed the interest rate on 89.5% (2016 – 91.2%) of our debt, including short-term borrowings, as at December 31, 2017.

We designate the debt derivatives related to our senior notes and debentures as hedges for accounting purposes against the foreign exchange risk associated with specific debt instruments. We do not designate the debt derivatives related to our credit facility and US CP borrowings as hedges for accounting purposes. Our bond forwards and expenditure derivatives are also designated as hedges for accounting purposes.

DEBT DERIVATIVES

We use cross-currency interest rate exchange agreements (debt derivatives) to hedge the foreign exchange risk on all of the interest and principal payment obligations of our US dollar-denominated senior notes and debentures.

New debt derivatives to hedge new senior notes issued

|  |  | US$ |  |  |  |  |  | Hedging effect |
(In millions of dollars, except interest rates) Effective date |  | Principal/ Notional amount (US$) |  |  | Maturity date |  |  | Coupon rate |  |  |  |  |  | Fixed hedged (Cdn$) interest rate 1 |  |  | Equivalent (Cdn$) |
November 4, 2016 |  |  | 500 |  |  |  | 2026 |  |  |  | 2.900% |  |  |  |  |  |  |  | 2.834% |  |  |  | 671 |

1 | Converting from a fixed US$ coupon rate to a weighted average Cdn$ fixed rate.

During 2017, we did not enter into or settle any debt derivatives related to senior notes.

During the year, we entered into debt derivatives related to our credit facility and US CP borrowings as a result of a favourable interest rate spread obtained from borrowing funds in US dollars. We used these derivatives to offset the foreign exchange and interest rate risk on our US dollar-denominated credit facility and commercial paper borrowings. As a result of the short-term nature of these debt derivatives, we have not designated them as hedges for accounting purposes.

Below is a summary of the debt derivatives we entered into and settled related to our credit facility borrowings and commercial paper program during 2017 and 2016.

|  | Year ended December 31, 2017 |
(In millions of dollars, except exchange rates) |  | Notional (US$) |  |  | Exchange rate |  |  | Notional (Cdn$) |
Credit facilities |  |  |  |  |  |  |  |  |  |  |  |
Debt derivatives entered |  |  | 1,610 |  |  |  | 1.32 |  |  |  | 2,126 |
Debt derivatives settled |  |  | 1,760 |  |  |  | 1.32 |  |  |  | 2,327 |
Net cash paid |  |  |  |  |  |  |  |  |  |  | (17 | )
Commercial paper program |  |  |  |  |  |  |  |  |  |  |  |
Debt derivatives entered |  |  | 8,266 |  |  |  | 1.30 |  |  |  | 10,711 |
Debt derivatives settled |  |  | 7,521 |  |  |  | 1.29 |  |  |  | 9,692 |
Net cash paid |  |  |  |  |  |  |  |  |  |  | (62 | )

|  | Year ended December 31, 2016 |
(In millions of dollars, except exchange rates) |  | Notional (US$) |  |  | Exchange rate |  |  | Notional (Cdn$) |
Credit facilities |  |  |  |  |  |  |  |  |  |  |  |
Debt derivatives entered |  |  | 8,683 |  |  |  | 1.31 |  |  |  | 11,360 |
Debt derivatives settled |  |  | 8,533 |  |  |  | 1.31 |  |  |  | 11,159 |
Net cash received |  |  |  |  |  |  |  |  |  |  | 8 |

64 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

As at December 31, 2017, we had US$6.7 billion of US dollar-denominated senior notes and debentures, all of which were hedged using debt derivatives.

|  | As at December 31 |
(In millions of dollars, except exchange rates, percentages, and years) |  | 2017 |  |  | 2016 |
US dollar-denominated long-term debt 1 |  | US$ | 6,700 |  |  | US$ | 6,700 |
Hedged with debt derivatives |  | US$ | 6,700 |  |  | US$ | 6,700 |
Hedged exchange rate |  |  | 1.1070 |  |  |  | 1.1070 |
Percent hedged 2 |  |  | 100.0% |  |  |  | 100.0% |
Amount of borrowings at fixed rates 3 |  |  |  |  |  |  |  |
Total borrowings |  | $ | 15,152 |  |  | $ | 15,418 |
Total borrowings at fixed rates |  | $ | 13,567 |  |  | $ | 14,067 |
Percent of borrowings at fixed rates |  |  | 89.5% |  |  |  | 91.2% |
Weighted average interest rate on borrowings |  |  | 4.70% |  |  |  | 4.72% |
Weighted average term to maturity |  |  | 9.9 years |  |  |  | 10.6 years |

1 | US dollar-denominated long-term debt reflects the hedged exchange rate and the hedged interest rate.

2 | Pursuant to the requirements for hedge accounting under IAS 39, Financial Instruments: Recognition and Measurement, on December 31, 2017, and December 31, 2016, RCI accounted for 100% of its debt derivatives related to senior notes as hedges against designated US dollar-denominated debt. As a result, on December 31, 2017 and 2016, 100% of our US dollar-denominated debt is hedged for accounting and economic purposes.

3 | Borrowings include long-term debt, including the impact of debt derivatives, and short-term borrowings associated with our US CP and accounts receivable securitization programs.

BOND FORWARDS

From time to time, we use extendible bond forward derivatives (bond forwards) to hedge interest rate risk on the debt instruments we expect to issue in the future. As at December 31, 2017, approximately $5.6 billion of our outstanding public debt matures over the next five years (2016 – $5.9 billion) and we anticipate that we will issue public debt over that time to fund at least a portion of those maturities together with other general corporate funding requirements. We use bond forwards for risk management purposes only. The bond forwards noted below have been designated as hedges for accounting purposes.

During 2014, we entered into bond forwards to hedge the underlying Government of Canada (GoC) interest rate risk that will comprise a portion of the interest rate risk associated with our anticipated future debt issuances. As a result of these bond forwards, we hedged the underlying GoC 10-year rate on $1.5 billion notional amount for anticipated future debt issuances from 2015 to 2018 and the underlying GoC 30-year rate on $0.4 billion notional amount for December 31, 2018. The bond forwards are effective from December 2014.

On November 4, 2016, we exercised a $500 million notional bond forward due January 4, 2017 in relation to the issuance of the US$500 million senior notes due 2026 and paid $53 million to settle the derivative. The amount paid represents the fair value of the bond forward at the time of settlement and will be reclassified into finance costs from the hedging reserve using the effective interest rate method over the life of the US$500 million senior notes due 2026.

As at December 31, 2017 we had $900 million notional amount of bond forwards outstanding (2016 – $900 million), all of which were designated as hedges for accounting purposes.

(In millions of dollars, except interest rates) |
GoC term (years) |  | Effective date |  | Maturity date 1 |  | Notional amount |  |  | Hedged GoC interest rate as at December 31, 2017 |  |  | Hedged GoC interest rate as at December 31, 2016 1 |  |  | 2017 |  |  | 2016 |
10 |  | December 2014 |  | April 30, 2018 |  |  | 500 |  |  |  | 2.85% |  |  |  | 2.52% |  |  |  | 500 |  |  |  | 500 |
30 |  | December 2014 |  | December 31, 2018 |  |  | 400 |  |  |  | 2.65% |  |  |  | 2.62% |  |  |  | 400 |  |  |  | 400 |
Total |  |  |  |  |  |  | 900 |  |  |  |  |  |  |  |  |  |  |  | 900 |  |  |  | 900 |

1 | Bond forwards with maturity dates beyond December 31, 2017 are subject to GoC rate re-setting from time to time. The $400 million due in December 2018 was extended in December 2017 such that its rate will reset in April 2018.

EXPENDITURE DERIVATIVES

We use foreign currency forward contracts (expenditure derivatives) to hedge the foreign exchange risk on the notional amount of certain forecasted US dollar-denominated expenditures. Below is a

summary of the expenditure derivatives into which we entered to manage foreign exchange risk related to certain forecasted expenditures.

|  | Year ended December 31, 2017 |  |  | Year ended December 31, 2016 |
(In millions of dollars, except exchange rates) |  | Notional (US$) |  |  | Exchange rate |  |  | Notional (Cdn$) |  |  | Notional (US$) |  |  | Exchange rate |  |  | Notional (Cdn$) |
Expenditure derivatives entered |  |  | 840 |  |  |  | 1.27 |  |  |  | 1,070 |  |  |  | 990 |  |  |  | 1.33 |  |  |  | 1,318 |
Expenditure derivatives settled |  |  | 930 |  |  |  | 1.33 |  |  |  | 1,240 |  |  |  | 840 |  |  |  | 1.22 |  |  |  | 1,025 |

The expenditure derivatives noted above have been designated as hedges for accounting purposes.

As at December 31, 2017, we had US$1,200 million of expenditure derivatives outstanding (2016 – US$1,290 million), at an average

rate of $1.28/US$ (2016 – $1.32/US$), with terms to maturity ranging from January 2018 to December 2019 (2016 –January 2017 to December 2018). Our outstanding expenditure derivatives maturing in 2018 are hedged at an average exchange rate of $1.30/US$.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 65

MANAGEMENT’S DISCUSSION AND ANALYSIS

EQUITY DERIVATIVES

We use stock-based compensation derivatives (equity derivatives) to hedge the market price appreciation risk of the Class B Non-Voting Shares granted under our stock-based compensation programs. As at December 31, 2017, we had equity derivatives for 5.4 million Class B Non-Voting Shares with a weighted average price of $51.44. These derivatives have not been designated as hedges for accounting purposes. We record changes in their fair value as a stock-based compensation expense, or offset thereto, which serves to offset a substantial portion of the impact of changes in the market price of Class B Non-Voting Shares on the accrued value of the stock-based compensation liability for our stock-based compensation programs.

During 2017, we settled existing equity derivatives for net proceeds of $6 million and entered into new derivatives on 1.0 million Class B Non-Voting Shares with an expiry date of March 2018.

We have executed extension agreements for the remaining equity derivative contracts under substantially the same terms and conditions with revised expiry dates to April 2018 (from April 2017).

In August 2016, we settled 0.3 million equity derivatives at a weighted average price of $58.16 as a result of a reduction in the number of share-based compensation units outstanding.

MARK-TO-MARKET VALUE

We record our derivatives using an estimated credit-adjusted, mark-to-market valuation, calculated in accordance with IFRS.

|  | As at December 31, 2017 |
(In millions of dollars, except exchange rates) |  | Notional amount (US$) |  |  | Exchange rate |  |  | Notional amount (Cdn$) |  |  | Fair value (Cdn$) |
Debt derivatives accounted for as cash flow hedges: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
As assets |  |  | 5,200 |  |  |  | 1.0401 |  |  |  | 5,409 |  |  |  | 1,301 |
As liabilities |  |  | 1,500 |  |  |  | 1.3388 |  |  |  | 2,008 |  |  |  | (149 | )
Short-term debt derivatives not accounted for as hedges: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
As liabilities |  |  | 746 |  |  |  | 1.2869 |  |  |  | 960 |  |  |  | (23 | )
Net mark-to-market debt derivative asset |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 1,129 |
Bond forwards accounted for as cash flow hedges: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
As liabilities |  |  | – |  |  |  | – |  |  |  | 900 |  |  |  | (64 | )
Expenditure derivatives accounted for as cash flow hedges: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
As assets |  |  | 240 |  |  |  | 1.2239 |  |  |  | 294 |  |  |  | 5 |
As liabilities |  |  | 960 |  |  |  | 1.2953 |  |  |  | 1,243 |  |  |  | (44 | )
Net mark-to-market expenditure derivative liability |  |  |  |  |  |  |  |  |  |  |  |  |  |  | (39 | )
Equity derivatives not accounted for as hedges: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
As assets |  |  | – |  |  |  | – |  |  |  | 276 |  |  |  | 68 |
Net mark-to-market asset |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 1,094 |

|  | As at December 31, 2016 |
(In millions of dollars, except exchange rates) |  | Notional amount (US$) |  |  | Exchange rate |  |  | Notional amount (Cdn$) |  |  | Fair value (Cdn$) |
Debt derivatives accounted for as cash flow hedges: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
As assets |  |  | 5,200 |  |  |  | 1.0401 |  |  |  | 5,409 |  |  |  | 1,751 |
As liabilities |  |  | 1,500 |  |  |  | 1.3388 |  |  |  | 2,008 |  |  |  | (68 | )
Short-term debt derivatives not accounted for as hedges: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
As liabilities |  |  | 150 |  |  |  | 1.3407 |  |  |  | 201 |  |  |  | – |
Net mark-to-market debt derivative asset |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 1,683 |
Bond forwards accounted for as cash flow hedges: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
As liabilities |  |  | – |  |  |  | – |  |  |  | 900 |  |  |  | (51 | )
Expenditure derivatives accounted for as cash flow hedges: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
As assets |  |  | 990 |  |  |  | 1.2967 |  |  |  | 1,284 |  |  |  | 40 |
As liabilities |  |  | 300 |  |  |  | 1.4129 |  |  |  | 424 |  |  |  | (21 | )
Net mark-to-market expenditure derivative asset |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 19 |
Equity derivatives not accounted for as hedges: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
As assets |  |  | – |  |  |  | – |  |  |  | 270 |  |  |  | 8 |
Net mark-to-market asset |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 1,659 |

ADJUSTED NET DEBT AND DEBT LEVERAGE RATIO

We use adjusted net debt and debt leverage ratio to conduct valuation-related analysis and make capital structure-related decisions. Adjusted net debt includes long-term debt, net debt derivative assets or liabilities, short-term borrowings, and cash and cash equivalents.

|  | As at December 31 |
(In millions of dollars, except ratios) |  | 2017 |  |  | 2016 |
Long-term debt 1 |  |  | 14,555 |  |  |  | 16,197 |
Net debt derivative assets valued without any adjustment for credit risk 2 |  |  | (1,146 | ) |  |  | (1,740 | )
Short-term borrowings |  |  | 1,585 |  |  |  | 800 |
Bank advances |  |  | 6 |  |  |  | 71 |
Adjusted net debt 3 |  |  | 15,000 |  |  |  | 15,328 |
Debt leverage ratio 3,4 |  |  | 2.8 |  |  |  | 3.0 |

1 | Includes current and long-term portion of long-term debt before deferred transaction costs and discounts. See “Reconciliation of adjusted net debt” in the section “Non-GAAP Measures” for the calculation of this amount.

2 | For purposes of calculating adjusted net debt and debt leverage ratio, we believe including debt derivatives valued without adjustment for credit risk is commonly used to evaluate debt leverage and for market valuation and transactional purposes.

3 | Adjusted net debt and debt leverage ratio are non-GAAP measures and should not be considered substitutes or alternatives for GAAP measures. These are not defined terms under IFRS and do not have standard meanings, so may not be a reliable way to compare us to other companies. See “Non-GAAP Measures” for information about these measures, including how we calculate them.

4 | Debt leverage ratio is measured using adjusted operating profit for the last twelve consecutive months.

66 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

In addition, as at December 31, 2017, we held $1,465 million of marketable securities in publicly-traded companies (2016 – $1,047 million).

Our adjusted net debt decreased by $328 million from December 31, 2016 primarily as a result of a decrease in our outstanding long-term debt, partially offset by a reduction in the fair value of our net debt derivative asset. See “Overview of Financial Position” for more information.

DIVIDENDS AND SHARE INFORMATION

DIVIDENDS

Below is a summary of the dividends that have been declared and paid on our outstanding Class A Shares and Class B Non-Voting Shares.

Declaration date |  | Record date |  | Payment date |  | Dividend per share (dollars) |  |  | Dividends paid (in millions of dollars) |
January 26, 2017 |  | March 13, 2017 |  | April 3, 2017 |  |  | 0.48 |  |  |  | 247 |
April 18, 2017 |  | June 12, 2017 |  | July 4, 2017 |  |  | 0.48 |  |  |  | 247 |
August 17, 2017 |  | September 15, 2017 |  | October 3, 2017 |  |  | 0.48 |  |  |  | 247 |
October 19, 2017 |  | December 11, 2017 |  | January 2, 2018 |  |  | 0.48 |  |  |  | 247 |
January 27, 2016 |  | March 13, 2016 |  | April 1, 2016 |  |  | 0.48 |  |  |  | 247 |
April 18, 2016 |  | June 12, 2016 |  | July 4, 2016 |  |  | 0.48 |  |  |  | 247 |
August 11, 2016 |  | September 11, 2016 |  | October 3, 2016 |  |  | 0.48 |  |  |  | 247 |
October 20, 2016 |  | December 12, 2016 |  | January 3, 2017 |  |  | 0.48 |  |  |  | 247 |

In January 2018, the Board declared a quarterly dividend of $0.48 per Class A Share and Class B Non-Voting Share, to be paid on April 3, 2018, to shareholders of record on March 12, 2018.

We currently expect that the remaining record and payment dates for the 2018 declaration of dividends will be as follows, subject to the declaration by the Board each quarter at its sole discretion:

Declaration date |  | Record date |  | Payment date
April 19, 2018 |  | June 11, 2018 |  | July 3, 2018
August 16, 2018 |  | September 14, 2018 |  | October 3, 2018
October 18, 2018 |  | December 11, 2018 |  | January 3, 2019

OUTSTANDING COMMON SHARES

|  | As at December 31 |
|  | 2017 |  |  | 2016 |
Common shares outstanding 1 |  |  |  |  |  |  |  |
Class A Voting |  |  | 112,407,192 |  |  |  | 112,411,992 |
Class B Non-Voting |  |  | 402,403,433 |  |  |  | 402,396,133 |
Total common shares |  |  | 514,810,625 |  |  |  | 514,808,125 |
Options to purchase Class B Non-Voting Shares |  |  |  |  |  |  |  |
Outstanding options |  |  | 2,637,890 |  |  |  | 3,732,524 |
Outstanding options exercisable |  |  | 924,562 |  |  |  | 1,770,784 |

1 | Holders of our Class B Non-Voting Shares are entitled to receive notice of and to attend shareholder meetings; however, they are not entitled to vote at these meetings except as required by law or stipulated by stock exchanges. If an offer is made to purchase outstanding Class A Shares, there is no requirement under applicable law or our constating documents that an offer be made for the outstanding Class B Non-Voting Shares, and there is no other protection available to shareholders under our constating documents. If an offer is made to purchase both classes of shares, the offer for the Class A Shares may be made on different terms than the offer to the holders of Class B Non-Voting Shares.

As at February 28, 2018, 112,407,192 Class A Shares, 402,405,483 Class B Non-Voting Shares, and 2,563,019 options to purchase Class B Non-Voting Shares were outstanding.

We use the weighted average number of shares outstanding to calculate earnings per share and adjusted earnings per share.

|  | Years ended December 31 |
(Number of shares in millions) |  | 2017 |  |  | 2016 |
Basic weighted average number of shares outstanding |  |  | 515 |  |  |  | 515 |
Diluted weighted average number of shares outstanding |  |  | 517 |  |  |  | 517 |

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 67

MANAGEMENT’S DISCUSSION AND ANALYSIS

COMMITMENTS AND CONTRACTUAL OBLIGATIONS

CONTRACTUAL OBLIGATIONS

Below is a summary of our obligations under firm contractual arrangements as at December 31, 2017. See notes 3, 21, and 27 to our 2017 Audited Consolidated Financial Statements for more information.

