Telus 2014 Annual Report Download - page 19

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Our customer commitments underpin our internal goals and corporate priorities and help
us deliver an elevated experience to our customers. These four commitments are:
 We take ownership of every customer experience
 We work as a team to deliver on our promises
 We learn from customer feedback and take action to get better, every day
 We are friendly, helpful and thoughtful.
Investing in internal capabilities to build a high-performance culture and efficient
operation
Annually, we conduct team member Pulsecheck engagement surveys, administered by
Aon Hewitt, to gather confidential team member feedback about TELUS as a place to
work and measure our progress in establishing a high performance culture. Following
each survey, business units and departments use their Pulsecheck results to review
their current action plans and prioritize their ongoing actions. In 2014, our employee
engagement score increased by two percentage points to 85%, placing TELUS first
globally among organizations of our size and composition for the second consecutive
year. Significant improvements in employee engagement have helped us focus on
putting customers first.
In addition, we incur incremental, non-recurring restructuring and other like costs with
the objectives of improving our operating efficiency and effectiveness and addressing
the ongoing decline in profitability in certain areas of our business.
For additional details on 2014 developments and other events or conditions that
influenced our general development, see the MD&A Section 2.2 Strategic imperatives,
as well as progress on our corporate priorities in MD&A Section 3: Corporate priorities
for 2015 and progress on 2014 corporate priorities. For a discussion of changes in our
business expected in 2015, see MD&A Section 9: General trends, outlook and
assumptions.
For a review of the events and conditions that influenced our general development
during 2012 and 2013, and how our business developed over those two years, see each
of the 2012 and 2013 Management’s Discussion and Analysis, Section 1.2 Canada’s
economy and telecommunications industry (2012), Section 1.2 The environment in
which we operate (2013), Section 2.2 Strategic imperatives, as well as progress on our
corporate priorities for the relevant year in Section 3: Key performance drivers (2013)
and Section 3: Corporate priorities for 2015 and progress on 2014 corporate priorities
(2014).
COMPETITION
We expect continued strong competition in the wireline and wireless businesses in all
principal markets and geographic areas. See MD&A Section 4.1 Principal markets
addressed and competition for a summary of the competitive environment in each of our
principal markets and geographic areas. Also refer to MD&A Section 10.2 Competition
for further details on the risks associated with our competitive environment and
Section 9: General trends, outlook and assumptions for an assessment of our
competitive position as it relates to the telecommunications industry generally and
specifically as it relates to the wireless and wireline industries.