Telus 2014 Annual Report Download - page 9

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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. The operating segments that are
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, the 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 both operating segments and reportable
segments, notwithstanding the convergence of our wireless and wireline
telecommunications infrastructure technology and operations we 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 focus is 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:
 Focusing relentlessly on growth markets of data, IP and wireless;
 Providing integrated solutions that differentiate TELUS from our competitors;
 Building national capabilities across data, IP, voice and wireless;
 Partnering, acquiring and divesting to accelerate the implementation of TELUS’
strategy and focus TELUS’ resources on core business;
 Going to market as one team under a common brand, executing a single
strategy; and