(In millions of dollars) |  | Less than 1 Year |  |  | 1-3 Years |  |  | 4-5 Years |  |  | After 5 Years |  |  | Total |
Short-term borrowings |  |  | 1,585 |  |  |  | – |  |  |  | – |  |  |  | – |  |  |  | 1,585 |
Long-term debt 1 |  |  | 1,756 |  |  |  | 1,800 |  |  |  | 2,050 |  |  |  | 8,949 |  |  |  | 14,555 |
Net interest payments |  |  | 712 |  |  |  | 1,160 |  |  |  | 908 |  |  |  | 5,409 |  |  |  | 8,189 |
Debt derivative instruments 2 |  |  | (299 | ) |  |  | – |  |  |  | – |  |  |  | (667 | ) |  |  | (966 | )
Expenditure derivative instruments 2 |  |  | 39 |  |  |  | (7 | ) |  |  | – |  |  |  | – |  |  |  | 32 |
Bond forwards 2 |  |  | 64 |  |  |  | – |  |  |  | – |  |  |  | – |  |  |  | 64 |
Operating leases |  |  | 202 |  |  |  | 308 |  |  |  | 167 |  |  |  | 294 |  |  |  | 971 |
Player contracts 3 |  |  | 111 |  |  |  | 88 |  |  |  | 10 |  |  |  | 7 |  |  |  | 216 |
Purchase obligations 4 |  |  | 368 |  |  |  | 346 |  |  |  | 167 |  |  |  | 121 |  |  |  | 1,002 |
Property, plant and equipment |  |  | 94 |  |  |  | 77 |  |  |  | 61 |  |  |  | 66 |  |  |  | 298 |
Intangible assets |  |  | 97 |  |  |  | 44 |  |  |  | – |  |  |  | – |  |  |  | 141 |
Program rights 5 |  |  | 546 |  |  |  | 1,121 |  |  |  | 1,079 |  |  |  | 1,886 |  |  |  | 4,632 |
Other long-term liabilities |  |  | 2 |  |  |  | 3 |  |  |  | 2 |  |  |  | 2 |  |  |  | 9 |
Total |  |  | 5,277 |  |  |  | 4,940 |  |  |  | 4,444 |  |  |  | 16,067 |  |  |  | 30,728 |

1 | Principal obligations of long-term debt (including current portion) due at maturity.

2 | Net (receipts) disbursements due at maturity. US dollar amounts have been translated into Canadian dollars at the Bank of Canada year-end rate.

3 | Player contracts are Toronto Blue Jays players’ salary contracts into which we have entered and are contractually obligated to pay.

4 | Purchase obligations are the contractual obligations under service, product, and wireless device contracts to which we have committed.

5 | Program rights are the agreements into which we have entered to acquire broadcasting rights for sports broadcasting programs and films for periods in excess of one year at contract inception.

OFF-BALANCE SHEET ARRANGEMENTS

GUARANTEES

As a regular part of our business, we enter into agreements that provide for indemnification and guarantees to counterparties in transactions involving business sale and business combination agreements, sales of services, and purchases and development of assets. Due to the nature of these indemnifications, we are unable to make a reasonable estimate of the maximum potential amount we could be required to pay counterparties. Historically, we have not made any significant payment under these indemnifications or guarantees. See note 26 to our 2017 Audited Consolidated Financial Statements.

OPERATING LEASES

We have entered into operating leases for the rental of premises, distribution facilities, equipment and wireless towers, and other contracts. Terminating any single one of these lease agreements would not have a material adverse effect on us as a whole. See “Commitments and Contractual Obligations” and note 27 to our 2017 Audited Consolidated Financial Statements for quantification.

68 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

Governance and Risk Management

GOVERNANCE AT ROGERS

Rogers is a family-founded, family-controlled company and we take pride in our proactive and disciplined approach to ensuring that our governance structure and practices instill the confidence of our shareholders.

Voting control of Rogers Communications Inc. is held by a trust, the beneficiaries of which are members of the Rogers family. The trust holds voting control of RCI for the benefit of successive generations of the Rogers family via the trust’s ownership of 91% of the outstanding Class A Shares of RCI (2016 – 91%). The Rogers family are substantial stakeholders and owned approximately 27% of our equity as at December 31, 2017 (2016 –27%) through its ownership of a combined total of 141 million Class A Shares and Class B Non-Voting Shares (2016 – 141 million).

The Board is made up of four members of the Rogers family and another twelve directors who bring a rich mix of experience as business leaders in North America. All of our directors are firmly committed to firm governance, strong oversight, and the ongoing creation of shareholder value. The Board as a whole is committed to sound corporate governance and continually reviews its governance practices and benchmarks them against acknowledged leaders and evolving legislation. The Board believes that Rogers’ governance system is effective and that there are appropriate structures and procedures in place.

GOVERNANCE BEST PRACTICES

The majority of our directors are independent and we have adopted many best practices for effective governance, including:

• |  | an independent lead director;

• |  | formal corporate governance policy and charters;

• |  | a code of business conduct and whistleblower hotline;

• |  | director share ownership guidelines;

• |  | Board and committee in camera discussions;

• |  | annual reviews of Board and director performance;

• |  | Audit and Risk Committee meetings with internal and external auditors;

• |  | an orientation programs for new directors;

• |  | regular Board education sessions;

• |  | committee authority to retain independent advisors;

• |  | director material relationship standards; and

• |  | separation of the CEO and Chair roles.

We comply with all relevant corporate governance guidelines and standards as a Canadian public company listed on the TSX and as a foreign private issuer listed on the NYSE in the US.

BOARD OVERSIGHT

The Board delegates certain responsibilities to its seven standing committees to ensure proper oversight and accountability:

• |  | Audit and Risk Committee – reviews our accounting policies and practices, the integrity of our financial reporting processes and procedures, and the financial statements and other relevant disclosure for release to shareholders and the public. It assists the Board in its oversight of our compliance with legal and regulatory requirements for financial reporting, assesses our accounting and financial control systems, and evaluates the qualifications, independence, and work of our internal and external auditors. It also reviews risk management policies and associated processes used to manage major risk exposures.

• |  | Corporate Governance Committee – assists the Board to ensure it has appropriate systems and procedures for carrying out its responsibilities. This committee develops governance policies and practices, recommends them to the Board for approval, and leads the Board in its periodic review of Board and committee performance.

• |  | Nominating Committee – identifies prospective candidates to serve on the Board. Nominated directors are either elected by shareholders at a meeting or appointed by the Board. The committee also recommends nominees for each Board committee, including each committee chair.

• |  | Human Resources Committee – assists the Board in monitoring, reviewing, and approving compensation and benefit policies and practices. It is also responsible for recommending the compensation of senior management and monitoring senior executive succession planning.

• |  | Executive Committee – assists the Board in discharging its responsibilities between meetings, including acting in such areas as are specifically designated and authorized at a preceding Board meeting to consider matters that may arise from time to time.

• |  | Finance Committee – reviews our investment strategies, general debt, and equity structure and reports on them to the Board.

• |  | Pension Committee – oversees the administration of our retiree pension plans and reviews the investment performance and provisions of the plans.

You can find more details about governance at Rogers on our Investor Relations website (investors.rogers.com), including:

• |  | a complete statement of our corporate governance practices;

• |  | our codes of conduct and ethics;

• |  | full Board committee charters;

• |  | director biographies; and

• |  | a summary of the differences between the NYSE corporate governance rules that apply to US-based companies and our governance practices as a non-US-based issuer listed on the NYSE.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 69

MANAGEMENT’S DISCUSSION AND ANALYSIS

SOCIAL RESPONSIBILITY

CORPORATE SOCIAL RESPONSIBILITY

Rogers prides itself on being a good corporate citizen. We aim to foster a culture of sound ethics and transparency; that means putting programs in place that have societal, economic, and environmental benefits.

The material aspects of our Corporate Social Responsibility platform are grouped into six focus areas that are listed below, along with our approaches in addressing them:

Good governance

• |  | Governance and Ethics: We strive to uphold the highest standards of integrity, ethical behaviour, and good corporate citizenship, underpinned by guidelines and policies that govern the actions of our directors and employees and promote responsible conduct.

Customer experience

• |  | Customer Service and Transparency: Customer service is a core pillar of our strategy. We are committed to an improved customer experience and have implemented programs to address customer issues, such as a Roam Like Home, Rogers EnRoute, and customer service through social media channels like Facebook Messenger and Twitter.

• |  | Network Leadership and Innovation: Innovation has always been a part of our identity, whether it is bringing new products or the latest network technologies to market.

• |  | Product Responsibility: We have programs and policies in place to manage a range of product responsibility issues. For instance, we have policies in place to comply with all relevant safety regulations and codes, have programs and teams to manage and advise on our accessibility offerings, and operate

|  | stewardship programs to manage the proper disposal and recycling of our used products, including Rogers Trade-Up and FidoTrade.

• |  | Customer Privacy: Rogers highly values the security, integrity, and sensitivity of our customers’ private information. Rogers’ Privacy Policy outlines our responsibilities and practices regarding the protection of the personal information of our employees and customers. Our Chief Privacy Officer oversees our compliance with this policy and all applicable laws, and responds to requests from law enforcement for customer data.

Employee experience

• |  | Talent Management: We want to attract, develop, and engage the best talent in Canada. We continue to invest in employee programs including an onboarding program, new training programs, a new development planning program, and a revised employee engagement survey. Our Chief Human Resources Officer oversees talent management, while the Human Resources Committee assists the Board in monitoring, reviewing, and approving compensation and benefit policies and practices.

• |  | Inclusion and Diversity: At Rogers, we believe that an inclusive workplace reflective of the diverse communities we serve drives better performance – for our employees, our customers, and our company. Our Inclusion and Diversity Council, comprised of leaders from across the business, oversees the development and execution of our inclusion and diversity strategy.

• |  | Health, Safety, and Wellness: We have a comprehensive integrated healthy workplace program. Our goal is always to protect people by preventing injuries and we invest millions of dollars as well as thousands of hours in safety training every year. We have robust programs and practices in place to identify and minimize potential hazards. We continually monitor those practices, our sites, and our work to ensure employees remain

70 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

|  | safe. We also have a national employee wellness program, bWell, that promotes health and wellness at work and at home.

Environmental responsibility

• |  | Energy Use and Climate Change: Rogers operates thousands of facilities, which include owned and leased buildings, cell transmission sites, power supply stations, and retail stores, as well as an extensive vehicle fleet. We strive to meet our goal of reducing the associated greenhouse gas emissions and energy consumption by 2025, reflected in our company-wide reduction targets of 25% and 10%, respectively, based on 2011 levels.

• |  | Waste and Recycling: Reducing the amount of waste we produce is another important way in which we are managing our environmental footprint. To reduce and responsibly manage the waste we produce, we look for opportunities to avoid waste generation, run programs to recycle and reuse materials, and work to increase employees’ recycling behaviours through our award-winning “Get Up and Get Green” program.

Community investment

• |  | Community Giving: In 2017, Rogers provided $64 million in cash and in-kind donations to support various organizations and causes. In 2017, we launched the Ted Rogers Scholarship Fund, dedicated to ensuring the success of future generations of Canadians by helping some of the brightest young leaders across the country succeed in their educational aspirations. We also support our employees and their community activities through the Rogers Employee Volunteer Program, which gives employees the opportunity to volunteer in their communities for one paid day per year. The Jays Care Foundation also works to ensure children in need make positive life choices through programs that support physical activity, education, and life-skill development.

• |  | Digital Inclusion: Digital inclusion is a priority for Rogers and one of the best ways we can contribute to society. Our Connected for Success program provides low-cost broadband Internet to rent-subsidized tenants within partnered non-profit organizations and housing providers. 150,000 Canadian households are eligible for Internet access through the Connected for Success program, giving them the tools and resources needed to experience the benefits of connectivity.

Economy and society

• |  | Economic Performance: We strive to offer innovative solutions for customers, create diverse and well-paying jobs, support small businesses, pay our fair share of taxes, and deliver dividends to shareholders. Beyond these direct economic impacts, our performance produces indirect economic benefits as well, including significant charitable donations and locally procured goods and services.

• |  | Supply Chain Management: Suppliers play a huge role in our success, which is why we ensure that we have strong supplier selection processes and management, and that we conduct business with socially and environmentally responsible companies who share our values. Our Supplier Code of Conduct

|  | sets out high standards for supplier performance in the areas of ethics, labour rights, health and safety, environment, and management systems. We are members of the Joint Audit Cooperation (JAC), a group of global telecom companies that share common suppliers. Through our participation in JAC, we share audit results among our peers to ensure that our suppliers adhere to internationally recognized supply chain and sustainability standards.

See our annual Corporate Social Responsibility report on our website (about.rogers.com/responsibility) for more information about our social and environmental performance.

INCOME TAX AND OTHER GOVERNMENT PAYMENTS

We proactively manage our tax affairs to enhance Rogers’ business decisions and optimize after-tax free cash flow available for investment in our business and shareholder returns. We have comprehensive policies and procedures to ensure we are compliant with all tax laws and reporting requirements, including filing and making all income and sales tax returns and payments on a timely basis. As a part of this process, we pursue open and cooperative relationships with revenue authorities to minimize audit effort and reduce tax uncertainty. We also engage with government policy makers on taxation matters that affect Rogers and its shareholders, employees, customers, and other stakeholders.

INCOME TAX PAYMENTS

Rogers’ total income tax expense of $635 million in 2017 is close to the expense computed on its accounting income at the statutory rate of 26.7%. Cash income tax payments totaled $475 million in 2017. Cash income tax payments differ from the tax expense shown on the financial statements for various reasons, including the required timing of payments. The primary reason our cash income tax is lower than our tax expense is a result of the significant capital investment we continue to make in our wireless and broadband telecommunications networks throughout Canada. Similar to tax systems throughout the world, Canadian tax laws permit investments in such productivity-enhancing assets to be deducted for tax purposes more quickly than they are depreciated for financial statement purposes.

OTHER GOVERNMENT PAYMENTS

In addition to paying income tax on the profits we earn, we contribute significantly to Canadians by paying taxes and fees to federal, provincial, and municipal governments, including:

• |  | various taxes on the salaries and wages we pay (payroll taxes) to approximately 24,500 employees;

• |  | property and business taxes;

• |  | unrecoverable sales taxes and custom duties; and

• |  | broadcast, spectrum, and other regulatory fees.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 71

MANAGEMENT’S DISCUSSION AND ANALYSIS

As outlined in the table below, the total cost to Rogers of these payments in 2017 was $1,185 million.

(In millions of dollars) |
|  | Income taxes |  |  | Non-recoverable sales taxes |  |  | Payroll taxes |  |  | Regulatory and spectrum fees 1 |  |  | Property and business taxes |  |  | Total taxes and other payments |
Total payments |  |  | 475 |  |  |  | 9 |  |  |  | 127 |  |  |  | 521 |  |  |  | 53 |  |  |  | 1,185 |

1 | Includes an allocation of $266 million relating to the $1.0 billion, $3.3 billion, and $24 million we paid for the acquisition of spectrum licences in 2008, 2014, and 2015, respectively.

We also collected on behalf of the government $1,876 million in sales taxes on our products and services and $635 million in employee payroll taxes.

RISK MANAGEMENT

We strive to continually strengthen our risk management capabilities to protect and enhance shareholder value. The purpose of risk management is not to eliminate risk but to optimize trade-offs between risk and return to maximize value to the organization.

RISK GOVERNANCE

The Board has overall responsibility for risk governance and oversees management in identifying the key risks we face in our business and implementing appropriate risk assessment processes to manage these risks. It delegates certain risk oversight and management duties to the Audit and Risk Committee.

The Audit and Risk Committee discusses risk policies with management and the Board and assists the Board in overseeing our compliance with legal and regulatory requirements.

The Audit and Risk Committee also reviews:

• |  | the adequacy of the internal controls that have been adopted to safeguard assets from loss and unauthorized use, to prevent, deter, and detect fraud, and to ensure the accuracy of the financial records;

• |  | the processes for identifying, assessing, and managing risks;

• |  | our exposure to major risks and trends and management’s implementation of risk policies and actions to monitor and control these exposures, including cybersecurity;

• |  | the implementation of new major systems and changes to existing major systems;

• |  | our business continuity and disaster recovery plans;

• |  | any special audit steps adopted due to material weaknesses or significant deficiencies that may be identified; and

• |  | other risk management matters from time to time as determined by the Audit and Risk Committee or directed by the Board.

ENTERPRISE RISK MANAGEMENT

Our Enterprise Risk Management (ERM) program uses the “3 Lines of Defence” framework to identify, assess, manage, monitor, and communicate risks. Our business units and departments, led by the Executive Leadership Team, are the first line of defence and are accountable for managing or accepting the risks. Together, they identify and assess key risks, define controls and action plans to minimize these risks, and enhance our ability to meet our business objectives.

ERM is the second line of defence. ERM helps management identify the key risks in meeting our business objectives, our risk appetite, and emerging risks. At the business unit and department

level, ERM works with management to provide governance and advice in managing the key risks and associated controls to mitigate these risks. ERM works with Internal Audit to monitor the adequacy and effectiveness of controls to reduce risks to an acceptable level.

ERM carries out an annual strategic risk assessment to identify our key risks in achieving our corporate objectives by identifying corporate-, business unit- and department-level risks and aligning business unit and department objectives to the corporate objectives. Using an aggregate approach, ERM identifies the key risks and the potential impact on our ability to achieve our corporate objectives. This assessment includes reviewing risk reports, audit reports, and industry benchmarks and interviewing senior management with business unit and department accountability. ERM reports the results of the annual strategic risk assessment to the Executive Leadership Team, the Audit and Risk Committee, and the Board.

Internal Audit is the third line of defence. Internal Audit evaluates the design and operational effectiveness of the governance program, internal controls, and risk management. Risks, controls, and mitigation plans identified through this process are incorporated into the annual Internal Audit plan. Annually, Internal Audit also facilitates and monitors management’s completion of the financial statement fraud risk assessment to identify areas of potential fraud or misstatement in our financial statements and disclosures and to assess whether controls are adequately designed and operating effectively.

The Executive Leadership Team and the Audit and Risk Committee are responsible for approving our enterprise risk policies. Our ERM methodology and policies rely on the expertise of our management and employees to identify risks and opportunities and implement risk mitigation strategies as required.

RISKS AND UNCERTAINTIES AFFECTING OUR BUSINESS

This section describes the principal risks and uncertainties that could have a material adverse effect on our business and financial results. Any discussion about risks should be read in conjunction with “About Forward-Looking Information”.

GENERAL RISKS

ECONOMIC CONDITIONS

Our businesses are affected by general economic conditions and consumer confidence and spending. Recessions, declines in

72 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

economic activity, and economic uncertainty can erode consumer and business confidence and reduce discretionary spending. Any of these factors can negatively affect us through reduced advertising, lower demand for our products and services, decreased revenue and profitability, and higher churn and bad debt expense. A significant portion of our broadcasting, publishing, and digital revenue comes from the sale of advertising and is affected by the strength of the economy.

