Telus 2015 Annual Report Download - page 8

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Organization
Our wireless and wireline businesses are organized 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)), the operating results of
which 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 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 focus is on our core
telecommunications business in Canada supported by our international contact centres
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
 Investing in internal capabilities to build a high-performance culture and efficient
operation.