Telus 2013 Annual Report Download - page 8

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Organization
Our wireless and wireline businesses are integrated to leverage the convergence of
technologies, to provide integrated solutions differentiating us from our competitors and
to improve operating efficiency and effectiveness. Our operating segments regularly
reported to our Chief Executive Officer (our chief operating decision-maker) are wireless
and wireline. Operating segments are components of an entity that engage in business
activities from which they earn revenues and incur expenses (including revenues and
expenses related to transactions with the other component(s)) and whose operating
results are regularly reviewed by a chief operating decision-maker to make resource
allocation decisions and to assess performance. As we do not currently aggregate
operating segments, our reportable segments are also wireless and wireline.
Segmentation is based on similarities in technology, the technical expertise required to
deliver the services and products, customer characteristics, distribution channels used
and regulatory treatment. We offer our wireless and wireline services primarily through
TCC.
A significant judgment we make is that our wireless and wireline operations and cash
flows are sufficiently distinct to be considered operating segments and reportable
segments, notwithstanding the convergence our wireless and wireline
telecommunications infrastructure technology and operations have experienced to date.
If our wireless and wireline telecommunications infrastructure technology and operations
continue to converge, it may become impractical, if not impossible, to objectively
distinguish between our wireless and wireline operations and cash flows; if sufficient
convergence were to occur, our wireless and wireline operations would no longer be
individual components of the business or discrete operating segments; rather, they could
each become a group of similar products and services.
Our strategy
Our strategic intent is to unleash the power of the Internet to deliver the best solutions to
Canadians at home, in the workplace and on the move. Our growth strategy is to focus
on our core telecommunications business in Canada supported by our international
contact centre and outsourcing capabilities.
We developed six strategic imperatives in 2000 that remain relevant for future growth,
despite changing regulatory, technological and competitive environments. The six
strategic imperatives are:
 Building national capabilities across data, IP, voice and wireless;
 Focusing relentlessly on growth markets of data, IP and wireless;
 Providing integrated solutions that differentiate TELUS from our competitors;
 Partnering, acquiring and divesting to accelerate the implementation of TELUS’
strategy and focus TELUS’ resources on the core business;
 Investing in internal capabilities to build a high-performance culture and efficient
operation; and