Poor economic conditions can also have an impact on our pension plans, as there is no assurance that the plans will be able to earn the assumed rate of return. Capital market volatility may result in changes in the discount rates and other variables used to calculate our pension obligations, requiring us to make contributions in the future that differ significantly from current contributions and assumptions being used in the actuarial valuation process.

SUBSTANTIAL COMPETITION

There is no assurance that our current or future competitors will not provide services that are superior to ours or at lower prices, adapt more quickly to evolving industry trends or changing market requirements, enter markets in which we operate, or introduce competing services. Any of these factors could increase churn or reduce our business market share or revenue.

We may have some ongoing re-pricing of products and services, as we may need to extend lower wireless pricing offers to attract new customers and retain existing subscribers. As wireless penetration of the population deepens, new wireless customers may generate lower average monthly revenue, which could slow revenue growth.

Global technology giants continue to ramp up content spending into new markets such as sports media, resulting in increased competition for our Media and Cable business segments. This may result in an increase in subscriber churn as customers now have additional supplementary sources of media content to choose from.

Wireless could face increased competition due to changes to foreign ownership rules and control of wireless licences:

• |  | foreign telecommunication companies could enter the Canadian market by acquiring wireless licences or a holder of wireless licences. If companies with significantly greater capital resources enter the Canadian market, it could reduce our wireless market share. See “Foreign Ownership and Control” for more information.

• |  | ISED Canada’s policy regarding the transfer of spectrum licences, combined with 2012 legislation that allows foreign ownership of wireless providers with less than 10% market share, could make it harder for incumbent wireless carriers to acquire additional spectrum. The legislation regarding foreign ownership of wireless providers could make it less expensive for foreign wireless carriers to enter the Canadian wireless market. This could increase the intensity of competition in the Canadian wireless sector.

In addition, the CRTC Broadcasting Distribution Regulations do not allow cable operators to obtain exclusive contracts in buildings where it is technically feasible to install two or more transmission systems.

TECHNOLOGY RISKS

INFORMATION SECURITY RISK

Our industry is vulnerable to cyber risks that are growing in both frequency and complexity. Rogers, along with our suppliers, employs systems and network infrastructure that are subject to cyberattacks, which may include theft of assets, unauthorized access to proprietary or sensitive information, destruction or corruption of data, or operational disruption. A significant cyberattack against our, or our suppliers’, critical network infrastructure and supporting information systems could result in service disruptions, litigation, loss of customers, significant remediation costs, and reputational damage.

Management has committed to an information and cybersecurity program designed to reinforce the importance of remaining a secure, vigilant, and resilient organization. Our ongoing success depends on protecting our sensitive data, including personal information about our customers and employees. We rely on security awareness training, policies, procedures, and information technology systems to protect this information. Rogers continues to monitor this risk, leveraging external threat intelligence, internal monitoring, reviewing best practices, and implementing controls as required to mitigate cybersecurity risks. We have insurance coverage against certain damages related to cybersecurity breaches, intrusions, and attacks, amongst other things. The Audit and Risk Committee is responsible for overseeing management’s policies and associated procedures related to cybersecurity risks.

External threats to the network are constantly changing and there is no assurance we will be able to protect the network from all future threats. The impact of such attacks may affect our revenue.

IMPACT OF NETWORK FAILURES ON REVENUE AND CUSTOMER SERVICE

If our networks or key network components fail, it could, in some circumstances, result in a loss of service for our customers for certain periods and have an adverse effect on our results and our financial position. We rely on business partners to carry some traffic for certain customers. If one of these carriers has a service failure, it might also cause a service interruption for those customers that would last until we could reroute the traffic to another carrier.

We work to protect our service from the impact of natural disasters and major weather events such as ice storms, flooding, or landslides where it is necessary and feasible to do so. There are no assurances that a future event will not cause service outages and that such outages would not affect our revenue.

DEPENDENCE ON INFORMATION TECHNOLOGY SYSTEMS

Our businesses depend on IT systems for day-to-day operations. If we are unable to operate our systems, make enhancements to accommodate customer growth and new products and services, or if our systems experience disruptions or failures, it could have an adverse effect on our ability to acquire new subscribers, service customers, manage subscriber churn, produce accurate and timely subscriber invoices, generate revenue growth, and manage operating expenses. This could have an adverse impact on our results and financial position.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 73

MANAGEMENT’S DISCUSSION AND ANALYSIS

Most of our employees and critical elements of our network infrastructure and IT systems are concentrated in various physical facilities. If we cannot access one or more of these facilities as a result of a natural or human-made disaster or otherwise, our operations may be significantly affected to the extent that it may be difficult for us to recover without a significant interruption in service or negative impact to our revenue or customer base.

UNAUTHORIZED ACCESS TO DIGITAL BOXES OR INTERNET MODEMS

We use encryption technology developed and supported by our vendors to protect our cable signals from unauthorized access and to control access to programming based on subscription packages. We also use encryption and security technologies to prevent unauthorized access to our Internet service.

There is no assurance that we will be able to effectively prevent unauthorized decoding of television signals or Internet access in the future. If we are unable to control cable access with our encryption technology, and subscriptions to digital programming, including premium video-on-demand and subscription video-on-demand, this could result in a decline in our Cable revenue.

NEW TECHNOLOGY

Our network plans assume the availability of new technology for both wireless and wireline networks. While we work with industry standards bodies and our vendors to ensure timely delivery of new technology, there are no assurances these technologies will be available as and when required.

COMPETING TECHNOLOGIES

Several technologies have affected the way our services are delivered, including:

• |  | broadband;

• |  | IP-based voice, data, and video delivery services;

• |  | increased use of optical fibre technologies to businesses and residences;

• |  | broadband wireless access and wireless services using a radio frequency spectrum to which we may have limited or no access; and

• |  | applications and services using cloud-based technology, independent of carrier or physical connectivity.

These technologies may also lead to significantly different cost structures for users and therefore affect the long-term viability of some of our current technologies. Some of the new technologies have allowed competitors to enter our markets with similar products or services at lower costs. These competitors may also be larger, have greater access to financial resources, and have fewer regulatory restrictions than Rogers.

Accelerated deployments of fibre networks by competitors may lead to an increase in the reach and stability of their wireline-related services. This could result in an increase in churn pertaining to our wireline business segment services. See “Key Performance Indicators” for more information.

Improvements in the quality of streaming video over the Internet, coupled with increasing availability of television shows and movies online through OTT content providers, has resulted in competition for viewership and increased competition for Canadian cable television service providers. As a result, we have noticed an increase in cord cutting and cord shaving as consumers continue to withdraw from traditional cable services. If advances in technology

are made to any alternative Canadian multi-channel broadcasting distribution system, our cable services may face increased competition. In addition, as the technology for wireless Internet continues to develop, it is, in some instances, replacing traditional wireline Internet.

The use of PVRs has affected our ability to generate television advertising revenue as viewers can skip advertising aired on television networks. The continued emergence and growth of subscriber-based satellite and digital radio products could affect AM and FM radio audience listening habits and have a negative effect on the results of our radio stations. Certain audiences are also migrating away from traditional broadcast platforms to the Internet as more video and audio content streaming becomes available.

REGULATORY RISKS

CHANGES IN GOVERNMENT REGULATIONS

Substantially all of our business activities are regulated by ISED Canada and/or the CRTC. Any regulatory changes or decisions could adversely affect our consolidated results of operations. See “Regulation In Our Industry” for more information.

Regulatory changes or decisions made by these regulators could adversely impact our results on a consolidated basis. This regulation relates to, among other things, licensing and related fees, competition, the cable television programming services we must distribute, wireless and wireline interconnection agreements, the rates we may charge to provide access to our network by third parties, the resale of our networks and roaming on our networks, our operation and ownership of communications systems, and our ability to acquire an interest in other communications systems. In addition, the costs of providing services may be increased from time to time as a result of compliance with industry or legislative initiatives to address consumer protection concerns or such Internet-related issues as copyright infringement, unsolicited commercial e-mail, cybercrime, and lawful access.

Generally, our licences are granted for a specified term and are subject to conditions on the maintenance of these licences. These licensing conditions and related fees may be modified at any time by the regulators. The regulators may decide not to renew a licence when it expires, and any failure by us to comply with the conditions on the maintenance of a licence could result in a revocation or forfeiture of any of our licences or the imposition of fines. Our cable, wireless, and broadcasting licences generally may not be transferred without regulatory approval.

The licences include conditions requiring us to comply with Canadian ownership restrictions of the applicable legislation. We are currently in compliance with all of these Canadian ownership and control requirements. If these requirements were violated, we would be subject to various penalties, possibly including, in the extreme case, the loss of a licence.

SPECTRUM

Radio spectrum is one of the fundamental assets required to carry on our Wireless business. Our ability to continue to offer and improve current services and to offer new services depends on, among other factors, continued access to, and deployment of, adequate spectrum, including the ability to both renew current spectrum licences and acquire new spectrum licences.

74 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

If we cannot acquire and retain needed spectrum, we may not be able to continue to offer and improve our current services and deploy new services on a timely basis, including providing competitive data speeds our customers want. As a result, our ability to attract and retain customers could be adversely affected. In addition, an inability to acquire and retain needed spectrum could affect network quality and result in higher capital expenditures.

Changes to government spectrum fees could significantly increase our payments and therefore materially reduce our net income.

HIGHER DEVICE SUBSIDIES

Our wireless business model is based substantially on subsidizing the cost of subscriber devices, similar to other Canadian wireless carriers. This model attracts customers and in exchange, they commit to a term contract with us. We also commit to a minimum subsidy per unit with the supplier of certain smartphone devices. If we are unable to recover the costs of the subsidies over the term of the customer contract, this could have an adverse effect on our business, results of operations, and financial condition.

THE WIRELESS CODE

The CRTC’s decision to implement its Wireless Code, among other things, effectively required Canadian wireless carriers to move away from offering three-year service contracts and instead offer two-year contracts. This affects our customer acquisition and retention costs and subscriber churn. The code was applied to all contracts (excluding enterprise plans) entered into or renewed after December 2, 2013 and applied to contracts (excluding enterprise plans) as of June 3, 2015, no matter when they were originally entered. See “Regulation In Our Industry” for more information.

Our Wireless business could be adversely affected if laws, regulation, or customer behaviour make it difficult for us to impose term commitments or early cancellation fees on customers or receive the service revenue we anticipate from the term commitments.

NATIONAL WIRELESS TOWER POLICY

The policy affects all parties that plan to install or modify an antenna system, including personal communications service (PCS), cellular, and broadcasting service providers. The policy requires, among other things, that antenna proponents consider using existing antenna structures before proposing new structures and those owners of existing systems respond to requests to share antenna systems. Antenna proponents must follow a defined process for notifying the public and addressing local requirements and concerns. Certain types of antenna installations are excluded from the consultation requirements with local authorities and the public. The policy could prevent us from installing certain new antenna systems and/or expanding our network, which would ultimately affect our ability to serve our customers.

RADIO FREQUENCY EMISSIONS

From time to time, media and other reports have highlighted alleged links between radio frequency emissions from wireless devices and various health concerns, including cancer, and interference with various medical devices, including hearing aids and pacemakers. This may discourage the use of wireless devices or expose us to potential litigation even though there are no definitive reports or studies stating that these health issues are

directly attributable to radio frequency emissions. Future regulatory actions may result in more restrictive standards on radio frequency emissions from low-powered devices like wireless devices. We cannot predict the nature or extent of any restrictions.

OBTAINING ACCESS TO SUPPORT STRUCTURES AND MUNICIPAL RIGHTS OF WAY

We must have access to support structures and municipal rights of way for our cable facilities. We can apply to the CRTC to obtain a right of access under the Telecommunications Act (Canada) (Telecommunications Act) in areas where we cannot secure access to municipal rights of way. Failure to obtain access could increase Cable costs and adversely affect our business.

The Supreme Court of Canada ruled in 2003, however, that the CRTC does not have the jurisdiction to establish the terms and conditions of accessing the poles of hydroelectric companies. As a result, we normally obtain access under terms established by the provincial utility boards.

DEPENDENCE ON FACILITIES AND SERVICES OF ILECS

Certain business telephony operations outside of our cable territory depend significantly on the availability of facilities and services acquired from incumbent telecommunication operators, according to CRTC rules. Changes to these rules could significantly affect the cost of operating these businesses.

COPYRIGHT TARIFFS

Pressures on copyright tariffs continue to affect our services. Any increase in fees could negatively affect our results of operations.

CRTC LICENCE RENEWALS

In May 2017, the CRTC renewed our broadcasting licences that permit us to operate our Media television properties for a five-year period. At the same time, the CRTC renewed the licences of other large broadcasting companies, such as Bell Media and Corus Entertainment. A number of parties from the creative community have appealed the decisions in regard to the percentage of revenue that broadcasters must devote to the creation of Programs of National Interest (PNI). A CRTC decision is pending. If the decision significantly alters our renewals on terms that are adverse to our business plans, it could have a negative impact on our results of operations. See “Regulation In Our Industry” for more information.

BUSINESS RISKS

REVENUE EXPECTATIONS FROM NEW AND ADVANCED SERVICES

We expect that a substantial portion of our future revenue growth may come from new and advanced services, and we continue to invest significant capital resources to develop our networks so we can offer these services. It is possible, however, that there may not be sufficient consumer demand, or that we may not anticipate or satisfy demand for certain products and services or be able to offer or market these new products and services successfully to subscribers. If we do not attract subscribers to new products and services profitably or keep pace with changing consumer preferences, we could experience slower revenue growth and increased churn. This could have a material adverse effect on our business, results of operations, and financial condition.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 75

MANAGEMENT’S DISCUSSION AND ANALYSIS

COMPLEXITY OF OUR BUSINESS

Our businesses, technologies, processes, and systems are operationally complex and increasingly interconnected. If we do not execute properly, or if errors or disasters affect them, customers may have a negative experience, resulting in increased churn and lower revenue.

STRATEGY AND BUSINESS PLANS

Our strategy is vital to our long-term success. Changing strategic priorities or adding new strategic priorities could compromise existing initiatives and could have a material adverse effect on our business, results of operations, and financial condition.

We develop business plans, execute projects, and launch new ventures to grow our business. If the expected benefits from these do not materialize, this could have a material adverse effect on our business, results of operations, and financial condition.

We are working towards the development and deployment of our new IPTV product, Ignite TV. These activities rely, in part, on certain vendors. Should the deployment not proceed as planned, or should the product not operate as intended, our business and financial results could be adversely affected. This may result in subscriber losses, lower Cable revenue, and unfavourable customer satisfaction.

RELIANCE ON THIRD-PARTY SERVICE PROVIDERS

We have outsourcing and managed service arrangements with third parties to provide certain essential components of our business operations to our employees and customers, including payroll, certain facilities or property management functions, call centre support, certain installation and service technicians, certain network and IT functions, and invoice printing. Interruptions in these services could adversely affect our ability to service our customers.

ACQUISITIONS, DIVESTITURES, OR INVESTMENTS

Acquiring complementary businesses and technologies, developing strategic alliances, and divesting portions of our business are often required to optimally execute our business strategy. Some areas of our operations (and adjacent businesses) are subject to rapidly evolving technologies and consumer usage and demand trends. It is possible that we may not effectively forecast the value of consumer demand or risk of competing technologies resulting in higher valuations for acquisitions or missed opportunities.

Services, technologies, key personnel, or businesses of companies we acquire may not be effectively integrated into our business or service offerings, or our alliances may not be successful. We also may not be able to successfully complete certain divestitures on satisfactory terms, if at all.

ORGANIZATIONAL STRUCTURE AND TALENT

The industry is competitive in attracting and retaining a skilled workforce. Losing certain employees or changes in morale due to a restructuring or other event could affect our revenue and profitability in certain circumstances.

DEPENDENCE ON CERTAIN KEY INFRASTRUCTURE AND WIRELESS DEVICE VENDORS

Our wireless business has relationships with a relatively small number of essential network infrastructure and device vendors. We

do not have operational or financial control over them and only have limited influence on how they conduct their business with us. Wireless device vendor market share has recently shifted towards fewer top suppliers, which will augment this dependency.

If one of our network infrastructure suppliers fails, it could delay adding network capacity or new capabilities and services. Device and network infrastructure suppliers can extend delivery times, raise prices, and limit supply due to their own shortages and business requirements, among other things. If these suppliers do not develop devices that satisfy customer demands, nor deliver products and services on a timely basis, it could have a material adverse effect on our business, financial condition, and results of operations. Any interruption in the supply of equipment for our networks could also affect the quality of our service or impede network development and expansion.

Apple has introduced embedded Subscriber Identification Module (e-SIM) technology to its latest iPads. This technology, when widely adopted, will allow customers to switch between carriers without the use of a carrier-provided SIM card. If Apple continues to introduce, or other major device vendors do introduce, e-SIM to their mobile products in Canada, this could have an adverse effect on our business, churn, and results of operations, as many customers without subsidized devices are under no contractual obligation to remain with Rogers.

INCREASE IN BRING YOUR OWN DEVICE (BYOD) CUSTOMERS

With the CRTC’s Wireless Code limiting wireless term contracts to two years from three years, the number of BYOD customers with no-term contracts has increased. These customers are under no contractual obligation to remain with Rogers, which could have a material adverse effect on our churn and our Wireless revenue.

UNLOCKING OF WIRELESS DEVICES

Effective December 1, 2017, the Wireless Code required us to sell only unlocked devices and to unlock devices owned by our subscribers for free, should they request it. As a result of this, subscribers will not be as restricted to a single wireless service provider as previously. If customers increasingly switch providers, this could have an effect on our churn and our Wireless revenue.

INVENTORY OBSOLESCENCE

Our inventories balance mainly consists of wireless devices and mobile data devices, which generally have relatively short product lifecycles due to frequent new device introductions. If we cannot effectively manage inventory levels based on product demand, this may increase the risk of inventory obsolescence.

ACCESS TO PROGRAMMING RIGHTS

Competition is increasing for content programming rights from both traditional linear television broadcasters and online competitors. Online providers are moving towards self-made, self-hosted exclusive content, such that traditional broadcasters may not gain access to desirable programming. Additionally, if broadcasters and distributors sign longer-term agreements to secure programming rights, this could affect the availability of desirable programming rights and result in lower revenue due to a lack of access to these rights.

76 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

INCREASING PROGRAMMING COSTS

Acquiring programming is the single most significant purchasing commitment in our Cable television business and is a material cost for Media television properties. Increased competition for programming rights to content and popular properties from both traditional linear television broadcasters and online competitors continue to increase the cost of programming rights. Higher programming costs could adversely affect the operating results of our business if we are unable to recover programming investments through advertising revenue and subscription fee increases that reflect the market.

CHANNEL UNBUNDLING

Recent CRTC regulatory decisions have been unfavourable to certain of our Media television properties and have resulted in a challenging operating environment. CRTC-mandated programming package unbundling and the required implementation of flexible channel packaging took place earlier this year but only impacted a few of our services. As a result, we ceased to operate G4 on August 31, 2017.

