Telus 2012 Annual Report Download - page 8

8
• Investing in internal capabilities to build a high-performance culture and efficient
operation
• Going to market as one team under a common brand, executing a single
strategy.
A consistent focus on the strategic imperatives guides our actions and contributes to the
achievement of our financial goals. See our discussion in MD&A Section 2.2 Strategic
imperatives. To advance our long-term strategic initiatives and address near-term
opportunities and challenges, we set new corporate priorities each year. See MD&A
Section 3: Key performance drivers for our 2012 corporate priorities and progress as
well as our 2013 corporate priorities.
Business overview
Our principal markets, services and products and competition overview are described in
MD&A Section 4.1 Principal markets addressed and competition. Further details related
to competition can be found in MD&A Section 10.1. Competition.
Our assets and resources, including employees, brand and distribution methods,
tangible properties (such as our telecommunications networks and network facilities),
intangible properties (such as brand and wireless spectrum licences) and an overview of
foreign operations are discussed in MD&A Section 4.2 Operational resources. Further
details on our employees are provided below under Employee relations and further
details on our wireless spectrum licences are provided below under Regulation -
Radiocommunication spectrum licences.
For revenue and other financial information on the two most recently completed financial
years with respect to our wireless and wireline businesses, see MD&A Section 5.4
Wireless segment and Section 5.5 Wireline segment.
An overview of the Canadian economic environment and the telecommunications
industry can be found in MD&A Section 1.2 Canadian economy and telecommunications
industry and Section 9: General outlook. Seasonal trends that have impacted us are
described in MD&A Section 5.2 Summary of quarterly results and fourth quarter recap -
Trends.
We are committed to corporate social responsibility and achieving sustainable growth.
Our triple bottom line approach to business balances economic growth with
environmental and social goals. We aim to integrate environmental considerations into
our business and offer innovative communications solutions while protecting the
environment. Our environmental policy seeks to meet applicable legal and other
requirements and, where possible, to go beyond to achieve corporate targets. We also
try to demonstrate sustainable development by integrating environmental, economic and
social considerations into each step of our operations. Our environmental policy and the
associated Environmental Management System are reviewed regularly to facilitate
continuing suitability and effectiveness. Our environmental objectives, targets and
performance are monitored and reported yearly through our corporate social
responsibility report which is available at telus.com/csr.
We are also committed to our community and aim to give where we live by: improving
social outcomes for communities and creating a personal affinity for TELUS through our
cause marketing campaigns (where we make a contribution to a local cause for new