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Unifor Telecommunications Council executive members brought workers’ questions to Bell management at the company’s annual shareholders meeting on Thursday May 7, 2026.
The union’s representatives submitted the following questions:
1. Data Centres & Workforce Participation
Bell has identified data centres and digital infrastructure as key growth areas. Can the Board outline how Bell is ensuring it has the skilled workforce capacity to deliver on this strategy, and what investments are being made in workforce development to support long-term execution?
Bell’s answer (paraphrased):
Bell highlighted the creation of Bell AI Fabric, Bell Cyber and Ateko; and its newly acquired workforce, which will be fuelling their growth in digital and AI-powered enterprise solutions in Canada
Unifor’s answer:
Bell’s internet network and digital future cannot be separated from the unionized workers who build, maintain, secure, and operate the infrastructure. Yet, to date, Bell has failed to meaningfully engage its unionized workforce in planning for the future skills and operational needs required to deliver that vision.
2. Workforce Career Visibility & Talent Strategy
In a rapidly evolving telecommunications and technology environment, how does the Board assess Bell’s ability to attract, retain, and develop talent, and is there a defined long-term workforce strategy aligned with the company’s transformation goals?
Bell’s answer (paraphrased):
The telecommunication market and the legislative framework it operates in has transformed itself greatly over the past years. The company is managing the declining need for traditional telecommunication services: customers are no longer interested in traditional products such as home phone, Satellite TV (unless it’s the only option) or DSL internet. They want high speed internet, Streaming TV and Mobility Services.
Unifor’s answer:
The only workforce strategy Bell has been consistent in applying, across telecom, is cuts. Continued layoffs, offshoring and outsourcing may severely limit Bell’s success in the future. Shareholders, and Bell workers, should be worried that the executives failed to recognise the importance of a clear workforce development strategy in these new ventures. There is a need to equip the current unionized workforce with the skills necessary to keep this company on the cutting edge of telecommunications.
“Workforce retention and development should be critical to Bell Canada’s future planning, but based on the company’s response, the union is left to believe this company has no plan to transition and support its existing workforce into its new enterprises,” said Unifor National President Lana Payne. "This is not acceptable to our union and we will continue to fight for good jobs for our members across the new telecommunications spectrum."
Telecommunications Council Chair Jeff Brohman, a cable repair technician of 26 years and Council Secretary Nicole Beard, a BBM customer service agent of 32 years were present at the shareholder’s event. Many Bell workers are shareholders in the company, and many attend and participate in the annual meeting.
“Every dollar in profit, and every dollar paid out in dividends is thanks to the work of Unifor members. Unifor members at Bell are invested in this company and are ready to retrain to master the next generation of technological change just like we’ve been doing for 145 years at this company,” said Brohman. “However, when given the chance, Bell leadership highlighted their new ventures without any mentions of the existing unionized workforce.”
“Bell workers deserve better. Our labour generates billions in profit that CEO Mirko Bibic and the rest of the executive team benefit from so greatly, with their multi million-dollar compensation packages,” said Beard.
Unifor recently presented to the federal government on the use of AI technology in the telecommunications sector, along with the other members of the Canadian Telecommunications Workers Alliance (CTWA). The unions urged the federal government to introduce a national AI framework that protects the privacy, data and rights of customers and workers.
“Despite the sweeping statements made at the shareholders’ meeting, Bell had already demonstrated its approach to progress. So far, Bell’s vision for its future seems to rely on shipping Canadian jobs and data overseas. In raising these questions at the AGM, we hope that other shareholders think about how the company they’re invested in is hollowing out its Canadian footprint, and that Bell adapts its vision to once again include workers in the company’s future success,” concluded Brohman.