DECLINE OF PAY TELEVISION SUBSCRIBERS IN CANADA

The number of pay television households in Canada continues to decline. Other video offerings available to consumers (for example, direct-to-consumer subscription and free services), as well as piracy, have contributed to this trend. If this decline continues, it could have a material adverse effect on our results of operations.

MIGRATING FROM CONVENTIONAL TO DIGITAL MEDIA

Our Media business operates in many industries that can be affected by customers migrating from conventional to digital media, which is driving shifts in the quality and accessibility of data and mobile alternatives to conventional media. We have been shifting our focus towards the digital market. Increasing competition for advertising revenue from digital platforms, such as search engines, social networks, and digital content alternatives, has resulted in advertising dollars migrating from conventional television broadcasters to digital platforms. The impact is greater on conventional over-the-air broadcast networks, such as City and OMNI, which do not have a second revenue stream from subscription revenue. Our Media results could be adversely affected if we are unsuccessful in shifting advertising dollars from conventional to digital platforms.

OUR MARKET POSITION IN RADIO, TELEVISION, OR MAGAZINE READERSHIP

Advertising dollars typically migrate to media properties that are leaders in their respective markets and categories, particularly when advertising budgets are tight. Our radio, television, and magazine properties may not continue performing how they currently perform. Advertisers base a substantial part of their purchasing decisions on ratings and readership data generated by industry associations and agencies. If our radio and television ratings or magazine readership levels decrease substantially, our advertising sales volumes and the rates that we charge advertisers could be adversely affected.

FINANCIAL RISKS

CAPITAL COMMITMENTS, LIQUIDITY, DEBT, AND INTEREST PAYMENTS

Our capital commitments and financing obligations could have important consequences including:

• |  | requiring us to dedicate a substantial portion of cash provided by operating activities to pay interest, principal amounts, and dividends, which reduces funds available for other business purposes, including other financial operations;

• |  | making us more vulnerable to adverse economic and industry conditions;

• |  | limiting our flexibility in planning for, and reacting to, changes in our business and industry;

• |  | putting us at a competitive disadvantage compared to competitors who may have more financial resources and/or less financial leverage; or

• |  | restricting our ability to obtain additional financing to fund working capital and capital expenditures and for other general corporate purposes.

Our ability to satisfy our financial obligations depends on our future operating performance and economic, financial, competitive, and other factors, many of which are beyond our control. Our business may not generate sufficient cash flow in the future and financings may not be available to provide sufficient net proceeds to meet these obligations or to successfully execute our business strategy.

CREDIT RATINGS

Credit ratings provide an independent measure of credit quality of a securities issuer and can affect our ability to obtain short- and long-term financing and the terms of the financing. If rating agencies lower the credit ratings on our debt, particularly a downgrade below investment-grade, it could adversely affect our cost of financing and access to liquidity and capital.

INCOME TAXES AND OTHER TAXES

We collect, pay, and accrue significant amounts of income and other taxes, such as federal and provincial sales, employment, and property taxes.

We have recorded significant amounts of deferred income tax liabilities and current income tax expense, and calculated these amounts based on substantively enacted income tax rates in effect at the relevant time. A legislative change in these rates could have a material effect on the amounts recorded and payable in the future.

We provide for income and indirect taxes based on all currently available information and believe that we have adequately provided for these items. The calculation of applicable taxes in many cases, however, requires significant judgment in interpreting tax rules and regulations. Our tax filings are subject to audits, which could materially change the amount of current and deferred income tax assets, liabilities, and provisions, and could, in certain circumstances, result in the assessment of interest and penalties.

While we believe we have paid and provided for adequate amounts of tax, our business is complex and significant judgment is required in interpreting how tax legislation and regulations apply to us.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 77

MANAGEMENT’S DISCUSSION AND ANALYSIS

LITIGATION RISKS

SYSTEM ACCESS FEE – SASKATCHEWAN

In 2004, a class action was commenced against providers of wireless communications in Canada under the Class Actions Act (Saskatchewan). The class action relates to the system access fee wireless carriers charge to some of their customers. The plaintiffs are seeking unspecified damages and punitive damages, which would effectively be a reimbursement of all system access fees collected.

In 2007, the Saskatchewan Court granted the plaintiffs’ application to have the proceeding certified as a national, “opt-in” class action where affected customers outside Saskatchewan must take specific steps to participate in the proceeding. In 2008, our motion to stay the proceeding based on the arbitration clause in our wireless service agreements was granted. The Saskatchewan Court directed that its order, in respect of the certification of the action, would exclude customers who are bound by an arbitration clause from the class of plaintiffs.

In 2009, counsel for the plaintiffs began a second proceeding under the Class Actions Act (Saskatchewan) asserting the same claims as the original proceeding. If successful, this second class action would be an “opt-out” class proceeding. This second proceeding was ordered conditionally stayed in 2009 on the basis that it was an abuse of process.

At the time the Saskatchewan class action was commenced in 2004, corresponding claims were filed in multiple jurisdictions across Canada, although the plaintiffs took no active steps. The appeal courts in several provinces dismissed the corresponding claims as an abuse of process. The claims in all provinces other than Saskatchewan have now been dismissed or discontinued. We have not recognized a liability for this contingency.

911 FEE

In June 2008, a class action was launched in Saskatchewan against providers of wireless communications services in Canada. It involves allegations of breach of contract, misrepresentation, and false advertising, among other things, in relation to the 911 fee that had been charged by us and the other wireless telecommunication providers in Canada. The plaintiffs are seeking unspecified damages and restitution. The plaintiffs intend to seek an order certifying the proceeding as a national class action in Saskatchewan. We have not recognized a liability for this contingency.

CELLULAR DEVICES

In July 2013, a class action was launched in British Columbia against providers of wireless communications in Canada and manufacturers of wireless devices. The class action relates to the alleged adverse health effects incurred by long-term users of cellular devices. The plaintiffs are seeking unspecified damages and punitive damages, effectively equal to the reimbursement of the portion of revenue the defendants have received that can reasonably be attributed to the sale of cellular phones in Canada. We have not recognized a liability for this contingency.

OTHER CLAIMS

There are certain other claims and potential claims against us. We do not expect any of these, individually or in the aggregate, to have a material adverse effect on our financial results.

OUTCOME OF PROCEEDINGS

The outcome of all the proceedings and claims against us, including the matters described above, is subject to future resolution that includes the uncertainties of litigation. It is not possible for us to predict the result or magnitude of the claims due to the various factors and uncertainties involved in the legal process. Based on information currently known to us, we believe it is not probable that the ultimate resolution of any of these proceedings and claims, individually or in total, will have a material adverse effect on our business, financial results, or financial condition. If it becomes probable that we will be held liable for claims against us, we will recognize a provision during the period in which the change in probability occurs, which could be material to our Consolidated Statements of Income or Consolidated Statements of Financial Position.

OWNERSHIP RISK

CONTROLLING SHAREHOLDER

Rogers is a family-founded, family-controlled company. Voting control of Rogers Communications Inc. is held by the Rogers Control Trust (the Trust) for the benefit of successive generations of the Rogers family. The beneficiaries of the Trust are a small group of individuals that are members of the Rogers family, several of whom are also directors of the Board. The trustee is the trust company subsidiary of a Canadian chartered bank.

As at December 31, 2017, private, Rogers family holding companies controlled by the Trust owned approximately 91% of our outstanding Class A Shares (2016 – 91%) and approximately 10% of our Class B Non-Voting Shares (2016 – 10%), or in total approximately 27% of the total shares outstanding (2016 – 27%). Only Class A Shares carry the right to vote in most circumstances. As a result, the Trust is able to elect all members of the Board and to control the vote on most matters submitted to a shareholder vote.

CONTROLS AND PROCEDURES

DISCLOSURE CONTROLS AND PROCEDURES

We conducted an evaluation of the effectiveness of the design and operation of our disclosure controls and procedures as at December 31, 2017, under the supervision and with the participation of our management, including the Chief Executive Officer and Chief Financial Officer, pursuant to Rule 13a-15 promulgated under the US Securities Exchange Act of 1934, as amended. Based on this evaluation, our Chief Executive Officer and Chief Financial Officer concluded that our disclosure controls and procedures were effective at that date.

78 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

MANAGEMENT’S REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING

Management is responsible for establishing and maintaining adequate internal controls over financial reporting.

Our internal control system is designed to give management and the Board reasonable assurance that our financial statements are prepared and fairly presented in accordance with IFRS as issued by the IASB. The system is intended to provide reasonable assurance that transactions are authorized, assets are safeguarded, and financial records are reliable. Management also takes steps to assure the flow of information and communication is effective, and monitors performance and our internal control procedures.

Management assessed the effectiveness of our internal control over financial reporting as at December 31, 2017, based on the criteria set out in the Internal Control – Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO), and concluded that it was effective at that date. Our independent auditors, KPMG LLP, have issued an unqualified opinion on the effectiveness of the Company’s internal control over financial reporting as of December 31, 2017. This report is included in our 2017 Audited Consolidated Financial Statements filed on SEDAR (sedar.com).

All internal control systems, however, no matter how well designed, have inherent limitations, and even systems that have been determined to be effective can only provide reasonable assurance about the preparation and presentation of financial statements.

CHANGES IN INTERNAL CONTROL OVER FINANCIAL REPORTING AND DISCLOSURE CONTROLS AND PROCEDURES

There were no changes in 2017 that materially affected, or are reasonably likely to materially affect, our internal controls over financial reporting.

We continue to implement a plan that will require modifications and additions to our existing internal control over financial reporting as a result of the upcoming transition to IFRS 15, Revenue from contracts with customers, effective for financial reports for periods beginning on or after January 1, 2018. Changes will also be required as a result of the implementation of a new revenue recognition accounting system enabling us to comply with IFRS 15. We believe these changes will represent a material change in our internal controls over financial reporting. The controls are being designed to address risks associated with the new revenue recognition requirements. We are performing pre-implementation and post- implementation reviews to ensure the system captures all data necessary and that it is designed appropriately to prevent material errors. As a result, we will modify and add to our internal control over financial reporting in 2018 as follows:

• |  | we will augment our risk assessment process to take into account the risks related to recognizing revenue under IFRS 15;

• |  | we will develop and implement controls designed to address risks associated with the five-step revenue recognition model; and

• |  | we will implement controls surrounding our new revenue recognition system to ensure the inputs, processes, and outputs are complete and accurate.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 79

MANAGEMENT’S DISCUSSION AND ANALYSIS

Regulation In Our Industry

Our business, except for the non-broadcasting operations of Media, is regulated by two groups:

• |  | Innovation, Science and Economic Development Canada (ISED Canada) on behalf of the Minister of Innovation, Science and Economic Development; and

• |  | the CRTC, under the Telecommunications Act and the Broadcasting Act (Canada) (Broadcasting Act).

Regulation relates to the following, among other things:

• |  | wireless spectrum and broadcasting licensing;

• |  | competition;

• |  | the cable television programming services we must, and can, distribute;

• |  | wireless and wireline interconnection agreements;

• |  | rates we can charge third parties for access to our network;

• |  | the resale of our networks;

• |  | roaming on our networks and the networks of others;

• |  | ownership and operation of our communications systems; and

• |  | our ability to acquire an interest in other communications systems.

Regulatory changes or decisions can adversely affect our consolidated results of operations.

Our costs of providing services may increase from time to time as we comply with industry or legislative initiatives to address consumer protection concerns or Internet-related issues like copyright infringement, unsolicited commercial e-mail, cybercrime, and lawful access.

Generally, our spectrum and broadcast licences are granted for a specified term and are subject to conditions for maintaining these licences. Regulators can modify these licensing conditions at any time, and they can decide not to renew a licence when it expires. If we do not comply with the conditions, a licence may be forfeited or revoked, or we may be fined.

The licences have conditions that require us, amongst other things, to comply with Canadian ownership restrictions of the applicable legislation. We are currently in compliance with these conditions. If we violate the requirements, we would be subject to various penalties, including the loss of a licence in extreme cases.

Cable, wireless, and broadcasting licences generally cannot be transferred without regulatory approval.

CANADIAN BROADCASTING AND TELECOMMUNICATIONS OPERATIONS

The CRTC is responsible for regulating and supervising all aspects of the Canadian broadcasting and telecommunications system. Our Canadian broadcasting operations – including our cable television systems, radio and television stations, and specialty services – are licensed (or operated under an exemption order) and regulated by the CRTC under the Broadcasting Act.

The CRTC is also responsible under the Telecommunications Act for the regulation of telecommunications carriers, including:

• |  | Wireless’ mobile voice and data operations; and

• |  | Cable’s Internet and telephone services.

Our cable and telecommunications retail services are not subject to price regulation, other than our affordable entry-level basic cable

television service ordered by the CRTC and introduced in 2016, as the CRTC believes there is enough competition for these services provided by other carriers to protect the interests of users and has forborne from regulating them. Regulations can and do, however, affect the terms and conditions under which we offer these services.

SPECTRUM LICENCES

ISED Canada sets technical standards for telecommunications under the Radiocommunication Act (Canada) (Radiocommunication Act) and the Telecommunications Act. It licences and oversees:

• |  | the technical aspects of the operation of radio and television stations;

• |  | the frequency-related operations of cable television networks; and

• |  | awarding and supervising spectrum for wireless communications systems in Canada.

ROYALTIES

The Copyright Board of Canada (Copyright Board) oversees the administration of copyright royalties in Canada and establishes the royalties to be paid for the use of certain copyrighted works. It sets the copyright tariff royalties that Canadian broadcasting undertakings, including cable, radio, television, and specialty services, pay to copyright collectives.

BILLING AND CONTRACTS

Manitoba, Newfoundland and Labrador, Ontario, and Quebec have enacted consumer protection legislation for wireless, wireline, and Internet service contracts. This legislation addresses the content of such contracts, the determination of the early cancellation fees that can be charged to customers, the use of security deposits, the cancellation and renewal rights of customers, the sale of prepaid cards, and the disclosure of related costs. Rogers is also currently subject to the CRTC Wireless Code and the CRTC Television Service Provider Code of Conduct that became effective on September 1, 2017. See “CRTC Wireless Code” for more information.

FOREIGN OWNERSHIP AND CONTROL

Non-Canadians can own and control, directly or indirectly:

• |  | up to 33.3% of the voting shares and the related votes of a holding company that has a subsidiary operating company licenced under the Broadcasting Act, and

• |  | up to 20% of the voting shares and the related votes of the operating licensee company may be owned and controlled directly or indirectly by non-Canadians.

Combined, these limits can enable effective foreign control of up to 46.7%.

The chief executive officer and 80% of the members of the Board of Directors of the operating licensee must be resident Canadians. There are no restrictions on the number of non-voting shares that may be held by non-Canadians at either the holding company or the licensee company level. Neither the Canadian carrier nor its parent may be otherwise controlled in fact by non-Canadians. Subject to appeal to the federal Cabinet, the CRTC has the jurisdiction to determine as a question of fact whether a given licensee is controlled by non-Canadians.

80 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

Pursuant to the Telecommunications Act and associated regulations, the same rules also apply to Canadian telecommunications carriers such as Wireless, except that there is no requirement that the chief executive officer be a resident Canadian. We believe we are in compliance with the foregoing foreign ownership and control requirements.

On June 29, 2012, Bill C-38 amending the Telecommunications Act passed into law. The amendments exempt telecommunications companies with less than 10% of total Canadian telecommunications market measured by revenue from foreign investment restrictions. Companies that are successful in growing their market shares in excess of 10% of total Canadian telecommunications market revenue other than by way of merger or acquisitions will continue to be exempt from the restrictions.

CRTC REVIEW OF BASIC TELECOMMUNICATIONS SERVICES

On April 9, 2015, the CRTC issued Telecom Notice of Consultation 2015-134. Through an extensive proceeding culminating with a three-week public hearing in April 2016, the CRTC examined which telecommunications services Canadians require to participate meaningfully in the digital economy and the CRTC’s role in ensuring the availability of affordable basic telecommunications services to all Canadians. The CRTC released its decisions in the proceeding on December 21, 2016 in Telecom Regulatory Policy CRTC 2016-496. The CRTC set as its universal service objective that Canadians, in urban areas as well as in rural and remote areas, have access to voice services and broadband Internet access services, on both fixed and mobile wireless networks. To measure the successful achievement of this objective, the CRTC has established several criteria, including:

• |  | 90% of Canadian residential and business fixed broadband Internet access service subscribers should be able to access speeds of at least 50 Mbps download and 10 Mbps upload, and to subscribe to a service offering with an unlimited data allowance by 2021, with the remaining 10% of the population receiving such service by 2031; and

• |  | the latest generally deployed mobile wireless technology should be available not only in Canadian homes and businesses, but on as many major transportation roads as possible in Canada.

To help attain the universal service objective, the CRTC will begin to shift the focus of its regulatory frameworks from wireline voice services to broadband Internet access services. As such, the following services which form part of the universal service objective are hereby basic telecommunications services within the meaning of subsection 46.5(1) of the Telecommunications Act:

• |  | fixed and mobile wireless broadband Internet access services; and

• |  | fixed and mobile wireless voice services.

Designated high cost local voice serving areas received approximately $100 million in subsidies in 2017 collected by a 0.60% levy on wireline and wireless voice services revenue. In its decision, the CRTC determined that the current local voice subsidy will be phased out, except where reliable broadband Internet access service is unavailable, and a follow-up proceeding would occur in 2017 to establish the specifics of the phase-out of the subsidy.

To assist in extending broadband into under-served rural and remote locations, the CRTC will establish a new broadband funding mechanism. The specifics of the fund, including guiding principles,

fund design, and assessment criteria, were addressed in a follow-up proceeding during 2017. The decision on these items is anticipated in 2018. Implementation will occur thereafter with a maximum funding level of $100 million in the first year of implementation, increasing by $25 million annually over the following four years to reach an annual cap of $200 million, with the incremental increases in years four and five contingent on a review of the fund in the third year to ensure it is being managed efficiently and is achieving its intended purpose. Funds will be generated by extending a percent of revenue levy on wireline and wireless Internet and texting revenue. The CRTC noted that the revenue percent charge at the $200 million annual cap in year five would be approximately the same as the current revenue percent charge.

The CRTC also established regulatory measures to address issues related to wireless services accessibility for persons with disabilities and online tools for consumers to easily manage their data usage that were implemented in 2017.

CANADIAN ANTI-SPAM LEGISLATION

Canada’s anti-spam legislation was passed into law on December 15, 2010 and came into force on July 1, 2014, with the exception of those sections of the Act related to the unsolicited installation of computer programs or software, which came into force on January 15, 2015. A private right of action that was to come into place under the legislation effective July 1, 2017, was deferred pending further study. We believe we are in compliance with this legislation.

WIRELESS

600 MHZ SPECTRUM LICENCE BAND

On August 14, 2015, ISED Canada released a decision regarding the reallocation of spectrum licences in the 600 MHz band for mobile services. Canada will reallocate the same amount of spectrum licences as the US, following the US 600 MHz incentive auction that concluded in 2017. TV channels currently using the 600 MHz band spectrum that will be auctioned for mobile services will be given a new channel in the new allotment plan and will be provided with a minimum of 18 months to complete the transition. Certain Rogers over-the-air TV channels will need to be transitioned. Rogers participated in the written industry consultation during the fall of 2017 addressing the proposed structure of the auction outlined by ISED in its call for comments released on August 19, 2017. A decision on the structure of the auction is anticipated in 2018 with the auction likely to occur in 2019.

3.5 GHZ BAND POLICY CHANGES

In December 2014, ISED Canada released its policy changes to the 3.5 GHz spectrum band. Rogers has a 50% interest in the Inukshuk Wireless Partnership which holds (on average) between 100-175 MHz of 3.5 GHz spectrum in most major urban markets in Canada. The 3.5 GHz band will be reallocated for mobile services (it is currently only licensed for fixed wireless access in Canada). The establishment of a new band plan and licensing framework for mobile services will be the subject of a future consultation. The band will eventually be relicensed on a flexible-use basis whereby licensees will be permitted to determine the extent to which they will implement fixed and/or mobile services in the band in a given geographic area.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 81

MANAGEMENT’S DISCUSSION AND ANALYSIS

Until the future consultation is completed and the related decisions are released, all existing licences that will be renewed will be limited to the provision of fixed services. Licences will be renewed where licensees have satisfied all of their conditions of licence and renewed licences will have a one-year term. On completion of the consultation process and release of related decisions, renewed licensees will have a high expectation of receiving new licences for 10 or 20 years (depending on consultation outcome). Spectrum associated with existing licences that are not renewed by ISED Canada will be made available on a first-come, first-served basis using an application process.

WHOLESALE DOMESTIC WIRELESS ROAMING RATES TERMS & CONDITIONS AND RATES

On June 19, 2014, the federal government enacted legislation to cap wholesale domestic wireless roaming rates carriers can charge to one another at amounts no higher than the average rates carriers charge their own retail customers. The legislation also provided the CRTC with the power to set domestic roaming rates between carriers, regardless of the formula. The CRTC conducted a review into wireless roaming rates and the state of wireless wholesale competition with a public hearing, which concluded in early October 2014.

On May 5, 2015, the CRTC released its decision on the regulatory framework for wholesale mobile wireless services (Telecom Regulatory Policy 2015-177). The CRTC determined it is necessary to regulate the rates that Rogers Communications and two of its competitors (Bell Mobility and Telus Communications) charge other Canadian wireless carriers for domestic GSM-based wholesale roaming. The CRTC directed Rogers, Bell, and Telus to each file proposed cost-based tariffs for wholesale roaming on November 4, 2015. Pending its final determination on the proposed tariffs, the CRTC approved, on an interim basis, a maximum rate for each of GSM-based voice, text, and data wholesale roaming provided by Bell, Rogers, and Telus across their respective networks to other Canadian wireless carriers. This rate is equal to the highest rate charged by each of Rogers, Bell, and Telus to any other Canadian wireless carrier for each of GSM-based voice, text, and data wholesale roaming as of the date of the decision. These rates were replaced when the CRTC gave interim approval to the proposed cost-based tariffs filed by the carriers on December 3, 2015 and made these interim rates effective November 23, 2015. The CRTC process to establish final rates remains underway.

The CRTC further determined that it is not appropriate to mandate wholesale MVNO access.

Finally, the CRTC determined that the regulatory measures established in the decision would remain in place for a minimum of five years, during which time the CRTC will monitor competitive conditions in the mobile wireless market.

On July 20, 2017, prompted by Order in Council P.C. 2017-0557, the CRTC initiated a proceeding (Telecom Notice of Consultation CRTC 2017-259, Reconsideration of Telecom Decision 2017-56 regarding final terms and conditions for wholesale mobile wireless roaming service) to reconsider its earlier decision maintaining the integrity of domestic roaming agreements and instead consider expanding the scope of the wholesale roaming regime to explore innovative business models and technological solutions that could

result in more meaningful choices for Canadian consumers, especially those with low incomes. The specific issue is to reconsider the exclusion of public Wi-Fi networks from the definition of ‘home network’ that disqualifies such networks from roaming rights. The proceeding is to consider whether the impact on investment could be mitigated by imposing conditions, such as ensuring that roaming by customers of providers who offer service primarily over Wi-Fi would be incidental rather than permanent by, for example, limiting roaming in amount, subjecting roaming services to a different tariffed wholesale rate, or both. The reconsideration is to be completed no later than March 31, 2018. Rogers submitted its comments and reply comments in the proceeding on September 8, 2017 and December 1, 2017, respectively.

TRANSFERS, DIVISIONS, AND SUBORDINATE LICENSING OF SPECTRUM LICENCES

In June 2013, ISED Canada released Framework Relating to Transfers, Divisions and Subordinate Licensing of Spectrum Licences for Commercial Mobile Spectrum. The Framework lays out the criteria ISED Canada will consider and the processes it will use when it reviews spectrum licence transfers, including prospective transfers that could arise from purchase or sale options and other agreements. Key items to note are that:

• |  | ISED Canada will review all spectrum transfer requests, and will not allow any that result in “undue spectrum concentration” and reduced competition. Decisions will be made on a case-by-case basis and will be issued publicly to increase transparency; and

• |  | licensees must ask for a review within 15 days of entering into any agreement that could lead to a prospective transfer. ISED Canada will review the agreement as though the licence transfer that could arise from it has been made.

CRTC WIRELESS CODE

In June 2013, the CRTC issued its Wireless Code. The Wireless Code imposes several obligations on wireless carriers, including maximum contract term length, roaming bill caps, device unlocking requirements, and contract summaries. It also lays out the rules for device subsidies and early cancellation fees. Under the code, if a customer cancels a contract early, carriers can only charge the outstanding balance of the device subsidy they received, which decreases by an equal amount every month over no more than 24 months. This effectively makes the maximum contract length two years.

The CRTC committed to a review of the Wireless Code’s effectiveness within three years of its implementation. In Telecom Notice of Consultation CRTC 2016-293, released on July 28, 2016, the CRTC called for comments on the effectiveness of the Wireless Code and how the Wireless Code should be updated to reflect the evolution of the wireless market since the Wireless Code’s implementation. An oral hearing began on February 6, 2017.

On June 15, 2017, the CRTC released its decision on the three-year review of the CRTC Wireless Code of Conduct that came into effect in December 2013 (Telecom Regulatory Policy CRTC 2017-200). The CRTC determined that as of December 1, 2017, all individual and small business wireless service customers will have the right to have their cellular phones and other mobile devices unlocked, free of charge, upon request. In addition, all newly purchased devices must be provided unlocked from that day forward. The CRTC also

82 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

determined that for family or shared plans (multi-line plans), the account holder must, by default, be the one who consents to data overage and data roaming charges beyond the established caps ($50 and $100 per month, respectively). Wireless service providers may, however, allow account holders to authorize other users on a family or shared plan to consent to additional charges. The CRTC also made clear that in all instances, the caps apply on a per account basis, regardless of the number of devices, for multi-line plans and individual lines on the account.

TOWER SHARING POLICY

In March 2013, ISED Canada released Revised Frameworks for Mandatory Roaming and Antenna Tower and Site Sharing, concluding a consultation initiated in 2012. It sets out the current rules for tower and site sharing, among other things. The key terms of the tower and site sharing rules are:

• |  | all holders of spectrum licences, radio licences, and broadcasting certificates must share towers and antenna sites, where technically feasible, at commercial rates; and

• |  | the timeframe for negotiating agreements is 60 days, after which arbitration according to ISED Canada arbitration rules will begin.

In Telecom Regulatory Policy 2015-177, released in May 2015, the CRTC determined that it would not mandate or require general wholesale tariffs for tower and site sharing. At the same time, it determined that its existing powers and processes are sufficient to address tower and site sharing disputes related to rates, terms, and conditions. As a result, carriers may use the arbitration process established by ISED Canada, or they may request the CRTC to intervene in the event that tower and site sharing negotiations fail.

CABLE

DIFFERENTIAL PRICING RELATED TO INTERNET DATA PLANS

On May 18, 2016, the CRTC initiated a proceeding (Telecom Notice of Consultation CRTC 2016-192) to examine the policy issues surrounding the use of differential pricing practices by Canadian ISPs (i.e., zero-rating or discounting of retail Internet data traffic by Canadian Internet service providers) related to the provision of Internet data plans. This proceeding stems from an application made by several parties concerning the pricing practices used by Videotron when offering its Unlimited Music service to its mobile wireless customers. The oral hearing commenced the week of October 31, 2016 and concluded on November 4, 2016.

On April 20, 2017, the CRTC released its decision in the consultation. In its decision (Telecom Regulatory Policy CRTC 2017-104), the CRTC set out the evaluation criteria it will apply to determine whether a specific differential pricing practice complies with subsection 27(2) of the Telecommunications Act on a case-by-case basis, as follows:

• |  | the degree to which the treatment of data is agnostic (i.e., data is treated equally regardless of its source or nature);

• |  | whether the offering is exclusive to certain customers or certain content providers;

• |  | the impact on Internet openness and innovation; and

• |  | whether there is financial compensation involved.

Of these criteria, the degree to which data is treated agnostically will generally carry the most weight. The overriding expectation is that all content and applications will be treated in a neutral manner. Zero-rating of account management functions (e.g., monitoring of Internet data usage or the payment of bills online) will generally be permitted.

WHOLESALE INTERNET COSTING AND PRICING

On March 31, 2016, the CRTC released its decision on the review of costing inputs and the application process for existing wholesale high-speed access services that provide for a single provincial point of interconnection, but which are not available over FTTH access facilities (Telecom Decision CRTC 2016-117). The CRTC determined that wholesale telecom rates paid by competitive telecom providers were no longer appropriate, and required all wholesale high-speed access service providers to file new cost studies with proposed rates for final approval. The CRTC further determined that all wholesale Internet rates that were currently approved were to be made interim as of the date of the decision. The CRTC will assess the extent to which, if at all, retroactivity will apply when new cost studies are submitted in support of revised wholesale high-speed access service rates. On June 30, 2016, we filed our new cost studies with the CRTC, which detail our proposed rates.

On October 6, 2016, the CRTC issued Telecom Order 2016-396, significantly reducing existing interim rates for the capacity charge tariff component of wholesale high-speed access service pending approval of final rates. The interim rate reductions took effect immediately. The CRTC will assess the extent to which, if at all, retroactivity will apply when wholesale high-speed access service rates are set on a final basis. Information was filed on October 30, 2017 with additional process to follow. A decision is anticipated in 2018.

CRTC REVIEW OF WHOLESALE WIRELINE TELECOMMUNICATIONS SERVICES

In October 2013, the CRTC initiated its planned review of the telecommunications essential services rulings it released in March 2008. The review determined which wireline services, and under what terms and conditions, facilities-based telecommunications carriers must make available to other telecommunications service providers, such as resellers. Extensive submissions were filed during 2014 leading to a two-week public hearing that concluded on December 4, 2014.

On July 22, 2015, the CRTC released its decision on the regulatory framework for wholesale wireline services (Telecom Regulatory Policy 2015-326). The CRTC determined that wholesale high-speed access services, which are used to support retail competition for services, such as local phone, television, and Internet access, would continue to be mandated. The provision of provincially aggregated services, however, would no longer be mandated and would be phased out in conjunction with the implementation of a disaggregated service with connections at telephone company central offices and cable company head-ends. The requirement to implement disaggregated wholesale high-speed access services will include making them available over FTTH access facilities. Regulated rates will continue to be based on long-run increment cost studies.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 83

MANAGEMENT’S DISCUSSION AND ANALYSIS

On September 20, 2016, the CRTC released a follow-up decision (Telecom Decision CRTC 2016-379) to Telecom Regulatory Policy 2015-326, addressing the technical implementation of new, disaggregated, high-speed access TPIA, a service that will provide access to FTTH facilities as ordered in the CRTC’s July 22, 2015 ruling. The decision is consistent with the positions submitted by Rogers in our filings. Proposed tariffs and supporting cost studies for the new service were filed on January 9, 2017. Further information was filed on October 30, 2017 with additional process to follow. A decision is anticipated in 2018.

CRTC REVIEW OF LOCAL AND COMMUNITY PROGRAMMING

On September 14, 2015, the CRTC announced a proceeding to review the policy framework for local and community programming (Broadcasting Notice of Consultation 2015-421). Comments were due October 29, 2015 and an oral hearing concluded on February 3, 2016. On June 15, 2016, the CRTC released its decision regarding local and community television policy (Broadcasting Regulatory Policy CRTC 2016-224). The CRTC created a new model for BDU contributions to Canadian programming that took effect on September 1, 2017. Annual contributions will remain at 5% of annual gross broadcasting revenues; however, of that amount, in all licensed cable systems, up to 1.5% (rather than the previous 2%) can be used to fund community channel programming. Of this revenue, 0.3% must now go to a newly-created Independent Local News Fund for independently-owned local TV stations, and the remaining funding will continue to go to the Canada Media Fund and independent production funds. This decision provides the flexibility for BDUs that operate community channels in large markets (Montreal, Toronto, Edmonton, Calgary, and Vancouver) to now direct their community channel revenues from those markets to fund either community channel programming in smaller markets, or to fund local news on TV stations (such as City, in the case of Rogers). Rogers has closed its Toronto community channels and redirected these revenues.

TELEVISION SERVICES DISTRIBUTION

On October 24, 2013, the CRTC launched a broad-based public consultation (Let’s Talk TV) on the subject of television. The consultation covered three broad themes, asking what consumers think about:

• |  | the television programming available to them;

• |  | the reception of television programming from service providers and other sources; and

• |  | whether they have enough information to make informed choices and seek solutions if they are not satisfied.

In November 2014, the CRTC released its first decision arising from the Let’s Talk TV hearing ordering the elimination of the 30-day cancellation provision for cable, Internet, and phone services, effective January 23, 2015.

On January 29, 2015, the CRTC released decisions requiring local stations to continue over-the-air transmission under the same regulatory regime currently in place and maintaining simultaneous substitution requirements, except for the NFL Super Bowl, beginning in 2017. In a related decision released the same day, the CRTC found that it would be an undue preference under the

Telecommunications Act for a vertically integrated company that offers a Mobile TV service to exempt this service from standard monthly wireless data caps and usage charges generally applicable to its wireless service.

On March 19, 2015, the CRTC released the third of its decisions related to its Let’s Talk TV proceeding. The CRTC ordered distributors to offer customers an option for a small basic service consisting only of Canadian local channels (local radio is optional), national mandatory services, community and provincial legislature channels, and, should they wish, US 4+1 networks beginning March 1, 2016. The retail rate for this entry-level service will be capped at $25 per month (excluding equipment). The CRTC adopted phased-in requirements for selling channels to customers “à la carte” and as part of “pick-packs”. All channels above the basic tier must be offered on an à la carte basis or in smaller, reasonably priced packages by March 1, 2016. By December 1, 2016, they must be offered in both forms. As a BDU, we will be permitted to continue to offer our existing basic service and programming packages. The CRTC will also revise its existing “preponderance” rule so that consumers will have to be offered, but will not have to receive, a majority of Canadian services.

The CRTC also proposed several changes to the Wholesale Code (formerly the Vertical Integration (VI) Code) addressing, amongst other matters, penetration-based rate cards and minimum guarantees. All licensed programmers and BDUs will be required to comply with the Wholesale Code, which came into effect on January 22, 2016.

The March 19 decision also addressed rules for distribution of foreign services authorized for distribution in Canada, including requirements that foreign services make their channels available “à la carte” and in “pick-packs” or in smaller pre-assembled packages and abide by the Wholesale Code. Access rules for VI-owned services and independent services, channel packaging, and buy-through rules for multicultural services were also addressed.

On March 26, 2015, in the final decision related to Let’s Talk TV, the CRTC announced plans to establish a Television Service Provider (TVSP) Code of Conduct to govern certain aspects of the relationship between TVSPs and their customers as well as to allow consumers to complain to the Commissioner for Complaints for Telecommunications Services about their providers. On January 8, 2016, the CRTC issued the final version of the TVSP Code, which came into effect on September 1, 2017. Upon launch of the TVSP Code, the Commissioner for Complaints for Telecommunications Services changed its name to Commission for Complaints for Telecom-television Services (CCTS). This decision also introduced new requirements related to the provision of service to persons with disabilities for both BDUs and broadcasters.

On March 1, 2016, the first phase of the CRTC’s small basic $25 per month (excluding equipment) television service mandate came into effect. Effective March 1, 2016, we offer a small basic service consisting of Canadian local channels, national mandatory services, community and provincial legislature channels, and the US 4+1 networks. We also offer smaller, reasonably priced packages of specialty and premium channels. On December 1, 2016, we began offering all specialty and premium channels on an “à la carte” basis as well.

84 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

On May 24, 2016, the CRTC released a notice of consultation (Broadcasting Notice of Consultation CRTC 2016-197) stating that a hearing will be held in consideration of the license renewal applications of BDUs, including Rogers. The hearing, which commenced on September 7, 2016, reviewed the practices of all BDU licensees in regard to the small basic service and flexible packaging requirements described above that came into effect on March 1, 2016.

On November 21, 2016, the CRTC released Broadcasting Decision CRTC 2016-458, renewing Rogers’ BDU licences from December 1, 2016 to November 30, 2017. In the decision, the CRTC established what it called a set of best practices for BDUs that serve to promote choice for Canadians and stated that it would monitor all of these practices, including how BDUs promote and offer the small basic service and pick-and-pay and small package options, and will take any necessary remedial action when it examines the renewal of the licenses for BDUs again in 2017 for a full renewal term. Prior to the 2017 license renewal hearing that occurred in October, Rogers’ cable license received an administrative extension to May 31, 2018. A decision on the full 7-year term renewal is anticipated in early 2018.

MEDIA

COPYRIGHT RETRANSMISSION OF DISTANT SIGNALS

Pursuant to section 31(2) of the Copyright Act, television service providers are permitted to retransmit programming within distant over-the-air television signals as part of a compulsory licensing regime. Rates for the distribution of the programming are established through negotiation or set by the Copyright Board. Distributors and content providers were unable to agree on a new rate for the distribution of distant signals after the expiration of the current agreement in 2013. A proceeding was initiated by the Copyright Board, which began on November 23, 2015. The proceeding continued into 2016 and 2017 with a decision expected in 2018.

The Collectives (content providers) have proposed a royalty rate that is approximately double the current rate, which, if certified, would have a significant financial impact on Rogers with additional costs of approximately $30 million per year.

LICENCE RENEWALS

In a proceeding initiated by Broadcasting Notice of Consultation CRTC 2016-225 released June 15, 2016, Rogers sought renewal of our group-based licences (six City over-the-air English stations, Sportsnet 360, VICELAND, G4Tech, Outdoor Life, FX, and FXX), our five over-the-air ethnic OMNI television licences, and our mainstream sports licences (Sportsnet and Sportsnet One). We also sought approval of an application seeking a new licence to operate a discretionary service called OMNI Regional, which would operate pursuant to a section 9(1)(h) order granting it mandatory carriage on the basic service with a regulated affiliation fee. An oral hearing was held during the week of November 28, 2016, a final written reply was filed on January 9, 2017.

On May 18, 2017, the CRTC released Broadcasting Decision CRTC 2017-151, approving five-year renewals of our group-based licences (six City over-the-air English stations, Sportsnet 360, VICELAND, G4Tech, Outdoor Life, FX, and FXX). Five-year licence renewals were also approved for our mainstream sports services licences (Sportsnet and Sportsnet One) and our on-demand service (Rogers on Demand). To coincide with the expiry date of the broadcasting licence for our new discretionary service, OMNI Regional, discussed below, the broadcasting licences for our five over-the-air ethnic OMNI television licences were renewed for a three-year period in this Broadcasting Decision.

In Broadcasting Decision CRTC 2017-152, released the same day, the CRTC also approved our application seeking a new licence to operate a discretionary service called OMNI Regional, which would operate pursuant to a section 9(1)(h) order, granting it mandatory carriage on the basic service with a regulated affiliation fee of $0.12/subscriber/month for a three-year term. The CRTC further issued a call (Broadcasting Notice of Consultation 2017-154) for competing applications to determine whether OMNI should retain its 9(1)(h) designation after three years or whether the designation should be granted to another applicant.

On August 14, 2017, the Governor in Council, on the advice of the Minister of Canadian Heritage through Order in Council P.C. 2017-1060, directed the CRTC to reconsider its group licence renewal decisions issued May 15, 2017 for large television broadcasters that, among other changes, lowered the amount that some major broadcasters must spend on Programs of National Interest. The CRTC is to “consider how it can be ensured that significant contributions are made to the creation and presentation of programs of national interest, music programming, short films, and short-form documentaries.” Rogers and other broadcasters filed their submissions in the reconsideration proceeding on October 31, 2017. Reply comments were filed on February 2, 2018, after which the CRTC will render a decision.

CRTC PROCEEDING ON FUTURE PROGRAMMING DISTRIBUTION MODELS

On October 12, 2017, prompted by Order in Council P.C. 2017-1195, the CRTC initiated a proceeding (Broadcasting Notice of Consultation CRTC 2017-359, Call for comments on the Governor in Council’s request for a report on future programming distribution models) to report on the distribution model or models of programming that are likely to exist in the future; how and through whom Canadians will access that programming; and the extent to which these models will ensure a vibrant domestic market that is capable of supporting the continued creation, production, and distribution of Canadian programming, in both official languages, including original entertainment and information programming. The report is due no later than June 1, 2018. Rogers filed its Phase I and Phase II submissions on December 1, 2017 and February 13, 2018, respectively.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 85

MANAGEMENT’S DISCUSSION AND ANALYSIS

Other Information

ACCOUNTING POLICIES

CRITICAL ACCOUNTING ESTIMATES AND JUDGMENTS

Management makes judgments, estimates, and assumptions that affect how accounting policies are applied, the amounts we report in assets, liabilities, revenue, and expenses, and our related disclosure about contingent assets and liabilities. Significant changes in our assumptions, including those related to our future business plans and cash flows, could materially change the amounts we record. Actual results could be different from these estimates.

These estimates are critical to our business operations and understanding our results of operations. We may need to use additional judgment because of the sensitivity of the methods and assumptions used in determining the asset, liability, revenue, and expense amounts.

ESTIMATES

FAIR VALUE

We use estimates to determine the fair value of assets acquired and liabilities assumed in an acquisition, using the best available information, including information from financial markets. These estimates include key assumptions such as discount rates, attrition rates, and terminal growth rates for performing discounted cash flow analyses.

USEFUL LIVES

We depreciate the cost of property, plant and equipment over their estimated useful lives by considering industry trends and company-specific factors, including changing technologies and expectations for the in-service period of certain assets at the time. We reassess our estimates of useful lives annually, or when circumstances change, to ensure they match the anticipated life of the technology from a revenue-producing perspective. If technological change happens more quickly, or in a different way, than anticipated, we might have to reduce the estimated life of property, plant and equipment, which could result in a higher depreciation expense in future periods or an impairment charge to write down the value. We monitor and review our depreciation rates and asset useful lives at least once a year and change them if they are different from our previous estimates. We recognize the effect of changes in estimates in net income prospectively.

CAPITALIZING DIRECT LABOUR, OVERHEAD, AND INTEREST

Certain direct labour, overhead, and interest costs associated with the acquisition, construction, development, or improvement of our networks are capitalized to property, plant and equipment. The

capitalized amounts are calculated based on estimated costs of projects that are capital in nature, and are generally based on a per-hour rate. In addition, interest costs are capitalized during development and construction of certain property, plant and equipment. Capitalized amounts increase the cost of the asset and result in a higher depreciation expense in future periods.

IMPAIRMENT OF ASSETS

Indefinite-life intangible assets (including goodwill and spectrum and/or broadcast licences) are assessed for impairment on an annual basis, or more often if events or circumstances warrant, and finite-life assets (including property, plant and equipment and other intangible assets) are assessed for impairment if events or circumstances warrant. The recoverable amount of a cash generating unit (CGU) involves significant estimates such as future cash flows, terminal growth rates, and discount rates. If key estimates differ unfavourably in the future, we could experience impairment charges that could decrease net income.

FINANCIAL INSTRUMENTS

The fair values of our derivatives are recorded using an estimated credit-adjusted mark-to-market valuation. If the derivatives are in an asset position (i.e. the counterparty owes Rogers), the credit spread for the bank counterparty is added to the risk-free discount rate to determine the estimated credit-adjusted value. If the derivatives are in a liability position (i.e. Rogers owes the counterparty), our credit spread is added to the risk-free discount rate. The estimated credit-adjusted value of derivatives requires assessment of the credit risk of the parties to the instruments and the instruments’ discount rates.

For all derivative instruments where hedge accounting is applied, we are required to ensure that the hedging relationships meet hedge effectiveness criteria both retrospectively and prospectively. Hedge effectiveness testing requires the use of both judgments and estimates.

PENSION BENEFITS

When we account for defined benefit pension plans, assumptions are made in determining the valuation of benefit obligations. Assumptions and estimates include the discount rate, the rate of future compensation increase, and the mortality rate. Changes to these primary assumptions and estimates would affect the pension expense, pension asset and liability, and other comprehensive income. Changes in economic conditions, including financial markets and interest rates, may also have an impact on our pension plan, as there is no assurance that the plan will be able to earn the assumed rate of return. Market-driven changes may also result in changes in the discount rates and other variables that could require us to make contributions in the future that differ significantly from the current contributions and assumptions incorporated into the actuarial valuation process.

86 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

Below is a summary of the effect an increase or decrease in the primary assumptions and estimates would have had on our accrued benefit obligation and pension expense for 2017.

(In millions of dollars) |  | Increase (decrease) in accrued benefit obligation |  |  | Increase (decrease) in pension expense |
Discount rate |  |  |  |  |  |  |  |
Impact of 0.5% increase |  |  | (207 | ) |  |  | (25 | )
Impact of 0.5% decrease |  |  | 237 |  |  |  | 27 |
Rate of future compensation increase |  |  |  |  |  |  |  |
Impact of 0.25% increase |  |  | 21 |  |  |  | 4 |
Impact of 0.25% decrease |  |  | (21 | ) |  |  | (4 | )
Mortality rate |  |  |  |  |  |  |  |
Impact of 1 year increase |  |  | 49 |  |  |  | 6 |
Impact of 1 year decrease |  |  | (52 | ) |  |  | (6 | )

STOCK-BASED COMPENSATION

Stock option plans

Our employee stock option plans attach cash-settled share appreciation rights (SARs) to all new and previously granted options. The SAR feature allows the option holder to elect to receive a cash payment equal to the intrinsic value of the option, instead of exercising the option and acquiring Class B Non-Voting Shares.

We measure stock-based compensation to employees at fair value. We determine the fair value of options using our Class B Non-Voting Share price and option pricing models, and record all outstanding stock options as liabilities. The liability is marked to market each period and is amortized to expense using a graded vesting approach over the period during which employee services are rendered, or over the period to the date an employee is eligible to retire, whichever is shorter. The expense in each period is affected by the change in the price of our Class B Non-Voting Shares during the period.

Restricted share unit and deferred share unit plans

We recognize outstanding RSUs and DSUs as liabilities, measuring the liabilities and compensation costs based on the awards’ fair values, which are based on the market price of the Class B Non-Voting Shares, and recognizing them as charges to operating costs over the vesting period of the awards. If an award’s fair value changes after it has been granted and before the exercise date, we recognize the resulting changes in the liability within operating costs in the year the change occurs. For RSUs, the payment amount is established as of the vesting date. For DSUs, the payment amount is established as of the exercise date.

JUDGMENTS

USEFUL LIVES AND DEPRECIATION AND AMORTIZATION METHODS

We make significant judgments in choosing methods for depreciating our property, plant and equipment that we believe most accurately represent the consumption of benefits derived from those assets and are most representative of the economic substance of the intended use of the underlying assets.

We amortize the cost of intangible assets with finite lives over their estimated useful lives. We review their useful lives, residual values, and the amortization methods at least once a year.

We do not amortize intangible assets with indefinite lives (spectrum, broadcast licences, and certain brand names) as there is no foreseeable limit to the period over which these assets are expected to generate net cash inflows for us. We make judgments to determine that these assets have indefinite lives, analyzing all relevant factors, including the expected usage of the asset, the typical life cycle of the asset, and anticipated changes in the market demand for the products and services the asset helps generate. After review of the competitive, legal, regulatory, and other factors, it is our view that these factors do not limit the useful lives of our spectrum and broadcast licences.

Judgment is also applied in choosing methods for amortizing our intangible assets and program rights that we believe most accurately represent the consumption of those assets and are most representative of the economic substance of the intended use of the underlying assets.

IMPAIRMENT OF ASSETS

We make judgments in determining CGUs and the allocation of goodwill to CGUs or groups of CGUs for the purpose of impairment testing. The allocation of goodwill involves considerable management judgment in determining the CGUs (or groups of CGUs) that are expected to benefit from the synergies of a business combination. A CGU is the smallest identifiable group of assets that generates cash inflows that are largely independent of the cash inflows from other assets or groups of assets. Goodwill and indefinite-life intangible assets are allocated to CGUs (or groups of CGUs) based on the level at which management monitors goodwill, which is not higher than an operating segment.

SEGMENTS

We make significant judgments in determining our operating segments. These are components that engage in business activities from which they may earn revenue and incur expenses, for which operating results are regularly reviewed by our chief operating decision makers to make decisions about resources to be allocated and to assess component performance, and for which discrete financial information is available. We intend to redefine our reporting segments effective January 1, 2018. See “Understanding Our Business”.

HEDGE ACCOUNTING

We make significant judgments in determining whether our financial instruments qualify for hedge accounting, including assumptions for effectiveness valuation models.

INCOME TAXES AND OTHER TAXES

We accrue income and other tax provisions based on information currently available in each of the jurisdictions in which we operate. While we believe we have paid and provided for adequate amounts of tax, our business is complex and significant judgment is required in interpreting how tax legislation and regulations apply to us. Our tax filings are subject to audit by the relevant government revenue authorities and the results of the government audit could materially change the amount of our actual income tax expense, income tax payable or receivable, other taxes payable or

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 87

MANAGEMENT’S DISCUSSION AND ANALYSIS

receivable, and deferred income tax assets and liabilities and could, in certain circumstances, result in the assessment of interest and penalties.

CONTINGENCIES

Considerable judgment is involved in the determination of contingent liabilities. Our judgment is based on information currently known to us, and the probability of the ultimate resolution of the contingencies. If it becomes probable that a contingent liability will result in an outflow of economic resources, we will record a provision in the period the change in probability occurs. The amount of the loss involves judgment based on information available at that time. Any provision recognized for a contingent liability could be material to our consolidated financial position and results of operations.

ONEROUS CONTRACTS

Significant judgment is required to determine when we are subject to unavoidable costs arising from onerous contracts. These judgments may include, for example, whether a certain promise is legally binding or whether we may be successful in negotiations with the counterparty.

TRANSACTIONS WITH RELATED PARTIES

We have entered into certain transactions in the normal course of business with related parties in which we have an equity interest. The amounts received from or paid to these parties were as follows:

|  | Years ended December 31 |
(In millions of dollars) |  | 2017 |  |  | 2016 |  |  | % Chg |
Revenue |  |  | 74 |  |  |  | 50 |  |  |  | 48% |
Purchases |  |  | 198 |  |  |  | 189 |  |  |  | 5% |

We have entered into business transactions with companies whose partners or senior officers are Directors of RCI. These Directors are:

• |  | the non-executive chairman of a law firm that provides a portion of the Company’s legal services; and

• |  | the chairman of a company that provides printing services to the Company.

|  | Years ended December 31 |
(In millions of dollars) |  | 2017 |  |  | 2016 |
Printing and legal services |  |  | 17 |  |  |  | 27 |

In addition, during the year ended December 31, 2016, we announced a strategic change across our publishing business such that we will focus on digital content through the Internet and mobile applications. As a result, we sold select publishing titles to the aforementioned printing services company for $5 million.

We have also entered into certain transactions with our controlling shareholder and companies it controls. These transactions are subject to formal agreements approved by the Audit and Risk Committee. Total amounts paid to these related parties generally reflect the charges to Rogers for occasional business use of aircraft, net of other administrative services, and were less than $1 million for each of 2017 and 2016.

These transactions are measured at the amount agreed to by the related parties, which are also reviewed by the Audit and Risk Committee. The amounts owing are unsecured, interest-free, and due for payment in cash within one month from the date of the transaction.

NEW ACCOUNTING PRONOUNCEMENTS ADOPTED IN 2017

We adopted the following IFRS amendments in 2017. They did not have a material effect on our financial statements.

• |  | Amendments to IAS 7, Statement of Cash Flows, requiring entities to provide additional disclosures that enable financial statement users to evaluate cash flow and non-cash changes in liabilities arising from financing activities.

• |  | Amendments to IAS 12, Income Taxes, clarifying the requirements for deferred tax assets for unrealized losses on debt instruments.

• |  | Amendments to IFRS 12, Disclosure of Interests in Other Entities, clarifying the required disclosures regarding an entity’s interest in subsidiaries, joint arrangements, and associates that are held for sale, held for distribution, or classified as discontinued operations.

RECENT ACCOUNTING PRONOUNCEMENTS NOT YET ADOPTED

The IASB has issued the following new standards that will become effective in a future year and will have an impact on our consolidated financial statements in future periods.

IFRS 15, REVENUE FROM CONTRACTS WITH CUSTOMERS (IFRS 15)

Effective January 1, 2018, we will adopt IFRS 15. Our first quarter 2018 interim financial statements will be our first financial statements issued in accordance with IFRS 15. IFRS 15 supersedes current accounting standards for revenue, including IAS 18, Revenue and IFRIC 13, Customer Loyalty Programmes.

IFRS 15 introduces a single model for recognizing revenue from contracts with customers. This standard applies to all contracts with customers, with only some exceptions, including certain contracts accounted for under other IFRSs. The standard requires revenue to be recognized in a manner that depicts the transfer of promised goods or services to a customer and at an amount that reflects the consideration expected to be received in exchange for transferring those goods or services. This is achieved by applying the following five steps:

1. | identify the contract with a customer;

2. | identify the performance obligations in the contract;

3. | determine the transaction price;

4. | allocate the transaction price to the performance obligations in the contract; and

5. | recognize revenue when (or as) the entity satisfies a performance obligation.

IFRS 15 also provides guidance relating to the treatment of contract acquisition and contract fulfillment costs.

88 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

The application of this new standard will have significant impacts on our reported Wireless results, specifically with regards to the timing of recognition and classification of revenue, and the treatment of costs incurred in acquiring customer contracts. The timing of recognition and classification of revenue is affected because, at contract inception, IFRS 15 requires the estimation of total consideration over the contract term and the allocation of that consideration to all performance obligations in the contract based on their relative stand-alone selling prices. This will most significantly affect our Wireless arrangements that bundle equipment and service together into monthly service fees, which will result in an increase to equipment revenue recognized at contract inception and a decrease to service revenue recognized over the course of the contracts. We do not expect the application of IFRS 15 to affect our cash flows from operations or the methods and underlying economics through which we transact with our customers.

The treatment of costs incurred in acquiring customer contracts is affected as IFRS 15 requires certain contract acquisition costs (such as sales commissions) to be recognized as an asset and amortized into operating expenses over time. Currently, such costs are expensed as incurred.

In addition, new assets and liabilities will be recognized on our Consolidated Statements of Financial Position. Specifically, a contract asset and contract liability will be recognized to account

for any timing differences between the revenue recognized and the amounts billed to the customer.

Significant judgment is needed to define the enforceable rights and obligations of a contract and to determine when the customer obtains control of the distinct good or service.

We plan to retrospectively apply IFRS 15 to all contracts that are not complete on the date of initial application. We have made a policy choice to restate each prior period presented and will recognize the cumulative effect of initially applying IFRS 15 as an adjustment to the opening balance of equity as at January 1, 2017, subject to certain practical expedients we adopted.

We have implemented a new revenue recognition system to enable us to comply with the requirements of IFRS 15, including appropriately allocating revenue between different performance obligations within individual contracts for certain revenue streams. We have had detailed data validation processes in place throughout the transition work period to implement IFRS 15.

We have a team dedicated to ensuring our compliance with IFRS 15. This team was responsible for determining system requirements, ensuring our data collection was appropriate, and communicating the upcoming changes with various stakeholders. In addition, this team assisted in the development of new internal controls that will help ensure our new revenue recognition system operates as intended and the related results are complete and accurate.

EFFECT OF TRANSITION TO IFRS 15

Below is a summary of the estimated effect of transition to IFRS 15 on our key financial information for the year ended December 31, 2017, all of which pertains to our Wireless segment. Only metrics that are impacted by the IFRS 15 conversion are presented.

|  | Year ended December 31 |
(In billions of dollars) |  | 2017 |  |  | Estimated effect of transition 1 |  |  | 2017 subsequent to transition 2 |
Consolidated |  |  |  |  |  |  |  |  |  |  |  |
Total revenue |  |  | 14.1 |  |  |  | 0.2 |  |  |  | 14.3 |
Total service revenue 3 |  |  | 13.6 |  |  |  | (1.0 | ) |  |  | 12.6 |
Adjusted operating profit 4 |  |  | 5.4 |  |  |  | 0.2 |  |  |  | 5.6 |
Net income |  |  | 1.7 |  |  |  | 0.2 |  |  |  | 1.9 |
Adjusted net income 4 |  |  | 1.8 |  |  |  | 0.2 |  |  |  | 2.0 |
Wireless |  |  |  |  |  |  |  |  |  |  |  |
Service revenue |  |  | 7.8 |  |  |  | (1.0 | ) |  |  | 6.8 |
Equipment revenue |  |  | 0.6 |  |  |  | 1.2 |  |  |  | 1.8 |
Operating expenses |  |  | 4.8 |  |  |  | *** |  |  |  | 4.8 |
Adjusted operating profit |  |  | 3.6 |  |  |  | 0.2 |  |  |  | 3.8 |

*** | Amounts less than $0.1 billion; these amounts have been excluded from subtotals.

1 | Excludes estimated effects of transition of less than $0.1 billion.

2 | As a result of IFRS 15 being adopted effective January 1, 2018, we will retrospectively amend our 2017 results in our fiscal 2018 financial filings.

3 | As defined. See “Key Performance Indicators”.

4 | Adjusted operating profit and adjusted net income are non-GAAP measures and should not be considered substitutes or alternatives for GAAP measures. These are not defined terms under IFRS and do not have standard meanings, so may not be a reliable way to compare us to other companies. See “Non-GAAP Measures” for information about these measures, including how we calculate them.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 89

MANAGEMENT’S DISCUSSION AND ANALYSIS

As a result of the estimated effect of transition to IFRS 15, the following key financial metrics from our Consolidated Statements of Financial Position as at December 31, 2017 will be affected:

|  | As at December 31 |
(In billions of dollars) |  | 2017 |  |  | Estimated effect of transition 1 |  |  | 2017 subsequent to transition 2 |
Consolidated |  |  |  |  |  |  |  |  |  |  |  |
Total assets |  |  | 28.9 |  |  |  | 1.5 |  |  |  | 30.4 |
Total liabilities |  |  | 22.5 |  |  |  | 0.5 |  |  |  | 23.0 |
Shareholders’ equity |  |  | 6.4 |  |  |  | 1.0 |  |  |  | 7.4 |

1 | Excludes estimated effects of transition of less than $0.1 billion.

2 | As a result of IFRS 15 being adopted effective January 1, 2018, we will retrospectively amend our 2017 results in our fiscal 2018 financial filings.

The estimated effect discussed above should be read in conjunction with note 2(g) of our 2017 Annual Audited Consolidated Financial Statements.

Free cash flow subsequent to transition

We do not expect the application of IFRS 15 to affect our free cash flow; however, we will amend our definition of free cash flow to include the net change in contract asset and deferred commission cost asset balances.

Key performance indicators subsequent to transition

We plan to begin disclosing blended average billings per user (ABPU) as one of our key performance indicators in the first quarter of 2018. We will use blended ABPU as a measure that approximates the average amount we invoice an individual subscriber on a monthly basis. This measure will be similar to blended ARPU under current results. Blended ABPU will help us identify trends and measure our success in attracting and retaining higher value subscribers. We will calculate blended ABPU by dividing the sum of service revenue and the transfers from contract assets to receivables by the average total number of Wireless subscribers for the same period.

IFRS 9, FINANCIAL INSTRUMENTS (IFRS 9)

Effective January 1, 2018, we will adopt IFRS 9. Our first quarter 2018 interim financial statements will be our first financial statements issued in accordance with IFRS 9. In July 2014, the IASB issued the final publication of the IFRS 9 standard, which supersedes IAS 39, Financial Instruments: recognition and measurement (IAS 39). IFRS 9 includes revised guidance on the classification and measurement of financial instruments, new guidance for measuring impairment on financial assets, and new hedge accounting guidance. We have made a policy choice to adopt IFRS 9 on a retrospective basis; however, our 2017 comparatives will not be restated because it is not possible to do so without the use of hindsight.

Under IFRS 9, financial assets are classified and measured based on the business model in which they are held and the characteristics of

their contractual cash flows. IFRS 9 contains three primary measurement categories for financial assets: measured at amortized cost, fair value through other comprehensive income (FVTOCI), and fair value through profit and loss (FVTPL). Under IFRS 9, we will irrevocably elect to present subsequent changes in the fair value of our equity investments that are neither held-for-trading nor contingent consideration arising from a business combination in other comprehensive income (FVTOCI with no reclassification to net income). For these equity investments, any impairment on the instrument will be recorded in other comprehensive income, and cumulative gains or losses in other comprehensive income will not be reclassified into net income on disposal.

Under IFRS 9, the loss allowance for trade receivables must be calculated using the expected lifetime credit loss and recorded at the time of initial recognition. A portion of our trade receivables require an incremental loss allowance in order to comply with the requirements of IFRS 9; as a result, we will recognize a $4 million decrease to accounts receivable and a corresponding decrease to retained earnings within shareholders’ equity, effective January 1, 2018. In addition, the expected loss allowance using the lifetime credit loss approach will be applied to contract assets under IFRS 15. There is no significant effect on the carrying value of our other financial instruments under IFRS 9 related to this new requirement.

The new hedge accounting guidance aligns hedge accounting more closely with an entity’s risk management strategies. IFRS 9 does not fundamentally change the types of hedging relationships or the requirement to measure and recognize ineffectiveness; however, it allows more hedging strategies used for risk management to qualify for hedge accounting and introduces more judgment to assess the effectiveness of a hedging relationship, primarily from a qualitative standpoint. This is not expected to have an effect on our reported results and will simplify our application of effectiveness tests going forward.

90 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

Below is a summary showing the classification and measurement bases of our financial instruments as at January 1, 2018 as a result of adopting IFRS 9 (along with a comparison to IAS 39).

Financial instrument |  | IAS 39 |  |  | IFRS 9 |
Financial assets |  |  |  |  |  |  |  |
Cash and cash equivalents |  |  | Loans and receivables |  |  |  | Amortized cost |
Accounts receivable |  |  | Loans and receivables |  |  |  | Amortized cost |
Investments |  |  | Available-for-sale 1 |  |  |  | FVTOCI with no reclassification to net income |
Financial liabilities |  |  |  |  |  |  |  |
Bank advances |  |  | Other financial liabilities |  |  |  | Amortized cost |
Short-term borrowings |  |  | Other financial liabilities 2 |  |  |  | Amortized cost |
Accounts payable |  |  | Other financial liabilities |  |  |  | Amortized cost |
Accrued liabilities |  |  | Other financial liabilities |  |  |  | Amortized cost |
Long-term debt |  |  | Other financial liabilities 2 |  |  |  | Amortized cost |
Derivatives 3 |  |  |  |  |  |  |  |
Debt derivatives 4 |  |  | Held-for-trading |  |  |  | FVTOCI and FVTPL |
Bond forwards |  |  | Held-for-trading |  |  |  | FVTOCI |
Expenditure derivatives |  |  | Held-for-trading |  |  |  | FVTOCI |
Equity derivatives |  |  | Held-for-trading 5 |  |  |  | FVTPL |

1 | Subsequently measured at fair value with changes recognized in other comprehensive income. The net change subsequent to initial recognition, in the case of investments, is reclassified into net income upon disposal of the investment or when the investment becomes impaired.

2 | Subsequently measured at amortized cost using the effective interest method.

3 | The derivatives can be in an asset or liability position at a point in time historically or in the future. For derivatives designated as cash flow hedges for accounting purposes, the effective portion of the hedge is recognized in accumulated other comprehensive income and the ineffective portion of the hedge is recognized immediately into net income.

4 | Debt derivatives related to our senior notes and debentures have been designated as hedges for accounting purposes and will be classified as fair value through other comprehensive income (FVTOCI). Debt derivatives related to our credit facility and commercial paper borrowings have not been designated as hedges for accounting purposes and will be classified as fair value through profit and loss (FVTPL).

5 | Subsequent changes are offset against stock-based compensation expense or recovery in operating costs.

IFRS 16, LEASES (IFRS 16)

In January 2016, the IASB issued the final publication of the IFRS 16 standard, which will supersede the current IAS 17, Leases (IAS 17) standard. IFRS 16 introduces a single accounting model for lessees and for all leases with a term of more than 12 months, unless the underlying asset is of low value. A lessee will be required to recognize a right-of-use asset, representing its right to use the underlying asset, and a lease liability, representing its obligation to make lease payments. The accounting treatment for lessors will remain largely the same as under IAS 17.

The standard is effective for annual periods beginning on or after January 1, 2019. We have the option to either:

• |  | apply IFRS 16 with full retrospective effect; or

• |  | recognize the cumulative effect of initially applying IFRS 16 as an adjustment to opening equity at the date of initial application.

We believe that, as a result of adopting IFRS 16, we will recognize a significant increase to both assets and liabilities, as we will be required to record a right-of-use asset and a corresponding lease liability on our Consolidated Statements of Financial Position, as well as a decrease to operating costs, an increase to finance costs (due to accretion of the lease liability), and an increase to depreciation and amortization (due to depreciation of the right-of-use asset).

We have a team engaged to ensuring our compliance with IFRS 16. This team has been responsible for determining process requirements, ensuring our data collection is appropriate, and communicating the upcoming changes with various stakeholders. In addition, this team is assisting in the development of new internal controls that will help ensure the system runs as intended and the related results are accurate.

We are implementing a process that will enable us to comply with the requirements of IFRS 16 on a lease-by-lease basis. We expect to begin a parallel run under both IAS 17 and IFRS 16 using this system in 2018. We will have detailed data validation processes that will continue throughout the course of 2018. As a result, we are continuing to assess the effect of this standard on our consolidated financial statements and it is not yet possible to make a reliable estimate of its effect. We expect to disclose the estimated financial effects of the adoption of IFRS 16 in our 2018 consolidated financial statements.

KEY PERFORMANCE INDICATORS

We measure the success of our strategy using a number of key performance indicators, which are outlined below. We believe these key performance indicators allow us to appropriately measure our performance against our operating strategy as well as against the results of our peers and competitors. The following key performance indicators are not measurements in accordance with IFRS and should not be considered alternatives to net income or any other measure of performance under IFRS.

TOTAL SERVICE REVENUE

We use total service revenue to measure our core business performance from the provision of services to our customers separate from revenue from the sale of equipment we have acquired from device manufacturers and resold. Included in this metric is our retail revenue from TSC and the Toronto Blue Jays, which are also core to our business. We calculate total service revenue by subtracting equipment revenue from total revenue.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 91

MANAGEMENT’S DISCUSSION AND ANALYSIS

SUBSCRIBER COUNT

We determine the number of subscribers to our services based on active subscribers. When subscribers are deactivated, either voluntarily or involuntarily for non-payment, they are considered deactivations in the period the services are discontinued.

Wireless

• |  | A wireless subscriber is represented by each identifiable telephone number.

• |  | We report wireless subscribers in two categories: postpaid and prepaid. Postpaid and prepaid include voice-only subscribers, data-only subscribers, and subscribers with service plans integrating both voice and data.

• |  | Usage and overage charges for postpaid subscribers are billed a month in arrears. Prepaid subscribers cannot incur usage and/or overage charges in excess of their plan limits or account balance.

• |  | Wireless prepaid subscribers are considered active for a period of 180 days from the date of their last revenue-generating usage.

Cable

• |  | Cable Television and Internet subscribers are represented by a dwelling unit; Cable Phone subscribers are represented by line counts.

• |  | When there is more than one unit in one dwelling, such as an apartment building, each tenant with cable service is counted as an individual subscriber, whether the service is invoiced separately or included in the tenant’s rent. Institutional units, like hospitals or hotels, are each considered one subscriber.

• |  | Cable Television, Internet, and Phone subscribers include only those subscribers who have service installed and operating, and who are being billed accordingly.

SUBSCRIBER CHURN

Subscriber churn (churn) is a measure of the number of subscribers that deactivated during a period as a percentage of the total subscriber base, usually calculated on a monthly basis. Subscriber churn measures our success in retaining our subscribers. We calculate it by dividing the number of Wireless subscribers that deactivated (usually in a month) by the aggregate numbers of subscribers at the beginning of the period. When used or reported for a period greater than one month, subscriber churn represents the sum of the number of subscribers deactivating for each period incurred divided by the sum of the aggregate number of subscribers at the beginning of each period incurred.

POSTPAID AVERAGE REVENUE PER ACCOUNT

Postpaid average revenue per account (ARPA) helps us identify trends and measure our success in attracting and retaining

multiple-device accounts. A single Wireless postpaid account typically provides subscribers with the advantage of allowing for the pooling of plan attributes across multiple devices and on a single bill. Each Wireless postpaid account is typically represented by an identifiable billing account number. A single Wireless postpaid account may include more than one identifiable telephone number and receive monthly Wireless services for a variety of connected devices including smartphones, basic phones, tablets, and other devices. Wireless postpaid accounts under our various brand names are considered separate accounts. We calculate Wireless postpaid ARPA by dividing total Wireless postpaid service revenue (monthly) by the average number of Wireless postpaid accounts for the same time period.

BLENDED AVERAGE REVENUE PER USER

Blended average revenue per user (ARPU) helps us identify trends and measure our success in attracting and retaining higher value subscribers. We calculate blended ARPU by dividing service revenue (monthly) by the average total number of Wireless subscribers for the same time period.

CAPITAL INTENSITY

Capital intensity allows us to compare the level of our capital expenditures to that of other companies within the same industry. Our capital expenditures do not include expenditures on spectrum licences. We calculate capital intensity by dividing capital expenditures by revenue. For Wireless, capital intensity is calculated using total service revenue. We use it to evaluate the performance of our assets and when making decisions about capital expenditures. We believe that certain investors and analysts use capital intensity to measure the performance of asset purchases and construction in relation to revenue.

DIVIDEND PAYOUT RATIOS

We calculate the dividend payout ratio by dividing dividends declared for the year by net income or free cash flow for the year. We use dividends as a percentage of net income and free cash flow to conduct analysis and assist with determining the dividends we should pay.

RETURN ON ASSETS

We use return on assets to measure our efficiency in using our assets to generate net income. We calculate return on assets by dividing net income for the year by total assets as at year-end.

92 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

NON-GAAP MEASURES

We use the following non-GAAP measures. These are reviewed regularly by management and the Board in assessing our performance and making decisions regarding the ongoing operations of our business and its ability to generate cash flows. Some or all of these measures may also be used by investors, lending institutions, and credit rating agencies as indicators of our operating performance, of our ability to incur and service debt, and as measurements to value companies in the telecommunications sector. These are not recognized measures under GAAP and do not have standard meanings under IFRS, so may not be reliable ways to compare us to other companies.

Non-GAAP measure |  | Why we use it |  | How we calculate it |  | Most comparable IFRS financial measure
Adjusted operating profit Adjusted operating profit margin |  | •  To evaluate the performance of our businesses, and when making decisions about the ongoing operations of the business and our ability to generate cash flows. •  We believe that certain investors and analysts use adjusted operating profit to measure our ability to service debt and to meet other payment obligations. •  We also use it as one component in determining short-term incentive compensation for all management employees. |  | Adjusted operating profit: Net income add (deduct) income tax expense (recovery); other expense (income); finance costs; restructuring, acquisition and other; loss (gain) on disposition of property, plant and equipment; depreciation and amortization; and stock-based compensation. Adjusted operating profit margin: Adjusted operating profit divided by revenue (service revenue for Wireless). |  | Net income
Adjusted net income Adjusted basic and diluted earnings per share |  | •  To assess the performance of our businesses before the effects of the noted items, because they affect the comparability of our financial results and could potentially distort the analysis of trends in business performance. Excluding these items does not imply that they are non-recurring. |  | Adjusted net income: Net income add (deduct) stock-based compensation; restructuring, acquisition and other; loss (recovery) on sale or wind down of investments; loss (gain) on disposition of property, plant and equipment; (gain) on acquisitions; loss on non-controlling interest purchase obligations; loss on repayment of long-term debt; and income tax adjustments on these items, including adjustments as a result of legislative changes. Adjusted basic and diluted earnings per share: Adjusted net income divided by basic and diluted weighted average shares outstanding. |  | Net income Basic and diluted earnings per share
Free cash flow |  | •  To show how much cash we have available to repay debt and reinvest in our company, which is an important indicator of our financial strength and performance. •  We believe that some investors and analysts use free cash flow to value a business and its underlying assets. |  | Adjusted operating profit deduct capital expenditures; interest on borrowings net of capitalized interest; and cash income taxes. |  | Cash provided by operating activities
Adjusted net debt |  | •  To conduct valuation-related analysis and make decisions about capital structure. •  We believe this helps investors and analysts analyze our enterprise and equity value and assess our leverage. |  | Total long-term debt add (deduct) current portion of long-term debt; deferred transaction costs and discounts; net debt derivative (assets) liabilities; credit risk adjustment related to net debt derivatives; bank advances (cash and cash equivalents); and short-term borrowings. |  | Long-term debt
Adjusted net debt / adjusted operating profit (debt leverage ratio) |  | •  To conduct valuation-related analysis and make decisions about capital structure. •  We believe this helps investors and analysts analyze our enterprise and equity value and assess our leverage. |  | Adjusted net debt (defined above) divided by 12-month trailing adjusted operating profit (defined above). |  | Long-term debt divided by net income

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 93

MANAGEMENT’S DISCUSSION AND ANALYSIS

Effective January 1, 2018, we will commence using adjusted EBITDA as the key measure of profit for the purpose of assessing performance for each segment and to make decisions about the allocation of resources. As such, we plan to introduce adjusted EBITDA as a new non-GAAP measures in our financial reports commencing January 1, 2018. This measure will replace our existing adjusted operating profit non-GAAP measure. We believe adjusted EBITDA more fully reflects segment and consolidated profitability. The difference between adjusted operating profit and adjusted EBITDA is that adjusted EBITDA will include stock-based compensation expense. We also believe that our decision-making processes will not be significantly affected through the use of adjusted EBITDA. Additionally, use of this measure will change our current definition of free cash flow.

RECONCILIATION OF ADJUSTED OPERATING PROFIT AND ADJUSTED OPERATING PROFIT MARGIN

|  | Years ended December 31 |
(In millions of dollars) |  | 2017 |  |  | 2016 |
Net income |  |  | 1,711 |  |  |  | 835 |
Add (deduct): |  |  |  |  |  |  |  |
Income tax expense |  |  | 635 |  |  |  | 324 |
Other (income) expense |  |  | (19 | ) |  |  | 191 |
Finance costs |  |  | 746 |  |  |  | 761 |
Restructuring, acquisition and other |  |  | 152 |  |  |  | 644 |
Gain on disposition of property, plant and equipment |  |  | (49 | ) |  |  | – |
Depreciation and amortization |  |  | 2,142 |  |  |  | 2,276 |
Stock-based compensation |  |  | 61 |  |  |  | 61 |
Adjusted operating profit |  |  | 5,379 |  |  |  | 5,092 |

|  | Years ended December 31 |
(In millions of dollars, except percentages) |  | 2017 |  |  | 2016 |
Adjusted operating profit margin: |  |  |  |  |  |  |  |
Adjusted operating profit |  |  | 5,379 |  |  |  | 5,092 |
Divided by: total revenue |  |  | 14,143 |  |  |  | 13,702 |
Adjusted operating profit margin |  |  | 38.0% |  |  |  | 37.2% |

RECONCILIATION OF ADJUSTED NET INCOME

|  | Years ended December 31 |
(In millions of dollars) |  | 2017 |  |  | 2016 |
Net income |  |  | 1,711 |  |  |  | 835 |
Add (deduct): |  |  |  |  |  |  |  |
Stock-based compensation |  |  | 61 |  |  |  | 61 |
Restructuring, acquisition and other |  |  | 152 |  |  |  | 644 |
Net loss on divestitures pertaining to investments |  |  | – |  |  |  | 11 |
(Recovery) loss on wind-down of shomi |  |  | (20 | ) |  |  | 140 |
Gain on disposition of property, plant and equipment |  |  | (49 | ) |  |  | – |
Income tax impact of above items |  |  | (36 | ) |  |  | (213 | )
Income tax adjustment, legislative tax change |  |  | 2 |  |  |  | 3 |
Adjusted net income |  |  | 1,821 |  |  |  | 1,481 |

RECONCILIATION OF ADJUSTED EARNINGS PER SHARE

(In millions of dollars, except per share amounts; number of shares outstanding in millions) |  | Years ended December 31 |
| 2017 |  |  | 2016 |
Adjusted basic earnings per share: |  |  |  |  |  |  |  |
Adjusted net income |  |  | 1,821 |  |  |  | 1,481 |
Divided by: weighted average number of shares outstanding |  |  | 515 |  |  |  | 515 |
Adjusted basic earnings per share |  | $ | 3.54 |  |  | $ | 2.88 |
Adjusted diluted earnings per share: |  |  |  |  |  |  |  |
Adjusted net income |  |  | 1,821 |  |  |  | 1,481 |
Divided by: diluted weighted average number of shares outstanding |  |  | 517 |  |  |  | 517 |
Adjusted diluted earnings per share |  | $ | 3.52 |  |  | $ | 2.86 |

RECONCILIATION OF FREE CASH FLOW

|  | Years ended December 31 |
(In millions of dollars) |  | 2017 |  |  | 2016 |
Cash provided by operating activities |  |  | 3,938 |  |  |  | 3,957 |
Add (deduct): |  |  |  |  |  |  |  |
Capital expenditures |  |  | (2,436 | ) |  |  | (2,352 | )
Interest on borrowings, net of capitalized interest |  |  | (722 | ) |  |  | (740 | )
Restructuring, acquisition and other |  |  | 152 |  |  |  | 644 |
Impairment of assets and related onerous contract charges |  |  | – |  |  |  | (484 | )
Interest paid |  |  | 735 |  |  |  | 756 |
Change in non-cash operating working capital items |  |  | 154 |  |  |  | (14 | )
Other adjustments |  |  | (75 | ) |  |  | (62 | )
Free cash flow |  |  | 1,746 |  |  |  | 1,705 |

RECONCILIATION OF DIVIDEND PAYOUT RATIO OF FREE CASH FLOW

|  | Years ended December 31 |
(In millions of dollars, except percentages) |  | 2017 |  |  | 2016 |
Dividend payout ratio of free cash flow: |  |  |  |  |  |  |  |
Dividends declared during the year |  |  | 988 |  |  |  | 988 |
Divided by: free cash flow |  |  | 1,746 |  |  |  | 1,705 |
Dividend payout ratio of free cash flow |  |  | 57% |  |  |  | 58% |

94 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT

RECONCILIATION OF ADJUSTED NET DEBT AND DEBT LEVERAGE RATIO

|  | As at December 31 |
(In millions of dollars) |  | 2017 |  |  | 2016 |
Current portion of long-term debt |  |  | 1,756 |  |  |  | 750 |
Long-term debt |  |  | 12,692 |  |  |  | 15,330 |
Deferred transaction costs and discounts |  |  | 107 |  |  |  | 117 |
|  |  | 14,555 |  |  |  | 16,197 |
Add (deduct): |  |  |  |  |  |  |  |
Net debt derivative assets |  |  | (1,129 | ) |  |  | (1,683 | )
Credit risk adjustment related to net debt derivative assets |  |  | (17 | ) |  |  | (57 | )
Short-term borrowings |  |  | 1,585 |  |  |  | 800 |
Bank advances |  |  | 6 |  |  |  | 71 |
Adjusted net debt |  |  | 15,000 |  |  |  | 15,328 |

|  | As at December 31 |
(In millions of dollars, except ratios) |  | 2017 |  |  | 2016 |
Debt leverage ratio |  |  |  |  |  |  |  |
Adjusted net debt |  |  | 15,000 |  |  |  | 15,328 |
Divided by: trailing 12-month adjusted operating profit |  |  | 5,379 |  |  |  | 5,092 |
Debt leverage ratio |  |  | 2.8 |  |  |  | 3.0 |

RECONCILIATION OF EBITDA AND ADJUSTED EBITDA (with respect to 2018 FULL-YEAR CONSOLIDATED GUIDANCE)

|  | Years ended December 31 |
(In millions of dollars) |  | 2017 |  |  | 2016 |  |  | % Chg |
Net income |  |  | 1,711 |  |  |  | 835 |  |  |  | 105 |
Add: |  |  |  |  |  |  |  |  |  |  |  |
Income tax expense |  |  | 635 |  |  |  | 324 |  |  |  | 96 |
Finance costs |  |  | 746 |  |  |  | 761 |  |  |  | (2 | )
Depreciation and amortization |  |  | 2,142 |  |  |  | 2,276 |  |  |  | (6 | )
EBITDA |  |  | 5,234 |  |  |  | 4,196 |  |  |  | 25 |
Add (deduct): |  |  |  |  |  |  |  |  |  |  |  |
Other (income) expense |  |  | (19 | ) |  |  | 191 |  |  |  | n/m |
Restructuring, acquisition and other |  |  | 152 |  |  |  | 644 |  |  |  | (76 | )
Gain on disposition of property, plant and equipment |  |  | (49 | ) |  |  | – |  |  |  | n/m |
Adjusted EBITDA |  |  | 5,318 |  |  |  | 5,031 |  |  |  | 6 |
Add: |  |  |  |  |  |  |  |  |  |  |  |
Stock-based compensation |  |  | 61 |  |  |  | 61 |  |  |  | – |
Adjusted operating profit |  |  | 5,379 |  |  |  | 5,092 |  |  |  | 6 |

RECONCILIATION OF FREE CASH FLOW (with respect to 2018 FULL-YEAR CONSOLIDATED GUIDANCE)

|  | Years ended December 31 |
(In millions of dollars) |  | 2017 |  |  | 2016 |  |  | % Chg |
Free cash flow as reported: |  |  | 1,746 |  |  |  | 1,705 |  |  |  | 2 |
Less: Stock-based compensation |  |  | 61 |  |  |  | 61 |  |  |  | – |
Free cash flow calculated with adjusted EBITDA |  |  | 1,685 |  |  |  | 1,644 |  |  |  | 2 |

SUMMARY OF FINANCIAL RESULTS OF LONG-TERM DEBT GUARANTOR

Our outstanding public debt, $3.2 billion bank credit and letter of credit facilities, and derivatives are unsecured obligations of RCI, as obligor, and RCCI, as either co-obligor or guarantor, as applicable.

The following table sets forth the selected unaudited consolidated summary financial information for RCI for the periods identified below, presented with a separate column for: (i) RCI, (ii) RCCI, (iii) our non-guarantor subsidiaries on a combined basis, (iv) consolidating adjustments, and (v) the total consolidated amounts.

Years ended December 31 (In millions of dollars, unaudited) |  | RCI 1,2 |  |  | RCCI 1,2 |  |  | Non-guarantor subsidiaries 1,2 |  |  | Consolidating adjustments 1,2 |  |  | Total |
| 2017 |  |  | 2016 |  |  | 2017 |  |  | 2016 |  |  | 2017 |  |  | 2016 |  |  | 2017 |  |  | 2016 |  |  | 2017 |  |  | 2016 |
Selected Statements of Income data measure: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Revenue |  |  | 3 |  |  |  | 10 |  |  |  | 12,195 |  |  |  | 11,746 |  |  |  | 2,190 |  |  |  | 2,173 |  |  |  | (245 | ) |  |  | (227 | ) |  |  | 14,143 |  |  |  | 13,702 |
Net income (loss) |  |  | 1,711 |  |  |  | 835 |  |  |  | 1,525 |  |  |  | 674 |  |  |  | 974 |  |  |  | 990 |  |  |  | (2,499 | ) |  |  | (1,664 | ) |  |  | 1,711 |  |  |  | 835 |
As at December 31 (In millions of dollars, unaudited) |  | RCI 1,2 |  |  | RCCI 1,2 |  |  | Non-guarantor subsidiaries 1,2 |  |  | Consolidating adjustments 1,2 |  |  | Total |
| 2017 |  |  | 2016 |  |  | 2017 |  |  | 2016 |  |  | 2017 |  |  | 2016 |  |  | 2017 |  |  | 2016 |  |  | 2017 |  |  | 2016 |
Selected Statements of Financial Position data measure: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Current assets |  |  | 24,501 |  |  |  | 22,831 |  |  |  | 20,266 |  |  |  | 19,665 |  |  |  | 9,016 |  |  |  | 9,780 |  |  |  | (50,811 | ) |  |  | (49,706 | ) |  |  | 2,972 |  |  |  | 2,570 |
Non-current assets |  |  | 30,544 |  |  |  | 28,812 |  |  |  | 41,993 |  |  |  | 38,448 |  |  |  | 3,521 |  |  |  | 5,805 |  |  |  | (50,167 | ) |  |  | (47,293 | ) |  |  | 25,891 |  |  |  | 25,772 |
Current liabilities |  |  | 30,732 |  |  |  | 25,712 |  |  |  | 27,012 |  |  |  | 25,190 |  |  |  | 1,505 |  |  |  | 5,558 |  |  |  | (52,426 | ) |  |  | (51,347 | ) |  |  | 6,823 |  |  |  | 5,113 |
Non-current liabilities |  |  | 14,468 |  |  |  | 17,159 |  |  |  | 2,390 |  |  |  | 2,084 |  |  |  | 572 |  |  |  | 75 |  |  |  | (1,737 | ) |  |  | (1,358 | ) |  |  | 15,693 |  |  |  | 17,960 |

1 | For the purposes of this table, investments in subsidiary companies are accounted for by the equity method.

2 | Amounts recorded in current liabilities and non-current liabilities for RCCI do not include any obligations arising as a result of being a guarantor or co-obligor, as the case may be, under any of RCI’s long-term debt.

2017 ANNUAL REPORT ROGERS COMMUNICATIONS INC. 95

MANAGEMENT’S DISCUSSION AND ANALYSIS

FIVE-YEAR SUMMARY OF CONSOLIDATED FINANCIAL RESULTS

(In millions of dollars, except per share amounts, subscriber count results, churn, ARPA, ARPU, percentages, and ratios) |  | As at or years ended December 31 |
| 2017 |  |  | 2016 |  |  | 2015 |  |  | 2014 |  |  | 2013 |
Revenue |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Wireless |  |  | 8,343 |  |  |  | 7,916 |  |  |  | 7,651 |  |  |  | 7,305 |  |  |  | 7,270 |
Cable |  |  | 3,466 |  |  |  | 3,449 |  |  |  | 3,465 |  |  |  | 3,467 |  |  |  | 3,475 |
Business Solutions |  |  | 387 |  |  |  | 384 |  |  |  | 377 |  |  |  | 382 |  |  |  | 374 |
Media |  |  | 2,153 |  |  |  | 2,146 |  |  |  | 2,079 |  |  |  | 1,826 |  |  |  | 1,704 |
Corporate items and intercompany eliminations |  |  | (206 | ) |  |  | (193 | ) |  |  | (158 | ) |  |  | (130 | ) |  |  | (117 | )
Total revenue |  |  | 14,143 |  |  |  | 13,702 |  |  |  | 13,414 |  |  |  | 12,850 |  |  |  | 12,706 |
Total service revenue 1,2 |  |  | 13,560 |  |  |  | 13,027 |  |  |  | 12,649 |  |  |  |  |  |  |  |  |
Adjusted operating profit 3 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Wireless |  |  | 3,561 |  |  |  | 3,285 |  |  |  | 3,239 |  |  |  | 3,246 |  |  |  | 3,157 |
Cable |  |  | 1,709 |  |  |  | 1,674 |  |  |  | 1,658 |  |  |  | 1,665 |  |  |  | 1,718 |
Business Solutions |  |  | 128 |  |  |  | 123 |  |  |  | 116 |  |  |  | 122 |  |  |  | 106 |
Media |  |  | 139 |  |  |  | 169 |  |  |  | 172 |  |  |  | 131 |  |  |  | 161 |
Corporate items and intercompany eliminations |  |  | (158 | ) |  |  | (159 | ) |  |  | (153 | ) |  |  | (145 | ) |  |  | (149 | )
Total adjusted operating profit |  |  | 5,379 |  |  |  | 5,092 |  |  |  | 5,032 |  |  |  | 5,019 |  |  |  | 4,993 |
Net income |  |  | 1,711 |  |  |  | 835 |  |  |  | 1,342 |  |  |  | 1,341 |  |  |  | 1,669 |
Adjusted net income 3 |  |  | 1,821 |  |  |  | 1,481 |  |  |  | 1,479 |  |  |  | 1,532 |  |  |  | 1,769 |
Cash provided by operating activities |  |  | 3,938 |  |  |  | 3,957 |  |  |  | 3,747 |  |  |  | 3,698 |  |  |  | 3,990 |
Free cash flow 3 |  |  | 1,746 |  |  |  | 1,705 |  |  |  | 1,676 |  |  |  | 1,437 |  |  |  | 1,548 |
Capital expenditures |  |  | 2,436 |  |  |  | 2,352 |  |  |  | 2,440 |  |  |  | 2,366 |  |  |  | 2,240 |
Earnings per share |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Basic |  | $ | 3.32 |  |  | $ | 1.62 |  |  | $ | 2.61 |  |  | $ | 2.60 |  |  | $ | 3.24 |
Diluted |  | $ | 3.31 |  |  | $ | 1.62 |  |  | $ | 2.60 |  |  | $ | 2.56 |  |  | $ | 3.22 |
Adjusted earnings per share 3 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Basic |  | $ | 3.54 |  |  | $ | 2.88 |  |  | $ | 2.87 |  |  | $ | 2.97 |  |  | $ | 3.43 |
Diluted |  | $ | 3.52 |  |  | $ | 2.86 |  |  | $ | 2.86 |  |  | $ | 2.96 |  |  | $ | 3.42 |
Statements of Financial Position: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Assets |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Property, plant and equipment |  |  | 11,143 |  |  |  | 10,749 |  |  |  | 10,997 |  |  |  | 10,655 |  |  |  | 10,255 |
Goodwill |  |  | 3,905 |  |  |  | 3,905 |  |  |  | 3,905 |  |  |  | 3,897 |  |  |  | 3,765 |
Intangible assets |  |  | 7,244 |  |  |  | 7,130 |  |  |  | 7,243 |  |  |  | 6,588 |  |  |  | 3,211 |
Investments |  |  | 2,561 |  |  |  | 2,174 |  |  |  | 2,271 |  |  |  | 1,898 |  |  |  | 1,487 |
Other assets |  |  | 4,010 |  |  |  | 4,384 |  |  |  | 4,773 |  |  |  | 3,498 |  |  |  | 4,897 |
Total assets |  |  | 28,863 |  |  |  | 28,342 |  |  |  | 29,189 |  |  |  | 26,536 |  |  |  | 23,615 |
Liabilities and Shareholders’ Equity |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Long-term liabilities |  |  | 15,693 |  |  |  | 17,960 |  |  |  | 18,536 |  |  |  | 16,205 |  |  |  | 14,410 |
Current liabilities |  |  | 6,823 |  |  |  | 5,113 |  |  |  | 5,017 |  |  |  | 4,920 |  |  |  | 4,606 |
Total liabilities |  |  | 22,516 |  |  |  | 23,073 |  |  |  | 23,553 |  |  |  | 21,125 |  |  |  | 19,016 |
Shareholders’ equity |  |  | 6,347 |  |  |  | 5,269 |  |  |  | 5,636 |  |  |  | 5,411 |  |  |  | 4,599 |
Total liabilities and shareholders’ equity |  |  | 28,863 |  |  |  | 28,342 |  |  |  | 29,189 |  |  |  | 26,536 |  |  |  | 23,615 |
Subscriber count results (000s) 1 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Wireless subscribers |  |  | 10,482 |  |  |  | 10,274 |  |  |  | 9,877 |  |  |  | 9,450 |  |  |  | 9,503 |
Internet subscribers |  |  | 2,230 |  |  |  | 2,145 |  |  |  | 2,048 |  |  |  | 2,011 |  |  |  | 1,961 |
Television subscribers |  |  | 1,740 |  |  |  | 1,820 |  |  |  | 1,896 |  |  |  | 2,024 |  |  |  | 2,127 |
Phone subscribers |  |  | 1,108 |  |  |  | 1,094 |  |  |  | 1,090 |  |  |  | 1,150 |  |  |  | 1,153 |
Additional Wireless metrics 1 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Postpaid churn (monthly) |  |  | 1.20% |  |  |  | 1.23% |  |  |  | 1.27% |  |  |  | 1.27% |  |  |  | 1.24% |
Postpaid ARPA (monthly) 4 |  | $ | 124.75 |  |  | $ | 117.37 |  |  | $ | 110.74 |  |  | $ | 106.41 |  |  |  |  |
Blended ARPU (monthly) |  | $ | 62.31 |  |  | $ | 60.42 |  |  | $ | 59.71 |  |  | $ | 59.41 |  |  | $ | 59.58 |
Additional consolidated metrics |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Revenue growth |  |  | 3% |  |  |  | 2% |  |  |  | 4% |  |  |  | 1% |  |  |  | 2% |
Adjusted operating profit growth |  |  | 6% |  |  |  | 1% |  |  |  | 0% |  |  |  | 1% |  |  |  | 3% |
Dividends declared per share |  | $ | 1.92 |  |  | $ | 1.92 |  |  | $ | 1.92 |  |  | $ | 1.83 |  |  | $ | 1.74 |
Dividend payout ratio of net income 1 |  |  | 57.7% |  |  |  | 118.3% |  |  |  | 73.6% |  |  |  | 70.2% |  |  |  | 53.7% |
Dividend payout ratio of free cash flow 1,3 |  |  | 56.6% |  |  |  | 57.9% |  |  |  | 58.9% |  |  |  | 65.6% |  |  |  | 57.9% |
Return on assets 1 |  |  | 5.9% |  |  |  | 2.9% |  |  |  | 4.6% |  |  |  | 5.1% |  |  |  | 7.1% |
Debt leverage ratio 3 |  |  | 2.8 |  |  |  | 3.0 |  |  |  | 3.1 |  |  |  | 2.9 |  |  |  | 2.3 |

1 | As defined. See “Key Performance Indicators”.

2 | Total service revenue has not been presented for periods prior to 2015. We commenced reporting total service revenue as a key performance indicator in the fourth quarter of 2016. See “Key Performance Indicators”.

3 | Adjusted operating profit, adjusted net income, adjusted basic and diluted earnings per share, free cash flow, debt leverage ratio, and dividend payout ratio of 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 not have standard meanings, so may not be a reliable way to compare us to other companies. See “Non-GAAP Measures” for information about these measures, including how we calculate them.

4 | Postpaid ARPA has not been presented for periods prior to 2014. We commenced reporting postpaid ARPA as a key performance indicator in the first quarter of 2015. See “Key Performance Indicators”.

96 ROGERS COMMUNICATIONS INC. 2017 ANNUAL REPORT